近日，有消息称，微信发现页的"购物"入口已于今年7月逐步从网页灰度切换为"京东购物"小程序，当 时有消息称其合约已经在2025年6月29日到期，只剩三个月的缓冲期。 据悉，"京东购物"公众号发布提醒，确认微信"发现－购物"的京东购物入口将于9月30日关闭，官方提 示可将"京东购物"小程序添加到我的小程序或至微信钱包页下方。 过去几年里，借助微信的入口，京东获得了一些稳定的流量导入，形成了高效的购物通路。如今，双方 的合作走到新的阶段，此次变动会带来什么变化？ 此后，双方连续两次续签合约。此外，腾讯和京东还在通信、社交媒体服务、广告采买和会员服务等多 个领域继续展开合作。就此，京东流量入口被拓宽，微信业务量有机会得到增长，整体而言，双方互利 互惠，是一次双赢的合作。 如今，入口的关闭也是双方合约到期后的自然结果。值得留意的是，微信购物关闭京东入口是否意味着 双方分道扬镳？事实上，从公开资料来看，目前，腾讯依旧持有京东一定的股份，在广告投放、供应 链、人工智能等方面，双方也依旧在开展合作。 前段时间，腾讯旗下的AI助手元宝宣布接入京东，上线了一个支持直接跳转京东购买纸质书的新功能 帮京东带货。具体而言，用户在和元 ...

京东在微信的好位置没了。 近期，部分用户在京东购物公众号收到通知，微信"发现—购物"中的京东入口将于9月30日关闭，通知建议用户将"京东购物"小程序固定在"我的小程序"或 微信钱包页，以便继续完成下单。 出品/壹览商业 作者/李彦 编辑/薛向 在过去几年里，借助微信的"发现—购物"以及"我—服务-京东购物"等入口，京东获得了稳定的流量导入，用户只需轻触即可直达商城页面，形成了高频的 购物通路。 2022年6月29日，京东与腾讯重续战略合作协议，为期三年。腾讯将于三年内在微信平台向京东提供一级和二级入口，为京东提供流量支持，这一入口的关 闭也是双方合约到期后的自然结果。 京东与微信合作11年，当下，双方的生态站位、战略方向都来到了新阶段。 京东和腾讯的十一年 京东和腾讯的合作要追溯到2014年。彼时，腾讯以2.15亿美元现金入股京东，并将拍拍、QQ网购等电商资产打包注入，同时约定在微信、手机QQ提供"一 级入口+平台支持"，京东则承接腾讯系电商资源。资本与入口的"双重绑定"，构成了双方合作的起点。 在当时，阿里凭借淘宝、天猫形成了极强的"货—场—人"闭环，而腾讯的电商业务则缺乏供应链与履约能力，难以建立用户心智 ...

Group 1 - The Fortune Global 500 list for 2025 highlights significant corporate performances, with Nvidia making a remarkable leap from 222nd last year to 66th this year, marking it as the fastest rising company on the list [1] - Nvidia also leads the top 50 companies by profit margin with a net profit margin exceeding 55% [1] - Pinduoduo from China improved its ranking from 442nd to 266th, while Huawei returned to the top 100 at 83rd, showing signs of recovery [1] Group 2 - Xiaomi Group climbed 100 places to rank 297th, and Country Garden re-entered the list at 460th [3] - Vanke and Greenland Holdings experienced significant declines, dropping to 319th and 480th respectively [3] - Walmart continues to dominate the list, holding the top position for 12 consecutive years, with a revenue of $680.9 billion in 2024, reflecting a growth rate of 5.1% [3][4] Group 3 - Walmart's investment in technology rivals that of tech companies, with an annual expenditure of $12 billion in the "Technology and Infrastructure" sector for fiscal year 2023 [4] - Walmart's e-commerce sales reached $121 billion in fiscal year 2025, with a growth rate of no less than 15% over the last nine quarters [6] - In China, Walmart's e-commerce sales account for 50% of its total sales, and its net sales in the Chinese market grew by 22.5% year-on-year in Q1 2025 [6]

Core Viewpoint - Tencent's establishment of the e-commerce product department within the WeChat business group signifies a strategic shift towards independent e-commerce operations, reflecting the company's long-standing challenges in building a sustainable e-commerce ecosystem despite its vast user base and previous attempts [3][4][5]. Historical Context - Tencent's e-commerce journey began in 2005 with the launch of the C2C platform Paipai, followed by various initiatives like QQ Mall and WeChat Store, but these efforts have consistently struggled with the "tooling of traffic" dilemma, failing to create a sustainable trading ecosystem [4]. - The recent organizational restructuring aims to consolidate e-commerce functions previously scattered across different departments, continuing Tencent's strategy of using organizational changes to drive business [4]. Structural Conflicts - WeChat's potential for e-commerce is hindered by three structural contradictions: the paradox of private traffic versus economies of scale, the conflict between social trust and transaction security, and the tension between the ideal of a closed ecosystem and the reality of an open platform [5][6]. - The reliance on private traffic creates higher operational costs for merchants compared to traditional e-commerce platforms, while social dynamics complicate consumer trust in transactions [5][6]. Capability Gaps - Tencent faces significant external challenges, particularly in supply chain, logistics, and talent acquisition, which are critical for e-commerce success [7][8]. - The company has historically focused on light asset operations, lacking the necessary investment in logistics infrastructure compared to competitors like Alibaba and JD [7]. - The current leadership in the e-commerce product department lacks extensive retail experience, which may hinder effective execution [8]. Strategic Implications - The formation of the e-commerce product department marks a shift from exploratory efforts to a more aggressive strategic focus, driven by the need to maintain Tencent's market value amid pressures on gaming and advertising revenues [9]. - While Tencent may achieve short-term successes in niche areas like live commerce, fundamental issues such as supply chain weaknesses and inherent conflicts in its business model could limit long-term growth [9].