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分类号密级
UDC学校代码10689
硕士学位论文
云报传媒集团数字文旅平台优化策略研究
The Optimization Strategy of the Digital Cultural Tourism
Platform of Yunnan Daily Media Group
姓名：黄河山
导师（职称）：夏蜀（高级经济师）
申请学位类别：硕士学位
专业：工商管理
研究方向：数字文旅
学院（中心、所）：商学院
论文完成时间：2023年6月6日
摘要
摘要
数字经济与平台经济重塑了社会经济结构，是当前社会经济发展的主流趋
势旨际跞谌胛穆貌捣⒄购笮纬伞笆治穆谩备拍睿治穆檬堑毕碌难?
究热点。而价值共创同样是现今商业腏降难芯恐氐悖渲髁餮芯糠较颉?
主导逻辑也与文旅产业服务经济、体验经济的天然属性相契合魑旨际醯?
产物，相关学者的研究亦证明了数字平台相较传统平台有诸多优势，并且能够实
现价值共创。“数字平台+文旅”的融合，催生出数字文旅平台商业腏健５牵?
学界关于数字文旅平台的研究大多虯粼诶砺鄯治霾忝妫攵韵质蛋咐难芯?
数量较少僬撸矶嘌д哐橹ち宋穆貌翟诙喔龀【跋戮梢允迪旨壑倒泊矗?
但研究场景集中于现实场景，缺少对虚拟场景下，特别是数字平台场景下的价值
共创腏窖芯俊H绾位谑制教ǎ菇ǔ鑫穆貌档募壑倒泊刺逑担堑毕仑?
需研究与解决的问题。
本文选取云报传媒作为研究对象，对其数字文旅平台业务进行案例分析，同
时阐述了云报传媒以数字平台为中心，连接政府部门、文旅供应商和文旅消费者
形成数字文旅平台的价值共创实现机制僬撸∪⌒幸当旮诵搪眯小⑼嘈?
代表性较强的同程旅行，与云报传媒数字文旅平台进行对比研究，发现其存在的
三个问题：一是平台流量聚集能力较弱；二是数字文旅平台中金融功能缺位；三
是数字文旅平台商业腏饺狈沙中浴＞科湓颍斐善教髁烤奂芰先?
的因素有四个方面：一是核心优势不明显；二是主要功能市场已被其他成熟平台
占据；三是缺乏长期重复使用的场景；四是平台组织管理分散，整合程度较低。
而数字文旅平台中金融功能缺位主要归因为文旅产业缺乏对金融资源的吸引力
与承载力治穆闷教ㄉ桃的J饺狈沙中灾饕瞧教ㄓ浇先酰约?
短期较大的偿债压力与融资困难之间的矛盾带来的资金流动性不足两个方面所
导致。
结合云报传媒的经营实际，依托相关理论基础的研究，本文尝试提出三条优
化对策，以期解决其数字文旅平台商业腏街斜┞冻龅奈侍狻５谝惶醵圆呤怯呕?
业务腏接胱橹芄梗咛宸治龇矫妫阂皇蔷劢剐枨笸吹悖峁┎钜旎瘢?
二是融入主流平台，扩大价值共创生态圈；三是调整内部组织架构，实现集中管
I 摘要
理。第二条对策是构建数字平台下的文旅金融服务体系，通过开放接口，将以商
业银行为代表的金融机构引入价值共创生态，同时探索文旅IP体系，增强文旅
产业对金融资源的吸引力与承载力，最后搭建涵盖多层次、多种类的金融产品的
平台金融服务系统，以此补全平台的金融功能。第三条对策是提升数字文旅平台
盈利能力与集团化债能力，一方面采用交叉补贴的定价腏揭云谔嵘治穆?
平台的盈利能力，另一方面尝试提出三种措施改善云报传媒集团的资金流动性，
包括以战略规划引领融资价值评估体系重构、争取上级部门支持以充实资产以
及争取流动资金贷款缓解短期偿债压力。此外，本文还提出了两条措施强化云报
传媒数字文旅平台的运行盪希阂皇枪菇ǘ嘣魈逍钠教ㄖ卫硖逑担ㄍ?
善制度建设，提供规范指引和形成多元主体积极参与的协同治理网络；二是强化
数字技术赋能，包括进一步夯实数字基础设施建设、加快转化云南民族特色数字
文化资源以及提高从业群体数字素养，加强专业人才队伍建设。
关键词：云报传媒；数字平台；文旅产业；价值共创
II Abstract
Abstract
The digital economy and platform economy have reshaped the social and
economic structure and are the mainstream trend of current social and economic
development.After the integration of digital technology into the development of the
cultural tourism industry,the concept of "digital cultural tourism"has been formed,and
digital cultural tourism is a research hotspot at present.Value co-creation is also the
focus of research on todays business model,and its mainstream research direction,
service-led logic,is also in line with the natural attributes of the service economy and
experience economy of the cultural tourism industry.As a product of digital technology,
the research of relevant scholars also proves that digital platforms have many
advantages over traditional platforms and can achieve value co-creation.The
integration of "digital platform &cultural tourism"has given birth to the business
model of digital cultural tourism platform.However,most of the research on digital
cultural tourism platforms in academia stays at the level of theoretical analysis,and the
number of studies on real cases is small.In addition,many scholars have verified that
the cultural tourism industry can achieve value co-creation in multiple scenarios,but
the research scenarios focus on real scenarios,and there is a lack of research on value
co-creation models in virtual scenarios,especially digital platform scenarios.How to
build a value co-creation system for the cultural tourism industry based on digital
platforms is an urgent problem that needs to be studied and solved at present.
This paper selects Yunnan Daily Media Group as the research object to conduct a
case analysis of its digital cultural tourism platform business,and expounds the value
co-creation realization mechanism of Yunnan Daily Media Group to connect
government departments,cultural tourism suppliers and cultural tourism consumers to
form a digital cultural tourism platform with digital platform as the center.In addition,
Ctrip Travel,the industry benchmark,and Tongcheng Travel,which is a strong
representative of the same type,were selected to conduct comparative research with the
digital cultural tourism platform of Yunnan Daily Media Group,and found that there
were three problems:first,the platforms traffic aggregation ability was weak;Second,
the financial function in the digital cultural tourism platform is missing;Third,the
business model of the digital cultural tourism platform lacks sustainability.The reasons
are that there are four factors that cause the platform traffic aggregation ability to be
weak:first,the platform organization and management are scattered and the degree of
integration is low;Second,the main functional market has been occupied by other
III Abstract
mature platforms;Third,the core advantages are not obvious;Fourth,there is a lack of
long-term reuse scenarios.The lack of financial functions in the digital cultural tourism
platform is mainly attributed to the lack of attractiveness and carrying capacity of
financial resources in the cultural tourism industry.The lack of sustainability of the
business model of the digital cultural tourism platform is mainly caused by the weak
profitability of the platform and the lack of liquidity caused by the contradiction
between the short-term debt repayment pressure and financing difficulties.
Combined with the actual operation of Yunnan Daily Media Group and relying on
the basis of theoretical research,this paper attempts to propose three countermeasures
in order to solve the problems exposed in the business model of its digital cultural
tourism platform.The first countermeasure is to optimize the organizational structure
and business model,which are specifically divided into three aspects:first,adjust the
internal organizational structure to achieve centralized management;The second is to
integrate into mainstream platforms and expand the value co-creation ecosystem;Third,
focus on demand pain points and provide differentiated services.The second
countermeasure is to build a cultural tourism financial service system under the digital
platform,introduce a value co-creation ecology represented by financial institutions
represented by commercial banks through open interfaces,explore the cultural tourism
IPsystem,enhance the attractiveness and carrying capacity of the cultural tourism
industry to financial resources,and finally build a platform financial service system
covering multiple levels and types of financial products,so as to complement the
financial functions of the platform.The third countermeasure is to improve the
profitability of the digital cultural tourism platform and the groups debt capacity,on
the one ha
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