娃哈哈，该消停点了

Core Insights - The rapid brand transition at Wahaha, with the introduction and subsequent withdrawal of the "Wah Xiaozong" brand, highlights internal challenges within the company [1][4] - The attempt to reform by the new leadership faced significant obstacles, including brand aging and sluggish performance, necessitating a more cautious approach to change [3][5] Brand Strategy - The "Wah Xiaozong" brand was introduced by Zong Fuli but was quickly retracted, with the company deciding to continue using the "Wahaha" brand through 2026 [1] - The "Wahaha" trademark is a core asset held jointly by state-owned enterprises, Zong Fuli, and employee stockholding associations, complicating any potential brand changes [3] Market Response - Over 95% of core distributors expressed a wait-and-see attitude towards the "Wah Xiaozong" brand, indicating a lack of confidence in the new branding strategy [3] - A distributor's comment emphasized the reliance on the "Wahaha" brand for sales, illustrating the challenges of rebranding in a competitive market [3] Operational Challenges - Zong Fuli's aggressive reforms, including significant cuts to distributors and personnel changes, have led to negative impacts on sales, particularly in the East China market [4] - The decision to revert to the "Wahaha" brand, while seen as a rational move, has resulted in lost time and credibility in a highly competitive beverage market [4] Long-term Strategy - The company needs to find a balance between tradition and innovation, ensuring that the brand's essence is preserved while also injecting new vitality [5] - The experience underscores the importance of thoughtful and patient strategies for long-term development, as brand damage can occur rapidly [5]