How 50 Xi’an Netizens Crowdfunded Their Own Coffee Shop
In busy modern life, finding a relaxed space to enjoy good coffee with friends isn’t easy—unless you help build it yourself. That’s exactly what a group of 50 coffee-loving strangers in Xi’an set out to do in 2012, driven by a shared desire for a community hub beyond work and routine.
The answer was simple but bold: 50 people each contributed 4,000 yuan (with some giving up to 20,000 yuan), pooling nearly 300,000 yuan in total to open a single café owned by everyone. Within a month, over 30 had paid in full, turning an online idea into a tangible project.
What Is ‘Our Café’ and Who Runs It?
The café, officially named ‘Our Café’ , was conceived as a collective venture where no single owner dominated. The idea came from a Xi’an-based female netizen named Lin, who was inspired by a similar community café model in Beijing. She saw value in spreading financial risk across multiple people and tapping into a diverse network of skills and social circles for promotion and operations.
The planned services included not just coffee and specialty drinks, but also handmade desserts, baking classes, and regular meetups for industry professionals and interest groups—making it both a café and a community hub.
How Did 50 Strangers Organize This?
Launched officially in April 2012, the project quickly gained traction. Within a month, more than 30 of the 50 shareholders had contributed their full investment. To manage the group effort, the founders established clear rules: a shared charter, regular shareholder meetings, and a structured decision-making process guided by the charter.
Governance included a board of directors responsible for daily operations (outsourcing day-to-day management to a hired café manager) and a supervisory board for oversight. Beyond leadership, shareholders self-organized into specialized working groups based on their skills and availability. These included a site selection team, a equipment and ingredient sourcing group, and a design team—each tasked with executing a critical part of the café’s launch.
Why This Model Worked (At Least at Launch)
The model leveraged collective resources: not just money, but professional networks, creative skills, and operational expertise from 50 different industries. Each shareholder brought their own circle of influence, effectively acting as brand ambassadors. Shared ownership reduced individual financial burden and increased engagement, while the flat, cooperative structure encouraged fresh ideas and democratic decision-making.
This approach minimized risk through distributed investment and maximized community buy-in, making it an intriguing case study in grassroots café entrepreneurship. The 4,000-yuan entry point made it accessible to a wide range of people, from students to professionals, all united by a love of coffee and community.
Frequently Asked Questions

How much did each person invest to start the café?
Each of the 50 shareholders contributed between 4,000 yuan and 20,000 yuan. The minimum investment was 4,000 yuan, and within a month, over 30 people had paid the full amount, helping the group raise nearly 300,000 yuan collectively.
What was the name of the café they opened?
The café was named ‘Our Café’ . It was designed to be a community-oriented space owned and operated by its shareholders.
What kinds of services did the café plan to offer?
Beyond coffee and specialty drinks, the plans included handmade cakes and cookies, baking classes, industry gatherings, and interest-based meetups. The goal was to create a multi-functional community hub, not just a coffee shop.
How were the 50 shareholders organized to run the project?
The group established a formal charter, held regular shareholder meetings, and created a board of directors and supervisory board. Shareholders also formed specialized working groups—including (site selection), (equipment and ingredients), and (design)—to handle different aspects of the café’s setup and operations.
Who managed the day-to-day operations of the café?
The board of directors oversaw general management, but day-to-day café operations were handled by an externally hired manager, allowing shareholders to focus on governance and strategy rather than daily service tasks.
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