近日，有网友发帖称，华住高端酒店品牌举办的摄影大赛，获得第一名的作品，拉曝光再放大看竟然是一张AI图！该摄影大赛还请了5位专业评委给作品 打分，评委中还不乏一些协会副会长等大咖。 第42号作品《骑楼旧光》 根据该网友所说，记者找到该比赛第42号作品《骑楼旧光》原图，将亮度调大并将曝光调到过量曝光，明显看到图片右侧的数个牌匾出现字体错乱和字体 生成不全。 该网友称，这是Al生成图片的常见错误，一眼就可辨别图片是AI生成的。还有其他例如老人提鸟笼的手指跟手掌连不起来、左侧连续两个凉茶铺牌匾之 类的露馅细节。 另据帖子信息，记者搜索到这项名为"艺术MaxX·城市记忆摄影大赛"的比赛，在华住会旗下上海东方美仑美奂酒店和华住美好家族官方公众号均有宣传。 | 公示结果 | | | 综合奖项 | 最佳色彩奖 | 最佳 | | --- | --- | --- | --- | --- | --- | | H | | | | | | | 初强优秀作品至50张,由专业评审评分 听有老师的综合总分平均分最高制二名 | 色彩奖/最佳光影奖/最佳沟通奖】在所有老师单项评分中,去除疆高分及最低分,取平均分最高为获奖者 在投稿的城市分类中, ...

【#主办方替换AI获奖照片仍未回应争议#】#AI照片竟然拿了摄影比赛第一名#1月9日，社交媒体上"一 幅AI图竟骗过5位评委，拿到摄影大赛第一"的帖子引发关注。1月10日，主办方临时替换了第一名照 片，而对于AI照片一事尚未有回应。记者查看获奖公示信息发现，该作品位于综合奖项第一名，第二 名为作品《陆家嘴》，摄影比赛评委"中国摄影家协会会员""上海市美术家协会会员"等专业评委共5 人，评选方式由主办方在约90张照片中进行初筛，再由专业评委评选。评选第一名照片是否为AI照 片？如果是，又是如何通过层层筛选进入决赛并拿到第一名？1月9日，记者多次致电美仑美奂酒店了解 情况，酒店方回应该活动是响应华住会总部，需要联系集团回应。随后，记者联系华住会总部，客服了 解情况并记录联系方式后，称会有专人联系说明。1月10日，记者发现主办方公布的获奖照片，综合奖 第一名照片临时替换成此前第二名的《陆家嘴》。值得一提的是，根据主办方赛程安排，结果公示日期 应为1月6日。截至记者发稿，尚未收到主办方回应。 ...

Core Viewpoint - The city of Bengbu is actively working to attract and retain young talent through initiatives like the Youth Talent Station, which provides various support services to job seekers and fosters a welcoming environment for newcomers [1][2]. Group 1: Youth Talent Initiatives - The Youth Talent Station in Bengbu offers free accommodation, policy consultation, employment guidance, and city integration services, creating a "warm harbor" for job-seeking youth [1][2]. - The local government has launched a mini-program allowing job seekers to apply for free accommodation for up to two stays of three days each year [1]. Group 2: Personal Experiences - A graduate from Harbin Engineering University, Ju Xiaoying, benefited from the Youth Talent Station, stating it helped her quickly understand the local industry environment and eased her initial anxiety about moving to a new city [2]. - Han Qing, a local entrepreneur and mentor, expressed his satisfaction with the lifestyle in Bengbu, highlighting its suitability for young people to work and live [2][3]. Group 3: Community Engagement and Cultural Activities - Various youth activities, such as the "Summer Bengbu Trip" involving students from over ten universities, aim to explore local culture and industry, enhancing the connection between youth and the city [3]. - The local government organizes initiatives like the "Sail Plan" and "Return to Hometown" talent programs, focusing on cultural exploration and community service [3][4].

Core Viewpoint - The luxury hotel market in major cities like Beijing, Shanghai, Guangzhou, and Shenzhen is becoming saturated, prompting capital to shift towards less saturated markets with rich historical narratives and cultural heritage, such as Dunhuang [1]. Group 1: Market Dynamics - The investment firm, Wanzhong Holdings, has partnered with international hotel brands like Hilton and Marriott to establish luxury hotels in the northwest region of China, including brands like Waldorf, Four Seasons, and Mandarin Oriental [1][3]. - The luxury hotel segment is increasingly focusing on unique cultural experiences and natural endowments in second and third-tier cities, as evidenced by the opening of Ritz-Carlton in Dunhuang, which will be the second of its kind in China [5][8]. Group 2: Financial Performance - International hotel brands are facing challenges in the Chinese market, with Marriott reporting a 5% year-on-year revenue growth globally, but a decline in RevPAR in the Greater China region [7]. - InterContinental Hotels Group also reported a decline in RevPAR, ADR, and occupancy rates in the Greater China region, indicating a broader trend of underperformance in this market [7]. - In contrast, Hilton's global revenue increased by 6%, but recovery in the Asia-Pacific region, particularly China, has been slow [7]. Group 3: Strategic Shifts - The collaboration between local capital and international brands is becoming a clear strategy to capture scarce resources and mitigate investment risks, especially as the luxury hotel market shifts from scale and speed to boutique, destination-focused, and differentiated branding [8][9]. - The focus on culturally rich or naturally unique locations for luxury hotel projects aims to attract high-net-worth individuals seeking distinctive experiences, which may drive the next phase of growth in the industry [8].

Core Insights - The luxury hotel market in major cities like Beijing, Shanghai, Guangzhou, and Shenzhen is becoming saturated, prompting capital to shift towards less saturated markets such as historical cities and remote areas [1][2] Group 1: Market Trends - Marriott's luxury brand Ritz-Carlton is establishing a presence in Dunhuang, backed by local investor Wanzhong Holdings Group, which has previously partnered with international brands like Hilton and Marriott to develop luxury hotels in Northwest China [2][3] - Wanzhong Holdings is transitioning from a local real estate developer to a key player in the international hotel sector, leveraging its local resources and experience to systematically expand its hotel portfolio [3][4] Group 2: Investment Strategy - Wanzhong Holdings announced partnerships with several luxury hotel brands, including Waldorf, Four Seasons, and Rosewood, while also launching its own high-end brands [4] - The Ritz-Carlton project in Dunhuang is set to become the second Ritz-Carlton Reserve in China, featuring 69 villas with private courtyards, indicating a focus on unique, high-end experiences [6] Group 3: Performance Challenges - International hotel brands are facing challenges in the Chinese market, with performance metrics showing declines in the Greater China region for major players like InterContinental and Marriott, despite global revenue growth [7][8] - The overall trend indicates a structural differentiation in demand, high operational costs, and intensified local competition, leading to a reevaluation of expansion strategies by international brands [9][10] Group 4: Future Outlook - The collaboration between local capital and international brands is becoming increasingly important for capturing scarce resources and aligning with local culture, as the luxury hotel market shifts towards boutique, destination-focused, and differentiated branding [10] - The focus on culturally rich or naturally unique second and third-tier cities aims to attract high-net-worth individuals seeking distinctive experiences, suggesting a strategic pivot in the luxury hotel sector [10]

Core Insights - The traditional corporate year-end party, once a grand event held in five-star hotels, is gradually disappearing, with many companies opting for simpler, more cost-effective alternatives [1][3][10] Group 1: Changes in Corporate Year-End Events - Many companies are canceling their year-end parties, with a significant shift towards online meetings and simplified formats [2][3] - The trend indicates a decline in the number of companies hosting large-scale year-end events, with projections suggesting that by the end of 2025, less than 20% will maintain the traditional format [13][15] - The average budget for corporate year-end parties has been cut by over 40% since 2020, with more than half of small and medium-sized enterprises eliminating large gatherings altogether [13][15] Group 2: Impact on High-End Hotels - High-end hotels, which previously relied heavily on large corporate events for revenue, are facing significant challenges as demand for traditional year-end parties diminishes [6][8] - The revenue from meeting and banquet services was once a major source of income for high-end hotels, but this is now declining sharply [6][7] - Many hotels are struggling to fill their banquet halls and meeting rooms, leading to a significant reduction in their overall revenue [33][34] Group 3: Alternative Venues and Experiences - Companies are increasingly turning to alternative venues such as hot spring resorts, art galleries, and even bathing centers for their year-end activities, which offer a more relaxed and informal atmosphere [16][24] - These alternative venues provide cost-effective options that cater to the modern workforce's desire for genuine experiences rather than formalities [23][24] - The shift towards smaller, more personalized events reflects a broader trend of moving away from traditional corporate formalities to more engaging and meaningful interactions [18][24] Group 4: Future of High-End Hotels - High-end hotels are adapting by exploring new products and services, such as combining leisure and business offerings to attract a different clientele [36] - Some hotels are shifting focus to smaller events like family gatherings and birthday parties, which have shown significant revenue growth [37] - The survival strategy for high-end hotels now involves diversifying their offerings and seeking new customer segments rather than relying solely on corporate events [39][40]

Core Insights - Hilton Group accelerates its expansion in China, marking the opening of its 1000th hotel in the country with the launch of the Zhengzhou Airport Hilton Garden Inn [1] - The company has shifted focus to the mid-to-high-end hotel market, introducing brands like Hilton Garden Inn and focusing on second to fourth-tier cities for growth [1][2] - The hotel industry is entering a renovation and upgrade cycle in 2024, with an estimated 4 million rooms undergoing renovation, which is significantly cheaper than new constructions [2] Group 1 - Hilton Group had only 100 hotels in China in 2017, but has since rapidly expanded its presence [1] - The company opens a new hotel every two days and gains a new member every three seconds in the Chinese market [1] - The Hilton Garden Inn brand is a key focus for the company, with over 700 hotels globally and 225 under construction, particularly in the Asia-Pacific region [1] Group 2 - The trend of a single large owner investing in multiple hotel brands is becoming common, particularly in the mid-range market [2] - The hotel product cycle is approximately 8-10 years, and the upcoming renovation cycle presents significant opportunities for brand expansion, especially in lower-tier cities [2] - The rapid growth of mid-range hotel brands is attributed to their ability to attract diverse customer segments and the brand recognition associated with international names like Hilton and Marriott [3] Group 3 - Local owners are beginning to operate their own hotel brands and collaborate closely with local platforms, indicating a shift in the competitive landscape [3] - Foreign hotel management groups need to focus on multi-brand coverage and cross-industry interactions to remain competitive [3]

Group 1 - The core viewpoint of the articles revolves around the uncertainty in the tourism and hotel industry for 2026, with a mix of optimism and pessimism among stakeholders regarding market opportunities and challenges [1][3] - There is a fundamental shift in the hotel industry from "scale expansion" to "value cultivation," with a focus on integrating various sectors to enhance quality supply and optimize consumer experiences [3] - The hotel market is expected to continue growing, with a projected increase of 316,100 rooms in the chain hotel sector in 2025, reflecting a growth rate of 4.68% [4] Group 2 - The tourism market is predicted to experience a "high open low walk" trend in 2026, with growth expected to be half of that in 2023, indicating cautious optimism for the year ahead [3] - Experts highlight the importance of technology, such as AI and big data, in reshaping tourism experiences and operational models, emphasizing that these advancements are meant to empower rather than replace human roles [4] - A critical perspective is presented by experts who argue that tourism is inherently unpredictable and cannot be accurately forecasted using traditional economic models, suggesting that emotional and social factors play a significant role in consumer behavior [5][6][9] Group 3 - The articles discuss the emergence of new trends in tourism, including the rise of niche markets and the influence of social media platforms like Douyin and Xiaohongshu on consumer choices [3] - The concept of "experience economy" is emphasized, where tourism is seen as a form of emotional consumption rather than a mere economic activity, highlighting the impact of cultural phenomena on travel trends [7][9] - The need for a solid economic foundation and social stability is underscored as essential for successful tourism development, positioning tourism as a reflection of broader economic and social conditions rather than a driver of growth [8][12]

Core Insights - The French tourism industry is expected to maintain stable performance in 2025 following the 2024 Paris Olympics, according to an annual report released by the French tourism alliance [1] Group 1: Hotel Industry - The hotel sector in France is projected to achieve moderate growth in 2025, with occupancy rates increasing by 0.8 percentage points to 66.5% compared to the previous year [1] - Average revenue per available room (RevPAR) in hotels rose by 1.4% year-on-year, although this growth is slightly below the European average increase of 1.7% [1] - High-end hotels are driving revenue growth, with RevPAR for this segment increasing by 5.4% year-on-year due to strong international tourist demand, while budget hotels are experiencing revenue declines due to cautious domestic consumer spending [1] Group 2: Transportation Sector - The air passenger volume at airports under the Paris Airport Group reflects sustained interest from international tourists, with a year-on-year increase of 4.3% in the first 11 months of 2025 [1] - Passenger numbers from the Asia-Pacific region grew by 7%, reaching 90% of the levels seen in 2019 [1] - However, domestic flight passenger volumes from Paris are still declining, achieving only 69.9% of the 2019 levels [1] Group 3: Tourist Attractions - The number of visitors to historical sites across France is expected to exceed 12 million in 2025, setting a new record [1]

Core Insights - The article discusses the emerging trend of "self-consumption" among young consumers, indicating a shift from functional and material consumption to emotional, experiential consumption in the hotel industry [3][4]. Group 1: New Consumer Demands - Hotels need to understand what guests are willing to pay for beyond basic accommodation and dining, focusing on creating new value through unique experiences and emotional engagement [3]. - Data from an OTA shows that guests are willing to pay more for unique "viewing spots" or "ceremonial experiences," highlighting the emotional value sought by consumers [3]. Group 2: Market Segmentation - There are various micro-segments among young consumers, such as those seeking companionship from pets, stress relief, or cultural experiences, which hotels can target using AI technology for better understanding and personalized services [4]. - Recognizing these micro-segment demands is crucial for hotels to identify new growth opportunities [4]. Group 3: Design and Innovation - The hotel industry must emphasize design thinking and innovation capabilities to create new consumption scenarios that resonate with guests [5]. - Space is a core resource for hotels, and they should design environments that stimulate consumption and cater to lifestyle needs, utilizing principles from design psychology [5]. Group 4: Experience and Engagement - Hotels should create "Instagrammable" spaces that encourage guests to share their experiences on social media, enhancing emotional engagement and social interaction [5]. - Professional photography services and AI tools can enhance guest experiences and contribute to innovative business models [5]. Group 5: Resource Utilization - High-end hotel facilities like swimming pools and spas should be repurposed during off-peak seasons to meet the therapeutic needs of guests, creating themed relaxation environments [6]. - This approach can lead to additional revenue streams through service fees for specialized experiences [6]. Group 6: Organizational Innovation - The hotel industry should explore innovative organizational structures, such as the "host" model, to enhance creativity in service delivery and guest interaction [6]. - Aligning incentive systems with this new structure can further drive innovation in service and experience design [6]. Group 7: Marketing and Job Creation - Hotels can innovate marketing strategies through blind box promotions that incorporate cultural elements, enhancing guest engagement [7]. - New job roles such as experience designers and service customizers can be created to support this innovative approach [7]. Group 8: AI Integration - AI technology can play a significant role in personalizing guest experiences from the booking stage, acting as a "virtual butler" to understand and cater to individual preferences [7]. - The integration of AI in service delivery can enhance operational efficiency and guest satisfaction [7]. Group 9: Space Optimization - Hotels can optimize the use of various spaces like lobbies and meeting rooms to meet diverse guest needs, utilizing AI for real-time demand analysis and layout adjustments [8]. - This flexibility can include creating multifunctional spaces for co-working, themed meetings, and social interactions [8].