Despite the summer travel boom, over a dozen scenic spots have recently lost their 3A rating due to reasons like "poor management," "inherent limitations," and "lagging business model updates." This stark contrast between hot and cold serves as a wake-up call for the tourism industry: the era of relying on an A-grade label to coast to success is over. Only by striving to deliver high-quality offerings can destinations remain competitive in an increasingly crowded market.

The tourism market in China has expanded significantly in recent years, entering a new cycle of prosperity. However, this growth does not guarantee that every scenic spot will share in the spoils. In fact, even during the busiest holiday periods in the past, some A-grade attractions have seen sparse visitor numbers and disappointing financial results. A major reason for this is the rapid rise of new tourism products, while many traditional spots remain stuck in outdated operational models. They fail to address persistent issues like congestion, poor service, safety concerns, and environmental hygiene, nor do they innovate, causing visitor satisfaction to plummet in comparison.

The recent spate of "road toll" and "land enclosure" incidents is a telling example. Some scenic spots have set up toll booths on national and provincial highways, or fenced off large public spaces, seemingly reluctant to let people enjoy these resources for free. The Ministry of Culture and Tourism has also previously criticized the problem of shuttle bus fees at scenic spots. The underlying logic is the same: tolls and shuttle fees are essentially different forms of "admission tickets." These destinations, sitting on high-quality natural or cultural resources, struggle to come up with effective or creative ways to attract more visitors and spending. Instead, they fall back on the blunt and simplistic approach of a "ticket economy."

Generating revenue within a reasonable scope is perfectly acceptable and is a prerequisite for sustainable development. But if a scenic spot focuses solely on profit without providing better services or creating a superior experience, visitors will feel they are "paying more without getting more," or even "paying for a bad time." Such destinations, regardless of whether they hold an A-grade label, will inevitably face a decline in reputation and lose market favor.

It is clear that the tourism industry is undergoing a profound supply-side transformation. Consumers are no longer satisfied with superficial, whirlwind tours that merely "see mountains, see water, see crowds." An increasing number of high-quality tourism products are entering the market, while low-quality offerings are being phased out. This market pressure is also driving some "innovations" that recklessly chase traffic without considering consequences, which also require vigilance. Take the popular summer rafting activities as an example. A recent exposé revealed that some locations offered "accompanying rafting" services that were deemed contrary to public morals. The China Central Television (CCTV) also reported that some rafting projects, in an attempt to enhance the "thrill" to attract visitors, have illegally deepened water levels, created large drops, or even used unmodified natural canyons, resulting in injuries to tourists. Whether in the short or long term, these practices carry enormous risks. Regulatory and punitive measures must be strengthened, making the cost of violations far outweigh the cost of compliance, in order to curb the impulse to chase traffic and profits without limits.

From "not innovating" to "innovating recklessly," the root cause is that the management capabilities of these scenic spots have not kept pace with changes in market demand. They are unable to conceive or implement compliant and effective "good innovations." The market is not without successful examples. The immersive theater city "Only Henan" has become a phenomenon in the cultural tourism sector by deeply mining central Henan culture and expressing it with a modern touch, coupled with genuine and attentive operations. Some cities without famous mountains or great rivers have successfully integrated culture, commerce, tourism, sports, and exhibitions to create new products. This not only enhances their appeal to tourists but also drives cross-traffic between different sectors, creating a multiplier effect.

Places endowed with high-quality natural and human resources should have even greater potential for "good innovation." However, it is realistic to acknowledge that constraints exist, such as complex management systems, tight budgets in some remote areas, and a shortage of top-tier talent in the tourism industry. Therefore, on one hand, relevant management bodies must shift their mindset, recognize the major trend of transformation in the tourism market, and proactively step out of the comfort zone of "making money while lying down." On the other hand, efforts must be made in areas like institutional reform, capital investment, and talent cultivation, working in concert. During this current cycle of high-quality development in tourism, there are still plenty of opportunities in the market.