Purpose
Chapter Ten · 3 min read
What We Carry Forward
Growth will bring new choices. The question is what we want to keep in those choices: care for the cup, fairness in cooperation and respect for people.
If one day we reach further, we hope to recognise our beginning in the way we work.
Keep the cup close to the story
A larger brand can acquire more plans, more systems and more ways to describe itself. The guest still meets it through something immediate: a drink, an order and the person who serves them. We want that encounter to remain central to our decisions.
A change to a recipe, a menu or a service process should have a reason people can understand. We hope to preserve that habit as the organisation develops. Growth ought to strengthen our ability to take care of the product and experience.
Sparkling Tea Reimagined is the direction we have chosen. Keeping it meaningful will require continued attention to what is actually offered, and whether the words around it match what a guest receives.
Let trust survive a change of scale
Cooperation starts between people. As more people become involved, goodwill needs the support of clear terms, understandable records and a way to resolve questions. We hope fairness can remain visible in ordinary decisions, including the difficult ones.
For members, that means taking care with how benefits are explained and how choices are respected. For partners, it means a shared understanding of responsibilities and the basis for records. For the team, it means expectations that can be understood and discussed.
Information about people deserves care as well. Our vision for a connected business should respect consent, privacy and the purpose for which information is used. Trust is part of the foundation that makes a lasting relationship possible.
Learn a new place without losing our roots
QING YUN JIAN began in Singapore. Our approved vision looks towards a wider world, while the conditions for entering any new market still need to be understood. We hope to carry our Modern Oriental tea direction with curiosity about the people we may serve.
Different places may bring different tastes, routines and expectations. Learning about them should help us make thoughtful choices about products and service. We want local understanding and a recognisable brand to develop together.
The experience worth passing on includes how to make those choices. Future teams should be able to understand what can adapt, what needs careful review and which principles give the brand its direction. That is one of the responsibilities we hope a growing organisation can learn to carry.
Return to the people we hoped to make room for
When new opportunities appear, the four founding purposes give us a question to return to: whom will this decision help? Older people who still want to contribute, professionals opening another chapter, young people learning to build and guests making everyday choices should remain part of our thinking.
A larger number of stores would not, by itself, answer that question. We hope to look at whether the work has become clearer, whether experience can be passed on and whether relationships are being treated with care. Those are ways to test whether the purpose still has a place in the business.
These chapters describe a direction that needs to be lived and learnt. The first store gives it a beginning; the work ahead will give it substance. We hope to keep listening, keep improving and leave room for others to help shape what follows.
Born to Ascend. Wherever this endeavour takes us, may the way we move forward still show why we began.