Introduction:In 2017, Coffee Wings successfully listed on the New Third Board, backed by numerous celebrity and internet industry investors. Founder Yin Feng provided an in-depth analysis of the key transformation factors in the era of Dining 3.0, covering IP building, cross-industry collaboration, data-driven strategies, and capital operations, revealing how a brand can stand out in a fiercely competitive market. This article details its business strategies and practical experiences, offering valuable insights for coffee professionals and enthusiasts.
In March 2017, Coffee Wings officially listed on the New Third Board, attracting significant market attention. Its shareholder list includes notable figures such as “Fairy Sister” Yin Feng, TV host He Jiong, Jumei Youpin founder Chen Ou, and 58.com chairman Yao Jinbo. Such a lineup has made the brand a model case for cross-industry dining operations.
At the sharing session held at the time, founder Yin Feng delivered a speech titled “The Capital Path of Cross-Industry Dining Driven by Data and IP,” where she conducted an in-depth analysis of market trends, brand strategies, user engagement, and innovation methods in the era of Dining 3.0. She proposed that the competitiveness of future dining brands will stem from the integrated application of four core elements: “IP, cross-industry, data, and capital.”
Yin Feng pointed out that we have now entered a new era of consumption. According to data from the Meituan platform, consumers born in the 1980s and 1990s contribute nearly 70–80% of the market’s purchasing power. This group values personal preferences, makes quick consumption decisions unaffected by price, and remains more loyal to their own feelings—posing entirely new demands on brand positioning and product strategy.
He further analyzed that China’s catering industry is in a transformation window of refinement, standardization, and legalization, which presents opportunities for more brands to enter the capital market. The path from single-store operations to chain expansion, then to supply chain support and capital backing, eventually forming internationally influential brands, has become a visible development trajectory.
In terms of specific strategies, Yin Feng divides current dining enterprises into two major types: resource-integrated and strategically positioned. The former focuses on integrating existing resources and products to quickly capture market share through brand effects; the latter starts with core products and continuously improves Net Promoter Scores (NPS), using flagship products to attract and retain customers, thereby driving traffic growth and territorial expansion.
As for Coffee Wings’ own development strategy, Yin Feng summarized it around four pillars: “IP, cross-industry, data, and capital.” She emphasized that a brand must have a clear self-positioning—for example, Coffee Wings aims to become China’s top entertainment-focused coffee brand through collaborations with celebrities and cultural creativity, rather than being just a dining space.
In terms of cross-industry operations, the brand combines coffee and light meals with celebrity influence, fostering a two-way interaction of celebrity userization and user celebrityization, allowing consumers to experience a lifestyle taste that resonates with their idols. At the same time, leveraging internet trends and viral events, it enhances brand exposure and engagement through integrated online and offline marketing approaches.
On product strategy, Coffee Wings promotes product personification and weekly product rotations, assigning each new item a unique character and story to make the consumption experience more fun and interactive. Additionally, by extending consumption scenarios and launching merchandise such as pillows and phone cases, it deepens user connections and boosts brand loyalty.
In terms of space creation, the brand focuses on the concept of the “third space in the city,” using comfortable and design-forward environments to create an oasis atmosphere in the busy urban landscape. Whether it’s a large 350–450 square meter space or a 200–300 square meter premium series, the goal is to provide a social experience that goes beyond traditional dining functions.
Finally, Yin Feng emphasized that a brand should “play together” with its users. Through member interactions, fun activities, and creative marketing—such as setting up interactive installations in commercial areas during openings to attract foot traffic—customers can establish emotional connections through participation, thereby enhancing brand loyalty and market competitiveness.
The above content is compiled by CoffeeHunters, a coffee news website.
