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小可爱虎宝贝

2021-05-04

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Interview with Wen Deyi, Vice President of Pop Mart: Where is the next stop for trendy toys going global?

小可爱虎宝贝

2021-05-04

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Fosun International surged 12% at one point in the afternoon, with its market capitalization exceeding HK$100 billion.

小可爱虎宝贝

2021-05-04

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51job rose 15% in pre-market trading after reportedly being acquired by Dehong Capital for $5 billion.

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2021-04-28

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Inke's revenue in the first quarter was 1.8 billion yuan, a year-on-year increase of 80%.

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11:31","market":"hk","language":"zh","title":"Interview with Wen Deyi, Vice President of Pop Mart: Where is the next stop for trendy toys going global?","url":"https://stock-news.laohu8.com/highlight/detail?id=1171005102","media":"36氪","summary":"摸索这几年，泡泡玛特的海外生意做得怎么样？\n\n尽管“潮玩茅台”仍未褪色，但泡泡玛特也需要为自己寻找一条新的增长曲线了。\n3月26日，泡泡玛特公布上市后第一份年报，年报显示，2020年，泡泡玛特总营收 ","content":"<p>How has Pop Mart's overseas business been doing in recent years? Although the \"trendy toy Moutai\" has not faded,<a href=\"https://laohu8.com/S/09992\">Pop Mart</a>We also need to find a new growth curve for ourselves.</p><p>On March 26, Pop Mart released its first annual report since its listing. The report showed that in 2020, Pop Mart's total revenue was 2.51 billion yuan, and its adjusted net profit was 950 million yuan. In 2020, Pop Mart sold approximately 50 million trendy toys, maintaining a relatively strong growth momentum.</p><p>However, behind the revenue growth lies some \"less optimistic\" signs. In 2018 and 2019, Pop Mart's total revenue grew by 225.5% and 227.2% year-on-year, respectively. By 2020, this figure had dropped to 49.3%. While this was partly due to the slowdown in growth due to expansion in scale, creating another growth curve for itself in the face of the \"traffic ceiling\" that many brands encounter is also a challenge that Pop Mart needs to face.</p><p>New growth may come from markets outside China. Pop Mart's overseas exploration began in 2018, with various store opening models being tried. Since 2020, despite facing the uncertainties brought about by the pandemic, Pop Mart has chosen to do its best to expand its business. On April 23, Pop Mart's new store in South Korea opened at 55 I'PARK shopping center in Gangbuk-gu, Seoul, becoming Pop Mart's second offline physical store in South Korea within six months (the first store in South Korea opened in September 2020).</p><p>In Singapore, Malaysia, Vancouver, Canada, and other places, Pop Mart also...<a href=\"https://laohu8.com/S/300024\">Robot</a>Multiple channels, including stores, pop-up stores, and e-commerce, have entered the market.</p><p>Of course, the overseas business as a whole is still in its early stages, but it is developing rapidly. The annual report shows that Pop Mart's overseas sales revenue accounted for 3% of its total revenue for the year. However, sales increased from RMB 26.89 million in 2019 to RMB 74.17 million in 2020, a growth rate of 176%.</p><p>Overseas markets offer opportunities, but they also present many risks and shallows. In a more diversified market, what strategies will Pop Mart adopt to \"scout out\" and \"avoid pitfalls\"? After a period of exploration, has Pop Mart discovered some patterns in overseas markets and customers? Faced with fierce competition in overseas markets, how should Pop Mart position itself? Will overseas markets become Pop Mart's \"second growth curve\"? With these questions in mind, we interviewed Mr. Wen Deyi, Vice President and President of Overseas Business of Pop Mart.</p><p>The following is a transcript of the interview, which has been compiled without changing the original meaning of the interviewees.</p><p><b>Discussing overseas strategies and markets:</b></p><p><b>Q: Pop Mart has now entered more than 20 countries. How does Pop Mart determine whether it should enter a specific market? And how to expand your business in the markets you have already entered?</b></p><p>Wen Deyi: Pop Mart started doing overseas business in 2018. When I first took over, I realized that there are more than 200 countries (and regions) in the world, and we cannot enter multiple markets at the same time. We need to formulate a strategy and make trade-offs. We use several indicators to determine whether a country is \"worth entering,\" mainly hard indicators at the macro level, such as the country's overall economic size, residents' income, population, and urbanization rate. Of course, we will also consider the geographical distance between this country and China (Note: Pop Mart's supply chain is all in China).</p><p>Based on these indicators, we have selected approximately 20 countries and regions that are suitable for entering at the moment, namely Japan, South Korea, Southeast Asia, and North America.</p><p>After determining which markets to enter, we will think about how to enter. Typically, we adopt a \"first To B, then To C\" approach. The so-called \"B2B first\" means that in the early stages, if we want To enter the market quickly and effectively, we need To cooperate with strong local distributors To help Pop Mart quickly distribute its goods. Once the B2B model has been in place for a period of time and the market is familiar with our products and brands, we will open our own directly operated offline stores, pop-up stores, robot stores, etc., To improve user experience and immersion.</p><p>Of course, after we decide to open a directly operated store, we will also follow a \"light first, heavy later\" approach. We will first open a lighter robot store or pop-up store, and then decide whether to open a large store depending on sales performance.</p><p><b>Q: What were the considerations behind Pop Mart opening two offline stores in South Korea in a short period of time?</b></p><p>Wen Deyi: Cultural similarity is actually one aspect. One characteristic of South Korea is that its entertainment industry is very mature, with film, television, and variety shows being quite developed. Moreover, South Korean entertainment products are not only popular domestically, but can also reach other regions, especially Southeast Asia.</p><p>We value this influence more. Of course, as a Korean, I do feel that the Korean people are very sensitive to fashion and trends. More importantly, every time new entertainment content and topics appear in Korea, they quickly spread to Southeast Asia.</p><p>The abundance of social media platforms today has actually helped spread Korean culture to Southeast Asia. South Korean variety shows and artists have their own Youtube, TikTok, and Instagram accounts, and we plan to leverage this advantage. In the second half of the year, we plan to use TikTok and Youtube to invite Korean artists to endorse our products, and then leverage the influence of Korean artists to boost sales in Southeast Asian countries.</p><p>In addition, specifically regarding the second store in South Korea, opening two stores within six months actually involves some considerations. A store in South Korea opened in Gangnam-gu, Seoul (Note: Seoul's affluent district), primarily targeting high-income, trendy customers. We chose l'PARK in Jiangbei District for our second store. There are many comprehensive shopping malls in Jiangbei District, and there are also subway and high-speed rail stations nearby. This place is also a hub for Korean trendy toy and figurine shops. This time, we're targeting enthusiasts of trendy toys and figurines.</p><p><b>Q: You just mentioned focusing on the Southeast Asian market, but the economic and social development levels of more than a dozen Southeast Asian countries vary greatly. How does Pop Mart plan to do business in this region?</b></p><p>Wen Deyi: There are indeed significant differences between Southeast Asian countries. There are differences not only in politics and economics, but also in laws and regulations. For example, some countries have regulations to protect local businesses, and foreign companies cannot hold controlling stakes in joint venture retail companies. For instance, different countries have different tax rates, which can also affect our profitability and internal controls.</p><p>Therefore, in Southeast Asia, we adopted a central-divergent strategy. With Singapore as the center, we will gradually open up markets in other countries. In terms of land area and population, Singapore is by no means outstanding in Southeast Asia. However, Singapore's economy and technology are relatively developed, and its policies are relatively open. It has a very strong influence on neighboring countries. Therefore, if we are to conquer Southeast Asia, we must first establish a foothold in Singapore, build a branch office, and then use Singapore's influence to radiate to other Southeast Asian countries.</p><p>In addition, when establishing a presence in Singapore, we also considered localization. Localization is a very difficult process. In Southeast Asia, Pop Mart's management system and marketing model are not the same as in China. To adapt to different markets, it needs to be operated by a team that understands the local area.</p><p>Of course, in other markets, we will continue the aforementioned \"light first, heavy later\" model. For example, in Ho Chi Minh City, Vietnam, where there are relatively mid-to-high-end shopping malls and consumers with spending power, we first set up pop-up stores and robot stores to determine whether the city has potential and whether it is worth continuing to invest resources in.</p><p><b>Q: Many overseas countries are not controlling the epidemic well enough. Has this affected Pop Mart's business? How did Pop Mart respond?</b></p><p>Wen Deyi: Yes, there will be some impact. Firstly, from the perspective of our B2B business, the pandemic will affect the stability of some distributors. What caused us a lot of pain last year was that some cooperation talks lasted a long time, but the negotiations were abruptly suspended due to sudden changes in the other party's national policies or economic environment, or the other party's own financial situation.</p><p>Faced with this situation, our core judgment is that we cannot wait. We cannot slow down our entry into this market just because we need to wait for our partners to recover or for policies to reverse. We really want to enter a completely new market through a partner, but if certain situations arise, then we will build our own team and channels there. While the pandemic is certainly a risk, missing the opportunity can lead to greater losses.</p><p>Of course, our logistics were also affected in the early stages of the pandemic. For example, during the height of the pandemic, goods we shipped to Europe and the United States took 90 days to arrive, and lockdowns and customs clearance times were longer, which had some impact. However, as the epidemic situation in Europe and the United States improves, logistics are also recovering.</p><p>In addition, the pandemic affected our store opening schedule. For example, a store in South Korea was originally scheduled to open in April or May last year, but due to the pandemic, it could only be postponed to September, and our plans to open stores in other countries were also affected. This in itself is opportunity cost. Furthermore, during the pandemic, international business travel has basically stopped, and some tasks cannot be done in person. We can only repeatedly explain and confirm online, which inevitably leads to communication problems and affects efficiency.</p><p>Therefore, at this stage, we will consider improving some internal skills. For example, in the past, our logistics and inventory management were all achieved by relying on colleagues to manually create tables and statistics, which was very inefficient. We recently fully launched our ERP system, and we are looking for...<a href=\"https://laohu8.com/S/ORCL\">Oracle bone script</a>We have built a globally connected, real-time system so that we can see sales, inventory, and profitability in each country and region at any time.</p><p><b>On Users, Competition and the Future</b></p><p><b>Q: What are the characteristics of Pop Mart's overseas buyers?</b></p><p>Wen Deyi: Through research and interviews, we found that there is a relatively high degree of overlap between the profiles of overseas and domestic customers. This is mainly reflected in both gender and age group. Both domestically and overseas, 75% of users are female and 25% are male. Furthermore, consumers both domestically and internationally are generally stable in the age range of 15-35.</p><p>In addition, from an ethnic perspective, we prioritize overseas Chinese when entering a new market. Therefore, in many regions, our initial buyers are 80% Chinese and 20% other ethnic groups. However, as users become more familiar with the products and brands, the number of users of other ethnic groups has also increased significantly. Now, overall, about 60% of our overseas customers are of other ethnic groups, and 40% are Chinese.</p><p><img src=\"https://static.tigerbbs.com/522bf974c01fd91b541cfda3bca86c48\" tg-width=\"4032\" tg-height=\"1494\" referrerpolicy=\"no-referrer\"></p><p>Of course, it cannot be said that domestic and overseas buyers are \"exactly the same\" as those in China. After all, every country has a different business environment, language, culture, religion, and preferences for IP. Therefore, we will not directly copy the successful experience in China, but will consider local needs.</p><p>We have observed that although overseas consumer groups are largely similar to those in China, there are still some interesting differences in some details. For example, the age mode of consumers in Western countries is higher than in China, which may be because teenagers in China have higher pocket money (living expenses).</p><p>Another difference is the difference in purchasing habits. For example, when it comes to blind boxes, Easterners are more used to enjoying the fun of \"drawing\". However, Western consumers are different. They value \"certainty\" very much. Western consumers are particularly concerned about whether they can buy the specific doll they want. Therefore, many people will buy a whole set at once just to buy their favorite doll.</p><p>Of course, this also leads to a problem: in the early days when we were doing cross-border e-commerce, we found that there were many returns from Western customers because these consumers could not buy the trendy toy they liked the most. I immediately applied for a return.</p><p><b>Q: Does this mean that the \"blind box\" format doesn't work in the West?</b></p><p>Wen Deyi: That's not true. Western consumers are not unfamiliar with \"uncertainty.\" It's just that when it comes to the trendy toy category, we need to educate consumers. For example, in Chinese restaurants across the United States, businesses give customers a few \"Fortune cookies\" after their meals. When customers open these cookies, they can see a small note with a proverb or auspicious saying written inside. In a sense, it's a blind box, because customers don't know what the little note will say, but fortune cookies are authentic American products. This shows that Western consumers are also curious about \"blind boxes,\" but it will take some time to adapt.</p><p><b>Q: Pop Mart pays close attention to IP acquisition and \"blind box\" strategies, but overseas, in the United States...<a href=\"https://laohu8.com/S/DIS\">Disney</a>With such a powerful IP, how can Pop Mart compete with these formidable rivals?</b></p><p>Wen Deyi: First of all, I don't think Pop Mart is in a competitive relationship with major foreign IPs like Disney and Marvel. We think about problems more from the perspective of mutual learning and cooperation. From the perspective of the industrial chain, China and these major IPs from Japan and the United States can form mutual assistance. China is both the world's factory and the world's market, and cooperation is mutually beneficial.</p><p>From Pop Mart's perspective, we are a relatively inclusive platform, and Pop Mart has long-term cooperative relationships with many major copyright holders. For example, Disney, we previously obtained permission to use Disney IP and create derivative works. This year, we opened a Disney-themed store in Shanghai World Harbor, and we will have new collaborations with Disney in terms of products and channels in the future.</p><p>We will also take advantage of the situation. Indeed, in some overseas stores, customers are more likely to choose other well-known IPs than our own IPs. Our approach is to learn how to attract traffic. When distributing goods and selecting product combinations, we should combine major IPs with our own IPs, hoping to generate traffic. Another approach is to utilize various platforms for effective marketing.</p><p>At the same time, Pop Mart itself also has a competitive advantage. First of all, we have a team of dozens of people overseas. In addition, we are a startup team with greater agility. We can quickly test new IPs and put them into production immediately once the sample feedback is good.</p><p>Ultimately, as a trendy toy company, in future competition, we still need to rely on IP, especially our own IP. In addition, we need to build a good organization and team. Of course, we will maintain cooperation with major foreign IPs.</p><p><b>Q: Japan has a very developed trendy toy market, and blind box-like games like \"gashapon\" have been popular in Japan for a long time. So what is Pop Mart's view on this market?</b></p><p>Wen Deyi: There are still some differences between Japanese trendy toys and figurines and Pop Mart products. Japanese figurines have strong cultural attributes, and they tend to emphasize the stories and even values behind the dolls. Pop Mart's products place greater emphasis on the design of individual items, and trendy toys based on design are considered a blue ocean market in Japan.</p><p>Another point is that the main audience for Japanese trendy toys and figurines is men. Figurine stores pay more attention to the preferences and wishes of this group when formulating promotional strategies, while Pop Mart's main audience is young women. These are two different target markets, and we can find our own positioning in the Japanese market.</p><p><b>Q: What are our overseas business goals for 2021?</b></p><p>Wen Deyi: The Asia-Pacific market is definitely our top priority, but we will also take into account North America and other markets. In addition, through the pandemic, we have discovered that e-commerce is a very good channel. The home quarantine policy itself is attracting various users to our online channels, so we will focus on e-commerce. Of course, considering the actual situation of some markets, we will focus on directly operated robot stores and pop-up stores offline.</p><p>Overall, this year we are focusing more on \"building momentum,\" including the fact that we mentioned before that building an ERP system is actually to accumulate some strength and experience for rapid expansion after the pandemic. This year, we expect overseas performance to grow 3 to 4 times, and the proportion of overseas revenue in the company's overall revenue to increase.</p>","source":"36k","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Interview with Wen Deyi, Vice President of Pop Mart: Where is the next stop for trendy toys going global?</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nInterview with Wen Deyi, Vice President of Pop Mart: Where is the next stop for trendy toys going global?\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">36氪</strong><span class=\"h-time small\">2021-05-04 11:31</span>\n</p>\n</h4>\n</header>\n<article>\n<p>How has Pop Mart's overseas business been doing in recent years? Although the \"trendy toy Moutai\" has not faded,<a href=\"https://laohu8.com/S/09992\">Pop Mart</a>We also need to find a new growth curve for ourselves.</p><p>On March 26, Pop Mart released its first annual report since its listing. The report showed that in 2020, Pop Mart's total revenue was 2.51 billion yuan, and its adjusted net profit was 950 million yuan. In 2020, Pop Mart sold approximately 50 million trendy toys, maintaining a relatively strong growth momentum.</p><p>However, behind the revenue growth lies some \"less optimistic\" signs. In 2018 and 2019, Pop Mart's total revenue grew by 225.5% and 227.2% year-on-year, respectively. By 2020, this figure had dropped to 49.3%. While this was partly due to the slowdown in growth due to expansion in scale, creating another growth curve for itself in the face of the \"traffic ceiling\" that many brands encounter is also a challenge that Pop Mart needs to face.</p><p>New growth may come from markets outside China. Pop Mart's overseas exploration began in 2018, with various store opening models being tried. Since 2020, despite facing the uncertainties brought about by the pandemic, Pop Mart has chosen to do its best to expand its business. On April 23, Pop Mart's new store in South Korea opened at 55 I'PARK shopping center in Gangbuk-gu, Seoul, becoming Pop Mart's second offline physical store in South Korea within six months (the first store in South Korea opened in September 2020).</p><p>In Singapore, Malaysia, Vancouver, Canada, and other places, Pop Mart also...<a href=\"https://laohu8.com/S/300024\">Robot</a>Multiple channels, including stores, pop-up stores, and e-commerce, have entered the market.</p><p>Of course, the overseas business as a whole is still in its early stages, but it is developing rapidly. The annual report shows that Pop Mart's overseas sales revenue accounted for 3% of its total revenue for the year. However, sales increased from RMB 26.89 million in 2019 to RMB 74.17 million in 2020, a growth rate of 176%.</p><p>Overseas markets offer opportunities, but they also present many risks and shallows. In a more diversified market, what strategies will Pop Mart adopt to \"scout out\" and \"avoid pitfalls\"? After a period of exploration, has Pop Mart discovered some patterns in overseas markets and customers? Faced with fierce competition in overseas markets, how should Pop Mart position itself? Will overseas markets become Pop Mart's \"second growth curve\"? With these questions in mind, we interviewed Mr. Wen Deyi, Vice President and President of Overseas Business of Pop Mart.</p><p>The following is a transcript of the interview, which has been compiled without changing the original meaning of the interviewees.</p><p><b>Discussing overseas strategies and markets:</b></p><p><b>Q: Pop Mart has now entered more than 20 countries. How does Pop Mart determine whether it should enter a specific market? And how to expand your business in the markets you have already entered?</b></p><p>Wen Deyi: Pop Mart started doing overseas business in 2018. When I first took over, I realized that there are more than 200 countries (and regions) in the world, and we cannot enter multiple markets at the same time. We need to formulate a strategy and make trade-offs. We use several indicators to determine whether a country is \"worth entering,\" mainly hard indicators at the macro level, such as the country's overall economic size, residents' income, population, and urbanization rate. Of course, we will also consider the geographical distance between this country and China (Note: Pop Mart's supply chain is all in China).</p><p>Based on these indicators, we have selected approximately 20 countries and regions that are suitable for entering at the moment, namely Japan, South Korea, Southeast Asia, and North America.</p><p>After determining which markets to enter, we will think about how to enter. Typically, we adopt a \"first To B, then To C\" approach. The so-called \"B2B first\" means that in the early stages, if we want To enter the market quickly and effectively, we need To cooperate with strong local distributors To help Pop Mart quickly distribute its goods. Once the B2B model has been in place for a period of time and the market is familiar with our products and brands, we will open our own directly operated offline stores, pop-up stores, robot stores, etc., To improve user experience and immersion.</p><p>Of course, after we decide to open a directly operated store, we will also follow a \"light first, heavy later\" approach. We will first open a lighter robot store or pop-up store, and then decide whether to open a large store depending on sales performance.</p><p><b>Q: What were the considerations behind Pop Mart opening two offline stores in South Korea in a short period of time?</b></p><p>Wen Deyi: Cultural similarity is actually one aspect. One characteristic of South Korea is that its entertainment industry is very mature, with film, television, and variety shows being quite developed. Moreover, South Korean entertainment products are not only popular domestically, but can also reach other regions, especially Southeast Asia.</p><p>We value this influence more. Of course, as a Korean, I do feel that the Korean people are very sensitive to fashion and trends. More importantly, every time new entertainment content and topics appear in Korea, they quickly spread to Southeast Asia.</p><p>The abundance of social media platforms today has actually helped spread Korean culture to Southeast Asia. South Korean variety shows and artists have their own Youtube, TikTok, and Instagram accounts, and we plan to leverage this advantage. In the second half of the year, we plan to use TikTok and Youtube to invite Korean artists to endorse our products, and then leverage the influence of Korean artists to boost sales in Southeast Asian countries.</p><p>In addition, specifically regarding the second store in South Korea, opening two stores within six months actually involves some considerations. A store in South Korea opened in Gangnam-gu, Seoul (Note: Seoul's affluent district), primarily targeting high-income, trendy customers. We chose l'PARK in Jiangbei District for our second store. There are many comprehensive shopping malls in Jiangbei District, and there are also subway and high-speed rail stations nearby. This place is also a hub for Korean trendy toy and figurine shops. This time, we're targeting enthusiasts of trendy toys and figurines.</p><p><b>Q: You just mentioned focusing on the Southeast Asian market, but the economic and social development levels of more than a dozen Southeast Asian countries vary greatly. How does Pop Mart plan to do business in this region?</b></p><p>Wen Deyi: There are indeed significant differences between Southeast Asian countries. There are differences not only in politics and economics, but also in laws and regulations. For example, some countries have regulations to protect local businesses, and foreign companies cannot hold controlling stakes in joint venture retail companies. For instance, different countries have different tax rates, which can also affect our profitability and internal controls.</p><p>Therefore, in Southeast Asia, we adopted a central-divergent strategy. With Singapore as the center, we will gradually open up markets in other countries. In terms of land area and population, Singapore is by no means outstanding in Southeast Asia. However, Singapore's economy and technology are relatively developed, and its policies are relatively open. It has a very strong influence on neighboring countries. Therefore, if we are to conquer Southeast Asia, we must first establish a foothold in Singapore, build a branch office, and then use Singapore's influence to radiate to other Southeast Asian countries.</p><p>In addition, when establishing a presence in Singapore, we also considered localization. Localization is a very difficult process. In Southeast Asia, Pop Mart's management system and marketing model are not the same as in China. To adapt to different markets, it needs to be operated by a team that understands the local area.</p><p>Of course, in other markets, we will continue the aforementioned \"light first, heavy later\" model. For example, in Ho Chi Minh City, Vietnam, where there are relatively mid-to-high-end shopping malls and consumers with spending power, we first set up pop-up stores and robot stores to determine whether the city has potential and whether it is worth continuing to invest resources in.</p><p><b>Q: Many overseas countries are not controlling the epidemic well enough. Has this affected Pop Mart's business? How did Pop Mart respond?</b></p><p>Wen Deyi: Yes, there will be some impact. Firstly, from the perspective of our B2B business, the pandemic will affect the stability of some distributors. What caused us a lot of pain last year was that some cooperation talks lasted a long time, but the negotiations were abruptly suspended due to sudden changes in the other party's national policies or economic environment, or the other party's own financial situation.</p><p>Faced with this situation, our core judgment is that we cannot wait. We cannot slow down our entry into this market just because we need to wait for our partners to recover or for policies to reverse. We really want to enter a completely new market through a partner, but if certain situations arise, then we will build our own team and channels there. While the pandemic is certainly a risk, missing the opportunity can lead to greater losses.</p><p>Of course, our logistics were also affected in the early stages of the pandemic. For example, during the height of the pandemic, goods we shipped to Europe and the United States took 90 days to arrive, and lockdowns and customs clearance times were longer, which had some impact. However, as the epidemic situation in Europe and the United States improves, logistics are also recovering.</p><p>In addition, the pandemic affected our store opening schedule. For example, a store in South Korea was originally scheduled to open in April or May last year, but due to the pandemic, it could only be postponed to September, and our plans to open stores in other countries were also affected. This in itself is opportunity cost. Furthermore, during the pandemic, international business travel has basically stopped, and some tasks cannot be done in person. We can only repeatedly explain and confirm online, which inevitably leads to communication problems and affects efficiency.</p><p>Therefore, at this stage, we will consider improving some internal skills. For example, in the past, our logistics and inventory management were all achieved by relying on colleagues to manually create tables and statistics, which was very inefficient. We recently fully launched our ERP system, and we are looking for...<a href=\"https://laohu8.com/S/ORCL\">Oracle bone script</a>We have built a globally connected, real-time system so that we can see sales, inventory, and profitability in each country and region at any time.</p><p><b>On Users, Competition and the Future</b></p><p><b>Q: What are the characteristics of Pop Mart's overseas buyers?</b></p><p>Wen Deyi: Through research and interviews, we found that there is a relatively high degree of overlap between the profiles of overseas and domestic customers. This is mainly reflected in both gender and age group. Both domestically and overseas, 75% of users are female and 25% are male. Furthermore, consumers both domestically and internationally are generally stable in the age range of 15-35.</p><p>In addition, from an ethnic perspective, we prioritize overseas Chinese when entering a new market. Therefore, in many regions, our initial buyers are 80% Chinese and 20% other ethnic groups. However, as users become more familiar with the products and brands, the number of users of other ethnic groups has also increased significantly. Now, overall, about 60% of our overseas customers are of other ethnic groups, and 40% are Chinese.</p><p><img src=\"https://static.tigerbbs.com/522bf974c01fd91b541cfda3bca86c48\" tg-width=\"4032\" tg-height=\"1494\" referrerpolicy=\"no-referrer\"></p><p>Of course, it cannot be said that domestic and overseas buyers are \"exactly the same\" as those in China. After all, every country has a different business environment, language, culture, religion, and preferences for IP. Therefore, we will not directly copy the successful experience in China, but will consider local needs.</p><p>We have observed that although overseas consumer groups are largely similar to those in China, there are still some interesting differences in some details. For example, the age mode of consumers in Western countries is higher than in China, which may be because teenagers in China have higher pocket money (living expenses).</p><p>Another difference is the difference in purchasing habits. For example, when it comes to blind boxes, Easterners are more used to enjoying the fun of \"drawing\". However, Western consumers are different. They value \"certainty\" very much. Western consumers are particularly concerned about whether they can buy the specific doll they want. Therefore, many people will buy a whole set at once just to buy their favorite doll.</p><p>Of course, this also leads to a problem: in the early days when we were doing cross-border e-commerce, we found that there were many returns from Western customers because these consumers could not buy the trendy toy they liked the most. I immediately applied for a return.</p><p><b>Q: Does this mean that the \"blind box\" format doesn't work in the West?</b></p><p>Wen Deyi: That's not true. Western consumers are not unfamiliar with \"uncertainty.\" It's just that when it comes to the trendy toy category, we need to educate consumers. For example, in Chinese restaurants across the United States, businesses give customers a few \"Fortune cookies\" after their meals. When customers open these cookies, they can see a small note with a proverb or auspicious saying written inside. In a sense, it's a blind box, because customers don't know what the little note will say, but fortune cookies are authentic American products. This shows that Western consumers are also curious about \"blind boxes,\" but it will take some time to adapt.</p><p><b>Q: Pop Mart pays close attention to IP acquisition and \"blind box\" strategies, but overseas, in the United States...<a href=\"https://laohu8.com/S/DIS\">Disney</a>With such a powerful IP, how can Pop Mart compete with these formidable rivals?</b></p><p>Wen Deyi: First of all, I don't think Pop Mart is in a competitive relationship with major foreign IPs like Disney and Marvel. We think about problems more from the perspective of mutual learning and cooperation. From the perspective of the industrial chain, China and these major IPs from Japan and the United States can form mutual assistance. China is both the world's factory and the world's market, and cooperation is mutually beneficial.</p><p>From Pop Mart's perspective, we are a relatively inclusive platform, and Pop Mart has long-term cooperative relationships with many major copyright holders. For example, Disney, we previously obtained permission to use Disney IP and create derivative works. This year, we opened a Disney-themed store in Shanghai World Harbor, and we will have new collaborations with Disney in terms of products and channels in the future.</p><p>We will also take advantage of the situation. Indeed, in some overseas stores, customers are more likely to choose other well-known IPs than our own IPs. Our approach is to learn how to attract traffic. When distributing goods and selecting product combinations, we should combine major IPs with our own IPs, hoping to generate traffic. Another approach is to utilize various platforms for effective marketing.</p><p>At the same time, Pop Mart itself also has a competitive advantage. First of all, we have a team of dozens of people overseas. In addition, we are a startup team with greater agility. We can quickly test new IPs and put them into production immediately once the sample feedback is good.</p><p>Ultimately, as a trendy toy company, in future competition, we still need to rely on IP, especially our own IP. In addition, we need to build a good organization and team. Of course, we will maintain cooperation with major foreign IPs.</p><p><b>Q: Japan has a very developed trendy toy market, and blind box-like games like \"gashapon\" have been popular in Japan for a long time. So what is Pop Mart's view on this market?</b></p><p>Wen Deyi: There are still some differences between Japanese trendy toys and figurines and Pop Mart products. Japanese figurines have strong cultural attributes, and they tend to emphasize the stories and even values behind the dolls. Pop Mart's products place greater emphasis on the design of individual items, and trendy toys based on design are considered a blue ocean market in Japan.</p><p>Another point is that the main audience for Japanese trendy toys and figurines is men. Figurine stores pay more attention to the preferences and wishes of this group when formulating promotional strategies, while Pop Mart's main audience is young women. These are two different target markets, and we can find our own positioning in the Japanese market.</p><p><b>Q: What are our overseas business goals for 2021?</b></p><p>Wen Deyi: The Asia-Pacific market is definitely our top priority, but we will also take into account North America and other markets. In addition, through the pandemic, we have discovered that e-commerce is a very good channel. The home quarantine policy itself is attracting various users to our online channels, so we will focus on e-commerce. Of course, considering the actual situation of some markets, we will focus on directly operated robot stores and pop-up stores offline.</p><p>Overall, this year we are focusing more on \"building momentum,\" including the fact that we mentioned before that building an ERP system is actually to accumulate some strength and experience for rapid expansion after the pandemic. This year, we expect overseas performance to grow 3 to 4 times, and the proportion of overseas revenue in the company's overall revenue to increase.</p>\n<div class=\"bt-text\">\n\n\n<p> source：<a href=\"https://36kr.com/p/1205219744364290\">36氪</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/522bf974c01fd91b541cfda3bca86c48","relate_stocks":{"09992":"泡泡玛特"},"source_url":"https://36kr.com/p/1205219744364290","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1171005102","content_text":"摸索这几年，泡泡玛特的海外生意做得怎么样？\n\n尽管“潮玩茅台”仍未褪色，但泡泡玛特也需要为自己寻找一条新的增长曲线了。\n3月26日，泡泡玛特公布上市后第一份年报，年报显示，2020年，泡泡玛特总营收 25.1亿元，调整后净利润为9.5亿元。2020全年，泡泡玛特共卖出约5000万个潮流玩具，依旧保持了一个比较强劲的发展势头。\n可营收增长的背后也暗藏着一些“不太乐观”的苗头，2018年和2019年，泡泡玛特的总营收同比增长率分别为225.5%和227.2%，而到了2020年，这个数字下降为49.3%，这里面固然有规模扩大导致增速回落的缘故，但面对很多品牌都会遭遇的“流量天花板”，为自己再打造一条增长曲线，也是泡泡玛特需要面对的课题。\n新增长也许将来自中国以外的市场。泡泡玛特的海外探索始于2018年，各种开店模式皆有尝试。2020年以来，尽管面临着疫情带来的不确定性，泡泡玛特还是选择尽力拓展生意。4月23日，泡泡玛特韩国新店在首尔江北区 55 I'PARK 购物中心开业，成为泡泡玛特半年内在韩国开出的第二家线下实体店（韩国首店于2020年9月开出）。\n在新加坡、马来西亚、加拿大温哥华等地，泡泡玛特也通过机器人商店、快闪店、电商等多个渠道进入市场。\n当然，海外业务整体还在起步阶段，不过发展势头较快。年报显示，泡泡玛特海外销售收入占全年整体收入的3%。但销售额从2019年的2689万元人民币，增长到了2020年的7417万元人民币，增长率高达176%。\n海外市场有机遇，但是也有许多风险和浅滩，在更加多元的市场，泡泡玛特会采取怎样的战略“踩点”和“避坑”？经过一段时间的摸索，泡泡玛特是否发现了海外市场和顾客的一些规律？面对海外市场的激烈竞争，泡泡玛特又该如何定位自己？海外市场会成为泡泡玛特的“第二成长曲线”吗？带着这些问题，我们采访了泡泡玛特副总裁、海外业务总裁文德一先生。\n以下为采访实录，采访内容在不改变采访对象原意前提下整理。\n谈海外战略和市场：\nQ: 泡泡玛特现在进入了20多个国家，泡泡玛特如何判断是否应该进入一个特定市场？以及，如何在已进入的市场铺开生意？\n文德一：泡泡玛特从2018年起开始做海外业务，刚接手时，我意识到，全世界有200多个国家（和地区），我们不可能同时进军多个市场，需要制定战略、做取舍。我们通过几个指标来确定一个国家是否“值得进入”，主要是宏观层面的硬指标，比如整个国家的经济体量、居民收入，以及人口、城市化率。当然，我们也会考虑这个国家和中国的地理距离（注：泡泡玛特的供应链都在中国）。\n根据这些指标，我们筛选出大概20多个适合当下进入的国家和地区，也就是日韩、东南亚和北美地区。\n在确认进入哪些市场后，我们会去思考进入方式。通常，我们采取“先 To B，后 To C” 的思路。所谓“先 To B”，是指在早期，我们要快速有效地进入市场，就需要和本地有实力的渠道商合作，帮助泡泡玛特快速铺货。而当 To B 模式进行了一段时间，市场对我们的产品和品牌足够熟悉后，我们会自己开直营线下门店、快闪店、机器人商店等等，提升用户体验和沉浸感。\n当然在我们自己决定开直营店后，也会遵循一个“先轻后重”的方式，先把模式较轻的机器人商店、快闪店开出来，视销售情况决定要不要开大店。\nQ: 泡泡玛特在韩国短时间内开了两家线下门店，背后是出于怎样的考虑？\n文德一：文化相近其实是一方面。韩国有一个特征是，它的娱乐行业非常成熟，影视、综艺都比较发达。而且，韩国的文娱产品不仅在本国很受欢迎，也能辐射到其他地区，尤其是东南亚。\n我们更看重的是这种影响力。当然我作为韩国人，确实感受到韩国民众对时尚、潮流的敏感性很高，更重要的是，每次韩国出现了一些新的文娱内容和话题，都会迅速传导到东南亚地区。\n现在丰富的社交媒体平台其实也助推了韩国文化向东南亚传导。韩国的综艺和艺人都有自己的 Youtube、TikTok 和 Ins 账号，我们计划发挥这个优势。下半年，我们想利用 TikTok 、Youtube 请韩国艺人站台，再通过韩国艺人的影响力推动东南亚国家的销售。\n另外具体到韩国二号店，半年内开两家店，其实也有一些考量。韩国一店开在了首尔江南区（注：首尔富人区），主要面对的是收入比较高、比较潮的用户群体。而二店我们选在了江北区的 l'PARK，江北区综合性商场比较多，附近也有地铁站和高铁站。这里同时是韩国潮玩、手办店的聚集地。这一次，我们针对的是潮玩、手办的发烧友们。\nQ：刚才您谈到要重点关注东南亚市场，但东南亚十几个国家经济和社会发展水平差异巨大，泡泡玛特想如何在这个地区做业务？\n文德一：东南亚国家间的差异确实比较大。不仅是政治和经济，法律法规的差异也有。比如说某些国家有保护本地企业的法规，外国公司不能在合资零售公司中控股，比如不同国家税点不同，对于我们盈利和内控也是有影响的。\n所以在东南亚，我们就采取了一个中心--发散的战略。以新加坡为中心，逐步打开其他国家市场。论国土面积和人口，新加坡在东南亚绝不突出，但新加坡经济、科技都比较发达，政策也比较开放，对周边国家辐射能力非常强，所以我们攻略东南亚地区，首先就要在新加坡扎根，建设分公司，然后利用新加坡的影响力辐射东南亚其他国家。\n此外，在新加坡布点，我们也有做好本土化的考量。本土化是个很困难的过程，泡泡玛特在东南亚，管理制度、营销模式都不可能和在中国一样，适应不同市场，需要由懂本地的团队来操作。\n当然在其他国家市场，我们依然会延续前述的“先轻后重”模式，比如说在越南胡志明市，那里其实有比较中高档的购物中心和有消费能力的消费者，我们就先搞了快闪店和机器人商店，然后判断一下这个城市有没有潜力，是否值得继续投入资源。\nQ: 现在海外很多国家疫情控制得还不够好，这是否影响到了泡泡玛特的生意？泡泡玛特是如何应对的？\n文德一：是会有一些影响。首先从我们的 To B 生意看，疫情会影响部分渠道商的稳定性。去年让我们比较痛苦的是，有的合作谈了很久，但是因为对方国家政策或者经济环境突然变化，或者对方自身财务状况等原因，谈判突然就中止了。\n面对这种情况，我们核心的判断是，不能等。不能因为要等合作伙伴恢复过来，或者政策扭转过来，我们就放缓进入这个市场。我们非常希望通过一个合作伙伴进入一个全新的市场，但如果出现了某些情况，那我们就自己在那边搭建团队、建渠道。疫情固然是个风险，但错过时机，损失更大。\n当然，在疫情早期，我们的物流也受到了一些影响。比方说疫情最严重的时候，我们发到欧美地区的货要90天才能送达，封城、清关时间变长，这都产生了一些影响。不过随着欧美地区的疫情在好转，物流也在恢复。\n另外就是，疫情影响了我们开店的节奏，比如说，韩国一店原定是要在去年四五月开业的，但是受疫情影响只能推迟到九月，在其他国家开店的计划也受到一些影响。这本身就是机会成本。还有，疫情期间，国际差旅基本都停了，一些工作无法当面碰头，只能在线上反复交代确认，难免出现沟通问题，影响效率。\n所以在这个阶段，我们会考虑修炼一些内功，比如在过去，我们的物流、库存管理全部都是依靠同事人工做表、统计实现的，效率很低。最近我们就全面上线了ERP, 我们找甲骨文搭建了一个全球打通的、实时的系统，这样我们能随时看到每个国家和地区的销售、库存以及盈利情况。\n谈用户、竞争与未来\nQ: 泡泡玛特的海外买家有什么样的特点？\n文德一：通过调研和访问，我们发现海外顾客和国内顾客的画像重叠度还是比较高的。这里主要体现在性别和年龄层两方面，国内和海外基本上都是75%的女性用户，25% 的男性用户。以及，国内国外的消费者基本都稳定在15-35岁这个年龄区间。\n另外从族裔来看，我们在新进入一个市场时会优先考虑海外华人，所以在很多地区，一开始我们的买家都是八成华人，两成其他族裔；但是伴随着用户对产品和品牌更加了解，其他族裔的用户也有明显增长，现在从整体来看，我们的海外顾客中大概有六成是其他族裔，四成是华人。\n\n当然，也不能说国内和海外买家就是和中国“完全一样”的。毕竟每个国家的商业环境不同，语言、文化、宗教这些都有差别，对 IP 的偏好也不同，所以我们不会直接照搬国内的成功经验，要考虑本地需求。\n我们观察到，虽然海外消费群体和国内大体类似，但在一些细节上还是有比较有趣的区别。比如说，西方国家消费者年龄的众数要高于国内，这可能是因为国内青少年的零花钱（生活费）更高一些。\n另外就是购买习惯的差异，比如针对盲盒这种玩法，东方人就会比较习惯去享受那种“抽”的乐趣，但西方消费者不一样，他们非常看重“确定性”，西方消费者特别在乎能不能买到那个自己想要的、特定的玩偶，因此很多人会一下买一整套，就为了能买到自己最喜欢的那个玩偶。\n当然这也导致一个问题，就是早期我们在做跨境电商时，会发现来自西方顾客的退货比较多，原因就是这些消费者没买到自己最中意的那款潮玩。就直接申请退货了。\nQ: 那这是否意味着“盲盒”的形式在西方行不通呢？\n文德一：这倒也不是，西方消费者其实对“不确定性”并不陌生，只不过具体到潮玩这个品类，我们需要做好消费者的教育。举个例子，在全美国的中餐馆，商家都会在饭后给顾客送上几块“幸运饼干”（Fortune Cookie）, 用户掰开这个饼干，能看到里面夹着一张写着谚语或者吉利话的小纸条。某种意义上来说，这就是一个盲盒，因为顾客并不知道小纸条上会写什么内容，但幸运饼干这种点心，可是地地道道的美国货。这能够说明，西方消费者对\"盲盒\"也是有好奇心的，只不过需要一段时间来适应。\nQ:泡泡玛特非常关注 IP获取 和“盲盒”玩法，但在海外，美国有迪士尼这种超强 IP，泡泡玛特如何同这些强大对手竞争呢？\n文德一：首先，我并不认为泡泡玛特和迪士尼、漫威这种国外大IP 是竞争的关系。我们更多地是从一个互相学习、共同合作的角度来思考问题。从产业链层面看，中国和这些来自日本、美国的大 IP 可以形成互助。中国是世界工厂，也是世界市场，合作是互利的。\n从泡泡玛特自身看，我们是个比较包容的平台，泡泡玛特跟很多大版权方都有一个长期合作的关系。比如说迪士尼，在早前，我们拿到了迪士尼 IP 的使用和二次创作的权限。而在今年，我们在上海环球港开了迪士尼特装门店，未来我们和迪士尼在商品和渠道层面也会有新合作。\n我们也会做好“借势”，确实，在一些海外店铺，顾客选择其他知名 IP 的概率会高于选择我们自有 IP 的概率。我们的应对方法是，学会引流，铺货选产品组合的时候，就要把大 IP 和自有 IP 组合到一起，期待形成一个引流。另外就是利用各种平台做好营销。\n同时，泡泡玛特自身也有护城河。首先我们在海外有几十人的团队。另外，我们是一个创业团队，敏捷性会更强一点，我们能快速测试新 IP, 一旦样品反馈好就马上投产。\n归根结底，作为一家潮玩企业，在未来的竞争中，我们还是要依靠 IP，尤其是自有 IP，另外就是做好组织、团队搭建，当然我们会保持和国外大 IP 的合作。\nQ: 日本的潮玩市场很发达，“扭蛋”这种类盲盒的玩法在日本也风行很久了，所以泡泡玛特对这个市场怎么看？\n文德一：日本的潮玩、手办和泡泡玛特的产品还是有一些区别的。日本手办产品文化属性相当强，会比较强调人偶背后的故事乃至价值观等等。而泡泡玛特的产品更加强调单品的设计本身，以设计为出发点的潮玩在日本也算是蓝海。\n另外一点是，日本潮玩手办的主要受众是男性，手办店在制定推广策略时会更加关注这个群体的偏好和意愿，而泡泡玛特的主要受众是年轻女性，这是两个不同的目标市场，我们在日本市场是可以找到自己的定位的。\nQ：2021年，我们海外业务的目标是什么？\n文德一：亚太市场一定是第一位的，当然我们也会兼顾北美和其他市场。另外，通过疫情，我们发现电商是个非常好的渠道，居家隔离这个政策本身就在把各种用户引向我们的线上渠道，所以我们会重点关注电商。当然，考虑到一些市场的实际情况，线下我们会重点看直营的机器人商店和快闪店。\n总体来看，今年，我们更关注一个“蓄势”，包括之前提到我们建 ERP 系统，其实是为了疫情过后快速的扩展先积累一些力量和经验。今年我们期待，海外的业绩能有3至4倍的增长，同时海外收入在公司整体营收中的占比也可以有所提升。","news_type":1,"symbols_score_info":{"09992":0.9}},"isVote":1,"tweetType":1,"viewCount":3639,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":106407078,"gmtCreate":1620137385594,"gmtModify":1704339176340,"author":{"id":"3575514186996231","authorId":"3575514186996231","name":"小可爱虎宝贝","avatar":"https://static.tigerbbs.com/1414dbd75c865100dd9a971ecd402a75","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3575514186996231","authorIdStr":"3575514186996231"},"themes":[],"title":"","htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/106407078","repostId":"1150310153","repostType":4,"repost":{"id":"1150310153","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1620108282,"share":"https://ttm.financial/m/news/1150310153?lang=en_US&edition=fundamental","pubTime":"2021-05-04 14:04","market":"hk","language":"zh","title":"Fosun International surged 12% at one point in the afternoon, with its market capitalization exceeding HK$100 billion.","url":"https://stock-news.laohu8.com/highlight/detail?id=1150310153","media":"老虎资讯综合","summary":"5月4日讯，复星国际午后一度飙升12%，现涨10%，市值突破1000亿港元，昨日复星医药涨近20%。","content":"<p>May 4th news,<a href=\"https://laohu8.com/S/00656\">Fosun International</a>It surged 12% in the afternoon and is currently up 10%, with its market capitalization surpassing HK$100 billion yesterday.<a href=\"https://laohu8.com/S/600196\">Fosun Pharma</a>It rose nearly 20%.</p><p><img src=\"https://static.tigerbbs.com/844c888dd53e5e46f8c4abb11365044a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" 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color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nFosun International surged 12% at one point in the afternoon, with its market capitalization exceeding HK$100 billion.\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2021-05-04 14:04</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p>May 4th news,<a href=\"https://laohu8.com/S/00656\">Fosun International</a>It surged 12% in the afternoon and is currently up 10%, with its market capitalization surpassing HK$100 billion yesterday.<a href=\"https://laohu8.com/S/600196\">Fosun Pharma</a>It rose nearly 20%.</p><p><img src=\"https://static.tigerbbs.com/844c888dd53e5e46f8c4abb11365044a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/5d8fb95e65f042f352c6313989391357","relate_stocks":{"00656":"复星国际"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1150310153","content_text":"5月4日讯，复星国际午后一度飙升12%，现涨10%，市值突破1000亿港元，昨日复星医药涨近20%。","news_type":1,"symbols_score_info":{"00656":0.9}},"isVote":1,"tweetType":1,"viewCount":3887,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":106404503,"gmtCreate":1620137370602,"gmtModify":1704339175849,"author":{"id":"3575514186996231","authorId":"3575514186996231","name":"小可爱虎宝贝","avatar":"https://static.tigerbbs.com/1414dbd75c865100dd9a971ecd402a75","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3575514186996231","authorIdStr":"3575514186996231"},"themes":[],"title":"","htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/106404503","repostId":"1135566620","repostType":4,"repost":{"id":"1135566620","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1620121035,"share":"https://ttm.financial/m/news/1135566620?lang=en_US&edition=fundamental","pubTime":"2021-05-04 17:37","market":"us","language":"zh","title":"51job rose 15% in pre-market trading after reportedly being acquired by Dehong Capital for $5 billion.","url":"https://stock-news.laohu8.com/highlight/detail?id=1135566620","media":"老虎资讯综合","summary":"周二，前程无忧盘前大涨超15%。前程无忧公司宣布，收到来自DCP Services、私募股权公司Ocean Link Partners Limited和公司CEO的初步非约束性建议书，财团提议以每股7","content":"<p>Tuesday,<a href=\"https://laohu8.com/S/JOBS\">51job</a>It surged more than 15% in pre-market trading.</p><p><img src=\"https://static.tigerbbs.com/e29d62282a4971492441d44a0889283f\" tg-width=\"600\" tg-height=\"373\"></p><p>51job announced that<b>Received preliminary non-binding proposals from DCP Services, private equity firm Ocean Link Partners Limited, and the company's CEO, with the consortium proposing to acquire the company for $79.05 per share in cash.</b>The Special Committee will continue to assess the proposed transaction in the light of the latest developments.</p><p>Previously, sources familiar with the matter said that Dehong Capital had formed a consortium with other investors as it sought to advance its proposal to acquire the Chinese recruitment website 51job (JOBS.O). Dehong Capital is working with private equity firm Ouling Investment and 51job CEO and co-founder Zhen Ronghui on this potential acquisition. The investor consortium has sent an updated proposal to 51job's board of directors regarding its intention to acquire the latter, and a formal announcement regarding the new consortium and the latest proposal could be made as early as Tuesday.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>51job rose 15% in pre-market trading after reportedly being acquired by Dehong Capital for $5 billion.</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n51job rose 15% in pre-market trading after reportedly being acquired by Dehong Capital for $5 billion.\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2021-05-04 17:37</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p>Tuesday,<a href=\"https://laohu8.com/S/JOBS\">51job</a>It surged more than 15% in pre-market trading.</p><p><img src=\"https://static.tigerbbs.com/e29d62282a4971492441d44a0889283f\" tg-width=\"600\" tg-height=\"373\"></p><p>51job announced that<b>Received preliminary non-binding proposals from DCP Services, private equity firm Ocean Link Partners Limited, and the company's CEO, with the consortium proposing to acquire the company for $79.05 per share in cash.</b>The Special Committee will continue to assess the proposed transaction in the light of the latest developments.</p><p>Previously, sources familiar with the matter said that Dehong Capital had formed a consortium with other investors as it sought to advance its proposal to acquire the Chinese recruitment website 51job (JOBS.O). Dehong Capital is working with private equity firm Ouling Investment and 51job CEO and co-founder Zhen Ronghui on this potential acquisition. The investor consortium has sent an updated proposal to 51job's board of directors regarding its intention to acquire the latter, and a formal announcement regarding the new consortium and the latest proposal could be made as early as Tuesday.</p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/d98712e0d3eee2dbc79f9ed53aaf4d45","relate_stocks":{"JOBS":"前程无忧"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1135566620","content_text":"周二，前程无忧盘前大涨超15%。前程无忧公司宣布，收到来自DCP Services、私募股权公司Ocean Link Partners Limited和公司CEO的初步非约束性建议书，财团提议以每股79.05美元的现金收购公司。特别委员会将继续根据最新发展情况评估拟议的交易。此前有知情人士称，德弘资本与其他投资者组建了一个财团，因德弘资本寻求推进其收购中国招聘网站前程无忧(JOBS.O)的提议。德弘资本在与私募股权公司欧翎投资以及前程无忧的首席执行官兼联合创始人甄荣辉就该潜在的收购事宜展开合作。该投资者财团向前程无忧的董事会发送了有关其打算收购后者的最新提议，最早可能在周二发布有关该新财团和最新提案的正式公告。","news_type":1,"symbols_score_info":{"JOBS":0.9}},"isVote":1,"tweetType":1,"viewCount":3086,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":100573561,"gmtCreate":1619624671753,"gmtModify":1704727058888,"author":{"id":"3575514186996231","authorId":"3575514186996231","name":"小可爱虎宝贝","avatar":"https://static.tigerbbs.com/1414dbd75c865100dd9a971ecd402a75","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3575514186996231","authorIdStr":"3575514186996231"},"themes":[],"title":"","htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/100573561","repostId":"2130953370","repostType":4,"repost":{"id":"2130953370","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1619608978,"share":"https://ttm.financial/m/news/2130953370?lang=en_US&edition=fundamental","pubTime":"2021-04-28 19:22","market":"hk","language":"zh","title":"Inke's revenue in the first quarter was 1.8 billion yuan, a year-on-year increase of 80%.","url":"https://stock-news.laohu8.com/highlight/detail?id=2130953370","media":"老虎资讯综合","summary":"这是映客第一次披露季度业绩。","content":"<p>On April 28,<a href=\"https://laohu8.com/S/03700\">Inke</a>The company released its financial report for the first quarter of 2021. Data shows that Inke's revenue reached 1.8 billion yuan, a year-on-year increase of 80%.</p><p>This is the first time Inke has disclosed quarterly results; previously, it had released financial reports on a six-month basis. According to Inke's previous financial report, the group's revenue in the first half of 2020 was 2.2 billion yuan, and its revenue for the whole of 2020 was 4.95 billion yuan.</p><p><img src=\"https://static.tigerbbs.com/8c3925363e3abd5769e56362ee910f1a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Inke's revenue in the first quarter was 1.8 billion yuan, a year-on-year increase of 80%.</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nInke's revenue in the first quarter was 1.8 billion yuan, a year-on-year increase of 80%.\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2021-04-28 19:22</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p>On April 28,<a href=\"https://laohu8.com/S/03700\">Inke</a>The company released its financial report for the first quarter of 2021. Data shows that Inke's revenue reached 1.8 billion yuan, a year-on-year increase of 80%.</p><p>This is the first time Inke has disclosed quarterly results; previously, it had released financial reports on a six-month basis. According to Inke's previous financial report, the group's revenue in the first half of 2020 was 2.2 billion yuan, and its revenue for the whole of 2020 was 4.95 billion yuan.</p><p><img src=\"https://static.tigerbbs.com/8c3925363e3abd5769e56362ee910f1a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/9ed5df38c9e64ed908d4da714a0311ec","relate_stocks":{"03700":"映宇宙"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2130953370","content_text":"4月28日，映客发布2021年一季度财报。数据显示，映客营收18亿元，同比增长80%。这是映客第一次披露季度业绩，此前都是以半年为节点披露财报。根据映客此前财报，集团2020上半年营收22亿元，2020全年营收49.5亿元。","news_type":1,"symbols_score_info":{"03700":0.9}},"isVote":1,"tweetType":1,"viewCount":3067,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"hots":[{"id":106404503,"gmtCreate":1620137370602,"gmtModify":1704339175849,"author":{"id":"3575514186996231","authorId":"3575514186996231","name":"小可爱虎宝贝","avatar":"https://static.tigerbbs.com/1414dbd75c865100dd9a971ecd402a75","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3575514186996231","authorIdStr":"3575514186996231"},"themes":[],"title":"","htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/106404503","repostId":"1135566620","repostType":4,"repost":{"id":"1135566620","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1620121035,"share":"https://ttm.financial/m/news/1135566620?lang=en_US&edition=fundamental","pubTime":"2021-05-04 17:37","market":"us","language":"zh","title":"51job rose 15% in pre-market trading after reportedly being acquired by Dehong Capital for $5 billion.","url":"https://stock-news.laohu8.com/highlight/detail?id=1135566620","media":"老虎资讯综合","summary":"周二，前程无忧盘前大涨超15%。前程无忧公司宣布，收到来自DCP Services、私募股权公司Ocean Link Partners Limited和公司CEO的初步非约束性建议书，财团提议以每股7","content":"<p>Tuesday,<a href=\"https://laohu8.com/S/JOBS\">51job</a>It surged more than 15% in pre-market trading.</p><p><img src=\"https://static.tigerbbs.com/e29d62282a4971492441d44a0889283f\" tg-width=\"600\" tg-height=\"373\"></p><p>51job announced that<b>Received preliminary non-binding proposals from DCP Services, private equity firm Ocean Link Partners Limited, and the company's CEO, with the consortium proposing to acquire the company for $79.05 per share in cash.</b>The Special Committee will continue to assess the proposed transaction in the light of the latest developments.</p><p>Previously, sources familiar with the matter said that Dehong Capital had formed a consortium with other investors as it sought to advance its proposal to acquire the Chinese recruitment website 51job (JOBS.O). Dehong Capital is working with private equity firm Ouling Investment and 51job CEO and co-founder Zhen Ronghui on this potential acquisition. The investor consortium has sent an updated proposal to 51job's board of directors regarding its intention to acquire the latter, and a formal announcement regarding the new consortium and the latest proposal could be made as early as Tuesday.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>51job rose 15% in pre-market trading after reportedly being acquired by Dehong Capital for $5 billion.</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\n51job rose 15% in pre-market trading after reportedly being acquired by Dehong Capital for $5 billion.\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2021-05-04 17:37</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p>Tuesday,<a href=\"https://laohu8.com/S/JOBS\">51job</a>It surged more than 15% in pre-market trading.</p><p><img src=\"https://static.tigerbbs.com/e29d62282a4971492441d44a0889283f\" tg-width=\"600\" tg-height=\"373\"></p><p>51job announced that<b>Received preliminary non-binding proposals from DCP Services, private equity firm Ocean Link Partners Limited, and the company's CEO, with the consortium proposing to acquire the company for $79.05 per share in cash.</b>The Special Committee will continue to assess the proposed transaction in the light of the latest developments.</p><p>Previously, sources familiar with the matter said that Dehong Capital had formed a consortium with other investors as it sought to advance its proposal to acquire the Chinese recruitment website 51job (JOBS.O). Dehong Capital is working with private equity firm Ouling Investment and 51job CEO and co-founder Zhen Ronghui on this potential acquisition. The investor consortium has sent an updated proposal to 51job's board of directors regarding its intention to acquire the latter, and a formal announcement regarding the new consortium and the latest proposal could be made as early as Tuesday.</p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/d98712e0d3eee2dbc79f9ed53aaf4d45","relate_stocks":{"JOBS":"前程无忧"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1135566620","content_text":"周二，前程无忧盘前大涨超15%。前程无忧公司宣布，收到来自DCP Services、私募股权公司Ocean Link Partners Limited和公司CEO的初步非约束性建议书，财团提议以每股79.05美元的现金收购公司。特别委员会将继续根据最新发展情况评估拟议的交易。此前有知情人士称，德弘资本与其他投资者组建了一个财团，因德弘资本寻求推进其收购中国招聘网站前程无忧(JOBS.O)的提议。德弘资本在与私募股权公司欧翎投资以及前程无忧的首席执行官兼联合创始人甄荣辉就该潜在的收购事宜展开合作。该投资者财团向前程无忧的董事会发送了有关其打算收购后者的最新提议，最早可能在周二发布有关该新财团和最新提案的正式公告。","news_type":1,"symbols_score_info":{"JOBS":0.9}},"isVote":1,"tweetType":1,"viewCount":3086,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":106407731,"gmtCreate":1620137421723,"gmtModify":1704339177481,"author":{"id":"3575514186996231","authorId":"3575514186996231","name":"小可爱虎宝贝","avatar":"https://static.tigerbbs.com/1414dbd75c865100dd9a971ecd402a75","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3575514186996231","authorIdStr":"3575514186996231"},"themes":[],"title":"","htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/106407731","repostId":"1171005102","repostType":4,"repost":{"id":"1171005102","kind":"news","pubTimestamp":1620099070,"share":"https://ttm.financial/m/news/1171005102?lang=en_US&edition=fundamental","pubTime":"2021-05-04 11:31","market":"hk","language":"zh","title":"Interview with Wen Deyi, Vice President of Pop Mart: Where is the next stop for trendy toys going global?","url":"https://stock-news.laohu8.com/highlight/detail?id=1171005102","media":"36氪","summary":"摸索这几年，泡泡玛特的海外生意做得怎么样？\n\n尽管“潮玩茅台”仍未褪色，但泡泡玛特也需要为自己寻找一条新的增长曲线了。\n3月26日，泡泡玛特公布上市后第一份年报，年报显示，2020年，泡泡玛特总营收 ","content":"<p>How has Pop Mart's overseas business been doing in recent years? Although the \"trendy toy Moutai\" has not faded,<a href=\"https://laohu8.com/S/09992\">Pop Mart</a>We also need to find a new growth curve for ourselves.</p><p>On March 26, Pop Mart released its first annual report since its listing. The report showed that in 2020, Pop Mart's total revenue was 2.51 billion yuan, and its adjusted net profit was 950 million yuan. In 2020, Pop Mart sold approximately 50 million trendy toys, maintaining a relatively strong growth momentum.</p><p>However, behind the revenue growth lies some \"less optimistic\" signs. In 2018 and 2019, Pop Mart's total revenue grew by 225.5% and 227.2% year-on-year, respectively. By 2020, this figure had dropped to 49.3%. While this was partly due to the slowdown in growth due to expansion in scale, creating another growth curve for itself in the face of the \"traffic ceiling\" that many brands encounter is also a challenge that Pop Mart needs to face.</p><p>New growth may come from markets outside China. Pop Mart's overseas exploration began in 2018, with various store opening models being tried. Since 2020, despite facing the uncertainties brought about by the pandemic, Pop Mart has chosen to do its best to expand its business. On April 23, Pop Mart's new store in South Korea opened at 55 I'PARK shopping center in Gangbuk-gu, Seoul, becoming Pop Mart's second offline physical store in South Korea within six months (the first store in South Korea opened in September 2020).</p><p>In Singapore, Malaysia, Vancouver, Canada, and other places, Pop Mart also...<a href=\"https://laohu8.com/S/300024\">Robot</a>Multiple channels, including stores, pop-up stores, and e-commerce, have entered the market.</p><p>Of course, the overseas business as a whole is still in its early stages, but it is developing rapidly. The annual report shows that Pop Mart's overseas sales revenue accounted for 3% of its total revenue for the year. However, sales increased from RMB 26.89 million in 2019 to RMB 74.17 million in 2020, a growth rate of 176%.</p><p>Overseas markets offer opportunities, but they also present many risks and shallows. In a more diversified market, what strategies will Pop Mart adopt to \"scout out\" and \"avoid pitfalls\"? After a period of exploration, has Pop Mart discovered some patterns in overseas markets and customers? Faced with fierce competition in overseas markets, how should Pop Mart position itself? Will overseas markets become Pop Mart's \"second growth curve\"? With these questions in mind, we interviewed Mr. Wen Deyi, Vice President and President of Overseas Business of Pop Mart.</p><p>The following is a transcript of the interview, which has been compiled without changing the original meaning of the interviewees.</p><p><b>Discussing overseas strategies and markets:</b></p><p><b>Q: Pop Mart has now entered more than 20 countries. How does Pop Mart determine whether it should enter a specific market? And how to expand your business in the markets you have already entered?</b></p><p>Wen Deyi: Pop Mart started doing overseas business in 2018. When I first took over, I realized that there are more than 200 countries (and regions) in the world, and we cannot enter multiple markets at the same time. We need to formulate a strategy and make trade-offs. We use several indicators to determine whether a country is \"worth entering,\" mainly hard indicators at the macro level, such as the country's overall economic size, residents' income, population, and urbanization rate. Of course, we will also consider the geographical distance between this country and China (Note: Pop Mart's supply chain is all in China).</p><p>Based on these indicators, we have selected approximately 20 countries and regions that are suitable for entering at the moment, namely Japan, South Korea, Southeast Asia, and North America.</p><p>After determining which markets to enter, we will think about how to enter. Typically, we adopt a \"first To B, then To C\" approach. The so-called \"B2B first\" means that in the early stages, if we want To enter the market quickly and effectively, we need To cooperate with strong local distributors To help Pop Mart quickly distribute its goods. Once the B2B model has been in place for a period of time and the market is familiar with our products and brands, we will open our own directly operated offline stores, pop-up stores, robot stores, etc., To improve user experience and immersion.</p><p>Of course, after we decide to open a directly operated store, we will also follow a \"light first, heavy later\" approach. We will first open a lighter robot store or pop-up store, and then decide whether to open a large store depending on sales performance.</p><p><b>Q: What were the considerations behind Pop Mart opening two offline stores in South Korea in a short period of time?</b></p><p>Wen Deyi: Cultural similarity is actually one aspect. One characteristic of South Korea is that its entertainment industry is very mature, with film, television, and variety shows being quite developed. Moreover, South Korean entertainment products are not only popular domestically, but can also reach other regions, especially Southeast Asia.</p><p>We value this influence more. Of course, as a Korean, I do feel that the Korean people are very sensitive to fashion and trends. More importantly, every time new entertainment content and topics appear in Korea, they quickly spread to Southeast Asia.</p><p>The abundance of social media platforms today has actually helped spread Korean culture to Southeast Asia. South Korean variety shows and artists have their own Youtube, TikTok, and Instagram accounts, and we plan to leverage this advantage. In the second half of the year, we plan to use TikTok and Youtube to invite Korean artists to endorse our products, and then leverage the influence of Korean artists to boost sales in Southeast Asian countries.</p><p>In addition, specifically regarding the second store in South Korea, opening two stores within six months actually involves some considerations. A store in South Korea opened in Gangnam-gu, Seoul (Note: Seoul's affluent district), primarily targeting high-income, trendy customers. We chose l'PARK in Jiangbei District for our second store. There are many comprehensive shopping malls in Jiangbei District, and there are also subway and high-speed rail stations nearby. This place is also a hub for Korean trendy toy and figurine shops. This time, we're targeting enthusiasts of trendy toys and figurines.</p><p><b>Q: You just mentioned focusing on the Southeast Asian market, but the economic and social development levels of more than a dozen Southeast Asian countries vary greatly. How does Pop Mart plan to do business in this region?</b></p><p>Wen Deyi: There are indeed significant differences between Southeast Asian countries. There are differences not only in politics and economics, but also in laws and regulations. For example, some countries have regulations to protect local businesses, and foreign companies cannot hold controlling stakes in joint venture retail companies. For instance, different countries have different tax rates, which can also affect our profitability and internal controls.</p><p>Therefore, in Southeast Asia, we adopted a central-divergent strategy. With Singapore as the center, we will gradually open up markets in other countries. In terms of land area and population, Singapore is by no means outstanding in Southeast Asia. However, Singapore's economy and technology are relatively developed, and its policies are relatively open. It has a very strong influence on neighboring countries. Therefore, if we are to conquer Southeast Asia, we must first establish a foothold in Singapore, build a branch office, and then use Singapore's influence to radiate to other Southeast Asian countries.</p><p>In addition, when establishing a presence in Singapore, we also considered localization. Localization is a very difficult process. In Southeast Asia, Pop Mart's management system and marketing model are not the same as in China. To adapt to different markets, it needs to be operated by a team that understands the local area.</p><p>Of course, in other markets, we will continue the aforementioned \"light first, heavy later\" model. For example, in Ho Chi Minh City, Vietnam, where there are relatively mid-to-high-end shopping malls and consumers with spending power, we first set up pop-up stores and robot stores to determine whether the city has potential and whether it is worth continuing to invest resources in.</p><p><b>Q: Many overseas countries are not controlling the epidemic well enough. Has this affected Pop Mart's business? How did Pop Mart respond?</b></p><p>Wen Deyi: Yes, there will be some impact. Firstly, from the perspective of our B2B business, the pandemic will affect the stability of some distributors. What caused us a lot of pain last year was that some cooperation talks lasted a long time, but the negotiations were abruptly suspended due to sudden changes in the other party's national policies or economic environment, or the other party's own financial situation.</p><p>Faced with this situation, our core judgment is that we cannot wait. We cannot slow down our entry into this market just because we need to wait for our partners to recover or for policies to reverse. We really want to enter a completely new market through a partner, but if certain situations arise, then we will build our own team and channels there. While the pandemic is certainly a risk, missing the opportunity can lead to greater losses.</p><p>Of course, our logistics were also affected in the early stages of the pandemic. For example, during the height of the pandemic, goods we shipped to Europe and the United States took 90 days to arrive, and lockdowns and customs clearance times were longer, which had some impact. However, as the epidemic situation in Europe and the United States improves, logistics are also recovering.</p><p>In addition, the pandemic affected our store opening schedule. For example, a store in South Korea was originally scheduled to open in April or May last year, but due to the pandemic, it could only be postponed to September, and our plans to open stores in other countries were also affected. This in itself is opportunity cost. Furthermore, during the pandemic, international business travel has basically stopped, and some tasks cannot be done in person. We can only repeatedly explain and confirm online, which inevitably leads to communication problems and affects efficiency.</p><p>Therefore, at this stage, we will consider improving some internal skills. For example, in the past, our logistics and inventory management were all achieved by relying on colleagues to manually create tables and statistics, which was very inefficient. We recently fully launched our ERP system, and we are looking for...<a href=\"https://laohu8.com/S/ORCL\">Oracle bone script</a>We have built a globally connected, real-time system so that we can see sales, inventory, and profitability in each country and region at any time.</p><p><b>On Users, Competition and the Future</b></p><p><b>Q: What are the characteristics of Pop Mart's overseas buyers?</b></p><p>Wen Deyi: Through research and interviews, we found that there is a relatively high degree of overlap between the profiles of overseas and domestic customers. This is mainly reflected in both gender and age group. Both domestically and overseas, 75% of users are female and 25% are male. Furthermore, consumers both domestically and internationally are generally stable in the age range of 15-35.</p><p>In addition, from an ethnic perspective, we prioritize overseas Chinese when entering a new market. Therefore, in many regions, our initial buyers are 80% Chinese and 20% other ethnic groups. However, as users become more familiar with the products and brands, the number of users of other ethnic groups has also increased significantly. Now, overall, about 60% of our overseas customers are of other ethnic groups, and 40% are Chinese.</p><p><img src=\"https://static.tigerbbs.com/522bf974c01fd91b541cfda3bca86c48\" tg-width=\"4032\" tg-height=\"1494\" referrerpolicy=\"no-referrer\"></p><p>Of course, it cannot be said that domestic and overseas buyers are \"exactly the same\" as those in China. After all, every country has a different business environment, language, culture, religion, and preferences for IP. Therefore, we will not directly copy the successful experience in China, but will consider local needs.</p><p>We have observed that although overseas consumer groups are largely similar to those in China, there are still some interesting differences in some details. For example, the age mode of consumers in Western countries is higher than in China, which may be because teenagers in China have higher pocket money (living expenses).</p><p>Another difference is the difference in purchasing habits. For example, when it comes to blind boxes, Easterners are more used to enjoying the fun of \"drawing\". However, Western consumers are different. They value \"certainty\" very much. Western consumers are particularly concerned about whether they can buy the specific doll they want. Therefore, many people will buy a whole set at once just to buy their favorite doll.</p><p>Of course, this also leads to a problem: in the early days when we were doing cross-border e-commerce, we found that there were many returns from Western customers because these consumers could not buy the trendy toy they liked the most. I immediately applied for a return.</p><p><b>Q: Does this mean that the \"blind box\" format doesn't work in the West?</b></p><p>Wen Deyi: That's not true. Western consumers are not unfamiliar with \"uncertainty.\" It's just that when it comes to the trendy toy category, we need to educate consumers. For example, in Chinese restaurants across the United States, businesses give customers a few \"Fortune cookies\" after their meals. When customers open these cookies, they can see a small note with a proverb or auspicious saying written inside. In a sense, it's a blind box, because customers don't know what the little note will say, but fortune cookies are authentic American products. This shows that Western consumers are also curious about \"blind boxes,\" but it will take some time to adapt.</p><p><b>Q: Pop Mart pays close attention to IP acquisition and \"blind box\" strategies, but overseas, in the United States...<a href=\"https://laohu8.com/S/DIS\">Disney</a>With such a powerful IP, how can Pop Mart compete with these formidable rivals?</b></p><p>Wen Deyi: First of all, I don't think Pop Mart is in a competitive relationship with major foreign IPs like Disney and Marvel. We think about problems more from the perspective of mutual learning and cooperation. From the perspective of the industrial chain, China and these major IPs from Japan and the United States can form mutual assistance. China is both the world's factory and the world's market, and cooperation is mutually beneficial.</p><p>From Pop Mart's perspective, we are a relatively inclusive platform, and Pop Mart has long-term cooperative relationships with many major copyright holders. For example, Disney, we previously obtained permission to use Disney IP and create derivative works. This year, we opened a Disney-themed store in Shanghai World Harbor, and we will have new collaborations with Disney in terms of products and channels in the future.</p><p>We will also take advantage of the situation. Indeed, in some overseas stores, customers are more likely to choose other well-known IPs than our own IPs. Our approach is to learn how to attract traffic. When distributing goods and selecting product combinations, we should combine major IPs with our own IPs, hoping to generate traffic. Another approach is to utilize various platforms for effective marketing.</p><p>At the same time, Pop Mart itself also has a competitive advantage. First of all, we have a team of dozens of people overseas. In addition, we are a startup team with greater agility. We can quickly test new IPs and put them into production immediately once the sample feedback is good.</p><p>Ultimately, as a trendy toy company, in future competition, we still need to rely on IP, especially our own IP. In addition, we need to build a good organization and team. Of course, we will maintain cooperation with major foreign IPs.</p><p><b>Q: Japan has a very developed trendy toy market, and blind box-like games like \"gashapon\" have been popular in Japan for a long time. So what is Pop Mart's view on this market?</b></p><p>Wen Deyi: There are still some differences between Japanese trendy toys and figurines and Pop Mart products. Japanese figurines have strong cultural attributes, and they tend to emphasize the stories and even values behind the dolls. Pop Mart's products place greater emphasis on the design of individual items, and trendy toys based on design are considered a blue ocean market in Japan.</p><p>Another point is that the main audience for Japanese trendy toys and figurines is men. Figurine stores pay more attention to the preferences and wishes of this group when formulating promotional strategies, while Pop Mart's main audience is young women. These are two different target markets, and we can find our own positioning in the Japanese market.</p><p><b>Q: What are our overseas business goals for 2021?</b></p><p>Wen Deyi: The Asia-Pacific market is definitely our top priority, but we will also take into account North America and other markets. In addition, through the pandemic, we have discovered that e-commerce is a very good channel. The home quarantine policy itself is attracting various users to our online channels, so we will focus on e-commerce. Of course, considering the actual situation of some markets, we will focus on directly operated robot stores and pop-up stores offline.</p><p>Overall, this year we are focusing more on \"building momentum,\" including the fact that we mentioned before that building an ERP system is actually to accumulate some strength and experience for rapid expansion after the pandemic. This year, we expect overseas performance to grow 3 to 4 times, and the proportion of overseas revenue in the company's overall revenue to increase.</p>","source":"36k","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Interview with Wen Deyi, Vice President of Pop Mart: Where is the next stop for trendy toys going global?</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nInterview with Wen Deyi, Vice President of Pop Mart: Where is the next stop for trendy toys going global?\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">36氪</strong><span class=\"h-time small\">2021-05-04 11:31</span>\n</p>\n</h4>\n</header>\n<article>\n<p>How has Pop Mart's overseas business been doing in recent years? Although the \"trendy toy Moutai\" has not faded,<a href=\"https://laohu8.com/S/09992\">Pop Mart</a>We also need to find a new growth curve for ourselves.</p><p>On March 26, Pop Mart released its first annual report since its listing. The report showed that in 2020, Pop Mart's total revenue was 2.51 billion yuan, and its adjusted net profit was 950 million yuan. In 2020, Pop Mart sold approximately 50 million trendy toys, maintaining a relatively strong growth momentum.</p><p>However, behind the revenue growth lies some \"less optimistic\" signs. In 2018 and 2019, Pop Mart's total revenue grew by 225.5% and 227.2% year-on-year, respectively. By 2020, this figure had dropped to 49.3%. While this was partly due to the slowdown in growth due to expansion in scale, creating another growth curve for itself in the face of the \"traffic ceiling\" that many brands encounter is also a challenge that Pop Mart needs to face.</p><p>New growth may come from markets outside China. Pop Mart's overseas exploration began in 2018, with various store opening models being tried. Since 2020, despite facing the uncertainties brought about by the pandemic, Pop Mart has chosen to do its best to expand its business. On April 23, Pop Mart's new store in South Korea opened at 55 I'PARK shopping center in Gangbuk-gu, Seoul, becoming Pop Mart's second offline physical store in South Korea within six months (the first store in South Korea opened in September 2020).</p><p>In Singapore, Malaysia, Vancouver, Canada, and other places, Pop Mart also...<a href=\"https://laohu8.com/S/300024\">Robot</a>Multiple channels, including stores, pop-up stores, and e-commerce, have entered the market.</p><p>Of course, the overseas business as a whole is still in its early stages, but it is developing rapidly. The annual report shows that Pop Mart's overseas sales revenue accounted for 3% of its total revenue for the year. However, sales increased from RMB 26.89 million in 2019 to RMB 74.17 million in 2020, a growth rate of 176%.</p><p>Overseas markets offer opportunities, but they also present many risks and shallows. In a more diversified market, what strategies will Pop Mart adopt to \"scout out\" and \"avoid pitfalls\"? After a period of exploration, has Pop Mart discovered some patterns in overseas markets and customers? Faced with fierce competition in overseas markets, how should Pop Mart position itself? Will overseas markets become Pop Mart's \"second growth curve\"? With these questions in mind, we interviewed Mr. Wen Deyi, Vice President and President of Overseas Business of Pop Mart.</p><p>The following is a transcript of the interview, which has been compiled without changing the original meaning of the interviewees.</p><p><b>Discussing overseas strategies and markets:</b></p><p><b>Q: Pop Mart has now entered more than 20 countries. How does Pop Mart determine whether it should enter a specific market? And how to expand your business in the markets you have already entered?</b></p><p>Wen Deyi: Pop Mart started doing overseas business in 2018. When I first took over, I realized that there are more than 200 countries (and regions) in the world, and we cannot enter multiple markets at the same time. We need to formulate a strategy and make trade-offs. We use several indicators to determine whether a country is \"worth entering,\" mainly hard indicators at the macro level, such as the country's overall economic size, residents' income, population, and urbanization rate. Of course, we will also consider the geographical distance between this country and China (Note: Pop Mart's supply chain is all in China).</p><p>Based on these indicators, we have selected approximately 20 countries and regions that are suitable for entering at the moment, namely Japan, South Korea, Southeast Asia, and North America.</p><p>After determining which markets to enter, we will think about how to enter. Typically, we adopt a \"first To B, then To C\" approach. The so-called \"B2B first\" means that in the early stages, if we want To enter the market quickly and effectively, we need To cooperate with strong local distributors To help Pop Mart quickly distribute its goods. Once the B2B model has been in place for a period of time and the market is familiar with our products and brands, we will open our own directly operated offline stores, pop-up stores, robot stores, etc., To improve user experience and immersion.</p><p>Of course, after we decide to open a directly operated store, we will also follow a \"light first, heavy later\" approach. We will first open a lighter robot store or pop-up store, and then decide whether to open a large store depending on sales performance.</p><p><b>Q: What were the considerations behind Pop Mart opening two offline stores in South Korea in a short period of time?</b></p><p>Wen Deyi: Cultural similarity is actually one aspect. One characteristic of South Korea is that its entertainment industry is very mature, with film, television, and variety shows being quite developed. Moreover, South Korean entertainment products are not only popular domestically, but can also reach other regions, especially Southeast Asia.</p><p>We value this influence more. Of course, as a Korean, I do feel that the Korean people are very sensitive to fashion and trends. More importantly, every time new entertainment content and topics appear in Korea, they quickly spread to Southeast Asia.</p><p>The abundance of social media platforms today has actually helped spread Korean culture to Southeast Asia. South Korean variety shows and artists have their own Youtube, TikTok, and Instagram accounts, and we plan to leverage this advantage. In the second half of the year, we plan to use TikTok and Youtube to invite Korean artists to endorse our products, and then leverage the influence of Korean artists to boost sales in Southeast Asian countries.</p><p>In addition, specifically regarding the second store in South Korea, opening two stores within six months actually involves some considerations. A store in South Korea opened in Gangnam-gu, Seoul (Note: Seoul's affluent district), primarily targeting high-income, trendy customers. We chose l'PARK in Jiangbei District for our second store. There are many comprehensive shopping malls in Jiangbei District, and there are also subway and high-speed rail stations nearby. This place is also a hub for Korean trendy toy and figurine shops. This time, we're targeting enthusiasts of trendy toys and figurines.</p><p><b>Q: You just mentioned focusing on the Southeast Asian market, but the economic and social development levels of more than a dozen Southeast Asian countries vary greatly. How does Pop Mart plan to do business in this region?</b></p><p>Wen Deyi: There are indeed significant differences between Southeast Asian countries. There are differences not only in politics and economics, but also in laws and regulations. For example, some countries have regulations to protect local businesses, and foreign companies cannot hold controlling stakes in joint venture retail companies. For instance, different countries have different tax rates, which can also affect our profitability and internal controls.</p><p>Therefore, in Southeast Asia, we adopted a central-divergent strategy. With Singapore as the center, we will gradually open up markets in other countries. In terms of land area and population, Singapore is by no means outstanding in Southeast Asia. However, Singapore's economy and technology are relatively developed, and its policies are relatively open. It has a very strong influence on neighboring countries. Therefore, if we are to conquer Southeast Asia, we must first establish a foothold in Singapore, build a branch office, and then use Singapore's influence to radiate to other Southeast Asian countries.</p><p>In addition, when establishing a presence in Singapore, we also considered localization. Localization is a very difficult process. In Southeast Asia, Pop Mart's management system and marketing model are not the same as in China. To adapt to different markets, it needs to be operated by a team that understands the local area.</p><p>Of course, in other markets, we will continue the aforementioned \"light first, heavy later\" model. For example, in Ho Chi Minh City, Vietnam, where there are relatively mid-to-high-end shopping malls and consumers with spending power, we first set up pop-up stores and robot stores to determine whether the city has potential and whether it is worth continuing to invest resources in.</p><p><b>Q: Many overseas countries are not controlling the epidemic well enough. Has this affected Pop Mart's business? How did Pop Mart respond?</b></p><p>Wen Deyi: Yes, there will be some impact. Firstly, from the perspective of our B2B business, the pandemic will affect the stability of some distributors. What caused us a lot of pain last year was that some cooperation talks lasted a long time, but the negotiations were abruptly suspended due to sudden changes in the other party's national policies or economic environment, or the other party's own financial situation.</p><p>Faced with this situation, our core judgment is that we cannot wait. We cannot slow down our entry into this market just because we need to wait for our partners to recover or for policies to reverse. We really want to enter a completely new market through a partner, but if certain situations arise, then we will build our own team and channels there. While the pandemic is certainly a risk, missing the opportunity can lead to greater losses.</p><p>Of course, our logistics were also affected in the early stages of the pandemic. For example, during the height of the pandemic, goods we shipped to Europe and the United States took 90 days to arrive, and lockdowns and customs clearance times were longer, which had some impact. However, as the epidemic situation in Europe and the United States improves, logistics are also recovering.</p><p>In addition, the pandemic affected our store opening schedule. For example, a store in South Korea was originally scheduled to open in April or May last year, but due to the pandemic, it could only be postponed to September, and our plans to open stores in other countries were also affected. This in itself is opportunity cost. Furthermore, during the pandemic, international business travel has basically stopped, and some tasks cannot be done in person. We can only repeatedly explain and confirm online, which inevitably leads to communication problems and affects efficiency.</p><p>Therefore, at this stage, we will consider improving some internal skills. For example, in the past, our logistics and inventory management were all achieved by relying on colleagues to manually create tables and statistics, which was very inefficient. We recently fully launched our ERP system, and we are looking for...<a href=\"https://laohu8.com/S/ORCL\">Oracle bone script</a>We have built a globally connected, real-time system so that we can see sales, inventory, and profitability in each country and region at any time.</p><p><b>On Users, Competition and the Future</b></p><p><b>Q: What are the characteristics of Pop Mart's overseas buyers?</b></p><p>Wen Deyi: Through research and interviews, we found that there is a relatively high degree of overlap between the profiles of overseas and domestic customers. This is mainly reflected in both gender and age group. Both domestically and overseas, 75% of users are female and 25% are male. Furthermore, consumers both domestically and internationally are generally stable in the age range of 15-35.</p><p>In addition, from an ethnic perspective, we prioritize overseas Chinese when entering a new market. Therefore, in many regions, our initial buyers are 80% Chinese and 20% other ethnic groups. However, as users become more familiar with the products and brands, the number of users of other ethnic groups has also increased significantly. Now, overall, about 60% of our overseas customers are of other ethnic groups, and 40% are Chinese.</p><p><img src=\"https://static.tigerbbs.com/522bf974c01fd91b541cfda3bca86c48\" tg-width=\"4032\" tg-height=\"1494\" referrerpolicy=\"no-referrer\"></p><p>Of course, it cannot be said that domestic and overseas buyers are \"exactly the same\" as those in China. After all, every country has a different business environment, language, culture, religion, and preferences for IP. Therefore, we will not directly copy the successful experience in China, but will consider local needs.</p><p>We have observed that although overseas consumer groups are largely similar to those in China, there are still some interesting differences in some details. For example, the age mode of consumers in Western countries is higher than in China, which may be because teenagers in China have higher pocket money (living expenses).</p><p>Another difference is the difference in purchasing habits. For example, when it comes to blind boxes, Easterners are more used to enjoying the fun of \"drawing\". However, Western consumers are different. They value \"certainty\" very much. Western consumers are particularly concerned about whether they can buy the specific doll they want. Therefore, many people will buy a whole set at once just to buy their favorite doll.</p><p>Of course, this also leads to a problem: in the early days when we were doing cross-border e-commerce, we found that there were many returns from Western customers because these consumers could not buy the trendy toy they liked the most. I immediately applied for a return.</p><p><b>Q: Does this mean that the \"blind box\" format doesn't work in the West?</b></p><p>Wen Deyi: That's not true. Western consumers are not unfamiliar with \"uncertainty.\" It's just that when it comes to the trendy toy category, we need to educate consumers. For example, in Chinese restaurants across the United States, businesses give customers a few \"Fortune cookies\" after their meals. When customers open these cookies, they can see a small note with a proverb or auspicious saying written inside. In a sense, it's a blind box, because customers don't know what the little note will say, but fortune cookies are authentic American products. This shows that Western consumers are also curious about \"blind boxes,\" but it will take some time to adapt.</p><p><b>Q: Pop Mart pays close attention to IP acquisition and \"blind box\" strategies, but overseas, in the United States...<a href=\"https://laohu8.com/S/DIS\">Disney</a>With such a powerful IP, how can Pop Mart compete with these formidable rivals?</b></p><p>Wen Deyi: First of all, I don't think Pop Mart is in a competitive relationship with major foreign IPs like Disney and Marvel. We think about problems more from the perspective of mutual learning and cooperation. From the perspective of the industrial chain, China and these major IPs from Japan and the United States can form mutual assistance. China is both the world's factory and the world's market, and cooperation is mutually beneficial.</p><p>From Pop Mart's perspective, we are a relatively inclusive platform, and Pop Mart has long-term cooperative relationships with many major copyright holders. For example, Disney, we previously obtained permission to use Disney IP and create derivative works. This year, we opened a Disney-themed store in Shanghai World Harbor, and we will have new collaborations with Disney in terms of products and channels in the future.</p><p>We will also take advantage of the situation. Indeed, in some overseas stores, customers are more likely to choose other well-known IPs than our own IPs. Our approach is to learn how to attract traffic. When distributing goods and selecting product combinations, we should combine major IPs with our own IPs, hoping to generate traffic. Another approach is to utilize various platforms for effective marketing.</p><p>At the same time, Pop Mart itself also has a competitive advantage. First of all, we have a team of dozens of people overseas. In addition, we are a startup team with greater agility. We can quickly test new IPs and put them into production immediately once the sample feedback is good.</p><p>Ultimately, as a trendy toy company, in future competition, we still need to rely on IP, especially our own IP. In addition, we need to build a good organization and team. Of course, we will maintain cooperation with major foreign IPs.</p><p><b>Q: Japan has a very developed trendy toy market, and blind box-like games like \"gashapon\" have been popular in Japan for a long time. So what is Pop Mart's view on this market?</b></p><p>Wen Deyi: There are still some differences between Japanese trendy toys and figurines and Pop Mart products. Japanese figurines have strong cultural attributes, and they tend to emphasize the stories and even values behind the dolls. Pop Mart's products place greater emphasis on the design of individual items, and trendy toys based on design are considered a blue ocean market in Japan.</p><p>Another point is that the main audience for Japanese trendy toys and figurines is men. Figurine stores pay more attention to the preferences and wishes of this group when formulating promotional strategies, while Pop Mart's main audience is young women. These are two different target markets, and we can find our own positioning in the Japanese market.</p><p><b>Q: What are our overseas business goals for 2021?</b></p><p>Wen Deyi: The Asia-Pacific market is definitely our top priority, but we will also take into account North America and other markets. In addition, through the pandemic, we have discovered that e-commerce is a very good channel. The home quarantine policy itself is attracting various users to our online channels, so we will focus on e-commerce. Of course, considering the actual situation of some markets, we will focus on directly operated robot stores and pop-up stores offline.</p><p>Overall, this year we are focusing more on \"building momentum,\" including the fact that we mentioned before that building an ERP system is actually to accumulate some strength and experience for rapid expansion after the pandemic. This year, we expect overseas performance to grow 3 to 4 times, and the proportion of overseas revenue in the company's overall revenue to increase.</p>\n<div class=\"bt-text\">\n\n\n<p> source：<a href=\"https://36kr.com/p/1205219744364290\">36氪</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/522bf974c01fd91b541cfda3bca86c48","relate_stocks":{"09992":"泡泡玛特"},"source_url":"https://36kr.com/p/1205219744364290","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1171005102","content_text":"摸索这几年，泡泡玛特的海外生意做得怎么样？\n\n尽管“潮玩茅台”仍未褪色，但泡泡玛特也需要为自己寻找一条新的增长曲线了。\n3月26日，泡泡玛特公布上市后第一份年报，年报显示，2020年，泡泡玛特总营收 25.1亿元，调整后净利润为9.5亿元。2020全年，泡泡玛特共卖出约5000万个潮流玩具，依旧保持了一个比较强劲的发展势头。\n可营收增长的背后也暗藏着一些“不太乐观”的苗头，2018年和2019年，泡泡玛特的总营收同比增长率分别为225.5%和227.2%，而到了2020年，这个数字下降为49.3%，这里面固然有规模扩大导致增速回落的缘故，但面对很多品牌都会遭遇的“流量天花板”，为自己再打造一条增长曲线，也是泡泡玛特需要面对的课题。\n新增长也许将来自中国以外的市场。泡泡玛特的海外探索始于2018年，各种开店模式皆有尝试。2020年以来，尽管面临着疫情带来的不确定性，泡泡玛特还是选择尽力拓展生意。4月23日，泡泡玛特韩国新店在首尔江北区 55 I'PARK 购物中心开业，成为泡泡玛特半年内在韩国开出的第二家线下实体店（韩国首店于2020年9月开出）。\n在新加坡、马来西亚、加拿大温哥华等地，泡泡玛特也通过机器人商店、快闪店、电商等多个渠道进入市场。\n当然，海外业务整体还在起步阶段，不过发展势头较快。年报显示，泡泡玛特海外销售收入占全年整体收入的3%。但销售额从2019年的2689万元人民币，增长到了2020年的7417万元人民币，增长率高达176%。\n海外市场有机遇，但是也有许多风险和浅滩，在更加多元的市场，泡泡玛特会采取怎样的战略“踩点”和“避坑”？经过一段时间的摸索，泡泡玛特是否发现了海外市场和顾客的一些规律？面对海外市场的激烈竞争，泡泡玛特又该如何定位自己？海外市场会成为泡泡玛特的“第二成长曲线”吗？带着这些问题，我们采访了泡泡玛特副总裁、海外业务总裁文德一先生。\n以下为采访实录，采访内容在不改变采访对象原意前提下整理。\n谈海外战略和市场：\nQ: 泡泡玛特现在进入了20多个国家，泡泡玛特如何判断是否应该进入一个特定市场？以及，如何在已进入的市场铺开生意？\n文德一：泡泡玛特从2018年起开始做海外业务，刚接手时，我意识到，全世界有200多个国家（和地区），我们不可能同时进军多个市场，需要制定战略、做取舍。我们通过几个指标来确定一个国家是否“值得进入”，主要是宏观层面的硬指标，比如整个国家的经济体量、居民收入，以及人口、城市化率。当然，我们也会考虑这个国家和中国的地理距离（注：泡泡玛特的供应链都在中国）。\n根据这些指标，我们筛选出大概20多个适合当下进入的国家和地区，也就是日韩、东南亚和北美地区。\n在确认进入哪些市场后，我们会去思考进入方式。通常，我们采取“先 To B，后 To C” 的思路。所谓“先 To B”，是指在早期，我们要快速有效地进入市场，就需要和本地有实力的渠道商合作，帮助泡泡玛特快速铺货。而当 To B 模式进行了一段时间，市场对我们的产品和品牌足够熟悉后，我们会自己开直营线下门店、快闪店、机器人商店等等，提升用户体验和沉浸感。\n当然在我们自己决定开直营店后，也会遵循一个“先轻后重”的方式，先把模式较轻的机器人商店、快闪店开出来，视销售情况决定要不要开大店。\nQ: 泡泡玛特在韩国短时间内开了两家线下门店，背后是出于怎样的考虑？\n文德一：文化相近其实是一方面。韩国有一个特征是，它的娱乐行业非常成熟，影视、综艺都比较发达。而且，韩国的文娱产品不仅在本国很受欢迎，也能辐射到其他地区，尤其是东南亚。\n我们更看重的是这种影响力。当然我作为韩国人，确实感受到韩国民众对时尚、潮流的敏感性很高，更重要的是，每次韩国出现了一些新的文娱内容和话题，都会迅速传导到东南亚地区。\n现在丰富的社交媒体平台其实也助推了韩国文化向东南亚传导。韩国的综艺和艺人都有自己的 Youtube、TikTok 和 Ins 账号，我们计划发挥这个优势。下半年，我们想利用 TikTok 、Youtube 请韩国艺人站台，再通过韩国艺人的影响力推动东南亚国家的销售。\n另外具体到韩国二号店，半年内开两家店，其实也有一些考量。韩国一店开在了首尔江南区（注：首尔富人区），主要面对的是收入比较高、比较潮的用户群体。而二店我们选在了江北区的 l'PARK，江北区综合性商场比较多，附近也有地铁站和高铁站。这里同时是韩国潮玩、手办店的聚集地。这一次，我们针对的是潮玩、手办的发烧友们。\nQ：刚才您谈到要重点关注东南亚市场，但东南亚十几个国家经济和社会发展水平差异巨大，泡泡玛特想如何在这个地区做业务？\n文德一：东南亚国家间的差异确实比较大。不仅是政治和经济，法律法规的差异也有。比如说某些国家有保护本地企业的法规，外国公司不能在合资零售公司中控股，比如不同国家税点不同，对于我们盈利和内控也是有影响的。\n所以在东南亚，我们就采取了一个中心--发散的战略。以新加坡为中心，逐步打开其他国家市场。论国土面积和人口，新加坡在东南亚绝不突出，但新加坡经济、科技都比较发达，政策也比较开放，对周边国家辐射能力非常强，所以我们攻略东南亚地区，首先就要在新加坡扎根，建设分公司，然后利用新加坡的影响力辐射东南亚其他国家。\n此外，在新加坡布点，我们也有做好本土化的考量。本土化是个很困难的过程，泡泡玛特在东南亚，管理制度、营销模式都不可能和在中国一样，适应不同市场，需要由懂本地的团队来操作。\n当然在其他国家市场，我们依然会延续前述的“先轻后重”模式，比如说在越南胡志明市，那里其实有比较中高档的购物中心和有消费能力的消费者，我们就先搞了快闪店和机器人商店，然后判断一下这个城市有没有潜力，是否值得继续投入资源。\nQ: 现在海外很多国家疫情控制得还不够好，这是否影响到了泡泡玛特的生意？泡泡玛特是如何应对的？\n文德一：是会有一些影响。首先从我们的 To B 生意看，疫情会影响部分渠道商的稳定性。去年让我们比较痛苦的是，有的合作谈了很久，但是因为对方国家政策或者经济环境突然变化，或者对方自身财务状况等原因，谈判突然就中止了。\n面对这种情况，我们核心的判断是，不能等。不能因为要等合作伙伴恢复过来，或者政策扭转过来，我们就放缓进入这个市场。我们非常希望通过一个合作伙伴进入一个全新的市场，但如果出现了某些情况，那我们就自己在那边搭建团队、建渠道。疫情固然是个风险，但错过时机，损失更大。\n当然，在疫情早期，我们的物流也受到了一些影响。比方说疫情最严重的时候，我们发到欧美地区的货要90天才能送达，封城、清关时间变长，这都产生了一些影响。不过随着欧美地区的疫情在好转，物流也在恢复。\n另外就是，疫情影响了我们开店的节奏，比如说，韩国一店原定是要在去年四五月开业的，但是受疫情影响只能推迟到九月，在其他国家开店的计划也受到一些影响。这本身就是机会成本。还有，疫情期间，国际差旅基本都停了，一些工作无法当面碰头，只能在线上反复交代确认，难免出现沟通问题，影响效率。\n所以在这个阶段，我们会考虑修炼一些内功，比如在过去，我们的物流、库存管理全部都是依靠同事人工做表、统计实现的，效率很低。最近我们就全面上线了ERP, 我们找甲骨文搭建了一个全球打通的、实时的系统，这样我们能随时看到每个国家和地区的销售、库存以及盈利情况。\n谈用户、竞争与未来\nQ: 泡泡玛特的海外买家有什么样的特点？\n文德一：通过调研和访问，我们发现海外顾客和国内顾客的画像重叠度还是比较高的。这里主要体现在性别和年龄层两方面，国内和海外基本上都是75%的女性用户，25% 的男性用户。以及，国内国外的消费者基本都稳定在15-35岁这个年龄区间。\n另外从族裔来看，我们在新进入一个市场时会优先考虑海外华人，所以在很多地区，一开始我们的买家都是八成华人，两成其他族裔；但是伴随着用户对产品和品牌更加了解，其他族裔的用户也有明显增长，现在从整体来看，我们的海外顾客中大概有六成是其他族裔，四成是华人。\n\n当然，也不能说国内和海外买家就是和中国“完全一样”的。毕竟每个国家的商业环境不同，语言、文化、宗教这些都有差别，对 IP 的偏好也不同，所以我们不会直接照搬国内的成功经验，要考虑本地需求。\n我们观察到，虽然海外消费群体和国内大体类似，但在一些细节上还是有比较有趣的区别。比如说，西方国家消费者年龄的众数要高于国内，这可能是因为国内青少年的零花钱（生活费）更高一些。\n另外就是购买习惯的差异，比如针对盲盒这种玩法，东方人就会比较习惯去享受那种“抽”的乐趣，但西方消费者不一样，他们非常看重“确定性”，西方消费者特别在乎能不能买到那个自己想要的、特定的玩偶，因此很多人会一下买一整套，就为了能买到自己最喜欢的那个玩偶。\n当然这也导致一个问题，就是早期我们在做跨境电商时，会发现来自西方顾客的退货比较多，原因就是这些消费者没买到自己最中意的那款潮玩。就直接申请退货了。\nQ: 那这是否意味着“盲盒”的形式在西方行不通呢？\n文德一：这倒也不是，西方消费者其实对“不确定性”并不陌生，只不过具体到潮玩这个品类，我们需要做好消费者的教育。举个例子，在全美国的中餐馆，商家都会在饭后给顾客送上几块“幸运饼干”（Fortune Cookie）, 用户掰开这个饼干，能看到里面夹着一张写着谚语或者吉利话的小纸条。某种意义上来说，这就是一个盲盒，因为顾客并不知道小纸条上会写什么内容，但幸运饼干这种点心，可是地地道道的美国货。这能够说明，西方消费者对\"盲盒\"也是有好奇心的，只不过需要一段时间来适应。\nQ:泡泡玛特非常关注 IP获取 和“盲盒”玩法，但在海外，美国有迪士尼这种超强 IP，泡泡玛特如何同这些强大对手竞争呢？\n文德一：首先，我并不认为泡泡玛特和迪士尼、漫威这种国外大IP 是竞争的关系。我们更多地是从一个互相学习、共同合作的角度来思考问题。从产业链层面看，中国和这些来自日本、美国的大 IP 可以形成互助。中国是世界工厂，也是世界市场，合作是互利的。\n从泡泡玛特自身看，我们是个比较包容的平台，泡泡玛特跟很多大版权方都有一个长期合作的关系。比如说迪士尼，在早前，我们拿到了迪士尼 IP 的使用和二次创作的权限。而在今年，我们在上海环球港开了迪士尼特装门店，未来我们和迪士尼在商品和渠道层面也会有新合作。\n我们也会做好“借势”，确实，在一些海外店铺，顾客选择其他知名 IP 的概率会高于选择我们自有 IP 的概率。我们的应对方法是，学会引流，铺货选产品组合的时候，就要把大 IP 和自有 IP 组合到一起，期待形成一个引流。另外就是利用各种平台做好营销。\n同时，泡泡玛特自身也有护城河。首先我们在海外有几十人的团队。另外，我们是一个创业团队，敏捷性会更强一点，我们能快速测试新 IP, 一旦样品反馈好就马上投产。\n归根结底，作为一家潮玩企业，在未来的竞争中，我们还是要依靠 IP，尤其是自有 IP，另外就是做好组织、团队搭建，当然我们会保持和国外大 IP 的合作。\nQ: 日本的潮玩市场很发达，“扭蛋”这种类盲盒的玩法在日本也风行很久了，所以泡泡玛特对这个市场怎么看？\n文德一：日本的潮玩、手办和泡泡玛特的产品还是有一些区别的。日本手办产品文化属性相当强，会比较强调人偶背后的故事乃至价值观等等。而泡泡玛特的产品更加强调单品的设计本身，以设计为出发点的潮玩在日本也算是蓝海。\n另外一点是，日本潮玩手办的主要受众是男性，手办店在制定推广策略时会更加关注这个群体的偏好和意愿，而泡泡玛特的主要受众是年轻女性，这是两个不同的目标市场，我们在日本市场是可以找到自己的定位的。\nQ：2021年，我们海外业务的目标是什么？\n文德一：亚太市场一定是第一位的，当然我们也会兼顾北美和其他市场。另外，通过疫情，我们发现电商是个非常好的渠道，居家隔离这个政策本身就在把各种用户引向我们的线上渠道，所以我们会重点关注电商。当然，考虑到一些市场的实际情况，线下我们会重点看直营的机器人商店和快闪店。\n总体来看，今年，我们更关注一个“蓄势”，包括之前提到我们建 ERP 系统，其实是为了疫情过后快速的扩展先积累一些力量和经验。今年我们期待，海外的业绩能有3至4倍的增长，同时海外收入在公司整体营收中的占比也可以有所提升。","news_type":1,"symbols_score_info":{"09992":0.9}},"isVote":1,"tweetType":1,"viewCount":3639,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":106407078,"gmtCreate":1620137385594,"gmtModify":1704339176340,"author":{"id":"3575514186996231","authorId":"3575514186996231","name":"小可爱虎宝贝","avatar":"https://static.tigerbbs.com/1414dbd75c865100dd9a971ecd402a75","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3575514186996231","authorIdStr":"3575514186996231"},"themes":[],"title":"","htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/106407078","repostId":"1150310153","repostType":4,"repost":{"id":"1150310153","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1620108282,"share":"https://ttm.financial/m/news/1150310153?lang=en_US&edition=fundamental","pubTime":"2021-05-04 14:04","market":"hk","language":"zh","title":"Fosun International surged 12% at one point in the afternoon, with its market capitalization exceeding HK$100 billion.","url":"https://stock-news.laohu8.com/highlight/detail?id=1150310153","media":"老虎资讯综合","summary":"5月4日讯，复星国际午后一度飙升12%，现涨10%，市值突破1000亿港元，昨日复星医药涨近20%。","content":"<p>May 4th news,<a href=\"https://laohu8.com/S/00656\">Fosun International</a>It surged 12% in the afternoon and is currently up 10%, with its market capitalization surpassing HK$100 billion yesterday.<a href=\"https://laohu8.com/S/600196\">Fosun Pharma</a>It rose nearly 20%.</p><p><img src=\"https://static.tigerbbs.com/844c888dd53e5e46f8c4abb11365044a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Fosun International surged 12% at one point in the afternoon, with its market capitalization exceeding HK$100 billion.</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nFosun International surged 12% at one point in the afternoon, with its market capitalization exceeding HK$100 billion.\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2021-05-04 14:04</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p>May 4th news,<a href=\"https://laohu8.com/S/00656\">Fosun International</a>It surged 12% in the afternoon and is currently up 10%, with its market capitalization surpassing HK$100 billion yesterday.<a href=\"https://laohu8.com/S/600196\">Fosun Pharma</a>It rose nearly 20%.</p><p><img src=\"https://static.tigerbbs.com/844c888dd53e5e46f8c4abb11365044a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/5d8fb95e65f042f352c6313989391357","relate_stocks":{"00656":"复星国际"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1150310153","content_text":"5月4日讯，复星国际午后一度飙升12%，现涨10%，市值突破1000亿港元，昨日复星医药涨近20%。","news_type":1,"symbols_score_info":{"00656":0.9}},"isVote":1,"tweetType":1,"viewCount":3887,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":100573561,"gmtCreate":1619624671753,"gmtModify":1704727058888,"author":{"id":"3575514186996231","authorId":"3575514186996231","name":"小可爱虎宝贝","avatar":"https://static.tigerbbs.com/1414dbd75c865100dd9a971ecd402a75","crmLevel":11,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3575514186996231","authorIdStr":"3575514186996231"},"themes":[],"title":"","htmlText":"?","listText":"?","text":"?","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/100573561","repostId":"2130953370","repostType":4,"repost":{"id":"2130953370","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据，旨在帮助投资者理解世界，做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1619608978,"share":"https://ttm.financial/m/news/2130953370?lang=en_US&edition=fundamental","pubTime":"2021-04-28 19:22","market":"hk","language":"zh","title":"Inke's revenue in the first quarter was 1.8 billion yuan, a year-on-year increase of 80%.","url":"https://stock-news.laohu8.com/highlight/detail?id=2130953370","media":"老虎资讯综合","summary":"这是映客第一次披露季度业绩。","content":"<p>On April 28,<a href=\"https://laohu8.com/S/03700\">Inke</a>The company released its financial report for the first quarter of 2021. Data shows that Inke's revenue reached 1.8 billion yuan, a year-on-year increase of 80%.</p><p>This is the first time Inke has disclosed quarterly results; previously, it had released financial reports on a six-month basis. According to Inke's previous financial report, the group's revenue in the first half of 2020 was 2.2 billion yuan, and its revenue for the whole of 2020 was 4.95 billion yuan.</p><p><img src=\"https://static.tigerbbs.com/8c3925363e3abd5769e56362ee910f1a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Inke's revenue in the first quarter was 1.8 billion yuan, a year-on-year increase of 80%.</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nInke's revenue in the first quarter was 1.8 billion yuan, a year-on-year increase of 80%.\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2021-04-28 19:22</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p>On April 28,<a href=\"https://laohu8.com/S/03700\">Inke</a>The company released its financial report for the first quarter of 2021. Data shows that Inke's revenue reached 1.8 billion yuan, a year-on-year increase of 80%.</p><p>This is the first time Inke has disclosed quarterly results; previously, it had released financial reports on a six-month basis. According to Inke's previous financial report, the group's revenue in the first half of 2020 was 2.2 billion yuan, and its revenue for the whole of 2020 was 4.95 billion yuan.</p><p><img src=\"https://static.tigerbbs.com/8c3925363e3abd5769e56362ee910f1a\" tg-width=\"840\" tg-height=\"470\" referrerpolicy=\"no-referrer\"></p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/9ed5df38c9e64ed908d4da714a0311ec","relate_stocks":{"03700":"映宇宙"},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2130953370","content_text":"4月28日，映客发布2021年一季度财报。数据显示，映客营收18亿元，同比增长80%。这是映客第一次披露季度业绩，此前都是以半年为节点披露财报。根据映客此前财报，集团2020上半年营收22亿元，2020全年营收49.5亿元。","news_type":1,"symbols_score_info":{"03700":0.9}},"isVote":1,"tweetType":1,"viewCount":3067,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0}],"lives":[]}