What is the origin of Wahaha?

1987, the distribution department of Hangzhou school-run enterprises, the predecessor of Wahaha, was established. Zong, the founder of Wahaha, led two retired teachers to start businesses with a loan of140,000 yuan, and earned a penny by selling other people's soda, popsicles and stationery paper. In the second year, I processed oral liquid for others, and in the third year, I established Hangzhou Wahaha Nutritional Food Factory. According to the theory of "homology of medicine and food" in traditional Chinese medicine diet therapy, I developed and produced Wahaha nutritional oral liquid for children, which solved the problem that children didn't want to eat. With the exact effect and the advertisement of "drink Wahaha, eat fragrant", the product became an instant hit and swept the country.

Historical turning point 199 1 With the support of Hangzhou, Wahaha Nutritious Food Factory, which has only 100 employees but has more than 60 million yuan in bank deposits, resolutely merged Hangzhou Canned Food Factory, one of the national key canned enterprises with more than 60,000 square meters of factory buildings and more than 2,000 employees, and established Hangzhou Wahaha Group. Since then, Wahaha has gradually stepped into the road of scale operation.

Light of the West 1994 Wahaha participated in counterpart support for the resettlement construction in the Three Gorges reservoir area, merged three poor enterprises in Fuling and established Wahaha Fuling Branch. With mature products, mature technology and mature market, supplemented by strong financial strength and Wahaha's inherent brand advantages, Fuling Company has opened up the situation in one fell swoop, and its output value and profits and taxes have increased rapidly year after year, becoming one of the largest counterpart support enterprises in the Three Gorges reservoir area and one of the top 50 industrial enterprises in Chongqing.

Strategic Cooperation 1996, the company invested part of its fixed assets to set up five joint ventures with foreign companies such as Danone Group, the world's top 500 food and beverage industry, and insisted that the joint ventures were not famous brands. The Chinese side managed the whole process, introduced foreign capital of 45 million US dollars at one time, and successively introduced a large number of production lines with the world advanced level in the 1990s from Germany, the United States, Italy, Japan, Canada and other countries. By introducing capital technology,