I always enjoy my time in Jiangsu. Why? Because life is good in Jiangsu. First, the food is excellent; second, the accommodations are comfortable; and third, the entertainment is fantastic. I've visited 322 of the 328 5A-level scenic areas in China, which seems to be a record, as I've been to all the newly designated 5A scenic areas. Having traveled extensively throughout China, I've gained profound insights.

Jiangsu is a developed province for tourism in China; it's a tourism powerhouse, and we shouldn't be modest about it. Following General Secretary Xi Jinping's important instructions, China's tourism industry has grown from small to large, from weak to strong. Our goal is to build a world-class tourism power. In this development process, a world-class tourism power must first have strong tourism provinces. How else can it be supported? Therefore, I would say that Jiangsu, Zhejiang, Guangdong, Shandong, and Fujian are currently China's strong tourism provinces. In recent years, provinces like Hunan, Henan, and Shaanxi have also emerged. It is precisely because of these strong provinces that support our large tourism country and further support the construction of our tourism power.

However, being a strong tourism province doesn't mean we don't have problems or shortcomings. We need to address these issues and work to overcome our weaknesses to seek new development. Many people hope I'll talk more about Jiangsu's scenic areas, but I feel that Jiangsu's scenic areas are not the most important aspect. For example, when we talk about Anhui, Huangshan is unavoidable; when we talk about Sichuan, Jiuzhaigou is inescapable; and when we talk about Hunan, we must mention Zhangjiajie. Can Jiangsu find such a landmark? For example, in Wuxi, Lingshan is now unavoidable. In the 1980s, visiting Wuxi meant seeing the Taihu Lake Park and the Plum Garden. In the 1990s, it was the Three Kingdoms City and the Water Margin City. In the new century, Lingshan emerged, effectively creating a comprehensive concept.

New Landscape

Therefore, I feel that our current development, especially the development of scenic areas, may one day be forgotten. People may ask what a scenic area is, and it may become a historical term. This is a possibility. I feel that there are three new situations; I thought of these just now, and they are not in my presentation. The first is the "new scenic area." What does this mean? As long as there is differentiation and attraction, it is considered a scenic area. For example, City Walk, which was very fashionable last year. Is City Walk a scenic area? No, it's a city walk. Last year, when I was in Qingdao, I decided to try it out and spent half a day walking around the city. It was a great experience, no less enjoyable than a scenic area. Later, I did the same in Xi'an. I said, let's skip the usual sights and do a City Walk. It was also a great experience. So I ask, is this also a destination? It has great appeal. Some people even go to the extent of visiting a city's market to get a feel for the place. People's demands are becoming more down-to-earth. Seeing a local market gives you a more thorough understanding of the place. Whenever I go to a city I haven't been to, I always want to eat at a street food stall in the evening. Only by eating at a street food stall can you have a deeper understanding of the city's culture. So this is one type, the "new scenic area." These new scenic areas include urban leisure areas and many resort areas. Are they scenic areas? They can also be considered scenic areas. For example, Tangshan in Nanjing is a national-level tourism resort area. Tangshan also has beautiful scenery. Traditionally, scenic areas are mainly known for their scenery, but now it's different.

The second concept is the "general scenic area." Based on the new scenic area, a concept called the general scenic area will emerge. Why? Because China's construction has changed rapidly over the years, and since the pandemic, I've felt that our cities have changed dramatically. Mayors now know that the old urban model is no longer sustainable—relying on land sales to increase fiscal revenue and large-scale construction through real estate investment. This path has reached its ceiling. Therefore, cities are now studying urban organic renewal. In the three years of the pandemic, I looked at 120 urban organic renewal projects. What surprised me most? None of the projects were loss-making; only one project was uncertain because the investment was too large. Generally, these projects don't require much investment, but they create new urban spaces, expand the city, and enhance the city's value, especially providing citizens with new living scenes. Would you say these are scenic areas? No, but they are a concept of a general scenic area.

The third is the "large scenic area." What does a large scenic area feel like? The city is the scenic area. Every part of the city is a scene; it's all comfortable to look at. For example, Taicang in Jiangsu is a city I find very comfortable, with a small-town feel, but a very developed economy and good public facilities. The facilities are not tall or large, but they are high-class. I remember when I went there, I went out for lunch at noon, there was no traffic jam, and when I came out after eating, I saw many Germans sitting on the street drinking beer. The city gave me a German feel, as it has a German industrial park. The whole city is a large scenic area. Similarly, in the countryside of Taicang, I met a female mayor. We chatted for a while, and I asked her how long she had been there. She said 10 years. I asked why she didn't leave. She said, "Why would I leave? The people here live well; they never cause trouble. There's nothing to worry about; we just think about how to do good things for the people. It's very pleasant." I said, "After all, this is the countryside." She said, "Is there a difference between the countryside and the city? My home in the city is 15 kilometers from here. I commute every day, staying in the city and working in the countryside. My next step is to stay in the countryside and work in the city. I think that would be painful." She said she insisted on staying there, and she refused several job transfers. The city and countryside are completely integrated. What does this mean? It's a large scenic area.

Against this backdrop of development, China is now a middle-income country. However, for many years, I've felt that we still cling to traditional mindsets, one of which is a poverty mentality—a fear of being looked down upon, a fear that intensifies with poverty. For example, in our rural areas, when hosting guests, we always have to put out a large spread of meat and fish. Why? To show off, essentially a poverty mentality. The second is a scarcity mentality. I only realized this recently at a hotel conference. For years, my view was that hotels were struggling. Why? Supply and demand—oversupply. But no one dared say that. When I worked at the China National Tourism Administration, I coined a phrase: 'The supply and demand relationship in our hotel industry is relatively relaxed.' People asked what that meant. I said it meant oversupply. But if you say 'oversupply,' people find it unpleasant. This is a scarcity mentality. The hotel industry has always operated under conditions of scarcity, and when we surpass that turning point, people become unaccustomed to it. This is true across the country, even this year. I attended three provincial-level tourism development conferences this year, and even now, there's still an investment attraction segment. They still have to go on stage and go through the motions. Each province attracts roughly 20 billion yuan in investment, with 50 to 60 projects, averaging 400 to 500 million yuan per project. After reviewing them, I estimate that only 2 billion yuan will actually materialize, and that only 5 out of 50 projects will succeed. Why do they still do this? It's our habitual scarcity mentality. So I suggested that instead of attracting investment, we should attract talent and intelligence. What we truly lack is talent and wisdom—that's our real shortage.

Last year, I met a business owner who owns 42 scenic areas. He's ambitious, aiming for 50 scenic areas domestically and 50 resorts overseas—a 'double 50' strategy. He has a capital platform, including listed companies and several industrial funds. I asked him, 'With your capital platform, why are you still seeking investment?' I suggested he hold a talent and intelligence attraction conference. He was excited, but later asked how to do it. Investment attraction is simple—pile up projects and welcome investors. But talent and intelligence attraction? I said it's the same—pile up existing projects, identify their challenges, and invite solutions. Whoever offers the best solution gets to implement it. That's attracting talent and intelligence.

What does this show? We've entered a new era, but our thinking hasn't caught up. I've summarized China's tourism development since 1978 into three stages: Before the pandemic, we had a set path—seeking resources, assessing resources, attracting investment, building scenic areas, and developing destinations. This was a resource-based era. The pandemic years were a forced intermission. During this time, we merely endured, without considering adjustments to our post-pandemic strategy, tactics, or personnel. Surviving was enough. I commend those who survived; I respect the tourism businesses that are still operating, especially those that managed to grow during this period. Since last year, we've entered the second half, and things have changed, but we haven't realized it. Our bodies are in the second half, but our minds are still in the first. This is especially true in the scenic area industry. Some industries have adapted quickly, but we're still content with the status quo. Therefore, we need to seek new development for scenic areas in this new era of tourism.

New Momentum

In this new era, we can make some observations. First, the resource-based era is long gone. The traditional concept of tourism is outdated. Abundant resources, once a strength, have become a weakness due to outdated thinking. Therefore, we need to reinterpret traditional culture, create modern products from traditional resources, and modernize the market for traditional products. Traditional elements, without modern integration, may have academic or research value, but struggle to enter the market. In cultural tourism integration, culture should be accessible but not superficial. Tourists seek fun, fashion, and joy. They need culture, but not heavy, weighty culture. I oppose the term 'rich culture'—tourists are there to have fun, not carry a heavy burden. This is from a tourism perspective.

From a cultural perspective, abundant resources remain, as many cultural resources haven't been transformed into products. But from a tourism perspective, we've already used the readily available resources. I realized this two years ago at an online planning meeting. They were still using the traditional approach—resource surveys and assessments. I suggested canceling this, as their discussions were actually about products, not resources. In a mature tourism region, discussing resources is outdated and will fail to meet the demands of this new era.

Second, the era of product enhancement is intensifying. In recent years, with the rise of digitalization, we've transitioned from the attention economy to the influence economy. Our previous marketing efforts, including many influencer campaigns, were based on the attention economy—getting people to know you. The influence economy aims to not only make people aware of you but also to attract them and resonate with them. This is product upgrading, expanding influence, and proactive expansion. This has created a new pattern where products and markets are both dominant. Therefore, from a product perspective, it's about transitioning from history to fashion, from heavy to light. This can address shortcomings, and content expansion is crucial. Our current weakness is insufficient content. Last year, I tasked some young people with conducting research on expanding content in China's tourism development, ideally forming a content expansion alliance. Currently, new content is quickly adopted nationwide, becoming ubiquitous within three months. If something is everywhere, is it still new? No. In this era, the power of talent is evident, as is the inadequacy of outdated talent. The personnel developed during the resource-based era are now obsolete; the new generation of talent is diverse and multi-skilled.

Indeed, the talent cultivated during the resource-based era was excellent, top-tier. They could still excel in similar projects. However, in this new era, many are falling behind because their thinking is outdated, and some of their experience is no longer applicable. For example, yesterday I met some people working in low-altitude tourism. They said low-altitude tourism would replace cable cars, using drones to transport people instead. Cable cars damage the environment, while drones don't. I asked about the cost and traffic flow. While it works for individual cases, will it work at scale? Many things aren't so simple, and it's not an either/or situation.

In this case, the era of product-oriented development has become mainstream and will continue for a long time. However, various changes will occur. The first is called "specialized, refined, and new," which has become a trend in the industrial field but is still in its infancy in the tourism sector. There's a building in Shenzhen, about 40 or 50 stories high, called the "Specialized, Refined, and New" Building. When I asked what it was for, they said it serves small and medium-sized enterprises. The government provides subsidies and low rents, attracting these small businesses focusing on specialized, refined, and new development. We don't even have such a term in the tourism industry.

Thirdly, the era of scenario-based development is upon us, as scenario-based consumption has become fashionable. Scenario-based development will inevitably become the future of tourism. Immersive and scenario-based experiences are becoming a common pursuit. Therefore, competition in this era shifts to competition of models, specifically scenario-based competition models, expanding outwards and deepening inwards, far exceeding traditional scenic areas and attractions. So, at this time, if we still think about how to further develop traditional scenic areas and attractions, it's possible to make a living, but that's not the direction. The direction must be scenarios. Scenarios are everyday language; their model is derived from drama and film, then becoming a commercial pursuit, and even a social pursuit. A scenario consists of three elements: first, the "field"—spatial creation; second, the "view"—atmosphere creation; and third, the "feeling"—the blending of situations. This requires deep participation and interactivity, rich technological means, but storytelling is difficult. Such stories must resonate with human nature and touch the hearts of people.

New Development

I'm talking about the trends and background issues, which involve the new development of scenic areas.

First, let's talk about the problems. One is the constraint of ideology; everyone talks about scenic areas in terms of resources. It's always about "my resources are so-and-so." You've become a scenic area, a product. Talking about resources is less meaningful unless you have new resources to explore. For example, Jiuzhaigou. I went to Jiuzhaigou one year and suggested they expand into leisure and vacation activities. They said they were working on it and showed me a place called Zhongzhaigou. After seeing it, I said this place is perfect for leisure and vacation activities. They said that Jiuzhaigou needs to transform, but leisure and vacation activities require large investments. In the end, they found a company called Luneng to invest approximately 8 billion yuan in the project. This is a different concept from what we do in scenic areas.

Second is duplicate construction, close proximity, and low level. We cannot simply oppose duplicate construction; without it, there would be no market competition in a market economy. However, duplicate construction in close proximity and at a low level is clearly not feasible.

Third is project management, fragmentation; you start a project as soon as you have money, still obsessed with so-called resources.

Fourth is market development, changing methods, and losing direction.

Fifth is supporting development, a single model, insufficient driving force.

Sixth is market distortion. For example, vacationing has become a rigid demand, but we have few truly good vacation products. Therefore, the vacation demand of Chinese people spills over to overseas destinations; Southeast Asia is the largest vacation destination for Chinese people. It also spills over to scenic areas. Many vacation demands go to scenic areas, and we scenic areas are happy, but this is a mismatch of demand. Therefore, customers have a lot of complaints, and we don't know why they are complaining. In fact, it's because they have a vacation demand, and now they have complaints about scenic areas. This is a mismatch.

Seventh is the misconception of scenic areas. Scenic areas are categorized in various ways. Some can be replaced, and some can be guided, but overall, they are stratified. In fact, a good market, a mature market, must have a complete division of labor system, but our system is not mature enough.

Eighth is the misconception of forced price reductions in scenic areas. Especially in recent years, I have said many times that local governments want to boost tourism, and the first thing they do is reduce the prices of scenic areas, and even cancel the entrance fees for state-owned scenic areas. Then I ask one question: Do you consider scenic areas as enterprises? If you consider them as enterprises, the government cannot manage them this way. If you consider them as public institutions, then don't call them scenic areas. Moreover, the effect of doing so is actually very poor. State-owned scenic areas are already struggling, and the government keeps canceling entrance fees, making things worse. This includes sometimes meeting with government departments and discussing this issue.

The ninth problem is the diversification of systems and insufficient rationality. I won't elaborate on this. Anyway, there are so many problems now. In the hierarchical structure of scenic areas, an olive-shaped structure has formed, with the pursuit of 5A status becoming increasingly prevalent. This means that the proportion of investment is increasing, and 1A scenic areas are at the bottom, with almost no one paying attention. In terms of classification, the scope of A-level scenic areas has begun to expand, but it is still mainly sightseeing. This process is very similar to that of the hotel industry. If we persist, the outlook is bleak. For example, in the hotel industry, no one is competing for 5-star hotels anymore. One important reason is the requirements of our disciplinary inspection commission. The business of 5-star hotels is so bad; many 5-star hotels have lost their business. So now many disciplinary inspection commissions have issued new requirements: 5-star hotels can arrange official activities, but they cannot exceed the standard. It's fine if they don't exceed the standard, but the problem is that even this cannot be done. It is possible that one day, our A-level scenic areas, including the 5A standard, will also be like this, with their gold content gradually decreasing. Why? Because the scope and scale of the standard are getting larger and larger. Fortunately, in recent years, the China National Tourism Administration has controlled this standard very strictly, to an unreasonable degree. If it were not so strict, for example, if there were 1,000 5A scenic areas nationwide, would there still be any gold content? If there were 2,000 5A scenic areas, a 5A scenic area would be equal to a 3A, and a 3A would be equal to no A. This is something we can see.

Second, change is the trend, and pattern is the direction. What are the new trends in the market? Hotel scenic area-ization, scenic area life-ization, and destination development. Some large hotels are like this now; these large hotels are scenic area-ized. Once, I visited a resort hotel in Shenzhen, and the general manager took me around for an hour. He said that his hotel has 20 internet celebrity check-in points. Guests come here, check in at all 20 points in an hour and a half, and then have a meal here, driving consumption, and that's how business comes. This is a concept of hotel scenic area-ization. Of course, small hotels may not be like this, but small hotels need to be specialized. However, the development of scenic areas is life-ization, because scenic areas generally have a large area and rich connotations. Therefore, if scenic areas are just like this, a walk-through, it is clearly not the direction. The overall development is destination-ization, especially for large scenic areas. A large scenic area and the surrounding rural tourism are connected to build a new type of destination. This is a trend.

Therefore, it is natural that scenic areas have diversified types and diversified products. From the perspective of tourist flow, a place can be a transit point, a distribution center, a stopover, a destination, and an ultimate destination. If you can attract ultimate destinations, that's truly impressive. However, many places are transforming. For example, Kunming was initially Yunnan's main tourist destination, then it became a transit point, and now a stopover. So, on several trips to Yunnan, I arrived in Kunming, stayed at an airport hotel, went to a street near the airport for hotpot, and then returned to the airport because I had a flight to another place the next morning. It was inconvenient to go into the city. This shift in Kunming reflects this process. However, from the perspective of destinations, there are urban destinations, rural destinations, and landscape destinations. Similarly, our scenic areas are now composed of these three types: urban scenic areas, rural scenic areas, and landscape scenic areas.

Therefore, de-emphasizing scenic areas and development is a new requirement. While strengthening scenic areas naturally strengthens the landscape, prioritizing visuals as the first or even sole requirement, under new market demands, requirements are comprehensive, encompassing a holistic experience, a comprehensive experience of sight, hearing, smell, taste, body, mind, and spirit. I often use an example: watching clouds from an airplane offers the best view, truly beautiful. However, watching clouds from a plane isn't exciting. Why? It feels like watching a movie. But if you climb a mountain and see a sea of clouds, it's completely different because of the climbing process, a wholehearted experience. Seeing the sea of clouds at that moment is incredibly exciting. This is the natural pursuit and feeling of human beings. So I say, no matter how artificial intelligence develops, or how AI develops, it cannot replace this sense of presence, this substantial, comprehensive experience. This is natural.

However, under this situation, if we continue to strengthen scenic areas, we will continuously increase development efforts, spending more money without achieving good results. Therefore, we should transform them into historical and cultural experience areas, leisure and entertainment areas, ecological tourism areas, tourism and resort areas, specialized tourism areas, and characteristic tourism areas. Some need this transformation, requiring new positioning to correspond to new markets.

Third, there are three major shifts here. The first is a shift from single sightseeing to comprehensive experience, pursuing experiential value, emotional value, and social value. Consumption is changing, and consumers are constantly maturing. The earliest consumers pursued quantity—spending less money to see more. Later, they asked about price, then quality. Quality represents a value pursuit. Asking about value means pursuing cost-effectiveness; I don't mind spending more money as long as it's worthwhile. Then, they ask if it's right. 'Right' actually means market segmentation—what's suitable for you may not be suitable for me. For example, what young people like, I may not like, and what I like, young people may not like. Of course, good things are liked by everyone. In the past two years, people have been asking if something is trendy or popular, which is the pursuit of internet celebrity check-in spots. However, I emphasize that I don't place much importance on internet celebrities. Why? Internet celebrity spots have high traffic but low spending. For example, the Datang Everbright City receives hundreds of millions of visitors annually, but the platform company has been losing money for three consecutive years, with a meager profit of 470,000 last year. On-site observation shows everyone checking in but not spending money. Even the vendors on both sides of the streets in Datang Everbright City don't make money. Why? Because people check in and leave. But the internet celebrity status seems impressive. Therefore, we shouldn't pursue the volume of traffic, but the retention of time, money, culture, and experience.

Many places say, "Teacher Wei, help us figure out how to become internet celebrities." I don't focus on internet celebrities, but there are patterns to internet celebrity phenomena. Everything has patterns. Last year in Lishui, working on urban leisure, I went there and understood. Let me tell you how to create an internet celebrity spot: first, it's in everyone's mind but not in everyone's writing; second, it's unexpected yet reasonable; third, it has a life-based foundation and online dissemination. With these three elements, it can become an internet celebrity spot. So in Lishui, I said their river was good, suggesting a "Hundred-Pole Crossing the River" activity, where people cross the river on bamboo poles. It's not new and not technically difficult, but having 100 people, especially 100 children, cross the river on bamboo poles, that's an internet celebrity spot, and it can become popular quickly. They said it's easy. What's the core? It's whether you can think of it. But our current thinking is still to do large projects with large investments, which is impossible. Therefore, tourists have comprehensive pursuits and experiences. Each type of tourism behavior has different pursuits, and even within a single person's itinerary, there are different experiences. So this is the first point: the shift from single sightseeing to comprehensive experience.

The second is the shift from traditional scenic areas to destinations. This first involves a shift from scenic areas to integrated complexes, requiring expansion through industrial integration, leveraging tourism market platforms to drive large industrial systems. The goal is to move from integrated complexes to destinations—a two-step process: first build integrated complexes, then destinations.

The third is the shift from landscape construction to scene construction. While we now emphasize landscape, we need to emphasize scenes. For example, Lingshan's landscape is top-notch, even at the ceiling level. However, scene construction has been gradually enriched in recent years, especially Lingshan's night tour. The scene-building in the night tour consists of small scenes but creates rich experiences. The Jinling Town is similar; a boat suddenly appears with two people dressed as ancient people, their clothes flowing, with some music. This kind of richness in small scenes creates new content in the new era. Many places are still considering whether to stage a large-scale performance. I say don't do it. Large-scale tourism performances in China have reached their peak. Some say we should eliminate tourism performances, but that's impossible. What truly eliminates large-scale tourism performances? It's scene-building.

For example, "The Twelve Hours of Chang'an" has 72 performances, each lasting 8 minutes at most and 3 minutes at least. As you walk along, you sit down, the performance starts, and before you've had enough, it's over. You walk forward, and another one begins. The employees perform themselves, so the cost is low, but the scene atmosphere is very strong. It truly makes you feel involved, participate, and immerse yourself. I think this is our future. The era of scene-building has arrived, not just approaching. Scene-building is a major trend. Whoever is ahead can grasp the initiative in the market. Scene-based consumption has become fashionable, and scene-based development will inevitably become the future of tourism. So, in the past two years, I've used scene-based thinking to analyze many places, and I've found a major change in thinking. Using traditional thinking, this is a shortcoming, and it's still insufficient; you need to invest and improve. From a scene-based perspective, it's completely different. Scene-building uses small amounts of money. Last year, I went to Liuba in Sichuan, a county deep in the Qinling Mountains. After a tour, I spoke, and the county party secretary and county magistrate said, "Teacher Wei, it won't cost much according to what you said." I said it shouldn't cost that much, and it doesn't need to cost that much. This is about mining existing resources and moderately developing incremental resources.

Therefore, I believe many of our scenic areas currently face this issue, and everyone is aware of it. For example, the night sky is beautiful, and stargazing is a scene and an attraction. For instance, in Lishui, there's a garden. I asked what its peak season is? Fireflies, but the season is too short, only 20 days a year, even 20 days is fine. Some scenes are beautiful, but the cost is too high, so don't bother, such as cherry blossoms. You painstakingly plant a lot of cherry blossoms, the flowering period is at most half a month, during which there are crowds, and after half a month, it's over. Maintaining cherry blossom trees costs a lot, so we need to calculate the cost of many things. Many scenes must be lively scenes; scenes that rely on hardware construction won't work. However, lively scenes have vitality and allow people to have a sense of immersion. Therefore, the scene model is the focus of competition: a strong atmosphere and complete immersion. Tourist scenes have three dimensions, and each dimension has several elements. I won't go into detail about all this.

Therefore, this involves new discoveries: meeting demands, discovering value, market discovery, path discovery, life discovery, ultimately leading to high quality. Overall, the development of scenic areas should not stick to the old ways; the old ways are becoming increasingly narrow. People say we have new ideas, we need to expand secondary consumption. I say there is a misunderstanding of secondary consumption. People think that secondary consumption is just creating some cultural and creative products. This is called secondary consumption. People say the Forbidden City's secondary consumption is 1.5 billion yuan a year, and Lingshan is second in the country. I say that the premise of secondary consumption is primary consumption. Primary consumption is not just the price of a ticket; the core of primary consumption is how much time you spend. Therefore, if you don't spend enough time, your secondary consumption is equal to zero. Our cultural and creative products are now very good; our approach is internationally recognized, and we do it better than internationally. But how many people pass through a complex cultural and creative product sales point when they leave? How many people stay behind? Why? Because the time spent is insufficient. So what is the core of our current scenic areas? What is the problem? Insufficient time consumption. Therefore, we must find ways to extend the time visitors spend in the scenic area and extend their stay. With a longer stay, there will be more time for consumption. Three hours is enough for a meal. Without a stay, there is no time for consumption; there is no time to buy anything. So, no matter how good your product is, it's useless. Even if it's a world intangible cultural heritage, no one will buy it. Therefore, how to make visitors stay longer in the scenic area is our top priority. How to make them stay longer? It's through scenes; it must be through scenes, so consumption can increase.

For example, Wuzhen in Zhejiang is a sightseeing area. Next to Wuzhen is Wucun, a rural life area. I saw online that Wuzhen is so expensive, and Wucun is also so expensive. Why? The ticket for Wucun is 270 yuan; it's just a village. 270 yuan! I said I have to go there. I went to Wucun specifically that time. It was developed by Wuzhen's parent company; it's just a village, and there are no people left. They said that the 270 yuan is to set a threshold; sightseeing tourists won't come in, and they can't come in. Therefore, the visitors to Wuzhen are not their customers. However, there are 30 types of rural snacks and 30 rural entertainment activities, all free. After entering, there are staff to serve each family. That time, I had this feeling. At first, I was watching, and then I said, let's have dinner here tonight. Immediately, they took me to the field and asked, how about this vegetable? How about that vegetable? There was a fish pond over there, and they said, which fish do you like? Someone went to the field to catch chickens, and an hour later, it was on the table. We also had a turtle. Later, it was really enjoyable. I invited a few friends over, and while we were eating, I said, okay, I'll stay here tonight. Consumption is extended step by step. People say that if customers don't consume, you haven't given them the time to consume, how can they consume? But customers will say, give me a reason why I should stay here for so long. It's not fun here; why should I stay here? So naturally, it's a chain of logic. Therefore, by striving for scene-based development, we can make visitors stay longer, and naturally, there will be more consumption. At this time, it doesn't matter whether it's primary or secondary consumption; it's not important. Without time, there is no consumption.

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