采用案例分析与比较研究方法,引入国际生产折衷理论（OLI范式）较为系统地探讨了中国新茶饮品牌的出海路径与实现机制。研究选取喜茶、沪上阿姨、王老吉及霸王茶姬作为典型案例,深入剖析了直营本地化、品牌授权加盟、产品原料出口及捆绑式联合出海等4种代表性模式。在此基础上,通过对不同品牌在所有权优势、区位选择与内部化程度3个维度的差异化组合分析,揭示了新茶饮企业在异域市场构建核心竞争力的内在逻辑。当前,新茶饮行业正面临消费认知隔阂、标准认证壁垒及本土化团队建设等共性挑战,建议企业构建全球化品质管控体系,通过跨文化叙事提升品牌价值,以实现从“出海”向“全球共生”的转型。
This study adopted case analysis and comparative research methods, incorporating the eclectic theory of international production (OLI framework) to systematically explore the internationalization paths and realization mechanisms of Chinese novel tea beverage brands. Four representative brands including Heytea, Auntea Jenny, Wanglaoji, and Chagee were selected as typical cases to analyze four reprentative models: direct localized operation, brand licensing or franchising, product or raw material export, and bundled joint ventures. On this basis, by analyzing the differentiated combinations of ownership advantages, location choices, and degrees of internalization across different brands, this paper reveals the internal logic of how novel tea beverage enterprises build core competitiveness in foreign markets. The findings indicate that the dynamic trade-offs between these OLI dimensions determine the effectiveness of brand embedding under varied institutional distances. Currently, the industry faces common challenges such as cognitive gaps in consumption, standard certification barriers, and difficulties in localized team building. It is suggested that enterprises should establish global quality control systems and enhance brand value through cross-cultural narratives to achieve a strategic transition from overseas expansion to global symbiosis.
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