Research on the Development of Low‑Altitude Cultural‑Tourism Consumption Scenarios, Business Models for Low‑Altitude Tourism and Public Safety Governance

Research on the Development of Low‑Altitude Cultural‑Tourism Consumption Scenarios, Business Models for Low‑Altitude Tourism and Public Safety Governance

Authors: Buckhouse Intelligent Technology (Suzhou) Co., Ltd., Buckhouse Low‑Altitude Economy Research Institute, Buckhouse Global Low‑Altitude Economy Industry Network, Buckhouse China Low‑Altitude Economy Industry Network, Buckhouse International Low‑Altitude Economy Cooperation Network, Buckhouse Low‑Altitude Manufacturing Platform, Buckhouse Low‑Altitude Flight Platform, Buckhouse Low‑Altitude Support Platform, Buckhouse Low‑Altitude Infrastructure Platform, Buckhouse Low‑Altitude Industry Supporting Platform, Buckhouse Low‑Altitude Cross‑border Integration Platform

Abstract

With the continuous advancement of China’s low‑altitude airspace management reform, the low‑altitude economy has been formally established as a national strategic emerging pillar industry. As a core component of low‑altitude consumption, low‑altitude cultural‑tourism is accelerating its evolution from high‑end niche experiences to inclusive mass consumption. This report conducts systematic research focusing on three core dimensions: development of low‑altitude cultural‑tourism consumption scenarios, construction of low‑altitude tourism business models, and establishment of a public safety governance system. It sorts out the policy evolution, market supply‑demand landscape and industrial‑chain structure of China’s low‑altitude cultural‑tourism industry. It further analyzes the development logic, implementation prerequisites and product iteration paths of diverse consumption scenarios including sightseeing tours, low‑altitude sports experiences, low‑altitude performances and events, aviation research and vacation services, as well as cross‑format shuttle services. It dissects the profit structure, cost constraints and operational pain points of prevailing business models, and compares practical experiences of typical projects at home and abroad.

Targeting risks in low‑altitude cultural‑tourism operations, including airspace risks, aircraft airworthiness risks, human‑operator risks, ground‑crowd safety risks and deficiencies in multi‑stakeholder collaborative governance, this report builds a full‑chain public safety governance framework from the perspectives of institutional norms, technical controls, operational entity responsibilities, infrastructure guarantees, emergency response and insurance‑based risk mitigation. It also analyzes practical industrial contradictions: mismatch between scenario supply and mass‑market consumption demands, emphasis on hardware over content, fragile profitability of business models, and challenges in dynamically balancing safety supervision and industrial development. Proposals covering scenario‑innovation pathways, business‑model optimization and tiered‑classified safety governance are put forward, providing theoretical references and practical insights for local governments in planning low‑altitude cultural‑tourism projects, for operators in commercial implementation, and for regulatory authorities in improving industry governance.

Keywords: low‑altitude cultural‑tourism; consumption scenarios; low‑altitude tourism; business models; public safety governance; low‑altitude airspace reform; eVTOL; general aviation

Chapter 1 Introduction

1.1 Research Background

For successive years, the national authorities have prioritized the low‑altitude economy in industrial deployment. The 2026 Government Work Report lists the low‑altitude economy as an emerging pillar industry. The Statistical Classification for the Low‑Altitude Economy and Its Core Industries (Trial) defines industrial statistical boundaries, clarifying that low‑altitude operational services cover low‑altitude cultural‑tourism consumption formats and furnishing unified standards for industrial statistics, policy implementation and project approval. The Ministry of Culture and Tourism and the Civil Aviation Administration of China have jointly issued special action plans for the integration of cultural‑tourism and civil aviation, encouraging local authorities to develop low‑altitude tourism leveraging natural landscapes, urban landmarks and historical‑cultural resources, and promoting low‑altitude flight experiences as a key driver for consumption upgrading.

From a market perspective, domestic tourism consumption continues to shift toward experiential, immersive and high‑quality offerings. Traditional ground‑based sightseeing can no longer fully satisfy differentiated demands from new‑generation consumer groups. Supported by carriers such as helicopters, light sport aircraft, paragliders, hot‑air balloons, manned eVTOLs and large‑scale drones, low‑altitude cultural‑tourism delivers three‑dimensional sightseeing perspectives, breaks spatial boundaries of conventional tourism and generates brand‑new consumption experiences. By the end of 2025, China had opened more than 500 low‑altitude tourism routes covering over 300 A‑level and above scenic spots. Annual tourist arrivals for low‑altitude tourism exceeded one million amid sustained market expansion, yet the industry remains in its early development phase.

Nevertheless, contradictions have emerged alongside rapid industrial expansion. In scenario development, numerous projects simply replicate helicopter‑sightseeing models with severe product homogenization and insufficient in‑depth cultural‑tourism content. Most offerings are limited to one‑off flight experiences without long‑term product systems. In business‑model terms, high aircraft acquisition and maintenance costs, scarcity of take‑off‑and‑landing infrastructure and lengthy airspace‑approval cycles create substantial profit‑pressure for most operators, resulting in the phenomenon of “high public attention yet poor commercial returns”. On safety governance, low‑altitude cultural‑tourism involves diverse operators including general‑aviation enterprises, cultural‑tourism groups, outdoor‑sports camps and technology firms. Aircraft types span manned civil aircraft, unmanned manned aerial vehicles, consumer‑grade and industrial‑grade drones. Operations take place in built‑up urban zones, mountain valleys, coastal waters and crowded scenic sites, bringing complex risk sources. Unauthorized flights, non‑compliant operations and inadequate emergency‑rescue capabilities pose tangible threats to public safety.

Against such a backdrop, systematic research into development logic for low‑altitude cultural‑tourism consumption scenarios, viable sustainable business models and public‑safety governance frameworks tailored for cultural‑tourism scenarios to coordinate industrial advancement and safety bottom lines carries strong practical significance.

1.2 Research Significance

Theoretically, existing domestic research largely focuses on the general‑aviation industry or eVTOL urban mobility, while systematic studies specifically targeting low‑altitude cultural‑tourism scenarios remain limited. This report clarifies conceptual boundaries for low‑altitude cultural‑tourism, categorizes consumption scenarios, analyzes underlying business‑model logic and constructs an analytical framework for public‑safety governance applicable to cultural‑tourism‑oriented low‑altitude scenarios, enriching theoretical research outcomes at the intersection of the low‑altitude economy and cultural‑tourism industries.

Practically, for local governments, this report offers references for low‑altitude cultural‑tourism industrial planning, project access, airspace planning, infrastructure layout and safety‑supervision institutional design. For operating enterprises, it sorts out implementation prerequisites, cost‑revenue characteristics and risk points of diverse scenarios, helping companies avoid blind investment and build low‑altitude cultural‑tourism products aligned with market demands. For regulatory bodies, it clarifies rights‑and‑obligation boundaries among multiple authorities and proposes tiered‑classified governance approaches to balance industrial innovation vitality and public‑safety bottom lines.

1.3 Research Scope and Concept Definition

Low‑altitude cultural‑tourism studied herein refers to the full set of commercial cultural‑tourism consumption services provided to ordinary consumers via various aircraft within airspace below 3,000 meters, including sightseeing tours, sports experiences, performances and events, research‑oriented popular science, vacation supporting services and aerial shuttles. Research objects cover commercial consumption projects such as helicopter sightseeing, manned eVTOL tours, paraglider and hot‑air‑balloon sports camps, drone‑formation light‑and‑shadow shows, aviation research programs, aerial wedding services and inter‑scenic‑spot low‑altitude shuttles. This report excludes non‑consumption‑oriented general‑aviation operations such as agricultural and forest plant protection and power‑line inspection.

Low‑altitude‑tourism business model denotes the complete commercial closed loop of low‑altitude cultural‑tourism projects, ranging from resource integration, product design, airspace application, infrastructure operation‑maintenance and aircraft operation to tourist service provision, revenue generation, cost coverage and continuous iteration.

Public‑safety governance for low‑altitude cultural‑tourism encompasses airborne flight safety, ground public safety, equipment safety, data security and emergency response. It involves multiple stakeholders including government regulatory authorities, operating enterprises, equipment manufacturers, scenic‑spot administrators, insurance institutions and tourists, covering a complete governance system consisting of laws‑and‑regulations, technical platforms, operational management, infrastructure, emergency rescue and risk transfer mechanisms.

1.4 Research Methodology

This report adopts multiple research methods. Literature research sorts out national and local policy documents on the low‑altitude economy, general aviation and cultural‑tourism industries, as well as publicly available industrial statistical reports and academic journal publications. Case analysis dismantles typical domestic low‑altitude cultural‑tourism projects of various types. Comparative analysis evaluates scenario adaptability of different aircraft carriers and regions with distinct resource endowments, and compares strengths and weaknesses of various business models. Risk‑traceability analysis identifies risk triggers across full workflows of low‑altitude cultural‑tourism and puts forward corresponding governance countermeasures.

Chapter 2 Industrial Development Environment and Industrial‑Chain Status of Low‑Altitude Cultural‑Tourism

2.1 Policy Environment

At the national level, a continuously strengthened policy chain has taken shape for top‑level design. Opinions on Promoting High‑Quality Development of Service Consumption encourages new‑form low‑altitude‑flight businesses. The Action Plan for Integrated Development of Cultural‑Tourism and Civil Aviation Industry facilitates two‑way integration between cultural‑tourism and civil aviation. The Interim Measures for Administration of Air‑Sightseeing Markets formulated by the Civil Aviation Administration of China defines basic requirements for operator qualifications, flight operations and safety management of air‑sightseeing projects. The Statistical Classification for the Low‑Altitude Economy and Its Core Industries (Trial) completes industrial‑category definition. The revised Civil Aviation Law of the People’s Republic of China adds a special chapter for low‑altitude‑economy advancement, consolidating legal foundations. The state upholds the general principle of “cargo first then passengers, segregated operations before integrated operations, suburban/rural areas first then urban areas” to guide prudent advancement of manned low‑altitude cultural‑tourism projects.

At the local level, regions rich in cultural‑tourism resources including the Yangtze River Delta, Guangdong‑Hong Kong‑Macao Greater Bay Area, Chengdu‑Chongqing region, Hainan, Yunnan and Zhejiang have issued special policies. Several cities have opened pilot low‑altitude airspace, streamlined application workflows for visual‑flight routes, constructed low‑altitude take‑off‑and‑landing points and flight camps, and promoted low‑altitude cultural‑tourism implementation via consumption subsidies and project support. Nevertheless, policy implementation rules diverge across jurisdictions. Disparities persist in airspace approval, temporary take‑off‑and‑landing‑point filing and project‑access standards, resulting in high coordination costs for cross‑regional low‑altitude cultural‑tourism routes.

2.2 Market Environment

On the consumption side, China boasts a huge tourism market with sustained release of demand for mid‑to‑high‑end experiential consumption. Low‑altitude cultural‑tourism possesses a large potential consumer base, yet pronounced price stratification prevails: high‑end products carry substantial price barriers while inclusive mass‑market offerings remain insufficient. Core consumer demands for low‑altitude cultural‑tourism center on unique sightseeing experiences, while safety perceptions directly shape consumption willingness and repeat‑purchase intentions.

On the supply side, participating stakeholders are increasingly diversified. Traditional general‑aviation enterprises excel in aircraft operation and pilot teams yet lack capabilities in cultural‑tourism content planning. Cultural‑tourism groups control scenic‑spot resources and customer traffic but lack professional aviation‑operation expertise. Technology enterprises bring technical capabilities in eVTOLs and digital flight‑management platforms to offset equipment and technical shortcomings, yet possess limited cultural‑tourism operational experience. Flight‑camp operators specialize in outdoor‑sports‑oriented low‑altitude experiences. Cross‑border integration has become industry norm, yet compound‑talent shortages stand out: practitioners proficient in both safe aviation operations and cultural‑tourism product development remain scarce and constrain in‑depth scenario development.

In terms of market statistics, per multi‑source industrial monitoring data, China’s low‑altitude‑tourism market reached RMB 12.86 billion in 2025, representing a year‑on‑year growth of 19.3%, outpacing average growth rates of the domestic tourism sector. The Yangtze River Delta, Guangdong‑Hong Kong‑Macao Greater Bay Area and Chengdu‑Chongqing metropolitan clusters together contribute 63.8% of national low‑altitude cultural‑tourism revenue and constitute core industrial highlands. Institutions forecast that the domestic low‑altitude cultural‑tourism market may exceed RMB 200 billion by 2030, implying broad growth potential, though the industry remains in its incubation phase with limited large‑scale profitable projects.

2.3 Complete Industrial‑Chain Structure of Low‑Altitude Cultural‑Tourism

The low‑altitude cultural‑tourism industrial chain consists of upstream manufacturing, mid‑stream operation‑services and downstream consumption‑scenario segments, supported by auxiliary links including infrastructure, regulatory services, insurance‑finance and cultural‑tourism‑content development.

Upstream low‑altitude manufacturing covers helicopters, light‑sport aircraft, hot‑air‑balloon and paraglider equipment, manned eVTOL complete units, as well as core components such as flight‑control systems, power batteries and navigation‑communication modules, corresponding to business scope of the Buckhouse Low‑Altitude Manufacturing Platform. The upstream segment determines equipment procurement costs, maintenance expenses and airworthiness‑safety levels, forming the cost foundation for the whole industry.

Mid‑stream low‑altitude operations include aircraft operation‑maintenance, flight‑personnel services, airspace‑application scheduling, digital flight‑management platforms, cultural‑tourism‑product planning, online‑offline customer‑acquisition channels, and camp‑and‑vertiport operations, corresponding to the Buckhouse Low‑Altitude Flight Platform and Buckhouse Low‑Altitude Support Platform. Serving as the core link connecting equipment and end consumers, this segment bears major cost pressures for most current projects.

Downstream consumption‑scenario segments deliver diversified low‑altitude cultural‑tourism offerings to end‑users, connecting scenic spots and resort platforms to realize sightseeing, sports, research‑education and performance‑oriented consumption scenarios, corresponding to the Buckhouse Low‑Altitude Cross‑border Integration Platform.

Supporting segments: low‑altitude infrastructure including vertiports, flight camps, communication‑navigation and meteorological monitoring stations falls under the Buckhouse Low‑Altitude Infrastructure Platform. Industrial supporting services encompass insurance, talent training, legal services and marketing promotion under the Buckhouse Low‑Altitude Industry Supporting Platform. Industrial research and information exchange are undertaken by the Buckhouse Global Low‑Altitude Economy Industry Network, Buckhouse China Low‑Altitude Economy Industry Network and Buckhouse International Low‑Altitude Economy Cooperation Network. Full‑chain research and analysis are output by the Buckhouse Low‑Altitude Economy Research Institute.

Each industrial‑chain link is highly coupled. Deficiencies in any segment will propagate to end‑user projects. For instance, insufficient infrastructure impedes large‑scale scenario implementation even with mature equipment; lapses in operational safety management directly trigger public‑safety hazards.

Chapter 3 Research on Development of Low‑Altitude Cultural‑Tourism Consumption Scenarios

Developing low‑altitude cultural‑tourism consumption scenarios is far more than simply combining “aircraft plus scenic spots”. It requires complete workflows including resource assessment, scenario positioning, product‑matrix design, spatial planning, supporting‑facility construction, compliance‑oriented implementation and continuous iteration, based on regional resource endowments, airspace conditions, infrastructure and consumer profiles. According to consumption attributes, mainstream domestic low‑altitude cultural‑tourism consumption scenarios are classified into five categories, whose development essentials, implementation prerequisites, typical forms and pain points are analyzed respectively.

3.1 Low‑Altitude Sightseeing Scenarios

As the most prevalent low‑altitude cultural‑tourism scenario, low‑altitude sightseeing leverages aircraft for panoramic over‑the‑air views of natural landscapes, urban landmarks and historical‑cultural relics. Carriers include helicopters, light fixed‑wing aircraft, manned eVTOLs and hot‑air balloons. Sub‑categories cover mountain‑scenic‑spot sightseeing, coastal‑island sightseeing, urban‑landmark sightseeing and historical‑relic sightseeing.

Core development logic: Core selling points derive from panoramic visual experiences unavailable from ground‑level perspectives, premised on premium landscape resources, compliant accessible airspace and nearby vertiports. Product design should establish tiered product matrices: short‑duration experiential offerings for first‑time visitors, long‑route in‑depth tours for high‑spending consumers, and themed routes integrated with local culture, such as aerial Buddhist‑worship routes for mountain resorts and aerial historical‑heritage viewing routes for ancient cultural cities.

Typical practices: Helicopter tours over Jade Dragon Snow Mountain and the ancient city in Lijiang; aerial Buddhist‑worship sightseeing in Jiuhua Mountain; eVTOL urban low‑altitude‑sightseeing projects at Luogang Park in Hefei; coastal low‑altitude island‑circling tours in Hainan.

Development pain points: Scarce usable airspace surrounding premium scenic spots; difficulties in vertiport site selection coupled with high land costs; rampant product homogenization, where flight services lack cultural‑tourism content and leave limited memorable impressions on tourists; high flight‑cancellation rates caused by volatile meteorological conditions in peak seasons, undermining tourist satisfaction.

Implementation essentials for development: Phase one conducts resource evaluation assessing landscape value, airspace accessibility, surrounding‑land conditions and multi‑year meteorological statistics. Phase two completes vertiport planning, prioritizing existing general‑aviation airports and renovating idle sites for small‑scale vertiports while enforcing safety‑isolation distances for vertiports in densely‑populated zones. Phase three designs flight routes avoiding ultra‑high‑density urban areas and airport restricted zones, with multiple differentiated routes formulated. Phase four packages products by combining flight experiences with on‑site cultural narration, photography services and cultural‑creative merchandise. Phase five establishes reservation, rescheduling‑cancellation and meteorological‑early‑warning service systems to mitigate tourist‑complaint risks.

3.2 Low‑Altitude Sports‑Experience Scenarios

Centered on aviation outdoor sports, this scenario mainly adopts paragliders, powered paragliders, hot‑air balloons and high‑altitude skydiving; some projects introduce light‑sport‑aircraft introductory flights. Deployed primarily in mountain‑based and coastal flight camps, target consumers comprise young demographics and outdoor‑sports enthusiasts.

Core development logic: Emphasizing athleticism and thrill with wide price‑band variability. Scenarios are heavily constrained by terrain and meteorology, imposing stringent requirements on coaches, equipment maintenance and on‑site safety management. Beyond one‑off experiences, products can include training courses and certification systems to cultivate repeat‑use customers.

Typical practices: Dadoushan Flight Camp in Wuyi, Zhejiang; high‑altitude skydiving programs in Sanya.

Development pain points: Severe meteorological constraints: flights are suspended amid strong winds, rainfall or severe convective weather; high land‑control requirements for camp surroundings; significant physical‑condition disparities among consumers necessitating thorough risk notification; shortages of qualified coaches.

Development essentials: Strict site selection avoiding routes above densely‑populated villages and towns; rigorous meteorological‑threshold circuit‑breaker mechanisms; regular equipment‑maintenance regimes; implementation of tourist physical‑condition screening, risk notification and full insurance coverage; construction of ground waiting zones and safety‑isolation zones to bar unauthorized personnel from flight‑hazard areas.

3.3 Low‑Altitude Performance, Event and Festival Scenarios

Main forms include drone‑formation light‑and‑shadow shows, low‑altitude aviation carnivals, drone‑racing tournaments and aviation‑themed festivals. Dominated by drone clusters rather than manned aircraft, such activities can operate on a regular basis or serve as supporting components for large‑scale urban events.

Core development logic: Constituting vital components of urban night‑economy and cultural‑tourism festivals with ornamental value and communication potential. Multiple revenue streams are available including government procurement, commercial sponsorship and ticket sales. Deployed in alignment with local festivals and cultural‑tourism promotion milestones, they can build urban cultural‑tourism calling cards.

Typical practices: Regular drone light‑and‑shadow performances in Chongqing; drone‑racing tournaments in Shenzhen.

Development pain points: High public‑safety risks since events are frequently held above crowded urban zones; large‑scale drone formations demand stringent airspace approval, geofencing and anti‑interference capabilities; high single‑event costs render pure market‑oriented ticketing profitability challenging without sponsorship or government procurement.

Development essentials: Strictly demarcate performance airspace and maintain safe distances from crowd‑gathering zones; deploy geofencing and anti‑UAV detection‑countermeasure equipment; implement full‑scale pre‑performance equipment inspections; formulate emergency‑response protocols for aircraft loss‑of‑control; conduct multi‑authority joint assessment for large‑scale events.

3.4 Integrated Aviation‑Research‑Education and Low‑Altitude Vacation Scenarios

Combining low‑altitude‑flight experiences with aviation popular‑science education for family and youth research‑education markets at flight camps and general‑aviation bases. Offerings include flight observation, simulated‑flight sessions and aviation‑knowledge classes paired with short‑duration introductory flights. Integrated with resort destinations, “accommodation plus low‑altitude experience plus popular‑science” all‑in‑one vacation packages position low‑altitude programs as resort supporting formats rather than standalone profit‑generating units.

Core development logic: Not prioritizing universal in‑air flight participation; balancing popular‑science educational value to attract family customers, extend tourist stays and drive secondary consumption in catering and accommodation.

Typical practices: Qicai Danxia General‑Aviation Research‑Education Base integrates geological popular‑science and aviation experiences to build compound research‑education routes.

Development pain points: Research‑education products risk superficiality without systematic curricula; large group sizes for research‑education tours impose heavy ground‑crowd‑management pressure; physical hard isolation between flight‑operation zones and research‑education visiting zones is mandatory to prevent unauthorized personnel entering hazardous operational areas.

Development essentials: Physically segregate visiting zones and flight‑operation zones; develop standardized aviation‑research‑education curricula; assign dedicated research‑education instructors; impose strict restrictions on student proximity to aircraft and enforce personnel‑safety management protocols.

3.5 Low‑Altitude Cultural‑Tourism Micro‑Shuttle Scenarios

Adopting eVTOLs or general‑aviation aircraft for short‑distance aerial transfers among geographically dispersed tourist sites within tourism clusters, alleviating time‑consuming ground‑transport bottlenecks. “Ground‑based sightseeing plus aerial transfer” enhances overall tourist experiences.

Core development logic: Positioning flight as a tourism‑transportation modality instead of pure sightseeing, improving operational efficiency for large‑scale resort complexes and archipelago tourist destinations.

Development pain points: Difficulties in cross‑scenic‑spot airspace coordination; requirement for multi‑site vertiport deployment; pronounced passenger‑flow tidal fluctuations: heavy operational pressure during holidays while insufficient patronage in off‑peak seasons.

Development essentials: Prioritize pilot implementation in remote large‑scale resort zones; deploy unified dispatching across multiple vertiports; balance capacity allocation for peak and off‑peak periods; improve ground‑transfer supporting facilities.

3.6 Common Constraints for Scenario Development

First, airspace constraints. Compliant airspace resources constitute the prerequisite for all low‑altitude cultural‑tourism projects. No scenario can achieve commercialized implementation without approved airspace. Full assessment of airspace‑acquisition difficulty is required to avoid idle investment stemming from project planning preceding airspace clearance.

Second, infrastructure constraints. Vertiports, flight camps, meteorological monitoring and communication‑navigation systems represent hard prerequisites. Many regions possess conceptual plans without practically constructed sites, hindering scenario roll‑out.

Third, resource‑market matching constraints. Not all cities are suited for all low‑altitude cultural‑tourism scenarios. Central cities adapt to urban performances and urban sightseeing; mountainous regions suit paragliding and mountain sightseeing; island regions fit coastal sightseeing and shuttle services. Local‑condition‑oriented development must be adopted to prevent blind project launches.

Fourth, safety constraints. Public safety must be prioritized in scenario planning. Projects operating in densely‑populated zones shall comply with elevated safety standards instead of retrofitting safety measures post‑construction.

Chapter 4 In‑Depth Analysis of Low‑Altitude‑Tourism Business Models

The core contradiction inherent to low‑altitude cultural‑tourism business models lies in high fixed costs covering aircraft acquisition, maintenance, personnel remuneration, airspace coordination and site leasing, alongside consumer‑side price sensitivity and volatile passenger‑flow fluctuations. Relying solely on flight‑ticket revenue, numerous projects struggle to attain positive cash flow. This chapter dissects prevailing business models, analyzing revenue sources, cost structures, strengths‑weaknesses and practical challenges, and puts forward business‑model optimization pathways.

4.1 Direct‑Charging Model Centered on Single‑Item Ticket Sales

Model description: Core revenue derives from end‑users purchasing flight‑experience tickets, e.g. helicopter sightseeing tickets sold per flight duration or route tier, single‑session paragliding‑experience fees. Revenues originate almost exclusively from consumer ticket purchases.

Cost structure: Aircraft depreciation, maintenance‑and‑repair expenditures, pilot‑coach remuneration, vertiport‑site rent, airspace‑application costs, marketing‑promotion expenses and insurance premiums.

Strengths: Simple and clear logic with short transaction chains.

Weaknesses: Heavy reliance on passenger volume; severely impacted by seasonal and meteorological factors, with zero revenue under adverse weather; rigid fixed‑cost burdens generating losses amid low patronage; low repeat‑purchase rates given predominantly one‑off‑experience consumers. Many early domestic low‑altitude‑tourism projects adopted this model and confronted profitability difficulties.

Typical case: Multiple helicopter‑sightseeing projects operated under pure ticketing‑oriented frameworks.

4.2 Composite‑Product Model of “Ticket Sales plus Value‑Added Services”

Model description: Building upon base‑flight‑ticket offerings, value‑added services are layered to lift per‑customer value. Value‑added offerings include aerial photography‑videography, themed customized flights (aerial weddings, anniversary flights), membership packages, flight‑training courses, research‑education curricula and cultural‑creative merchandise. Multi‑tiered revenue structures are constructed combining basic‑experience products and high‑margin value‑added offerings.

Strengths: Diversified revenue streams and enhanced per‑customer revenue; training and membership‑oriented businesses cultivate repeat‑use clients.

Weaknesses: High requirements for comprehensive team capabilities, demanding not only aviation‑operation expertise but also product‑planning, photography‑service and teaching competencies.

Typical case: Skydiving programs offering high‑definition video recording and commemorative merchandise as add‑ons to base skydiving packages, alongside skydiving‑training courses.

4.3 “Low‑Altitude plus Cultural‑Tourism Real Estate / Resort Supporting” Model

Model description: Low‑altitude projects are not standalone profit‑generating entities but supporting formats for resorts and cultural‑tourism complexes. They boost brand appeal, driving real‑estate sales, hotel accommodation and catering consumption. Main returns stem from overall resort‑complex consumption, while low‑altitude‑flight operations may tolerate marginal profits or even losses.

Strengths: Inherent resort‑generated customer traffic mitigates customer‑acquisition challenges; land‑and‑site costs can be apportioned within overall resort planning.

Weaknesses: Heavy dependence upon real‑estate and resort‑development timelines and limited independent replicability; risks arise from over‑emphasis on real‑estate promotion while neglecting low‑altitude‑operation safety management.

4.4 Government Procurement plus Commercial Sponsorship Model

Model description: Primarily applicable to drone‑performance events and aviation carnivals. Two revenue streams: procurement contracts from local cultural‑tourism authorities for city‑promotion festivals, and corporate commercial sponsorship‑brand advertising; limited supplementary ticket‑sale revenue.

Strengths: Relatively stable cash flow not fully dependent upon individual‑consumer ticket sales.

Weaknesses: Weak independent market‑oriented profitability; heavy reliance on government budgets and commercial clients; market volatility directly threatens project sustainability.

4.5 Industrial‑Cluster Comprehensive‑Operation Model

Model description: Construct low‑altitude cultural‑tourism industrial bases or flight camps delivering not only end‑user flight experiences but also outward‑facing B2B services: aircraft custody, pilot training, agency‑based airspace‑application services, site leasing, commercial‑shooting contracting and event‑tournament hosting. Research‑education bases receive group orders. B2B and B2C cultural‑tourism‑consumption businesses operate in parallel.

Strengths: Diversified revenue streams; B2B business mitigates fixed‑cost burdens in off‑peak seasons and smooths operational volatility caused by passenger‑flow fluctuations.

Weaknesses: Extended business chains requiring concurrent B2B‑B2C operation, high management complexity and stringent corporate‑comprehensive‑strength prerequisites.

4.6 Prevailing Common Pain Points of Current Business Models

First, persistently high cost‑side pressures. Helicopter acquisition‑maintenance costs remain steep; current‑generation eVTOL unit‑procurement costs stay elevated; high compensation for specialized flight personnel; substantial vertiport‑site construction‑rental expenses; significant time‑human‑resource costs incurred for airspace coordination.

Second, visible revenue ceilings. Mass‑market consumers possess limited price‑bearing capacity: excessive ticket prices narrow target audiences, while price reductions fail to cover costs. Most ordinary consumers treat low‑altitude flight as a one‑off experience, yielding low natural repeat‑purchase rates.

Third, product homogenization. Many projects replicate flight carriers without local‑cultural‑tourism content differentiation, triggering price competition.

Fourth, weak risk‑resistance capacity. Meteorological, policy and airspace changes directly impact operations; flights halt under bad weather, resulting in zero revenue.

4.7 Business‑Model Optimization Pathways

First, build tiered‑product matrices balancing inclusive experiences and high‑end customization. Develop short‑duration low‑threshold inclusive offerings to expand audience reach, alongside mid‑to‑high‑end customized products for high gross margins, balancing traffic generation and profit‑making.

Second, promote in‑depth format integration beyond standalone flight logic. Deeply integrate low‑altitude flight with local culture, research‑education, outdoor sports and vacation consumption, positioning flight as one component of broader cultural‑tourism products to drive secondary consumption in catering, accommodation and cultural‑creative merchandise and broaden revenue sources.

Third, pursue dual B2B‑B2C deployment. Beyond individual‑consumer business, expand group‑oriented research‑education, corporate team‑building, commercial‑event and tournament‑service orders to offset off‑peak‑season passenger‑flow shortfalls.

Fourth, realize cost reduction through technological iteration. Long‑term decreases in aircraft procurement‑operation‑maintenance costs are foreseeable with scaled eVTOL mass‑production and battery‑technology advancement. Meanwhile, digital platforms optimize scheduling and route dispatching to improve aircraft utilization rates and dilute unit‑cost burdens.

Fifth, innovate cooperation mechanisms for shared‑cost allocation. Operators, scenic‑spot platforms and local governments cooperate to rationally distribute investment in infrastructure construction and reduce single‑enterprise investment pressure. Explore low‑altitude‑cultural‑tourism‑oriented specialized financial products matching long‑cycle project‑investment characteristics.

Sixth, establish risk‑hedging mechanisms and optimize insurance configuration to mitigate operational risks stemming from accidents and flight suspensions.

Chapter 5 Risk Identification and Construction of Public‑Safety Governance System for Low‑Altitude Cultural‑Tourism

Safety constitutes the bottom‑line prerequisite for survival and development of the low‑altitude cultural‑tourism industry. Low‑altitude cultural‑tourism operates in complex environments with diverse aircraft types, serving large numbers of non‑professional ordinary tourists, often above crowded scenic‑spot ground zones. Risk chains span equipment manufacturing, airworthiness‑maintenance, airspace utilization, personnel qualifications, on‑site operations, meteorological environments and emergency rescue. Safety incidents would cause personal‑property losses and undermine policy environments and market confidence for the whole industry. This chapter identifies core risks before constructing a complete public‑safety governance system.

5.1 Identification of Major Risk Sources for Low‑Altitude Cultural‑Tourism

5.1.1 Aircraft and Equipment Risks

Mechanical failures of manned aircraft; malfunctions in eVTOL power‑systems and flight‑control systems; aging‑and‑damage of paraglider and hot‑air‑balloon equipment; absent or non‑standard equipment‑maintenance workflows; operation of aircraft without valid airworthiness qualifications for cultural‑tourism commercial use; incompatibility of autonomous collision‑avoidance protocols across manufacturers’ unmanned aircraft, generating mid‑air‑collision hazards in mixed‑flight scenarios.

5.1.2 Human‑Factor Risks

Unqualified flight‑personnel‑coach credentials, fatigue‑induced operations and rule‑breaking maneuvers; tourists violating safety protocols through improper conduct; under‑staffed corporate safety‑management teams and superficial safety‑training implementation. Human factors represent important triggers for low‑altitude accidents.

5.1.3 Airspace and Operational‑Environment Risks

Unauthorized flights conducting cultural‑tourism flight activities without approval; irrational route planning over extremely‑high‑density‑populated zones; mid‑air‑traffic‑conflict risks amid mixed‑flight of multiple aircraft types; meteorological hazards including strong winds, severe convection and low visibility with delayed meteorological‑early‑warning alerts; electromagnetic interference disrupting navigation‑communication for drones and eVTOLs.

5.1.4 Ground‑Oriented Public‑Safety Risks

Inappropriately‑sited vertiports with insufficient distances from crowds; absence of physical barriers allowing tourists or unauthorized personnel to enter vertiport‑hazard zones; inadequate assessment of buildings‑obstacles surrounding vertiports; secondary safety incidents amid mass tourist gatherings in waiting areas.

5.1.5 Governance and Emergency‑System Risks

Low‑altitude cultural‑tourism involves civil‑aviation, cultural‑tourism, public‑security and emergency‑management authorities, with ambiguous rights‑and‑obligation boundaries for partial scenarios. Some operators prioritize business‑expansion over safety‑investment; incomplete emergency‑response plans; distant emergency‑rescue resources relative to scenic spots causing slow post‑accident responses; inadequate insurance coverage and imperfect risk‑transfer mechanisms.

5.2 Tiered‑Classified Differentiated Governance Approaches

Risk levels vary drastically among low‑altitude cultural‑tourism scenarios, precluding one‑size‑fits‑all supervision. Tiered‑classified governance shall be implemented according to risk severity.
Category A High‑Risk Scenarios: Manned‑aircraft sightseeing flights over densely‑populated urban zones and popular scenic spots; manned‑aircraft flights over heavily‑populated areas. Highest‑level supervision applies: rigorous review of operating qualifications, aircraft airworthiness and pilot credentials; reinforced safety isolation for vertiports; intensified safety‑inspection frequencies; mandatory meteorological‑circuit‑breaker mechanisms; on‑site emergency‑response duty requirements.
Category B Medium‑Risk Scenarios: Manned sightseeing in mountainous‑suburban scenic spots, paraglider‑sports camps without massive ground‑crowd gatherings. Enforce complete operational specifications, regular safety inspections and adequate site isolation.
Category C Low‑Risk Scenarios: Suburban drone performances, unmanned‑aviation popular‑science observation without manned flight. Enforce airspace approval and equipment‑control protocols alongside crowd isolation, lowering compliance costs to unlock innovation vitality.

5.3 Framework for Full‑Chain Public‑Safety Governance System

5.3.1 Institutional and Access‑Control Dimensions

Refine scenario‑specific laws‑and‑standards, detailing operational rules for low‑altitude cultural‑tourism and differentiating access prerequisites, vertiport‑filing requirements, personnel qualifications and operational restrictions for manned versus unmanned formats. Strictly enforce project access: all commercial low‑altitude cultural‑tourism projects must obtain airspace approval and operating qualifications, and unauthorized flights shall be severely penalized. Establish multi‑authority coordination mechanisms, clarifying rights‑and‑obligation lists for civil‑aviation, cultural‑tourism, public‑security and emergency‑management authorities in low‑altitude cultural‑tourism projects, and implement joint‑review and joint‑law‑enforcement mechanisms to resolve multi‑agency‑management ambiguities. Build corporate‑safety‑credit archives applying credit‑restraint measures against operators with rule‑violation records or safety hazards.

5.3.2 Implementation of Operating‑Enterprise Primary‑Safety‑Responsibility

Enforce enterprises’ primary safety obligations. Enterprises shall establish complete safety‑management systems: full‑lifecycle aircraft‑maintenance‑repair regimes; flight‑personnel‑qualification and fatigue‑control systems; closed‑loop pre‑flight, in‑flight and post‑flight inspection workflows; meteorological‑condition‑threshold circuit‑breaker mechanisms mandating flight suspension under hazardous meteorological conditions; tourist management including physical‑condition screening, safety notification and safety training; vertiport‑site safety management with hard physical barriers barring unauthorized personnel from hazardous operational zones. Enterprises shall deploy sufficient full‑time safety‑management personnel without cutting safety‑related investment.

5.3.3 Technical‑Measure Governance

Deploy low‑altitude digital‑supervision platforms aggregating flight plans, aircraft positioning and meteorological data to realize route‑monitoring and boundary‑violation alerts; promote geofencing technologies restricting aircraft entry into no‑fly zones; strengthen drone‑detection‑countermeasure capabilities in key regions to guard against unlawful interference; deploy high‑precision meteorological‑monitoring stations for short‑term imminent meteorological early‑warning covering flight zones; advance data interoperability among aircraft from different manufacturers to resolve autonomous‑avoidance challenges under mixed‑flight conditions and mitigate mid‑air‑collision risks.

5.3.4 Infrastructure‑Safety Governance

Conduct safety assessments during vertiport‑and‑flight‑camp planning phases. Vertiports in densely‑populated zones shall maintain strict safety‑isolation distances and avoid high‑rise‑building‑obstacle zones; complete supporting facilities for on‑site fire‑fighting and emergency medical aid; temporary vertiports shall complete compliance filing, prohibiting ad‑hoc temporary‑vertiport deployment for manned cultural‑tourism‑flight operations.

5.3.5 Emergency‑Rescue‑System Construction

Formulate special emergency‑response plans for low‑altitude cultural‑tourism covering aircraft forced landings, equipment failures, personnel injuries and extreme‑weather scenarios. Operating enterprises shall conduct regular practical emergency drills. Promote deployment of emergency‑rescue resources adjacent to high‑volume low‑altitude cultural‑tourism sites to shorten response times. Establish multi‑authority emergency‑linkage mechanisms enabling rapid post‑incident disposal.

5.3.6 Risk Sharing: Insurance‑Guarantee System

Mandate sufficient special‑purpose insurance coverage for low‑altitude cultural‑tourism projects, covering aircraft property losses, tourist bodily‑injury liabilities and third‑party public‑liability insurance. Encourage insurance institutions to develop customized insurance products adapted to diverse low‑altitude cultural‑tourism formats, applying differentiated premium rates tied to corporate safety‑management performance and leveraging market mechanisms to drive improvements in enterprise safety‑management standards.

5.3.7 Tourist‑Safety Popular‑Science Education

Operators shall deliver safety reminders for tourists; disseminate low‑altitude‑cultural‑tourism safety knowledge to the public, guiding consumers to identify compliant projects and reject unauthorized‑flight services, enhancing public‑safety awareness.

Chapter 6 Core Industrial Contradictions and Development Countermeasure Proposals

6.1 Summary of Current Core Industrial Contradictions

First, consumption‑scenario supply contradictions: Abundant hardware‑oriented aircraft projects contrasted with insufficient in‑depth cultural‑tourism‑content supply and pervasive homogenization; inadequate inclusive mass‑market products alongside high‑barrier high‑end offerings resulting in supply‑demand mismatches; blind project launches in regions lacking airspace‑infrastructure foundations in some jurisdictions causing investment waste.

Second, business‑model contradictions: High fixed costs render pure ticket‑revenue profitability elusive for most projects; imbalanced industrial‑chain value distribution transfers manufacturing‑side cost burdens to operators, squeezing corporate profit margins.

Third, safety‑versus‑development contradictions: Rapid low‑altitude cultural‑tourism innovation requires continuous adaptation of regulatory frameworks to emerging formats; some enterprises prioritize revenue over safety; multi‑authority collaborative‑governance mechanisms await further refinement.

Fourth, factor‑guarantee contradictions: Insufficient supply of low‑altitude‑cultural‑tourism‑oriented vertiports and flight camps; airspace‑resource supply‑demand imbalances; notable talent shortages for compound‑professionals integrating aviation and cultural‑tourism expertise.

6.2 Countermeasure Proposals

6.2.1 Low‑Altitude Cultural‑Tourism Consumption‑Scenario Development

First, adhere to local‑condition‑oriented development and prevent herd‑mentality project launches. Prior to planning, local governments shall comprehensively evaluate airspace, meteorology, landscape‑resource and land‑conditions, avoiding large‑scale low‑altitude cultural‑tourism promotion in regions lacking foundational prerequisites. Prioritize demonstration‑project construction in regions with prominent resource endowments before phased replication of accumulated experience.

Second, strengthen content‑empowerment and avoid “over‑emphasis on aircraft while neglecting cultural‑tourism”. Promote deep integration of low‑altitude operations with local history‑culture, natural‑science popularization and outdoor sports. Beyond simple flight services, build locally‑distinctive product matrices developing multi‑tiered offerings balancing inclusive mass‑market experiences and high‑end customized demands.

Third, scientifically plan infrastructure. Revitalize existing general‑aviation airports and idle sites to renovate low‑altitude vertiports and flight camps, optimize land‑utilization efficiency and lower new‑project costs. Incorporate low‑altitude cultural‑tourism infrastructure into local over‑all cultural‑tourism‑transportation planning.

Fourth, encourage diversified‑scenario innovation. Beyond traditional sightseeing, steadily develop low‑altitude research‑education, aviation events and resort‑supporting low‑altitude formats to enrich product supply.

6.2.2 Business‑Model Optimization

First, guide enterprises toward rational investment with thorough cost‑benefit‑model assessment to prevent blind heavy‑asset investment. Encourage diverse cooperation models where governments, scenic‑spot operators and operating enterprises reasonably share infrastructure‑construction investment burdens.

Second, advance coordinated B2B‑B2C business development, expanding group‑oriented research‑education, corporate‑service and event‑tournament‑related revenue streams to smooth passenger‑flow‑tide‑driven operational pressure.

Third, pursue cost‑reduction‑efficiency‑gains driven by technological progress. Leverage scaled eVTOL industrial development to gradually reduce equipment‑procurement‑maintenance costs; deploy digital dispatching systems to improve aircraft utilization efficiency.

Fourth, promote industrial‑chain collaboration. Deepen cooperation among manufacturers, operators and cultural‑tourism platforms to explore business‑model innovation and optimize industrial‑chain value allocation.

6.2.3 Public‑Safety Governance

First, uphold the safety‑first principle and implement tiered‑classified supervision applying differentiated access‑and‑supervision standards for scenarios of varying risk levels, both safeguarding public‑safety bottom lines and avoiding excessive regulation suppressing legitimate innovation.

Second, enforce corporate primary‑safety responsibilities, strengthen safety‑supervision inspections and severely crack down on unauthorized‑flight commercial operations; improve regular multi‑authority joint‑supervision mechanisms clarifying rights‑and‑obligation boundaries.

Third, enhance technical‑governance foundations. Promote construction of low‑altitude digital‑supervision platforms, and strengthen technical capabilities including meteorological monitoring, geofencing and collision‑alerting to remedy technical‑supervision deficiencies.

Fourth, perfect emergency‑rescue and insurance‑risk‑transfer dual systems to boost incident‑disposal capabilities and improve risk‑transfer mechanisms.

6.2.4 Industrial‑Factor Guarantee

Strengthen compound‑talent cultivation: encourage universities to launch interdisciplinary curricula integrating aviation and cultural‑tourism and carry out industry‑oriented vocational training; refine refined low‑altitude‑airspace management and optimize visual‑flight‑route approval workflows; improve standard‑system construction for low‑altitude cultural‑tourism.

Chapter 7 Conclusion and Outlook

As an emerging track generated through integration between the low‑altitude economy and cultural‑tourism consumption, low‑altitude cultural‑tourism boasts enormous market potential. It expands boundaries of tourism consumption, delivers novel immersive‑consumption experiences and drives upgrading of regional cultural‑tourism industries. Nevertheless, the industry remains in its incubation phase, jointly confronted with realistic challenges including scenario homogenization, business‑model profitability difficulties, public‑safety risks and infrastructure‑talent deficiencies.

Developing low‑altitude cultural‑tourism consumption scenarios goes far beyond aircraft deployment. It must be premised on compliant airspace and infrastructure rooted in local resource endowments, tap into local cultural‑tourism connotations, construct multi‑tiered product matrices and realize two‑way integration between aviation technologies and cultural‑tourism content. Concerning low‑altitude‑tourism business models, standalone ticket‑sales models feature inherent limitations. Diversified‑revenue structures, coordinated B2B‑B2C operations and multi‑format integration constitute vital pathways enhancing project sustainability. Public‑safety governance represents an insurmountable bottom line for industrial development. A complete system covering “laws‑and‑regulations plus corporate primary‑safety responsibilities plus digital‑technical governance plus infrastructure guarantees plus emergency rescue plus insurance‑based risk mitigation” shall be established, implementing tiered‑classified governance to balance industrial innovative‑development and public‑safety bottom lines.

Looking ahead, alongside continuous advancement of low‑altitude‑airspace reform, iterative upgrades of eVTOL and other novel‑aircraft technologies and improving infrastructure, low‑altitude cultural‑tourism is expected to gradually evolve from niche experiences toward more inclusive mass‑market consumption. Industry stakeholders shall adhere to safety‑first principles, rationally promote scenario implementation, continuously innovate products and business models, and advance high‑quality sustainable development of the low‑altitude cultural‑tourism industry.

Data Sources

[1] National Development and Reform Commission. Statistical Classification for the Low‑Altitude Economy and Its Core Industries (Trial), December 2025
[2] Civil Aviation Administration of China. Interim Measures for Administration of Air‑Sightseeing Markets
[3] Ministry of Culture and Tourism, Civil Aviation Administration of China. Action Plan for Integrated Development of Cultural‑Tourism and Civil Aviation Industry
[4] Public statistical‑monitoring data on low‑altitude economy from National Bureau of Statistics and National Development and Reform Commission
[5] Qianzhan Industry Research Institute. 2026 China Low‑Altitude Cultural‑Tourism Industry Development Report
[6] Three Leather Pigeon Reports. 2026 Low‑Altitude‑Tourism Track Research and Analysis
[7] Industrial‑monitoring data from General Aviation Branch of China Air Transport Association
[8] Field‑investigation database for domestic low‑altitude cultural‑tourism projects, Buckhouse Low‑Altitude Economy Research Institute, 2025‑2026
[9] Compilation of publicly‑released local‑government policy documents on low‑altitude economy and cultural‑tourism
[10] Civil Aviation Law of the People’s Republic of China (Revised 2026)

Disclaimer

This report is jointly compiled by Buckhouse Intelligent Technology (Suzhou) Co., Ltd., Buckhouse Low‑Altitude Economy Research Institute and associated platforms. All contents are for industrial academic research and reference purposes only, and shall not serve as direct grounds for project investment, commercial operation or policy‑making decisions. Cited public statistical data derive from publicly‑available industrial reports and government‑released documents. Partial market forecasts are deduced based on prevailing industrial conditions and are subject to uncertainties arising from policy shifts, technological iteration and market‑environment changes. Cases, enterprises and projects mentioned herein are for objective research‑analysis only and do not constitute commercial endorsement for relevant entities. Any risks arising from investment, project construction or business activities conducted by institutions or individuals based on contents of this report shall be borne solely by executing parties. Compiling entities shall bear no legal liabilities for consequences of such decisions. Without written permission from compiling entities, full‑text or partial content of this report shall not be subject to commercial tampering or false publicity. Source citation shall be complete when referencing content from this report........................................