---
title: "Yonghui Chairman Zhang Xuesong's First Public Speech: The Birth of a Super Species"
description: "Zhang Xuesong, chairman of Yonghui Superstores, delivered his first public speech at a talk co-hosted by Zaochu and Tsinghua PBC School of Finance on November 28, 2017, discussing the company's new 'Super Species' business model, its evolution, and its philosophy of shared entrepreneurship and ecological balance."
author: "张轩松"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2017-12-01"
language: "en"
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# Yonghui Chairman Zhang Xuesong's First Public Speech: The Birth of a Super Species

> Zhang Xuesong, chairman of Yonghui Superstores, delivered his first public speech at a talk co-hosted by Zaochu and Tsinghua PBC School of Finance on November 28, 2017, discussing the company's new 'Super Species' business model, its evolution, and its philosophy of shared entrepreneurship and ecological balance.

Zhang Xuesong, Chairman of Yonghui Superstores
**Editor's Note**: Yonghui's chairman Zhang Xuesong has always been low-key and rarely speaks publicly. On November 28, 2017, at a talk themed "The Third Wisdom - Design Thinking, Innovation Driven" co-hosted by Zaochu and Tsinghua PBC School of Finance, this Fujian-born entrepreneur was finally invited to give a public speech for the first time.
This was also the first time in many years that he publicly discussed Yonghui and the development plans for Super Species. Although a bit nervous on stage, Zhang Xuesong's speech was rich in content and thought-provoking points.
Hello everyone, this era is full of new fashionable terms such as species, genes, sharing, and ecology. As a physical enterprise, Yonghui has also combined the characteristics of the times to offer its own interpretation of these terms.
First is the species theory. Yonghui recently proposed a new business model called "Super Species," which is based on light fashion and light luxury dining, combining dining + supermarket + internet formats, targeting new consumer groups such as the post-80s and post-90s.
This model has had a certain influence in the industry. Currently, 14 stores have been opened. Its core advantage lies in its support from the entire Yonghui platform, with certain brand and resource advantages (strong supply chain, talent, and capital).
Whether seeking property support or finding partners, the brand serves as endorsement. Especially our partnership system, which has unique advantages.
This "Super Species" model is a collection of multiple species categories and is a platform created by young people. When naming it, we referred to Taiwan's Shangyin Aquatic Products and an Italian supermarket. Shangyin Aquatic Products has many seafood items processed on-site, and that Italian supermarket also follows a supermarket + restaurant model.
When we needed to name this new business model of Yonghui, my brother suggested "Super Species." I thought it was a great name. It's a business model that requires competition and iteration for survival of the fittest.
**Yonghui's Species Evolution Theory**
Now let me talk about Yonghui's species evolution theory.
First, as a retail chain enterprise, Yonghui has made an important reform in this round. We used a split method to divide a large Yonghui boutique supermarket (BRAVOYH) into 16-20 species. Among them, Super Species accounts for 8-10, mainly focusing on fresh produce and FMCG.
How does Yonghui's new species benchmark against new retail?
**We benchmark against Costco in supply chain and Huawei in organizational structure.** Huawei's core philosophy is sharing, partnership entrepreneurship, and technological globalization.
We also hope to apply technology so that Yonghui's new species business model can drive consumption upgrades, achieving growth from stock to increment, transformation from quantity to quality, and from eating enough, eating well to eating healthily.
How to view Super Species with a dynamic perspective?
The common view is that physical enterprises are traditional, but in fact, traditional enterprises can also combine with technology. Our core philosophy is self-innovation, accelerated iteration, and collective intelligence to create wealth.
Yonghui has designed an organizational concept of partnership entrepreneurship, hoping to turn every supermarket employee into a business partner and main operator.
We hope to activate individual wisdom, aggregate small innovations, promote company development, and achieve common wealth creation. We also hope to establish a link between Super Species and young people, provide a platform for them, **and use this as a starting point for a platform-based Yonghui**, enhancing Yonghui's brand value.
This is Yonghui's philosophy. We hope to promote the concepts of "Shared Yonghui," "Green Yonghui," and "Tech Yonghui," and through Super Species, complete the supply chain and customer exclusivity, leading consumption upgrades.
**The Secret to Yonghui's Development**
Yonghui started from Fujian, expanded to Chongqing, then Beijing, and is now a national retail enterprise. Many people are discussing why Yonghui and Super Species have achieved phased success.
Everyone thinks Yonghui is a fresh produce company, mainly focused on the vegetable basket, or a large chain supermarket.
My feeling over the years is that, first, the core of Yonghui's development genes is the concept of sharing, i.e., partnership entrepreneurship.
Second, Yonghui has always focused on its core business, with fresh produce as the core and food and daily necessities as auxiliary for 17 years.
Third, we have always been looking for benchmark companies to achieve co-opetition development.
In the early days, Yonghui competed with Trust-Mart and New Huadu (the largest local supermarket) in Fuzhou. Later, we became a national supermarket and competed with Walmart and Carrefour.
But the times are different now. It's the internet era, and we need to shift our benchmarks to global, tech-driven enterprises.
In this era, we highly value the partnership model, which is continuously driving the company's development. We treat each counter group in a hypermarket as a species, and each species becomes a partner with young people.
This partnership adopts a 6+1 model, splitting the 70,000-person company into 10,000 small groups, achieving a "big company, small organization" structure. Each group operates on a partnership model, guided by self-competition and self-development. This makes our mechanism very flexible. Young people can use Yonghui as a platform for entrepreneurship, and everyone can start businesses together.
In this era, much capital supports elite entrepreneurship, but few truly support grassroots youth entrepreneurship.
Many grassroots youth find it difficult to realize their entrepreneurial dreams. They easily encounter bottlenecks, and due to lack of funds and mentors, they often fail.
We are thinking, **can we, through Yonghui's platform, supply chain, and shared philosophy, endorse young people, and through a mentorship model, provide them with systematic learning and enhance their entrepreneurial thinking?** This way, we can support these young people in practicing initial co-entrepreneurship on our platform.
Twenty years ago, as a young person born in the 70s, Yonghui gave me the opportunity and platform to start a business. It is Yonghui that made me who I am today.
Over the years, we have gradually built the foundation. Now, all our regional heads are post-80s. In the future, we hope to open a hypermarket in every county-level city in China, with each store divided into 20 groups, using the entire platform to support young entrepreneurship, turning all employees from jobholders into entrepreneurs.
**Yonghui's Ecological Awareness**
Today's enterprises face competition that is completely different from past eras. **In the past, enterprise development was driven by profits to fuel investment; in today's internet era, it's the era of capital, and often capital drives enterprise development.**
For a socially responsible enterprise to grow, it's important to consider the overall "ecological balance." In Yonghui's development and layout, we have always adhered to considerations that benefit ecological balance.
When we started in Fuzhou and became the largest, there was another smaller supermarket. Their developer wanted to sell it to us, but we felt we shouldn't buy their enterprise, drive them away, and do everything ourselves.
**We control our market share in each region within a certain limit, avoiding monopoly. We prefer to compete and cooperate moderately with competitors.**
Throughout Yonghui's development, we have never pursued a dominant market position. We hope to be a participant rather than a predator, working with other diverse enterprises to create an ecological symbiosis circle and jointly promote the development of Chinese commerce.
Thank you all.
**Postscript:**
In the conversation with Zhang Xuesong, a few sentences left the deepest impression on us. We put them at the end of the article for your consideration:
When asked why he and Yonghui have always remained low-key, Zhang Xuesong said:
"Some enterprises need to be high-profile, some need to be low-key. Actually, being high-profile or low-key doesn't matter. There are different paths to success. You need to think clearly whether you should be high-profile or low-key."
When asked if he worries that Yonghui might one day fail to adapt to competition, Zhang Xuesong said:
"If we die one day, it's not a bad thing. It means a better service has come to replace us. If an enterprise can't compete, even if you're afraid, you still can't compete."
When asked what ultimately determines the scale an enterprise can reach, Zhang Xuesong pondered for a long time and said:
"**I think it's still about vision~**"
Source: Zaochu (ID: xingshu100)
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