Core Insights - The article discusses the power struggle within Wahaha Group, focusing on the roles of the controlling entities: Hongsheng Group, Wahaha Group, and the state-owned shareholder holding 46% of the shares [2][3][18] - The resignation of Zong Fuli marks a significant shift in the company's leadership dynamics, as she transitions from a prominent successor to a figure sidelined in brand control [3][4][7] Group 1: Leadership Changes - Zong Fuli resigned from her key positions in Wahaha Group, including legal representative and chairman, after only one year of nominal leadership [7][9] - Her departure was formalized in a board meeting on October 10, where Xu Simin was appointed as the new general manager, leaving the chairman position vacant [7][10] - Zong Fuli's tenure was characterized by rapid changes and a significant shift in the company's operational focus, moving from a comprehensive operator to a trademark holder [10][11] Group 2: Business Strategy and Performance - Despite Zong Fuli's resignation, Wahaha Group reported a record revenue growth of 53% in 2024, the highest in its history, with Q1 2025 growth exceeding 30% [11][13] - The restructuring under Zong Fuli's leadership involved transferring core assets and resources to Hongsheng Group, which became the main production and sales force [10][11] - The article highlights the challenges of transitioning from an old operational framework to a new one, emphasizing the complexities of the existing stakeholder relationships and the need for reform [11][13] Group 3: Brand and Market Positioning - The trademark rights of "Wahaha" are a critical point of contention, as any use requires unanimous consent from all shareholders, limiting Zong Fuli's control [18][20] - Following her resignation, Zong Fuli initiated a new brand, "Wawa Xiaozong," aiming for ambitious sales targets of 30 billion, indicating her intent to establish a competitive presence in the market [34][36] - The emergence of "Wawa Xiaozong" is seen as a strategic move to navigate the constraints imposed by the existing corporate structure and to maintain relevance in the beverage industry [20][34]

Core Insights - The establishment of Changan Automobile Group marks a significant internal restructuring and resource allocation strategy, with a focus on youth in management [2][3] - The leadership changes at Avita Technology and Deep Blue Automotive reflect a strategic shift towards enhancing brand positioning and addressing sales challenges [3][5] Management Changes - Changan Automobile has appointed new leadership, with Deng Chenghao becoming the chairman of Deep Blue Automotive and Wang Hui taking over as chairman of Avita Technology [2][4] - The management team is becoming younger, with 7 out of 12 vice presidents being born in the 1980s, indicating a trend towards a more dynamic leadership structure [2] Strategic Focus - Avita and Deep Blue are seen as key players in Changan's transition to new energy vehicles, with Avita also tasked with elevating the Changan brand [3][5] - The former chairman, Zhu Huarong, has stepped back from directorships in subsidiaries to focus on group strategy, emphasizing Avita's importance in the new structure [3] Sales Performance - Avita has set a sales target of 220,000 vehicles for the year but has only achieved 36% of this goal by August, with sales totaling less than 80,000 [5] - Deep Blue Automotive faces similar challenges, having sold 199,000 vehicles in the same period, reaching only 40% of its annual target [6] Product Strategy - Avita's new strategic plan, termed "Strategy 2.0," aims for significant sales growth, targeting 400,000 units by 2027 and 1.5 million by 2035 [7] - The launch of the Avita 07 2026 model, priced starting at 219,900 yuan, is part of a strategy to offer fully equipped vehicles at competitive prices, supported by the resources of the new central enterprise [6][7] Future Goals - Avita aims to enhance its product, technology, service, and global presence to meet its ambitious sales targets [7] - The company has experienced a sales increase, achieving over 10,000 units sold for six consecutive months, indicating a growing capability within its operational framework [7]