Core Viewpoint - Alibaba's current "Cloud + AI" strategy focuses on becoming a "water seller," providing computing power and AI resources to other clients, which allows it to avoid addressing specific AI commercialization issues [1][16]. Financial Performance - In May 2025, Alibaba reported a revenue of 996.347 billion yuan for the fiscal year 2025, a year-on-year increase of 6%, and a net profit of 125.976 billion yuan, a significant year-on-year surge of 77%, marking a historical high [2]. - The CFO highlighted significant progress in enhancing the competitiveness of e-commerce and cloud businesses, with Taobao and Tmall achieving steady growth [2]. E-commerce Strategy - Alibaba's e-commerce sector faced pressure due to the decline of mobile internet traffic and competition from Pinduoduo, leading to concerns about its business moat [2]. - The company has shifted focus back to users, moving away from extreme price competition, and is now emphasizing quality and operational efficiency [6][4]. - The Taobao platform's revenue for the fiscal year 2025 reached 449.827 billion yuan, with a year-on-year growth of 3.4% [6]. AI and Cloud Strategy - Alibaba is investing heavily in AI, with plans to invest over 380 billion yuan in cloud and AI hardware infrastructure over the next three years [15]. - The cloud computing segment generated revenue of 118.028 billion yuan, reflecting an 11% year-on-year increase, driven by soaring AI demand [13]. - The company has released over 200 open-source models, with global downloads exceeding 300 million, establishing a significant presence in the AI space [13]. Instant Retail Development - The instant retail market in China is rapidly growing, with a market size of 650 billion yuan in 2023, showing a year-on-year growth of 28.89% [11]. - Alibaba has integrated Ele.me into its e-commerce division to capitalize on the instant retail trend, launching "Taobao Flash Purchase" to leverage its vast user base [12][8]. - The daily order volume for Taobao Flash Purchase exceeded 6 million, indicating strong market penetration [12]. Challenges and Future Outlook - Despite the promising financial results, Alibaba faces challenges in achieving profitability in its local lifestyle business, which reported an adjusted EBITA loss of 3.689 billion yuan for the fiscal year 2025 [12]. - The company needs to effectively integrate its new business models with its existing e-commerce operations to create synergies and enhance overall value [16].

经济观察报 记者 钱玉娟 代表阿里巴巴杀入即时零售战局，刚满两个月的淘宝闪购，在7月2日宣布，将在未来12个月内面向消费者及商家启动"直补"计划，补贴规模达500亿元。 进入外卖、闪购等提供即时零售服务的多个平台可以看到， "超倍补""饿补超百亿""百亿补贴"依然是最醒目的标签。 此前，有京东外卖的服务商反馈，平台与餐饮商家在补贴成本的比例分配上分为四个"档位"，有一些商家要与平台各承担10元，以实现百亿补贴宣传下消费 者能获得"满40元减20元"的大额优惠。 淘宝闪购更是选择500亿元"直补"：向消费者发放大额红包、免单卡、官方补贴一口价商品等，进一步激发消费活力；还向商家推出店铺补贴、商品补贴、 配送补贴、免佣减佣等措施，以保障商家利润空间，促进商家生意增长。 6月23日，与淘宝闪购合作担负履约能力的饿了么，被全面整合至中国电商事业群，与淘宝等协同构建大消费平台。彼时，阿里巴巴强调，会以巨大的线上 流量反哺线下商业和服务业。短短一周后，淘宝闪购通过补贴动作，将即时零售的战力导向线下商业。 淘宝闪购近期也宣布，日订单规模已突破6000万单，订单准时率达96%，其中除了送外卖餐品，还有零售订单同比增长179% ...

Core Insights - The explosive growth of instant retail is evident, with JD.com handling an average of 25 million orders daily and Meituan's flash purchase orders increasing over 60% year-on-year in Q1 2025 [1] - The gap between daily order volumes in instant retail and e-commerce logistics is narrowing, indicating a structural transformation in the supporting logistics system [1] Group 1: Logistics Models - Instant retail mirrors the e-commerce era with two logistics models: platform self-operated and third-party delivery, with the latter gaining prominence due to its efficiency and resource utilization [1][2] - Third-party delivery services are increasingly being utilized by platforms like Meituan and Ele.me to alleviate the cost pressures associated with self-operated logistics [2] Group 2: Market Dynamics - Merchants are diversifying their platform presence to reduce dependency on single platforms, leading to a demand for third-party delivery services that can facilitate multi-platform operations [3] - The competitive landscape among platforms is driving the need for cost reduction and efficiency, positioning third-party delivery as a core infrastructure in the instant retail ecosystem [3] Group 3: Profitability and Business Models - SF Express has successfully implemented a full-scenario delivery model, achieving profitability and establishing a competitive edge through efficient resource allocation and collaboration with various platforms [4] - The increasing demand for cross-platform traffic integration and high fulfillment costs are expected to enhance the scale economy of third-party delivery services [4] Group 4: Future Outlook - The third-party delivery network enables brands to reach a broader consumer base while optimizing fulfillment costs and improving service quality, creating a win-win situation for all parties involved [5] - The instant retail market is projected to reach 2 trillion yuan by 2030, with third-party delivery potentially sharing the market with e-commerce logistics, indicating a promising future for this sector [5]

文 | 潮涌社，作者 | 苏苏，编辑 | kiki 美团又在外卖业务上有新动作，7月1日美团宣布三年将建成1200家"浣熊食堂"，发力品质食堂。 浣熊食堂直击幽灵厨房痛点，以集中式外卖厨房为基础，全程供应链可追溯，且消费者可查看食品制作的全流程。 淘宝紧随其后，7月2日宣布淘宝闪购将在12个月内直接补贴消费者和商家共500亿。 补贴方式简单直接，例如发放大额红包、免单卡、官方补贴一口价商品等。淘宝文案最后直接呼吁"淘宝闪购，点外卖更优惠！" 这是两家巨头在外卖领域的最新动作，而外卖又是即时零售的兵家必争之地。这场即时零售之战已进入白热化阶段。 此前6月底，各大巨头也动作频频。6月23日阿里宣布饿了么、飞猪并入电商事业群。 同日，美团宣布收缩优选业务，要全面拓展即时零售业务，旗下小象超市要覆盖所有一二线城市。 京东继外卖行业后，又宣布要进军酒旅、白酒、家装行业。 这些业务看似毫不相关，实际上都表明了各大巨头背后同样的战略意图，那就是打造一个涵盖吃饭、购物、酒旅全方面业务的超级APP。 此前已经持续了几个月的外卖大战，只是这个战略的前奏。各家献上百亿补贴，拼杀外卖订单，实则是在用外卖打开流量入口，抢夺用户习惯。 ...

美团 20250702 摘要 Q&A 2025 年美团在外卖和即时零售领域的竞争情况如何？ 2025 年，美团在外卖和即时零售领域的竞争超出预期，特别是在本地生活方 面。美团在外卖领域占据 70%以上的市场份额，但自 4 月份京东通过招聘骑手 和利用达达集团兼职骑手进入餐饮外卖市场以来，竞争加剧。尽管如此，美团 除奶茶以外的业务仍保持 9%至 10%的增速，显示其核心业务增长稳定。此外， 美团在参与外卖市场的边际投入有所减少。 即时零售领域的发展趋势如何？ 即时零售是一个高成长赛道，预计美团订单增长潜力约为 35%。超市、前置仓 业务以及门店仓店一体化到家业务等平台企业增速快于电商大盘及本地生活。 即时零售解决的是少量 SKU 需求，比拼物流能力及履约效率。扩品类和新供给 驱动增长，但核心是大单品驱动，如生鲜、商超快消品、药品、鲜花等高毛利 即时零售市场预计以每年 20%增速增长，2026-2027 年或达 50%，美 团闪购 GMV 预计 2027 年达 5,000 亿，占比电商市场份额将提升至 12%，预示着巨大的增长潜力。 美团在即时零售领域拥有外卖用户基础和强大的物流配送体系，通过规 模效应管理本地化 ...

Core Viewpoint - The article discusses the rapid growth and transformation of the instant retail market in China, driven by advancements in logistics, technology, and changing consumer demands, with a projected market size of 1.5 trillion yuan by 2025 and potential growth to 2-3.6 trillion yuan by 2030 [7]. Group 1: Market Dynamics - Instant retail encompasses a wide range of products, from fresh produce to electronics, emphasizing the convenience of home delivery [4][3]. - Major players like Meituan, Alibaba, and JD.com are heavily investing in market share, with aggressive promotional strategies and significant subsidies [5]. - The competition is reshaping the consumer market, focusing on efficiency in delivery and logistics [8]. Group 2: Infrastructure Development - The "15-minute convenient living circle" initiative aims to meet daily needs within a short walking distance, with over 4,321 such circles established, covering approximately 107 million residents [12][13]. - Local governments are implementing cold chain logistics policies to enhance the supply chain for perishable goods, with subsidies for cold storage and transportation [14]. - By 2025, policies will ensure logistics centers in every county and express delivery stations in villages, increasing rural market accessibility [15]. Group 3: Technological Advancements - The integration of technologies like drones, autonomous driving, and AI scheduling is expected to lower supply chain and delivery costs, enhancing overall efficiency [18]. - Post-pandemic consumer behavior shows a heightened willingness to pay for immediate delivery, particularly among younger demographics [19]. Group 4: Competitive Landscape - The competition is primarily among three giants: Meituan, Alibaba (Ele.me), and JD.com, each leveraging their logistics capabilities to gain an edge [29]. - Meituan focuses on local life services with a vast network of over 6 million delivery personnel, while JD.com emphasizes quality and reliability through its self-built logistics [30][31]. - Alibaba combines its extensive user base with a robust delivery network, but faces challenges in operational efficiency and market penetration in rural areas [33]. Group 5: Future Outlook - The article suggests that the future of instant retail will be defined by the ability to deliver products quickly and efficiently, particularly in lower-tier markets [34]. - Meituan's "Lightning Warehouse" model aims for rapid urban coverage, while JD.com's "Shared Warehouse" focuses on quality and cost efficiency [36]. - Long-term success will depend on the integration of AI and other technologies, creating significant barriers to entry for new competitors [38].

Core Viewpoint - The recent shutdown of Meituan Youxuan and the exit of major internet companies from the "community group buying" sector highlight the challenges and declining viability of this business model, particularly in the context of changing consumer behavior and regulatory pressures [1][7]. Group 1: Market Dynamics - Community group buying, characterized by local leaders organizing purchases for neighbors, saw rapid growth during the pandemic but has faced significant challenges, including high management difficulty for fresh produce and low loyalty among group leaders [1][4]. - Meituan Youxuan peaked with coverage in over 2,000 counties, primarily in lower-tier cities, but its core user base remains in higher-tier cities, leading to a mismatch in target demographics [2][4]. - The shift in consumer preference towards immediate delivery services, such as Meituan's instant retail, has further diminished the appeal of community group buying, which relies on next-day delivery and self-pickup [6][8]. Group 2: Financial Performance - Meituan Youxuan has accumulated losses exceeding 55 billion yuan from 2022 to 2024, with high operational costs and low gross margins making it difficult to compete with local rivals [6]. - The customer acquisition cost for Meituan Youxuan was approximately 150 yuan per person in 2020, significantly higher than the 5-7 yuan for its competitor, Duoduo Maicai, indicating inefficiencies in its business model [4][5]. Group 3: Strategic Shifts - Following the decision to shut down Meituan Youxuan, the company is redirecting its focus towards its supermarket business, Xiaoxiang Supermarket, and its restaurant supply chain platform, Meituan Kuilv [8]. - The transition involves reallocating resources and personnel from Meituan Youxuan to support the growth of Xiaoxiang Supermarket, which is set to open new offline community stores in cities with proven consumer purchasing power [8].

"我准备拿回家放冰箱慢慢喝，好安逸！" 李乐（化名）是贵州省某三线城市的一名美团骑手，6月21日通宵上完夜班后，拿着4杯蜜雪冰城（以下简称雪王）柠檬水回到了出租屋，"这段时间有冲 单活动（即平台设置了四个梯度的奖励机制，完成多少单，就有相应的奖金），有的骑手为了完成单量获得奖励，'盯'上了雪王。" 微信聊天框的那头，李乐道出了内情——"找人下单，自己接单，既能喝上，也能赚到"。 数天前，各平台公布了618战绩。京东外卖迎来了第一个618，据京东黑板报发文，日订单量已突破2500万单。再看美团，5月27日到6月18日，美团闪购整 体成交额创下新高。6月23日，淘宝官方微信公众号发文介绍，"淘宝闪购"上线不到两个月的时间内，淘宝闪购联合饿了么日订单数已超6000万。 作为外卖系统的三个基础之一，以骑手为代表的运力主体是商家和用户之外的关键存在。在李乐这般入行多年的骑手看来，平台的这一冲单活动是应对其 他竞争平台而采取的举措，但有的骑手为了冲单拿奖励，找到了特别的"路子"。 "守"在大厅抢"多胞胎"订单 6月25日深夜十一点，位于北京市朝阳区将台路上的蜜雪冰城丽都店依旧热闹，两名顾客买了柠檬水离开，一旁的出货台上， ...

履约形态适配中国土壤，即时零售潜力或超预期 ——即时零售行业研究 评级： 增持（首次） 执业证书编号：S0740523110001 Email：suchang@zts.com.cn 执业证书编号：S0740524040004 Email：zhengch@zts.com.cn | 上市公司数 | 59 | | --- | --- | | 行业总市值(亿元) | 5,581.43 | | 行业流通市值(亿元) | 5,247.73 | 一般零售 证券研究报告/行业深度报告 2025 年 06 月 30 日 请务必阅读正文之后的重要声明部分 分析师：苏畅 报告摘要 核心观点：受制于较高履约成本，即时零售在发源地美国现仍是小众市场。但在中国， 在强烈的便捷需求，与显著成本结构优势共振下，即时零售较大概率成为一种主流的 零售模式。美团在履约体系与用户心智上具有较为显著优势，即时零售业务的发展有 望为其提高估值潜力。 分析师：郑澄怀 各国零售行业演进的理念是一致的，但最优履约形态受到人口、城市形态等因素影响。 基于对零售行业国别对比研究，我们发现优秀的零售企业均有着一致的理念：为消费 者降低交易成本。但具体的履约形态，在 ...

Core Viewpoint - The rise of instant retail, driven by platforms like Meituan, JD, and Taobao, is creating new growth opportunities for consumer spending, but it also faces challenges related to food safety, service quality, and consumer rights [1][2]. Group 1: Instant Retail Development - Instant retail is becoming a new growth point for consumer spending due to its high delivery speed, allowing for quick access to food, medicine, and gifts [1]. - Major platforms are competing in the instant retail space, with initiatives like Meituan's "Flash Purchase," JD's "Second Delivery," and Taobao's collaboration with Ele.me [1]. Group 2: Consumer Experience Challenges - Issues such as food safety, poor service experience, and high costs of consumer rights protection are prompting platforms and merchants to reassess their service logic [1]. - The focus should not only be on speed but also on enhancing overall consumer experience, which includes product quality, fulfillment processes, customer service, and complaint handling [1]. Group 3: Service Improvement Strategies - To improve consumer experience, the industry must break away from the mindset of "just deliver, not deliver well" [1]. - Platforms should strengthen product control from the source, improve merchant entry standards, and establish clear after-sales processes to enhance service quality [1]. Group 4: Data Governance and Fair Pricing - Platforms should utilize data governance and technical capabilities to enhance consumer experience rather than solely focusing on short-term profits [2]. - Addressing consumer concerns about issues like "price discrimination" and ensuring fair pricing and transparent discount rules are essential for building user trust [2]. Group 5: Regulatory Support - The improvement of instant retail consumer experience requires standardized policies and regulatory support, with regions like Hubei and Shenzhen already exploring regulatory frameworks [2]. - Industry organizations and regulatory bodies should develop service standards and safety regulations to guide the industry's development [2].