Fosun: Connecting Its Brands Through Family Holiday Experiences

01 Facts & context

Brand positioning: building a consumption ecosystem around family happiness

Fosun's official website takes making global families' lives happier as its mission, organizing a family consumption ecosystem around health, happiness, and wealth. Observing its tourism business, we can see how this positioning is presented through specific destinations: family needs include rest, entertainment, companionship, and shared experiences, so the brand needs to explain the relationship between different projects and these needs. Fosun Tourism Group's official introduction also positions family leisure and vacation living as its business direction. This positioning provides a common service target for its diverse brands and a theme for collaboration across different scenarios, but one cannot infer from the brand portfolio alone that synergy has already produced operational results.

02 Facts & context

Key practice: Spring Festival destination linkage with intangible cultural heritage and night tours

Fosun's Spring Festival report released on 2025/2/6 introduced destinations such as Club Med, Sanya Atlantis, Taicang Alps, and Lijiang Club Med. Among them, Sanya Atlantis collaborated with the Yuyuan Lantern Festival, combining intangible cultural heritage lanterns, parade interactions, aquarium night tours, food, and drone water curtain shows into a festive experience. This specific sample shows how different content can enter the same resort scenario: traditional culture provides a festive theme, destination facilities provide activity spaces, and multiple experiences together form a selectable tour content. It belongs to the activity review of the 2025 Spring Festival and cannot be used as a long-term service list for all projects.

03 GSP analysis

First understand how family members jointly arrange a trip

Understanding how family members jointly arrange a trip is the starting point for designing family experiences. A trip often includes both joint activities and separate choices: some want to participate collectively, others prefer to explore alone; differences in physical strength and interests affect pace, and companionship and rest are also part of the experience. Operators can first observe the natural grouping of visitors in the venue, identifying which moments require aggregation and which are suitable for dispersion. This analysis does not rely on demographic proportions or consumption data, but rather understands the negotiation process within the family through on-site behavior, providing a basis for subsequent activity design.

04 GSP analysis

Cultural themes should help visitors understand why to participate

Cultural themes should help visitors understand why to participate; the key lies in establishing a perceptible connection between the theme and the destination. Borrowing enterprises should first clarify the core task of the venue, for example, the task of a resort is to provide relaxation and companionship, and the thematic content should serve this task rather than simply piling up cultural elements. The theme should answer visitors' potential questions: why does this activity occur here, and how does it relate to the purpose of my trip? If the theme is merely decorative, visitors may feel confused or alienated. Therefore, operators need to translate the theme into specific participation cues, such as through guide scripts, interactive segments, or scene settings, so that visitors can anticipate the value of the experience before acting.

05 GSP analysis

The value of activity combinations depends on flow and time connections

The value of an activity combination ultimately depends on how visitors experience the flow and time connections at the destination. From arrival, visitors need clear information guidance, knowing what activities are available, their locations, durations, and sequence. The tour segments should allow visitors to choose based on interest, rather than being forced to follow a unified route. Waiting is a common point of friction in the experience; if queues or transfer times are too long, even exciting content may wear down patience. Rest and dining are not just for replenishing energy but also opportunities for family communication and adjusting pace. The wrap-up before departure is equally important; a smooth exit and memory points can influence the overall impression. Therefore, when designing activity combinations, one should first map the complete flow from arrival to departure, identify potential friction points at each stage, and then decide how content fits in.

06 GSP analysis

Cross-brand collaboration requires clear on-site handovers

For cross-brand collaboration to land, the key is whether on-site handovers are clear. Borrowing enterprises can first determine a festival period and a clear customer group, then map the complete flow from arrival, touring, rest, to departure, marking who is responsible for each stage. Scheduling, guidance, consultation, service, and exception handling responsibilities must be assigned to specific positions, not just relying on tacit understanding between brands. For example, if cultural content is provided by an external partner, the venue should designate a dedicated person to handle entry, equipment debugging, and daily checks to ensure activities start on time. These arrangements are the borrowing enterprise's own choices, not a depiction of Fosun's internal processes.

In terms of operational mechanisms, it is recommended to adopt a unified coordination group model, where this group coordinates the schedules of various brands and establishes an on-site command point to handle temporary changes. Guide staff need to be familiar with all collaborative content and be able to answer visitor questions about routes and activities; the information desk should have up-to-date information on opening times and waiting conditions for each project. For exception handling, such as weather changes or equipment failures, contingency plans should be preset, clarifying who has the authority to adjust processes and notify visitors. This can reduce confusion caused by information asymmetry, but the effect needs to be verified through actual operational data, and one cannot presuppose that collaboration will always be smooth.

Establishment conditions include a stable venue, sustainable budget, and content partners willing to execute together. The venue must be able to accommodate additional activities without affecting basic services; the budget must cover staff training and temporary facilities. Content partners need professional execution capabilities and be willing to cooperate with unified scheduling. If the scale is limited, one can start with a clear flow and two or three activities, first verifying the collaboration process, then considering expansion. When selecting collaborative content, priority should be given to projects that match the venue's function, avoiding increasing operational burden for the sake of richness.

A borrowable operation is to establish a daily review mechanism, recording queue times, consultation frequency, visitor participation, and feedback, to identify bottlenecks in on-site handovers. For example, if visitors frequently ask about the next stop after a tour, it may indicate unclear signage or insufficient guide information, not that the activity itself is uninteresting. Through observation and feedback, borrowing enterprises can adjust schedules or add guidance, gradually optimizing collaboration. Testable signals include whether visitors can smoothly find activity locations, whether consultation volume decreases, and whether exception handling is timely; these signals reflect handover quality, but need to be judged in combination with alternative factors such as season and promotions, avoiding simple attribution.

07 GSP analysis

Preserving choice space is more useful than requiring everyone to follow the same path

In family vacation scenarios, members' interests, physical strength, and pace often differ, and a unified itinerary may make some feel accommodating or bored. Borrowing enterprises can design optional routes, for example, providing branches such as short explorations, quiet rest, or parent-child interactions alongside main activities, allowing family members to choose based on their own state. At the same time, set clear information prompts at key nodes, explaining the duration, suitable audience, and meeting points for each route, helping families make informed decisions before departure. This design does not require all members to always be together, but rather reduces conflict through flexible arrangements, enhancing overall comfort.

In terms of operational mechanisms, enterprises can first map the complete flow from arrival, touring, to departure, identifying which stages most need branching choices. Then, equip each optional route with clear signage and staff guidance to ensure visitors can easily understand and switch. Meeting points should be placed in visible and uncrowded locations, with unified time windows so dispersed members can regroup smoothly. Rest areas should be distributed along routes, not just at the start or end, to accommodate differences in physical strength. These arrangements require the on-site team to rehearse in advance to ensure smooth information transmission and crowd management.

Establishment conditions include the venue having sufficient space to accommodate multiple flows, and safety monitoring covering all branch areas. Service teams need training to proactively ask about visitor needs and provide suggestions, not just passively respond. Information prompts should use intuitive graphics and short text, avoiding reliance on language or numbers. If the venue is small or manpower is limited, one can first trial two branches on a main flow, observe visitor choice rates and feedback, then gradually expand. Content partners or collaborators need to adjust their activity times to avoid conflicts with branch routes.

Testable signals include visitor dwell time at branch points, consultation frequency, and satisfaction feedback after choice. If a route is rarely chosen, check whether its information is clear or whether the activity matches needs, rather than directly canceling. Also, observe the punctuality and emotional state of families at meeting points; if anxiety or delays occur, optimize time arrangements or prompt methods. Enterprises should also record the usage frequency and peak hours of rest areas to adjust facility configuration accordingly. These feedbacks should be regularly reviewed and used for the next experience design, rather than simply increasing the number of activities. Ultimately, the value of preserving choice space lies in making each member feel respected, thus willing to participate again, but specific results need to be verified through continuous observation and adjustment.

08 GSP analysis

Use task feedback to distinguish participation heat from experience improvement

Business analysis should revolve around task feedback to distinguish participation heat from experience improvement. Borrowing enterprises can first clarify observation dimensions: understanding, friction, participation, and feedback. Understanding refers to whether visitors clearly grasp the activity theme and participation method; friction refers to on-site obstacles such as queues, unclear information, and flow conflicts; participation refers to the number of families actually joining and their dwell time; feedback refers to visitors' specific evaluations of the experience. The four dimensions should be recorded separately, not as a general satisfaction statistic. For example, if participation is low, it may stem from insufficient understanding or excessive friction, not necessarily a lack of appeal in the content itself. Enterprises should establish a simple record sheet, with on-site staff noting each dimension by time period, providing a basis for subsequent adjustments.

Season and promotions are common alternative explanations and should be treated cautiously. If activities coincide with holidays or promotions, increased participation may not be due to experience improvement. Borrowing enterprises can use a comparative method: observe the natural behavior of similar visitors during non-activity periods, or analyze trends in each dimension before and after the activity. If understanding improves but participation does not increase, the problem may lie in the friction stage; if participation increases but feedback is flat, examine whether content matches expectations. Enterprises should avoid attributing short-term fluctuations to a single factor, but rather accumulate multi-period data to identify stable patterns.

On-site friction is a key entry point for experience improvement. Enterprises can arrange dedicated personnel to observe queue times, consultation frequency, visitor hesitation points, and record specific contexts. For example, if families pause at a fork, signage may be unclear; if children frequently ask questions, content may lack age-appropriate design. These signals are more direct than post-event questionnaires. Enterprises can set up simple feedback points, encouraging visitors to express opinions with stickers or verbally, while also recording staff observations. By aggregating friction types, high-frequency issues can be prioritized, such as adjusting flows, adding signage, or simplifying processes.

Journey feedback should distinguish immediate and delayed reactions. Immediate feedback includes expressions, interactions, and comments during the activity; delayed feedback can be obtained through small-sample follow-up interviews after departure, understanding whether families are willing to recommend or revisit. Enterprises should note that high participation heat does not equal smooth experience; comprehensive judgment requires combining friction data. If feedback indicates crowding, consider time-slot reservations or additional sessions; if feedback indicates a vague theme, strengthen opening explanations. All adjustments should be evidence-based, not intuitive. Finally, enterprises should regularly review changes in each dimension, solidify effective measures into standards, and continuously test their effects, forming a closed-loop improvement.

09 Suggested actions

Arrange lightweight collaboration from organizable festival scenarios

If a borrowing enterprise wants to organize a similar festival linkage, it is advisable to first select a clear customer group and scenario, such as a destination or commercial space primarily for family visitors, and determine a specific festival period. Then, map the complete visit flow around that customer group, from arrival, touring, rest, dining, to departure, identifying the different needs that family members may have at each stage. The purpose is to place collaborative content in the most naturally integrated positions, rather than simply piling up activities. Enterprises should clarify the core problem they wish to solve, such as enriching choices during the stay or injecting a new theme into a specific period, to avoid scattered goals.

10 Suggested actions

Transform review results into adjustments for the next experience

The value of review lies in converting on-site signals from the activity period into a basis for adjusting the next round of experience, rather than simply increasing the number of activities. Borrowing enterprises can first organize behavioral clues left by visitors in queues, inquiries, mid-way exits, and rest, distinguishing which stem from insufficient content appeal and which from friction caused by flow or timing. If older members or young children in a family clearly need to stop at a certain point, it may indicate that rest facilities or pace need adjustment; if visitors frequently ask about the location of the next performance, it suggests that guidance information is not clear enough. These judgments should be based on observation records, not vague satisfaction impressions.

In terms of operational mechanisms, it is recommended to establish a cross-functional review group, including on-site operations, content planning, customer service, and partner representatives. The group's task is not to list activity highlights, but to check visitors' actual state at each stage against the preset experience flow. For example, if many people miss subsequent projects due to queues, consider staggered scheduling or adjusting content order; if inquiries concentrate on the same issue, prioritize correcting information guidance rather than expanding activities. Review conclusions should distinguish between content-related problems and execution-related problems; the former involves themes and participation methods, the latter involves personnel, facilities, and handovers.

Establishment conditions include: the enterprise has a stable activity venue and basic service team, and content partners are willing to participate in reviews and provide on-site feedback. Simple recording tools are also needed, such as having staff mark peak hours and abnormal events at fixed points. If the enterprise has no prior cross-brand collaboration experience, it can start with one festival scenario and a small number of activities, and consider expansion after the process matures. The applicable premise is that management is willing to adjust original plans based on feedback, rather than treating review as confirmation of existing plans.

Borrowable operations include: holding a review meeting shortly after the activity ends, categorizing observation records into four dimensions—queue, inquiry, exit, and rest—and proposing three types of recommendations: content restructuring, service correction, or scope expansion. Content restructuring refers to adjusting activity themes or participation methods; service correction refers to improving information prompts, personnel guidance, or facility configuration; scope expansion should be decided only after verifying that the basic experience is smooth. Test signals include whether similar problems decrease, whether visitors can complete the full journey more smoothly, and whether staff's mastery of the process improves. If these signals do not improve, return to process details to find causes, rather than blaming insufficient content richness.