POP MART
Buying intent
26 tracked signals | Top 14 topics are below | HR is carrying most of it.
Attention by team
LinkedIn activity, by teamWhere POP MART's own people are actually spending their attention, by team, by topic. Bands run Low to High against the busiest pairing on this page, and each cell also shows how much of that team's own activity it represents.
Topics being researched
30-day windowEvery tracked topic, ranked by volume, not by our guess at what matters. Confidence is the classifier's own certainty that a signal belongs where we've filed it.
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Need intent for a specific topic or industry?
We track the full taxonomy across every account in the graph — including themes not shown on this page.
Who's active at POP MART
verified title on fileTitles, seniority and topic straight from each person's own activity, with a LinkedIn link so you can check any of them yourself.
Primary products / business lines
LinkedIn company profileFounded in 2010, POP MART (09992.HK) is a leading company in the designer collectible and pop culture entertainment industry. Leveraging our ecosystem built around characters and IPs, connecting with our fans through creative, immersive experiences, POP MART aims to light up passion and bring joy to fans everywhere. With a core focus on designer collectibles, theme parks & experiential services,
Top accounts researching POP MART
names withheld on the public pageThese are companies whose own people brought up POP MART unprompted, not accounts we guessed might be interested. We can't yet tell an implementation partner from a genuine buyer here, names unlock along with the buyer profile below.
66,174 companies · 318,882 people are researching Hiring
POP MART's own team shows 7 signals on this topic. No one outside POP MART has been seen researching the company by name yet — so this is the market it sits in, not a list of its buyers.
- QR Code2,999 cos · 9,223 people
- Store Manager842 cos · 3,810 people
Buyer profile
company size · seniorityCompany size and how senior the people involved are, the two things that decide whether this is a real deal. Competitor overlap isn't computed yet for this account.
Buying committee functions
Employee job titles (LinkedIn)HR / Talent — 3 people; Leadership — 1 person
What's been said
public posts mentioning POP MARTUp to 9 public excerpts naming POP MART from the past 365 days, across LinkedIn, Reddit, X, YouTube and other public sources.
Do you know POP MART also runs a printed version magazine called play/GROUND in China? This latest issue is very unique - SKULLPANDA artist Xiongmiao is featured on the coverpage while NIKE being the collab partner of this issue! We got ONE copy in our Singapore office - happy for anyone to drop by to read it (unable to loan outside of office, sorry...) Hope an overseas version will be unlocked soon... Once again, this is what we do in this AI blooming world, offer a physical touch-point to connect individuals through personalized experience! https://lnkd.in/gBmTYCMk
May 2026Leaving comfort is never a rational decision. --- In 2017, while pursuing my MBA at Peking University, I met someone who would later change the direction of my career. We first met as friends. Over time, that relationship evolved into a business partnership, and we worked together on several collaborations between CJ and POP MART. --- One day, he asked me: “Have you ever thought about starting your own business?” --- I was almost 40 at the time. I had spent over a decade in large corporations. My answer was immediate: “No. I’ve never even considered it.” --- Then he asked another question: “What do you think are the critical factors in starting a business?” --- I thought for a moment, then answered: “A clear direction and the right product. And just as important — the founding team.” --- He paused, then said: “Then why don’t you join my founding team?” --- That person was Wang Ning (Grant Wang), the founder of POP MART. --- At the time, I had a stable career, a clear path, and very little reason to take a risk. --- But I couldn’t ignore the question anymore. --- For about six weeks, I thought about it constantly. I spoke with mentors and friends — more than 60 people. Almost all of them said the same thing: “Go for it.” --- Only one person strongly disagreed — my wife. Her concerns were simple, and very real: “What about stability?” “What about the family?” --- She was right. And that made the decision even harder. --- There was also another question in my mind: Could a foreigner really succeed in a Chinese startup? --- I didn’t have a clear answer. --- But in the end, I made the decision anyway. --- Looking back, it wasn’t a perfect decision. It wasn’t even a rational one. --- It was simply a choice to step out of the comfort zone and move forward without certainty. --- And sometimes, those are the decisions that define the next chapter. --- Global business is no different. It only begins when you leave the comfort zone behind.
Apr 2026