The reform of stadium management mode can refer to the mode and method of state-owned enterprise reform. 1. Change ideas and straighten out relationships. (1) The government should break the shackles of traditional ideas and set up a new concept of assets: first, stadiums are part of state-owned assets, and the government is the owner of these assets, with the right to income, possession and control; Secondly, the sports department, as the agent operator of state-owned assets in stadiums, is not the best choice, nor the only choice; Third, there are problems of idle assets or loss of assets in stadiums and gymnasiums, and the government should bear the operational risks while taking the main responsibility; Fourth, the separation of stadiums and gymnasiums from the sports department will not affect their functions, nor will it affect the smooth implementation of the Olympic glory plan and the national fitness plan. (2) Sports departments at all levels should change their ideas: First, they should recognize the nature of state-owned assets in stadiums and return the ownership to the government; Second, stadiums and gymnasiums are not their own subordinate institutions, nor their own logistics service departments, nor are they a piece of "fat meat". Breaking away from the direct management relationship with sports venues is equivalent to throwing away a heavy burden; Third, the insufficient ownership of sports venues does not affect the realization of sports goals of sports departments. (3) The stadiums and gymnasiums departments should change their ideas: First, they do not depend on the government or the sports department, and have a broader prospect of self-management and self-development in the market; Second, its essence is assets, management is the main function, and realizing the preservation and appreciation of state-owned assets is the primary task; Third, it is the highest business goal to give full play to its own business functions and meet the growing sports needs of the public to the maximum extent. 2. Inline and export, and gradually decouple. Intra-bank refers to the asset combination within the sports department, such as the combination between venues, the combination between venues and professional clubs, and the combination between venues and sports enterprises. Its essence is asset reorganization. External introduction refers to the transformation of venues by introducing funds from outside the sports department, including the introduction of corporate funds, the introduction of funds from other operating institutions and the introduction of foreign capital. Gradual decoupling means that stadiums and gymnasiums gradually break away from the subordinate relationship of sports departments at all levels and become the main body of the market in various forms of operation and organization. The decoupling of stadiums and gymnasiums from sports departments should be carried out step by step according to the actual situation of stadiums and gymnasiums, and then the assets of stadiums and gymnasiums should be classified. (1) Classification of stadium assets. The first level: super-large and large sports centers with good quality, high capital content, high level of technology and equipment, good equipment condition, complete supporting facilities and good geographical location, and some newly-built comprehensive sports centers. The second level: small and medium-sized sports centers with long construction years and poor facilities and large multi-functional stadiums with high specifications. Level 3: Other small and medium-sized sports venues. (2) Measures to reform the classification of sports venues. The first-class stadiums and gymnasiums should be transformed into joint-stock systems. In the process of joint-stock reform, assets can be reorganized, that is, such venues can merge with other low-level venues that are beneficial to their own operations, or they can merge with venues of the same level. After the restructuring, the stadiums and gymnasiums are subject to the supervision of the company law as well as enterprises, participate in market competition with the goal of maximizing profits, and assume legal person responsibility. Secondary venues can be transformed into private enterprises or merged by other non-state-owned enterprises through joint-stock cooperative system, auction and equity transfer. At the same time, we can also consider introducing foreign capital for transformation. Third-class venues can be leased to individuals or legal institutions for operation, or they can be entrusted to the sports department or other departments for operation under the "entrusted operation responsibility system".