Research On Life Cycle Management Of Large-Scale Sports Venue

There is a growing need for large-scale sports venues as China's economy grows and social development proceeds. By analyzing the current status about financing, construction, management and operation over the life-cycle of the large-scale sports venue, challenges have emerged, such as limited sources of financing, fragmented design and construction, and operating deficit. Therefore, in order to achieve the desired economic interests, social benefits as well as a win-win situation for all parties involved in the sports venue, a profound study of the venue's life-cycle management is needed., Based on whole life-cycle management and instruments, holds a theoretically and realistically significant meaning for a sustainable development of large-scale sports venue in China.On the basis of literature review on the theory of life-cycle integrated management, and on the features of large-scale sports venue development, the dissertation first constructed the Life-cycle Business Partnership management mode (LBP) framework for large sports venues. First, it proposed an innovative model, the Life-cycle Business Partnership financing mode (LBPF), and elaborated on its organizational structure and operating procedure. The core of the LBPF mode lies in the establishment of Venues Financing-Construction-Operation Company (VFCOC). The research then identified and analyzed the risks associated with the LBPF mode and discussed on how the risks should be allocated to each party. Based on the Game Theory and an analysis on its applicability, the research explored how the revenues should be distributed between various parties. Second, building on the general-contracting mode, it proposed the mode of Design-oriented Construction Management (DCM) in the theory of Application of Dynamic Alliance. Furthermore, through exploration of its organization structure and implementing procedures, as well as the analysis of the relationship among the principal parties related during the establishing process, it also expounded the operation mechanism of the mode. At length, while targeting at operation management of large-scale sports venues, it constructed value chain's framework of VFCOC as the single operation management subject, and anatomized both external environment and internal operation. Besides, it employed instrument as Balanced Score Card (BSC) to build Index system of performance evaluation for VFCOC's operation management, and made empirical analysis of it too.The originality of this dissertation is shown as follows:(1) The LBPF mode at the designing and deciding stage of sports venue building is introduced, and designed a revenue-share mechanism of all parties. The core of LBPF mode lies at, governments selecting suitable partners at the designing and deciding stage, and setting up the VFCOC who will raise fund afterward by credit financing. On that ground, it made a further identification and explanation of the risks under that mode on3levels from macro to micro while working out the risk distribution frame. It also provided a cooperation proposal to balance the two sides' profits from the game played by government and his partners.(2) The DCM mode within the general-contracting group is put forward, and made a game model inside the main parties. The center of DCM is to achieve a dynamic alliance among all parties in venue building within the design-oriented contracting group. The teams in the group will implement in separate the purchase of material and devices, building of main project and rebuilding of old venues. Except for that, it also built2types of game model by analyzing mutual relationship among all parties in DCM. In combination of the features of venue building, it designed2mechanisms, one for compelling and restraining, and the other, for conflicts settling.(3) A value chain frame for VFCOC by applying the value chain theory is established. On this base, it discussed the external environment for VFCOC operation management in terms of policy for large-scale sports venue development, and of industrial integration and innovation in sports as well; it formed an internal operation core inside the VFCOC in segments such as construction of enterprise organization, enterprise's strategic options, service brands'cultivation and innovation, and service's quality promotion and customer relation management.(4) The evaluation index system of operational performance is established with BSC instruments. This performance evaluation system covered four groups, including finance, customrs, internal business procedure, and learning and growing. Through a comprehensive literature review and semi-structured interviews, this research established fourteen indices1under the system.