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SUPER HI's Business Model Canvas: Decode the Strategy in Minutes
Unlock the full strategic blueprint behind SUPER HI INTERNATIONAL HOLDING Ltd. American Depositary Shares’s business model. This concise Business Model Canvas reveals how the company creates value, serves customers, and competes in a dynamic market. Get the complete version to uncover the nine building blocks and turn insight into action.
Partnerships
Haidilao brand ecosystem
SUPER HI INTERNATIONAL HOLDING Ltd. leans on the Haidilao ecosystem for brand trust, store know-how, and menu standards; in FY2025, its overseas network was still built around the Haidilao name across 13 countries and regions. That brand link helps deliver a similar dining experience and lowers the trust barrier when entering new markets.
Local landlords and mall operators
Local landlords and mall operators give SUPER HI INTERNATIONAL HOLDING Ltd. access to long-term leases in prime city and shopping-district sites, which is key for premium casual dining. Mall traffic also supports walk-in demand and group dining, so location quality can matter as much as menu; lease-backed sites are often locked in for 5-10 years.
Food, beverage, and condiment suppliers
SUPER HI INTERNATIONAL HOLDING Ltd. depends on reliable food, beverage, and condiment suppliers for meat, seafood, vegetables, spices, and packaged inputs, because any gap can hit taste, safety, and menu consistency. Cold-chain reliability matters even more for hot pot, where fresh ingredients and temperature control directly shape food quality and operating continuity.
Delivery platforms and logistics partners
Delivery platforms and last-mile couriers let SUPER HI INTERNATIONAL HOLDING Ltd turn dense-city dine-in demand into off-premise sales, but speed and packaging decide whether the meal arrives in good shape. In hot pot and soup-heavy formats, tight time control and insulated packs matter because quality drops fast once the order leaves the kitchen.
- Expand sales beyond restaurant seats
- Use third-party apps for fulfillment
- Rely on couriers in dense cities
- Protect quality with packaging and timing
Local compliance and professional service providers
SUPER HI INTERNATIONAL HOLDING Ltd. relies on local compliance, legal, accounting, and inspection firms to keep each restaurant aligned with food safety, labor, tax, and health rules. That support matters across Asia, North America, Europe, and Oceania, where even one permit, payroll, or sanitation miss can disrupt service and cash flow.
- Food, labor, tax, health compliance
- Legal and accounting continuity support
- Inspection help lowers operating risk
- Works across four major regions
Haidilao’s global partners power SUPER HI’s 13-market overseas growth
SUPER HI INTERNATIONAL HOLDING Ltd. leans on Haidilao, mall landlords, suppliers, delivery apps, and compliance firms; in FY2025 its overseas network still spanned 13 countries and regions, so these partners kept brand trust, prime sites, fresh supply, off-premise reach, and local rule checks working across markets.
| Partner type | FY2025 proof point |
|---|---|
| Brand ecosystem | 13 countries and regions |
What is included in the product
Detailed Word Document
A concise, real-company business model canvas for SUPER HI INTERNATIONAL HOLDING Ltd. ADS, mapping its restaurant operations, customer value, channels, revenue, and key cost drivers.
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Reference Sources
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Activities
Restaurant operations
Restaurant operations are SUPER HI INTERNATIONAL HOLDING Ltd.’s core activity: running Haidilao-branded hot pot stores, with front-of-house service, kitchen execution, and guest management all tied to table turnover and satisfaction. In the latest annual filing, these daily operations remained the main driver of revenue and store-level efficiency.
Procurement and inventory control
SUPER HI INTERNATIONAL HOLDING Ltd. sources ingredients, condiments, and operating supplies across its overseas store base, so procurement must stay tight and local. Inventory planning cuts waste and stockouts, while cold-chain control protects freshness for a hot pot model built on fast, high-quality turnover.
Menu localization and product development
SUPER HI INTERNATIONAL HOLDING Ltd. adapts Haidilao menus to local tastes and dietary rules in each market, so the brand can fit different cuisines without losing its core identity. In FY2025, this localization also fed condiment and packaged food sales, widening the menu-led revenue pool beyond dine-in.
Delivery and takeaway fulfillment
SUPER HI INTERNATIONAL HOLDING Ltd. uses delivery and takeaway to serve guests outside the dining room, and that matters when tables are slow. The work hinges on fast order prep, tight packaging, and correct handoff, because even a small error can hit repeat orders and ratings.
- Extends sales beyond dine-in hours
- Uses off-peak labor more efficiently
- Relies on speed, accuracy, packaging
Training, marketing, and compliance management
Training is a core activity because SUPER HI INTERNATIONAL HOLDING Ltd. must copy Haidilao’s high-touch service model across overseas sites. Marketing drives local awareness and repeat visits, while compliance management keeps stores aligned with food safety, labor, and licensing rules in every market.
- Train staff to protect service quality
- Use local marketing to lift repeat traffic
- Track food safety and labor compliance
Haidilao Overseas: Ops, Supply Chain, and Brand Control Drive Growth
SUPER HI INTERNATIONAL HOLDING Ltd.’s key activities are running Haidilao overseas stores, managing local sourcing and cold-chain supply, and training staff to keep service quality consistent. It also adapts menus, marketing, delivery, and compliance by market, which supports revenue beyond dine-in.
| FY2025 focus | Why it matters |
|---|---|
| Restaurant ops | Revenue core |
| Local procurement | Controls cost, freshness |
| Training and compliance | Protects brand and licenses |
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Business Model Canvas
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Resources
Haidilao brand rights
Haidilao brand rights are SUPER HI INTERNATIONAL HOLDING Ltd.’s most visible asset: the name is tied to hot pot and service quality, which helps pull traffic into new cities. As of 2024, the Haidilao system operated over 1,400 restaurants worldwide, so the brand’s equity gives SUPER HI a proven way to enter new urban markets faster.
Global restaurant network
As of FY2025, SUPER HI INTERNATIONAL HOLDING Ltd. operated 126 company-operated restaurants across Asia, North America, Europe, and Oceania, giving it a direct physical sales base in multiple markets. This global footprint supports local customer access and helps the Company sell through owned outlets rather than relying only on third-party channels.
Skilled service workforce
Super Hi International Holding Ltd.’s service model runs on frontline staff; as of FY2024, it operated 122 restaurants across 14 countries and regions, so each site depends on trained crews to keep service consistent. With labor driving guest ratings and repeat visits, hiring, training, and retention are core operating assets, not back-office costs.
Supply chain and kitchen systems
SUPER HI INTERNATIONAL HOLDING Ltd. needs tightly run sourcing, storage, and kitchen systems so every store can serve the same dish quality and food safety level. The company’s supply chain links approved suppliers, central prep, and store kitchens, which matters when it is scaling across markets and managing controls like cold storage, traceability, and batch checks.
- Supports consistent taste and portioning
- Connects suppliers to store kitchens
- Helps control food safety and waste
Digital ordering and customer data systems
Digital ordering and customer data systems support order management, reservations, delivery links, and CRM tools, so Super Hi International Holding Ltd. can speed service and keep operations in sync. These systems also help track repeat guests and target promos, which matters in a business where small gains in return visits can lift table use and average spend.
- Faster orders and fewer handoff errors
- Better reservation and delivery coordination
- Customer data for repeat visits
- Targeted promotions improve conversion
Haidilao’s 126 Restaurants Power Global Growth
SUPER HI INTERNATIONAL HOLDING Ltd.'s key resources are the Haidilao brand, 126 company-operated restaurants in FY2025, and trained staff who keep service consistent across Asia, North America, Europe, and Oceania. Its supply-chain controls and digital systems support taste, food safety, ordering, and repeat visits.
| Resource | FY2025 data |
|---|---|
| Company-operated restaurants | 126 |
Value Propositions
Authentic Haidilao hot pot abroad
SUPER HI INTERNATIONAL HOLDING Ltd. gives diners authentic Haidilao hot pot outside China, backed by a 122-restaurant global network as of 2025. The mix of a trusted brand and familiar Sichuan-style hot pot attracts overseas Chinese consumers and international diners who want the same taste and service they know.
High-service dining experience
SUPER HI INTERNATIONAL HOLDING Ltd. uses high-service dining as a core value proposition: staff focus on attentive, guest-first service that makes each visit feel more like an experience than standard casual dining. That service quality is part of the brand promise and helps support repeat visits and premium guest perception across its restaurant network.
Multi-region access to the same brand
SUPER HI INTERNATIONAL HOLDING Ltd. ran 122 self-operated restaurants in 14 countries and regions as of FY2024, spanning Asia, North America, Europe, and Oceania. That wide footprint lets travelers, migrants, and expatriates find the same dining format abroad, which supports repeat visits and brand trust across markets.
Dine-in and delivery convenience
SUPER HI INTERNATIONAL HOLDING Ltd. gives diners two clear use cases: eat in for social meals, or order delivery for home use. That matters in dense city markets, where speed and convenience drive repeat orders; in 2025, the U.S. Census Bureau said 83% of Americans lived in urban areas, a strong proxy for the kind of market this model targets.
- Eat-in and delivery widen usage occasions
- Fits urban, convenience-led demand
- Supports repeat traffic and order frequency
Condiments and packaged food offerings
SUPER HI INTERNATIONAL HOLDING Ltd. sells hot pot condiments and packaged foods that extend the brand beyond restaurant visits and let customers cook at home. This adds a second demand stream, supports repeat purchases, and turns the restaurant brand into a pantry brand.
- Extends brand beyond dine-in
- Drives at-home consumption
- Supports repeat, lower-cost sales
Haidilao’s Global Hot Pot Reach Expands Across 14 Markets
SUPER HI INTERNATIONAL HOLDING Ltd. offers authentic Haidilao hot pot abroad, backed by 122 self-operated restaurants in 14 countries and regions as of FY2024, plus delivery and packaged foods that extend use beyond dine-in. The model targets urban diners who want consistent taste, high-touch service, and a trusted brand outside China.
| Key value | Data |
|---|---|
| Restaurants | 122 |
| Markets | 14 |
| Format | Dine-in, delivery, packaged foods |
Customer Relationships
High-touch table service
High-touch table service is central to SUPER HI INTERNATIONAL HOLDING Ltd. American Depositary Shares, with staff staying close to guests and shaping the meal in real time. In FY2024, the Company operated a global restaurant network of about 120 sites, and that direct service model helps drive repeat visits and word of mouth.
Reservation and queue management
SUPER HI INTERNATIONAL HOLDING Ltd uses booking and waiting systems in busy sites to smooth peak-hour traffic and cut guest friction. In FY2025, the Company’s queue control stayed central to service quality, because fast table turnover and shorter waits directly lift satisfaction and repeat visits.
Personalized meal customization
SUPER HI INTERNATIONAL HOLDING Ltd. lets diners pick broths, ingredients, and spice levels, so the table fits taste and diet needs in real time. That kind of customization helps keep guests engaged longer; hot pot service is built around shared choices, not a fixed menu.
Repeat-visit and CRM engagement
SUPER HI INTERNATIONAL HOLDING Ltd can drive repeat visits with targeted promos, loyalty offers, and CRM tracking of order history and visit frequency. CRM data helps spot guest preferences and slow return patterns, which matters in dining markets where a 5% lift in retention can raise profits by 25% to 95%.
- Track preferences and visit cadence
- Target promos to likely return guests
- Use CRM to defend retention
Feedback and issue resolution
Service recovery is key in SUPER HI INTERNATIONAL HOLDING Ltd.'s premium dining model: fast complaint handling, refunds, and post-meal feedback protect the brand and keep guests coming back. In 2025, quick issue closure was still the main driver of loyalty in upscale service businesses.
Fast refunds reduce churn risk.
Feedback helps fix weak spots.
Quick recovery protects online ratings.
Personalized Service Powers Repeat Visits at SUPER HI
SUPER HI INTERNATIONAL HOLDING Ltd. builds customer relationships through high-touch table service, live customization, and fast issue recovery. Its queue control and CRM help keep waits shorter, spot repeat guests, and turn service fixes into loyalty.
In FY2025, that model stayed centered on personal service at busy sites, where quicker seating and tailored broths, ingredients, and spice levels shape repeat visits.
| Customer link | FY2025 signal |
|---|---|
| Table service | High-touch, staff-led |
| Queue control | Shorter waits |
| Customization | Broth and spice choices |
| CRM | Tracks repeat guests |
Channels
Company-operated restaurant locations
Company-operated restaurant locations are SUPER HI INTERNATIONAL HOLDING Ltd.’s core sales channel, since dine-in traffic drives most revenue and gives the brand direct customer contact. Each store also acts as a live marketing asset, with operating performance tied to table turns, guest spend, and local demand.
Food delivery platforms
Third-party food delivery platforms extend SUPER HI INTERNATIONAL HOLDING Ltd.'s reach beyond the dining room and connect it to home and office diners, especially in dense urban markets where convenience drives demand. With 2025 global online food delivery revenue still above $1 trillion, these channels can lift order volume without adding seats, but they also bring platform fees and tighter margin pressure.
Takeaway and pickup ordering
Takeaway and pickup ordering let customers buy SUPER HI INTERNATIONAL HOLDING Ltd. food without dining in, which cuts wait time and makes orders easier to collect. It also helps the Company turn kitchen capacity faster and serve more tickets during peak hours.
This channel supports higher convenience and lower service time, so it can lift throughput even when seating is full.
Digital ordering and online presence
SUPER HI INTERNATIONAL HOLDING Ltd. uses digital ordering and online presence to let guests browse menus, book tables, and place orders before they arrive, which helps turn online interest into store traffic. For restaurant chains, web and mobile channels now shape discovery and demand, especially as diners expect fast access to menus, prices, and reservation options.
- Supports reservations and sales
- Improves menu browsing
- Drives brand discovery
- Boosts modern traffic capture
Retail-style product sales
SUPER HI INTERNATIONAL HOLDING Ltd. can sell sauces and food items beyond the dining room, turning each restaurant into a retail channel that extends the brand at home. This matters because the company already runs a global restaurant network, so even small basket sales can add margin and keep the brand top of mind between visits.
- Extra route to market
- Brand recall at home
- Higher attach-margin sales
SUPER HI’s Sales Model: Dine-In Core, Delivery Growth, Digital Reach
SUPER HI INTERNATIONAL HOLDING Ltd. sells mainly through Company-operated restaurants, with pickup, delivery, and digital ordering extending reach. In 2025, online food delivery revenue stayed above $1 trillion, so these channels add orders, but platform fees can pressure margins.
| Channel | Role |
|---|---|
| Dine-in | Main revenue |
| Delivery | Reach growth |
| Digital | Traffic capture |
Customer Segments
Urban casual dining guests
Urban casual dining guests are city-based diners who want a sit-down meal, often in groups, and hot pot fits dense, high-traffic districts well. China’s urbanization rate was about 67% in 2024, which supports this segment for SUPER HI INTERNATIONAL HOLDING Ltd. American Depositary Shares.
Families and friend groups
Families and friend groups are a natural fit because hot pot is built for shared meals, so it works well for birthdays, weekend outings, and reunions. The format keeps guests longer at the table and usually lifts average check size as groups add more broth, meat, seafood, and sides.
Overseas Chinese consumers
Overseas Chinese consumers are a natural fit because SUPER HI INTERNATIONAL HOLDING Ltd.'s Haidilao brand gives expatriates familiar flavors, service, and a comfort-food feel abroad. With a global Chinese diaspora of about 60 million people and SUPER HI running about 120 overseas restaurants at 2025 year-end, the brand's recognition can pull in repeat traffic in major foreign hubs.
Young adults and social diners
Young adults and social diners are a strong fit for SUPER HI INTERNATIONAL HOLDING Ltd. because hot pot is built for sharing, photos, and group occasions. In China, restaurant revenue reached RMB 5.6 trillion in 2024, and this segment tends to reward brands with high service quality, clean stores, and a strong image.
- Shared meals drive repeat visits.
- Celebrations lift average ticket size.
- Brand image shapes choice fast.
Delivery and at-home meal customers
Delivery and at-home meal customers want restaurant food without the trip, and SUPER HI INTERNATIONAL HOLDING Ltd. can serve office lunches, home dinners, and slower dayparts through takeout and app orders. Packaged condiments add a second sale at home, helping repeat use and keeping the brand in the meal rotation.
- Convenience beats dine-in
- Fits office and home use
- Condiments lift at-home value
Super Hi Targets City Diners, Families, and Delivery Demand
SUPER HI INTERNATIONAL HOLDING Ltd. serves urban diners, families, young adults, overseas Chinese, and delivery users who want shared, social meals. The company had about 120 overseas restaurants at 2025 year-end, and China’s urbanization rate was about 67% in 2024, which supports dense city traffic and repeat group dining.
| Segment | Why it matters | Data point |
|---|---|---|
| Urban diners | City traffic | 67% urbanization |
| Overseas Chinese | Brand pull abroad | 120 overseas stores |
| Delivery users | Convenience demand | At-home meals |
Cost Structure
Food and beverage input costs
Food and beverage input costs are a core expense for SUPER HI INTERNATIONAL HOLDING Ltd., with daily purchasing of meat, seafood, vegetables, spices, and drinks driving COGS in FY2025. Freshness and quality checks add supplier screening and waste risk, so even small input-price swings can quickly hit margins.
Restaurant rent and occupancy costs
For SUPER HI INTERNATIONAL HOLDING Ltd. American Depositary Shares, restaurant rent and occupancy costs stay high because prime urban sites can command double-digit lease-to-sales ratios, often around 10% to 15% in dense markets. These costs cover rent, common-area charges, and site expenses, so location quality helps traffic but also lifts fixed overhead.
Labor and training costs
SUPER HI INTERNATIONAL HOLDING Ltd. needs many frontline staff in each restaurant, and labor is one of the biggest costs in food service, often running about 25% to 35% of sales. Training also matters because service consistency drives the brand; even small mistakes can hurt table turns, guest ratings, and repeat visits, so staff wages and onboarding stay a core cost line.
Logistics, packaging, and delivery costs
Logistics, packaging, and last-mile delivery are a clear cost drag for SUPER HI INTERNATIONAL HOLDING Ltd. American Depositary Shares because cold-chain transport and meal packaging are needed for both ingredients and finished meals, and each new delivery order raises packaging use and dispatch expense.
- Cold-chain shipping lifts unit cost.
- Meal packaging scales with delivery volume.
- Last-mile delivery adds direct operating spend.
Marketing, technology, and depreciation
In SUPER HI INTERNATIONAL HOLDING Ltd, marketing, digital systems, and store equipment all absorb cash, while depreciation captures the wear on fixtures, kitchen assets, and leasehold improvements. These costs matter because they keep store operations steady and support repeatable service across locations.
- Promotions drive traffic and brand reach.
- Digital systems support store control.
- Depreciation tracks fixed asset use.
SUPER HI's FY2025 margins hinge on labor, rent, and food costs
SUPER HI INTERNATIONAL HOLDING Ltd.'s FY2025 cost base is led by food inputs, labor, and rent: ingredient costs move daily, frontline labor often runs 25% to 35% of sales, and prime urban leases can take about 10% to 15% of restaurant revenue. Delivery packaging, cold-chain logistics, marketing, and depreciation add more pressure, so margin depends on tight buying and high table turns.
| Cost item | FY2025 signal |
|---|---|
| Labor | 25% to 35% of sales |
| Rent | 10% to 15% of sales |
| Inputs | Daily meat, seafood, veg |
Revenue Streams
Dine-in restaurant sales
Dine-in restaurant sales are SUPER HI INTERNATIONAL HOLDING Ltd.'s main revenue source. In FY2025, store traffic still drove cash sales from hot pot meals, drinks, and table service, so each seat turn and guest count fed revenue directly.
Delivery and takeaway sales
Delivery and takeaway add sales from home and office orders, so SUPER HI INTERNATIONAL HOLDING Ltd. American Depositary Shares can earn beyond seat limits and spread demand through the day. In 2024, the Company said its international business had 120+ restaurants, making off-premise orders a practical way to raise ticket count without adding tables.
Beverage and add-on sales
Drinks, side dishes, and extra ingredients lift ticket size because hot pot guests often add them to the base meal. For SUPER HI INTERNATIONAL HOLDING Ltd., these add-ons are a high-margin way to grow average check size and boost revenue per table.
Condiment and packaged food sales
SUPER HI INTERNATIONAL HOLDING Ltd. sells hot pot condiments and packaged food under its brand, so this stream adds retail-style revenue beyond dine-in meals. The company has not broken out a 2025/2026 standalone sales figure for this line in public filings, but it supports repeat use at home and keeps the brand in front of customers between restaurant visits.
- Brand-led sales outside restaurants
- Drives repeat consumption and loyalty
- No separate 2025/2026 split disclosed
Other restaurant-related income
Other restaurant-related income for SUPER HI INTERNATIONAL HOLDING Ltd. comes from service charges and other operating items, so it usually stays below core food sales. It helps lift restaurant economics by adding a small, recurring layer of revenue, even when traffic or average ticket size is flat.
- Service charges add low-size, steady income
- Other operating items stay secondary
- Supports unit-level restaurant margins
Super Hi’s Revenue Play: Hot Pot, Add-Ons, and Beyond the Table
SUPER HI INTERNATIONAL HOLDING Ltd. American Depositary Shares makes most revenue from dine-in hot pot sales, with add-ons like drinks and sides lifting the average check. Delivery, takeaway, and brand-led packaged foods add extra sales beyond table seats, while service charges stay a smaller, steady stream.
| Revenue stream | Role |
|---|---|
| Dine-in | Main cash source |
| Delivery/takeaway | Extends demand |
| Add-ons | Raises ticket size |
| Packaged foods | Brand-led income |
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