Core Viewpoint - The article highlights the remarkable performance of Pop Mart, particularly driven by the LABUBU series, which has seen explosive growth in revenue and market interest, reminiscent of past trends in collectible markets like "sneaker flipping" and "bearbrick speculation" [3][4][12]. Group 1: Financial Performance - Pop Mart reported a revenue of 13.88 billion RMB for the first half of 2025, marking a year-on-year increase of 204.4% [3][4]. - The adjusted net profit surged by 362.8% to 4.71 billion RMB during the same period [3]. - The LABUBU series alone generated 4.81 billion RMB in revenue, a staggering growth of 668%, accounting for 34.7% of total revenue [4]. Group 2: Market Demand and Sales - The launch of the mini LABUBU on August 28 sold out within 60 seconds, with a peak resale price reaching 1,388 RMB, a 1,657% markup from the original price of 79 RMB [3][5]. - Over 580,000 consumers added the mini LABUBU to their shopping carts before the sale, indicating high demand [5]. - The secondary market saw prices for complete sets of LABUBU toys reaching an average of 1,920.77 RMB, with some transactions exceeding 2,580 RMB [6]. Group 3: Global Expansion - Pop Mart operates 571 retail stores and 2,597 robot stores across 18 countries and regions as of mid-2025 [9]. - Revenue from the Asia-Pacific region reached 2.85 billion RMB, up 258%, while the Americas saw revenue of 2.27 billion RMB, increasing by 1,142% [9]. - The company’s global strategy includes opening flagship stores in major cities, such as London and Paris, to enhance brand visibility [9]. Group 4: IP Development and Future Outlook - Pop Mart emphasizes a balanced development of its IP matrix, with five IPs generating over 1 billion RMB in sales each during the first half of 2025 [10]. - The LABUBU brand is seen as a "gold mine" with potential for further exploration and innovation in product applications [11]. - The company is building a "LABUBU universe" to expand its product offerings and enhance consumer engagement [11]. Group 5: Consumer Behavior and Market Trends - The success of LABUBU reflects a shift in consumer behavior, particularly among Generation Z, who prioritize emotional connection and self-rewarding purchases [12]. - The article notes a trend towards more rational consumption, with consumers becoming less impulsive and more focused on the actual value of collectible items [12].

Group 1: Beer Export Growth - In June, China's beer export volume reached 8,877 million liters, representing a year-on-year increase of 56.5% [5] - The export value for June was 46,328 million yuan, showing a significant growth of 64.3% compared to the previous year [5] - For the first half of the year, cumulative beer export volume was 40,122 million liters, up 24.1%, while the cumulative export value reached 201,545 million yuan, an increase of 27.7% [5] Group 2: Market Dynamics and Trends - Major brands like Tsingtao and Snow Beer are strengthening their domestic presence while actively exploring emerging markets in Southeast Asia, Europe, and Africa [3] - High-value products, such as craft beer, are driving export growth and contributing to a steady increase in export prices [3] - The development of cross-border e-commerce platforms is providing new channels for small and medium-sized breweries to reach overseas consumers [3] Group 3: Consumer Behavior and Brand Perception - A Nielsen IQ global survey indicates that 56% of Chinese consumers are willing to increase their purchases of private label brands, which is above the global average [6] - Nearly 70% of consumers believe private label brands offer outstanding value for money, and 62% see them as potential substitutes for branded products [6] - The sales growth of private label brands has significantly outpaced that of manufacturer brands, although their average price remains 16% lower than that of manufacturer brands [8] Group 4: Industry Innovations and Future Outlook - The Chinese beer industry is transitioning from scale expansion to value creation, becoming a global leader in innovation [3] - Companies that integrate Chinese cultural elements, modern brewing technology, and sustainable development concepts are expected to gain a unique competitive advantage in the global market [3] - The ongoing construction of the Fenjiu 2030 technical transformation project, with a total investment of 9.1 billion yuan, aims to achieve an annual production capacity of 51,000 tons of raw liquor [9]

Core Viewpoint - The article discusses the concept of "involution" in consumer culture, highlighting how businesses often replicate each other, leading to a lack of uniqueness and excitement in shopping experiences [4][20]. Group 1: Examples of Involution - Many famous shopping streets in China look almost identical, offering the same local snacks and souvenirs, which detracts from the authentic local experience [2]. - Renowned shopping centers also exhibit a high degree of similarity, with luxury brands and common products dominating the landscape, making shopping feel monotonous [3][4]. Group 2: Causes of Involution - Involution occurs because businesses tend to engage in the same practices, leading to a homogenized market [5][20]. - The article references the work of Japanese sociologist Minoru Miura, who emphasizes the importance of unique offerings in combating this trend [5][20]. Group 3: Case Study of Shimokitazawa - Shimokitazawa, a vibrant Tokyo neighborhood, initially saw a decline in popularity due to the influx of chain stores, which made the area less distinctive [10][11]. - To regain its charm, the community began to reject chain stores and welcomed unique local shops, which successfully revitalized the area [12][15]. Group 4: Unique Business Strategies - The article highlights a Tommy flagship store in Tokyo that offers exclusive items not available in other locations, demonstrating the value of uniqueness in retail [16][17]. - It argues that in a world filled with sameness, distinctiveness is a rare and valuable resource [19]. Group 5: Learning from Japan - The article promotes a study trip to Japan, focusing on how the country has addressed low-growth challenges and the emergence of unique business models in a "low-desire society" [20][25]. - It suggests that understanding Japan's approach to consumer needs and societal changes can provide insights for future business strategies in China [20][25].

今天的逛购物中心，已经变成了一个换个地方去买同样的东西的无聊游戏，这就是内卷。 为什么会卷？是因为大家都做着同样的事情。 内容来源：刘润公众号（runliu-pub） 到底什么叫做卷？ 举几个例子， 中国好几个非常知名的风情街，看上去是不是长得几乎一模一样？ 我们去风情街，不就是为了尝一尝本地的特色美食，买一些本地的特色纪念品，体验下本地的 原生原味吗？ 但是， 今天的风情街都是一样的臭豆腐，一样的玻璃珠，一样的砖瓦墙。 我们再看 中国四个非常著名的购物中心，也非常雷同。 我们去购物中心，你会发现一楼几乎是同样的奢侈品，楼上几乎是同样的服装品牌，电影院放 着是同样的电影，地下的超市卖的是同样的日用品。 三浦展老师 是非常著名的日本社会心理学家， 他写过一些大家可能听说过的书，比如 《孤独 消费论》、《第四消费时代》、《下流社会》 等。 老师跟我们分享了很多，但是只有当他聊起 "下北泽" 这个地方的时候，两个眼睛才开始放 光。 下北泽，是在东京的一个社区，这个社区有两条地铁线经过，很多集市都在这个地方。 这让下北泽一直都是一个非常热闹的集市，非常热闹的社区。 但是也因为这个原因，越来越多的加盟连锁店进入到了下北 ...