「核心提示」 西贝好不容易学会低头认错，没想到队友比对手更致命。 作者 | 高宇哲 编辑 | 刘杨 预制菜风波两个月后，连锁餐饮西贝正在完成一场从公关失当到听劝调改的转变。这家行业标杆终于不再"沉默硬扛"，而是"闭麦听劝"，以降价、涨薪、 菜品现制开启三连自救。 正当整改即将走上正轨，一场意外的隔空交锋再次打破平静。11月26日，西贝合作十年的营销公司，华与华的创始人华杉发文称西贝"被诱入黑白颠倒的 网络罗刹国，被人算计"，暗指此前的预制菜风波是恶意攻击。此举引发罗永浩强烈回应，要求对方在当天下午六点前公开致歉。 尽管罗永浩强调"此事与西贝无关"，却仍将后者重新拉回舆论场中心。这场意外交锋，是否会为西贝的整改之路增添变数？刚刚显现复苏迹象的西贝，能 否在这场风波中成功突围？ 1、发券、降价、现制，把用户拉回餐厅 面对舆论风波后的客流下滑，西贝选择了最直接的引流手段——以真金白银的优惠，将用户重新拉回餐桌。 11月26日，多名西贝门店店员向《豹变》表示，目前餐厅有实付50元送50元代金券的优惠活动，且这一活动原本定于10月底结束，如今延期至11月底。具 体来看，假如用户当天消费200元，可获赠4张50元代金券， ...

Core Viewpoint - After a two-month crisis regarding pre-made dishes, the restaurant chain Xibei is transitioning from poor public relations to a more receptive approach, implementing price cuts, salary increases, and freshly made dishes to attract customers back to their restaurants [1][4]. Group 1: Customer Attraction Strategies - Xibei has initiated significant discount campaigns, including a "50 yuan off 50 yuan" voucher promotion, which has been extended to the end of November, aiming to draw customers back to the dining experience [1][2]. - The restaurant chain launched a "Please Eat" campaign on September 24, offering customers a no-strings-attached 100 yuan voucher, which significantly improved foot traffic [2]. - Xibei has also reduced prices on over 40 dishes by 15% to 20%, addressing consumer concerns about high prices and enhancing the overall dining experience [3][6]. Group 2: Employee Engagement and Cost Management - The company announced an average salary increase of 500 yuan per month for frontline employees starting in September, along with additional bonuses and allowances to stabilize staff morale [5]. - This dual strategy of lowering prices while increasing employee wages aims to improve customer service quality, which is crucial for retaining customers [5][6]. Group 3: Financial Performance and Challenges - Xibei reported a revenue of 6.2 billion yuan in 2023, with food procurement costs at 30%, indicating a relatively strong cost control compared to the industry average of 45.2% [6]. - However, the reliance on large subsidies to attract customers poses a risk to profitability, as ongoing discounts may compress profit margins [6][7]. Group 4: Industry Context and Competitive Landscape - The restaurant industry is undergoing a significant shakeout, with many once-popular brands struggling to maintain profitability amid rising costs and changing consumer preferences [8][9]. - Xibei's recent challenges reflect broader industry trends, including a decline in average dining prices and increased competition, which may necessitate structural adjustments to maintain profitability [8][9]. Group 5: Future Outlook and Strategic Considerations - The recent public relations incident involving Xibei's marketing partner has reignited scrutiny, potentially complicating the company's recovery efforts [9][10]. - Moving forward, Xibei must establish transparent pricing and production practices to regain consumer trust and ensure long-term sustainability in a competitive market [10][11].

伯乐在线 . 伯乐在线分享IT互联网职场和精选干货文章（原域名已不再维护）。组织维护10万+star的开源技术资源 库，包括：Python, Java, C/C++, Go, JS, CSS, Node.js, PHP, .NET 等 11 月 26 日，华与华创始人华杉发文称"西贝是中国餐饮业的天花板，无论对顾客还是对员工，都是诚心诚意 做到极致。被诱入黑白颠倒的网络罗刹国，被人算计。西贝坚持自己的华夏子弟精神，不苟且偷生，凭仁义立 世" 以下文章来源于伯乐在线 ，作者伯小乐 了解西贝预制菜风波的网友都能看出来，华杉这话是在点罗永浩。老罗随后发出三连问："谁诱的？谁算计 了？你想干什么？" 并要求华杉在下午 6 点前公开道歉，否则公开此前华杉向老罗私下道歉的录音。不少吃瓜网友很是期待听录 音。 老罗还表示已经在网上买了华与华的全集，"整天被忽悠的中国土老板们，其实赚钱很不容易，也该有人给他 们上一点营销防诈课了"。 对此，魅族前高管李楠或转发表示："这个真没问题，华与华本来就是忽悠中国老年土老板的公司。虽然没事 不应该断人财路，但是罗老师锤也就锤了" 全网白等，华与华老板没道歉，老罗尚未爆猛料 在 26 日 ...

天眼查APP显示，"东北农嫂"是吉林省农嫂食品有限公司旗下的品牌，成立于2012年。主要从事鲜食玉 米的生产加工，注册资本1500万元。此前，"东北农嫂"因卷入东方甄选与主播辛巴关于"6元玉米"贵不 贵的争论而广为人知。 令人担忧的是，当消费者和媒体试图就此次霉斑事件联系吉林农嫂公司时，却发现沟通渠道并不畅通。 据智通财经报道，多次拨打该公司官方与工商信息所留的座机号，均提示为欠费或空号，其个人号码也 始终无人接听。这种失联状态，无疑加深了外界对品牌管理状况的疑虑。 从曾经的明星供应商到如今问题频出，东北农嫂的品牌形象正经历严峻考验。在竞争日益激烈的即食农 产品领域，产品质量与企业诚信是立足之本。 近期，曾因作为东方甄选供应商而备受关注的"东北农嫂"即食玉米，因产品质量问题再次成为舆论焦 点。 据报道，有消费者反映，在电商平台购买的"东北农嫂"即食水果甜玉米，在未开封的真空包装内出现大 片霉斑。面对消费者的质疑，旗舰店客服将问题归咎于"暴力运输"，称运输过程中的包装破损可能导致 漏气发霉。 此次霉斑事件，不仅暴露了生产或包装环节可能存在的瑕疵，也反映出品牌在危机公关和客户沟通上的 短板。对于东北农嫂而言，如何 ...

Core Viewpoint - The letter from Yu Minhong, founder of New Oriental, sent from Antarctica, has been met with criticism from employees and the public, highlighting a disconnect between leadership and staff concerns about work pressure and morale [1][5][7]. Group 1: Content of the Letter - Yu Minhong's letter emphasizes personal reflections and poetic imagery from his experience in Antarctica, focusing on themes of time and perseverance, but lacks acknowledgment of employee struggles [2][5]. - The intention behind the letter was to inspire employees by drawing parallels between the resilience of penguins in extreme conditions and the unity of New Oriental staff during challenging times [5][6]. Group 2: Employee Reactions - Employees expressed feelings of irony and sarcasm regarding the letter, with some stating that the descriptions of Antarctica felt disconnected from their daily realities [5][7]. - Public reactions included mockery, with comments highlighting the stark contrast between the CEO's experience and the employees' situations [5][7]. Group 3: Crisis Management Response - Yu Minhong's response to the backlash was prompt and included an acknowledgment of employee dissatisfaction, stating that he encourages feedback and will address issues within the company [6][7]. - He announced a plan to take 20 employees and 10 customers to Antarctica, which was seen as a way to promote company culture and address the criticism [6][15]. Group 4: Underlying Issues - The incident reveals a deeper systemic disconnect between New Oriental's leadership and its frontline employees, indicating that the company is facing challenges in maintaining employee trust and morale [7][15]. - The company's recent financial performance shows a significant decline, with a 73.7% drop in net profit to $7.1 million, primarily due to issues in its core education business and goodwill impairment [14][15]. Group 5: Comparison with Other Business Models - The letter and subsequent reactions suggest that New Oriental's management style may benefit from adopting practices similar to those of successful companies like Pang Donglai, which emphasizes employee welfare and a unified corporate culture [12][14]. - Pang Donglai's approach includes transparent communication, generous employee benefits, and a focus on service quality, contrasting with New Oriental's more traditional, authoritative management style [12][14].

Core Viewpoint - The restaurant chain Xibei is undergoing significant changes in response to a recent public relations crisis, focusing on product adjustments, service improvements, and price reductions to regain customer trust and enhance brand image [1][3][9]. Product Adjustments - Xibei has committed to improving food safety and has made several product changes, including transitioning from pre-prepared to on-site cooking. As of September 30, the first batch of product adjustments has been completed, such as switching to non-GMO soybean oil and preparing certain dishes fresh in-store [5][9]. - The second phase of product adjustments includes handmade dumplings and freshly made chicken soup, with ongoing discussions with suppliers to shorten product shelf life while ensuring safety [5][9]. Service Improvements - The company is refocusing on family dining and enhancing services for children, the elderly, and women. By November, all stores will be equipped with first aid kits, and by December, each store will have at least one staff member trained in first aid [5][9]. Customer Traffic and Sales Strategies - Following the adjustments, customer traffic has begun to recover, with some stores reporting a 20% increase in weekend traffic compared to the previous year. However, trust issues remain among some consumers [6][8]. - To address complaints about high prices, Xibei implemented significant price reductions on over 40 dishes starting October 1, with discounts exceeding 20%. Additionally, the company distributed free vouchers to attract customers, resulting in a 5% increase in overall customer traffic compared to the previous year [7][8]. Store Adjustments - Xibei has closed nearly 10 stores since October, which the company states is a normal part of restaurant operations, with an annual store adjustment rate of about 10%. In 2022, Xibei opened 13 stores and closed 31, while in 2023, it opened 26 and closed 14 [7][8]. Brand Recovery Efforts - The company is focused on transforming the crisis into an opportunity for brand rebuilding, emphasizing transparency and customer engagement. While some progress has been made in restoring customer traffic, full recovery of brand trust will take time [9].

Core Viewpoint - The article discusses the public relations crisis faced by XPeng Motors regarding its humanoid robot IRON, highlighting the challenges of advanced technology in public perception and the company's response strategies [1][5][15]. Group 1: Incident Overview - The controversy began during XPeng's Technology Day on November 5, 2025, when the new humanoid robot IRON was unveiled, showcasing its lifelike movements and features [5][8]. - The robot's realistic walking style led to accusations of it being a "human in disguise," causing XPeng's stock to drop nearly 4% [4][5]. Group 2: Response Strategies - XPeng's response to the crisis involved three levels: a humorous initial acknowledgment, a revealing video demonstration, and a dramatic live demonstration at a subsequent event [8][11][14]. - The company showcased the robot's internal mechanics to counter the "fake" accusations, emphasizing transparency and direct engagement with the public [13][14]. Group 3: Successes in Crisis Management - The rapid response within 24 hours effectively controlled the situation, demonstrating a proactive approach to public relations [14]. - The dramatic "leg-cutting" demonstration at the press conference transformed the narrative from a crisis to a showcase of technological prowess, enhancing public trust [14][16]. Group 4: Areas for Improvement - XPeng avoided deeper discussions on the robot's design features and potential societal implications, such as the "uncanny valley" effect, which could have provided a more comprehensive response [15]. - The initial light-hearted response may have been perceived as dismissive, potentially exacerbating public skepticism [15]. Group 5: Industry Insights - The incident serves as a case study for technology companies on the importance of transparency in addressing public concerns about advanced technologies [16]. - Companies should focus on bridging the "cognitive gap" between rapid technological advancements and public understanding to mitigate future crises [16]. - The situation illustrates that crises can be transformed into opportunities for brand showcasing, emphasizing the need for strategic communication during challenging times [16].

在危机公关领域，有个经典原则："态度优于事实，情感优于逻辑。" 也就是说，当一家企业被舆论围攻时，消费者最先感受到的，往往不是你讲了多少道理，而 是你愿不愿意放下身段、换位思考。真诚的态度，往往比完美的解释更能化解敌意。 可现实是，真当危机来了，很多公司的公关部门既没权力拍板，又没资源调动，最后只能硬 着头皮上，反倒成了风暴里最"卑微"的角色。 西贝餐饮近期因董事长言论引发的舆论风波，恰恰照见了这个尴尬现实。它映射的，不仅是 一家餐饮巨头的应对失措，更是无数企业公关部门在组织结构中的真实地位与无力感。 01 失控的开端与失语的公关 每一场崩坏的危机公关，开端往往不是惊雷，而是房间里一头悄然长大的"大象"，所有人都看见了，但 所有人都主动or被动地选择沉默。 西贝的故事，开端同样如此滑稽且俗套。 首先得先说明一点：谁还没犯过错呢？企业家也是人，一时冲动说错话、做错题很正常，不能因为这一 次的失误，就否定他之前的所有努力，更没必要刻意揪着不放制造冲突。 西贝这次确实错了，但这错背后，其实有个更关键的原因——没经受过真正的"大场面"训练。 多数企业虽都设有公关部，日常处理普通舆情尚可应对，但面对一年难遇一次的S级舆 ...

不过詹军豪也表示，麻六记线上渠道承压显著——销售同比下滑严重，特别是代工模式下频现品控问 题，叠加流量明星效应减弱，导致增长动能疲软。当前呈现"线下基本盘抗压、线上生态恶化"的割裂态 势，若无法重构电商供应链体系与直播矩阵，中长期或陷入加盟商信心流失与消费者信任危机的双重困 境。 麻六记和前运营人员之间的矛盾由来已久。2023年3月，麻六记被曝20多人的直播运营团队集体出走； 孟贺称张兰拖欠其工资近90万元。随后，麻六记回应声明进行回击，称已经支付直播团队超过千万元的 佣金。 2024年10月，据媒体报道，北京仲裁委员会判决书显示，由汪小菲创办的麻六记的运营主体（即被申请 人北京食通达科技发展有限公司）支付申请人孟贺及孟贺的北京呱呱香文化传媒有限公司佣金 10133239.92元，同时支付违约金共计60万余元。除去一些其他费用开支及违约责任，实际麻六记赔付 760万余元。 危机公关专家、福州公孙策公关合伙人詹军豪接受第一财经记者采访时表示，孟贺拒道歉但履行1.5万 元赔偿，此事对麻六记影响有限。当下麻六记发展态势总体良好，不仅在国内市场持续扩张，加盟店与 直营店数量、收入稳步增长，复购率高。同时，品牌积极推进 ...

Core Viewpoint - The ongoing conflict between the former operator of Ma Liu Ji, Meng He, and Zhang Lan, along with the legal ruling, has limited impact on the company's overall development, which remains positive despite challenges in online sales channels [3][4]. Group 1: Legal and Financial Developments - Meng He has stated he will pay a total of 15,000 yuan in compensation as per the court ruling but will not issue an apology [3]. - The Beijing Arbitration Commission ruled that Ma Liu Ji's operating entity must pay Meng He and his company a total of approximately 10.13 million yuan in commissions and over 600,000 yuan in penalties, resulting in a net payout of over 7.6 million yuan after other expenses [3][4]. Group 2: Company Performance and Market Position - Ma Liu Ji is experiencing steady growth in both franchise and direct stores, with increasing revenue and high repurchase rates [3]. - The brand is actively pursuing globalization, with products being exported to multiple countries [3]. Group 3: Challenges and Risks - Online sales channels are under significant pressure, with a notable decline in sales year-on-year, particularly due to quality control issues in the OEM model and a weakening effect from celebrity endorsements [4]. - There is a risk of losing confidence among franchisees and consumer trust if the company fails to restructure its e-commerce supply chain and live-streaming matrix [5].