A cup of tea can introduce someone to a new brand in minutes. A hotpot dinner gives that brand an entire evening to become part of a family occasion. For an overseas restaurant operator, these are two different businesses—and two useful starting points for understanding Chinese food and beverage brands.
MIXUE, Haidilao and Little Sheep show how Chinese brands can build an international presence through different products and operating models. For prospective partners in the United States, Canada, Australia, New Zealand, the United Kingdom, France and individual Middle Eastern markets, the useful question is what makes a concept relevant to local customers and practical to operate.
MIXUE and the operating system behind an everyday treat
MIXUE Group reported 59,823 stores at 31 December 2025, including 4,467 outside Chinese mainland. These are group figures across its brands, not the overseas store count of MIXUE alone. The group describes a predominantly franchised model supported by supplies, equipment and operating standards. Its outside-mainland total was lower than a year earlier, showing that expansion includes adjustment. Source: MIXUE Group 2025 Annual Report, pages 11–13.
Our reading of this model is that an accessible price needs an operating system behind it. A prospective partner should examine purchasing, delivery frequency, preparation time and demand throughout the week. A busy opening weekend does not answer those questions.
Haidilao and the value of the dining experience
Haidilao traces its roots to Sichuan in 1994. Super Hi, which operates Haidilao internationally, reported 126 self-operated Haidilao restaurants across 14 countries at 31 December 2025. Its reporting emphasizes the dining experience and attentive service. That footprint does not establish that a franchise is available in a particular country. Source: Super Hi 2025 results announcement, published 31 March 2026.
The lesson we draw is that service can be part of the product. Helping a first-time guest choose a broth, understand the menu and enjoy a shared meal can make an unfamiliar format easier to approach. Operators need to evaluate the staffing and training required to deliver that experience consistently.
Little Sheep and a regional identity customers can understand
Little Sheep opened its first restaurant in Baotou, Inner Mongolia, in 1999. Its brand story connects lamb hotpot with its place of origin. Source: Little Sheep official brand history.
For an international audience, that specificity gives the story a starting point: a place, an ingredient and a way of eating together. Our editorial view is that a recognizable specialty can help customers understand a restaurant more quickly than a menu trying to represent every part of Chinese cuisine.
Why these formats can appeal beyond their original audience
These cases suggest four mechanisms worth testing locally. They are our interpretation of the business models, rather than proof that every Chinese restaurant category will succeed overseas.
A clear first purchase. A signature drink, a distinctive broth or a focused noodle menu gives a new customer an understandable place to start. Visible preparation and a clear menu can reduce the explanation needed at the counter.
A reason to return. The occasion might be an affordable afternoon treat, a convenient lunch or a shared dinner. The product, location and price should fit that occasion. Examine repeat demand alongside online attention.
Cultural familiarity and discovery. Chinese-speaking customers may value a recognizable flavor or brand story. Other customers may approach the same product through curiosity, friends or a social meal. Explain the offer clearly to both audiences.
Processes that can be taught. Recipes, preparation routines, training and purchasing arrangements can help a partner reproduce a concept. Their value depends on how well they work in the intended city, with its available ingredients, team and delivery network.
Start with the city and the customer
A country name is only the beginning of a market brief. A university district, a suburban shopping center and a city-center dining destination can call for different formats, even within the same city.
For an English-speaking market, prepare a clear English menu and partner presentation, with Chinese material for operators who prefer it. For France, plan French customer-facing material. For the Middle East, identify the country and intended customer group before choosing languages, a menu or a sourcing plan.
A higher selling price alone tells little about the quality of an opportunity. Evaluate local rent, staffing needs, opening hours, purchasing costs and plausible repeat demand. Build assumptions from the proposed site and actual supplier quotations.
Four steps to evaluating a Chinese restaurant franchise
1. Write an operating brief. State your country and city, relevant experience, preferred category, proposed format, available premises and indicative investment range.
2. Confirm the cooperation model. Ask the brand owner or an authorized representative whether the market is open, and whether the proposal concerns a single store, multiple stores, a regional arrangement or another model.
3. Review the support. Discuss training, equipment, menu adaptation, ingredient supply, launch support and ongoing responsibilities. Identify what already works in your market and what still needs to be established.
4. Compare the complete proposal. Review rights, obligations, opening requirements and ongoing costs with appropriate local advisers. A domestic offer should not be assumed to apply overseas.
Questions overseas partners often ask
How many Chinese restaurant and tea brands are available overseas? Brands with overseas stores, brands currently accepting partners, and brands open in your chosen country are different lists. Store totals also differ from brand totals. This article examines three cases; it does not claim to be a complete industry count or a directory of available franchises.
Is milk tea automatically easier to operate than hotpot? Compare the proposed formats. A drink shop may have a different footprint and staffing model from a full-service restaurant, but both need a suitable location, dependable supply and enough repeat customers.
Can these brands be joined through Woklane? They are independent editorial examples. Inclusion does not imply that Woklane represents them or can grant their franchise rights. Availability and authorization must be confirmed with the relevant brand.
Turn interest into a specific partnership request
To explore Chinese restaurant brand cooperation, start with Woklane and describe your target city, category, operating experience and preferred cooperation model. For food-brand distribution, describe your existing retail or food-service channels. A specific brief makes the next conversation more useful.
Prepared by Woklane • 4 October 2026. Figures refer to the reporting dates stated above. Business interpretations are Woklane’s editorial analysis.