Luo Yonghao’s Remark “Tasteless” Pushes Mr. Wildman to the Brink: Why Did They Choose to “Pretend to Be Dead” This Time?
Hello everyone, I’m your financial observer. Today, let’s not talk about boring data but rather focus on a major event that recently happened in the ice cream industry.
The whole thing started quite simply: Luo Yonghao tasted an ice cream from Mr. Wildman at the airport and later complained on social media, saying, “It’s quite average; considering the price, it’s even tasteless,” and went on to add, “It’s much worse than Zhong Xuegao’s.”
As soon as he posted this, the internet exploded. However, Mr. Wildman’s brand response was completely different from that of Xibei Ye Nian Cun a year ago when Luo Yonghao criticized them. Xibei chose to fight back aggressively, which led to a complete collapse of their reputation. This time, Mr. Wildman chose to remain silent, earning them the nickname “the most cowardly PR strategy in history.”
What exactly is going on behind the scenes? Why has a popular online brand suddenly become so cautious? Let’s break it down and explain it in plain language.
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Why Are Netizens Urging Them Not to Respond? Because the Lessons from the Past Are Too Painful
First, we need to understand the context: Why are people so sensitive to Mr. Wildman’s reactions? It’s because they still remember the Xibei incident from a year ago.
Back then, Luo Yonghao criticized Xibei’s food as being expensive and of poor quality. Xibei’s founder, Jia Guolong, reacted fiercely, sending legal letters, threatening to sue, making Luo Yonghao’s bill public, and even showing the kitchen to prove their innocence. This series of actions turned what was originally just a consumer’s subjective opinion into a nationwide debate. The result? Xibei’s brand image was severely damaged, and their business operations were affected, ending in a disappointing outcome.
Now it’s Mr. Wildman’s turn. Netizens are flooding the comment sections with references to the famous scene from *The Three-Body Problem*: “Don’t respond,” “Just pretend it didn’t happen.” This is a manifestation of collective wisdom: As soon as the brand starts to defend itself, it exposes itself to public scrutiny and intense criticism.
Therefore, Mr. Wildman didn’t issue any statement, didn’t seek media clarification, and even their customer service replied with a standard response: “The issue has been recorded and will be reported to the management.” This “passive” approach, although mocked as “cowardly” by netizens, is actually a damage-control strategy in the current public opinion climate. It prevents the brand from getting caught in an endless battle of words and helps to minimize the controversy.
The Shadow of the “Ice Cream Assassin”: The Pricing Debate Never Really Went Away
Although Luo Yonghao only said the ice cream was “tasteless,” what really bothers netizens is the price.
Mr. Wildman’s ice creams cost between 28 and 38 yuan per piece, which is definitely considered “high-end” in the domestic ice cream market.
Do you remember Zhong Xuegao, the brand that once became a sensation online and was dubbed the “ice cream assassin”? At its peak, Zhong Xuegao sold over a billion pieces annually, but due to high prices and poor management, it went bankrupt and even had to auction its trademark. Zhong Xuegao’s downfall served as a warning to all high-end ice cream brands: High prices are acceptable, but they must be accompanied by an exceptional experience or unique value; otherwise, it’s just exploiting consumers.
Mr. Wildman’s founder, Cui Jianwei, has explained their pricing strategy before, saying that while other brands were selling 80-gram portions for thirty to forty yuan, they were selling 130-gram portions for 28 yuan, making it cheaper per gram. However, this argument doesn’t seem as convincing to consumers as the word “tasteless.”
Luo Yonghao’s comment that it’s “much worse than Zhong Xuegao’s” is a direct indication that Mr. Wildman’s products are not only expensive but also of lower quality. This hits the brand’s most vulnerable point: questioning the value for money. If consumers feel the price is not worth it, no amount of explanation about the production process or ingredients will restore their trust.
“Made on the Spot” or “Prepared in Advance?” The Brand’s Foundation Has Been Undermined by Trust Issues
Another underlying issue for Mr. Wildman is the authenticity of their “made-on-the-spot” claim.
Mr. Wildman’s success relied on the promise of “made fresh every day, no leftovers.” This promise was appealing because it symbolized freshness, health, and craftsmanship.
However, last September, consumers reported finding frozen milk powder with a shelf life of six months in their stores. This caused a major trust crisis: If you claim to make it on the spot, why are you using ingredients that were prepared months ago?
Cui Jianwei explained that this is a “central factory preparation + on-site production” model. The factory produces frozen milk powder, which is then delivered to the stores via a cold chain. The staff thaws the powder, adds fruits and nuts, and uses machines to make the ice cream. He argued that this method is healthier than using powdered milk or artificial fats, and most of the product is sold within a month. Although this makes logical sense in the food industry (many high-end restaurants use similar pre-made ingredients), for consumers, there is a significant difference between “made on the spot” and “pre-made.”
If the “made-on-the-spot” myth is shattered, the brand loses its key differentiating factor. Luo Yonghao’s criticism, although not directly targeting the pre-made ingredients, could lead consumers to wonder: “Is the poor taste due to the use of pre-made ingredients?”
The Cost of Rapid Expansion: Quality Control Challenges for 1,400 Stores
How large is Mr. Wildman’s business now? According to data, after opening for franchise operations in 2023, they expanded rapidly: 244 new stores in 2024, 916 in 2025, and by June 2026, they had over 1,400 stores across 30 provinces.
Rapid growth is both an advantage and a risk.
For ice cream, which requires precise control of temperature, taste, and freshness, expansion often leads to weakened quality control:
- Consistency of Ingredients: Can the milk powder thawing time, ingredient ratios, and machine settings be the same across all 1,400 stores?
- Staff Training: Are new franchise employees properly trained? Could there be inconsistencies in their operations?
- Supply Chain Pressure: Can the cold chain ensure that all stores receive the freshest ingredients?
The ice cream Luo Yonghao tasted at the airport might just be an average sample from their stores. If this sample reflects the overall quality, it suggests that Mr. Wildman has sacrificed consistency in their pursuit of growth.
For a high-end brand, stability is more important than **momentary popularity.* If consumers’ opinions fluctuate—today they like it, tomorrow they dislike it, and the day after that it’s just average—then the brand’s reputation can quickly collapse. Mr. Wildman’s silence might be a sign of an internal effort to address quality control issues, rather than true cowardice.
Future Prospects: Can Silence Lead to a Rebirth?
Mr. Wildman is now at a crossroads.
Optimistically: Their strategy of silence has temporarily avoided the storm of public opinion. If they use this time to improve product quality, enhance store quality control, and increase the value for money, this crisis could turn into an opportunity for silent improvement. After all, consumers ultimately judge a brand by its taste. If they find the products delicious next time, previous criticisms will fade away.
Pessimistically: If there are indeed issues with high prices and poor quality, silence will only fuel more doubts. Luo Yonghao’s criticism was just a trigger for broader dissatisfaction with high-end ice cream prices. If Mr. Wildman doesn’t make substantial improvements—such as lowering prices, improving taste, or making the production process more transparent—then they may have no choice but to face the next crisis head-on.
In summary:
Mr. Wildman’s “most cowardly PR strategy” is actually a rational act of survival. They learned from Xibei’s mistake, realizing that in the face of public opinion, actions speak louder than words, and silence is sometimes the best response.
However, for a brand, silence only provides temporary respite; it doesn’t solve long-term problems. The real solution lies in the product itself.
- For consumers: Before buying, it’s worth reading reviews or trying a sample before making a decision, rather than relying solely on the brand’s online popularity.
- For the brand: Instead of focusing on extinguishing criticism, they should focus on making better ice cream. After all, taste is the ultimate test of quality.
This incident will ultimately prove that in the food industry, reputation is built through quality, not through publicity.