大反转！宗馥莉将继续启用娃哈哈品牌，叔叔宗泽后竹篮打水一场空

Core Viewpoint - The abrupt decision by Zong Fuli to abandon the new brand "Wahao" and continue with "Wahaha" highlights the challenges of brand transformation within a family-owned business, revealing the complexities of market dynamics and stakeholder interests [1][3][11]. Group 1: Brand Strategy and Market Dynamics - Zong Fuli's initial plan to create "Wahao" was driven by the desire to escape the constraints of the existing brand "Wahaha," which is burdened by historical issues and fragmented ownership [3][11]. - The attempt to launch a new brand was met with skepticism from distributors, who are more loyal to the established "Wahaha" brand rather than the new identity [5][7]. - The drastic reduction in the number of distributors and pressure on sales targets led to a backlash, with only one out of over fifty regions meeting payment obligations, resulting in production halts [8][9]. Group 2: Internal and External Stakeholder Reactions - The state-owned enterprise, as the largest shareholder, prioritized stability over family disputes, intervening to prevent potential market collapse due to the internal competition between Zong Fuli and Zong Zehou [9][11]. - The failure of "Wahao" and the awkward position of "Wahao Zhi" illustrate the difficulties in modernizing a family business while managing traditional structures and relationships [11][15]. - Zong Fuli's inconsistent strategic decisions have eroded trust among employees and partners, raising concerns about the long-term viability of the company's direction [13][15]. Group 3: Future Implications for the Company - The compromise to revert to "Wahaha" does not resolve underlying issues such as fragmented ownership and branding limitations, suggesting that the challenges of innovation and market adaptation remain [11][13]. - The situation serves as a cautionary tale about the risks of treating a brand as a pawn in family conflicts, emphasizing the need for a governance structure that respects market realities and stakeholder interests [15].