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Diego LI ·
李世恒
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构想
Ideas · 2026
S&S Taibai Mountain Ski Resort
Closing the Alpine Gap
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34 pages · sequential
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Context
背景
During the 2025–26 winter season, China's ski resorts recorded 118 million visits and ¥786B in resort spending — but of 748 resorts nationwide, only 16 have more than 4 slopes. Central-west China has no benchmark luxury alpine destination.
2025-26 雪季,中国滑雪场接待游客达 1.18 亿人次,滑雪相关消费达 7860 亿元人民币——但全国 748 家雪场中,雪道数超过 4 条的只有 16 家。中西部地区至今没有一个称得上标杆的高端滑雪度假目的地。
Challenge
挑战
Most domestic ski resorts emphasize slope infrastructure over destination identity. How do you build something that competes as a full destination — real estate, hospitality, year-round revenue, brand — rather than just another set of lifts?
国内大多数雪场,把重心放在雪道基建上,而不是打造目的地身份。怎么才能做出一个真正意义上的"目的地"——涵盖地产、酒店、全年收入、品牌——而不是又一套缆车雪道?
Insight
洞察
Skiing in China increasingly carries aspirational, identity-signaling value rather than being a pure sport. Winter visitors want a premium lifestyle getaway; non-winter visitors want adventure, events, and content — two personas, one ecosystem.
在中国,滑雪正越来越成为一种身份表达和向往的生活方式,而不只是一项运动。冬季游客想要的是高端生活方式度假体验;非雪季游客想要的是探险、活动和内容——两类人群,一个生态。
Idea
想法
S&S Taibai Mountain Ski Resort: a dual-mountain destination pairing mass/intermediate skiing and year-round events with professional-grade slopes, wrapped in branded hospitality, residences, and retail under a scalable master brand.
S&S 太白山滑雪度假区:一个双山体目的地,将大众/中级雪道与专业级赛道及全年活动相结合,配套品牌化的酒店、住宅和商业,统一在一个可扩展的主品牌之下。
Execution
执行
Built out the legal entity structure, equity and governance framework, workforce strategy, accounting/legal/insurance frameworks, and IP architecture needed to actually operate the project — not just design it.
搭建了项目真正落地运营所需的法律主体结构、股权与治理框架、人力策略,以及财务、法务、保险体系和知识产权架构——不只是停留在设计层面。
Outcome
结果
Modeled ~RMB 3.0–4.0B total investment, Year 1 revenue of ~1.37B RMB scaling to ~1.85B RMB by Year 3, with real estate sales driving Year 2 growth before stabilizing into recurring hospitality and leasing income.
测算总投资约 30-40 亿元人民币,第一年收入约 13.7 亿元,到第三年增长至约 18.5 亿元,其中第二年的增长主要由地产销售拉动,之后逐步稳定为酒店运营和租赁带来的持续性收入。
Reflection
复盘
这个项目从一个消费者洞察出发,但真正让我投入的,是把它逼成一门能融资、能落地的生意——算清楚盈亏平衡点、设计股权结构、理顺现金流。我想做的从来不只是想点子,而是把点子做成一门真正能开起来的生意。