旅游景区经营权转让失败的制度根源剖析——以贵州马岭河景区为例

Analysis of System Root of Failure Remise of Operational Right——Taking Maling River Scenic Areas in Guizhou as an Example

近年来,转让经营权成为一些风景名胜区管理和经营改革过程中引入企业化经营的一种制度创新模式。贵州马岭河作为全国首个实行风景名胜区内项目特许经营管理的试点单位,却在经营权转让后仅一年便以企业的退出而宣告失败。基于制度层面对马岭河景区转让失败的深层次原因进行探讨,并就如何规避景区市场化运作过程中的经营管理风险和负面影响提出相关对策,旨在为我国相关旅游地的开发提供有益的实践参考和理论借鉴。

In recent years, the remise of the operational rights became an innovative mode, which introduced enterprise operation, in the process of management and operation reform for some well known scenic spots. Maling River in Guizhou Province as the first national scenic spot with the project＇s pilot hcense management implemented,lout the remise of the operational fight failed because of the enterprise＇ s withdrawing in less than a year. Based on the analysis of system root, This paper explored deep - seated causes for the failure remise of the operational right of Maling River Scertie Areas, suggested some relative countermeasures in order to avoid risks and negative effects with a purpose of providing helpful references for practicing tourism development at other tourism destinations in China.