文旅案例 | 商街运营：作为城市文化客厅的未来、从“千街一面”到“一街一品”

【友情提示】世界那么大，为防走散，请将AYS爱易设规划设计事务所加星标！关注爱易设，关注AYS规划设计事务所，点击上方名片-点右上角弹出菜单栏设为星标即可。

从“景点观光”到“在地体验”，从“走马观花”到“深度沉浸”，消费者需求的转变正重塑商业空间的逻辑。据文化和旅游部数据显示，2025年国内旅游总人次同比增长超过90%，其中文化体验型消费占比显著提升。这一趋势为商街发展带来双重启示：单纯购物功能已无法满足市场需求，而具备文化属性、体验特色的商街正成为城市文旅新地标。在这样的大背景下，商街运营必须超越传统“收租管理”模式，转向“内容运营+场景营造+生态构建”的综合发展路径。成功的商街不再只是品牌集合地，而是成为讲述城市故事、提供情感价值、创造记忆点的文化容器。

一、以文化定位为根基：从“千街一面”到“一街一品”，精准的文化定位是商街差异化的起点。每个城市都有其独特的文化基因，商街运营需要挖掘在地文化元素，将其转化为可体验、可消费的产品形态。

案例剖析：成都宽窄巷子。宽窄巷子的成功绝非偶然。这条清代街区在改造中坚守“少城”文化根基，完整保留了“鱼骨状”巷弄格局和川西民居建筑风格。其招商并非简单引入高端品牌，而是严选与“老成都生活美学”相契合的业态：本土茶社、川剧戏园、非遗工坊、创意市集。运营方通过“文化准入机制”，确保每家店铺都能贡献独特文化叙事——哪怕是星巴克，也特别设计了竹编元素、川剧脸谱融合的门店风格。实践启示：商街招商前应进行系统的文化挖掘，形成清晰的“文化图谱”。招商标准中应设置“文化契合度”权重，优先引入能诠释、活化本地文化的品牌和主理人。

From "touring scenic spots" to "local experiences", from "quick sightseeing" to "deep immersion", the shift in consumer demands is reshaping the logic of commercial spaces. According to data from the Ministry of Culture and Tourism, the total number of domestic tourists in 2023 increased by more than 90% year-on-year, with the proportion of cultural experience-type consumption significantly rising. This trend brings dual inspirations for the development of commercial streets: the sole shopping function can no longer meet market demands, and commercial streets with cultural attributes and distinctive experiences are becoming new urban cultural and tourism landmarks. In this broader context, the operation of commercial streets must go beyond the traditional "rental management" model and shift to a comprehensive development path of "content operation + scene creation + ecosystem construction". A successful commercial street is no longer just a collection of brands, but becomes a cultural container that tells the story of the city, provides emotional value, and creates memorable points.

1. Based on cultural positioning: From "the same streets everywhere" to "one street, one specialty", precise cultural positioning is the starting point for the differentiation of commercial streets. 。 Every city has its unique cultural DNA. The operation of commercial streets requires the exploration of local cultural elements and their transformation into experiential and consumable product forms. Case analysis: The Wenhua Xianxiang in Chengdu. The success of Wenhua Xianxiang was not accidental. This Qing Dynasty district, during its renovation, adhered to the "Less City" cultural foundation and completely preserved the "fishbone-shaped" alley layout and the architectural style of the western Sichuan region. Its recruitment was not simply introducing high-end brands, but carefully selecting business formats that were in line with "the old Chengdu lifestyle aesthetics": local tea houses, Sichuan opera theaters, heritage workshops, and creative markets. The operator ensured that each store could contribute a unique cultural narrative through the "cultural admission mechanism" - even Starbucks specially designed a store style integrating bamboo weaving elements and Sichuan opera makeup. Practical lessons: Before recruiting for commercial streets, a systematic cultural exploration should be conducted to form a clear "cultural map". In the recruitment standards, the weight of "cultural compatibility" should be set, and brands and managers that can interpret and activate local culture should be given priority.

二、内容场景化构建：从“商品陈列”到“情境营造”，现代消费者尤其是Z世代，追求的是“可拍照、可分享、可沉浸”的场景体验。商街需要从线性购物空间转型为多维体验剧场。

案例剖析：广州永庆坊的渐进式更新。永庆坊没有采用大拆大建，而是以“微改造”方式保留西关风情，同时注入现代内容。粤剧艺术博物馆不仅是展览空间，更定期举办体验工坊；老骑楼里嵌入现代设计书店，举办本土作家沙龙；麻石小巷中分布着创新广府菜餐厅，食客可参与烹饪课程。运营方更打造“永庆有礼了”节日IP，结合中秋、端午等节气，设计寻宝游戏、非遗体验等互动内容，使游客停留时间延长至传统商街的2-3倍。实践启示：商街应规划合理的业态“呼吸节奏”——文化体验（博物馆、工坊）、休闲社交（咖啡馆、书吧）、消费购物（零售店）按一定比例交错分布，形成张弛有度的体验流线。

三、节事活动驱动：从“静态场域”到“活力舞台”，持续的内容更新是商街保持热度的关键。品牌化的节事活动能够制造持续吸引力，形成“常来常新”的消费期待。

案例剖析：苏州淮海街的日系主题活化这条原本普通的商业街，通过整体改造为日式风格街区，并策划全年无休的主题活动：春季樱花祭、夏季纳凉祭、秋季红叶祭、冬季新年祭。每个节庆都配套特色市集、表演、限定美食。运营方还引入日本知名IP合作，如与《名侦探柯南》联动的解谜游街活动，吸引大量年轻客群。这些活动不仅提升客流，更带动商户季度销售额平均增长40%。实践启示：商街应建立“年度活动日历”，结合传统文化节日、城市特色节日、自创IP活动，形成稳定的内容输出节奏。活动设计需注重参与感，让游客从旁观者变为参与者。

II. Content Scenario Construction: From "Product Display" to "Scenario Creation", modern consumers, especially the Z-generation, pursue "photographable, shareable, immersive" scenario experiences. The commercial street needs to transform from a linear shopping space to a multi-dimensional experience theater.

Case Analysis: The Progressive Renewal of Guangzhou Yongqingfang. Yongqingfang did not adopt large-scale demolition and reconstruction; instead, it retained the West District style through "micro-renovation" and injected modern content. The Cantonese Opera Art Museum is not only an exhibition space but also regularly holds experience workshops; old arcades are embedded with modern design bookstores, hosting local writers' salons; and the granite alleys are dotted with innovative Cantonese cuisine restaurants, where diners can participate in cooking courses. The operator also created the "Yongqing Has Gifts" festival IP, combining traditional festivals such as Mid-Autumn and Dragon Boat with treasure hunt games and非遗 experiences， extending tourists' stay time to 2-3 times that of a traditional commercial street. Practical Insights： The commercial street should plan a reasonable "breathing rhythm" for its business types - cultural experiences (museums， workshops)， leisure and social interaction (cafes， bookstores)， and consumption and shopping (retail stores) should be distributed in a certain ratio， forming a balanced experience flow.

III. Festival Event Driven： From "Static Field" to "Vibrant Stage"， continuous content updates are the key to keeping the commercial street popular. Branding festival events can create continuous appeal and form a "regularly coming and constantly changing" consumption expectation. Case Analysis： The Japanese-themed revitalization of Suzhou Huaihai Street， this originally ordinary commercial street， was transformed into a Japanese-style district through overall renovation and planned with year-round non-stop theme activities： spring cherry blossom festival， summer cooling festival， autumn red leaf festival， and winter New Year festival. Each festival is accompanied by special markets， performances， and limited-time delicacies. The operator also introduced Japanese well-known IPs for cooperation， such as the puzzle street activity linked with "Detective Conan"， attracting a large number of young customers. These activities not only increase foot traffic but also drive a 40% average quarterly sales growth for merchants. Practical Insights： The commercial street should establish an "annual event calendar"， combining traditional cultural festivals， city-specific festivals， and self-created IP events， to form a stable content output rhythm. The design of the events should focus on participation， turning tourists from observers into participants.

四、数字化赋能运营：从“到店消费”到“全时连接”，智慧化系统正成为现代商街的“隐形骨架”。数字化不仅提升运营效率，更创造线上线下融合的新体验。

案例剖析：上海北外滩来福士“城市市集”。该项目利用小程序打造“线上导览+线下体验”闭环：游客可通过AR导航寻找店铺，扫描二维码获取老物件背后的故事，参与线上打卡集章活动兑换优惠。运营方通过客流热力图分析，动态调整活动区域和商铺位置；通过消费数据分析，指导商户优化商品结构。数字化工具使商街的复访率提升至35%，远高于行业平均水平。实践启示：商街应构建“数据中台”，整合客流、消费、行为等多维度数据，实现精准招商、精准营销、精准服务。同时利用短视频、直播等新媒体，打造商街的“数字分身”，延伸体验边界。

五、共生型生态构建：从“租赁关系”到“伙伴关系”，新型商街运营需要打破业主与商户的传统对立，构建价值共创的生态共同体。

案例剖析：重庆紫薇路“主理人社区”。这条不到500米的街区，聚集了30多家主理人店铺。运营方采用“保底租金+营业额分成”的灵活模式，降低创业者门槛。每月组织“主理人沙龙”，分享运营经验、对接资源。更设立“品牌成长基金”，资助有潜力的本土品牌进行空间升级、产品研发。这种共生模式培育出多个区域网红品牌，形成强大的品牌孵化能力。实践启示：商街应建立商户分级培育体系，对初创品牌提供孵化支持，对成熟品牌提供扩张助力。定期组织资源对接、培训交流，形成知识共享、资源互助的良性生态。

六、可持续运营：长期主义的价值坚守，文旅商街的成功需要时间沉淀，运营方需抵制短期利益诱惑，坚持长期价值。

案例参考：日本东京 Ginza Six。该项目在招商中坚守“日本美学全球化表达”定位，即使面对国际大牌的入驻申请，也要求其提供专属设计或产品线。运营方设立“文化策展人”职位，持续策划艺术展览、文化讲座，保持项目的新鲜感和文化深度。六年来，项目已从高端购物中心升级为东京文化地标，证明了文化坚守的商业价值。核心要义：商街运营需建立“文化保护红线”和“业态更新机制”，既要防止过度商业化侵蚀文化本色，又要通过持续的内容创新保持活力。

IV. Digital Empowerment of Operations: From "In-store Consumption" to "Always Connected", Intelligent Systems Are Becoming the "Invisible Framework" of Modern Shopping Malls. Digitalization not only enhances operational efficiency but also creates a new experience that integrates online and offline. Case Analysis: Shanghai Beifantan Lufu Shang. This project uses a mini-program to create a closed loop of "online guided tour + offline experience": Tourists can use AR navigation to find stores, scan QR codes to obtain stories behind old objects, and participate in online打卡 activities to exchange discounts. The operator analyzes the heat map of passenger flow and dynamically adjusts activity areas and store locations； through consumption data analysis， it guides merchants to optimize product structures. Digital tools have increased the revisit rate of the shopping mall to 35%， far above the industry average. Practical Insights： Shopping malls should build a "data platform"， integrate multi-dimensional data such as passenger flow， consumption， and behavior， and achieve precise investment promotion， precise marketing， and precise services. At the same time， they should utilize new media such as short videos and live streaming to create the "digital avatar" of the shopping mall， extending the experience boundaries.

V. Symbiotic Ecological Construction： From "Leasing Relationship" to "Partnership"， New-Type Shopping Mall Operations Need to Break the Traditional Opposition between Owners and Merchants and Build an Ecological Community of Value Creation. Case Analysis: Chongqing Ziwiru "Mastermind Community". This less than 500-meter street houses 30+ merchant stores. The operator adopts a flexible model of "guaranteed rent + revenue sharing", reducing the threshold for entrepreneurs. Monthly "Mastermind Salon" is organized to share operation experience and connect resources. A "Brand Growth Fund" is also established to fund local brands with potential for space upgrades and product development. This symbiotic model has nurtured multiple regional网红 brands， forming a strong brand incubation capability. Practical Insights： Shopping malls should establish a merchant classification cultivation system， providing incubation support for start-up brands and expansion assistance for mature brands. Regularly organize resource connections， training exchanges， to form a virtuous ecosystem of knowledge sharing and resource mutual assistance.

VI. Sustainable Operations： The Value of Long-Termism. The success of cultural tourism shopping malls requires time to settle. Operators should resist the temptation of short-term interests and adhere to long-term value. Reference Case： Ginza Six in Tokyo， Japan. In the recruitment process， this project adheres to the positioning of "global expression of Japanese aesthetics"， even when facing applications from international brands， it requires them to provide exclusive design or product lines. The operator sets up the position of "Cultural Curator"， continuously planning art exhibitions and cultural lectures to maintain the freshness and cultural depth of the project. Over the past six years， the project has upgraded from a high-end shopping center to a cultural landmark in Tokyo， proving the commercial value of cultural persistence. Core Essence： Shopping mall operations need to establish a "cultural protection red line" and "business model renewal mechanism"， preventing excessive commercialization from eroding the cultural essence， and maintaining vitality through continuous content innovation.

- END -

内容整理｜爱易设规划设计事务所、AYS爱易设

素材来源｜部分文案及图片来源于网络

文章声明｜文章及图片内容仅供参考，我们尊重原创和知识产权，所有转载或改编均会明确标注出处；若不慎侵犯了第三方权益，请立即联系我们，我们将尽快处理。

易老师联系方式：13717943868