Core Viewpoint - The departure of Song Xuan, the Vice President of Public Relations at Xibei, is confirmed by Chairman Jia Guolong, who emphasizes that the decision-making ultimately rests with him and not with Song or their partner, Hua Yu Hua [3][10]. Group 1: Departure of Song Xuan - Song Xuan has left his position at Xibei, which occurred prior to recent statements made by Jia Guolong on social media [1][10]. - Jia Guolong acknowledges the pressure Song faced during a public relations crisis last year and expresses support for his future endeavors [3][13]. Group 2: Company’s Public Relations Strategy - Jia Guolong claims that Xibei lacks a formal public relations strategy, stating that he had no social media presence before the crisis and only recently regained access to his account [6][14]. - He asserts that Xibei's approach focuses on customer service and food quality rather than public relations, emphasizing transparency and honesty in operations [14][15]. Group 3: Store Closures - Xibei plans to close 102 stores nationwide as part of its response to the ongoing challenges faced by the company [10][14].

炒股就看金麒麟分析师研报，权威，专业，及时，全面，助您挖掘潜力主题机会！ 1月16日上午消息，据媒体消息，西贝公关副总裁宋宣已离职。报道称，宋宣离职发生在贾国龙近期朋 友圈言论之前。对此消息，西贝官方暂无回应。 公开资料显示，宋宣曾任职于搜狐等媒体，2014年创办餐饮垂直媒体"掌柜攻略"，2016年创立餐饮职业 教育平台"勺子课堂"，2016至2018年先后获得西贝创始人贾国龙、嘉和一品创始人刘京京、麦当劳亚太 区副总裁李明元及多家投资机构累计5500万融资 。2022年，宋宣加入西贝餐饮集团出任副总裁，分管 对外宣传、公共关系、品质外卖及本地生活业务。 昨日，贾国龙通过朋友圈确认，西贝将一次性关闭全国范围内的102家门店。此外，贾国龙还发文强 调，西贝此番身陷网暴风波，根源在于自身不擅长公关工作，与合作方华与华并无关联。 贾国龙朋友圈内容提到，"西贝去年9月遭遇的网暴污蔑，不会公关的是我贾国龙，掏心窝子要开放厨房 的是我贾国龙，毫无准备敞开怀让媒体随便采访的也是我贾国龙。当时华杉到我家，流着泪劝我不要回 应，是我轴，我不听。" 他还表示，"西贝跟华与华合作十年，主要是品牌建设和经营咨询，西贝从来就没有什么公 ...

Core Viewpoint - The article discusses the significant closure of 102 stores by Xibei Catering, which represents approximately 30% of its total outlets, highlighting the challenges faced by the restaurant industry and the impact of public relations on consumer perception and business performance [2][11]. Group 1: Store Closures and Financial Impact - Xibei plans to close 102 stores, primarily in first and new-tier cities, with Shanghai having the highest number of closures at 19 stores [7]. - The company has experienced continuous losses since September 2025, accumulating over 500 million yuan in losses [2]. - After the closures, Xibei will have approximately 268 stores remaining nationwide [9]. Group 2: Employee and Customer Considerations - Founder Jia Guolong assured that all departing employees would receive their full salaries and that customers could use their stored value cards at other locations or receive refunds [8]. - Jia emphasized the company's commitment to fulfilling obligations to customers, even if it means incurring additional losses [8]. Group 3: Public Relations and Consumer Trust - The article highlights the importance of public relations in shaping consumer perception, indicating that Xibei's decline in performance was linked to a loss of consumer trust rather than product failure [12]. - Jia's admission of not understanding public relations reflects a broader challenge faced by traditional business leaders in adapting to modern communication dynamics [12]. Group 4: Lessons for Consumer Brands - The article outlines four key lessons for consumer brands, including the necessity of empathy from entrepreneurs and the importance of aligning with public sentiment to maintain consumer trust [14][19]. - It discusses the "post-truth" dilemma where consumers accept narratives that align with their beliefs, emphasizing the need for brands to engage emotionally with their audience [15][16]. - The future growth of brands may depend on either fully integrating into the mainstream or focusing on niche markets, as the middle ground becomes increasingly untenable [20][21].

| 西贝董事长贾国龙 | 西贝这几十年. 培训所有员工七个字. 真 | | --- | --- | | 我给华杉正个名。 | 实,真诚,真性情。我认为这就是最好的公 | | | 关。 | | 西贝去年9月遭遇的网暴污蔑,不会公关的 | | | 是我贾国龙,掏心窝子要开放厨房的是我贾 | 华与华服务过海底捞、天猫、密雪冰城、德 | | 国龙,毫无准备敲开怀让媒体随便采访的也 | 邦快递等上百家知名企业,怎么这些企业家 | | 是我贾国龙。当时华杉到我家,流着泪劝我 | 都成了土老板?只有网红认定的是洋老板? | | 不要回应,是我轴,我不听。 | | | | 说到底,当时谁帮西贝说话就带领网暴攻击 | | 西贝跟华与华合作十年,主要是品牌建设和 | 谁,于东来跟我之前完全不认识,就帮西贝 | | 经营咨询,西贝从来就没有什么公关,我们 | 说句话,马上就挂出来威胁。俞敏洪说两 | | 低头为顾客服务,用心做菜,顾客但凡有一 | 句"西贝似乎也没什么错",马上被挂出来攻 | | 点不满意就退款,我为什么要公关? | 击。华杉是愣头青性格,帮西贝说两句话, | | | 被全网围弄,连华与华的客户都被威胁。 | | ...

Core Viewpoint - The article discusses the evolving public relations strategy of Xibei and its founder, Jia Guolong, amidst a crisis related to the "pre-made dishes" controversy, highlighting a shift from self-reflection to a defensive stance against perceived unfair criticism [1][3]. Group 1: Changes in Attitude - In December 2025, Jia Guolong acknowledged his mistakes, admitting to neglecting customer feelings and describing previous public relations efforts as naive [3][4]. - By January 2026, Jia's tone shifted to one of defensiveness, claiming the controversy was a result of malicious misrepresentation by influencers and emphasizing the distinction between "central kitchen preparation" and "pre-made dishes" [3][10]. - The core demands of his statements changed from regaining customer trust to reassuring employees and partners of the company's stability [10][12]. Group 2: Business Performance - Xibei's business faced significant challenges, with a reported 50% year-on-year decline in store sales in January 2026 [13][14]. - The company plans to close 102 stores in the first quarter of 2026, affecting approximately 4,000 employees, which represents about 30% of its total stores [15][17]. - Jia Guolong emphasized the company's commitment to employees, stating that wages would not be cut and that customer service obligations would be honored, indicating a focus on maintaining internal morale during the crisis [17][18]. Group 3: Industry Context - The pre-made dishes industry suffers from confusion in definitions and a lack of standards, which has contributed to Xibei's misinterpretation in the market [18][20]. - The restaurant industry's core logic remains centered on consumer experience, which is critical for brand reputation and customer loyalty [20][21].

明天将结束北京线下交流，接触了不少观点，叠加这几天理想自身的新事也不算少，感觉还挺信息爆炸的。 这次北京线下交流中，正好遇到了两位曾长期接触过主流大厂公关的人。两位对理想公关有两种看法，一位认为理想必须得做好公关，不然让一个随机 用户家庭成员遇到大量黑舆情是很不合适的。一位认为理想公关有所进步当然是更好的，不过是次要矛盾，相对更差的公关更多只是一定程度的阻碍， 显著重要得多的是李想自身成长速度。认为杨继斌的加入是靠谱的。认为公关实际上更多是一号位真正重视的话，就是能做起来的。 TOP2挺认同何同学的一句话"文学天才常有，故事天才不常有"，公关这事更接近上面的文学，理想如何把产品做好，如何把组织这个产品做好更接近上 面的故事。 2025年12月8日 前字节跳动公关总监杨继斌朋友圈表示已加入理想。预期理想之后公关风格会变。 加微信，进群深度交流理想实际经营情况与长期基本面。不是技术群，不是车友群。 ...

Core Viewpoint - The article discusses the complex dynamics of public relations in the marketing landscape, highlighting a recent conflict involving the restaurant chain Xibei and its marketing partner Huayi Huayi, emphasizing the challenges and strategies in navigating public perception and brand reputation [3][5]. Group 1: Incident Overview - Xibei recently faced public scrutiny but was able to recover and improve its reputation through employee salary increases and effective management [5][16]. - The conflict reignited when Huayi Huayi's founder, Hua Shan, publicly defended Xibei, framing it as a victim of online attacks, which drew criticism from internet personality Luo Yonghao [5][18]. - Luo's response to the situation, which included a threat to release recordings if no apology was made, ultimately shifted the focus back to Xibei, allowing it to emerge as a perceived winner in the public narrative [10][20]. Group 2: Xibei's Position - Xibei has been able to leverage the situation to enhance its brand image, positioning itself as a sincere and customer-focused company amidst the controversy [21][22]. - The brand's strategy of focusing on product quality and customer satisfaction aligns with consumer expectations in an era of information overload and frequent disputes [21][22]. - The public's reaction to Luo's endorsement of Xibei's recent improvements indicates a shift towards valuing authenticity and accountability over idealized brand images [21][22]. Group 3: Huayi Huayi's Role - Huayi Huayi is known for its unique marketing strategies, combining traditional cultural elements with modern branding techniques, which have garnered both praise and criticism [25][27]. - The agency's approach has led to significant financial investments from clients seeking effective marketing solutions, but it has also faced backlash for its design choices and perceived lack of originality [27]. - The ongoing conflict with Luo highlights the need for Huayi Huayi to adapt its public relations strategies to maintain relevance in a rapidly changing marketing environment [27][28].

Core Viewpoint - The controversy surrounding "pre-made dishes" has resulted in significant brand damage for Xibei, serving as a profound lesson in brand relationship management for the Chinese restaurant industry [1] Group 1: Brand Communication Issues - Xibei's founder, Jia Guolong, failed to effectively communicate with consumers, leading to a one-sided narrative that exacerbated tensions between the brand and its audience [4][5] - Jia's communication style has been criticized for lacking engagement and being overly authoritative, which does not resonate with younger consumers who prefer interactive and relatable content [6][8] - The public's perception of Xibei and Jia Guolong is shaped by a lack of effective two-way communication, resulting in a negative image that is difficult to overcome [13][19] Group 2: Lessons from Competitors - Competitors like Laoxiangji have successfully engaged with consumers through transparent communication and interactive campaigns, contrasting with Xibei's approach [8][19] - The example of Haier's CEO, Zhou Yunjie, illustrates how even established leaders can benefit from direct interaction with consumers, enhancing brand trust and loyalty [9][10] - The importance of daily public communication is emphasized, suggesting that Xibei could learn from the proactive engagement strategies of other brands to build a more positive relationship with consumers [20] Group 3: Brand Trust and Reputation Management - Effective public relations should focus on building brand trust and managing reputation through ongoing dialogue with consumers, rather than only responding to crises [10][12] - The current situation presents an opportunity for Xibei to rethink its brand relationship strategy and improve communication with a broader audience [20] - The need for Xibei to adapt its communication strategy to foster a more relatable and approachable brand image is highlighted, suggesting that engaging younger audiences is crucial for future success [19]

Public Relations & User Sentiment - Binance's Chinese public relations face challenges due to an overabundance of overly supportive individuals, creating social pressure for objective evaluations [1] - The prevalence of "舔狗" (sycophants) leads to biased feedback, potentially hindering objective assessment during market downturns [1] - The "按闹分配" (squeaky wheel gets the grease) approach, while temporarily resolving issues, can alienate high-ego users who may seek alternatives [1] User Behavior & Retention - High-ego users, common among those who have profited in the crypto space, may quickly leave if they perceive Binance as acting arbitrarily [1] - The perception of Binance as acting like an emperor, only rewarding those who please it, can drive away users with other options [1]

Core Viewpoint - The article highlights the unique customer loyalty and emotional connection that West B (西贝) has cultivated with its young customers, exemplified by a touching story of a child named Mao Mao who is deeply attached to the brand [4][25][30]. Group 1: Customer Loyalty and Emotional Connection - Mao Mao, a 7-year-old, demonstrates intense loyalty to West B, showcasing how emotional ties can influence customer behavior [5][7]. - The article describes a scenario where Mao Mao's emotional reaction to visiting West B illustrates the brand's strong impact on its young patrons [6][8]. - The narrative of another loyal customer, Du, emphasizes how West B has positively influenced her child's eating habits, further solidifying the brand's reputation [20][21]. Group 2: Business Strategy and Marketing - West B's approach to customer engagement is likened to a masterclass in emotional marketing, suggesting that other industries could learn from their methods [27][28]. - The article notes a recent promotional event where West B offered customers a 100 yuan dining voucher, demonstrating a strategic move to enhance customer experience and loyalty [44][45]. - The author contrasts West B's business acumen with that of smaller competitors, highlighting the effectiveness of West B's strategies in generating both revenue and goodwill [53].