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].