市场观察显示，近年来网约房领域呈现出明显的体验经济特征。有行业调研指出，超过六成游客在选择 非标准住宿时，最为关注能否满足睡眠之外的其他场景需求。"传统酒店标准化产品与新兴消费群体个 性化需求之间的矛盾日益突出，这推动了住宿空间向'场景化'转型。"一位旅居行业观察者分析道。 在这一趋势下，一批住宿运营方开始尝试将空间从单一的睡眠功能中解放出来，赋予其更多生活场景属 性。例如，针对朋友聚会、家庭出游、商务微旅等不同群体，推出影音房、游戏房、茶室、健身主题房 等多元场景房源。这些空间不仅配备了专业影音设备、电竞设施、茶具器械等硬件，更在场景动线、氛 围营造、互动设计上做了细致考量。 "空间设计的核心，是让每一个细节服务于用户的真实使用场景。"某民宿负责人表示，"比如满足用户 求婚、纪念日等情感场景需求时，需综合考虑灯光、音乐、动线布置甚至拍摄视角，让空间成为情感记 忆的载体。尽管改造投入增加，但多数运营方并未显著上调价格，而是通过规模化采购与精准运营平衡 成本。目标是在用户预算内，提供超越期待的体验，实现高入住率与口碑传播。" 当旅行不再只是为了抵达目的地，住宿也不再只是夜间的歇脚处，一种更深度的旅居体验正在悄然 ...

《疯狂动物城2》在感恩节前夕点亮全球银幕之时，迪士尼公司似乎找回了久违的魔力。 繁荣景象之下，一场关乎帝国未来的权力交接正进入微妙时刻。两大部门的主管JoshD'Amaro 与Dana Walden正争夺迪士尼CEO之位。 从好莱坞到奥兰多，从流媒体到主题公园，迪士尼的重心已在过去十年悄然完成一次史诗级迁移。这场迁移的终点，正是现任CEO鲍勃·艾格（Bob Iger） 必须在2026年底交出的权杖。 这不仅是两个人的竞争，更是两种商业哲学的博弈：是选择深谙迪士尼文化的运营专家，还是选择在好莱坞长袖善舞的创意女王？随着2026年的临近，华 尔街和好莱坞一同屏息以待。 艾格的功绩与争议 74岁的艾格于2022年11月戏剧性复出，当时，董事会解雇了他亲自选定的接班人Bob Chapek，迪士尼股价在盘后暴涨近10%。 过去三年，从财务数据看，艾格的"加时赛"成就辉煌。最核心的胜利在流媒体领域，三年前，迪士尼的直接面向消费者（DTC）业务还是一个深不见底的 黑洞，年运营亏损高达40亿美元。 这部备受期待的续作，连同随后定档的《阿凡达：火与灰》，不仅是假日档期的票房收割机，更是这家百年娱乐帝国在经历了数年动荡后，向世界 ...

Core Insights - The traditional perception of stationery stores as small and specialized is being transformed by the emergence of large-scale "stationery megastores" driven by the consumption habits of Generation Z [2][3] - Deli Group's flagship store in Shanghai, covering 1,500 square meters, represents a significant shift in the stationery retail landscape, emphasizing experience over mere product sales [3][4] Company Strategy - Deli Group's decision to open a large-scale stationery experience store is part of a strategic upgrade aimed at deepening connections with consumers and enhancing brand engagement [3][4] - The flagship store is designed to be an immersive experience space, showcasing Deli's innovations in technology, design, and lifestyle, thus moving from "super manufacturing" to "super experience" [3][5] Market Trends - The flagship store features a wide range of products, including student stationery, premium stationery, and IP-related merchandise, catering to the evolving preferences of consumers [3][5] - The rise of IP collaborations, such as with popular Chinese animation, reflects a trend where stationery is becoming a medium for emotional expression and cultural trends among younger consumers [5][6] Consumer Behavior - Generation Z consumers prefer social, personalized, and content-driven shopping experiences, valuing brand stories and interactive experiences [5][9] - The transition from "functional" to "emotional" consumption in the stationery market indicates a shift where products are seen as expressions of identity and creativity rather than mere tools [9][10] Industry Evolution - The transformation of stationery stores from "small and refined" to "large and comprehensive" signifies a restructuring of the industry value chain, aligning with the experience economy [9][10] - The concept of "pan-stationery" is emerging, where the boundaries between learning, office, and lifestyle products are increasingly blurred, leading to a broader range of offerings [10]

Core Insights - Disney's success in China and globally is fundamentally a victory of the "experience economy" [2][17] - The release of "Zootopia 2" has set new records in China, with a first-day box office of 228 million yuan and a cumulative box office exceeding 1.945 billion yuan by December 1 [3][4] Box Office Performance - "Zootopia 2" surpassed the pre-sale box office record of 310 million yuan, previously held by "Nezha" [3] - The film's opening day saw a nationwide cinema share of 66.5% and a box office share of 92.7% [4] - The first "Zootopia" film earned over 1.5 billion yuan in China, a record likely to be broken by its sequel [4] Marketing and Merchandise - Luckin Coffee launched a series of co-branded merchandise, leading to a significant increase in sales on the day of the film's release [5] - Social media engagement was high, with children sharing photos with movie characters, enhanced by AI technology [6] - Disney's marketing strategy included extensive brand collaborations and promotional events leading up to the film's release [10] Strategic Focus - Disney's CEO Bob Iger emphasized the importance of leveraging IP and experience-based businesses for growth, with a planned investment of $60 billion in parks and experiences over the next decade [17] - The company is shifting focus back to traditional IP models, moving away from the aggressive online expansion seen in recent years [8][14] Audience Engagement - The film attracted a young audience, with 31.8% of viewers under 24 years old, significantly higher than industry averages [10] - The marketing campaign for "Zootopia 2" was highly coordinated, with numerous brand collaborations and promotional activities [10] Future Outlook - Disney's strategy includes a focus on established IPs, with upcoming releases primarily featuring familiar characters and stories [22] - The company faces challenges in maintaining originality while relying on sequels and adaptations to drive revenue [22][23]

Core Viewpoint - Disney's success in China and globally is fundamentally a victory of the "experience economy" [4][24] Group 1: Box Office Performance - "Zootopia 2" achieved a record-breaking pre-sale box office of over 310 million yuan, surpassing "Nezha: Birth of the Demon Child" [5] - On its opening day, "Zootopia 2" grossed 228 million yuan, with total box office exceeding 1.945 billion yuan by December 1 [5][6] - The first "Zootopia" film earned over 1.5 billion yuan in China, making it the highest-grossing imported animated film [6] Group 2: Marketing and Promotions - The film's release was accompanied by extensive marketing efforts, including collaborations with brands like Luckin Coffee, which saw a significant increase in sales [7][13] - Social media engagement was high, with children sharing photos with movie characters, enhancing the viewing experience [8] - Disney's marketing strategy included numerous brand collaborations and promotional events leading up to the film's release [13] Group 3: Strategic Focus on IP - Disney's shift back to focusing on traditional IP models, emphasizing the synergy between films, theme parks, and merchandise [10][24] - The company plans to invest $60 billion in parks and experiences over the next decade, doubling previous investments [24] - "Zootopia" is highlighted as a key IP with strong emotional resonance in China, driving both box office and merchandise sales [11][27] Group 4: Industry Context and Challenges - Disney's recent financial reports indicate a shift from subscriber growth to profitability, with significant cost-cutting measures implemented [19][20] - The company faces challenges in maintaining originality while relying on established IPs, raising concerns about creative stagnation [31] - The competitive landscape in China has evolved, with local IPs also gaining traction and challenging Disney's dominance [28][31]

近日，一则投资消息在医疗和资本圈引起关注：全球最大消费私募基金(背后站着LVMH集团和阿诺特 家族)，正式入股美国领先的生育医疗平台US Fertility。 这不仅仅是一笔简单的融资，更是一个强烈的信号，标志着辅助生殖(IVF)这个曾经稍显小众的医疗领 域，正在被消费资本的逻辑深刻改写。 资本联手，"三方共赢" 2025年末，美国生殖医学领域迎来一笔备受瞩目的交易。全美最大生育服务平台US Fertility(USF)正式 宣布获得新一轮战略投资，由全球消费投资巨头L Catterton，与其长期合作的医疗专业投资机构Amulet Capital Partners共同领投。 这笔交易的结构，透露几个关键信息： 一方面，老朋友更坚定：作为原有股东，Amulet此次不但没退出，反而大幅加仓，用真金白银再次投 票，显示出对USF未来增长的十足信心。 另一方面，新伙伴带来新视野：L Ceterton的加入，则为平台注入了其最擅长的消费洞察、品牌运营与 全球资源。 与此同时，医生团队根基未动：尤为关键的是，US Fertility的医生合伙人团队继续持有大量股权，确保 了其"医生主导、患者为先"的医疗本质与文化基因得 ...

以下文章来源于中国企业家杂志 ，作者陈浩 中国企业家杂志 . 讲好企业家故事，弘扬企业家精神 将投中网设为"星标⭐"，第一时间收获最新推送 迪士尼在中国，乃至全球的成功，本质上是"体验经济"的胜利。 作者丨马吉英、陈浩 编辑丨 马吉英、张昊 来源丨中国企业家杂志 《疯狂动物城2》创造了新的纪录。 北京CBD万达影城午夜场的好位置，在开票时就被抢光。除了凭电影票可以兑换一张海报之外，万 达影城也上架了各种联名周边，最受欢迎的要数印着朱迪、尼克的爆米花桶。有人甚至要求服务员用 纸袋单装食物，只为得到"干干净净的周边"。据透露，《疯狂动物城2》午夜场商品点单率达35%， 远超一般水平。 想要靠"动物城"掘金的不止影院。 11月24日，瑞幸上线联名周边，包括贴纸、冰箱贴、吧唧、联名杯、毛绒相框等。有媒体计算，想 凑齐全套，至少要喝掉22杯咖啡，花费343元。一位瑞幸咖啡店员告诉《中国企业家》，当日门店 一开门，打印出来的订单远超往日，一个人平均一分钟要出餐两杯半。瑞幸官方在电影上映当天紧急 发布通知，称周边缺货，正加急补货。 上映当天，社交媒体里小朋友与电影角色的合影随处可见，这是豆包、千问等平台专门推出的动效， 用 ...

Core Insights - The demand for agarwood and sandalwood is experiencing a structural shift, with experiential value becoming a key factor in purchasing decisions [1][3] Market Growth - The domestic agarwood market has grown over 35% compared to five years ago, significantly outpacing the growth rate of the sandalwood market [3] - Agarwood is favored by high-end consumers and seasoned collectors due to its rich natural fragrance and rarity, while sandalwood appeals more to entry-level users and beginners [3] Consumer Behavior - Over 70% of surveyed users indicate that the unique fragrance variations and aftertaste of agarwood are primary reasons for their choice, rather than appearance or origin [3] - The increase in agarwood experience zones and tasting events in physical stores has notably improved purchase conversion rates and repurchase intentions [3][4] Experience Economy - Offline experiences are becoming a new trend in the agarwood market, with companies like Xiangzhizun hosting tasting events in major cities to engage consumers [4] - The consumption of agarwood is shifting from simple product purchases to a holistic cultural experience, with a growing trend towards offline tasting and community appreciation [4] Market Segmentation - The high-end trend in the agarwood market is evident, with high-quality wild agarwood prices rising due to its scarcity and unique fragrance, attracting high-net-worth individuals and collectors [6] - In contrast, sandalwood maintains a stable price range and is perceived as suitable for daily use or entry-level collections [6] Future Outlook - The essence of incense consumption is seen as a means of social interaction and personal cultivation, with the real experience of agarwood being irreplaceable [6] - As consumers place greater emphasis on product experience and cultural recognition, offline experience spaces and tasting events will become crucial drivers for industry development [6] - The differentiation and upgrading trends in the agarwood and sandalwood markets will become increasingly pronounced, with brand innovation and experiential services being key competitive factors [6]

Core Insights - The article discusses the strategic launch of three core product lines by Fosun Tourism Group, focusing on the shift from traditional tourism to experiential vacationing, emphasizing the importance of emotional engagement in the tourism industry [1][4][14] Group 1: Product Lines and Strategic Focus - Fosun Tourism Group introduced three main product lines: Super Resorts, Super Vacation Zones, and Super Cultural Tourism Malls, marking a significant strategic initiative in the tourism sector [1][13] - The company aims to enhance the vacation experience by focusing on content-driven offerings that resonate emotionally with consumers, distinguishing between tourism and vacationing [1][4] Group 2: Market Trends and Consumer Behavior - There is a growing distinction between tourism, which is characterized by external exploration, and vacationing, which emphasizes internal experiences and emotional connections [4][5] - The shift in consumer behavior post-pandemic highlights a desire for quality time with family and a balanced lifestyle, leading to a preference for immersive vacation experiences over traditional sightseeing [4][5] Group 3: Business Model Differentiation - The article outlines the differences between business hotels and vacation hotels, with the latter focusing on creating memorable experiences and emotional connections rather than just providing accommodation [6][9] - Vacation hotels generate revenue through a combination of room rates and experiential offerings, allowing them to exceed traditional revenue limits associated with business hotels [9][10] Group 4: Competitive Landscape - The competition between scenic areas and vacation zones is discussed, with scenic areas relying on unique natural or cultural resources, while vacation zones focus on creating immersive experiences that encourage repeat visits [10][11] - The article emphasizes that vacation zones aim to foster deep emotional connections with visitors, contrasting with the transient nature of scenic tourism [11] Group 5: Urban Development and Cultural Integration - The concept of Cultural Tourism Malls is introduced, which serve as experiential destinations rather than mere shopping centers, enhancing urban cultural experiences [12] - Fosun Tourism Group's strategy includes expanding its product lines across key urban areas in China, reflecting a commitment to high-quality development in the cultural tourism sector [13][14]

郭广昌的旅游板块，一举拿下多个新项目。 11月28日，复星旅文首次系统发布三大核心产品线，并宣布开发14个新项目，创下历年签约记录，新项 目选址涵盖广州、重庆、杭州等多个城市。 复星旅文于3月完成私有化退市，没了上市地位约束，生意愈发红火。1-6月，其营收达到95.3亿元，创 历史新高，净利4.6亿元。 据此推算，其全年进账当在200亿左右。 "私有化后轻松不少，退市后，在战略调整、债务架构上有了更好环境。"复星旅文CEO鲍将军对 《21CBR》记者感叹。 据透露，复星旅文仍可能回归资本市场，只是，当下先快速做大规模，横向增加体量，纵向增大密度。 这类业态的盈利模式，不单有酒店，也有其他度假娱乐设施的贡献。 据透露，亚特兰蒂斯年入超15亿元，是国内营收最高的单体酒店，相当于海棠湾酒店第二名到第八名总 和，其非房收入占比已近半，坪效超过迪士尼。 以退为进 鲍将军在文旅行业浸润多年，年初操盘复星旅文。 私有化一完成，高管团队开始重新思考业务，主要精力用在梳理战略，9月底，下定决心退出边缘业 务，聚焦在度假赛道。 复星国际联席CEO、复星旅文董事长徐晓亮解释，过往旅游卖的是"路线"，通过串联景点，最大 化"看"的收 ...