Report on Pre-made Food Crisis Response and Brand Trust Rebuilding Strategy for Hefu Noodles

Based on an in-depth analysis of the pre-made food controversy involving Hefu Noodles, combined with industry crisis public relations cases and regulatory policy trends, I present to you a

.

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On January 7, 2026, the topic “Hefu Noodles only freshly cooks the noodles” topped the Weibo hot search list. Consumers reported that in the operation areas of stores in Jinan and other cities, soup bases and toppings were all delivered in pre-packaged forms, and staff only needed to “tear open the seasoning packages, heat, and assemble” to serve the dishes[1]. This stood in stark contrast to its high-end positioning of “Study + Health Noodles” and promotions such as “slow-simmered bone broth”, triggering a public outcry[2].

Jiang Han, senior researcher at the Pangoal Institution, pointed out that

. Hefu Noodles established a high-end image with “Study + Health Noodles”, but when consumers discovered that only the noodles were freshly cooked while soup bases and toppings were all pre-made packages, a emerged[3]. Consumers pay a premium for “freshly made” and “healthy” offerings, essentially purchasing the of “non-industrialized” production. However, under the central kitchen model, the industrial traces of packaged soup bases create a divergence between sensory experience and cognition, undermining the rationality of its high-end positioning, accumulating a sense of ‘betrayal’, and eroding the foundation of brand trust[3].

Dimension	Consumer Expectations	Actual Situation	Gap Analysis
Price	30-40 yuan should match slow-simmered, freshly made food	Soup bases and toppings are all packaged industrial products	Poor cost-performance ratio
Right to Know	Clear understanding of production methods	Not clearly informed	Information asymmetry
Brand Commitment	“Herbal soup, buckwheat noodles” health concept	Unified distribution from central kitchen	Damaged trust

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Xibei Catering’s response to the pre-made food controversy in September 2025 was rated by many experts as a

incident, and its lessons are worthy of Hefu Noodles’ profound reference[4]:

1. Confrontational Response
   : Directly responded to Luo Yonghao’s criticism with “initiate legal proceedings”, escalating the public opinion battlefield from “factual discussion” to an emotional confrontation between “enterprise VS consumer representative”[4]
2. Obsessing over Terminology Definitions
   : Insisted that “dishes from central kitchens are not pre-made food”, ignoring consumers’ simple perception that “pre-processing = pre-made”, and was widely mocked as “technical sophistry”[4]
3. Founder’s Emotional Intervention
   : Jia Guolong personally confronted critics, was suspected of infringing on user privacy, and turned the brand crisis into a personal image crisis[4]
4. Contradictory Response Measures
   : Opened the kitchen to the public then quickly closed it, sending a signal of internal decision-making wavering[4]
5. Avoiding Core Issues
   : Focused on cost structure instead of facing the core question of “whether high prices match value”[4]

Xibei’s subsequent apology letter showed that it was correcting its mistakes: it promised to “adjust as many pre-processing procedures from the central kitchen to on-site processing in stores as possible”, “shorten shelf life as much as possible”, and switch from using soybean oil to non-genetically modified soybean oil[5]. This indicates that

is the foundation of rebuilding trust.

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Based on crisis diagnosis and industry cases, I designed a

for Hefu Noodles:

: Entrepreneurs need to realize that the logic of the public opinion field is often . Instead of obsessing over the technical correctness of professional terms, it is better to embrace the public’s simple perception[4].

:

Phase	Strategy	Key Actions
Short-term (1-2 weeks)	Humble Response	Issue an official statement acknowledging “inadequate communication” and thank consumers for supervision
Mid-term (1-3 months)	Transparency Upgrade	Launch the “Full-process Transparency” initiative and proactively disclose central kitchen information
Long-term (6-12 months)	Industry Leadership	Launch the “Catering Transparency Initiative Alliance” and promote the formulation of industry standards

: Consumers do not reject pre-made food, but rather reject the hidden consumption of .

:

1. Pricing Strategy Optimization
   • In 2024, Hefu Noodles already launched a strategic adjustment, cutting the prices of core products by 30%[3]
   • Further optimize the price range, launch more products in the 20-30 yuan range to match consumer expectations (iMedia Research shows that 85.2% of people can accept prices no higher than 30 yuan[3])

2. Product Line Classification
   • Freshly Made Product Line
     : Retain hand-made products such as “A Lan’s Beef Noodles”, emphasizing “freshly pulled noodles, freshly stir-fried toppings”
   • Central Kitchen Product Line
     : Clearly position as “standardized quality assurance” with reasonable pricing
   • Transparent Menu
     : Draw on the experience of brands such as Laoxiangji and Micun Bibimbap, and clearly mark “Produced in Central Kitchen” or “Freshly Made” in the ordering system[5]

: Consumers are not afraid of pre-made food, [4].

:

Measures	Specific Content	Expected Effect
In-store Visual Display	Install electronic screens in stores to display real-time production footage of central kitchens and food traceability information	Enhance trust
Mini-program QR Code Traceability	Consumers scan the QR code of dishes to view ingredient sources, processing techniques, and delivery time	Meet right to know
Clear Labeling for Pre-made Food	Clearly mark production methods on menus, cash registers, etc.	Aligns with regulatory trends
Kitchen Open Days	Regularly invite consumers and KOLs to visit central factories	Proactively gain trust

: The country is accelerating the formulation of national standards for pre-made food, and vigorously promoting clear labeling of pre-made food used in catering[6]. Hefu Noodles should seize the policy window and .

:

1. Supply Chain Traceability System
   • Disclose information of key suppliers (such as Sichuan Meiweiyuan, etc.)[3]
   • Establish a full traceability system from farm to table
   • Publish ingredient test reports and quality certifications

2. Central Kitchen Upgrade
   • Invite third-party institutions (such as SGS, Intertek) for quality certification
   • Disclose food safety management standards of central kitchens
   • Demonstrate quality advantages over competitors

: In the process of transforming from a “high-end chain noodle restaurant” to a “supply chain enterprise”, it is necessary to reconstruct the brand story.

:

Narrative Theme	Communication Content	Communication Channels
Quality Story	Documentaries showing central kitchen quality control standards, ingredient traceability, and R&D processes	Brand official accounts, in-store screens
Founder’s Story	Li Xuelin’s brand original aspiration — “We are not seeking development in a single phase, but building a global brand in a long cycle”[3]	Media interviews, brand documentaries
Industry Leadership	Launch the “Catering Transparency Initiative” to promote the formulation of pre-made food industry standards	Industry forums, media statements

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┌─────────────────────────────────────────────────────────────────────┐
│                    Hefu Noodles Brand Trust Rebuilding Roadmap      │
├─────────────────────────────────────────────────────────────────────┤
│                                                                     │
│  Phase 1: Crisis Damage Control (1-2 Weeks)                         │
│  ├── Issue official statement acknowledging inadequate communication│
│  ├── Suspend confrontational remarks and unify messaging            │
│  └── Establish a crisis public relations task force                 │
│                                                                     │
│  Phase 2: Transparency Launch (1-3 Months)                          │
│  ├── Launch the "Full-process Transparency" Initiative             │
│  ├── Add production method labels to in-store menus                 │
│  ├── Launch mini-program QR code traceability function              │
│  └── Hold the first batch of "Kitchen Open Day" activities          │
│                                                                     │
│  Phase 3: Product Optimization (3-6 Months)                         │
│  ├── Optimize price range and launch cost-effective products        │
│  ├── Retain and strengthen the "Freshly Made" product line          │
│  └── Launch "Transparent Pricing" set meals and publish cost structure│
│                                                                     │
│  Phase 4: Brand Upgrade (6-12 Months)                               │
│  ├── Release brand documentary to tell quality stories              │
│  ├── Launch industry transparency initiative                        │
│  └── Invite third-party institutions for quality certification      │
│                                                                     │
└─────────────────────────────────────────────────────────────────────┘

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1. Secondary Public Opinion Fermentation
   : Any confrontational remarks may be amplified and misinterpreted
2. Competitor Follow-up
   : Peer brands may take the opportunity to conduct negative marketing
3. Regulatory Pressure
   : After the introduction of national standards for pre-made food, compliance costs may increase
4. Internal Execution
   : Difficulty in standard execution by franchise/affiliated stores

Risk Scenario	Response Measures
Negative media coverage	Contact the media immediately, provide factual clarification, avoid confrontation
Sustained questioning from KOLs	Proactively communicate, invite participation in the “Product Experience Officer” program, turn confrontation into cooperation
Regulatory inspection	Fully cooperate, demonstrate supply chain management capabilities, strive for positive evaluation
Deviation in store execution	Establish a supervision mechanism, incorporate transparency into store assessment system

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The pre-made food doubts facing Hefu Noodles are, in essence, a

. Against the background of the country promoting pre-made food labeling policies and consumers’ growing awareness of their right to know, .

As industry experts put it:

[4]. If Hefu Noodles can take this crisis as an opportunity to shift from “passive response” to “active leadership”, it will not only repair brand trust but also likely seize a first-mover advantage in the wave of industry transparency.

:

• The founder completes the role perception transformation from “defender” to “collaborator”
• Establish a systematic crisis firewall to avoid emotional responses
• Rebuild trust with concrete actions rather than empty words, and return the right of choice to consumers
• Proactively embrace regulation, promote the formulation of industry standards, and become a benchmark for transparency

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[1] The Paper - “Only the noodles are freshly cooked”? Hefu Noodles responds to pre-made food controversy (https://m.thepaper.cn/newsDetail_forward_32345429)

[2] Jiemian News - How will Hefu Noodles, invested by Tencent and Juewei Food, respond to the pre-made food controversy? (https://m.jiemian.com/article/13861102.html)

[3] Sina Finance - How will Hefu Noodles, invested by Tencent and Juewei Food, respond to the pre-made food controversy? (https://finance.sina.com.cn/jjxw/2026-01-09/doc-inhfssrw1633221.shtml)

[4] Sina Finance - Lessons from Xibei’s “Fiasco”: How a textbook-level public relations crisis is made (https://finance.sina.com.cn/stock/roll/2025-09-16/doc-infqsxma5387022.shtml)

[5] People’s Daily - Pre-made food needs clear labeling (http://paper.people.com.cn/zgjjzk/pc/content/20250930/content_30114280.html)

[6] Legal Daily - Multiple departments accelerate the formulation of national standards for pre-made food (http://epaper.legaldaily.com.cn/fzrb/content/20250926/Articel06002GN.htm)

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