【责任编辑：杨鑫宇】 景区须主动公示官方快速服务的购买渠道，对非授权的"快通"套餐及时预警，从源头切断乱象传播 链条。 游客更需擦亮双眼，在购买服务时核实商家资质、细究套餐规则。一旦发现上当受骗，及时留存交 易记录等证据，依法维护自身权益。 旅游市场的健康生态，体现在监管划定的行为边界里，在景区坚守的诚信中，还在游客自觉的维权 意识里。唯有多方形成合力，才能杜绝这类文字游戏，让"快通"服务回归"便捷出游"的本意，让游客在 清朗的市场环境中安心出游。 花上万元订购景区"快通套餐"，却跟着导游满园奔跑；支付"优速通""尊享卡"费用，热门项目仍要 苦等1小时……近期，多地景区被曝出"快通"消费陷阱。这类行为本质上是商家利用信息差设计的文字 游戏，不仅让游客权益受损，更侵蚀着旅游市场的诚信根基。 景区"快通"变"快跑"，折射出旅游市场治理的多重考验。不良商家是这类乱象的始作俑者。他们 用"快通""VIP尊享"等与官方服务高度混淆的词汇包装普通服务，已涉嫌虚假宣传。第三方平台存在审 核漏洞，对入驻商家审核不严，为虚假宣传提供了生存空间。此外，部分"黑导游"通过非法手段获取官 方"优速通"产品并加价倒卖牟利，已触碰法律红 ...

游客更需擦亮双眼，在购买服务时核实商家资质、细究套餐规则。一旦发现上当受骗，及时留存交 易记录等证据，依法维护自身权益。 花上万元订购景区"快通套餐"，却跟着导游满园奔跑；支付"优速通""尊享卡"费用，热门项目仍要 苦等1小时……近期，多地景区被曝出"快通"消费陷阱。这类行为本质上是商家利用信息差设计的文字 游戏，不仅让游客权益受损，更侵蚀着旅游市场的诚信根基。 旅游市场的健康生态，体现在监管划定的行为边界里，在景区坚守的诚信中，还在游客自觉的维权 意识里。唯有多方形成合力，才能杜绝这类文字游戏，让"快通"服务回归"便捷出游"的本意，让游客在 清朗的市场环境中安心出游。(本文来源：经济日报 作者：李 翱) 景区"快通"变"快跑"，折射出旅游市场治理的多重考验。不良商家是这类乱象的始作俑者。他们 用"快通""VIP尊享"等与官方服务高度混淆的词汇包装普通服务，已涉嫌虚假宣传。第三方平台存在审 核漏洞，对入驻商家审核不严，为虚假宣传提供了生存空间。此外，部分"黑导游"通过非法手段获取官 方"优速通"产品并加价倒卖牟利，已触碰法律红线。 破解这类乱象，需要相关部门、景区和游客合力共治。监管部门要持续规范旅游业广告用 ...

Core Insights - The value of 5A scenic spots is declining despite a booming tourism market, with domestic travel increasing significantly in 2023 [1][3] - Among 13 listed scenic companies, 8 reported negative growth, indicating poor performance in the sector [1][2] Group 1: Industry Performance - In the first half of 2023, domestic travel reached 3.285 billion trips, a year-on-year increase of 20.6%, with spending at 3.15 trillion yuan, up 15.2% [1] - Of the 13 listed scenic companies, 8 experienced negative profit growth, with notable declines in companies like Songcheng Performing Arts (-26.65%) and Lijiang Co. (-16.62%) [2] - The total revenue of A-level scenic spots decreased by nearly 20 billion yuan from 2019 to 2024, despite the number of such spots increasing from 12,402 to 16,541 [3] Group 2: Changes in Scenic Spot Ratings - The number of 5A scenic spots has surged from 66 in 2007 to 358 in 2024, marking a 4.4-fold increase [4] - The rapid increase in 5A ratings has led to concerns about the quality and uniqueness of these spots, with many new additions lacking distinct appeal [4][6] - The evaluation criteria for 5A scenic spots focus heavily on service and environmental quality, with scenic quality and visitor feedback being less emphasized [14][16] Group 3: Visitor Experience and Market Trends - Many 5A scenic spots are criticized for overcrowding and prioritizing short-term profits over visitor experience, leading to a perception of "one-time business" [22] - In contrast, lesser-known attractions that offer innovative experiences are gaining popularity, such as the 4A-rated Wansui Mountain, which has seen a significant increase in visitors and revenue [23][26] - The changing preferences of younger travelers towards local and experiential tourism highlight the need for 5A scenic spots to rethink their offerings to attract repeat visitors [27]

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].