Here’s the story of how a quirky toy transformed into a worldwide phenomenon.
Updated
January 8, 2026 6:35 PM
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Labubu vinyl figure displayed with surprise blind boxes in a store in Guayaquil, Ecuador. PHOTO: ADOBE STOCK
Trends move fast. One moment it's Dubai’s viral “Kunafa” chocolate bar, the next it’s Labubu—a mischievous-looking doll—racks up US$670 million in revenue this year, even outpacing Barbie and Hot Wheels. Celebrities like BLACKPINK’s Lisa and Dua Lipa have been spotted with Labubu dolls—whether as bag charms or in playful social posts.
For those unfamiliar, Labubu is the breakout character from the book series“The Monster” by Hong Kong-born, Belgium-based artist Kasing Lung. Alongside Labubu, the series features other quirky monsters like Zimomo, Mokoko and Tycoco—often grouped together as “Labubus”. These vinyl Labubu figures first entered the collectible scene in 2011 as “Monsters”, produced by Hong Kong-based production house How2Work. In 2019, Lung signed an exclusive licensing deal with Pop Mart, a Beijing-based toy collectible company, which further boosted the recognition and popularity of the franchise.
At first glance, Labubu might seem like just another fad. But the craze shows something deeper: in digital marketing, virality doesn’t happen by accident. It’s the result of timing, relatability and the rway global communities amplify trends.
So, what can marketers learn from the Labubu phenomenon? Let’s take a closer look.
Labubu’s unconventional aesthetics—a notorious grin, sharp teeth and wide eyes—break the traditional mold of “cute” toys. The social listening report from Meltwater, a media intelligence company reveals that from January to May 2025, mentions of “cute” outnumbered “ugly” nearly five to one. This “ugly-cute” look gave Labubu its identity and helped it stand out in a crowded market.
Marketing lesson: In a world of where everything blends together on endless feeds, uniqueness wins. Standing out with bold, even unconventional design choices can spark curiosity and desire. By leaning into what makes a product different, brands create instant recognition and give people something worth talking about.
Labubu’s surge in popularity is deeply rooted in Pop Mart’s focus on building genuine relationships with its fans. The company encourages user-generated content— unboxings, fan art, influencer stories—that fueled Labubu’s spread online and build brand engagement. Fans weren’t just buying toys; they were becoming part of a community that celebrated each new design.
Marketing lesson: Customers don’t want to feel like faceless buyers. They want to feel seen, heard and part of something bigger. By encouraging engagement and valuing contributions, brands can turn casual customers into loyal advocates who spread the word on their behalf.
While Pop Mart notes Labubu is most popular among women aged 18–30, its audience has broadened beyond that group. The design draws on influences from Nordic mythology and East Asian “kawaii” culture, making it feel both familiar and new to global audiences.
For Millennials and Gen Xers, Labubu also sparks nostalgia for toy crazes like Tickle Me Elmo and Beanie Babies that once lit up childhoods before fading away. Together, these layers of cultural resonance and cross-generational charm give Labubu an unusually broad reach.
Marketing lessons: Relatability is a powerful driver of virality. When a product can connect across generations and cultures, it expands far beyond a niche fan base. Brands that blend familiarity with novelty can build bridges to much larger audiences.
Labubu’s blind box model makes buying feel like a game. The thrill of not knowing which design you’d unwrap made collecting Labubus fun. It also turns buying into an emotional experience rather than a rational choice, fueling the urge to complete entire collections.
Besides, the suspense itself became content—millions watched unboxing videos to share in the excitement. Even BLACKPINK’s Lisa admitted she began with “only three to four” Labubus but soon wanted “a whole box” of the latest collection.
Marketing lesson: Mystery creates excitement, and excitement drives repeat purchases. By adding an element of surprise, brands can make the buying experience feels less like a transaction and more like a story unfolding. That thrill keeps customers coming back and makes the product easy to share online.
Pop Mart releases Labubus in limited drops, often tied to holidays or cultural events. Some editions include ultra-rare “chase” figures—appearing only once in every 144 boxes—creating a strong sense of urgency and fear-of-missing out (FOMO) among buyers. This strategy fuels a booming resale market, where regular figures retailing at US$25 can sell for US$200–US$300, and rare editions have even fetched prices up to US$150,000.
Marketing lessons: Scarcity isn’t just about limiting supply—it’s about building anticipation. By tying releases to events and sprinkling in rare editions, brands keep fans watching for the next drop. This combination of urgency and exclusivity transforms ordinary products into must-have collectibles.
Labubu has expanded its reach through creative brand collaborations. For instance, the Labubu x Coca-Cola series features figures in iconic red-and-white themes, while a Vans Old Skool drop merged streetwear in the clothing brand’s notable checkerboard pattern with collectibles. The One Piece collaboration blended Labubu’s quirky style with beloved anime heroes, appealing to fans of both worlds.
Marketing takeaway: Collaborations breathe fresh life into a brand and open doors to new audiences. Partnering with well-known names adds cultural weight and collectible value, while keeping the brand relevant in different communities. Done right, collaborations turn niche products into mainstream sensations.
Labubu’s phenomenal success is more than a passing craze. It’s proof that bold design, authentic community building, clever scarcity and cultural collaborations can transform a quirky idea into a global movement.
For marketers, the takeaway is simple: don’t just chase trends—create something real and let your community shape the story with you. Be bold, stay authentic and bring your fans along for the ride. That’s how brands move from fleeting hype to lasting cultural icons.
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AI growth is increasingly becoming a manufacturing, packaging and deployment challenge — not just a computing one.
Updated
May 26, 2026 5:28 PM

Taipei 101 and Taipei Nan Shan Plaza, viewed from Elephant Mountain. PHOTO: UNSPLASH
As AI companies continue scaling larger models and data centers, the pressure is no longer falling only on chip design. Manufacturing capacity, advanced packaging and infrastructure deployment are becoming equally important parts of the AI race. AMD’s latest investment announcement reflects how quickly that shift is accelerating.
The US chipmaker announced plans to invest more than US$10 billion across Taiwan’s semiconductor and manufacturing ecosystem to support next-generation AI infrastructure. The investment focuses on expanding partnerships and increasing advanced packaging capacity needed for future AI systems.
The announcement highlights a growing reality across the AI industry. Building powerful AI chips is no longer enough on its own. Companies now also need the manufacturing networks, packaging technologies and supply chain coordination required to deploy AI infrastructure at global scale.
AMD’s investments center heavily around advanced chip packaging, an area becoming increasingly critical as AI systems demand higher performance and greater power efficiency. Traditional chip architectures are struggling to keep pace with the size and complexity of modern AI workloads. Advanced packaging helps connect processors, memory and computing systems more efficiently while managing power and cooling limitations inside large-scale AI environments.
The company said it is working with Taiwan-based partners including ASE, SPIL and PTI to develop next-generation packaging technologies for its upcoming 6th Gen AMD EPYC processors, codenamed “Venice.” AMD also said it had qualified what it described as the industry’s first 2.5D panel-based EFB interconnect technology alongside PTI.
At the center of the broader strategy is AMD Helios, the company’s rack-scale AI infrastructure platform scheduled for deployment beginning in the second half of 2026. The platform combines AMD Instinct MI450X GPUs, 6th Gen EPYC CPUs, networking systems and AMD’s ROCm software stack into integrated AI infrastructure systems designed for hyperscale deployment.
Rather than selling individual processors alone, companies are increasingly building complete AI infrastructure platforms that combine hardware, software, cooling systems and power management into unified deployments. That transition is reshaping how AI infrastructure is designed, manufactured and delivered.
Taiwan is also becoming more deeply embedded in that process. AMD’s investment spans not only semiconductor packaging companies but also manufacturing and system integration partners including Sanmina, Wiwynn, Wistron and Inventec. The partnerships reflect Taiwan’s growing role as one of the operational centers of the global AI infrastructure economy.
Dr. Lisa Su, Chair and CEO of AMD, said: “As AI adoption accelerates, our global customers are rapidly scaling AI infrastructure to meet growing compute demand. By combining AMD leadership in high-performance computing with the Taiwan ecosystem and our strategic global partners, we are enabling integrated, rack-scale AI infrastructure that helps customers accelerate deployment of next-generation AI systems”.
Power efficiency is becoming another major challenge shaping AI infrastructure decisions. As AI workloads consume more electricity and generate more heat, infrastructure providers are increasingly being forced to rethink cooling systems, interconnect technologies and deployment economics.
AMD’s announcement signals how the AI competition is evolving beyond model development and raw computing power. The next stage may depend just as heavily on who can manufacture, package and deploy AI infrastructure fast enough to support global demand.