Inside the Box, Across Borders: POP MART’s Internationalization Strategy Decoded

As global cultural consumption evolves, younger generations are shifting from functional needs toward emotional attachment, community engagement, and aesthetic value. The cultural and creative industry, exemplified by designer toys, has become an important medium for cultural exchange and business innovation. Using POP MART as a representative case, this study applies the OLI (ownership, location, and internalization) paradigm together with the dynamic capabilities perspective to examine the logic and evolution of its internationalization strategy. The analysis shows that POP MART’s competitive advantages originate from its original character intellectual property (IP), its artist development mechanism, and its data-driven approach to consumer engagement. Its global expansion has progressed in stages, beginning with distribution partnerships, followed by joint ventures, and eventually moving toward wholly owned stores. Through continuous learning, resource integration, and organizational adaptation, the company has gradually advanced from initial market exploration to the co-creation of a cultural ecosystem. A further assessment of its strengths, weaknesses, opportunities, and threats indicates that supply chain localization, regulatory risks in key overseas markets, and the consistency of its global brand image still require further improvement. Overall, the study provides a structured analytical framework and practical insights for understanding the internationalization of cultural and creative brands.