Strategic Servitization of Songcheng Performing Arts: An Integrated Analysis

宋城演艺的服务化转型路径与战略建议：一项整合分析

Servitization has become a key strategic option for experience-based cultural tourism firms as they seek to move from single-ticket transactions to solution-oriented offerings that integrate content, service, technology and ecosystem partners. Focusing on Songcheng Performing Arts (China’s leading tourism performing arts group), this article develops a strategic diagnosis and action plan using an integrated framework: PESTEL is applied to identify macro-environmental drivers; Porter’s five forces are used to evaluate industry structure and competitive pressure; SWOT synthesizes internal strengths/weaknesses and external opportunities/threats; and TOWS translates these findings into actionable strategies. The analysis indicates that policy support for cultural tourism integration, demand for immersive experiences and digital adoption create opportunities, while regional competition, content homogeneity risks and operational volatility remain challenges. We propose a servitization roadmap that emphasizes (1) product–service bundles around ‘performance + destination + membership’, (2) digital and data-enabled experience design, (3) ecosystem partnerships to replicate ‘one show drives one city’ in new destinations, and (4) governance mechanisms for safety, IP and sustainability.

在体验经济时代，服务化转型已成为文化旅演企业从单一门票交易模式转向集内容、服务、技术与生态伙伴于一体的解决方案模式的关键战略选择。本文以中国旅游演艺龙头企业——宋城演艺为研究对象，通过整合性分析框架构建战略诊断体系并提出行动方案：运用PESTEL 模型识别宏观环境驱动力，借助波特五力模型评估行业结构与竞争压力，通过SWOT 综合分析内外部优势、劣势、机遇与威胁，并基于TOWS 矩阵将分析结论转化为可操作的策略。研究表明，文旅融合政策支持、沉浸式体验需求增长与数字化应用普及为企业带来机遇，而区域竞争加剧、内容同质化风险与运营波动性则构成持续挑战。本文提出以服务化转型为核心的战略路径，强调：（1）围绕“演艺+目的地+会员体系”构建产品-服务组合；（2）以数字化与数据赋能体验设计；（3）通过生态合作在新市场复制“一台戏带动一座城”模式；（4）建立涵盖安全、知识产权与可持续性的治理机制。