What are the basic business models of cultural tourism?

Business model is a profitable method and the main source of enterprise's core competitiveness. Cultural enterprises need to pay attention to the discovery and improvement of business models. Business model needs to be based on project management, but business model is not equal to the profit of specific projects. The profit in the business model is sometimes single and sometimes combined.

The first business model is a business model with enterprises as the main body and enterprises as the overall value. For example, if a company invests in a movie now and engages in an activity tomorrow, the whole company is operating a project, not an enterprise, so the business model of the overall value of the enterprise is not reflected. I turned a project-oriented enterprise into a project-oriented enterprise. There are many commercial movies. People know the names of the stars, but they don't know the names of the companies, so there is no overall commercial operation at this time.

The second is the business model of industrial chain management. Our theme parks in China mainly sell tickets and hardware. Disney's theme park is an industrial chain, involving tourism, film and television, entertainment, catering and derivative products. For example, we are engaged in animation now. There are many foreign animation industry chains, including Winnie the Pooh, which have sold nearly $6 billion in derivative products every year, but some of our animation companies only sell original works.

The third business model is industrial agglomeration in the form of industrial chain. At present, there are two conditions for us to do industrial cluster parks in many places. The first is the gathering of corporate headquarters, and the second is the gathering of industrial chain forms.

The fourth business model is called capital operation and enterprise merger and acquisition growth. The world's major cultural companies are financing through listing and then acquiring other companies; None of them grew up entirely by their own accumulation.

Fifth, the project can be a large-scale, sustainable and branded business model. We have many brand activities now, but some activities are here this year and elsewhere next year. They don't do well every year, they accumulate, and even get better every year. The project must be sustainable and brand-oriented, so as to embody the essence of the business model of large-scale projects. The country should allow the talent show to continue, because only in this way can there be economies of scale.

The sixth business model is a business model with the core of tapping the commercial value of customers. Comparing Phoenix Satellite TV and Sunshine Satellite TV, we can see that the audience of the former has high commercial value, while the latter does not, mainly people who have no money to spend, so the advertisement can't go up.

The seventh business model is the combined business model, which is the business model of the integration of cultural industry and other industries. For example, in tourism real estate, we are now called Cultural tourism real estate. In fact, those who make the most money in the field of cultural industries are those who engage in cultural tourism real estate, like OCT, and they earn much more money than content enterprises.

The eighth business model is a professional business model. For example, Americans are good at making animated films, and their scale income is more than that of Japanese animated TV. For another example, football clubs that need professional sports management in China are not specialized. Football clubs in China are very strange now. No one in foreign countries names a team after the company, because if the sponsored company goes bankrupt, the brand of this team will be gone, and there will be no loyal consumer fans.

The ninth is a comprehensive business model that combines star brokerage and entertainment, including making people participate in the draft to become stars, and the protagonist after the draft becomes a movie star, making celebrity endorsements and publishing books. These activities also include the income from SMS and commercial sponsorship, which can build an industrial chain.

The tenth business model is to transform and upgrade the manufacturing business model. For example, Apple is a successful example, and Yachang Printing is also an example of active exploration. This business model needs to greatly enhance the connotation of cultural and artistic design.

The eleventh business model is the cross-media business model. Our enterprise is now developing towards this trend and can operate across media. Some companies have begun to try cross-media management, and it is quite successful. For example, Huayi Brothers is doing cross-media management.

The twelfth business model is a business model as a regular activity and trading platform, such as Alibaba and Ctrip for network information and e-commerce, as well as various musical instrument trading and intellectual property centers. Portal is also a business model with the nature of an activity platform.

The thirteenth business model is a combination of technology and skills. For example, technologies such as Google and Baidu keep ahead, and their employees have the skills and team ability to improve their technology.

The fourteenth business model is a business model with lifelong consumers, such as sports teams and clubs, to meet the lifelong consumption needs of fans, rather than relying on title sponsorship at one time.

The fifteenth business model is customized business model, such as the customization of animation content of mobile companies, or the technology outsourcing and customer service of some large enterprises.

The business model should conform to China's current national conditions and be forward-looking. Of course, all business models must strictly consider commercial feasibility. Therefore, the above business models are all business models led by entrepreneurs, not business models led by artists and planners.