12月22日，@京东发言人 发文称，近期发现有不法分子冒充京东向用户邮寄低价值商品夹带假的活动 卡片，包括提货卡、红包卡、礼品兑换卡等。诱导用户扫码，并添加虚假在线客服，进而实施诈骗。在 此提示，京东从未组织此类活动，请大家切勿轻信，提高警惕，谨防受骗。 ...

Group 1 - Liu Qiangdong, the founder and chairman of JD Group, is affectionately referred to by various nicknames, reflecting the respect and gratitude from his hometown community in Suqian, Jiangsu [2] - On January 8, 2025, Liu Qiangdong distributed cash gifts and New Year supplies to elderly villagers and former teachers, showcasing his commitment to his roots and community [4] - The event garnered significant media attention, with nearly 70 million exposures across various platforms, highlighting the impact of Liu's philanthropic efforts [4] Group 2 - Liu Qiangdong's contributions extend beyond his hometown, positively influencing the lives of ordinary people, such as a single mother who expressed gratitude for his support [6] - The story of a retired courier, who achieved home ownership and stability through his work at JD Logistics, illustrates the company's role in transforming lives [6] - Liu Qiangdong's presence at local sports events demonstrates his ongoing connection to his hometown and commitment to supporting local culture [6][7] Group 3 - The narratives surrounding Liu Qiangdong emphasize his dual identity as a successful entrepreneur and a devoted son of Jiangsu, embodying the spirit of giving back to the community [7]

Core Viewpoint - JD.com is shifting its focus back to the industry itself, avoiding price wars on platforms and emphasizing the optimization of its supply chain to create long-term value [2][4][17] Group 1: Strategic Approach - JD.com's founder Liu Qiangdong emphasizes a decision-making framework called "strategic three questions" for entering new industries, focusing on identifying pain points, leveraging JD's strengths to address them, and ensuring long-term value creation [3][4] - The company aims to avoid entering already saturated markets where competition leads to low profits, instead seeking opportunities in industries with significant dissatisfaction among merchants and consumers [4][5] Group 2: Supply Chain Optimization - JD.com is implementing a "super supply chain" strategy, which involves deep engagement in every aspect of the product lifecycle, from design to after-sales service, to enhance efficiency and reduce costs [4][6] - The company is not merely a platform for transactions but is actively involved in improving product quality and supply chain processes, contrasting with competitors like Alibaba and Meituan that focus on traffic and matchmaking [4][12] Group 3: New Business Ventures - In 2023, JD.com expanded into food delivery and hospitality, launching initiatives like the Seven Fresh Kitchen and focusing on improving supply chain efficiency in these sectors [6][7] - The company is also innovating in the apparel sector by segmenting products into detailed categories based on consumer preferences, leading to higher sales concentration with fewer SKUs [7][8] Group 4: Long-term Value Creation - JD.com operates on a long-term value creation model, prioritizing sustainable profits over short-term gains, and sharing profits with partners to foster a healthy ecosystem [13][14] - The company believes that enhancing the profitability of upstream participants in the supply chain will lead to better investment in innovation and a positive feedback loop [9][10] Group 5: Efficiency and Innovation - JD.com is focused on improving operational efficiency across the supply chain, including logistics and inventory management, to ensure faster delivery and better service [15][16] - The company is leveraging data analytics to optimize inventory placement and streamline operations, aiming to reduce costs and improve service quality [16][17]

Investment Rating - The report maintains a "Buy" rating for the company [6] Core Views - The high base effect from national subsidies is expected to constrain short-term performance in the home appliance category, impacting revenue and profit growth for the company [1] - The company is projected to face revenue growth pressure in Q4 2025, with total revenue expected to increase by only 0.4% year-on-year to 348.4 billion yuan, compared to a 14.9% increase in Q3 2025 [1] - The report emphasizes the importance of monitoring the efficiency of the company's takeaway business and the effectiveness of cross-selling new users to its e-commerce platform [1] - Anticipated policies to stimulate consumption in the home appliance sector in 2026 may provide support for the company's performance [1][3] Summary by Sections Revenue and Profit Forecast - The company’s total revenue for 2025 is adjusted to 1,305.2 billion yuan, reflecting a decrease of 1.9% from previous estimates [11] - Non-GAAP net profit forecasts for 2025, 2026, and 2027 are adjusted to 27.1 billion yuan, 23.1 billion yuan, and 41.9 billion yuan respectively, indicating significant declines due to the tapering effect of national subsidies [4][11] - The adjusted net profit margin is expected to decline to 2.1% in 2025, down from previous estimates [11] Valuation - The target price based on SOTP valuation is set at 38.70 USD per ADS and 150.58 HKD per ordinary share, reflecting a decrease from previous values [14] - The valuation for the retail business is set at 23.77 USD per ADS, based on a non-GAAP PE of 8.0 times the 2026 forecast, which is below the comparable company average [14][15] Market Trends - The retail sector is experiencing a slowdown, with online retail sales growth decelerating to 5.7% year-on-year for the first 11 months of 2025, influenced by high base effects from previous national subsidy programs [2] - The company’s performance in the home appliance category saw a significant decline, with retail sales dropping by 19.4% year-on-year in November 2025 [2] Future Outlook - The central economic work conference highlighted the importance of expanding domestic demand and optimizing policies, which could support the company’s performance in the consumer goods sector [3] - The report suggests that the company’s performance may improve if the domestic demand policies are effectively implemented [3]

Core Viewpoint - The recent "new national standard" for food delivery platforms aims to end the ongoing "multi-loss" competition characterized by excessive subsidies, which has negatively impacted small businesses, platforms, and consumers alike [1][2][10]. Group 1: New National Standard Implementation - The "new national standard" issued by the State Administration for Market Regulation prohibits platforms from forcing merchants to purchase services or participate in promotional activities at their expense [2][11]. - The standard mandates that costs for promotional activities should be borne by the platforms themselves, ensuring transparency and protecting merchants' rights [2][5]. Group 2: Impact of Subsidy Wars - The ongoing subsidy wars have led to a situation where both platforms and small merchants experience declining profit margins, with average profits dropping by 8.9% [6][9]. - Despite an increase in order volume by 7%, the actual revenue for merchants has decreased by approximately 4% since July, indicating a trend of "increment without income" [6][9]. - The competition has resulted in a "siphoning effect," where consumers are drawn to subsidized merchants, leaving others at a disadvantage [10][11]. Group 3: Financial Performance of Platforms - Major platforms like Meituan and Alibaba reported significant losses due to increased marketing expenditures, with Meituan's operating profit loss reaching 19.8 billion yuan and Alibaba's profit declining by 85% [9][11]. - The CEO of Meituan described the price war as unsustainable and detrimental to the industry, highlighting the need for a shift away from low-quality competition [9][10]. Group 4: Regulatory Response - Regulatory bodies have intensified efforts to address the chaotic state of the food delivery market, emphasizing the need for fair competition and adherence to legal standards [11][12]. - New guidelines aim to prevent platforms from abusing their market position through excessive subsidies, which could distort market pricing [11][12].

Core Insights - The opening of JD Fresh's first store in Shijiazhuang has sparked a "frenzy" among consumers, with various products selling out rapidly, indicating strong demand and effective market penetration [1][2][3] Group 1: Store Opening and Consumer Response - The store opening on December 19 attracted long queues despite near-zero temperatures, showcasing high consumer interest [2][5] - Popular items included "7-day fresh eggs" and Chilean cherries, which experienced a "sell out-replenish-sell out" cycle throughout the day [2][5][7] - The store's unique offerings, such as freshly baked pastries, drew significant attention, with over 10,000 freshly baked egg tarts sold on the opening day [9][11] Group 2: Product Highlights - The "7-day fresh eggs" gained consumer trust due to their strict freshness guarantee, becoming the top-selling item [5][11] - High-quality products like fresh pork ribs and lamb rolls were also popular due to their perceived value [5][11] - JD Fresh's self-branded products, such as milk and various snacks, were well-received for their affordability and quality, leading to rapid sales [11][13] Group 3: Supply Chain and Market Strategy - The success of the store is attributed to JD's robust supply chain capabilities, allowing for direct sourcing and quick replenishment of fresh products [16] - The store's offerings were tailored to local consumer preferences, emphasizing health-conscious options and fresh produce, which resonated with the community [16]

Group 1 - JD's private label business recently experienced significant personnel changes, with the departure of a new executive from Sam's Club and the reassignment of former head Tang Hengsheng to JD Industrial [2][3] - The introduction of the new executive was reportedly due to dissatisfaction with the overall performance of the private label business under Tang Hengsheng's management [3] - JD's private label initiative began in 2015, launching brands like "Jiabai" and "Jingzao," and has since expanded to include various product lines targeting different market segments [3][4] Group 2 - JD is consolidating its strategy by focusing resources on its core brands, Jingzao and Huixun, while eliminating underperforming categories [4] - The private label division has reportedly been disbanded, with its business lines integrated into other related business groups, although this information has not been confirmed [4] - JD Industrial is also entering the private label space, launching sub-brands aimed at industrial products, which may explain Tang Hengsheng's transfer [4]

今年4月份一开始，东城区人社局副局长付楠楠就牵头设计了一整套立体式调研方案。 今年4月起，东城区人社局携手北新桥街道，开始"破题"。 副局长骑上电动车体验一线送餐 打破僵局的第一步，是到一线找问题根源。 转自：北京日报客户端 作为北京的美食地标，簋街1472米的街巷里，聚集着130余家餐饮商户，日均活跃外卖骑手超475人次， 日均订单3000单、高峰期突破5000单，构成了"商家——骑手——平台"紧密联动的微观生态，也成了外 卖行业矛盾的集中缩影。 "总有12345的派件和派出所的报警，商家怨骑手催单太急，骑手怪平台算法太严，平台说要保效率、保 用户体验。"北新桥街道办事处副主任龙凤这样描述这一矛盾，"三方都有难处，却似隔着一道信息壁 垒。" 极端天气平台给不给补贴？平均等餐多久？会不会被要求集中取餐？这份涵盖送餐过程、权益保障、优 化服务链条等多个板块的问卷，最终回收了119份有效样本。 今年6月，付楠楠戴上头盔、跨上电动车，跟着老骑手穿梭在街巷里。后厨里厨师们挥汗如雨的忙碌场 景、取餐时"马上就好"的模糊答复、超时后平台扣款的提示，让她亲身体会到骑手"靠单吃饭"的焦虑。 "我们原本以为骑手最关心社保政策， ...

Core Viewpoint - The retail industry is increasingly adopting JD's "good and cheap" business philosophy, which has become a consensus among various retail formats, including traditional supermarkets and discount stores [1][2]. Group 1: JD's Business Strategy - JD has successfully implemented its "good and cheap" strategy during major sales events like 618 and Double 11, leading to impressive growth and market recognition [2]. - The integration of online and offline retail is accelerating, with JD's approach fostering a collaborative competition between e-commerce platforms and physical stores [2]. Group 2: Supply Chain Innovations - JD's 7Fresh supermarket has been continuously innovating its supply chain, introducing initiatives like clean ingredient series, 24-hour vegetables, and 7-day fresh eggs to enhance the shopping experience [4][21]. - High standardization is identified as the cornerstone for reshaping the supply chain, enabling reduced links, shorter timeframes, high turnover, and low waste, ultimately achieving the "good and cheap" competitive advantage [5][21]. Group 3: Product and Process Standardization - Product standardization involves precise definitions of specifications, quality grades, and packaging forms, which are essential for direct sourcing and efficient quality control [9]. - Process standardization encompasses all stages from procurement to data exchange, ensuring seamless collaboration across operational nodes [10]. Group 4: Freshness and Quality Assurance - JD's 24-hour vegetable initiative guarantees that products are delivered from farm to shelf within 24 hours, setting a new standard for freshness in the industry [7][17]. - The introduction of the "7-day fresh egg" product ensures that eggs are sold within a week of production, with rigorous quality checks and a commitment to freshness [14][19]. Group 5: Market Expansion and Future Outlook - JD's expansion strategy includes opening multiple satellite stores alongside its main stores, enhancing its reach in the instant retail market [22][24]. - The retail industry is expected to continue evolving, with a focus on multi-format coexistence and differentiated development to meet diverse consumer needs [24].

Group 1: JD and Dingdong Maicai Developments - JD's first Seven Fresh store in Shijiazhuang opened on December 19, featuring 24-hour fresh produce and a "1+N" delivery model, boosting local consumption [1] - Dingdong Maicai launched a dynamic evaluation standard for fish products in collaboration with Qingyu Hall and the China Quality Certification Center, leading to a 50% increase in sales in the first month of its "True Safe Fish" initiative [3] Group 2: Logistics and Retail Innovations - JD Logistics introduced a comprehensive logistics service for duty-free products in Hainan, supporting the high-quality development of the Hainan Free Trade Port with seven operational warehouses [5] - Anta officially joined Taobao Flash Sale, enabling rapid delivery of sports equipment from over 1,000 stores across major cities [8] Group 3: Corporate Governance and Strategic Focus - Pinduoduo announced a new governance structure with Zhao Jiazhen appointed as co-chairman, focusing on the Chinese supply chain as a core business strategy [7] - 1688 signed a partnership agreement with the China Council for the Promotion of International Trade to enhance cross-border supply chain capabilities for small and medium-sized enterprises [10] Group 4: Market Trends and Performance - Domestic TV brands are increasingly utilizing AliExpress for international sales, with a 300% year-on-year increase in sales on the platform [12] - Nike reported a revenue of $12.4 billion for Q2 of fiscal year 2026, with a 20% growth in its running segment and a 3% decrease in inventory [15] Group 5: Expansion and Sustainability Initiatives - McDonald's China surpassed 7,500 stores and will begin using bio-based packaging, aiming to reduce petroleum-based plastic usage by approximately 5,800 tons annually [17] - AEON confirmed the opening of three new supermarkets in Wuhan in Q1 2026, continuing its strategy of enhancing customer experience amid declining foot traffic [18] Group 6: International Expansion of Food Brands - Yuanji Cloud Dumplings opened its first store in Thailand, marking its commitment to local market integration [18] - Baoshifu announced the upcoming opening of its first North American store in New York City, following its successful entry into Singapore earlier this year [19] Group 7: Corporate Changes and Legal Developments - Budweiser Asia appointed a new CFO, Bernardo Novick, effective April 1, 2026, following Ignacio Lares' 18-year tenure [20] - Chongqing Beer is in discussions to settle a long-standing legal dispute with Jiawei Beer, potentially resolving an 18-year conflict involving a claim of 353 million yuan [20]