5A景区的"金字招牌"，含金量正在下降。 其实旅游市场，今年挺火的。上半年国内居民出游人次32.85亿，同比增长20.6%；国内居民出游花费3.15万亿元，同比增长15.2%。 然而，坐拥众多景点、5A景区的企业，业绩却相当惨淡。披露经营数据的13家景区类上市公司，有8家都在负增长。 | 序号 | 证券名称 | 证券代码 | 净利润(单位)亿元 | 同比增长率 | | --- | --- | --- | --- | --- | | 1 | 宋城演艺 | 300144.SZ | 4.11 | -26.65% | | 2 | 九华旅游 | 603199.SH | 1.42 | 23.96% | | 3 | 黄山旅游 | 600054.SH | 1.37 | -6.40% | | 4 | 峨眉山A | 000888.SZ | 1.11 | -4.30% | | 5 | 丽江股份 | 002033.SZ | 1.06 | -16.62% | | 6 | 祥源文旅 | 600576.SH | 1.05 | 62.71% | | 7 | 天目湖 | 603136.SH | 0.63 | 0.81% | | 8 | 西域旅 ...

Core Viewpoint - The VIP "Fast Pass" service at Enshi Grand Canyon was discontinued after just 33 days due to public backlash, highlighting the mismatch between natural scenic areas and theme parks' business models [1][2]. Group 1: Service Comparison - The concept of "Fast Pass" is not new, originating from Disney's FastPass system in 1999, which was initially free and aimed at reducing wait times [5][10]. - Theme parks like Disney and Universal have successfully monetized this concept through dynamic pricing and enhanced customer experience, making it a significant revenue driver [9][10]. - Enshi Grand Canyon's attempt to implement a similar service failed because it did not address the fundamental issues of overcrowding and service quality [11][14]. Group 2: Customer Experience - The pricing for Enshi's VIP service was perceived as excessive, with adults paying 680 yuan, which included a 370 yuan entrance fee, leading to dissatisfaction among visitors [13][14]. - The lack of physical separation between VIP and regular lines contributed to feelings of unfairness among regular visitors, undermining the service's intended purpose [14][16]. - Successful models in the industry focus on enhancing the overall visitor experience rather than just offering paid fast-track options [17][19]. Group 3: Business Model Insights - The core issue for Enshi Grand Canyon lies in its inadequate basic services and chaotic traffic management, which should have been resolved before introducing a paid service [15][16]. - The article emphasizes that any additional services must be built on a foundation of satisfactory basic services to be accepted by consumers [16][19]. - The long-term success of such services relies on genuine customer engagement and experience rather than merely monetizing access [19].

Core Viewpoint - The VIP "Fast Pass" service at Enshi Grand Canyon was suspended after only 33 days of trial due to public backlash regarding perceived unfairness and the failure to improve visitor experience [1][3][19]. Group 1: Service Implementation and Public Reaction - The "Fast Pass" model, familiar in theme parks like Disney and Universal Studios, was poorly received when applied to a natural scenic area like Enshi Grand Canyon, leading to accusations of "paying to cut in line" [3][6]. - The official announcement on September 3 indicated that the service was halted immediately based on visitor feedback [3][19]. - Visitors criticized the service for not addressing the core issues of congestion and long wait times, with many expressing dissatisfaction on social media [16][19]. Group 2: Comparison with Established Theme Parks - Disney's "Fast Pass" system, introduced in 1999, was designed to alleviate congestion and enhance visitor experience without additional charges, while Enshi's implementation was a paid service that failed to provide similar benefits [7][10]. - The pricing strategy for "Fast Pass" at established parks is dynamic, adjusting based on demand, whereas Enshi's pricing structure did not reflect a similar understanding of visitor experience [11][19]. - Successful theme parks integrate immersive experiences and effective crowd management, which Enshi Grand Canyon did not replicate, leading to a negative visitor perception [10][20]. Group 3: Economic Implications and Visitor Experience - The introduction of the "Fast Pass" was intended to manage visitor flow at Enshi Grand Canyon, which has seen a significant increase in annual visitors, surpassing 2 million in 2024 [16][19]. - The pricing of the VIP service at 680 yuan for adults, which included a base ticket price, raised questions about its value proposition, as it offered limited benefits compared to the cost [19][22]. - The failure to provide a satisfactory basic service before introducing a paid option led to public disapproval, highlighting the need for a solid foundation of visitor experience before implementing premium services [22][23]. Group 4: Lessons for Future Implementations - The experience at Enshi Grand Canyon illustrates the importance of adapting business models to the unique characteristics of natural attractions rather than simply copying successful models from theme parks [6][20]. - Successful tourist destinations must focus on enhancing the overall visitor experience and operational efficiency before introducing additional paid services [25][27]. - The case of Enshi Grand Canyon serves as a reminder that effective crowd management and visitor satisfaction are crucial for the success of any premium service offering in the tourism industry [27].