How 92 Owners Made a Micro-Crowdfunded Café Work in Dalian

Last December, a new kind of café opened in Dalian—not owned by one entrepreneur or even a small team, but collectively funded and managed by 92 young shareholders. Sparked by a June pitch from local duo Wang Lianjun and Sun Xiaolong, the idea attracted enough financial backing to turn a once-dubious dream into bricks-and-mortar reality. But how does a café with nearly 100 owners balance creativity, cash flow, and consensus? And can it last without relying on one strong leader?

After six months, the café—backed by 130 shares totaling 400,000 RMB (later growing to 111 shareholders)—is neither turning a profit nor burning cash. Monthly expenses hit around 30,000 RMB, while income roughly matches, keeping the venture alive but stagnant. Most decisions avoid full shareholder votes to stay agile, though tensions over growth and investment remain.

The Origins: From Crowdfunding Pitch to Coffee Shop

In June of the previous year, Wang Lianjun and Sun Xiaolong, both based in Dalian, publicly invited others to join them in opening a café through crowdfunding. Their pitch: a shared vision for community-driven coffee. That call resonated. By December 24, they’d secured enough support to launch a physical space with 92 official co-owners and 130 total shares, raising just over 400,000 RMB—short of their initial 150 million RMB / 500-share goal but enough to secure a cost-effective storefront.

Running the Numbers: Break-Even and Barely Growing

Now with 111 shareholders, the café operates on a lean budget. Monthly fixed costs include about 10,000 RMB for staff salaries, 10,000 RMB for rent, 7,000–8,000 RMB for food supplies, and another few thousand for miscellaneous expenses—totaling around 30,000 RMB. With average customer spending at roughly 20 RMB and daily foot traffic estimated at 60 people, revenue roughly covers costs. “We’re at a break-even point,” Wang said. “Not making money, but not closing either.”

The café began selling only coffee, juice, and desserts, but as traffic increased, it added soft drinks, sandwiches, fries, and homemade pizza—each addition requiring new ingredients and equipment. Despite the growth, profits haven’t followed. The team hasn’t executed robust digital marketing due to tight finances, and the original 400,000 RMB—along with an additional 300,000 RMB borrowed from some shareholders—remains mostly unrecovered.

Governance Without Gridlock: How 111 Owners Make Decisions

With such a large ownership group, traditional management poses challenges. In the early days, leading up to the opening, the core team held near-weekly shareholder meetings—with up to 40 attendees discussing critical decisions like location, name, rent, staffing, and pricing. “It was intense,” Wang recalled. “But also fulfilling.”

Since opening, however, formal “general meetings” have occurred only twice—once with about 10 attendees, the other with around 20. Day-to-day operational decisions are now handled by a rotating core group of around 20 active shareholders who are regularly on-site and familiar with running the business. This smaller circle isn’t fixed; members shift in and out as involvement changes. “You can’t wait for 100-plus people to vote on every issue, like buying a mop,” Wang explained. “We need to move fast.”

The 15% Price Hike: A Necessary Move or Risky Gamble?

With no marketing budget and increasing operational costs, the team recently made a decisive move: a 15% across-the-board price increase. Though some shareholders questioned the decision, it was implemented without a full vote. Wang cited turnover rates and customer consistency, concluding that the hike wouldn’t drive away enough patrons to hurt overall revenue. “It’s not about squeezing more money out of customers,” he said. “It’s about aligning price with our operational reality—and yes, we do need the extra income.”

The Two-Year Rule: What Happens When the Experiment Ends?

The original operating agreement set a two-year cycle for the café. In 18 months’ time, the owners will decide whether to distribute remaining funds as dividends or dissolve the venture. So far, the café’s foot traffic remains stronger than many single-owner cafés in Dalian—a point of confidence for Wang. But not every shareholder is equally engaged. While some help out casually—covering shifts or fixing a light bulb—others remain largely uninvolved. “Some are passionate, some are indifferent,” Wang said. “But most still care about the original idea: building something together around coffee and entrepreneurship.”

Even if no profits materialize, Wang believes the experience itself—learning how to launch and manage a business collectively—is worthwhile. “If we don’t get rich, we’ll still have gained something,” he said. “And as long as people respect each other, disagreements are just part of the process.”

Frequently Asked Questions

How many owners does the Dalian crowdfunded café have?

The café began with 92 official owners and 130 total shares, and has since grown to 111 shareholders. Initially, they raised over 400,000 RMB, falling short of their 500-share / 1.5 million RMB target, but enough to open the location.

Is the café making a profit?

No, the café is currently breaking even. Monthly expenses total around 30,000 RMB, while income from an average of 60 customers per day (spending roughly 20 RMB each) covers costs but doesn’t generate profit.

How are decisions made with so many owners?

Instead of convening all 111 owners for every decision, a core group of around 20 active shareholders handles daily operations and major choices. Full shareholder meetings have only occurred twice since opening, with larger decisions avoided unless absolutely necessary.

What was the recent price increase about?

The café raised prices by 15% across all products. This decision was made by a subset of shareholders without a general vote, based on analysis showing it wouldn’t significantly reduce customer traffic while helping cover rising costs.

What happens to the café after two years?

The original business plan set a two-year operational cycle. After that period, the owners will decide whether to distribute any remaining funds as dividends or to dissolve the café, based on its financial outcome at that time.

Why aren’t all the owners involved in running the café?

Most owners are not full-time operators and have other jobs or responsibilities. While some contribute occasionally—like helping out in the shop or performing small maintenance tasks—many prefer a hands-off role, engaging mainly by monitoring financial reports.

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