有件事我一直觉得很有意思：中国拥有如此多的露天体育场和大型体育馆，但中国对主流体育运动的兴趣却很一般。这种情况直到最近几年才有所改观。的确，这个国家常年出产大批精英运动员，但体育作为主流娱乐产业却是一个新的概念。

中国现有体育设施数量已经非常惊人，而新的体育设施仍在不断被设计建造。为什么现有场馆大多数时间无所作为却在耗费资源？这种情况下新建再多体育基础设施显然都是彻头彻尾的浪费。本文的目的在于提出场馆管理存在的问题，或者说，场馆管理在中国其实是缺失的。

关于体育地产的规划、设计、管理和推广等话题太过宏大，限于篇幅很难彻底讲清，所以在这里暂且不谈这类话题，我希望从体育IP投资和场馆管理技巧开发的角度展开讨论，为中国体育场馆的商业发展献言献策，即使不说保证盈利，至少也应达到收支平衡。

▲ 伊丽莎白女王奥林匹克公园

放眼世界，美国和欧洲许多体育场馆的商业运营都是很好的范例。运营者发掘出体育场馆的全部潜力，通过多种渠道创造营收，其中有些渠道是体育相关的，而另一些则更多聚焦于商业、社会或零售行业。虽然体育场是为体育而建，但这并不意味着体育馆的功能就只与体育相关。

足球体育场就是最经典的例子。以往，足球比赛可能每周仅有一到两场，在没有比赛的日子里，空空荡荡的看台和比赛日才使用的设施仿佛失去了生命力。如今这种情况已经消失，随便到一家小型职业足球俱乐部的足球场闲逛，你会发现里面热闹非凡，不同年龄、不同性别的人们都在使用足球体育场，但并不是在球场上踢球。这是为什么？原因在于足球俱乐部在通过提供球场清理、供暖和整理布置等服务创造营收。

小型足球俱乐部通常会租用会议室举行商务会议或演讲会；老年俱乐部或儿童俱乐部则每周来踢几场比赛，把这里当做球队的主场；周末，年轻的新婚夫妇可以选择在这里举行婚宴。生日聚会、结婚周年纪念日、同学聚会……体育场可以做的事情太多太多，而这其中都能找到可以带来收入的项目。

但在中国，任何城市的体育场馆至少有95%的时间都在闲置，但为了维持场馆的安全和正常运转，当地政府又不得不为之耗费大量资金。有使用体育馆习惯的人，甚至仅仅是偶尔去体育馆的人在当地总人口中的比例非常小。所有的一切都说明，中国的体育场馆急需被注入活力。在北京这样的体育场馆有24座，上海有28座，这些无法自己自足的钢筋水泥大家伙相当之多！

那么，政府或体育场馆管理者们该怎么办？中国的体育经济生态诸多问题还未解决，迫使人们改变生活方式又不可能，更重要的是他们接触到全新的场馆管理模式也仅仅是最近几年的事。所以，我的建议是，去海外买下体育场馆！

之前我已经提到，欧洲和美国的体育基础设施管理的非常好，中国商人为什么不对此进行投资呢？盈利模式已得到证明，而风险也相对较小，更重要的是，拥有海外体育场馆会丰富管理层的场馆运营技巧和经验，这将为中国培育自己的体育IP做好准备。一家拥有海外体育场馆的中国企业可以将部分管理人员安排进场馆，向现有运营团队模仿和学习，然后再将他们召回或安排定期轮值。

同时，海外场馆管理团队也可以被带到中国管理特定项目，并使对接国际上的网络供应商、运动队、娱乐界以及服务提供商等等成为可能，而企业投资的海外场馆也可以按原有方式运营。

▲ 某英国体育地产规划图

如果用一家适合海外投资的体育地产来举例说明的话，目前在英国中部就有一家这样的体育馆，可以容纳32500名观众，是一支英式橄榄球俱乐部和一支足球俱乐部的主场。除承载体育赛事外，这座体育设施还可以举办室内或室外演唱会，拥有121间房间供旅客住宿、6000平方米的会展空间、15000平方米的会议和宴会空间、4000席位的赌场、办公间，甚至拥有自己的火车站。

这样的基础设施显然在设计之初就被当作一个多功能体，但拥有基础设施和通过运营基础设施赚钱是两件完全不同的事。如果这些运营经验能够走进中国，那么中国体育场馆应该至少能实现收支平衡，同时对赞助商和体育娱乐组织产生更大的吸引力，以及，最重要的是，中国的普通老百姓能够真正用好这些场馆、在这里消费。

投资海外体育地产的商业逻辑对中国投资者来说可能没那么容易理解，但我的建议是，投资者不需自己去运营体育场馆，应让现有的运营方继续去运营，这是中国获得场馆运营专业能力最直接的方式。

作者简介：Ken Grant 鸿俊，MSc, DipM, MCIM, Chartered Marketer

体育业内人士、投资人和观察家；国际主席俱乐部(IPC)及亚英体育俱乐部(AASC)董事；The English Football League中国区官方商务开发代表。在足球、高尔夫、马球等体育领域拥有广泛的国际关系。

英文原文：

Its always been interesting to me that China has so many stadia and large sporting venues for a country that hasn’t really had much interest in mainstream sports until the last few years. Yes, the country has had elite sports men and woman for many years, but sport as a mainstream entertainment industry is a new concept.

The number of existing facilities is already huge, yet there are new one being designed and built very regularly; why when everyone of the existing ones sits there doing nothing most of the time and is actually costing money to sit idle, more idle sports infrastructure would appear to be a complete waste of money. My point is to raise the issue of venue management, or lack of it here in China.

The topics of sports venue planning, design, management and promotion is large and would take too long to touch the surface of, so I will not enter into them here, but I want to start the discussion related to investing in the IP and skill sets to turn China’s ‘white elephant’ stadiums into commercial businesses that break even at least, and ideally make money.

If I look around the world at the USA or Europe there are many great examples of stadiums and sports facilities being run as a business. By this I mean the operators sweat the assets and generate income from many channels across the facility; some will be sport related, but others will be business, social or retail focused. Just because a stadium is built with a primary sports focus, it doesn’t mean that that is all it can be.

The classic example is a football stadium. The football pitch maybe used once or twice per week in some cases otherwise the stands and the infrastructure necessary of a match day is lifeless. These days that isn’t the case if you were to visit a stadium of a small professional football club you will find it buzzing with people of all ages, sizes and sexes using the facilities, and you will not see a football all day. Why? Because football clubs are generating income from the facilities that are costing them money to clean, heat and decorate.

This small football club is likely to be renting meeting rooms to businesses for offsite meetings or presentations, clubs for the elderly or very young children maybe meeting a few days a week and using the club as their home, and at weekends young couples may chose to hold their wedding receptions within the stadium space. Birthday parties, wedding anniversary events, school reunions…….the list is endless and this is all brining money into the facilities and paying for it.

Compare this with China and if we visited any stadium in any city, it is likely to be sitting lifeless for 95% of the time at least, costing the local government money each year to pay for to keep it safe and functioning. The local people who use it or even just visit it will be a very small number and percentage of those in the district or city. Multiply this up across the country and there is a big herd of white elephants waiting to be slowly brought to life. In Beijing alone there are 24 venues like this and 28 in Shanghai, that's a lot of concrete not paying for itself!

So what can the government staff or their venue operators do about it? There is a big hole in the sports ecosystem in this and every other area, and it’s not possible to train people, and more importantly give them real life experiences of running this type of venue in just a few years. My suggestion is to buy it!

I have mentioned well managed sports facilities in Europe and the USA, so why don’t Chinese businesses invest in these venues that are making money, their risk is relatively low to do so, but more importantly they are buying access to the skills and experience of the staff that will enable IP to be transferred back to China. A Chinese entity that owned such a stadium could place some of its staff in the venue to shadow and learn from the existing operational team and bring them back or rotate them through on a regular basis.

Overseas staff could be brought to China to manage specific projects, connections into international networks of suppliers, sports teams, entertainers and service providers are all possible, and the asset that was invested in will still be operating as it did before.

To give an example of the type of venue that is a suitable investment opportunity, there is an arena in the middle of England which seats 32,500 people and is home to a rugby team and a football team. In addition to hosting sports matches, outdoor and indoor music concerts are held there, it has a 121 room hotel, 6000 sqm of exhibition and conference space, 15,000sqm of convention and banqueting space, a 4000 seat casino, office accommodation and its own railway station.

This facility was of course designed to be multifunctional from its inception, but having facilities and being able to sell them to make money are two different things. If these experience and skill set could ne mirrored in China we might see some of the countries sporting venues come closer to breaking even at least, and they would be more attractive for sponsors, sports and entertainment promoters and most importantly to the people who need to be there to spend the money; the general public.

The idea of owning a facility on the other side of the planet may not be easy to understand for a Chinese investor but my suggestion is not about running the facility yourself, the people doing it now can carry on doing it, but what it does do is to provide immediate access to the know how and expertise that China so badly misses.

声明：文中观点仅代表作者本人观点，不代表懒熊体育。