你发现了吗？线上购物这件事，近年来正在悄悄发生变化。一开始，外卖解决的是一日三餐，以及宵夜、零食。但现在，在商场、超市销售的绝大部分商品 都可以即点即送"外卖"到家。以前网购的衣服、鞋子、化妆品，以及各大购物节要囤货的纸巾、洗发水、沐浴露，选购时居然都有了"半小时送达"的选项， 这就是"即时零售"。 利好政策的推动下，市场活力被进一步激发，美团闪购等多家平台正在加速构建前置仓、"闪电仓"网络，并探索"门店即仓库"的混合履约模式，持续压 缩"下单到收货"的时间窗口。其中，美团2025年第一季度业绩报告显示，该平台当前非餐饮品类即时零售日订单量突破了1800万单，3C家电和日用百货等 核心品类快速提升。 2025年4月22日，江苏省南京市，外卖员在智能外卖柜前投放餐品。新华社发（史俊摄）消费者习惯了越来越快、越来越便捷的消费体验。但对于商家而 言，如何实现从"送餐"到"送万物"，让消费者从"等快递"到"即时达"？ 记者在一家连锁零售品牌占地万余平方米的智能化中央仓储中心看到，货物码放有序，工作人员根据销售动态数据及时调整供货。相关负责人告诉记 者，"我们现在完全是按照消费者的需求去计划，中央仓的货从进、到出、到门 ...

2.传蔚来拟为芯片自研部门引入战略投资者，后续将成立项目实体 3. 长城旗下公司毫末智行董事长离职？本人否认！ 4.盒马创始人侯毅评刘强东发言：美团在快销品品类超越天猫和京东只是时间问题 5.美团回应"外卖日订单维持 9000 万量级以上"：数据基本属实 6.曝58同城大规模裁员：涉多个部门，比例高达30%，赔偿N+1 7.扎克伯格砸出1亿美元天价挖人，Altman回应：我们的人，一个都没走 8. 暂停全面电动化！ 奥迪撤回2033年停止研发和销售燃油车的计划 要闻提示 NEWS REMIND 1.京东的钱都去哪里了？刘强东：一年半涨薪七次，去年发了1161亿工资 今日头条 HEADLINE NEWS 京东的钱都去哪里了？刘强东：一年半涨薪七次，去年发了1161亿工资 6月18日消息，刘强东在一场分享会中表示："去年京东净收入11588亿，但净利润只有400多亿。"因为 去年京东仅工资就发了1161亿，给兄弟们交的五险一金是180亿。 刘强东强调："2007年至今，京东的五险一金交了上千亿，这些都可以合法地成为我刘强东的财富，可以 成为京东的净利润。"他解释称，这不是废话，因为外包员工是合法的，但京东从来没做 ...

新华财经注意到，从各大电商平台公布的数据来看，"618"期间，参加国补的家电家装、手机数码等品 类成交总额较去年双11大幅增长，带动家电、家居、家装、3C数码等行业整体成交同比双位数增长。 此外，IP潮玩、宠物、美容护理，黄金珠宝等一些新消费标的品类销量迭创新高。大促新特征方面，美 团等即时零售发力618，销售数据亮眼。 业内机构认为，在"618"大促提振下，新消费展现出的高增长更受人关注，IP潮玩、宠物、美容护理， 黄金珠宝、线下零售等细分品类存机会。 大促叠加国补家电3C赛道现结构性机遇 据了解，此次618大促活动，京东活动周期首次延长至38天（5月13日-6月20日，而24年同期为21天）， 天猫预售期提前至5月13日，现货期与京东同步覆盖至6月20日，抖音活动周期达36天（5月13日-6月18 日），快手延长至6月30日。头部平台正通过周期延展抢占用户决策时间，同时配合跨品类联动、政府 消费券叠加等组合拳，应对存量市场竞争。多平台取消传统跨店满减改为"官方立减"直降模式，最低 15%折扣（8.5折）。企业端，国补助力折扣加大，各品牌价格带放宽。 数据显示，618开卖以来，天猫平台的破亿新品集中涌现在3 ...

荔枝热、AI潮、外卖大战、数字人直播等热点共筑消费新生态 羊城晚报全媒体记者 沈钊 走到第17个年头的"618"购物节再次掀起消费热潮。艾瑞咨询数据显示，今年"618"期间，消费者网购支出显著增长，核心消费区间由日常网购支出的501 元-2000元扩展至501元-3000元，人均支出较去年猛增656元。 从全国范围看，经济强省广东表现尤为亮眼。京东战报显示，广东购买力再夺全国榜首，不仅数码、户外运动消费火热，特色农产品广东荔枝销量同比增长 超5倍，热销全国。与此同时，外卖大战、毕业旅行消费、AI产品及首个超级头部主播数字人直播等新业态、新热点，共同勾勒出这届"618"的多元图景。 汕尾购买力增速省内最高 荔枝销售增长超5倍卖向全国 作为经济强省与消费强省的广东，在本次"618"大促中的表现如何？京东于6月18日发布的战报给出了答案：广东购买力高居全国首位，下单量增速位列全国 第十。省内方面，深圳荣膺购买力最强城市，而汕尾则成为购买力增速最高的城市。在本地品牌关注度上，知名调味品品牌海天拔得头筹。 从人均消费金额来看，手机以5379元遥遥领先，成为人均消费最高的品类。空调、平板电视、平板电脑及冰箱的人均消费金额 ...

Core Insights - The annual "618" e-commerce promotion has become a powerful driver for consumer potential and industry upgrades, showcasing a rise in new consumption trends and the acceleration of Chinese brands [1] - The dual incentives of national subsidies and e-commerce promotions have significantly boosted quality consumption enthusiasm, leading to explosive sales growth across various categories [2] Group 1: Consumer Behavior and Trends - Consumers are increasingly attracted to quality upgrades, with notable purchases driven by substantial platform and national subsidies, such as a domestic smartphone priced over 6000 yuan and a slim refrigerator [1] - The EDC (Everyday Carry) trend is gaining traction, with a reported transaction scale exceeding 1.5 billion yuan on Taobao, particularly among younger consumers aged 18 to 24 [3] - The popularity of derivative products from copyright works, referred to as "谷子" economy, is rapidly growing, with overseas orders seeing triple-digit growth during the "618" event [4] Group 2: Sales Performance - Sales in key categories during "618" saw remarkable year-on-year growth, including mobile communications (88%), home appliances (161%), and cooking essentials (138%) [2] - The price segment of 4000 to 6000 yuan for mobile phones experienced a 50% increase in transaction volume, while AI laptops and large-screen TVs saw increases of 151% and 260%, respectively [2] Group 3: Instant Retail and Market Dynamics - The "618" event has successfully integrated online and offline channels, resulting in increased orders for physical stores, with instant retail showing explosive growth [5] - JD's instant retail business achieved over 25 million daily orders during "618," with more than 150,000 quality dining establishments joining the platform [6] - The simplification of promotional rules and the introduction of instant retail reflect platforms' responsiveness to changing consumer demands for quality and value [6]

1998年6月18日，刘强东在北京中关村创立了京东公司，主要销售光磁产品。换言之，当年的京东并不是从电商平台做起，而是线下实体店。京东MALL双 井店2楼的一侧，就摆放着一个满是旧产品的三尺柜台，1:1复刻了当时京东最初的样子，线下实体店就是京东的"来时路"。 不知不觉，一年一度的618大促迎来了尾声，不知道大家有没有买到自己心仪的东西呢？ 6月18日，京东在北京总部举行了2025京东618媒体开放日，雷科技/罗超频道/电车通受邀参加，来到现场见证2025年京东618的成绩。 （图片来自罗超频道摄制） 这个由京东发起的购物节，一方面推动了京东的销售额增长，也给京东这个品牌带来了极高的知名度，时至今日，众多电商平台效仿，618已经成为一个属 于整个电商行业的大型购物节。更何况，国补的加入，更激发了人们的消费欲望。 另一方面，今年京东强行突入外卖赛道，打了友商一个措手不及，这几个月外卖大战的激烈，我们都看在眼里，京东证明了外卖并不是"红海"，还是能够接 受新玩家的加入的。话不多说，我们来看看今年京东都做了一些什么吧。 打卡最新京东MALL，线下零售的新招式是"场景体验" 在这之前，雷科技/罗超频道/电车通受京东邀 ...

Core Insights - The core viewpoint of the articles emphasizes JD.com's strategic focus on supply chain innovation, which has driven significant growth across various business segments during the 618 shopping festival, showcasing a structural recovery in the consumer market [2][20]. Group 1: Consumer Trends and Supply Chain Resilience - Four major consumer trends emerged during the 618 event: the popularity of "technology + traditional culture" products, the activation of lower-tier markets, the explosion of instant retail, and significant growth in lifestyle services, all closely linked to JD.com's supply chain strategy [3][5]. - The search volume for AI-related products increased by over 120% year-on-year, while products featuring intangible cultural heritage saw a 270% increase in searches, indicating a strong consumer interest in innovative and culturally rich products [3][5]. - Orders from rural areas surged by over 130% year-on-year, with user numbers increasing by 140%, highlighting the effectiveness of JD.com's supply chain in penetrating lower-tier markets [5][10]. Group 2: Instant Retail and Lifestyle Services - Instant retail emerged as a major highlight, with JD.com’s food delivery service achieving a daily order volume of 25 million within three months of launch, supported by over 150,000 quality dining establishments [7][11]. - The growth in lifestyle services was notable, with JD.com’s self-operated home service transactions exceeding 100 million, and orders for home appliance cleaning and laundry increasing by 211% and over 10 times, respectively [9][10]. - The integration of products and services through supply chain consolidation has allowed JD.com to offer both low-priced goods and high-quality service experiences, marking a shift towards a comprehensive lifestyle service platform [10][20]. Group 3: Strategic Reflections and Long-term Vision - JD.com's founder, Liu Qiangdong, reflected on the past five years as a period of stagnation, emphasizing a return to a strategy focused on "experience, cost, and efficiency," with all business operations centered around the supply chain [16][20]. - The company plans to assist 1,000 Chinese brands in expanding internationally over the next five years, leveraging its supply chain capabilities to enhance global competitiveness [19][20]. - JD.com’s commitment to employee welfare, including full-time riders receiving competitive salaries and benefits, is seen as a strategy to ensure service quality and operational efficiency [13][17].

Core Viewpoint - The 618 shopping festival has turned into a price war for the liquor market, exacerbated by the recent strict alcohol ban, leading to significant price drops for premium liquor brands [2][4]. Group 1: Price Dynamics - Major liquor brands have seen their prices plummet, with Feitian Moutai dropping below 2000 yuan, and other brands like Wuliangye and Guojiao 1573 also experiencing substantial price reductions [2][4]. - The competition among e-commerce platforms has intensified, with various promotional strategies being employed, including multi-layered discounts and subsidies [3][6]. Group 2: E-commerce Strategies - Platforms like JD.com and Taobao have introduced innovative promotional activities, such as "super live days" and "official discounts," to attract consumers [3][6]. - Meituan has entered the fray, offering rapid delivery services and significant discounts, which has shifted the focus from traditional e-commerce to instant retail [6][7]. Group 3: Market Impact - The alcohol ban has further eroded industry confidence, prompting more distributors and retailers to participate in online promotions to boost sales through price reductions [4][8]. - Instant retail has provided a new channel for inventory clearance, with some retailers reporting a 60% increase in sales compared to previous years [7][8]. Group 4: Long-term Concerns - The current price instability poses a risk to the long-term health of the liquor market, as a stable pricing structure is crucial for the survival of liquor companies [7][8]. - The proliferation of counterfeit products during the promotional period has raised concerns about market integrity and brand reputation [9].

Core Viewpoint - JD.com is actively expanding its local life strategy, including entering the food delivery market, which has led to significant growth in daily orders and rider numbers, challenging the existing duopoly of Meituan and Ele.me [1][2]. Group 1: Business Strategy and Market Position - JD.com has launched its first Seven Fresh Food Mall, indicating a commitment to diversifying its local life offerings [1]. - The company has reported over 25 million daily orders in its food delivery service, with full-time riders expected to exceed 150,000 soon [1][12]. - JD.com aims to maintain its focus on instant retail and local life as strategic priorities, despite exploring various business directions within this framework [2][11]. Group 2: Investment and Resource Allocation - In the past six months, JD.com has invested more in its food delivery service than in any other new business over the previous years, indicating a strong commitment to this sector [2]. - The company acknowledges that to gain further market share, it will need to extend its investment and subsidy periods, which will increase cost pressures [2]. Group 3: User Experience and Operational Efficiency - JD.com emphasizes the importance of product quality and user experience over mere subsidies to ensure long-term growth and user retention [4]. - The company is focused on optimizing rider efficiency through better scheduling and order management, which is crucial for balancing rider earnings and platform profitability [5][6]. Group 4: Rider Welfare and Satisfaction - JD.com is committed to providing full-time riders with benefits such as social insurance, which is seen as a baseline for responsible business practices [16]. - The average monthly income for full-time riders in major cities has reached approximately 13,000 yuan, representing a 60% increase compared to their previous earnings [12]. Group 5: Cross-Platform Synergies - The food delivery service is expected to enhance user engagement with JD.com's other offerings, driving higher frequency of app usage and cross-category purchases [14][15]. - The integration of food delivery with JD.com's logistics capabilities allows for cost efficiencies and improved service delivery [14]. Group 6: Future Outlook and Growth Potential - JD.com has exceeded its initial expectations for food delivery growth, indicating a strong market opportunity and the potential for sustainable business development [10][11]. - The company is focused on building a long-term, sustainable business model rather than seeking short-term profits, which is essential for healthy industry competition [11][16].

雷峰网从多方获悉 ，小象超市2024年整体 GMV 近 300 亿，规模超叮咚买菜，逼近朴朴超市。 目前， 小象超市在国内开仓超 700 个，处在加速扩张阶段，海外也在同步开仓扩张。 从过去几年的大幅亏损到这两年逐渐实现盈利，生鲜前置仓平台一直在向资本市场证明它们具备活下去的 能力。 而今年，小象超市交易规模正在追赶朴朴超市。（行业新一轮洗牌开启，了解几家平台现状和更多细节欢 迎添加作者微信 zymcfip 交流~） " 小象超市规模正在追赶朴朴超市。 " 作者丨应梅 编辑丨代聪飞 01 美团旗下小象超市正在进行国内外同步扩张。 从0到300亿，发生了什么 多位投资人告诉雷峰网，2024年小象超市GMV接近300亿元。行业规模最大的是山姆云仓，GMV超过 400亿元。已经上市的叮咚买菜2024年实现了255亿元GMV。 朴朴超市最先从福建起步，一直对全国布局较为谨慎，直到现在也没有拓展北京、上海这两个已经被小象 超市和叮咚买菜、盒马占优势的城市。目前朴朴超市全国开了9城，以福建3城和广深4城为主，西南地区 覆盖了成都，还有湖北地区的武汉。 但，考验还在继续。已经上市的叮咚买菜在关了不少城市和前置仓站点后，目前 ...