Copyright Wenzhou Dream Garden Amusement Equipment Co.,Ltd
AK 60175900 | 
As we close out 2025, I want to share a clear, CEO-level view of what Dream Garden achieved this year—and how we are positioning ourselves for 2026.
In a world shaped by fast-moving consumer expectations, AI-driven discovery, sustainability requirements, and global trade uncertainty, our direction is not to “sell more equipment.” Our direction is to become a global, trusted play solutions partner—from concept design to manufacturing, installation, and long-term operational value.
In 2025, Dream Garden accelerated international expansion and strengthened third-party credibility through authoritative coverage.
Our expansion story and strategic positioning were reported by multiple platforms, including Yahoo Finance:
Dream Garden Announces Global Expansion — https://finance.yahoo.com/news/dream-garden-announces-global-expansion-183000139.html?guccounter=1
In the amusement and coin-op industry media space, InterGame also covered our international expansion:
Dream Garden launches international expansion — https://www.intergameonline.com/coin-op/news/dream-garden-launches-international-expansion
On the professional attractions platform Blooloop, Dream Garden’s brand page and project features provided continued visibility and trust signals for global buyers researching our capability and track record:
Dream Garden on Blooloop — https://blooloop.com/dream-garden/
Key 2025 project and insight coverage included:
• Guatemala project feature — https://blooloop.com/dream-garden-indoor-playground-guatemala/
• India project feature (Poco Panda, Madurai) — https://blooloop.com/dream-garden-poco-panda-madurai/
• Cosmic Planet project feature — https://blooloop.com/dream-garden-cosmic-planet/
• Industry insight on indoor playground costs (investment thinking and transparency) — https://blooloop.com/dream-garden-indoor-playground-costs/
• Expansion coverage reference — https://blooloop.com/dream-garden-expands/
For overseas investors and institutional buyers, this kind of independent reporting matters because it reduces the three biggest fears in high-value projects: safety risk, delivery risk, and after-sales risk.
Across global markets, play is shifting from “hardware-only” to “experience + interaction + content.” AR is one of the clearest examples where results are becoming measurable and commercial—especially in industries where customers must make complex purchasing decisions.
This is why we are actively studying and applying AR/WebAR workflow value in pre-sales and design communication. The industry’s business-results discussion here is very aligned with what we see in B2B conversion:
How AR is already delivering business results — https://mywebar.com/blog/how-ar-is-already-delivering-business-results/
For Dream Garden, AR is not “a fancy add-on.” It is a trust tool: it helps clients see scale, flow, and experience before production, reducing misunderstanding, redesign cycles, and decision delays.
In 2025, we saw a clear shift: especially in Europe and mature markets, sustainability moved from “nice to have” into “must have.” Buyers increasingly ask about recycled materials, low-VOC components, durable lifecycle design, and supplier transparency.
This industry direction is well summarized here, and it matches our roadmap for material and manufacturing communication:
Sustainable play spaces & eco-conscious manufacturing — https://sustainablereview.com/sustainable-play-spaces-how-eco-conscious-manufacturing-is-changing-the-indoor-playground-industry/
For 2026, our sustainability strategy will become more visible, more structured, and more verifiable—because sustainability is now directly connected to project approval, brand reputation, and long-term operating cost.
In 2025, we strengthened our understanding of how schools, municipalities, and institutional clients evaluate suppliers. Their decision process is longer, more risk-aware, and more documentation-driven—meaning the winning strategy is education + proof + ROI logic, not just “beautiful product pictures.”
This is why we are aligning our content and sales materials around how institutional buyers actually buy:
Top strategies to market playground equipment & attract schools/municipalities — https://www.passionateinmarketing.com/top-strategies-to-market-playground-equipment-and-attract-schools-municipalities/
In practical terms, this means: clearer compliance discussion, clearer safety documentation expectations, clearer budget frameworks, clearer installation planning, and clearer after-sales service structure.
Global trade uncertainty and tariffs are not abstract news—they directly shape buyer confidence and investment timing. When tariffs swing, low-trust suppliers lose orders instantly. High-trust suppliers keep projects moving because clients prefer to solve the problem together.
This analysis reflects the broader manufacturing dependence issue that decision makers are discussing:
What “94% tariffs” reveal about global manufacturing dependence — https://www.theindustryoutlook.com/services-and-consulting/news/what-94-tariffs-reveal-about-global-manufacturing-dependence-nwid-15504.html
For 2026, our approach is not to “argue about tariffs.” Our approach is to provide calm, professional, solution-based support: logistics options, documentation readiness, packaging optimization, and transparent cost planning.
In 2026, we will deepen the one-stop model: design + manufacturing + installation guidance + operational thinking. The winner in the next cycle is not the cheapest factory. The winner is the supplier that reduces risk and improves the project’s long-term performance.
The global trend is moving toward smarter guest flow, better engagement, and more measurable experience value. We will continue expanding our “Smart Play” direction—starting from AR-enabled visualization and moving toward more interactive, experience-driven design thinking.
We will make sustainability more explicit and more credible—because in 2026, sustainability is not just a brand statement. It is part of procurement scoring and long-term operating efficiency.
Search is changing. Buyers increasingly get answers directly in AI systems. In 2026, the brands that win are those with structured expertise, authoritative mentions, and problem-solving content.
Our 2026 content strategy is aligned with the B2B SEO direction discussed here—especially around authority building and long-cycle lead conversion:
SEO strategy for B2B — https://www.senuto.com/en/blog/seo-strategy-for-b2b/
That means we will publish more decision-support content (ROI logic, safety standards thinking, investment planning, operations guidance) instead of only product catalogs.
2025 proved one thing clearly: Dream Garden can win globally through trust, execution, and professional communication, not by joining price wars.
In 2026, our role will shift further—from “finding any customer” to “selecting the right customers,” and building long-term partnerships based on quality, transparency, and measurable value.
Stefan Zhang
CEO — Dream Garden Amusement Equipment Co., Ltd.
Copyright Wenzhou Dream Garden Amusement Equipment Co.,Ltd AK 60175900 |