文：韦亚军 在此之前，西贝曾先后完成过3轮融资。 近日，据多家媒体报道，内蒙古西贝餐饮集团有限公司获A轮融资。 2025年西贝开启品牌焕新，贾国龙重任集团CEO，提炼西贝品牌内核"美、好、真、诚、爱"，提出"因爱相聚喜悦西贝"口号，西贝品牌全面焕新开始。同 年，西贝海外首店落地洛杉矶，西贝全球化正式开启。 贾国龙曾明确表示过西贝预计2026上市的计划。 摄影：Bob | 序号 | 披露日期 | 融资轮次 | 融资金额 | 企业估值 | 比例 | 投资方 | 关联机构 | | --- | --- | --- | --- | --- | --- | --- | --- | | 1 | 2025-01-25 | 战略融资 | 未披露 | 25 | 1 | 成都新潮传媒集团股份有限公司 | 新潮传媒集团 | | | | | | | | 北京静衡投资管理有限公司 | 静衛投资 | | 2 | 2021-07-01 | 战略融资 | 未披露 | - | | 青岛静衡成长创业投资合伙企业(有限合 | 静衡投资 | | | | | | | | 伏) | | | | | | | | | 北京静衡投资管理有限公司 | 静衡投资 ...

Core Viewpoint - The article discusses the challenges faced by Xibei, a Chinese restaurant chain, as it prepares for an IPO in 2026, highlighting its recent struggles, including the closure of over 100 stores and a significant financial loss attributed to both market conditions and public relations issues [5][10][32]. Group 1: Company Background and Financial Performance - Xibei, founded by Jia Guolong, has grown from a small eatery in Inner Mongolia to over 370 stores across 62 cities, achieving annual sales exceeding 60 billion yuan in 2023 with a net profit margin around 5% [10][11]. - The company has attempted multiple side ventures in the fast-food sector, all of which have failed, leading Jia to refocus on the core brand [10][11]. - In 2024, Xibei experienced a significant decline in business, prompting a reevaluation of its expansion strategy and store layout [11][12]. Group 2: Strategic Decisions and Market Position - Jia Guolong announced plans for an IPO in 2026, aiming for a market valuation exceeding 100 billion yuan, which necessitated rapid expansion and increased store numbers [11][12]. - The brand underwent a rebranding from "Xibei Youmian Village" to "Xibei" to simplify its image and improve operational efficiency [12]. - Xibei invested 3 million yuan in 2023 to upgrade its production line, resulting in improved efficiency and reduced costs [13][14]. Group 3: Challenges and Market Dynamics - The article highlights a critical misalignment in Xibei's business model, where it struggles to balance high operational costs with consumer expectations for quality and pricing [26][29]. - Xibei's pricing strategy, which positions it in the mid-range market (70-100 yuan per meal), has led to difficulties in maintaining profitability while competing with both low-cost and high-end dining options [24][25][29]. - The company faced a public relations crisis following a negative review from a prominent figure, which exacerbated existing issues related to its business model and market positioning [21][32]. Group 4: Future Outlook - The article suggests that even without the public relations incident, Xibei's challenges stem from deeper issues within its business strategy and market adaptation [23][32]. - The current market environment, characterized by oversupply and changing consumer behavior, poses significant risks for Xibei's future growth and sustainability [31][32].

Core Viewpoint - The article contrasts the leadership styles of two entrepreneurs, Jia Guolong of Xibei and Yu Chengdong of Huawei, highlighting how their approaches to crisis management and public communication differ significantly, leading to different public perceptions and outcomes for their companies. Group 1: Xibei's Challenges - Xibei's chairman Jia Guolong confirmed the closure of 102 stores, representing 30% of its total, with a reported 50% year-on-year decline in business by January 2026 [1][5] - Jia's response to the crisis has been to defend his long-time collaborator, Hua Shan, rather than reflect on the company's operational issues, which has drawn public criticism [1][6] - The departure of Xibei's public relations vice president, Song Xuan, exacerbates the company's public relations crisis, indicating internal discord regarding crisis management strategies [2][7] Group 2: Huawei's Approach - Yu Chengdong's internal criticism of Huawei's product development, particularly regarding the HarmonyOS cockpit, was met with public understanding and appreciation, showcasing a commitment to product quality [2][8] - Yu's direct and specific feedback on product issues signals a strong internal focus on user experience, contrasting with Jia's external blame [8][9] - This approach has reinforced Yu's image as a dedicated product leader, enhancing public trust in Huawei's commitment to quality [15][16] Group 3: Leadership Styles - Jia Guolong's leadership reflects a traditional entrepreneur mindset, prioritizing personal relationships and loyalty over accountability to consumers [17] - In contrast, Yu Chengdong embodies a modern, product-focused leadership style that emphasizes user experience and internal accountability [17] - The article suggests that Jia's failure to adapt to the current business environment, where consumer expectations are high and information spreads rapidly, has led to significant operational challenges for Xibei [17][18] Group 4: Marketing vs. Product Focus - The article argues that Jia Guolong has become trapped in a marketing-driven approach, neglecting the fundamental product value that consumers expect [10][12] - In contrast, Yu Chengdong's focus on product excellence has positioned Huawei favorably in the market, demonstrating the importance of prioritizing product quality over marketing hype [10][11] - The disparity in their approaches highlights a critical lesson for businesses: when product quality falters, no amount of marketing can compensate for consumer dissatisfaction [12][13]

Core Viewpoint - The founder of Xibei, Jia Guolong, announced the closure of 102 stores, representing one-third of its locations and affecting 4,000 employees, amid a crisis that has led to losses exceeding 500 million yuan [1][37][60]. Group 1: Business Challenges - Xibei has not achieved profitability in any of its stores since the onset of the public relations crisis [1][37]. - The company has issued 300 million yuan in consumer vouchers, resulting in a 20% reduction in average transaction value, yet customer traffic remains down by 50% year-on-year [59][60]. - The crisis originated from a social media post by Luo Yonghao, which criticized Xibei's use of pre-made dishes, escalating into a significant public relations battle [5][41]. Group 2: Founder’s Background and Philosophy - Jia Guolong, who dropped out of college due to health issues, demonstrated early entrepreneurial skills by starting various businesses before founding Xibei in 1999 [7][47]. - He believes in high-quality ingredients and has built a reputation for Xibei based on this principle, leading to a successful two-decade run [12][47]. - Jia's management style is characterized by a demanding work culture, which he equates with the joy of striving for excellence [12][48]. Group 3: Strategic Missteps - Jia's reaction to criticism was defensive, leading to a series of miscalculations, including a decision to sue rather than engage constructively with consumer feedback [20][55]. - He has acknowledged tactical errors, such as not handling the situation with humor and exposing kitchen practices that revealed pre-made elements [18][53]. - The company's attempts to pivot towards fast food have largely failed, with multiple new concepts introduced but none achieving success [16][52]. Group 4: Future Outlook - The closure of 102 stores signifies not just a physical retreat but also the collapse of Jia's ambition for Xibei to become a company valued at over 100 billion yuan [68][66]. - Jia has expressed a commitment to continue fighting for the company's survival, reflecting a determination to adapt despite the challenges faced [69][71]. - The changing consumer landscape, which now prioritizes value over brand education, poses a significant challenge for Xibei moving forward [28][61].

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]

Core Viewpoint - The recent apology from Xibei and the subsequent responses highlight a significant crisis in the company, driven by public backlash over its use of pre-prepared dishes, leading to a loss of consumer trust and brand reputation [1][4][11] Company Response - Xibei issued a letter of apology outlining nine corrective measures, but the tone remained defensive, suggesting a disconnect with consumer sentiment [1][4] - Founder Jia Guolong's initial reaction to criticism was to label detractors as "network black society," which escalated tensions rather than diffusing them [1][2] Crisis Management Failures - Jia's approach to crisis management has been criticized as a textbook example of poor public relations, characterized by a rigid decision-making structure that stifles dissent [4][9] - The decision to open kitchens nationwide for transparency backfired, revealing pre-prepared ingredients and leading to further public outrage [5][9] Consumer Perception and Trust Issues - There is a significant gap between the company's definition of "pre-prepared dishes" and consumer understanding, leading to confusion and dissatisfaction [6][11] - The high-end positioning of Xibei clashes with the perception of pre-prepared dishes as low-quality, resulting in a trust crisis among consumers [8][11] Industry Implications - The ongoing debate is pushing for clearer industry standards regarding pre-prepared dishes, with new regulations expected to emerge [11][12] - Consumer awareness and demand for transparency are increasing, with a notable percentage of consumers unwilling to accept pre-prepared dishes in high-end restaurants [11][12]