今天分享的是：2025年"宅"出仪式感-冬季室内娱乐社媒趋势与品牌机遇报告 报告共计：29页 2025年冬季室内娱乐社媒趋势与品牌机遇总结 2025年冬季，"宅家仪式感"成为社媒核心趋势，室内娱乐相关话题声量与互动量显著攀升，为品牌营销提供了丰富机遇。这份报告基于2025年9-11月社媒数 据，全面解析了冬季宅家消费趋势与品牌推广方向。 冬季社媒话题呈现明显季节性特征，全国气候先暖后冷带动话题声量先抑后扬，双11大促前置则让品牌从10月中旬开始加大种草力度。社媒热点中，冬季宅 家 相关话题收获高声量与强互动，美食类话题互动表现突出，户外运动、观雪、旅游等也成为热门方向。用户核心需求聚焦于居家幸福感，追求氛围营 造、舒适穿搭、特色美食、轻松娱乐与好友相聚的惬意体验，并乐于分享生活瞬间。 宅家娱乐场景呈现多元化特征，五大热门方向脱颖而出。暖冬好物话题声量达193.3w，互动量超3171.5w，年轻女性为主要分享群体，服装配饰、家用电 器、家居家装为核心品类，凡士林、创维等品牌表现突出，种草方式以开箱展示、场景植入和情感共鸣为主。创意手作受城市年轻女性青睐，低成本易操作 的手工项目兼具娱乐性与实用性，可与服装配饰、 ...

Core Insights - The Dentsu Creative's "2025 Chief Marketing Officer Report" highlights that in the AI era, the long-term value of brands is returning to human and cultural resonance, emphasizing the importance of human creativity, empathy, and cultural relevance [3][4] - Most CMOs view AI as an efficiency tool, with 62% using social listening to gauge trends, indicating that understanding real customers is more crucial than ever [3][4] - 40% of marketing professionals plan to allocate 20%-30% of their marketing budgets to innovation by 2025/2026, while CMOs remain cautious about AI's role in creative ideation [3][4] Group 1: AI and Marketing - AI has become an integral part of marketing professionals' daily work, simplifying processes and accelerating decision-making [4] - 87% of respondents believe algorithms increasingly influence content visibility and purchasing decisions, with this figure rising to 97% in China [6] - The report suggests that blindly chasing trends leads to diminishing returns, and brands should focus on understanding the core drivers of fans and culture [6] Group 2: Human Insights - Human insights are key to success in the algorithm-driven era, with 86% of CMOs stating that listening to real customers is more important than ever [8] - Social listening and monitoring are the most widely adopted tools for understanding consumer trends, with 62% of CMOs utilizing them [8] - Engaging fan communities as a source of emerging consumer behavior intelligence is a rapidly growing practice [8] Group 3: Brand Connection - 91% of CMOs believe that brand building will increasingly involve collaboration between brands, creators, and platforms, a 14 percentage point increase from the previous year [10] - 87% of respondents see mobilizing communities as a powerful lever to amplify brand influence [10] - 86% of CMOs believe that brands need strong narratives that can be told and passed on by various collaborators and co-creators [10] Group 4: Influencer Marketing - 90% of CMOs find that social and influencer content generates higher engagement than traditional advertising [11] - 89% believe that authentic creators are more effective than celebrities, with this figure reaching 96% in China [11] - 39% of respondents plan to allocate 20%-30% of their marketing budgets to social/influencer channels, while 27% intend to invest over 30% [11] Group 5: Cultural Challenges - 81% of respondents agree that building brands through culture is a trend, but many lack a clear "cultural creation manual" for global execution [12][13] - 40% of respondents find it challenging to determine how or where brands should credibly engage with culture [13] - CMO's are investing in diverse strategies and platforms to build genuine cultural influence [13] Group 6: Innovation - 40% of marketing professionals plan to invest 20%-30% of their budgets in innovation by 2025/2026 [14] - 90% of CMOs want to focus innovation on urgent business challenges rather than marginal experiments [14] - 47% of CMOs believe that marketing-led innovation can drive overall business transformation [14] Group 7: AI Assistance - AI is integrated into marketing decision-making, prompting agencies to use AI more transparently and rethink pricing models [15] - 65% of CMOs feel that AI-assisted creation does not faithfully represent their brand's tone and visual style [15] - Concerns about AI's role in creativity vary significantly across markets, with 84% in Italy expressing such concerns [15] Group 8: Human Experience - 86% of CMOs agree that brands build through experiences, but 73% worry that AI may weaken brand experience impact [16] - 90% believe generative AI will help design more useful, personalized, and interactive experiences [16] - The role of websites is evolving, focusing on facilitating actions while emphasizing digital craftsmanship [17] Group 9: Intelligent Content - CMO's are shifting from mass output to dynamic content tailored to customer journeys [18] - Over half of CMOs are using AI to personalize experiences and customize messages [18] - 90% believe that craftsmanship and design are crucial for maintaining brand differentiation [18] Group 10: Trust and Taste - 89% of CMOs believe that agentic AI will significantly impact business, emphasizing the importance of trust and consumer preferences [20] - More than half of respondents see building consumer trust in a landscape of misinformation as a major barrier to achieving business goals [20] - Emotional connections are viewed as vital for driving fundamental growth, surpassing the efficiency and convenience provided by technology [21]

Core Viewpoint - Chery's recent marketing stunt, intended to showcase the performance of its Fengyun X3L model by challenging the Tianmen Mountain, ended in failure, leading to a brand crisis and raising concerns about the company's risk management and operational capabilities [4][10][31]. Marketing Challenge and Brand Image - The Tianmen Mountain challenge was initially designed to replicate Land Rover's successful marketing campaign from 2018, which highlighted its vehicle's capabilities [16][19]. - The failure of the challenge not only resulted in financial losses but also damaged the product image of Fengyun X3L, which was marketed as a high-performance vehicle [11][23]. - Chery's quick apology following the incident indicates a recognition of the issue, but it also suggests an attempt to mitigate negative publicity [6][14]. Financial and Operational Implications - The incident has raised concerns in the capital markets regarding Chery's governance and risk management practices, which could affect investor confidence [14][27]. - The total costs associated with the incident, including potential compensation and damage to brand reputation, are difficult to estimate but are expected to be significant [13][24]. Risk Management and Governance - The failure of the safety measures during the challenge highlights serious shortcomings in Chery's operational execution and risk management [25][26]. - Chery's acknowledgment of insufficient risk assessment and detail management points to systemic issues within the company's governance structure [26][28]. Environmental and Social Responsibility - The challenge raised questions about the appropriateness of conducting high-risk marketing activities in protected natural areas, emphasizing the need for a balance between commercial interests and environmental conservation [30][31]. - The incident serves as a reminder that a company's reputation should be built on reliable product performance and social responsibility rather than risky marketing stunts [30][31].

Core Insights - The 2025 Outstanding Brand Marketing Award has received over 200 entries from more than 70 companies, with over 90 entries making it to the final review stage [1][2] - The award, co-hosted by the Economic Observer and the Hong Kong Management Association, focuses on innovation and transformation in Chinese marketing practices, with this year's theme being "The Collision of Brand Economy and Traffic Economy" [2][8] Summary by Sections Award Overview - The award has a history of over 20 years and aims to highlight representative value cases in the industry, promoting a shift from "traffic competition" to "value cultivation" [2][8] - The final review will feature a diverse panel of experts from academia, institutions, and brands to select benchmark cases [8] Entries and Categories - The entries cover various sectors including home, travel, dining, food, apparel, and beauty, showcasing new scenarios and applications [1][2] - A total of 91 cases have been shortlisted for the final review, focusing on the deep integration of brand content and market insights [2] Upcoming Events - The 2024-2025 Annual Marketing Conference and the 23rd Outstanding Brand Marketing Annual Meeting will be held on December 10, 2024, in Beijing [12]

作为由《经济观察报》与香港管理协会共同主办的行业权威奖项，杰出品牌营销奖已走过二十余年历程，持续聚焦中国营销实践的创新与变革。本届年会 以"品牌经济与流量经济的碰撞"为核心议题，旨在挖掘具有行业代表性的价值案例，推动品牌竞争从"流量争夺"迈向"价值深耕"。 今年，经过两个月紧张而激烈的案例征集，我们共收到超200个案例报名，组委会从中遴选出共91个入围案例进入终审赛段。这些案例聚焦新场景、新应 用，以更巧的触角、更暖的视角，探索品牌内容与市场洞察的深度融合，实现品牌与流量的双向奔赴。 ▼查看终审入围案例 在这一背景下，本届终审会汇聚了来自学界、企业、品牌方与广告行业的权威专家，组成多元视角的评审阵容，共同甄选具有标杆意义的年度案例。 ▼右滑查看评委海报 白志伟 同程旅行CMO 余 龙 遥望科技副总裁 朱 磊 格力电器市场总监 终审评委阵容（排名不分先后）： 王咏静 《现代广告》杂志出品人、经观传媒总裁 文 钊 经济观察报执行总编辑 熊 伟 对外经贸大学国际商学院案例研究中心主任 万木春 《中国广告年鉴》（广州）编纂暨中国品牌高质量发展研究中心执行主任 马旗戟 中国商务广告协会数委会副理事长 徐 郢 合动力咨询 ...

Core Viewpoint - The marketing competition among sports brands has intensified ahead of the 2026 FIFA World Cup, with Adidas showcasing its new jerseys and official match ball at the China International Import Expo, aiming to leverage the event's global appeal to enhance consumer engagement and brand loyalty [1][3][8]. Group 1: Adidas Marketing Strategy - Adidas has unveiled jerseys for national teams including Germany, Argentina, Spain, and Italy, incorporating classic elements and climate-adaptive technology for the North American conditions [1][3]. - The company has sponsored 22 teams and aims to use technology to enhance player performance while also fostering a deeper love for football among fans through exclusive gear [3][4]. - Adidas' CEO has indicated a shift towards blending fashion with football, planning to launch a second away jersey that emphasizes style and cultural connection [4]. Group 2: Competitor Activities - Nike has introduced Aero-FIT cooling technology for its national team jerseys and has launched a promotional campaign featuring top players to build anticipation for the World Cup [4][6]. - PUMA has signed a long-term partnership with the Portuguese Football Association, planning to provide gear for all teams, reflecting confidence in the upcoming World Cup [6]. - Under Armour is focusing on coaching staff, having appointed Arsenal's head coach as a brand ambassador, indicating its strategy to establish a foothold in a market dominated by larger brands [6]. Group 3: Marketing Insights and Trends - According to Guoxin Securities, effective brand marketing is crucial for establishing long-term consumer recognition, with a noted correlation between marketing expenditure and brand performance [6][7]. - Adidas' marketing spending has historically been around 12% of revenue, with a recent focus on digital channels leading to a decline in brand heat, while a return to sports marketing during the 2022 World Cup resulted in over 50% growth in football category sales [7]. - The 2026 World Cup is expected to be the largest and most inclusive, with ticket sales exceeding 1 million, indicating significant consumer interest and potential for brand engagement [7][8].

Financial Data and Key Metrics Changes - Revenue for Q2 was CAD 273 million, a 2% increase from CAD 268 million in Q2 of the previous year, but down 1% on a constant currency basis [13] - Adjusted net loss attributable to shareholders was CAD 13 million, or CAD 0.14 per share, compared to a profit of CAD 5 million, or CAD 0.05 per share in Q2 of fiscal 2025 [21] - Gross margin expanded 110 basis points year-over-year to 62.4%, primarily due to a favorable channel mix [18] Business Line Data and Key Metrics Changes - Direct-to-consumer (D2C) revenue increased by 21%, with comparable sales growth of 10%, led by North America and APAC [14] - Wholesale revenue decreased by 5%, in line with expectations, as the company focuses on elevating brand positioning [15] - Revenue from other channels totaled CAD 10 million, down from CAD 27 million last year, reflecting a pullback in activities [16] Market Data and Key Metrics Changes - In North America, D2C comparable sales grew in the low teens, but overall regional revenue was down 8% year-over-year due to a shift in channel mix [16] - APAC revenue increased by 20%, driven by growth in both D2C and wholesale channels, with mainland China leading the way [17] - EMEA revenue was down 7% year-over-year, with strong performance on the continent but challenges in the U.K. market [17] Company Strategy and Development Direction - The company is focused on expanding product offerings to enhance year-round relevance, with new products driving notable growth in the D2C channel [5] - Marketing investments are aimed at building brand heat and cultural relevance, with new collaborations and campaigns enhancing consumer engagement [6] - The company is strategically developing channels to deliver an elevated experience, with a focus on disciplined retail execution and store network expansion [8] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the direction and foundation for long-term growth, highlighting strong D2C performance and positive indicators for the second half of the year [10] - The company is entering its peak season well-positioned, with a clear focus on translating progress into sustained profitable growth and stronger margins [10] - Management acknowledged that while SG&A expenses are higher due to investments, they are focused on operating margin expansion moving forward [13] Other Important Information - Inventory was CAD 461 million, down 3% from last year, reflecting stronger consumer demand and tighter inventory management [21] - The company successfully amended its term loan, extending the maturity until 2032, which solidified its capital structure [22] Q&A Session Summary Question: What initiatives are prioritized to sustain DTC comp sales momentum? - Management highlighted better staff training, sharper channel execution, and increased product newness as key factors driving DTC success [26][27] Question: Any thoughts on U.K. softness or other cautious regions? - Management noted that the U.K. softness is consistent with trends seen across many brands, while continental Europe remains strong [31] Question: Can you discuss the confidence in sustaining comp momentum across regions? - Management expressed encouragement from consistent performance across markets and emphasized the importance of new product offerings [35] Question: What factors will drive changes in margin performance? - Management indicated that positive comps, effective investment returns, and disciplined cost management are critical for margin improvement [39]

Core Viewpoint - The founder of Haowangshui, Sun Mengge, reflects on the importance of marketing in the beverage industry, emphasizing that the current transformation in China's retail channels is more significant than mere marketing efforts [1][3]. Group 1: Company Overview - Haowangshui has established itself in the competitive beverage market by creating a niche for "new-style herbal sparkling fruit juice" within five years of its inception [3]. - The flagship product "Wang Shan Zha" gained popularity through a collaboration with singer Gong Linna, showcasing the brand's innovative marketing strategies [1][3]. Group 2: Marketing Strategy - Sun Mengge highlights the importance of brand marketing, allocating one-third of the budget to enhance brand quality, another third to create scene-based products, and the remaining third to social network marketing [9]. - The brand's unique identity is reinforced through its product names, all incorporating the character "Wang," which symbolizes hope and positivity [7][9]. Group 3: Product and Channel Dynamics - Haowangshui's success is attributed to its product quality and innovative channel strategies rather than solely relying on marketing [11]. - The company has only two major products, "Wang Shan Zha" and a recently launched "care series" of coix seed water, both achieving significant sales, with coix seed water surpassing 100 million bottles sold [11][12]. - The brand has managed to maintain a competitive edge despite the influx of similar products in the market, thanks to its unique ingredient sourcing and production methods [12][14]. Group 4: Industry Trends - The beverage industry is undergoing a systemic transformation, with retail channels evolving to break the monopoly of large brands, allowing new entrants like Haowangshui to thrive [3][14]. - There is a noticeable shift in the attitude of distributors, who are now more eager to partner with innovative brands, reflecting a broader change in the retail landscape [14].

Financial Data and Key Metrics Changes - Net sales in Q3 2025 increased by 12% to $40.8 million compared to the prior year [4][13] - Adjusted EBITDA loss was $1.7 million, slightly worse than the adjusted EBITDA loss of $1.5 million in the prior year [16][17] - Gross margin decreased to 45.6%, down 350 basis points from 49.1% in Q3 2024, primarily due to inventory obsolescence and aluminum tariffs [14][17] - The company raised its full-year net sales guidance to a range of $162 million to $164 million, up from the previous guidance of $158 million to $163 million [17] Business Line Data and Key Metrics Changes - The company reported strong performance from new product launches, including Strawberry Lemon Burst and Peaches and Cream, which contributed to brand momentum [8][9] - Marketing expenses increased to $4.9 million, or 12.1% of net sales, compared to $3.5 million, or 9.7% of net sales in Q3 2024, reflecting increased investments in brand marketing [16] Market Data and Key Metrics Changes - The company noted an increase in household penetration, now over 5%, driven by new consumers, particularly higher-income millennials with children [27][28] - The natural soda category is operating around 20% household penetration, indicating significant growth potential for the company [28] Company Strategy and Development Direction - The company is focusing on three strategic growth pillars: high-impact brand marketing, accelerated product innovation, and expanded distribution [4][12] - The expansion into Walmart's Canadian stores is seen as a positive indicator for future growth opportunities [21] - The company plans to roll out new packaging across its legacy flavors in early 2026, which is expected to enhance brand visibility and consumer engagement [10][24] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in the brand's ability to capitalize on the shift towards better-for-you products, with strong consumer engagement and brand consideration [5][12] - The company anticipates a positive adjusted EBITDA in 2026, despite ongoing challenges such as aluminum tariffs [43] Other Important Information - The company ended the quarter with approximately $26 million in cash and cash equivalents and an undrawn revolving credit line of $20 million [17] - The company is committed to investing in customer acquisition while managing costs effectively to achieve profitability [43] Q&A Session Summary Question: Expansion with Walmart in Canada - Management confirmed that the expansion into over 400 Walmart stores in Canada is a positive indicator but not the primary driver of the raised sales outlook [21] Question: New Packaging Distribution - The new packaging is expected to be rolled out to the entire portfolio by early 2026, with initial positive indicators from consumer research [24] Question: Household Penetration and Market Opportunity - Management highlighted that new consumers, particularly millennials, are driving household penetration growth, with significant room for expansion in the better-for-you category [27][28] Question: Energy Drinks Category - Management acknowledged the potential in the energy drinks category but emphasized the current focus on soda, with plans to explore energy drinks in the future [30][31] Question: Brand Awareness and Marketing Impact - Management reported double-digit increases in purchase intent and consideration, indicating effective marketing strategies [33] Question: Seasonality and Revenue Guidance - Management noted that distribution gains and regional rotations are contributing to a less pronounced seasonal decline in Q4 compared to previous years [36] Question: Shelf Space Expectations - Management discussed ongoing improvements in shelf space at Walmart and other retailers, with a focus on driving velocity and expanding distribution [40][41] Question: Profitability Outlook - Management is optimistic about achieving positive adjusted EBITDA in 2026, balancing investments in growth with cost management [43]

Financial Data and Key Metrics Changes - The company achieved a 13% year-over-year revenue growth, marking the third consecutive quarter of double-digit growth [3][10] - Adjusted EBITDA improved by 18% year-over-year, reaching EUR 16 million [3][11] - Total revenue for Q3 2025 was EUR 165.6 million, a 13% increase compared to Q3 2024 [10][11] - Net profit for the quarter was EUR 11 million, exceeding expectations [11] - Operational expenses decreased by EUR 12.3 million, totaling EUR 153.4 million, primarily due to the non-recurrence of a EUR 30 million impairment charge from the previous year [11][12] Business Line Data and Key Metrics Changes - Referral revenue growth was 14% in the Americas, 12% in the Rest of the World, and 9% in Developed Europe [10] - The growth was driven by increased branded channel traffic and product improvements enhancing booking conversion [11] Market Data and Key Metrics Changes - Developed Europe faced headwinds from strong prior-year comparisons, but trends normalized over the course of Q3 2025 [10] - Unfavorable foreign exchange headwinds negatively impacted revenue by approximately 4% globally [11] Company Strategy and Development Direction - The company aims to continue its double-digit growth trajectory by focusing on branded growth and enhancing the core hotel search experience [4][5] - Strategic priorities include branded growth, improving marketing efficiency, and creating more value for partners [4][8] - The company plans to optimize existing markets rather than expand, which is expected to gradually increase profitability [25][26] Management's Comments on Operating Environment and Future Outlook - Management expressed confidence in achieving mid-teens revenue growth for the full year of 2025 and a positive adjusted EBITDA of at least EUR 10 million [10][11] - The company is optimistic about the growth potential in its core markets, which still have substantial runway for growth [25] Other Important Information - The company consolidated Trivago Deals Limited into its operations, viewing it as integral to future growth [14] - AI initiatives have significantly improved user experience and operational efficiency, allowing the company to operate with a smaller team [36][52] Q&A Session Summary Question: What percentage of users could be logged in over the next 12-18 months? - Management indicated that while there is no fixed target, reaching around 30% logged-in users would signify a core user segment with better engagement and conversion [16][18] Question: Could Trivago play a role in the B2B space? - Management acknowledged the potential for B2B opportunities but emphasized a current focus on leisure travel, where they see significant growth potential [20] Question: How should we think about growth in the core business versus Holisto? - Management expects both segments to grow double digits, with a focus on optimizing existing markets for profitability [23][24] Question: What improvements are being seen in marketing efficiency? - The majority of growth is attributed to branded growth, with compounding effects expected to enhance profitability over time [27][28] Question: What incentives are provided to logged-in users? - Logged-in users receive private deals, which significantly improve engagement and conversion rates [29][30] Question: How is Trivago positioned against AI-driven tools? - Management noted that while AI tools are growing, they do not see a significant impact on their traffic, emphasizing the strength of their brand and user experience [33][35] Question: Will the 2026 guidance reflect margin expansion? - Management indicated that the focus will be on optimizing existing markets and taking profits to the bottom line rather than expanding into new markets [41][42] Question: Are there any channel conflicts with OTAs due to Holisto? - Management clarified that Holisto, now Trivago Deals, aims to create value for partners and users without significant channel conflicts [54][56]