专题：2025全球文化IP产业发展大会 2025全球文化IP产业发展大会于2025年12月26—27日在上海举行，主题为"IP无界·智创未来——文化IP与科技融合的全球化探索"。 上海国际旅游度假区管委会副主任孙毓在大会开幕环节致辞表示，文化IP正加速成为推动高质量发展与产业边界拓展的重要力量。上海国际旅游度假区将以 大会为纽带，面向未来十年持续集聚全球IP与资源，推动跨境、跨界、跨平台合作项目落地。 孙毓表示，度假区在持续提升世界级IP体验的同时，也将以"以文化IP为核心、多元产业协同发展"为目标，打造东方乐城等新增长极，构建休闲度假、文化 演艺与文创产业融合的生态体系，"以科技之志点燃文化之光，以无界之思共创未来之城"。 以下为发言摘录： 孙毓（上海国际旅游度假区管委会副主任）：尊敬的于局长、沈主任、关总裁，沙部长，各位来宾，女士们，先生们，朋友们，大家上午好！ 去年这个时候我们在这里以"IP的力量"为主题首次举办2024全球文化IP产业发展大会，共同探讨文化IP产业发展的创新实践和未来图景，今天我们再次相约 度假区共同迎来2025全球文化IP产业大会的盛大开幕，在此我谨代表上海国际旅游度假区管委会向来自 ...

法国思想家让·波德里亚凭借其"消费社会"理论在中国思想界广为人知，而他关于"拟像世界"的预言，在今天这个人工智能与社交媒体无孔不入的 时代，愈发显得精准而深刻。《拟像与拟真》是波德里亚思想生涯中极为重要的著作，他在此书中创立了"拟像""拟真"等核心概念，系统地探讨 了当代社会如何以象征和符号取代现实与意义，最终形成一个比真实更真实的"超级现实"状态。从迪士尼乐园到超市和广告，再到克隆等生物技 术成就，波德里亚以其独特的批判性眼光，审视着我们身边的一切人造物，对图像与事物的复制关系提出了根本性的质疑。 日前，豆瓣读书联合南京大学出版社·守望者邀请了汪民安、马凌、刘翔、王睿琦四位嘉宾，围绕《拟像与拟真》简体中文版的出版，结合《黑客 帝国》、迪士尼乐园等经典文艺案例，共同探讨波德里亚思想在当下的重要性，以及我们如何理解这个无处不在的"拟像世界"。以下为本次对谈 的文字整理稿。 "我"与波德里亚：思想的缘起与交汇 王睿琦：我们确实身处一个拟像和图像的时代，这一点在今天已经没有争议，我先说说我为什么会翻译这本书。起因和另一位法国思想家乔治·巴 塔耶有关。前些年，南京大学出版社出版了一系列关于巴塔耶的书，并举办了一场以巴 ...

Core Insights - Abu Dhabi has transformed from a small fishing village to an international metropolis in just over 60 years, boasting a per capita GDP ranking among the top six globally [1][8] - The city is heavily investing in cultural and entertainment infrastructure, including the Louvre Abu Dhabi and various theme parks, to enhance its global appeal [5][7] - Abu Dhabi is positioning itself as a "future city" by diversifying its economy away from oil dependency, with non-oil sectors contributing 54.7% to its GDP in 2024 [9][10] Group 1: Economic Transformation - The discovery of oil in the 1960s marked a turning point for Abu Dhabi, leading to a population increase from 2.7 million to over 4.1 million in the past decade [8] - The city has implemented a film production incentive program, increasing cash rebates for film projects to 50%, attracting over 180 international productions since 2013 [3][4] Group 2: Cultural and Entertainment Development - Abu Dhabi is home to significant cultural landmarks, including the Sheikh Zayed Grand Mosque and the Louvre Abu Dhabi, showcasing its ambition in architecture and cultural diversity [5][6] - The city has become a popular filming location for international movies, with its contrasting landscapes appealing to filmmakers [2][3] Group 3: Future Sustainability Initiatives - Abu Dhabi is investing in nuclear power to meet 25% of its electricity needs, reducing reliance on oil and enhancing water security through desalination [10][12] - The development of Masdar City aims for zero carbon emissions, featuring innovative urban planning and transportation solutions [10][12]

以下文章来源于中国企业家杂志 ，作者陈浩 中国企业家杂志 . 讲好企业家故事，弘扬企业家精神 将投中网设为"星标⭐"，第一时间收获最新推送 迪士尼在中国，乃至全球的成功，本质上是"体验经济"的胜利。 作者丨马吉英、陈浩 编辑丨 马吉英、张昊 来源丨中国企业家杂志 《疯狂动物城2》创造了新的纪录。 北京CBD万达影城午夜场的好位置，在开票时就被抢光。除了凭电影票可以兑换一张海报之外，万 达影城也上架了各种联名周边，最受欢迎的要数印着朱迪、尼克的爆米花桶。有人甚至要求服务员用 纸袋单装食物，只为得到"干干净净的周边"。据透露，《疯狂动物城2》午夜场商品点单率达35%， 远超一般水平。 想要靠"动物城"掘金的不止影院。 11月24日，瑞幸上线联名周边，包括贴纸、冰箱贴、吧唧、联名杯、毛绒相框等。有媒体计算，想 凑齐全套，至少要喝掉22杯咖啡，花费343元。一位瑞幸咖啡店员告诉《中国企业家》，当日门店 一开门，打印出来的订单远超往日，一个人平均一分钟要出餐两杯半。瑞幸官方在电影上映当天紧急 发布通知，称周边缺货，正加急补货。 上映当天，社交媒体里小朋友与电影角色的合影随处可见，这是豆包、千问等平台专门推出的动效， 用 ...

Core Insights - The most profitable business in the world is not chips or oil, but selling stories and happiness, exemplified by Disney, which has reached a valuation of $200 billion through its extensive IP portfolio and diversified business model [1][2]. Group 1: Disney's Business Model - Disney operates a vast array of businesses including movies, television, theme parks, streaming, sports, and consumer products, creating a self-sustaining profit machine [2][4]. - The company has successfully navigated various challenges, including the death of its founder, missed opportunities in the internet boom, and creative stagnation, demonstrating resilience and adaptability [4][5]. Group 2: Walt Disney's Vision and Early Challenges - Walt Disney, born into a modest family, faced numerous failures in his early career but remained committed to his dream of animation, leading to the creation of iconic characters like Mickey Mouse [6][7]. - His first major gamble was the introduction of synchronized sound in animation with "Steamboat Willie," which became a massive success and established Disney as a leader in the industry [10][12]. Group 3: The Golden Age of Animation - Disney's second major gamble was the production of "Snow White and the Seven Dwarfs," the first full-length animated feature, which was met with skepticism but ultimately became a box office triumph, solidifying Disney's place in Hollywood [13][14]. - The success of "Snow White" led to a series of classic animated films, establishing Disney as the king of animation [14]. Group 4: The Eisner Era - Michael Eisner took over Disney in 1984, leading the company through a period of rapid expansion and revitalization, introducing successful animated films and re-releasing classic titles [18][21]. - Under Eisner, Disney acquired ABC for $19 billion, transforming it into a cross-media empire and significantly increasing its market value [22][24]. Group 5: The Iger Era and Strategic Acquisitions - Bob Iger succeeded Eisner and focused on high-quality content creation, embracing technology, and global expansion, leading to significant acquisitions including Pixar, Marvel, and Lucasfilm [28][30]. - Iger's leadership saw Disney's profits grow from $2.5 billion to $11.58 billion, and its market value increase sevenfold [34]. Group 6: Recent Challenges and Future Directions - Disney faces challenges in its streaming business, traditional media transitions, and maintaining creative sustainability amid rising competition and technological advancements [41][42]. - The return of Iger in 2022 aims to address these issues through cost-cutting measures and a renewed focus on quality content and strategic investments in profitable experiences [44].

Core Insights - Shanghai Lego Park achieved a remarkable opening performance with 85% of visitors being families and ticket revenue closely matching secondary spending [1][3] - The project, with an investment exceeding 10 billion RMB, challenges the skepticism surrounding high investment and low profitability in the theme park industry, revealing a contradiction between booming market demand and profitability issues [3][5] - Despite the growth of large theme parks in China, with 90 parks now operational, the industry still faces a profitability crisis, with only 10% of parks being profitable [3][5] Market Demand and Supply - The demand for leisure and entertainment has surged, with 30% of family spending in first-tier cities directed towards these sectors, indicating a shift from annual travel destinations to regular weekend activities [3][5] - The investment threshold for large parks is typically over 1.5 billion RMB, with Lego Park's core area investment reaching 550 million USD, leading to a mismatch between high investment and low profitability [3][5] Economic Impact - Theme parks have a proven economic impact, with every 1 RMB of income generating 18.8 RMB in related consumption across transportation, hotels, dining, and retail [5] - The opening of Lego Park boosted hotel occupancy rates by 40% and dining consumption by 65% in the surrounding area, showcasing the economic value of the "park + ecosystem" model [5][27] Location and Cultural Advantages - Shanghai's unique advantages as a tourist destination, including cultural symbols and a robust transportation network, enhance its appeal for theme parks [9][29] - Lego Park's design incorporates local cultural elements, such as the Yangtze River landscape and traditional stories, aligning with local consumer identity while maintaining brand characteristics [9][29] Policy and Ecosystem Synergy - Theme parks contribute to job creation and tax revenue, enhancing city branding, with a 1 RMB expenditure generating 3.5 RMB in urban economic activity [11][29] - The synergy between Lego Park and surrounding commercial entities has created a closed-loop model of "park attraction - commercial monetization - ecosystem feedback," providing a replicable example for other cities [11][29] Consumer Behavior and Experience - The dual consumer base of parents willing to pay for children's experiences and nostalgic adults contributes to Shanghai's sustained consumption potential [7][29] - Successful parks like Lego and Haichang have restructured their profit models to focus on emotional consumption, achieving a near 1:1 ratio of ticket sales to secondary spending [11][29] Pricing and Value Proposition - The pricing strategy for theme parks is based on a five-dimensional model considering brand influence, IP value, city capability, park scale, and content depth [14][17] - Lego Park's pricing reflects Shanghai's consumer capacity and the brand's value, with market feedback indicating a willingness to pay for quality experiences rather than low prices [17][29] Membership and Repeat Visits - Lego Park's initial product offering was a membership card, fostering emotional connections and repeat visits, evidenced by a 28% return visit rate in the first month [18][29] - The transformation of IP into immersive experiences, such as interactive projects based on local culture, enhances visitor engagement and drives repeat business [18][21] Future Trends and Competitive Landscape - The competition among theme parks will evolve into a comprehensive ecosystem involving parks, hotels, commerce, and culture, leveraging synergies to enhance visitor experience and spending [28][29] - The insights from Shanghai's theme park economy highlight the importance of high consumer spending, cultural depth, and effective IP transformation for sustainable success in the industry [29]

Core Insights - Disney is focusing on localizing its IPs to resonate with younger consumers, particularly in the Chinese market, which is seen as a testing ground for new ideas [2][5] - The upcoming release of "Zootopia 2" is part of a broader strategy to enhance Disney's presence in China, with significant promotional activities planned [1][4] - Disney's collaboration with F1 aims to engage younger audiences by integrating beloved characters into the racing experience, capitalizing on the growing popularity of F1 among youth [6][7] Group 1: Disney's Strategy in China - Disney is launching "Zootopia 2" in China on November 26, 2025, coinciding with a global celebration at Shanghai Disneyland [1] - The company is expanding its IPs into various Disney parks worldwide, including new themed areas based on Spider-Man and The Lion King [1] - Disney's consumer products division is adapting to changing consumer habits, focusing on emotional value rather than just functional attributes [2][3] Group 2: Emotional Connection and Nostalgia - The character Stitch has become a significant part of Disney's consumer products, appealing to the nostalgia of Generation Z [3][4] - "Zootopia" has achieved remarkable success in China, grossing over 1.5 billion yuan, and continues to resonate with audiences due to its themes of positivity and inclusivity [3][4] - Disney plans to launch over 2,000 related products for "Zootopia" by the end of 2025, reflecting the strong emotional connection consumers have with the IP [4][5] Group 3: Collaboration with F1 - Disney is partnering with F1 to integrate Mickey and friends into the racing experience starting in the 2026 season, targeting the growing fanbase of F1, especially among young people [6][7] - F1's global fanbase is projected to reach 826.5 million by 2025, with China being the fastest-growing market, indicating a significant opportunity for Disney [6][7] - The collaboration will include themed products and social media content, enhancing the overall experience for fans at F1 events [7]

Group 1: Holiday Tourism Trends - The upcoming National Day and Mid-Autumn Festival holiday is expected to see a total of 2.36 billion trips, averaging about 295 million trips per day [1] - Local tourism departments are implementing various strategies to attract visitors during the holiday [1] Group 2: Infrastructure and Tourism Integration - The integration of large-scale infrastructure projects with tourism, such as the Huajiang Grand Canyon Bridge, is creating new cultural and tourism consumption spaces [1] - Modern infrastructure is not only a means of transportation but also serves as a beautiful scenic spot, enhancing the tourism experience [1] Group 3: Sustainable Tourism Development - To transform tourist attractions from temporary popularity to lasting appeal, continuous innovation and product iteration are essential [2] - Engaging visitors through interactive experiences and updated content is crucial for maintaining interest [2] Group 4: Government Initiatives in Tourism - The opening of government canteens during holidays enhances public service supply and optimizes the supply-demand structure in tourism [3] - This initiative reflects a people-centered tourism development philosophy, aiming to improve the overall tourist experience [3] Group 5: Future of Tourism Development - The focus of tourism development should be on meeting the evolving needs of the public, promoting inclusive tourism [4] - Emphasizing cultural and tourism integration, as well as leveraging technology for smart tourism, is vital for future growth [4]

Core Viewpoint - The Shanghai Tourism Festival offers half-price discounts on nearly all popular attractions, enhancing accessibility for citizens and tourists, and stimulating related industries such as dining, accommodation, and transportation, achieving a win-win situation for cultural tourism and industry empowerment [1] Group 1: Impact on Tourism - The initiative lowers travel costs for citizens and tourists, allowing more people to experience Shanghai's cultural and tourism charm [1] - The festival expands beyond Shanghai, establishing five sub-venues in regions such as Ningbo, Yancheng, Mianyang, Kashgar, and Shigatse, promoting Shanghai's festival brand and benefits nationwide [1] Group 2: Economic Benefits - The festival's outreach is expected to attract more visitors to Shanghai, enhancing the city's appeal and showcasing its tourism resources [1] - The initiative also serves as a platform for neighboring provinces and cities to display their tourism products, highlighting Shanghai's role as a cultural tourism hub [1]

Core Insights - The summer tourism market is experiencing significant growth, driven by diverse offerings such as performances, theme parks, and cruise travel, reflecting a shift in consumer preferences from cost-effectiveness to quality-oriented experiences [3][4][10] Group 1: Ticket Economy and Consumer Behavior - The rise of "ticket economy" is effectively linking tourism, commerce, and transportation, becoming a new driver for summer consumption [4][8] - Events like the Jiangsu Super League have sparked increased consumer enthusiasm, leading to noticeable growth in nighttime and out-of-town spending [4][8] - Data shows that during the Beijing International Film Festival, ticket holders enjoyed discounts at over 1,100 businesses, attracting 76.66 million visitors and generating 25.17 billion yuan in consumption [8] Group 2: Theme Park Competition - The online parent-child vacation market in China is projected to reach 300 billion yuan by 2025, with new entrants like Shanghai Lego Land intensifying competition against established players like Disney and Universal Studios [10][11] - Shanghai Lego Land opened with over 7,500 visitors in its first hour, indicating strong demand despite concerns over high ticket prices [10][11] - Traditional parks like Guangzhou's Xingji World are adapting by offering family-friendly pricing strategies to capture the summer family entertainment market [11] Group 3: Summer Travel Trends - The demand for summer cooling destinations has surged, with water parks and beach resorts seeing over 40% growth compared to last year [16][19] - High-quality summer travel experiences are increasingly sought after, with destinations like Guizhou offering attractive pricing strategies to enhance value [19] - The trend of "off-peak travel" is emerging, with discounts of 15%-20% available for trips after mid-August [20] Group 4: Cruise Tourism Growth - The cruise market in the Greater Bay Area is expected to grow, with the return of the "Navigator of the Seas" signaling a shift from market cultivation to demand-driven growth [23][25] - New cruise itineraries are designed to maximize onshore exploration time, catering to family and educational travel needs [25][26] - The integration of local cultural elements and services in cruise offerings is enhancing the overall experience for Chinese tourists [26]