Overview

Haidilao is a Chinese hot pot restaurant brand founded in Jianyang, Sichuan, in 1994 by Zhang Yong and partners. It began as a small Sichuan-style hot pot operation and built its reputation less through a narrowly defined regional menu than through an unusually elaborate service model. Customers may receive complimentary snacks, fruit, drinks, manicures, entertainment, games, aprons, phone bags, and other practical amenities while waiting for or eating their meal. Selected restaurants also present live hand-pulled noodle performances and other forms of table-side entertainment. This emphasis on hospitality became the central competitive identity of the brand and helped Haidilao develop from a local restaurant into one of China's best-known restaurant chains. The core offering is a customizable hot pot meal. Diners can generally choose multiple soup bases in one pot, order meats, seafood, vegetables, noodles, tofu, and other ingredients, and prepare them at the table. Restaurants typically provide a broad self-service condiment station and operate waiting areas designed to make peak-time queues more tolerable. Haidilao has also offered home-delivery services, including delivery of food and cooking equipment, and has used digital ordering and restaurant technology to support service operations. Haidilao expanded beyond Sichuan during the late 1990s and early 2000s, entering additional Chinese provinces and becoming a major national chain. Its first overseas restaurant opened at Clarke Quay in Singapore in 2012. Subsequent market entries included the United States, South Korea, Japan, Taiwan, Hong Kong, Canada, Australia, the United Kingdom, and additional Southeast Asian and Middle Eastern markets. The overseas business was later separated into Super Hi International Holding Ltd., which became a separately listed Hong Kong company. Haidilao's broader international footprint has made it one of the most recognizable Chinese restaurant brands outside mainland China. The company has experimented with technology as well as hospitality. In partnership with Panasonic, it developed smart-restaurant concepts using image recognition, automated kitchen processes, tablet ordering, and robotic food delivery. These projects sought to improve consistency and efficiency while preserving the brand's service-oriented positioning. Haidilao also developed remote video-conferencing capabilities for customers and maintained delivery operations alongside its restaurants. The company became publicly traded in Hong Kong in 2018, attracting substantial investor attention. Its growth strategy subsequently encountered the disruption caused by the COVID-19 pandemic. Mainland Chinese restaurants were temporarily closed in early 2020, and later reopening was constrained by public-health rules and weaker consumer demand. Price increases introduced during the recovery period generated customer criticism, prompting the company to limit and explain the increases. Haidilao then pursued a substantial network restructuring: in 2021 it opened many new restaurants while also closing hundreds of underperforming or operationally weaker locations. In 2022, its overseas operations were spun off into Super Hi International as the group sought to separate domestic and international businesses. Haidilao has also faced reputational and operational challenges, including a 2017 food-hygiene controversy in Beijing and public scrutiny over restaurant conduct and sanitation. The company responded by apologizing, committing to rectification, and promoting more visible or transparent kitchen arrangements. In 2025, after an incident involving customers contaminating hot pot broth at a Shanghai restaurant, Haidilao announced refunds and compensation for affected diners. Despite these controversies, its defining proposition remains a combination of customizable hot pot, high-touch service, queue management, entertainment, and increasingly standardized international operations.

History

Haidilao was established in 1994 in Jianyang, Sichuan, by Zhang Yong and three partners. The reported initial capital was 8,000 yuan. From the beginning, the business attempted to compete through the dining experience as much as through the hot pot itself. Staff were encouraged to provide attentive, individualized service, and the company developed a range of complimentary amenities that helped occupy customers during long waits and made the restaurant more memorable. During the late 1990s and early 2000s, Haidilao expanded beyond Sichuan into other parts of China, including Shaanxi. Its service system became a frequently cited example of employee empowerment and customer-oriented restaurant management. The company was discussed as a business case at Harvard Business School in 2009 and was repeatedly recognized in Chinese catering-industry rankings from 2007 onward. Haidilao began international operations in 2012 with a restaurant at Clarke Quay in Singapore. It subsequently entered the United States in 2013, South Korea in 2014, Taiwan and Japan in 2015, Hong Kong in 2017, and Canada in 2018. Further growth reached Australia, the United Kingdom, Southeast Asia, the Middle East, and other markets. Its international restaurants adapted menus and operating practices to local conditions while retaining the core hot pot format and service identity. The brand also pursued technological experimentation. A smart-restaurant project developed with Panasonic used tablet ordering, image recognition, automated kitchen handling, and robotic delivery. Haidilao experimented with video-conferencing facilities and maintained delivery services, including a model in which cooking equipment could be sent to a customer's home and later collected. In 2018, Haidilao completed a Hong Kong initial public offering. The listing provided a public-market platform for its continuing expansion. By that period, the chain had developed a large customer and employee base and had become one of the world's most prominent hot pot brands. The COVID-19 pandemic produced a severe operating interruption. Haidilao closed mainland China restaurants on January 26, 2020, as a disease-control measure and began reopening on March 12 after conditions improved. Reopening was constrained by capacity limits, public-health rules, and weaker demand. Price increases introduced during the recovery prompted online criticism, leading the company to state that increases would be limited to 6%. Haidilao continued expanding in 2021 but also closed a large number of restaurants to address operational quality and profitability. In 2022, the company reorganized its international business by spinning it off into Super Hi International Holding Ltd. The separated overseas business operated restaurants across Asia, North America, Europe, Oceania, and the Middle East. By 2025, Haidilao and its overseas subsidiary together operated more than 1,400 restaurants, while Super Hi alone had more than 110 restaurants in 14 countries and regions according to the cited reference material. The company has faced periodic criticism concerning hygiene, pricing, and individual restaurant incidents. In 2017, a report and video showing a rat in a restaurant sink triggered an apology and regulatory rectification requirements in Beijing. Haidilao responded by emphasizing kitchen visibility and inspections. In 2025, a separate Shanghai incident involving contamination of hot pot broth led to refunds and cash compensation for affected customers. These episodes illustrate the reputational sensitivity of a brand whose differentiation depends heavily on trust, cleanliness, and service quality.

2025
Global network exceeds 1,400 restaurants
[1]Haidilao - Wikipediaen.wikipedia.org
Haidilao and its overseas subsidiary together operate more than 1,400 restaurants across China and international markets.
2022
Overseas operations are spun off
[1]Haidilao - Wikipediaen.wikipedia.org
The international business is separated into Super Hi International Holding Ltd., which later lists separately in Hong Kong.
2021
Expansion is paired with large-scale closures
[1]Haidilao - Wikipediaen.wikipedia.org
Haidilao opens 421 restaurants and closes 276 while attempting to improve the performance of its network.
2020
Mainland restaurants close and reopen during COVID-19
[1]Haidilao - Wikipediaen.wikipedia.org
Restaurants close nationwide on January 26 and begin reopening on March 12 under pandemic restrictions.
2019
Smart-restaurant technology is tested
[1]Haidilao - Wikipediaen.wikipedia.org
Haidilao and Panasonic launch a restaurant concept using automation and image-recognition technology in kitchen operations.
2018
Hong Kong public listing
[1]Haidilao - Wikipediaen.wikipedia.org
Haidilao International Holding completes an initial public offering on the Hong Kong Stock Exchange.
2013
First United States restaurant opens
[1]Haidilao - Wikipediaen.wikipedia.org
Haidilao enters the United States with a restaurant at Westfield Santa Anita in California.
2012
International expansion begins in Singapore
[1]Haidilao - Wikipediaen.wikipedia.org
The first restaurant outside mainland China opens at Clarke Quay in Singapore.
2009
Service model receives business-school attention
[1]Haidilao - Wikipediaen.wikipedia.org
Haidilao becomes a Harvard Business School case study focused on employee management and customer service.
2003
Home delivery service is introduced
[1]Haidilao - Wikipediaen.wikipedia.org
Haidilao develops a delivery model that includes food, an induction cooker, and related cooking equipment for home diners.
1994
First Haidilao restaurant opens in Jianyang
[1]Haidilao - Wikipediaen.wikipedia.org
Zhang Yong and three partners establish the first Haidilao hot pot restaurant in Jianyang, Sichuan.

Products and positioning

Mid- to upper-mid-market hot pot dining differentiated by unusually personalized service, entertainment, convenience amenities, and an increasingly international restaurant network.

Restaurant dining · 1994
Haidilao hot pot
The brand's principal offering is an individualizable hot pot meal prepared at the table. Customers select soup bases and order a wide range of ingredients, including meats, seafood, vegetables, noodles, tofu, and prepared hot pot items. Many locations allow several soup bases in one pot and provide a large self-service selection of dipping sauces and condiments. The format supports group dining while allowing diners to customize flavor, ingredients, and cooking time.
Hospitality services · 1994
Haidilao service experience
Service is a core part of the product rather than a supporting feature. Depending on location, customers may receive complimentary snacks, fruit, drinks, games, manicures, children's activities, aprons, phone bags, hair accessories, birthday recognition, and entertainment. Selected restaurants stage hand-pulled noodle performances and other table-side activities. The model is designed to make waiting more comfortable and turn a meal into a social experience.
Food delivery · 2003
Hi to Send delivery
Haidilao's home-delivery service extends the hot pot format beyond the restaurant. The historical service model included delivery of ingredients together with an electromagnetic pot, induction cooker, and wiring equipment. Staff could assist with setup and later collect the equipment. The service illustrates the brand's attempt to reproduce elements of its restaurant experience in the home and was associated with its broader delivery and 24-hour operating initiatives.
Restaurant technology · 2019
Smart restaurant systems
In collaboration with Panasonic, Haidilao tested automated kitchen systems using tablet ordering, image recognition, automated dish handling, and robotic delivery. The concept was intended to improve kitchen efficiency, order accuracy, and operational consistency. Automation has been presented as an enhancement to the service model rather than a replacement for the hospitality that defines the brand.

Controversies

2025
Shanghai hotpot soup base contamination incident and tort compensation judgment
In 2025, a video of customers urinating into a hotpot at a Shanghai Haidilao store sparked controversy over food hygiene and handling. The company destroyed and replaced tableware, disinfected, and refunded and compensated orders from the relevant period. In September, a court of first instance ordered the minors involved and their guardians to apologize, with the guardians ordered to pay a total of 2.2 million yuan in compensation. The tortfeasors were customers, and Haidilao was the harmed party.
Source
2021
Cameras in private rooms at Beijing stores spark consumer privacy controversy
In February 2021, media reported that some Haidilao stores in Beijing installed cameras in private rooms, raising questions about notification obligations, consumer consent, and the scope of video storage and use. The brand said the move was for food safety reasons and that the relevant footage is not shared externally. The cited sources did not provide a final judicial ruling or administrative penalty, and commentary opinions are not substituted for factual findings.
Source
2020
Post-reopening price hikes draw consumer complaints; brand apologizes and restores original prices
In April 2020, some Haidilao stores raised menu prices after resuming operations, sparking consumer discussion. The company publicly admitted that the price increase was an erroneous decision by management, apologized to customers, and restored menu prices at mainland stores to the standard before the January 26 closure. This entry concerns a pricing and brand communication controversy.
Source
2020
Haidilao responds to report of contaminated chopsticks at Hangzhou restaurant
In 2020, Haidilao responded after chopsticks at one of its Hangzhou restaurants were reported to have failed a test for coliform bacteria. The company apologized, stated that it would punish the manager of the restaurant, and said it would continue optimizing its tableware-cleaning equipment. According to its analysis, the issue was likely caused during the storage of the chopsticks.
Source
2020
Haidilao responds to fake queue-number sales
Haidilao's chief information officer said that queue-number information for Haidilao restaurants sold on online platforms was fake and seriously违规, and said verified products would not work in stores. The company said it would continue efforts to address such sales.
Source
2020
Haidilao apologizes and restores menu prices
On April 10, Haidilao said its price increase resulted from a mistaken decision by company leadership, apologized to affected customers, and decided to restore menu prices at all mainland China outlets to the standard in effect before the January 26 closure.
Source
2017
Two Beijing stores suspended and investigated over kitchen hygiene issues
In August 2017, Haidilao's Beijing Jinsong and Taiyanggong stores were exposed for kitchen rodent problems and hygiene issues in tableware washing and sewer operations. Beijing food and drug regulators opened an investigation, ordered suspension for rectification, and inspected the Beijing central kitchen and branch stores; the company publicly apologized.
Source

Brand decisions

2022
Spin off the overseas restaurant businessM&A
Background
Haidilao sought to distinguish the economics and operating requirements of its international business from those of mainland China.
Action taken
The overseas operations were placed into Super Hi International Holding Ltd., which later became separately listed in Hong Kong.
Aftermath
The restructuring created a distinct corporate vehicle for international growth across Asia, North America, Europe, Oceania, and the Middle East.
Source
2021
Combine rapid openings with network rationalizationStrategy
Background
Haidilao's rapid expansion created pressure to improve the operational quality and profitability of individual restaurants.
Action taken
The company opened 421 restaurants and closed 276 locations as part of a network-improvement effort.
Aftermath
The move marked a shift from expansion at any cost toward more selective restaurant management.
Source
2020
Limit pandemic-related menu price increasesPrice change
Background
After reopening restaurants closed during the COVID-19 outbreak, Haidilao faced higher operating pressure and customer criticism over increased prices.
Action taken
The company stated that price increases would be limited to 6%, while individual restaurants retained responsibility for setting prices.
Aftermath
The episode highlighted the tension between pandemic recovery economics and the brand's customer-value expectations.
Source
2018
Pursue a Hong Kong initial public offeringStrategy
Background
Haidilao sought public capital to support continued restaurant expansion and increase the visibility of the brand in international markets.
Action taken
The company completed an initial public offering on the Hong Kong Stock Exchange.
Aftermath
The listing made Haidilao a major publicly traded restaurant brand and provided a platform for subsequent expansion and restructuring.
Source

Recent events

2021.11.08
Reported2021.11.08
Haidilao announces Woodpecker Plan[15]海底捞宣布开展“啄木鸟”计划finance.people.com.cn
Haidilao announced its Woodpecker Plan to monitor underperforming stores, rebuild and strengthen some functional departments, restore regional management, strengthen internal management and assessment, and contract business expansion in an effort to improve operations.
2021.11.05
Reported2021.11.05
Haidilao announces plans to close about 300 stores[16]海底捞宣布计划关闭约300家门店news.sina.com.cn
On November 5, Haidilao announced plans to gradually close about 300 lower-traffic or underperforming stores by December 31, 2021. Some stores may temporarily suspend operations and reopen later, and the company said it would not lay off employees and would accommodate them within the group.
2021.03.01
Haidilao forecasts 2020 net profit decline[17]海底捞预计2020年净利润下降finance.qianlong.com
Haidilao International announced an expectation that its 2020 net profit would fall about 90% year over year to approximately RMB 235 million, primarily due to the pandemic and related restrictions, as well as foreign-exchange losses.
Unconfirmed
Haidilao paused the trial hair-washing service[18]海底捞暂停试行洗头服务chinaz.com
Haidilao's customer service representative said the free hair-washing service was still in trial and had been paused; a formal reopening time had not been determined.
Unconfirmed
Haidilao introduced a free hair-washing service[18]海底捞暂停试行洗头服务chinaz.com
Haidilao introduced a free hair-washing service at its Jinxiucheng Qingyuan store in Guangdong.
Unconfirmed
Haidilao responds to fake queue-number sales[13]Haidilao responds to fake queue-number salessd.sina.com.cn
Haidilao's chief information officer said that queue-number information for Haidilao restaurants sold on online platforms was fake and seriously违规, and said verified products would not work in stores. The company said it would continue efforts to address such sales.
2020.09.07
Reported2020.09.07
Haidilao reports acquisition of a Chinese restaurant brand[19]海底捞收购一家中餐厅品牌finance.sina.com.cn
A report said Haidilao had made an acquisition of a new brand for more than RMB 100 million. The acquired brand was not named in the supplied source.
2020.09.04
Reported2020.09.07
Haidilao agrees to acquire 80% of Shanghai Shuhai[20]海底捞同意收购上海澍海80%股权finance.sina.com.cn
Haidilao announced that its wholly owned subsidiary Sichuan Xinpai had conditionally agreed to acquire 80% of Shanghai Shuhai for RMB 120 million. The agreement also provides for Shanghai Shuhai to acquire Shanghai Yuanshu’s operating assets and restaurants as a condition of the Han She acquisition.
2020.09.04
Reported2020.09.07
Haidilao subsidiary agrees to acquire 80% of Shanghai Shuhai[21]海底捞附属公司同意收购上海澍海80%股权finance.sina.com.cn
On September 4, 2020, Haidilao subsidiary Sichuan Xin Pai conditionally agreed to acquire 80% of Shanghai Shuhai's equity, itself or through a designated entity.
Unconfirmed
Haidilao responds to report of contaminated chopsticks at Hangzhou restaurant[10]Haidilao responds to report of contaminated chopsticks at Hangzhou restaurantchinaz.com
Haidilao responded after chopsticks at one of its Hangzhou restaurants were reported to have failed a test for coliform bacteria. The company apologized, said it would punish the manager of the restaurant, and said it would continue optimizing its tableware-cleaning equipment. It said its analysis indicated the issue was likely caused during chopstick storage.