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名创优品想有自己的labubu
Hu Xiu·2025-08-28 05:36

Core Insights - The article discusses the competitive landscape of the IP consumption sector in China, focusing on two leading companies: Pop Mart and Miniso [1][2]. Group 1: Company Overview - Pop Mart is recognized as a dominant player in the IP consumption market, with its core IP, Labubu, becoming a national sensation [2][10]. - Miniso has transformed from a discount retailer to an IP derivative product store, indicating a significant shift in its business model [3][4][6]. Group 2: Market Position and Financial Performance - As of mid-2025, Pop Mart's market capitalization exceeds HKD 400 billion, while Miniso's is around HKD 60 billion, indicating a valuation disparity of 7-8 times [8][9]. - Pop Mart reported a revenue of CNY 13.8 billion and a net profit of CNY 4.7 billion in the first half of 2025, with a profit growth rate of 362% year-on-year [12]. - Miniso achieved a revenue of CNY 9.3 billion and an operating profit of CNY 1.27 billion in the same period, reflecting a 3.4% year-on-year growth [14]. Group 3: Business Models - Pop Mart's business model is primarily driven by its proprietary IP, with 88% of its sales coming from self-owned IP [23]. - Miniso has been following a "borrowed" approach by licensing well-known international IPs, which incurs high costs and limits its originality [16][18]. Group 4: Future Strategies - Miniso is shifting towards a self-owned IP strategy, with plans to leverage its extensive global store network of 7,600 locations to test market acceptance of new IPs [32][35]. - The company has recently opened large IP experience stores, named "Miniso Land," in major urban centers, focusing solely on IP products [41][44]. Group 5: Market Trends and Globalization - Both companies have a high degree of globalization, with overseas revenue accounting for approximately 40% of total income, a figure expected to rise in the coming years [55][56]. - The article emphasizes the growing cultural and spiritual consumption attributes of the IP sector, moving beyond traditional price competitiveness [57][58].