本文来自微信公众号：红餐网 （ID：hongcan18），作者：龙杰（印度尼西亚中国商会总会旅游饭店专委会会长），原文标题：《餐饮出海不是"降维打 击"，网红模式走不远》，题图来自：AI生成 因为这个地方的市场形态是多元化的，适合各种各样的模式来探索。既有着像新加坡这类经济较发达的国家，适合中国企业出海打造品牌的理想"高地"； 也有像马来西亚这类发展水平与中国部分城市相当的市场，适合进行模式"平推"；还有一些发展中国家，为我们提供了应对复杂环境、测试抗压能力 的"挑战区"。 这种多层次、多场景的市场结构，让企业可以在不同经济水平、文化背景和消费习惯中，反复打磨产品、服务和运营体系。 中国餐饮出海存在巨大机遇，同时也面临巨大挑战，试错和运营成本都非常大。接下来，我把这几年在东南亚尤其是印尼的一些观察和思考，和大家做一 个分享。 一、东南亚，成了餐企出海的试验田 今年1月，我在海外观察到一个积极的变化。通常，驻外使馆的商务对外部门会管理和指导一些当地商会或协会组织，这类组织内部往往由三类群体构 成。第一类是"被纳入管理的人"，多为十年前甚至是二十年前成立的以省市县命名的协会，即"老乡会"；第二类是商会总会要求设立 ...

Group 1 - The core viewpoint emphasizes the essential preparations for Chinese restaurant brands to successfully expand globally, highlighting three critical factors [1] Group 2 - Establishing a stable and standardized supply chain system is crucial. For instance, Haidilao entered the Singapore market in 2012 and spent several years developing a mature supply chain, which not only supports its brand but also provides assistance to smaller domestic brands, creating additional revenue channels [3] Group 3 - Cultural resonance is vital for restaurant brands going abroad. Brands should not impose their culture excessively, especially elements that may be difficult for the target country to accept. Instead, they should extract the essence of Chinese culture and integrate it with the local cultural context to avoid conflicts and foster familiarity [3] Group 4 - Localized operational management is necessary after entering foreign markets. Companies should gradually train local employees to enhance their understanding of the local market and reduce labor and management costs. For example, Japan's labor laws require foreign employees to undergo language training, which, despite initial costs, contributes to sustainable brand development in the long run [3]