摘要：Eighteen months after taking the helm of Wahaha from her late father Zong Qinghou, Zong Fuli has endured the loss of her father, f

by ZHAO Xiaojuan, LI Ye

Eighteen months after taking the helm of Wahaha from her late father Zong Qinghou, Zong Fuli has endured the loss of her father, family disputes over succession, and scrutiny from the public. As chairwoman, her task has been to steer China's largest domestic beverage maker through a turbulent transition while restoring competitiveness to a brand that has not produced a blockbuster product since 2005's Nutrition Express.

Wahaha's revenue rebounded to 70 billion yuan in 2024, helped partly by sentiment following Zong Qinghou's passing. Yet Zong acknowledges that momentum cannot last. She is pushing for new product breakthroughs—such as an upgraded iced tea—and reshaping the company's decades-old distribution system while facing employee unrest over changes to contracts and profit-sharing system.

Speaking in a written interview with Jiemian News, Zong described herself as a resilient striver still learning on the job, focused on laying long-term foundations rather than chasing quick wins., focused on laying long-term foundations rather than chasing quick wins.

Jiemian News:You have been in charge of Wahaha for a year and a half. How do you rate your performance? What key changes and traditions remain?

Zong Fuli:If judged by trending searches, this period has been "sensational". But as an entrepreneur, I am not satisfied. I have spent much of the time exploring and learning, inevitably becoming a focus of public opinion. This has made me feel the weight and complexity of leadership.

For the company, the most important change has been moving toward more professional and market-driven adjustments. Whether in upgrading the organization or refining the sales system, the direction is clear: let mechanisms replace inertia, let teams be closer to the market and consumers. At the same time, Wahaha has traditions that must be preserved—such as commitment to quality and sincerity toward consumers. Those are fundamentals that do not change with management.

In such a competitive sector, I do not aim to prove myself quickly but to focus on doing things properly. Many peers are admirable. Nongfu Spring, for example, drove the unsweetened tea trend and cultivated new habits. Master Kong's iced tea has stayed relevant among young people thanks not to one-off marketing but to lasting brand and retail strength. Their presence forces us to stay alert. So I see myself more as a resilient striver, learning as I go and leaving it to time and the market to judge.

Jiemian News:Wahaha's revenue rebounded to 70 billion yuan last year. What is your target this year, and how is performance so far?

Zong:The environment for consumer goods is difficult, and pressure is high. Results so far have not met expectations, but we continue steadily. This year is a key window to strengthen execution and resilience. We are focusing on areas that compound long-term: deeper retail presence, more focused product mix, more efficient supply chains. Goals matter less than the path.

So my summary of the first half: results not yet ideal, but direction right, formation steady, and morale strong.

Jiemian News:Wahaha is heavily promoting iced tea. How is it performing? What other new products are in the pipeline?

Zong:Ultimately the market decides. Competitors are strong—Nongfu Spring's Oriental Leaf, Dongpeng's hydration drink, Genki Forest's iced tea. Our focus is to sharpen our products and channels, and build a solid base.

Consumer goods cannot be forecast easily. Habits change faster than industry standards. A hit today may fade tomorrow. Rather than chase fads, we must hone fundamentals. innovation in beverages is not just about a new flavor or package. It involves technical breakthroughs, stable formulas, and deep insight into consumer needs. True innovation is about reworking underlying logic.

Jiemian News:Reports say Wahaha cut some small to medium distributors this year. What is the strategy? Will the "joint sales" model change?

Zong:The distributor network is large and naturally dynamic. Every year we adjust based on demand and cooperation. This is normal. In fact, this year we added far more new distributors than we parted with.

The logic is simple: make channels more efficient and closer to the market. Some areas require direct control, but in most we rely on distributors. The goal is to get products to consumers faster and more reliably.

The "joint sales" system laid a strong foundation, and we will keep its value while upgrading. It remains vital in lower-tier markets, but we are also introducing more modern channels such as supermarkets, convenience stores, restaurants and online retail. This is evolution, not replacement.

Jiemian News:Some factory adjustments, contract transfers and online store moves drew criticism. How do you view this?

Zong:Perhaps there is over-focus. Every company grows in stages, and adjustments are normal. They exist because the environment, consumers and competition all change. Ignoring that would be irresponsible.

Any challenge to inertia triggers unease. That is human nature. In noisy times, it is important to let direction and rules speak—through systems, data and reviews, not emotions. Companies cannot stop for fear of controversy; they must move forward, build consensus, and refine along the way.

As a manager, I value those who keep pace with the company, who contribute professionally and treat the organization as a community. Externally, uncertainty is high; internally, consensus and order must be rebuilt. It is difficult but necessary.

Jiemian News:What qualities do you want in your executive team?

Zong:I see the company as an ecosystem, a small society that needs rules, mechanisms and responsibility. Each person builds their career here while helping the company rise, and the company in turn broadens their horizons.

Externally, this "small society" must resonate with the larger one. Corporate culture is not only internal discipline but also an outward stance. When that cycle is built, real mutual growth happens.

Executives must be professional, with leadership, vision and steadiness, able to establish order and cohesion at crucial moments.

来源：界面新闻