What is scenic spot trusteeship?

Scenic spot trusteeship is to entrust the management of scenic spots. It is a management method that the owner of a scenic spot gives the management right and management right of the scenic spot to a legal person or natural person with strong management ability and able to bear the corresponding management risks of the scenic spot for paid operation, so as to clarify the power and responsibility relationship between the owner and the operator of the scenic spot. In other words, through the form of contract, the trustee conditionally accepts the management and operation of the scenic spot by the entrusting party, thus effectively realizing the preservation and appreciation of the scenic spot. The trusteeship management of scenic spots introduces effective management mechanism, scientific management means, mature brands and funds into scenic spots through managers outside the scenic spots, and implements effective management of scenic spots. At the same time, the trustee obtains certain economic returns by virtue of his own management and financial advantages in the process of hosting and operating the scenic spot.

Second, the development status of scenic spot trusteeship

At present, the domestic scenic spot trusteeship is still in its infancy, and the few companies engaged in scenic spot trusteeship are basically engaged in tourism planning, planning or other tourism-related businesses, and scenic spot trusteeship is only its derivative business. However, the hosting business of tourist attractions is being valued by more and more enterprises.

Third, the main characteristics of scenic spot trusteeship

Scenic spot trusteeship can effectively separate ownership from management, and its goal is to improve the operational efficiency of scenic spot assets, which is conducive to the mobilization of resources and the rectification of scenic spots, and to the medium and long-term development of scenic spots. Scenic spot trusteeship is a convenient mode to introduce effective management mechanism, scientific management means and mature brands into scenic spots, and it is an important way to reduce management costs and improve capital quality. Scenic spot trusteeship is an important way for the market to optimize the combination of various production factors in scenic spots and improve the efficiency of scenic spot capital operation.

Four. Applicable objects of scenic spot trusteeship

First of all, scenic spot trusteeship is suitable for some scenic spots with deteriorating business and on the verge of bankruptcy, such as some scenic spots that lack market competitiveness, some scenic spots that are heavily in debt or even insolvent, and some scenic spots that have been rectified many times and in many ways but are ineffective.

Secondly, it is suitable for some tourist attractions that can maintain operation for the time being, but have obviously felt inadequate management. The original owner of the scenic spot is unable to manage the scenic spot by himself, and is unwilling or unwilling to give up the ownership of the scenic spot easily. Trusteeship may be the best way to reorganize.

Third, when there are institutional obstacles in reorganizing tourist attractions by other means, trusteeship can be considered. In order to avoid some institutional obstacles, the transfer of the original property right can be suspended by the way of scenic spot trusteeship, and the legal person property right can be transferred first. On the one hand, we should try our best to save the scenic spot, on the other hand, we should try our best to give the trustee more favorable operating conditions and meet the interests of the trustee.

Fourthly, when there are obstacles in the application of other ways to reorganize tourist attractions, we can consider the way of scenic spot trusteeship. At this time, the scenic spot trusteeship can effectively alleviate the financial pressure of the buyer, so the original property right can be temporarily unchanged, and then the cost of purchasing this property right can be temporarily exempted.

Fifth, when the buyer says that he is not allowed to buy the future prospect of the target scenic spot for the time being, or does not want to buy the original property right of the target scenic spot, he can reduce the risk of this investment to a certain extent through the way of scenic spot trusteeship.

Five, the general workflow of scenic spot trusteeship

See table 1- 1 for the general process of scenic spot trusteeship.

Six, the focus and difficulty of scenic spot trusteeship.

1. Selection of foreigners in scenic spot hosting companies

After the signing of the scenic spot hosting agreement, the scenic spot management company will send scenic spot managers to the hosting scenic spot, which will undoubtedly break the original leadership system, interpersonal relationship system and even the benefit distribution system. The breaking of the system will often lead to a situation in which one side is an "airborne soldier" and the other side is a "local snake", and the two sides are fighting for each other and are deadlocked. In reality, the result often ends in the failure or compromise of "airborne troops". Besides other external factors, the quality of dispatched personnel is the key to win this struggle. High-quality managers can not only quickly reverse the unfavorable situation, but also strive for a win-win result, making the scenic spot trusteeship work go smoothly. Therefore, the quality of dispatched personnel has become an important issue in the study of scenic spot trusteeship.

(1) The dispatcher's personality is very important.

Dispatchers should be good at accepting new ideas, open-minded, moderate and modest, and can listen to and accept other people's opinions, rather than being super confident and subjective. Due to the historical influence, the old forces and culture in the trusteeship scenic spot are relatively strong, so it is very important to be gentle when facing subordinates with strong resistance. This can not only cause strong conflicts, but also be quickly accepted by subordinates. A friendly, sincere and tolerant person can often build a bridge of communication and understanding quickly, especially when this person is his or her boss. However, a person with full personality and strong temperament is not suitable to be a trustee in this situation, even though he has great political skills and skills. For example, he will divide and disintegrate opposing camps, because this will usually lead to large-scale internal friction and brain drain, especially the formation of a non-cooperative culture within the enterprise, which is extremely harmful to the long-term development of the enterprise.

(2) Dispatchers should have a sense of mission.

A professional manager or professional manager, only with a high sense of mission, can dilute personal honor and disgrace and gain and loss of interests, and can have a mind and ideas. In the past cases of scenic spot trusteeship, the "airborne troops" could not "settle down" the "local snake". A large part of the reason is that these managers think too much about personal authority, face and interests, and make some important, easy-to-produce or personal decisions themselves, instead of making major decisions that they should make, lacking the overall consideration of the development of scenic spots, and failing to balance the relationship between personal interests and scenic interests.

(3) As a dispatcher, you need to know some business, and the cross-industry background is very conducive to innovation.

Although tourist attractions are all labeled as tourism, they all have their own special businesses due to different resources and scenic spots, such as forest parks, national water conservancy scenic spots and theme parks. There is an old saying among the people that "business is unfamiliar and confidence is insufficient". As a dispatcher, he has a certain understanding of the business of hosting scenic spots, which is very helpful for decision-making and grasping the general direction. It can be said that a certain degree of "amateur" or successful experience in related industries is helpful for sending personnel to break some old rules and make feasible innovations.

(4) As a dispatcher, you should have a high emotional intelligence and a style of "combining rigidity with softness"

When the dispatcher enters the hostile environment, he faces too much uncertainty and pressure. Therefore, they must have high emotional intelligence and be "outside the circle" in the "war-torn" environment. Professional manager is a role that needs to be "both rigid and flexible". In some cases, he should be "gentle and drizzly", in other cases, he should dare to say "no" resolutely, and the most important thing is to be able to distinguish the application of the two attitudes.

Of course, the actual situation may be different in different corporate cultures, different businesses and different fields, and it needs to change with the mechanism and expediency on the basis of the characteristics discussed above.

Step 2 cultivate

The entrusting party and the entrusted party sign a custody contract, and the management personnel selected by the entrusted party enter the scenic spot, the first thing to do is training. The management personnel selected by the trustee only account for a small part of the employees in the scenic spot, and a lot of specific work needs to be operated and executed by the original employees in the scenic spot. Therefore, it is very important to improve the quality and skills of the original employees in scenic spots. Here, training is undoubtedly a very important means.

(1) stage of ideological transformation

In the stage of ideological transformation, commonly known as "brainwashing", it seems a bit unsightly to use it here. Due to historical and institutional reasons, the original employees in scenic spots have a strong sense of "big pot rice" and "conservatism", and they can't keep up with the overall situation of national reform and development ideologically. Therefore, emancipating the mind has become a top priority. Only by changing thinking can we really change actions and results. How to change ideas, establish corresponding corporate culture and strengthen organizational learning are all good choices, but it seems more practical to grasp ideas through training. Generally speaking, the methods adopted at this stage mainly include inculcating crisis awareness, inculcating efficiency awareness and implementing performance appraisal.

(2) Skills upgrading stage

The change of ideology will ultimately improve the overall labor efficiency through the improvement of skills. The improvement of skills is mainly accomplished through regular and long-term training, which takes a long time. What is needed here is clear, regular and long-term training. Not only should we formulate long-term training strategies and training plans, but more importantly, we should establish a perfect training organization with strong execution. Generally, a three-level training institution should be established. First of all, the whole scenic spot should have a special person in charge of training (scenic spot leaders). Secondly, there should be a special training department to complete and implement the training plan and strategy. Finally, each department should have a specific trainer to mainly carry out the daily training work of each department. In the past, many scenic spots carried out a large number of vigorous training activities, but the results were not obvious, mainly because of insufficient training implementation and the lack of the above three-level training system.

(3) the stage of strengthening consciousness

I changed my mind and improved my technology, but it only reached the basic state of a well-run scenic spot. More importantly, how to improve the awareness of practitioners in scenic spots in all aspects, such as service awareness, initiative awareness, responsibility awareness and so on. We must strengthen our consciousness through training. In fact, it is easy to change ideas and improve skills, but it is difficult to strengthen consciousness. But through the previous work, especially the establishment of the three-level training system, this work has a certain foundation. Strengthening consciousness requires more advanced training means and methods. More detailed training methods are needed, and the quality of trained employees is also higher (the quality here includes not only cultural quality). The main means are: career design, professional awareness training and so on.

(4) Autonomous learning stage

It seems that the establishment of a learning organization has become the goal pursued by the business community, and tourist attractions are no exception. How to make the staff of scenic spots become the main body of autonomous learning, problems can be solved through group learning, which is also the highest realm of scenic spot management. How to achieve this requirement is mainly accomplished by building a good corporate culture.

3. Management tools

Professional scenic spot hosting companies can expand their business and the company can grow and develop. In addition to relying on experienced management team, they also have a set of advanced and practical management tools. Management tools have the nature of intellectual property rights and have certain exclusiveness, which is a unique management means that distinguishes the scenic spot hosting company from other related companies and is its core competitiveness. On the basis of summarizing many years' practice of hosting tourist attractions, the author summarizes a set of effective tools for hosting management of tourist attractions.

(1) operation diagnosis and evaluation system for tourist attractions

The operation diagnosis and evaluation system of tourist attractions is the summary of the author's many years of management practice of tourist attractions. The framework of the system combs the problems faced in the management practice of tourist attractions from a higher level, and the standards of the system are formed according to the management data summarized by the author's management practice for many years. Scenic spot managers can summarize the management data of scenic spots according to the system framework, and finally find the problems in scenic spots by comparing the standards.

Determination of four boards in 1) system

This system holds that the management of tourist attractions, as an economic behavior, is an additional process to make tourist attractions resources into tourism products that can enter the tourism market through resources such as wisdom and capital. After the additional process of resources such as wisdom and capital, it will become a social commodity, which will be replaced by the sustainable development of tourist attractions and places, including economic benefits, social benefits and environmental benefits. Through the income obtained from this replacement, tourist attractions can survive and develop, so the survival and development of any tourist attraction must go through the movement process of tourism resources, tourism products, tourism commodities and tourism income.

2) Determine the eight forces of the system

How to evaluate the four plate movements of tourist attractions? According to this system, changing the form and quality of tourist attractions resources through the addition of funds and wisdom is actually a transformation of strength, and the input factors are transformed into the performance of special strength of tourist attractions. The evaluation of tourist attractions is to get the evaluation results through the evaluation of special expressive force. Through research, the system takes attraction, development, management, promotion, sales, economic benefits, social benefits and environmental benefits as the main contents of the evaluation of tourist attractions.

3) 65 evaluation factors of the system

This system determines 65 evaluation factors as the evaluation contents of the eight forces of scenic spot management, so I won't repeat them here.

4) Acquisition of evaluation data

Qualitative evaluation data are completed by experts and evaluators in accordance with the principle of "collective investigation, collective interview and back-to-back filling", and the evaluators make a final summary. The quantitative evaluation data shall be carefully filled in by technicians according to the objective data provided by Party A or obtained from professional channels in the same country, and the summary contents of the sampling survey form, and finally summarized.

5) Sampling survey table

As an auxiliary tool to help experts make qualitative evaluation, tourist sample survey forms are distributed, retrieved and summarized by assistants, and these data are submitted as an auxiliary tool for expert evaluation before experts make evaluation.

6) Evaluate the system weight ratio

See table 1-2 for the weight proportion of the evaluation system.

7) Achievements of "Operation Diagnosis and Evaluation System for Tourist Attractions"

Summary of operation and management evaluation of tourist attractions, classification setting of operation and management evaluation system of tourist attractions, tourist sampling survey, reference opinions on setting scoring standards of operation and management evaluation system of tourist attractions, and evaluation and diagnosis report of operation and management of tourist attractions.

8) Workflow of evaluation and diagnosis

Receive specific tasks and clarify the work content; Preparation for diagnosis; Enter the site and hold a preparatory meeting; Field investigation, fill in the evaluation and diagnosis content; Summary and revision of the results; Carry out supplementary inspection as appropriate; Sampling survey and summary; Export the evaluation diagnosis report.

(2) Handbook of Standardized Management of Tourist Attractions

The main purpose of Standardized Management Manual of Tourist Attractions is to decompose the management tasks of tourist attractions into every department and post through standardized management, form every system, every process and every scheme, and finally achieve the standardized working state of "everyone has something to do, everything is standardized, and the work is in a process and planned", so as to fundamentally improve the overall management level of tourist attractions, strengthen the execution of scenic spot management, and finally enhance the competitiveness of tourist attractions.

1) Features of standardized management manual for tourist attractions

First of all, the content is comprehensive and systematic. This manual is divided into fifteen parts. Select the most representative large and medium-sized scenic spots in the practice of scenic spot management as the analysis object. After analyzing the organizational structure and the powers and responsibilities of each department, the most practical post responsibilities, management system, management process, management form and management scheme are formed, and the whole process of scenic spot management is systematically and comprehensively expounded.

Secondly, it is practical and operable. For every job in the management of tourist attractions, this manual gives the specific scope, process and methods, which is very practical.

Third, it is convenient to use. This manual is simple and easy to use. Readers can adjust the contents listed in this manual according to the actual situation, and a targeted management manual can be formed after a little sorting.

2) Introduction of standardized management manual of tourist attractions

Due to the limitation of space, this paper only briefly introduces the basic situation of the Manual of Standardized Management of Tourist Attractions.

First of all, according to the scale and volume of scenic spots, this manual divides the general tourist attractions into three categories: large, medium and small, and sets up the organizational structure and departmental responsibilities for different types of scenic spots.

Secondly, the organizational structure, job responsibilities, management system, management process, management form and management scheme of fifteen departments divided into large-scale scenic spots are expounded in detail. These fifteen departments are: standardized management of general manager's office, standardized management of human resources department, standardized management of planning and finance department, standardized management of garden management department, standardized management of security department, standardized management of engineering maintenance department, standardized management of environment and health department, standardized management of procurement management department, standardized management of culture and art department, standardized management of administration department, standardized management of marketing planning department, standardized management of quality inspection department, standardized management of operation management department and standardized management of hotel management department.

Although the concept, scope and guiding theory of scenic spot trusteeship are still vague, it needs to be carefully defined. But what is certain is that scenic spot trusteeship can quickly reverse the "magic" effect of the unfavorable situation of tourist attractions. Scenic spot trusteeship is a good way to help scenic spots get rid of difficulties and develop rapidly. With the deepening of China's reform and opening up, the development momentum of scenic spot trusteeship is unstoppable, and it is likely to become a hot issue in the future development of China's tourist attractions and a new trend of scenic spot management. In the transition period of the development of China tourist attractions, it is of special significance and value to discuss the major issues in this field. Practice has proved that through the research and debate on these issues, we can finally reach a * * * understanding, which will play a certain role in promoting the development of tourist attractions and even the development of tourism in China.