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2020 万礼豪程未来职业挑战赛初赛指南
目录
赛事概览 ………………………………………………………………………………………… 1
初赛要求 ………………………………………………………………………………………… 3
案例一：红色乡村旅游产品开发 …………………………………………………………… 8
评分细则 ……………………………………………………………………………. 15
案例二：民宿 ………………………………………………………………………………… 17
评分细则 …………………………………………………………………………… 26
案例三：酒店 ………………………………………………………………………………… 28
评分细则 …………………………………………………………………………… 33
英文版 English Version ……………………………………………………………………… 35
（如需准备区域复赛，请仔细阅读英文版）
万礼豪程 未来职业挑战赛 简介 万礼豪程未来职业挑战赛（UCS）是专为旅游酒店管理相关专业本科及高职学生设计的软性技能大赛。中国旅宿业正在
蓬勃发展，亟需专业人才储备。该比赛通过由万礼豪程模拟旅宿业真实营运场景精心编写的案例，以商业计划、PPT、
演讲、角色扮演等进阶模式，对学生的职业素养能力提出挑战，激发潜能，成长为引领行业发展的人才。同时，通过指
导老师与学生合作，挑战赛拉进师生距离，增强教师项目教学能力，丰富其职业素养知识，增强教学自信。获奖学生将
会获得奖学金、影子实习机会等鼓励，更有机会与行业导师、专家评委建立联系，获得通往锦绣前程的金钥匙。经历了
两届挑战赛，项目影响超过 4000 名学生。
我们诚邀各院校与我们携手，激发师生潜能，开启未来，共筑旅宿业繁荣前景！
初赛递交截止日期：2020年2月1日
赛程总览
商务写作能力
语言能力
表达能力
批判性思维
本科及大专院校，设立本科组及大专
组，独立评比
每个团队必须有来自至少两个不同年
级的同学组成
参赛队伍需由 3-5 位学生及 1 位指导
老师组成
系统思维
决策能力
解决问题能力
团队合作能力
2020.1
•挑战模式：商业计划书
•学校代表队提交一份商业计划书
•比赛将在南方及北方两个区域中，分别选拔20-24支优胜队（本科组及高职组各10-12支），晋级区域赛
初赛
【中文】
邮件提交
•挑战模式：商业计划书展示
•参赛队在10-15分钟内结合PPT，视频或海报等工具展示自己的商业企划，并回答评委的相关问题
•南、北区域分别选拔2支本科代表队及2支高职代表队晋级总决赛
•每个区域代表队将会得到一位项目组钦点的行业导师，接受升级版的案例任务挑战，备战总决赛
区域赛
【英文】
区域赛场
•挑战模式：商业计划书优化版、商业计划书展示、角色扮演
•区域代表队及家长代表将受邀参加参加总决赛
•总决赛包括：商业计划书、15分钟商业计划书展示及角色扮演。角色扮演题目由抽签决定，准备时间为30分钟（角色扮演本科组英文；高职组中文）
•本科组、高职组分别设置1个总冠军、1个亚军2个季军、以及多个单项奖
总决赛
【双语】
决赛赛场
2020.3
2020.7
激励与荣誉
参赛方式
证书
证书
专属行业导师
万礼豪程酒店沙龙入场券
酒店寻宝活动入场券
证书、奖杯、奖牌
颁奖晚宴
助学奖金2000-5000元
“影子实习”机会
赞助方奖励
资源
往届视频
官网：www.chei.org
官方微信：Marriott CHEI
由院校领导选拔指导老师，组建参赛团队；
在指导老师的指导下，参赛团队从《参赛指南》中选择其中一个案例进行分析、探讨、寻找
解决方案，合作撰写商业计划书；
超过一支队伍提交商业计划书的院校，需先进行校内评比，评选出得分最高的一组参赛。评
委团由系主任、院长、教研室主任或校领导组成。标准参见案例中评分细则；
在截止日期前提交一份商业计划书参赛：
提交通道：https://www.wjx.cn/jq/48279596.aspx 或 二维码
提交格式：PDF 文件，20M 以下，文件命名为 “本科组/专科组+ 学校名称+案例名称”
截止日期：2020 年 2 月 1 日 上午 10：00
初赛结果将在 2020 年 2 月 20 日前以邮件形式通知优胜队的指导老师。区域赛及总决赛结果
将会现场宣布。
我们欢迎万礼豪程官方合作院校积极参与本次挑战赛，与我们携手共同为学生的未来提供更多宝贵机会。
初赛
区域赛
总决赛
Page 3 of 63
万礼豪程未来职业挑战赛
大赛宗旨
• 通过系列赛事的循序渐进，包括商业计划撰写、演讲及角色扮演等形式培养学生未
来职业发展所需的软技能，促进中国院校酒店与旅游专业发展，并提升专业能力。 • 增强一线教师、学生、家长及社会对酒店与旅游行业的认识，了解行业发展所需技
能。 • 引领院校老师和学生与行业联接，提供更多学习机会。
参赛资格
• 所有高职及本科院校 • 大一至大四在校生 • 每个团队必须包括三至五名学生和一名带队老师 • 每个团队必须有来自至少两个不同年级的同学组成 • 每所院校限提交一份作品参赛（建议院校组织校内赛，评选出最佳作品参赛）
计划书格式
以下梗概为封面与商业计划书所需包含的内容：
封面页包含如下内容： 1. 商业计划书题目
2. 案例场景题目
3. 学校名称、二级学院名称
4. 带队教师姓名及联系方式（如有多位，项目组将视第一位老师为有效带队老师）
5. 学生姓名
6. 每个团队成员的常用邮箱地址（老师和学生）
7. 提交日期
Page 4 of 63
其他要求： • 字数/页数限制：没有字数/页数限制
页边距：上、下、左、右均为 1 英寸 字体：宋体，12 号 行间距：1.5 倍
• 图示：可运用包括表格、曲线图、图表、流程图或图片等视觉图例来更好地表达商
业计划书内容。 • 如有参考文献/书目，请列出
请查看官网上传的优秀作品作为参考：
���http://www.cheiorg.com/Xiangmu/index/id/1502.html
提交通道
商业计划书必须在截止日期前通过链接或二维码提交：
链接：https://www.wjx.cn/jq/48279596.aspx 二维码：
文件格式
PDF 文件，文件大小控制在 20M 以下
文件命名为 “本科组/专科组+ 学校名称+案例名称”
截止日期
2020 年 2 月 1 日上午 10:00
Page 5 of 63
比赛流程
• 万礼豪程合作院校的负责人将收到未来职业挑战赛的宣传海报。 • 院校负责人应指派一位带队负责老师，将比赛细则和案例分享给学生。 • 如果学校只选派一个参赛队伍，那最终的商业计划书可直接提交于万礼豪程项目
组。 • 每个学校也可在校内组建多支队伍。在这样的情况下，院校负责人或带队老师应使
用评分规则来判定每组队伍的商业计划书。（主任、院长、教研室负责人或专业老
师等不参与带队比赛的教职工可在学校内部选拔中扮演评委的角色）。最终获得最
高评分的队伍可将商业计划书提交于万礼豪程项目组。 • 万礼豪程评委小组将仔细审阅所有提交作品，挑选各组 20-24 支队伍进入复赛。被
选出的队伍将在 2020 年 3 月参加万礼豪程北区或南区未来职业挑战赛复赛。复赛
设专科组和本科组两个组别。 • 项目组将于 2020 年 2 月 20 日前以邮件的形式通知顺利进入复赛的队伍。通知将
会发送至有效带队老师的邮箱。 • 我们力荐万礼豪程合作院校参与本次比赛，此比赛可很大程度上帮助学生获得分
析和书写商业计划书的能力以及提升口头展示能力。
Page 6 of 63
合作伙伴简介
大乐之野，是莫干山地区最早的民宿品牌之一。从创立初期，莫干山 4 间房到现在的安吉、太
湖、宁海、余姚、锦溪、桐庐、中卫，产品线从最早的 山居岁月 到现在的 小镇生活、江南水
乡、高山台地、传统村落、隐世孤岛、高山梯田、黄河大漠 等， 现旗下有 12 家 店， 建造一处处
美好的度假民宿，高调性的设计以及用心的服务受到客人、媒体、政府的一致认可与好评。大乐
之野结合人文、自然景观、生态、环境资源、交通地理优势、政府支持及规范引导等，让游客更
好体验当地历史文化和风土人情，并依托民宿周边景区及其他活动项目，给客人出行提供了更多
样化的选择，为民宿加分的同时也成为了国内最热门的民宿之一。
江苏省欧美同学会
江苏省欧美同学会（江苏省留学人员联谊会）是由中共江苏省委领导，省委统战部代管，以省内
归国留学人员为主体自愿组成的、统战性的群众团体。
会员精英荟萃，包括：两院院士、百千万人才工程人选、国家杰出青年、长江学者、千人计划、
“双创”人才，涉及信息技术、数学物理、化学化工、生物医药、能源环境、金融管理、工程材
料等各个领域。
西吉县绿兵养殖专业合作社位于宁夏回族自治区南部的六盘山地区。这里是丝绸之路必经之地、
马铃薯种植基地之一、中国北方的特色苗木基地，西北特色农产品集散中心，著名的红色旅游城
市的--固原市。西吉县绿兵养殖专业合作社是为促进当地经济发展自愿联合建立的合作组织形
式。
西吉县绿兵养殖专业合作社
Page 7 of 63
项目组联系方式
Caron Chen Program Director [email protected]
Sarah Liu Senior Program Coordinator [email protected]
Sharon Wu Project Coordinator [email protected]
Page 8 of 63
案例 1：红色乡村旅游产品开发
提示
红色旅游
红色旅游指以中国共产党领导人民在革命和战争时期简述丰功伟绩所形成的纪念地、标志
物为载体，以其所承载的革命历史、革命史迹和革命精神为内涵，组织接待旅游者开展缅
怀学习、参观游览的主题性旅游活动。随着社会的发展，红色旅游已经成为把红色人文景
观和绿色自然景观结合起来，把革命传统教育与促进旅游产业发展结合起来的一种新型的
主题旅游形式。
乡村振兴战略
乡村振兴战略是习近平同志 2017 年 10 月 18 日在党的十九大报告中提出的战略。十九大
报告指出，农业农村农民问题是关系国计民生的根本性问题，必须始终把解决好“三农”
问题作为全党工作的重中之重，实施乡村振兴战略。
2018 年 1 月 2 日，国务院公布了 2018 年中央一号文件，即《中共中央国务院关于实施乡
村振兴战略的意见》1。2018年3月5日，国务院总理李克强在《政府工作报告》中讲到，
大力实施乡村振兴战略 2。2018 年 5 月 31 日，中共中央政治局召开会议，审议《国家乡
村振兴战略规划（2018-2022 年）》3。2018 年 9 月，中共中央、国务院印发了《乡村振
兴战略规划（2018－2022 年）》，并发出通知，要求各地区各部门结合实际认真贯彻落
实。
1 中共中央 国务院关于实施乡村振兴战略的意见 ．中华人民共和国中央人民政府．2018-02-04 Opinions of the Central Committee of the CPC on Implementing the Rural Revitalization Strategy. The State Council of the People’s Republic of China. 2018-02-04. 2 李克强:大力实施乡村振兴战略 ，新浪网 Premier Li: Full implementation of the Rural Revitalization Strategy; www.Sina.com.cn. 3 乡村振兴法已启动立法相关程序 2020 年前有望发布 ，新华网 The Strategic Plan for Rural Revitalization is to be released by 2020; www.Xinhuanet.com.
Page 9 of 63
背景资料
宁夏西吉县硝河乡郎岔村位于黄土高原上的六盘山脉，西吉县硝河乡东部，距离硝河乡政
府 8 公里,距离将台堡红军长征胜利会师纪念园（全国红色旅游景区、全国爱国主义教育
基地）6公里，距离固原机场 60公里，距离银川市 330公里，距离兰州市 350公里，距离
西安市 390公里。近年来，在各级政府和组织的大力支持下，该村大力发展马铃薯、特色
种养、劳务等产业，全村基础设施条件得到初步改善，实现水、电、网络全通，产业发展
进一步提升，生产生活条件得到提高。
为认真贯彻习近平总书记有关脱贫攻坚的重要讲话精神，江苏省欧美同学会自 2018 年以
来，以“启明星扶贫攻坚计划”为抓手，以宁夏西吉硝河乡郎岔村为帮扶点，整合多方资
源，有机衔接乡村振兴与脱贫攻坚工作，打通跨区就业渠道，培育升级当地特色产业，打
造具有内生动力的村级示范点，解决脱贫增收的眼前问题与长期稳定致富的长远问题。一
年来，江苏省欧美同学会联合江苏省农科院、规划院及学长专家团队，扶贫工作取得了显
著效果。
你的团队
郎岔村绿兵农民合作社负责人闫飞龙是宁夏大学旅游专业毕业生，他在江苏省欧美同学会
帮扶团队的支持下，深入挖掘了该村的自然旅游资源和红色旅游资源，并希望开发旅游产
品实现振兴本村经济和可持续发展。他通过江苏省欧美同学会联系到你们团队，希望能够
委托你们团队为郎岔村草地湾组策划一系列全新的红色+乡村旅游产品。
旅游资源
自然旅游资源
郎岔村草地湾组地处黄土高原沟壑地带，气候宜人、风景独特，梯田叠嶂。村落最大程度
的保留了西北乡村的原始风貌，民风淳朴。村落向上延伸可至郎岔村制高点——喇嘛墩，
从喇嘛墩向下俯视，不仅可以看到四周雄伟壮阔的梯田、梯田间水系、蜿蜒曲折的田间小
路（硬覆盖，长约 15公里左右），还可以远眺将台堡革命纪念碑，视野极佳。
Page 10 of 63
草地湾组占地面积 1690 亩，常住农户 55 家，人均耕地面积 6.5 亩。70%村民常年在外打
工，剩余村民以老年人为主，依靠种植马铃薯、荞麦、玉米，饲养牛羊为主要经济来源。
文化旅游资源
将台堡是历代兵家必争之地，战国秦长城在这里向东转折。古代称西瓦亭，为军事要塞，
将台堡的称谓本身就已经包涵了军事的成分。1936 年 10 月，中国工农红军一、二、四方
面军先后在甘肃会宁、宁夏将台堡会师，标志着红军三大主力军胜利会师，红军两万五千
里长征胜利结束。
1996年 10月，在纪念中国工农红军长征一、二、四方面军会师 60周年的时候，宁夏区党
委和人民政府报请中共中央宣传部批准，在一、二方面军会师地宁夏西吉县将台堡修建中
国工农红军长征将台堡会师纪念碑，中共中央总书记、国家主席、中央军委主席江泽民题
写碑名。
2016 年 7 月，习近平总书记到宁夏考察，在将台堡，向红军长征会师纪念碑敬献花篮并
参观三军会师纪念馆。习近平说，“长征永远在路上。这次专程来这里，就是缅怀先烈、
草地湾喇嘛墩山头 草地湾风景—梯田
Page 11 of 63
不忘初心，走新的长征路。”随后，在党
的十九大报告中，习总书记提出了在全党
范围内开展“不忘初心、牢记使命”主题
教育活动。
2017 年 4 月，将台堡红军长征胜利会师纪
念园被中宣部命名为全国爱国主义教育示
范基地。为传承好长征精神，进一步提升
红色教育基地作用，将台堡红军长征会师
纪念园在保留原貌、原汁原味的基础上，结合红色主题，对周围建筑进行了整体设计改造
提升，建成将台堡革命遗址公园。
自 2016 年 7 月习总书记考察之后，将台堡接待游客数量呈现了突破式增长，从 2016 年 7
月之前的年均不到 5000人次，逐步增长为 2016年下半年的 12.8万人次，2017年的 27万
人次，2018年达到了 33万人次， 2019年预计突破 60万人次（见表 1）。与此同时，游
客构成也发生了很大变化，由原来的 90%以上客源为单位、团队客人，转变成为 40%团队
客人和 60%散客。散客主要以家庭游客人为主，除了来自于宁夏本省之外，主要来自于甘
肃省、陕西省和内蒙古自治区。
表 1
现有设施及可进入性
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随着将台堡景区成为红色旅游热门景区，周边接待设施的不足日益凸显，将台堡红军长征
胜利会师纪念园附近 10公里范围之内仅有一家接待酒店，不足 20家小型餐馆，接待条件
和设施非常有限。
草地湾紧邻通往将台堡红军长征胜利会师纪念园乡道，车程仅 10 分钟，大小型汽车进入
均十分便利。草地湾组目前有 20亩的可流转土地（每亩租金 150元/年）可以用来开发旅
游项目。自来水、电和网络设施齐全，村民和村委会对于开发旅游十分支持，愿意通过发
展旅游来实现脱贫致富。
草地湾喇嘛墩山顶、将台堡纪念园位置示意图
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草地湾村口至将台堡纪念园路线示意图
周边著名景区
六盘山红军长征景区、六盘山国家森林公园、火石寨国家地质公园、须弥山石窟、泾源老
龙潭等。
视频介绍
百度网盘下载：
链接：https://pan.baidu.com/s/1hI5hmuw2BOeYQSedYg17MQ
提取码：hg1q
挑战任务
为郎岔村草地湾组策划一系列游客能够深度参与体验的红色+乡村旅游产品，能够把来到
本地区参与红色旅游的游客（尤其是散客）吸引到本村，停留 2-3天。闫书记希望能够用
这个策划案来吸引企业投资，吸纳村民就业，带动发展。
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你的团队需要在 2020 年春节前，草拟该旅游系列产品的策划书，并递交给闫书记。期间
你的团队将获得江苏省欧美同学会海归学长的指导与培训。闫书记会将收到的策划书根据
如下模块内容进行筛选，并通知入围的团队，于 2020年 3月与其本人进行面谈。
策划书主要包括：
● 资源分析：考察旅游资源、周边环境及相关资源，进行定性的资源分析；
● 市场分析：在结合国家政策基础上，进行深度市场研究，分析产品的目标顾客市场，
对市场进行准确定位；分析竞合关系；
● 产品设计：拟合资源与市场，大胆创意，形成表现独特价值主张的产品形态，并能
够不断创新实现可持续发展；
● 销售推广方案：合理的定价方案与促销方案；塑造品牌形象，详细的宣传渠道与社
交媒体策略；
● 运营方案：淡旺季解决方案，村民如何参与和支持；
● 财务分析：投资预估、财务预测等。
评分标准
● 撰写流畅、涵盖以上所需的信息
● 针对现有旅游资源进行详细的分析，为后续产品开发奠定基础。
● 清晰合理的市场分析：明确定位市场以及目标顾客群体；分析竞合关系。
● 完善的产品设计方案：符合定位群体、具备当地特征的红色乡村旅游产品方案。
● 详细的销售推广方案：合理定价、渠道合理、宣传促销策略清晰。
● 合理的运营方案：人员配置、服务特色、淡旺季分析、村民参与方案。
● 完整合理的财务方案。
评委角色
评委将从郎岔村绿兵农民合作社负责人闫飞龙的角度，对策划书进行综合评估。
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评委评分表 JUDGE’S EVALUATION FORM 少许/毫无
价值 Little/No
Value
低于预期 Below Expectations
符合预期Meets
Expectations
超出预期Exceeds
Expectations
评分Judge’
s Score
策划书评分标准 Performance indicators
1
撰写流畅、涵盖以上所需的信
息 Well-written and thorough business plan with all required components
0-1-2-3 4-5-6 7-8 9-10
2
针对现有旅游资源进行详细的
分析；清晰合理的市场分析：
明确定位市场以及目标顾客群
体；分析竞合关系。 Detailed analysis of current travel resources; rational market analysis; specific market needs and target customers; potential competitors and cooperative partners
0-1-2-3 4-5-6 7-8 9-10
3
完善的产品设计方案：符合定
位群体、具备当地特征的红色
乡村旅游产品方案。 Sophisticated product development plan that satisfies customer expectations while maintaining regional characteristics
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
4
详细的销售推广方案：合理定
价、渠道合理、宣传促销策略
清晰。 Elaborate promotion plan that contains reasonable pricing and promotion strategies, and proper promotion channels
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
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5
合理的运营方案：人员配置、
服务特色、淡旺季分析、村民
参与方案。 Solid operational plan that includes staffing arrangements, special features, analysis of peak and low seasons, and villagers’ engagement
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
6 完整合理的财务方案。 Comprehensive and reasonable finance plan
0-1-2-3 4-5-6 7-8 9-10
关键软实力 Key soft skills
1 对于旅游产品策划总体认知 General understanding of tourism product development
0-1 2-3 4 5
2 具有创业的商业思维 Entrepreneurship
0-1 2-3 4 5
3
表达清晰 Clarity (clear and understandable proposal with logically presented ideas)
0-1 2-3 4 5
4 创新创意的体现 Creativity
0-1 2-3 4 5
5 对于策划书的总体印象 Overall impression of the proposal
0-1 2-3 4 5
总分 Total Score
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案例 2 民宿
定义
民宿是指利用当地闲置资源，民宿主人参与接待，为游客提供体验当地自然、文化与生产
生活方式的小型住宿设施。近年来，随着中国民宿行业进入快速成长阶段，民宿正逐渐向
城市化、集群化的模式演进。民宿集群是指在特定区域内，具有竞争和合作关系的民宿和
配套服务机构在地理上集聚而形成的群落。
民宿集群作为一种新型的微度假旅游目的地，以特色民宿“+”的模式迅速发展。在民宿
“+”这一模式下，民宿集群不单是民宿数量上的叠加， 更是文化创意产业与餐饮业、住
宿业在深层次上融合，而这些文化创意产品往往以独具风格的特色项目的形式呈现在游
客面前。民宿集群区内特色项目的建设使其民宿以及乡村旅游目的地具有足够特色，形成
品牌，并成为一种核心的旅游吸引力。民宿集群解决了单体民宿难以对接市场上大规模旅
游资源的问题。从政府角度来说，一方面一次性招商，避免繁琐的沟通，另一方面项目业
态呈现的多样性，增加了社会影响力。对于客群来说，产品选择多，解决了单体民宿配套
不足的问题。
你的团队
你们团队的发起人（队长）小蒋先生出生于浙江省舟山市嵊泗县，现年 33岁的小蒋大学
毕业之后一直在杭州市从事 IT工作。早年，在父母的支持下，小蒋已在杭州市购置了商
品房，并拥有充足的积蓄。小蒋热爱旅游，他一直希望能够拥有自己的产业，近年来，小
蒋接触了解到杭州以及莫干山等地的民宿，对这样的住宿产品非常喜欢，希望在自己的家
乡也能够运营这样一家民宿。通过调查，小蒋发现了嵊泗县黄龙岛的民宿开发商机，便迅
速利用自己的人脉，组建了你们团队，小蒋本人将作为本项目的出资方。
你们团队的组成：需根据以下案例的要求，合理分工，站在小蒋的角度招募合适的团队组
成人员，并担任小蒋新民宿方案中的合适职务。推荐角色有：运营总监、市场总监、财务
总监、设计专员等。
背景介绍
小蒋先生通过同乡介绍，了解到了国内知名民宿品牌大乐之野正在打造的：嵊泗东咀头
“文化艺术民宿集群”项目。
项目背景如下：
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黄龙岛位于嵊泗主岛南边 10分钟船程距离，上设黄龙乡，常住人口约 6000人，经济以渔
业，工业，石材开采业为主。
东咀头村处于黄龙岛南侧一半岛，近年因人口老龄化，人口外迁，日渐衰落，目前村里只
有最后的几位老人居住。
村内有 94栋老房子，保留着非常完整的原始石头风貌，整洁淳朴。整个渔村还有村委
会、渔业作业码头、残留的作业用房遗址等。浙江卫视“漂亮的房子“综艺节目曾经在本
村设计改造 3栋老房，目前每日有游客过来参观拍照。
现大乐之野与嵊泗政府合作，希望将整个东咀头村重新定位策划、打造成为“文化艺术、
环保低碳”，集高端民宿、本地民宿、分时度假屋、餐厅、商业、美术馆、图书馆、渔业
加工馆于一体的综合民宿集群，目标打造长三角最好的海岛型度假目的地。
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目前整村总规划分为精品民宿区与商业区两个板块，精品民宿区会引进 3家国内知名精品
民宿品牌，处于半岛东侧，环境相对独立，三家共计约 60间客房，价格约 1000-2500元/
夜/间。商业区利用原来村落的 90余栋石头房子，住宿业态有“本地招商民宿”约 5
个，共 40余间客房，售价约 600-1200元/夜/间；有分时度假屋，约 10余栋，40间客
房，价格未定。
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小蒋了解到嵊泗地区民宿发展还比较滞后，许多新建民宿旺季价高质平，客户反馈不佳，
淡季生意寡淡，缺乏品牌效应。大乐之野的民宿村落集群项目，有部分业态可以对外开
放。小蒋相信有成熟的民宿运营品牌介入的地块未来有相当的保障，也能引导海岛民宿成
熟稳定发展。小蒋非常看好自己的家乡打造成为“文化艺术、环保低碳”的海岛度假地。
所以组建了自己的团队，希望针对本地招商民宿项目，撰写商业计划书，走上创业之
路。
通过与大乐之野的初步接触，小蒋了解到以下民宿合作方式：
● 租赁模式：项目租赁包含原居民宅基地及目前依附建筑，参考价格 3-4元/平米/
月。
● 运营品牌：可以选择自创品牌或加盟其他民宿品牌。
● 项目投入：自行承担项目的土建、装修、软装、筹备开业等相关成本。
● 物业管理费用：未来集群项目中有很多公共设施及环境需要维护，包括卫生，安
全、维修维护等工作，需要支付一定的物业费用，参考物业管理费用 3元/平米/月。另
外，物业也可以有偿提供相关运营维修服务。
● 各民宿自行进行运营人员招聘与培训，后期集群规划可能会有类民宿学院的机构，
可以提供相关招聘及培训服务。
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推荐组团：1，2，4号组团（见下图招商民宿）
其他相关民宿集群的公共商业区域开发规划方案如下图所示。
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挑战任务
小蒋计划在 2019年底完成自己团队的组建，并与团队草拟该民宿的商业计划书，计划于
2020年春节后递交给集群项目招商团队。据了解，招商团队由大乐之野团队、当地旅游
部门和企业人员共同组成，会针对收到的计划书，根据如下模块内容进行筛选，并通知入
围的团队，于 2020年 3月进一步面谈。
● 选定目标组团（请从 1、2、4号组团楼群中选择）
● 市场分析：详细分析该民宿计划的目标定位群体；市场竞合关系分析（整个黄龙岛
度假目的地的市场竞争分析、黄龙岛民宿集群内部的竞争与合作分析）
● 产品设计方案：针对目标定位，阐述民宿主题风格，独特的价值主张，品牌方案。
（自创品牌或加盟已有品牌）
● 销售推广方案：合理的定价方案与促销方案；详细的宣传渠道与社交媒体策略
● 运营方案：包括人员配置，服务特色，淡旺季解决方案，本地旅游活动等相关策
划。
● 财务预算：针对所选定的商业合作方式，草拟未来 5年的损益表。
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评分标准 ● 商业计划书撰写流畅、涵盖以上所需的信息。
● 清晰合理的市场分析：明确定位群体；分析竞合关系。
● 完善的产品设计方案：符合定位群体的民宿产品与品牌方案。
● 详细的销售推广方案：定位准确、渠道合理、策略清晰。
● 合理的运营方案：人员配置、服务特色、淡旺季分析、本地旅游活动等策划。
● 完整合理的财务预算分析。
评委角色
评委将作为集群招商团队，从政府、旅游企业、民宿企业的专业角度出发，对计划书进行
综合评估。
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评委评分表 JUDGE’S EVALUATION FORM
少许/毫无价值
Little/No Value
低于预期Below
Expectations
符合预期Meets
Expectations
超出预期Exceeds
Expectations
评分Judge’s Score
商业计划书评分标准 Performance indicators
1.
商业计划书撰写流畅、涵盖以上
所需的信息 Well-written and thorough business plan with all required components
0-1-2-3 4-5-6 7-8 9-10
2.
清晰合理的市场分析：明确定位
群体；分析竞合关系 Rational market analysis with specific target customers and potential competitors and cooperative partners
0-1-2-3 4-5-6 7-8 9-10
3.
完善的产品设计方案：符合定位
群体的民宿产品与品牌方案 Sophisticated product development plan of minsu that satisfies customer expectations and brand needs
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
4.
详细的销售推广方案：定位准
确、渠道合理、策略清晰 Elaborate promotion plan that includes reasonable pricing and promotion strategies, and proper promotion channels
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
5.
合理的运营方案：人员配置、服
务特色、淡旺季分析、本地旅游
活动等策划 Solid operational plan that includes staffing arrangements, features, analysis of peak and low seasons, and local tourism activities
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
6. 完整合理的财务预算分析 0-1-2-3 4-5-6 7-8 9-10
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Comprehensive and reasonable financial budget analysis
关键软实力 Key soft skills
1. 对于民宿的总体知识认知 Overall knowledge of insu
0-1 2-3 4 5
2. 具有创业的商业思维 Business mindset and entrepreneurship
0-1 2-3 4 5
3
表达清晰 Clarity (clear and understandable proposal with logically presented ideas)
0-1 2-3 4 5
4. 创新创意的体现 Creativity
0-1 2-3 4 5
5. 对于商业计划书的总体印象 Overall impression of the business plan
0-1 2-3 4 5
总分 Total Score
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案例三 酒店
提示
酒店业主公司&酒店管理公司
国内大部分酒店的经营模式为委托管理。通过酒店业主与管理集团签署管理合同来约定双
方的权利，义务和责任，以确保管理集团能以自己的管理风格，服务规范，质量标准和运
营方式来向被管理的酒店输出专业技术，管理人才和管理模式，并向被管理酒店收取一定
比例的"基本管理费"和"奖励管理费"的管理方式。
酒店业主致力于获取不动产投资收益和酒店经营收益；酒店管理公司则致力于获取管理收
益和品牌收益。双方的根本利益是一致的，但各自的关注点却有所不同：酒店业主关注年
度的营运现金流回报、酒店物业升值、酒店的竞争能力、对业主其他产业的增值作用等几
方面。酒店管理公司则关注市场存在和市场份额、有品质的酒店服务、品牌在市场上获得
更多潜在业主青睐等。
随着消费者对一站式消费的需求，许多业主会在将商业中心、写字楼周边建设酒店以满足
消费者需求，提升配套产业的价值。同时，商业地产与酒店的结合也能令业主拥有便利的
交通，从而增加地产的净值。
背景
万程中心是上海市人气颇高的商业综合体。业主万程集团拥有商务写字楼、商业中心、综
合体、高档住宅楼盘等多项业务。
万程中心位于上海市陆家嘴商圈，与主要地铁干线 2号线、公交枢纽无缝对接，贯穿浦
东、浦西。距离浦东国际机场约 40公里、虹桥国际机场和高铁站 18公里。
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陆家嘴商圈是上海市的金融中心，也是城市核心商圈之一。在上海的商圈排行中 2019年
的排行中，包揽了占地面积最大、消费金额最高的双料冠军，国际化程度翘首全国，为中
国最著名的商圈之一。
万程中心整体面积达 31.3万平方米，地上 65层，地下 5层，紧邻上海中心、环球金融中
心，40层以上可以眺望上海市著名景点黄浦江。
万程中心地上 9层至 40层为甲级写字楼，地下 2层至地下 5层为停车场。地下 1层至地
面 8层为多种业态布局的购物综合体(shopping mall) ：囊括奢侈品牌专卖店、名表店、
时尚综合服饰馆、进口超市、高档婴童服饰用品、高端家电、各国美食餐饮、 IMAX影院
以及艺术长廊。入住的一线品牌有：LV, Hermes, Tiffany, Omega等等。购物中心定期
举行各大奢华品牌快闪活动以及国内外艺术大咖的作品展览。餐饮业态的规模也更为宏
大。各楼层分布了不同档次日本菜、连锁泰国料理、特色川菜、网红杭帮菜、高档粤菜、
牛扒馆以及官府菜等众多餐饮商家，B1层更有多个网红甜品商铺。其中，位于 5层的知
名高端粤菜馆常年蝉联中心销售冠军，平均每月 1000万元收入。
万程中心 41层以上由全球最大的酒店管理品牌 J集团旗下奢华品牌 S酒店进驻。酒店大
堂位于 41层；酒店拥有 300间客房位于 46-63层，其中包含 190个大床房， 110个双床
房。59-63层为行政楼层，行政酒廊位于 63层；泳池、健身中心以及高端 SPA馆位于 45
层；酒店拥有 3个 300平方米的小宴会厅及 6个多功能会议室，分别位于万程中心 2层及
3层，与购物综合体相邻。
酒店拥有 3个餐厅，分别为：位于 41层的全日制西餐厅“兰”、中餐厅“韵”以及位于
65层的特色餐厅“鲔”。中餐厅“韵”主打淮扬菜，除了有可容纳 40人同时就餐的大
厅，并且坐拥 6个湖景 VIP包房。以精致日料为特色的餐厅“鲔”，一共有 50个座位，
并包含 10个临江观位。65层同时营运着顶层酒吧。餐厅与酒吧的风景在商圈独好，尽收
浦江及市内美景。
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S酒店主要竞争对手也不少，位于陆家嘴商圈、外滩商圈、南京东路商圈等。选择竞争对
手主要是从客房、宴会、餐饮体量出发，同时兼顾奢华品牌的横向对标，在周边 15公里
范围内总体权衡。但是除了这些竞争酒店之外，就万程中心商圈内而言，餐饮竞争激烈：
中高低档餐厅应有尽有，仅日本料理餐厅就有 18家；近年来各种吸引眼球的网红甜点、
酒吧也层出不穷。
S酒店的主要客群为注重服务品质的高端商务客人、公司会议团体、奢侈品爱好者。J集
团拥有全球会员数量最多的欣程（Joy Club）会员计划，也为酒店提供了约 50% 客源。
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作为奢华品牌，营运酒店的房务收入与餐饮（含宴会）收入差不多各占一半，从此也可以
看出餐饮收入的重要性。根据 2018年与 2019年上半年酒店的财务报告，“兰”的收入占
酒店总营业收入 10-14%，“韵”占 17-20%，“鲔”占 3-5%，顶层酒吧占 3-5%。（百分比
是历史数据的平均值）
你的团队
作为酒店的餐饮部总监，您需要获取您的餐饮团队以及酒店其他部门的支持，协同合作，
一同完成酒店餐饮部运营调整方案。酒店的其他部门，包括营销部，房务部，公关部以及
其他相关部门都十分愿意提供支持。
挑战任务
2019年上半年社会零售总额有所下降，给总体的消费市场带来了压力。万程中心的各个
租户与去年同比收入有不同比例的下滑，各种促销手段也更加多样化，目的是刺激消费，
尤其是餐饮行业的竞争尤为激烈。在这样的场景下，S酒店的各个餐厅与酒吧也遭受了冲
击。2019年下半年伊始，三个餐厅与酒店预算相比，收入下滑 5-10%，导致餐饮利润的急
剧下降：“韵”餐厅收入占酒店的总营业收入跌破 15%；“鲔”几乎门可罗雀，一个月几
乎两周的时间晚餐收入低于三万元；顶层酒店客流持续稳定，但是客单价比上半年下滑，
平均客单价下降了 10-15 %。 业主公司在与管理层召开第三季度会议时，对酒店日趋低
迷的餐厅与酒吧生意不满意，提出需要立刻采取整改方案。
因此酒店餐饮部门立刻做出回应，需要调整部分餐饮运营方案，与业主公司达成共识，在
2020年春节前做出 2020年第二季度之后一年的餐饮部运营计划书，递交给酒店总经理审
核。总经理审核过后将于 2020年 3月初在与业主万程集团的会议中汇报此方案。如方案
被通过，将于 2020年第二季度开始实施该计划。
方案需同时兼顾业主万程集团和酒店管理公司 J集团的利益。计划书内容包含：
• 市场分析：结合酒店、万程中心以及周边其他综合体设施和业态，深度分析市场环
境，重新评估酒店各个餐厅和酒吧的定位；重新确定各餐厅和酒吧目标客户群。
• 产品（重新）设计：结合 S酒店的餐饮资源调整运营方案，详细说明如何将酒店各餐
厅“兰”、“韵”、“鲔”和酒吧实现差异化，提升知名度、客流量（酒店住客以及
散客）、客单价，从而获得收入与利润的提升。
• 营销推广方案：合理利用酒店品牌资源以及联动万程中心商户资源制定促销方案；宣
传渠道和社交媒体策略；
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• 运营方案：各部门协同合作细则，包含运营方案中所需人员、工作量和具体活动实施
时间安排；
• 财务分析： 预测运营调整后四个季度的运营损益表并预估各餐厅在酒店总收益中的
占比
评分标准
• 商业计划书撰写流畅、涵盖以上所需的信息。
• 清晰合理的市场分析：明确定位市场以及目标顾客群体；分析竞合关系。
• 完善的产品设计方案：符合定位群体的餐饮推广产品、同时兼顾奢华品牌定位的方
案。
• 详细的销售推广方案：创新的合作推广、促销渠道合理、宣传促销策略清晰且富有
新意。
• 合理的运营方案：人员配置、各部门协调、淡旺季与节假日的合理安排、服务特色
培训。
• 完整合理的财务预测分析。
评委角色
评委将从万程中心酒店业主代表的角度，对策划书进行综合评估。
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评委评分表 JUDGE’S EVALUATION FORM 少许/毫无
价值Little/No
Value
低于预期Below
Expectations
符合预期Meets
Expectations
超出预期Exceeds
Expectations
评分Judge’s Score
策划书评分标准 Performance indicators
1
撰写流畅、涵盖以上所需的信
息 Well-written and thorough business plan with all required component.
0-1-2-3 4-5-6 7-8 9-10
2
清晰合理的市场分析：明确定
位市场以及目标顾客群体；分
析竞合关系。 Detailed analysis of the market, including specific market needs, target customers, and potential competitors and cooperative partners.
0-1-2-3 4-5-6 7-8 9-10
3
完善的产品设计方案：符合定
位群体的餐饮推广产品、同时
兼顾奢华品牌定位的方案。 Sophisticated product development plan that satisfies customer wants and fits the positioning of high-end restaurants.
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
4
详细的销售推广方案：创新的
合作推广、促销渠道合理、宣
传促销策略清晰且富有新意。 Elaborate promotion plan that contains creative cross promotion programs, proper promotion channels, and innovative and clear strategies.
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
5 合理的运营方案：人员配置、
各部门协调、淡旺季与节假日
的合理安排、服务特色培训。 0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
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Solid operational plan that includes staffing arrangements, coordination, planning of peak and low seasons, and training on services.
6 完整合理的财务预测分析。 Comprehensive and reasonable financial forecast.
0-1-2-3 4-5-6 7-8 9-10
关键软实力 Key soft skills
1 对于酒店运营总体认知 General understanding of hotel operations
0-1 2-3 4 5
2 具有竞合全局的商业思维 Comprehensive business mindset of competition
0-1 2-3 4 5
3
表达清晰 Clarity (clear and understandable proposal with logically presented ideas)
0-1 2-3 4 5
4 创新创意的体现 Creativity
0-1 2-3 4 5
5 对于策划书的总体印象 Overall impression of the proposal
0-1 2-3 4 5
总分 Total Score
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THE CHEI CHALLENGE: UNLOCKING CAREER SUCCESS
OBJECTIVES • To engage CHEI schools in teaching students the soft skills that are necessary to have
the most successful, rewarding hospitality career. This is achieved through a series or rounds of projects, business plan writing, presentations and role-plays.
• To raise the awareness of hospitality and tourism careers and expected competencies with teachers, students, parents and society in China.
• To connect and expose teachers and students to the industry to maximize learning opportunities.
ELIGIBILITY • Vocational College or University • Freshmen to Seniors • Each team must include three to five students plus one teacher • Each team should have students from at least two different years • Each school should submit one proposal, only. (We suggest that schools host a school-
level competition to select the best team to participate in the first round of The CHEI Challenge)
FORMAT The following outlines content requirements for the cover page and the business plan.
Cover Page Content Requirements: 1. Business plan title 2. Case scenario title 3. School name 4. Faculty member name 5. Student names 6. All email addresses (teacher and students) 7. Submission date
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Other Instructions: • Word/Page Limit: There is no word or page limit for the business plan • Margins: One inch from top, bottom, left and right • Font size: 12-point • Line Spacing: 1.5 • Visuals: Include tables, graphs, charts, flow charts or photos to illustrate aspects of your
plan and enhance the presentation • References, if applicable
DEADLINE
• All business plans are due by 10:00 a.m., February 1, 2020.
RUNDOWN
• The school contact person should appoint a teacher to lead the team and share the guidelines with the students.
• If a school has only one team to present, the school can submit their business plan directly to CHEI.
• If a school has more than one team, the school should select the best team based on the evaluation form in this document. (The director, dean or head teachers can be the judges.) The school can then submit the highest scoring team’s business plan to CHEI.
• We highly recommend that CHEI partner schools participate in this competition, which will greatly help students improve their analytic, writing and presentation skills.
HOW TO SUBMIT
• Please submit the business plan in PDF format through the submission link:
https://www.wjx.cn/jq/48279596.aspx
or Scan the QR code：
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• Name the document: “本科组/专科组+ 学校名称+案例名称”. The file should be no larger than 20 MB.
FINALIST SELECTION
• The judges will review all submissions and select 20 or 24 regional finalists, respectively in the University Group and Vocational Group. The finalists will be invited to the regional competition.
• The CHEI team will send the finalist selection announcement to the contact person via e-mail before February 20, 2020.
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SCENARIO I – RED RURAL TOURISM PRODUCT DEVELOPMENT
TIPS
Red Tourism
Red tourism is a new type of domestic, themed tourism with trips to sites associated with
revolutionary history and the achievements of Chinese people during under Communist Party of
China (CPC) leadership during that time. These locations and landmarks showcase the history and
embodiment of the revolutionary spirit of Chinese people. Visitors enhance their knowledge of
historical events as they pay respects to the Party’s heroes. Red tourism has gained popularity and
has great potential to boost the tourism industry, as it combines patriotic education with domestic
tourism.
Rural Vitalization Strategy
The China rural revitalization strategy was first mentioned in President Xi Jinping’s report on
October 18, 2017 at the 19th National Congress. Xi stressed that agricultural issues and the impact
on farmers in rural China are fundamental to the national economy and livelihoods of its people.
Xi also said that resolving these issues and implementing the rural revitalization strategy should
be a top priority of the Party.
The strategy was first mentioned in the No.1 Central Document, also known as “Opinions of the
Central Committee of the CPC on Implementing the Rural Revitalization Strategy” (2018-2022),
released on January 2, 2018.1 It was also mentioned in the 2018 Report on the Government Work
delivered by Li Keqiang, Premier of the State Council, on March 5, 2018, who stressed the
importance of the full implementation of the strategy. 2 On May 31, 2018, the Political Bureau of
the CPC Central Committee held a review meeting that discussed the viability of the “Strategic
Plan for Rural Revitalization (2018-2022).” 3 In September 2018, the CPC Central Committee and
the State Council officially issued the “Strategic Plan for Rural Revitalization (2018-2022)” and
sent a notice to government departments and agencies at all levels requesting evidence-based
practices of the strategy.
Background
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Langcha Village sits on the Liupan Mountains east of Xiaohe Town, Xiji County, Ningxia
Autonomous Region. It is 8 km from the Xiaohe government house and 6 km from Jiangtaibao
Remembrance Park, a red tourist attraction and patriotic education base. It serves as a memorial to
the successful reunion of the three main forces of the Red Army from the Long March. As for
transportation, the Village is 60 km from Guyuan Airport, 330 km from Yinchuan City, 350 km
from Lanzhou City and 390 km from Xi’an City. For the past few years, the Village has boosted
its potato production by using innovative agricultural practices and encouraging local people to
work in urban areas, with strong support from governments and organizations at all levels. Its
infrastructure has seen modest improvements, as water, electricity and mobile networks have all
become more available. These changes are proof that the Village has strengthened its economy by
developing different industries, which facilitated production and improved local people’s
livelihoods.
Jiangsu Western Returned Scholars Association (WRSA) responded to President Xi’s call for
poverty alleviation by launching the Venus Project on Poverty Alleviation in 2018. The Venus
Project aims to reduce poverty in Langcha Village by integrating the rural revitalization strategy
with local goals of ending poverty. More specifically, the Project makes the best use of multi-party
resources to open up channels for cross-regional employment and promote local industries. With
this approach, the Project is expected to present the Village as a best practice of reducing poverty
in the poorest villages through internal growth. Thus, the Project meets the urgent need of boosting
production and ending poverty, while enabling long-term economic stability and development. In
the past year, Jiangsu WRSA joined hands with experts and professionals from Jiangsu Academy
of Agricultural Sciences and Jiangsu Institute of Urban Planning and Design, and together they
have attained fruitful achievements in poverty alleviation.
YOUR TEAM
Yan Longfei, Head of the Lvbing Farmer’s Cooperative in Langcha Village, is studying tourism
in Ningxia University. With assistance from Jiangsu WRSA, he is exploring the potential of the
Village to develop tourism focused on its natural sceneries and “red” cultural heritages. He points
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out the possibility of promoting the economy and sustainable development by creating tourism
products. He contacts your team through Jiangsu WRSA and seeks your help in designing a new
series of red-themed rural tourism products tailored for the Caodiwan area in Langcha Village.
TOURISM RESOURCES
Natural Tourism Resources
Caodiwan is located between the gullies and ridges of the Loess Plateau. It has a pleasant climate
and magnificent natural scenery of endless terrace fields. Moreover, it preserves the most primitive
natural and cultural features of a typical northwest village. It extends to the top of Lamadun Hill,
where Langcha Village sits. From the top, the view is unbelievably majestic, with terrace fields,
running waterways, and about 15 km of winding country roads. Moreover, Lamadun is a great
viewpoint for observing the nearby Jiangtaibao Monument.
Caodiwan covers an area of about 278 acres, with 55 households and about 1 acre of cultivated
land per capita. 70% of the villagers work outside of their homes year-round. The majority of the
remaining villagers are elderly and rely on planting potatoes, buckwheat and corn, and raising
cattle and sheep as their main sources of income.
Cultural Tourism Resources
The top of Lamadun Hill Terrace Fields in Caodiwan
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Jiangtaibao is a place of historical strategic importance. The Great Wall of the Warring States
turned east from here. In ancient times, it was called the Xiwa Pavilion and served as a critical
military fortress. As suggested by its name, meaning “fortress for generals,” Jiangtaibao has
always been a place of great military significance. In October 1936, the first, second and fourth
military forces of the Chinese Workers’ and Peasants’ Red Army successfully met in Huining in
Gansu Province and Jiangtaibao in Ningxia Autonomous Region. The meetings marked the victory
of three main forces of the Red Army and the end of the Red Army’s 12,500 kilometer march.
1996 marked the 60th anniversary of the historical victory meeting of the first, second and fourth
forces of the Red Army. In commemoration, the Party Committee and the government of Ningxia
Autonomous Region filed an application with the Publicity Department of the CPC to build a
monument in Jiangtaibao to honor the successful reunion of the first and second forces of the Red
Army. The application was approved and the name of this historic event was carved on the
monument with calligraphy by Jiang Zemin, then General Secretary of CPC Central Committee,
President of China and Chairman of the Central Military Commission.
In July 2016, General Secretary Xi Jinping visited Jiangtaibao in Ningxia Autonomous Region. In
Jiangtaibao, he presented a flower basket at the Monument and visited the Memorial Hall that
displays the story of the successful meeting of the Red Army’s three main military forces. Xi said,
“The Long March will never end. We are here today to remember the martyrs, who we are and
why we are here. We shall carry their spirit on, and start a new Long March of our age.” Xi also
mentioned in his report at the 19th CPC National Congress that the Party should launch a campaign
with the theme of “Remain true to our original aspiration and keep our mission firmly in mind.”
In April 2017, Jiangtaitao Remembrance Park was named a national patriotic education base, as
announced by the Publicity Department of the CPC Central Committee. It aims to instill the Long
March spirit on those who visit and exert its influence as an education base in promoting red
education. The Remembrance Park remains true to its original theme, while the surrounding
buildings were redesigned and reconstructed in accordance with the red theme. To preserve relics
from the revolution, Jiangtaibao Park was built later on.
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Since General Secretary Xi visited Jiangtaibao in July 2016, the number of tourist arrivals has
shown rapid growth, from an annual average of fewer than 5,000 before July 2016, to 128,000 in
the second half of 2016, and 270,000 in 2017. In 2018, the number reached 330,000 and is expected
to exceed 600,000 in 2019 (see Table 1). At the same time, the composition of tourists has
significantly changed. Before July 2016, about 90% of tourists came with groups, such as company
travel groups. Later, this number decreased to 40%, while the remaining 60% were primarily
individual travelers, usually with families. Most of these individual travelers came from Ningxia
Autonomous Region, Gansu Province, Shaanxi Province and Inner Mongolia Autonomous
Region.
表 1
Accessibility of Tourism Infrastructure
As Jiangtaibao becomes an increasingly popular red tourism attraction, the surrounding tourism
infrastructure seems insufficient to meet tourists’ needs. Only 1 hotel and fewer than 20 restaurants
are available within 10 miles of Jiangtaibao Remembrance Park. The infrastructure that tourists
can enjoy is limited.
Caodiwan is adjacent to the township-level road. A ten-minute drive will lead visitors to
Jiangtaibao Remembrance Park. Buses and cars will have no problem entering the village. There
are about 3.29 acres of land ready to be transferred for tourism product development at an annual
charge of 150 RMB. The village provides tap water, electricity and network facilities. Villagers
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Location of Jiangtaibao Remembrance Park from the top of Lamadun, Caodiwan
Road map illustrating the route from Caodiwan to Jiangtaibao Remembrance Park
Neighboring Scenic Areas
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Liupanshan Monument of the Long March of the Red Army; Liupanshan National Forest Park;
Huoshizhai National Geographic Park; Xumishan Grottoes; and Laolongtan, the headstream of Jin
River.
YOUR TASKS
You must design a series of Caodiwan-based tourism products that feature red-themed and village-
style activities for a 2- to 3-day trip, with individual visitors, typically with family members, being
the target customer. Mr. Yan expects to use this proposal to boost investments, employment and
the regional economy.
Your team must finish the draft proposal and send it to Mr. Yan before January 24, 2020 (Chinese
New Year). To help you develop the proposal, you can receive guidance from members of Jiangsu
WRSA. Mr. Yan will select the most feasible proposal based on the following indicators, and
arrange a meeting with the regional finalist teams in March 2020.
Your proposal should include:
● Resources Analysis: Conduct a qualitative analysis of resources, examining existing travel
resources, the surrounding environment and supporting facilities.
● Market Analysis: Following national policies, perform an in-depth market analysis of
target customers and specific market needs, and identify potential competitors and cooperative
partners.
● Product Development: Design a creative product that optimizes resources, attracts tourists,
and achieves sustainable development.
● Promotion Plan: Detail reasonable pricing and promotion plans, and build a brand with
detailed marketing channels and media strategies.
● Operational Plan: Devise plans for peak and low seasons, and for villagers’ engagement.
● Financial Analysis: Prepare an investment estimate and financial projection.
PERFORMANCE INDICATORS
● Well-written plan that clearly covers all requested information.
● Detailed analysis of current travel resources for further development.
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● Rational market analysis identifying specific market needs, target customers, and potential competitors and cooperative partners.
● Sophisticated product development plan that satisfies customer expectations while maintaining regional characteristics.
● Elaborate promotion plan that includes reasonable pricing and promotion strategies, and proper promotion channels.
● Solid operational plan that includes staffing arrangements, special features, analysis of peak and low seasons, and villagers’ engagement.
● Comprehensive and reasonable finance plan.
JUDGE’S ROLE
The judges will conduct a comprehensive evaluation of the proposal from the view of Yan Feilong,
Head of the Lvbing Farmer’s Cooperative.
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评委评分表 JUDGE’S EVALUATION FORM 少许/毫无
价值 Little/No
Value
低于预期 Below Expectations
符合预期
Meets Expectations
超出预期
Exceeds Expectation
s
评分
Judge’s
Score
策划书评分标准 Performance indicators
1
撰写流畅、涵盖以上所需的
信息 Well-written and thorough business plan with all required components
0-1-2-3 4-5-6 7-8 9-10
2
针对现有旅游资源进行详细
的分析；清晰合理的市场分
析：明确定位市场以及目标
顾客群体；分析竞合关系。 Detailed analysis of current travel resources; rational market analysis; specific market needs and target customers; potential competitors and cooperative partners
0-1-2-3 4-5-6 7-8 9-10
3
完善的产品设计方案：符合
定位群体、具备当地特征的
红色乡村旅游产品方案。 Sophisticated product development plan that satisfies customer expectations while maintaining regional characteristics
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
4
详细的销售推广方案：合理
定价、渠道合理、宣传促销
策略清晰。 Elaborate promotion plan that contains reasonable pricing
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
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and promotion strategies, and proper promotion channels
5
合理的运营方案：人员配
置、服务特色、淡旺季分
析、村民参与方案。 Solid operational plan that includes staffing arrangements, special features, analysis of peak and low seasons, and villagers’ engagement
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
6 完整合理的财务方案。 Comprehensive and reasonable finance plan
0-1-2-3 4-5-6 7-8 9-10
关键软实力 Key soft skills
1 对于旅游产品策划总体认知 General understanding of tourism product development
0-1 2-3 4 5
2 具有创业的商业思维 Entrepreneurship
0-1 2-3 4 5
3
表达清晰 Clarity (clear and understandable proposal with logically presented ideas)
0-1 2-3 4 5
4 创新创意的体现 Creativity
0-1 2-3 4 5
5 对于策划书的总体印象 Overall impression of the proposal
0-1 2-3 4 5
总分 Total Score
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SCENARIO II – MINSU TIPS Minsu is an innovative lodging approach in the hospitality industry whereby a person shares his/her residence with tourists and recommends activities to enable them to explore the area and experience the local lifestyle. It is an innovative way to redistribute unused local resources and expose tourists to the environment, culture and production life of local people. In recent years, the minsu industry has grown rapidly in China, leading to an increase in minsu clusters—communities of several minsu residences formed in a region—which share competitive and cooperative relationships along with other relevant services and agencies.
As a new type of micro-tourist destination, the minsu clusters have developed quickly under the Minsu Plus model. Minsu Plus refers not only to the accumulation of minsu residences, but also to the synergy created by an integration of cultures, food, accommodations and different industries. This model can create various cultural products in the form of special tourism projects. The development of these special projects in a minsu cluster highlights the unique features of local minsu residences and tourist attractions. And these projects might come together as a brand name and as a critical selling point. Compared with individual minsu residences, minsu clusters can better serve a large number of tourists. The clusters spare the government from the complicated process of attracting investments from hundreds of individual minsu residences, and instead offer a one-for-all solution. Minsu clusters can also promote diversity in tourism projects and extend their social influence on the tourism industry. For tourists, minsu clusters offer a wider range of tourism products and ensure sufficient infrastructure that individual minsu residences are unable to provide.
YOUR TEAM Mr. Jiang is the 33-year-old founder of your team. He was born in Shengsi County, Zhoushan City, Zhejiang Province. He has worked in the IT industry in Hangzhou since he graduated from college. Years ago, with support from his parents, he bought a condo in Hangzhou. Since then, he has managed to acquire sufficient wealth for investment purposes. As a travel enthusiast, he always dreamed about starting his own business in the tourism industry. In recent years, Jiang has learned about the minsu industry in Hangzhou and around Mount Mogan. He is very intrigued with accommodation products and has an idea to run a minsu in his hometown in Shengsi County. After detailed research, Jiang discovered that such a minsu could be a huge commercial success on Huanglong Island of Shengsi County. Soon after, he founded your team with the help of his connections. He is the investor in this project.
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Team Members
You will learn about the project requirements on the following pages. You are to take on the role of Jiang. You should recruit competent team members and assign them with tasks based on their individual strengths. You should also take a position on the team. Recommended positions include operations director, marketing director, chief financial officer or product designer.
BACKGROUND Through some hometown friends, Jiang has learned about the “Culture & Art Minsu Cluster” project in Dongzutou, Shengsi County launched by LostVilla, a renowned Chinese minsu brand.
Project Background
Huanglong Island is located 10 minutes (by ship) south of Shengsi Islands. It is governed by Huanglong County and has a permanent population of about 6,000. Its economy thrives mainly on fishery, manufacturing and stone mining.
Dongzutou Village is located on a peninsula south to Huanglong Island. In recent years, the population of the village has gradually declined due to aging and out-migration. Only a few elderly people live in the village now.
There are 94 old houses in the village, the walls of which retain a simple and neat stone style. The fishing village still has a village committee meeting room, docks for fishing and some rundown workshops. “Dream House,” a reality show aired on Zhejiang Satellite TV, has come to Dongzutou Village for filming. On the reality show, 3 old houses were redesigned and rennovated. Those 3 houses are attracting tourists every day.
LostVilla has joined hands with the Shengsi government and hopes to redefine Dongzutou Village and build it into a minsu cluster that focuses on “cultural, artistic and environmentally-friendly” activities. The integrated cluster encompasses high-end minsu, local-style minsu, timeshare holiday residences, restaurants, commercial centers, museums, libraries and seafood processing shops. With the minsu cluster, Dongzutou Village is expected to become one of the best island resorts in the Yangtze River Delta.
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According to the development plan, the resort will be divided into two parts: boutique minsu area and commercial center. The boutique minsu area will introduce 3 well-known domestic minsu brands. The boutique minsu area is on the east side of the peninsula and is relatively secluded. The three brands own about 60 rooms, the price of which is about 1000-2500 RMB per night. In the commercial center, more than 90 old stone houses in the village are transferred into 5 “public investment minsus” with about 40 rooms, the price of which is around 600-1200 RMB per night. Additionally, the commercial center provides tourists with more than 10 timeshare holiday residences with 40 rooms, the price of which has not been determined.
Jiang learned that the minsu industry in Shengsi County is underdeveloped. Many newly built minsu residences offer only medium-level accommodation services but charge more than what those services are worth in boom seasons. The service providers thus get very poor customer feedback. As a result, the minsu industry in this region usually struggles greatly during off seasons and fails to exert its brand effect. The minsu project of LostVilla might open some of its areas for the public to rent. Jiang believes that the village, with the guarantee of a mature minsu brand, will experience continual future growth. And its growth, Jiang believes, will help minsu industries on other sea islands to develop steadily. Jiang has high hopes for developing his hometown into a cultural, artistic and environmentally-friendly sea island resort. For that reason, Jiang establishes a team and plans to compose a business plan for this project funded by his investments. By doing this, he wishes to start his own business in the minsu industry.
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After contacting LostVilla, Jiang has learned that starting a business in the minsu industry can be realized by:
● Renting local residences and surrounding buildings for the project with a monthly reference price of about 3-4 RMB per square meter.
● Establishing his own brand or joining other established global minsu brands. ● Ensuring all relevant costs of construction, furnishings, soft installation and preparation for
the opening are covered by the rentors (Jiang and his team). ● Paying property management fees for sustaining public facilities and the environment in the
minsu cluster project, including maintenance and repair work to ensure appropriate sanitation and security of the property. The monthly reference rate for property management is 3 RMB per square meter.
● Employing and training new staff for the minsus. In later stages of the project, agencies such as minsu schools might open to provide employment and training advice.
Recommendation Minsu Area: Area 1, 2 and 4 (see the following map)
Other planning requirements for the public business area in the minsu cluster can be found on the following pages.
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TASKS Jiang plans to put together a team by the end of 2019, draw up a business plan for his minsu with the team, and send the draft proposal to the investment promotion team February 1, 2020 (after the Chinese New Year). He learned that the investment promotion team (judges) includes members from LostVilla, the local tourism department and some minsu companies. Once received, the business plan will be graded according to the performance indicators. And the finalist teams will be invited to a meeting in March 2020.
● Select one target area from Areas 1, 2, or 4. ● Market analysis: Complete a detailed analysis of target customers for the minsu project.
Include a thorough analysis of potential cooperation and competition, which should include a market competition analysis of the entire Huanglong Island Resort, and an analysis of competition and cooperation among all the minsu residences on the island.
● Product design: Develop an illustration of the main theme, value proposition and brand marketing plan of the minsu residences revolving the set targets.
● Marketing and promotion: Create reasonable pricing and discount schemes and detailed strategies for promotion, including promotion on social media.
● Operational plan: Detail staffing arrangements, features, analysis of peak and low seasons and local tourism activities.
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● Financing and budgets: Draft income statements for the first 5 years if the commercial cooperation is launched.
PERFORMANCE INDICATORS
● Well-written and thorough business plan with all required components. ● Rational market analysis with specific target customers and potential competitors and
cooperative partners. ● Sophisticated product development plan for the minsu that satisfies customer
expectations and brand needs. ● Elaborate promotion plan that includes reasonable pricing and promotion strategies, and
proper promotion channels. ● Solid operational plan that includes staffing arrangements, features, analysis of peak and
low seasons, and local tourism activities. ● Comprehensive and reasonable financial budget analysis.
JUDGE’S ROLE
Acting as a member of the investment promotion team, the judge will carry out a comprehensive evaluation of the business plan from the professional perspective of the government, tourism enterprises and minsu companies.
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评委评分表 JUDGE’S EVALUATION FORM
少许/毫无价值
Little/No Value
低于预期Below
Expectations
符合预期Meets
Expectations
超出预期Exceeds
Expectations
评分Judge’s Score
商业计划书评分标准 Performance indicators
1.
商业计划书撰写流畅、涵盖以上
所需的信息 Well-written and thorough business plan with all required components
0-1-2-3 4-5-6 7-8 9-10
2.
清晰合理的市场分析：明确定位
群体；分析竞合关系 Rational market analysis with specific target customers and potential competitors and cooperative partners
0-1-2-3 4-5-6 7-8 9-10
3.
完善的产品设计方案：符合定位
群体的民宿产品与品牌方案 Sophisticated product development plan of minsu that satisfies customer expectations and brand needs
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
4.
详细的销售推广方案：定位准
确、渠道合理、策略清晰 Elaborate promotion plan that includes reasonable pricing and promotion strategies, and proper promotion channels
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
5.
合理的运营方案：人员配置、服
务特色、淡旺季分析、本地旅游
活动等策划 Solid operational plan that includes staffing arrangements, features, analysis of peak and low seasons, and local tourism activities
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
6. 完整合理的财务预算分析 0-1-2-3 4-5-6 7-8 9-10
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Comprehensive and reasonable financial budget analysis
关键软实力 Key soft skills
1. 对于民宿的总体知识认知 Overall knowledge of insu
0-1 2-3 4 5
2. 具有创业的商业思维 Business mindset and entrepreneurship
0-1 2-3 4 5
3
表达清晰 Clarity (clear and understandable proposal with logically presented ideas)
0-1 2-3 4 5
4. 创新创意的体现 Creativity
0-1 2-3 4 5
5. 对于商业计划书的总体印象 Overall impression of the business plan
0-1 2-3 4 5
总分 Total Score
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SCENARIO III HOTEL
TIPS Hotel Owners & Management Companies
Most hotels in China operate under management contract agreements, which are signed between property owners and management companies to recognize bilateral rights, duties and responsibilities. According to the contract, the management company is obliged to provide professional, skilled, qualified staffing and efficient management. For a basic management fee and an incentive fee paid by the hotel owner, the management company ensures their brand’s management style, service rules, quality standards and operational methods are in place.
Hotel owners gain revenue from real estate investments and hotel operations, while management companies profit from management services and brand value. While they share the same interest, their focus is different. For example, hotel owners pay more attention to the annual return of cash flow, appreciation of their real estate, growth of hotel competency, and the ripple effect of capital growth on other assets they own. On the other hand, hotel management companies are in pursuit of growing market presence and market share, guaranteed delivery of qualified services, and a larger group of potential customers for their brands.
As one-stop consumption becomes popular, hotel owners are likely to expand their operations in places near business centers and office buildings to meet growing consumer demands and to add value to the supporting assets. Moreover, a combination of commercial real estate and hotels will give hotel owners access to convenient transportation, thereby raising the net value of their properties.
BACKGROUND
Wancheng Center is one of the most popular commercial complexes in Shanghai. It is owned by Wancheng Corporation, along with other office buildings, commercial centers, complexes and high-end residential buildings.
Wancheng Center is located in the Lujiazui business district of Shanghai, with easy access to Metro Line 2 and other public transport options that connect Pudong and Puxi districts. Shanghai Pudong International Airport is 40 km away from the Wancheng Center, while the Shanghai Hongqiao International Airport and Hongqiao Railway Station are 18 km away.
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Lujiazui business district is the financial hub and one of the core city business areas of Shanghai. It ranks #1 in the 2019 Shanghai Business Area Ranking for being the largest business area with the highest revenue. It is also one of the most famous business areas in China, as it boasts the largest number of international brands.
Wancheng Center covers a total floor area of 313,000m2, with 65 floors above ground and 5 floors underground. It is close to the Shanghai Tower and the Shanghai World Financial Center. And one can have a view of the famous Huangpu River from the 40th floor and above.
The Center is divided into four parts: Class A office spaces from the 9th to the 40th floor; parking lots from the 2nd to the 5th floor underground; a shopping mall from the 1st floor underground to the 8th floor above ground; and the S Hotel from the 41st floor and above. The shopping mall has components such as first-class boutiques (e.g., LV, Hermes and Tiffany), luxury watch stores (e.g., Omega), fashion retailers, department stores with imported products, high-end baby and children’s clothing stores, deluxe home appliance dealers, gourmet restaurants, IMAX theater, and art gallery. The mall also holds regular pop-up events and art exhibitions of Chinese and international artists. Moreover, the Center offers multiple dining options located on different floors at various price points. Current cuisine categories include Japanese, chain Thai, Sichuan, popular Hangzhou dishes, high-end Cantonese, steak, Chinese aristocrat. Several popular dessert stores recommended by online influencers are located on B1 floor. The fine Cantonese restaurant on the 5th floor is the highest grossing restaurant at the Center with average monthly sales of RMB 10 million.
The 41st floor and above of the Wancheng Center belongs to the S Hotel, which is operated by the world’s largest hotel management company, “J.” The hotel lobby is located on the 41st floor, guestrooms from the 46th to the 63rd floor, executive suites from the 59th to the 63rd floor, and swimming pool, fitness center and Spa on the 45th floor. The hotel offers 300 guestrooms (190 rooms with a king bed and 110 with twin beds), 3 ballrooms (300m2 each) and 6 multifunctional meeting rooms. The ballrooms and meeting rooms are located near the shopping mall on the 2nd and 3rd floors respectively.
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The hotel runs three restaurants: Lan (western restaurant) and Yun (Chinese restaurant) on the 41st floor, and a featured restaurant, Wei, on the 65th floor. Yun is famous for its Huaiyang cuisine. It has a hall that can accommodate 40 people for a catered reception and 6 VIP dining rooms that offer views of the Huangpu River. Wei boasts delicate Japanese cuisine. It offers 50 seats, 10 of which face the Huangpu River. No other restaurants or bars can give customers such great views of the Hunagpu River and city landscape.
S Hotel is faced with competition from Lujiazui, the Bund, and the South Nanjing Road business area. Competitors were identified through an analysis of guestroom inventory, meeting spaces
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and restaurant sizes, while considering the implications of similar luxury brands within 15km distance. The hotel’s dining establishment also faces fierce competition from the Wancheng Center and surrounding business area with eateries at all price levels, including 18 Japanese restaurants and several popular dessert stores and bars recommended by online influencers.
The main customer groups visiting S Hotel include high-end business travelers, group travelers for company meetings and luxury collectors who pay more attention to service quality. Corporation J’s Joy Club rewards program has the world’s largest membership. Fifty percent of S Hotel’s guests are members.
As a luxury brand, the revenue yielded by lodging and dining (including banquet) is almost the same, which shows the significance of the dining sector in hotel operations. According to the financial report of 2018 and the first half of 2019, contributions to total revenue were Lan 10-14%, Yun 17%-20%, Wei 3-5%, and the rooftop bar 3-5% (based on the historical data averages).
YOUR TEAM
You are the director of the Food and Beverage department. You need to seek support from your team and other departments (e.g., Sales & Marketing, Housekeeping and Public Relations) to complete an adjustment plan for your department to address the recent financial challenges described below.
TASKS
A decline in total retail sales in the first half of 2019 intensified the pressure on the Chinese consumer market. As a result, all tenants in the Wancheng Center experienced a year-over-year loss of revenue, to differing degrees, and are trying to boost sales by offering distinctive promotions. Competition is fierce, especially among restaurants. S Hotel, which owns several restaurants and bars has not been spared. The total revenue during the first half of 2019 from its three eateries is 5-10% less than budgeted, leading to a drastic decline of profit in its dining sector. For example, Yun has seen its contribution to the hotel’s total revenue reduced more than 15%. Wei has fared worse, with a daily profit below RMB30,000 during the busiest dinner time the past two weeks. Although it has steady customer traffic, the rooftop bar has experienced average check decreases by 10-15% compared with the first half of 2019. Based on this trend and these numbers, the hotel owners demanded an immediate meeting with managers to address the financial situation and prepare adjustments for the third quarter.
In response, the Food and Beverage department agreed to adjust its operational plan and submit a proposal that includes a business plan for Q2 2020 through Q1 2021 to the general manager
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before Jan 24, 2020. The general manager would first review the proposal and then present it to the hotel owners at the meeting in early March 2020. If passed, the proposal would be put into practice in the second quarter of 2020.
The proposal should consider the interests of both the owners of Wancheng Corporation and the management company J. Suggested content should include:
• Detailed analysis of the market considering: (1) overall facilities in the S Hotel, Wancheng Center and surrounding shopping malls; (2) evaluation of options to reposition each of the restaurants and the bar in the hotel, and (3) review and potential identification of different target customers.
• Brand new product design that specifies methods to differentiate the three restaurants (Lan, Yun and Wei), boost popularity and guest traffic for both the hotel and its restaurants, and increase average checks to grow revenue and profit.
• Elaborate promotion plan that properly utilizes resources from the hotel and the Wancheng Center, and specifies promotion channels and media strategies.
• Solid operational plan that contains detailed rules and regulations of cooperation among different departments, which includes number of staff needed, workload and specific schedules.
• Comprehensive financial forecast that covers the income statement for the four quarters following the operational adjustment, and the contributions of the Food and Beverage sector to the overall hotel revenue.
PERFORMANCE INDICATORS
• Well-written and thorough business plan with all required components. • Detailed analysis of the market, including specific market need, target customers, and potential
competitors and cooperative partners. • Sophisticated product development plan that satisfies customer expectations and fits the
positioning of high-end restaurants. • An elaborate promotion plan that includes creative cooperation programs, proper promotion
channels, and innovative and clear strategies. • Solid operational plan that includes staffing arrangements, coordination, planning of peak and
low seasons, and training on services. • Comprehensive and reasonable financial forecast.
JUDGE’S ROLE
The judges will conduct a comprehensive evaluation of the proposal from the view of the owner
representative from Wancheng Center.
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评委评分表 JUDGE’S EVALUATION FORM 少许/毫无
价值Little/No
Value
低于预期Below
Expectations
符合预期Meets
Expectations
超出预期Exceeds
Expectations
评分Judge’s Score
策划书评分标准 Performance indicators
1
撰写流畅、涵盖以上所需的信
息 Well-written and thorough business plan with all required component.
0-1-2-3 4-5-6 7-8 9-10
2
清晰合理的市场分析：明确定
位市场以及目标顾客群体；分
析竞合关系。 Detailed analysis of the market, including specific market needs, target customers, and potential competitors and cooperative partners.
0-1-2-3 4-5-6 7-8 9-10
3
完善的产品设计方案：符合定
位群体的餐饮推广产品、同时
兼顾奢华品牌定位的方案。 Sophisticated product development plan that satisfies customer wants and fits the positioning of high-end restaurants.
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
4
详细的销售推广方案：创新的
合作推广、促销渠道合理、宣
传促销策略清晰且富有新意。 Elaborate promotion plan that contains creative cross promotion programs, proper promotion channels, and innovative and clear strategies.
0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
5 合理的运营方案：人员配置、
各部门协调、淡旺季与节假日
的合理安排、服务特色培训。 0-1-2-3-4 5-6-7-8 9-10-11-12 13-14-15
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Solid operational plan that includes staffing arrangements, coordination, planning of peak and low seasons, and training on services.
6 完整合理的财务预测分析。 Comprehensive and reasonable financial forecast.
0-1-2-3 4-5-6 7-8 9-10
关键软实力 Key soft skills
1 对于酒店运营总体认知 General understanding of hotel operations
0-1 2-3 4 5
2 具有竞合全局的商业思维 Comprehensive business mindset of competition
0-1 2-3 4 5
3
表达清晰 Clarity (clear and understandable proposal with logically presented ideas)
0-1 2-3 4 5
4 创新创意的体现 Creativity
0-1 2-3 4 5
5 对于策划书的总体印象 Overall impression of the proposal
0-1 2-3 4 5
总分 Total Score
