Company News
In 2025, Fun Coffee successfully completed its initial strategic positioning in the global market. Leveraging strong technological research and development capabilities and profound brand penetration, we have formed a complementary and interdependent competitive advantage. Through efficient resource allocation, scientific operational models, and outstanding team execution, Fun Coffee has secured a favorable position in multiple core areas of the global market, building a solid operational foundation and laying the groundwork for the next phase of rapid development. Looking ahead to 2026–2027, Fun Coffee will enter a critical stage of maximizing capital efficiency. In the past, we focused on rapid "point-based expansion," achieving scaled growth through market penetration and brand building. The next two years will be a decisive period of transformation for us. We will evolve from the single dimension of scale expansion to "structural growth," and by building a global operational framework, enhance overall operational efficiency to achieve optimal and maximized capital returns. Specifically, our core goal is to establish a standardized, reproducible global operating system, forming a closed-loop ecosystem with high synergy and strong anti-cyclical capabilities. This strategy not only paves the way for sustained future growth but will also significantly strengthen our market competitiveness. I. Channel Capitalization: Building a Global Standardized Revenue Matrix Over the next two years, Fun Coffee will accelerate its global strategic expansion, planning to deploy over 1,000 physical terminals (including stores and studios). The core of this strategy is to effectively convert "traffic" into stable "assets," thereby establishing a global standardized revenue matrix that brings sustained growth and profitability to the company. Core Market Penetration Rates: East Asia/ Southeast Asia: We will further construct our market strategy in South Korea and Hong Kong, two key financial and operational hubs, with targets set at over 200 stores and studios in South Korea and over 50 in Hong Kong. Through deep cultivation of these core markets, we aim to enhance brand influence and market share. Simultaneously, we will leverage high-growth markets in Vietnam (100+) and Singapore (50+) to deeply explore the ASEAN region, particularly Vietnam as a rapidly developing economy, laying a solid foundation for subsequent market expansion. South America/ Europe: In South America, relying on Brazil's resource advantages as a origin country, we will leverage the existing coffee plantation network and logistics facilities to promote rapid development in the Brazilian market, planning to open over 100 stores in Brazil. Furthermore, we will open more than50 stores and studios in Europe, particularly in the French market, to enter the high-end consumer market. Leveraging France's high consumption capacity, we will collaborate with local partners to expand the influence of coffee culture. Through this global expansion, we will form a 24-hour operational revenue network across different regions, achieving global collaboration around the world clock. Investment Logic Cycle: To ensure that the opening and expansion in each market generate sustainable profitability, Fun Coffee will adopt an online-offline integrated model to implement the investment logic of "Task - Target - Store Opening." Particularly, we will guide users through the online APP platform to complete "tasks" and achieve "targets," ensuring that new stores have sufficient customer accumulation and consumption foundation before official launch. This model minimizes the risk of capital expenditure when opening physical stores, as we anticipate and test market demand in advance through the digital platform. This closed-loop model of "online traffic generation + offline physical presence" not only significantly reduces the risk of capital investment but also ensures the predictability of return on investment for each market and store, greatly enhancing operational efficiency. Under this model, each newly opened store can quickly attract and secure its target customer group, create stable cash flow and profit, and provide the company with sustained growth momentum. Through the implementation of this strategy, Fun Coffee will transform channel construction into a key brand asset, not only increasing market share but also ensuring standardized operations across regions and markets, further enhancing the brand's global competitiveness and long-term development potential. II. Strategic Benchmark: The Technological Premium of 100 Flagship Showrooms In 2026-2027, Fun Coffee will build 100 flagship showrooms in core hubs such as Vietnam, Hong Kong, and South Korea. These showrooms are not only brand display centers but also core anchor points for capital perception, forming an important part of our brand strategy. Through this strategic layout, Fun Coffee will further strengthen its influence in the global market and achieve comprehensive business upgrades through the integrated advantages of technology, collaboration, and brand trust. 1. Technological Sovereignty: Centrally present the company's self-developed full-chain coffee equipment, strengthening the technological moat. In these flagship showrooms, Fun Coffee will fully display its self-developed full-chain coffee equipment, covering innovative technologies from coffee bean processing, roasting, and brewing to packaging. Each technological breakthrough marks an enhancement of our core competitiveness in the coffee industry chain. By centrally showcasing these technologies, the showrooms will become an important symbol of "technological sovereignty," demonstrating our technological leadership inthe coffee industry. This self-developed capability not only ensures product quality and supply chain stability but also establishes our unique technological moat in the global market, allowing us to occupy a favorable position in an increasingly competitive market. 2. B2B Empowerment: Serving as regional business coordinating centers to accelerate bulk equipment sales and franchise agreement signings. These flagship showrooms will not just be brand display platforms but also regional business matching centers aimed at facilitating bulk equipment sales and franchise agreement signings. Through the showrooms, Fun Coffee will provide potential partners, franchisees, and bulk equipment buyers with intuitive product displays, technical support, and business negotiation spaces. We will invite business leaders and industry experts from around the world to participate in these business interactions, promoting international market expansion. Through showroom demonstrations, we can accelerate the sale of bulk equipment and promote the signing of more franchisees, thereby forming a strong industrial alliance. This B2B empowerment model can not only increase our market share but also create more business opportunities for partners at all levels, further consolidating our market position. 3. Brand Trust: Building deep trust with partners and capital markets through systematic operational displays. The flagship showrooms will also play a key role in building brand trust. Through systematic operational displays, the showrooms will fully showcase Fun Coffee's corporate culture, operational management, and brand value. This is not only a stage for displaying products but also an important window to convey our strategic vision and operational achievements to partners and capital markets. Every interaction and every display within the showrooms will deepen the trust relationship with partners and provide reliable operational data and transparent company operations to the capital market. This deep brand trust can enhance investor confidence, promote further capital injection, and accelerate the pace of global expansion. At the same time, the showrooms will serve as a communication bridge between investors and the company, ensuring that partners and capital markets recognize and support our development direction. Through the construction of 100 flagship showrooms, Fun Coffee will not only enhance brand awareness and market share but also establish strong technological advantages, business cooperation networks, and capital trust systems globally. This strategic pillar will become a key force in our global expansion, laying a solid foundation for future growth. III. Full Industry Chain Integration: Building a Ten-Billion-Size Industrial Moat Against the backdrop of an increasingly complex global economy and intensifying market competition, we deeply understand that future competition will no longer be just a contest of brands and products, but a comprehensive battle of supply chains. The control, response speed, and integration capability of the supply chain will directly determine a company's competitiveness and sustainability in the market. Therefore, in the next two years, we will focus on penetrating upstreamresource ends, promoting the deep integration of the entire industry chain, and laying a solid foundation for long-term future growth. The following are our specific strategic layouts for full industry chain integration: 1. Resource Control: To ensure the stability and efficiency of the supply chain, we will, through strategic investments, layout over 500,000 hectares of coffee plantations in core global coffee-growing regions—such as Brazil, Vietnam, and Ethiopia. By directly controlling these resources, we can better manage the production process of core raw materials, ensuring product quality stability and supply sustainability. This initiative not only reduces risks from raw material price fluctuations but also forms a unique competitive barrier by controlling scarce resources. Furthermore, we will establish closer cooperative relationships with local farmers, agricultural cooperatives, and government departments to promote green cultivation and sustainable development, enhancing the resource utilization efficiency of the entire industry. Through these measures, we not only consolidate supply chain control but also inject greater social responsibility and environmental value into the brand. 2. Intelligent Manufacturing Upgrade: In the next two years, we plan to expand and co-operate over 20 coffee processing plants, covering the entire processing chain from coffee bean harvesting and roasting to finished products. These processing plants will rely on the most advanced production equipment and technology to ensure strict quality control at every step from raw materials to the final product. We will invest in first-class intelligent manufacturing technology, using automated production lines and digital management systems to improve production efficiency, reduce costs, and ensure high-quality product standards. At the same time, we will introduce leading scientific research institutions and technical teams globally to promote innovation and optimization of coffee processing techniques. Through technological upgrades and continuous innovation, we will continuously enhance production capacity and product competitiveness, further strengthening the brand's market-leading position. 3. Goal of Value: By 2027, our goal is to drive the overall sales of products and equipment to exceed 10 billion USD, becoming a leader in the global coffee industry. The achievement of this goal will depend on our deep layout across the entire industry chain and the comprehensive integration of resources, production, processing, and other aspects. We believe that as global demand for high-quality coffee continues to grow, Fun Coffee, with its strong supply chain control, innovative production technology, and unique brand value, can achieve leapfrog growth globally. 4. Investment Value Proposition: Through vertical integration, we can not only optimize the cost structure but also gain long-term stable premium capacity by controlling scarce resources. As global coffee consumption demand continues to expand, control over upstream resources in the industry chain will allow us to occupy afavorable position in global competition. By reducing dependence on external suppliers, we can mitigate the impact of price fluctuations on the company's financial situation, improve capital efficiency, and ensure product price competitiveness in the market. Furthermore, vertical integration will help us achieve more efficient resource allocation and promote synergies between different links. We will achieve a high degree of transparency and traceability throughout the entire industry chain, ensuring that each link operates under optimal conditions, thereby enhancing the entire supply chain's ability to withstand risks. Through these complete industry chain integration, we will lay a more solid foundation for future development and ensure our leading position in the global coffee industry. We believe that this series of strategic measures will bring the company long-term, stable growth and provide substantial returns for investors. IV. Digital Ecosystem: Monetizing Traffic from 500,000 Global Members The digital system is an amplifier for Fun Coffee's asset appreciation and a key driver for the company's long-term sustainable development. In the next two years, we will rely on a powerful digital ecosystem to build an efficient, interconnected global member economy model, further promoting traffic monetization and bringing sustained revenue growth and long-term user value to the company. 1. Member Network: Building a global digital community of 500,000 active members Our core goal is to attract and retain 1 million global active members within the next two years through continuous optimization of the membership system. Each member is not only our consumer but also a driving force for our brand's growth. Through comprehensive digital interactions, we will build a deeply engaged member community, making every member an active promoter of the brand and a loyal supporter of the products. Functions of the Digital Member Platform: Social Interaction: Members participate in GCM via the APP, share usage experiences, and enhance brand exposure. Personalized Recommendations: Provide personalized product recommendations and customized services based on members' consumption behavior and preference data, increasing user stickiness. Incentive Mechanism: Encourage members to participate in brand promotion and GCM sales activities through points, rewards, social sharing, and other forms, promoting word-of-mouth marketing. 2. Monetization Logic: Members are not just consumers; they are micro-units of the sales systemOur proposed "All-Staff Sales" model transforms members into the core force within the sales system. They are not just consumers in the traditional sense but form an internal-to-external marketing network. Each member can generate revenue for Fun Coffee through actions like referrals, sharing, and purchases, thereby significantly reducing customer acquisition costs and increasing market penetration. Traffic Monetization Strategies: Referral Reward Mechanism: Members can obtain tangible rewards by inviting new users to join and participate in GCM, forming a virtuous dissemination cycle. Social Marketing: Members share their experiences participating in GCM and brand stories on social platforms, bringing potential customers to Fun Coffee and enhancing brand awareness. E-commerce Cooperation: By cooperating with e-commerce platforms, members can make purchases directly on the platforms while enjoying specific discounts, further boosting sales volume. This model can not only reduce marketing costs through member participation but also significantly increase member lifetime value. In the long run, members' continuous purchases and referral behaviors will translate into stable cash flow, driving the company's sustained business growth. 3. Data Assets: Globalized consumption data will guide our R&D and inventory strategies The digital ecosystem is not just a marketing and sales tool but also an important basis for company decision-making. By collecting and analyzing consumption data globally, we will be able to make more precise decisions in product development, market positioning, inventory management, and more. Data-Driven Operational Optimization: Precise Product Positioning: Analyze member consumption data to identify the most popular product types, taste preferences, and market demand changes, allowing timely adjustments to product lines and promotion strategies. Inventory Management: Leverage real-time feedback from global consumption data to accurately predict market demand in various regions, reducing the risk of overstocking and stockouts, and improving supply chain efficiency. Personalized Marketing: Utilize big data technology to push personalized advertisements and promotional information based on members' purchase history and behavior patterns, enhancing marketing effectiveness and increasing conversion rates. Through the accumulation and utilization of these data assets, Fun Coffee can achieve precise marketpositioning and efficient resource allocation globally, enhancing overall operational efficiency. Fun Coffee's digital ecosystem is not just a sales platform; it is a comprehensive business tool integrating brand promotion, member economy, and big data analytics. By building an active global member network, implementing innovative traffic monetization strategies, and achieving precise operations driven by data assets, Fun Coffee will achieve explosive revenue growth in the next two years while consolidating its leadership position in the global coffee market. Our goal is to break the boundaries of traditional retail and sales through this digital transformation, making every member a source of power for the company's growth and bringing more stable and sustained returns to investors. V. Organization and Culture: The Soft Power Ensuring Strategic Implementation In a globalized business environment, successful strategies rely not only on hard power—such as capital, technology, and products—but also require strong soft power as support. To ensure that Fun Coffee's strategies are implemented precisely and form a lasting competitive advantage, we will focus on shaping corporate culture, enhancing team collaboration, and deeply internalizing brand value. We deeply understand that corporate culture is the cornerstone of strategic success, and a strong sense of brand identity and cultural belonging can effectively unite all members towards a common goal, driving the company's sustainable development. 1. Continuous Global Offline Exchange: In the next two years, Fun Coffee will increase the frequency and depth of global offline exchanges. We will not only regularly organize cross-regional strategy exchange meetings and GCM seminars but also build shared platforms among teams in different regions. Through face-to-face communication on a global scale, we will enable teams in various regions to achieve a high degree of consensus and collaboration in terms of strategy, products, services, and operations, further enhancing the execution and unity of our global realization. This interaction is not limited to the business level but also includes in culture and values, enabling every member to deeply understand Fun Coffee's mission and vision, and enhancing their confidence and identification with the company's development. 2. Strategic Discussions and Collaborative Learning: By regularly organizing cross-departmental and cross-regional strategic seminars, we will provide an open innovation platform for the company, encouraging team members from diverse backgrounds to actively contribute ideas and solutions. These seminars are not only discussions at the tactical level but also intellectual collisions on how to translate the company's long-term goals into specific implementation plans. Through the convergence of this collective wisdom, we can more accurately adjust our strategic direction and ensure that every detail is considered during implementation.3. Advocacy for Health-themed Activities: Health is not only personal wealth but also the foundation for a company's sustainable development. To enhance the overall quality and activity level of members, Fun Coffee will actively advocate for a healthy lifestyle and strengthen team cohesion by organizing sports-themed activities. These activities not only benefit members' physical and mental health but also enhance team communication and collaboration skills. For example, regularly holding company sports days, outdoor development activities, GCM lectures, etc., helps members relieve stress, fosters communication among them, and conveys the company's "Healthy Living" brand philosophy, enabling members to be more focused and efficient in their daily work. 4. Building a Strong Sense of Brand Identity: We will continuously enhance members' identification with the Fun Coffee brand through a series of corporate culture activities and brand communication methods. This sense of identity will be deeply rooted in the hearts of every member, enabling them to consistently convey the brand's core values and culture in their interactions with customers and partners. An enhanced sense of brand identity can effectively stimulate members' initiative and creativity, strengthen the team's overall centripetal force, and provide a continuous source of power for the company's long-term development. 5. Team Spirit and Collaborative Culture: A highly synergistic team can effectively respond to market changes and challenges, ensuring the precise execution of corporate strategy. Fun Coffee will promote cooperation and synergy within the team by establishing transparent communication channels, providing good career development platforms, and implementing incentive mechanisms. We believe that only when every member works in an environment of support, respect, and shared struggle can the team's potential be maximized, thereby driving the company towards long-term success. Through these strategic cultural construction and team collaboration measures, Fun Coffee will further enhance its global brand recognition and market competitiveness. We believe that a strong organizational culture can not only bring significant economic benefits to the company but also provide members with more growth opportunities and career development space, ultimately achieving a win-win situation for the company and its members. Conclusion: Structuring the Model, Initiating Explosive Growth The period 2026-2027 represents a golden window for the formation of the Fun Coffee system. These two years will be a critical period for our transformation from preliminary expansion to a truly mature global operating system. We will fully activate and consolidate our business strategies, break through existing bottlenecks, and achieve leapfrog growth. 1. Model Evolution: Shifting from Channel-Driven to System-DrivenIn the past few years, Fun Coffee rapidly enhanced market awareness and customer base through channel expansion. In the future, we will further evolve from reliance on "single channels" to a development model of "systematic layout." Through a globalized operating system, we will integrate resources and capabilities from various regions, achieving efficient synergy and resource sharing between different markets. This transformation will promote our global expansion and ensure the brand's long-term development. 2. Risk Hedging: Cross-border layout and full industry chain integration greatly enhance the brand's risk resistance In the globalized market, risks are inevitable, especially in a volatile economic environment. To cope with uncertainty, we will strengthen our cross-border layout and full industry chain integration. By establishing a presence in multiple key markets, we can not only enhance the brand's stability in different regions but also optimize resource allocation and reduce the impact of external shocks through full industry chain integration. Whether it's raw material supply, product production, or sales channel expansion, vertical integration will maximize risk reduction and enhance the brand's ability to withstand risks. 3. Long-Term Value: A multi-billion dollar scale built on a mature model and stable operations will provide all investors with an imaginatively attractive exit mechanism or long-term dividend guarantee. Future success depends not only on short-term gains but also on the accumulation of long-term value and stable operations. By 2027, Fun Coffee will have established a mature business model. Based on this model, we will build a company scale reaching tens of billions. On the foundation of stable operations, we will provide investors with clear exit mechanisms and long-term dividend guarantees, bringing long-term investment returns to every partner and shareholder. Through continuous innovation and efficient operations, our brand will become a leader in the global coffee industry. 2026, Comprehensive Acceleration; 2027, System Maturity 2026 will be a year of strategic acceleration for Fun Coffee, where we will fully promote the accelerated implementation of various businesses; 2027 will be the year of our system's maturity, where the achievement of all strategic goals will establish us as a top-tier brand in the industry. On this development path, we sincerely invite every investor and partner to witness and participate in this structural transformation of the global coffee industry. We believe that through the collective efforts of the team, Fun Coffee will usher in explosive growth, move towards a broader market space, and create an even more prosperous future. We firmly believe that Fun Coffee is not just a brand, but a global business platform with infinite potential and opportunities.