The archive · Marketing & Growth · Strategic decision · 2023
Pop Mart's POP LAND turns designer toys into a Beijing park — 100K visitors in month one
China's first designer-toy theme park opens with no big rides, just IP spaces — ~100K visitors and 72% in-park spending in month one.
Pop Mart (泡泡玛特)
What it had to solve
Pop Mart had built a toy empire on character IPs like MOLLY and LABUBU, but those characters existed only as objects — no stories, no places to meet them. Management wanted to 'make the IP deeper and thicker' through physical experiences, and Beijing's Chaoyang Park, which was upgrading itself as an urban-renewal project, offered the site.
How it works
Pop Mart, the designer-toy company built on blind boxes of characters like MOLLY and LABUBU, opened POP LAND on September 26, 2023 inside Beijing's Chaoyang Park — the first immersive IP theme park in China's designer-toy industry. The project retrofitted roughly 40,000 m² of an existing urban park at a total investment of about ¥300 million, as part of Chaoyang Park's own urban-renewal upgrade.
The deliberate bet was not to imitate Disney: no roller coasters, no blockbuster story worlds. Instead the park was designed as a 'brand pilgrimage site', in the words of its general manager Hu Jian, modeled on Japanese destinations such as the Ghibli Museum and Shiroi Koibito Park. Four zones — Bubble Street, LABUBU's Enchanted Forest, MOLLY's Castle and a lakeside area — packed the characters into shops, restaurants, no-power play areas, costumed performances and AR interactions, so that meeting the IP was the experience.
The model worked commercially from the start: nearly 100,000 visitors in the first month, an average stay of 4.32 hours, and 72% of spending coming from in-park shops and dining — with IP merchandise selling five times better per visitor than a typical Pop Mart store and LABUBU dominating the best-seller list. Disclosure of the figures moved Pop Mart's stock up more than 8% in a day and roughly doubled LABUBU's online discussion, validating the thesis that IP can be deepened without a heavy story or hardware budget.
Why it lands
- Retrofitting an existing city park cut the cost and timeline of a theme park and positioned the result as a neighborhood pilgrimage site rather than a destination rival to Disney.
- Skipping heavy rides forced the team to make the characters themselves the content — performances, AR, photo scenes — which fit both the brand and its young adult fans.
- The revenue model leaned on what Pop Mart already did best: selling collectibles, so the park's secondary spend (72%) outperformed ticket dependence.
- Designing for 'the first wave is fans' first meant the park only had to be right for people who already loved the IP, letting the emotional connection — not a story arc — carry the experience.
What it did
In its first month the park hosted nearly 100,000 visitors (47% aged 18–34), averaged 4.32 hours in-park per visitor, and drew 72% of revenue from secondary spending on shops and dining; IP merchandise sales were five times a typical Pop Mart store's per visitor, and LABUBU alone made up half of the park's top-10 selling products. After the operating data was disclosed, Pop Mart's stock rose more than 8% in a day, and LABUBU's online discussion volume roughly doubled.
What you can take
A park does not need rides: when the characters are the attraction, atmosphere is the medium — and the souvenir shop becomes the ride.
Since then
Ticket prices drew criticism as high for a park with limited rides; Hu Jian replied that the audience was all ages with 'childlike hearts', not thrill seekers, and added value to tickets after testing. Pop Mart framed the park as one pillar of turning itself from an IP product company into a cultural-entertainment group, alongside games and film, calling it a 1.0 template. It said more parks would follow only after the model was validated — eventually a larger park, plus smaller formats under 5,000 m² — and as of the reporting period no second park had opened.
Sources
- Pop Mart Land GM Hu Jian: the project is not built around profit; we hope to open in more cities
- The park discloses first operating data: decoding Pop Mart's IP business
- Pop Mart Land GM Hu Jian: the park's core is emotional connection
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