【作者】 耿宝权；

【导师】 刘伊生；

【作者基本信息】 北京交通大学 ， 管理科学与工程， 2014， 博士

【摘要】 随着我国经济的快速发展和社会的不断进步,大型体育场馆的需求日渐增多。通过对大型体育场馆全寿命期内的投融资、施工和运营管理现状分析,发现其面临的主要问题包括：融资渠道单一、工程设计与施工分离、运营入不敷出。因此,为了实现社会效益、经济效益的整体优化以及大型体育场馆多方共赢,基于全寿命期管理理论和方法,深入研究大型体育场馆的融资、建设实施和运营管理,对于我国大型体育场馆的可持续发展具有重要的理论和现实意义。本论文在综述国内外研究现状的基础上,运用全寿命期集成化管理的指导思想,针对大型体育场馆的特点,构建了大型体育场馆的全寿命期管理模式(LBP,Life-Cycle Business Partnership)框架。以该框架为基础,首先提出了经营伙伴参与的大型体育场馆融资模式(LBPF, Life-Cycle Business Partnership Financing),指出该模式运作流程的关键是在投资决策阶段引入经营伙伴,成立大型体育场馆融资—建设—运营一体化公司(VFCOC, Venues Financing-Construction-Operation Company),并在经济分析和补偿退出机制的基础上探索了该融资模式的风险和收益分配。其次,以工程总承包模式为基础,应用动态联盟理论提出了设计导向的大型体育场馆建设管理模式(DCM, Design-Oriented Construction Management),探讨了该建设管理模式的组织结构与实施流程,分析了建设实施过程中有关主体间的博弈关系,并论述了该建设管理模式的运行机制。最后,针对大型体育场馆的运营管理,构建了作为单一运营管理主体VFCOC的价值链框架,剖析了VFCOC运营管理的外部环境和内部运作体系,应用平衡计分卡(BSC, Balanced Score Card)方法建立了大型体育场馆运营绩效评价指标体系,并进行了实证分析。本论文的创新之处主要体现在以下几个方面：(1)提出了在大型体育场馆策划决策阶段引入经营伙伴(LBPF)的融资模式,并设计了各投资方的收益分担机制。LBPF融资模式的核心是在大型体育场馆的策划决策阶段由政府选择合适的经营伙伴,并与选定的经营伙伴共同出资组建VFCOC,然后由VFCOC通过债权融资方式面向社会融资。在此基础上,进一步从宏观、中观、微观三个层面对该融资模式下的风险进行识别与分析,构建风险分配的框架,同时通过政府部门与经营伙伴的博弈,给出促使双方收益均衡的合作建议。(2)提出了工程总承包方内部以设计为主导的DCM建设管理模式,并构建了有关主体的博弈模型。DCM建设管理模式的核心是在工程总承包方内部以设计为主导,分别由不同的团队实施材料设备采购、主体工程施工及场馆改建；在大型体育场馆建设各参与方之间实现动态联盟。通过分析DCM建设管理模式中有关主体之间的博弈关系,构建了两类博弈模型,并结合大型体育场馆建设的特点设计了激励约束机制和冲突解决机制。(3)应用价值链理论,构建了大型体育场馆融资—建设—运营一体化公司(VFCOC)的价值链框架。在此基础上,从大型体育场馆发展政策、体育产业融合与创新两方面营造VFCOC运营管理的外部环境；从企业组织的构建、企业战略的选择、服务品牌培育与创新、服务质量管理提升和顾客关系管理等环节组建VFCOC内部运作核心。(4)基于平衡计分卡(BSC)方法,建立了大型体育场馆运营绩效评价指标体系。该指标体系包括财务、顾客、内部业务流程、学习与成长四个层面共14项指标。通过实证分析,验证了该指标体系的合理性。更多还原

【Abstract】 There is a growing need for large-scale sports venues as China’s economy grows and social development proceeds. By analyzing the current status about financing, construction, management and operation over the life-cycle of the large-scale sports venue, challenges have emerged, such as limited sources of financing, fragmented design and construction, and operating deficit. Therefore, in order to achieve the desired economic interests, social benefits as well as a win-win situation for all parties involved in the sports venue, a profound study of the venue’s life-cycle management is needed., Based on whole life-cycle management and instruments, holds a theoretically and realistically significant meaning for a sustainable development of large-scale sports venue in China.On the basis of literature review on the theory of life-cycle integrated management, and on the features of large-scale sports venue development, the dissertation first constructed the Life-cycle Business Partnership management mode (LBP) framework for large sports venues. First, it proposed an innovative model, the Life-cycle Business Partnership financing mode (LBPF), and elaborated on its organizational structure and operating procedure. The core of the LBPF mode lies in the establishment of Venues Financing-Construction-Operation Company (VFCOC). The research then identified and analyzed the risks associated with the LBPF mode and discussed on how the risks should be allocated to each party. Based on the Game Theory and an analysis on its applicability, the research explored how the revenues should be distributed between various parties. Second, building on the general-contracting mode, it proposed the mode of Design-oriented Construction Management (DCM) in the theory of Application of Dynamic Alliance. Furthermore, through exploration of its organization structure and implementing procedures, as well as the analysis of the relationship among the principal parties related during the establishing process, it also expounded the operation mechanism of the mode. At length, while targeting at operation management of large-scale sports venues, it constructed value chain’s framework of VFCOC as the single operation management subject, and anatomized both external environment and internal operation. Besides, it employed instrument as Balanced Score Card (BSC) to build Index system of performance evaluation for VFCOC’s operation management, and made empirical analysis of it too.The originality of this dissertation is shown as follows:(1) The LBPF mode at the designing and deciding stage of sports venue building is introduced, and designed a revenue-share mechanism of all parties. The core of LBPF mode lies at, governments selecting suitable partners at the designing and deciding stage, and setting up the VFCOC who will raise fund afterward by credit financing. On that ground, it made a further identification and explanation of the risks under that mode on3levels from macro to micro while working out the risk distribution frame. It also provided a cooperation proposal to balance the two sides’ profits from the game played by government and his partners.(2) The DCM mode within the general-contracting group is put forward, and made a game model inside the main parties. The center of DCM is to achieve a dynamic alliance among all parties in venue building within the design-oriented contracting group. The teams in the group will implement in separate the purchase of material and devices, building of main project and rebuilding of old venues. Except for that, it also built2types of game model by analyzing mutual relationship among all parties in DCM. In combination of the features of venue building, it designed2mechanisms, one for compelling and restraining, and the other, for conflicts settling.(3) A value chain frame for VFCOC by applying the value chain theory is established. On this base, it discussed the external environment for VFCOC operation management in terms of policy for large-scale sports venue development, and of industrial integration and innovation in sports as well; it formed an internal operation core inside the VFCOC in segments such as construction of enterprise organization, enterprise’s strategic options, service brands’cultivation and innovation, and service’s quality promotion and customer relation management.(4) The evaluation index system of operational performance is established with BSC instruments. This performance evaluation system covered four groups, including finance, customrs, internal business procedure, and learning and growing. Through a comprehensive literature review and semi-structured interviews, this research established fourteen indices1under the system.更多还原