米村拌飯：一碗「預製拌飯」如何征服1800家門店？

在中國快餐戰國中，米村拌飯的崛起可以說是一場低調卻強勁的逆襲。沒有網紅打卡話題、沒有裝修堆砌的浮誇場景，它卻憑藉一碗均價25元左右的韓式石鍋拌飯，短短幾年間迅速鋪開超過1800家門店。更令人驚訝的是，即使被爆出主打產品皆為預製菜，消費者仍然甘願排隊買單。這個看似平凡無奇的快餐品牌，到底憑什麼成為一代「拌飯神話」？

從延邊起家，一套「三化」戰略打開全國市場

米村拌飯的創始人黃浩出身於吉林延邊，本身就是朝鮮族人，早年經營傳統韓餐，但營運成本高、標準化難，規模難以擴張。2014年，他在延邊開出第一家米村拌飯，真正完成品牌轉型，則是2018年之後。

他採用的是一套簡潔直接的「三化」策略。首先是「快餐化」，砍掉原本的湯鍋、涮肉、炸物，只保留5款核心產品——石鍋拌飯、烤牛肉拌飯、安格斯肥牛飯等，以極速3分鐘內出餐為目標。其次是「商場化」，放棄街邊店模式，專攻大型購物中心B1樓層，搶佔與肯德基、麥當勞等快餐品牌相同的位置，以高人流抵消租金壓力。最後是「性價比極致化」，產品價格控制在25至32元(人民幣)之間，略高於外賣快餐，卻給予類似正餐的「熱鍋現拌」體驗。

這種定位打中三四線城市對「好吃、乾淨、快」的快餐需求，也吸引不少一二線城市的白領群體，形成逆襲式擴張。

「我知道是預製菜，但好吃又便宜」：消費者心理的三層自洽

2023年，一則「米村拌飯全是預製菜」的消息登上熱搜。中央廚房配送的米飯、醬包、配菜，連海帶湯都是袋裝加熱——照理來說，這樣的訊息會對餐廳聲譽造成重擊，但米村卻毫髮無傷，甚至客流不降反升。這其實反映消費者三層深層心理博弈。

第一層是預期管理上的「真誠」策略。米村從未刻意營造手工現做的匠心形象，反而主打「快速出餐」，在消費者心中已劃入快餐範疇，「快餐=預製」成了默認邏輯。與其偽裝現炒，不如坦然承認自己是流水線產品，反倒贏得「你沒騙我」的信任。

第二層則是口味的「穩定邏輯」。米村的醬料由韓國團隊統一研發，酸甜辣比例經過精密調校，即便不是頂級，也能保證「不會太差」。預製系統讓不同門店的產品幾乎無差，避免了「今天好吃、明天踩雷」的翻車體驗，對連鎖品牌來說反而是競爭力。

第三層，則是「現拌儀式感」給人的心理安慰。雖然食材來自工廠，但門店內石鍋加熱聲、服務員現場攪拌、滋滋聲與白煙，仍營造出「煙火氣」的錯覺，加上無限續加的免費小菜與米飯，讓人容易忽略其實質是流水線產品。一位北京白領的話點破本質：「我知道是料理包，但26元吃得飽、有湯有菜、拌的熱乎，還要啥自行車？」

加盟模式背後，是一套可複製的穩賺模型

能在短短幾年鋪開1800多家店，光靠口味與場景不夠，米村的關鍵殺招在於「可控的加盟商模式」。

首先，門店極簡，廚房僅需3人操作，且不需經驗豐富的主廚，靠加熱、拌飯就能完成全流程，加盟投入僅需30萬左右。平均8個月可回本，讓投資人信心大增。其次，米村並非靠抽取營業額分成盈利，而是賣醬料與預製菜包賺錢。這種「賣原材料」的方式讓加盟商願意配合總部標準操作，不偷工減料，也提高總部現金流。

更關鍵的是，米村堅持「選址審核制度」，嚴禁加盟商自行尋點。所有店面由總部統一選定高人流商圈，避免同品牌內部惡性競爭與位置失誤。這一套“集權但可控”的模型，成為疫情後餐飲加盟模式的模範樣本。不少加盟商私下表示：「米村沒多暴利，但月淨利潤5到8萬很穩，比冒險開奶茶店靠譜多了。」

拌飯的邊界與危機：米村的成長天花板會來得很快嗎？

儘管當下火熱，米村也並非沒有風險。首先是產品線過於單一。拌飯雖受歡迎，但難以像火鍋、燒烤那樣延展出多元吃法與多場景消費。它是典型的「飽腹型快餐」，消費頻次高但缺乏驚喜，難以吸引更廣泛人群或催生衍生場景。

其次，預製菜的形象在年輕消費者心中正逐漸變質。「拒絕料理包」正在成為一種新興飲食態度，講求有機、健康、減少加工的飲食理念正在蔓延。一旦這種趨勢擴散到三四線城市，米村將面臨信任危機。

最後，市場對手已開始虎視眈眈。「拌飯爺爺」「米村家」等山寨品牌紛紛崛起，低價競爭、模仿菜單與裝潢，一場價格戰幾乎無法避免。而這正是預製菜品牌最怕的——當沒有產品創新時，只能靠價格拼死打。

結語：消費降級時代的餐飲突圍，靠的不是夢，而是現實主義

米村拌飯之所以能逆風翻盤，不在於有多高明的品牌包裝，而恰恰在於它什麼都不裝。它從不假裝自己是高端料理、不講匠人精神，也不賣故事與人設。它只是老老實實地告訴顧客：「這碗飯25元，三分鐘吃上、味道不差、吃得飽還能加飯」，再在門口用一口石鍋和幾聲滋滋響，裝點出剛剛好的煙火氣，剛剛好的性價比。

這樣的品牌哲學，恰恰適配這個消費趨於理性、尋求務實的時代——沒有誇張的廣告，也沒有綁架情懷，只有一碗吃得安心、花得值的拌飯。未來的中國餐飲業，或許不再需要什麼「餐飲界的愛馬仕」，而是更多像米村一樣，腳踏實地知道自己是誰，然後默默地，賣出下一碗飯。

Micun Bibimbap: How One Bowl of “Pre-made Bibimbap” Conquered 1,800 Stores?

In China’s fast food Warring States period, the rise of Micun Bibimbap can be seen as a quiet but powerful counterattack. Without viral social media buzz or extravagant store decor, it managed to expand to over 1,800 locations in just a few years, purely on the strength of a bowl of Korean-style stone pot bibimbap priced around RMB 25 (≈USD 3.5). Even more surprising: despite revelations that its signature dishes are all pre-made, customers are still willing to line up and pay. So what makes this seemingly ordinary fast food brand the “mythical bibimbap” of its generation?

From Yanbian Roots: A “Three-Part Strategy” to Conquer the National Market

Micun’s founder, Huang Hao, hails from Yanbian in Jilin Province and is of Korean ethnicity. He initially ran traditional Korean restaurants, but high operational costs and difficulty in standardization made it hard to scale. In 2014, he opened the first Micun Bibimbap in Yanbian, but the true transformation of the brand came after 2018.

He adopted a simple and effective “Three-Part” strategy:

 1. Fast Food Model – He cut out the traditional hot pots, meats, and fried items, keeping only five core dishes such as stone pot bibimbap, grilled beef bibimbap, and Angus beef rice, with a target of serving meals within 3 minutes.

 2. Mall-based Locations – Abandoning street-front stores, he focused exclusively on the B1 level of major shopping malls, competing for the same high-footfall zones as KFC and McDonald’s, thus offsetting rent pressure with high traffic.

 3. Extreme Value-for-Money – Products are priced between RMB 25–32, slightly higher than basic delivery meals, but offer a “hot, fresh, and sizzling” dining experience akin to a full meal.

This positioning hit a sweet spot: smaller cities with demand for tasty, clean, and quick meals, while also attracting white-collar consumers in bigger cities—leading to a reverse-style nationwide expansion.

“I Know It’s Pre-made, But It’s Tasty and Cheap”: The Three Layers of Consumer Rationalization

In 2023, the news that “all Micun Bibimbap is pre-made” went viral. Central kitchen–supplied rice, sauce packets, side dishes, even the seaweed soup was reheated from a bag. Ordinarily, this could be devastating. But not only was Micun unscathed, it actually saw an increase in foot traffic. This revealed a deeper three-layered consumer psychology:

 1. Expectation Management Through Transparency – Micun never pretended to offer handmade meals. It positioned itself as a fast food brand from the start, and for customers, “fast food = pre-made” became an accepted logic. Rather than faking freshness, being honest about its production line earned consumer trust: “At least you didn’t lie to me.”

 2. Flavor Consistency as Strength – Sauces are uniformly developed by a Korean team with finely tuned ratios of sweet, sour, and spicy. They may not be gourmet-level, but they’re reliably “not bad.” The pre-made system ensures almost no variation across stores, avoiding the risk of “great one day, awful the next”—a major strength for chain restaurants.

 3. Psychological Comfort Through Ritual – Even if the ingredients are factory-made, the sizzling sound of a hot stone bowl, the server mixing your food tableside, and the visible steam all simulate the feeling of freshly cooked food. Add to that unlimited rice and free side dishes, and diners easily forget it’s all mass-produced. As one white-collar worker in Beijing put it:

“I know it’s from a meal kit, but for 26 yuan, I get a full meal with soup and sides, piping hot—it’s a no-brainer.”

Behind the Franchise: A Replicable, Low-Risk Business Model

Rapid expansion to over 1,800 locations in a few years wasn’t driven by taste or ambiance alone—Micun’s core weapon is its highly controllable franchise model.

 • Minimalist Store Setup – Kitchens require only three staff members and no experienced chefs. The process relies on heating and mixing, keeping franchise investment around RMB 300,000 (≈USD 40,000). Most stores break even within 8 months, making it a low-risk proposition for investors.

 • Profit from Ingredients, Not Revenue Sharing – Instead of taking a cut of sales, Micun profits from selling sauces and pre-made food kits to franchisees. This ensures franchisees follow HQ standards (since they rely on HQ supplies), prevents cost-cutting, and boosts the company’s cash flow.

 • Strict Location Approval – Micun enforces a “centralized site selection” policy: franchisees can’t choose their own locations. All stores are placed in high-traffic malls by headquarters, preventing cannibalization and poor location choices. This centralized but scalable model became a textbook case for post-pandemic food franchising.

As one franchisee put it:

“Micun’s not a gold mine, but a steady monthly profit of 50–80k yuan is much safer than gambling on a bubble tea shop.”

Bibimbap’s Limits and Looming Risks: Is Micun Nearing a Ceiling?

Despite its current success, Micun isn’t without challenges:

 • Narrow Product Line – Bibimbap is popular, but not as versatile as hot pot or barbecue, which offer varied consumption scenarios. It’s a classic “hearty fast meal” with high frequency but little novelty—limiting its appeal across broader demographics.

 • Changing Perception of Pre-made Foods – Among younger consumers, pre-made meals are gaining a negative reputation. “Say no to food kits” is becoming a growing attitude, with more people prioritizing organic, healthy, and minimally processed meals. If this trend spreads to smaller cities, Micun could face a crisis of trust.

 • Rising Competition – Copycat brands like “Bibimbap Grandpa” and “Micun Family” are emerging rapidly, mimicking menus, décor, and undercutting prices. Price wars are inevitable—and for a brand built on pre-made meals, lack of innovation could mean death by pricing alone.

Conclusion: In an Age of Downgraded Consumption, Success Comes from Realism—Not Fantasy

Micun’s success isn’t about flashy branding or lofty ideals. It never pretended to be gourmet, never spoke of craftsmanship, and didn’t sell you a narrative. It simply told customers:

“Here’s a 25 yuan meal. It’s ready in 3 minutes, tastes decent, fills you up, and you can get free refills.”

With a hot stone bowl and a few sizzling sounds, it created just enough theater, at just the right price.

This brand philosophy perfectly fits today’s pragmatic consumer era—one that values honesty over hype. In the future, Chinese food and beverage may no longer need a “Hermès of dining”—but more brands like Micun: grounded, self-aware, and quietly serving the next bowl of bibimbap.