Group 1 - The core viewpoint of the article is that while the investment value of Pop Mart is recognized, there are concerns regarding the long-term sustainability of its core demand [2][3] - Investor Duan Yongping acknowledges Pop Mart's impressive business performance and its successful creation of popular IPs like Labubu and Starry People, targeting young female consumers [3] - The blind box model employed by Pop Mart is attractive due to its gambling-like nature, encouraging repeat purchases as consumers seek desired items from a selection of 12 blind boxes [3] Group 2 - Duan Yongping expresses skepticism about the long-term necessity of Pop Mart's products, questioning the potential decline in demand over time [3] - He compares Pop Mart's products to luxury and art items, suggesting that their demand is based on emotional consumption, which is difficult to quantify and subject to trend changes [3] - Concerns are raised about the limitations of the blind box model, indicating that not all products can successfully adopt this approach, hinting at the dependency of Pop Mart's success on its IP and blind box strategy [3] Group 3 - Regulatory scrutiny has increased around the blind box model due to concerns over inducing excessive consumption, leading to tighter industry regulations [3] - The lifecycle of IPs is unpredictable, and while Pop Mart has developed a multi-IP strategy, its ability to continuously create new hits remains uncertain [3] - Duan Yongping emphasizes the need for Pop Mart to demonstrate its capability to navigate through "trend cycles" to become a long-term quality investment [3]