On the one hand, the market is in full swing, and on the other hand, it is a tragic scene. Isn't it said that the most sunrise industry in 2 1 century is tourism? Didn't you say that the era of national tourism has arrived? What happened to the tourist attractions?
One of the reasons: I don't know how to operate and I don't have a plan.
Some people mistake plans for planning. So I found several planning companies PK solutions, and what was the final result? Ended in failure! Let's talk about planning and operation planning:
Whether it is a theme park or a comprehensive cultural tourism project, there are still many local governments or companies that simply don't know who is more important in operation planning and planning.
Many local governments or companies especially like to find some academic schools to make a conceptual plan first and make the map beautiful, mainly dealing with the government, as long as the leaders like it. There is no market analysis, overall positioning of the project, industrial selection, business combination, development strategy, innovative marketing, operation mode, income-generating returns, etc. In these conceptual planning, it is precisely the soul of project operation planning.
Network mapping
Academic concept planning is mainly carried out according to the traditional routine, and the text and pictures in the planning texts of other companies are changed, and even the pictures are not changed, and it can be done in a few days. However, in order to fool laymen, some plans that can be changed in a few days have to be done in dozens of days to sell at a good price.
In fact, an operating plan with a top-level design is very difficult to do. An operation plan needs to implant several related projects, such as market adjustment and analysis, project positioning, industry selection and layout, early income return, line relocation, secondary sales, marketing, basic operation and capital structure arrangement, and later equity structure. And the fee is less than 30% of the planning fee. In this way, some companies are still unwilling to pay more for operation planning and get a top-level design operation planning, thinking that the planning can be completed in one step and the operation planning fee can be saved.
If a cultural tourism project wants to land perfectly and successfully, it can bring rich profits and returns after the project is opened. If there is no professional operation team to investigate the local market, collect local cultural history, analyze the demand and consumption data of the surrounding markets, and understand the operating conditions of competitors in the same industry, it is absolutely impossible to have a satisfactory result. Moreover, the operation team has no actual ability and success stories in this industry, just deliver a project casually, and make a good plan first!
In many cultural tourism projects in China, how many people paid a huge price with tears and money? Worth warning!
Many people choose academic planning, mainly based on the background of state-owned enterprises, strength and qualifications. Of course, their strength is real. However, what most people ignore is that the planners of such state-owned enterprises seek stability in a superior background, go to work on time on official business, and rarely go deep into the people and mountains to experience life.
Often the operators at the grassroots level are different. First, they are all from the cultural tourism industry and have a deep understanding of mountains, rivers and beautiful countryside; The second is to be familiar with the current industry characteristics, market and future customer needs; Third, creativity is not constrained, and the owner of the operating organization rewards creativity; Fourth, they struggle day and night for an idea, rummaging through all kinds of classics, and don't have to go home for days and nights. How many academic people can do it? Can an academic in a big city do it?
Academics only study the previous theories, but not put them into practice. Almost none of these planners have been engaged in the cultural tourism industry. How can they produce good results without practical experience in this field? A coach who can't swim can't train a diving champion!
Therefore, almost 99% of their plans are behind closed doors, theoretical and unrealistic, and cannot meet the market demand. When the project party finally found that the planning scheme could not land, it realized that it had suffered a big loss without operating the planning first, but it didn't want to spend any more money on planning. In order to save money, it had to find some small companies to repair the original plan. This tinkering is getting worse and worse. It's inevitable and common in China to admit one's mistakes, have no confidence, or stick to it! It is everywhere!
Operation planning is the soul of the project. However, a successful cultural tourism project must first be planned by operation experts in terms of market analysis, accurate positioning, industry selection, business combination, development strategy, innovative marketing, operation mode, income generation and return. And then according to this soul and overall thinking to guide and dock the next step of planning.
The project skips the operation planning and directly enters the planning, which will inevitably lead to the change of coal washing ball. No matter how you change it, the project lacks soul and eventually cannot land. Most governments or companies always mistake planning for planning, so they find several planning companies PK schemes, or try to save money. The department leaders are blind and confident, and they play the role of planning. The final result can be imagined.
All planned cultural tourism projects are bound to fail.
Yuanjiacun is successful in the northwest. For example, if the case of yuanjiacun is copied to Jiangnan, can water and soil be used? Culture can be copied, but the roots cannot be moved. A successful cultural tourism project needs many factors, such as location advantage, culture, climate, geographical location, human harmony, policy, wisdom, specialty, mode and so on.
So we can't see the success of others, so we should follow the trend and learn mechanically. Must be combined with local culture, characteristics, folk customs, relying on a good cultural creativity to do top-level operation planning, so as to get twice the result with half the effort!
The second reason of failure: blind copy and paste.
Some people are used to shanzhai and are too lazy to think independently, so cloning has become a common practice. I heard that the theme project was very successful, so I cloned one. I found a good one when I went abroad, so I cloned one.
Part of the contents of cultural tourism projects can be copied, but not completely. The positioning of cultural tourism projects must be adapted to local conditions and combined with the actual situation of specific regions. A good cultural tourism project is long-term, not mechanical.
The third reason of failure: excessive innovation and difficult implementation.
In order to highlight the "differentiation" of cultural tourism projects, some people over-innovate and go too far.
The most common thing is to understand "differentiation" unilaterally and think that differentiation is to achieve absolute uniqueness and exclusiveness, which is a terrible cognitive misunderstanding. Some things are absolute to some extent, but they are no longer feasible.
Another misunderstanding is to complicate simple problems. For example, some experts may want to summarize 108 kinds of cultural tourism projects to show their knowledge and insight, including all kinds of strange things, and gradually they become confused.
In fact, no matter from what angle, there are only a dozen. Excessive pursuit of originality can easily become a small non-mainstream project and walk into a narrow alley or even a dead end.
Another situation is that it is too advanced. Some enterprises are too idealistic when doing cultural tourism projects, which are divorced from the development stage and comprehensive strength of enterprises. The project should be "due to time, place and people". People usually attach importance to "due to time and place" and ignore "due to people". Three-point planning, seven-point operation, people are right, things can be done right.
The fourth reason for failure: only playing with concepts.
The core of the cultural tourism project is promotion, not speculation, not putting the cart before the horse.
Some real estate developers have concocted some concepts that look like cultural tourism complexes in order to fool the government into taking land. In fact, they just changed the real estate of vest. When the "pseudo-cultural tourism complex" is exposed and the government is bored, developers may not get the follow-up land.
Of course, there is another situation where enterprises are attracted by the "preferential treatment" of the government. For example, the government should build famous people's hometown or special theme cultural tourism projects, plan relevant characteristic towns, and attract investment with preferential policies. In this case, enterprises pay attention to the "preferential treatment" of the government and ignore the feasibility of the market. Without in-depth analysis, investors will fall into an impulse.
The fifth reason of failure: blind site selection
Excessive investment in cultural tourism projects will make some people lose their normal rational judgment and blindly win some unsuitable land in the land grab war.
The surrounding environment of some plots is really good and looks beautiful, but it is an investment trap. The cultural tourism project is not a traditional tourism real estate, and the location cannot be as casual as that of tourism real estate. What's more, in the last round of tourism real estate boom, were there very few projects that died because of improper site selection?
There are so many reasons for failure, how can we survive?
How can we live forever? There is really no panacea. The right path in the world is vicissitudes of life, and the biggest shortcut is not to take shortcuts.
1, the big strategy depends on the market
Cultural tourism projects are so popular because of the promotion of policy factors. Enterprises have always been sensitive to policies, and it is understandable to be swayed by the wind. However, paying too much attention to policies is sometimes easy to get lost and the continuity of policies is not reliable. Once the policy tuyere effect disappears, the pigs on the tuyere will fall badly.
To develop cultural tourism, we can study policy utilization policy, and we must not rely on policy.
The essence of running a business is to return to the fundamentals of the market.
Small strategies look at policies, and big strategies look at the market.
We must seize the real city of Zhen Feng, and don't treat meteors as stars.
What is the real enthusiasm and true feelings of cultural tourism projects? Of course, it is the market, the blowout consumption upgrade in the era of national tourism, and the booming global tourism boom all over the country.
2, you must find the soul first.
Only with planning can there be operational planning. The first step of operation planning is the project positioning after market adjustment, including strategic positioning, market positioning, name positioning, function positioning, industry positioning, image positioning and so on. Positioning is a systematic project, not as simple as coming up with a beautiful advertising language. The essence of positioning will be covered by a good name.
A good name is half the battle, such as Gubei Water Town, which is located in the water-deficient area in the north and pays attention to the concept of water, greatly enhancing its attraction to tourists.
After positioning, it is a big idea. The so-called big idea is to creatively put forward the core super bright spot IP and tipping point to support positioning by combining regional culture and characteristic resources. Without big ideas, project planning will be mediocre, often large and complete, and there is no bright moon in the sky.
With positioning and big ideas, systematic professional work, such as product system, business combination, development strategy, operation mode, economic analysis, etc. Of course, it is relatively easy, plus rich experience.
In a word, operation planning must be oriented by positioning and big ideas, rather than doing those systematic professional work directly. This is the secret of "seeking the soul".
3. Resource integration is the key.
The core of the cultural tourism project is content, not platform. Planning a cultural tourism project is only the first step, and the resource integration behind it is more important. Good operation planning must be a master of resource integration.
Cultural tourism planning must rely on cultural operation. The main work of project operation is to build a platform and integrate resources. Resources include industrial resources, IP resources, operational resources, channel resources and human resources. There are many ways to integrate resources, among which cooperation with relevant industry associations is the most critical.
4. Long-term plan and short-term arrangement
A successful trip should have the function of self-hematopoiesis, and realize positive cash flow soon after starting. No matter how good the resources are, if the liquidity of the resources is too weak, resulting in excessive capitalization, it will also drag down enterprises.
Therefore, at the beginning of planning, it is necessary to do a good job in input-output analysis and development strategy design, so as to make long plans and short arrangements. It is necessary to maximize the long-term industrial and regional value and meet the short-term capital withdrawal. Otherwise, the ideal is full and realistic, which is unsustainable.
5. Open the mold first and then find the land.
The last trick is to open the mold first and then find the ground.
Before, everyone's habit was to take the land first, and then ask people to plan and decide what the project should do. First "open the mold"-that is, first plan what kind of comprehensive cultural tourism project to do, and then find the right plot according to this requirement.
Its essence is to start from the height of enterprise strategy, not from the project.