Core Viewpoint - The founder of Xibei, Jia Guolong, publicly reflects on the recent "pre-made dish controversy" and acknowledges past mistakes in crisis management and brand strategy, emphasizing the need to listen more to consumer feedback rather than adhering strictly to internal definitions or industry narratives [3][4]. Group 1: Market Perception and Strategy Adjustment - Jia Guolong has shifted his market understanding from debating the right or wrong of pre-made dishes to focusing on matching experiences with consumer needs [4]. - He admits that the neglect of customer feedback has been a long-standing issue, indicating a deeper reflection on corporate culture and management mechanisms [4]. Group 2: Impact of the Crisis - The crisis has significantly impacted Xibei, affecting revenue and causing Jia personal distress, as he relied on sleeping pills for 40 consecutive days [6]. - Following the controversy, Xibei experienced a drastic drop in customer traffic, with some locations seeing a year-on-year decrease of 50-70% [14][16]. Group 3: Response Measures - In response to consumer concerns, Xibei has implemented several measures, including adjustments to the central kitchen, price reductions (with some products decreasing by nearly 20% and a current average customer price of around 75 yuan), and increased kitchen transparency [8][23]. - The company aims to create a family-friendly dining experience, focusing on children's meals and enhancing customer experiences, even if it results in a 5% increase in labor costs [10]. Group 4: Future Direction - Jia emphasizes the importance of managing the existing 300+ stores without blind expansion, reaffirming Xibei's focus on its "main meal" attributes [12]. - The company is attempting to transition from a "fast company" to a "slow company," seeking a balance between efficiency and customer emotional engagement, which poses challenges in terms of supply chain and profitability [21]. - Xibei plans to develop overseas markets, with the first international store reportedly opening in Los Angeles [21]. Group 5: Summary of Actions - Xibei is issuing nationwide 100 yuan dining vouchers to attract customers and is enhancing transparency in food preparation by allowing kitchen tours and emphasizing on-site cooking processes [23]. - The company is adjusting its central kitchen and store processing workflows to shift some pre-made processing to on-site preparation [23].

Core Viewpoint - Haidilao is undergoing a significant transformation, shifting from a traditional hotpot chain to a more diversified restaurant ecosystem, driven by innovative strategies to counter declining revenue and customer traffic [5][11][53]. Group 1: Financial Performance - In the first half of 2025, Haidilao reported a 3.7% year-on-year decline in revenue and a 13.7% drop in net profit, with key metrics like table turnover rate, customer traffic, and store count under pressure [6][8]. - The total number of Haidilao restaurants decreased by 5 to 1,363, with 1,299 in mainland China and 23 in Hong Kong, Macau, and Taiwan [6][7]. - The table turnover rate fell to 3.8 times per day, down from 4.2 times the previous year, indicating a struggle to meet the previously set benchmark of 4 times [7][8]. Group 2: Business Strategies - Haidilao is focusing on multi-brand strategies and expanding its delivery business, with revenue growth rates of 227% for "other restaurant income" and nearly 60% for the delivery business in the first half of 2025 [9][10]. - The company is actively experimenting with new dining experiences, such as the "nightclub mode" and high-end dining options, to attract a broader customer base [11][46]. - The "Red Pomegranate Plan" aims to foster internal entrepreneurship among employees, allowing for the development of new brands and concepts [32][33]. Group 3: Market Positioning and Consumer Insights - Haidilao's unique service model, once a competitive advantage, is now facing consumer fatigue, leading to a need for innovation in service delivery [12][15][44]. - The introduction of themed menus and localized products aims to cater to diverse consumer preferences and enhance customer engagement [26][28]. - The company is also exploring high-end dining options, such as the "Haidilao Premium Store," which features a higher price point and exclusive menu items [46]. Group 4: Challenges and Future Outlook - Despite the rapid growth of the delivery business, it remains insufficient to offset the decline in dine-in sales, highlighting the need for a balanced approach to service quality and operational efficiency [48][52]. - The challenge lies in balancing standardization with the demand for personalized dining experiences, as the company navigates its transformation [44][53]. - Haidilao's future success will depend on its ability to innovate while maintaining its core brand identity, as it seeks to establish a second growth curve amidst a competitive landscape [53][54].

在北京行运餐饮管理股份有限公司董事霍然看来，公司并不是放弃品牌，而是让它以更贴近市场的方 式"重生"。"'五一'前夕，行运海鲜食集双安商场店和城乡商场店即将开业，后续计划在北京拓展更多门 店。" 花胶鸡锅底、港式复古装修……2017年底，行运打边炉凭借着风口品类花胶鸡火锅一跃成为现象级网 红，高峰期时，单店日翻台率突破8次。如今，随着行运打边炉金源店的合同到期，行运打边炉也只能 成为众人的回忆，品牌转型为行运海鲜食集。新品牌保留了经典锅底，以更具性价比的"海鲜自选+锅 底DIY"模式服务消费者。相较于人均250元的行运打边炉，行运海鲜食集人均消费也降至150元左右。 "市场不会为过去的辉煌买单，依赖品牌红利吃老本，只会被市场淘汰，企业必须主动求变。"霍然表 示，此次转型也是随着市场环境的变化去主动拥抱变化。对于行运打边炉而言，无论是聚焦花胶鸡这个 细分赛道还是当时重视街景的布置设计，都是顺应了当时餐饮行业的时代特点与趋势，而这几年市场趋 势也在变化，迫使公司主动预判趋势并去调整业务线。 不只是新入市的行运海鲜食集，北京行运餐饮管理股份有限公司旗下还拥有肥福排档、钟久夫肠粉王、 鑫粤福顺德干蒸店等品牌，以不同定 ...