AUNTEA JENNY is beginning to look beyond tea and coffee for a third category of growth. On October 27, at its 2026 Global Partners Conference and Annual Brand Strategy Launch, AUNTEA JENNY announced a "full-day tea, coffee, and food" strategy, formally bringing food into its tea and coffee operating system and further expanding into breakfast and other consumption periods. Previously, AUNTEA JENNY had consistently emphasized a "tea and coffee dual-wheel drive," hoping to use coffee to enter morning consumption occasions and supplement the relatively weak morning business at its tea stores. Now, food has become a new component of that strategy.
At present, AUNTEA JENNY's food layout is mainly focused on breakfast occasions, led by baked products such as mini milk brick toast and buffalo milk egg cake, and related products will continue to be enriched in the future. Unlike baked goods freshly made in stores, AUNTEA JENNY's existing baked goods and snacks are mainly pre-packaged and delivered to stores through the supply chain for sale, without requiring complex on-site production steps. The combination of coffee and baked goods can both meet consumers' breakfast needs and create an opportunity to raise average order value and increase transactions during the morning period. AUNTEA JENNY co-founder Zhou Rongrong revealed that the company began focusing on coffee at the end of 2025, and coffee cups now account for a stable share of more than 10%, with the coconut latte series and small butter series coffees having become products with steady repeat purchases.
In addition to breakfast, AUNTEA JENNY has also included nighttime consumption in its future exploration direction. Low-caffeine drinks, savory snacks, and other products suited to nighttime consumption have entered the layout plan, but the related business has not yet been clearly implemented, and there may still be room for further expansion into late-night consumption occasions. It is no longer anything new for tea brands to compete for the breakfast business. Previously, Good me tested breakfast operations at more than 1,000 stores in Guangdong and Guangxi, with pilot stores selling more than 25 baked products per day on average, generating an average daily revenue increase of more than 200 yuan, and gradually promoting the model to more than 13,000 stores nationwide. NAYUKI entered the baking field even earlier, covering breakfast and afternoon tea consumption occasions through products such as soft European bread, cakes, and coffee.
For tea brands, the appeal of the food business is not only selling one more product, but also using consumption periods that originally lacked foot traffic to improve the utilization of store space and existing operating resources. This is also related to another operational adjustment proposed by AUNTEA JENNY at this conference. At the launch event, AUNTEA JENNY co-founder Shan Weijun stressed that franchisees should devote more energy to daily store management and act as "store manager-style" franchisees, rather than participating in store openings only as investors. AUNTEA JENNY's previous franchise policy already required franchisees to personally participate in daily operations. This conference further emphasized this direction and proposed optimizing store network layout and spacing management, raising site selection standards, and tilting more rewards and business opportunities toward high-performing franchisees.
As of the end of June 2026, AUNTEA JENNY had 13,155 stores globally, including 13,120 franchise stores. In the first half of the year, it opened 2,253 new franchise stores and closed 556, for a net increase of 1,697. During the same period, the company's revenue rose 42.4% year on year to 2.589 billion yuan, while profit for the period increased 58.3% year on year to 321 million yuan. Store expansion remains an important source of growth for AUNTEA JENNY, but at a scale of more than 13,000 stores, how to control customer diversion between stores and maintain franchisees' operating quality has also become more important.
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