In Indonesia, the most profitable business is often not a single category but an ecosystem. It can be your morning milk tea, your midday sneakers, your evening groceries, and your weekend mall visits with the kids—a family's entire consumption trajectory flows within the same group's territory. This is the ambition of Indonesia's comprehensive retail groups: not just retailers, but providers of complete consumer lifestyle solutions. Today, we systematically review Indonesia's seven major comprehensive retail groups, dissecting their brand matrices, F&B agency landscapes, and the information that truly matters for companies going overseas.

Why Are There So Many Comprehensive Retail Groups in Indonesia?

In most mature markets, retail specialization is the norm—apparel companies stick to apparel, supermarkets to supermarkets, and coffee chains don't touch department stores. The finer the division of labor, the higher the efficiency—that's the textbook answer. But Indonesia is definitely not a textbook market. Indonesia has over 17,000 islands, and logistics costs are staggeringly high. It has a population of 278 million, but the urban commercial areas that actually generate consumption are concentrated in no more than 50 core regions. It has a rapidly rising middle class, but their consumption needs are extremely diverse—from milk tea to furniture, from sneakers to coffee—all satisfied in the same mall, on the same trip. In this market, comprehensive retail groups have three natural advantages that single-category players cannot replicate: First, property resources. Prime property in Indonesia's core commercial areas is extremely scarce. A group that simultaneously operates department stores, F&B, sports, and electronics can occupy multiple floors in the same building, spreading rental costs and achieving economies of scale that a single brand cannot. Second, the flywheel of membership systems. When your coffee, clothing, supermarket, and phone all share the same points membership system, consumer stickiness grows exponentially. Points earned from a Starbucks coffee can be used at MAP's Zara stores; points from buying a phone at Erajaya can be spent at its Paris Baguette—this cross-category integration is a value proposition a single brand can never offer. Third, negotiating power. A group operating 3,700 stores across 80 cities has far more leverage in negotiating licensing agreements with international brands than a single-store operator. This is why Indonesia's best global brand licenses are almost exclusively held by these comprehensive groups. Understanding these three points explains why the following seven groups are the true core of Indonesia's consumer market.

MAP Group

—Partner to 150 Global Brands

What Does This Company Actually Do?

PT Mitra Adiperkasa Tbk (MAPI) , founded in 1995, listed on the Indonesia Stock Exchange (IDX) in 2004. In the simplest terms, MAP is Indonesia's largest licensed retail operator of international brands. MAP's core business logic is not to create its own brands, but to obtain exclusive or priority licenses from globally renowned brands, then open stores, manage them, and profit from them. This is a business that relies heavily on first-mover advantage—because each category typically has only one licensee, and once you secure it, competitors are locked out. As of the end of 2024, MAP operates 3,700 stores in over 80 cities in Indonesia, managing more than 150 global brands and employing over 31,000 people.

Four Major Divisions:

  • Fashion & Lifestyle: Zara, Marks & Spencer, Lacoste, Massimo Dutti, Pull & Bear, Mango—almost monopolizing the fast fashion and accessible luxury shelves in Indonesia's high-end malls.
  • Sports & Outdoor: Nike, Adidas, Reebok, ASICS, Converse, Skechers, covered through multi-brand stores like Planet Sports, Sports Station, and The Athlete's Foot across different price points.
  • Department Stores & Home: SOGO, SEIBU. These two Japanese department stores are the core of MAP's department store division, known for meticulous service and a "refined department store experience," holding iconic anchor positions in Indonesia's mid-to-high-end malls.
  • Digital Technology: Digimap. In 2019, MAP acquired Infinite, the former Apple authorized reseller, and renamed it Digimap, officially entering the digital device retail sector, directly competing with Erajaya's iBox.

  • F&B Division: MAP Boga Adiperkasa (MAPB)

MAP's F&B business is separately listed under the ticker MAPB, indicating its scale is sufficient to support independent capitalization. PT MAP Boga Adiperkasa Tbk operates more than 800 stores across 58 cities in Indonesia, with one of the most luxurious brand portfolios in the market:

  • Starbucks: MAP's star asset, operated through subsidiary PT Sari Coffee Indonesia. Starbucks is the absolute leader in Indonesia's coffee chain market, penetrating every consumer scenario from Jakarta's CBD to remote cities in Papua.
  • Burger King: One of the main players in Indonesia's burger fast-food market.
  • Subway: Sandwich fast-food chain, positioned as a healthy option.
  • Domino's Pizza: An important competitor in the pizza delivery and dine-in market.
  • Krispy Kreme: Premium doughnut chain with iconic locations in Indonesia's high-end malls.
  • Cold Stone Creamery: Premium ice cream chain.
  • Godiva: Luxury chocolate snack brand.
  • PAUL Bakery: French bakery and coffee chain.
  • Genki Sushi: Japanese conveyor belt sushi chain.
  • Toast Box: Singaporean-style café chain. This portfolio, from fast food to accessible luxury, from coffee to desserts, covers almost all major mall F&B consumption scenarios.

2024 Trouble: The Starbucks Boycott Storm

In 2024, MAP faced an unexpected challenge—the global Starbucks boycott triggered by the Israel-Palestine conflict, which was particularly intense in Indonesia, the world's largest Muslim-majority country. MAPB's F&B segment sales fell approximately 20% year-on-year in Q2 2024, with Starbucks same-store sales growth (SSSG) dropping to as low as -27%. MAP management publicly clarified: Indonesia's Starbucks is an Indonesian company, using locally sourced coffee beans and employing thousands of Indonesian staff, "having no connection to Israel or the United States." In the second half of 2024, as boycott sentiment cooled, same-store data gradually recovered to positive territory, and full-year financial performance broadly met expectations. But this incident revealed the most critical risk in MAP's F&B portfolio: heavy reliance on Starbucks—this coffee brand contributes the majority of MAPB's revenue, and any reputational risk to Starbucks directly impacts MAP's financial statements.

Financial Figures

  • 2024 Full-Year Revenue: IDR 37.8 trillion (approx. USD 2.4 billion), up 13.6% year-on-year
  • 2024 Gross Margin: 42.7% —the ceiling number among comprehensive retail groups
  • 2024 Net Profit: IDR 2.1 trillion
  • MAPCLUB Members: Over 12 million, with repeat purchase rate up 18% year-on-year A 42.7% gross margin is MAP's most important financial moat. The logic behind it is the pricing power of brand licensing—consumers who want Zara, Starbucks, or Krispy Kreme can only find them through MAP in Indonesia. The scarcity created by monopolistic licensing is a more robust profit barrier than any operational efficiency. MAP is the highest-tier channel partner and the hardest door to enter. It won't introduce partners that don't match the brand positioning of its existing portfolio just to add another contract. Your brand must clearly articulate who it is in the international market to even enter MAP's consideration.

Kawan Lama Group

—Seventy Years of a "Lifestyle Empire"

From a 3-Square-Meter Hardware Store to 1,200 Stores

In 1955, the Wibowo family, Indonesian Chinese, opened a 3-square-meter hardware store in the Glodok area of West Jakarta. The name "Kawan Lama" means "old friend" in Indonesian. Seventy years later, this "old friend" is one of Indonesia's largest comprehensive home and lifestyle retail groups—over 70 cities, more than 1,200 stores, over 38,000 employees, more than 30 brands, spanning six business pillars. This kind of seventy-year steady growth is rare in Indonesian business history. During the 1998 economic crisis, countless Indonesian companies collapsed; during the three pandemic years, the retail industry faced immense pressure. Kawan Lama survived them all and emerged larger after each crisis.

Six Interlocking Pillars

  • Industrial & Commercial: Kawan Lama Solution (industrial equipment), Sensorindo (security equipment), KAESER Compressors, Depo Teknik (industrial tools)—these are the group's cash cows, serving B2B clients with stable margins and relatively low exposure to consumer cycles.
  • Consumer Retail: ACE (home living), Informa (home furniture), Toys Kingdom (toys), Pet Kingdom (pets), Bike Colony (cycling), Office 1 Superstore (office supplies), ATARU (Japanese-style lifestyle goods). This division covers all physical consumption scenarios for Indonesian middle-class families, from home to children.
  • F&B: Its subsidiary PT Foods Beverages Indonesia (F&B ID) , established in 2011, managed over 500 stores across 62 cities by 2022, with brands including:

Chatime: Taiwanese bubble tea chain, Indonesian agent, with 400+ stores in 50+ cities as of 2022, one of the leading brands in Indonesia's milk tea market. Also operates the upgraded Chatime Atealier, focusing on "affordable luxury experience" with a boutique approach.

Cupbop: Korean BBQ rice bowl fast-food brand from Utah, USA, introduced to Indonesia in 2016, focusing on "cup-style Korean BBQ," covering Jabodetabek (Greater Jakarta) and Surabaya.

Gindaco: Japan's most popular takoyaki brand, with 20+ stores in Indonesia.

Go! Go! CURRY: Japanese Kanazawa-style curry chain, bringing Japanese sweet-spicy curry to Indonesia.

88SEOUL: Korean street food concept store.

茉莉奶白 (Moli Niunai): Partner for a leading Chinese tea brand in Indonesia.

  • Property & Hospitality: Living World (integrated shopping malls), Living Plaza—controlling its own commercial properties, providing stable display venues for retail operations.
  • Manufacturing & Engineering: Golden Dacron (mattresses and pillows), Golden Living (sofas)—self-produced and self-sold, vertically integrating the home supply chain.
  • Commercial Technology: ruparupa.com (multi-category e-commerce platform), digitizing products from its brands.

2024's Biggest Event: Dropping ACE, Replacing with Its Own Brand

If there's one thing Kawan Lama did in 2024 worth recording in Indonesian business history, it's voluntarily ending its 29-year brand licensing partnership with US-based ACE Hardware. In most markets, the termination of a foreign brand license means business failure. But here, the logic was the opposite—Kawan Lama decided it no longer needed ACE. Over 29 years, it had turned ACE into a synonym for "home living destination" for Indonesian middle-class families. Consumers had long established recognition of the store itself, not just the ACE brand. The brand was renamed, but stores stayed open, foot traffic didn't disperse, and the supply chain remained intact. This decision is a sobering reminder for brands going overseas. Kawan Lama brings in your brand to build its own market position, not to be your agent forever.

Erajaya Group—

"Entering via Phones, Harvesting via F&B"

A Misunderstood Company

In 2024, Erajaya (ERAA) posted full-year revenue of IDR 65.3 trillion (approx. USD 4.1 billion) , with net profit breaking the trillion rupiah mark for the first time, reaching IDR 1.03 trillion , up 25% year-on-year. Many people's first reaction to this number is "Indonesia's phone market is doing well." But that interpretation is only half right. Phones and tablets indeed contributed 80.3% of Erajaya's revenue—its Erafone stores span Indonesia, Malaysia, and Singapore, totaling over 2,100; iBox is one of the most important retail channels for Apple products in Indonesia. In 2025, Erajaya Digital also won three awards at the Xiaomi Global Partner Conference , being Xiaomi's most core channel partner in Indonesia. But the fastest-growing and most strategically significant segment is its F&B and food division—Erajaya Food & Nourishment (EFN) .

EFN: A Complete "Three Meals a Day" Ecosystem

Erajaya's entry into F&B is not accidental but a deliberate strategy for all-day consumer scenario coverage: Breakfast/All-day coffee:

  • Paris Baguette: Korean-French bakery and coffee chain, introduced in 2021, with 15 stores by end-2024 and expanding. Targeting white-collar consumers, located in Jakarta's CBD office areas, precisely capturing breakfast and afternoon tea scenarios.
  • Bacha Coffee: The highest-positioned brand in the entire EFN portfolio. Originating from Morocco, Bacha Coffee has very few stores globally, and each new market opening is a signal for the luxury consumer market. The first Indonesian store opened at Plaza Senayan—the most iconic shopping center in Jakarta's top-tier consumption circle. This choice was not for scale but for positioning. Main meals:
  • Curry Up: Local Indonesian curry fast-food chain, positioned for mid-market urban white-collar workers, a rare self-cultivated brand for EFN rather than an imported license.
  • Sushi Tei: EFN holds an investment stake in the Indonesian operations of Japanese sushi chain Sushi Tei, combining financial investment with brand synergy. Snacks/Afternoon tea:
  • Wetzel's Pretzels: California-style pretzel fast-food brand, signed in October 2024, with the first store at Pondok Indah Mall, adopting a "grab & go" model—EFN's first foray into informal dining formats, reaching a broader consumer base with smaller footprints and lower barriers.
  • CHAGEE (霸王茶姬): The latest addition in 2025, the Indonesian operating license for a leading Chinese new-style tea brand. This is a signal worth close attention—Chinese new-style tea brands are rapidly entering mainstream Indonesian consumption scenarios through Erajaya. Daily groceries:
  • GrandLucky Superstore: Premium supermarket serving mid-to-high-end family daily needs, having merged Hokky and Brastagi supermarket brands, totaling 12 stores. EFN's CEO said it well in a media interview: "We're not in the F&B business; we're managing a complete supply chain into the human body." This all-day consumption companionship strategy complements its digital business: phone store consumers make purchase decisions infrequently, but F&B and supermarket consumers need to consume daily. Both business lines share the same MyEraspace membership system (nearly 10 million members) , allowing Erajaya to reach users daily instead of annually.

CT Corp—

Indonesia's Wanda-Style Media-Retail Empire

Chairul Tanjung: From IDR 150,000 to a Trillion-Rupiah Empire

CT Corp's founder, Chairul Tanjung , started in 1987 with just IDR 150,000 (less than USD 10 at today's exchange rate), initially exporting children's shoes. Today, his CT Corp is one of Indonesia's most influential conglomerates, spanning finance, media, retail, and property. To use a Chinese analogy, CT Corp is roughly like Wanda Group + CITIC Group + Caixin Media combined—except all of this is accomplished within a single country, Indonesia.

Retail Division: Transmart + Metro + Luxury Boutiques

Transmart (formerly Carrefour Indonesia): CT Corp acquired a 40% stake in French retailer Carrefour's Indonesian operations in 2010, completed full acquisition in 2013, and rebranded entirely as Transmart. This is CT Corp's main force in FMCG retail, positioned as a one-stop family hypermarket covering food, electronics, daily necessities, and more. It has brought in strategic investments from GIC (Singapore's sovereign wealth fund) and Grab, pushing omnichannel transformation. Metro Department Store: Positioned as high-end, operating multiple luxury brand boutiques, including Hugo Boss, Versace, Armani, Furla, Tod's, Jimmy Choo, Valentino, Tommy Hilfiger, and other top luxury brands—CT Corp's high-end image project distinct from mass retail. Trans Studio Mall: CT Corp owns approximately 67 integrated commercial complexes across major cities nationwide. Each Trans Studio Mall typically anchors with Metro department store, Transmart hypermarket, and XXI cinemas as its three main pillars, serving as CT Corp's core weapon for controlling property traffic. Control the mall, and you control the channel for brands entering Indonesia's core commercial areas.

F&B Division: A Trio of Western Fast-Food Licenses

CT Corp's F&B portfolio is relatively focused, but each brand is globally recognized in its category:

  • Wendy's: The world's third-largest burger fast-food chain, operating over 30 restaurants in Indonesia, differentiating on "fresh ingredients," targeting the same user base as McDonald's and KFC.
  • The Coffee Bean & Tea Leaf (CBTL): Originating from Los Angeles, this coffee and tea chain is the main Western coffee alternative to Starbucks in Indonesia, positioned slightly below Starbucks but also targeting mid-to-high-end urban consumers.
  • Baskin-Robbins: The American 31-flavors ice cream brand, a leading presence in Indonesia's dessert and leisure category, mainly located in Trans Studio Malls and other core commercial areas. Additionally, CT Corp has self-developed brands like Tasty Kitchen (fast-food collection), Gyukatsu (Japanese fried steak), and Wardani (Indonesian local cuisine), forming a supplementary layer of self-operated F&B.

Media and Finance Synergy: CT Corp's Unique Ecosystem

CT Corp has a unique capability that no other retail group possesses: media channels. It owns Trans TV, Trans7 (national free-to-air TV stations), CNN Indonesia, CNBC Indonesia, and Detik.com (Indonesia's largest news website)—a full media matrix reaching all Indonesian consumers. When CT Corp wants to promote a new brand (like a newly introduced F&B license), it can simultaneously advertise on Trans TV, publish news on Detik, open pop-ups in Transmart, and launch stores in Trans Studio Malls. This closed loop from exposure to conversion is something other retail groups cannot buy with any advertising budget. Its Allo Bank (digital bank) completes the financial loop—consumer spending data from Transmart and Trans Studio Malls can directly inform credit products, linking payments, consumption, and finance.

Gelael Group × Salim Group—

The KFC Duo Guarding the Fast-Food Throne

A 1978 Bet

In 1978, Dick Gelael made a bold decision: securing the exclusive KFC franchise for Indonesia from US-based Yum! Brands, establishing PT Fast Food Indonesia Tbk (FAST) . The following year, the first KFC store opened on Jalan Melawai in South Jakarta. The return on this bet likely exceeded Dick Gelael's own expectations. Half a century later, KFC is the absolute dominant brand in Indonesia's fast-food market, operating over 700 stores nationwide, synonymous with "fried chicken." In 1993, FAST listed on the Indonesia Stock Exchange (ticker: FAST).

Ownership Structure of Two Families

FAST's shareholding structure is a classic Indonesian business arrangement:

  • Gelael Family (PT Gelael Pratama) : Holds approximately 44%, with operational control. Current President Director Ricardo Gelael is founder Dick Gelael's son and father of famous Indonesian racing driver Sean Gelael.
  • Salim Group (PT Megah Eraraharja) : Holds approximately 36%. Salim Group head Anthoni Salim serves as President Commissioner—Indonesia's largest conglomerate provides financial capital for expansion.
  • Public Float: Approximately 20% It also operates the Taco Bell franchise in Indonesia.

2024's Struggles

In 2024, FAST (KFC Indonesia) faced issues similar to MAP Boga—the boycott wave triggered by the Israel-Palestine conflict. As an agent for an American brand in Indonesia, KFC became a direct boycott target. FAST reported a net loss of approximately IDR 557 billion in the first three quarters of 2024. Management similarly emphasized that KFC Indonesia is a locally operated Indonesian company, but shifting consumer sentiment is hard to reverse with a single statement in the short term. This incident prompted renewed scrutiny: for international fast-food brands operating in Indonesia, geopolitical risk is a substantive risk variable.

Rekso Group—

Using Tea Money to Buy McDonald's Key to Indonesia

Teh Botol Sosro: A Product That Changed Indonesian Eating Habits

In Indonesia, there's a famous advertising slogan: "Apapun makanannya, minumnya Teh Botol Sosro" (Whatever the food, drink Teh Botol Sosro). Behind this slogan is the Sosrodjojo family and their Rekso Group . Rekso Group's core asset is PT Sinar Sosro —which owns brands like Teh Botol Sosro (bottled tea drink), Fruit Tea, TEBS (tea-coffee drink), Prim-a (mineral water), with 11 factories, over 160 sales offices and warehouses nationwide, and approximately 8,000 employees. Teh Botol Sosro remains the absolute leader in Indonesia's tea beverage market and one of the most representative consumer products in the emotional landscape of Indonesian "national brands."

Using Beverage Profits to Acquire McDonald's

In 2009, Rekso Group's PT Rekso Nasional Food (RNF) signed the Master Franchise Agreement for McDonald's Indonesia , obtaining the right to open and operate all McDonald's stores across Indonesia. This was an extremely shrewd synergy: Teh Botol Sosro became a standard beverage option at McDonald's Indonesia restaurants. Consumers ordering drinks at McDonald's could choose their group's tea products—selling beverages upstream, restaurants downstream, with both lines converging in the same consumption scenario. Currently, RNF operates over 200 McDonald's stores in Indonesia, employing more than 14,000 people. McDonald's consistently ranks among the top three most popular fast-food brands in Indonesia. In January 2025, Rekso Group founder Soegiharto Sosrodjojo passed away at the age of 96. The group is now led by the third generation of the family, with McDonald's operations led by Sukowati Sosrodjojo and Sinar Sosro beverage operations by Peter Soekianto Sosrodjojo. The family's division of labor is clear and stable.

Sriboga Group—

From Flour to Pizza Hut: Full Food Chain Integration

What's the Logic of a Grain Group Doing F&B?

PT Sriboga Raturaya was founded in 1994, starting with wheat flour processing. This background is not trivial—being in flour means you understand wheat raw material procurement, flour processing technology, and the national logistics system for supplying restaurants and bakeries nationwide. When Pizza Hut needed an Indonesian partner to manage its pizza dough supply and nationwide store operations, Sriboga was the natural optimal choice: it had flour, factories, logistics, and a national network. In 2004, Sriboga acquired PT Sarimelati Kencana Tbk (PZZA) , the exclusive franchisee of Pizza Hut in Indonesia. Within a year, Pizza Hut stores rapidly expanded to 100, and continued growing thereafter. In 2018, PZZA completed its IPO on the Indonesia Stock Exchange (ticker: PZZA), becoming an independent listed company.

Pizza Hut's Dual-Track System in Indonesia

Sriboga's approach to operating Pizza Hut in Indonesia is a model worth learning for many F&B brands entering Indonesia:

  • Pizza Hut Restaurant (PHR) : Dine-in version, suitable for family gatherings and festive occasions, with larger store footprints and richer menus.
  • Pizza Hut Delivery (PHD) : Delivery version, with "30-minute delivery" as its core promise, covering dense urban rider areas, and the absolute leader in Indonesia's pizza delivery market. This dual-track operation extends Pizza Hut's reach from "eating out" to "eating at home," covering almost all consumer usage scenarios for pizza. According to Euromonitor, Pizza Hut holds a market share of up to 86.6% in Indonesia's pizza chain market, making it the second-largest chain restaurant brand in Indonesia (after KFC). It currently operates over 400 stores (PHR + PHD combined) across 28 provinces.

Second Card: Marugame Udon

Sriboga's second major F&B license is Marugame Udon , Japan's most famous udon noodle chain. Operated through subsidiary PT Sriboga Marugame Indonesia, it focuses on the experience of "freshly made, freshly boiled udon," with a stable Japanese food consumer base among Indonesian urban middle class. The pairing of these two brands is strategic: Pizza Hut covers Western casual dining, Marugame Udon covers Japanese fast food, with minimal overlap in target customers and consumption scenarios—a dual-line coverage strategy for retail mall F&B floors.

Overview of the Seven Comprehensive Retail Groups

Read This Map

to Find Your Place in Indonesia

Spreading out the territories of these seven groups, here are some judgments to share: One: F&B agency is the traffic entry point for comprehensive retail groups. Every comprehensive retail group is in F&B, not because F&B is the most profitable, but because F&B is the highest-frequency consumer need and the best traffic entry point for other consumption scenarios. Milk tea shops, coffee shops, and fast-food restaurants serve to regularly "attract consumers into malls," then create opportunities to drive lower-frequency purchases of apparel, home goods, and electronics. Two: International brand agency rights in Indonesia are harder to obtain than they seem. These seven groups monopolize agency rights for almost all first-tier international consumer brands in Indonesia, from Starbucks to McDonald's, from KFC to Pizza Hut, from Zara to Bacha Coffee. Very few foreign brands set up their own subsidiaries to operate directly in Indonesia—because the local networks, government-business relations, and operational capabilities of these seven groups cannot be replicated by foreign companies in the short term. Three: Upstream-downstream synergy. Rekso Group (Teh Botol into McDonald's) and Sriboga Group (flour mill managing Pizza Hut)—these two stories tell us that there is a deep upstream-downstream binding logic between Indonesia's food supply chain and F&B agency. If your product can create synergy with these groups at the supply chain level, the likelihood of entering their F&B channels is much higher than directly negotiating brand agency. Four: Geopolitical risk. MAP Boga's Starbucks and Gelael's KFC simultaneously faced boycott impacts from the Israel-Palestine conflict in 2024. This is not coincidental but a systemic risk that must be borne when operating American brands in Indonesia, the world's largest Muslim-majority country. For companies wanting to enter Indonesia's F&B market as American brands, this is an external variable that must be seriously assessed. Five: Chinese brands are accelerating their entry into this map. CHAGEE (霸王茶姬) entering Indonesia through Erajaya—this is one of the most significant single-channel partnerships for Chinese new-style tea in Southeast Asia in 2025. This is not accidental but a microcosm of Chinese consumer brands systematically entering Indonesia. Understanding these seven groups is understanding the core channel matrix for Chinese brands going overseas to Indonesia. Indonesia doesn't lack opportunities, but opportunities are hidden in this power map. Find the right doors, and the market inside is bigger than you imagine. Want to learn more about business opportunities in Indonesia? For this reason, in June, CFC Going Global has prepared an Indonesia study tour and channel matchmaking event. Going overseas to Indonesia, doing Indonesian channels—how long does an ordinary person need to fumble? Some have spent 2 years without finding a buyer who can actually make decisions. June 8-12, use 5 days to skip this process directly— Hero, Oh Some!, Market City, Aeon, Indomaret... Indonesian core channel procurement decision-makers are waiting to meet you. This is not just a study tour; it's the Indonesian channel resource matchmaking session arranged for you by CFC Going Global. Bring your samples, leave with cooperation intentions. 📍 Jakarta | June 8-12