from "family culture" to "performance first"! can wahaha say goodbye to the "big pot"? ｜hot finance
2024-09-20
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recently, wahaha has been in constant turmoil. first, there was the resignation of wahaha chairman zong fuli, and then it was revealed that old employees filed a class action lawsuit over equity repurchase issues. on september 18, zong fuli promised at the staff representative meeting that dividends and salaries would remain unchanged, but would be distributed based on performance, with the intention of breaking the "big pot meal". this series of changes touched the interests of some old employees and became the core of the turmoil. with zong fuli officially taking the helm of wahaha, she is fully promoting offline channel changes, which have begun to show results, with significant sales growth.
however, the challenges are still severe. whether zong fuli can lead the team to greater victory and win the trust of veteran employees remains unknown. in addition, although wahaha's offline channel transformation has started, how to balance the traditional joint sales model with the needs of refined management is still the key to its future development. can zong fuli successfully lead wahaha out of the predicament and achieve a new leap forward? this is still the focus of the industry.
from "family culture" to "performance first"wahaha staff representative meeting witnessed zong fuli's determination to reform
on september 18, wahaha held the sixth meeting of the eighth session of the employees' congress. this event marked the first appearance of zong fuli after she officially took over as chairman. the meeting discussed in depth the company's future strategic blueprint and management philosophy. in response to rumors of dividend cancellation and salary cuts in the market, zong fuli responded clearly at the meeting: "this year, wahaha will continue to maintain the stock dividend and the existing salary structure unchanged, but the dividend will be distributed based on job performance rather than seniority or level." from this, it seems that zong fuli's goal is to break the "big pot meal".
recently, the issue of wahaha's employee share buyback has also attracted widespread attention. media reports said that the company required employees to re-sign labor contracts and buy back shares at a low price, which led to some employees filing a class action lawsuit. in response, wahaha officials quickly issued a statement, emphasizing that the buyback procedure was legal and compliant, and was passed unanimously by the member representative meeting. the agreement was signed voluntarily, and there was no behavior that harmed the interests of shareholders.
it is reported that since its peak performance in 2013, wahaha has faced considerable operational challenges. the rapid changes in products and market demand, coupled with the spread of the internal "laziness" culture, have become two major problems restricting its development. at this staff representative meeting, zong fuli proposed the vision of establishing a new relationship with employees. she called on employees to no longer be a simple superior-subordinate relationship, but a "companion" working together.
relevant people in the industry said that zong fuli's management ideas are different from those of her father zong qinghou, and she focuses more on data-driven decision-making.
introducing performance “catfish”can wahaha break out of its shell from within?
at yesterday's staff representative meeting, zong fuli said frankly that no matter whether it is a fledgling, passionate new star or a veteran who has been with the company through thick and thin for many years, as long as they are willing to change and learn, they have a great chance to get a higher return than the established dividends. different from zong qinghou's image of "the head of the family", zong fuli advocates an equal and open relationship with employees and describes everyone as "fellow travelers". in contrast to "fellow travelers", zong fuli said frankly that there is still a mental inertia of "free riding" and "riding a fast boat" within wahaha. she quoted "going against the current, if you don't advance, you will retreat" on the spot, emphasizing that many employees are just adapting to changes, but if the company wants to "stay at the forefront forever" and survive in the fierce market competition, it must always maintain a sense of crisis, be sensitive to changes, and embrace changes.
after the wahaha staff representative conference released positive signals, according to the oriental fortune choice data, at 10:11 on september 19, the wahaha concept sector index reported 793.952 points, an increase of 2%, with a turnover of 312 million yuan and a turnover rate of 0.41%. it is reported that at this staff representative conference, zong fuli also put forward specific requirements and expectations from employees, management to the entire company level. on the basis of "family culture", the company will use the corporate culture of hard work to achieve a progressive wahaha; and use a comprehensive corporate system to achieve refined management of wahaha. the ultimate goal is to make wahaha step onto the world stage and let chinese brands stand out among the world brands.
from distribution to freezers, consider self-productionincrease terminal control
it is worth noting that on august 30, wahaha company issued a tender announcement for freezer maintenance and market launch, planning to maintain more than 60,000 freezers and bid for 100,000 smart freezers, covering a variety of specifications, aiming to strengthen terminal control and enhance brand image through freezer deployment. however, the tender information has now been removed from the official website. dealer li rong (pseudonym) confirmed that after zong fuli took over, wahaha is increasing the deployment of freezers and regards it as a key entrance to control the terminal. as an important channel for product display and sales increase, the importance of freezers is self-evident. there is even a saying in the industry that "no display, no sales."
wahaha's move closely follows the market trend. giants such as coca-cola and nongfu spring have already laid out a large number of freezer market, and brands such as dongpeng special drink and yineng have also joined the competition. since taking over in march this year, zong fuli has begun to strengthen offline channels and launched a terminal distribution assault to improve product visibility and affordability. wahaha's freezers are in short supply and are even considering producing freezers by themselves, showing its attention and investment in the terminal market.
at the same time, zong fuli also continued to work hard on channel management, promoting refined management, and improving channel operation efficiency by evaluating market penetration rate and salesperson visit frequency. as the workload of salespersons increased, their salaries also rose accordingly, reflecting wahaha's determination and investment in channel expansion.
however, in the face of fierce competition for freezers and limited display space in terminal supermarkets, wahaha needs to continuously innovate strategies to attract terminal cooperation with differentiated advantages. in addition, zong fuli also realized the importance of information systems in channel management. although wahaha already has a terminal system, there is still room for improvement in purchase, sales and inventory management. learning from the mature models of peers, such as the refined channel management of nongfu spring, will be an important direction for wahaha's future development.
source | yangcheng evening news, yangcheng news, china business news, the paper, etc.host | reporter pan liang liao mengjun
