Xin Jing Bao·2025-04-21 12:03Core Insights - Guilin Tourism has accumulated losses of nearly 1 billion yuan since 2020, with a revenue drop of 7.58% in 2024 and a net profit loss of 204 million yuan, reflecting a significant decline of 1830.7% year-on-year [1] - Zhangjiajie, another well-known tourist operator, has also faced severe financial difficulties, leading to its stock being marked as "ST Zhangjiajie" due to continuous losses [1] - The traditional "ticket economy" model is facing severe challenges, as high ticket prices are no longer sustainable in the current competitive tourism market [2][7] Industry Challenges - The reliance on high ticket prices for profit has reached a bottleneck, with the National Development and Reform Commission urging reductions in ticket prices for state-owned scenic spots [2] - Despite ticket price reductions, such as Zhangjiajie's core scenic area ticket dropping from 248 yuan to 165 yuan, total revenue still declined by 5%, indicating that merely lowering prices does not resolve the underlying profitability issues [2] - Tourists are increasingly sensitive to ticket prices, especially when they represent a significant portion of their daily wages, limiting their willingness to pay [2][3] Shift in Consumer Expectations - Tourists now seek comprehensive experiences rather than just scenic views, leading to a redefinition of value in tourism [3][4] - Negative feedback about high ticket prices and poor experiences is prevalent on social media, highlighting the mismatch between ticket prices and the quality of service and experience provided [3][4] - Successful examples, such as the West Lake in Hangzhou, demonstrate that free access can enhance visitor satisfaction and stimulate surrounding businesses, indicating a shift towards experience-driven tourism [3][4] Need for Business Model Innovation - The traditional "high ticket price + low service" model is unsustainable, and scenic spots must evolve to meet modern consumer expectations [6][7] - Many scenic areas still operate under outdated "sightseeing 1.0" models, focusing on physical attractions while neglecting service quality and visitor experience [7] - There is a pressing need for diversified revenue streams beyond ticket sales, with successful destinations integrating secondary consumption such as hotels and performances into their business models [9] Recommendations for Future Development - Scenic areas should focus on enhancing the quality and diversity of their offerings, moving from a "ticket seller" to an "experience designer" [9] - Developing unique cultural experiences, themed routes, and high-quality service can help attract visitors and improve profitability [9] - Emphasizing digital technology and cultural integration will be crucial for creating value and meeting the evolving demands of tourists [9]