Product R&D Direction & Plan (Workstream 2)

Version 2.2.2 · Scope: Phase 1, M0 – M18 · Lead: CPO — Product Research & Development executive group · 29.09.2026 Follows on from EverWell Business Idea v2.2.2 Readers: internal executive team · Oriental-medicine advisor · investors reading alongside

From the first cup of tea to a product bearing our own name — everything placed on the table must be complete in all three layers.

Opening · Why this document exists

Business Idea v2.2.2 divides Phase 1 into three workstreams: K1 brand – community – communication, K2 product research & development, K3 operations – capital – finance. This document goes deep into Workstream 2 — the workstream responsible for what is given: from the drinks set that opens the shop, to the wholesome menu, to the first packaged product bearing the EverWell name.

• Who it is for — The CPO and the R&D group use it as a compass for trial brewing, trial cooking, adjusting dishes and standardising. The Oriental-medicine advisor uses it to know what they are approving. Investors read alongside to see that products are not born on a whim — every item passes through the same gate.
• Read together with — Communication Strategy v2.2.2 and Brand Voice v2.2.2: Workstream 2 makes something worth giving, Workstream 1 tells its story. The two mirror each other. Shop Operations Handbook v2.2.2 is where the recipe cards are used every day.
• Not in this document — Final figures on capital, cash flow and timeline sit in Phase 1 Business Plan v2.2.2; if the two differ, that version prevails. §8 gives only broad estimate ranges to help picture things. Detailed legal procedures belong to Workstream 3; §7 states only what Workstream 2 must know to design products correctly.

1 · Three layers — the backbone of the whole document

An EverWell product is not just a cup of tea or a plate of rice. It is Substance — what can be held and tasted; it is Story — the thread linking people, nature, culture and the Four Lights; and it is Giving — how it is made, priced, placed and introduced.

A complete product has three layers. Missing one, it does not launch.

Rule for using the three layers. Before a product launches, it must answer: are all three layers complete, and which customer group does it serve? Any dish that cannot answer does not yet need a place in Phase 1.

2 · Four goals for the end of Phase 1

Each goal is anchored to one product group. The sign of success is written in words, not only in metrics.

Goal 1 · A drinks set that customers come back for

Drinks group · Line 1 herbal milk tea · Line 2 wellness herbal tea

Open the shop with 8–10 cups, grow by swapping items, and by M18 have 12–20 drinks, with each line having a cup that gets reordered.

Signs: the repeat-customer rate rises steadily each stage; a cup is ordered by the same person for the third time; grandparents order Line 2 and grandchildren order Line 1 at the same table.

Goal 2 · The first packaged product bearing the EverWell name

Drinks group · take-home product

One packaged wellness herbal tea set (tea bags or gift box), chosen on three months of evidence, with dossier and packaging ready, first batch sold in the shop from M16.

Signs: that tea is reordered steadily for three months in the shop; the gift pack is bought as a present for parents.

Goal 3 · A wholesome menu of ≤ 8 dishes, with a lunch combo and a weekly pack

Food group

From M6 open the food menu: at most 8 dishes on one prep base, with a pre-ordered lunch combo and a 5-meal weekly pack for Group 2.

Signs: the lunch combo gets reordered into a second week; the weekly pack runs steadily every week; each customer group can point to "their dish" while the menu still stays within eight dishes.

Goal 4 · A product handbook complete enough for a newcomer to open shop 2

Standardisation

Every dish on sale has a recipe card, a three-minute process, a cost price and a traceable ingredient source; a newcomer who reads it can make it taste right.

Signs: someone who has never stood behind the counter, after one week following the handbook, brews the whole drinks set correctly and regulars notice no difference.

Meaning — These four goals are not measured by the number of dishes made, but by the number of dishes people come back for. The most worthy thing to give is the truth of the ingredients.

3 · Strategic direction for research & development

3.1 · One shared table — four customer groups

The menu is written for Group 1 — Korean families who care about living well. But at that same table, the other three groups each find their own dish — no group needs a separate menu, no group feels like a secondary guest.

The 55/25/8/12 split is an estimate, to be re-verified after three months of shop 1.

The One Shared Table rule. Write for Group 1 without making Group 4 feel out of place. Print ingredients so each person chooses for themselves. Cover all four groups through how dishes are chosen, not by bloating the menu. Never use the word "vegetarian" or the name of a religion on a product.

3.2 · The five-question gate

A cup of tea, a plate of rice, a gift pack or a portion in the weekly pack — all pass through the same gate. Only a "yes" to all five earns a place on the table.

1. Kind in a way we can say out loud — drinks ≤50% sugar compared with ordinary milk tea, vegetable-forward dishes; natural ingredients, no colourings, no synthetic flavourings.
2. Shared brewing – prep base, little waste — uses the same base as existing items; one prep day a week is still enough; demands no extra equipment; take-away packaging uses the agreed green materials.
3. Clear source, printable — the growing region of at least one main ingredient can be named; the ingredient list (including eggs, milk, onion and garlic if present) can be printed on the menu and QR.
4. Done in three minutes — a teammate finishes in three minutes, following the recipe card.
5. No claims of benefits — only the truth of the ingredients and how it feels to use; specifically, Line 2 and cosmetics must have the Oriental-medicine advisor approve the formula before sale.

3.3 · Principles for keeping the way of making in harmony with cost

• One shared base — every drink shares one brewing base (base tea, base milk, home-cooked herbal syrups); every dish shares one prep base. A new item may not demand extra equipment or an extra prep day.
• No more than 20 drinks, no more than 8 dishes — the menu grows by swapping: when a new item comes in, the least-loved item gives way.
• Keep the right rhythm — drinks first; food at M6; cosmetics formula M5–M7, first batch M17; packaged product chosen M10, first batch M16. Do not activate early, so that each stage can feed the next.
• Test small first, do it for real after — every new direction (food, weekly pack, cosmetics, packaged product) starts at a small scale with familiar people in the community, and expands only once it has earned its place.
• One product at a time — cosmetics go through the full import procedure and Korean labelling for one product before moving on to the next.

3.4 · Four things we never promise

• No promise to cure illness — wellness herbal tea is a drink, not a medicine.
• No promise of weight loss or detox — the weekly pack is a decent meal, not a treatment course.
• No promise of "vegetarian" — say "vegetable-forward", "eating well"; print ingredients so those who need to can choose for themselves.
• No promise of peace of mind — the product does not carry spiritual promises; that is for the space and the people to speak for themselves.

4 · Three product groups and the sets

The research roadmap follows the six-step rhythm of Phase 1 — drinks open the way, food sustains, take-home products come after.

● stage focus · ◐ running, adjusted from feedback · ◌ seeding

4.1 · Drinks group — opening the way

Shared base: Taiwanese herbs + Chinese milk-tea technique + natural ingredients from Vietnam / Thailand / Southeast Asia. Cups are named after a feeling or an everyday use ("a cup for a long afternoon"), never after an illness.

Line 1 · Herbal milk tea — for young people and grandchildren. - ≤50% sugar; sweetness from fruit, herbs, natural sugar. - 5–6 cups on opening day; each cup has an "even less sweet" version without needing a separate recipe. - Take-away cups: cups and straws in green materials; bring-your-own cup gets 500₩ off.

Line 2 · Wellness herbal tea — for parents and grandparents. - 3–4 cups on opening day, seasonal; formulas approved by the Oriental-medicine advisor. - Spoken through ingredients and feelings ("warms the stomach, easy to sleep" is a feeling; "cures insomnia" is a benefit claim — not said). - The sole source of candidates for the first packaged product and for the cup form of the Cup Given Forward.

First packaged product. - From M4 run the three-month clock: record the repeat rhythm of each Line 2 cup. - M10 choose the tea with the steadiest repeat rate; M10–M12 test tea bags / gift box with regulars; M12–M16 prepare the dossier, packaging and growing-region story with Workstream 1; the production method (self-packed at the shop or contracted to a 식품제조가공업 (licensed food manufacturer)) is settled with Workstream 3 at M12; first batch sold M16.

4.2 · Food group — sustaining, opening M6

Kind, vegetable-forward, tasty and filling. Eggs, milk and a full range of seasonings (including onion and garlic) are used; everything is printed on the menu.

Three branches, together at most 8 dishes on one prep base: - (a) Herbal wellness dishes in Taiwanese–Chinese style — 2–3 dishes; Oriental-medicine advisor gives input. - (b) Dishes with the colour of Vietnam's three regions — 2–3 dishes; conversation-starters, not performances. - (c) Seasonal bowls and pre-ordered lunch combo — 2–3 dishes; green packaging; the root of the weekly pack.

Weekly pack for Group 2: 5 pre-ordered lunches, using dishes already on the menu — no extra prep base, no extra equipment. Test small with familiar people M6–M8, make it routine M10–M12, open a monthly form M12–M18.

4.3 · Natural cosmetics — one product, all the way through

• First product: soap-nut (bồ kết) shampoo from Vietnamese ingredients.
• Workstream 2 settles the formula, ingredient source, ingredient testing (M5–M7) and growing-region story; Workstream 3 files the 화장품책임판매업 (cosmetics responsible-seller registration) and Korean labelling (M8), completed M12 (§7). First batch on the shop shelf M17. Only once product one has gone all the way through does research begin on product two (body wash).
• No cosmetics revenue target is set in Phase 1; the goal is one product completing the full legal path.

4.4 · Sets and subscription — how the whole family gives

• Two-cup set (one Line 1 + one Line 2) — available from opening day, priced slightly above one cup; settled at M2–M3.
• "One Roof" set — children giving to parents: wellness herbal tea box + message card; designed M10–M12, sold M12–M18.
• Weekly/monthly gift pack and subscription across the three groups — designed M10–M12, sold from M13 via KakaoTalk; Workstream 2 defines the catalogue and cost prices, Workstreams 1 and 3 operate.

4.5 · The Cup Given Forward — the standard for a good deed

• Workstream 2 defines the Cup Given Forward standard in two steps: M2–M3 the cup form — one Line 2 cup, clear cost price, made in three minutes — so the Cup Given Forward board opens on opening day; M6 add the portion form — one bowl among the 8 dishes — when food launches.
• Workstream 1 operates the public Cup Given Forward board in the shop and the partner programme; Workstream 3 keeps the books (funds held in trust, not revenue). The Cup Given Forward must never be a "lesser" item — same cup, same substance.

5 · Plan by stage · M0 – M18

Five stages following the six steps of Phase 1. Each stage has main work, a repeating routine, and one sentence stating what that stage is for.

M0 – M2 · The drinks set

Lead: CPO · working with: Oriental-medicine advisor (Line 2) · Workstream 1 (Story layer) · Workstream 3 (purchase prices)

Main work - Settle the shared brewing base: base tea, base milk, 3–4 home-cooked herbal syrups. - Trial-brew 15–20 cups (10–12 Line 1, 5–8 Line 2); each cup gets a recipe card: ingredients, growing region, weights, sugar level, time, cost price. - Three rounds of tasting invitations: close acquaintances → purely Korean families (with grandparents and grandchildren) → a small group around Inha. Keep 8–10 cups. - Oriental-medicine advisor approves all of Line 2 and signs the recipe cards. - Settle the source ingredient catalogue — who grows it, which region, purchase price, import route into Korea. - Write the Story layer for each cup kept — hand to Workstream 1 for content and QR.

Routine — Every week: one trial-brewing session · update recipe cards · run each cup through the five-question gate.

Meaning — Have a drinks set standing firm before there is a door to open — do little, do it very well.

M2 – M3 · The brand on the cup · design of shop 1

Lead: CPO · working with: Workstream 1 (identity) · Workstream 3 (shop design, equipment)

Main work - Settle cup names, one-line descriptions, ingredient list printed on the trilingual menu — with Workstream 1. - Settle cups, lids, straws, take-away bags in green materials; test durability over a 30-minute carry. - From the recipe cards, draw up the counter equipment list for Workstream 3 to order — only what the 8–10 cup set needs. - Write the three-minute process as steps; train the first teammate. - Settle the two-cup set and how it is displayed on the menu. - Settle the cup-form Cup Given Forward standard (Line 2 cup, cost price) — so the board opens on opening day.

Routine — Every week: trial-brew on real equipment as it arrives · adjust recipe cards to the equipment.

Meaning — The cup of tea is the first brand the customer holds in their hand; everything else follows the cup.

M4 – M10 · Operate · optimise · open food, cosmetics, portion-form Cup Given Forward

Lead: CPO · working with: shop manager (feedback log) · Oriental-medicine advisor · Workstream 1 (Cup Given Forward) · Workstream 3 (cost price, legal)

Main work - M4–M6 — listen to the drinks: the shop manager writes the feedback log every day, the CPO reads it every week; adjust at most one cup per week; start the three-month clock for Line 2; adjust weights and cost prices against real sales, hand to Workstream 3. - M4–M6 — trial-cook food: 12–15 dishes on one prep base; three rounds of tasting; keep ≤8 dishes covering all three branches (a)(b)(c); print ingredients; EN/KO/VI menu; open M6. - M5–M7 — cosmetics: settle the formula and soap-nut source; make samples; ingredient testing M7; send to Workstream 3 to file the import dossier and labelling (M8). - M6 — portion-form Cup Given Forward: choose the bowl, cost price, process; hand over to Workstream 1 when food launches. - M6–M8 — test the lunch combo and weekly pack small with familiar people around Inha: learn boxing, labelling, pick-up scheduling. - Seasonal drinks: swap 1–2 cups for summer; trial-brew next season's cups in the quiet month. - M7–M10 — read the three-month clock → choose the Line 2 cup for the first packaged product; decision at M10. - Packaging: record the number of bring-your-own cups and weekly-pack boxes — data for the quarterly Regeneration report.

Routine — Every week: feedback log · one trial session · run new items through the five-question gate. Every month: review cost prices with Workstream 3 · read the Line 2 clock · check whether all 4 customer groups have "their dish" yet.

Meaning — Products are verified by real users; the menu grows from feedback, not from inspiration.

M10 – M12 · Choose the take-home product · prepare the full-set shop

Lead: CPO · working with: Workstream 1 (story, gift pack) · Workstream 3 (full-set shop design, legal)

Main work - From the Line 2 cup chosen at M10: test tea-bag and gift-box forms with 20–30 regulars; packaging samples, labels per 식품표시광고법; settle the production method with Workstream 3 at M12. - Make the weekly pack routine: portions per week, pick-up schedule, boxing, labels — written down as a routine. - Design the "One Roof" set, weekly/monthly gift pack, three-group subscription; define catalogue and cost prices (the two-cup set has existed since opening). - Verify the 55/25/8/12 split against real sales; adjust the menu focus if it deviates. - Feed Workstream 2's requirements into the full-set shop design: a kitchen for 8 dishes, a counter for 20 cups, shelves for take-home products and cosmetics, a tea-brewing corner for the Quiet Hour. - Begin writing product handbook edition 2 from all the recipe cards.

Routine — Every week: feedback log · weekly pack delivered on time. End of stage: review all recipe cards — what to keep, what to let go.

Meaning — Choose the product that bears our name on three months of evidence, not on one day's inspiration.

M12 – M18 · Standardise · subscription · ready to replicate

Lead: CPO · working with: Workstream 3 (dossier, production) · Workstream 1 (gift pack, subscription, channels)

Main work - Complete the first packaged product: final packaging, ingredient list, growing-region story; first batch M16, sold in the shop and via KakaoTalk. - Cosmetics all the way through: Korean labelling done (M12), first batch on the shop shelf M17; only then open research on product two. - Sell the "One Roof" set, weekly/monthly gift pack, subscription from M13; review cost prices monthly. - Stabilise the drinks set at 12–20 cups, menu at ≤8 dishes; every item has a final recipe card. - Complete product handbook edition 3 and test it with a newcomer (M15): someone who has not stood behind the counter follows the handbook for a week, and regulars notice no difference. - Look back over eighteen months: which dish was most loved, which group still lacks a worthy dish — set the R&D brief for Phase 2.

Routine — Every month: review cost prices and repeat rate with Workstream 3 · update the handbook. End of stage: wrap up with the executive team and advisors.

Meaning — What can be written down can be replicated; shop 2 opens with the handbook, not with the founder.

6 · Records & repeating routines

Four books are the entire memory of Workstream 2. No book, no product.

Routines at a glance - Every week — read the feedback log · one trial session · run new items through the five-question gate · from M6: weekly pack on time. - Every month — review cost prices and weights with Workstream 3 · read the repeat clock · check the four customer groups · adjust at most one item per week, swap at most two items per season. - Every stage — review all recipe cards · wrap up with the executive team and the Oriental-medicine advisor.

7 · Legal & product safety — what Workstream 2 must know

Procedures belong to Workstream 3 (Workstream 3 Plan §6); Workstream 2 designs products so they pass through.

8 · Estimated costs and staffing

Broad estimate ranges to help picture things — final figures sit in Phase 1 Business Plan v2.2.2 §4.3 (Workstream 2: 18.4 M₩ for all of Phase 1); if the two versions differ, that one is the standard. Ingredients for daily sales belong to Workstream 3's operating costs; below is only spending on research and development.

Foundation items — one-off, M0–M3

Items by stage

Phase 1 invests in no production machinery. The packaged product is prepared in terms of dossier, packaging and story; the first batch is produced by a licensed contractor or packed at the shop if conditions allow.

Staffing — effort by stage

When to bring in a dedicated person — The CPO is a founding member who also holds this role throughout Phase 1 (R&D executive group 11.67%), supported by the Oriental-medicine advisor. Bring in a dedicated R&D person at the start of Phase 2 with the full-set shop and the second packaged product.

Who approves spending within the workstream — Trial spending ≤1,000,000₩ per instance within the workstream budget: CPO records it, CEO approves on a weekly rhythm · Packaging samples, cosmetics samples, first batches: CPO proposes, CEO approves within a limit of ≤5,000,000₩ · Large items beyond the limit: two-thirds council together with the strategy advisor · At the end of each stage, R&D spending is reviewed with the executive team.

Workstream 2 spending principle — Trial ingredients are small tuition to avoid a big mistake. One product at a time, no juggling many directions. Paying growers in full is the item never cut — honest business begins with the purchase price of the ingredients themselves.

Closing · The most worthy thing to give is the truth of the ingredients

These eighteen months are not measured by the number of cups brewed, but by the number of cups people come back for — and the number of customer groups that have found "their dish" at one shared table. EverWell's teas and dishes are ordinary food and drink: no promise of healing, no promise of peace of mind. Precisely because nothing is promised, everything given is real — and can be written into a handbook so the next person can do it exactly the same way.

When the roots hold, the flower blooms.

Matters left open

• The exact number of cups on opening day within the 8–10 range and the Line 1 / Line 2 ratio.
• The list of Taiwanese – Vietnamese herbs permitted for import as food in Korea — Oriental-medicine advisor and Workstream 3 review at M0.
• Scale of the weekly pack test: portions per week and pack price level.
• Packaged product: self-packed at the shop or contracted out — settled at M12 according to the law.
• Shelves for take-home products and cosmetics: only in the full-set shop (Phase 2) or a small corner in shop 1 from M16.

EverWell · Phase 1 document suite · version 2.2.2 · Incheon, Korea · 29.09.2026