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however, as market competition becomes increasingly fierce, wahaha is facing a difficult situation of balancing the "old brands" and "new forces". zong qinghou insisted on not going public, relying on his own charm to balance the interests of various entities, so that wahaha has always been in a stable state. but for zong fuli, this art of balance needs to be re-explored. how will she use the market-oriented management concept to push wahaha towards a new development direction?
the equity structure is the key to wahaha's listing. at present, hangzhou shangcheng district cultural, commercial and tourism investment holding group co., ltd. (holding 46%), zong fuli (holding 29.4%), and hangzhou wahaha group co., ltd. grassroots trade union joint committee (employee stock ownership association, holding 24.6%) together constitute wahaha's equity structure. these three parts will provide strong support for wahaha's listing.
however, the challenges brought by listing cannot be ignored. as the company develops, internal governance, stock price stability and responsibilities to shareholders and investors will become important issues after listing. just like the case of nongfu spring, the price war caused its gross profit margin to decline, which brought challenges to the listing. and when the two beverage giants stepped into the same river, the head-on confrontation between zong fuli and zhong shanshan had already begun.
they each have their own unique strategic vision and execution capabilities, and have different interpretations and action plans for market competition and industry development. however, in the era of competition, who will ultimately win will be the decisive factor in this decisive battle.
