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You’ve probably seen them on TikTok or in queues abroad: small plush toys with sharp teeth, big eyes, and expressions that are both cute and slightly creepy. They’re called Labubu – and they’ve become the latest global collector craze.

Before you start rolling your eyes at the hype, China, or whatever else, know that there’s actually a pretty fascinating entrepreneurial story behind the phenomenon.

Pop Mart vending machines line the streets of China, turning Labubu into an instant collector’s craze.
Scarcity and gamification are key elements of the strategy behind the plush toy frenzy.

Pop Mart, the company behind Labubu, started as a small toy shop in Beijing in 2010. The idea was simple: to sell designer figures in limited editions to a growing audience of young collectors.

In 2019, Pop Mart launched the first Labubu plush – and things quickly took off. So much so that the company’s founder, Wang Ning, is now counted among China’s wealthiest, with a fortune of several billion dollars.

Born in 1987 in Henan province, Wang Ning studied advertising at Sias University and graduated in 2009. During his student years, he experimented with selling DVDs and small gadgets to fellow students – an early lesson in understanding what young consumers want. After a brief stint at the tech company Sina, he was inspired by Hong Kong concept stores and founded Pop Mart the following year in Beijing.

The company is listed on the Hong Kong Stock Exchange and valued at over $40 billion. In the summer of 2025, Pop Mart announced that its half-year results were expected to be more than three and a half times higher than the previous year, while its stock price surged nearly 600 percent.

All thanks to the so-called Labubu.

A Labubu originally costs no more than around $15–20. But because demand far exceeds supply, they are resold at crazy prices. In Denmark, for example, you can easily find cases where plush toys that cost about $15 in China are resold for much, much more – if you can even get your hands on one.

The scarcity is far from accidental. Pop Mart has made controlling availability a strategy. Instead of mass-producing, they hold back – creating the same kind of frenzy we see with sneaker drops or Apple launches.

But the Labubu craze isn’t just about scarcity. Pop Mart is a digitally native brand that has mastered social media and gamification.

Today, thousands of Pop Mart vending machines line the streets of China, letting people buy figures like a lottery. At the same time, an app lets fans “unbox” their plush digitally before it is delivered.

It’s no coincidence that TikTok is flooded with videos of young people tearing open the plastic bag, screaming with delight – or disappointment – depending on which Labubu they get.

So what now?

Is the Labubu plush a lasting icon, destined to stand alongside Pokémon, Funko Pops, and LEGO – or just another short-lived hype we’ll soon forget?

As my own daughter dryly observed: “The hype’s probably over soon, Dad.”

Maybe she’s right. Maybe not.

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Exactly one year ago, Female Invest closed their Series A, raising a total of $24 million. The milestone included a record-breaking crowdfunding campaign, where they raised $1 million in just four minutes. This week, co-founder Anna Hartvigsen marked the anniversary with a LinkedIn post, highlighting that the road to equality in venture capital is still a long one.

In her post, Anna pointed out that female founders still receive less than 2% of funding, while Black founders receive under 0.5%. She emphasized that this is not just a problem for the affected groups – it impacts society as a whole. When certain founders don’t get funded, their problems remain unsolved, and innovation becomes less diverse.

The post attracted significant attention, and here we dive deeper into her insights.

Anna-Sophie Hartvigsen

Why do you think the numbers haven’t shifted in recent years – despite the fact that the issue is so well documented?

“The numbers haven’t moved because the share of men at the top of the VC world has stayed the same. Roughly 90% of VC partners are men, primarily white, and they are the ones deciding who gets funded. Having pitched to more than 100 VCs and countless investment committees myself, I can tell you it makes a massive difference. If you’re pitching to a room that doesn’t understand the problem you’re trying to solve – and doesn’t represent your target audience – securing funding is incredibly difficult. At the same time, the broader culture has regressed for women: we’re seeing women’s rights rolled back in many countries, and the growing misogyny on social media (the manosphere) is spilling over into everything – including the VC ecosystem.”

If you look at investors in Denmark and the Nordics – are there specific patterns in the way they evaluate founders that create bias?

“Yes, absolutely. We experienced being systematically underestimated. At dinners and pitch events with our male start-up colleagues, it was particularly obvious. They were typically asked about growth and potential, while we were questioned on risks and had to defend every aspect of our business. Constantly. If we were even asked at all. On several occasions, we were skipped over for dinners when founders around the table were introducing themselves. People assumed we didn’t have a ‘real’ company and therefore had nothing to contribute. At the same time, the demands placed on us were infinitely higher than on our male colleagues. All the way around. We constantly had to defend minor discrepancies in data from years back, and we had to dedicate two full-time staff just to provide data to VCs, because the demand for even the smallest (trivial) details was so enormous. Meanwhile, many of our male colleagues raised larger funding rounds – without even having a data room.”

What needs to change to address this? Should investors, policymakers, or founders take the first step?

“It’s not the founders. Female founders already generate twice as much revenue per invested dollar. It’s the VC world that needs to change, and quotas at the top are necessary. There are many talented men, but they are not qualified to judge companies solving problems they cannot relate to. Half the population cannot make decisions on behalf of the whole.”

You mentioned that we are “running out of time.” What do you mean by that?

“Technology is advancing faster than ever, especially with AI, and the way we live is being disrupted. If women are not represented in the rooms where decisions are made, we end up with models and technologies that do not have everyone’s best interests in mind. AI is a clear example – it is both racist and sexist because it replicates existing data. We need women (and other minorities) represented in the decision-making rooms before the damage becomes irreversible – and that requires capital.”

How does Female Invest work to break this barrier – both in your own journey and for the women in your community?

“I want to challenge that question. There is generally an expectation that women who reach the top should also bear the additional burden of being spokespersons for women’s issues in general. But we often forget that women who get this far have already worked twice as hard as men to get there. Being role models and sources of inspiration should be enough. Instead of expecting us to take responsibility for every other woman’s journey, perhaps we should expect men, who get away with working half as hard, to step up too. Of course, we do everything we can at Female Invest – our entire existence is about empowering women financially. But if I said yes to all the unpaid panels, research projects, and events I’m invited to, I wouldn’t have time to run Female Invest, and we would never have made it this far.”

“The three Female Invest founders: Camilla Falkenberg, Emma Due Bitz, and Anna-Sophie Hartvigsen

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It all started, roughly speaking, with 200 founders sharing beers, stories, and questionable sausages around a grill at the very first TechBBQ, held 14 years ago in Copenhagen.

Since then, the conference has grown explosively. What began as a local, passion-driven event with big dreams has evolved into an international platform. This Tuesday and Wednesday, 10,000 tech founders, investors, media professionals, politicians, and decision-makers will gather in Copenhagen.

This year marks a new chapter – a significant shift that underlines the conference’s growing influence over the years. After years in the raw surroundings of Lokomotivværkstedet, TechBBQ is moving to the Bella Center. It’s more than just a change of scenery; it’s a clear sign that TechBBQ has once again outgrown its old limits and now stands as one of Europe’s leading stages for tech, innovation, and entrepreneurship.

TechBBQ has always been more than a showcase for new technologies. It has been a place where people come before technology – despite how groundbreaking the solutions are and how high the level of ideas and initiatives has become.

This year’s theme, Build to Matter, continues in the same spirit. In a time of rapid change and global uncertainty, we must ask ourselves: what truly defines us? Technology is evolving faster than ever, AI is reshaping entire industries, sustainability is no longer optional, and conflicts and crises demand action. Inaction is not an option.

As TechBBQ itself puts it: “At TechBBQ 2025, we embrace this sense of urgency – not as a crisis, but as an opportunity to build with intention.”

With the move to the Bella Center, TechBBQ reinforces its position as a European hub for innovation. Copenhagen is drawing closer to the major international conferences, and the event now attracts top-tier investors and speakers. For Danish startups, it offers a unique opportunity to access capital and mentorship without having to travel to San Francisco, London, or Berlin.

TechBBQ has also become an arena where politics and entrepreneurship intersect – a place where decisions made on stage can have tangible effects in the real world shortly afterward.

TechBBQ is more than just a conference. It tells the story of how a handful of passionate individuals with an idea can create a gathering point for the entire Danish and European tech ecosystem. Moving into the Bella Center symbolizes how far the event has come – but also serves as a reminder that, as a society, we must continue to prioritize entrepreneurship, capital, and innovation if we want to renew and maintain the foundation on which our welfare system is built.

MAP TechBBQ 2025 – An overview of “TechBBQ 2025” at the Bella Center.

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Tivoli is the largest tourist attraction in the Nordics – and we are seeing an increasing number of visitors from around the world, especially the USA.”

That’s according to Tivoli’s CEO, Susanne Mørch Koch, as she comments on the release of the park’s half-year financial report.

In the first half of 2025, Tivoli welcomed 1.3 million visitors. More than one in three came from abroad, highlighting Tivoli’s status as a major international draw. Interest from the USA and Europe has grown in recent years, and the trend shows no sign of slowing.

Susanne Mørch Koch summarizes the first half of the year:

“It has been a great summer with many highlights and well-attended events. Tivoli opened for the summer season on April 4, two weeks later than in 2024 due to the later Easter. The summer has been marked by forecasts of unstable weather and significant rainfall.

This has affected both planning and spontaneous visits for many guests, as much of Tivoli’s operations are outdoors. Despite this, overall visitor numbers have met expectations. Altogether, 1.3 million guests visited Tivoli in the first half of the year, with roughly one in three visits coming from international visitors.”

Tivoli’s half-year report shows a loss, which is typical for the park’s first months of the year. Still, management maintains its 2025 expectations: revenue of around DKK 1.3 billion and a pre-tax profit of approximately DKK 130 million.

But numbers aren’t the only story at Tivoli right now. The park is undertaking its largest investment in recent history—the former Asia area—which is set to reopen in 2026 as a brand-new attraction zone featuring rides and culinary experiences.

Susanne Mørch Koch adds:

“Tivoli is the Nordic region’s largest tourist attraction and has seen increased visitors from Europe and especially the U.S. in recent years. This trend continued in the first half of 2025. Progress is on track with the ongoing investment in the new attraction area in the former Asia zone, the largest investment Tivoli has made in recent times, set to open in summer 2026. The area will offer new rides and dining experiences for all ages and tastes.

Additionally, more attractions are planned for the coming years to further strengthen Tivoli’s entertainment offerings. We now look forward to a well-attended late summer with many memorable guest experiences, and we are especially excited for Tivoli’s Garden and Flower Festival, opening at the end of August.”

The CEO and the Queen on Tivoli’s iconic Roller Coaster

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Danish brand Rains has hit a new revenue record and is steadily moving toward the billion-dollar mark. In 2024, the company reported a top line of DKK 721.5 million, with the ambition to double that to DKK 1.6 billion by 2027.

Amid this growth, co-founder Daniel Brix Hesselager is returning as CEO – a move aimed at injecting more entrepreneurial energy into the company.

He succeeds former Ecco CEO Steen Borgholm, who held the position at Rains for just two years.

When DetailWatch asked Daniel Brix Hesselager about the leadership change, he said:

“This reflects our desire to significantly reform the company. It requires fairly extensive structural changes, and I believe I am best positioned to make that happen, since it’s my own company,” he says.

He also commented on Rains’ internal entrepreneurial culture:

“We want to get back on an entrepreneurial path. And yes, he [the previous CEO] contributed to some extent. I’ve been involved with the company from the very beginning. But at this stage, it’s crucial to bring back the entrepreneurial element. Ultimately, there’s just a difference between having the owner or a professional CEO at the helm.”

Since its beginnings in a garage in Aarhus in 2012, Rains has grown into a global brand with 35 of its own stores and the majority of revenue coming from outside Denmark. In the summer of 2024 alone, nine new concept stores were opened – including locations in Tokyo and Seoul.

In recent years, the company has invested heavily in new employees, IT infrastructure, and a new headquarters – yet it has still managed double-digit profits over the past several years.

The two remaining co-founders of Rains: Philip Lotko (left) and Daniel Brix Hesselager (right).

The future of Rains will focus on expanding its own stores, strengthening its online presence, and building a stronger foothold in the U.S.—a market that has received increasing strategic attention.

As Daniel Brix Hesselager has previously explained:

“Our goal is 1.5 billion DKK in revenue by 2027. Some years we grow more than others, but we are confident in a long-term perspective,” he says.

When Rains started out in a garage, the ambition was far more modest:

“We didn’t set out to build a global company. The goal was simply to make a living.”

“Europe remains our foundation. But from an international perspective, we are still a small company. There’s a long way to go in the U.S. We’ve gained positive momentum, but we’re still not successful there. New York alone is two to three times the size of Denmark, so there’s still work to be done. It’s the same with Asia, which is also a completely new market,” he adds.

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“The first taste is free.” It’s a phrase you’ve probably heard many times, and it has always been part of Johan Bülow’s strategy for building his licorice empire. What started on the island of Bornholm with a single pot, a good idea—and countless hours of hard work—has grown into something much bigger.

Back in January, we reported that the Swedish investment firm Valedo Partners, which acquired 75% of Lakrids by Bülow in 2016, was considering selling the company. Now, the sale is official.

Today, a new chapter is being written in the story of Lakrids by Bülow. The popular Danish licorice brand has been acquired by the Chinese investment firm IDG Capital, which has previously invested in companies such as Acne Studios, Moncler, and FARFETCH.

Tue Mantoni, chairman of Lakrids by Bülow, wrote on LinkedIn:
“There were plenty of smart people who thought you couldn’t sell Lakrids abroad 🤓”

Since 2016, the company’s revenue has tripled. Germany is now its largest market, accounting for 36% of sales, while emerging markets such as the UK and the US are growing rapidly with significant future potential. E-commerce makes up 33% of revenue, and the company’s own retail stores account for 31%, meaning roughly two-thirds of sales are direct-to-consumer – impressive for a food business.

According to our sources, Tue Mantoni will step down as chairman in connection with the ownership change, which is typical for this type of transaction.

The deal is expected to be completed in autumn 2025 and requires regulatory approval.

We’ll be updating this article soon with additional comments.

IDG Capital is a Chinese investment and asset management firm, founded in 1992 in Boston with its headquarters in Beijing. It was the first global investment fund to establish a presence in China and has since played a central role in the country’s tech and venture capital ecosystem. IDG Capital focuses on venture capital, private equity, and mergers & acquisitions and currently manages around USD 23 billion in assets.

The firm has been an early investor in some of China’s most successful tech companies, including Baidu, Tencent, Xiaomi, Meituan, Pinduoduo, NIO, Pony.ai, Bilibili, and SHEIN.

IDG Capital was founded by Hugo Shong, who has also helped establish several media platforms in China and Vietnam. Shong is recognized as one of China’s most influential venture capitalists and played a key role in introducing venture capital to the country.

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In just a few years, Bareen has grown from a small, niche-focused webshop with a single t-shirt on the “shelf” into an established Danish fashion brand offering both lifestyle and sports collections.
This week marks a new milestone in their journey: the launch of their latest sports collection, designed for everyone from dedicated athletes to everyday fitness enthusiasts.

But the sports collection is only part of the story.
In recent years, Bareen has expanded beyond the digital space, now available in over 55 physical stores across Denmark.
At the same time, their ambitions are growing internationally, with the Netherlands and Belgium in their sights.

We spoke with Stephanie Bendixen Vollquartz, PR, Brand Activation & Community Manager at Bareen, about the thinking behind the new collection, the brand’s evolution, and their international aspirations.

Stephanie Bendixen Vollquartz (left)

Stephanie, you launched your new sports collection this week. What’s the idea behind it?

“It’s about optimizing what we’re already doing. We strive to constantly improve our products, while staying true to our DNA. Clean designs, a simple color palette, and apparel for all kinds of athletes and lifestyle enthusiasts. We make clothes that we ourselves want to train in.”

You mention that the collection is technical and sleek. Can you explain what you mean by “technical”?

*”In the beginning, our sportswear was mostly just a sporty take on our lifestyle designs. Now, we’re really focusing on functionality and the details that make a difference, no matter what sport you practice.

The collection connects to sport not just in its look, but also through the technical aspects of our new styles. Examples include pockets for gear and gels, an even greater focus on fabrics, and performance-driven design—like our race-ready pieces, including split shorts and tank singlets.”*

How has the collection been received?

“Very well! We’re thrilled to see how different communities are embracing our pieces, especially since some legacy brands have long dominated certain sports. At the same time, we’re seeing a strong overall growth in our sportswear sales, which is very welcome.”

It’s been a few years since you were “just” a simple t-shirt. How would you describe the brand today?

“Today, we are a brand with a broad range, offering both lifestyle and sportswear – we’ve truly evolved from a niche-focused e-commerce to a full-fledged fashion brand.

We focus on creating silhouettes that aren’t driven by short-lived trends, while ensuring quality is at the core of everything we do: from materials and craftsmanship to the overall customer experience. Bareen stands for quality, whether it’s sportswear, a hoodie, or a t-shirt you pick up in one of our stores.”

You started as a 100% online brand, but now you’re in more than 55 stores across Denmark. What drove that shift, and what have you learned along the way?

“Our ambition has always been to share our brand with as many people as possible, and online sales can only take us so far. There’s no doubt that physical retail still has its place in the market, which is why we saw a huge opportunity in entering through wholesale partners. You know how it is—you’re standing in a store while checking Instagram, the website, and Trustpilot for reviews. At the same time, you might check the online shop’s opening hours because you want to try on the pants before buying.

The holistic experience creates the best customer journey, and that’s what matters most. We’re fortunate to have strong partners who help us maintain a presence across the country. We had spent eight years building the brand, so demand was already established from the start, which meant we saw very healthy interest from our partners right away—something we were really happy to experience.”

What are your ambitions for international expansion? Which markets make sense for Bareen, and why?

“The ambitions are big. We believe our concept can scale internationally, but of course, making it happen is easier said than done. Right now, we see potential in markets culturally similar to Denmark, such as the Netherlands and Belgium.

The goal is for Denmark not to be our biggest market, but achieving that requires breaking through with new international B2B partners while continuing to grow online in a competitive landscape. We’re excited to see where Bareen will be in a few years.”

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Sticks’n’Sushi has just released its annual report, revealing strong growth. Revenue reached DKK 856 million, a notable increase from the previous year. At the same time, Sticks’n’Sushi continues its international expansion and will soon open in Scotland.

Andreas Karlsson, CEO of Sticks’n’Sushi, said:

“I’m pleased with the progress we’ve made. Our results show that we’re able to continuously balance our investments in the restaurants while opening new locations, all while maintaining strong operations.”

Although net profit fell from DKK 22 million to DKK 16 million, Karlsson views it as the result of strategic, long-term investments:

“The drop in profit is due to ongoing investments – primarily in international markets and full renovations of restaurants in Denmark.”

And the growth journey is far from over:

“The plan is to open more restaurants and enter new markets – but at a pace that ensures we never lose sight of our core values,” he recently told Børsen.

Andreas Karlsson, CEO, Sticks’n’Sushi

Sticks’n’Sushi is set to open its first Scottish locations in November, starting with Glasgow, followed by Edinburgh. This marks the chain’s entry into the Scottish market. Plans are already underway to enter another new market in 2026, though Sticks’n’Sushi has yet to reveal the location.

The story of Sticks’n’Sushi began in Copenhagen, where Thor Andersen and brothers Kim and Jens Rahbek Hansen opened the first restaurant on Nansensgade.

Today, Sticks’n’Sushi operates 30 restaurants: 12 in and around Copenhagen, 15 across England, and 3 in Berlin.

None of the original founders are involved in the company anymore. In 2024, the chain was acquired by the British investment firm McWin Capital Partners from Maj Invest, where the founders previously held a minor stake.

Sticks‘n’Sushi, London

McWin Capital Partners is a UK-based investment firm founded by Henry McGovern and Steven K. Winegar. The firm has a strong portfolio in the restaurant industry, including brands like Gail’s Bakery, Big Mamma, and L’Osteria.

On the partnership, Andreas Karlsson says:

“McWin is an owner that strongly supports our continued growth. My approach has always been to open one restaurant at a time, giving it the same attention and care as if it were our very first. McWin fully supports this approach. They place great importance on preserving our values and DNA.”

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You might not have heard of N/A Ventures before, but chances are you’ve come across some of their brands—like Rezet Store, Good Habit Co, Oliver Green, and Luxreaders.

In short, N/A Ventures is a Danish investment company focused on acquiring, developing, and scaling e-commerce and software businesses. It’s led by brothers Nicki and Aleksander Due-Rasmussen, who specialize in taking strong brands to the next level.

Now, they’ve taken another big step. N/A Ventures has acquired Nordgreen—one of Denmark’s most well-known watch brands, which at its peak generated over 100 million DKK in revenue, with more than 300,000 customers and several international design awards under its belt.

At the same time, they’re combining Nordgreen with Oliver Green to form a new Danish watch group, which has raised a multi-million DKK investment from a group of business angels and Magasin du Nord.

Magasin’s role as a key investor brings both security and strengthens the foundation. This investment isn’t just about capital—it also opens doors to new retail opportunities and greater visibility for both Oliver Green and Nordgreen.

Nicki Due-Rasmussen

Nicki Due-Rasmussen, co-founder of N/A Ventures, says:

“We see great potential and many synergies in bringing these two brands together under one roof. Our first priority at Nordgreen is to strengthen the bottom line and build a solid operational foundation. Once that’s in place, we’ll shift focus to scaling revenue – a growth journey Nordgreen has already succeeded with before.”

The goal is to boost both brands’ international presence while preserving their core values and Danish design heritage.

Oliver Green’s co-founder and creative director, Alex Høgh Andersen, will remain a key figure in Oliver Green’s creative development and will also contribute to Nordgreen’s creative direction going forward. The ambition is to reach a wider global audience through strengthened retail and online channels.

Their growth plans are supported by AI tools across internal processes, focusing on scalability, automation, and profitability.

This is something we’re excited to explore and follow here on dontt.dk.

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Danish supermodel Josephine Skriver was born and raised in Copenhagen in 1993 and is now 32 years old. She currently lives in Nashville and, alongside her international modeling career with brands like Prada, Gucci, and Chanel, she co-founded the fitness apparel brand JoJa with her friend Jasmine Tookes. Over 8.5 million people follow her life on Instagram. Last August, she became a mother to her daughter Aurora with musician Alexander DeLeon.

But did you know she’s also an ambassador for PlanBørnefonden? She’s been involved since 2021, dedicating both time and financial support to the cause. And once again, during this year’s Copenhagen Fashion Week, she chose to give back.

Josephine Skriver is donating all her earnings from her shows for Danish fashion brands Gestuz and Munthe to PlanBørnefonden’s work supporting girls’ and women’s rights.

Josephine Skriver for Munthe at Copenhagen Fashion Week

Josephine Skriver says:
“I have met some of the girls and women supported by PlanBørnefonden and spoken with them about the consequences of living in some of the world’s most vulnerable areas. They face many challenges, yet show incredible strength and fight for change, often without much attention. It means a lot to me to use my platform to shine a light on their stories.”

In addition to Josephine Skriver’s contribution, Munthe, one of PlanBørnefonden’s partners, has also donated 25,000 DKK, bringing the total amount to 75,000 DKK.

Dorthe Petersen, CEO of PlanBørnefonden, says:
“We are very grateful for this generous donation. It sends a powerful message at a time when girls’ and women’s rights are under significant pressure in many parts of the world. We appreciate Josephine using her voice, time, and work to highlight these critical issues.”

Det er ikke første gang, at Josephine Skriver bruger sin stemme og sit arbejde til at bakke op om PlanBørnefondens arbejde. Tidligere på sommeren lancerede hun sin egen indsamling til PlanBørnefondens Pigefond, og i samarbejde med Mads Nørgaard har hun designet en særlig #101 tee, hvor overskuddet fra salget går til indsamlingen.

Kampen for piger og kvinders rettigheder er blevet særligt vigtig for hende.

Josephine Skriver supplerer:
”Ligestilling har altid været en mærkesag for mig, men efter jeg er blevet mor, har jeg tænkt meget på, hvor uretfærdigt udgangspunktet er rundt omkring i verden – især for pigerne. Alle børn har ret til en tryg barndom, og alle har ret til at bestemme over egen krop. Det er vigtigt for mig, at min datter vokser op med en forståelse for, at vi skal stå sammen for at sikre de rettigheder.”

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