Foreign faces are a regular sight in TANING's training rooms: franchisees who have travelled to China to learn everything needed to run one of its stores. Those scenes are also the most concrete evidence of Chinese tea going global.
What they learn is more detailed than most expect. The first layer is product: how to choose a lemon, how to cut it, the force and rhythm of the hand-shaken technique, the extraction time of the tea — every item has a standard. Hand-shaken lemon tea is made to order; if the craft is off, the taste is off and the signature product cannot carry the store. The second layer is operations: the ordering flow, the serving sequence, equipment care, hygiene rules — the daily running of a store follows set procedures. The third layer is understanding the brand: why TANING insists on fresh, real and natural, and why it keeps the preparation where customers can see it. Understand that, and you can tell the brand story correctly overseas instead of photocopying a menu.
To support expansion, TANING has also built an integrated park in Malaysia serving as an overseas ingredient hub and training centre, covering training and supply across Southeast Asia. It is even open to other Chinese tea brands, creating a shared ecosystem.
The results show up in operations: standardisation measurably improves franchisee efficiency, and the run-up from preparation to opening becomes more predictable. More importantly, these trainees return home and reproduce the standard TANING store. In that sense the training room is TANING's departure platform — a craft crosses borders one class at a time.
