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论文编号：	15814
作者编号：	2320233829
上传时间：	2025/12/10 14:09:34
中文题目：	天津市名人故居沉浸式体验商业模式优化研究 ——以张学良故居与张园为例
英文题目：	Research on the Optimization of the Business Model of the Immersive Tourism Format of the Former Residence of Celebrities in Tianjin: Taking Commander Zhang’s Mansion and Zhang Garden as Examples
指导老师：	白长虹
中文关键字：	沉浸式旅游；名人故居；体验经济；商业模式优化
英文关键字：	Immersive Tourism; Former Residence Scenic Spots; Experience Economy; Business Model Optimization
中文摘要：	随着文旅产业的迅速发展，传统景区面临着转型和创新的迫切需求，尤其是名人故居类景区。在市场竞争日益激烈的背景下，如何通过创新的商业模式提升景区的盈利能力和市场竞争力，已成为景区可持续发展的关键。尽管已有研究探讨了景区转型中的商业模式创新，但关于名人故居类景区如何在沉浸式体验的基础上优化商业模式，以实现盈利和可复制性，仍缺乏系统的研究。 本研究以天津张学良故居与张园为案例，探讨了景区在沉浸式旅游转型中的商业模式优化路径。通过实地调研与访谈，研究分析了四个内容维度对景区商业模式的影响：沉浸式演绎内容开发、场景化互动与解谜系统、IP打造与短视频传播一体化以及文创产品开发。研究结果表明，这四项策略不仅提升了游客的体验感知，还有效促进了景区的盈利能力和市场吸引力。 具体而言，沉浸式演绎内容通过精心设计的情节与互动场景，为游客提供了深度沉浸的体验，吸引了大量愿意为高品质体验付费的游客；场景化互动与解谜系统通过与景区环境和手机互动，为游客提供了灵活且低成本的参与方式，增加了景区的客流量并促进了二次消费；IP打造与短视频推广通过统一的品牌形象和多平台传播，提升了景区的知名度和市场份额；文创产品的开发则为景区提供了新的盈利来源，拓宽了收入渠道。基于这些创新措施，研究发现，张学良故居与张园不仅成功实现了游客结构的年轻化和多样化，还显著提高了景区的营收和利润，为名人故居类景区的商业模式转型提供了成功的实践案例。 本研究以商业模式四要素理论与体验经济理论为基础，结合商业模式画布工具，系统分析了名人故居类景区的沉浸式转型路径，并总结出一套可复制推广的商业模式优化框架。该框架强调了沉浸式体验与文化资源的结合，突出价值主张、价值创造、价值传递和价值获取四个维度的协同作用，提供了具体的优化建议与实践路径。这些研究成果不仅为名人故居类景区的转型提供了具有可操作性的策略，也为其他名人故居类景区在实现商业化和文化传承方面提供了重要的参考。
英文摘要：	With the rapid development of the cultural and tourism industry, traditional scenic spots, especially those of former residences of famous figures, face an urgent need for transformation and innovation. In the context of increasing market competition, how to enhance the profitability and market competitiveness of scenic spots through innovative business models has become a key factor for their sustainable development. Although previous studies have explored business model innovation in scenic spot transformation, there is still a lack of systematic research on how former residence scenic spots can optimize their business models based on immersive experiences to achieve profitability and replicability. This study takes the Commander Zhang’s Mansion and Zhang Garden (Former Site) in Tianjin as case studies to explore the business model optimization path in the context of immersive tourism transformation. Through field research and interviews, the study analyzes the impact of four content dimensions on the business models of scenic spots: immersive performance content development, real-world escape games, IP creation and short video promotion integration, and the development of cultural and creative products. The results show that these four strategies not only enhance tourists' experience perception but also effectively promote the profitability and market appeal of scenic spots. Specifically, immersive performance content provides a deep immersive experience through carefully designed plots and interactive scenes, attracting a large number of visitors willing to pay for high-quality experiences; site-specific puzzle games, through interaction with the scenic environment and mobile phones, offer tourists a flexible and low-cost way to participate, increasing tourist flow and promoting secondary consumption; IP creation and short video promotion enhance the scenic spots' brand recognition and market share through unified branding and multi-platform dissemination; the development of cultural and creative products provides new revenue sources for the scenic spots, expanding income channels. Based on these innovative measures, the study finds that both Commander Zhang’s Mansion and Tianjin Zhang Garden (Former Site) have successfully achieved a younger and more diverse visitor demographic, significantly increasing the scenic spots' revenue and profit, providing successful cases of business model transformation for former residence scenic spots. This study, based on the business model four-element theory and experience economy theory, combined with the business model canvas tool, systematically analyzes the immersive transformation path of former residence scenic spots and summarizes a replicable business model optimization framework. This framework emphasizes the integration of immersive experiences and cultural resources, highlighting the synergy of the four dimensions: value proposition, value creation, value transmission and value acquisition, and provides concrete optimization suggestions and practical pathways. The findings not only offer actionable strategies for the transformation of former residence scenic spots but also provide valuable references for other former residence scenic spots in achieving commercialization and cultural inheritance.
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