近期，西貝餐飲集團（簡稱「西貝」）因「預制菜風波」全面引爆信任危機，不僅品牌形象受到重創，實際經營層面也出現近年來最嚴峻的動盪。相關關店、虧損與高層調整資訊，已由創辦人本人及多家主流媒體證實，顯示這並非單一公關事件，而是一場結構性的經營考驗。

從經營面來看，西貝正進行大規模收縮。創辦人賈國龍於2026年1月15日透過朋友圈公開表示，集團計畫在第一季度內陸續關閉全國共102家門店，約占整體門店數量的三成。此次關店並非集中於營運不成熟的下沉市場，而是直接波及一、二線核心城市，其中以上海、北京、深圳與廣州受影響最為明顯，顯示即便是原本消費力最強、品牌基礎最穩固的區域，也難以承受持續的輿論與客流衝擊。財務層面同樣不容樂觀，賈國龍坦言，從2025年9月到2026年3月這段時間內，西貝累計虧損預計將超過6億元人民幣，遠高於外界原先預期，反映出預制菜爭議對營收與現金流的破壞程度。

在組織與治理層面，西貝也同步進行低調卻耐人尋味的調整。2026年2月9日，原名為「北京西貝小牛餐飲管理有限公司」的子公司正式更名為「北京貝牛餐飲管理有限公司」，刻意拿掉「西貝」二字，被外界解讀為「去品牌化」或風險切割的象徵性動作。更引人關注的是，賈國龍本人在短暫接任該公司法定代表人後，僅不到兩週便於2月初卸任，交由他人接手，顯示集團內部正在重新分配責權，降低創辦人個人對單一法人實體的直接曝光。

與此同時，賈國龍也對外釋放出明確的個人轉向訊號。他公開表示，未來將不再經營個人IP，甚至直言回看自己的影片時感到「爹味太重」，這番話在餐飲圈與社群平台引發熱議。相較過去頻繁透過個人發聲參與公共討論，如今他選擇退回幕後，重新回到一線營運，將重心放在菜品質量、供應鏈透明度與門店服務，希望以實際改善來修補與消費者之間已經出現裂痕的信任關係。

整起風暴的導火線，正是西貝捲入與羅永浩相關的「預制菜爭議」。事件核心在於，西貝長期以「現做餐飲」「良心餐廳」作為品牌標籤，卻被質疑在實際營運中大量使用預制菜品，與其對外傳達的形象產生巨大落差。這種「認知崩塌」遠比單純使用預制菜本身更具殺傷力，迅速引發消費者不滿與抵制情緒，並在社群平台上持續發酵。面對壓力，西貝方面承諾將全額發放離職員工薪資，並允許消費者隨時辦理儲值卡退款，試圖在善後層面止血，但品牌信任的修復顯然仍是一條漫長而艱難的道路。

整體而言，這場風波已讓西貝從過去被視為「中式連鎖餐飲優等生」，轉變為中國餐飲產業在「預制菜透明化」與「品牌誠信」議題上的關鍵案例。接下來西貝能否挺過關店潮與虧損高峰，重新建立清晰且可信的品牌定位，將不只決定其自身命運，也可能影響整個連鎖餐飲市場對預制菜的態度與規範方向。

Recently, Xibei Catering Group (commonly known as “Xibei”) has been plunged into severe operational turmoil following a controversy over pre-prepared meals. Developments surrounding store closures, financial losses, and internal restructuring have been confirmed by the founder himself as well as multiple mainstream media outlets, indicating that this is not merely a public relations incident, but a deep structural challenge to the company’s business model.

From an operational perspective, Xibei is undergoing a large-scale contraction. On January 15, 2026, founder Jia Guolong stated via his WeChat Moments that the group plans to close a total of 102 stores nationwide during the first quarter, accounting for roughly 30 percent of its total outlets. Notably, these closures are not concentrated in lower-tier markets, but instead heavily affect first- and second-tier cities. Shanghai, Beijing, Shenzhen, and Guangzhou are among the hardest hit, suggesting that even Xibei’s strongest markets, once supported by high consumer spending and brand loyalty, have been unable to withstand the sustained impact of negative publicity and declining foot traffic. Financially, the situation is equally grim. Jia Guolong acknowledged that between September 2025 and March 2026, cumulative losses are expected to exceed 600 million yuan, far surpassing earlier external estimates and underscoring the severity of the damage caused by the pre-prepared food controversy.

At the organizational and governance level, Xibei has also initiated a series of low-profile yet highly symbolic adjustments. On February 9, 2026, the subsidiary formerly known as “Beijing Xibei Xiaoniu Catering Management Co., Ltd.” was officially renamed “Beijing Beiniu Catering Management Co., Ltd.,” deliberately removing the “Xibei” brand from its corporate name. This move has widely been interpreted as an attempt at brand distancing or risk isolation. Even more noteworthy is that Jia Guolong himself stepped down as the legal representative of the company in early February, less than two weeks after assuming the role, handing it over to another executive. This suggests an internal redistribution of responsibility and a conscious effort to reduce the founder’s direct exposure within specific corporate entities.

At the same time, Jia Guolong has sent a clear signal regarding his personal positioning. He publicly stated that he would no longer build or promote a personal IP, candidly admitting that when he watched his own videos, he felt they came across as overly preachy. This remark sparked widespread discussion within the restaurant industry and on social media. Compared with his previous high-profile presence in public discourse, Jia now appears intent on retreating from the spotlight and returning to frontline operations, refocusing on food quality, supply chain transparency, and in-store service in an effort to repair the fractured trust between the brand and consumers.

The immediate trigger for this crisis was Xibei’s involvement in a high-profile dispute over pre-prepared meals, linked to public criticism associated with Luo Yonghao. At the heart of the controversy lies a stark mismatch between Xibei’s long-standing branding as a “freshly prepared” and “conscientious” restaurant chain and allegations that it relies heavily on pre-prepared dishes in actual operations. This collapse of perceived authenticity proved far more damaging than the use of pre-prepared food itself, rapidly fueling consumer backlash and boycotts across social media platforms. In response, Xibei pledged to pay all outstanding wages to departing employees in full and allow customers to request refunds for stored-value cards at any time, attempting to contain the fallout. Nevertheless, restoring brand credibility is likely to be a long and arduous process.

Overall, this controversy has transformed Xibei from what was once regarded as a model student among China’s chain restaurant brands into a defining case study in the broader debate over transparency and integrity in the use of pre-prepared meals. Whether Xibei can survive the wave of store closures and mounting losses, and successfully rebuild a clear and trustworthy brand identity, will not only determine its own future but may also influence how China’s restaurant industry as a whole approaches pre-prepared food standards and consumer disclosure going forward.