VITURE谈黑五增长：新用户、场景体验与品牌长期留存成为重点

亿邦动力 2026-11-12 13:59

亿邦动力 2026/11/12 13:59

邦小白快读

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总：黑五的核心是拉新和留存，不是只拼低价。

1. 重点产品：Pro 2重63克，支持0–500度近视调节，USB-C直连手机、Switch、PS5和电脑，上市后登顶亚马逊15国Best Seller。

2. 增量人群：第一次买XR眼镜的新用户，差旅、移动办公和送礼需求是新增来源。

3. 实操打法：降低尝试门槛，加密线下体验，机场、商场、Best Buy、Costco可先试戴；内容从参数转向飞机私人影院、随身多屏工作站、174英寸游戏巨幕等场景。

总：大促要转化为长期品牌。

1. 守住价格体系，不先涨后降，不做清货式促销。

2. 用配件套装和《影之刃零》联名款做价值卖点。

3. 用Reddit、Discord社区、软件更新和创始人互动沉淀用户。

总：品牌营销上把折扣当邀请函，产品体验和品牌重力是核心。

1. 价格体系要稳定、各渠道一致，不以先涨后降制造虚假折扣，也不做清货式促销伤害品牌。

2. 产品矩阵覆盖不同人群：Pro 2面向第一次尝试的大众用户，Beast旗舰服务游戏、观影和多屏办公，Luma探索手势交互，配件覆盖游戏、观影、办公场景。

3. 渠道采取全渠道协同，亚马逊多站点、品牌官网、社交电商与约30个国家和地区近500家线下门店、6座国际机场同节奏推进。

总：消费趋势和用户行为在变化。

1. 用户更理性，比价之外看重评价、内容和真实体验。

2. AI助手和AI导购改变流量入口，品牌内容要让AI读得懂、引用得准。

3. 新增长来自差旅、移动办公和送礼人群；IP联名《影之刃零》从镜盒、金属武器模型到开机界面和音效做专属定制，形成收藏价值。

总：增长市场来自第一次买XR眼镜的新用户，差旅、移动办公和送礼是新增需求来源。

1. 平台入场券变贵：流量更贵，广告竞价走高，单靠买量回报差；平台对价格竞争力、库存、履约时效和店铺表现要求更细，活动资格本身考核运营系统。

2. 内容更重，消费者要看到真实使用场景和评测，内容投入和周期更长。

总：可学习动作与风险提示。

1. 降门槛：Pro 2重63克、支持0–500度近视调节、USB-C直连手机、Switch、PS5和电脑，不改变用户习惯。

2. 先体验：从Best Buy、Costco到机场门店和城市核心商圈体验空间，加密线下网络。

3. 讲场景：飞机私人影院、随身多屏工作站、174英寸游戏巨幕。

4. 全渠道协同并更早做多市场备货，应对物流和政策不确定性；合作机会包括与八位堂联名手柄、与《影之刃零》联名XR眼镜；风险是先涨后降和清货式促销扰乱价格体系、伤害品牌。

总：产品设计围绕轻量、低门槛和场景化展开。

1. Pro 2做到63克，支持0–500度近视调节，近视用户不用另配镜片，并通过USB-C直连手机、Switch、PS5和电脑，减少使用门槛。

2. 产品分层清晰：Pro 2面向大众新用户，Beast作为旗舰提供原生3DoF定屏，Luma系列探索手势交互。

3. 配件生态包括Pro颈环、魔宝坞、与八位堂联名的游戏手柄，支持按游戏、观影、办公场景组合购买。

总：商业机会和生产设计启示。

1. 联名款《影之刃零》从镜盒开合方式、金属武器模型到开机界面和音效都做专属定制，说明生产设计需支持情感化、收藏化定制。

2. 线下体验网络覆盖约30个国家和地区、近500家零售门店并进入6座国际机场，带来体验型渠道机会。

3. 供应链需更早做多市场备货规划，应对物流和政策不确定性；自研软件SpaceWalker、Immersive 3D和内容场景化也提示硬件厂要重视软件与内容协同。

总：行业趋势是XR眼镜从游戏装备走向大众消费电子，竞争从参数比拼进入体验下半场。

1. 更多品牌入场，消费者关注度提升，但AI眼镜、AR眼镜、XR眼镜的认知容易混淆，品牌要讲清楚为什么需要。

2. 视场角、亮度仍重要，但用户更看重佩戴舒适、近视能否直接用、能否直连已有手机、游戏机和电脑。

总：客户痛点与解决方案。

1. 痛点包括流量更贵、广告竞价走高、平台门槛更高、内容更重，消费者要真实场景和评测。

2. 解决方案是全渠道协同、线下体验网络、场景叙事，把飞机私人影院、随身多屏工作站、174英寸游戏巨幕讲清楚。

3. 用自研软件SpaceWalker、Immersive 3D和配件生态提升留存，用Reddit、Discord社区和创始人互动沉淀用户，用《影之刃零》等IP联名做内容营销。

4. 新技术方面，AI助手和AI导购改变流量入口，品牌内容要能被AI读懂、引用准确。

总：平台活动门槛和运营要求更细，正在奖励长期积累的品牌。

1. 平台对价格竞争力、库存、履约时效和店铺表现的要求越来越细，活动资格本身就是对商家运营系统的一次考核。

2. 大促期间广告竞价普遍走高，单靠买量很难有好的回报，平台流量环境更考验商家平时积累的产品口碑与用户评价。

总：平台需要关注的内容与风向。

1. 消费者比价之外更看重评价、内容和真实体验，平台内容生态需要真实使用场景和评测。

2. AI助手和平台AI导购成为了解产品、做对比的新入口，品牌内容不仅要让人看得懂，也要让AI读得懂、引用得准。

3. 商家需要亚马逊多站点、品牌官网、社交电商和线下门店同节奏推进，平台可关注全渠道协同能力。

4. 风险防范上，先涨后降制造虚假折扣、清货式促销会扰乱价格体系并伤害品牌，平台活动规则应避免商家透支品牌。

总：XR眼镜产业出现大众化、体验竞争和AI入口三大新动向。

1. 智能眼镜整体热起来，更多品牌入场，但AI眼镜、AR眼镜、XR眼镜能解决什么问题容易被混淆，成为品类认知新问题。

2. 竞争从视场角、亮度等参数比拼进入下半场，佩戴舒适、近视直接用、直连已有手机游戏机和电脑成为关键体验指标。

总：商业模式与制度启示。

1. 商业模式是产品分层加配件生态加IP联名加线下体验加社区留存：Pro 2拉新，Beast做旗舰，Luma探索手势交互，配件按场景组合，《影之刃零》联名做收藏价值。

2. 平台门槛细化，价格竞争力、库存、履约时效和店铺表现成为活动资格考核；AI导购要求内容可被AI读懂引用。

3. 物流和政策不确定性促使品牌更早做多市场备货；价格体系治理启示是不先涨后降、不清货式促销，以大促为品牌加重力而非透支品牌。

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Overall: Black Friday is about acquisition and retention, not just low prices.

1. Key product: Pro 2 weighs 63g, supports 0–500-degree myopia adjustment, and connects directly via USB-C to phones, Switch, PS5, and computers. After launch it topped Amazon Best Seller rankings in 15 countries.

2. Incremental audience: first-time XR glasses buyers, with business travel, mobile work, and gifting as new demand sources.

3. Practical playbook: lower trial barriers and densify offline experiences. Consumers can try the product at airports, shopping malls, Best Buy, and Costco. Messaging should shift from specs to scenarios such as a private cinema on a plane, a portable multi-screen workstation, and a 174-inch giant gaming screen.

Overall: Promotions must convert into long-term brand equity.

1. Protect the price system: no pre-hike-then-discount tactics and no clearance-style promotions.

2. Use accessory bundles and the Phantom Blade Zero collaboration as value-selling points.

3. Retain users through Reddit, Discord communities, software updates, and founder interaction.

Overall: In brand marketing, discounts should be an invitation, with product experience and brand gravity at the core.

1. Keep pricing stable and consistent across channels. Do not create fake discounts by raising prices first and cutting them later, and do not run clearance-style promotions that damage the brand.

2. Cover different audiences with a clear product matrix: Pro 2 for mainstream first-time users, Beast flagship for gaming, viewing, and multi-screen productivity, Luma for exploring gesture interaction, and accessories for gaming, viewing, and office scenarios.

3. Pursue omnichannel coordination: Amazon marketplaces, the brand website, social commerce, and nearly 500 offline stores in about 30 countries and regions, including six international airports, should advance in the same rhythm.

Overall: Consumer trends and user behavior are changing.

1. Users are more rational; beyond price comparison, they value reviews, content, and real experience.

2. AI assistants and AI shopping guides are changing traffic entry points, so brand content must be readable by AI and cited accurately.

3. New growth comes from travel, mobile work, and gifting audiences. The Phantom Blade Zero IP collaboration offers dedicated customization—from the glasses case and metal weapon model to the boot screen and sound effects—creating collectible value.

Overall: Growth markets come from first-time XR glasses buyers, with business travel, mobile work, and gifting as new demand sources.

1. The platform entry ticket is getting more expensive: traffic costs more, ad bidding is rising, and buying traffic alone yields poor returns. Platforms impose finer requirements on price competitiveness, inventory, fulfillment time, and store performance; campaign eligibility itself tests the operating system.

2. Content matters more. Consumers want to see real use cases and reviews, so content investment and cycles are longer.

Overall: Learnable actions and risk warnings.

1. Lower barriers: Pro 2 weighs 63g, supports 0–500-degree myopia adjustment, and connects directly via USB-C to phones, Switch, PS5, and computers without changing user habits.

2. Let users try first: densify offline networks from Best Buy and Costco to airport stores and experience spaces in core urban commercial districts.

3. Tell scenario stories: a private cinema on a plane, a portable multi-screen workstation, and a 174-inch giant gaming screen.

4. Coordinate across channels and prepare multi-market inventory earlier to cope with logistics and policy uncertainty. Collaboration opportunities include the 8BitDo co-branded controller and the Phantom Blade Zero co-branded XR glasses. Risks include pre-hike-then-discount and clearance-style promotions that disrupt the price system and damage the brand.

Overall: Product design centers on lightness, low barriers, and scenario-based use.

1. Pro 2 achieves 63g and supports 0–500-degree myopia adjustment, so nearsighted users do not need extra lenses. It also connects directly via USB-C to phones, Switch, PS5, and computers, reducing usage barriers.

2. Product tiers are clear: Pro 2 targets mainstream new users, Beast is the flagship with native 3DoF screen anchoring, and the Luma series explores gesture interaction.

3. The accessory ecosystem includes the Pro neckband, Magic Dock, and the 8BitDo co-branded game controller, supporting bundle purchases for gaming, viewing, and office scenarios.

Overall: Commercial opportunities and implications for production design.

1. The Phantom Blade Zero collaboration offers dedicated customization across the case opening mechanism, metal weapon model, boot screen, and sound effects, showing that production design must support emotional and collectible customization.

2. The offline experience network covers about 30 countries and regions, nearly 500 retail stores, and six international airports, creating opportunities in experience-oriented channels.

3. Supply chains need earlier multi-market inventory planning to cope with logistics and policy uncertainty. In-house software SpaceWalker, Immersive 3D, and scenario-based content also indicate that hardware makers must prioritize software and content coordination.

Overall: The industry trend is XR glasses moving from gaming gear to mass consumer electronics, with competition entering the second half of experience rather than specs.

1. More brands are entering and consumer awareness is rising, but AI glasses, AR glasses, and XR glasses are easily confused, so brands must clearly explain why users need them.

2. Field of view and brightness still matter, but users care more about wearing comfort, whether myopia users can use them directly, and whether they can connect directly to existing phones, consoles, and computers.

Overall: Customer pain points and solutions.

1. Pain points include more expensive traffic, rising ad bidding, higher platform thresholds, and heavier content demands; consumers want real scenarios and reviews.

2. Solutions include omnichannel coordination, offline experience networks, and scenario storytelling that clearly explains a private cinema on a plane, a portable multi-screen workstation, and a 174-inch giant gaming screen.

3. Improve retention with in-house software SpaceWalker, Immersive 3D, and the accessory ecosystem; retain users through Reddit, Discord communities, and founder interaction; and use IP collaborations such as Phantom Blade Zero for content marketing.

4. On new technology, AI assistants and AI shopping guides are changing traffic entry points, so brand content must be understandable by AI and cited accurately.

Overall: Platform campaign thresholds and operational requirements are becoming more detailed, rewarding brands with long-term accumulation.

1. Platforms are imposing increasingly granular requirements on price competitiveness, inventory, fulfillment time, and store performance. Campaign eligibility itself is a test of merchants' operating systems.

2. During major promotions, ad bidding generally rises, and buying traffic alone rarely delivers good returns. The platform traffic environment places more weight on product reputation and user reviews accumulated over time.

Overall: Content and trends platforms should watch.

1. Beyond price comparison, consumers value reviews, content, and real experience, so platform content ecosystems need real use cases and reviews.

2. AI assistants and platform AI shopping guides have become new entry points for understanding and comparing products. Brand content must not only be understandable to people but also readable by AI and cited accurately.

3. Merchants need to advance Amazon marketplaces, brand websites, social commerce, and offline stores in the same rhythm; platforms can watch for omnichannel coordination capabilities.

4. On risk prevention, pre-hike-then-discount fake discounts and clearance-style promotions disrupt the price system and damage brands. Platform campaign rules should prevent merchants from overdrawing brand equity.

Overall: The XR glasses industry shows three new directions: mass adoption, experience competition, and AI entry points.

1. Smart glasses are heating up overall and more brands are entering, but it is easy to confuse what AI glasses, AR glasses, and XR glasses can solve, creating a new category-awareness problem.

2. Competition has moved from specs such as field of view and brightness into the second half, where wearing comfort, direct use by myopia users, and direct connection to existing phones, consoles, and computers become key experience indicators.

Overall: Business model and institutional implications.

1. The business model is product tiering plus accessory ecosystem plus IP collaboration plus offline experience plus community retention: Pro 2 for acquisition, Beast as flagship, Luma for exploring gesture interaction, accessories bundled by scenario, and the Phantom Blade Zero collaboration for collectible value.

2. Platform thresholds are becoming more granular, with price competitiveness, inventory, fulfillment time, and store performance becoming campaign eligibility criteria; AI shopping guides require content to be readable and citable by AI.

3. Logistics and policy uncertainty push brands to prepare multi-market inventory earlier. The pricing-governance lesson is not to raise prices first and discount later, not to run clearance-style promotions, and to use major promotions to add brand gravity rather than overdraw brand equity.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

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【亿邦原创】行业竞争加剧、AI改变流量入口，种种因素都在拉高品牌参与黑五大促的门槛。在平台活动要求日益细分，消费者选择评估更为理性的情况下，选择长期积累而非一时拼低价的品牌更有可能吃到黑五红利。同时，在促销节点，布局好产品体验、多渠道同步、内容营销，也有助于品牌的业绩增长。

智能眼镜品牌VITURE就把今年黑五的重点聚焦在品类新用户增长、XR眼镜认知突破和用户留存三个方面。为此，资源投入方向相较往年也更为侧重系统能力的提升：在产品端，提供能够覆盖更多人群的产品矩阵；采取全渠道协同策略，保证线上与线下活动节奏保持一致；面向消费者，优化产品使用体验，用场景叙事让用户听懂产品卖点。

新用户的触达与留存、联名营销和场景营销之所以被强调，是基于VITURE对大促的判断，其跨境运营负责人吴树杰提到对VITURE而言，“大促的折扣是一封邀请函，真正让用户留下来的是产品体验”。先涨后降制造虚假折扣、清货式促销只会扰乱价格体系、伤害品牌，产品竞争力在于价值而非价格，吴树杰解释道“大促季会过去，但用户对一个品牌的第一印象会留很久。我们希望每一次大促都是在为品牌加“重力”，而不是透支它。”

年末大促季来临，亿邦动力特别策划“拼重力·2026跨境电商黑五旺季”专题，邀请出海品牌和服务商展开系列访谈，探讨企业如何应对市场竞争变化、布局黑五旺季，并将大促流量转化为长期品牌价值。以下为亿邦动力与VITURE 跨境运营负责人&深圳分公司负责人吴树杰的对话内容，经编辑整理。

亿邦动力：今年黑五大促季，你们的备战投入相比去年是加大、持平还是减少？

吴树杰：加大了，但加大的方向和往年不一样。往年大促的投入大头在广告和折扣，今年我们把更多资源放在三件更“重”的事情上：一是产品，用从普及款到旗舰的完整矩阵覆盖不同人群；二是内容和体验，让第一次接触XR眼镜的人能看懂、能试戴；三是全渠道协同，亚马逊多站点、品牌官网和全球近 500 家线下门店按同一节奏推进。

原因很简单，XR眼镜还是一个需要“先体验、再购买”的新品类，单纯加大折扣只能换来一次性成交，换不来长期用户。今年用户在大促里明显更理性，比价之外更看重评价、内容和真实体验，所以投入必须往系统能力上走。

亿邦动力：今年黑五你们最期待实现哪方面的突破？

吴树杰：我们最看重的三件事：

第一是新用户。黑五到圣诞是全年礼品消费最集中的时候，我们希望更多人在这个季节拥有自己的第一副XR眼镜。今年8月发布的VITURE Pro 2只有63克，支持0–500度近视调节，把旗舰级的显示体验带到了更容易入手的价位，上市后登顶亚马逊15国Best Seller，它是我们这个大促季拉新的主力。

第二是品类认知的突破。让XR眼镜从“游戏玩家的装备”，变成大众会放进礼物清单的消费电子产品。

第三是把用户留下来。大促带来的新用户，之后能不能通过配件、软件更新和社区持续用下去，比大促当天的成交更重要。

亿邦动力：你们有感受到了什么明显的市场变化或者竞争形势变化吗？

吴树杰：我们感受最明显的有三点。

一是智能眼镜整体热起来了。更多品牌入场，消费者关注度明显提升，但认知也更容易混淆：AI眼镜、AR眼镜、XR眼镜分别能解决什么问题？这对品牌“讲清楚为什么需要”提出了更高要求。

二是竞争从参数比拼进入下半场。视场角、亮度这些参数依然重要，但消费者越来越看重“戴上之后能不能用得久”：佩戴是否舒适、近视能不能直接用、能不能直连自己已有的手机、游戏机和电脑。

三是AI正在改变流量入口。越来越多用户通过AI助手和平台的AI导购了解产品、做对比，品牌内容不仅要让人看得懂，也要让AI读得懂、引用得准，这是品牌建设的一门新功课。

亿邦动力：有人说今年黑五大促季的“入场券”更贵了，比如需要投入更多、做得更重等，你们有同样感受吗？

吴树杰：我们观察到的“贵”主要在三个方面：流量更贵，大促期间广告竞价普遍走高，单靠买量很难有好的回报；门槛更高，平台对价格竞争力、库存、履约时效和店铺表现的要求越来越细，活动资格本身就是对运营系统的一次考核；内容更重，消费者要看到真实的使用场景和评测，内容的投入和周期都比以前更长。

但换个角度看，“入场券”变贵，其实是在奖励长期积累的品牌。我们不把力气花在拼最低价上，而是把功夫下在平时：产品口碑与用户评价、自研软件（SpaceWalker、Immersive 3D等）和配件生态、线下体验网络。平时攒下的这些“重力”，到了大促时会帮助我们获得更稳定的转化。

亿邦动力：为实现今年黑五大促季的业绩增长，你们做了哪些重要的布局或者调整？

吴树杰：产品上，我们形成了更清晰的分层矩阵：Pro 2面向第一次尝试XR眼镜的大众用户；Beast作为旗舰，原生3DoF定屏，服务对游戏、观影和多屏办公有更高要求的用户；Luma系列探索手势交互。Pro颈环、魔宝坞、与八位堂（8BitDo）联名的游戏手柄等配件，则让用户可以按游戏、观影、办公场景组合购买。

渠道上，亚马逊多站点同步节奏，配合品牌官网和社交电商；线下覆盖约30个国家和地区、近500家零售门店，并进入了6座国际机场。机场和商场是让人第一次戴上XR眼镜的最好地方。

供应链上，我们更早地做多市场的备货规划，以应对物流和政策的不确定性。

营销上，IP联名是今年的重点。10月底，我们与国产3A游戏《影之刃零》同步推出联名XR眼镜。我们希望通过玩家真正热爱的内容，把XR眼镜带到更多人面前。

亿邦动力：从整体业务布局来看，你们今年黑五大促季最大的增量来自哪里？为此做了哪些关键动作？

吴树杰：最大的增量来自“第一次买XR眼镜的新用户”。过去这个品类的用户以游戏玩家和数码爱好者为主，现在差旅人群、移动办公人群和送礼需求正在成为新的增长来源。为此我们做了三个关键动作：

一是降低尝试门槛。Pro 2重量做到63克，支持0–500度近视调节，近视用户不用另配镜片；USB-C直连手机、Switch、PS5和电脑，不需要改变任何使用习惯。

二是让人先体验。XR 眼镜是“戴上三秒，胜过看一百遍介绍”的产品，所以我们持续加密线下体验网络，从 Best Buy、Costco 等零售渠道，到机场门店和城市核心商圈的体验空间。

三是讲清楚场景。我们把内容重心从参数转向场景：飞机上的私人影院、随身携带的多屏工作站、174 英寸的游戏巨幕，让用户一眼看懂它和自己生活的关系。

亿邦动力：在黑五这样的大促节点，你们如何把打折促销活动变成品牌营销、品牌建设的行动？

吴树杰：对VITURE来说，大促的折扣是一封邀请函，真正让用户留下来的是产品体验。我们创始人兼CEO姜公略曾说：“VITURE想卖给用户的不是一副眼镜，而是一种真实需要却尚未被满足的体验。”落到行动上，我们有三条原则：

一是守住价格体系。我们更在意价格的稳定和各渠道的一致，不靠先涨后降制造折扣，也不做伤害品牌的清货式促销。

二是用价值而不是降价做卖点。配件套装让用户一次买齐游戏或办公场景；联名款则把产品做成收藏级，比如《影之刃零》联名款，从镜盒的开合方式、金属武器模型到开机界面和音效都做了专属定制，玩家买到的是一件有情感价值的作品。

三是把大促用户沉淀下来。在海外，我们长期在 Reddit、Discord 等社区和用户直接交流，创始人也经常亲自参与讨论；新用户进来之后，持续的软件更新和社区内容会让产品越用越好用。

大促季会过去，但用户对一个品牌的第一印象会留很久。我们希望每一次大促都是在为品牌加“重力”，而不是透支它。

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