LayarHijau – Sonder: I’m Not NPC, a short drama produced under Zhao Lusi’s supervision, surpassed 17 million views within two days of the first episodes of its four storylines being released. The achievement caught the attention of Chinese media outlet Sohu, which examined the project’s business model, including a profit-sharing system without fixed base salaries and a product-selling strategy integrated with the drama’s release schedule.
As of October 15, 2026, the drama’s official Douyin account had attracted more than 300,000 followers. However, Sohu’s analysis went beyond the view count, examining the project’s unconventional storytelling approach and the risks associated with Zhao Lusi’s business strategy.
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A Business Model That Is Difficult to Replicate
The project was self-funded by Zhao Lusi’s studio. The director and cast do not receive fixed base salaries but instead rely on a share of the project’s profits. Sohu contrasted this arrangement with common industry practices, under which actors typically receive fixed fees. Leading actors in top-tier short dramas can reportedly earn 20,000–40,000 yuan (approximately US$2,800–US$5,600) per day, while some projects offer additional revenue sharing based on viewership.
According to Sohu, Zhao Lusi’s popularity is a key factor that makes this approach possible. Her established fan base can help attract viewers from the outset and reduce reliance on paid advertising to acquire an audience. The project’s account also began selling products through livestreams before the drama premiered, while character-related merchandise went on sale alongside episode releases.
Sohu’s argument makes sense from a business-risk perspective. A project involving a star with a large fan base has an advantage in attracting attention that many other productions lack. By contrast, teams and actors who are not widely known would face greater uncertainty if their income depended entirely on project profits. Without guaranteed base salaries, they would bear more of the financial risk if viewership and sales failed to meet expectations.
This means Zhao Lusi’s model cannot easily be adopted across the industry. High viewership alone does not guarantee successful product sales, either. Audiences’ willingness and ability to purchase merchandise are separate factors from their interest in watching a drama.
Viewers Debate the Storytelling Approach
Sonder: I’m Not NPC features four interconnected stories set in the same fictional world: 《这个冷宫不太冷》 (literally, “This Cold Palace Isn’t That Cold”), 《包猫传》 (literally, “The Legend of Cat Bao”), 《宝魏处》 (literally, “Bao Wei Bureau”), and 《一周有8天》 (literally, “A Week Has Eight Days”). These are literal translations, as official English titles have not been confirmed.
Unlike most short dramas, which typically use a vertical format, this production was filmed horizontally. Each storyline runs for approximately seven to ten minutes per episode, with all four storylines updated together every other day. Viewers need to follow the different storylines to understand the shared fictional world and the relationships between the characters.
However, Sohu noted that the early episodes devote considerable time to establishing character backgrounds and building the fictional world. The central storyline, in which NPCs awaken and fight against their predetermined fates, has yet to fully unfold. This approach has led to criticism that the drama feels more like a conventional long-form series divided into segments for a short-video platform.
The 17 million views demonstrate the project’s substantial initial reach, but they do not automatically prove that every aspect of its creative and commercial strategy has succeeded. Sohu’s analysis highlights the distinction between viewership, audience reception of the storytelling structure, and the ability to turn fan engagement into revenue.
Ultimately, Sohu regards Sonder: I’m Not NPC as a specialized business model built around Zhao Lusi’s influence, rather than evidence of an industry-wide shift. The project nevertheless offers several notable approaches, including profit-sharing arrangements for screenwriters. Whether the model can be sustained depends on the circumstances of each production and its ability to generate revenue.
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