西貝預製菜風波至今已過整整兩個月，但其市場動態仍持續引發關注。近日，「西貝近況」話題登上熱搜，呈現出一種“冰與火”交織的局面：一方面，多地門店悄然關閉，另一方面，促銷送券活動卻吸引大量顧客排隊，形成強烈對比。

據不完全統計，西貝在全國多個城市出現關店現象，包括蘇州、北京、汕頭、深圳等地，有些城市甚至出現門店清零的情況。關店的理由多數為門店發展規劃調整或租約到期。部分門店關閉的速度之快，令消費者感到驚訝。例如，汕頭消費者反映，汕頭萬象城店原本是西貝在當地的唯一門店，從掛出閉店通知到正式關閉，前後不到一週。

與此同時，憑藉送代金券的促銷活動，部分西貝門店仍出現排隊購買的現象。廣州一西貝門店店員透露，收銀時大部分顧客都參加活動，周末無論中午還是晚上都需要排隊等候。這顯示，在部分門店客流仍然活躍的情況下，促銷活動在一定程度上穩定消費熱度。

對於多地關店的現象，西貝官方暫未給出明確回應，但相關工作人員表示，門店關閉是統一安排的一部分。分析人士認為，自預製菜風波以來，西貝部分門店客流受到壓力，關店舉措更多是一種階段性的戰略收縮與自救行為。至於促銷送券活動，雖然吸引的顧客中不乏非西貝核心目標人群，但該活動的首要目的在於拉動客流，支撐租金、人力等剛性成本，實現短期“回血”。

整體而言，西貝正面臨雙重挑戰：一方面要應對因預製菜風波帶來的品牌信任壓力與客流下滑，另一方面則需利用促銷與營銷策略維持現金流和市場能見度。這一局面折射出企業在危機管理與業務調整過程中的兩難處境。

The controversy surrounding Xibei’s pre-packaged meals has now lasted for over two months, yet the brand’s market situation continues to attract attention. Recently, the topic “Xibei’s Current Situation” trended on social media, highlighting a striking “fire and ice” scenario: on one hand, multiple stores across the country have quietly closed, while on the other hand, promotional activities offering vouchers have drawn long queues of customers.

According to incomplete statistics, Xibei has seen store closures in cities including Suzhou, Beijing, Shantou, and Shenzhen, with some cities experiencing a complete disappearance of its outlets. Most closures were reportedly due to store development planning adjustments or lease expirations. The speed of some closures has surprised consumers. For example, in Shantou, the Vientiane City store—the brand’s only location in the city—closed in less than a week after posting a notice.

At the same time, certain stores have remained busy thanks to voucher-based promotions, with customers lining up to take advantage of the offers. A staff member at a Xibei store in Guangzhou noted that most customers participated in the promotion during checkout, and queues formed during both lunch and dinner hours on weekends. This indicates that despite declining traffic in some locations, promotions continue to sustain customer engagement.

Xibei’s official response to the widespread closures has been minimal, though staff members indicated that the closures were part of a coordinated plan. Analysts suggest that following the pre-packaged meal controversy, some stores have experienced reduced foot traffic, and the closures reflect a strategic, phased contraction and self-preservation measure. Regarding the voucher campaigns, while some participating customers may not belong to Xibei’s core target audience, the primary goal is to boost foot traffic, support fixed costs such as rent and labor, and achieve short-term financial recovery.

Overall, Xibei is facing a dual challenge: addressing the brand trust and traffic decline resulting from the pre-packaged meal controversy, while simultaneously leveraging promotions and marketing strategies to maintain cash flow and market visibility. The situation highlights the complex balance companies must strike in crisis management and business adjustment.