从三线城市到布局海外，甜啦啦出海的战略路径

Core Insights - The overseas expansion of Chinese tea brands, particularly TIANLALA, is not merely a replication of domestic strategies but requires adaptation to different market conditions, including efficiency, regulations, culture, and organizational structures [1][2] - TIANLALA aims to establish over 200 overseas stores by the end of 2025, focusing on high-density, high-frequency emerging markets, with Southeast Asia as its initial target [6][11] Group 1: Market Positioning and Strategy - TIANLALA positions itself as a leading affordable tea brand, emphasizing "high value, low price" as the core of its expansion and product strategy [2][5] - The brand's growth in China relies on scale and efficiency, which must be reassessed for international markets, focusing on store count, brand presence, and sustainable operational systems [1][5] Group 2: Supply Chain and Operational Efficiency - A robust supply chain, validated by domestic success, is crucial for TIANLALA's stable growth in overseas markets, encompassing raw material production, semi-finished goods, and logistics [7][8] - The company has established a closed-loop supply chain in China, leveraging purchasing power to maintain cost advantages, which is being adapted for international operations [7][8] Group 3: Digitalization and Management Systems - As TIANLALA expands, the challenge shifts from merely opening stores to integrating them into a manageable and optimized system, highlighting the importance of digitalization [9][10] - The company is focusing on building a unified digital infrastructure to enhance operational efficiency and data-driven decision-making, with partnerships like Tencent Smart Retail aiding this transition [10][11] Group 4: Long-term Sustainability - TIANLALA's approach to international expansion emphasizes establishing a sustainable and replicable operational system rather than rapid brand storytelling, reflecting a pragmatic strategy for long-term success [11][12] - The brand's experience illustrates a new path for Chinese retail brands abroad, prioritizing product, supply chain, and system capabilities over immediate market presence [11][12]