“一日店长”爆火，情绪经济能否破解线下复苏困局？

Core Insights - The "One-Day Store Manager" model has evolved from a niche marketing tactic to a widespread phenomenon, reflecting a significant shift in consumer behavior among Generation Z, where emotional engagement is prioritized over mere transactions [5][6][29] - This model enhances brand identity by transforming brands from mere sellers to emotional connectors, fostering deeper relationships with consumers [6][29] - The rise of this model is driven by the explosive growth of emotional consumption, with brands leveraging celebrity and influencer partnerships to attract foot traffic and enhance brand perception [6][30] Group 1 - The "One-Day Store Manager" concept originated in Japan and gained traction in 2016, but has seen exponential growth in recent years due to rising emotional consumption demands [6][29] - Brands are increasingly using this model across various sectors, including beauty, fashion, and food, to create immersive experiences that resonate with consumers [6][30] - The model has proven effective in driving immediate sales and fostering long-term brand loyalty through emotional connections [30][33] Group 2 - For instance, the fast-fashion brand W.Management successfully implemented this model during its store opening in Beijing, engaging fans and creating a buzz through social media interactions [7][24] - The model not only boosts short-term sales but also helps in building a lasting relationship with consumers, as evidenced by the significant online engagement metrics [30][33] - The "One-Day Store Manager" events have generated substantial user-generated content, enhancing brand visibility and consumer loyalty [30][33] Group 3 - However, the model faces challenges such as high costs and potential low returns, as brands may struggle to align with top influencers effectively [56][57] - There is a risk of the model becoming a mere fan meet-and-greet, which could dilute its effectiveness and lead to consumer skepticism [57][58] - Brands must focus on genuine interactions and meaningful experiences to avoid the pitfalls of superficial engagement and ensure sustainable growth [63]