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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO 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class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Zong Qinghou, the godfather of Chinese drinks<\/h3>\n\n\n\n<p>On February 25, 2024, Zong Qinghou, founder and chairman of Wahaha, the godfather of China&#8217;s beverage industry, died of illness at the age of 79. According to Wahaha Group&#8217;s announcement, Zong Qinghou&#8217;s farewell ceremony will be held at 10 am on February 28 at Hangzhou Wahaha Group&#8217;s Xiasha industrial base.<\/p>\n\n\n\n<p>From a middle-aged man who started a business to becoming the richest man in China, Zong Qinghou has left a strong mark in China&#8217;s fast-moving consumer goods industry. From the establishment of co-marketing body to winning the lawsuit against Danone to regain Wahaha, Zong Qinghou&#8217;s entrepreneurial experience has become a legend and classic case of Chinese business.<\/p>\n\n\n\n<p>Zong Qinghou&#8217;s pioneering marketing system also trained a group of outstanding entrepreneurs for China FMCG. Zhong, the richest man in China and chairman of Nongfu Spring, and Bao Xiu Fei, who served as general manager of Wyeth China, Frso, BeingMei and other entrepreneurs, all worked in the Wahaha system. Therefore, Zong Qinghou can be called the godfather of China&#8217;s beverage industry.<\/p>\n\n\n\n<p>According to the memories of people who have been in contact with Zong Qinghou, Zong Qinghou always smiles and welcomes anyone in the face, it is almost difficult to feel bad emotions from the old man, and the term &#8220;harmony generates wealth&#8221; has been confirmed in Zong Qinghou&#8217;s body.<\/p>\n\n\n\n<p>&#8220;I am an ordinary man, a mortal who rose from the bottom. Fortunately, I was born in a big time; It was even more fortunate that I was given the opportunity to build a company that became &#8216;the richest man in China,&#8217; a realization and recognition of value.&#8221; Zong Qinghou wrote such a preface in his biography.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">1. The Godfather of Chinese beverage was born in innovation<\/h4>\n\n\n\n<p>In the upsurge of the 1980s, countless young people went into business, trying to get a foothold in the huge market economy. The 42-year-old Zong Qinghou in this group is not young, from the handed down Zong Qinghou alone riding a tricycle at the gate of the primary school to sell goods from the photo, people to middle-aged Zong Qinghou on the entrepreneurial road is not far more than others shortcut.<\/p>\n\n\n\n<p>There was an article pointed out: &#8220;Private enterprises, mostly starting with family workshops, formed a set of management rights and ownership in one of the family management model, this family head, family members as the backbone, generally seen in the tide of reform and opening up a number of strong cohesion, high efficiency, rapid development of excellent enterprises.&#8221; Zong Qinghou&#8217;s Wahaha is undoubtedly the poster child for this phenomenon.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>As the &#8220;paternalistic&#8221; leader of Wahaha, Zong Qinghou made the final decision on all affairs, no matter how large or small. In the long development of Wahaha, Zong Qinghou is undoubtedly the core pillar of Wahaha. During a joint interview with Zong Qinghou and her daughter Zong Fuli, the host asked Zong: &#8220;Wahaha minus Zong Qinghou equals what?&#8221; &#8220;Equal to zero.&#8221; Zong Fuli replied.<\/p>\n\n\n\n<p>People who have been in contact with Zong Qinghou in the entrepreneurial stage believe that Zong Qinghou has higher courage than others when starting a business. In many crossroads that determine the fate of Wahaha, Zong Qinghou always tries to make decisions against all opinions. These included the termination of the agency of pollen oral liquid with previous partners, the independent creation of oral liquid brands, the naming of Wahaha brand names, and even borrowing money for Wahaha advertising. Both the oral accounts of witnesses and Zong Qinghou&#8217;s biography record that the company&#8217;s internal personnel were clearly opposed, but Zong Qinghou remained unmoved. Facts have proved that it is the persistence and landing of these measures that laid the foundation for the rise of Wahaha.<\/p>\n\n\n\n<p>The rise of Wahaha is inseparable from Zong Qinghou&#8217;s innovative marketing methods.<\/p>\n\n\n\n<p>In the 1980s and 1990s, the concept of nutrition products began to rise in the domestic market, and nutrition companies such as Sun God and Sanzhu rose rapidly. Although the products of Baoling Company, which was represented by Zong Qinghou, got the first pot of gold in starting a business, after the breakdown of cooperation with Baoling Company, the newly born Wahaha brand faced the game with many well-known brands, which was a huge test for Zong Qinghou.<\/p>\n\n\n\n<p>The background of Zong Qinghou&#8217;s establishment of co-marketing is precisely in the 1990s, with the collapse of state-owned channels, market-oriented farmers&#8217; markets, wholesale markets and so on are gradually established. As the market economy has just started in China, the trading relationship between many manufacturers and dealers still remains in the original stage of hand-over money and hand-delivered goods. The lack of restraint and communication between manufacturers and dealers leads to dealers&#8217; random goods and random price adjustment. It is difficult for manufacturers to get accurate feedback on the sales situation in various regions. This makes the distribution imbalance between regions, which seriously affects the brand image and price system of manufacturers.<\/p>\n\n\n\n<p>In Zong Qinghou&#8217;s marketing methods, the establishment of the co-marketing model is undoubtedly the cornerstone of the entire sales network, and has become a template that China&#8217;s FMCG industry has been learning and discussing. According to Zong Qinghou&#8217;s biography, the measures of co-marketing are mainly divided into: first, dealers should first make a &#8220;deposit&#8221; to Wahaha at the beginning of each year, and the payment amount is 11.7% of the estimated sales amount of the year. The money can be returned at the end of the year, with interest paid at an interest rate equal to or higher than a bank deposit; 2. Before each purchase, the dealer will pay the payment and Wahaha will deliver the goods; Third, according to the three levels of wholesale, strict pricing, and each dealer delimit the area, prohibited cross-goods, once violated, cancel the dealer qualification, deduct the deposit; Fourth, each dealer needs to carry the sales target, can not complete the target, dynamic cleaning and elimination.<\/p>\n\n\n\n<p>The biggest feature of co-marketing is that it has transformed from the previously dominant large circulation and wholesale model to the fine cultivation of delineating regions and classifying channels. In this system, dealers at all levels can only sell goods in the demarcated area according to the manufacturer&#8217;s guided price, which limits the problem of string goods between regions, and dealers can only expand to the sinking market in the region for performance. Xiao Zhuqing, an independent FPA commentator, told reporters that Wahaha&#8217;s channels settled to each small region and market in the shortest time, Wahaha also obtained the real market situation in each region, and Wahaha soon had more than 10,000 terminal systems.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Wahaha&#8217;s move into the drinks business comes as its biggest rival, Raub, competes with Wahaha&#8217;s products. From AD calcium milk to pure water, Wahaha and Oxfam&#8217;s competition is all-round. As the inventor of AD calcium milk, at that time, it also relied on strong advertising and appeared in major shopping malls and supermarkets. Wahaha was faced with a close hand to hand fight with its rivals at this time.<\/p>\n\n\n\n<p>&#8220;In the 1990s, the channels and marketing of most FMCG companies were limited to middle and large cities, in fact, it was difficult to reach remote areas and rural markets, and at that time, rural areas were the main body of the Chinese market, whether population or market size, but Wahaha, as a FMCG company, was the first to reach the rural market through sales channels.&#8221; With the development of China&#8217;s commercial economy, the rural market has developed strong consumption power, which has also laid the foundation for Wahaha in the domestic market.&#8221; Chinese food industry analyst Zhu Danpeng said that Zong Qinghou&#8217;s vision and judgment at that time was ahead of the industry, in the beverage industry to achieve the &#8220;rural encirclement of the city&#8221; precedent, since then many brands have followed suit and achieved good performance, Zong Qinghou achieved a brand development route based on national conditions.<\/p>\n\n\n\n<p>This sales system is now very common, is the basis of cooperation between many manufacturers and dealers, but at the time it was a very innovative and bold system, which means that dealers need to share weal and woe with manufacturers. As Zong Qinghou recalled in his biography, this system was also opposed within the company at that time, and some dealers withdrew. But Zong still has enough confidence in his own products to carry out the system to the end.<\/p>\n\n\n\n<p>Zong Qinghou relied on the innovative dealer system to allow Wahaha to establish a stable and huge channel network. On the other hand, Zong Qinghou realized the huge advantages brought by advertising at that time, so Zong Qinghou spared no effort in advertising.<\/p>\n\n\n\n<p>Among many business cases, almost all successful business cases in the 1980s and 1990s have bold advertising, such as Qinchi Wine, Kong Fujia wine, Naobin, etc. Wahaha, as one of the earliest FMCG companies to advertise on CCTV, has obviously become a leader among them.<\/p>\n\n\n\n<p>&#8220;Zong Qinghou attached great importance to the advertising of CCTV and provincial TV stations, and perfectly promoted the market and display through channels, and formed a popularity through star endorsement and CCTV and provincial TV advertising to promote Wahaha beverage consumption. This&#8217; push and pull strategy &#8216;achieved Wahaha&#8217;s explosive products one after another at that time.&#8221; Xiao Zhuqing told reporters.<\/p>\n\n\n\n<p>Fu Huayang, the founder of Shenbing Tianjiang who had business cooperation with Wahaha, told reporters that Zong Qinghou set the marketing basis for Wahaha is &#8220;joy&#8221;, and all advertising marketing is also launched around this, and on this marketing basis, Wahaha has also laid the industry status for itself. &#8220;In the 1990s, we made a commercial with RAP, which was a very niche form of music in China at that time, but Zong agreed with it after watching it, saying that it was lively and that young people and children might like it.&#8221;<\/p>\n\n\n\n<p>The innovation of the marketing system and bold marketing methods eventually led to the rapid growth of Wahaha, which became the No. 2 beverage and nutrition company in China in the 1990s, and Wahaha also became an important enterprise in China&#8217;s FMCG industry.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">2. Winning the Dawa Battle &#8211; Wahaha&#8217;s thrilling moment<\/h4>\n\n\n\n<p>&#8220;The world is easy to conquer, but difficult to defend.&#8221; Among the enterprises that soared in the 1980s and 1990s, many enterprises eventually fell silent and fell from the peak of that year, such as Qinchi Wine, Kong Fujia Wine, Jianlibao, etc. There were many reasons for these enterprises to fall from the peak, but Wahaha always insisted on the top of the reason is inseparable from Zong Qinghou&#8217;s persistence and game.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>In Zong Qinghou&#8217;s memories and the summary of the outside world, the most critical event for Wahaha is the disturbance with Danone. In 1996, Wahaha reached a joint venture agreement with the World&#8217;s top 500 companies and the French food industry giant Danone, in which Paefulkin and Danone jointly invested $43.0669,500 to acquire 51 percent of Wahaha&#8217;s shares. Subsequently, Baifuqin sold its equity to Danone, and Danone instantly became the majority shareholder of Wahaha Holding 51%. At that time, Danone, as the majority shareholder, could directly intervene and decide Wahaha&#8217;s development and decision-making through the Board of directors, and Danone also held the equity of Chinese enterprises such as Lobbier, Guangming, Mengniu and Huiyuan.<\/p>\n\n\n\n<p>At that time, AD calcium milk and Huiyuan juice were competing with Wahaha to compete for the market. This means that for the most part, these companies and China&#8217;s FMCG industry have no trade secrets for Danone and the companies it controls. In response, Zong Qinghou has repeatedly publicly expressed his dissatisfaction with Danone&#8217;s move, and the relationship between the two sides has deteriorated rapidly.<\/p>\n\n\n\n<p>In 2006, Danone&#8217;s new joint venture chairman, Yimo Fan, discovered that Mr Zong had set up a series of non-joint venture companies, owned by state-owned enterprises and employees, outside the joint venture, which also generated substantial profits for Wahaha each year. In April 2007, Danone attempted to forcibly acquire 51% of other non-joint venture companies of Hangzhou Wahaha Group Co., Ltd. with total assets of 5.6 billion yuan and profits of 1.04 billion yuan in 2006 at a low price of 4 billion yuan. Zong Qinghou firmly opposed this.<\/p>\n\n\n\n<p>When the contradiction between the two sides cannot be reconciled, the litigation of the two sides is also in full swing. Danone has sued Mr. Zong and Wahaha in China, the United States, Europe and elsewhere. Finally, in 2009, Danone sold its 51 per cent stake in the joint venture to Wahaha for Rmb3bn, bringing the Wahaha Danone dispute to an end and Mr Zong successfully taking back absolute control of Wahaha.<\/p>\n\n\n\n<p>It is worth mentioning that at that time, China Business News had a comprehensive investigation and in-depth digging of the brand dispute between Danone and Wahaha, in which Zong Qinghou and the then president of Danone Asia Fan Yimou were interviewed by the reporters of China Business News and expounded their respective positions. In the end, this newspaper will be the context of the dispute, light and dark trading exclusive to the world. In 2007, Southern Weekly named the series its annual economic report.<\/p>\n\n\n\n<p>What makes people feel is that in this storm, Wahaha&#8217;s partners and employees have always been with Zong Qinghou. Even in Mr. Zong&#8217;s biography and in the recollections of those above, the vast majority of employees and distributors were willing to stand with him as he prepared for the worst and was ready to start anew.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>And this is not unrelated to Zong Qinghou&#8217;s &#8220;paternalistic&#8221; care, whether it is a partner or an employee of the company, Zong Qinghou always gets along with the identity of &#8220;elder and friend&#8221;, and finally gets everyone&#8217;s support and support. &#8220;Although I was a party B and Zong&#8217;s junior, Zong often used words of encouragement to motivate us. He often said that it didn&#8217;t matter if a commercial shot went bad once, and you always need to give people a chance to try and make mistakes.&#8221; Fu Huayang told reporters.<\/p>\n\n\n\n<p>Xiao Zhuqing, who once served as the planning director of Wahaha, said: &#8220;Zong Qinghou, as a &#8216;parent&#8217;, is a very human leader. If employees who have worked for more than 10 years cannot keep up with the requirements of the company&#8217;s development, they will be transferred to the post of security guard or warehouse keeper for the elderly. Zong Qinghou personally arranges each production base to top up the meal card and send a sum of money to the workers every New Year.&#8221; Xiao Zhuqing believes that Zong Qinghou understands that the development of enterprises needs to rely on employees, so he formulated policies and mechanisms to encourage key employees to invest in new projects or supporting projects of the main business, so that the achievements of Wahaha&#8217;s development can be shared with employees.<\/p>\n\n\n\n<p>After entering the 21st century, the competition in the beverage industry has been further intensified. Nongfu Spring, Uni-President, Yang Yuan and other enterprises have risen rapidly to seize the market in various segments such as drinks and packaged water. After experiencing this major storm, Wahaha began to develop more rapidly, soaring from 8.84 billion yuan in 2008 to 32.77 billion yuan in 2009. In 2010, Zong&#8217;s wealth rose to 53.4 billion yuan, making him the richest person in China on the Forbes list, and in 2012, he again topped the list with 63 billion yuan.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">3. Wahaha spiritual leader<\/h4>\n\n\n\n<p>In the early years, Zong Qinghou was a guest on the famous host Lu Yu&#8217;s show, when Lu Yu suggested to Zong Qinghou that &#8220;we can produce American eggnog&#8221;, Zong Qinghou immediately retorted: &#8220;That is Australian eggnog, I have drunk it several times.&#8221; &#8220;The whole country may not like it&#8221; is also considered to be Zong Qinghou&#8217;s insight into the entire beverage industry is very keen.<\/p>\n\n\n\n<p>In December 2016, a netizen posted that he met Zong Qinghou in the second-class carriage of the high-speed train and made fun of the children in the same carriage. In 2017, another netizen photographed Zong Qinghou at Wuhan Tianhe International Airport, pulling a suitcase alone as he waited for a flight. According to these people and Wahaha&#8217;s confirmation, Zong Qinghou often travels to various places to research the market.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>In fact, whether it is product or enterprise management, Zong Qinghou personally ended up in the company. &#8220;In the 1990s and early 21st century, TV advertising was the most important marketing channel. Although Wahaha had a large number of products, the association personally controlled the advertising of each product, often asking for five or six films of each product for comparison, and personally discussing with Party B how to present TV advertising.&#8221; Fu Huayang told reporters that each time Zong Qinghou personally discussed the advertising content with the team, and was very patient.<\/p>\n\n\n\n<p>&#8220;I&#8217;ve never seen Zong get angry with employees or partners. He&#8217;s always smiling at everyone.&#8221; &#8220;In my impression, Zong Qinghou is the most typical Confucian businessman,&#8221; Mr. Fu said.<\/p>\n\n\n\n<p>According to previous reports, when Zong Qinghou was both chairman and general manager, there was no deputy general manager for a long period of time, and the &#8220;General manager office&#8221; managed the functional departments of the Group and its subordinate branches (provincial branches). This shows that only Zong Qinghou is the decision maker, and the others are the executors. More than 30 provincial managers in Wahaha&#8217;s sales network, more than 2,500 first-level wholesalers in its marketing network, and more than 70 branch factory directors in its production network all report directly to Zong Qinghou.<\/p>\n\n\n\n<p>Zong Fuli has publicly said: &#8220;My father has always preferred to be a single person, like a big parent to handle the size of the company.&#8221; At that time, Wahaha did not have a strategy department, nor did it have a deputy general manager position. Zong Qinghou was the chairman and general manager all the year round, and basically all market decisions needed to be made by him. &#8220;Management is also very dependent on the father, and only wait for the boss to assign tasks every day to know who is doing and who should do.&#8221;<\/p>\n\n\n\n<p>In recent years, Wahaha has also been launching new products and cross-border products, including children&#8217;s clothing, milk powder, liquor, shopping malls, etc., but many of them have not made too much waves. &#8220;As China urbanises, it is difficult for Wahaha&#8217;s affiliate to play to its strengths sustainably.&#8221; Zhu Danpeng said that the current channel sales system requires the company to provide dealers with a more detailed marketing system and services, so the limitations of the co-marketing system began to slowly reveal.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>In addition, when online channels emerged, Nongfu Spring quickly seized the window period and vigorously developed e-commerce channels, creating prerequisites for the emergence of their own large products. Zong Qinghou once said that in the interests of dealers will not shift the main channel to online.<\/p>\n\n\n\n<p>&#8220;But as FMCG is an industry where new and old products are rapidly changing, most companies in the product side are run by the younger generation to better capture market trends and consumer changes.&#8221; Tsinghua University brand marketing consultant Sun Wei believes.<\/p>\n\n\n\n<p>At that time, Zong Qinghou also realized that Wahaha had the problem of insufficient innovation ability, and he repeatedly told the outside world that Wahaha lacked new main products at this stage. In the 2020s, with the rise of the vitality forest, Nongfu Mountain Spring and various categories of flowers blossomed, Wahaha&#8217;s voice and status in the beverage market were shaken. In recent years, under the rise of sugar-free, low-sugar industry wave, Wahaha has not yet created a new 10 billion large products.<\/p>\n\n\n\n<p>In this tumultuous period, Zong Fuli, who has been practicing at the grassroots level for a long time and has carried out personal entrepreneurship, stood up, walked to the front of the stage, entered the management of Wahaha, and emerged to plan and innovate. In 2018, Zong Fuli served as the head of brand Public Relations Department of Wahaha Group, and in 2020, Zong Fuli served as the deputy general manager of Wahaha Group Sales Company. In 2021, Wahaha officially announced Zong Qinghou&#8217;s daughter Zong Fuli as vice chairman and general manager of Wahaha Group, responsible for daily work.<\/p>\n\n\n\n<p>According to relevant sources, after Zong Fuli took over as general manager, although Zong Qinghou remained chairman of Wahaha Group, his guidance and involvement in the company gradually decreased. In the outside world, although Zong Qinghou was still the highest power in Wahaha at that time, Zong Qinghou had already made preparations for Zong Fuli to take over Wahaha in a comprehensive way when Zong Fuli entered Wahaha management.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>&#8220;The success of a startup company cannot be separated from the founder&#8217;s courage and persistence, and the transition of a startup company to a modern enterprise requires a supporting management system. Zong Qinghou handed over Wahaha to a young successor after completing Wahaha&#8217;s ascent to the top, indicating that Wahaha will move toward an institutionalized enterprise, and Zong Qinghou left Wahaha with the spirit and inspiration of the start-up.&#8221; Brand marketing expert Lu Shengzhen said.<\/p>\n\n\n\n<p>As a pioneer in China&#8217;s FMCG industry, Zong Qinghou boldly adopted innovative marketing thinking at the beginning of the market economy, created a marketing system that quickly occupied the sinking market, created a number of national beverage brands from scratch, and cultivated a group of outstanding entrepreneurs and managers in the FMCG industry. 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