2024年7月，央视《对话》做了一期《出发！去印尼》，请来了三家被认为代表“中国企业出海风向”的公司：
- 修高铁的中车 🚄
- 卖新能源车的上汽通用五菱 ⚡
- 做雪糕的艾雪 🍦
听起来，这三家完全没有可比性，对吧？
但如果论"在东南亚的知名度和民众好感度"，最接地气的竟然是—雪糕公司艾雪（Aice）！
它没有靠巨额资本，也没有政府背书，靠的只是——走进印尼人的日常，用冰淇淋拉近距离。
> 看懂艾雪（Aice），你就看懂了中资品牌出海的新底层逻辑。
⚡ 中国品牌在印尼每天卖1,000万支冰淇淋？
印尼常年30多摄氏度，穆斯林为主，消费力不高。你很难想象，在这样的地方，一家来自中国的冰淇淋品牌，能一年卖出30亿人民币。
要知道，印尼人平均月薪才1000–2000人民币。而过去一支冰淇淋要 1万到2万（😭淡定，是印尼盾，折合人民币5到10块，但对印尼家庭来说，这价格已经“奢侈”了。）
那时候，冰淇淋在印尼相当于我们小时候的高乐高——偶尔奢侈一下的象征。
💥 然后，Aice艾雪进场了。
“AICE — Have an Aice Day! “（”Ice”的英文谐音梗被你们玩得溜溜的了！）
2015年，它从中国带着几台机器、几个人杀入印尼。第一步就干件“疯事”：👉 把冰淇淋价格打到 2000印尼盾（不到9毛人民币）。
“这生意能活？”所有投资人当时都皱眉。但没人想到，这一招直接打开了印尼2.7亿人的味蕾。
9毛钱，不只是价格革命，而是让一个国家第一次“吃得起甜”的集体记忆。
🧊 一、9毛钱背后的投资学：不是低价，是市场再造
突破：艾雪选择彻底本地化——
- 4家印尼工厂
- 4200名本地员工
- 12万农户合作提供椰子
艾雪把“农村包围城市”玩成了现代商业教科书。毛利率只有15%，但通过供应链彻底本地化，冷链系统自己搭，艾雪把低价做成了市场壁垒而非亏本买量。
收益：价格让冰淇淋普及，同时锁定渠道，现金流和市场份额双赢。
别人卷广告，它卷系统。
投资角度看，这是现金流防御 + 渠道垄断的完美结合。
它不是价格战，而是用供应链成本创新换市场壁垒。
🧯 二、60万台冰柜：资本最怕的不是烧钱，而是没耐心
印尼乡村根本没有冷链、没有商超，冰淇淋能卖得出去吗？
突破：艾雪用“基础设施+温情投资”催熟市场——
- 免费投放60万台冰柜
- 补贴小商户电费
- 遇断电还送发电机或暂存冷库
收益：原本没兴趣卖冰淇淋的小店变成渠道触点，几百万家庭第一次和品牌发生真实连接。
冰柜，就是它的护城河。也是印尼几百万家庭第一次和中国品牌发生真实连接的触点。
听起来“土”，但在我们看来，这是极高水平的市场基础设施投资。
🕌 三、338张清真认证：在信仰里做生意，先赢信任
印尼穆斯林人口占80%，没清真认证连门都进不了，300多款产品？审批复杂到让企业头疼。
突破：艾雪提前布局——
- 现有30款产品销售
- 储备100款潜在新品，所有清真和食药局手续提前办好
收益：市场需要时能立刻上线，建立品牌信任，同时拿下印尼、菲律宾、马来西亚、中东的区域扩张通行证。
这不是形式，是信任成本的提前支付。
艾雪最终拿了338项认证，连配料和包装都逐一审查。你可能觉得这听起来没什么，要知道这在行政效率低下的印尼市场，属于天花板级的操作了。
这还没完哦，你以为拿下338项认证清真认证，艾雪就只是为了印尼市场？那你小看中资企业的视野了。清真证对艾雪来说，不只是印尼的通行证，还是打开菲律宾、马来西亚、中东市场等清真食品的“区域护照”。
🚀 四、为什么艾雪模式值得所有出海企业抄底学习
出海不只是资本、政策和汇率的故事，更是一个品牌能否在异地“生根”的能力。
艾雪没靠国家项目、没靠补贴，却用耐心、诚意和系统能力，让印尼人真心以为它是本地品牌。（调查显示，87%的印尼消费者认为Aice是印尼品牌。）
这就是出海新逻辑👇
“不是 Made in China，而是 Made with Indonesia。”
💬 五、结语
很多出海品牌靠补贴和噱头，三年就死光。
艾雪选择耐心+诚意+系统能力——
- 打入农村、覆盖草根市场
- 本地员工和农户参与供应链
- 社区活动和小商贩口碑营销
逻辑总结👇
艾雪赢在——它用产业逻辑做消费品，用信任逻辑做生意。
出海前，我们很多企业常问“低价、低收入市场、文化壁垒，真的能赚钱？”
艾雪的案例告诉我们：要用产业逻辑做消费品，用信任逻辑做生意。
9毛钱卖出的冰淇淋，年销售额30亿，不是奇迹，是方法论。
修高铁的改变了城市之间的距离，新能源车改变了出行方式，而艾雪改变的，是一个国家的味觉记忆。
所以说，中国企业出海，不只是轰轰烈烈的大基建、大制造。
有时候，甜蜜温情的生意才最能赢人心。
当中国制造进入下半场，
谁能在海外重新定义“便宜但好”，
谁或许就能赢下新十年。
—————
🚨【合规警示】🚨
—————
然而，洞察是地图，合规才是通关文牒！ 前面说的“平价高端感”、“信任建设”、“岛外蓝海”，哪个不是建立在合法合规的根基上？但现实是，出海企业在合规这个问题上，90%中小商户都踩过坑！你以为找个本地中介帮你注册完公司、再派几个中国籍员工飞去印尼用落地签、商务签进行指导就可以高枕无忧？我们见过太多企业：
❌ 境外资金回流卡壳——国内外汇申报繁琐，合规回流成本飙升（ODI备案缺失或超限额）
❌ 境外利润被双重征税——在运营地缴税后，回中国仍补缴25%企业所得税（海南企业完成ODI备案可免！）
❌ 分红回国再缴20%个税——股东实际收益大幅缩水（海南合法结构可优化税负低至0%）
❌ 境外公司设立被坑——注册类型选择错误，后期变更成本极高
—————
💼【Permitly实战案例】💼
—————
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✅ 股东分红税优化，通过海南安排实现更低税负
✅ 印尼分公司注册 + 高管KITAS工作签同步办理，杜绝遣返风险
😋转发提醒同行——“有朋友公司因境外利润未做海南架构，回国被追缴千万税款！”
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🇮🇩 Going Big in Indonesia: How a Chinese Ice Cream Company Scooped Up $4.5B in a Year
> Understand Aice, and you understand how Chinese brands can truly crack overseas markets.
⚡ Chinese Brands Selling 10 Million Ice Creams a Day in Indonesia?
July 2024, CCTV’s talk show “Dialogue” aired an episode called “Off to Indonesia”, featuring three companies seen as the poster children of Chinese brands going global:
- CRRC building high-speed trains 🚄
- SAIC-GM-Wuling making electric cars ⚡
- Aice, yes, ice cream 🍦
Sounds like comparing apples and… ice cream, right?
But here’s the kicker: in terms of "brand awareness and love" from locals in Southeast Asia, the most relatable, down-to-earth winner was—the ice cream company.
No giant capital war chest, no government backing, just one thing: getting into people’s daily lives, one ice cream at a time.
💥 Enter Aice: The Ice Cream Gambit
2015, a few machines and a tiny team flew in from China.
First move? Absolute madness:
👉 Drop the price to 2,000 Indonesian Rupiah (~$0.09 USD) per ice cream.
“Can this even survive?”Investors raised eyebrows.
But no one expected it would awaken the taste buds of 270 million Indonesians.
That $0.09 isn’t just a pricing stunt—it’s a nation’s first affordable sweet memory.
🧊 Lesson 1: $0.09 Ice Cream = Market Reinvention
Low price opens the market? Sure. But can the supply chain survive?
Breakthrough: Full-on localization:
- 4 factories in Indonesia
- 4,200 local employees
- 120,000 farmers supplying coconuts
Aice turned “rural encirclement of cities” into a modern business textbook.
Gross margin just 15%, but by building its own cold chain and local supply network, low price became a barrier to entry, not a giveaway.
Result: Ice cream goes mass-market, channels locked, cash flow and market share both secured.
Others fight on advertising; Aice fights on systems.
From an investment perspective, this is cash flow defense + channel monopoly, pure and simple.
🧯 Lesson 2: 600,000 Freezers = Patience Beats Money
Indonesia’s villages had no cold chain, no supermarkets. Ice cream? Impossible?
Breakthrough:Infrastructure + care:
- 600,000 freezers deployed for free
- Electricity costs subsidized for small vendors
- Power outages? They delivered generators or stored ice cream in warehouses
Result: Shops that didn’t want to sell ice cream became distribution points, millions of households had their first real connection to a Chinese brand.
That freezer? It’s not just equipment—it’s a moat.
🕌 Lesson 3: 338 Halal Certifications = Trust First
Indonesia is 80% Muslim. No Halal certification = no entry.
300+ products? The paperwork alone would make any company quit.
Breakthrough: Aice planned ahead:
- 30 products on shelves
- 100 “reserve” products with all Halal and FDA paperwork pre-cleared
Result: Products ready to launch instantly, brand trust built, and access to Indonesia, Philippines, Malaysia, and the Middle East unlocked.
338 certifications later, even every ingredient and package was audited. Think that’s just bureaucracy? In Indonesia’s slow-moving system, this is next-level execution.
And no, this isn’t just about Indonesia—these Halal certifications are a regional passport to expand into other Southeast Asian and Middle Eastern markets.
🚀 Why Every Outbound Chinese Brand Should Study Aice
Going abroad isn’t just about capital, policy, or currency swings—
it’s about whether your brand can take root locally. Aice didn’t rely on government projects or subsidies. They relied on patience, sincerity, and system-level execution, making Indonesians genuinely believe it was a local brand.
87% of Indonesians surveyed thought Aice was homegrown.
The logic? 👇
“Not Made in China, but Made with Indonesia.”
💬 Takeaway
Many Chinese brands go overseas chasing subsidies and hype—they die in three years.
Aice? They used patience + sincerity + system thinking:
- Went rural, reached grassroots
- Engaged local staff and farmers in the supply chain
- Community events and mom-and-pop shop marketing
From an investor’s lens: $0.09 ice cream, $4.5B in sales. Not luck. Methodology.
High-speed trains change distances, EVs change mobility, but Aice changed: a nation’s taste memory.
Moral: Chinese brands going global aren’t just mega-projects. Sometimes, sweet, down-to-earth business wins hearts—and markets—fastest. Whoever can redefine “cheap but good” overseas might just win the next decade.
—————
【Compliance Wake-Up Call】
—————
Real talk though: Insights are your MAP, but compliance is your VIP backstage pass 🎫! All that "affordable luxury," "trust-building," "outer-island gold" talk? MEANINGLESS without legal legs to stand on. But here's the kicker: 90% of small/mid brands still faceplant into compliance landmines. We've seen it ALL—facepalm moments included 🤦♂️.
90% of SMEs still stumble over compliance! Just because payments are easier doesn’t mean the rest is. We’ve seen it all:
❌ Messy forex repatriation + sky-high compliance costs (missing ODI filings? Ouch.)
❌ Double taxation on overseas profits - 25% extra Corporate Income Tax (CIT) back to China? (Unless you’re Hainan-based with ODI registration!)
❌ 20% dividend tax slicing into earnings? (Hainan company optimizes this - even to 0%!)
❌ Poor entity setup choices? Especially in Indonesia - it gets expensive fast.
💼 Here’s how we helped one cross-border e-commerce client recently:
✅ Cleared up ODI filing & forex registration in record time (ended a 3-month standstill)
✅ Set up a Hainan structure for zero corporate tax on foreign-sourced income (vs. 25% elsewhere)
✅ Optimized shareholder dividend tax
✅ Registered their Indonesia entity + secured KITAS work permits for execs - no deportation worries!
Those AREN'T hypotheticals. Don’t be like this company 👇
“A friend’s firm had to pay tens of millions in back taxes because they didn’t use a Hainan company for overseas profits!”
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🇺🇸For more up-to-dates insights in English, subscribe to Jim Luo, Founder at Permitly” on Substack:
Or "Permitly - Global Business Permits & Immigration Services" on Facebook:
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