Core Viewpoint - The failure of Zhangjiajie Dayong Ancient City signifies the end of the seller's market in the cultural tourism industry, indicating a shift towards a buyer's market where consumers hold the dominant power [1][6]. Group 1: Market Dynamics - The seller's market in the cultural tourism sector is collapsing due to an oversupply of low-quality attractions, particularly evident in the domestic A-level scenic spots [2][4]. - As of the end of 2023, there are 15,721 A-level scenic spots in China, generating a total tourism revenue of 406.87 billion yuan. This represents a decline in average revenue per scenic spot to 25.88 million yuan, only 63% of the 40.85 million yuan average in 2019 [3]. Group 2: Shift in Consumer Power - The cultural tourism market is transitioning to a buyer's market, where consumers are becoming the primary decision-makers. This shift is characterized by two notable trends: the rise of community-based consumption and the increasing influence of internet platforms [7][9]. - The concept of "super users" emphasizes targeting specific consumer communities that resonate with a brand's values rather than a broad audience [7]. Group 3: Future Trends and Recommendations - Cultural tourism products must focus on cultural and quality aspects, moving away from merely leveraging historical significance to creating relatable and tangible cultural experiences [11][12]. - The industry faces increasing competition and higher consumer expectations, necessitating a commitment to innovation and quality control in product offerings [11][12][13]. - Long-term success in the cultural tourism sector requires patience and a departure from the traditional methods that no longer yield results [13][14].

Core Viewpoint - The article emphasizes the transformation of brand-user relationships in the era of "super users," highlighting the need for brands to evolve from "traffic hunters" to "user cultivators" to achieve sustainable growth in a competitive market [2][30]. Group 1: Super User Concept - Super users are defined as valuable assets for brands, characterized by high purchasing power, loyalty, and the ability to spread brand awareness [2][30]. - The emergence of Tmall's "Brand Super Member Day" reflects a strategic response to the trend of focusing on super users, enabling brands to drive growth in a saturated market [3][30]. Group 2: Membership Value as a Growth Lever - Tmall's "Brand Super Member Day" successfully activated the long-term value of super users during the 618 shopping festival, with nearly 25 million participants [5][6]. - The marketing strategy centered around "member value" and innovative engagement methods, such as member challenge plans and lotteries, which helped brands attract new members and boost sales [6][12]. Group 3: Marketing Innovations - The marketing model evolved to focus on "member value perception," utilizing creative campaigns to embed the idea of exclusive benefits associated with membership [7][9]. - Tmall's approach included integrating promotional events with daily operations, creating a comprehensive marketing ecosystem that enhances user engagement and emotional connection [12][29]. Group 4: User Value Closed Loop - Tmall's strategy involves creating a user value closed loop through differentiated benefits, extensive exposure, and a holistic marketing ecosystem, which maximizes user lifetime value [15][29]. - The essence of the membership economy is identified as trust, which is built through the continuous delivery of exceptional value to users [16][30]. Group 5: Future Outlook - The article concludes that Tmall's "Brand Super Member Day" is pivotal for brands seeking to navigate economic cycles, providing both short-term sales boosts and long-term asset accumulation [30][32]. - The future of brand growth is seen as being driven by the membership economy, with Tmall continuously optimizing its membership strategies to enhance user engagement and value [31][32].