东方盐湖城旅游品牌建设 SWTO 分析
摘要：本文通过对东方盐湖城景区的品牌建设，进一步突出该景区独特的个性，充分发挥品牌的效益，打破众
多景区单一观光旅游模式的普遍性，形成以道教旅游文化为主，观光度假旅游为辅，把专项旅游与休闲度假旅游相
结合，充分发挥‘白加黑’24 小时不间断的运营模式特色。鉴于此，本文对现如今的东方盐湖城旅游品牌建设的 SWTO
分析与研究，从中提出如何建设东方盐湖城品牌建设的对策与建议。
关键字：东方盐湖城；旅游品牌；品牌建设；白加黑；专项旅游；观光度假旅游
East Salt Lake City tourism brand building SWTO analysis
Abstract：Through the brand construction of the Scenic Area of Salt Lake City in the East, this paper further highlights
the unique personality of the scenic spot, gives full play to the benefits of the brand, breaks the universality of a single
sightseeing tourism model in many scenic spots, forms a Taoist tourism culture as the main, tourism and vacation tourism as a supplement, combines special tourism with leisure vacation tourism, and gives full play to the characteristics of the 'white plus black' 24-hour non-stop operation model. In view of this, this paper analyzes and studies the SWTO construction of the
tourism brand in The East Salt Lake City, and puts forward some countermeasures and suggestions on how to build the brand
construction of the East Salt Lake City. Keywords: Oriental Salt Lake City; Tourism Brands; Brand Building; White and Black; Special Tours; Sightseeing
Vacations 一、绪论
（一）什么是旅游品牌
旅游品牌以旅游产品和旅游服务为基础，确定代表旅游景区的名称和形象、；旅游
品牌是企业和产品品牌的统一，旅游产品的特点和消费者对品牌的高度认可也由此体现。
旅游特色体现旅游产品的品牌，旅游品牌分为狭义和广义，狭义指的是某一种旅游产品
的品牌；广义的具有结构性。
（二）旅游品牌的建设
旅游品牌不仅是以品牌名称为代表的，而且含有大量丰富独特的内容，景区的许多
经营活动也受到该景区旅游品牌定位和战略的影响。影响旅游品牌定位的因素很多，其
中包括市场环境、品牌特征、企业资源、定位与选择的合理性商业、执行品牌的力度这
些因素是影响旅游品牌定位因素最基本的、最主要的。
（三）旅游品牌的管理
景区的品牌管理有两方面任务：一方面打造景区独特品牌，完善东方盐湖城品牌定
位和战略，以及提取东方盐湖城的品牌核心价值；另一方面，如何将东方盐湖城景区核
心品牌价值传播给目标的游客，让目标的游客更加了解到景区，达到吸引目标游客来到景区消费的目的。品牌传播在品牌建设、品牌传播和品牌实现过程中起到承前启后的作
用。
目 录
摘要、关键词······················································································· 1 一、绪论····························································································· 1
（一）什么是旅游品牌········································································ 1
（二）旅游品牌的建设········································································ 1
（三）旅游品牌管理··········································································· 1
（四）旅游品牌建设的 SWTO 分析···························································2
二、东方盐湖城旅游品牌建设现状···························································· 2
（一）东方盐湖城介绍········································································ 2
（二）东方盐湖城旅游品牌建设的基本情况············································· 2
（三）东方盐湖城旅游品牌建设的主要价值············································· 3
1、有利于提升该景区的知名度·························································3
2、有利于促进景区特色化发展·························································3
3、有利于提高景区的服务质量·························································3
（四）东方盐湖城旅游品牌建设目标······················································ 4
三、东方盐湖城旅游品牌建设 SWTO 分析···················································· 4
（一）优势分析···················································································· 4
1、景区规划合理···········································································4
2、资源类型丰富···········································································4
3、文化特色鲜明···········································································4
4、政府政策倾斜···········································································5
5、旅游产品创新···········································································5
6、员工配置合理···········································································5
（一）劣势分析···················································································· 5
1、资源优势和基础条件相脱节·························································5
2、资源与产品同质化竞争·······························································5
3、受季节疫情影响明显··································································6
4、旅游品牌特色不显·····································································6
5、企业人员配置不足·····································································6
6、区域经济水平不高·····································································6
7、景区服务质量不高·····································································7
8、门票定价偏高···········································································7
（三）机遇·························································································· 7
1、大旅游时代的到来·····································································7
2、居民收入的提高········································································7
3、地方政策的扶持········································································7
4、智慧旅游的建设········································································7
（四）挑战·························································································· 8
1、旅游需求结构趋向高级化····························································8
2、旅游市场需求的日益差异化·························································8
3、疫情导致旅游客源的减少····························································8
4、周边同类产品的激烈竞争····························································8
5、资源保护与景区开发的矛盾冲突···················································8
6、智慧旅游发展带来的冲击····························································9
四、东方盐湖城旅游品牌建设的对策························································· 9
（一）突出特色，产品差异化······························································· 9
（二）合理定价，积极招商引资···························································· 9
（三）科学规划，有序开发·································································· 9
（四）准确定位，打造品牌形象···························································· 9
（五）定期培训，做好人才管理···························································10
（六）利用网络，建设智慧景区···························································10
五、结论···························································································· 10
参考文献···························································································· 11
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