The Optimization Strategy Of The Digital Cultural Tourism Platform Of Yunnan Daily Media Group

The digital economy and platform economy have reshaped the social and economic structure and are the mainstream trend of current social and economic development.After the integration of digital technology into the development of the cultural tourism industry,the concept of "digital cultural tourism" has been formed,and digital cultural tourism is a research hotspot at present.Value co-creation is also the focus of research on today’s business model,and its mainstream research direction,service-led logic,is also in line with the natural attributes of the service economy and experience economy of the cultural tourism industry.As a product of digital technology,the research of relevant scholars also proves that digital platforms have many advantages over traditional platforms and can achieve value co-creation.The integration of "digital platform & cultural tourism" has given birth to the business model of digital cultural tourism platform.However,most of the research on digital cultural tourism platforms in academia stays at the level of theoretical analysis,and the number of studies on real cases is small.In addition,many scholars have verified that the cultural tourism industry can achieve value co-creation in multiple scenarios,but the research scenarios focus on real scenarios,and there is a lack of research on value co-creation models in virtual scenarios,especially digital platform scenarios.How to build a value co-creation system for the cultural tourism industry based on digital platforms is an urgent problem that needs to be studied and solved at present.This paper selects Yunnan Daily Media Group as the research object to conduct a case analysis of its digital cultural tourism platform business,and expounds the value co-creation realization mechanism of Yunnan Daily Media Group to connect government departments,cultural tourism suppliers and cultural tourism consumers to form a digital cultural tourism platform with digital platform as the center.In addition,Ctrip Travel,the industry benchmark,and Tongcheng Travel,which is a strong representative of the same type,were selected to conduct comparative research with the digital cultural tourism platform of Yunnan Daily Media Group,and found that there were three problems: first,the platform’s traffic aggregation ability was weak;Second,the financial function in the digital cultural tourism platform is missing;Third,the business model of the digital cultural tourism platform lacks sustainability.The reasons are that there are four factors that cause the platform traffic aggregation ability to be weak: first,the platform organization and management are scattered and the degree of integration is low;Second,the main functional market has been occupied by other mature platforms;Third,the core advantages are not obvious;Fourth,there is a lack of long-term reuse scenarios.The lack of financial functions in the digital cultural tourism platform is mainly attributed to the lack of attractiveness and carrying capacity of financial resources in the cultural tourism industry.The lack of sustainability of the business model of the digital cultural tourism platform is mainly caused by the weak profitability of the platform and the lack of liquidity caused by the contradiction between the short-term debt repayment pressure and financing difficulties.Combined with the actual operation of Yunnan Daily Media Group and relying on the basis of theoretical research,this paper attempts to propose three countermeasures in order to solve the problems exposed in the business model of its digital cultural tourism platform.The first countermeasure is to optimize the organizational structure and business model,which are specifically divided into three aspects: first,adjust the internal organizational structure to achieve centralized management;The second is to integrate into mainstream platforms and expand the value co-creation ecosystem;Third,focus on demand pain points and provide differentiated services.The second countermeasure is to build a cultural tourism financial service system under the digital platform,introduce a value co-creation ecology represented by financial institutions represented by commercial banks through open interfaces,explore the cultural tourism IP system,enhance the attractiveness and carrying capacity of the cultural tourism industry to financial resources,and finally build a platform financial service system covering multiple levels and types of financial products,so as to complement the financial functions of the platform.The third countermeasure is to improve the profitability of the digital cultural tourism platform and the group’s debt capacity,on the one hand,adopt a cross-subsidized pricing model to improve the profitability of the digital cultural tourism platform,and on the other hand,try to propose three measures to improve the liquidity of Yunnan Daily Media Group,including strategic planning to lead the restructuring of the financing value evaluation system,enlist the support of higher-level departments to enrich assets,and strive for working capital loans to alleviate short-term debt repayment pressure.In addition,this paper also proposes two measures to strengthen the operation guarantee of the digital cultural tourism platform of Yunnan Daily Media Group: first,to build a platform governance system with multisubject collaboration,including improving system construction,providing normative guidance and forming a collaborative governance network with the active participation of multiple subjects;The second is to strengthen the empowerment of digital technology,including further consolidating the construction of digital infrastructure,accelerating the transformation of digital cultural resources with Yunnan ethnic characteristics,improving the digital literacy of the employee group,and strengthening the construction of professional talents.