Rui Jiang
Driven by strong policy support, the historic breakthrough of domestic large cruise independent manufacturing capacity, and the continuous upgrading of Chinese residents’ high-quality cultural tourism consumption demands, China’s domestic cruise industry has entered a critical transitional stage shifting from extensive scale expansion to high-value brand leadership. At present, the brand building of domestic cruise enterprises still faces multiple core challenges: international giants like Royal Caribbean and MSC Cruises firmly occupy 80% of the Chinese market share, domestic cruise products have a 75% route repetition rate with severe homogenization, and the overall customer satisfaction of domestic cruise services is still 15 percentage points lower than that of international first-line brands. Based on the systematic analysis of the industry’s current foundation, market pattern and development contradictions, this paper proposes targeted brand building strategies covering five dimensions: breaking through core manufacturing bottlenecks, deepening industrial chain collaboration, innovating differentiated cultural services, optimizing top-level policy support and promoting open international cooperation, aiming to help domestic cruise brands build irreplaceable core competitiveness and finally drive China to achieve the historic leap from a large cruise consumption country to a world-class cruise industrial powerhouse.