Research on Music Festival Brand Marketing

With the end of COVID-19, China's music festival market has entered an explosive phase characterized by both "revenge growth" and structural transformation. This period has also exposed deep-seated industry challenges, including intensified homogeneous competition, low brand loyalty, and singular profit models. Taking the Foshan Gapday Music Festival as a typical case study, this paper conducts an in-depth analysis of its brand development and marketing pathways through field research methods. The study comprehensively applies the 7Ps theory of service marketing to deconstruct its product portfolio and on-site experience management, employs SWOT analysis to clarify its internal and external competitive landscape, and utilizes integrated marketing theory to evaluate the effectiveness of its online and offline multi-channel communication efforts. The research aims to systematically summarize the successes and shortcomings of the Gapday Music Festival in terms of brand positioning, experience design, and marketing integration. Furthermore, from a long-term development perspective focused on building brand equity, achieving differentiated competition, and fostering cultural-commercial synergy, the study explores how precise brand positioning can transform the Foshan Gapday Music Festival into an enduring brand. Ultimately, this research transcends the scope of a single case study by seeking to illuminate the path and paradigm shift of China's music festival industry—from pursuing short-term traffic dividends to striving for long-term brand value—thereby providing strategic insights for industry practitioners to build core competitiveness in the new consumption era.