Core Viewpoint - The internal family conflict within Wahaha has escalated, leading to the emergence of new brands that may threaten the company's market position, while the overall beverage industry remains highly competitive and challenging [2][3][5]. Group 1: Company Dynamics - After 142 days in charge, Zong Fuli resigned from her positions at Wahaha, with Xu Simin appointed as the new general manager, leaving the chairman position vacant [3]. - Concurrently, the family members have begun launching competing brands, such as "Wawa Xiaozong" and "Wawa Xiaozhi," indicating a significant internal conflict [4][20]. - The emergence of these new brands is seen as a direct challenge to Wahaha's market dominance, with family members leveraging the Wahaha name for their new products [4][22]. Group 2: Industry Challenges - The Chinese beverage market is described as a "graveyard-level" competitive environment, with an industry scale projected to exceed 1.3 trillion yuan in 2024, growing at 6.1% year-on-year [5]. - New beverage brands face a high failure rate, with 70% of new products not surviving beyond 12 months, and over 8,600 companies being deregistered annually [5]. - The importance of physical retail presence is emphasized, as 73% of beverage sales occur in offline settings, highlighting the critical role of iceboxes in driving sales [6][7]. Group 3: Brand Positioning and Market Strategy - The new brands lack the necessary distribution and marketing strategies to compete effectively with Wahaha, which has a significant advantage in terms of market penetration and brand recognition [19][21]. - Wahaha's strategy of securing exclusive shelf space in retail locations has been effective, with approximately 60,000 custom iceboxes deployed nationwide, ensuring high visibility for its products [19]. - The new brands, while attempting to capitalize on Wahaha's legacy, struggle with brand identity and consumer recognition, leading to a diluted market presence [15][22].

Core Insights - The fast-moving consumer goods (FMCG) industry is experiencing increased competition from regional small brands, leading to stagnant sales growth for major brands [1][2] - Changing consumer preferences, particularly among younger consumers, favor personalized and differentiated products, which small brands are successfully providing [1][3] - Major brands are struggling to maintain market share as they face challenges in their distribution and promotional strategies, which are no longer as effective as they once were [4][25] Distribution Challenges - The traditional "channel is king" approach in the FMCG sector is faltering, as major brands are unable to effectively drive sales through their distribution networks [5][25] - Complaints from distributors and retailers about major brands have increased, with many feeling neglected or mistreated, creating opportunities for small brands [7][8] - Major brands are facing difficulties in finding and retaining distributors due to pressure on margins and frequent changes in distributor relationships [8][9] Retailer Dynamics - Retailers are increasingly unwilling to cooperate with major brands, often opting for small brands that offer better margins and less pressure [10][12] - The operational issues left unresolved by major brands, such as handling near-expiry products, have led retailers to prefer small brands that provide more favorable terms [11][15] - Small brands are perceived as more profitable for retailers, as they do not engage in aggressive price promotions that erode margins [15][16] Competitive Positioning - Major brands are reallocating resources primarily to their core products, neglecting the support for differentiated and niche products, which benefits small brands [19][20] - The promotional efforts of major brands have diminished, leading to a lack of visibility and support for new products in the market [20][21] - Small brands often have the advantage of focused resource allocation, allowing them to establish a stronger presence in niche markets [19][24] Market Evolution - The capital-driven nature of major brands has led to short-term profit maximization strategies that undermine long-term market share [25][26] - Distributors are increasingly taking on consumer engagement roles, leading to the emergence of new brands that are not reliant on major brand partnerships [26] - The market landscape is shifting, with more distributors developing their own brands or engaging in consumer operations to ensure sustainability [26]