Core Viewpoint - The recent controversy surrounding Wahaha represents a typical "corporate control crisis" that could significantly impact its brand and operational stability [1]. Group 1: Impact on Brand Value - The brand's "emotional account" is severely overdrawn due to the ongoing litigation, which undermines its core narrative of "national craftsmanship" and "the shoe king" with negative labels of "family feud" [6]. - Consumer trust is shaken as doubts arise about the company's product commitments amidst internal discord, which is particularly detrimental for a fast-moving consumer goods company [6]. - The founder's reputation is at risk of being tarnished due to the perceived conflicts among heirs, representing a secondary disaster in crisis management [6]. Group 2: Internal Stakeholder Confidence Crisis - The inheritance lawsuit primarily impacts internal stakeholders, particularly the extensive distributor network that values stability above all [8]. - Uncertainty from the lawsuit may lead distributors to shift allegiance to competitors, jeopardizing Wahaha's channel advantages [9]. - Financial institutions and investors are likely to reassess risks, complicating the company's financing and business collaborations [10]. Group 3: Leadership Challenges for Successor - The crisis serves as a public test of the successor's "crisis leadership," with external scrutiny on her ability to manage the situation effectively [11]. - The successor faces five leadership challenges, including decision-making authority dilution and potential talent attrition due to uncertainty [12]. - The need for legitimacy and authority is critical, as the successor must gain recognition from both family members and external shareholders [14]. Group 4: Trust and Reputation Restoration - The family dispute raises questions about the transparency of the company's governance structure, necessitating timely and sincere communication to rebuild trust [15][16]. - Balancing the diverse interests of stakeholders, including family members and institutional investors, is essential for achieving consensus and stability [18]. - The successor must demonstrate empathy and engage in open dialogue to address the complex demands of various stakeholders [18]. Group 5: Crisis Response Strategy - The crisis response should be swift and decisive, focusing on separating family disputes from company operations in public discourse [36]. - The mid-term strategy involves setting favorable agendas, such as enhancing governance transparency and redirecting public attention towards corporate social responsibility [38]. - Long-term measures should include establishing a family charter or irrevocable trust to solidify succession rules and prevent future disputes [40]. Group 6: Stakeholder Engagement - Formal recognition of the identities of potential family members through legal validation is crucial for family harmony [42]. - Implementing transparent information-sharing mechanisms will ensure all family members have equal access to financial and governance information [44]. - Differentiated economic support plans, such as trust funds and flexible dividend mechanisms, can address the varying needs of family members [46].