Research On Management Model And Operational Efficiency Of Guangzhou Mega-sports Venues

Large stadiums are not only venues for national fitness activities,but also an important symbol of social and economic development in a region.With the improvement of national economic development and people’s health awareness,the demand for large sports venues has also increased.As a public auxiliary facility of the country,large stadiums and gymnasiums should allow them to fully play their diversified functions and serve the sports activities for all citizens.This paper uses literature research methods,investigation methods,expert interview methods,etc.to study the management models and operational benefits of 13 large stadiums in Guangzhou.Research shows that the overall situation of large-scale stadiums and stadiums in Guangzhou is relatively good.All sports stadium targets have met or exceeded the relevant requirements of the State Sports General Administration.A few sports venues have yet to meet corresponding requirements on individual indicators,pending further improvement and improvement.The 13 large-scale stadiums in Guangzhou can be divided into the management mode of the public institutions and the entrusted management mode.There are ten stadiums managed by the public institutions and three venues entrusted with the management and management.The best economic benefit is Guangzhou Stadium,which is entrusted with business management,and the Guangdong Olympic Stadium,which has the best social benefits,and which is managed by public institutions.The best comprehensive evaluation is the Guangzhou Gymnasium,which meets society’s free low-cost opening and maximizes the economic benefits of the venue,both to meet the social benefits and economic benefits.The large-scale stadiums and gymnasiums in Guangzhou have a single management model in which the driving force for operating system reforms is insufficient;operating efficiency is low,and innovative marketing concepts and marketing concepts are lacking;the personnel training path system is imperfect and employee incentive mechanisms are not perfect;stadiums are not clearly positioned.,lack of objective evaluation criteria.For the above deficiencies,corresponding countermeasures will be proposed.1.Optimize the stadium management model and reform the operating system.2,innovative operating forms,based on the body,diversified operations.3.Improve the path of personnel training system and improve employee incentive mechanisms.4.Clearly define the function of venues and build a sound evaluation system.5.To create a new model for integration of planning,design,investment,construction and operation management.In order to achieve a non-profit premise,from the major losses to small losses,and then to no loss goals.