双管齐下推进会展中心对城市经济的贡献

Boston Pursues Strategies to Leverage Value

过去,很多会展中心的管理者都长期依赖“竭尽全力”的方法,以场馆运营带来的经济收益来衡量自身工作的价值大小。这种评估模式,是在20世纪会展行业美国会展业蓬勃发展的阶段提出来的。在当时,会展场馆所在的城市认为,场馆本身的经济效益只要可以覆盖场馆大楼与馆内设施的维护与升级,便足矣。渐渐地,世界各地的会展中心普遍戴上了“亏损大户”的帽子,只有少数会展中心还在极力挣扎,试图冲出经济衰退的雾霾,扭亏为盈。

Many convention centers and the people who run them have long relied on the old measurements of"heads on beds"and other economic impacts to measure the worth of the work they do.This model was created during the second half of the 20th century during the trade show boom when events expanded dramatically in the U.S.At that time,destinations decided that economic impact alone was reward enough for building,maintaining and upgrading facilities.The"loss leaders"status of convention centers became the model around the world,with few in the industry pushing the envelope away from economic impact to revenue generation.