After Zong Fuli took over the reins of Wahaha, a series of reform measures have drawn significant market attention, with the major overhaul of distribution channels and the renaming of its Tmall store being particularly eye-catching. Wahaha is now standing at a critical juncture of transformation. Since 2024, Wahaha has embarked on a major channel transformation. Distributors with annual sales below 3 million yuan have been phased out in batches, and the assessment criteria for 2025 have been further refined to a monthly, product-specific, and equipment-based basis, requiring all stores to be fully integrated into the digital system. During the process of phasing out and consolidation, issues such as the recognition of historical expenses, inventory liquidation, and payment settlement have continuously arisen after small distributors merged into larger ones, sparking numerous disputes.

宗馥莉接棒娃哈哈后，一系列改革举措引发市场高度关注，其中渠道大洗牌和天猫店改名尤为引人注目，娃哈哈正站在变革的关键节点上。自2024年起，娃哈哈开启渠道大变革。年销300万元以下的经销商被分批清退，2025年考核更是细化到按月、按单品、按设备投放，门店需全量接入数字系统。清退与整合过程中，小经销商并入大经销商后，历史费用认定、库存消化、货款结算等问题不断，引发诸多争端。

Wahaha's past glory was attributed to Zong Qinghou's pioneering "United Distribution System," which established a vast and efficient sales network through a deposit system, regional sales frameworks, a clear pricing structure, and rebate incentives. However, with the rise of e-commerce, the drawbacks of this model became apparent, as excessive channel tiers, weak headquarters control over terminals, and chaotic logistics scheduling hindered further development. The reforms promoted by Zong Fuli aim to shorten supply chains, accelerate payment collections, enhance execution, and integrate distributors and stores into a unified digital system for refined management.

娃哈哈曾经的辉煌得益于宗庆后首创的“联销体”模式，保证金制度、区域销售制度、明确价格体系以及返利激励政策，构建起庞大高效的销售网络。然而，电商兴起后，该模式弊端渐显，渠道层级过多、总部对终端掌控弱、物流调度混乱等问题制约了发展。宗馥莉推动的改革旨在缩短链路、加快回款、增强执行，将经销与门店统一接入数字系统，实现精细化管理。



The reforms have brought about growing pains, placing immense pressure on distributors. This year, sales targets in many regions have surged, with altered accounting standards threatening replacement for those who fail to meet quotas. Transition periods arising from mergers and phasing-outs, coupled with inadequate synchronization of the digital system, have triggered a chain reaction, leading to stockouts, slower replenishment, and declining sales momentum. Terminals have also reduced their support for the brand due to issues related to promotional materials and rebates. Nevertheless, the reform direction is clear—if node consolidation and supporting reform models are effectively implemented, they will lay the groundwork for price discipline, fulfillment efficiency, and new product launches.

改革带来阵痛，经销商压力巨大。今年不少区域经销指标大幅提升，核算口径改变，完不成就面临换人。并入与清退产生交接期，数字系统同步不到位等问题引发连锁反应，导致断档、补货变慢、动销下跌。终端也因物料、返利等问题，对品牌支持力度下降。不过，改革方向明确，节点收缩、改革模式若能配套到位，将为价格纪律、履约效率和新品投放奠定基础。

Currently, Zong Fuli is also embroiled in a family trust dispute, with public opinion linking brand management to corporate governance, affecting confidence among distributors and retailers. For Wahaha to achieve brand revival in the future, it must enhance product competitiveness by accelerating the iteration of core products, improve channel efficiency, redefine its brand narrative, and drive repeat purchases.

当下，宗馥莉还卷入家族信托纠纷，舆论将品牌与治理关联，对经销和终端信心产生影响。娃哈哈未来要实现品牌复兴，需提升产品力，加快核心单品迭代；提高渠道效率，重做品牌叙事，驱动复购。