As China’s social and economic power continues to increase, and people’s living standards continue to increase, large-scale sporting events have gradually settled in China. Independent large-scale sporting events are springing up. In order to host large-scale sports events, various types of sports venues and venues are increasing. How can Better use of venue venues after the game, so as to better stimulate local economic development and promote the promotion of sports culture. The diversified use of many city sports venues has given us great inspiration.
Change the signage tendency of sports venues, truly incorporate sports venues into the category of urban public facilities, and embark on the road of seeking truth from facts and healthy and reasonable development. Drawing lessons from past experiences and learning from successful business cases, we must implement the business philosophy in the early days of building the pavilion and improve the construction of multi-functional facilities. We must integrate our country's actual conditions, innovate in management models, and boldly implement the enterprise, innovation, and diversification. Management really operates sports facilities as an industry.
First, resource utilization
According to the attributes of resources, sports stadium resources also have three attributes: practicality, scarcity, and selectivity;
The resources content of sports venues is very rich. We can be divided into different types according to different standards. According to functions, we can divide them into competition resources, commercial resources, advertising resources, tourism resources, auxiliary facilities and national fitness resources; Form can be divided into: tangible resources and intangible resources;
Divided by development status: resources developed, resources to be developed and potential resources;
The development resources of venues and venues can be divided into connotative development and extension-based development. Connotation-based development mainly refers to the new excavation or reorganization and deployment of existing venues and venue resources, and also emphasizes the connotation development of stadiums. Yes, it must be for the purpose of sports development and cannot be used for other purposes. Extensive development mainly refers to the use of various effective means and ways to achieve the development and utilization of resources by increasing the type and quantity of resources.
Second, the restrictive factors of the use of post-competition games in major sports venues in China
1. The construction of stadium hardware facilities is a prerequisite for use after the game;
2. The irrational investment structure results in the disconnection of venue construction and management.
3. The overall business is not optimistic about the "self blood-making" ability is not strong;
4. The marketing concept is relatively backward, and the business concept needs to be further improved;
5. To establish an effective performance mechanism, the enthusiasm of staff needs to be improved;
6. The current management system is an important factor restricting the use of the stadium after the game
Third, the effective management of industrial operations
1. Highlight public welfare
Enjoy tax and fee reduction policies to the maximum extent: At present, sports venues in China are subject to a 5% business tax, corporate income tax, urban construction tax, and house lease tax of 12% to 17%, as well as land use tax, educational surcharge, and public security fees. From the angle of national leisure, national fitness, social space, and asset efficiency, etc., it is necessary to maximize the enjoyment of taxation and fee reduction policies within the scope permitted by the policy and reduce operating capital.
2. Expand service content
The setting of large-scale sports stadium management projects can be summarized as the following main aspects: sports competition performances, athletic training, fitness and entertainment, theatrical performances, large-scale fairs, tourism, leisure, property development, exhibitions, shopping, business, leisure, advertising, rental, sports Culture, etc., should not stick to the "body-oriented" stereotypes and exclude non-sports activities. This should be a rational choice for the operation of stadiums.
3. Decentralized operational risk
Foreign developed countries rarely invest in sports facilities built by the state. Their sports facilities are basically shared by the state, enterprises, financial groups, foundations, and civil organizations. For example, in 1998, the French stadium was the home stadium of the French stadium. The total construction cost of the project was 2.64 billion francs. 47% of them are borne by the state, and 57% are from private funds. Therefore, we must learn from its good experience and gradually transform the sports venues from the business model to the marketization, so as to attract all aspects of funds into operation, while operating income-generating, but also effectively reduce the burden of local finances, this diversified The investment structure makes large sports venues more focused on actual use effects and pays more attention to economic efficiency. Therefore, it pays more attention to the actual early planning, building design and business relationship, and lays the foundation for post-competition utilization. It truly operates sports facilities as an industry.
4. Save operating costs
To outsource cleaning, maintenance, ticketing, and business contacts to professional companies. The affiliated facilities and idle land of Guangzhou Tianhe Sports Center adopt the direction of leasing, contracting, commissioning, etc., and introduce external capital to operate. We can put the cultural and entertainment district, racing area (mainly including the track, stadium command center, medical emergency center, news center, security center, racing conversion center, racing maintenance area, stand equipment, racing protection facilities, helipad, fuel oil Auxiliary facilities such as supply stations, oil depots, racing schools, and parking lots, and idle land are subject to leasing, contracting, and entrusted operations, and external capital is introduced.
5. Shape city culture
Cultural marketing aimed at attracting events and nurturing festivals, such as the German Olympic Stadium building the history of the Olympics, the spirit of the French car culture through Le Mans events, and the club culture, World Cup culture and other brands around the world, attracting tourists from all over the world. , so say a good brand competition can shape the city culture.
6. For the international market
Sports venues only have vitality for the international market. Major sports venues in the United States generally introduce professional sports managers to carry out human resource management and stadium maintenance, and employ stadium professional management companies to operate and manage local sports facilities. The development of China's sports industry must be in line with the development of the international sports industry, combined with our market, and with the needs of the masses. The commercial venues are commercialized and packaged so that they can be perfectly combined with sports competitions, continuously improve the investment environment, actively attract investment, and make world brand events settle down.
To sum up, we can see that the selection of utilization plans after competitions in the competition venues is a key step in realizing long-term and healthy sports investment projects. We must be careful thinking and planning, and we should see the lesson from the past and build a sustainable development. The well-rounded construction investment plan should be the first choice for our overall planning.
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