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环境污染、用地紧张、资源利用效率低以及服务质量管理难度大等是自然资源型景区规划与管理中容易出现的几个问题,这些问题的原因很大程度上与景区的前后台总体结构失衡有关。借鉴金融业的经验,结合服务系统前后台结构理论,提出了以后台功能分离与服务共享中心、建立为主要内容的景区空间新结构,为解决景区这些问题提供新思路。在此基础上分析了新结构应用的条件并据此构建了应用决策模型。在决策模型中引入了基准经营单位的概念,用以表述和测算景区内各类旅游企业的经营规模及其总和,再采用环境质量成本和服务提供成本两个经济指标作为考量新旧结构各自效果的主要依据,而后通过这两种成本的比较分析确定有效实施新结构模式的基准经营单位数量的最小值,以此作为景区是否采用新结构的决策依据。
Environmental pollution, land shortage, low efficiency of resource utilization and service quality management are some problems that are prone to occur in the planning and management of natural resources scenic spots. The reasons of these problems are largely related to the unbalance of the overall structure of the front and backstations . Based on the experience of the financial industry, combined with the front and backstage theory of service system, this paper proposes a new structure of scenic spot space with background function separation and service sharing center as the main content and provides new ideas for solving these problems. Based on this, the conditions for the application of the new structure are analyzed and an application decision model is constructed. In the decision-making model, the concept of benchmark business unit is introduced to describe and measure the operation scale and total of various tourism enterprises in the scenic area. Then two economic indicators of environmental quality cost and service provision cost are taken as factors to consider the effect of old and new structures And then through the comparative analysis of these two costs to determine the minimum number of benchmark business units that effectively implement the new structural model as the decision-making basis for whether the scenic spot adopts the new structure.