In recent years, uncertainty in the global macroeconomic environment has sharply increased, with anti-globalization sentiments and trade protectionism resurging. However, facing this once-in-a-century transformation, ZIBUYU (02420), a leading Chinese cross-border e-commerce company for footwear and apparel, has successfully navigated through the challenging phase of its transformation under the leadership of its Executive Director and CEO, Chen Caixiong. Data shows that since 2024, multiple core financial metrics of ZIBUYU, including revenue, cash flow, and profit, have strongly refreshed historical records. Recently, the rarely seen CEO systematically elaborated on his thoughts and long-term strategic vision for ZIBUYU's future in a year-end speech.
Chen Caixiong began his address by sharing two stories, introducing two key themes for ZIBUYU's next decade: first, Chinese brands must achieve a global premium, and second, amidst the sweeping changes brought by AI, how human organizations should position themselves and evolve. In his speech, Chen not only addressed employees' curiosity about "what the CEO is thinking" but also clearly outlined his vision for steering this leading Chinese cross-border e-commerce player.
The CEO's Perspective: Navigating Uncertainty Through Constant Inquiry Chen Caixiong's speech carried a distinct personal style. Instead of providing a list of answers like a conventional speaker, he engaged the audience with a series of profound questions, reflecting the essence of his thinking process. Responding to the question of what occupies the CEO's mind daily, he listed as many as 11 fundamental questions he constantly asks himself: ranging from the underlying logic of societal operations and the essence of business models, to industry trends under AI's impact, organizational DNA and scarcity, resource allocation decisions, and the rhythm for navigating cycles.
"The CEO doesn't have all the answers either," Chen admitted, "because we are facing an uncertain world... Even if there are answers, they are only dynamic ones." It is this rejection of certainty and insistence on dynamic inquiry that form the core of his approach to managing change. He defined "the ability to ask good questions" as the most crucial foundational skill for individuals and organizations in the AI era.
Amidst this continuous questioning in the auditorium, Chen asserted, "The next 100 years will undoubtedly belong to China. Chinese culture will inevitably be celebrated, and Chinese brands will inevitably become global brands." In the blueprint Chen has drawn for ZIBUYU, the company's mission is to become a widely trusted brand worldwide.
Chen believes that in the AI era, the value of factories, land, and cash could be redefined, but a globally recognized brand that carries deep trust is the most scarce and valuable asset. This trust refers not only to consumers' confidence in product quality and brand strength but also includes the belief of employees, partners, and even suppliers in the company's long-term commitments. "Trust is the most valuable thing for us to inherit," he emphasized.
This conviction is driving a profound, inside-out transformation at ZIBUYU: shifting from the past logic of a "seller" chasing hit products and rapid turnover, towards the logic of a "global fashion brand operator" centered on brand value and managing user trust.
Leveraging AI as a "Lever" While Building an Organizational "Emotional" Moat Having clarified the destination, Chen also shared his insights on the equally important question of "how to get there." In the next phase, anchored to the goal of becoming a global century-old brand, ZIBUYU will not only continue to deepen and enhance its organizational capability, product strength, and brand power but will also, starting from 2026, follow a newly proposed framework of five major strategies and nine structural pillars, relying on the most critical path in the AI era – breaking barriers, integrating resources, and executing effectively – to accomplish this ambitious journey.
Chen posits that while AI can act as a lever to amplify various capabilities in the future, at critical junctures, companies must rely on themselves to break through challenges, integrate elements, and ensure implementation. Observing ZIBUYU's series of actions over the past two years reveals the company is steadfastly progressing along this path: In breaking barriers, it decisively moved away from the traditional "broad assortment" model by establishing brand business units and focusing on ten core brands for brand upgrade. In integration, it actively expanded into new channels like TikTok and Temu while building its own independent websites, alongside setting up overseas production capacity in places like Vietnam to optimize the global supply chain. Finally, in execution, all these strategies are broken down into specific annual goals and monthly tasks, translating into solid performance metrics such as core brands contributing over 50% of revenue and significant growth in non-Amazon channel sales. This embodies Chen's emphasis that "although the road is long, perseverance will lead to success."
A more disruptive insight emerged towards the end of the speech. While trendy business logics worldwide point towards using AI to reduce costs and improve efficiency, Chen pointed out: "The most important force in the AI era is the power of emotion." His logic is clear and sober: in areas like data analysis, optimization calculations, and rational decision-making, humans can no longer compete with AI. Therefore, the true differentiating advantage and moat for human organizations in the future lie precisely in the capabilities AI lacks – namely, the "emotional" abilities such as empathy, connection, creating warmth, inspiring emotional resonance, and building deep trust.
"We are not here just to compete intensely; we are here to experience the world," he expressed, hoping to build ZIBUYU into an organization characterized by goodwill and warmth, where employees and partners feel dignity and happiness. ZIBUYU's internal and external investments in "emotional" aspects align seamlessly with the warm, trustworthy image the brand aims to convey to consumers. This is not a mere commercial gesture but a strong conviction held by Chen as the leader. He believes that only brands possessing strong emotional power can establish irreplaceable emotional bonds with users in an AI-driven, rational business world, and this might become ZIBUYU's greatest "moat" as it evolves into a world brand.
In summary, the blueprint Chen Caixiong has outlined for ZIBUYU represents a new global journey that integrates deep philosophical reflection with pragmatic business pathways. Chen addresses uncertainty through continuous inquiry, sets building a trusted Chinese brand globally as the ultimate goal, and, amidst the rapid advancement of AI technology, clearly recognizes the importance and urgency of building the organization's "emotional" competitiveness. The envisioned path resonates with his concluding remark, "Be ourselves, go global" – meaning to step firmly onto the world stage based on a full understanding of one's own cultural traits and emotional value. For the market, this clear strategic declaration, coupled with ZIBUYU's robust financial performance in recent years, indicates that the company's transformation is no longer theoretical but has entered a new phase characterized by strategic clarity, effective execution, and initial results. Against the backdrop of anti-globalization noise and AI-related anxieties, this differentiated path emphasizing "trust" and "emotion" provides unique potential for ZIBUYU's long-term competitiveness in the global consumer market.