Management And Operational Analysis Of Domestic Chain Live House VAS

With the arrival of the 21 st century,people’s living standards have been improving,and diverse cultural activities are enriching the public’s spiritual world.The resulting spiritual needs have also become a remedy for people to alleviate the pressures of life.In recent years,the audience ratings of music variety shows such as New Rap in China and Summer of the Band have reached new highs,bringing a group of independent musicians of rock,punk,folk,rap and other styles into the public’s vision.Large-scale offline concerts and music festivals have been canceled or postponed due to difficulties in obtaining approval during the COVID-19 pandemic.In this context,small-scale Live House venues,with capacities ranging from 100 to 2,000 people,equipped with professional audio equipment and sound field design,have become a substitute for original concerts and music festivals.Live House venues can adapt to the constantly improving cultural life needs of young people in the new century.They promote the growth of independent musicians and independent art platforms,and foster the diversification of music styles.They have become an indispensable part of establishing a virtuous circle in the art ecosystem.Founded in 2018,VAS is one of the most influential young music venues in Shanghai.After four years of operation,with an international top sound and lighting system and professional and technical personnel,it has successfully held more than 100 performances at home and abroad,attracting a cumulative audience of over 300,000 people,and has become an indispensable member of the independent music scene.In 2021,VAS launched its brand chain plan,aiming to provide artists and music fans with the ultimate on-site experience through the use of top-notch technical equipment,venue acoustic design,and a standardized service system.However,due to the relatively late start of the brand chain strategy compared to other regions in the country,VAS’s development time has been relatively short,and there are still many areas for improvement.To address these issues,the author conducted a three-month volunteer service at VAS NANCHANG and conducted an in-depth investigation and research using various methods such as literature analysis,questionnaire surveys,interviews,field research,and case studies.This thesis conducts a specific analysis of the unified standards,operation modes,and resource base of the VAS’ chain operation.It also examines the performance content and audience of the VAS NANCHANG Branch,as well as the management and services provided by the venue staff.The analysis identifies several operation problems,including narrow business coverage,limited capital sources and channels,imperfect personnel management,and insufficient brand publicity.Additionally,it proposes operational countermeasures to expand the business scope,increase the source of income,enhance talent input,improve the training mechanism,and elevate brand publicity to a strategic level.This research aims to supplement the academic study of chain Live House operation management and provide a valuable reference for other scholars.