With the rise of China's consumer culture, it has become increasingly common for households to purchase cars and houses on credit. The promotion of the "Olympic economy" has further transformed passenger cars from a production tool into an advanced form of "consumer product." According to data, in preparation for the 2008 Beijing Olympics, the Beijing municipal government invested over 4.1 billion RMB in subsidies to upgrade and operate Olympic buses. From 2003 to 2007, nearly 10,000 buses were updated ahead of schedule. Similarly, Shanghai’s preparations for the World Expo, often called the “economic Olympics,” also saw a surge in vehicle renewal efforts. This rare wave of updates has sparked enthusiasm among bus operators and manufacturers. Some claim that both buyers and sellers have benefited from this shift. However, behind the excitement, many are questioning whether these early "consumer goods" driven by the Olympics represent a sustainable business model. For manufacturers, the challenge lies in balancing the market amid the rush. In the recent list of top ten business hotspots in China by the China Business Confederation, the "Olympic economy" ranked at the top. When people think of the Olympic economy, they often imagine the massive demand from the 280 billion RMB investment in infrastructure and related projects. One key need is building a strong public transport system before and after the Games to ensure safe travel for the growing number of tourists. Beijing’s public buses, which had long been outdated and in poor condition, needed a major upgrade. With government support, the city underwent a large-scale bus renewal. New buses now feature Euro IV engines and low-floor designs, bringing Beijing’s public transport technology to the forefront of the nation. Additionally, the influx of international athletes and tourists during the Games created significant business opportunities for the tourist bus market. The International Olympic Committee confirmed the purchase of 955 tourist coaches, with companies like Beijing Shouqi Group and Beiqi Leasing stepping up their procurement efforts. While this represents a big opportunity for manufacturers, not everyone is overly excited. A marketing official from a bus company told reporters that while large orders are welcomed, the concentration of such demand may be more of an "overdraft" on the regional market. He suggested it was simply a matter of eating the cake today or tomorrow. The official also expressed concerns about future sales. After the Olympic boom, the company might see a drop in overall sales, not due to performance issues, but because of market imbalance. However, he noted that Beijing is just one part of the market, and companies can offset the loss by expanding into other regions. For operating companies, the challenge lies in managing the increased fleet post-Olympics. Normally, companies update their vehicles gradually, replacing a portion every two years. The Olympics disrupted this cycle, forcing companies to purchase new vehicles earlier than planned. While this boosted competitiveness in terms of scale and vehicle quality, it raised questions about what would happen afterward. One company official admitted that after the Games, the number of tourists might decline, but the number of buses would remain high. This could lead to underutilized vehicles. He also pointed out that the lifespan of tourist buses is around ten years, so this large-scale purchase might delay future renewals. With new models constantly emerging, companies found themselves forced to buy ahead of schedule. While the Olympics brought short-term benefits, the long-term question remains: how will companies maintain competitiveness once the event is over? As one official put it, “We want to serve the Olympics, but we don’t want to lose our competitive edge in the process.” These reflections highlight the delicate balance between seizing market opportunities and ensuring sustainable development.

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