来源：有趣的焦大 我们先贴一张图。然后再来说事儿。 老贾被铺天盖地的"污蔑"了125天，看着确实挺可怜的。但是被骂了125天之后，还是没整明白为啥挨 骂。 他总觉得是罗永浩恶意挑起了网友对西贝的攻击。他的羊肉没问题，他的西兰花没问题，他的卖不是预 制菜，他自己更没问题。 他以为他的失败，或者是局部失败、暂时失败，是公关失败。因为他不懂公关，因为他不会诡辩，所以 才被骂的体无完肤，才被迫关掉102家门店。 他一直很纳闷，我这么努力，这么用心搞餐饮，做实业，为什么还需要接这么多的脏水？而那些像罗永 浩一样动动嘴皮子的人，为什么总能赢，总那么得意，总那么一呼百应。 他觉得他是有良心的企业家，觉得把生意做对了，对员工好了，成为行业第一了，就一切都ok了。 他始终不明白，为什么自己这样一个道德完人、优秀企业家会遭受网暴，并且从线上蔓延到线下，从直 播间蔓延到凉菜间。他以为一直坚持，一如既往，一生只做一件事，一生只爱一个人，一家只有一套 房，就完全够了。就应该得到理解，得到尊重，得到善待，得到旌扬。 可是，他没说，西贝原有370家门店，2024年营收约55.73亿元，每年净利润约4-5亿元。原本打算2026 年上市，目标 ...

本报讯（记者 徐翌晟）西贝预制菜风波中，"莜面"还是"筱面"？直播带货里主播说的"果脯"，音发对了 吗？昨天，《咬文嚼字》2025年度十大语文差错发布。从2006年开始，《咬文嚼字》进行年度十大语文 差错的评选与发布，至2025年已有20个年头。与评选年度流行语一样，十大语文差错的评选始终坚 持"语言学"和"社会学"标准。此次，不少来自社会热点事件的字词差错进入榜单。 不少媒体在报道中将缅甸首都误称为"仰光"。其实，如今缅甸首都是"内比都"。仰光于1755年建城，在 1948年缅甸独立后被定为首都。2005年11月，缅甸首都从南部沿海的仰光迁往中部山区的内比都。内比 都于2003年始建，并在2006年3月被命名为"内比都"，其意为"皇家首都"。 2025年度十大语文差错 一、"果脯"的"脯"误读成pú。 二、"神祇"误为"神祗"。 三、"蒸汽弹射"误为"蒸气弹射"。 四、"修葺"误为"修茸"。 五、"莜面"误为"筱面"。 六、"巨擘"误为"巨擎"。 七、"起用"误为"启用"。 八、"噘嘴"误为"撅嘴"。 九、"觍着脸"误为"舔着脸"。 十、缅甸首都误为"仰光"。 现在，不少直播平台售卖果脯，然而带货主播常常将 ...

转自：北京日报客户端 五、"莜面"误为"筱面"。 2025年9月，餐饮品牌西贝陷入预制菜争议。不少媒体报道该事件时，将其招 牌产品"莜面"误写成"筱面"。莜，音yóu，指莜麦，俗称"油麦"。其外观似燕麦，成熟后籽粒会自裂脱 壳，因此也称"裸燕麦"。中国西北、华北、东北等地均有栽培。莜面，既指用莜麦磨制的面粉，也指用 这种面粉制成的各种食物。筱，音xiǎo，指小竹子。莜、筱字形相近，但音义迥别，"莜面"不能写 作"筱面"。 六、"巨擘"误为"巨擎"。擘，读bò，指大拇指。巨擘，也指大拇指，比喻杰出的人物。"巨擘"常误 为"巨擎"。2025年10月，杨振宁先生逝世，有报道即误称他与李政道先生为"科学巨擎"。擎，读qínɡ， 义为往上托、举。 七、"起用"误为"启用"。高市早苗当选日本首相后，有媒体报道其"启用涉及丑闻的议员"。"启用议 员"有误，应为"起用议员"。启，本指打开，引申指开始。因此，"启用"指开始使用，其搭配对象是 物，常用于设施、设备，如"启用新机场""启用新机器"等。起，本指坐起来、站起来，引申指向上升。 因此，"起用"指提拔或重新任用，其搭配对象是人，如 "起用新人""起用干部"等。 八、"噘嘴 ...

Core Insights - Ulanqab City has successfully exported eight types of specialty foods for the first time this year, including flaxseed oil, oat noodles, and frozen broccoli, thanks to the targeted support from Jining Customs [1][2] - The export of these products marks a significant achievement in breaking into international markets, with local companies expressing gratitude for the assistance provided by customs in navigating export standards and requirements [1] Group 1: Export Achievements - Ulanqab City's agricultural product exports reached 110,300 tons with a value of 1.032 billion yuan from January to November, representing year-on-year increases of 69.9% in weight and 49.4% in value [2] - The successful export of flaxseed oil to Thailand and oat noodles to Canada demonstrates the effectiveness of Jining Customs' "one enterprise, one policy" approach in facilitating international trade [1][2] Group 2: Support from Jining Customs - Jining Customs provided tailored guidance to local businesses, helping them understand international standards and improve product quality, which was crucial for entering markets like Canada and Thailand [1] - The customs authority also introduced beneficial policies such as "green channels" for agricultural products, which expedited the export process for time-sensitive goods like frozen broccoli [1]

Core Viewpoint - The recent public discourse surrounding Xibei has shifted dramatically, with concerns about store closures contrasting sharply with reports of long queues at other locations, indicating a complex operational adjustment strategy by the company [1][7]. Store Operations - Xibei has been closing some stores in cities like Shenzhen and Shantou as part of normal operational adjustments, while simultaneously planning to open eight new locations by the end of the year [3][5]. - The company has implemented a policy to inform customers about store closures through announcements and SMS notifications, offering options for refunds or transfers of stored value to other locations [4]. Management Response - Founder Jia Guolong has taken a hands-on approach during a challenging period, focusing on improving product quality and customer service rather than engaging in public disputes [8][11]. - The company has emphasized transparency in food preparation processes to enhance customer trust, showcasing the cooking methods in-store [10][18]. Pricing Strategy - In response to consumer concerns about pricing, Xibei has reduced menu prices and issued substantial discount coupons, effectively doubling the value for customers [12][15]. - The strategy has successfully attracted both returning and new customers, with reports indicating a 20% increase in weekend traffic at some locations [15]. Customer Engagement - Xibei is focusing on rebuilding trust through a "scene revolution" in its stores, where cooking processes are made visible to customers, reinforcing the brand's commitment to quality and authenticity [16][18]. - The company aims to reconnect with its customer base by demonstrating improvements in service and product offerings, encouraging patrons to return and experience the changes firsthand [18].

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 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].

Core Viewpoint - The controversy surrounding Xibei's high pricing contrasts sharply with the rising popularity of pre-made dishes, leading to consumer confusion about the value of a bowl of noodles priced at several tens of yuan [1][2] Pricing Logic - Xibei's pricing strategy is based on a combination of cost reduction and brand premium, with prices consistently higher than similar Northwest cuisine restaurants, such as 30-40 yuan for a bowl of noodles and over 20 yuan for a dish of yellow steamed bread [1][2] - The company claims its pricing reflects the use of high-quality ingredients, complex cooking processes, and the overall dining experience, emphasizing a family-friendly dining service rather than a high-end positioning [1][2] Consumer Expectations - Consumers expect a fresh, made-to-order experience when paying higher prices, rather than standardized pre-made dishes, which has led to a broader discussion about the value of pre-made meals in the context of high prices [2][3] - The financial perspective reveals that Xibei's profit margin is around 5%, raising questions about whether brand premium and supply chain efficiency justify the pricing after accounting for raw materials, labor, and rent [2][3] Trust and Quality - The controversy highlights a critical issue in the restaurant industry: high prices do not necessarily equate to high quality, and consumers expect transparency and reasonable value exchange when paying a premium for a brand [2][3] - Maintaining quality while controlling costs is essential; sacrificing quality for cost savings can erode consumer trust, which is fundamental to brand value [3][4] Future Directions - As consumers increasingly prioritize dining quality and health, non-pre-made dish models may become a key differentiator in the competitive landscape, provided that companies establish clear cost control and pricing logic [4][5]

Core Insights - The article discusses the challenges and strategies of Xibei, a prominent player in the Chinese restaurant industry, highlighting its pricing strategy and market positioning [1][2][3] Group 1: Company Strategy - Xibei aims to cater to ordinary consumers by opening locations in high-traffic areas, despite its high price point, which may deter some customers [1] - The company has successfully positioned itself as a premium brand, focusing on providing not just meals but also a unique dining experience, particularly through its children's menu [2] - Xibei has invested significantly in branding and positioning strategies, hiring multiple consulting firms to enhance its market presence and brand recognition [3] Group 2: Pricing and Market Position - The pricing strategy of Xibei is crucial for its market positioning, as higher prices are intended to attract a specific customer base and enhance perceived value [2] - The company faces challenges in balancing high prices with consumer expectations, especially as it attempts to standardize processes and reduce costs [3] - Xibei's focus on unique offerings, such as traditional dishes and cultural elements, aims to justify its premium pricing and differentiate it from competitors [2][3]

Core Viewpoint - The controversy surrounding Xibei restaurant, triggered by a negative comment from Luo Yonghao about the use of pre-prepared dishes, has significantly impacted its reputation and sales [1][3][13]. Group 1: Company Background - Xibei, founded by Jia Guolong, has over 400 locations and annual revenue exceeding 6 billion yuan [3][12]. - The company has a history of emphasizing high-quality ingredients, which has contributed to its higher pricing strategy [4][6]. - Jia Guolong's entrepreneurial journey began in 1988, focusing on quality sourcing and expanding into various restaurant formats [6][8]. Group 2: Controversy and Response - Luo Yonghao criticized Xibei for allegedly serving pre-prepared dishes, leading to a public backlash and a significant drop in sales [1][13]. - Xibei's management, including Jia Guolong, has publicly denied the use of pre-prepared dishes and plans to take legal action against Luo [1][3][14]. - The restaurant's sales reportedly dropped by 1 million yuan on September 11 and an estimated 2 to 3 million yuan on September 12 due to the controversy [13]. Group 3: Industry Context - The issue of pre-prepared dishes has been a contentious topic in the restaurant industry, with other companies like Laoxiangji facing similar accusations [16]. - Legal definitions of pre-prepared dishes differ from consumer perceptions, complicating the public relations challenge for Xibei [16][17]. - The industry is calling for clearer regulations to address the quality of pre-prepared dishes and protect consumer interests [17].