2026年元旦，盒马CEO严筱磊发布全员信，披露2025年盒马整体营收同比增速超40%，盒马鲜生与超盒 算NB双业态服务超1亿消费者。 这封全员信揭示了盒马战略调整的阶段性成果。2025年，盒马鲜生进入40个新城市，超盒算NB新开门 店超过200家。截至目前，盒马在全国已有近500家盒马鲜生门店和400家超盒算NB门店。 更为重要的是，此前阿里巴巴2025财年年报显示盒马整体GMV超过750亿元，并首次实现全年经调整 EBITA转正。据此估算，到2026年3月底，盒马在2026财年的GMV有望超过1000亿元。 在零售行业整体承压的背景下，"长跑选手"盒马在严筱磊带领下，实现战略聚焦，跑通了可持续的盈利 模型，取得阶段性成效。 战略聚焦，盈利模式得到验证 严筱磊在2024年末推动盒马自成立以来最深刻的战略调整，明确将资源集中于盒马鲜生与超盒算NB两 大主力业态。 盒马鲜生聚焦中高端市场，以"品质生鲜和即时配送"为核心，门店主要布局在核心商圈，满足城市中产 家庭的品质需求。超盒算NB则以"社区折扣店"的定位，为周边社区居民提供便捷的购物体验和高质价 比的选择。在短短三年多的时间里突破400家门店，在社区折扣赛道 ...

2026年1月1日，对于创立37年的西贝来说，意义绝不仅仅是一个辞旧迎新的日子。这个新年，是西贝从 风波开始后，用113天时间进行的从舆论风暴到信任重建的新起点。在硬刚老罗、混乱开局之后，西贝 选择闭麦认真调改。同时连续发放大额补贴，包括任意消费送100元优惠券及满50返50活动。目前，西 贝已经停止大额补贴。 1月1日，记者走访包括风波事发地在内的5家北京门店，探访真实的西贝近况。 1月3日晚餐高峰时段过后，记者从西贝方面了解到：元旦期间，西贝全国门店客流约为50万人次，全国 整体客流情况未受补贴停止影响。 回看风波起始，一个"吐槽"从针对单一品牌蔓延为整个行业的大辩论，议题涵盖现炒与预制、效率与烟 火气、透明与信任……这场风波的发生，也为处于转型十字路口的中国餐饮业提供了关于食品工业化、 供应链升级与消费者信任重建的深层思考。 元旦假期北京多家门店就餐高峰时段需排队 西贝祥云小镇店店长介绍，1月1日全天客流438人，当日午餐上座率为144.9%。同时，店长透露，该门 店外卖单量占比较大，全天外卖订单约300单。门店大部分客人都是熟客，服务员与绝大多数前来就餐 的儿童顾客也都认识。此前，西贝方面曾透露，在1 ...

2026年1月1日，对于创立37年的西贝来说，意义绝不仅仅是一个辞旧迎新的日子。这个新年，是西贝从风波开始后，用113天时间进行的从舆论风暴到信任 重建的新起点。在硬刚老罗、混乱开局之后，西贝选择闭麦认真调改。同时连续发放大额补贴，包括任意消费送100元优惠券及满50返50活动。目前，西贝 已经停止大额补贴。 t 2017 t a A 100 CD Cash al t our t STING ( el 1月1日，记者走访包括风波事发地在内的5家北京门店，探访真实的西贝近况。 D t 1月3日晚餐高峰时段过后，记者从西贝方面了解到：元旦期间，西贝全国门店客流约为50万人次，全国整体客流情况未受补贴停止影响。 回看风波起始，一个"吐槽"从针对单一品牌蔓延为整个行业的大辩论，议题涵盖现炒与预制、效率与烟火气、透明与信任……这场风波的发生，也为处于转 型十字路口的中国餐饮业提供了关于食品工业化、供应链升级与消费者信任重建的深层思考。 元旦假期北京多家门店就餐高峰时段需排队 西贝祥云小镇店店长介绍，1月1日全天客流438人，当日午餐上座率为144.9%。同时，店长透露，该门店外卖单量占比较大，全天外卖订单约300单。门 ...

Core Viewpoint - JD Logistics has launched its first overseas "Smart Wolf" warehouse in the UK to enhance service for international consumers during the Christmas season, leveraging its efficient supply chain to offer same-day delivery through its European online retail business, Joybuy [1][6]. Group 1: Warehouse Automation and Efficiency - The Smart Wolf warehouse covers over 3,000 square meters and is equipped with nearly 200 Smart Wolf robots, resulting in a significant increase in picking and shipping efficiency by approximately four times [1][6]. - The warehouse has undergone modifications to increase shelf height and density, greatly expanding storage space and significantly improving the storage capacity per unit area [1][6]. Group 2: Employee Experience and Operational Changes - The introduction of Smart Wolf equipment has transformed warehouse operations, allowing for a "goods-to-person" model where robots select items from shelves and transport them to staff, enhancing operational efficiency [3][8]. - Employees are now required to have higher professional skills and precision in operations, with trained operators able to handle 30 cargo boxes simultaneously, completing over 300 items picked per hour, compared to traditional methods [3][8]. Group 3: International Expansion and Future Plans - JD is accelerating its international business development, with Joybuy operating in multiple European countries, including the UK, Netherlands, Germany, France, Belgium, and Luxembourg, offering fast delivery services [5][10]. - The Smart Wolf warehouse is part of JD's broader strategy to enhance automated logistics and improve service quality, contributing to the global supply chain upgrade and providing practical experience for Chinese logistics technology [5][10].

作为过去十年在流量见顶的中国市场中迅速崛起的电商平台，拼多多如创始人黄峥所说，成为了一 个"可以赞扬，也可以侮辱，但不能忽视"的存在。站在今日，拼多多找到了新的起点和方向。而这一方 向与刘强东的下一步计划有所重合。 图片来源：视觉中国 拼多多联席董事长陈磊在12月19日的集团年度股东大会上，透露了旗下跨境电商品牌在海外市场的表 现："Temu用3年走完了拼多多国内电商10年的路。这说明Temu的体量已经接近拼多多国内主站，这是 一个新的起点。"这一速度在拼多多看来是超越预期的，与中国供应链产业红利的助力密不可分。 同日，拼多多宣布升级治理架构，实行联席董事长制度。赵佳臻获任联席董事长，与陈磊共同担任联席 董事长兼联席CEO。赵佳臻明确了未来方向："未来三年，再造一个拼多多，Temu重仓中国供应链。讨 论如何实现再造一年拼多多？核心在于All in中国供应链，带着中国供应链走全球。" 他说，"我们将集中精力、财力和物力投入中国供应链升级再造，推动运营模式整体性升级，高质量、 品牌化是核心方向，相信未来三年我们有机会再造一个拼多多。" 从公司过往十年的整体发展来看，拼多多确实实现了与其他电商平台的错位竞争，并成功 ...

（文/观察者网 张志峰） 日前举办的2025年拼多多股东大会现场，一项重磅组织革新与宏大战略目标同步揭晓：平台正式建立联席董事长制度，以组织架构优化为支撑，联席董事长 兼联席CEO赵佳臻掷地有声地提出"未来三年再造一个拼多多"战略宣言。 这一目标的底气，源自其跨境电商平台Temu交出的亮眼成绩单——2025年第三季度，平台GMV突破1680亿元，同比增长42%，累计下载量超12亿次，月活 用户达5.3亿。 拼多多联席董事长兼联席CEO陈磊在会上透露，Temu已在不同国家具有一定的市场规模，仅用3年就完成了拼多多国内主站10年发展体量的惊人跨越。 在电商行业告别流量红利、存量竞争加剧的当下，拼多多的组织革新与战略升级形成共振，标志着这家以Temu为核心载体的电商巨头，已在全球市场站稳 脚跟，正式开启以供应链为核心的新征程。 从组织层面的联席董事长制度建立，到战略层面的供应链聚焦，拼多多正通过制度与业务的双重协同，为"再造一个拼多多"的目标构建坚实支撑，也为中国 电商与制造业的深度融合出海提供了全新范本。 价值跃迁：从代工贴牌到自主品牌 "以前做代工，订单利润薄如纸，现在有了自己的品牌，售价和利润都提升了近50% ...

Core Viewpoint - Pinduoduo announced an upgrade to its corporate governance structure by implementing a co-chairman system during its annual shareholder meeting, with Zhao Jiazhen and Chen Lei serving as co-chairmen and co-CEOs, indicating a strategic shift towards focusing on high-quality development and supply chain upgrades [1][2][3] Group 1: Corporate Governance Changes - The introduction of the co-chairman system aims to better adapt to the evolving business needs of Pinduoduo, enhancing its governance framework since the appointment of Chen Lei as chairman in 2021 and the establishment of co-CEOs in 2023 [2] - Zhao Jiazhen's appointment as co-chairman is seen as a step towards the next phase of the company's transformation, aligning with the overall strategy of focusing on supply chain upgrades and high-quality development [2][3] Group 2: Business Development and Strategy - Pinduoduo's Temu business has rapidly expanded, achieving significant market scale in many countries within three years, equivalent to the domestic e-commerce growth Pinduoduo experienced over a decade [1][3] - The company is committed to high-quality development and aims to focus on the Chinese supply chain as the core of its future business strategy, moving away from diversification [3][5] - Recent initiatives, such as the "2025 Duoduo Good Specialty" campaign, have led to a 47% year-on-year increase in sales of agricultural products on the platform, emphasizing the shift towards quality over quantity [3] Group 3: Challenges and Compliance - Pinduoduo acknowledges the challenges posed by rapid changes in international geopolitical and regulatory environments, emphasizing the need for systematic reforms in governance and talent systems to keep pace with business expansion [3][4] - The company maintains a long-term perspective, focusing on compliance and social responsibility as fundamental principles in its operations, especially in light of expanding cross-border business [4]

12月19日，拼多多集团在年度股东大会上宣布升级公司治理架构，实行联席董事长制度。 经董事会批准，赵佳臻获任联席董事长，与陈磊共同担任集团联席董事长兼联席CEO。此外，拼多多还任命王密出任集团工程高级副总裁，李炯出任集团财 务总监。 值得注意的是，在股东大会上，拼多多联席董事长陈磊回应称，Temu业务快速发展，已经在全世界大部分国家具有了不错的市场规模，3年走完了拼多多国 内电商10年的路。而赵佳臻也指出："过去几年，Temu以让我们自己也惊讶的速度达到了相当的规模，这是中国供应链产业红利带来的关键一跃。" 拼多多美股盘前涨幅扩大至6%，现报112美元。 此次赵佳臻出任联席董事长有利于拼多多集团步入下一个阶段的升级再造，有利于落地集团"聚焦、重投供应链升级，高质量发展"的整体战略，也体现了集 团战略的重心。赵佳臻表示，下一个阶段，公司战略更加聚焦，经过反复讨论，已锚定中国供应链作为接下来业务发展的核心。公司将继续践行高质量发 展，All in中国供应链的高质量、品牌化，实现平台的再造，带动生态体系价值跃迁。 自赵佳臻担任联席CEO以来，拼多多全面转向平台及生态高质量发展的新阶段。去年以来，拼多多先后推出"百亿 ...

Group 1 - The company announced a governance structure adjustment, implementing a co-chairman system, appointing Zhao Jiazhen as co-chairman alongside Chen Lei, who will also serve as co-CEO [2] - Zhao Jiazhen highlighted the rapid expansion of Temu over the past few years, which is closely related to the industrial dividends released by the Chinese supply chain system [2] - The company plans to allocate more resources to the Chinese supply chain, focusing on supply chain capability reconstruction and operational model upgrades, with an emphasis on product quality and brand building [2] Group 2 - Chen Lei revealed that Temu has achieved significant market scale in most countries globally, completing in three years what took Pinduoduo ten years in the domestic e-commerce market [2] - The company recognizes the importance of compliance as a baseline, emphasizing the need to meet societal expectations and contribute positively as a corporate entity [2]

Core Points - Pinduoduo announced an upgrade to its corporate governance structure by implementing a co-chairman system, appointing Zhao Jiazhen and Chen Lei as co-chairmen and co-CEOs [1] - The company aims to focus on high-quality development and supply chain upgrades as part of its overall strategy for the next decade [1][3] - Pinduoduo's initiatives over the past year, including various support strategies, have led to significant growth in agricultural product sales, with a 47% year-on-year increase in the first half of the year [2] Governance Structure - The co-chairman system is part of Pinduoduo's efforts to adapt its governance to meet the evolving needs of its business [1] - Zhao Jiazhen's appointment is seen as a step towards the company's next phase of transformation, emphasizing a focus on the Chinese supply chain [1][3] - The company acknowledges the challenges faced in governance and talent development amid rapid business expansion [3] Strategic Focus - Pinduoduo is shifting its strategy to concentrate on high-quality development and the Chinese supply chain, moving away from diversification [3][5] - The company has launched initiatives like "2025 Duoduo Good Products" to enhance the quality of agricultural products and support local industries [2] - The focus on supply chain upgrades is expected to lead to a significant transformation of the platform and its ecosystem [3][5] Market Position and Growth - Temu, a subsidiary of Pinduoduo, has rapidly expanded its market presence, achieving significant growth in just three years [3][4] - The company is committed to sustainable development and compliance with regulatory requirements as it navigates a changing international landscape [4] - Pinduoduo's approach to leveraging China's supply chain advantages is seen as a key factor in its growth and future opportunities [5]