“快乐经济” 来了！当AI席卷时代，情绪才是企业的核心竞争力？

【往期回顾】

英汉双语阅读145：职场重压竟会祸害下一代？

句子汉译英答案：

1. Intense occupational stress disrupts endocrine systems, disturbing the physical health of pregnant women.

2. The study selects physicians and lawyers as two groups for comparative research because they share similar educational backgrounds and incomes.

3. Randomized controlled trials cannot easily explore the long-term effects of workplace stress, while natural experiments can avoid ethical restrictions.

4. Working-hour control policies were issued in 2011, in which the length of continuous shifts was shortened to improve young physicians' reproductive health.

5. Overwork seen in all industries warns people that working environments affect the health of workers as well as their offspring.

【第146期】

The Joyconomy is here

欢乐经济已经到来

一、导读

经济动荡、AI革新与时代焦虑催生了全新的快乐经济。区别于传统恐惧驱动的商业模式，它以愉悦、真诚与人文温度为核心。当下，主打情绪价值与正向体验的品牌优势凸显，这份AI无法复刻的人性力量，已成企业长效竞争的关键。

二、英汉对照

When banks were failing and bread lines forming during the Great Depression, cosmetic sales rose 25%. In 2008, as the global economy collapsed, Lego posted record profits. In 2020, as the pandemic shuttered industries, the pet sector grew 16%.

大萧条时期，银行纷纷倒闭，民众排起救济长队，化妆品销量却上涨了25%。2008年全球经济崩盘，乐高创下史上最高利润。2020年疫情致使各行各业停工歇业，宠物行业规模增长16%。

These industries weren't selling products. They were selling joy. And in every moment of profound collective anxiety, that turned out to be the most recession-proof offering on the market.

这些行业售卖的并非产品，而是愉悦感。在每一段全民深陷深重焦虑的时期，愉悦相关消费都成了市场上最抗衰退的品类。

Trend analysts have a name for what's happening now, at scale and with new urgency: the Joyconomy. And for leaders who are still running their organizations on fear-based operating assumptions, it represents a more fundamental disruption than AI.

趋势分析师为当下这场大规模、紧迫性凸显的经济现象命名：快乐经济。对于仍依靠恐惧式运营逻辑管理企业的管理者来说，它带来的变革冲击比人工智能更为根本。

From Trend to Economic Shift

从消费趋势到经济格局转变

The term emerged in 2023, when intelligence firm VML identified the Joyconomy as a defining consumer trend: brands offering bold color, positive connectivity, uninhibited play, and movement designed for mood rather than metrics were gaining ground across categories. By 2025, Forbes had declared it a major force reshaping how successful businesses operate.

“快乐经济”这一概念诞生于2023年，情报咨询公司VML将其定义为具有标志性的消费趋势：那些采用大胆配色、正向社交联结、无拘无束的玩乐体验，以情绪感受而非数据指标为设计核心的品牌，正在各个品类赛道稳步抢占市场。到2025年，《福布斯》称其为重塑优质企业经营模式的核心力量。

This was not a rebranding of optimism. It was a structural observation about where consumer attention, loyalty, and spending were migrating - and why. The question for leaders is not whether to join the Joyconomy. It's what to subtract from their current operating model to make room for it.

这并非简单给乐观主义更换宣传包装，而是一项结构性研判：消费者的注意力、品牌忠诚度与消费支出正在发生转移，且背后自有深层原因。管理者需要思考的，不是是否入局快乐经济，而是要从现有的运营模式中删减哪些内容，为快乐经济留出发展空间。

The underlying driver is anxiety. Against a backdrop of persistent uncertainty (geopolitical instability, AI-driven economic disruption, information overload), consumers are making a quiet but consequential shift. They are moving toward brands that make them feel something generative rather than brands that exploit their fear.

焦虑是背后的核心驱动因素。在地缘政治动荡、人工智能引发经济变革、信息过载交织而成的持续不确定性背景下，消费者正发生一场温和却影响深远的转变。他们更愿意选择能带来正向治愈感受的品牌，而非利用大众焦虑牟利的品牌。

They are, increasingly, learning to use their spending as their voice: 64% of global consumers now report boycotting brands that don't align with their values. Fear-based marketing, which has dominated brand strategy for decades, is losing its grip precisely as the conditions that once made it effective have become intolerable.

越来越多消费者学会将消费作为表达自身立场的方式：全球64%的消费者表示会抵制价值观不符的品牌。数十年来主导品牌战略的恐惧式营销正逐渐失效，恰恰因为曾经让这类营销奏效的社会环境，如今已经令人难以忍受。

What AI Has to Do With It

人工智能与快乐经济的内在关联

The Joyconomy and the AI revolution are not separate trends. They are responses to the same underlying pressure.

快乐经济与人工智能革命并非两条独立发展的趋势，二者都是同一深层社会压力催生的产物。

As artificial intelligence absorbs more of the productivity layer (automating analysis, accelerating execution, compressing timelines) what remains irreducibly human becomes the actual differentiator.

人工智能承接了绝大多数生产力层面的工作：自动化分析、加速业务执行、压缩项目周期。那些专属人类、无法被简化替代的特质，反倒成为真正的差异化竞争核心。

Purpose, play, emotional resonance, community, the capacity to make someone feel genuinely seen: these are not soft skills. They are the ones AI cannot replicate, and they are increasingly what consumers, employees, and investors are selecting for.

使命感、玩乐体验、情感共鸣、社群归属感、让人发自内心被理解的能力——这些都不是无关紧要的软技能，而是人工智能无法复刻的核心优势，也日益成为消费者、员工与投资者重点看重的特质。

J. Nichole Smith, brand strategist and founder of Joy First® Brand Studio, who has spent two decades building what she calls ‘Joy First brands', frames this with precision: we are entering an economy where purpose-driven, playful, transparent organizations (ones that make wellbeing central to their products, marketing, and team culture) will have a structural advantage over those still optimizing for fear-based engagement.

品牌战略师、悦享品牌工作室创始人J·妮可·史密斯深耕二十余年，打造她口中的“快乐优先型品牌”，她精准阐释了这一趋势：我们正迈入全新经济时代，那些以使命为导向、风格活泼、运营透明，且将身心健康置于产品、营销与团队文化核心的企业，相比仍以博取焦虑式用户参与为优化目标的企业，具备结构性竞争优势。

The data is already making the case. Purpose-driven brands have seen brand valuation grow 175% over twelve years, compared to 70% for the rest. B Corps in the UK outperformed the national average, growing revenues by 23.2% versus the national SME average of 16.8%. And purpose-led brands are growing revenue at 2.3 times the rate of their category averages, according to the Kantar BrandZ Global Report tracking more than 4,500 brands across 23 markets.

各类数据已经印证这一观点。十二年间，使命导向型品牌的估值涨幅达175%，其余品牌仅为70%。英国共益企业经营表现优于全国平均水平，营收涨幅23.2%，而英国中小企业平均涨幅仅16.8%。凯度全球品牌价值报告追踪全球23个市场超4500个品牌后指出，使命驱动型品牌的营收增速是所属行业平均水平的2.3倍。

These are not niche findings. They are a signal about where durable competitive advantage is being built.

这些并非小众调研结论，而是明确信号：长效可持续的竞争优势正在全新赛道构建。

What Joyconomy Leaders Actually Do Differently

深耕快乐经济的管理者差异化做法

Smith identifies five dimensions that separate organizations winning in the Joyconomy from those being left behind: purpose clarity, playfulness, transparency, wellbeing integration, and community orientation. None of these are new as concepts. What is new is their commercial urgency.

史密斯归纳出五大维度，区分出在快乐经济浪潮中脱颖而出与惨遭淘汰的企业：清晰的使命定位、趣味性、运营透明度、身心健康融合、社群导向。这些概念本身并不新鲜，新鲜的是它们当下不可忽视的商业价值。

Consider the language gap alone. Luxury brands, among the most commercially sophisticated marketers in the world, already use 40% more positive emotional language than their mass-market competitors. This is not accidental sentimentality. It is a deliberate architecture of desire, built on joy rather than anxiety. The Joyconomy is, in part, the democratization of what luxury has always understood: people pay more, stay longer, and evangelize harder for brands that make them feel genuinely good.

仅从话术差异就能窥见端倪：全球营销体系最成熟的奢侈品牌，使用正向情绪类词汇的频次比大众竞品高出40%。这绝非单纯多愁善感，而是一套刻意搭建的欲望体系，以愉悦而非焦虑为底层根基。某种程度上，快乐经济就是奢侈品底层逻辑的大众化普及：人们愿意为能带来真切美好感受的品牌支付更高价格、长期保持忠诚，并主动向他人大力推荐。

Consumers are gravitating toward positive feeds and social circles, showing resilience and joy in the face of continued hardship. McDonald's introduced adult Happy Meals. Brands from cannabis companies to fitness trackers are pivoting from performance metrics to mood and play. Ulta Beauty launched a Joy Project with a formal council of joy advocates to address what it called a documented joy deficit plaguing American teens and adults. These are not feel-good experiments. They are strategic bets on where consumer psychology is moving.

消费者主动涌向正向内容与社交圈层，即便长期身处困境，依旧保有心理韧性、追寻愉悦。麦当劳推出成人欢乐套餐；从大麻品牌到智能运动手环，各类品牌纷纷从性能数据指标赛道转向情绪与玩乐赛道；美妆零售商奥图美缇发起“愉悦计划”，组建专职愉悦倡导委员会，致力于解决一份有据可查的社会难题：愉悦感匮乏正困扰美国青少年与成年人群。这些并非单纯博取好感的营销实验，而是针对消费者心理走向做出的战略押注。

Research shows 85% of consumers globally are keen to incorporate more play into their lives: a figure that should reframe every product roadmap, every employee experience strategy, and every leadership development curriculum in the room.

调研显示，全球85%的消费者渴望在日常生活中增加玩乐体验。这一数据应当重塑所有企业的产品发展路线、员工体验方案与管理者培养课程。

The internal math is equally stark. BCG found that individual contributors, often the people closest to your customers and your product, spend only 5% of their time on work that generates high joy, compared to 56% for managers and executives. That gap is not accidental. It is the accumulated result of a thousand fear-based operational decisions, and it shows up directly in attrition risk.

企业内部数据对比同样差距悬殊。波士顿咨询调研发现，一线基层员工往往是距离客户、产品最近的群体，仅有5%的工作时间能产生高度愉悦感；而管理层高管的这一占比高达56%。这种差距绝非偶然，是上千项恐惧导向运营决策累积形成的结果，会直接体现在员工流失风险上。

The Leadership Problem Nobody Is Naming

极少被提及的管理痛点

Here is where the Joyconomy becomes a leadership challenge, not just a brand one.

快乐经济带来的挑战不局限于品牌营销层面，更是一场组织管理变革。

And most leadership cultures - however high-performing, however values-articulated - are still running on fear. Fear of underperformance. Fear of disruption. Fear of being overtaken. Fear dressed as rigor, discipline, excellence, and urgency.

绝大多数企业文化，哪怕业绩出众、清晰宣示自身价值观，底层运转逻辑依旧依托焦虑。担忧业绩不佳、畏惧行业颠覆、害怕被同行赶超。严苛、纪律、追求卓越、紧迫节奏，都是焦虑披上的外衣。

Smith puts it plainly: our obsession with productivity is fear. The metrics we track, the pace we maintain, the tolerance for ambiguity we demand of our teams: much of it is not strategy. It is much more like anxiety alchemized into an obsession with spreadsheets.

史密斯直白点明：我们对生产力的执念本质就是焦虑。我们追踪各类指标、维持高压工作节奏、要求团队承受高度不确定性，其中大部分行为算不上有效战略，更像是内心焦虑转化成对数据表格的偏执追求。

The cost of that fear-driven culture is measurable. BCG research found that employees who enjoy their work are 49% less likely to consider leaving, and that "doing work I enjoy" ranks third among retention factors globally, behind only job security and feeling respected.

焦虑驱动型企业文化的负面影响可以量化。波士顿咨询调研显示，享受本职工作的员工离职概率降低49%；“工作能带来乐趣”在全球员工留存因素中排名第三，仅次于工作稳定、获得尊重。

Joy isn't a perk. It's a retention strategy that most leadership cultures are actively undermining, and the first step toward changing that is subtracting the fear-based assumptions driving it.

愉悦感不是额外福利，而是一套人才留存策略，却被多数管理层刻意消解。想要改变现状，第一步就是剔除驱动企业运转的各类恐惧式底层假设。

Real challenges exist. Existential ones, even. But fear compromises exactly the decision-making and creativity we need to meet them.

现实中确实存在严峻挑战，甚至关乎企业存亡。但焦虑会损害我们应对挑战所需的判断力与创造力。

The leaders who are already winning in the Joyconomy share a recognizable quality: they have done the internal work that the external brand demands. They have let go of fear for long enough to lead with purpose that is specific enough to guide decisions, not vague enough to decorate a lobby wall. They design for delight (in products, team culture, and even mundane interactions) rather than defaulting to friction reduction as the highest aspiration. They understand that joy is contagious in exactly the direction that fear is: outward and fast.

那些在快乐经济中取得成功的管理者都具备共通特质：他们完成了与对外品牌形象相匹配的内在自我革新。他们长久放下焦虑，依托清晰具体、可落地指导决策的使命感引领企业，而非用空洞口号装点大厅墙面；他们在产品、团队文化乃至日常琐碎沟通中追求美好体验，而非将减少矛盾摩擦当作最高目标；他们深知，愉悦和恐惧具备完全相同的传播属性，会迅速向外扩散。

The Subtractive Challenge

做减法的管理考验

The Joyconomy does not ask leaders to be cheerful. It asks them to be honest about what is actually driving their decisions. And to subtract the fear-based ones that are no longer serving their people, their customers, or their mission.

快乐经济并非要求管理者时刻保持乐观，而是要求管理者坦诚认清驱动自身决策的底层动因，删减那些不再有益于员工、客户与企业使命的恐惧式决策逻辑。

There is one decision currently on most leadership desks that is being made primarily to avoid a bad outcome rather than to create a good one. It might be a talent decision, a product call, a communication strategy, a return-to-office policy. Fear-first and joy-first will produce different answers, and increasingly, the market is telling us which one was right.

如今大多数管理者都面临一类决策：做出决策的核心目的是规避坏结果，而非创造正向价值。这类决策涵盖人才调整、产品立项、传播方案、重返办公室政策等。恐惧优先与愉悦优先两种思路会得出截然不同的方案，而市场正不断证明哪种思路更为正确。

The Joyconomy is not coming. It arrived during a pandemic, survived a recession, and is now being turbocharged by an AI economy that has made human feeling the scarcest resource in the room. The leaders worth watching are the ones who noticed, and started subtracting accordingly.

快乐经济并非即将到来，它诞生于疫情期间，熬过经济衰退，如今人工智能经济更将其发展势头推向顶峰——在AI时代，人的情感已然成为当下最稀缺的资源。那些值得关注的管理者，早已捕捉到这一趋势，并顺势为企业剔除各类恐惧导向的运营模式。

三、句子汉译英

1、快乐经济正在快速兴起，不断改变全球消费者的消费偏好。（主谓宾结构简单句，不定式作目的状语）

2、诸多企业开始布局愉悦型商业模式，恐惧驱动的运营模式早已无法适配当下市场环境。（复合句，although 引导让步状语从句）

3、恐惧营销曾经风靡商界，快乐导向的品牌运营模式如今逐步占据市场主流。（并列复合句，whereas 表对比）

4、2023 年快乐经济概念正式问世，在这一模式之中品牌更加注重情绪价值而非量化指标。（非限制性定语从句，where）

5、被焦虑氛围裹挟的企业往往流失大量员工，说明愉悦氛围是留住人才的关键策略。（复合句，that 引导主语从句）

参考答案将在下期公布，敬请关注！

【Source】www.forbes.com

【Translated by】Spark Liao (廖怀宝)

【Illustration】From Bing

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