Aether

Aether

Aether

An e-commerce platform redesign aimed at reducing bounce rates and boosting conversions.

An e-commerce platform redesign aimed at reducing bounce rates and boosting conversions.

YEAR

2025/06

Role

UX Designer

Category

Service design

DESIGN AT

Web Design

TEAM

Jiali shao / Xinyi fang Keiji Ichiji

This project explores China’s emerging “meal mate” culture — a new form of low-barrier socializing among young urban migrants. It investigates how people can rebuild social confidence and enhance their ability to form genuine emotional connections in transient urban life.

Through user research and service design methods, we found that online socializing often fails to foster real understanding, while “meal mate” relationships lack natural guidance mechanisms when shifting offline — leading to awkward or mismatched interactions that hinder relationship development.

Focusing on the critical transition from online matching to offline connection, the project explores how food, space, and social mechanisms can act as catalysts for authentic relationships in new cities.

Through multi-layered research and prototyping, we developed a meal-based social service experience that balances commercial viability with emotional depth, aiming to build a community that fosters trust, empathy, and long-term companionship.

My role


  • Led overall project planning and direction in collaboration with Keiji Ichijo and Xinyi Fang, under the supervision of Richard Atkinson.

  • Co-conducted desk and primary research across social and behavioral dimensions.

  • Guided the design process from insight discovery to on-site testing.

  • Collaborated closely with users, communities, and F&B partners to ground the service in real contexts.e

Challenge

Research shows that by 2030, the number of young adults (aged 20–39) living alone in China may rise from 18 million in 2010 to between 40 and 70 million, nearly doubling or tripling. Although loneliness has not yet been systematically addressed as a public health issue in China, the emotional companionship market already exceeded RMB 37.2 billion in 2024, reflecting a growing demand for meaningful social connections. Among this population, urban migrants and freelancers experience high mobility and digital fatigue, often living in a state of “undefined loneliness.”

While “meal-mate” culture has emerged as a low-barrier method of socializing, most current practices rely heavily on online matching, leaving little support for transitioning relationships offline. As a result, many meetups remain superficial lacking the catalysts to move from incidental contact to meaningful connection.

many meetups remain superficial lacking the catalysts to move from incidental contact to meaningful connection

饭搭子“Meal Mate” Culture in China

饭搭子“Meal Mate” Culture in China

饭搭子“Meal Mate” Culture in China

In China, the “Meal Mate” (饭搭子) trend is redefining how people connect.
On Douban, over 500,000 users have joined “meal mate” communities, and related hashtags on Xiaohongshu have surpassed 6.06 billion views.
Nearly 80% of working adults now have at least one “functional partner” — someone they meet for a specific purpose such as eating, studying, or exercising.

This new form of functional companionship offers low-barrier, precise social connections that fit modern lifestyles — efficient but emotionally bounded.
It reflects a generation that craves connection yet avoids emotional investment.

As socializing becomes increasingly functional, emotional bonds grow thinner.

How might we reimagine “meal mate” culture as a pathway to genuine human connection?

As socializing becomes increasingly functional, emotional bonds grow thinner.

How might we reimagine “meal mate” culture as a pathway to genuine human connection?

500

500

post analysed

post analysed

4

4

Co-Design Sessions

Co-Design Sessions

52

52

Users & Stakeholders

Users & Stakeholders

To understand who is seeking “dazi” connections and how current solutions operate, we employed a combination of desk research and fieldwork methods:

#Interviews:
We conducted qualitative interviews with two primary user groups: individuals actively seeking companionship after moving to a new city, and existing “Meal Mates.”
Additionally, we consulted psychologists and community organizers to gain broader insights into emotional well-being and social inclusion within urban environments.

Persona

Persona

Based on quantitative and qualitative clustering, we focused on two refined target groups as potential design directions:

User Group: Newcomers (22–25)
Young migrants newly entering a city.

They are in the Social Formation Stage, characterized by:

  • Strong need for belonging, but lack of established social networks

  • Extremely limited social circles, relying mainly on online platforms or existing acquaintances

  • Low confidence in face-to-face social interactions

  • High curiosity about the city, but lack a clear “entry point” into local social life

👉 Core Problem:
Lack of low-barrier, naturally occurring opportunities for initial social connection


User Group: Local Residents in Transition (25–32)
Long-term city residents who have entered a stage of relationship decline.

They are in the Social Decline Stage, characterized by:

  • Ongoing desire for social interaction, but shrinking social circles

  • Reduced social frequency as friends move into marriage and family life

  • Preference for familiar and safe social environments

  • Awareness of the city, but declining motivation for new social exploration

👉 Core Problem:
Lack of mechanisms for sustaining long-term relationships and continuous social connection

This creates two critical design opportunities:

  • Social Entry Design → enabling low-barrier initiation of interaction

  • Relationship Continuity Design → enabling repeated, meaningful engagement over time

Together, they form a complete social lifecycle system rather than a single interaction product.

Problem define

Through mapping the user journey, we summarized and analyzed recurring behavioral patterns.
Among users seeking meal buddies, we found a common pain point:

It’s hard to find the right mealmate.

The root causes can be divided into three stages:

  1. Before: Matching difficulties — limited information and unclear expectations

  2. During: Strong personal boundaries and mismatch leading to awkward communication

  3. After: Challenges in deepening and maintaining the relationship

Compatibility in social dining contexts cannot be fully determined before physical interaction, creating a structural gap between matching and relationship formation.

How might we design offline urban contexts to help first-time meal mates feel more at ease and connect naturally as their relationship develops?

How might we design offline urban contexts to help first-time meal mates feel more at ease and connect naturally as their relationship develops?

we developed three hypothesis

Virtual Guide
Give light prompts to ease tension and guide the flow.

  • City Exploration
    Walk and talk, use the city to spark natural connection.

  • Group First, Then 1-on-1
    Start in a small group (e.g. 4 people), then pick one to go deeper.

  • and Co-designed with 20 peers, validated by 8 users.

We found that people are more willing to get to know each other through exploring the city, as it

Reduces social pressure

Reveals meaningful personal insights

Allow Flexible conversation

Fancity helps life changers communicate more naturally and get to know each other better through mealtime-based, city-guided experiences — supporting deeper connections with both people and place.

Fancity helps life changers communicate more naturally and get to know each other better through mealtime-based, city-guided experiences — supporting deeper connections with both people and place.

In my RCA capstone project, Fandazi, I moved beyond simply designing a product to systematically restructuring a complex interpersonal ecosystem.

First, I realized that defining a 'good problem' is not just about identifying pain points; it is a process of stripping away symptoms to reach 'First Principles.' Users often struggle to articulate their true intentions. By analyzing behavioral patterns, we discovered that the root cause of social fatigue was not matching efficiency, but the high 'activation cost' caused by First-meeting Friction. For introverted users, a lack of structural ice-breaking mechanisms forced them into a cycle of low-quality, repetitive interactions.

When making 'Transforming' decisions, I learned to seek a 'Structural Equilibrium' between business logic and social impact. A truly transformative decision is not about feature stacking, but about defining the product's value compass—finding ways to ensure commercial viability while designing low-intervention mechanisms that foster meaningful social connections.

Finally, leading a team in an academic setting taught me that leadership, in the absence of formal hierarchy, is essentially the design of 'Collective Achievement.' To address varying levels of self-motivation, I replaced passive task-assignment with the alignment of purpose. By establishing clear decision boundaries, I eliminated execution ambiguity and used a positive feedback loop to shift the team from passive compliance to proactive thinking.

Ultimately, I view this project as a rigorous exercise in systems thinking. I have come to realize that a profound tension often exists between upholding a social vision (Social Impact) and achieving commercial viability (Business Loop). If confined strictly to daily dining, the product risk stalling due to insufficient user motivation.

However, I do not see this strategic pivot as a compromise of my original intent, but rather as a ‘strategic migration.’ By transplanting the mechanism into high-motivation scenarios like travel, I am leveraging functional 'hard demands' to foster and incubate social connections. My core mission remains unchanged: to lower the friction of human connection; I am simply seeking more fertile soil for that mission to take root. This constant negotiation between idealistic vision and commercial reality represents the most challenging, yet most profound, growth I have experienced in my transition from a designer to a product leader.

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