How 70s-Era Peking University Alumni Ran a Unique Crowdfunded Café

When you hear 'crowdfunded café,' you might think of a typical model: one founder rallies a group of investors, opens a shop, splits profits, and calls it a day. But in this case, a unique project brought together 200 successful Peking University alumni—mostly born in the 1970s—who didn’t want to own or manage the place. Their goal? Something far less obvious than just turning a profit.

In short: 200 Peking University alumni from the 1970s raised 800,000 RMB through two tiers of investment (30,000 RMB and 50,000 RMB per person), gave up individual ownership and daily control, and built a café run by professionals—using the space instead to network, share resources, and support each other’s projects.

How the Unusual Crowdfunding Model Worked

The café project began with a targeted call among Peking University alumni in their 70s—professionals at a stable stage in their careers, many with capital and connections. The funding structure was split into two rounds: the first 100 participants contributed 30,000 RMB each, raising 300,000 RMB; the second 100 gave 50,000 RMB each, contributing 500,000 RMB. In total, the group raised 800,000 RMB.

Every one of the 200 participants received one equal share in the café, meaning no single person owned a majority stake. Importantly, the founders chose not to run the café themselves. Instead, they hired an external professional management team to handle all operations. The 200 shareholders had no role in day-to-day management.

To encourage engagement without operational burden, the group organized itself into 20 groups of 10 people. Each group took turns acting as a rotating management committee, overseeing financial and operational reports—but again, not running the café. As an added benefit, each shareholder received coffee vouchers worth either 30,000 RMB or 50,000 RMB (matching their original contribution), which could be used at the café.

Why This Model Works for Its Participants

Unlike conventional investors, these alumni weren’t chasing typical returns. Most could afford to lose their 30,000 or 50,000 RMB without financial stress. What mattered more was access to a curated community: 200 like-minded, resourceful, and ambitious individuals connected through a shared platform. The café became a physical hub where relationships, ideas, and opportunities could develop organically.

An informal rule also emerged: if someone used the network to launch a successful venture or close a deal, they were encouraged—but not obligated—to give back a portion of the profit to the café. This created a voluntary cycle of support, reinforcing the space as more than just a coffee shop.

The Paradox of an Open Yet Centralized Platform

Outwardly, the café appears as an open and democratic space: 200 equal shareholders, no majority owner, professional management, and transparent financial rules. It echoes the ideals of equality and shared governance, much like a democratic system where every voice carries weight. Membership was exclusive, however—not everyone could join. To participate, you had to be a Peking University alumnus, part of the 1970s generation, financially secure, well-connected, and still driven by ambition. This selectivity acted as a filter for quality collaboration.

Yet beneath this open structure lies a paradox: while no single person controls the café, and the platform resists centralized ownership, the collective vision of the 200 shareholders is heavily focused on keeping the space vibrant, profitable, and resource-rich. Their shared investment isn’t just in coffee—it’s in maintaining a flourishing ecosystem that offers networking, deal-flow, and long-term value. In that sense, the platform is both decentralized in ownership and centrally driven in purpose.

Frequently Asked Questions

How much did each person invest in the crowdfunding café?

The first 100 participants invested 30,000 RMB each, and the next 100 invested 50,000 RMB each. In total, 200 people raised 800,000 RMB.

Did the investors own equal shares in the café?

Yes, all 200 participants held one equal share each, meaning no single person had majority control or ownership of the café.

Who ran the café on a daily basis?

The café was operated entirely by a professional external management team. The 200 shareholders had no involvement in daily operations.

What benefits did the shareholders receive besides ownership?

Each shareholder received coffee vouchers worth either 30,000 RMB or 50,000 RMB, matching their investment tier, which could be redeemed at the café.

Was the café expected to make a profit like a normal business?

Not necessarily. While profitability was possible, the main goal was to create a shared platform for networking and resource sharing among the 200 alumni.

Could anyone join this crowdfunding project?

No. Participation was limited to Peking University alumni born in the 1970s who were considered financially stable, well-connected, and ambitious.

Recommended FrontStreet Beans for Café Networking

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