What is the international definition of post-match management of large stadiums?

Before 2008, some large stadiums supporting the 2008 Beijing Olympic Games will be located in Beijing National Olympic Park. Together with dozens of other newly-built and renovated venues, they will welcome the burning of the 29th Beijing Olympic Games. However, when this unprecedented grand and solemn moment has passed, how to carry out the post-match operation and daily management of these stadiums with huge investment will be a common problem faced by the government, stadium owners and all stadium managers. Advertising >

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And the main problems to be solved.

This is a worldwide topic;

This is a systematic project;

This is a strategy and blueprint, which must be synchronized with the construction of these modern stadiums.

First, the macro-environmental analysis of Beijing Olympic venues

1, the international sports industry has developed rapidly.

At present, the development of international sports industry has the following characteristics:

(1) The sports industry is increasingly closely linked with the national economy and is growing into an important force in modern economic and social life;

(2) The traditional "government" and "public welfare" sports management modes have been replaced by "commercial" and "industrial" sports management modes;

(3) The sports industry can also operate well by relying on the elites of non-sports majors.

2. I talked about the present situation and development of sports industry.

There is still a big gap between China's sports industry and developed countries, but its role and position in social economy has become more and more obvious, and it has the following characteristics:

(1) As an economic sector, the sports industry started in China;

(2) Sports consumption is growing and becoming fashionable;

(3) A certain scale of markets and enterprises have been formed, and market segmentation has started according to different types such as fitness and entertainment, competition performance, sporting goods and venue management.

3. The present situation and prospect of Beijing sports culture market.

(1) Beijing is not only the political capital of China, but also a veritable cultural capital, and the cultural and sports industry is in a leading position in the country.

(2) Due to the differences of regional culture, there are obvious differences between Beijing residents and other regions (such as South China, such as Shanghai), and statistics also show that Beijing residents' consumption investment in sports culture is obviously higher than that in Shanghai;

(3) There is an obvious positive correlation between the development of the sports culture market and the growth of GDP, and Beijing's economic development plan makes the development of Beijing's sports culture industry have enough stamina;

(4) The hosting of the 2008 Beijing Olympic Games will give the greatest impetus to Beijing's sports industry, and its inertia will also leave a broad space and strong stamina for the subsequent development of the sports industry.

Second, the advantages and disadvantages of Beijing Olympic venues operation analysis

1, opportunities and advantages

(1) The main venues of the 2008 Olympic Games can be jointly developed according to market rules, forming a heavyweight scale effect, which is conducive to exerting scale benefits;

(2) The stadiums and gymnasiums are located between the Fourth Ring Road and the Fifth Ring Road in Beijing, on one side of the central axis, with convenient transportation extending in all directions, excellent geographical location and great commercial development potential;

(3) The areas around the venues that still need to be planned and developed may form a building group related to sports industry with a larger climate, thus further enhancing the aggregation effect and diffusion effect of the venues.

(4) As a major construction project of the Beijing Olympic Games, the stadium managers and funders, with their strong economic strength and bank credit guarantee, fully guaranteed the required construction funds, which can be completed and put into use as scheduled, thus ensuring the smooth completion of the venue management planning;

(5) The competent authorities are far-sighted, and "the soldiers and horses have not moved, and the grain and grass go first". At the beginning of the project planning, scientific and democratic consultation and demonstration have been carried out, and the post-competition business model, business projects and development strategy of the venue have been planned, so as to reduce the uncertainty in the future and calmly implement the future business planning.

2. Challenges and disadvantages.

(1) The development of sports culture market and the enterprise management of stadiums and gymnasiums are still a brand-new topic in China, and there are few experiences for reference.

(2) The sports consumption market has a gradual formation process. After the construction of Beijing Olympic venues, sports consumption has formed a complete buyer's market, which will lead to a relatively insufficient demand for sports consumption for a period of time;

(3) The further opening of the sports culture market will face challenges from international sports management groups and investors, who have advanced sports management knowledge and marketing strategies and are strong competitors.

(4) The competition in the domestic sports market will become more and more fierce. After the Olympic Games, Beijing has left a huge sports building community (especially several national stadiums in the Olympic Park), and in a sense, it is also a fierce competitor.

(5) After the gymnasium is completed, the high maintenance and operation expenses, depreciation expenses, loan interest and high asset-liability ratio will generate enormous economic pressure, thus generating huge operating pressure.

Three. Basic conditions and general ideas of market-oriented operation of Olympic venues

The operation of stadiums and gymnasiums, especially after the 2008 Beijing Olympic Games, is an inevitable trend to break the old system, change the old ideas and take the road of market-oriented operation.

There will be great differences between stadiums and gymnasiums in terms of asset scale, internal structure, market positioning, affiliation and management methods, but the development direction is the same, and the basic laws of market operation are the same.

To do a good job in the post-games operation of Olympic venues, we should not only give ourselves a correct market position through macro and micro situation and environmental analysis, but also create and cultivate basic conditions of software and hardware to adapt to market operation from the construction and trial operation period of venues.

1, regional environment:

Convenient transportation; The overall business environment; Regional sustainable development; Rational allocation of urban resources; It is these four elements that constitute the superior regional environment of modern stadiums.

2. Investment structure:

According to the estimation of relevant departments, the investment related to the 2008 Beijing Olympic Games will be around 300 billion yuan, and the total investment of the five venues that have completed the legal tender alone will exceed 20 billion yuan. In fact, the government can't afford the huge investment in Olympic venues, and the government wants to introduce social capital to operate them. Adopting PPP (public-private partnerships), that is, the government, for-profit enterprises and non-profit enterprises and institutions cooperate with each other based on a certain project, can realize the diversification of investment subjects, which can not only reduce the financial pressure, but also reduce the investment risk. At the same time, the pressure brought by multi-investment shareholders' attention to rights and interests will prompt the management to create better business performance.

3. Appropriate proportion:

(1) clustering principle-homogeneous clustering and nearly homogeneous clustering;

(2) The principle of moderation-adapting to the overall demand is an important condition for the operation of venues;

(3) the principle of adaptation-it is compatible with the local social and economic development level and consumption level.

4. Operation mode:

(1) Take the operation of sports venues as a profession and introduce professionals;

(2) The venue should have its own professional management company;

(3) stadiums and gymnasiums should introduce the concept of full cost accounting;

(4) The management form of stadiums and gymnasiums must gradually realize the fundamental transformation from simple renters to capital operators.

5. Management mode:

The management mode of modern stadiums and gymnasiums should be realized in three ways:

(1) enterprise management;

(2) professional management;

(3) Intensive management.

6. Innovative thinking:

The market-oriented operation of stadiums and gymnasiums is a brand-new business, a brand-new challenge and a brand-new concept. The fundamental problem of operation after the 2008 Olympic Games lies in innovation, or the most important driving force is innovation.

Four stages of the operation of Olympic venues

The post-competition operation of Olympic venues is a systematic project, so it is a step-by-step process to plan synchronously from the beginning of the project. Taking the overall development plan as the framework, according to the principles of body-oriented, all-round development, innovation, efficiency and development, and adapting to the changing practice, we not only define the phased objectives, but also constantly analyze, summarize and improve them, so as to make the operation plan more perfect.

The implementation steps of the business plan can be divided into four stages:

1, preparation stage (the project is awarded to the stadium for completion)

(1) Once the project wins the bid, the establishment of the stadium management company will start simultaneously with the project preparation. The engineering headquarters and the stadium company (name to be determined) run in a double track and coordinate with each other.

(2) Establish the operation and management structure of the stadium company first, or set up the operation and development department to be fully responsible for the implementation of the operation plan under the leadership of the general manager.

(3) Based on the operation plan in the original project tender, subdivide the objectives and determine the time node for achieving each single objective.

(4) All the hardware involved in the development of environmental value should be completed simultaneously with the overall project, and the investment preparation should be completed.

(5) Make full preparations for the opening of the stadium company.

2. Trial operation stage (from the opening of venues to the preparatory stage of Beijing Olympic Games)

(1) Taking the completion of the stadium as an opportunity, a series of celebration activities were planned, aiming at the actual trial operation from all aspects of operation and management.

(2) Focus on planning one or several high-level sports competitions or cultural performances, and test the operational ability.

(3) Pay attention to corporate image (CI) planning. Implement CIS (Corporate Identity System) strategy, and complete BI (Corporate Behavior Recognition) and VI (Corporate Visual Recognition) before the Olympic Games.

3. Olympic stage (8 months before the Beijing Olympic Games to the end of the Olympic Games)

(1) Learn, understand and be familiar with the basic requirements and specific plans for venue operation of the International Olympic Games, so that the development and operation plans at this stage can be subordinated to and services can be integrated into the Olympic planning.

(2) Make full use of the "Olympic fever" and carefully plan several large-scale Olympic-themed activities, cultural performances and various square activities around the Olympic Games, which not only increases economic benefits, but also expands the intangible assets of sports venues.

(3) Carry out trial operation around the Olympic Games held in stadiums and improve the operation mechanism.

4. Overall expansion stage (after the Olympic Games)

(1) The original engineering headquarters and the stadium company started from the dual track, and the personnel, system and management were fully integrated. The aftermath of the project was coordinated by the office, property management and finance departments of the stadium company. On the original basis, the stadium company began to operate completely as an enterprise.

(2) The operation mechanism has reached a new level. According to the mature conditions, it takes one to two years to set up subsidiaries such as sports brokers and cultural performances, which are completely market-oriented.

(3) Summarize the operation experience in the past two years, and draw up a specific plan to expand the operation in an all-round way on the basis of the original operation plan.

(4) After the Olympic Games 1 to 2 years, the business leasing, environmental value development and advertising investment promotion targets set in the original operation plan will be completed, and the business circle around the stadiums will be formed, forming a new situation with sports and literature as the main business and all-round diversified management.

(5) Start the development of new projects and new resources. Especially after the Olympic Games, the transfer of naming rights of stadiums and gymnasiums will be substantially started, which will allow the operating resources of stadiums and gymnasiums to be expanded and developed more.

Five, the basic profit model of Olympic venues after the game

1, basic business model

2. Income priority

3. Classification of commercial projects

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