Core Points - The "Northeast Farmer Sister" instant corn brand has come under scrutiny again due to product quality issues, specifically reports of mold appearing in unopened vacuum-sealed packages [2] - The brand is under the ownership of Jilin Province Farmer Sister Food Co., Ltd., established in 2012, primarily engaged in the production and processing of fresh corn, with a registered capital of 15 million yuan [2] - The company's communication channels have been found to be unresponsive, raising concerns about its brand management and crisis communication capabilities [2][3] Industry Insights - The incident highlights potential flaws in the production or packaging processes, as well as deficiencies in crisis management and customer communication for the brand [3] - The ability of the company to enhance quality control and rebuild consumer trust will be crucial for its recovery from this crisis [3]

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].

Core Viewpoint - The crisis faced by Xibei Restaurant highlights the inadequacies of corporate public relations departments in managing significant public relations crises, revealing a deeper issue of internal power dynamics and communication failures within organizations [1][6][12]. Group 1: Crisis Origin and Response - The crisis began with consumer dissatisfaction regarding the high prices of pre-made dishes, leading to questions about the value of the offerings [2][3]. - The founder's aggressive response to criticism, rather than a conciliatory approach, exacerbated the situation, demonstrating a disconnect between past experiences and the current crisis level [3][4]. - Internal communication chaos, with conflicting messages from various departments, hindered effective crisis management [4][6]. Group 2: Internal Dynamics and Challenges - The public relations team faced a threefold dilemma: limited budget control, lack of authority in decision-making, and diminished influence within the company [6][12]. - The public relations department's inability to assert its role in crisis prevention and reputation management reflects a broader issue within many organizations [6][12]. Group 3: Turning Point and Recovery - The turning point came when the founder recognized the severity of the situation, leading to a shift in strategy that included menu price reductions and the issuance of discounts to regain consumer trust [8][9]. - The company's actions demonstrated a fundamental crisis management principle: acknowledging issues and taking tangible steps to rectify them is more effective than mere verbal reassurances [9][10]. Group 4: Lessons for the Industry - The crisis serves as a cautionary tale for all companies, emphasizing the importance of internal trust and collaboration among departments, especially in times of crisis [12][13][14]. - The need for a robust public relations strategy that includes crisis preparedness and effective communication channels is critical for maintaining brand integrity [12][14].

Group 1 - The core issue between the company and former employee Meng He has been ongoing, with Meng claiming unpaid wages of nearly 900,000 yuan and the company asserting it has paid over 10 million yuan in commissions to the live streaming team [2] - A recent arbitration ruling mandated that the company pay Meng He and his media company a total of approximately 10,133,239.92 yuan in commissions and over 600,000 yuan in penalties, resulting in a total payout of over 7.6 million yuan after other expenses [2] - Despite the legal ruling, Meng He has refused to apologize, which a crisis management expert believes will have a limited impact on the company's overall positive development and expansion in the domestic market [2] Group 2 - The company is experiencing significant pressure on its online sales channels, with a notable decline in sales year-on-year, particularly due to quality control issues in its OEM model and a weakening effect from celebrity endorsements [3] - There is a concerning split between the company's strong offline performance and deteriorating online ecosystem, which could lead to a loss of confidence among franchisees and a crisis of consumer trust if the e-commerce supply chain and live streaming matrix are not restructured [3]

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].

Core Insights - The forum "Business for Good: Insights into New Business Civilization" held in Shenzhen focused on the concept of benevolent business, attracting nearly 70 participants [1] - The "Liao Fan Reading Club" was established on the same day, centered around the study of "Liao Fan's Four Lessons," a classic text on moral practice and self-cultivation [1][3] Group 1: Key Themes from the Forum - "Liao Fan's Four Lessons," authored by Ming dynasty thinker Yuan Huang, teaches how moral practice and self-cultivation can change one's destiny, emphasizing the importance of "correcting mistakes and cultivating goodness" [3] - The reading club aims to combine classic literature with spiritual cultivation, helping participants rebuild inner order and strengthen life direction amidst a fast-paced lifestyle [3] - The discussion on benevolent business included insights from various guests, with a focus on integrating public welfare into daily management to create a value system centered on "freedom and love" [3][5] Group 2: Crisis Management and Brand Strategy - Brand public relations expert Zuo Qiang emphasized the importance of "catching public emotions" in crisis management, proposing a "three no" strategy (not avoiding, not resisting, not being arrogant) [5] - The application of "three hearts" (sense of shame, sense of reverence, and courage) from "Liao Fan's Four Lessons" is relevant for brand crisis response [5] - Brand strategy expert Tan Zhaoguo argued that benevolence does not mean sacrificing profits but rather integrating humanistic care into strategy and operations, enhancing corporate social value and long-term brand trust [5] Group 3: Contemporary Value of Traditional Wisdom - Participants engaged in discussions about the contemporary relevance of "Liao Fan's Four Lessons," with a focus on transforming traditional wisdom into daily practices for corporate governance and social service [7] - The reading club aims to promote the concept of "benevolence" within more organizations, fostering a new business civilization that balances humanistic warmth with social responsibility [7]

Core Viewpoint - The incident involving the singer's poor performance highlights how audiences often prefer unexpected moments over flawless presentations, suggesting that authenticity can resonate more than perfection in entertainment and crisis communication [4][16]. Group 1: Audience Reaction - The audience's mixed reactions to the singer's performance, ranging from laughter to appreciation for his willingness to sing live, indicate a shift in viewer preferences towards authenticity and humor [3][7]. - The incident quickly gained traction on social media, demonstrating that unexpected failures can become viral moments, as audiences are drawn to relatable and humorous content [5][6]. Group 2: Crisis Communication Insights - The singer's self-deprecating response effectively diffused potential backlash, illustrating the power of humor in crisis management and how it can transform negative situations into positive engagement [12][20]. - The application of image repair theory suggests that acknowledging a problem with humor can prevent escalation into a major crisis, contrasting with typical corporate responses that often involve denial or excuses [22][26]. - The situational crisis communication theory indicates that the singer's incident was perceived as an accidental crisis, where a humorous approach was more effective than a formal apology [30][34]. Group 3: Implications for Companies - Companies can learn from the singer's approach, recognizing that light-hearted responses may work in low-stakes situations, while serious crises require a more professional and responsible demeanor [41][56]. - The distinction between light and heavy crises is crucial; light crises can benefit from humor, while heavy crises necessitate transparency and accountability to maintain consumer trust [42][54]. - The framework for crisis diagnosis (C.A.S.E.) can help companies assess the nature of a crisis and determine the appropriate response strategy, emphasizing the importance of context in crisis communication [59][61].

Core Viewpoint - The company Xibei is facing public backlash due to a controversial article published on its official WeChat account, which has led to negative reactions from netizens [1][8]. Group 1: Article Content and Public Reaction - The article titled "7-year-old Maomao: I thought I would never eat Xibei again" tells a sentimental story from the perspective of a child, Maomao, who insists on dining at Xibei despite his mother's concerns about recent online criticism [1][6]. - The article was perceived as overly emotional and outdated in terms of public relations strategy, potentially alienating consumers rather than resonating with them [8]. - Xibei has since deleted the article, indicating a recognition of the backlash it received [1]. Group 2: Public Relations Strategy - The article's release during a time of scrutiny over Xibei's food quality and pricing was seen as a misstep; effective public relations should focus on actions rather than emotional appeals [8][9]. - The company’s internal communication strategy may have been misaligned with external perceptions, as the article was intended for internal morale but was visible to the public [8]. - A more consumer-focused approach, understanding the criticisms and addressing them directly, could have mitigated the backlash and improved the company's public image [9]. Group 3: Future Considerations - The company needs to prioritize product quality and service to regain consumer trust, rather than relying on emotional narratives [9]. - A shift in focus from self-referential communication to understanding consumer perspectives is essential for effective crisis management [9].