Core Insights - The surge in "petting guests" news during the National Day and Mid-Autumn Festival reflects a significant shift in China's tourism industry towards enhancing visitor experience and service quality [1][2][3] Group 1: Changes in Tourism Service - Tourist attractions are increasingly focusing on providing thoughtful services, such as offering raincoats and hot tea during unexpected weather, which enhances visitor satisfaction and reflects a shift from a "one-time consumption" mindset to a focus on "long-term reputation" [1][2] - The introduction of new technologies, such as AI tools and smart translation devices, in popular tourist spots like Emei Mountain demonstrates the industry's commitment to improving visitor experience through innovation [3] Group 2: Quality Standards and Development - The Ministry of Culture and Tourism emphasizes the importance of high-quality public services in tourism, with a focus on service quality, safety management, and visitor experience as part of the newly revised national standards for tourist attractions [2] - The number of A-level tourist attractions has significantly increased, with 58 new 5A-level attractions and approximately 2,600 new A-level attractions added, bringing the total to 16,500, indicating a growing emphasis on quality in a competitive landscape [2] Group 3: Economic Considerations - Enhancing tourism services requires substantial investment, including increased staffing and improved facilities, which can lead to short-term losses if not managed sustainably [4] - The ultimate goal of "petting guests" is to create a harmonious and orderly environment that fosters trust and leads to long-term economic benefits for the tourism sector [4]

Core Viewpoint - The article highlights the transformation in China's tourism industry, emphasizing the shift from a "one-time consumption" mindset to a focus on long-term reputation and quality service to enhance visitor experiences [1][2]. Group 1: Tourism Service Quality - Providing high-quality public services has become a development direction for the tourism industry, with a focus on service quality, safety management, and visitor experience [2]. - The Ministry of Culture and Tourism has introduced new national standards for tourism site quality, aiming to improve the management of scenic area ratings [2]. - The number of 5A-level tourist attractions has increased, with 58 new sites launched and approximately 2,600 new A-level sites added, bringing the total to 16,500 [2]. Group 2: Visitor Experience Enhancement - The article discusses the importance of creating a pleasant and orderly environment for visitors, which reflects the management level of scenic areas [3]. - The implementation of technology, such as AI devices and smart translation screens, has improved the visitor experience in well-known scenic spots [3]. - Scenic areas are increasingly utilizing big data from online travel platforms to manage visitor flow and enhance comfort [3]. Group 3: Economic Considerations - Improving tourism service levels requires significant investment, including increased staffing and upgraded facilities [4]. - Temporary measures, such as opening government canteens and road closures, also involve resource allocation [4]. - Sustainable tourism development relies on balancing visitor satisfaction with economic viability, avoiding short-term losses for long-term gains [4].

Group 1 - The core idea is that the concept of "pampering customers" should not come at the expense of laborers, and there needs to be a balance between customer satisfaction and respect for workers' contributions [1][2][3] - Recent examples of "pampering" behaviors include a local tourism bureau director inviting tourists to stay in his home and cities providing free resources to visitors, which are seen as positive gestures that do not exploit labor [1] - However, some "pampering" actions, such as excessive discounts on food delivery platforms, lead to worker exploitation, where employees are overworked without fair compensation [2] Group 2 - The management logic behind both city and corporate management is similar, where the undervaluation of labor leads to unsustainable practices in customer service [2] - To regulate "pampering" behaviors, clear rules must be established regarding cost-sharing, with cities needing to improve public service planning and companies needing to account for extraordinary service in labor costs [2] - The true essence of "pampering" is to ensure that both customers feel respected and laborers receive dignified treatment, which can enhance the reputation of cities and businesses [3]