Core Viewpoint - The article discusses the controversy surrounding "Xibei's pre-made dishes," highlighting the conflict between Xibei and internet celebrity Luo Yonghao, which escalated into a public debate about food safety and industry standards [2][3]. Timeline of Events - The controversy began on September 10, 2025, when Luo Yonghao criticized Xibei for using expensive pre-made dishes and called for legislation to require restaurants to disclose the use of such dishes [6]. - On September 11, Xibei's founder, Jia Guolong, publicly denied the use of pre-made dishes in their restaurants and announced plans to sue Luo Yonghao, which led to a heated exchange on social media [8]. - Following the backlash, Xibei held a meeting with 18,000 employees to boost morale and announced a 500 yuan subsidy for frontline staff [9]. - On September 12, Xibei released a lengthy statement denying Luo's accusations and opened its kitchens for public inspection, which inadvertently raised further concerns about food hygiene [10][11]. - Luo Yonghao responded with a live stream that attracted over 693,000 viewers, emphasizing the need for national standards on pre-made dishes [12]. - By September 19, Xibei issued an apology and committed to adjusting its operations to ensure more dishes are prepared on-site rather than pre-made [19]. - Xibei implemented several promotional activities, including issuing coupons and reducing prices for over 40 dishes, in an effort to regain customer trust [20][21]. - On January 15, 2026, Xibei confirmed the closure of 102 stores, representing 30% of its locations, due to the financial impact of the controversy [31]. Industry Context - The article outlines the definition of pre-made dishes as per regulatory standards, emphasizing the distinction between pre-made and freshly prepared meals [39][40]. - It highlights the ongoing debate regarding the use of pre-made dishes in the restaurant industry, particularly the lack of transparency in disclosing such practices to consumers [41]. - The role of "Hua Yu Hua," a marketing consulting firm, is discussed, noting its long-standing relationship with Xibei and its involvement in the public relations aspect of the controversy [49][50].

三个月前，他拍着胸脯说"西贝没有一道预制菜"，转头开放后厨，结果被揪出保质期两年的西兰花；他 开万人作战大会，结果照片被顾客拍下发上网，全网群嘲；他骂网友"网络黑社会"，直接把舆情火上浇 油！ 罗永浩还在和电信硬刚，曾经的老对手贾国龙出来认错了。 58岁的老炮儿，第一次尝到了网络暴力的滋味，第一次知道"老登"是啥意思，日营业额暴跌百万，一夜 之间，骄傲碎了一地！ 他说，我错了！错在不该硬刚，错在不该忽视顾客的声音，错在独断专行！他说，以后坚决不吵架，不 做个人IP，好好做菜；客单价降20%，长期不涨；门店多招人，月薪过万请"欢乐使者"给顾客变魔术过 生日！ 贾国龙所有问题都可以归结到两个字——骄傲。大佬翻车，从来都不是败给对手，是败给自己的狂妄！ 投入5个亿折腾8年的快餐梦碎了，和罗永浩硬刚的底气没了，这位从内蒙古小县城杀到北京的狠人，终 于低头了！ 但问题来了！承认中央厨房预加工，却强调"不是预制菜"；说要回归烟火气，却坦言"离不开中央厨 房"；人力成本涨5%，客流还没回升，这波操作，到底是真心悔改，还是缓兵之计？ 贾国龙说了，要是西贝活不下去，就带老婆回草原养羊。这话听着心酸，但做生意，从来都是认怂容 易 ...

罗永浩还在和电信硬刚，曾经的老对手贾国龙出来认错了。 但问题来了！承认中央厨房预加工，却强调 "不是预制菜"；说要回归烟火气，却坦言 "离不开中央厨 房"；人力成本涨 5%，客流还没回升，这波操作，到底是真心悔改，还是缓兵之计？ 58 岁的老炮儿，第一次尝到了网络暴力的滋味，第一次知道 "老登" 是啥意思，日营业额暴跌百万，一 夜之间，骄傲碎了一地！ 三个月前，他拍着胸脯说 "西贝没有一道预制菜"，转头开放后厨，结果被揪出保质期两年的西兰花； 他开万人作战大会，结果照片被顾客拍下发上网，全网群嘲；他骂网友 "网络黑社会"，直接把舆情火 上浇油！ 贾国龙所有问题都可以归结到两个字 —— 骄傲。大佬翻车，从来都不是败给对手，是败给自己的狂 妄！ 投入 5 个亿折腾 8 年的快餐梦碎了，和罗永浩硬刚的底气没了，这位从内蒙古小县城杀到北京的狠人， 终于低头了！ 他说，我错了！错在不该硬刚，错在不该忽视顾客的声音，错在独断专行！他说，以后坚决不吵架，不 做个人 IP，好好做菜；客单价降 20%，长期不涨；门店多招人，月薪过万请 "欢乐使者" 给顾客变魔术 过生日！ 贾国龙说了，要是西贝活不下去，就带老婆回草原养羊。这话 ...

Group 1: Market Trends and Challenges - The Sanya tourism market is undergoing a significant transformation, shifting from traditional sightseeing to a focus on deeper experiences and personalized exploration [2][3] - Despite an increase in inbound visitors, there has been a decline in foot traffic at competing attractions, performance of entertainment competitors, and duty-free shopping [2] - The upcoming Hainan closure policy is expected to bring substantial changes to the Sanya tourism market, particularly in inbound tourism and consumer behavior [2] Group 2: Strategic Initiatives - Since 2024, the Sanya project has adopted a strategy of "internal cultivation, experience first, and business integration" to adapt to the new market environment [2][3] - New offerings include culturally themed performances and immersive experiences targeting younger demographics, such as the "Hainan Island Battle" and "Haunted Hospital" shows [2][3] - The project aims to enhance visitor experience through interactive zones and social media sharing points [2][3] Group 3: Financial Performance and Projections - The company reported stable performance across various attractions in Q4, with self-operated venues maintaining or slightly increasing performance compared to the previous year [5] - The acquisition of Songcheng Industrial at a valuation of 9.63 billion yuan is deemed fair, with the company ensuring compliance with auditing standards [6][7] - The company plans to invest approximately 5 billion yuan in upgrades post-acquisition, with a construction period of about two years [10] Group 4: Visitor Demographics and Marketing Strategies - As of October, foreign visitors accounted for 13% of total visitors, with significant representation from Russian-speaking countries (over 50%) and Southeast Asia (over 30%) [3] - The marketing strategy focuses on innovative "entertainment+" collaborations to drive cultural and commercial consumption [3][12] - The company is enhancing its online presence and diversifying marketing channels to attract both domestic and international tourists [12] Group 5: Operational Efficiency and Future Plans - The company is transitioning from a rental model to ownership of land and facilities to address operational constraints and enhance growth potential [13][14] - The "Central Kitchen" model aims to standardize content creation and management across locations, facilitating efficient replication of successful projects [12] - Future capital expenditures are expected to support ongoing improvements and maintain competitive positioning in the market [15][18]

Core Viewpoint - Song Cheng Performing Arts plans to acquire 100% equity of Hangzhou Song Cheng Industrial Co., Ltd. from its controlling shareholder for a total price of 963 million yuan, marking a significant expansion of its core scenic area and entering a "powerful central kitchen era" for content production and global replication [1] Group 1: Acquisition Details - The acquisition price for the 100% equity of Hangzhou Song Cheng Industrial is set at 963 million yuan [1] - This acquisition will allow Song Cheng Performing Arts to fully own Song Cheng Industrial, integrating it into the company's consolidated financial statements [1] - The acquisition aims to alleviate land resource constraints that have limited product line upgrades and the introduction of new entertainment formats [1] Group 2: Future Development Plans - Following the acquisition, Song Cheng Performing Arts plans to construct a large theater and several small theaters within the expanded scenic area, creating a diverse immersive performance structure [2] - The new theaters will incorporate contemporary cultural tourism trends and enhance family interaction, transforming the scenic area into a super performing arts park catering to various age groups and cultural backgrounds [2] - The company aims to significantly increase visitor stay duration and spending levels through a variety of performances and immersive experiences [2] Group 3: Strategic Upgrades - The company has recognized the need for a unified approach to content creation and management to effectively replicate the "Song Cheng model" across different locations [3] - The "central kitchen" concept involves centralized content planning, production, and training, allowing for localized adjustments based on regional cultural characteristics [3] - The acquisition will provide the necessary space to develop a central kitchen base, enhancing the company's capabilities in content supply, project replication, and cost management for sustainable growth over the next 10 to 20 years [3]

Core Insights - The debate between Luo Yonghao and Jia Guolong highlights the confusion surrounding the definition of "pre-made dishes" in the Chinese restaurant industry, reflecting a gap in understanding between industry practitioners and consumers [1][2][3] - The evolution of the Chinese dining industry from a "blue ocean" to a "red ocean" is marked by increased competition and changing consumer perceptions, making pre-made dishes a key tool for scaling Chinese restaurant brands [3][4] Industry Overview - The restaurant industry was thriving 20 years ago with freshly cooked dishes being popular due to low costs and high profits, while pre-made dishes were primarily associated with Western fast-food chains like McDonald's [3] - The shift towards central kitchens is seen as essential for modernizing the restaurant industry, allowing for reduced labor and space requirements, decreased waste, and improved efficiency, aligning with fast-paced lifestyles [3][4] - The "Xibei incident" has exposed a significant disconnect between how businesses view central kitchens as a pre-processing step and how consumers categorize anything that is not freshly cooked as "pre-made dishes," leading to a crisis of trust [3][4] Consumer Behavior - The essence of Chinese cuisine lies in its "wok energy" and cultural significance, which pre-made dishes struggle to replicate, indicating a complex relationship between modern dining practices and traditional culinary values [4] - The ongoing discourse around food choices and dining experiences is fueled by recent controversies, such as the Xibei pre-made dish dispute, which has sparked public interest and debate [6]

Group 1: Raw Material Procurement and Pricing - The company views South American soybeans as a cheaper procurement option due to higher tariffs on U.S. soybeans compared to Brazilian soybeans [2] - Global soybean production is currently abundant, exceeding China's import demand, influenced by factors such as weather and reserve import needs [2] - The company expects stable packaging material prices due to their low cost proportion and stable oil prices [3] Group 2: Product Development and Market Strategy - The seasoning segment has seen double-digit growth in sales, particularly in the catering channel, with a focus on product quality and leveraging existing distribution channels [2] - The company is committed to increasing R&D and promotion of health products, responding to rising health awareness and government policies [3] - The company has developed various health products, including a balanced oil blend and low GI products, to meet growing market demand [3] Group 3: Financial Performance and Profitability - The company anticipates pressure on soybean crushing profits due to fluctuating import prices influenced by international trade relations [4] - Current net profit margins are affected by structural factors and new project investments, but long-term prospects are positive as these projects mature [6] - The company’s comprehensive business model across the supply chain enhances competitiveness compared to single-product processors [6] Group 4: Strategic Initiatives and Market Position - The company is developing a central kitchen project in Hainan, recognizing the local market potential and favorable trade policies [5] - The company aims to address market competition through continuous product innovation and operational efficiency improvements [8] - The central kitchen business is progressing, with a focus on collaboration rather than direct competition with restaurant operators [9]

Core Viewpoint - The article discusses the challenges faced by mid-range dining chains in China, particularly focusing on Yunhaiyao and Xibei, highlighting their struggles in a changing economic environment and consumer expectations [5][6][17]. Group 1: Company Challenges - Yunhaiyao's founder passed away unexpectedly, and the company has recently closed some locations, indicating a decline in business [5]. - Xibei has also faced significant public relations issues, leading to decreased customer traffic despite remaining open [5][9]. - Both companies have been criticized for their handling of food safety and customer service, which has contributed to their current struggles [5][9]. Group 2: Economic Context - The dining industry in Beijing is projected to see a revenue decline of 4.9% in 2024, with significant drops in profitability, as evidenced by a reported 88.8% decrease in profits for large-scale dining establishments [9][10]. - The average profit margin for dining companies has plummeted to 0.37%, with many businesses operating at a loss [9][10]. Group 3: Standardization and Central Kitchen - The push for standardization in Chinese dining has led to the adoption of central kitchens, which aim to reduce costs and maintain consistency across locations [10][11]. - While central kitchens can improve efficiency, they may also compromise the quality and uniqueness of dishes, leading to customer dissatisfaction [10][11]. - The reliance on pre-prepared meals has created a dilemma for dining brands, as consumers increasingly seek fresh, made-to-order options [11][12]. Group 4: Consumer Expectations - Consumers are becoming more discerning, expecting higher value for their spending, which has made it difficult for mid-range dining brands to meet these demands [13][14]. - The article notes that the perception of value has shifted, with customers feeling that the same amount of money now buys less in terms of dining experience [13][14]. Group 5: Future Outlook - There are discussions about the potential for these brands to expand internationally, but past experiences, such as Yunhaiyao's issues in Singapore, suggest that the challenges may outweigh the benefits [16][17]. - The article concludes that many mid-range dining brands are caught in a negative cycle of declining customer satisfaction and revenue, making it difficult to sustain growth [15][18].

Core Viewpoint - The article discusses the ongoing challenges and transformations in the prepared food industry, particularly focusing on the case of Xibei, highlighting the tension between consumer expectations and operational realities in the restaurant sector [4][6][14]. Group 1: Prepared Food Industry Dynamics - The prepared food and central kitchen models are seen as inevitable products of the expansion of chain restaurants [6]. - Despite facing backlash, the sales of prepared foods continue to rise, indicating a complex consumer relationship with these products [5][6]. - The central kitchen model simplifies supply chain management by unifying raw material procurement and pre-processing, allowing restaurants to focus on final cooking [13][14]. Group 2: Xibei's Business Model and Challenges - Xibei's journey reflects a search for the optimal single-store model suitable for expansion, influenced by the success of Haidilao [10][13]. - The company has undergone multiple rebranding efforts to find a focused identity, ultimately adopting a central kitchen approach to enhance efficiency [10][14]. - Xibei's pricing strategy has faced criticism, particularly regarding the perceived value of its prepared dishes compared to fresh ones, leading to consumer backlash [24][28]. Group 3: Market Trends and Consumer Behavior - The article notes a significant increase in investment activity in the restaurant sector post-2015, driven by the central kitchen model's promise of standardization and rapid expansion [14][18]. - Xibei's pricing strategies, including the introduction of children's meals, have aimed to enhance profitability but have also led to public scrutiny over perceived value [20][22]. - The challenges faced by Xibei reflect broader structural issues in the chain restaurant industry, particularly concerning single-store efficiency and consumer expectations [28][34].

Core Viewpoint - The recent incidents involving Yunhaiyao and Xibei highlight the challenges faced by mid-range dining chains in China, indicating that these brands are at a critical crossroads in their business trajectories [2][30]. Group 1: Company Challenges - Both Yunhaiyao and Xibei have faced significant public relations crises, with Xibei's founder struggling to respond effectively to criticism and Yunhaiyao involved in a serious food safety incident in Singapore [2][3]. - The dining industry has seen a decline in customer traffic, with Xibei experiencing reduced footfall despite remaining open [2][9]. - The profitability of the restaurant sector has sharply declined, with Beijing's large-scale dining industry reporting a profit drop of 88.8% in the first half of 2024, leading to a profit margin of only 0.37% [11][12]. Group 2: Economic Context - The dining sector, particularly mid-range brands, thrived during economic upturns but is now facing a downturn, with consumers tightening their spending [8][30]. - The average consumer now perceives 100 yuan as more valuable than before, leading to higher expectations for value and experience from dining establishments [20][30]. Group 3: Standardization and Central Kitchen - Standardization in Chinese cuisine is challenging, and while central kitchens were initially seen as burdensome, they have become necessary for cost reduction and efficiency as brands scale [4][13]. - Both Yunhaiyao and Xibei have invested in central kitchens to maintain consistency and reduce operational costs, but this has led to a compromise in food quality and customer satisfaction [15][16]. Group 4: Market Position and Future Prospects - The number of operational stores for Yunhaiyao has stagnated, remaining at around 150 over several years, indicating a lack of growth [22][24]. - There are discussions about international expansion as a potential solution for these brands, but past experiences, such as Yunhaiyao's challenges in Singapore, suggest that the risks may outweigh the benefits [25][26][27].