Core Viewpoint - The article discusses the contradictions and inconsistencies in the statements and actions of Jia Guolong, the founder of Xibei, highlighting the challenges faced by restaurant entrepreneurs in balancing efficiency, quality, scale, and original intentions [4][5][42]. Group 1: Contradictions in Business Strategy - Jia Guolong transitioned from promoting pre-made dishes to denying their existence, claiming "Xibei is 100% not pre-made" despite evidence of his involvement in the pre-made dish industry [9][10]. - His stance on going public shifted from "never" to a goal of completing an IPO by 2026, aiming for a market value exceeding 100 billion yuan, despite current revenues of only 6.2 billion yuan [12][14][15]. - The ambitious goal of opening 100,000 stores was drastically reduced to approximately 370 stores by 2024, showcasing a significant gap between aspiration and reality [16][19]. Group 2: Employee Management and Corporate Culture - Jia Guolong exhibited a dual approach to employee management, promising substantial bonuses while simultaneously imposing a demanding work schedule of 105 hours per week [21][22][23]. - His commitment to employee welfare was contradicted by a harsh work environment, leading to confusion among staff regarding the company's true values [24][43]. Group 3: Pricing and Consumer Relations - The pricing strategy of Xibei has been characterized by a cycle of price increases followed by public backlash and apologies, indicating a lack of consistency in pricing policies [25][28]. - Jia Guolong's statement "customers abuse me thousands of times, I treat customers like my first love" reflects a disconnect between the company's service philosophy and its actual customer relations [30][31]. Group 4: Dependency on Delivery Platforms - Jia Guolong criticized delivery platforms for undermining pricing power while simultaneously relying on them for 40% of Xibei's revenue, revealing a contradiction in his business strategy [33][35][36]. Group 5: Failed Brand Expansion - The attempt to diversify into multiple sub-brands has resulted in significant failures, with numerous projects being launched and quickly abandoned, indicating a lack of strategic focus [39][40]. - The rapid turnover of new brands and the chaotic management style have led to wasted resources and missed opportunities for growth in the core business [40][41]. Group 6: Overall Leadership Style - Jia Guolong's leadership style is described as autocratic, with decisions made unilaterally, often leading to ineffective strategies and a lack of accountability within the organization [43][44]. - The article suggests that many restaurant entrepreneurs share similar traits of disconnection from consumer needs and market realities, leading to a collective struggle in the industry [44].

Group 1 - The core viewpoint of the article is that Xibei has successfully completed multiple rounds of financing and aims to achieve an IPO by 2026, potentially reaching a market value exceeding 100 billion yuan [3][11] - Xibei's chairman, Jia Guolong, emphasized the company's strategic investments and operational improvements over the past three years, which have strengthened its foundation and prepared it for future growth [6][8] - The company has seen significant growth in its children's meal segment, with revenue increasing by 415% from 2019 to 2022, and its takeaway business also grew by 86% during the same period [7][9] Group 2 - Xibei's retail business has experienced a remarkable growth of 257% in revenue from 2019 to 2022, indicating a successful expansion strategy [8] - The company is focused on enhancing customer experience and has implemented a "good food strategy" to improve its offerings and service quality [9][7] - Xibei's long-term vision includes becoming a leading brand with over 100 billion yuan in revenue by 2030, with a clear roadmap for achieving high-quality growth leading up to its IPO [11][9] Group 3 - The recent financing round included notable investors, such as Chengdu New Wave Media Group, which is seen as a strategic move to bolster Xibei's market position ahead of its IPO [12][15] - The shareholder structure indicates a focus on attracting talent and investment, with a significant employee stock ownership plan in place [11][13] - The acquisition of New Wave Media by Focus Media is viewed as a strategic play to benefit from Xibei's anticipated IPO, highlighting the interconnectedness of these companies in the investment landscape [15][12]

Core Viewpoint - The article discusses a significant public relations crisis faced by Xibei, a Chinese restaurant chain, triggered by a social media dispute with entrepreneur Luo Yonghao regarding the use of pre-prepared ingredients in their dishes. The founder, Jia Guolong, has taken a strong stance against these allegations, leading to a series of public responses and internal meetings to manage employee morale and customer perceptions [1][4][5]. Group 1: Crisis Overview - On September 12, Xibei held a large meeting with 18,000 employees to address the crisis, which Jia Guolong described as the biggest external crisis since the brand's inception [1][7]. - Luo Yonghao criticized Xibei on social media, claiming that the restaurant primarily uses pre-prepared dishes, which sparked widespread public outrage [4][5]. - Jia Guolong's immediate reaction included a commitment to sue Luo Yonghao and a public demonstration of Xibei's kitchen practices to counter the allegations [5][9]. Group 2: Employee and Customer Reactions - Employees expressed concerns about their job security and the impact of the crisis on their livelihoods, with reports of a 10% decline in store performance [1][2]. - To alleviate employee anxiety, Jia Guolong provided a 500 yuan subsidy to frontline staff [1]. - Despite efforts to clarify the situation, public sentiment remained negative, with many consumers questioning the transparency of Xibei's ingredient sourcing and pricing [10][12]. Group 3: Business Impact - Following the crisis, Xibei's daily revenue reportedly dropped by 1 million yuan before the incident escalated to a loss of 2 to 3 million yuan on the peak day of public scrutiny [25][24]. - The restaurant chain's reputation suffered significantly, with comparisons made between the damage caused by Luo Yonghao's comments and Jia Guolong's defensive actions [12][27]. - Xibei's average profit margin was reported to be below 5%, with high costs attributed to raw materials and labor [38]. Group 4: Management and Strategic Decisions - Jia Guolong's management style has been described as strong-willed and resistant to external advice, which may have contributed to the crisis escalation [29][31]. - The company has been criticized for its lack of modern management practices, which has become evident during the crisis [31][39]. - In response to the backlash, Xibei announced changes to its ingredient sourcing and preparation processes, aiming to improve transparency and customer trust [37].

Core Viewpoint - The article discusses the significant external crisis faced by the restaurant chain Xibei, triggered by public criticism from internet entrepreneur Luo Yonghao regarding the use of pre-prepared dishes, leading to a public relations disaster for the brand [5][11][28]. Group 1: Company Response and Crisis Management - Xibei's founder, Jia Guolong, held a large meeting with 18,000 employees to boost morale amidst the crisis, emphasizing the importance of confidence in the brand [1][11]. - Jia Guolong provided a 500 yuan subsidy to frontline employees to alleviate their concerns about the impact of the crisis on their livelihoods [1][11]. - Following Luo's accusations, Jia Guolong publicly declared intentions to sue Luo and opened Xibei's kitchens for media and consumer inspection to demonstrate transparency [8][12][15]. Group 2: Public Reaction and Social Media Impact - Luo Yonghao leveraged his significant social media following to amplify his criticism of Xibei, leading to widespread public scrutiny and media attention [6][12]. - The public's reaction intensified as videos of Xibei's kitchen practices surfaced, revealing the use of long-shelf-life ingredients, which contradicted the brand's claims of freshness [12][13][14]. - Luo's live streams dissecting Xibei's operations further fueled public outrage, with many consumers expressing dissatisfaction with the perceived quality and pricing of Xibei's offerings [15][39]. Group 3: Financial Implications and Business Performance - Xibei experienced a significant drop in daily revenue, estimating losses of 1 million yuan prior to the crisis and potentially 2 to 3 million yuan on the peak day of public scrutiny [26][28]. - The brand's average profit margin was reported to be below 5%, with high costs attributed to raw materials and labor [39]. - Despite the crisis, Jia Guolong maintained that Xibei's pricing was justified, labeling public perceptions of high costs as a misunderstanding [39][41]. Group 4: Industry Context and Future Outlook - The restaurant industry is still recovering from the impacts of the pandemic, and Xibei's struggles reflect broader challenges within the sector [11][28]. - Jia Guolong's approach to standardization in food preparation has been both a point of innovation and contention, as the industry grapples with consumer expectations for transparency and quality [20][24]. - The ongoing crisis may prompt Xibei to reevaluate its operational strategies and public relations tactics to better align with consumer sentiments and industry standards [31][38].

Core Viewpoint - The controversy surrounding the restaurant chain Xibei, triggered by a critical social media post from entrepreneur Luo Yonghao, highlights the blurred lines between "pre-prepared dishes" and "pre-prepared processes" in the modern dining industry, raising consumer awareness about their rights [2][3] Company Overview - Xibei, founded by Jia Guolong in 1999, has grown into a national dining brand with over 360 locations and annual revenue exceeding 2 billion yuan at its peak, built on strong brand recognition, high average spending, and a focus on service experience [2][3] - The company initially focused on traditional dining but has attempted to pivot towards fast food through various sub-brands since 2015, aiming to replicate the success of global fast-food giants like McDonald's and KFC [3][5] Challenges Faced - Jia Guolong's attempts to standardize fast food offerings have led to operational inefficiencies, with slow service times and low table turnover rates, contradicting the fast-food model that prioritizes speed and cost-effectiveness [5][6] - The sub-brands have suffered from poor brand positioning and naming, leading to consumer confusion and low repeat purchase rates, as they failed to clearly communicate their value propositions [6][8] Strategic Missteps - The pricing strategy of the sub-brands has placed them in a "pricing trap," where they cannot compete effectively with either low-cost fast food or established chain brands, resulting in a lack of customer interest [6][8] - The organizational structure of Xibei, which is oriented towards traditional dining, lacks the necessary capabilities for fast food operations, leading to operational mismatches and consumer dissatisfaction [8][9] Future Direction - In June 2024, Jia Guolong announced a strategic shift, elevating "Jia Guolong Small Pot Beef" to a new growth line, moving away from low-cost fast food and refocusing on maximizing customer value and enhancing brand experience [9][10] - The lessons learned from the failed sub-brands emphasize the importance of sustainable profitability over mere expansion, suggesting that a more tailored approach to scaling in the Chinese dining market may be more effective than blindly pursuing the "ten-thousand store" model [9][10]

西贝发布道歉信了。贾国龙还是认错了！ 这则截屏的流传，让本已平息的"预制菜风波"再度升级。罗永浩当晚在直播间回应："我本来是想算了，结果他没完没了。现在全国都在教育他，他自己 也承认要改，对我这个顾客，他表现得像一个'网络黑社会'。" 只不过，事情发展到现在，贾国龙认怂，西贝道歉，已经太晚了。 为什么贾国龙会发起自杀式自证？ 就当外界认为事件趋于平息时，贾国龙在行业群里的"网络黑社会"表述再次点燃战火。罗永浩宣布："贾国龙，那这件事我们没法揭过去了。在中间再劝 我的朋友，我们一律绝交吧。" 过程中，罗永浩已提出通过直播对话解决争议："我们还是找一个大的网络平台直播，当面公平公正冷静理性地对一次话吧。相信这也能澄清西贝的真 相，并且对中国预制菜产业和餐饮行业的健康发展做一些贡献。" 最新的道歉信中，西贝给出了9条整改方案。但是，在道歉信的最后，西贝还是倔强的加上了"顾客虐我千百遍，我待顾客如初恋"的话术。 罗永浩也马上回应：顾客虐你啥了？ 这也是贾国龙和西贝的第二次道歉。 "我应对方式有错，改。做饭的围着吃饭的转，你说咋好就咋办。"9月14日，西贝创始人贾国龙在行业群里的表态看似妥协，却随即话锋一转："罗永浩是 ...

文| 雷达财经，作者 | 丁禹，编辑 | 孟帅 "好久没吃西贝了，今天下飞机跟同事吃了一顿，发现几乎全都是预制菜，还那么贵，实在是太恶心了"，罗永浩9月10日发布的一条微博，将老牌连锁餐 饮品牌西贝推到了舆论的风口浪尖。 面对罗永浩的吐槽，西贝创始人贾国龙次日火速召开媒体沟通会，坚决否认门店使用预制菜。贾国龙还表示"一定会起诉罗永浩"，同时在全国门店开放后 厨、推出"罗永浩菜单"以示回应。 针对贾国龙的强硬回应，一向言辞犀利的罗永浩更是不甘示弱。9月11日至13日，罗永浩在微博持续发布多篇与西贝相关的微博，并通过转发抽iPhone17 的方式公开寻求专业检测预制菜的方法，甚至"悬赏"10万元寻求西贝使用预制菜的证据。 而在罗永浩频繁发声的同时，贾国龙也通过各种形式进行"回击"。9月12日，西贝在官博发布长达42页的公开信，称罗永浩指责不实。 9月11日晚，西贝创始人贾国龙在西贝中粮祥云小镇店（即罗永浩用餐店）召开媒体会，高调回应此事。 雷达财经梳理发现，这场攻防大战，贾国龙的防线已经失守。有媒体挖出，西贝厨师长承认部分菜品存在隔夜情况。还有媒体在后厨，看到了生产于2024 年的羊腿肉和南瓜泥。此外，还有西贝厨 ...

Core Viewpoint - The ongoing dispute between well-known figure Luo Yonghao and the restaurant brand Xibei highlights the challenges of standardization and consumer perception in the industrialization of China's catering industry [2][5]. Group 1: Dispute Overview - Luo Yonghao criticized Xibei for using pre-prepared dishes, calling for transparency regarding the use of such items in restaurants [2][3]. - Xibei's founder, Jia Guolong, responded by stating that the dishes served to Luo's group were not pre-prepared and emphasized the restaurant's commitment to quality and transparency [2][3]. - Xibei announced that all its 370 locations would open their kitchens for customer visits to demonstrate the cooking processes [2][3]. Group 2: Definition and Standards - The definition of pre-prepared dishes is a central issue, with a new regulation set to clarify what constitutes such dishes, excluding certain items like staple foods and those prepared in central kitchens [7][9]. - Consumers generally perceive any dish that is pre-processed and not made from scratch on-site as a "pre-prepared dish," leading to a gap in understanding between consumers and the restaurant industry [9]. Group 3: Market Dynamics and Consumer Sentiment - Xibei has been exploring the pre-prepared dish market since 2019, investing significantly in central kitchen facilities to maintain quality across its numerous locations [10]. - Despite the investment, Xibei faces challenges, including a decline in customer traffic and revenue, attributed to the ongoing public scrutiny and criticism from Luo Yonghao [11][16]. - Consumer resistance to pre-prepared dishes is largely driven by price concerns, with many feeling that the cost does not match the perceived value of such offerings [15][16]. Group 4: Regulatory and Industry Implications - The controversy has prompted discussions about consumer rights, particularly the right to know about the use of pre-prepared dishes in restaurants [12][17]. - The industry is moving towards greater regulation, with national standards for pre-prepared dishes being developed, indicating a shift towards more structured market practices [19].

（文/霍东阳 编辑/张广凯） 罗永浩与贾国龙"杠起来"了。 9月10日，罗永浩发微博称："好久没吃西贝了，今天下飞机跟同事吃了一顿，发现几乎全都是预制菜，还那么贵，实在太恶心了。" 9月11日，西贝餐饮集团召开媒体沟通会。创始人贾国龙表示，自己与团队复盘了一个晚上，希望弄清楚问题出在哪里。 据他介绍，9月10日，罗永浩一行5人到西贝中粮祥云小镇店用餐，共点了15道菜，总消费830元。临走时，罗永浩还对门店服务员表示"挺好"。 贾国龙对罗永浩用"恶心"来形容西贝感到不解与受伤。他认为罗永浩的行为已超出普通消费者的评价范畴，并用三个"一定"强调西贝起诉罗永浩的决心。 于此同时，西贝宣布从9月12日起，在全国所有门店上线"罗永浩菜单"，消费者可以随意点选罗永浩点过的菜，并享有两大承诺：第一，"不好吃，不要 钱"，顾客可随时退单；第二，欢迎顾客随时进入后厨，参观任何一道菜的制作全过程。 罗永浩在11日下午表示将"转发送出一部iPhone17"，以"诚恳请教食品工业或化学工业领域的专家，有没有什么专业设备和方法能够检测出食品被烹饪的时 间？或用什么其他方法能检测出食物是不是预制菜？" 在贾国龙将起诉罗永浩的消息下，罗永 ...

Core Viewpoint - The ongoing public dispute between Luo Yonghao and Xibei highlights significant consumer concerns regarding the use of pre-prepared dishes in the restaurant industry, particularly focusing on transparency and consumer rights [2][3][25]. Group 1: Controversies Surrounding Xibei - Xibei is facing backlash over allegations of using pre-prepared dishes, with consumers sharing negative experiences related to food quality [4][5][8]. - The pricing and taste of Xibei's dishes have also come under scrutiny, with some consumers expressing dissatisfaction despite the founder's claims of reasonable pricing and low profit margins [8][9]. - The controversy intensified when a live broadcast revealed the use of genetically modified oils in Xibei's dishes, further complicating the brand's image [9]. Group 2: Xibei's Pre-prepared Dish Strategy - Xibei had previously made a significant investment in the pre-prepared dish market, launching its first product in September 2019 and later expanding this line during the pandemic [15][17]. - Despite initial enthusiasm, consumer feedback has been largely negative, leading to the gradual removal of pre-prepared dishes from Xibei's offerings [24]. - As of this year, Xibei claims to have eliminated all pre-prepared dishes from its menu, responding to consumer preferences [24]. Group 3: Trust Crisis and Growth Challenges - The perception of Xibei's dishes as similar to pre-prepared options has led to a trust crisis among consumers, questioning the value of dining at a higher-priced establishment [25]. - Xibei's attempts to diversify its offerings have largely failed, with multiple new projects not resonating with consumers, leading to a focus on its core brand [25]. - The ongoing debate about the definition and regulation of pre-prepared dishes poses broader implications for the restaurant industry, necessitating a clearer understanding and communication with consumers [32][33].