Summary of Key Points
Post-pandemic, the culture and tourism industry has witnessed a striking contrast: projects managed by traditional, experienced professionals have often failed miserably with poor performance (such as the unfinished construction of Danyong Ancient City in Zhangjiajie and the decline in the reputation of Guilin's tourism industry), while projects initiated by outsiders from other sectors (real estate, commerce, catering, etc.) have been a huge success (for example, Anaya, Zhengjia Plaza, and Tangshan Yan). The reason behind this lies in the fundamental differences in their approaches and methodologies. Traditional culture and tourism professionals tend to fall into a "professional trap," focusing on creating perfect projects while neglecting user needs; in contrast, outsiders are driven by the need to survive, targeting users' essential requirements and using flexible strategies to overcome challenges. The article concludes by offering three suggestions for traditional professionals to break this cycle and emphasizes that the essence of culture and tourism business is about connecting with people.
I. The Contrast: Why Do Traditional Culture and Tourism Professionals Lose to Outsiders?
In the past two years, the culture and tourism industry has experienced extreme fluctuations. On one hand, established projects have collapsed one after another—Danyong Ancient City in Zhangjiajie became a laughingstock, Guilin's tourism performance plummeted, and countless identical ancient towns have failed, with even 4A/5A-rated attractions going bankrupt or undergoing restructuring. On the other hand, projects initiated by outsiders have emerged as winners—Anaya has become a symbol of the middle-class lifestyle, Zhengjia Plaza has become a landmark in Guangzhou, and Tangshan Yan has gained widespread popularity online. The creators of these successful projects do not come from the culture and tourism industry: Ma Yin from Anaya comes from real estate, Xie Meng from Zhengjia Plaza works in commerce, and Qiu Kai from Tangshan Yan is in the catering business. This contrast is not accidental; it reflects a shift in the industry's logic.
II. Different Starting Points: The Pressure to Survive vs. The Trap of Perfectionism
Traditional culture and tourism professionals often start with a sense of passion and ambition, aiming to create "perfect" projects that reflect national values and personal ideals. However, outsiders have a much more pragmatic focus—surviving. For instance, Zhengjia Plaza is located in an area with over 20 competing commercial projects, so Xie Meng had to transform or risk failure; Qiu Kai realized there was no future in traditional restaurants and upgraded his business to Tangshan Yan. This pressure forces them to explore new directions, with culture and tourism becoming a lifeline for them. Traditional professionals, lacking the urgency to survive, tend to get caught up in their own ideals, focusing solely on the completeness of project planning and process rigor, without considering what users really want—just like writers who focus on what they want to write rather than what readers are looking for.
III. Different Methodologies: Focusing on User Needs vs. Rigid Professional Processes
Traditional professionals follow a systematic approach, starting with research and detailed planning. Outsiders, however, prioritize understanding user needs. For example, Ma Yin from Anaya recognized the spiritual emptiness of Beijing residents and created an atmosphere that allowed them to escape the city's hustle and bustle by establishing a library and hosting drama festivals, turning Anaya into a refuge for their souls. Both Beijing residents bought property there and frequently visited. Ma Yin said, "Anaya means nothing without its visitors." The projects he has launched nationwide (such as micro-resorts in Huairou and seaside resorts in Beidaihe) are all tailored to Beijing residents' needs. In contrast, some traditional professionals spend a lot on data analysis (user age, income), yet they fail to truly understand their audience. For instance, a scenic area tried to build a luxury ice and snow park but found that families preferred cheaper, more accessible options.
IV. Three Lessons from Outsiders
To break the cycle, traditional professionals can learn from outsiders:
1. Don't rely too much on data; understand real needs: Data is helpful, but true user needs can only be discovered through direct interaction.
2. Complete the project first, then perfect it later: Outsiders don't wait for everything to be just right before starting; they act and adjust as they go. Ma Yin said that if Anaya had planned everything perfectly from the beginning, it would have failed. Xie Meng also emphasized the importance of testing strategies while implementing them.
3. Use your strengths; don't search for new solutions blindly: Zhengjia Plaza, lacking OTA channels and travel agency resources, leveraged local businesses by having them sell tickets to their customers, which was a successful strategy. Traditional professionals should focus on optimizing their existing resources rather than constantly seeking new ones.
V. The Essence: Culture and Tourism is About People, Not Projects
Ma Yin's words highlight the core: culture and tourism is about creating experiences that connect with people. It's not about building beautiful buildings or standardizing services; it's about creating a sense of belonging and making visitors want to return. If traditional professionals can let go of their professional biases and truly focus on users' needs, they may find a way out of the current predicament.
In essence, the competition in the culture and tourism industry is no longer about technical skills but about understanding and meeting user expectations. Those who can effectively address users' real needs will not only survive but thrive.