A Study on Cruise Branding Under the "Cruise + Chinese Culture" Integration Model: The Case of Adora Magic City
DOI:
https://doi.org/10.66069/ojspub.25360803Keywords:
Cruise brand, Cruise + Chinese Culture, Adora Magic City, Differentiated competition, Cultural soft power, Domestic cruise industry, Cultural tourism experienceAbstract
Driven by policy support, domestic large cruise manufacturing breakthroughs and cultural tourism consumption upgrades, China's domestic cruise industry has entered a critical transitional stage from scale expansion to high-quality value leadership. At present, the sector still faces prominent brand-building bottlenecks: international giants such as Royal Caribbean occupy 80% of the Chinese market share, domestic products have a 75% route repetition rate with severe homogenization, and core technologies including LNG power systems still rely on imports, making domestic brands' customer satisfaction 15 percentage points lower than international peers. This paper puts forward targeted strategies covering independent technological breakthrough, full industrial chain coordination, differentiated cultural service innovation, precise policy support and open international cooperation, aiming to build irreplaceable core competitiveness for domestic cruise brands and help China grow from a large cruise consumption country into a new global cruise industrial growth pole.
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