Shandong Province Large Stadiums. Eleventh National Games Operation And Management Mode

With the constant improvement of China's market economy system and the rapid development, after over 20 years development of sports industry gradually becomes a powerful engine fueling economic growth. Grand stadium as the infrastructure holding various sports events and nationwide fitness campaign is the essential hardware condition of sports industry development. Because of great investment, high maintenance costs, slow recovery of funds, complicated final-period management, and the neglect of considering the postgame exploitation of grand stadium before pre-competition, the postgame operational efficiency of grand stadium is rather low.In recent years, Beijing Olympic Games and the Eleventh Provincial Games in Shandong were held in succession. Influenced by that, Shandong builds many grand stadiums successively. However, as the number of grand stadiums soars, how to realize marketization operation of these grand stadiums becomes a tricky problem which the departments concerned have to face. How to make better use of these grand stadiums in market economy system? Which operation and development mode should be taken to achieve better economic benefit and meet social benefit at the same time? Therefore, the stadium development and operation mode becomes an issue of mutual concern from industry and educational circles. Studies in these issues are of great significance to the rapid development of Shandong sports industry and the marketization operation of stadiums.The paper adopts the research methods of literature review, questionnaire, expert interview, mathematical statistics, and logical analysis to conduct a survey on the operation and management situation of the grand stadiums in Shandong. I visit the relevant experts and leaders of the stadiums to analyze the existing problems and weakness, and summarize various current operation and management modes of the grand stadiums. Finally, I take Jinan Olympic Sports Center as an example to conduct an empirical research, attempting to construct an effective operation and management mode of Shandong stadiums. The following are my research conclusions:1.Shandong grand stadiums are largely funded by national investment, which public benefit is their essential attribute. The number of grand stadiums in Shandong is soaring increasingly, but the postgame operation and management are less than satisfaction.2.The operation and management modes that Shandong grand stadiums adopt are full budget operation and management mode, balance budget operation and management mode, trust operation and management mode, and independent operation and management mode. In terms of the choice of business operation mode of the stadiums, the stadiums mostly adopt various modes and the items of business are diversified. The "sports dominated, commercial supported" operation mode of Jinan Olympic Sports Center not only revitalize the stadium resource, but also strengthen their its own internal functions. But there is still a long way to go to achieve actual profit.3.Backward in stadium operation and management system, imbalance of stadium between social benefit and economic benefit, single marketing techniques, lacking of professional management talents, poor efficiency of the utilization of the stadiums, and the low rate of exploitation and utilization of the invisible resource of stadiums are all the shortages of the marketization operation of Shandong grand stadiums.4.The major operation and management modes adopted in China currently are:independent operation mode, entrustment operation mode, contracting and leasing operation mode, modern enterprise management mode, and corporate management mode. These modes can be reference for the choice of the operation and management mode of Shandong grand stadiums.5.The effective operation and management mode of stadiums should include the following aspects:clear construction of government responsibilities, the effective utilization of the invisible resource of the stadiums, increase of intellectual support of the stadium operation and management, construction of sound laws and regulations and safeguard mechanism, promoting of regional integration of the stadiums and cluster development; improving the stadiums' brand awareness, and setting scientific marketing strategies.