Core Viewpoint - Liu Qiangdong, the founder of JD.com, is re-entering the restaurant and hotel market with a focus on quality and integrity, aiming to create a better ecosystem for both consumers and service providers [4][5][10]. Group 1: Business Strategy - JD.com is launching a new hotel development plan to avoid price wars that could degrade service quality and profit margins in the hospitality industry [3][4]. - The company aims to innovate in the food delivery sector by reducing high commission rates that traditional platforms impose, which can reach up to 25% [4][12]. - JD.com is implementing the "Three Mao Five" theory, where it retains 70% of profits while leaving 30% for partners, ensuring a fair distribution of profits [10][12]. Group 2: Market Positioning - JD.com is focusing on quality food delivery and creating a positive ecosystem for merchants, as evidenced by the success of its "Seven Fresh Kitchen" initiative, which has seen a 30% increase in orders for local businesses [5][12]. - The company is also exploring partnerships with hotels to provide quality takeaway services, enhancing the consumer experience [13][12]. Group 3: Employee Welfare - JD.com has over 150,000 full-time delivery personnel receiving comprehensive benefits, reflecting the company's commitment to employee welfare [7][16]. - The workforce has grown to 900,000 employees, indicating rapid expansion and a focus on providing better treatment and respect for workers [7][16]. Group 4: Social Responsibility - JD.com emphasizes a business model that prioritizes social responsibility and ethical practices, aiming to create a respectful and trustworthy corporate image [17][19]. - The company believes in the importance of creating value beyond profits, focusing on the well-being of employees and the broader community [18][19].

前不久，刘强东回到老家宿迁，出现在当地的夜市大排档。透过网友拍的视频可以看到，他坐在塑料凳 上，接过老乡递来的倒满酒的塑料杯一饮而尽。今年4月，刘强东与快递员和外卖骑手同桌吃火锅聊 天，评论区调侃"昨天火锅店里，听一个骑手大哥侃，说京东外卖是他的也是大家的。" 这种"烟火气"，很难在目前的企业家群像里看到了。 很难看到企业家直播炒菜。 锅灶烟气升腾，背后系着"七鲜小厨"围裙掌勺的，是京东集团创始人、董事局主席刘强东。 9月16日傍晚，刘强东现身"京东品酒会"直播间。他自我解嘲说，自己第一次直播很紧张，"像贾国龙先 生第一次炒菜一样紧张，像罗永浩第一次说脱口秀一样紧张。" 但掌勺后，他很快就进入了状态。因为"平时喜欢在家下厨，只要回家都会给家人做菜。" 与直播时的紧张相比，刘强东在另一种场合要自在得多。 刘强东几次讲到，自己做到了没有把利润当作第一大追求，"任何时候都敢说这个话"。京东集团上下耳 熟能详的"三毛五理论"是其中一种诠释。即，如果京东能赚到一块钱利润，京东只会拿七毛，另外三毛 留给合作伙伴；拿走的七毛，其中三毛五留给团队，剩余三毛五用于公司持续发展。 有两件事令市场印象深刻。疫情期间，京东健康的口罩 ...

刘强强表示，应支持往上卷，而非向下卷。因为后者会让行业所有人都不赚钱，导致问题百出，连基本 的食品安全都不能得到保证。 刘强东呼吁，对于行业毒瘤，"该整治要整治"。 刘强东表示，希望通过外卖的创新和产品的创新，真正解决从业者、消费者、平台的利益分配。 9月16日，京东联合贵州茅台酒举行"京东品酒会"，在会上，刘强东谈到行业内卷时表示 ，国家反内卷 非常对，他表示，内卷有两种卷法，一种卷法是往下卷，往low卷，往低端卷，让整个产业链的工作没 有好的收入和待遇。还有一种卷，是卷谁的价格更公道，谁的产品更加安全，往上卷。 他直言，"现在平台把产业的利润全卷走了，这不对"，刘强东强调，平台企业需要自我克制。比如京东 很早就提出"三毛五理论"。 刘强东称，企业有了利润后，应该给人才升职加薪，做公益。要对员工好，促进内需。 (家电网® HEA.CN) ...

（原标题：刘强东炒菜敬酒：尊重王兴，不是仇人，酒旅不打价格战，还有大招） 21世纪经济报道记者孔海丽北京报道 "兴哥（王兴）我很尊重，（王）莆中我也很赞赏，企业家不应该变成仇人，我们民营企业都简单点， 不要把正常商业竞争变成个人恩怨。"9月16日晚间，京东集团董事局主席刘强东在京东品酒会上围绕民 营企业竞争、外卖酒旅业务布局、创业历程等话题做了全面分享。 "京东不打酒店价格战"。刘强东强调，京东进军酒旅不会让酒店从业者进一步降低价格，大概两三周后 会公布全新的酒店发展计划。 他呼吁民营企业摒弃个人恩怨，聚焦战略、信誉等良性竞争；针对平台竞争，明确支持比拼品质、安全 的"向上卷"，反对低端化、扒利润的"向下卷"。 刘强东回忆了从电脑城柜台起步，借线上转型、逆势入局家电等关键决策，将京东打造成多品类行业第 一的历程，多次强调京东进入每一个行业是"为了解决痛点"。比如，因外卖平台25%高扣点的行业痛点 入局，且为骑手足额缴五险一金，创新模式自营"七鲜小厨"带动了周边餐饮增长。 "我们所有企业该竞争竞争，靠战略、靠商业模式、靠价值创造、靠信誉赢得消费者，想太多东西其实 对企业成本都很高的。"他说。 以下为刘强东分享全 ...

Core Insights - JD.com is expanding into the hotel and travel industry following its entry into the food delivery market, aiming to innovate and improve the supply chain for hotels [2][4] - The company plans to introduce a new model for hotel operations by the end of the year, focusing on avoiding price wars that could harm the industry [2][4] - JD.com has launched a "JD Hotel PLUS Membership Program" offering up to three years of zero commission for participating hotels, which has already resulted in significant customer traffic for partnered hotels [4] Company Strategy - JD.com emphasizes that its business revolves around supply chain optimization, particularly in the hotel and restaurant sectors, which are characterized by high costs and inefficiencies [4][5] - The company draws parallels between its current hotel strategy and its past experience in the home appliance sector, where it successfully entered a market that was initially met with skepticism [4][5] - JD.com aims to create a win-win situation in the industry by advocating for fair competition and sustainable profit distribution among all stakeholders [5] Market Context - The hotel industry is currently facing challenges such as low profit margins and the prevalence of "ghost restaurants," which can compromise food safety [5] - JD.com’s approach includes a commitment to sharing profits with partners, retaining only a portion for itself to ensure sustainable growth and collaboration [5]

Core Viewpoint - JD.com is expanding into the hotel and travel industry, aiming to optimize supply chain costs and improve profitability for hotel operators, while avoiding price wars that could harm the ecosystem [3][5]. Group 1: Business Strategy - JD.com has launched the "JD Hotel PLUS Membership Program," offering hotel partners up to three years of zero commission [5]. - A strategic cooperation agreement has been signed with Jinjiang Hotels to enhance collaboration in hotel services, supply chain coordination, and innovation in dining consumption scenarios [5]. - JD.com aims to leverage its supply chain expertise to reduce operational costs in the hotel industry, similar to its previous success in the home appliance sector [5][6]. Group 2: Market Insights - Liu Qiangdong, the founder of JD.com, highlighted the high operational costs and chaotic supply chains in the hotel and restaurant sectors, which often lead to low profit margins for operators [5][6]. - The hotel industry is experiencing significant customer traffic from JD.com, with one hotel reporting that 50% of its guests come from JD's platform after entering a zero-commission partnership [5]. Group 3: Industry Challenges - Liu Qiangdong expressed concerns about the downward pressure on pricing in the industry, which could lead to a situation where all players in the supply chain are unprofitable [6][7]. - He emphasized the need for healthy competition that focuses on quality and fair pricing, rather than a race to the bottom that harms all stakeholders [6][7].

今年618期间，京东旅行发布了《致全体酒店经营者的一封公开信》，正式进军酒旅行业。其中提出酒 店商家参与"京东酒店PLUS会员计划"，将享受最高三年0佣金。不久前，京东与锦江酒店正式签署战略 合作协议，围绕酒旅服务、供应链协同、餐饮消费场景创新领域全面深化合作。现场上海一家格林豪泰 酒店的负责人告诉第一财经记者，与京东0佣金合作后，目前酒店有50%的客流来自京东。 为何杀入酒旅？刘强东称京东集团所有的业务围绕着"供应链"展开。他指出，酒店、餐饮背后是供应 链，前端是消费者住酒店、点餐，背后庞大的供应链其实很杂乱，成本很高。京东希望通过新模式为酒 店行业提供供应链服务，优化供应链成本，推动酒店业经营成本下降。 他以过去京东做大家电类比，2006年京东上线大家电业务时，当时几乎所有投资人都持反对意见，认为 亚马逊在美国也未能成功在网上销售大家电。但他认为当时家电零售商的毛利率高达17%-18%，而品牌 商如美的、格力、海尔等的净利润仅约1个百分点。 继杀入外卖市场后，京东开始发力酒旅业务了。 9月16日晚，在京东的一场用户见面会上，京东集团创始人、董事局主席刘强东谈起自己几天前在香港 见到了几家大型酒店集团的一把 ...

Core Viewpoint - JD Group's business strategy is centered around optimizing the supply chain, with a recent focus on the hotel and travel industry to enhance operational efficiency and reduce costs [1][4]. Group 1: Expansion into Hotel and Travel Industry - JD has entered the hotel and travel sector, aiming to avoid price wars that could harm the ecosystem and profitability of hotel operators [2][4]. - The company plans to introduce a new model to support hotel development, with an announcement expected by the end of the year [2]. - JD's partnership with Jinjiang Hotels includes a strategic cooperation agreement to enhance hotel services and supply chain collaboration [4]. Group 2: Supply Chain Optimization - Liu Qiangdong emphasizes that the hotel and restaurant sectors are heavily reliant on complex supply chains, which often lead to high costs [4]. - JD aims to provide supply chain services to optimize costs for the hotel industry, similar to its past success in the home appliance sector [4]. Group 3: Profit Sharing and Industry Dynamics - JD operates on a "three毛五" theory, where it retains 70% of profits while sharing 30% with partners, promoting sustainable growth [5]. - Liu Qiangdong highlights the issue of industry "involution," advocating for healthy competition that prioritizes quality and fair pricing rather than driving down profits for all stakeholders [5].

Core Viewpoint - Chinese companies are increasingly shifting focus from domestic markets to global markets, driven by the need for rapid delivery and efficient logistics systems [2][6][7]. Group 1: Global Expansion and Competition - The competition in the delivery sector is intensifying, with Chinese companies leveraging global logistics networks to deliver fresh produce worldwide [3][4]. - JD.com announced plans to acquire CECONOMY, a German retail giant with 1,000 stores, marking a significant move in the European e-commerce landscape [6][25]. Group 2: Evolution of Export Models - The export journey of products like Chinese lychees and cherries illustrates the complexities of international logistics and the need for precise coordination among various stakeholders [12][13]. - Historically, Chinese companies faced challenges in establishing independent channels abroad, but the rise of cross-border e-commerce has allowed for more collaborative approaches [14][15]. Group 3: Challenges in Current Models - Current export models face issues such as low profit margins due to price competition and supply chain responsiveness challenges, leading to a proliferation of low-quality products in international markets [16][29]. - The shift from "borrowing boats" to "building boats" signifies a move towards creating robust retail systems that integrate logistics and brand management [17][19]. Group 4: New Retail Models - The "light" model involves platforms providing basic support while brands manage inventory, suitable for sellers with differentiated products [20]. - The "heavy" model, akin to JD's approach, integrates logistics, quality control, and customer service, allowing brands to maintain pricing power and brand identity [21][23]. Group 5: Long-term Strategy and Investment - JD's strategy emphasizes building long-term infrastructure and capabilities in overseas markets, focusing on quality and speed rather than short-term gains [31][30]. - The "Three Mao Five" theory reflects JD's commitment to equitable profit distribution among partners, fostering a sustainable business ecosystem [33][34].

Core Viewpoint - Liu Qiangdong's recent appearances in major media, including a notable feature on CCTV's news broadcast, signify a remarkable turnaround in his public image and position within the business community, highlighting his commitment to ethical business practices and employee welfare [1][5][12] Group 1: Liu Qiangdong's Public Image - Liu Qiangdong's appearance on CCTV's news broadcast was unexpected and drew significant public attention, indicating a shift in his visibility and influence [1] - His participation in the Summer Davos Forum as a co-chair and the only representative from the internet sector underscores his elevated status among business leaders [5][7] - The contrast between his current prominence and his previous low profile at industry events illustrates a dramatic change in perception and recognition [3][5] Group 2: Business Philosophy and Practices - Liu Qiangdong advocates for a business model based on integrity, emphasizing fair treatment of employees and partners, as evidenced by his commitment to providing comprehensive social benefits [7][9] - The "Three Mao Five" theory proposed by Liu suggests a profit-sharing model where the majority of profits are distributed to partners and employees, promoting a collaborative business environment [9][10] - His approach to pricing and profit distribution, particularly in the home appliance sector, demonstrates a commitment to supporting brand partners and fostering mutual growth [10][12] Group 3: Industry Impact and Recognition - Liu Qiangdong's philosophy stands in stark contrast to prevalent practices in the industry, which often involve aggressive price competition and exploitation of workers [12][13] - His recent media appearances and public statements have resonated with audiences, positioning him as a role model for ethical business practices and corporate responsibility [12][13] - The recognition he received from major media outlets reflects a broader acknowledgment of the importance of sustainable and responsible business practices in today's economic landscape [12][13]