FAQ

If you only open 3-5 stores a year, an internal team may be enough. But if your annual rollout reaches 20 stores, 50 stores, or even hundreds of stores, professional capability can indeed be built internally, but before doing so, it is worth calculating three accounts:

• Time account -- building a mature internal team (recruiting + training + trial and error) usually takes 2-3 years, while this year's store-opening plan cannot wait that long. YOMY can join immediately and start this month;
• Cost account -- store openings have peaks and valleys. Maintaining a team is a fixed cost, idle time in low seasons becomes sunk cost, and cross-city travel is a recurring expense. YOMY can be used on demand: more support when you open more stores, less when you open fewer stores, turning fixed cost into variable cost;
• Capability account -- even a senior project manager can usually manage about five projects well at the same time, and one person can rarely master cost consulting, submission review, and the full construction chain. Cross-city policy familiarity is also hard to replicate. YOMY relies on a 14-year database and operating system to support 50 concurrent projects without lowering standards, turning individual capability into system capability.

Beyond these calculations, there are two safeguards that cannot be obtained simply by hiring more people:

• Independent position and integrity firewall -- with an internal team, procurement, acceptance, and settlement are all handled by "your own people," who act as both player and referee. As an independent third party, YOMY cuts off conflicts of interest and keeps procurement comparison, acceptance evaluation, and settlement review traceable, transparent, and auditable;
• Corporate liability and risk coverage -- if an internal employee makes a mistake, the company ultimately bears the loss, while the individual's compensation capacity is limited. YOMY assumes contractual liability as a corporate entity, combining professional qualifications, compensation capacity, and contractual claim mechanisms so construction risk can truly be outsourced.

Finally, consider the money account: using a single-store construction budget of RMB 400,000 as an example, uncontrolled waste from omissions, duplicate claims, supplier overpayment, rework, and delays may account for 5%-8%, or RMB 20,000-30,000 per store. Through estimate interception, price comparison negotiation, and review control, YOMY helps retain most of that value (about RMB 20,000+ per store). Consulting fees come from part of the waste retained; the net result is cost saving, not extra spending.

In one sentence: building internally means using your own money and time to trial and error; using YOMY means immediately gaining a professional system, flexible cost, and risk coverage -- allowing your engineering team to move from "constant firefighting" to "focused decision-making," without increasing the overall budget pool and with net returns generated from existing waste.

Yes, this is fully supported.

YOMY is headquartered in Shanghai, with local service teams in Beijing, Shenzhen, Wuhan, Chengdu, and Hefei. It also has a Shanxi office and an overseas office in Thailand. Local teams are familiar with local approval procedures, building material markets, and construction resources.

For synchronized multi-store openings, YOMY relies on a systematic delivery method: 50 concurrent projects with no downgrade in standards:

• Schedule -- standard construction duration models are used to define critical paths and parallel workflows. Projects in different cities move forward under a unified rhythm, with early milestone warnings and weekly delay risk reports;
• Quality -- stores in different regions follow the same trade-specific process standard library and measured acceptance checklist, combined with supplier grading admission and third-party spot inspections to ensure consistent brand quality;
• Safety and information -- inspection SOPs, visual records, and closed-loop tracking of hidden-risk rectification allow headquarters to monitor multi-city site conditions in real time without being physically present.

YOMY also has proven experience in lower-tier and remote markets. Burger King's full-process project management cooperation, covering 1,000+ stores since 2014, has reached Lhasa (Gonggar Airport restaurant and Jokhang Temple restaurant), Shigatse, Daocheng Yading in Sichuan, Jiegao Port in Yunnan, Jinchang in Gansu, and other cities. Cross-city approval coordination, logistics scheduling, and construction resources are all centrally coordinated by YOMY and implemented under one consistent standard.