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77岁的生日，宗庆后是和娃哈哈员工们一起过的。就在一间会议室里，宗馥莉和二十多位高管员工，围坐在长条桌一侧，黑皮衣铮亮的宗庆后，腰杆笔直，温和地切开三层奶油蛋糕。
往年的生日，都是提前过的。但2023年底，他的生日会没有继续。
2024年2月25日10时30分，娃哈哈的创始人、董事长宗庆后因病医治无效逝世，享年79岁。
宗庆后的最后一次公开露面，是2023年12月，娃哈哈2024年全国销售工作会议上。这是娃哈哈年度最重要的会议，已经停办了三年。天南地北的上万名经销商，涌进杭州的运河公园体育馆。
这是娃哈哈从来没有动用过的规格，在往年，为了降低规模，上万参与经销商会被分为三批。
这场大会上，宗馥莉已经接替了父亲往日的角色，发表讲话、部署战略，甚至有详尽的销售时间节点。要巩固三四线市场，开拓一二线市场。
台下的人都明白，宗庆后真的决定往后退了。
从返城青年，到中国的快消品教父、渠道之王，宗庆后的创业之路，完整经历了国家的改革开放。
宗庆后是典型的信奉毛泽东思想的那批企业家，他的战略、渠道思想、管理哲学，都能看出毛泽东军事思想的影子。
1991年，娃哈哈兼并杭州罐头食品厂。罐头厂职工一时无法接受，宗庆后找到罐头厂人武部，要求他们组织3个民兵小分队，进行护厂运动。用28天时间，在民兵的看护下，把罐头厂一个车检改装成娃哈哈营养液生产线。
娃哈哈是一家独特的公司。金融大潮中，它坚持不上市；电商时代，也选择远离互联网流量。这家公司像一个壁垒森严的独立王国，凭借一套庞大而忠诚的销售网络——联销体，维持每年几百亿的销售额。
联销体重，经销商每月进货前必须结清货款，年底，一级经销商必须将这一年销售额度的10%作为保证金一次性打到娃哈哈账户上，娃哈哈支付高于银行存款的利息。
因此，娃哈哈一直现金流充足。联销体之于娃哈哈，就如同中供铁军之于阿里，经销商之于董明珠。娃哈哈在全国几乎所有县都有一批经销商，几乎没有空白市场。
拥有联销体，娃哈哈的任何新产品，能在几天之内出现在西藏最偏远县城的柜台上。
唯一的问题是，在AD钙奶、瓶装水和营养快线之后，他们已经很久没有一款成功的国民级产品了。2012年开始，这个问题就开始困扰娃哈哈。
娃哈哈对于产品的焦虑，让他们走上了模仿的道路，有人总结：但凡有点名气的全国性单品，娃哈哈都会马上复制，而且包装必须像，价格必须低。
饮料行业的马太效应越来越强。
曾经为娃哈哈贡献40%的纯净水，市场占有率已经掉到了第二梯队，排在冰露后面。娃哈哈纯净水失去的市场，已被农夫山泉、怡宝等收入囊中。
尤其是农夫山泉，利用电商打开渠道。曾经只是娃哈哈经销商的钟睒睒，因此被送上了中国首富的位置。
宗庆后曾炮轰电商，但后来，不得不努力拥抱电商。
2018年，娃哈哈选择和微商合作，接连推出天眼晶睛等几款新品。娃哈哈负责品牌及生产，IP合作方运作负责“渠道”。
在试水微商前，娃哈哈就推出了微商城，再往前一年，娃哈哈先后入驻拼多多和淘宝。
改革效果显著，2018年，娃哈哈营收实现5年来首次正增长。
2020年，娃哈哈加快了电商布局，先后成立电商公司和跨境电商公司，宗庆后亲自担任法人。
紧接着，宗庆后宣布，娃哈哈将自建4个电商平台：
保健品电商平台康得利，模式类似于京东，由娃哈哈自营和其他品牌入驻；
食品饮料电商平台，将联销体在线化；
跨境电商平台，引进国际大健康品牌，对标网易考拉、海淘；
哈宝平台，旨在加强和年轻人交流、购物的线上平台。
为此，娃哈哈准备了100亿现金存款来布局。
但这几个平台，后来几乎没有激起任何水花。
宗庆后同志治丧委员会发布的讣告中，宗庆后的头衔排序，可以看出这家企业对于宗庆后本人的评价序列。
中国共产党党员，是政治面貌；
全国劳动模范，全国五一劳动奖章获得者，优秀中国特色社会主义事业建设者，改革开放40年百名杰出民营企业家，是国家荣誉；
全国人大代表和浙江省人大代表，是国家职务；
最后才是娃哈哈集团创始人、董事长这样的企业职务。
但宗庆后的骨子里，其实还是一个推销员。
2020年5月29日晚上，宗庆后首次上抖音触电直播。
别人都是直播带货，宗庆后是直播送货，他送了3款娃哈哈自有大健康产品，共6万份，价值360万元。
此外，直播还安排了5次抽奖，奖品为价值千元的娃福袋和娃哈哈智能工厂免费参观，机票酒店全包。
直播中，75岁的宗庆后一脸真诚地对着直播镜头比心，和网友聊的很欢。为了推自家产品 ，宗老板直接做起了现场吃播。
为了满足网友对“布鞋首富”的好奇，他甚至当场脱下布鞋给网友展示，引得弹幕狂刷“上链接”！
他是真心诚意，想为企业找到一条新的出路。
宗庆后代表了中国企业家最坚韧的那面，42岁开始创业，人生的古稀之年，是在一场国际诉讼中开启的。
2006年，法国达能意图收购娃哈哈股权，法国人到处放话，要让宗庆后的余生都在诉讼中度过。
全球七八十场诉讼，宗庆后亲自写每一份证词。
17岁，宗庆后到了浙江舟山的马目农场劳动，那里被称作是舟山的西伯利亚。此后，宗在农场一待就是十五年。干活之余，精神世界里就只有保尔柯察金。
宗庆后讣闻发出后，娃哈哈曾经的老总部楼下，有不少杭州市民放上花束悼念，对中国企业家来说，是难得一见的景象。
改开初期，曾出现过灿若星辰的明星企业家群体。健力宝，汇源果汁，不一而足。但大浪淘沙，江湖浮沉，企业家能得善终的，品牌还在的，寥寥无几。作为推销员的他，是其中少数几位。
他最欣赏的，是雍正皇帝。雍正勤于政事，每天睡眠时间不到四个小时，其余大部分时间都在披阅奏折。他不止一次地对外说：
当下中国，需要雍正式的人物。
这位中国推销员，和雍正一样工作到生命的最后一刻。几年前，73岁的宗庆后在一档节目里朗读季羡林的《八十抒怀》，说要送给年轻的创业者。他读下的最后一句是，未来的路我并不恐惧：
我眼前还闪动着野百合和野蔷薇的影子。
来源：兽楼处 微信号：ishoulc
英文版:
On his 77th birthday, Zong Qinghou celebrated with Wahaha employees. In a meeting room, Zong Fuli and over twenty executives sat around a long table. Zong Qinghou, in a shiny black suit, stood straight and gently cut into a three-layer cream cake.
In previous years, his birthday celebrations were held in advance. But at the end of 2023, his birthday celebration did not continue.
On February 25, 2024, at 10:30 am, Wahaha's founder and chairman Zong Qinghou passed away due to illness, at the age of 79.
Zong Qinghou's last public appearance was in December 2023 at Wahaha's 2024 national sales conference. It was the most important annual meeting for Wahaha and had been suspended for three years. Tens of thousands of distributors from all over the country gathered at the Hangzhou Canal Park Sports Hall.
It was a scale that Wahaha had never used before. In previous years, to reduce the scale, tens of thousands of participating distributors would be divided into three batches.
At this conference, Zong Fuli had taken over her father's role, delivering speeches, deploying strategies, and even providing detailed sales timelines. The goal was to consolidate the third and fourth-tier markets and expand into the first and second-tier markets.
Everyone in the audience understood that Zong Qinghou had truly decided to step back.
From a returning youth to China's father of fast-moving consumer goods and the king of channels, Zong Qinghou's entrepreneurial journey fully experienced the country's reform and opening up.
Zong Qinghou was a typical entrepreneur who believed in Mao Zedong's ideology. His strategies, channel ideas, and management philosophy all bore the shadow of Mao Zedong's military thinking.
In 1991, Wahaha acquired the Hangzhou Canned Food Factory. The factory workers were initially unable to accept it, so Zong Qinghou approached the factory's military officer and asked them to organize three militia squads to protect the factory. In just 28 days, with the vigilance of the militia, a production line for Wahaha's nutritional drinks was set up in the factory.
Wahaha was a unique company. In the financial surge, it refused to go public; in the e-commerce era, it chose to stay away from internet traffic. This company was like a heavily fortified independent kingdom, sustaining annual sales of hundreds of billions through a vast and loyal sales network - the unified sales system.
Under this system, distributors had to settle their payments before purchasing goods each month. At the end of the year, first-level distributors had to deposit 10% of their annual sales to Wahaha's account as a one-time guarantee deposit, with Wahaha paying interest higher than bank deposits.
As a result, Wahaha always had sufficient cash flow. The unified sales system was to Wahaha what Taobao was to Alibaba, and distributors were to Dong Mingzhu. Wahaha had a batch of distributors in almost every county nationwide, leaving almost no blank market space.
With the unified sales system, any new product from Wahaha could appear on shelves in even the most remote counties in Tibet within a few days.
The only problem was that after AD calcium milk, bottled water, and nutrition quick line, they hadn't had a successful national-level product for a long time. This issue had been troubling Wahaha since 2012.
Wahaha's product anxiety led them down the path of imitation. It was summarized that Wahaha would copy any nationally famous single product, replicate the packaging, and lower the price.
The Matthew effect in the beverage industry was becoming stronger.
The pure water that used to contribute 40% to Wahaha had dropped to the second-tier, ranking behind Binglu. The market share lost by Wahaha's pure water had been pocketed by Nongfu Spring, Yi Bao, and others.
In particular, Nongfu Spring utilized e-commerce to open up channels. Zhong Shentong, who used to be a distributor for Wahaha, was sent to the position of China's richest man as a result.
Zong Qinghou had criticized e-commerce in the past, but later had to embrace it. In 2018, Wahaha chose to collaborate with microbusinesses and successively released several new products like Tianyanjingjing. Wahaha was responsible for the brand and production, while the IP partners operated the "channels."
Before dipping their toes into microbusiness, Wahaha had launched a microbusiness mall. A year before that, Wahaha had successively entered Pinduoduo and Taobao.
The reform had a significant effect - in 2018, Wahaha's revenue achieved positive growth for the first time in five years.
In 2020, Wahaha accelerated its e-commerce layout by establishing an e-commerce company and a cross-border e-commerce company, with Zong Qinghou personally serving as the legal person. Subsequently, Zong Qinghou announced that Wahaha would build four e-commerce platforms:
- A health product e-commerce platform called Kandeli, similar to JD, featuring Wahaha's own and other brands;
- A food and beverage e-commerce platform, making the unified sales system online;
- A cross-border e-commerce platform introducing international health brands, competing with NetEase Koala and cross-border e-commerce;
- The HABAO platform aimed at strengthening communication and online shopping with young people.
To this end, Wahaha prepared 10 billion in cash deposits to expand.
However, these platforms barely made any waves later on.
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中国推销员之死
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