$$DGRAM

The decision-maker at Pop Mart probably regrets it!
He really shouldn't have increased Labubu's monthly production from 10 million to 50 million all of a sudden; this move was too hasty.
Initially thinking that producing more would lead to more profit, he ended up ruining the IP's scarcity,
which he probably didn't foresee.
In fact, doubling the production to 20 million would have been enough,
allowing everyone to queue for an hour to buy it,
maintaining a sense of scarcity and anticipation while also satisfying shopping demands.
Things produced in bulk on an assembly line lose their scarcity; it won't be long before they flood the market.
Ultimately, it comes down to a lack of strategic determination, focused solely on making quick money,
which is also a common issue among many emerging enterprises. $SOL
{future}(SOLUSDT)