宗馥莉辞任娃哈哈集团董事长，在业内看来有众多伏笔和隐线。 众多媒体获得"属实"的消息确认是在10月10日晚间，但据北京商报记者采访的一线员工反馈，这个消息 早就是公开的秘密了。一位已经在娃哈哈工作15年的内部员工向北京商报记者表示，"管理层变动基本 都是知道的"。不过，对该内部员工来说，随着宗馥莉的辞职，未来团队如何调整还是个未知数。 宗馥莉并非第一次辞职，去年7月"请辞"事件后，在"各股东友好协商"下其重新回到娃哈哈集团。但这 次不同，随着"娃哈哈"商标使用的合规性存疑，新品牌"娃小宗"浮出水面，宗馥莉的离开或是大势所 趋。辞去娃哈哈集团法定代表人、董事及董事长等职务后，宗馥莉仍继承父亲宗庆后留下的29.4%股 份，为公司第二大股东。 遗产官司陷入拉锯，将娃哈哈品牌一并拖入舆论旋涡，商标"紧箍咒"越收越紧，商标、市场、现金流互 相缠绕，核心高管"被调查"风波……内部复杂的形势，外部多变的市场，一个老牌企业变动的背后，究 竟是一个时代的结束，还是新局面的开启？ 早有征兆：商标导火索 10月10日晚间，"宗馥莉已经辞职"的消息登上微博热搜首位，对于网传"宗馥莉已于9月12日向娃哈哈集 团有限公司辞去公司法定代表 ...

10月10日，在宗馥莉爆出辞职引发巨大舆论关注后，宗庆后的胞弟、宗馥莉三叔宗泽后在朋友圈直 言"这是件好事"，并称是水军害了宗馥莉。值得关注的是，宗泽后实际控制的新品牌"娃小智"，已于10 月10日公开在杭州举行了全国招商会。至此，加上宗馥莉计划亲自培育的娃小宗在内，宗氏家族至少已 推出了4个与娃哈哈存在业务竞争关系的品牌。 宗泽后边点评边推自己的新品 在宗泽后看来，"她最大的问题是:接班娃哈哈不应该考虑如何做大规模，如何赚钱，如何大刀阔斧改变 现状。她首先要考虑是如何做好事，做慈善，让所有人都认可你，在这个过程中你可以发现很多问题， 也可以发现很多人才，自然而然让大多数人认可你的接班。她却反其道而行之，火力四开，锋芒毕露， 应了古语:刚易折"，并表示水军害了宗馥莉，使她越走越远、无法回头。 他还表示，娃哈哈不是宗家的，宗家只是和许许多多娃哈哈的员工、许许多多的消费者共同创建了这个 品牌，娃哈哈是陪随80、90后成长的一代饮品品牌。 据了解，宗泽后目前并未在娃哈哈集团任职。天眼查显示，目前宗泽后担任法定代表人的企业有9家。 2024年11月，宗师傅"益品宗师AD钙奶"上市。这款产品从口味、定价到包装，均与娃哈 ...

气味是立体的，它总能轻易唤起被封存许久的记忆。 拥挤闷热的车厢，五湖四海的口音。此时，泡面的水要比往常少，最好没过面饼就收手，如果放了榨菜和火腿肠，那可以适当再增加一点。但，水稍多一 点，这一路上就得更加小心慢慢挪动。 图片来源：央视新闻 捧着泡面碗，从车厢有热水供应的这头挪到自己的位置，是一项高难度的挑战：人多、空间小，热水还不能撒。 "啤酒饮料矿泉水。" "花生瓜子八宝粥。" "来，腿收一下。" 有经验的，往往会挑准时机，默默推算小推车折返的时间，借机紧跟开出的"大道"，用较为轻松的方式回到自己的位置。但无论如何，一路上，那碗被端 在手里的泡面，随着步伐摇晃出的香味，提醒着大家可以吃点什么了。 于是，嗑瓜子的咔咔声、啃泡椒凤爪的嘶哈声、吃泡面的吸溜声以及向列车员的询价声，与各种香味融合，在某节车厢里浓缩为了数代人的记忆。 1999年，中国国务院公布了新的《全国年节及纪念日放假办法》，决定将春节、"五一""十一"的休息时间与前后的双休日拼接，从而形成7天的长假。同 年的国庆，成为第一个"黄金周"。中国旅游研究院数据显示，这一年"黄金周"全国出游人数达2800万人次，旅游综合收入141亿元，假日旅游热潮席卷全 ...

华夏时报记者 周梦婷 商丘报道 国庆中秋双节叠加，礼品市场迎来销售旺季。河南省商丘市示范区平台街道一社区内的两家省钱超市， 也纷纷开启降价促销以吸引顾客，在这个社区内有四家超市，除了汪哥省钱超市和大嘴省钱超市，另外 两家为夫妻店模式，且相距皆不远，竞争可谓激烈。 向社区店进击 汪哥省钱超市的店主告诉《华夏时报》记者，"店铺才开一两个月，为准备这次节日，早早把牛奶、饮 料等具有礼品性质的产品进了过来，并且在产品售价上比其他普通超市要便宜一些。"另一家大嘴省钱 超市同样在店外拿出了"大品牌工厂价"的海报招牌。此外，远在北京的物美超值超市，为迎接双节同样 采取降价策略。 2024年，硬折扣超市迅速兴起；进入2025年，其发展势头愈发强劲，不仅涌现出一批定位硬折扣的省钱 超市品牌，物美、中百集团（000759）、美团、盒马、京东等零售巨头也纷纷入局，加速拓展硬折扣业 态。随着竞争格局日趋激烈，行业参与者应如何做才能脱颖而出？ 中秋佳节历来是走亲访友的旺季，今年巧遇国庆长假，其消费势头不言而喻。为此，即便商丘阴雨连 绵，上述社区内的四家超市仍坚持在户外搭起帐篷，将箱装产品陈列在外，方便顾客浏览选购。 其中汪哥省钱超市在 ...

Core Insights - The article discusses the evolution of food and beverage consumption on trains in China, highlighting the shift from basic sustenance to experience-oriented products that enhance travel enjoyment [4][6][20]. Group 1: Historical Context - In 1999, the introduction of the "Golden Week" holiday led to a surge in domestic travel, with 28 million trips taken and a total tourism revenue of 14.1 billion yuan [1]. - By 2024, domestic travel during the National Day holiday reached 765 million trips, generating a total expenditure of 700.8 billion yuan [2]. Group 2: Changing Consumer Preferences - Consumers now prefer visually appealing and emotionally satisfying food and beverage options during travel, moving beyond mere hydration and sustenance [4][6]. - The demand for experience-oriented products is expected to surpass last year's levels during the National Day holiday [6]. Group 3: Food and Beverage Innovations - The introduction of instant noodles, particularly the iconic Kang Shifu beef noodles in 1992, revolutionized train food consumption, meeting the needs of travelers for convenience and affordability [8][11]. - The rise of various snack options, such as spicy chicken feet and eight-treasure porridge, reflects a diversification in train food offerings, catering to modern consumer tastes [12][16]. Group 4: Packaging and Preservation Advances - The introduction of "modified atmosphere packaging" by brands like Zhou Hei Ya has extended the shelf life of ready-to-eat products, making them more suitable for train travel [22][23]. - The growth of portable and fresh options, such as freeze-dried coffee and instant fruit teas, indicates a trend towards convenience and quality in travel snacks [25][26][28]. Group 5: Cultural and Regional Influences - The emergence of cultural-themed ice creams and regional snacks on trains highlights a growing emphasis on local experiences and culinary diversity during travel [34][36]. - Passengers are increasingly exposed to regional specialties, enhancing their travel experience and connecting them to local cultures [38][41].

（周梦婷 摄影） 本报（chinatimes.net.cn）记者周梦婷 商丘报道 国庆中秋双节叠加，礼品市场迎来销售旺季。河南省商丘市示范区平台街道一社区内的两家省钱超市， 也纷纷开启降价促销以吸引顾客，在这个社区内有四家超市，除了汪哥省钱超市和大嘴省钱超市，另外 两家为夫妻店模式，且相距皆不远，竞争可谓激烈。 汪哥省钱超市的店主告诉《华夏时报》记者，"店铺才开一两个月，为准备这次节日，早早把牛奶、饮 料等具有礼品性质的产品进了过来，并且在产品售价上比其他普通超市要便宜一些。"另一家大嘴省钱 超市同样在店外拿出了"大品牌工厂价"的海报招牌。此外，远在北京的物美超值超市，为迎接双节同样 采取降价策略。 2024年，硬折扣超市迅速兴起；进入2025年，其发展势头愈发强劲，不仅涌现出一批定位硬折扣的省钱 超市品牌，物美、中百集团、美团、盒马、京东等零售巨头也纷纷入局，加速拓展硬折扣业态。随着竞 争格局日趋激烈，行业参与者应如何做才能脱颖而出？ 降价迎双节 中秋佳节历来是走亲访友的旺季，今年巧遇国庆长假，其消费势头不言而喻。为此，即便商丘阴雨连 绵，上述社区内的四家超市仍坚持在户外搭起帐篷，将箱装产品陈列在外，方便顾 ...

Core Viewpoint - The article discusses the potential rebranding of Wahaha to "Wah Xiaozong" starting in the 2026 sales year, highlighting the internal power struggle and strategic moves by Zong Fuli, the successor of the late founder Zong Qinghou, to gain greater control over the brand and its assets [4][10][16]. Group 1: Brand Transition - The decision to change the brand name to "Wah Xiaozong" is seen as a move to maintain compliance and possibly to assert control over the brand amidst complex ownership structures [5][10]. - The Wahaha trademark currently belongs to Wahaha Group, which has a complicated shareholding structure involving multiple stakeholders [12][11]. - Zong Fuli's attempts to transfer the trademark to her own company were halted after media exposure, indicating the challenges she faces in gaining full control [14][16]. Group 2: Distributor Concerns - A significant majority of Wahaha distributors (99%) are reportedly unwilling to adopt the new brand "Wah Xiaozong," fearing it will not sell well [28][29]. - Distributors express concerns about the viability of the new brand, citing past experiences with Zong Fuli's previous brand, KellyOne, which struggled in the market [31][36]. - The current dissatisfaction among distributors is exacerbated by high sales targets set by the company, leading to a loss of confidence in the brand [38][42]. Group 3: Financial Implications - The brand value of Wahaha is estimated at 91.187 billion yuan, making the potential shelving of the brand a significant concern for all stakeholders involved [16]. - Distributors report low profit margins, with net profits around 2% to 3%, making it difficult for them to sustain their businesses under current conditions [42][46]. - The pressure from increased sales targets has led to some distributors abandoning their roles, further destabilizing the distribution network [44][48].

Core Points - The recent ban on the use of reconstituted milk in pure milk production has raised significant attention in the dairy industry [1][3] - The new regulation, effective from September 16, mandates that sterilized milk can only be produced using raw milk, eliminating the use of reconstituted milk [1][4] - The decision aims to enhance the quality of liquid milk products and promote the consumption of fresh milk, aligning with the directives of the 2024 Central Document No. 1 [3][4] Industry Impact - The ban is expected to improve the quality of pure milk products, as raw milk contains various active nutrients that enhance flavor compared to reconstituted milk [3][4] - The domestic fresh milk quality has significantly improved, with a testing pass rate of 99.9% over the past 16 years, indicating a robust supply chain for raw milk [3][4] - Major dairy companies like Yili and Mengniu have already transitioned to using raw milk for their sterilized milk products, minimizing the impact of the new regulation on their operations [11][12] Product Classification - Liquid milk in China is categorized into four main types: pasteurized milk, sterilized milk, reconstituted milk, and fermented milk, with the new regulation specifically affecting pasteurized and sterilized milk [6][11] - Reconstituted milk is still permitted in the production of other dairy products such as flavored milk and fermented milk, allowing for a variety of consumer options [6][7][11] Consumer Perception - There are concerns regarding the nutritional value of reconstituted milk, but experts suggest that it is not a "substandard product" and can still provide essential nutrients when produced and labeled correctly [12][13] - The advantages of reconstituted milk include longer shelf life and less stringent storage requirements compared to fresh milk, making it a viable option in areas with limited access to cold chain logistics [12][13]

Core Viewpoint - The article discusses the strategic decision of Wahaha to transition to a new brand "Wah Xiaozong" starting from the 2026 sales year, driven by legal compliance issues and internal power dynamics within the company following the death of its founder, Zong Qinghou [5][9][10]. Group 1: Brand Transition - Wahaha plans to replace its existing brand with "Wah Xiaozong" due to ongoing legal risks associated with the current brand [5][9]. - The decision to change the brand is seen as a move by Zong Fuli to gain greater control over the company, as she has been transferring assets and operations to her own group, Hongsheng [9][10]. - The brand "Wah Xiaozong" has already been registered under Hongsheng Beverage Group, indicating preparations for the transition [12][14]. Group 2: Dealer Resistance - A significant majority of Wahaha's dealers, approximately 99%, are expected to resist the new brand, fearing it will not sell well and lead to financial losses [10][14]. - Dealers express concerns that the transition to "Wah Xiaozong" would require them to build a new brand from scratch, which is a challenging endeavor given the established reputation of Wahaha [15][16]. - The current dissatisfaction among dealers is exacerbated by high sales targets set by the company, leading to a loss of confidence in the brand and its management [19][20]. Group 3: Financial Implications - Dealers report low profit margins, with gross profits around 10% and net profits as low as 2-3% after expenses, making it difficult to sustain their businesses [19][20]. - The pressure from increased sales targets has led to some dealers abandoning their roles, further destabilizing the distribution network [19][20]. - The article highlights that the brand's value is significant, with Wahaha's brand value estimated at 91.187 billion yuan, making the potential shelving of the brand a concern for all stakeholders [10].

Core Viewpoint - The decision to change the brand from "Wahaha" to "Wawaixiong" in 2026 is driven by legal compliance issues and a desire for greater control by the new leadership under Zong Fuli, following the death of the founder Zong Qinghou [5][10][11]. Brand Change and Its Implications - The notice regarding the brand change indicates that the company is facing legal risks due to complex historical issues, necessitating the shift to "Wawaixiong" [5][10]. - Zong Fuli's attempts to transfer the "Wahaha" trademark to her own company were halted after media exposure, highlighting the challenges in gaining full control over the brand [10][11]. - The "Wawaixiong" trademark has been registered under Hongsheng Beverage Group, with multiple categories applied for, indicating a strategic move to establish a new brand identity [13]. Dealer Sentiment and Market Challenges - A significant majority of dealers (99%) express reluctance to adopt the new brand, fearing it will not sell well and lead to financial losses [5][14]. - The transition to a new brand is seen as a daunting task, as past attempts to launch new products under different brands have not been successful, with previous products like KellyOne failing to gain traction in the market [14]. - Dealers report low profit margins, with net profits around 2-3%, leading to a lack of confidence in the brand's future under the new leadership [16][18]. Internal Struggles and Future Outlook - The internal power struggle and the legacy of Zong Qinghou's management style have created uncertainty among dealers, with many feeling overwhelmed by high sales targets and market pressures [16][18]. - Some dealers have already exited the business due to unsustainable conditions, indicating a potential crisis in the dealer network [17][18]. - The key challenge for Zong Fuli is to stabilize the dealer network and restore their confidence in the brand's future, which is critical for the company's success moving forward [19].