来源 |凤凰 网财经《 IPO观察哨 》 当《哪吒 2》的票房热潮席卷全国，与之联名的卡牌竟在二手市场被炒出天价——一张导演签名的哪吒卡牌 被炒到 9.5万， 堪称 "电子黄金" 。 卡牌的 幕后制作者正是 浙江卡游动漫有限公司（下称 "卡游"） ，这家靠 2元一包的卡牌年入百亿的公司，正以惊人的速度改写中国玩具行业的规 则， 却因 狂奔在 资本市场埋下暗雷。 2024年 ， 卡游营收破百亿大关，达到 100.57亿元，同比暴涨278%。它的赚钱能力甚至超越了"让年轻人疯魔"的泡泡玛特。4月14日，卡游公司 二次冲刺港交所。除令人眼红的暴利生意，萦绕在它身上的是长期困于 "收割小学生""未成年沉溺其中""小学生集卡成瘾"等负面舆论。 01 卡游到底有多暴利？ 在创投圈，卡游被称 "小孩收割机"，其推出的核心IP"奥特曼系列卡牌"牢牢锁定了小学生群体。 2024年，卡游营收达到100.57亿元，净利润高达44.66亿元，毛利率67.3%。要知道在全球大杀四方的泡泡玛特 当年的 营收 是 130.4亿元，净 利润 为 31.25亿元，这样的财务数据已经令外界惊叹。 而聚焦卡游的核心业务集换式卡牌的毛利率更是高达 ...

Core Viewpoint - The recent launch of the Labubu 3.0 series by Pop Mart has sparked an unprecedented buying frenzy, with consumers facing long queues and significant price markups in the secondary market, despite mixed reviews on the product's aesthetics [1][5][9]. Group 1: Market Dynamics - The Labubu 3.0 series has seen a surge in demand, with pre-orders for the product already sold out, leading to resale prices significantly higher than the original retail price, such as a set priced at 599 yuan being resold for 1000 to 2000 yuan [5][28]. - The secondary market for Labubu collectibles is thriving, with hidden variants fetching prices as high as 1220 yuan each, indicating a strong speculative interest among consumers [5][28]. - The previous Labubu and Vans collaboration saw prices soar to as high as 30,000 yuan, showcasing the potential for collectibles to transform into luxury items [7][28]. Group 2: Consumer Sentiment - Despite the high demand, the Labubu 3.0 series has received negative feedback regarding its design, with many consumers expressing disappointment upon receiving the product, leading to a wave of criticism on social media [9][11][28]. - The contrast between the product's marketing and the actual consumer experience has led to a phenomenon where consumers question their purchasing decisions, reflecting a disconnect between expectation and reality [11][21][28]. Group 3: Brand Positioning and Strategy - Labubu has emerged as Pop Mart's strongest IP, generating 30.4 billion yuan in revenue last year, a staggering increase of over 700% year-on-year, surpassing the company's previous flagship IP, Molly [28]. - The appeal of Labubu lies in its unique design that resonates with the Z generation's desire for individuality and self-expression, despite its unconventional and "ugly" aesthetic [30][32]. - Pop Mart's strategy of leveraging scarcity and hype through limited releases has effectively created a "hunger marketing" environment, driving consumer demand and secondary market speculation [32][38]. Group 4: Cultural and Competitive Landscape - Unlike Disney, which builds its IPs on deep narratives and emotional connections, Pop Mart's approach has focused more on visual appeal and immediate consumer engagement, which may limit long-term brand loyalty [43][51]. - The lack of a comprehensive narrative or cultural depth in Pop Mart's IPs, including Labubu, has resulted in a superficial consumer experience, contrasting with Disney's immersive storytelling [44][49]. - While Pop Mart has achieved remarkable short-term success, the company faces challenges in establishing a sustainable brand identity and emotional connection with consumers, which are crucial for long-term growth [51].

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