Exclusive: Tang Binsen's Internal Letter on Yuanqi Forest's 9th Anniversary: Despite Progress in 2025, the Market Remains Challenging
Text | Li Xiaoxia
Editor | Qiao Qian
On February 13th, Tang Binsen, the founder of Yuanqi Forest, issued an internal letter on the company's ninth anniversary, comprehensively reviewing the business achievements in 2025 and clarifying the development direction for 2026.
The letter pointed out that in 2025, the company's profitability continued to improve, and the quality and efficiency of growth were significantly better than in previous years. Tang Binsen said that in 2024, the company initially verified the possibility of profitability, and in 2025, it achieved a key breakthrough in high - quality growth. This was mainly due to the strategic focus on "controlling costs, controlling price levels, and controlling SKUs". By actively optimizing resource allocation and concentrating on the main business, the company effectively improved its business quality and risk - resistance ability.
In terms of internal strength building, Yuanqi Forest achieved systematic improvements in many aspects: The in - depth development of channels was very effective, forming a stable business rhythm, and the terminal execution ability continued to strengthen; The efficiency of the supply chain was continuously optimized, and the cost per box was at a good level in the industry. The second - phase project of the Tianjin factory was put into operation, and the planning of a new factory in Henan further consolidated the supply foundation; The core product categories performed strongly. Sparkling water stabilized the basic market, and products such as Alien electrolyte water, iced tea, and Hao Zizai showed good growth momentum. The overseas market also made steady progress; At the same time, the management system was continuously improved, and the budget, assessment, and processes were constantly optimized, providing strong support for efficient decision - making and stable operation.
The internal letter emphasized that the company always adheres to returning to the essence of business, adheres to the principle of "less is more, slow is fast", pays attention to the balance between vitality and discipline, speed and quality, innovation and operation, and adheres to the core values of product - centered and user - first. After nine years of development, Yuanqi Forest has entered a stage of "being free from doubts at forty" with clear goals and firm steps.
Facing 2026, Tang Binsen put forward the general idea of not causing unnecessary disruptions and not expanding blindly. He proposed to continue to focus on the main business, deepen the "three - control" measures, continuously polish the channel, supply chain, product, and organizational capabilities. With the core of strengthening internal strength and seeking practical results, the company will move forward steadily and strive to become an excellent beverage enterprise.
The full text of the internal letter is as follows:
Dear Yuanqi partners:
Hello! We have traveled through nine years of ups and downs. Standing at the starting point of 2026 and looking back on the past year of 2025, we have jointly faced many challenges and made some solid progress. The company's profitability has been continuously improved, and the quality and efficiency of growth have been significantly better than in previous years. Behind this achievement are the day - to - day efforts of countless colleagues on the front line, in the factories, in the warehouses, and in the offices.
I deeply understand that this solid progress has not come easily. It first proves one thing: in the fierce market competition, we have survived and are striving to become healthier and more stable. We still have a long way to go before becoming a truly excellent beverage enterprise, but the direction is clear and our steps are firm.
In the two years from 2024 to 2025, we took two extremely crucial steps in survival and development. If in 2024 we initially verified the possibility of profitability, then in 2025, we carried out a difficult practice on the more challenging topic of "high - quality growth". The core lies in the "three - control" strategy: controlling costs, controlling price levels, and controlling SKUs.
This is not a simple contraction but an active strategic focus and a concentration of resources on the main business. We made great efforts in implementation and finally achieved an improvement in the quality of growth. This makes me feel a bit relieved, but more importantly, it makes me sober: the market environment is still severe. The "risk - resistance ability" we have built is only the foundation, and it is far from the time to be optimistic. The past anxiety reminds us that only by continuously improving our internal strength can we truly be at ease.
Strengthening Internal Strength
The improvement of this internal strength comes from our systematic investment and accumulation in core capabilities over the years:
First, the in - depth development of channels has made operations more resilient: From the streets and alleys to the buildings and communities, our reach is expanding, and we are trying to reduce the fluctuations between peak and off - peak seasons. More importantly, we have gradually explored a business rhythm of "spring cultivation, summer battle, autumn harvest, and winter leap". The sales partners across the country are still orderly promoting the placement of freezers even in the cold winter. This execution ability is the cornerstone for the stable operation of channels.
Second, the improvement of supply chain efficiency has formed a reliable guarantee: The cost per box has been continuously optimized and reached a good level in the industry, which is the lifeline for ensuring the stable supply of products. The operation of the second - phase project in Tianjin and the planning of a new factory in Henan are all aimed at building a more efficient and resilient supply chain system, which is the foundation for the company's development. Also, the in - depth exploration of the value of core product categories has brought about a good growth momentum: Sparkling water, as the cornerstone, is continuously being consolidated. Brands such as Alien electrolyte water, Yuanqi Forest iced tea, and Hao Zizai have shown strong growth momentum. Behind this is our effort to provide users with clearer and more valuable product choices in specific scenarios. Focusing on core product categories and going deeper is the key to long - term competitiveness. The patient exploration of the overseas market has achieved some results: We are steadily penetrating into the mainstream markets step by step. This is a long and arduous journey that requires great patience and perseverance. Making Yuanqi Forest a trusted choice for global consumers is our unwavering long - term pursuit.
Finally, the solid construction of the management system has provided more basis for decision - making: The continuous optimization of the budget, assessment, and processes has made the main business lines clearer, the collaboration more efficient, and the decision - making more evidence - based. This is the hard - core skill to support us in "making good products". The strength of traditional enterprises lies in their profound management heritage. Through nine years of practice, we have deeply realized the importance of building this system, which is the core ability we are currently striving to develop.
Over the past nine years, we have paid a high price but also gained valuable insights. The competition in the consumer goods industry ultimately boils down to the competition in efficiency, cost, and user experience. The real competitiveness does not lie in fancy innovation but in having a stable, reliable, and continuously iterative core ability system and in being able to respond to external changes with solid "internal strength".
Deepening and Refining
So, what principles and directions must we adhere to after nine years of precipitation? I think the first is to return to the essence of business: respect the laws and revere common sense. The beverage industry has a long chain and many links. Any inaccuracy in any link (out - of - control budget, product over - proliferation, inventory backlog) will bring about systematic risks. We have deeply realized that we must adhere to the simple truth of "less is more, slow is fast", focus our resources, and make steady progress. This is the bottom - line thinking for survival and development.
Second, build an efficient organization: achieve a dual - integration and dynamic balance. In terms of culture, we should emphasize both trust and responsibility. We should cherish the open, honest, and innovative atmosphere of Yuanqi Forest, which is the source of vitality. At the same time, we must strengthen the execution culture of "keeping promises and being result - oriented" and establish reliable credibility in long - chain collaboration. Both vitality and discipline are indispensable.
In terms of development, we should pay attention to the balance between speed and quality, efficiency and risk. We have personally experienced that pursuing speed always comes at a cost. In every step of future development, we need to carefully weigh speed, efficiency, quality, and risk to find a sustainable balance point, and stability is the prerequisite. In terms of capabilities, we should focus on the integration of innovation and operation. This is our characteristic and also a challenge.
In the early stage, our innovative product strength helped us gain a foothold; in recent years, refined operation has enabled us to survive the cycles. In the future, we must deeply integrate the two: while encouraging an open - minded attitude and the courage to make mistakes, we should establish a rigorous planning, execution, and closed - loop mechanism (PDCA). We should not only be sensitive to opportunities but also ensure the stability and efficient operation of the basic market. This is the core of long - term competitiveness. In adhering to core values, we should always adhere to the product - centered and user - first principle. Our fundamental mission is to create products that are valuable to users. This is reflected in our "good product principle": whether it is "adding a little" (function improvement), "subtracting a little" (reducing the burden), "treating users like family" (extreme cost - effectiveness), "approaching handmade products infinitely" (natural and simmered), or "leaving a beautiful mark on the world" (altruistic experience), the core is to create real value for users.
Being Free from Doubts at Forty
Partners, the world we live in is full of uncertainties. With intensifying competition, technological innovation, and environmental changes, anxiety is everywhere. How can we move forward in the face of uncertainties? My experience is that anchoring the things that remain unchanged in the face of changes is the source of inner peace and continuous motivation for us. What are these "unchanged" things? Let me share two stories with you:
One is about Tang Seng. He seems to be the weakest, but because of his firm mission in mind, he has the most unshakable strength. For us, this mission is to make good products and serve users well. The other is about the tortoise. In the tortoise - and - hare race, the hare is easily distracted by various changes and temptations; while the tortoise is single - minded and takes every step steadily and effectively. For us, it means adhering to common sense, focusing on the main business, and avoiding unnecessary disruptions.
It is more accurate to say that our company is shaped by experiences rather than knowledge. The tuition fees we have paid, the victories we have won, and the lessons we have learned in the past have jointly formed our current understanding and system. These "wealth of experiences" are more valuable than any external theories because they are the "true knowledge" of Yuanqi Forest that has been repeatedly verified by practice. Cherish the growth brought by these experiences and adhere to the principles precipitated from them.
If we use one word to describe the current state of Yuanqi Forest, I think it is "being free from doubts at forty". We have survived the survival stage, gone through in - depth reflection and adjustment, and are now entering a stage with clearer goals, more stable steps, and more practical methods. The future is full of challenges, but as long as we have the right direction and proper methods, we can keep moving forward.
Standing at a new starting point and looking back on the past, two things impress me the most: Looking inward, we have a team that can fight tough battles. Everyone has both innovative thinking and a practical spirit, loves products, is committed to goals, and is diligent and intelligent. This is the most valuable asset of the company. Looking outward, we once seized the opportunities given by the times and completed the initial accumulation. In the future, we need to rely on our solid internal strength and the ability to continuously create value for users to gain real respect and status in the market.
How should we face 2026? My answer remains the same: We don't have any so - called brand - new grand plans. Avoid unnecessary disruptions. The consumer goods industry is a track with definite demand. The greatest wisdom is to resist temptations, focus on the main business, adhere to the business philosophy and management methodology that have been verified, adhere to our values, adhere to the original intention of making good products, and resist all kinds of blind actions and empty theories that lead to "entropy increase". Strengthen internal strength, adhere to the verified business philosophy and management methods, continuously optimize the "three - control" strategy, deepen channel and supply chain capabilities, and polish core products. Seek practical results. Like a craftsman, calm down, make steady progress every day, continuously improve our system, processes, and products, and speak with real performance.
I look forward to the day when we can look back and say without regret that we have always been focused on creating valuable and user - loved good products and have done our best and fought unceasingly for this. In 2026, let's continue to move forward side by side, be down - to - earth, and keep striving!
Tang Binsen
February 13th, 2026