China Food

Alive, but not just alive, 12 new consumer entrepreneurs under the epidemic

Chen Xianggui, three and a half meals, Hutou Bureau, pepper planet, looknow, TX Huaihai, Penguin eating and drinking guide, uooyaa Wuya, live well, eclipse, TIMS China, catch more fish.
This article is authorized to be transferred from latepost (ID: latepost); Author: Guan Yiwen, Zhu Kailin, Zhang Qin, Song Wei, Yao Yinmi, editor: Huang Junjie, Song Wei.
The richness of modern life is mostly brought by endless consumer goods. People buy an order is not only a commodity, but also a satisfaction, a bunch of inspiration and a kind of recognition.
Over the past two months, more and more people have begun to feel how fragile the infrastructure on which ordinary free consumption depends is. When such options are limited, people feel more strongly how necessary the so-called non necessities are for one’s life and mental health.
People’s expectations for the future change every day. As one politician said before, “a country’s economy may be tough, but the confidence of businesses and consumers is fragile.”
In Shanghai, where consumption is the most prosperous in China, entrepreneurs of consumer companies automatically assume more responsibilities: maintaining their own lives and those of their families; Let the company get some income and pay employees as much as possible; Provide consumers with some goods to help them tide over the difficulties.
Over the past week, latepost interviewed 12 managers and founders of consumer companies. They do different businesses, face different consumer groups, and provide different goods and emotional connections. Most of their companies are medium-sized, with an annual income of tens of millions to hundreds of millions of yuan – not as fragile as small stores, but they do not have the anti risk ability of platform giants.
Everyone is facing unexpected challenges. Even a few serial entrepreneurs with 10 or 20 years of experience have never seen such a difficult thing. Entrepreneurs’ instinct to deal with problems is fully stimulated.
In these two months, as CEOs, they think more about life and death, but not just life and death.
Chen Xianggui and Jiang Jun have resumed work in 30 of 140 stores, and they have been doing group shopping every day in the most difficult month

Establishment: 2020 product: improved Lanzhou beef noodle stores that can enter the shopping center: 237 (nearly 140 in Shanghai, accounting for 60% of the total revenue); team: 3000 people (160 in the functional line, and most of the rest are clerks); Valuation: 1 billion yuan (November 2021)
With Chen Xianggui as the founder, Jiang Jun has been struggling in the catering industry for 20 years and has experienced SARS, Sudan red and three bird flu. He asked me, “Sudan red, do you still have an impression?” When the Sudan red incident was fermenting, Jiang Jun was still in a well-known local western fast food chain, and his performance was 60% off that month. “He has also experienced great storms and waves, but this is the biggest storm and wave.”
Since March, Chen Xianggui’s stores in Jiangsu, Zhejiang and Shanghai have been closed and closed one after another. Jiang Jun quickly applied for the red head document of the key support unit of epidemic prevention materials in Shanghai on March 31. In April, when the city’s supply chain was shut down, Jiang Jun and his team spent three days asking about the intentions of nearby suppliers and decided to make community group purchases temporarily.
Chen Xianggui has more than 100 stores, more than 200 staff dormitories and 2.7 million members in Shanghai. Employees in their respective communities of owners, asked the most urgent needs of consumers.
In a completely shut down supply chain, it takes decisiveness to piece together a new link. Moreover, Jiang Jun has no relevant experience. He temporarily formed a new team of marketing department, supply chain department, operation Department and private member department. Everything was in a hurry. The project was hastily named “Chen Xianggui preferred”. Speaking of this, Jiang Jun laughed loudly.
In the first week, Chen Xianggui sold vegetable bags for more than 50 yuan. In the second week, we will sell frozen dumplings and wonton instead. Almost three weeks later, when you were hungry, meituan and dingdong gradually recovered their ability to buy vegetables, Chen Xianggui began to make brine, cakes and fruits, as well as beer and barbecue. Most of the goods come from their original suppliers and peers who can’t deliver goods. The distribution is looking for supply chain companies with licenses such as Shuhai (Haidilao).
The goods usually used in Chen Xianggui restaurant are not suitable for group purchase in the community – the fried yellow beef in the warehouse is commercially packaged and not suitable for retail. It doesn’t sell well in “Chen Xianggui preferred”. Jiang Jun is also considering doing part of the business of prefabricated dishes. Chen Xianggui’s noodles can be processed into prefabricated noodles by the factory and made into the taste of hand-made Lanzhou ramen, “which can increase the turnover of the store by thousands of yuan a day”.
Jiang Jun initially considered the risk of selling other goods in the name of Chen Xianggui. If there are defects in quality, how to go after-sales. The final decision is simple and rough, that is, to refund the money “until you are satisfied”.

Cooking skills of the founder of catering brand

Chen Xianggui store in normal period
Beef noodles caught up with the hot tail of consumption and investment in 2021, and Chen Xianggui was one of the two companies with the most financing. Its shop signs are bright and decorated with light wood color, which changes the old-fashioned image of traditional Lanzhou ramen.
This is a very important business. All stores of Chen Xianggui are directly operated. Last year, he opened about 100 stores in Shanghai. This can ensure the quality and improve the operation efficiency, and drive into the shopping center that the traditional franchise Lanzhou noodle restaurant can’t go to. The price is that once it stops, Chen Xianggui needs to bear the rent of hundreds of stores and the basic salary of employees.
Now, Chen Xianggui has more than 30 stores returning to work in Shanghai, far surpassing his peers. The store mainly sells packages, with a price of about 40 yuan. The main worry is the transportation capacity. They often have to stop after receiving orders on the takeout platform for five minutes, because no one gives them away. The daily turnover of urban stores can reach 10000 yuan, even exceeding that before the epidemic. Suburban transport capacity is even less, with a daily turnover of 5000-6000 yuan.
For Jiang Jun, group buying “just wants to earn cash flow”: it has served more than 200 communities in Shanghai, with a total turnover of about 2 million yuan, but the freight of trucks has increased more than ten times, making little profit. The help to cash flow is also limited, 2 million, but Chen Xianggui usually has a month’s sales of seven or eight urban stores. So far, hundreds of stores have been closed.
The consistent principle is that we must move. When the store couldn’t open, he organized a live conference internally and told his prediction of the overall environment in front of the camera. Employees receive industry training 3-4 times a week and executives have a live broadcast class every week. “Since we can’t make money now, we’ll do everything we didn’t have the energy and time to do in the process of opening a shop quickly.”
Jiang Jun changed the development tone of this year to the ultimate cost performance, including discount and disguised price reduction. Personnel costs have to be reduced. From March to now, Jiang Jun has followed the example of McDonald’s and Starbucks to increase the proportion of part-time employees from less than 10% to 25% – 30%. In addition, Jiang Jun gradually stopped providing dormitories for employees outside Shanghai and provided housing subsidies instead. After the closure of the whole city of Shanghai, the executives of the headquarters took the initiative to offer a 60% discount on their salary during the closure.
Next, Chen Xianggui will leave six months of funds to fight against accidents. Jiang Jun felt that the difficult times in the catering industry would not end soon. The 11 new stores in Beijing have been unable to eat in class for more than half a month. The beef used in the store is all imported and is still in normal supply, but no one can say clearly next.
Jiang Jun has always been optimistic, but in the live broadcast on May 1, he rarely said that he was a little anxious recently. In the barrage, the employees brushed “don’t worry, let’s carry it together”. In Chen Xianggui’s headquarters, including senior executives, 36 people have experienced more than one company with Jiang Jun. After the executive meeting every Monday, they will open a video conference link, raise their glasses and drink to the cloud.
Wu Jun’s biggest uncertainty lies in the CEO

Establishment: 2015 product: Mini Digital coffee cup represented by freeze-dried coffee powder business: nearly 800 million yuan of coffee and peripheral products were sold last year. Sales in Shanghai account for more than 15% of the country. Team: more than 200 people, with headquarters in Changsha, operation headquarters in Shanghai, factories in Jiangsu and Changsha, warehousing and delivery in Changsha and other six places. Valuation: 4.5 billion yuan (December 2020)
Before becoming the CEO of three and a half meals, Wu Jun’s entrepreneurial experience included operating a cafe and bar without branches and selling baking utensils and ingredients on Taobao. It is hard to say what management and strategic experience Wu Jun accumulated in these businesses, but at least let him understand that it is not the bad external environment that brings down the start-up company, and the CEO is the most uncontrollable factor.
Wu Jun constantly adjusts his habits to adapt to the environment.
In the second half of 2021, Wu Jun saw that the scale and conversion efficiency of online traffic continued to decline. On such a signal, he informed the whole company to enter the state of “pragmatic burden reduction, enhanced circulation and dynamic adjustment”. He slowed down his plans for offline coffee shops ready to make a big show. In the contraction of new business, most of the time, the most unwilling is not the team, but the CEO himself, “you have to hold yourself down first.”
The uncertainty of flow should be hedged through more certain channel coverage. In the past, tmall channel accounted for more than 90% of the total sales of three and a half meals. At the end of last year, they let the goods flow to, HEMA, etc., and even sold them overseas. The decision-making cycle has also been shortened. The new management rule is that the senior management team holds morning meetings at 10 o’clock every day. The improvement of internal efficiency can appropriately hedge the reduction of external efficiency.
The reality is still worse than expected. In March this year, Wu Jun was quarantined while on a business trip in Ningbo. He informed the team to replenish the warehouse and replenish the goods across the country immediately. In April, the goods were overstocked in the warehouse and could not be transported out. At that time, it was no longer an important strategy to establish a three and a half warehouse for coffee products in Changsha, but to stop the distribution of coffee products directly in the country. After the logistics was partially restored, the production capacity could not keep up, so Shanghai, which has the largest number of coffee shops in the world, decided to protect Shanghai first. Shanghai has always been the city with the best sales of three and a half, and Shanghai has the largest number of users of three and a half.
In the first half of the year, it was a wartime state for three and a half meals, and the space gap for placing goods in the truck became a factor to be considered. In mid and late April, a truck loaded with coffee worth 1-2 million yuan will depart from Changsha or Wuxi factory to Shanghai irregularly. In the early stage, in order to meet the needs of old users, they chose to transport the largest capacity of 64 round barrels of freeze-dried coffee, although the space utilization rate of round barrels was lower than that of square packaging. Since then, new users have increased, and they have increased the proportion of goods loaded with square experience. Three and a half meals also added an offline channel in Shanghai – community group buying, and insisted on giving a 10% discount to group buying goods. Since 2015, three and a half meals have maintained an annual revenue growth of more than 200%, and the growth rate has not slowed down this year. Wu Jun expects the growth rate to be faster in May, because many users no longer wait until 618 to stock up.
In our interviews, Wu Jun is one of the few entrepreneurs who can make everything normal without thinking about the end of the epidemic and the end of the epidemic.
What he can do is to use his own determination to fight against the external uncertainty, the present determination to fight against the future uncertainty, and the action determination to fight against the emotional uncertainty. The experience and emotion of individual employees are also uncertain. The company can get rich material packages for employees at the critical moment, and give three and a half meals of coffee in Shanghai warehouse to medical staff and volunteers, including students trapped in Colleges and universities. Doing this is more useful than encouraging words.

The first and only offline store in three and a half meals_ The force is located on Anfu road
“Which is greater, the uncertainty brought by the epidemic to the company or the uncertainty that I haven’t managed a multi billion billion company?” He replied, “that must be me”, because the latter is 100% sure, and how to deal with the epidemic is never 100% a matter.
Accordingly, the company’s strategic thinking should also be placed in a longer time cycle and greater space, rather than taking the epidemic situation as the starting point and end point of thinking.
“If I’m still thinking about my brand tone, SKU and sales for three and a half meals today, instead of solving these problems in the big industry of coffee, it means that the CEO thinks too little about this problem; if I don’t make strategic layout in a longer period of time, it means that the CEO thinks too simple about this problem.”
In the past three and a half meals, we relied on online sales, but we can’t rely on e-commerce to solve everything because of the high efficiency of the Internet. The meaning of offline layout is to generate more and more specific contacts with users. This is the case with community group buying, which will continue to explore after the end of the epidemic; Wu Jun didn’t want to think much about whether to expand the joint venture factory or even build his own factory. But in today’s world, focusing on patterns can increase certainty. New Oatmeal Milk and coconut milk are produced by OEM factories, which soon lack capacity and adjustment space.
Wu Jun thinks that the most vulnerable time is before going to bed. He tried to resist this vulnerability. When his mood was full, he immediately put down his mobile phone and hit his neck with a fascia gun to transfer the pain. Until one night, he brushed a video and couldn’t stand it. “It’s completely tearful.” he wanted to remember the real emotions he felt during the epidemic.
Wu Jun started his entrepreneurial career in 2008, left Beijing and settled in a corner of Changsha for many years. He was satisfied to do some business with his friends. Later, there were three and a half meals. He saw and realized the response after each decision. He used to pay more attention to decision-making and execution itself, but today, he sees that adding emotion to reasonable decision-making will produce great energy. Good products can bring cultural and social value – there is no doubt about it, but the emotional value of products is strongly felt for the first time. He specializes in meditation and cooperates with relaxing music before going to bed – he can always find his way.
In April, due to lack of materials, Wu Jun put a box of 9 coffee for three and a half meals downstairs. A neighbor took three and put back a kilogram of rice. “It’s the kind of good rice,” he stressed.
Huting in Hutou Bureau | I was not restrained enough before

Establishment: 2019 product: younger Chinese daily bakery stores: 54 (8 in Shanghai) team: 1700 people (including 120 in the functional line of Shanghai headquarters) valuation: RMB 1.8 billion (July 2021)
On March 25, the number of asymptomatic infections in Shanghai increased by more than 2000 a day. Many people realized the seriousness of the problem for the first time. The first batch of goods in the e-commerce general warehouse of Hutou bureau have been put on passable trucks and evacuated to the East China warehouse in Jiangsu and the South China warehouse in Guangdong.
The decision to transfer was made four days ago. At that time, the number of newly diagnosed and asymptomatic infections in Shanghai had exceeded 700 in a single day, but the Shanghai Health Commission said that each case was found in isolation or screening of risk groups. The situation seems to be under control. Hu Ting, who has experienced the closure and control of the epidemic in Changsha and Shenzhen, was not lucky. She and her colleagues decided to ship the e-commerce goods of Hutou Bureau out of Shanghai to prepare for the next changes.
By the end of March, the shelter will be built in the Shanghai World Expo Park. Hutou Bureau of the general factory in Shanghai began to adjust the supply chain and apply for supply guarantee qualification. By late April, the Qibao Vanke store of Hutou bureau had resumed business, providing food for nearby residents and allowing Hutou bureau to maintain some income in Shanghai.
With observation and a little luck, Hu Ting is always half a step faster. At the end of last year, the epidemic broke out in Changsha. Hutou Bureau, which started here, escaped a disaster because it opened stores across the country earlier. When making plans at the end of last year, seeing that the net inflow of population in Shanghai decreased from millions in previous years to tens of thousands, and the number of local people receiving unemployment benefits increased significantly, Hu Ting stopped the large-scale expansion and cut this year’s store opening plan to 88.
As a new generation of Chinese pastry brand first favored by capital, Hutou bureau took the investment of Sequoia when it opened its third store, and accelerated the opening of stores with the help of capital from 2021. Before October of that year, there were only 9 stores in Hutou Bureau. By the end of the year, there were 36 stores. Before the outbreak of the epidemic in Shanghai, there were 41 stores. During the epidemic in Shanghai, Hutou Bureau successively opened 18 stores in other cities across the country.

Hutou Bureau has made a younger transformation of the profitable Chinese dim sum business: the stores are designed into a more dynamic Chinese style, and the traditional plaque is equipped with modern font design; Traditional dim sum is blended with cheese, cream and other materials commonly used in Western dim sum.
After the restoration of Qibao Vanke store, 10 employees of Hutou Bureau stayed in the commercial building and didn’t go out to eat or sleep. In this environment, employees don’t want to be tired. They don’t work shifts and only produce the four best-selling and fastest-growing products. In the whole April, Hutou Bureau has only one store open, with a daily income of 100000 yuan, twice that of usual.
In response to the changes in epidemic control, Hu Ting set up three response standards with high requirements: the whole region statically corresponds to 60% of the usual revenue, and more than 80% of the original revenue should be completed in the state of production but no flow of people (takeout), and the same revenue should be guaranteed in case of disordered flow of people. Hu Ting wanted to try to make the company’s cash flow positive in June, “carry it over”.
Hu Ting changed the monthly meeting of cash flow management into a weekly meeting, “let everyone wind up”, and the theme of the meeting is to grasp the profit and loss of stores. The personnel in the non operating stores shall communicate and pay the basic salary. The adjusted new store planning (from 140 to 88) has greatly reduced the pre investment.
Investors also closely observe the industry dynamics. A major investment institution has had several long or short communications with Hu Ting since mid March. Most entrepreneurs are optimistic and work hard. From a rational point of view, the organization makes Hu Ting think about the plan in advance for the most pessimistic and extreme situation. “At least be prepared to quickly switch to the coping mode at the time node when the extreme state is foreseen.”.
This is not the expectation of VC to invest in new catering consumption. The attraction of the new restaurant lies in its ultra-high floor efficiency. The average floor efficiency of Hutou Bureau stores is still about 10000 yuan, which can be four times that of the old generation chain such as 85 ° C and more than twice that of Starbucks. Both entrepreneurs and investors hope that through capital, they can accelerate to win good positions in more cities, open a large number of stores and recover their investment early.
The risk is that before each store opens, more than half of the cost has been spent, paying rent, decoration and recruitment. Delaying the opening and interrupting the operation will put pressure on the cash flow. When the epidemic broke out in 2020, Hutou bureau had only one store that had just opened, so there was no need to worry about capital. Now there are more than 50 stores, but the risk is even greater.
The founder who graduated from Fudan University has started a chain catering business such as milk tea shop and baking for more than ten years. Previously, she was more used to investing her money in her next business. She thought that offline was a “slow track” and had an inherent growth law. After the fund-raising, her position changed a little. She felt that a sufficient amount of money could give the company the opportunity and space to exercise its ability to define industry rules. “First, the resources are slowly inclined to you. Second, we can suppress the underachievers through the advantages of scale and supply chain, so as to create a more relaxed environment for ourselves.”
Looking back at the optimism in last year’s interview, Hu Ting felt that he was “still not restrained enough” and “capital can give birth to scale as a lever of speed, but it will also pry people’s high points up. He was not particularly calm in controlling scale and rhythm”.
Hu Ting is still optimistic about his business. No matter how the economy changes, people always need a share of more than ten yuan, which is well packaged and filled with cheese and cream.
But the centralized supply chain layout has to be broken. The efficiency risk of relying on a single central kitchen and central warehouse is too great. Stores across the country need more storage nodes to ensure that stores in several provinces will not be closed in one city, and each store should have its own adjustment ability. Hu Ting put forward the “1050 plan” to promote the independent management training and profit distribution rules of the whole store. The store managers of the top 10 stores can obtain 500000 annual income through the profit distribution rules.
When it comes to the personal emotions in the epidemic, Hu Ting will briefly mention “more anxious”. Hu Ting still sends fancy posters of new stores and new products in the circle of friends as usual, except for some of the music Hu Ting once loved to share and the growth of his son.
Pang Xiaomin, a local founder in Shanghai, hesitates to emphasize the Shanghai identity of the brand

Establishment: 2019 product: comfortable sneakers. The total sales volume of popular single fufu silk shoes is 40000 pairs. Team: 20 people. Valuation: tens of millions of yuan
At an online meeting in April, Pang Xiaomin told the team that many of the spring and summer plans they had prepared for half a year would be invalidated because they contained too much “Shanghai” and “Shanghai is no longer a term of” glory “.
Last summer, he first proposed to bundle the “Shanghai” element in brand marketing and turn it into a “Shanghai brand”. Colleagues agree that this is a good idea. In order to show its foresight, Pang Xiaomin stressed that “love myth” had not been released at that time.
In the footwear and clothing industry, the concept of life and culture represented by regional elements are an important part of brand value. Old brands born in Paris and Italy often use place names to emphasize their pure blood; Labeled “Tokyo”, the brand expects to convey trendy and modern. In the field of sports shoes where fajo pepper planet is located, Pang Xiaomin talked about lacoste, a tennis shoe brand from France, and allbirds, which is popular in Silicon Valley with wool shoes – “its founder will emphasize that he is a New Zealand brand, suggesting comfort and environmental protection.”
In 2019, when pepper planet was born, the sports shoe market showed two trends: comfort and domestic brand pricing. In 2020, pepper planet’s ice cream silk shoes have a good response. The upper is made of silk stitched leather, which is rare in sports shoes in the past. It focuses on comfort and unlimited wearing scenes. 80% of the buyers are women.
But consumers who recommend pepper planet often give no more reasons than allbirds – “comfortable to wear”. Unlike Nike and ang Pao brands, they are bound with specific emotions and identity. This was the problem Pang Xiaomin wanted to solve in 2022.
In xiaohongshu store, the text introduction of pepper planet is “sports life brand from Shanghai, China”. He believes that “from Shanghai” can remind people of exquisite and beautiful living atmosphere, and finally precipitate into brand assets.
Pang Xiaomin is a native of Shanghai. She likes boxing and sends Gao Yuanyuan photos in her circle of friends. His first entrepreneurial project was that he was injured in boxing and thought of when he was idle at home. A man named “cock private style” wore content e-commerce. Later, he thought his name was indecent and changed it to “refuse basic”. This entrepreneurial experience further encouraged him to be a brand, so he had “fajo pepper planet”.

Fufu silk shoes. Recently, designers who are locked up at home have updated the visual map of the product.
Pang Xiaomin drew a sketch of the new shoes when she was isolated at home: “the toe is wide. The toes open freely”.
So far, pepper planet has only two shoes with 12 colors, with a monthly income of more than 2 million. There are various reasons for the slow development: two epidemics, suppliers’ collusion and ticket skipping, and large-scale power outage in Guangdong. Last year, he also had a lawsuit with the co-founder for more than half a year. Until January this year, the co-founder withdrew his shares, the small team of 20 people was finally stable. At present, the sales in Shanghai and Beijing account for 20% of fajo pepper planet, and the company’s revenue did not decline year-on-year. He believes that in the future, people will need more emotionally positive products, “we happen to be such a brand”.
During the interview, he showed a rich sense of humor. “The factory owner in Dongguan lost a lot of foreign trade orders and had a good relationship with us.” “You can almost recite your schedule in Shanghai.” “When there’s nothing to do after dinner, it’s the whole day’s emo time. It depends on whether you cook your last meal sooner or later, so try to do it as slowly as possible.”
Pang Xiaomin is not in a hurry. He doesn’t have much money, so he wants to be a brand slowly. “Ordinary life artist from Shanghai” is a narrative that Pang Xiaomin finally figured out. After the new year’s Day holiday, the team held the first spring and summer commodity planning meeting in 2022 – the third shoe is finally coming out. The new style code “555” is inspired by 555 cigarettes. According to the minutes of the meeting, “the overall tone: Shanghai chic, nostalgia, reshaping classics and splicing,” Pang Xiaomin hopes to use this shoe to broaden the market and win more mature people.
The “555” plan is released on May 5. The reason why it has not been put on the shelves so far is that in addition to the shutdown of the factory in January and February, the most critical thing is that the product stories originally based on Shanghai have to be readjusted. Had to take “Shanghai” out of the brand, “this may be the most unpleasant place for me. The soil and environmental culture on which the whole brand depends have been deprived.”
He put forward this idea last year, and no one opposed it. This year he decided to cancel it, and no one objected. But Pang Xiaomin was reluctant to give up completely. When you asked him if he would consider telling the story of Shanghai later, he said, wait a minute.
Louknow Yan Ming | be flexible and “turn as much as you can”

Establishment: 2016 product: global designer brand collection stores: 14 (including the upcoming Anfu road concept store) team: 250 people (100 people in the functional line and 150 people in the store)
In the spring of 2020, Yan Ming and his family moved from Beijing to Shanghai and moved into Wukang Road, which is particularly in line with Shanghai’s aesthetics. The fashion industry in the Yangtze River Delta has full advantages in the integration of brands, talents and supply chain resources. For Yan Ming and his wife, who have started a fashion buyer shop known for four years, this migration is very natural. At that time, Wutong trees on both sides of the road will sprout. Yan Ming believes that offline retail in Shanghai is full of hope and beauty.
At present, looknow has seven collection stores in Shanghai, and the other seven stores are located in Beijing, Shenzhen, Hangzhou, Nanjing, Wuhan and Chengdu. Each store has 500-600 square meters, like a small art exhibition. 80% of the clothes sold by looknow are sold directly from stores, and some E-Commerce orders are also issued from stores.
In mid March, when the store could not be opened, Yan Ming moved the live broadcasting equipment to an independent space near the store on Wukang road until the property informed that “no more people can come in”, and the live broadcasting team moved the equipment to the store closed on Wukang road. This store happened to be a single house on the street and was not open to the public until the street said “you can’t open it”.
A live broadcast can stably bring sales of 70000 – 200000. Yan Ming is quite satisfied with this figure. After all, he doesn’t use any investment. The lighthearted mood did not last for a few days. Yan Ming found that even if Shanghai could deliver goods normally, 30% of the country could not receive the goods, so he had to take the initiative to cancel the order. In less than a week, the anchor team with a total of 10 people (mostly buyers and temporary guest stars of gold medal sales) could not go out of the house again, and there was no anchor in the live studio. This is also the chaos before April.

Food and reading are the pillars of the containment period. There are many new understandings in Yan Ming’s rereading of Zweig’s autobiography yesterday’s world
Throughout April, Yan Ming was pressed by the inventory of tens of millions of goods. The retail industry pays attention to turnover. Nearly 70% of the goods in low know can’t be delivered, which is pressed in the stores and general warehouses in Shanghai. On March 29, two days before Qingpu general warehouse was completely closed, Yan Ming transferred only 2500 clothes worth 5 million yuan. With limited transport capacity and limited pre judgment, he felt that “Shanghai can return to normal in 7-10 days, even if it is not restored, it will not be completely blocked”.
Seeing that the temperature in Shanghai soon climbed to 30 degrees, spring was completely over, and the spring clothes in the buyer’s store were still locked in the warehouse, and a large number of orders were cancelled. Clothing is highly seasonal. The fashion industry attaches importance to “trend”. After the season, clothes have to be sold at a deep discount. Yan Ming estimated that if the store could be opened in early June, the income loss from April to May would be 30 million. If it goes back, the loss will be even greater.
Yan Ming realizes that in the current environment, there is no perfect solution for his clothing business. What he can do is to constantly find small breakthroughs and adapt to changes. These two days, the looknow buyer team has just ordered the goods in the autumn and winter of 2022. Due to the epidemic, it is also one month later than in previous years. The order is carefully written. Yan Ming only sets the amount of less than half of the expected sales, reduces the proportion of “bought out” goods and improves the proportion of “consigned” goods, which provides flexibility for inventory and sales. The remaining sales space is left after the actual sales, and the best-selling products are added through the existing sales data.
“Shanghai experience” can also transfer flowers and trees. At noon on the day when lowknow Beijing international trade store was told to close, the clerks took a taxi and carried hundreds of best-selling clothes to the still open Beijing yidigang store. A week later, Yidi port store received the news that it would be closed again. Yan Ming arranged for core employees in Beijing to go to stores in Chengdu and other cities, and the goods were also sent to foreign stores. Yan Ming smiled and said that this was “should be done”.

The Wukang Road store before the epidemic in Shanghai this year is bustling, and it has to queue up to enter on weekends
After May Day, there was sporadic news of resumption of work, but it was difficult for the buyer’s shop to be included in the list of guaranteed supplies. Yan Ming is well aware that consumers’ demand for fashion is relatively weak at present, but it will not disappear later, but the consumption trend and aesthetics may change.
In the summer after the epidemic in 2020, Yan Ming’s friends gathered in Houhai village, Sanya. When autumn comes, people fall in love with camping again. The epidemic situation has stimulated people’s longing for nature. The theme of Shanghai Anfu road concept store, which was originally scheduled to open in April, is “street tide and neutral wind”, which is very different from the style of emphasizing soft curves and bright printed clothes in the past. Yan Ming believes that after the epidemic, people’s consumption aesthetics will become more and more life-oriented, and consumers will look for goods that respect their natural characteristics.
These days, Yan Ming can go out by bike. In his circle of friends, he wrote down “hope is also a great and robust beauty, a tenacious beauty that will not be harmed”. The picture is Wukang road covered with green shade.
TX Huaihai Xu Wenjun | cruel but optimistic

In 2019, there are 4 state-owned catering and entertainment asset management teams, accounting for 37% of the total assets of Shanghai Baiying group. In 2019, there are 4 state-owned catering asset management teams, accounting for 37% of the total assets of Shanghai Baiying group.
“Do you want to be optimistic or cruel?” At the beginning of the interview, Xu Wenjun threw a question first.
The shopping center “TX Huaihai | young power center” encountered a cruel reality at the beginning of its opening. On December 31, 2019, the adjustment and reform project was put into trial operation in Shanghai. On the same day, Wuhan Municipal Health Commission publicly reported the epidemic situation for the first time. After the news spread, citizens were afraid to go out. “No customers, no salesmen.” Xu Wenjun said, “we didn’t even have a direction to continue business or suspend business at that time. Some of the first batch of tenants finished decoration, and the boss closed down before he came to see it.”
Huaihai Road, where the shopping mall is located, is one of the most prosperous neighborhoods in Shanghai. It is also a key area for the old transformation of commercial buildings in Huangpu District. The shopping mall is controlled by the state-owned company Bailian Group. Xu Wenjun is the project manager, and her Yingzhan group is responsible for daily operation. After the trial operation began, “TX Huaihai” took a year to announce its official opening by the end of 2020. In the second half of the year, the mall soon burst out its attraction to young people in Shanghai. As of November last year, the total monthly average passenger flow reached 87000, and nearly half of the customers were under the age of 30.
In 2021, the project was included in the Harvard real estate review as a research case: “every few months, the mall will create a new narrative related to specific groups, and invite more brands and tenants in the form of flash stores, art seminars and exhibitions.” Situ Wencong, the founder of Yingzhan, once operated projects such as Shanghai Zhengda square, Beijing Kerry and Hangzhou West Lake world. When planning “TX Huaihai”, he first put forward the concept of “curetail curated retail”, which also means that shopping malls rely heavily on offline activities.

The mall was formerly known as Huating yishidan and Huaihai store of the first department store. After the merger, it became the largest commercial body in the middle of Huaihai Middle Road, covering an area of 2.7 square meters.

On Halloween night, young people lined up at the door to enter the party in TX Huaihai mall.
Since December 2021, there have been sporadic imported cases in Shanghai, and the cross year and double day activities of many shopping malls cannot be approved. The annual activity of “TX Huaihai” applied early, but the flow of people needs to be controlled, so many original contents have been removed.
In order to make up for the losses and meet the peak consumption season after the Spring Festival, Xu Wenjun and his team made a lot of preparations: painting exhibition, new market, new tenants, NFT jointly sold with physical stores, etc. All this came to an abrupt end in March. It was a Wednesday on March 16. Xu Wenjun decided to close the mall for three days and wait for the weekend. At this time, no government department has ordered the mall to close.
The reason for the active suspension of business is that “the main consumer groups basically can’t get to the store” and “the clerk can’t get to the post”. According to the statistics made within the team, nearly 1 / 3 of the clerks live in epidemic related areas. Later, Xu Wenjun analyzed that there are many concept stores and first stores of “TX Huaihai”. Once the clerks are isolated, it is difficult to find someone to replace them like a chain brand. The procedures for entering the store have become troublesome, and people’s willingness to consume shops along the street has decreased significantly. The nightclub in the mall was closed in January. Around March 20, the mall is still open, but sometimes the passenger flow into the store is even single digits a day.
In the third quarter of last year, before the emergence of the epidemic threat, Xu Wenjun felt that the consumer market had changed, “the enthusiasm of capital for consumption decreased, and the true face of many new consumer brands appeared on the table.” She said, “the real estate in some cities are crazy to chase these brands, but when we really cooperate, when we look at the statements, it is not as beautiful as we thought.” Since the second half of the year, “TX Huaihai” has adjusted its investment promotion strategy. The team talked with an international sports brand and VF group about two new concept stores, which were originally planned to open in May this year. “There is a global concept store. We are racing against South Korea. Originally, we were the first in the world and Seoul was the second.”
“TX Huaihai” thinks it has enough competitiveness to attract passenger flow after unsealing. It may be a bit of luck that the works to be exhibited in the exhibition were transported from Japan to Shanghai before being sealed. More confidence is based on the fact that the team has been used to flexible “curation”, there will be market activities outside the mall, and fashion shows will be held in the mall. Xu Wenjun said that in the short term, many brands will lose their long-term rental capacity, but their business and content are still there, which means that there will be a demand for a number of flash stores in the future.
On May 15, Shanghai announced that it would resume business and market in stages from May 16. Xu Wenjun said that they also received the same request for resumption of business, but there were positive infected persons (security guards and decoration workers) isolated in the mall and could not open the door for business according to the regulations.
Due to the state-owned background, tenants of TX Huaihai can get rent subsidies for up to 6 months this year. The policy requires landlords of state-owned enterprises to “be free and free”, and the total rent free amount is expected to exceed 10 billion yuan. Xu Wenjun estimated that the revenue target of the mall this year was originally double-digit growth, but now it may fall. Considering the higher budget than before, the profit is much less.
I asked Xu Wenjun how to cheer up her subordinates recently. She asked an employee in the team to answer. I’m afraid of losing this job Xu Wenjun said that during this period, the company did not cut wages or lay off employees, but “guaranteed income in drought and flood”. In the job of shopping malls, we often see brands open and close, but the young people of the team have never been so lucky to work in a state-owned enterprise as they are now.
Penguin eating and drinking guide Wang Zhiwei | the company can no longer maintain the status quo, nor can he

Establishment: 2015 product: media about food, online food buyer’s shop, doing more self-developed food and beverage team: 50 people, income: about 10 million yuan per month, financing: round a financing of 3 million US dollars in 2016, and self-sufficiency thereafter
Wang Zhiwei is familiar with the location of the most delicious restaurant in the city. Not only in Shanghai where he usually lives, but also when he goes to Yanji, Jilin for the first time, he can find the best barbecue shop and order the most appropriate dishes. He founded Penguin eating and drinking guide, which is more like a food lover pursuing his lifelong love and setting up a company by the way. But the recent experience made him seriously think about whether to turn starting a company into a more serious matter.
Talking about the key decisions made in the past two months, Wang Zhiwei said in a low tone: “no, we are quite passive.” He saw many examples of entrepreneurs who were also in Shanghai. Some companies have scattered their warehouses in different cities. “They won’t say that they are as stupid as us and lose everything”; “If nowwa coffee shop can’t open, it will become a front warehouse to sell retail products. It is said that it is still growing in April and is super powerful”; “It’s also good to advertise more if you can’t sell the goods.”
In 2015, he founded the penguin eating and drinking guide. In seven years, he managed a official account with an average daily reading volume of 100000 and an online food buyer’s shop with a monthly income of 10million yuan, attracting a group of middle-class readers and consumers.
At the beginning of the epidemic, he was a little unprepared. The company suspended for a whole week. The two delivery warehouses are in Shanghai. The warehouse has been closed since March 29, and one of them has not been opened yet. In April, penguin’s E-Commerce orders for food and drink decreased by 60%, and then excluding the refund, only half of the remaining 3 million transaction volume could be delivered normally, and the company’s cash inflow was 85% less. Another bad news is that Wang Zhiwei also told the team that a loan approved by the company in March each year has not been approved since the bank manager was isolated.
As a Shanghai citizen, he needs to protect himself and his family, but as a CEO, he also needs to protect his employees. At the end of April, a financial colleague of the company and her husband tested positive five days before the due date of delivery and were transferred respectively. Wang Zhiwei mobilized his colleagues to call all the times and replied that the reception policy was not clear and asked the pregnant women to make arrangements. The next day, the employee accepted the arranged transfer. Fortunately, the child was successfully born in Shanghai Jinshan public health center. A few days later, she talked to Wang Zhiwei on the phone and remembered to reassure him, “even if the warehouse has not been opened, the money in the company’s account can last until September.”
Before and after the birth of the newborn, the company also slowly regained its vitality. The person in charge of selection took the lead in setting up a small team to do community group buying. By mid April, there were more than 100 heads of the group buying group. Many products in the freezer – beef brisket, steak and so on – soon ran out of stock, and they didn’t raise their prices.
In the cooperative factory, an employee found that there was still a batch of unpacked ear hanging coffee. His colleagues immediately contacted the factory and assisted in transporting the goods to another factory next door for packaging. On April 15, Wang Zhiwei posted a poster in his circle of friends: “it’s not easy to get some coffee hanging ears, 30 packs of 138 yuan, and 60 community groups into a single.” A total of 800 bags and 24000 pieces were sold short in an instant. For some beverage suppliers with their own delivery ability, the team has changed from the original warehousing mode to one-piece delivery. These days, the company signed a contract for a temporary normal temperature warehouse in Hangzhou to deliver goods.

Both the Penguin Group purchase and the Penguin Group purchase are initiated by the supplier.
The two-month ordeal made Wang Zhiwei realize that the company can no longer maintain the status quo, nor can he. He still thinks that Penguin eating and drinking is a media first, “compared with other we media companies, we have done a lot.” But that’s not enough. Recently, when ordering eel rice takeout, he began to pay attention to the suppliers of food bags and planned to develop prefabricated vegetable products by himself. He considered opening branches overseas to purchase goods directly and then import them into China. Xiaohongshu also has to make great efforts to “own” more traffic.
In the past, he didn’t like to run the company in every detail. He believed that the heads of the Department were becoming more and more mature, which relieved him. Until recently, he focused on how to combat vulnerability. He realized that in addition to clearer business objectives, the ability of team leaders, including himself, should grow again.
One day in April, Wang Zhiwei sat in front of the computer and spent a day writing a four page document listing all his thoughts on the current problems and solutions of the company. The most is “people related issues”, there are eight, to “build a more effective organization”. Recruitment, salary, structure, training and assessment are covered. On the same day, this document was shared with all management team members.
Uooyaa Wuya | Yin Jianxia: no crisis can be wasted
Establishment: 2014 product: Women’s clothing stores that “real and interesting fashionable big girls” will wear: about 100 (half of them are franchise stores) team: about 300 people (including direct salesmen) financing: personal investment of the founder
For this epidemic, Yin Jianxia’s attitude is “no crisis can be wasted”.
Uooyaa Wuya has about 100 stores nationwide, half of which are franchise stores. Over the past few months, about 20% of stores have been closed every day, and the flow of people in stores still open has also decreased significantly, cutting half of their income. Yin Jianxia has always been pessimistic about the future. At the beginning, the team made a plan to unseal in half a month. He said he would do it in one month, but he didn’t expect that the sealing and control meeting would start in two months.
In 2014, Yin Jianxia, 39, resigned from MetS bonway as vice president and director and founded uooyaa Wuya. Brand positioning is a “real and interesting fashionable girl”. In the fifth year of its establishment, the company has an annual sales volume of 300 million yuan.
The garment industry operating with futures logic needs to predict the market direction earlier than FMCG. After May 2020, sales of many clothing brands rebounded sharply. In that year’s Shanghai Fashion Week, the order volume of a large number of designer brands was several times that of the previous year.
Not only because of the so-called retaliatory consumption, many domestic buyer stores have been difficult to purchase abroad since 2020 and order at home instead. However, from the second half of 2021, the sales of the whole fashion industry slowed down significantly, and the total retail sales of clothing, shoes and hats and knitwear and textiles decreased by 2.3% year-on-year. No one was spared. UNIQLO, the representative of the basic model, saw a sharp decline in profits in Chinese Mainland in the last quarter of last year. The growth rate of the luxury industry, which was originally considered to be less affected by economic fluctuations, also fell at the end of last year.
Based on this, since the second half of last year, Yin Jianxia decided to slow down the speed of opening stores, which reduced his losses after the outbreak of the epidemic in Shanghai.

Uooyaa 2021 autumn and winter series show site
Since April this year, Yin Jianxia has spent a lot of time to realize what he wanted to do but didn’t do in the past: training in all departments of the company and franchisees to convey brand thinking. In the past, uooyaa Wuya’s evaluation of direct store employees and online store operation mainly focused on sales, and then part of the weight will fall on “whether it has done brand value output”. In terms of product planning, uooyaa Wuya used to rely on popular single products, and then began to precipitate classic products. Present the value proposition of the brand with a complete set of products.
Increasingly dependent on online sales, how to unify brand presentation is also a new topic. Yin Jianxia selected several key members to set up a special team and set standards with franchisees. “We should take pains to communicate with franchisees about brand attitude and value proposition. This consensus is more important than how to commission and motivate interests.”
After staying at home for a long time, he maintained his vitality by work. On a Saturday in April, Yin Jianxia sent a circle of friends: “no one has asked me for a meeting today. I’m depressed.”
On May 10, the autumn and winter ordering meeting originally planned to be held in April was changed to a Hangzhou store in Wuya, uooyaa. Because designers can’t go to the factory to communicate with the master as before, it took longer than usual to make the sample clothes. Most franchisees participated in the ordering meeting online. The designer and commodity department are responsible for online explanation, the operation Department is responsible for communicating with customers in advance, and the stylist looks for and selects models locally. Yin Jianxia said: “from beginning to end, my colleagues didn’t let me participate. No one called me and sent wechat all day. I sat in the yard smoking and was very nervous. All my colleagues in Shanghai were sealed at home. Who knows what would happen if I operated remotely?”
The initial goal set by the team is that this autumn and winter should be at least the same as last year. At 8:30 p.m., no one was looking for him. Yin Jianxia couldn’t help making a phone call. His colleague told him that the order quantity exceeded the standard.
A lot of things can’t be helped, but they will happen

Establishment: 2015 product: a household decoration consumption decision-making platform that encourages people to make do with it, 30 million user team: 300 people, headquartered in Beijing
The advertisers that Feng Gu can think of all at once are basically in Shanghai. Most of them are overseas household appliances, building materials and Sanitary Ware brands, and Shanghai is the preferred headquarters in China for such foreign enterprises.
“Now I deeply feel that Shanghai is the engine of business.” Feng Jia estimated that if the epidemic does not return to normal in the second half of the year, the company’s revenue will decrease by about 20% this year. Advertising is one of the three main incomes of living well. The other two are designer and brand number certification, which are less affected by the epidemic.
The income of living well includes advertising income, designer income and brand number certification income. Advertising is the most affected. Most foreign brands such as home appliances, home furnishings, building materials and sanitary ware are concentrated in East China. The company’s brand located in Shanghai is in a semi suspended state, which will also have a great impact on the performance of good living this year. “If the epidemic is unstable throughout the year, the income impact may be 20% of the original expectation.”
Last October, Haohao, headquartered in Beijing, opened a new office in Shanghai People’s Square, with an area of 8900 square meters and a rent of more than 100000 yuan per month. Just after the Spring Festival this year, the partition was broken down, and there was an epidemic. The decoration was not over yet, and it was empty.
Everything is not going well, but Feng Gu is quite happy. Good living plans to start an exploratory business this year, the so-called “second growth curve”. If everything were normal, he would have recruited 70 or 80 new people in the middle of this year and added 70 or 80 people with experience in developing large software projects to the 300 person team.
“If there is an accident in July or August and people are recruited, they may have to lay off staff now.” Feng Jia postponed the project indefinitely after the Qingming Festival because of the epidemic in Shanghai.
Seven years ago, Feng Gu decided to start a business. The opportunity he saw was that the Chinese people’s concept of consumption would change. Before, people always tied living and decoration to death. He hopes to let people see thousands of possibilities of living. Without changing houses and decoration, they can also improve their living environment, rather than making do with it all the time.
Seven years later, Chinese people’s consumption concept has indeed changed greatly, and domestic brands have also grown significantly. “This is irreversible, just saying that it may not be as fast as we thought before.”. Corresponding to the development of a company, the team can not add people, and the new business with large investment will not be done.
It seems that everyone has lowered their expectations for the future. When the capital market and economy were particularly hot before, the people Feng Gu contacted often asked for a doubling of their income from large factories. “It’s not very good now. They expect an increase of almost 20, 30 or 40 percent.”
Investors have also calmed down. In the past, they thought a lot and felt that many new businesses should be done. Now the investment institutions holding the company’s shares pay more attention to whether the operation is stable.
Feng concluded that his biggest change was more realistic. In the era of radical growth, it seems that everything should be solved and someone will always help you. That era has passed, “many things you can’t do, many things it is inevitable.”
Tourism is Feng Gu’s only emotional outlet. He drives to Mentougou in the west of Beijing every weekend and watches Google Earth decompression on weekdays. He was keen on shooting wild plants and joked that he might become a plant photographer one day.
Feng Gu’s mother has worked in finance and financial media for 30 years. She reminded her son earlier that the overall economic situation is bad and there will be problems. There are often debates between mother and son. One talks about the macroeconomic superstructure, and the other answers that he is just a small entrepreneur and can’t do anything, “Mom, I can’t affect the macro economy. If anything happens, I can only lie down and get shot.” Feng Gu said.
Solar eclipse Jiang Xuan | feed yourself and the company with the lowest power consumption
Establishment: 2013 positioning: the earliest food video media + life e-commerce (self research + OEM) products: self research based composite seasoning, life optimization platform team: more than 140 people, three cats and two dogs, valuation: 350 million yuan (January 2022)
Even the veteran food Video blogger, Jiang Xuan, the founder of “Eclipse” who has been locked up in Shanghai for two months, has been completely numb in cooking. He has only one last insistence – absolutely not eating instant noodles.
During the epidemic period, he tried to do some things he had never thought of doing by himself before.
For example, when you cut your hair, a pair of household scissors “crack” a few times, and the bangs that have grown to cover your nose shrink back to your eyebrows in more than two months; Or take a bath for a golden retriever, and it takes hours just to dry it; The shooting skills of about ten years ago have also been recovered. During this period of sealing and control, he has to complete the routine video programs, product details and evaluation by himself.
Nine years ago, Jiang Xuan founded the eclipse brand with more than 140 employees and more than 54 million followers. The main revenue comes from two parts: content advertising and e-commerce sales. Before the epidemic, the income of e-commerce had reached 150 million yuan per year.
During the sealing and control period, it is impossible to maintain the regular update of video content, and the revenue of content advertising is almost zero. Only the advance payment of the previously negotiated contract is received. Originally updated once a week or two, the latest update was a month and a half ago. He made a whole chicken dinner at home and had a “cloud birthday” for CEO pastry (a white stray cat with blue eyes).
E-commerce is severely affected by warehouse sealing and logistics. Two warehouses for self-developed products, one in Songjiang and one in Qingpu. At the closing time, the eclipse obtained the qualification of group purchase and supply guarantee, and sold the inventory in the warehouse to Shanghai residents at the original price. The price of the self-developed food in the eclipse is not expensive. A packet of scallion oil flour sauce is 16.9 yuan and a packet of dongyingong soup is 17.3 yuan. Catching up with the soaring freight, the group purchase profit is only a few percent of that before.
Other e-commerce orders are basically at a standstill. Logistics costs used to be negligible, but now they have increased two or three times. When goods are allocated in the same city, a truck can quote tens of thousands of yuan for 30 kilometers. The prices of various raw materials have increased, and the gross profit is much lower than normal.
Five days before the salary for May is about to be paid, Jiang Xuan issued a notice to the whole staff group: from next month, the salary will only be paid at the minimum standard of Shanghai plus 30% until the company can return to work in an all-round way.    
During the closure period, employee wages have become the largest expenditure. “Our biggest bottom line is to ensure that everyone is not unemployed. Keep the company first and others step by step.” Jiang Xuan said.
This is not the first time that the company has experienced epidemic fluctuations. At the beginning of 2020, the solar eclipse record had zero income for three consecutive months, but Jiang Xuan was in a much better mood than now. At that time, the logistics in Shanghai was normal. Although the people all over the country temporarily lost their consumption desire because of panic, the factory could continue to produce, “even if no one bought it, our psychology would be better.” Jiang Xuan said, “because it will be more hopeful.”
But this year, they lost their production capacity.
Eclipse once opened an offline store in Shanghai Shimao center in 2018. It was just a water test, but they saw great hope. Offline stores are like live advertisements. People go there to punch in, leave messages, take photos, drink, and then take some products. Brand advertisers are also willing to participate in flash marketing. Jiang Xuan said that in the first year, the offline store of eclipse brought more than 10 million new advertising revenue to the company.
From personal we media to a company employing 140 people, eclipse is the representative of content and consumer entrepreneurship in recent years.
After the epidemic in 2020, offline consumption remained dismal for some time. The daily turnover of offline stores fell vertically from 10000 – 20000 yuan to three digits or even two digits. By 2021, it had affected the financial report figures. There was no way, so Jiang Xuan had to close the store.
Since this year, the only good news he has grasped is that before the formal closure of Shanghai, the company obtained a 10 million yuan financing of station B, so that the company’s cash flow will not be cut off.
The money was intended to make some new attempts. They had already found a space, and a team of about 10 people made it into their own live studio of eclipse. Fortunately, the largest procurement has not been completed, and the sealing and control came. A few days ago, Jiang Xuan and his partners decided to cut off the business completely and stop doing live broadcasting. In this way, the cost of supporting and waiting for a team to mature can be saved. After the annual frame cooperation of the previously signed large live broadcasting room is completed, those e-commerce festivals with “some, no and fancy” will no longer participate in this year.
The original business plan also took the cost of 500000 as the measurement standard to judge whether to stay or not. Originally, there was a documentary shooting plan. It was Jiang Xuan’s dream for a long time to shoot a series of documentaries similar to “flavor world”. A few days ago, the project was also put on hold.
The only thing he doesn’t want to discard is self-developed products. Since doing e-commerce three years ago, the proportion of self-study in the goods sold by eclipse e-commerce has increased from 20% to 70%. After returning to work, he will not open any offline stores, but invest most of his funds and energy in new product research and development.
Tims China Lu Yongchen’s plan to open 2750 stores will not change

Establishment: nearly 450 stores entered the Chinese market in February 2019 and nearly 200 stores in Shanghai. Products: coffee + hot food team: confidential valuation during the silent period of listing: US $1.4 billion (according to the statement of the exchange, it is US $1.688 billion before March 9, 2022)
A month ago, Shanghai, the city with the largest number of coffee shops in the world, reopened its first coffee shop.
North American coffee chain brand tims (Tim Hortons) has opened nearly 450 cafes in the third year of entering the Chinese market, with Shanghai accounting for nearly half. On April 16, TIMS opened its first guaranteed coffee shop in Shanghai, which is located on Tibet South Road, Huangpu District, 6km away from the Bund.
The freight is too expensive. After the resumption of opening up, TIMS can only place orders through community group purchase, with a collection of 25 orders. Tims will use its own special car to deliver the set meal composed of coffee and hot food to the community. Tims has opened 14 stores one after another, making it the largest coffee brand in Shanghai.
Since the resumption of opening-up, tens of thousands of families in nearly 2000 communities have bought coffee from tims. The clerks in guaranteed supply stores are only 1 / 3 of the usual, the production capacity is limited, and the turnover is four or five times that of the usual. The orders of each store have been arranged for two or three days. Lu Yongchen, CEO of tims China, received feedback from many consumers, saying that without freshly ground coffee, life is like a year, “I feel alive after drinking this one mouthful”.
The first thing to open a store is to get the guarantee certificate from Shanghai Municipal Commission of Commerce. In addition to coffee, TIMS also provides ready-made hot food, which helps it obtain warranty qualification faster than other cafes. After getting the certificate, TIMS has to apply to the food and Drug Administration and other government departments to ensure that the store meets some basic conditions, such as in the low-risk prevention area, no new diagnosis has been added for several days, etc; The team then communicates with the District, street, community and property one by one.
The current 14 stores can cover most of Shanghai. At the meeting at 5 p.m. every day, Lu Yongchen and his team open the map of Shanghai to study which areas are not covered. Each store provides a set meal containing 4-5 kinds of coffee heated food, but due to production capacity, epidemic prevention requirements and dish supply chain, the menu often needs to be changed according to these changes. In less than a month, TIMS changed a total of 8 versions of the warranty menu.
Lu Yongchen said he was a rational optimist. He believed that the impact of the epidemic could pass in June, which was the most optimistic among the more than ten CEOs we interviewed. Even if the epidemic continues, TIMS will have no problem surviving. “We will quickly adapt to all kinds of changes.”
Tims Hortons was founded in 1964, seven years earlier than Starbucks. It has more than 5000 stores around the world. In 2014, it was sold to Burger King parent company at a price of US $11 billion. In February 2019, when Ruixing was regarded as a consumer model, TIMS coffee officially entered China and expanded rapidly with the support of Burger King.
In order to compete with local start-ups, TIMS China’s ownership structure is independent of the parent company, the management team is more independent, and the stock value in the hands of employees in China is expected to match the growth rate in China, which also facilitates tims China’s independent financing. In 2020, TIMS, who has just opened more than 50 stores, obtained Tencent’s strategic investment. At that time, the goal was to open 1500 stores in China in ten years. Nine months later, the investment of Sequoia China and Zhongding capital was reaped. The goal of opening stores was to open 2750 profitable stores by the end of 2026 – the time was shortened by half, the number of stores was nearly doubled, and profits were to be made.
Even after the outbreak, the goal remained unchanged. Lu Yongchen said that the plan set at the beginning of the year to open nearly 800 stores (more than 300 new stores) in 2022 has not been adjusted. This means that even if everything calms down in June, TIMS will have to open 1.4 stores a day to achieve this year’s goal.
Lu Yongchen said that the headquarters and shareholders have no objection to this, “overall, our plan to open 2750 stores by 2026 will not change.”
Tims China is planning to sprint to the market through spac, and the certainty and growth space are favored by the capital market.
Now, Lu Yongchen will expand his business to deal with uncertainty. Tims has entered 25 cities in China and will open more stores in cities outside Shanghai in the future; The offline food business is greatly affected by the fluctuation of the epidemic, so expand the takeout business; The retail business that began to try last year has also become more important – freeze-dried coffee, coffee liquid, ear hanging coffee, etc.
Tims entered the Chinese market in less than a year and encountered the epidemic, and grew to the third year under the epidemic. In 2020, China is regarded as a safe haven in a turbulent environment, with strong and stable consumer demand, and global enterprises and funds once flowed here. Today, they face greater uncertainty and the cost of waiting for harvest.
Catch more fish Wei Ying “does this era still need entrepreneurship?”

Photo: the shadow comes from Wei Ying. She likes to call herself cat help
Establishment: 2017 products: from second-hand book trading to second-hand clothing and a small amount of electronic products, also known as “good business in the peaceful downward period”, with 10 million online user stores: one store in Beijing and one store in Shanghai; The book warehouse is in Tianjin and the clothing warehouse is in Kunshan. The team has 80 people. The valuation is US $100 million (may 2018). The cash flow before the epidemic has become positive
After staying in an apartment hotel rented by a parent on Xiaoyun road in Beijing for two and a half months, Wei Ying, the founder of duozhuoyu, planned and implemented a return plan to Shanghai in detail on May 9. Taxi companies, streets, neighborhood committees, volunteers, gatekeepers, community leaders, neighbors… Wei Ying greeted everyone who could think of in all links. The process was smoother than expected. When she got home, she saw that some plants in her home in Shanghai were dead and some were blooming, “just like enterprises in market fluctuations.”
The impact of the epidemic is gradually coming. The book warehouse for catching more fish is in Tianjin and the clothing warehouse is in Kunshan. Tianjin warehouse was closed for one week in January and 10 days in March. Fortunately, the second-hand clothing business is still running. In March, more fish were caught, creating the highest monthly income in history. Soon the epidemic broke out in the Yangtze River Delta, Kunshan clothing warehouse stopped for nearly two months, and the clothing business with an original growth rate of more than 50% was completely shut down; There are more and more areas that can’t send and receive mail from home. In April, the overall online book list fell by 22% over the same period, and Shanghai directly returned to zero. Orders in most cities with epidemic diseases fell by more than 60%.
There are two offline stores to catch more fish. The Shanghai store on Anfu road closed in March. The Beijing store is still open. May 7 is the monthly meeting of the whole staff. My colleagues went to work early in the morning and found that the iron door was locked and many people’s computers were still inside. The next day was the fifth anniversary of catching more fish. The celebration was moved to the online and the cake was simply returned.
That day, Wei Ying prepared a speech entitled “why Confucius is needed to catch more fish”. One of the core of catching more fish is to simulate the market pricing mechanism through the price regulation of second-hand goods. Macro-control can concentrate on doing great things in the big market, but in the long tail market, it will fail because of insufficient data and difficult to meet personalized needs.
She would like to take advantage of what happened in April to clarify how the market economy and macro-control play a role, and why macro-control can not replace the professional division of labor in the market. At that time, the colleague who was preparing for the birthday celebration played a song in the video. After the song was broadcast, there was no sound during the meeting for a long time. She was the next speaker. As soon as Wei Yinggang opened his mouth, he suddenly felt sad and choked.
Work stoppages continue, “like gambling”. Wei Ying will honestly tell her employees about her situation. She can’t plan. She even read love novels. For a while, she felt “how so weak”. She said that her colleagues do not need her comfort, but she is the one who should try to cheer up and deserve her colleagues.
Last year, there was a new financing for catching more fish, and the valuation was only a little higher than that of the previous round. Wei Ying thought, if we don’t melt at all, the company can survive its own operation. In January this year, they applied to the bank for a loan. Because of the epidemic, the loan originally approved in March was delayed until May. Wei Ying said that the company can last until at least October this year.
Second hand commodity trading is considered to be “a good business in a peaceful downward period”, as evidenced by the numerous antique shops on the streets of Tokyo. But the premise is “peaceful downward period”. If one link is abnormal, the whole system will be paralyzed. “It looks like it’s full of security. In fact, it’s only a few switches away from the collapse.” She said that the turbulent period requires transactions between individuals. Because it is more flexible, she began to consider how to do C2C – which conflicts with the previous practice of catching more fish to ensure the quality of second-hand goods with strong control.
Since the middle of last year, Wei Ying has three mountains – lack of financing, business restructuring and organizational restructuring. After more than half a year, these three problems have been solved almost, and there are overall social events. She will think, is enterprise survival the highest bottom line, or human dignity? She thought that in the past, social beliefs created the myth of wealth, and people followed corporate heroes. Now she feels that what entrepreneurs can do is too limited. “Society needs thinkers, creators and spiritual creation to help us go on.”
One day, Wei Ying suddenly thought of Du Fu and recited Du Fu’s poems. She found that they were really good. In the past, she preferred Li Bai and thought Du Fu was too heavy. “That’s how people landed.”
Almost all Chinese entrepreneurs have established their understanding of development and value creation in the rising period of more than 30 years. When society enters a new cycle, the process of experience is so painful for most people. But for others, they grow up because of this, and the cycle teaches them how to understand the country, society and enterprises more comprehensively. It is the essence of entrepreneurship to see only opportunities and ignore how many resources they have in their hands, but entrepreneurs don’t need too many entrepreneurial moments in their life.



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