
Part toy, part fashion, the arrival of the viral Labubu was a long time in the making
Labubu, the plush toy from China 's Pop Mart is a social media darling, but the toothy little monsters are far from an overnight success. Having appeared a decade ago, Labubus may have finally cemented their place in the collectible toy market for years to come.
The Labubu, by artist and illustrator Kasing Lung, first appeared with pointed ears and pointy teeth, in three picture books inspired by Nordic mythology in 2015.
In 2019 Lung struck a deal with Pop Mart, a company that caters to toy connoisseurs and influencers, to sell Labubu figurines. But it wasn't until Pop Mart started selling Labubu plush toys on key rings in 2023 that the toothy monsters suddenly seemed to be everywhere, including in the hands of Rihanna, Kim Kardashian and NBA star Dillon Brooks. K-pop singer Lisa of Blackpink began posting images of hers for her more than 100 million followers on Instagram and on TikTok, where Labubu pandemonium has broken out.
There are 1.4 million #Labubu TikTok posts and counting, videos of fans unboxing them, showing styles inspired by them, and of course, Labubu cosplay.
Fans have latched on to Labubu's mashup of play and fashion, making them accessories on handbags, backpacks and belts, or hanging them from car mirrors.
'The character has evolved into a collectible and style symbol, resonating with fans who connect with its quirky aesthetic and unique backstory,' Emily Brough, Popmart's head of IP licensing in the Americas, said.
Labubu has been a bonanza for Pop Mart. Its revenue more than doubled in 2024 to 13.04 billion yuan ($1.81 billion), thanks in part to its elvish monster. Revenue from Pop Mart's plush toys soared more than 1,200% in 2024, nearly 22% of its overall revenue, according to the company's annual report.
Aside from their ability to pique the interest of toy aficionados and fashionistas, Labubu latched on to the blind box phenomenon, where the purchaser doesn't know exactly which version of the plush toy they'll get.
And Pop Mart made sure there is a Labubu for everyone, regardless of income. Most are priced in a wide rage between $20 and $300, with certain collaborations or limited editions priced higher, according to Brough.
Unlike many toys, Labubu devotees include a large number of adults. Buyers ages 18 and over drove a year-over-year increase of more than $800 million in the U.S. toy market in 2024, according to market research firm Circana. Adult shoppers, mostly female, bought the toys for themselves. In 2025's first quarter, toy sales for those ages 18 and over rose 12% from the prior-year period. At $1.8 billion, adults also accounted for the highest spending among all age groups in the quarter.
Like many retailers, Pop Mart is actively monitoring negotiations between the U.S. and just about every one of its trading partners as prices may be impacted. The situation with China is at the forefront, with President Donald Trump saying on Friday that the country 'violated' an agreement with the United States on trade talks.
Right now Pop Mart, whose products are manufactured across Asia, says that it is continuously scaling production and expanding distribution across its online shop, retail stores and blind box vending machines to meet increasing demand.
Short supply has led to long lines at stores and at least one physical fight at a shopping center in the United Kingdom. Pop Mart said in an Instagram post late last month that it was temporarily suspending all in-store and blind box machine sales in the U.K. Peter Shipman, head of Europe, said in a Facebook post that the company is currently working on a new method to distribute toys to stores.
Resellers have become problematic and many Labubu fans are still willing to pay exorbitant price markups.
Kena Flynn was at The Grove shopping center in Los Angeles recently when she stumbled upon some Labubus being sold at a kiosk. Flynn said in a TikTok on Sunday that the prices were 'really bad,' but her boyfriend bought two anyway.
'At a certain point, you can't buy them,' Flynn said in her video. 'I just want a Labubu and I cannot buy one from Pop Mart, so here we are.'
Looking to keep up with the overwhelming demand, Pop Mart says it's on track for 50 more retail locations in the U.S. by the end of the year. That'll give shoppers more chances to hunt for Labubus, as Pop Mart says it's planning multiple new Labubu releases tied to seasonal moments and holidays throughout the rest of the year.
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Reuters
25 minutes ago
- Reuters
South Korea to revamp tax scheme to boost dividends as part of stock market reform
SEOUL, June 11 (Reuters) - South Korean President Lee Jae-myung said on Wednesday the government was preparing to revamp the country's tax system to boost dividend payouts, as part of a broader push to make the domestic stock market more attractive. "If it does not greatly hurt public finances, it will be better to lower (taxes) for more dividend income," Lee said during a visit to the Korea Exchange. Lee also ordered regulatory improvements to prevent unfair trading practices in the market and a "one-strike-out" system to penalize illegal trades, according to his spokesperson. One of Lee's major pledges during his election campaign was to implement various capital market reforms and resolve the so-called "Korea Discount", a tendency for South Korean companies to trade at a lower valuation than global peers due to low dividend payouts and opaque corporate governance. The day after Lee took office on June 4, his Democratic Party reintroduced legislation expanding the fiduciary duty of board members to protect shareholder interests and it plans to have the bill approved this month. The country's benchmark KOSPI stock index (.KS11), opens new tab has rallied since Lee's election victory last week on optimism around his "KOSPI 5,000" initiative aiming for the index to eventually reach 5,000 points. On Wednesday, it closed up 1.23% at 2,907.04, the highest level since January 14, 2022.


Telegraph
39 minutes ago
- Telegraph
Not all Man Utd staff will miss Sir Dave Brailsford and his ego
Manchester United were not long back from their post-season tour of Asia, a 14,000-mile round trip that had been bolted on to the end of the club's worst campaign for more than half a century, when the news seeped out that Sir Dave Brailsford was relinquishing his day-to-day role at Old Trafford. Parachuted into United at Sir Jim Ratcliffe's behest in January last year, Brailsford now slips into the shadows 18 months later like the head of a reconnaissance unit whose job has essentially been seen as done. There are those who insist the success of that mission will only be adequately calculated in time. Brailsford may not be on United's payroll – his rumoured €6 million (£5.1 million) annual salary is covered entirely by Ineos, for whom the British cycling guru serves as director of sport – but his fingerprints are on much of the club's recent modernisation efforts. From providing oversight and expertise on the £50 million revamp of the club's Carrington training ground through to the reorientation of a high-performance culture – at least conceptually – and the controversial and, at times, chaotic restructuring of the football management hierarchy, no one can say Brailsford's flirtation with United has not been eventful. He will remain on the football club board as a director, alongside the likes of Sir Alex Ferguson and David Gill, and still act in an advisory capacity on strategic performance matters when required. But he has stepped away from operations to return to his broader remit as Ratcliffe's consigliere across the Ineos Sport group, confident United are on a surer footing than when he first arrived, even if a glance at the results and performances since may suggest otherwise. Brailsford's 18 months as a kind of consultant performance tsar at United are pockmarked with all sorts of stories, out of which a picture of a distinctly polarising figure emerges. That contradiction was perhaps evidenced early on when he turned up at a meeting of the football leadership team at Carrington, not long after Ratcliffe had secured a minority stake in the club that now stands at 28.94 per cent. The weekly round table with executives from the men's and women's teams, academy, recruitment, data science and performance offered an opportunity to discuss what was happening across different departments. Brailsford made it clear he wanted to hear from each and every one of those gathered and about their ideas for the future. Yet, according to well-placed sources, he then proceeded to talk predominantly about himself and his hopes for United for the next half an hour before having to excuse himself to take a phone call. He did not return to the meeting. It was the last time some of those present heard directly from him. The perception, fairly or otherwise, of a man highly skilled in the theatre of leadership but perhaps not always consistent with the follow through was given traction in other moments, too. Brailsford's charisma and candour certainly appeared to have a charming effect on some of the staff who had assembled to hear him and Ratcliffe speak for the first time about the club's underperformance, and their role in tackling the challenges ahead. 'He made a point of saying it's not about the stick, it's about the carrot and how we want to reward your good work and all that stuff,' one of those present recalled. As a savage cost-cutting programme began to bite, though, staff started to feel the opposite was true. 'Ultimately it turned out to be b-------,' the source added. 'It was all 'we're taking this off you, we're taking that off you, you're not having this bonus and so on'.' Staff underwhelmed by 'the court of Dave' Another all-staff address last year, which had been pitched as an update on football operations, was regarded by some as little more than a repetition of the same performance-speak and business jargon in what one source dubbed 'the court of Dave', than anything of real substance. Could much the same be true for Brailsford's so-called Mission 21 and Mission 1, the oft publicised initiatives aimed at recapturing the Premier League title and delivering a first Women's Super League respectively by 2028. Insiders insist they are as much about focusing minds and strategies as setting clear targets, and Brailsford could be the first to point out how people scoffed when he first laid out his plan to make Britain the best at cycling. Others at the club have wondered why another slogan was necessary when Omar Berrada, the United chief executive, had already set out Project 150, with the aim of recapturing the title by the club's 150th anniversary. Was Mission 1 not just piggy-backing on more or less the same idea? While some seem to have struggled to look beyond the ego and capacity for self-promotion, many speak warmly about Brailsford. 'He was always very pleasant and very polite,' one said. Others argue strongly that it was inevitable he was going to rattle some cages and put some noses out of joint and that United need some disruptors. 'What was the alternative? The status quo?' one insider said. On the football side, his focus on performance metrics over commercial whims was clear, perhaps unsurprisingly given his background. For example, he was one of those who questioned United's tradition of far-flung pre-season tours and advocated staying closer to home, even if those wishes were ultimately trumped by perceived commercial necessity. Having spent a career building physical performance environments, Brailsford has had considerable involvement in the extensive repurposing of United's training ground, which is close to completion. He spent time in the United States looking at how leading sports franchises build their facilities to ensure they are tailored to a player's training programme the moment they set foot in the building. Not everything has been straightforward. Mags Mernagh, United's highly regarded director of infrastructure, who had been a central figure behind the development of Leicester City's award-winning training ground, left United of her own volition last year. Officially, Mernagh wanted to pursue a new challenge, although she is thought to have grown frustrated working under Ineos. Nonetheless, there is considerable excitement internally about United's Carrington reboot. Brailsford forged a formidable reputation as the architect of British Cycling's Olympic dominance and, later, that of the Tour de France by Team Sky. He became synonymous with the concept of marginal gains – the theory that incremental improvements across various areas can lead to substantial overall gains in performances and results. Unlike British cycling in those early Brailsford years, though, United – with their long-standing traditions, entrenched interests, enormous expectations and sceptical veterans – did not constitute a blank slate and nor was this his go-to sport. In an interview with the T2 Hubcast podcast, around the time Ratcliffe was finalising his deal with the Glazers, Brailsford, now 61, provided an honest assessment about his football experience and acumen. 'When I watch cycling, I'll be watching in colour and you'll be watching in black and white,' he said. 'But, in football, I'm watching in black and white.' Brailsford gave impression he was 'doing us a favour' It was disarmingly self-deprecating, but some inside Carrington found that humility a little harder to detect and even some of the players are said to have picked up on that. Brailsford had doubtless not intended to offend when suggesting the easier option would have been to stay in Monaco at his home on one of the most exclusive streets in the millionaire's playground on the sun-drenched French Riviera. But the inference that he was in some way 'doing us a favour', as one source put it, irked some at United and, for others, encouraged this notion of his merely 'passing through'. On that note, Brailsford's involvement with United coincided with some major developments in his personal life that easily explain the pull of home. He married Meli, who is understood to have been his lifestyle manager and has since given birth to their first child together. Their wedding was at the iconic Hotel de Paris in Monte-Carlo in February last year, where the mother and sister of the bride, Ratcliffe and Jimmy Worrall, a close friend, associate and well-known networker in sport-exec circles, figured prominently. In one picture, Brailsford is seen waving to the small crowd of well-heeled wedding guests as he drives off in a vintage white, soft-top Mercedes 280SL, with his bride beside him. Such images are far removed from those bleak winter months in the directors' box at Old Trafford, where Brailsford would sit alongside United's other pensive-looking executives as they faced up to the reality of yet another defeat. Fifteenth place in the Premier League, United's lowest position since relegation in 1974, was not what anyone at Ineos had in mind when buying into the club. For some, Brailsford's turbulent tenure at United will forever be intertwined with the debacles around Erik ten Hag and Dan Ashworth, when there was not a lot of clear thinking in evidence. The responsibility of taking United forward will now sit predominantly with Berrada and Jason Wilcox, who has been promoted to director of football as part of the reshuffle that has taken Brailsford back to his more familiar world of cycling with the Ineos Grenadiers, among other things. United fans can only hope there will be a lot less drama in the decision-making process from here on. Brailsford, of course, was a fundamental part of that botched process in which Ten Hag went from being undermined to signing a new contract, gaining an entire new staff and spending £200 million in the summer market, to collecting his P45, in the space of six excruciating months. Ten Hag's departure was followed less than six weeks later by that of Ashworth, whom United had spent five months trying to extract from Newcastle on Brailsford's recommendation as the ideal sporting director, only to sack him 159 days later. In many respects, the process to appointing Ashworth had long preceded Ratcliffe's minority investment in United. Via his associate Worrall, Brailsford had established a Zoom call in the summer 2022 for 'head coaches/team principal/GM', with invites going out to a host of glittering names across the sporting spectrum. The feeling in football was that Brailsford, by now well ensconced with the Ineos-owned Ligue 1 club Nice, was eager to learn. Ashworth was one of those Brailsford would tap into and eventually feel sufficiently impressed by to appoint at Old Trafford, although some of those interviewed would come to wonder if they were genuine contenders for the job, or rather sources to squeeze for information. The Ratcliffe-Brailsford dynamic is an interesting one. The Ineos chairman said in an interview in March that the former United chief executive Richard Arnold was a 'rugby man, he didn't even understand football'. To which some staff at the club have pondered privately how that is any different to Brailsford, a cycling nut who has himself admitted will 'never get' to the point where figuratively he is watching football 'in colour'. Others feel some of Ratcliffe's public remarks reflect what Brailsford has told him and have questioned the messages being filtered back to the co-owner on occasion. Sir Bradley Wiggins, the former British cyclist, said once that he could not describe Brailsford 'without swearing' and he certainly managed to rub some United staff up the wrong way. One former employee claimed their impression of Brailsford was that he 'didn't want to hear anything that would potentially contradict what he was already thinking'. There was some disquiet internally that Brailsford opted not to speak to some prominent departmental figures as part of the audit of football operations he initially carried out for Ratcliffe. Telegraph Sport reported in March how Brailsford never met with Dominic Jordan, the club's former director of data science, who was axed as part of last summer's job cuts, for example. Whether Brailsford's position, as a kind of buffer between Ratcliffe and the club's hierarchy, has been a problem for the executives he has helped to put in place is unknown, but it will be a little different from now on. Two months earlier, Jean-Claude Blanc, another Ineos Sport executive who acted as interim CEO amid the wait for Berrada to start, also left his role as a United director. Amid the suggestions of there being 'too many cooks' at United last season, the likes of Berrada and Wilcox may feel increasingly empowered now those executive layers have been thinned out, even if they remain answerable to a very hands-on Ratcliffe. Brailsford leaves behind a more rounded football executive than six months ago. In February, Christopher Vivell became director of recruitment on a full-time basis, Sam Erith's role as performance director was made permanent two months later and Michael Sansoni has been recruited from the Mercedes Formula One team to head up a new-look data team. He will be assisted by data consultant Dan Nichol. Sources maintain that Brailsford's reduced commitment to United is a natural evolution and was always part of the plan and, as such, nothing much should be read into it. As it happened, he had been less of a presence around Carrington of late after suffering a broken leg on a skiing holiday earlier this year, following which he spent time recovering at home in Monaco. In many ways, Brailsford leaves as he arrived: with opinions split, even if time will be the ultimate judge of his impact in Manchester.


Reuters
an hour ago
- Reuters
China's latest trade truce with US leaves investors none the wiser
NEW YORK/SINGAPORE, June 11 (Reuters) - The latest trade truce between China and the United States offered investors the hope of an eventual deal that the feuding superpowers can live with, though the possibility of another tariff flare-up remained a risk for markets. The muted market reaction told its own story, as U.S. and Chinese officials ended two days of talks in London on Tuesday with pledges to revive an agreement struck last month in Geneva, and remove China's export restrictions on rare earths - a sticking point in that deal. The guarded welcome from currency and stock investors shows that while the meeting ended in a truce, markets had also hoped for more and the lack of details means uncertainty is likely to remain high. The main positive takeaway was the talks indicated pragmatism on both sides, analysts said. "This is positive news to the market. At least now there's a bottom line that neither side is willing to cross," said Mark Dong, co-founder of Minority Asset Management in Hong Kong. Chinese stocks (.SSEC), opens new tab, (.CSI300), opens new tab rose to near three-week highs, while U.S. stock futures , were a touch lower. The U.S. dollar edged higher and China's yuan was steady. "For now, as long as the headlines of talks between the two parties remain constructive, risk assets should remain supported," said Chris Weston, head of research at Australian broker Pepperstone. "The devil will be in the details but the lack of reaction suggests this outcome was fully expected." Markets plunged after U.S. President Donald Trump's "Liberation Day" tariff announcement on April 2 as investors worried about an impending recession but those fears eased as Trump rolled back most of the punitive tariffs, lifting stocks. The benchmark S&P 500 index (.SPX), opens new tab has risen 6.5% since then and is close to reclaiming a record high. Chinese stocks have underperformed as investors fret over a persistently weak economy but have nonetheless recouped losses to be back at the April 2 level. The latest plan to re-ink a deal might remove some of the extreme gloom scenarios for markets, but investors would need more concrete steps to fully rejoice. The broad impact of the sweeping duties in a trade war that could bring $600 billion in two-way trade to a standstill is being felt in both economies. Economists expect the damage from the tit-for-tat duties and volatility in financial markets would be an overhang on the global economy for months. Phillip Wool, chief research officer and lead portfolio manager at Rayliant Global Advisors, said investors bidding stocks back to record highs were significantly underestimating the damage already caused by such uncertainty this year. "I'm feeling more cautious and opportunistic than unconditionally bullish at this moment," he said. "If any major deal is reached, we could see stocks rally in response, but my sense is that's more emotion at this point, and the euphoria could be short-lived as new risks materialize.' China's economy needs the reprieve from tariffs that have hit its exports as the country battles deep deflationary pressures and weak consumption. Moreover, while the ultimate impact on U.S. inflation and the jobs market from the trade war remains to be seen, tariffs have hammered U.S. business and household confidence. That has left the dollar under pressure, down over 8% against major rivals this year, as investors worry about the U.S. economy and fiscal health. Trump's big bill to cut taxes and spend more has exacerbated worries about U.S. debt. Right now, the challenges facing Trump are aplenty, including a spectacular fallout with the world's richest person, Elon Musk, a tax bill that is under intense scrutiny and street protests in Los Angeles over his administration's immigration policy. That raises the stakes for a successful negotiation with China, and investors aren't ready to make hard bets on the outcome just yet.