營收方面，老干媽在陶華碧重新掌舵後業績持續回升，呈現出明顯的復甦趨勢。根據《2025貴州企業100強》榜單及多家媒體報導，老干媽在2024年實現銷售額約53.91億元，已非常接2020年創下的54.03億元人民幣歷史最高峰值。這一表現標誌著企業已成功走出前幾年的低迷期，重新穩居中國調味品行業的領軍地位，也顯示出陶華碧在企業戰略和運營上的有效掌控力。

其次，陶華碧自2019年重返企業一線以來，針對兩位兒子管理期間出現的問題進行關鍵性調整與改革。她在原材料選擇上做出重大改變，徹底放棄此前使用的河南辣椒，改用品質更高但價格略高的貴州辣椒，以保障產品口味的一致性並恢復消費者信任。在渠道管理上，雖然老干媽在互聯網營銷和直播電商領域保持低調，但其強大的線下大經銷商體系仍然發揮穩定作用，使品牌在消費環境快速變化的背景下保持韌性。這種回歸品質與渠道深耕的策略，也被外界視為“出山救子”的典型案例，即創始人親自介入以挽回企業運營和聲譽。

在陶華碧個人方面，她雖已接近八旬，但仍保持高度的企業參與度。陶華碧生於1947年，至2026年已79歲，仍擔任貴陽南明老干媽風味食品有限責任公司董事長，並經常出現在生產一線督導工作。她的持續活躍不僅保障產品質量，也在企業文化和品牌信任度上起到不可替代的作用。然而，隨著創始人年事漸高，企業接班問題仍受到外界高度關注，陶華碧的“出山”也反映出中國家族企業在管理權平穩交接上普遍面臨的挑戰。

目前，老干媽依然堅持“不上市、不貸款、不打廣告”的經營原則，並在市場中展現出極強的抗周期能力。無論是面對原材料價格波動、經濟下行壓力，還是消費者口味變化，老干媽均能保持穩定的市場份額與品牌影響力。這一現象不僅證明了陶華碧個人管理能力的長期價值，也凸顯以品質和渠道為核心的家族企業經營模式在當代市場環境中的可持續性。

綜合來看，陶華碧的回歸不僅讓老干媽營收重回巔峰，也在品牌穩定性、產品品質及企業文化方面提供強有力的保障。未來，隨著接班問題的逐步凸顯，如何在維持企業核心價值的同時實現順利傳承，將是老干媽面臨的主要挑戰。

Laoganma has experienced a sustained recovery under Tao Huabi’s renewed leadership, showing a clear upward trend. According to the 2025 Guizhou Top 100 Enterprises list and multiple media reports, Laoganma achieved sales of approximately 5.391 billion RMB in 2024, nearly matching the historical peak of 5.403 billion RMB recorded in 2020. This performance indicates that the company has successfully emerged from the downturn experienced in previous years, regaining its leading position in China’s condiment industry, and reflects Tao Huabi’s effective control over corporate strategy and operations.

Since returning to the front line of the company in 2019, Tao Huabi has implemented key adjustments and reforms to address problems that arose during the management period of her two sons. She made a major change in raw materials, completely abandoning the Henan chili peppers that had caused a decline in reputation, and reverting to higher-quality, though slightly more expensive, Guizhou chili peppers. This move ensured consistent product flavor and restored consumer trust. In terms of distribution channels, although Laoganma has maintained a low profile in online marketing and live-stream e-commerce, its strong offline network of major distributors has provided stability, allowing the brand to remain resilient amid rapid changes in the consumer environment. This return to quality and focus on channels is regarded externally as a typical “comeback to save the company” scenario, where the founder personally intervenes to restore operations and brand reputation.

Regarding Tao Huabi personally, despite nearing eighty, she remains highly involved in the business. Born in 1947, she is 79 years old in 2026 and continues to serve as the chairperson of Guiyang Nanming Laoganma Flavor Food Co., Ltd., frequently appearing on the production floor to supervise operations. Her active participation not only ensures product quality but also plays an irreplaceable role in corporate culture and brand trust. However, as the founder ages, the issue of succession remains a major concern externally. Tao Huabi’s “comeback” reflects the broader challenges Chinese family businesses face in ensuring smooth management transitions.

Currently, Laoganma continues to adhere to its operational principles of “no IPO, no loans, no advertising,” demonstrating strong resilience in the market. Whether facing fluctuations in raw material prices, economic downturn pressures, or changing consumer tastes, Laoganma has maintained a stable market share and brand influence. This not only underscores Tao Huabi’s long-term managerial value but also highlights the sustainability of a family-run business model that prioritizes quality and distribution channels in today’s market environment.

In summary, Tao Huabi’s return has not only restored Laoganma’s revenue to its peak but also strengthened brand stability, product quality, and corporate culture. Looking forward, as succession issues become more prominent, the primary challenge for Laoganma will be achieving a smooth transition while preserving the company’s core values.