DDC's Two Month Reset Turned a Volatile Story Into a Ripe Opportunity

NEW YORK, NY / ACCESS Newswire / November 18, 2025 / For most consumers, DDC still feels familiar, the brands, the flavors, the recipes that built its early following. But underneath that cultural foundation, something larger has been taking shape. Over the last several months, DDC Enterprise Limited (NYSE American:DDC) has strengthened its food platform, expanded distribution across key markets, and quietly assembled one of the most closely watched corporate treasuries in the consumer sector.

None of it feels rushed. It feels structured. Thought through. Intentional.

That steadiness is not surprising to anyone who has followed Norma Chu's journey. She built DayDayCook from a small content experiment into a multinational, multi-brand Asian food company long before the industry realized what she was building. Her communication style has never changed. She speaks plainly. She speaks patiently. She centers clarity, foundational work, and systems that endure long after the spotlight moves on.

At Hawk Point Media, we are drawn to leaders who operate that way, the ones who understand that the loudest innovations often begin quietly. So when DDC started modernizing its financial backbone while still expanding its culinary footprint, it became clear that there was a story worth telling, a story about a company preparing itself for a very different consumer and financial landscape.

That is where we began our conversation with Norma Chu.

Editor's Note: Hawk Point Media assisted with light editing for clarity while preserving the intent, emphasis, and point of view of Ms. Chu's original responses.

HPM: Norma, investors are asking whether DDC is a food company or a modern treasury company that happens to sell food. How do you answer that?

DDC: It's funny how often I hear that question because when I started DayDayCook, the company was literally just me filming videos in my small Hong Kong apartment, teaching people how to cook food my family grew up with. There was no treasury. There was no balance sheet strategy. There wasn't even a company yet. There was only a belief that Asian cooking deserved to be more accessible and more joyful.

So at my core, I still see DDC as a food company. But I've also lived long enough in this industry to understand that believing in your mission is not enough. You need to protect it. You need to build the kind of financial structure that can absorb cycles, currency swings, geopolitical pressure, rising input costs, and shifts in global logistics. These are the forces that can make an otherwise healthy consumer company unexpectedly fragile.

Investors tend to separate the two sides because traditional companies separated them. Product over here. Balance sheet over there. But that's not how the world works anymore. In the last decade, we've seen consumer companies rise or fall not because people stopped liking the products but because the underlying economics couldn't keep up with the environment around them.

In this new age of business structure, we're not trying to run two different businesses. We're building one integrated company that honors its cultural foundation while also preparing itself for the reality of modern markets. When people understand that, the strategy stops looking strange and starts looking responsible.

HPM: In interviews and events, you often speak about "clarity and discipline." How does that apply to your treasury strategy?

DDC: Clarity and discipline have been part of our DNA since the beginning. In 2011, when I launched DayDayCook as a content platform, no one knew what "content-to-commerce" was. The phrase didn't exist yet. We had clarity about the consumer but very little clarity about the business model. We only survived because we stayed disciplined: Learning, adjusting, and building systems brick by brick.

The digital treasury strategy is the same. We didn't wake up one morning and decide to modernize our reserves. We spent years studying how companies preserve value globally, how purchasing power changes over time, how inflation eats margins across supply chains, and how unpredictable macro environments can be for mid-size consumer brands.

So when we talk about clarity, it's not philosophical. It means we know exactly why we hold the reserves we hold, how much exposure makes sense, how we measure risk, and how it complements, not replaces, our operating business.

Discipline is what keeps us grounded. We don't allocate based on emotion. When volatility appears, we don't chase it or hide from it. We go back to the framework. We ask: Do our liquidity needs support this? Are our forward orders stable? Are we preserving optionality?

Investors don't need us to be perfect. They need us to be consistent. That's what clarity and discipline look like in a digital treasury context.

HPM: Investors noticed you quickly accumulated a significant digital reserve position. How should they interpret the pace?

DDC: This is an area where the outside perspective doesn't always match the internal process. From the outside, people see a timeline, the press releases, the filings, and the way the numbers build over time. From inside the company, the process looks much calmer and more methodical.

Every allocation decision is reviewed internally with the same seriousness we would bring to an acquisition or a new product launch. There's nothing spontaneous about it. The pace you see is simply the outcome of our internal model aligning with external conditions.

And I think investors should understand something important. We're not trying to "optimize" the perfect moment. We're not traders. We're not speculating. The pace is tied to our operating strength. When our core business performs well - when inventory moves as expected, when margins hold, when distribution expands - that gives us flexibility. Flexibility lets us act when conditions fit our framework.

So rather than seeing pace as speed, investors should see it as readiness. It reflects a company that came prepared, that built the right internal structure, and that executes only when it makes sense.

HPM: On the operating side, what should investors know about how DDC evaluates brands?

DDC: This is a personal topic for me because DayDayCook started as a deeply personal project. I grew up in a family where food wasn't just nourishment. It was storytelling. My grandmother cooked every meal with intention, and I carried that with me. When we evaluate brands today, I look for that same sense of intention.

Authenticity matters. Consumers feel it instantly. A brand that comes from a founder with a real cultural or culinary point of view behaves differently on shelves and on tables. It has staying power. It builds trust. It earns loyalty, sometimes slowly, but at the same time, meaningfully.

At DDC, we look at whether the brand has a clean ingredient list, a clear value proposition, and a founder story that isn't manufactured for marketing purposes. We want brands that mean something. Brands that add to the ecosystem we've built. We don't buy companies simply because the category is hot. We buy companies that can become part of a larger, coherent platform.

For investors, that should signal discipline. We are not in the volume game. We are in the quality and longevity game. And those decisions compound over time.

HPM: That approach is working, as shown by DCC recently delivering strong operational results. What does that signal to investors?

DDC: It signals that the foundation is strong. Strong results don't come from one big decision; they come from hundreds of small ones. Better forecasting. Better SKU management. Better margin control. More intuitive consumer insights. A more mature supply chain network.

When I look at our performance, I see the outcome of years of work. Many of the systems we rely on today were built when no one was paying attention. Investors saw the results later, but the building happened quietly.

So the signal is this: the operating business is not being overshadowed by the treasury strategy. If anything, it's being strengthened by it. A stable financial base lets us be more patient with innovation. It lets us take a longer view on pricing, on inventory cycles, and on how we support retail partners.

When operations are strong and reserves are resilient, a company moves differently. It's not reacting. It's choosing.

HPM: On that front, you've brought in strategic partners for operations and financial structure. How do investors benefit from that ecosystem?

DDC: Investors benefit because the right partners remove friction and add perspective. In food, that means partners who understand regional markets, ingredient sourcing, and retail behavior. In treasury, it means partners who understand risk, liquidity, and long-term value retention.

We don't believe a company needs to do everything internally. What it needs is clarity about what it's trying to build. Once you have that clarity, you can bring in experts who help you execute smarter and faster.

In both food and finance, our approach is the same: find people whose capabilities stretch our own and whose values match ours. That ecosystem makes the company more resilient. And resilience, in my opinion, is one of the most undervalued characteristics in today's market.

HPM: When investors look back five or ten years from now, what do you hope they say about DDC?

DDC: I hope they say we stayed true to who we are while preparing for who we needed to become. That we honored our cultural roots, respected our consumers, and built a financial structure that protected our future.

I also hope they say we made thoughtful decisions. Not loud decisions. Not reactive decisions. Just the kind of careful, long-term choices that allowed the company to grow steadily without losing its identity.

If investors someday look back and say DDC was a company that balanced authenticity with preparation, mission with structure, and flavor with financial strength, then I'll feel we did this chapter well.

End Interview

HPM's Take: As our conversation wound down, what became clear was that DDC's story is not defined by a single decision or strategy. It is defined by the way those decisions connect: culture supported by structure, creativity supported by discipline, and heritage supported by a financial architecture designed for the long view. Many companies talk about protecting their mission. DDC is building the framework that allows that mission to endure. In an unpredictable world, that kind of steadiness is more than an advantage. It is the beginning of a different kind of consumer company, one built to last because it knows exactly who it is and exactly where it wants to go.

About DayDaycook

DayDayCook is on a mission to share the joy of Asian cooking culture with the world, offering a suite of accessible and healthy ready-to-eat, ready-to-cook, and ready-to-heat products that cater to the global palate. DayDayCook has evolved from a culinary content authority to a multi-brand powerhouse, curating a broad range of products that champion authenticity, nutrition, and convenience. The company's growing portfolio includes DayDayCook, Nona Lim, Yai's Thai, Omsom, MengWei, and Yujia Weng. Follow the Company on LinkedIn.

Forward-Looking Statements

This interview contains forward-looking statements within the meaning of federal securities laws. These statements include, but are not limited to, discussions regarding DDC Enterprise Limited's operating performance, brand strategy, distribution plans, financial structure, reserve management approach, and the Company's expectations for future growth, resilience, and long-term positioning. Forward-looking statements are based on the Company's current views, assumptions and expectations about future events and business performance, many of which involve risks and uncertainties that are difficult to predict.

Words such as "expect," "anticipate," "intend," "believe," "estimate," "plan," "potential," "future," "continue," "should," "could," and similar expressions are intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. Actual results may differ materially from those expressed or implied due to a variety of factors, including changes in consumer demand, supply chain fluctuations, cost pressures, competitive dynamics, macroeconomic conditions, regulatory developments, and risks associated with the Company's operational and financial strategies.

DDC undertakes no obligation to update or revise any forward-looking statements to reflect events or circumstances that occur after the date of this interview, except as required by applicable law. Readers are encouraged to review the risk factors and other disclosures contained in the Company's filings with the U.S. Securities and Exchange Commission to better understand the variables that may impact future performance.

Email contact for this interview: info@hawkpointmedia.com

SOURCE: DDC Enterprise Limited (DDC)

View the original press release on ACCESS Newswire

Profitability achieved in H1 2025 with record gross margin and net income, driven by China growth and cost controls. Strategic Bitcoin treasury strategy accelerated, with 1,008 BTC accumulated and $528 million in financing secured for further expansion.

Original document: DDC Enterprise Limited [DDC] SEC 6-K Current Report — Sep. 4 2025

- DDC achieves profitability, delivering record gross margins and net income

- Launched Bitcoin treasury strategy and reached 1,008 BTC or 1,798% BTC Yield(1) as of August 31, 2025(1)

NEW YORK--(BUSINESS WIRE)--September 04, 2025--

DDC Enterprise Limited (NASDAQ: DDC) ("DDC" or the "Company"), an Asian consumer-first company at the forefront of corporate Bitcoin acquisition and treasury management, today released its unaudited financial results for the six months ended June 30, 2025.

H1 2025 Financial Highlights

 
US$ / RMB in 
millions                      Six Months Ended                YoY 
                       June 30, 2024    June 30, 2025          % 
                       US$      RMB     US$      RMB      US$      RMB 
                      ------  -------  ------  -------  -------  ------- 
 
Revenue                $17.2   $122.9   $15.6   $111.9   (9.4%)   (8.9%) 
Gross profit            $4.5    $31.8    $5.2    $37.3    16.9%    17.5% 
% of revenue           25.9%    25.9%   33.4%    33.4%    29.0%    29.1% 
Operating expenses      $8.1    $57.6    $3.2    $22.9  (60.5%)  (60.3%) 
Operating income      $(3.6)  $(25.8)    $2.0    $14.5   155.9%   156.2% 
Net income            $(5.2)  $(36.7)    $5.2    $37.1   200.5%   201.1% 
 

Management Commentary

"The first half of 2025 was transformational for DDC," said Norma Chu, Founder, Chairwoman and CEO of DDC. "DDC started as a content-driven Asian food platform and has since grown into a portfolio of beloved, ready-to-eat consumer brands. In the first six months of 2025, DDC turned profitable and delivered record high gross margin and net income of 33.4% and $5.2 million, respectively. Our core operating business is the strongest it has ever been and we expect continued growth into the second half of the year."

Ms. Chu continued, "In addition, we entered the Bitcoin treasury strategy space with conviction. In late May, we made our first purchase of BTC and outlined a structured plan for responsible accumulation. Since then, we have scaled quickly, executing a historical $528 million financing with premier institutional investors and completed nine separate BTC purchases, bringing our treasury holdings to 1,008 BTC as of the end of August, representing a BTC Yield of 1,798% since the first purchase(1) ."

Ms. Chu concluded, "DDC's Bitcoin treasury competitive advantage lies in our extensive reach into China's vast, underpenetrated investor base and a profitable core business that strengthens our access to capital markets. This foundation enables sustainable Bitcoin accumulation and ongoing investment in growth. Our goal is clear: lead this emerging category, reach 10,000 BTC by the end of 2025 and establish ourselves as one of the world's top three treasury company within three years."

H1 2025 Financial Summary

All amounts compared to H1 2024 unless otherwise noted

• Total revenue of US$15.6 million was down 9.4% year-over-year due to our strategic exit from loss-making U.S. operations. Domestic China business revenue grew 7.5% year-over-year, driven by increase in sales volume in China.
• Gross profit of US$5.2 million was up 16.9% year-over-year, driven by our stringent supply chain optimization and deflation in China providing raw material cost savings.
• Operating expenses of US$3.2 million was down 60.5% year-over-year due to exit of loss-making US operations and stringent cost control across the entire business.
• Net Income was US$5.2 million vs. US$(5.2) million driven by the above as well as a $3.8 million unrealized gain in fair value of digital assets.
• Cash and cash equivalents and short-term investments were US$25.1 million as of June 30, 2025.

H1 2025 Bitcoin Summary

• "BTC Yield" KPI: Achieved BTC Yield of 367% in H1 and 1,798% since first purchase1 (as of August 31, 2025).
• Digital Assets: As of June 30, 2025, the Company's digital assets were comprised of approximately 138 BTC. During the six months ended June 30, 2025, the Company recorded an unrealized gain in the fair value of digital assets of $3.8 million.

H1 2025 Capital Markets Summary

• Closed an aggregate of $528 million in strategic financing for Bitcoin treasury strategy:
  -- $26 million strategic PIPE investment from premier Bitcoin and
  digital asset investors, which included conversion of outstanding debt to further strengthen the balance sheet.
  -- $25 million by issuance of first tranche of convertible notes
  (with committed additional capacity of up to $275 million available in subsequent drawdowns) with Anson Funds.
  -- $2 million in a private placement from Anson Funds in addition
  to a $200 million equity line of credit.
• Filed a $500 million universal shelf registration statement on Form F-3 with the U.S. Securities and Exchange Commission (SEC).
• As of September 4, 2025, DDC has utilized a total $53 million of its $528 million strategic financing for its Bitcoin purchases. $275 million of convertible note and $200 million equity line of credit with Anson Funds still remains undrawn. In addition, as of September 4, 2025, DDC has not utilized any of the $500 million universal shelf.

Earnings Conference Call

DDC will host a conference call today at 8:00 AM EST. The call will address the results of the six months ended June 30, 2025, as well as provide a business update on the Company's strategies for the near-term future.

• Date: September 4, 2025
• Time: 8:00 AM EST
• Participant Call Links:
  -- Live Webcast: Link
  
  -- Participant Call Registration: Link
  

Participants wishing to join the conference call by phone should register using the Participant Call Registration link provided above. After completing the registration, the participants will receive an email with the necessary details to access the call including dial-in number, passcode, and PIN. To ensure a timely start, the Company encourages all callers to connect about 5 minutes before the scheduled time.

About DDC Enterprise Limited (NYSE: DDC)

DDC Enterprise Limited (NYSE: DDC) is spearheading the corporate Bitcoin treasury revolution while maintaining its foundation as a leading global Asian food platform. The Company has strategically positioned Bitcoin as a core reserve asset, executing a bold and accelerating accumulation strategy. While continuing to grow its portfolio of culinary brands, DDC is now at the vanguard of public companies integrating Bitcoin into their financial architecture.

Caution Regarding Forward-Looking Statements

Certain statements in this announcement are forward-looking statements. Investors can identify these forward-looking statements by words or phrases such as "may," "will," "expect," "anticipate," "aim," "estimate, " "intend," "plan," "believe," "is/are likely to," "potential," "continue" or other similar expressions. Examples of forward-looking statements include those related to business prospects, accumulation of Bitcoin, and the Company's goals and future activity under the financing transactions described above, including the statements on the closings of the offerings and the satisfaction of closing conditions and use of proceeds in the offerings. These statements are subject to uncertainties and risks including, but not limited to, the risk factors discussed in the Risk Factors and in Management's Discussion and Analysis of Financial Condition and Results of Operations sections of our Forms 20-F, 6-K and other reports, including a Form 6-K which with copies of the definitive documents related to the above transactions, to be filed with the Securities and Exchange Commission ("SEC") and available at www.sec.gov. It is also inherent in forward-looking statements for there to be risks, uncertainties and other factors beyond the Company's ability to predict or control. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results in the Company's filings with the SEC. Additional factors are discussed in the Company's filings with the SEC, which are available for review at www.sec.gov. The Company undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations that arise after the date hereof, except as may be required by law.

DDC ENTERPRISE LIMITED

UNAUDITED CONSOLIDATED BALANCE SHEETS

 
                      December 31,          June 30, 
                          2024                2025 
                      -------------  ----------------------- 
                           RMB           RMB         US$ 
 
ASSETS 
Current assets 
Cash and cash 
 equivalents             60,957,156   48,375,196   6,752,917 
Short-term investment   130,055,727  131,338,206  18,334,107 
Accounts receivable, 
 net                     33,146,088   25,403,144   3,546,142 
Inventories               4,719,804    3,055,943     426,593 
Prepayments and other 
 current assets         148,267,234  205,716,329  28,716,892 
                       ------------  -----------  ---------- 
 
Total current assets    377,146,009  413,888,818  57,776,651 
                       ------------  -----------  ---------- 
 
Non-current assets 
Long-term investments     8,490,163    8,490,163   1,185,181 
Property, plant and 
 equipment, net             573,775      475,348      66,356 
Operating lease 
 Right-of-use assets      5,154,258    4,396,733     613,760 
Intangible assets, 
 net                     10,894,989   10,013,148   1,397,782 
Goodwill                 26,638,707   26,638,707   3,718,620 
Other non-current 
 assets                  56,319,547   78,746,814  10,992,631 
Digital assets                    -  102,183,472  14,264,263 
                       ------------  -----------  ---------- 
 
Total non-current 
 assets                 108,071,439  230,944,385  32,238,593 
                       ------------  -----------  ---------- 
 
Total assets            485,217,448  644,833,203  90,015,244 
                       ============  ===========  ========== 
LIABILITIES AND 
SHAREHOLDERS' 
EQUITY 
Current liabilities 
Short-term bank 
 borrowings              50,500,000   47,440,000   6,622,369 
Current portion of 
 long-term bank 
 borrowings                 792,548      514,622      71,838 
Accounts payable         24,308,952   24,836,371   3,467,024 
Contract liabilities     12,377,171   11,178,152   1,560,410 
Shareholder loans, at 
 amortized cost          84,342,862   66,017,666   9,215,711 
Amounts due to 
 related parties            491,089      491,089      68,553 
Accrued expenses and 
 other current 
 liabilities            192,237,718  195,710,852  27,320,183 
Current portion of 
 lease liabilities        2,037,862    1,652,552     230,687 
Current portion of 
 finance lease 
 liabilities                 29,847       29,847       4,166 
Convertible loans, at 
 amortized cost           3,500,000    3,500,000     488,581 
                       ------------  -----------  ---------- 
 
Total current 
 liabilities            370,618,049  351,371,151  49,049,522 
                       ------------  -----------  ---------- 
 
Non-current 
liabilities 
Long-term bank 
 borrowings               4,463,550    4,509,229     629,464 
Operating lease 
 liabilities              3,584,743    3,283,462     458,354 
Convertible loans, at 
 fair value              10,076,081   23,473,345   3,276,753 
Convertible loans, 
at amortized cost                 - 
Deferred tax 
 liabilities              3,798,357    3,174,500     443,143 
Other non-current 
 liabilities             10,405,554   10,405,554   1,452,559 
                       ------------  -----------  ---------- 
 
Total non-current 
 liabilities             32,328,285   44,846,090   6,260,273 
                       ------------  -----------  ---------- 
 
Total liabilities       402,946,334  396,217,241  55,309,795 
                       ============  ===========  ========== 
 
 

DDC ENTERPRISE LIMITED

UNAUDITED CONSOLIDATED BALANCE SHEETS — (Continued)

 
                      December 31,               June 30, 
                          2024                     2025 
                     ---------------   ----------------------------- 
                           RMB               RMB            US$ 
 
Shareholders' 
equity 
Class A ordinary 
 shares (US$0.4 par 
 value per share, 
 8,000,000 shares 
 and 200,000,000 
 shares authorized 
 as of December 31, 
 2024 and June 30, 
 2025, respectively; 
 3,150,169 shares 
 and 8,307,583 
 shares issued and 
 outstanding as of 
 December 31, 2024 
 and June 30, 2025, 
 respectively)             8,984,639        21,717,617     3,031,662 
Class B ordinary 
 shares (US$0.016 
 par value per 
 share, 875,000 
 shares and 
 1,750,000 shares 
 authorized as of 
 December 31, 2024 
 and June 30, 2025, 
 respectively; 
 875,000 shares 
 issued and 
 outstanding as of 
 December 31, 2024 
 and June 30, 2025, 
 respectively)                96,589            96,589        13,483 
Additional 
 paid-in-capital       1,984,763,325     2,097,090,031   292,742,480 
Accumulated deficit   (1,814,578,760)  (1,786,435,453)  (249,376,773) 
Accumulated other 
 comprehensive loss     (131,840,166)    (127,688,646)   (17,824,648) 
                      --------------   ---------------  ------------ 
Total shareholders' 
 equity attributable 
 to DDC Enterprise 
 Limited                  47,425,627       204,780,138    28,586,204 
                      --------------   ---------------  ------------ 
 
Non-controlling 
 interest                 34,845,487        43,835,824     6,119,245 
                      --------------   ---------------  ------------ 
 
Total shareholders' 
 equity                   82,271,114       248,615,962    34,705,449 
                      --------------   ---------------  ------------ 
 
Total liabilities 
 and shareholders' 
 equity                  485,217,448       644,833,203    90,015,244 
                      ==============   ===============  ============