Core Viewpoint - The article discusses JD.com's recent actions and strategies in response to competition, particularly focusing on the "two-choice" or "active price comparison" practices that have drawn criticism and raised questions about the company's market behavior [2][3][4]. Group 1: JD.com's Competitive Strategies - JD.com has initiated its "Double Eleven Global Goods Festival" early this year, but has faced allegations of requiring merchants to refrain from promotional activities on competing platforms like Douyin during this period [3][4]. - The company claims its actions are not "two-choice" but rather "active price comparison," aimed at protecting consumers by creating a price protection wall [3][4][6]. - JD.com previously criticized competitors for similar practices, indicating a shift in its stance as it now employs tactics it once condemned [4][6]. Group 2: Market Position and Challenges - JD.com appears to have lost confidence, reflected in its defensive strategies and the inability to maintain its previous aggressive market position [6][10]. - The failure in the food delivery battle has strained JD.com's resources, leading to a reliance on "active price comparison" as a response to competitive pressures [7][9][10]. - The company is caught between a defensive posture and the need for innovation, which has resulted in mixed signals to the market and partners [7][10]. Group 3: Brand and Consumer Relations - JD.com's approach to managing prices has led to a deterioration of trust with brand partners, shifting the relationship from collaboration to a zero-sum game [22][23]. - The company's strategy of positioning itself as a defender of consumer interests may yield short-term benefits but risks long-term damage to its ecosystem [24][22]. - The erosion of trust could empower competitors like Douyin, which promotes itself as a platform that respects merchants' autonomy [22][23]. Group 4: Future Directions - JD.com needs to shift from a focus on price competition to leveraging its strengths in supply chain and trust-building to create a new value proposition for consumers [27][28]. - A transformation in organizational thinking is necessary, moving from defensive price management to proactive trust-based innovation [28][29]. - The company must undergo significant self-reform to regain its competitive edge and internal confidence, rather than relying on price wars [29][30].