Here’s a polished English translation of the Chinese title: **”Revenue and Profit Both Rise, Cash Flow Surges — What’s Behind Xiangyuan Culture & Tourism’s Success?”**

HangzhouApril 28, 2026 /PRNewswire/ — On April 24, Sunriver Cultural Tourism disclosed its 2025 financial report. During the reporting period, the company achieved operating revenue of 1.173 billion yuan, a year-on-year increase of 34.71%, demonstrating robust revenue growth; total profit for the year reached 199 million yuan, with net profit attributable to the parent company at 114 million yuan, maintaining stable profitability; net cash flow from operating activities for the year was 432 million yuan, up 62.79% year-on-year, with core business advantages continuing to solidify and industry-leading performance growth; these figures indicate that Sunriver Cultural Tourism not only maintained operational resilience in a complex environment but also released more positive signals in terms of profitability quality, cash flow performance, and business recovery pace.

For some time, external events surrounding the Sunriver system have had an impact on Sunriver Cultural Tourism, a listed cultural tourism company, that goes beyond the level of public opinion. It quickly transmits to capital market expectations, media judgments, partner confidence, and may even affect consumers’ psychological perception of the brand. Especially in a market environment driven by strong emotions, a sudden incident is often enough to cause drastic swings in the external valuation of a company.

But it is precisely at such moments that the market can more clearly see a company’s true colors. Because what truly determines the long-term value of a listed company is never short-term public opinion itself, but whether its business system remains stable in the face of shocks, whether its management team remains orderly, whether product innovation is still advancing, and whether organizational capabilities can continue to deliver. This is especially true in the cultural tourism industry! Because cultural tourism has never been an industry that can survive on concepts alone. Ultimately, it competes on the ability to convert resources into products, traffic into revenue, scenes into repeat purchases, and organizations into the ability to navigate cycles.

Therefore, re-examining Sunriver Cultural Tourism at this juncture, the more important perspective is not emotional amplification or simple right-or-wrong judgments, but to return to the business itself, to the underlying logic of brand value, and to re-evaluate what foundation for recovery, growth, and revaluation this company truly possesses. In this sense, what is most noteworthy about Sunriver Cultural Tourism right now is not what it has been through, but what it has retained after going through it.

First and foremost, its business foundation remains intact.

For a cultural tourism company, the so-called foundation is not an abstract phrase like “fundamentals are stable,” but whether it has a systematic business structure, a product matrix that can support sustained operations, and clear revenue sources and profit models. Many companies appear lively during an up-cycle, but once the external environment fluctuates, problems like single-project dependency, fragile revenue, and loose organization are quickly exposed.

Truly resilient companies are often not the best storytellers, but those that can build their business solidly.

Over the years, Sunriver Cultural Tourism has gradually formed a business landscape with multiple interconnected segments, including scenic area destinations, resort operations, cultural and creative consumption, animation and film, and digital technology. This means it is not a company that relies on a single project or concept to support market expectations, but one that is continuously building a more synergistic operating system. For the capital market, this is very important. It means the company does not have just one point, but has formed multiple facets that can support, guide traffic to, and empower each other. Such a business structure is naturally more risk-resistant than single-point explosive companies and holds greater long-term value.

More critically, judging from the current operating status, Sunriver Cultural Tourism has not experienced significant business collapse due to external turmoil. After a brand is impacted, the biggest fear is not the public opinion itself, but that public opinion further evolves into operational slowdown, such as declining footfall in core projects, weakening consumption conversion, disrupted team rhythm, or stalled project progress. If these situations occur simultaneously, market confidence in the company will truly waver. However, based on the signals released by Sunriver Cultural Tourism, its business operations have remained relatively stable. Core segments like scenic areas, resorts, products, and operations are still advancing according to their own logic, indicating that the company has not lost its basic operational capabilities due to external events.

Secondly, the most important and easily underestimated positive asset of Sunriver Cultural Tourism at present is the stability of its core team.

The cultural tourism industry appears to be a resource industry on the surface, but in essence, it is highly dependent on operational capabilities and organizational synergy. Whether a scenic area can continuously enhance its appeal, whether a destination can constantly expand consumption scenarios, and whether a product can evolve from “worth seeing” to “worth buying” depends not on the resources themselves, but on people, the team, and systematic organizational capabilities.

No matter how beautiful the landscapes or how good the assets, without a stable team to operate, iterate, market, and integrate them, it is difficult to translate them into real business results.

Therefore, for a listed cultural tourism company, team stability is actually a more important indicator than short-term performance fluctuations. What the capital market truly fears is not the growth rate of a particular quarter, but whether the company’s organization is in disarray. Once the organization falls into disorder, no matter how many projects or how good the resources, efficiency and value will quickly be lost. One of the most commendable aspects of Sunriver Cultural Tourism at present is that it has maintained a relatively stable operating team and business advancement rhythm even in a complex environment. This shows that the company does not operate entirely dependent on a single individual, but has formed organizational operational capabilities.

This capability is crucial for brand reshaping and enhancement. Because the reshaping and enhancement of a brand depend not only on how the outside world sees it, but also on whether the internal organization can support it. If the internal structure is stable, the brand has the potential for recovery; if it is chaotic, the brand will only become increasingly hollow. The reason Sunriver Cultural Tourism still has room for re-evaluation today is largely because it has not lost order at the organizational level, has not lost its grip at the operational level, and has not lost execution capability at the team level.

Thirdly, what truly deserves market expectations for Sunriver Cultural Tourism’s future is not just “stability,” but “innovation.”

If stable operations determine a company’s floor, then product innovation and scenario innovation determine its ceiling.

The cultural tourism industry today is long past the era of simply selling tickets, accommodation, and sightseeing. Consumers no longer just want a “been there, done that” experience; they seek stronger senses of experience, participation, content, and social expression. Whoever can create new scenarios from traditional resources, turn a single visit into continuous consumption, and transform scenic area spaces into content and emotional spaces will truly possess the growth potential for the next phase.

From this perspective, there is a noteworthy change in Sunriver Cultural Tourism: it has not remained stuck in the path dependency of a traditional scenic area operator. Instead, it is continuously experimenting with innovative layouts around destination resorts, intangible cultural heritage, family consumption, immersive experiences, themed activities, low-altitude cultural tourism, and cultural tourism technology. The value of these actions lies not just in whether they can immediately contribute significant revenue, but in the clear signal they send to the market: Sunriver Cultural Tourism is not a company content to live off existing resources; it is striving to upgrade itself from a “resource-based enterprise” to a “product-based enterprise,” and from a “scenic area operator” to a “scenario creator.”

And this is precisely one of the changes most valued by the capital market. Because resources can only determine the valuation base; what truly opens up the imagination space for valuation is always innovation capability, new growth curves, and the ability to deepen existing businesses and create new ones. For any listed cultural tourism company, relying solely on the logic of scenic area ticket sales will result in a relatively low ceiling. Only when a company possesses the continuous ability to create products, scenarios, content, and experiences will it truly transition from a traditional cultural tourism enterprise to a modern consumer service platform.

Looking further ahead, the external environment in which Sunriver Cultural Tourism operates is also undergoing positive changes.

Currently, China’s cultural tourism industry is in a very important period of transition. On one hand, the recovery of cultural tourism consumption is clear, with demand for holiday economies, nearby getaways, destination leisure, family trips, cultural experience tours, and light healing vacations still being released. On the other hand, the logic of industry competition is also changing. The old model of relying on resource scarcity, scenic spot fame, and single sightseeing traffic for sustained growth is becoming increasingly difficult. In the future, the cultural tourism companies that truly succeed will not necessarily be those with the “best resources,” but those with “the most perceptive products, the most efficient operations, and the most engaging content.”

This means that future opportunities for companies in the industry will no longer primarily come from resource dividends, but from product dividends, scenario dividends, and organizational dividends. Whose supply is closer to new consumption patterns, whose products better understand users, and who can complete the transformation from sightseeing logic to consumption logic, from ticket logic to content logic, and from project logic to platform logic faster, will be more likely to stand out in the new round of industry competition. From this perspective, Sunriver Cultural Tourism is currently in a window period where it has the opportunity to reopen market perception through its own adjustments and evolution.

For this reason, what Sunriver Cultural Tourism should next release to the capital market, media, and partners are clearer positive signals. These signals can be summarized in three layers: First, operations are stable; second, the team is stable; third, products and future layouts are continuously evolving. As long as these three layers of logic can be consistently verified, the market’s judgment of Sunriver Cultural Tourism will gradually shift from an “event perspective” back to a “value perspective,” and from “emotional discount” to “operational revaluation.”

Sunriver’s response is not about guiding people to ignore old problems, but about using new operational results, new organizational stability, and new innovation capabilities to win back the market’s patience and trust. For Sunriver Cultural Tourism today, what is truly worth telling is not how much it needs to be understood, but what elements it already possesses that are worth re-understanding. Its business foundation remains solid, its operating team remains stable, product innovation is still advancing, and the industry window still exists. These are the support and guarantees for Sunriver Cultural Tourism to navigate market changes.

Therefore, the financial report disclosed on April 24 holds significance for Sunriver Cultural Tourism beyond just a routine performance disclosure. It is more like an important observation window. Through this report, the market will further judge whether Sunriver Cultural Tourism can continue to verify its stability and recovery capability in terms of revenue, profit, cash flow, operational quality, project progress, and future guidance. To a certain extent, what it releases is not just a performance signal, but a brand signal, a confidence signal, and a value revaluation signal.

For Sunriver Cultural Tourism today, the most important thing is not to make the market forget the past, but to make the market see the present anew. To see that it still possesses operational capabilities, that it still retains organizational resilience, that it is still innovating and evolving, and that it still has the potential to forge a more stable, more solid, and more growth-oriented path in the new industry cycle. And this is the true foundation of Sunriver Cultural Tourism’s confidence and the starting point for its journey towards a higher and more distant future.