双十一进入了最后的冲刺期。 在11月11日来临前的最后一个周末，晚上9点，深圳一工业园内大多数办公区已熄灯，园区归于静谧。而位于某写字楼走廊尽头的一个玻璃门内，此刻依 旧灯火通明。 楼下的空地上，不时有电动车急停的刹车声。每隔几分钟，就会有一名步履匆匆的骑手走出电梯，直奔这里。 "您有新的美团外卖订单，请及时处理。"拣货员的手机提示音透过紧闭的玻璃门缝传出，在安静的走廊里显得格外清晰。 货架前，一名刚完成交接班的拣货员正处于高度忙碌状态。她一边盯着手机屏幕，一边在货架间穿梭。薇诺娜的洗面奶、闪魔的手机壳、罗技的鼠标、以 及更多原本只出现在商场专柜或电商仓库的商品，此刻正被争分夺秒地塞进黄色的"美团闪购"外卖袋中。 这里并非普通的便利店，而是美团闪购赶在今年双十一前夕才刚刚落成的"品牌官旗闪电仓"（下称"官旗闪电仓"）。它没有线下招牌，谢绝顾客入内，却 在深夜用分钟级的出货速度，成为了连接品牌与消费者之间的"超级枢纽"。 这也是今年双十一即时零售大战的一个缩影。 据时代财经统计，当天晚上9点到9点半，仅半个小时内，已有10名骑手陆陆续续前来取单。"现在是双十一，平台有优惠。"拣货员一边说，一边熟练地将 商品打包 ...

Core Viewpoint - JD.com is making significant moves in the prepared food sector by establishing a dedicated business unit for prepared foods, indicating a strategic shift towards developing its own brand in this category [2][4]. Group 1: Strategic Developments - JD.com has officially formed a prepared foods business unit, which is on par with other major divisions within its retail structure, and is led by Andy Tian, reporting directly to CEO Xu Ran [2]. - The establishment of this independent unit marks a strategic upgrade, shifting focus from brand partnerships to the development of proprietary products [4][6]. - JD.com has been involved in the prepared food sector since 2017, gradually building partnerships with well-known restaurant brands and expanding its product offerings [3][6]. Group 2: Market Position and Growth Potential - The prepared food market in China has been growing rapidly, with a projected market size of 4.85 trillion yuan in 2024, reflecting a year-on-year growth of 33.8% [8]. - JD.com aims to leverage its supply chain capabilities to enhance its prepared food offerings, with plans to create 20 brands with annual sales exceeding 100 million yuan and 5 brands exceeding 500 million yuan within three years [6][8]. - The shift towards prepared foods is seen as a way to tap into new profit margins, as these products can achieve over 30% gross margins, contrasting with traditional retail models [7]. Group 3: Competitive Landscape - Other retail platforms, such as Hema and Dingdong Maicai, have also been developing their own prepared food brands, indicating a competitive landscape where self-branded prepared foods are becoming a key growth area [8]. - JD.com's entry into this market aligns with its founder Liu Qiangdong's strategic principle of focusing solely on supply chain-related businesses [8].

随着"双11"购物狂欢节的到来，各大电商平台的物流枢纽进入备战高峰期。为确保物流园区在高峰期间电力供应安全稳定，昨日，国网常州供电公司组织 专业人员，前往京东智能物流园，开展了全面细致的安全巡视工作，以可靠的电力为"双11"物流畅通保驾护航。 位于常州市钟楼区的京东智能物流园是常州重要的物流转运枢纽，常州供电工作人员与京东智能物流园相关负责人进行了沟通交流，详细了解园区"双 11"期间的用电负荷变化及重点保障需求。 "供电公司主动上门，帮我们做了一次全面的'电力体检'，真正解决了用电保障方面的后顾之忧。有了充足可靠的电力支撑，我们对迎战'双11'海量订单也 充满信心。"京东智能物流园相关负责人齐晓东表示。 此次前置化、精准化的用电服务，是常州供电优化营商环境、主动对接重要客户需求的生动实践。在"双11"期间，常州供电公司为辖区物流园建立了专属 服务档案，详细记录专项巡视内容及问题整改情况，确保闭环管理、跟踪到位。同时安排值班抢修人员全天候在线响应，以最快响应、最优保障、最强力 量，共同迎接这场消费盛典的考验。 张春艳孙婧卓刘甜 校对陶善工 针对园区24小时不间断运作的特点，工作人员对配电间所有变压器、高低压开 ...

此外，今年7月开店的七鲜小厨3日复购率达行业3倍，带动周边3公里品质餐厅的订单量增长超12%。 新浪科技讯 11月11日下午消息，在京东11·11媒体开放日上，京东集团披露，今年3月正式上线的京东外 卖日单量超2500万，入驻商家超200万，全职骑手超15万人。 责任编辑：宋雅芳 ...

Core Insights - JD.com has surpassed 700 million annual active users, showcasing its resilience and adaptability in the retail sector [1][4][21] - The company is not just an e-commerce platform but a value-driven enterprise that balances supply chain technology and service [3][12][20] - JD.com's supply chain efficiency is a key driver of its growth, enabling it to offer competitive pricing and quality products [4][12][26] User Growth and Engagement - JD.com achieved a 19.1% growth rate in unique user acquisition, making it the fastest-growing company in China's internet sector as of August [4][21] - The active user count has increased by 40% year-on-year, indicating strong market engagement [21][26] - The "Jingxi Self-operated" platform has contributed significantly to user growth, adding 15 million new users in one year [6][11] Supply Chain Strategy - JD.com has developed a "super supply chain" that enhances operational efficiency and reduces costs, which is crucial for maintaining competitive pricing [12][20][26] - The company operates over 1,600 logistics centers in mainland China, with a self-operated product count reaching millions [12][26] - Supply chain efficiency improvements translate to increased profits, with every 1% efficiency gain potentially leading to multiple points of profit at the consumer level [12] Business Model and Ecosystem - JD.com emphasizes a win-win distribution mechanism, focusing on creating a sustainable ecosystem that benefits consumers and manufacturers alike [11][20][26] - The company has successfully integrated its supply chain capabilities into various sectors, including food delivery and local services, enhancing overall user experience [16][23] - JD.com's approach to low pricing is rooted in supply chain efficiency rather than compromising on quality, ensuring a sustainable business model [24][26] Market Position and Future Outlook - JD.com is positioned as a benchmark for supply chain technology and a model for creating value in the retail industry [3][12][27] - The company's commitment to understanding consumer trends and needs has allowed it to adapt and thrive in a competitive landscape [9][20] - JD.com's ongoing focus on supply chain innovation and user experience is expected to drive future growth and maintain its competitive edge [26][27]

Core Insights - The article highlights the transformation of the apparel industry towards "digital intelligence," exemplified by the smart factory of Hailan Home in Jiangyin, Jiangsu, where every garment is tracked through a digital system from fabric development to delivery [1][2][5] Group 1: Digital Transformation - Hailan Home has partnered with JD.com to enhance supply chain efficiency and product innovation, launching over a hundred exclusive products annually and utilizing JD's VMI cloud warehouse network for efficient distribution [1][9] - The focus has shifted from short-term sales spikes to long-term operational efficiency, with the "Double 11" shopping festival serving as a comprehensive supply chain exercise rather than just a traffic-driven event [2][11] - The brand is redefining its identity from "men's wardrobe" to "family lifestyle," expanding into women's and children's clothing, thus tapping into new growth areas and diversifying its consumer base [3][4] Group 2: Supply Chain and Production Efficiency - The smart factory has transitioned from "mass production" to "customized production," allowing for single-piece orders and rapid delivery within seven days, showcasing a flexible and efficient manufacturing model [5][6] - The integration of data-driven production processes enables real-time adjustments based on sales data, enhancing responsiveness to market fluctuations [4][6] - Hailan Home's collaboration with JD.com has established a "smart brain" for supply chain management, allowing for predictive capabilities and improved consumer experience through localized fulfillment [9][10] Group 3: Consumer Engagement and Product Development - The rise of "parameter consumption" has led to a focus on fabric quality and functionality, with JD.com introducing a quality certification system for apparel, ensuring consumers receive reliable products [10][11] - Hailan Home and JD.com co-create numerous exclusive products based on consumer insights, enhancing the brand's ability to meet market demands effectively [10][11] - The brand's marketing strategies are increasingly tailored to younger consumers, utilizing social media and events to engage with this demographic [3][4]

Core Viewpoint - JD.com has officially entered the automotive industry by collaborating with GAC Group and CATL to launch the "National Good Car," although it clarifies that it is not directly manufacturing vehicles but rather focusing on user insights and sales channels [3][5][12]. Group 1: Collaboration and Model - The "National Good Car" was launched in conjunction with GAC and CATL, with JD.com primarily acting as a sales platform rather than a manufacturer [3][5]. - JD.com employs a light-asset model, integrating GAC's manufacturing resources and CATL's technology, creating a "platform + manufacturing + technology" cooperation model [12][23]. - This model aims to disrupt traditional automotive manufacturing and sales, enhancing user experience through a comprehensive service network of over 3,000 self-operated and 40,000 partner stores [12][21]. Group 2: Marketing Strategy - The timing of the car's launch aligns with the upcoming Double Eleven shopping festival, aiming to leverage marketing opportunities against competitors like Taobao and Pinduoduo [8][10]. - Despite a lackluster auction for the first vehicle, the marketing campaign generated significant exposure for JD.com's automotive venture, demonstrating effective marketing strategy [10][12]. - The collaboration with Huawei for the vehicle's cloud system further enhances the marketing narrative, integrating multiple tech giants into the automotive ecosystem [10][12]. Group 3: Market Challenges and Consumer Perception - The vehicle's design closely resembles existing GAC models, raising concerns about originality and consumer disappointment regarding the promised customization features [14][23]. - There are doubts about JD.com's ability to provide quality after-sales service for electric vehicles, given its existing service network's focus on traditional fuel vehicles [23]. - The automotive market's competitive landscape is intensifying, with various tech companies entering the sector, prompting JD.com to ensure it meets genuine user needs and maintains a strong service foundation [18][23]. Group 4: Industry Context - The entry of JD.com into the automotive sector comes at a time when technological advancements in electric vehicles are creating significant market opportunities [18][20]. - The shift from policy-driven to market-driven demand for electric vehicles is evident, with younger consumers seeking smart, integrated automotive experiences [18][20]. - JD.com's decade-long investment in building an automotive ecosystem positions it well for this new venture, indicating that its entry is not abrupt but rather a continuation of its strategic development [21].

近日，京东商家智能客服平台京小智推出 "对话驾驶舱" 功能，构建起大模型应答自助调优体系，将传 统需人工上报、技术介入的以周、月为单位的调优流程，提速至实时生效，为商家提供高效精准的客服 优化路径，在 11.11 大促中交出亮眼答卷。 数据显示，11.11 期间京小智已服务超百万商家，总咨询量近2亿次。5 万家参与内测的店铺启用大模型 能力后，会话转人工率降低 28% 以上，售前咨询转化率提升 37%，充分印证了大模型技术在电商客服 场景的商业价值。但客服场景 "零容错"的高要求，让大模型偶发的应答偏差成为商家核心顾虑，传统 被动反馈机制难以快速化解服务风险，"对话驾驶舱" 应运而生。 了解问题环节，系统支持完整回溯大模型答案生成过程，商家可清晰查看应答关联的知识来源，精准判 断症结：是知识内容有误、未召回正确知识，还是存在知识储备空白，让问题归因从 "模糊猜测" 变为 "清晰可见"。 解决问题环节，功能推动调优回归构建高质量知识体系的本质，针对不同成因提供精准方案：知识内容 有误可直接编辑优化，未召回正确知识可手动关联，存在空白则通过 "知识新增" 快速补充。所有操作 即时生效，商家可通过内置 "测试窗" ...

在今年京东11.11期间，京东生鲜与全球农业与食品巨头嘉吉公司(Cargill)再度携手，正式开启澳洲牛肉 产地直采合作模式。据悉，此次合作中，京东生鲜将通过嘉吉旗下澳大利亚知名肉类品牌Teys，直采总 额超过3.5亿元的高品质牛肉产品，进一步丰富国内进口牛肉市场供给，更好地满足中国消费者对优质 蛋白日益增长的需求。 此次双方合作的核心产品来自Teys品牌，作为澳大利亚领先的肉类加工与出口企业，Teys以其严格的品 质控制和稳定的供应链体系在业界享有盛誉。京东生鲜依托产地直采模式，将Teys旗下的澳洲肥牛、金 钱腱、谷饲牛排、和牛等多款明星产品直接引入中国市场，有效减少了中间流通环节，致力于为国内消 费者提供兼具卓越品质与高性价比的选择。 京东11.11期间，源自此次合作的澳洲肥牛和金钱腱等产品销量实现120%的同比增长，成为备受用户追 捧的"爆款"新品。同时，本次首发新品谷饲牛排与和牛系列，也迅速赢得了中高端消费群体的青睐，显 示出中国市场对高品质进口牛肉的强大消费潜力。目前，消费者只需登录京东APP，搜索"澳洲牛肉"， 即可直达选购页面，便捷选购来自澳洲的多种优质牛肉商品。 行业数据显示，中国牛肉消费市场 ...

Core Insights - The collaboration between JD.com and Hikvision has led to the successful launch of the AOV T4 solar camera, which has become a top-selling product during the 11.11 shopping festival [3][6] - The integration of JD.com's "super supply chain advantage" and consumer insights has enabled a reverse customization model that addresses specific user needs, enhancing product performance [3][8] - The manufacturing process emphasizes high-quality standards, with AI visual inspection achieving a defect identification rate of over 99.5% and additional testing protocols ensuring product reliability [5][6] Manufacturing and Quality Control - The Hikvision smart industrial park in Wuhan features automated production lines that ensure precision in camera assembly and quality control [1] - The AOV T4 camera benefits from rigorous testing in extreme conditions, ensuring functionality even after prolonged exposure to harsh weather [5][6] - Joint efforts in packaging design have reduced user setup time significantly, enhancing the overall customer experience [6] Market Position and Consumer Insights - The AOV T4 camera has a monitoring coverage area exceeding 1,000 square meters, addressing consumer concerns about field of view and image distortion [3] - The partnership has allowed Hikvision to offer high-performance security products at more accessible prices, meeting the demands of a broader consumer base [8][9] - The collaboration exemplifies a shift from merely meeting consumer demands to creating new market needs and defining quality standards in the industry [9]