Introduction: What problems do scenic spot operators often encounter? 1. What problems do scenic spot operators often encounter? 2. Why do scenic spots need to manage tourists? 3. What issues should be paid attention to during the operation and management of scenic spots? 4. What problems do scenic spot operators often encounter? 5. What does the operation of tourist attractions rely on? 6. What problems and difficulties do scenic spot operators often encounter? 7. What do scenic spot operators do? 8. Problems in scenic spot operations 9. What problems may exist in scenic spot operations
1. What problems do tourist attraction operators often encounter?
Generally speaking, the ways to increase the income of a tourist attraction are nothing more than: tickets; souvenirs; photo spots; additional environmental protection fees; various drinks and food that are more expensive than those in ordinary places, etc. But what I want to say is that in essence it still depends on the popularity of the attraction, and the flow of people must be large to have a foundation.
Then, retaining people, eating and living in the scenic spot will greatly increase the income level of the scenic spot. Therefore, it is extremely important to grasp these key points in the planning and operation of the scenic spot. The following is a case study: “Nanjing Muyan Yangtze River Guanyin Scenic Spot has achieved good operating income and social benefits since its construction and operation. In the first half of this year, it has achieved more than half of the operating income.
In order to further expand tourism business and increase economic growth points, the marketing staff of Muyan Scenic Area made great efforts, actively contacted relevant markets, and negotiated with Nanjing Jiaerhua Machinery Equipment Co., Ltd. Nanjing Jiaerhua Machinery Equipment Co., Ltd. provided 3 horse-drawn carriages to test-run the special project of taking photos in the horse-drawn carriage for three months in the beautiful Binjiang Square of Muyan Scenic Belt. After the successful operation, the two parties will sign a long-term cooperation agreement.
The project has increased revenue for the Muyan Yangtze River Guanyin Scenic Area to a certain extent, and at the same time attracted more individual tourists to visit the Yangtze River Guanyin Scenic Area, increasing the number of tourists to the scenic area and laying the foundation for ensuring the completion of annual goals.
2. Why do scenic spots need to manage tourists?
Tourist attractions are essentially part of the tourism service industry, and service quality is an inherent attribute of the service industry. The service facilities, management and organizational quality, and the attitude and ability of front-line service personnel in the scenic area will all affect the service quality of the scenic area.
The quality of service directly affects the subjective feelings of tourists, and thus affects the reputation and future development of the scenic spot. Therefore, service quality is the lifeline of the development of the scenic spot.
3. What issues should be paid attention to during the operation and management of scenic spots?
The operation of a travel company is affected by many factors, and the following points should be considered: First, there must be clear operation and management goals and plans. To do anything, you need to have a clear goal, and travel agencies are no exception. To do a good job of operation and management, first think about what your goals are, how to design specific plans, etc.
Secondly, you need to hire professionals to be responsible for operation and management. On the one hand, professionals have the knowledge and skills of operation and management and have certain experience; on the other hand, hiring professionals will greatly save your time and money.
In addition, the operation and management of travel agencies requires: forming a team. It is not enough to rely on the strength of an individual. Even if the person is omnipotent, he needs a team to collaborate and win together. In addition to hiring professionals to be responsible for the overall work, a team is also needed to implement specific matters.
4. What problems do attraction operators often encounter?
After understanding what operation is, we also know some basic contents involved in scenic spot operation. Then, in the actual operation of scenic spots, what aspects or points should we grasp? So as to lead the overall operation of scenic spots by taking points to lead the whole? Fu Ruitai believes that it is not necessary to cover everything. The following six points may be the key points to do a good job in scenic spot operation management, and everyone should pay attention to them:
1 column plan
“No plan, no operation”. Planning is the planning of various operations and management tasks, ranging from medium- and long-term strategic plans of three to five years to annual, quarterly, and monthly plans, or company plans, department plans, personal plans, etc. These plans are all to illustrate a problem: what needs to be done in a certain period of time for the operation of the scenic spot? To what extent? Who will do it? All matters of the scenic spot, big or small, should be implemented through planning. Without a plan, the operation of the scenic spot is like a headless fly flying around without any rules. Therefore, making a plan is the prerequisite for doing a good job in the operation and management of the scenic spot.
2. Spend your money wisely
The people who are engaged in the operation and management of scenic spots must know that funds are the first thing to consider in the operation of scenic spots. Scenic spots need funds to support everything from basic construction to project investment, from operation and management to marketing and promotion. How much money is needed to start a project? Which projects and projects need to be invested by themselves? Which ones need financing? How to realize the return of funds in the shortest time? How to save expenses while ensuring normal operation to make better use of funds.
Using money well means ensuring that the scenic spot has sufficient cash flow at each stage of development, ensuring that the early stage engineering construction, later stage operation management and market promotion work can be carried out normally, and not causing the scenic spot to collapse due to a broken capital chain.
3. Understand the product
Transforming resources into products and services is the key function of scenic spot operation and management. Therefore, scenic spot operators must be clear about what they want to sell and to whom they want to sell it. They must be able to plan and forecast products. They must know how to adopt advanced development concepts based on market conditions, focus on tourism elements, and develop line products with different functions such as sightseeing, leisure and vacation, etc., including the core elements of “eating, staying, and traveling” for the market. They must set appropriate sales prices for the market, differentiate themselves from competitors in terms of function and price, and promote them to the market.
4. Manage good people
People are the core of all management. All work in a scenic area needs to be completed by people, so all management will ultimately come down to the management of people, and the same is true for scenic area operation management.
The management of people depends on top-level design (including management system, organizational structure, division of responsibilities, performance appraisal, etc.). The system tells everyone what they can do, what they cannot do, and what to do if they can’t do it well. Secondly, it depends on corporate culture. Corporate culture reflects the work style and atmosphere of the company, and determines whether an enterprise is positive and united or shirking responsibility and being a mess. It has a great impact on the work style of individual employees and teams. Thirdly, it depends on the leadership skills of managers. Different people use different methods and manage them according to their needs. The proportion of top-level design, corporate culture, and leadership skills in management varies from company to company and stage to stage. For mature scenic spots, how about dividing the three into 50%, 30%, and 20%? In small scenic spots and newly built scenic spots, perhaps the leadership skills of senior managers will play a greater role in operation management; in large scenic spots and relatively standardized scenic spots, perhaps top-level design and corporate culture are the foundation for good operation management of scenic spots.
5. Do the right thing
A scenic spot is never a closed unit. During the operation, it will have various contacts and conflicts with internal employees, surrounding villagers, local governments, functional departments, news media, cooperative customers and even competitors. Doing the right thing means facing these various individuals and units. Facing various conflicts, scenic spot operation managers should adopt a calm and objective attitude, carefully analyze the demands of these internal and external related groups, identify the crux of the problem, and adopt conservative or positive methods to deal with and solve various conflicts in the operation of the scenic spot. From an objective standpoint, turn conflicts into win-win cooperation, do the right thing, and straighten out all aspects of the relationship for the operation and management of the scenic spot.
6. Ensure safety
Safety is an issue that must be considered in the operation and management of scenic spots. The slogan of many companies is “safety first or safety first”. If safety work is not done well, it will cause losses to tourists’ lives or property, which will have a great negative impact on the scenic spot. On the one hand, the scenic spot will suffer serious economic losses due to compensation issues, and the operating results of one year or even many years will be destroyed; on the other hand, A-level scenic spots will be delisted or even closed for rectification due to safety accidents; on the other hand, it will cause a very bad reputation in the society, resulting in a significant decline in passenger flow and increasingly bleak business. Therefore, safety is the cornerstone of scenic spot operations. Without safety, it cannot operate. Who says it is not true?
5. What does the operation of tourist attractions ultimately rely on?
1. Ticket business model
This business model is a simple ticket economy, using natural resources for simple transformation and building a gate to charge visitors. This is the mainstream model of domestic tourist attractions. Whether this model is successful depends on the quality of its tourism resources. This model requires small investment, but if the resource quality is not high, it is difficult to form an effective capital cycle. Of course, how to grasp the selling point for marketing promotion is also very important. Tianmen Mountain and Huanglong Cave in Zhangjiajie are typical examples of this model.
2. Tourism comprehensive income business model
This model gets rid of the single ticket economy and emphasizes multiple revenue forms such as catering, shopping and accommodation. The single ticket economy is difficult to adapt to the needs found at this stage, and the revenue is also very limited. Generally speaking, it is reasonable for a scenic spot’s ticket revenue to account for 40% of the total revenue. If it relies entirely on the ticket economy, it is difficult to achieve sustainable development. For example, Sichuan’s Bifengxia is very successful. In addition to tickets, there are also multiple revenues such as hotels, catering and shopping.
3.Industry linkage business model
This model is to use tourism as a platform and use the resources of the tourism platform to develop related industries, thereby obtaining more benefits. Typical agricultural tourism, in addition to tourism income, also has agricultural and agricultural processing income. Inner Mongolia’s pastoral tourism is also relatively typical. Investors not only develop tourism, but also develop dairy farming, forming an interactive and comprehensive income.
4. Tourism real estate business model
This business model is actually a kind of industrial linkage, but this model has been relatively mature in China, so it is explained separately. In this model, investors require the government to give a certain amount of land as compensation (the price is generally the cost of various certificates) while developing tourism. Tourism and real estate are developed at the same time, and the investment in tourism is compensated by the income from real estate.
5. Business model of tourism resource integration
This model is a common development model for some scenic spots close to the central city. One investor controls the resources, builds infrastructure, and then attracts investment for various projects, and unites many small investors to participate in the operation. Some scenic spots in Guangdong are relatively successful, such as Quanlin Villa in Zhongshan. Investors basically do not do specific projects, and more than 100 projects within the scenic spot are established by many small and medium-sized investors.
6. A business model that integrates industry and capital operations
This model is to develop the scenic spot to a certain extent and then gain profits by introducing strategic investors. This model is quite popular in the rafting industry in Guangdong. It usually only costs more than 1 million yuan to invest in a rafting in Guangdong. If it is operated properly, the investment can generally be recovered in two years, and it can be sold at a high price as the resources appreciate.
7. Hybrid Business Model
The mixed business model is suitable for some very large scenic spots. From the early stage of fund raising to the introduction of multiple operating models, it is a comprehensive application of the first six business models.
6. What problems and difficulties do attraction operators often encounter?
1. Be fully responsible for the operation and management of the tourist attraction, and complete two main work goals: business indicators and improving the brand awareness and reputation of the tourist attraction management company. 2. Improve and implement rules and regulations, operating procedures, and make every management and service of the tourist attraction “standardized, detailed, and efficient.” 3. As the general manager of the tourist attraction, always keep abreast of customer needs and market changes, and directly supervise the formulation and implementation of various marketing plans for the tourist attraction. 4. Supervise the effective operation of the training system of the tourist attraction;
7. What does an attraction operator do?
The main tasks of scenic area management and operation include scenic area sanitation, scenic area security, internal business management, ticket management, visitor service center management, and local relationship handling.
(I) Scenic area sanitation: Scenic area sanitation is one of the important tasks for scenic areas to leave a good impression on tourists. Now most of the trash cans in scenic areas across the country are ecological trash cans customized according to the scenic area environment. In order to facilitate cleaning, they are all sleeves. Scenic area sanitation should not only ensure the cleanliness of the scenic area, but also shoulder the responsibility of protecting and promoting the scenic area environment, reminding tourists to travel in a civilized manner, and ensure that the garbage in the scenic area is cleared every day. The garbage collection site should be hidden as much as possible and should be outside the scenic area.
(II) Scenic area security: The security within the scenic area must not only ensure the normal tourism order within the scenic area, but also undertake emergency response to tourists’ accidents, check and report potential safety hazards within the scenic area, try to ensure that there are no blind spots in the security of the scenic area, and ensure the smoothness and safety of tourists’ travel.
(III) Internal operation and management: Internal operation and management includes vehicle and boat operation, tourist commodity sales, etc. In this regard, it is necessary to ensure that tourists can take the vehicle in an orderly manner, and to provide special treatment for special groups, such as the elderly, children, pregnant women, and the disabled, as much as possible. This is also a display of the service level of the scenic spot, which can effectively enhance the reputation of the scenic spot. The operation of tourist commodities must ensure the local characteristics and commemorative value of the products. The positioning of shops should be set at the entrances and exits of the scenic spot and the crowded areas. At the same time, it is necessary to ensure the shopping needs of tourists during the tour, and set up small shops on the tourist routes.
(IV) Ticket management: Ticketing is a key financial issue in scenic area management and an important medium for controlling the market. A sound ticket management system can not only avoid economic losses caused by unnecessary ticket losses, improve the convenience of ticket purchases for tourists, but also control market channels and be flexible.
(V) Tourist Service Center: The tourist service center is the first window for the scenic spot to provide external services, which directly affects the tourists’ first impression of the scenic spot. Complete facilities and equipment can not only provide guarantee for the operation of the scenic spot, but also improve the tourists’ satisfaction during the travel process. Charging, storage, medical services, wheelchairs, guided tours, information, complaints, dispute resolution, etc. are all necessary guarantee functions of the tourist service center.
(VI) Handling local relations: This is also the longest-standing and most difficult problem faced by many scenic spots. The main problems include the people destroying scenic facilities, gathering to cause trouble, and scalping tickets and people in order to gain benefits, and the local competent departments conducting various inspections and arranging receptions in order to gain benefits. There is no fixed solution to this kind of problem, and it must be solved flexibly according to the actual local situation.
8. Problems with scenic spot operations
First, the concept of sustainable development; second, paying attention to tourists’ experience needs; third, providing tourists with complete services
9. What problems may exist in the operation of scenic spots?
1. The entrusted management of scenic spots is a long and arduous task with many difficulties
After several years of practice and exploration, various companies have discovered that the development of scenic spot entrusted management business is not as simple as they imagined. Relying on the professional knowledge of tourism accumulated over the years and the management experience honed from various aspects, it is not enough to provide scenic spots with practical, direct and efficient remedies. This has also made many companies stretched in the operation of scenic spot entrusted management business. Some industry professionals even put forward the argument that “scenic spot entrusted management is a false proposition.”
In fact, entrusted management is not a new model in the business world. In the hotel industry, entrusted management business is already quite mature, and a large number of excellent hotel entrusted management units have emerged, providing other hotels with professional, standardized, systematic and efficient management systems. Compared with the hotel industry, why is entrusted management in scenic spots so difficult to carry out? The main reasons are:
1. Tourist attractions are typical non-standard industries, and it is difficult to implement standardized management.
There are 30,000 scenic spots in China, but the differences between them are too great. Each scenic spot is a special individual, and it is difficult to have a standardized management system. First, there are many types of scenic spots, including mountain type, ancient town type, theme park type, water park type, holiday park type, etc. With the further development of the “tourism +” strategy, scenic spots will present more formats and forms, and the integration between the various formats will be closer. Each format has its own characteristics and management methods, which provides a huge challenge for the standardized management of scenic spots. Second, scenic spots are widely distributed. my country has a vast territory, and scenic spots are scattered. The humanities, market conditions, economic development levels, and resource conditions of various places vary greatly, which greatly increases the difficulty of scenic spot management, and also increases the company’s management radius and communication costs.
2. The mechanism and system restrict the efficient development of entrusted management business.
As a franchised resource, tourism resources have long been controlled by local governments and state-owned platform companies. Most of these scenic spots are in financial difficulty and have huge demands for entrusted management. With the implementation of national strategies such as the reform of state-owned enterprises, some local state-owned platforms are also trying to separate the ownership and management rights of scenic spots, seeking more efficient ways of entrusted management and operation of scenic spots. However, in the actual operation and management of the trusteeship units, individual unit leaders are obsessed with pursuing short-term interests, but ignore the basic laws of tourism development. The author once heard that when a well-known unit was carrying out the entrusted management business of scenic spots, the owner insisted on increasing the number of tourists and revenue, but did not give the trustee the basic pricing rights of scenic spot products, the management rights of the marketing team and the right to use marketing funds, and refused to cooperate with the various activities held by the trustee. Instead, it has been asking the trustee to be responsible for various receptions and prepare various reports and statements. For the trustee, there are many constraints.
3. There is a shortage of effective talent in comprehensive operation and management of scenic spots.
The comprehensive development and multi-format management of tourist attractions in my country has only started in the past decade. Ten years ago, there were many scenic spot development projects in my country, most of which were developed and operated by government agencies in a single format. Although a group of senior scenic spot development and operation experts were trained, these talents were basically within the system and not in the talent market.