—— Three entrepreneurs, three strategies, one trillion-dollar market: How AI robots are reconstructing the tourism industry
Opening: When a robot knocked on my door at midnight
Last month, while on a business trip in a hotel in Hangzhou, I suddenly craved a midnight snack at midnight. You know that feeling, after a long day of meetings, exhausted but unable to sleep, just wanting to eat something. I picked up the phone and called the front desk: “Can you send me a cup of instant noodles?” The front desk replied, “Sure, sir, we will send it right away.”
Five minutes later, the doorbell rang. I opened the door and was stunned.
Standing at the door was not a staff member, but a white robot over a meter tall. It had a small screen on its chest displaying my room number and order information. I instinctively said “thank you,” and it surprisingly replied, “You’re welcome, enjoy your meal.” Then it turned and left, moving quite smoothly.
To be honest, my feelings at that moment were quite complex. On one hand, I found it quite novel; on the other hand, I felt a bit dazed—shouldn’t this scene be in a sci-fi movie? How did it quietly become a reality?
After returning to Beijing, I began to study this phenomenon. I found that it was not just about “a hotel using robots.” During the Spring Festival of 2025, 16 YuTree H1 humanoid robots performed a dance on the Spring Festival Gala stage, stunning the national audience. But what shocked me even more was the data behind it: over 30,000 hotels nationwide are using robots for deliveries; after introducing robotic dog tour guides at the Yandang Mountain scenic area, visitor numbers surged by 95.4% during the Qingming Festival; the unmanned cruise boats at Wuxi Nianhua Bay saw a more than 30% increase in passenger flow since the Spring Festival.
What does this mean? It means that a 12.5 trillion yuan smart tourism market is being reconstructed by AI and robots in ways we never expected. Moreover, this market is growing at a rate of 20% per year, expected to reach 14.555 trillion yuan by 2025.
Interestingly, the driving force behind this transformation is three completely different entrepreneurs: one is a serial entrepreneur born in 1972, who has dedicated 10 years to hotel corridors, achieving a market value of 9.8 billion yuan for “delivery services”; another is a post-90s young man from Hangzhou, who has made humanoid robots available for 99,000 yuan using a “price butcher” strategy, allowing robots to appear on the Spring Festival Gala and in scenic areas; and a group of innovative scenic area operators using AI and drones to transform ancient scenic spots into “technology showcases.”
Three entrepreneurs from different age groups, employing three completely different strategies, yet all achieving success in the same trillion-dollar market. What business logic lies behind this? How have AI and robots changed the underlying rules of the tourism industry? What opportunities can ordinary people seize from this?
Next, I will share with you the stories of these three individuals in detail.
Chapter 1: Zhi Tao, born in the 70s—Focusing on one thing for 10 years, achieving a market value of 9.8 billion yuan in “delivery services”
The story of Zhi Tao begins with the most unremarkable scene: hotel corridors.
In 2014, when 42-year-old Zhi Tao founded Yunji Technology, many people did not understand why he wanted to create hotel delivery robots. At that time, vacuum robots were not yet widespread, but he wanted robots to deliver slippers, toothbrushes, and meals in hotel corridors. This sounded neither sexy nor cool, completely unlike a “world-changing” entrepreneurial project.
But a simple curiosity drove me to research: Zhi Tao graduated from Xi’an Jiaotong University with a degree in engineering and has over ten years of experience in sensors and automation, making him a serial entrepreneur. With such a background and resume, his salary must be considerable; such a top talent cannot be satisfied with spending energy on something seemingly insignificant. It’s like a top writer; if they write what seems like an unnecessary sentence, my first reaction would be, “The master must have hidden meaning in this; not seeing it only shows my lack of understanding.”
So, why did Zhi Tao choose the seemingly unsexy path of “hotel delivery”?
I carefully studied his entrepreneurial logic and discovered three keywords: demand, frequency, standardization.
Think back to your own hotel experience. At midnight, you suddenly want a midnight snack, or you find there’s no hairdryer in your room, you call the front desk, and they say, “We’ll send it right up.” And then? A staff member runs from the first floor to your 15th floor room, knocks on the door, hands over the items, and runs back. This process may take 15 minutes, while the staff’s actual working time is only 30 seconds—knocking and handing over the items.
This is the opportunity Zhi Tao saw. Hotels have a lot of repetitive labor, tedious and inefficient, but someone must do it. The key is that this demand is rigid, frequent, and standardized. A hotel may need to deliver 50 times a day, and with tens of thousands of hotels nationwide, that’s 1.5 million delivery demands. What does this mean? This is the power of demand.
But more cleverly, Zhi Tao chose a particularly “dumb” strategy: he did not create a “universal robot” that can do everything, but focused on hotel delivery in one scenario and perfected it.
You might think this narrows the path, but in fact, it does the opposite. The more focused the scenario, the clearer the technical solution, the easier the product is to standardize, and the faster it can scale. Zhi Tao’s problem is clear: to enable robots to walk steadily from point A to point B in hotel corridors without hitting walls or people, being able to call elevators and knock on doors. These problems seem simple, but achieving 99.9% reliability requires a lot of technical accumulation and scenario refinement.
Ten years later, Zhi Tao’s perseverance paid off. By 2024, Yunji Technology’s robots were serving in over 30,000 hotels nationwide, with a market share of 13.9%, ranking first, surpassing the combined share of the second to fifth places. In October 2025, Yunji Technology went public in Hong Kong, with a market value of approximately 9.8 billion yuan.
What does this number mean? It means that a seemingly “unsexy” path can still lead to a big business if you find the right scenario, create the right product, and persist long enough.
But Zhi Tao’s ambition does not stop there. He implanted an “AI brain” into the robot, making it not just a “delivery tool” but an “intelligent assistant.” This AI brain can intelligently recognize guests’ voice, text, image, and other needs, dynamically coordinating resources such as robots, staff, and equipment to achieve automatic task assignment and full-link tracking.
In simple terms: if you say “I want a cup of hot water” to your phone in your room, the AI will automatically determine whether this task should be assigned to a robot or a human. If it’s a standardized delivery request, the robot will automatically plan the route, call the elevator, and arrive at your door without any human intervention. If it’s a complex request that requires human handling, the AI will automatically assign it to the most suitable staff member.
This is not just simple “delivery” but a technological reconstruction of hotel service processes. Zhi Tao’s philosophy is clear: the value of technology is not to replace people but to free them. Let robots do repetitive labor, allowing employees to focus more on emotional interaction and creative output.
This philosophy is also reflected in his business data. From 2022 to 2024, Yunji Technology’s revenue was 161 million yuan, 145 million yuan, and 245 million yuan, totaling 550 million yuan. The significant revenue growth in 2024 indicates that the market is beginning to truly accept this “AI + robot” service model.
You see, Zhi Tao has proven one thing in ten years: in the field of AI and robots, it’s not necessary to create the coolest product, but it is essential to find the most essential scenario. Moreover, one must have enough patience and determination to cultivate deeply in one scenario and perfect a “simple” task.
This kind of “dumb effort” is precisely the most difficult competitive barrier to replicate.
Chapter 2: Wang Xingxing, born in the 90s—Using a “price butcher” strategy to bring robots to the Spring Festival Gala and scenic areas
If Zhi Tao is the “perseverance type,” then Wang Xingxing is the “disruptive type.”
During the 2025 Spring Festival Gala, when 16 YuTree H1 humanoid robots danced on stage, the national audience was stunned. Wang Xingxing, a young man from Hangzhou, founded YuTree Technology, using a completely different strategy to push humanoid robots from the laboratory into the public eye.
Wang Xingxing’s disruption is first reflected in price.
Do you know how much a humanoid robot costs? Boston Dynamics’ Spot robot dog costs over 500,000 yuan. In contrast, Wang Xingxing’s Unitree G1 standard version is priced at only 99,000 yuan. What does this mean? It’s equivalent to reducing the price of humanoid robots to one-fifth.
This reminds me of the story of the iPhone and Android phones. When the iPhone first came out in 2007, it was priced over 4,000 yuan, which ordinary people could not afford. But Android phones quickly brought the price of smartphones down to below 1,000 yuan through a “price war,” promoting the entire industry’s popularity. What Wang Xingxing is doing is the “Xiaomi” of the robot world—not the most advanced, but definitely making it affordable for more people.
But this is not just a simple “price war”; it’s a fundamental choice of technology route. Boston Dynamics follows a hydraulic drive technology route, which is costly and difficult to maintain but has strong performance. Wang Xingxing, on the other hand, avoids this “high-cost path” and adopts high-performance pure electric drive technology, self-developing many key components to control costs to the extreme.
He has a particularly straightforward saying: “Cost has always been our KPI for everything we do; the core is to make a profit.” This sounds very “unsexy,” but it is precisely the most pragmatic entrepreneurial philosophy. Because only by lowering the price can more people afford it, and only then can true commercialization take place.
This strategy has had an immediate effect. In November 2024, the Wuzhen scenic area deployed YuTree’s robot tour guides to undertake guiding and promotional tasks. These robots can recognize visitors’ expressions and actions through cameras, engage in voice interactions, and explain scenic stories.
Even more impressive, in April 2025, after introducing YuTree’s robots and robotic dogs, the Yandang Mountain scenic area received 216,700 visitors during the Qingming Festival, a year-on-year increase of 95.4%; ticket revenue reached 4.3772 million yuan, a year-on-year increase of 79.41%.
Wow, a 95.4% surge in visitor numbers! What does this mean? It’s equivalent to a scenic area that originally had 10,000 visitors a day now having 20,000 visitors a day. This is not just “double the visitors” but rather that “the robots themselves have become attractions.”
Think about it, visitors come to scenic areas not just to see the scenery but also to see what the “robotic dog tour guide” looks like, whether it can chat with people, and if it can dance. This novel experience itself has become a selling point for the scenic area. Just like when Disney introduced robot performances, visitors would queue for hours just to catch a glimpse. Now, this experience is being “democratized” by Wang Xingxing’s 99,000 yuan robots—not just top scenic areas can use them, but ordinary county-level scenic areas can afford them too.
Wang Xingxing is very aware of this. He said, “I want more people to start using robots first.” The phrase “start using” is key. Because only by truly using them can data be collected, algorithms optimized, and products iterated, transforming from “moving machines” to “usable partners.”
This philosophy is also reflected in his market strategy. Over the past five years, YuTree Technology has secured nearly a hundred winning bids, covering various fields such as education, media, energy, healthcare, and firefighting. Major clients include nearly 30 universities such as Sun Yat-sen University, Southern University of Science and Technology, Zhejiang Sci-Tech University, and Beihang University. Orders are mainly concentrated in Zhejiang, the Guangdong-Hong Kong-Macao Greater Bay Area, and Beijing.
You see, Wang Xingxing’s approach is completely different from Zhi Tao’s. Zhi Tao is “vertically deepening,” focusing solely on hotel delivery for 10 years; Wang Xingxing is “casting a wide net,” trying every scenario, going wherever there is demand. The advantage of this approach is that it can quickly validate the market, accumulate data, and expand influence. The downside is that it can easily scatter focus, making it difficult to achieve excellence in a specific scenario.
However, for the emerging field of humanoid robots, Wang Xingxing’s strategy may be more suitable. Because this industry is still in its early stages, no one knows which scenario will explode first, so “blooming in multiple places” is a more prudent choice. Moreover, Wang Xingxing has a huge advantage: price. The 99,000 yuan price point allows many scenic areas, schools, and enterprises that could not afford robots to try them out.
In 2025, Wang Xingxing’s YuTree Technology is sprinting towards an IPO. This post-90s entrepreneur has transformed humanoid robots from a “sci-fi concept” into a “commercial reality” in less than ten years. In 2025, he also became the youngest entrepreneur representative at the private enterprise symposium, which itself indicates his influence.
Wang Xingxing’s story tells us: technological innovation does not have to pursue the “most advanced,” but must pursue the “most practical.” Lowering prices to make it affordable for more people is itself a disruptive innovation. Just like Ford’s Model T, which was not the most luxurious car but allowed ordinary American families to own a car, that is the true innovation that changes the world.
Chapter 3: Scenic Area Innovators—Using AI and Drones to Transform Ancient Scenic Areas into “Technology Showcases”
If Zhi Tao is “single-point breakthrough” and Wang Xingxing is “multi-point blooming,” then the scenic area innovators are taking a third path: scene integration.
Wu Guoping, chairman of Wuxi Nianhua Bay, has a particularly insightful saying: “Technology is the interface for cultural integration and spiritual resonance.” This statement sounds a bit abstract, but once you see what they are doing, you will understand what it means.
In 2024, Nianhua Bay launched the country’s first customized unmanned intelligent cruise ship, “Nianhua Bay No. 1.” This is not just a simple “unmanned ship” but a mobile cultural experience space. Visitors sit on the ship, and AI automatically narrates Zen stories based on the ship’s location, allowing you to listen to stories, enjoy tea, and appreciate the scenery simultaneously.
You might wonder, is an unmanned ship safe? Will it hit something?
In fact, this ship is like a seasoned driver that can “see the road.” It uses laser radar to detect distant obstacles, just like human eyes can see the road ahead; it uses millimeter-wave radar to observe nearby details, just like human peripheral vision can notice the surroundings; combined with real-time posture adjustments, it ensures the ship sails smoothly and accurately. You sit on the ship and hardly feel that it is unmanned, even more stable than manual driving.
Even more explosive is the “AI Tower” technology light show launched in March 2025. They deployed 1,500 drones to recreate scenes from AI videos such as “Sky Ring” and “The Most Dazzling Fireworks.” Imagine this scene: as night falls, 1,500 drones form a huge light ring in the sky, combined with ground holographic projections and misty water curtains, transforming the entire scenic area into an immersive sci-fi world.
This kind of “virtual-real integration” experience elevates visitors from “bystanders” to “part of the painting.” You are not just looking at the scenery; you become part of the scenery. This experience is something traditional scenic areas cannot provide and is the unique value brought by AI and robotic technology.
How effective is this? The data speaks. Since the Spring Festival, Nianhua Bay has seen a year-on-year increase of over 30% in visitor numbers. What does this mean? It’s equivalent to a scenic area that originally had 5,000 visitors a day now having 6,500 visitors a day. More importantly, they have incubated this experience into the “Nianhua Smart Cultural Tourism Cloud” platform, already providing “data + operations” integrated solutions to regions like Xinjiang and Shandong. What does this mean? It means they are not just operating their scenic area but creating a replicable and exportable business model.
Now let’s look at the West Lake scenic area in Hangzhou. Starting from the 2024 National Day holiday, they launched an AI-driven “digital tour guide” virtual character named “Hang Xiaoyi.” This AI tour guide can customize tour routes based on visitors’ interests: if you are on a “family trip,” it will recommend the lotus science popularization at Quyuan Fenghe; if you are on a “cultural trip,” it will focus on explaining the historical stories of the Yue Temple.
Even smarter, the West Lake scenic area has adopted a “dual-channel service” of “AI + human explanation.” Visitors can freely choose: if they want personalized, on-demand service, they can use the AI tour guide; if they want a warmer, more in-depth explanation, they can find a human guide. This “human-machine collaboration” model meets the needs of different visitors and avoids the problems caused by a one-size-fits-all approach.
The “Digital Palace Museum” project at the Palace Museum also follows a similar idea. They combine AI voice recognition, knowledge graphs, and image recognition technology to support bilingual explanations, voice Q&A, and QR code recognition of exhibits. They serve over 30,000 visitors daily, with a satisfaction rate increasing by 22%. What does this mean? It’s equivalent to going from 70 out of 100 visitors being satisfied to 85 out of 100. This increase may seem small, but for a scenic area like the Palace Museum that receives tens of thousands of visitors daily, it means thousands more satisfied visitors each day.
You see, these scenic area innovators share a common characteristic: they are not simply “buying a few robots to place in the scenic area,” but deeply integrating AI and robotic technology into the operational system of the scenic area. Unmanned cruise ships, AI tour guides, intelligent visitor flow analysis, dynamic resource scheduling… every link is using technology to reconstruct the traditional tourism experience.
Moreover, they have a deeper insight: technology is not meant to replace people but to create new experiences. The unmanned cruise ship at Nianhua Bay is not meant to save on the boatman’s salary but to provide visitors with a more immersive cultural experience. The AI tour guide at West Lake is not meant to eliminate human guides but to offer visitors more choices.
This kind of “technology + culture + experience” integrated innovation is becoming a new direction for upgrading scenic areas. Data also proves this: over 72% of visitors actively choose smart guiding services when visiting scenic areas, while the usage rate of traditional human guides has declined for three consecutive years.
The story of scenic area innovators tells us: AI and robots are not just “tools” but also “part of the experience.” When technology and culture are deeply integrated, it can create value that traditional methods cannot achieve.
Chapter 4: The Common Logic Behind Three Strategies—How AI Restructures the Underlying Rules of the Tourism Industry
At this point, you may notice an interesting phenomenon: Zhi Tao, Wang Xingxing, and the scenic area innovators, three entrepreneurs from different age groups, are taking completely different paths, yet they have all succeeded.
There must be some common logic behind this.
I carefully studied these three cases and found that while they seem to be doing completely different things—one delivering meals in hotel corridors, one bringing robots to the Spring Festival Gala, and one using drones for light shows—they are essentially doing the same thing: restructuring the labor-intensive nature of the tourism industry with AI and robots.
Think about it, what is traditional tourism like? Hotels require a large number of staff to deliver items, scenic areas need many tour guides to explain, and attractions need many workers to maintain order. These jobs have three characteristics: high repetition, high standardization, and high labor costs. AI and robots are particularly good at solving these problems.
But the key is not to “replace people” but to “reconstruct the value chain.”
Zhi Tao’s Yunji Technology, on the surface, is replacing delivery staff with robots, but essentially it is reconstructing the hotel service process. Previously, a staff member might have to run 20 trips in one night, exhausting and inefficient. Now, with robots handling deliveries, staff can focus on more emotionally interactive tasks, such as helping guests solve complex problems and providing personalized suggestions. This is not simply “people being replaced” but rather “the value of people being released.”
Wang Xingxing’s YuTree Technology, on the surface, is lowering the price of robots, but essentially it is reducing the threshold for technology use. Previously, only wealthy scenic areas could afford robots; now, even an ordinary county-level scenic area can afford them. What does this mean? It means the democratization of technology. As more scenic areas adopt robots, the service standards across the industry will be raised, and the visitor experience will be redefined.
The scenic area innovators, on the surface, are doing “technology shows,” but essentially they are creating new consumption scenarios. Previously, visitors came to scenic areas just to see the scenery, take photos, and leave. Now, visitors can sit on unmanned cruise ships listening to Zen stories, watch 1,500 drones form light shows, and interact with AI tour guides. These new experiences themselves have become reasons for consumption and the core competitiveness of scenic areas.
You see, although these three strategies are different, they are all doing the same thing: transforming the tourism industry from “labor-intensive” to “data-intensive”.
What does this mean? Let me give you a specific example.
Yunji Technology’s robots run daily in 30,000 hotels, accumulating vast amounts of data: what time periods have the highest demand, which floors have the most frequent orders, and what items guests request most often. With this data, hotels can do many things. For example, if robots find that the peak time for midnight snacks is between 10 PM and midnight, hotels can prepare in advance, improving efficiency by 30%. Or, if data shows that guests on the 15th floor most often request bottled water, hotels can stock more on that floor to reduce waiting times.
This is the power of “data-driven operations.” In the traditional “labor-driven” model, staff can only rely on experience to make judgments, leading to low efficiency and high error rates. In contrast, the “data-driven” model allows AI to accurately predict demand, optimize resource allocation, and continuously iterate improvements.
Moreover, data can be replicated, optimized, and scaled. An excellent staff member can only serve one hotel. But an excellent data system can serve 30,000 hotels. This is the power of data.
YuTree Technology’s robots interact with visitors in scenic areas while also collecting data: which attractions visitors are most interested in, when foot traffic is densest, and which explanations are most popular. This data can help scenic areas optimize routes, adjust services, and enhance experiences.
Nianhua Bay’s “Nianhua Code” system generates real-time visitor flow heat maps and consumption preference profiles, using AI algorithms to predict congestion points and dynamically adjust cruise schedules. This is a typical example of “data-driven operations.”
This shift from “labor-driven” to “data-driven” is the most fundamental change that AI and robots bring to the tourism industry. Because data can be analyzed, optimized, and replicated, while labor can only grow linearly.
Another interesting discovery is that these three strategies correspond to the three stages of AI commercialization.
Zhi Tao’s “single-point breakthrough” corresponds to the “technology validation phase.” In this stage, the most important thing is to prove the feasibility of the technology and the establishment of a business model. Therefore, it is necessary to focus on one scenario and do it deeply. Zhi Tao has spent ten years proving the value of the “hotel delivery” scenario, setting a benchmark for the entire industry.
Wang Xingxing’s “multi-point blooming” corresponds to the “market expansion phase.” In this stage, the technology has been validated, and the next step is to reduce costs, expand scale, and capture the market. Therefore, it is necessary to cast a wide net and go wherever there is demand. Wang Xingxing has brought the price down to 99,000 yuan, transforming robots from “luxury goods” to “consumer goods,” promoting the entire industry’s popularity.
The scenic area innovators’ “scene integration” corresponds to the “ecosystem building phase.” In this stage, a single technology is no longer sufficient; it is necessary to integrate multiple technologies such as AI, robots, drones, and AR/VR to create entirely new experiences and business models. Nianhua Bay’s “technology + culture + experience” integration is a typical representative of this stage.
You see, these three strategies are not mutually exclusive but rather complementary. They collectively drive the tourism industry from traditional models to intelligent models. And the speed of this transformation is much faster than we imagine.
By 2024, the scale of China’s smart tourism economy reached 12.5 trillion yuan, a year-on-year increase of 20%. What does this mean? It’s equivalent to 20 times the scale of the entire Chinese film market. It is expected to reach 14.555 trillion yuan by 2025, meaning there will be an incremental market of over 200 billion yuan each year.
Where is this 200 billion incremental market going? The answer is clear: it’s going to those enterprises and scenic areas that can create new value using AI and robots.
Conclusion: When 72% of visitors choose AI-guided tours, what should human tour guides do?
Returning to the initial question: when robots start to “take away” the jobs of tour guides, what should human tour guides do?
This question sounds sharp, but the answer is already hidden in the previous stories.
You see, over 72% of visitors actively choose smart guiding services when visiting scenic areas, while the usage rate of traditional human guides has declined for three consecutive years. This data is indeed a bit harsh. But at the same time, the Palace Museum’s “Digital Palace” project serves over 30,000 visitors daily, with a satisfaction rate increasing by 22%. The West Lake scenic area’s “AI + human explanation” dual-channel service allows visitors to choose freely.
What does this indicate? It indicates that AI is not here to “take away jobs” but to “redefine jobs.”
Those tour guides who can only recite explanations and follow fixed routes will indeed be replaced by AI. But those who can provide emotional interaction, personalized service, and in-depth cultural interpretation will become even more valuable. Because what AI can do is standardized, scalable service; what AI cannot do is genuine empathy, creativity, and warmth.
I recall Zhi Tao’s saying: “The value of technology is not to replace people but to free them.” This statement applies not only to hotel staff but also to all tourism practitioners. Hotel staff, scenic area workers, travel agency planners… every position is being redefined. The key is not whether you will be replaced, but whether you can create value that AI cannot replace.
So, for ordinary people, what opportunities exist in this trillion-dollar market?
The first opportunity: become a hybrid talent of “AI + human.” It’s not about competing with AI but learning to collaborate with AI. For example, a tour guide who can skillfully use AI tools to generate personalized routes, analyze visitor preferences, and optimize explanations will significantly enhance their efficiency and service quality. This is not being replaced by AI but rather empowering oneself with AI.
The second opportunity: focus on innovation in niche scenarios. Zhi Tao spent ten years proving the value of the “hotel delivery” niche scenario. There are countless such niche scenarios in the tourism industry waiting to be discovered: homestay management, travel photography, specialty dining, cultural and creative products… each scenario could give birth to the next “Yunji Technology.” The key is to find those “seemingly unsexy but valuable” problems.
The third opportunity: seize the dividends of technology democratization. Wang Xingxing brought the price of robots down to 99,000 yuan, making them affordable for ordinary scenic areas. This means the threshold for technology use is rapidly decreasing. If you are a scenic area operator, homestay owner, or travel agency entrepreneur, now is the best time to introduce AI and robotic technology. Don’t wait until the technology is fully mature and your competitors have adopted it before taking action.
Finally, I must give myself a “shield” first. The application of AI and robots in the tourism industry is still in its early stages. There are still issues such as imperfect technology, high costs, and subpar experiences. However, as demonstrated by Zhi Tao, Wang Xingxing, and the scenic area innovators, the trend is already very clear.
From 12.5 trillion to 14.555 trillion, this trillion-dollar market is growing at a rate of 20% per year. And what drives this growth is not a single technology or product, but countless entrepreneurs like Zhi Tao and Wang Xingxing, using different strategies in different scenarios to gradually reconstruct this ancient industry.
When AI and robots truly become the infrastructure of the tourism industry, looking back at today, we may find that those 16 dancing robots on the Spring Festival Gala in 2025 were not just a performance but the beginning of an era.
Just like my feeling when I opened the door at that hotel in Hangzhou at midnight and saw that white robot over a meter tall—this is not science fiction; this is reality. And this reality is changing the entire tourism industry at an unexpectedly fast pace.
Are you ready?
