摘要
环境污染、用地紧张、资源利用效率低以及服务质量管理难度大等是自然资源型景区规划与管理中容易出现的几个问题,这些问题的原因很大程度上与景区的前后台总体结构失衡有关。借鉴金融业的经验,结合服务系统前后台结构理论,提出了以后台功能分离与服务共享中心、建立为主要内容的景区空间新结构,为解决景区这些问题提供新思路。在此基础上分析了新结构应用的条件并据此构建了应用决策模型。在决策模型中引入了基准经营单位的概念,用以表述和测算景区内各类旅游企业的经营规模及其总和,再采用环境质量成本和服务提供成本两个经济指标作为考量新旧结构各自效果的主要依据,而后通过这两种成本的比较分析确定有效实施新结构模式的基准经营单位数量的最小值,以此作为景区是否采用新结构的决策依据。
There are several common problems in planning and managing the scenic spots,namely the environment pollution, tight land-use,low resource utilization and poor service quality controlling,which are to great extent closely related to the unbal-ance of front and back stage structure of the scenic spot as a whole.The paper proposes a new spatial structure for scenic spot based on back stage decoupling and sharing to settle these problems by incorporating the experiences from financial industry and theory of service system structure.A decision-making model for whether adopting the new structure is also proposed.The envi-ronment quality costs and service provision costs are used to compare the possible benefits in costs efficiency,service quality and environment protection between the new and traditional structures.A concept of “standard operation unit”is defined to facilitate the calculation of the overall scale of the companies of scenic spot.Based on the costs analysis the minimum quantity of the stand-ard operation units could be determined and used for decision-making on the adoption of the new structure.
出处
《旅游论坛》
2014年第3期1-6,共6页
Tourism Forum
基金
教育部人文社会科学研究规划基金项目(12YJA790009)
浙江省社科规划项目(11JCGL05YB)
关键词
前后台分离
景区空间结构
决策
后台业务共享
decoupling of front-back stage
spatial structure for scenic spot
decision making
sharing of back-stage services
