Core Viewpoint - The article discusses the evolution and challenges of animation IPs, emphasizing the importance of understanding the essence of animation IPs for long-term success and emotional connection with audiences [7][8][16]. Group 1: Animation IP Characteristics - A truly vibrant animation IP possesses three key traits: the ability to transcend cultural barriers, explore timeless themes of humanity and growth, and maintain continuous innovation potential [8]. - Animation's unique creative attributes allow for stronger controllability, continuity, and symbolic potential compared to live-action films, facilitating its transition from "cultural products" to "cultural assets" [9]. Group 2: Challenges in Animation IP Development - Many animation IPs face challenges due to entrenched product thinking, leading to repetitive creative patterns after initial market success [10]. - Self-imposed limitations in audience targeting, such as focusing solely on "child-friendly" or "adult-oriented" content, restrict the growth and potential of IPs [10]. - Short-sighted behaviors, such as blind licensing and low-quality derivatives, undermine the emotional value and trust associated with IPs, particularly in the context of rapid monetization strategies [10]. Group 3: Strategies for Sustainable IP Development - The concept of "all-age" IPs is proposed as a solution to maintain and expand the life force of animation IPs, allowing them to resonate with both original and new generations of viewers [11][12]. - Key strategies for achieving all-age appeal include layered storytelling, open story structures, and systematic operations to create lasting emotional connections across generations [12][14]. - Vertical deepening is another viable model for long-term development, focusing on serving specific age groups or interest circles with profound and evolving content [15]. Group 4: The Shift in Animation Industry Mindset - Successful animation IPs have transitioned from a short-term focus on product thinking to nurturing long-term value through a "living entity" mindset, which respects the natural growth and creative evolution of IPs [16]. - This mindset emphasizes long-termism over immediate gains, emotional connections over mere traffic monetization, and value accumulation over fleeting popularity [16].

（来源：衢州日报） 城市文化IP的根基在于高品质、有内核的原创内容。《雾山五行》的成功，首先得益于导演林魂团队对 极致国风的坚守。独特的水墨美学与顶尖的打戏设计，赋予了这一IP深厚的艺术底蕴与辨识度。真正的 文化IP必须承载独特的审美与精神内核，将地方风骨（如衢州的山水灵气）转化为令人过目不忘的视觉 奇观，这是IP打造的"灵魂"。 真人版翻拍的成功，则彰显了跨界联动与粉丝共创对IP生命力的强劲助推。UP主凭借高还原度精准捕 捉了"武侠神韵"，这种基于热爱的二次创作是一种深度参与和情感联结。它打破了创作者与受众的界 限，形成了"官方引领，粉丝反哺"的良性生态。这种生态所激发的社群活力与情感黏性，正是IP持续火 热的关键。 进一步来看，B站UP主自制真人版《雾山五行》视频的网络热播，凸显了本土文化借力新兴媒介高效输 出的潜能。《雾山五行》的国风美学，通过从动画到短视频的媒介转换，得以触达更广泛、更年轻的群 体。这启示我们：打造城市文化名片，应积极拥抱动漫、短视频等形式，挖掘本土资源的现代表达潜 力，让地域特色在当代"活"起来、"潮"起来，从而迈向"全网传播"与"文化出海"。 《雾山五行》的破圈之旅，为国潮背景下的 ...

Core Insights - The article highlights the transformation of the domestic animation and gaming industry in China, showcasing a shift from predominantly foreign content to a growing presence of local original works, reflecting cultural confidence among the youth [1][4]. Group 1: Market Growth and Trends - The market for Chinese game IP derivatives reached 4.06 billion yuan in 2023, with a compound annual growth rate of 17% from 2019 to 2023, indicating accelerated development in this sector [2]. - The broader pan-anime and related market is projected to reach 597.7 billion yuan by 2024, supported by a user base of 526 million spanning various age groups [2]. Group 2: Cultural and Emotional Connection - Local anime and gaming works provide unique emotional support and cultural belonging for young consumers, as familiar cultural elements are integrated into narratives, creating a shared experience that resonates deeply [2][3]. - Works like "Time Agent" and "Ling Cage" reflect contemporary societal issues and young people's feelings, fostering a strong connection with the audience [3]. Group 3: Social Dynamics and Community Building - The localization of anime consumption has created new social capital and community belonging for young people, with online discussion groups and offline themed events emerging around domestic creations [3]. - Shared cultural experiences, such as watching films like "Nezha: Birth of the Demon Child" with family, enhance intergenerational communication and understanding [3]. Group 4: Future Challenges and Opportunities - The domestic animation industry faces challenges such as avoiding homogenization of themes, balancing commercial success with cultural depth, and breaking down audience segmentation [4]. - As cultural confidence and aesthetic diversity among the younger generation grow, local creations are expected to play an increasingly significant role in the cultural consumption market, serving as a means for self-expression and connection [4].

Core Insights - Bandai Namco is recognized as a leader in the Japanese entertainment industry, known for its strong IP management capabilities and innovative "IP Axis Strategy" that spans games, toys, anime, movies, and theme parks [1][3] - The company achieved total revenue of 1.05 trillion yen (approximately 54.5 billion RMB) in the fiscal year 2024, setting a benchmark in the global cultural industry [1] - The competition among Chinese companies like Yuewen, Aliyu, Pop Mart, and Bilibili to establish a similar IP empire is intensifying, with each company occupying different segments of the IP value chain [3][4] Company Summaries Yuewen Group - Yuewen's core advantage lies in its vast original content reservoir, with millions of signed authors and a large number of novels, positioning it as a potential IP goldmine [7] - The company faces challenges in efficiently converting text-based IP into visual IP, although successful adaptations like "Qing Yu Nian" and "Douluo Dalu" demonstrate its potential [9][10] - To become a Chinese equivalent of Bandai, Yuewen needs to enhance cross-media development and global market expansion [13] Aliyu - Aliyu operates as a platform that connects IP copyright holders with commercial channels, focusing on optimizing the IP commercialization chain [14][16] - Its "IP2B2C" model provides a one-stop service for IP from design to sales, but it lacks direct influence over IP creation [16][18] - Aliyu's role is crucial but insufficient for building a complete "Bandai-style" ecosystem [18] Pop Mart - Pop Mart has rapidly expanded in the past two years, becoming a leader in the Chinese trendy toy market with a significant international presence [19] - In 2024, overseas revenue accounted for 38.9% of total revenue, showcasing its success in global markets [19] - The company has established a complete closed loop from IP design to global DTC retail, achieving impressive profitability [21][22] Bilibili - Bilibili is distinguished by its highly active community and focus on ACG (Anime, Comic, and Game) content, with significant investments in domestic animation [25][27] - The company has diversified its revenue structure but still lacks scale in IP derivative commercialization compared to Bandai [28][30] - To evolve into a comprehensive IP group like Bandai, Bilibili must enhance its IP commercialization capabilities, particularly in self-developed games and derivative products [30] Comparative Analysis - All four Chinese companies exhibit gaps compared to Bandai, particularly in the breadth and depth of their business operations [31] - Bandai's IPs have a long lifecycle and sustained market presence, while most Chinese IPs are relatively young and unproven [33] - The global market penetration of Chinese IPs remains limited, especially in mainstream Western markets [34] - Bandai boasts a rich matrix of active IPs across various media, while Chinese platforms are still building their IP reserves [37] Future Outlook - Among the four companies, Pop Mart shows the most potential to emulate Bandai's model due to its strong IP creation capabilities and efficient commercialization system [39] - Pop Mart's global retail network and financial stability provide a solid foundation for future growth [39] - To truly become a Chinese Bandai, Pop Mart must enhance the narrative depth of its IPs, diversify its business, and balance short-term profits with long-term value cultivation [40][41][42] - The evolving landscape of the content industry suggests that the future of Chinese IP enterprises may not strictly follow Bandai's model but could develop into new business forms that adapt to local market characteristics [44][48]