贾国龙独家回应：西贝为什么将关闭102家店？

Key information and self-rescue actions regarding Xibei's large-scale store closures.

1. Store closure plan: 102 stores (30% of its 340 nationwide), affecting approximately 4,000 employees across 35 cities including Beijing and Shanghai (18 stores closed in Shanghai). The plan is to be completed within Q1 2025, with employee wages paid normally and stored-value cards refundable or transferable to other stores.

2. Reasons for closure: Losses are the direct cause, compounded by public pressure from the pre-made meal controversy. Store business in January 2026 fell 50% year-on-year, with cumulative losses exceeding 500 million yuan.

3. Self-rescue measures: Issuing vouchers like the "Xibei Treats You to a Meal" campaign (100-yuan vouchers with no minimum spend), reducing average dish prices by 10%-20%; providing each employee with a 500-yuan subsidy, with subsequent subsidies for craftsmanship spirit (300-800 yuan per person).

4. Future outlook: Slowing expansion, curbing ambition, and focusing on operating the remaining 300+ stores; employee reassignment through internal transfers, with the goal of survival and rebuilding confidence.

Adjustments to Xibei's brand strategy and insights into consumer trends.

1. Brand marketing: Significant public pressure followed the pre-made meal controversy, prompting founder Jia Guolong to reflect on ignoring customer feedback; launched the "Xibei Treats You to a Meal" campaign, distributing millions of vouchers and reducing prices by 10%-20% to attract customers.

2. Brand pricing: Intense price competition led to subsidies like "Spend 50, Get 50 Back," with an average price reduction of 20% to address consumer spending pressure.

3. Product R&D: Attempted freshly prepared dishes in stores post-controversy but received poor market feedback; future emphasis on transparency in preparation, such as open kitchens.

4. Consumer trends: Shifting customer demands necessitate listening to feedback; the industry should promote standardization of pre-made meals, with companies rebuilding trust through price sincerity and visual transparency.

Analysis of Xibei's crisis response and operational risks/opportunities.

1. Policy interpretation: Store closures are normal business adjustments, with annual dynamic store optimization; 2025 closures, including in Shenzhen, fall within standard practice.

2. Crisis response: Post pre-made meal controversy, implemented self-rescue measures like vouchers, price cuts, and employee subsidies; slowed expansion amid losses.

3. Risk alerts: Over-expansion led to losses exceeding 500 million yuan and a 50% business decline; public relations crises may trigger trust issues.

4. Opportunity insights: Contraction strategy focuses on existing stores, with learnable practices like transparent production; cooperation methods include smooth employee transitions via reassignment, supported by subsidy policies.

Adjustments to Xibei's product production and insights for commercial opportunities.

1. Product demand: Post pre-made meal controversy, trialed freshly prepared dishes in stores (e.g., first-round reforms) but received negative market feedback; future need for transparent preparation to enhance quality.

2. Production design: Shift toward onsite preparation, emphasizing open kitchens and supply chain open days to meet customer demands through visibility.

3. Commercial opportunities: Rebuilding confidence requires providing high-quality freshly made products; industry should promote national standards for pre-made meals, suggesting companies optimize production processes.

4. E-commerce insights: While not directly mentioned, digital trends indicate store closures for loss mitigation can concentrate resources to improve in-store operational efficiency.

Pain points in the餐饮 industry and trends in solutions.

1. Client pain points: Pre-made meal controversy exposed public relations risks, with Xibei's losses exceeding 500 million yuan and customer trust crises; changing demands led to business decline.

2. Industry trends: The controversy drives transformation opportunities; the industry should participate in implementing national standards for pre-made meals, using standardization to ensure quality competition.

3. Solutions: Xibei responded with price cuts, vouchers, and employee subsidies; companies are advised to rebuild confidence through transparent preparation and price sincerity.

4. Tech insights: Visual methods like open kitchens can address trust issues, offering借鉴 for service providers to develop similar solutions.

Operational management challenges and risk avoidance insights.

1. Business needs: Store closures indicate operational pressure, requiring Xibei to cut losses promptly and focus on remaining stores; closures affect 4,000 employees, resolved through reassignment.

2. Platform management: Xibei's contraction strategy mitigates risks; future slowdown in new openings aims to stabilize operations and rebuild market confidence.

3. Merchant recruitment insights: Post-closure, store布局 may be reassessed, with platforms supporting merchant optimization; risk avoidance includes steering clear of controversies like pre-made meals.

4. Cooperation methods: Employee安置 through internal absorption; platforms can learn from management experiences like subsidy systems.

Analysis of industry trends and policy/business models.

1. Industry trends: Pre-made meal controversy triggered industry transformation, with Xibei closing 102 stores; losses over 500 million yuan and a 50% business decline reveal new challenges.

2. New issues: Public relations crises, neglect of customer feedback, and business model challenges; companies must respond through upgrades to fresh preparation and transparency.

3. Policy recommendations: The industry should promote the implementation of national standards for pre-made meals, using standardization to ensure quality and regulate competition.

4. Business models: Shift from rapid expansion to focused contraction (operating 300+ stores), illustrating that companies can achieve long-term development through visual transparency.