Core Viewpoint - The 618 shopping festival this year was notably quieter, attributed to the increasing number of promotional events and more rational consumer behavior, leading to a dilution of 618's impact [1][2][6] Group 1: Changes in E-commerce Strategies - E-commerce platforms have simplified subsidy rules, reducing complexity and competition among them, resulting in a more subdued atmosphere compared to previous years [2][6] - The previous aggressive price wars have led to a "low-price trap," where platforms struggled to maintain profitability while competing on price [4][5][6] - The 618 event this year marked a shift away from price wars, with platforms focusing on differentiated competition based on their unique strengths and market understanding [6][8] Group 2: Platform-Specific Developments - **Taobao**: Despite a 10% growth in GMV, there are concerns about the increasing costs for small merchants and complaints about unclear service fees, indicating a struggle to balance the interests of different merchant types [11][12][13] - **Douyin E-commerce**: Focused on enhancing content advantages and supporting small merchants through flexible policies, Douyin has shifted towards a model that combines content and commerce effectively [17][20] - **JD.com**: Achieved over 100% growth in user orders, benefiting from government subsidies, but faces challenges in maintaining its competitive edge as market dynamics evolve [21][22][23] - **Pinduoduo**: Launched a "trillion support" plan to assist small merchants, aiming to improve supply-side efficiency, but faces profitability challenges due to ongoing subsidies [25][26][27] Group 3: Industry Trends and Consumer Behavior - The retail industry is evolving towards a consumer-centric model, where understanding and meeting user needs is paramount for competitive advantage [27][28] - The focus has shifted from merely competing on price to enhancing user experience and building sustainable competitive advantages [28]

美团与阿里、拼多多最终会进入同一个战场。 文丨沈方伟 编辑丨管艺雯 亚马逊、阿里、拼多多、京东等电商平台各自斥资数百甚至数千亿元做生鲜业务，有的开超市、有的做社 区团购、有的做前置仓，有的全都做。因为生鲜是最高频的消费。 一个人可以几个月甚至几年不买手机、不买衣服，但每天都要吃饭。如果线上零售平台能让消费者养成生 鲜、餐饮消费习惯，自然可以增加平台粘性、降低获客成本。 反过来说，已经占据生鲜、餐饮消费习惯的平台自然应该去做电商，介入更大的零售生意。引客到餐厅、 送外卖到家，美团已经是餐饮消费规模第一的企业，网罗了尽可能多的商家，有了一个覆盖全国几乎所有 城市的骑手配送网络。 美团在三年前调整战略，明确自己要做一家 "零售 + 科技" 公司。依托上百万名骑手，每天 6000 万餐饮外 卖订单，把配送的商品从餐食延伸到生鲜日杂，乃至万物到家，是自然的路径。 我们了解到，美团的即时零售业务，美团闪购今年有望完成 2500 亿元成交额，其中闪电仓模式有望贡献 五分之一；小象超市在 2024 年下半年替代美团优选成为美团食杂零售事业群最重要的业务。小象超市成 立至今已 7 年，仍处于巨额亏损的阶段。闪购和小象超市是美团 ...