风景名胜区的盈利模式探究__以西湖风景名胜区为例(1

上海交通大学硕士学位论文风景名胜区的盈利模式探究——以西湖风景名胜区为例姓名：侯雯娜申请学位级别：硕士专业：旅游管理指导教师：胡巍20070101THESTUDYOFTHESCENICSPOTSPROFITMODELACASESTUDYOFWESTLAKESCENICSPOTSABSTRACTNowadays,pursuetheharmoniousdevelopmentoftheeconomy,societyandecologicalenvironment,isthestrategicdevelopmenttargetofourcountryandtheinevitablechoiceofChinesetourismindustrydevelopment.WhileChinesetourismindustrygrowsquicklyanddomesticscenicspotsdeveloptoalargescale,thecompetitionamongscenicspotsintensifiedmoreandmore,somefamousscenicspotsshowedadecliningtrendinprofitabilitycurve.Themainreasonforthisphenomenonisduetothesimplexprofitmodelexistingscenicspots.Theprofitsarerelyingonthecontinuousdevelopmentofnewresourcesandthegrowingnumberoftouriststoobtainmoretickets,cateringandaccommodationearnings.Simplexprofitmodelisnolongerprofitableinanincreasinglycompetitivetouristmarket,aswellasbringsnegativeimpactsontheenvironment,societyandcultureofthetourismdestination.Weneedtofindanewprofitmodel,inwhicheconomic,socialandecologicalarebalanced,andthegovernment,enterprisesandresidentscanbebeneficial.Theprofitmodelguidingtheoperationandmanagementofscenicspotsisanimportantwaytosustainabledevelopmentofscenicspots.ThescenicspotsmanagementprojectofWestLakeofHangzhouprovidesthispaperwithgreatresearchopportunityandrealexamplecase.Firstly,thepapersystematicallycollatesthedomesticscenicspotsoftheprofitmodelandbusinessmanagement,andmakessummaryandanalysis,summarizedtheconceptofdomesticscenicspotsprofitmodel.Italsoexplainedtheelementsofscenicspotsprofitmodel,includingprofitpoint,thesourceofprofit,profitleverageandprofitbarrier.Secondly,onthebasisofrelevanttheoriesandpractices,thepaperconstructstheWestLakeScenicSpotsprofitmodel.Throughanalyzinginternalstakeholders,theexternalenvironment,resourcesandmarketofWestLakeScenicSpots,thispaperdiscoversprofitpoint(sightseeing,businessandleisuremulti-dimensionalproductsandservicesportfolio)andthesourceofprofit(Jiangsu,Zhejiang,Shanghaiandforeigntouristswithhighaddedvalueforthepurposeofleisureandbusiness)ofWestLakeScenicSpots.Thispaperalsoestablishesfiveprofitlevers(pyramidproductdevelopment,destinationmarketingsystem,spotsbusiness,regionalcooperationandcycleeconomic)andfiveprofitbarriers(brand-depthdevelopment,communityparticipation,supportnon-profitorganizations,culturalheritageandaflexibleticketpricingsystem)toachievevisitors’value,increaseincomeandensurethecontinuedprofitabilityofScenicSpots.Finally,thepapermakessummaryoftheWestLakeScenicSpotsprofitmodelandanalysesinadequatepointsofthemodelandthenextstageofstudyintherightdirection.KEYWORDS:profitmodel,scenicspot,communityproductandmarketing31.11.1.1200513.610.0%765611.9%1.229312.1528620201.3712002GDP5.44%20208%1.1.21.2002126771511.52.420%3.1.1.3GDP1.251.2.1200520042003320042005200020001.2.220052002612004200420052003200620061220032006200671.382.12.1.1198567[21]1987[22][23]2021-100101-5005001.2.3.4.5.6.97.8.9.1.2.3.[24]1.2.2004.52-1ScenicAreaEstablishment103.1.2.3.2.1.2J[25]LinderCantrell200111MITWeillVitale2001Paul.Timmers1998AfushTucci2002Michael.Rappa200320052.1.32.2122.2.11.2.3.4.2.2.21.[33]132-12-1ExplorerEliteVFRHostedor‘secondhomers’IndividualorincipientmassMassorchater2004.102-12-2VFR142004.102-2MarketSubdividingConceptChart2.80/202.2.3[34]152-32005.82-3Michaelporter’sCorporationValueChain2-42-4TheScenicAreaValueChain162.2.41.2.3.4.173.119824420024A605.6861100200120063.23.2.130Mitchell[35]183.2.21.123456789192.12343.47.59639[36]70271702410500300204.3.33.3.13-12001200220032004251026522776301681.94105.6286.12123.417840087800870001102001122.641343.951140.2941763.26%3.09%3.25%2.74%2005213-220012002200320048.89%5.67%4.66%8.65%5.38%11.98%-9.11%26.70%20052001200220035.67%20042003200322001200220029.11%200420033.3.23-32001200220032004249.7294.4325.93613522.43878.43442.3471116.52%16.44%14.11%24.05%10.92%10.11%-11.20%36.87%7.09%7.59%9.47%7.66%2005223-42001200220032004/963.371067.61138.671149.9/442.94435.07390.548411.89200520041196.94/427.50/2002234.14.1.11224-12621.31%2520.49%3931.97%2117.21%119.02%[39]4-12005241.14.6124.75%2.3.7.3412.43%4.3.345.66%5.256.6.0610.26%7.7.8313.26%8.10.7218.16%9.5.649.55%264.1.24.24.2.12002200420022757.6220043139.4113.84%251200220044%200226522004301613.7%200520022004240025002600270028002900300031003200200220044-120022004TheTouristQuantityGrowthSituationChartin2002and20042002200483%27200520022004020406080100120200220044-220022004TheAsianTouristConstitutionChart2002200192%2004200341%2002200199%2004200373%2002200119%2004200349%60%200537%13%11%39%4-32002TheDomesticTouristConstitutionChartin200228200531%17%17%35%4-42004TheDomesticTouristConstitutionChartin20045%50%2005020040060080010001200200220044-520022004ComparativeChartoftouristamountamongZhejiang,ShanghaiandJiangsuoftheyear2002and20044.2.2200220042920060.00%10.00%20.00%30.00%40.00%50.00%60.00%200220044-620022004TheComparisonBetweentheYearof2002and2004oftheTouristMotive80%4-220022004200220042.52.61.92.920060.0927%73%242.74.2.3200239.59255200449.55361.183025.2%41.64%200605010015020025030035040020022004(4-720022004TheDomest