How 78 Shareholders Built a Collective Coffee Shop in Beijing

When a burst pipe flooded the basement of a small Beijing coffee shop late one November night, a call went out on social media: ‘The café is underwater—any shareholders in the area, we need you.’ Within hours, a team of eleven volunteers, mostly fellow owners, arrived to manage the crisis. Over the next 20 hours, they diverted the flood, stabilized the space, and kept the business alive. This wasn’t a corporate response—it was grassroots problem-solving by a truly collective business: a café owned and operated by 78 individuals who had never met in person when they first invested.

Yes, 78 people really did co-own and help run a single coffee shop in Beijing. The project began with a 2,000 RMB minimum investment and a simple online post. Each shareholder contributed between 2,000 and 20,000 RMB, pooling enough to launch a 195-square-meter café opposite the Beijing Modern Literature Museum.

The Origin: A Winter Dream and a Reddit-Style Post

In the winter of 2011, a woman who went by the online name ‘Wen Erniu’ (‘Mosquito Girl No.2’) was feeling the gloom of Beijing’s five-month-long cold season. Longing for warmth and a good cup of coffee by the window, she voiced her frustration to her boyfriend, a lawyer nicknamed ‘Bing Yi’. His response sparked an idea: rather than one person shouldering the full financial risk, why not gather like-minded people to invest small amounts together? That way, no single person bore the full burden, and the dream of a community-focused café could become reality without anyone quitting their day job.

From Online Post to Offline Movement

On January 7, 2011, Wen Erniu posted on a Douban group called ‘Eat, Drink, Play in Beijing’ with the subject: ‘Let’s open a coffee shop with just 2,000 RMB.’ The first reply accused her of running an illegal scam. She clarified: no one was giving money to her personally. Instead, all funds would go into a jointly owned limited company. Investors would become legal shareholders, sharing both profits and risks. The post was reshared to other Douban groups, including ‘We All Love Creativity’ and ‘Travel Without Much Money.’ By mid-January, a dedicated group formed, named ‘Many People’s Coffee Shop’—which later became the actual café’s name.

The group created a QQ chat and began meeting offline. Contrary to Wen’s expectation of mostly female participants, the first meetup was attended mostly by “typical science and engineering guys.” Wen had calculated the investor split herself: more men than women, and more active males. At that meeting, someone challenged her: propose a full business and operational plan before taking anyone’s money. Wen insisted that wasn’t the vision—this would be a group effort where everyone contributed ideas, time, and energy, not just cash.

The Birth of a Democratic Business Model

By the end of that long afternoon discussion, the group landed on a clear concept: ‘many people invest, many people manage.’ They were energized, almost giddy with the possibilities—like kids the day before a school trip. Someone suggested they aim for 100,000 RMB total. That number wasn’t based on a professional budget, but simply assumed 50 people investing 2,000 RMB each. The figure was later mocked by the café’s operations advisor, ‘Mo Ke.’ But it set the initial target.

On April 1, the first actual investment arrived—a 2,000 RMB bankbook from a woman named ‘Deng Ka Fei’ (‘Waiting for Coffee’), who later became the café’s first full-time barista. To maintain trust among strangers, Wen devised an unconventional system: each shareholder would open their own bank account, deposit their money, hand over the bankbook to Wen (who kept them all), but retain the password. When funds were needed, the respective shareholder would personally withdraw and deliver their contribution. Early contributors also called each other to confirm investment amounts.

Frequently Asked Questions

How many shareholders were involved in the Many People’s Coffee Shop?

There were 78 shareholders in total. Each contributed between 2,000 and 20,000 RMB, pooling funds to open a 195-square-meter café in Beijing.

What was the original investment goal for the café?

The initial target was 100,000 RMB, based on an estimate of 50 people investing 2,000 RMB each—not a formal budget, but a rough guess that later drew some skepticism.

How did the café handle trust among so many owners?

Wen Erniu asked each shareholder to open their own bank account, deposit their investment, and give her the bankbook while keeping the password. Funds were withdrawn by the contributing shareholder when needed, ensuring personal control and transparency.

Was the café managed democratically?

Yes. The founders committed to a ‘many people invest, many people manage’ model, with collective decision-making and shared responsibilities among the 78 shareholders.

What caused the flooding incident at the café?

A radiator pipe burst in the café’s basement, causing significant water damage. The incident became a major test for the volunteer-based shareholder team.

How did shareholders respond to the flood emergency?

About 11 shareholders, mostly local, responded to a social media call for help. They worked for over 20 hours to divert the water and stabilize the space until the issue was under control.