On September 4, at the semi-annual results meeting, Wan Hualin, independent director of Babi Foods, explained to investors that the company's promotion of store model iteration and supply chain system restructuring is a forward-looking strategic choice in line with breakfast industry trends. The traditional take-out breakfast model has problems such as a single consumption scenario and increased homogenized competition, and the increase in the number of large-scale stores is no longer sustainable. The company's transformation into a “brunch snack bar” aims to expand the consumption period, enrich the product matrix, increase the output value of a single store, and meet the direction of food and beverage consumption upgrading. He said that independent directors will continue to pay attention to operational and financial risks during the transformation process. Despite short-term pressure on traditional stores, the company's operating cash flow increased 37.42% year on year in the first half of the year, and net profit after deduction increased 4.5% year on year. Profit quality and cash generation capacity continued to improve, and the financial level can support this strategic transformation.

On September 4, at the semi-annual results meeting, Wan Hualin, independent director of Babi Foods, explained to investors that the company's promotion of store model iteration and supply chain system restructuring is a forward-looking strategic choice in line with breakfast industry trends. The traditional take-out breakfast model has problems such as a single consumption scenario and increased homogenized competition, and the increase in the number of large-scale stores is no longer sustainable. The company's transformation into a “brunch snack bar” aims to expand the consumption period, enrich the product matrix, increase the output value of a single store, and meet the direction of food and beverage consumption upgrading. He said that independent directors will continue to pay attention to operational and financial risks during the transformation process. Despite short-term pressure on traditional stores, the company's operating cash flow increased 37.42% year on year in the first half of the year, and net profit after deduction increased 4.5% year on year. Profit quality and cash generation capacity continued to improve, and the financial level can support this strategic transformation.