不管这次针对"预制菜"的论战究竟影响了多少企业，餐饮行业都应该从中总结，为什么一次消费者用餐后的反馈，会引发如此大的连锁反应？ 西贝主动"躺枪"？ 不管罗永浩有多少粉丝，客观来讲他作为一名消费者是有权力对消费项目进行点评的，企业对此一般做法是有则改之无则加勉，很少有像西贝这样的灾难 性的公关。 有网友分析指出，罗永浩的发第一条微博只是为了证明一下自己被取消限高，可以正常坐飞机了。公开资料显示，罗永浩的限制消费令（限高令）近期已 再度解除。罗永浩在2025年9月13日的活动中透露，通过与相关方协商达成和解，限高令已解除，目前可正常乘坐飞机。此次解除前，他因北京锤子数码 科技有限公司的债务问题于2025年9月7日被新增限制消费令，但该令很快被纳入历史记录。 西贝和华与华道歉，罗永浩宣布收手了。 9月15日晚，罗永浩在微博发文，表示决定放弃追究西贝，他表示，五十岁后，我亲眼看到无数的中年人，尤其是取得了一些事业成就的，可以为了所谓 的"面子"做出多愚蠢、多糟糕、多不顾后果的事。就像这一次的贾国龙，在是非对错完全站不住脚……的情况下，还能嘴硬说出"生意宁可不做"的蠢话， 不惜让自己投入数十年心血的企业，和近两万名员工 ...

Core Viewpoint - The discussion around pre-prepared dishes in the restaurant industry, particularly regarding the "live fish" claims of the brand Tai Er, has intensified, leading to public scrutiny and debate about the authenticity of their food preparation methods [1][2]. Group 1: Company Response and Operations - Tai Er's parent company, Jiu Mao Jiu Group, emphasizes its commitment to fresh ingredients, stating that their core offerings include "live fish, fresh chicken, and fresh beef," and aims to enhance the dining experience through improved food quality and service [1]. - The new "fresh live" stores were launched in March and are expected to reach 150 modified locations by the end of the year, with a complete overhaul planned by 2026 [1]. - Store managers confirm that fish is processed in a central kitchen before being delivered to the stores, where it undergoes further preparation, indicating that the "live fish" is not prepared at the moment of order but rather in advance [2]. Group 2: Financial Performance - Jiu Mao Jiu Group reported a revenue of 2.753 billion yuan for the first half of 2025, a decline of 10.14% year-on-year, with a net profit of 60.69 million yuan, down 16.05% [3]. - Tai Er, which accounts for over 70% of the group's revenue, saw its revenue drop to 1.946 billion yuan, a decrease of 13.25% year-on-year, with same-store sales down by 19% [3]. - The number of Tai Er stores decreased from 614 to 566 year-on-year, reflecting a reduction of 48 stores, contributing to the overall revenue decline [5][6]. Group 3: Market Position and Future Outlook - Jiu Mao Jiu Group operates multiple brands, including Tai Er, and has plans to expand its store count to 1,000, contingent on adapting to customer needs [6]. - As of September 16, 2023, Jiu Mao Jiu's stock price closed at 2.28 HKD per share, having dropped over 30% since the beginning of the year [6].

知名餐饮品牌太二酸菜鱼曾经是"排队王"，主打"活鱼现做"。但近日 有媒体报道，在太二酸菜鱼杭州一门店实测发现，点单7分钟后，三道菜全部上齐。 店员表示，酸菜鱼所用的鱼统一配送，是在门店内现场切片并腌制。 据极目新闻报道，9月15日，关于"是否均为活鱼现杀""有无使用预制菜"等问题，太二酸菜鱼的客服对此回应称："店内很多食材是每天新鲜到店现场制作 的，也有一部分食材会在中央厨房进行初步加工。"并强调门店都是明厨亮灶，顾客可以看到制作过程。 上述客服还透露，目前太二酸菜鱼全国营业的"鲜活门店"有68家（数据仅供参考），不同区域和门店情况不同。以杭州为例，目前仅有一家鲜活门店—— 宝龙城店，使用的是活鱼，每日到店后在后厨现杀制作。其他没有升级的门店，用的是每日鲜配到店的鱼柳（即从鱼身侧部切下，去除主骨和大刺的长条 状净鱼肉），然后在后厨切片、腌制后再现场烹饪。 太二酸菜鱼宝龙城店工作人员表示："杭州暂时仅有我们一家鲜活门店，活鱼当天到店，现杀现片现腌，一般10到15分钟鱼能上桌。"该工作人员表示，处 理过程均在后厨完成，但如果顾客有需求，也可以带客人进去查看活鱼。 另外，据看看新闻Knews报道，太二酸菜鱼的上海某 ...

Core Viewpoint - The well-known restaurant brand Tai Er Suan Cai Yu is facing challenges with its operational model and customer traffic, leading to a significant reduction in the number of self-operated restaurants and declining revenue [11]. Group 1: Operational Changes - Tai Er Suan Cai Yu has implemented a "5.0 Fresh Model" focusing on fresh ingredients like live fish, fresh chicken, and fresh beef, along with menu upgrades and hardware renovations in stores [11]. - The company has confirmed that only one of its stores in Hangzhou, the Baolong City store, uses live fish, while other locations use pre-prepared fish fillets [1][2]. - Reports indicate that several stores in cities like Hangzhou and Shenyang have closed or are undergoing renovations, with the Shenyang region having no operational stores as of September 1 [4][10][11]. Group 2: Financial Performance - In the first half of the year, Tai Er Suan Cai Yu's parent company, Jiu Mao Jiu, reported a revenue of 2.753 billion yuan, a year-on-year decrease of 10.14%, with a net profit of 60.69 million yuan, down 16.05% [11]. - The revenue from Tai Er Suan Cai Yu specifically was 1.948 billion yuan, reflecting a 13.3% decline, and its contribution to total revenue decreased from 73.4% to 70.8% [11]. - The number of self-operated restaurants decreased from 612 to 547, a reduction of 65 locations, contributing to the decline in same-store sales [11]. Group 3: Market Context - The overall market for Suan Cai Yu restaurants has seen a net decrease of 3,331 locations despite 7,256 new openings, indicating a challenging environment for traditional dining establishments [11]. - The rise of pre-prepared dishes is squeezing the survival space for offline restaurants, impacting customer traffic and sales [11].

Core Viewpoint - The article discusses the challenges faced by the pre-made dish brand, Tai Er Suancaiyu, under the Jiumaojiu Group, highlighting a significant reduction in store numbers and declining operational efficiency [2][3][5]. Group 1: Company Performance - Tai Er Suancaiyu claims to serve "live fish made on-site" but has faced scrutiny regarding its operational practices, with many stores currently closed for renovations [3]. - The number of Tai Er Suancaiyu stores has decreased by 68 in the past six months, indicating a significant contraction within the brand [3]. - The brand's revenue for the first half of 2025 dropped to 1.946 billion yuan, a year-on-year decline of approximately 13.25% from 2.244 billion yuan in 2024 [5]. Group 2: Operational Efficiency - The turnover rate for Tai Er Suancaiyu decreased from 2.7 in 2024 to 2.2 in 2025, indicating fewer customer visits during the same operating hours [4]. - The average customer spending increased slightly from 71 yuan in 2024 to 73 yuan in 2025, but same-store sales fell by 19%, suggesting a decline in customer traffic and changes in dining duration [4]. - The overall performance of Jiumaojiu Group also reflects a downward trend, with a 10.1% decline in revenue to 2.753 billion yuan in the first half of 2025, and a net profit drop of 31.3% to 61 million yuan [7]. Group 3: Strategic Adjustments - Jiumaojiu Group is shifting its focus towards franchise models to reduce operational costs, with 10 self-operated stores converted to franchises [3]. - Despite the challenges, there are signs of improvement, as the same-store daily sales decline has narrowed in the second quarter of 2025 compared to the first quarter, indicating that new store formats and menu optimizations may be starting to yield results [8].

Core Viewpoint - The article discusses a significant public relations crisis faced by Xibei, a Chinese restaurant chain, triggered by a social media dispute with entrepreneur Luo Yonghao regarding the use of pre-prepared ingredients in their dishes. The founder, Jia Guolong, has taken a strong stance against these allegations, leading to a series of public responses and internal meetings to manage employee morale and customer perceptions [1][4][5]. Group 1: Crisis Overview - On September 12, Xibei held a large meeting with 18,000 employees to address the crisis, which Jia Guolong described as the biggest external crisis since the brand's inception [1][7]. - Luo Yonghao criticized Xibei on social media, claiming that the restaurant primarily uses pre-prepared dishes, which sparked widespread public outrage [4][5]. - Jia Guolong's immediate reaction included a commitment to sue Luo Yonghao and a public demonstration of Xibei's kitchen practices to counter the allegations [5][9]. Group 2: Employee and Customer Reactions - Employees expressed concerns about their job security and the impact of the crisis on their livelihoods, with reports of a 10% decline in store performance [1][2]. - To alleviate employee anxiety, Jia Guolong provided a 500 yuan subsidy to frontline staff [1]. - Despite efforts to clarify the situation, public sentiment remained negative, with many consumers questioning the transparency of Xibei's ingredient sourcing and pricing [10][12]. Group 3: Business Impact - Following the crisis, Xibei's daily revenue reportedly dropped by 1 million yuan before the incident escalated to a loss of 2 to 3 million yuan on the peak day of public scrutiny [25][24]. - The restaurant chain's reputation suffered significantly, with comparisons made between the damage caused by Luo Yonghao's comments and Jia Guolong's defensive actions [12][27]. - Xibei's average profit margin was reported to be below 5%, with high costs attributed to raw materials and labor [38]. Group 4: Management and Strategic Decisions - Jia Guolong's management style has been described as strong-willed and resistant to external advice, which may have contributed to the crisis escalation [29][31]. - The company has been criticized for its lack of modern management practices, which has become evident during the crisis [31][39]. - In response to the backlash, Xibei announced changes to its ingredient sourcing and preparation processes, aiming to improve transparency and customer trust [37].

Core Viewpoint - The article discusses the significant external crisis faced by the restaurant chain Xibei, triggered by public criticism from internet entrepreneur Luo Yonghao regarding the use of pre-prepared dishes, leading to a public relations disaster for the brand [5][11][28]. Group 1: Company Response and Crisis Management - Xibei's founder, Jia Guolong, held a large meeting with 18,000 employees to boost morale amidst the crisis, emphasizing the importance of confidence in the brand [1][11]. - Jia Guolong provided a 500 yuan subsidy to frontline employees to alleviate their concerns about the impact of the crisis on their livelihoods [1][11]. - Following Luo's accusations, Jia Guolong publicly declared intentions to sue Luo and opened Xibei's kitchens for media and consumer inspection to demonstrate transparency [8][12][15]. Group 2: Public Reaction and Social Media Impact - Luo Yonghao leveraged his significant social media following to amplify his criticism of Xibei, leading to widespread public scrutiny and media attention [6][12]. - The public's reaction intensified as videos of Xibei's kitchen practices surfaced, revealing the use of long-shelf-life ingredients, which contradicted the brand's claims of freshness [12][13][14]. - Luo's live streams dissecting Xibei's operations further fueled public outrage, with many consumers expressing dissatisfaction with the perceived quality and pricing of Xibei's offerings [15][39]. Group 3: Financial Implications and Business Performance - Xibei experienced a significant drop in daily revenue, estimating losses of 1 million yuan prior to the crisis and potentially 2 to 3 million yuan on the peak day of public scrutiny [26][28]. - The brand's average profit margin was reported to be below 5%, with high costs attributed to raw materials and labor [39]. - Despite the crisis, Jia Guolong maintained that Xibei's pricing was justified, labeling public perceptions of high costs as a misunderstanding [39][41]. Group 4: Industry Context and Future Outlook - The restaurant industry is still recovering from the impacts of the pandemic, and Xibei's struggles reflect broader challenges within the sector [11][28]. - Jia Guolong's approach to standardization in food preparation has been both a point of innovation and contention, as the industry grapples with consumer expectations for transparency and quality [20][24]. - The ongoing crisis may prompt Xibei to reevaluate its operational strategies and public relations tactics to better align with consumer sentiments and industry standards [31][38].

Group 1 - The topic "Why is Tai Er Sauerkraut Fish not being eaten?" has recently gained attention, sparking discussions about whether it is a pre-prepared dish [1] - A media report on September 14 revealed that at a Tai Er Sauerkraut Fish store in Hangzhou, three dishes were served within 7 minutes, indicating a potential use of pre-prepared ingredients [1] - Customer service stated that many ingredients are freshly made daily, but some are processed in a central kitchen, highlighting a mix of fresh and pre-prepared food [1] Group 2 - Tai Er Sauerkraut Fish's parent company, Jiumaojiu (Guangzhou) Holdings Co., Ltd., was established in May 2019 with a registered capital of 300 million RMB [2] - Jiumaojiu's 2025 semi-annual report indicated a revenue of 2.753 billion RMB in the first half of the year, a year-on-year decline of 10.14%, with net profit down 16.05% [4] - Revenue from Tai Er Sauerkraut Fish was 1.949 billion RMB, a decrease of 13.3%, and its contribution to total revenue fell from 73.4% to 70.8% [4]

Core Viewpoint - The recent discussions surrounding "Tai Er Sauerkraut Fish" and its classification as a pre-made dish have gained significant attention, particularly after reports indicated a decline in customer interest and sales [3][4]. Company Overview - Tai Er Sauerkraut Fish is associated with the company Jiumaojiu (Guangzhou) Holdings Co., Ltd., which was established in May 2019 with a registered capital of 300 million RMB [4]. - The company operates various restaurant brands, including Tai Er Sauerkraut Fish, Chong Hot Pot, and Jiumaojiu Northwest Cuisine, all of which have reported revenue declines in the first half of 2025 [5][6]. Financial Performance - In the first half of 2025, Jiumaojiu reported a revenue of 2.753 billion RMB, a year-on-year decrease of 10.14%, with a net profit of 60.69 million RMB, down 16.05% [6]. - Revenue from Tai Er Sauerkraut Fish specifically was 1.948 billion RMB, reflecting a 13.3% decline, and its contribution to total revenue fell from 73.4% to 70.8% compared to the same period last year [6]. Operational Insights - The number of self-operated Tai Er restaurants decreased from 612 to 547 within a year, indicating a reduction of 65 locations, which has contributed to the decline in same-store sales [6]. - Currently, there are 68 "fresh live" stores across the country, with only one in Hangzhou using live fish, while others utilize daily fresh fish fillets [3][4].

Core Viewpoint - The conflict between Xibei and Luo Yonghao escalated into a public dispute over food quality and consumer rights, highlighting issues in the restaurant industry regarding transparency and consumer trust [1][2][17]. Group 1: Incident Overview - Luo Yonghao criticized Xibei for using pre-prepared dishes, claiming they were overpriced and of poor quality, which sparked significant public interest and debate [2][3]. - Xibei's founder, Jia Guolong, responded by denying the use of pre-prepared dishes and threatened legal action against Luo Yonghao for damaging the company's reputation [2][3]. - In an effort to prove their commitment to transparency, Xibei announced that all kitchens would be open for public inspection and introduced a special menu for consumers to taste their dishes [2][3]. Group 2: Public Reaction and Media Coverage - Media investigations revealed that Xibei's children's meals included frozen ingredients, raising further consumer concerns about food quality and safety [3][11]. - The public's reaction was largely negative, with many questioning Xibei's practices and expressing dissatisfaction with the quality of their meals [3][11]. - Xibei's official communications included an apology and a commitment to improve, but the damage to their reputation was significant, leading to a reported drop in daily revenue by over 2 million yuan [15][17]. Group 3: Industry Implications - The incident reflects broader issues in the restaurant industry regarding the use of pre-prepared foods and the lack of clear regulations on food labeling, which can mislead consumers [14][19]. - The upcoming national standards for pre-prepared foods may provide clarity and enforce transparency in the industry, potentially reshaping consumer expectations and restaurant practices [14][19]. - The contrasting public perception of Xibei and other brands like Mixue Ice City illustrates the importance of aligning product quality with consumer expectations, especially in a price-sensitive market [15][16].