贾国龙没搞懂的，不只是公关

Core Viewpoint - The closure of 102 stores, nearly 30% of the total, reflects deeper issues within the company rather than just external criticism [2][24]. Group 1: Misunderstanding Public Relations - The founder's misunderstanding of public relations led to a misalignment with consumer relationships, viewing public relations as an adversarial concept rather than a tool for communication and trust-building [5][20]. - The initial consumer complaint about high-priced pre-made dishes was misinterpreted as an attack, escalating the situation instead of addressing the underlying consumer dissatisfaction [10][13]. - Emotional responses to criticism resulted in poor decision-making, exacerbating the crisis rather than resolving it [16][19]. Group 2: Misattributing Causes of Closure - The founder attributed the store closures to "125 days of online slander," deflecting from operational issues that were already present [23][25]. - The real consumer dissatisfaction stemmed from a perceived mismatch between high prices and the quality of food, not from the use of pre-made ingredients themselves [26][29]. - The company failed to address the core issue of price versus quality, instead getting caught up in semantic debates about what constitutes pre-made food [29]. Group 3: Consumer Expectations and Brand Integrity - Consumers expect fresh, high-quality food at premium prices, and when this expectation is not met, dissatisfaction arises [29]. - The company's attempts to remedy the situation, such as a 20% price reduction and issuing vouchers, only provided temporary relief without addressing the fundamental trust issues [29]. - True brand integrity involves acknowledging mistakes and understanding consumer expectations rather than blaming external factors [29].