36氪·2025-06-18 06:30Core Viewpoint - JD.com is undergoing a strategic transformation by expanding into multiple business areas while focusing on supply chain innovation and efficiency [3][4]. Group 1: Business Expansion - JD.com is aggressively entering new markets such as food delivery, travel, and potentially ride-hailing, with a clear strategy to deepen its supply chain capabilities across 7-8 business segments [3][4]. - The company plans to launch a new business model for its food delivery service that will differ significantly from Meituan's approach, aiming to enhance food safety and cost-effectiveness [7]. - JD.com is set to officially enter the travel and hospitality sector, with plans to reduce costs for hotels and restaurants by 20% through supply chain efficiencies [11]. Group 2: Workforce and HR Challenges - As of mid-June, JD.com has over 120,000 full-time delivery personnel, with a daily onboarding rate of 3,000 to 4,000, facing challenges in human resources to support this rapid growth [8]. - The company has seen a significant increase in its workforce, with a net addition of over 150,000 employees in the second quarter alone, bringing the total to approximately 900,000 [20]. Group 3: Financial Performance and Cost Efficiency - JD.com's retail cost efficiency is at 10%, placing it among only five global companies achieving such low costs, which is crucial for its competitive advantage [27]. - The company has a turnover period of 30 days for inventory, with a goal to optimize it further, which could significantly enhance cash flow [28]. - The net profit margin is approximately 1% of the total transaction volume, with a total transaction amount exceeding 4 trillion yuan and net income of 115.88 billion yuan [29]. Group 4: International Strategy - JD.com’s international strategy focuses on local e-commerce, infrastructure, and workforce, aiming to bring 1,000 Chinese brands to overseas markets over the next five years [18][19]. - The company emphasizes that its international approach will not mimic Amazon's model, instead focusing on unique brand offerings that are not available through local retailers [18].