" 阿里反守为攻，发布淘宝闪购，联合饿了么砸百亿补贴。 " 作者丨王薇 代聪飞 编辑丨代聪飞 外卖市场硝烟重启。 京东的高调入局，重金补贴，一方面吸引到大波用户的短时涌入，另一方面，也让二级市场的投资人不得 不对这条「鲶鱼」提高重视。 原本美团与饿了么 "双雄" 对峙的稳定格局被彻底打破，逐渐演变为红黄蓝"三国杀"态势。 从4月18日"不打口水仗，只送口味虾"，到如今宣布的"超百亿补贴"。在这场后外卖时代的大战中，饿了 么在五一假期的前一天加码下场，还同时带来了出手阔绰集团内的"大哥"。 但这同时也意味着，站在盈利前夜的饿了么，脚步或许不得不再缓缓。 2024年，饿了么曾制定三年盈利的规划。根据我们的了解， 饿了么在2024年曾出现单月盈利的情况。整 体而言，饿了么想如期实现盈利目标本来并不难。 京东的入局，多少有些打乱了饿了么原本的节奏，但这对阿里在整个本地生活领域的布局，也是个难得的 机会。 雷峰网获悉，阿里淘宝天猫旗下的即时零售业务"小时达"正式升级为"淘宝闪购"，在淘宝app首页Tab 以"闪购"一级流量入口，并将联合饿了么共同加大 补贴 力度。 草蛇灰线、埋伏千里，阿里电商生态中的即时零售的布局才是 ...

Group 1 - Alibaba is upgrading its instant retail service "Taobao Hourly Delivery" to "Taobao Flash Purchase," launching in over 50 cities and aiming for nationwide coverage by May 6 [1] - The upgrade will focus on three main areas: consumer side with over 10 billion yuan in subsidies, supply side with full access to Ele.me's offerings including food delivery, and organizational side with Taobao Flash Purchase taking full responsibility for instant retail operations [1] - The decision to launch ahead of the "May Day" holiday is influenced by competitive pressure from JD and Meituan, who are actively subsidizing their services to attract consumers and merchants [1][2] Group 2 - JD has initiated a 10 billion yuan subsidy for its food delivery service, prompting Meituan to announce a 100 billion yuan investment in the restaurant industry over the next three years [2] - Ele.me has also increased its platform subsidies, launching a campaign exceeding 10 billion yuan just before the "May Day" holiday, indicating a fierce competition among the three companies in the instant retail market [2]

安徽顺雅商贸有限公司,一家在互联网背景下快速崛起的企业,从传统电商到即时零售市场的发展以来,顺雅商贸目前拥有百货、美妆、礼品等完善的供应链。 线下无人店到线上运营的成熟模式碰上当下即时零售的巨大市场,本轮募集的资金将主要用于团队建设、市场推广、供应链优化,进一步巩固其在即时零售领 域的核心竞争力。 线上线下融合发力 打造即时零售新标杆,聚焦即时零售风口 深化全渠道布局 随着消费者对"线上下单、即时送达"需求的激增,即时零售市场规模持续扩大。顺雅商贸紧抓行业机遇,依托百货、美妆、礼品等多元化供应链体系,构建"线 下无人店+线上即时配送"双轮驱动模式,目前已形成覆盖社区、商圈的高效服务网络。 区别于传统零售模式,顺雅商贸通过智能化仓储管理、动态库存调配系统与大数据分析技术,实现商品周转效率提升40%。其独创的"轻资产+重服务"运营策 略,有效降低终端运营成本,吸引多家投资机构关注。本轮融资完成后,公司将加速长三角区域市场覆盖,并探索下沉市场增量空间。构建零售新生态,顺雅商贸 工作人员表示:"即时零售不仅是速度的竞争,更是供应链整合能力与用户场景化需求的深度契合。未来我们将持续优化'最后一公里'服务体验,拓展垂直领 ...

万万没想到，2025年外卖市场鏖战再次火热。 日前，刘强东亲自下场送外卖的标志性动作，将这场商业竞争推向舆论和"实战"高点。 回溯战局，京东外卖在舆论上将美团"压着打"：从"三板斧"直插美团软肋，到"二选一"炮轰，再到千亿 总裁下场送外卖、请吃兄弟吃火锅，完成情感攻势收官。 | 时间 | | 动作内容 效果及影响 | | --- | --- | --- | | 2月11日 | | 京东宣布正式进军外卖业务, 1"三板斧"直戳美团软肋,一举站上道德制高点,赢得广泛 | | | | 从"品质外卖、骑手社保和商 声量和支持; | | | | 家零佣金"开局 (24月15日,京东品质外卖订单超过500万单。 | | 4 月 21 日早 | | 京东《致全体外卖骑手兄弟们 (1(尽管京东的指正没有实证)把美团架上"资本冷血"的火 | | | | 的公开信》,炮轰美团二选一、刑架;当日晚美团官微发布澄清,但传播效果远低于京东; | | | | 不顾商家和骑手的利益 2京东外卖在互联网赢得广泛支持和声援。 | | 4 月 21 日晚 | | 刘强东下场送外卖、请骑手吃 1微博热搜流量火爆:#刘强东送外卖#斩获 1.2 亿阅 ...

以下文章来源于商业弧光 ，作者苗正卿 商业弧光 . 听风者，捕光人，最准点的商业节拍 出品｜虎嗅商业消费组 作者｜苗正卿 题图｜AI 生图 虎嗅获悉，在今年一季度，京东创始人刘强东曾约上了三位互联网圈内大佬共聚晚餐，而这三位大佬分别来自三个场景：外卖、打车、本地服务。席 间刘强东向三位"老友"表达了京东即将发力外卖的想法。 4月21日晚，刘强东在友人的朋友圈回复称："在我外卖上线之前，我特意请了程维、兴哥和劲波一起见面喝酒聊天。我很简单直接:你做了这么多年 的零售我从没有说过一句难听话，因为零售不是我的，不是京东的，任何人都可以做。我没有资格抱怨，做外卖也一样，只是希望兄弟们都能够守好 自己的底线。" 京东内部人士向虎嗅表示，近期刘强东对于"外卖"这场战争的态度已经是"投入不设上限"，甚至给予京东目前管理层以"长期机会"：即不以短期的业 绩收入、利润情况为考核，而是放眼长期，以扩大市场份额与提高口碑为更高优先级。 另据接近刘强东的人士透露，4月，刘强东把相当多的精力投入到"外卖"业务之中，不仅亲自送外卖，还密集与外卖业务核心管理层开会，并通过个 人影响力推动集团内围绕外卖业务的"资源整合与协同"。 值得注意的 ...

Core Viewpoint - The competition between JD.com and Meituan in the food delivery and instant retail sectors highlights the industry's deeper challenges, emphasizing the need for companies to focus on operational capabilities and technological innovation rather than engaging in public disputes [1][2]. Group 1: Industry Competition Dynamics - The competition involves not only order volume and delivery speed but also subsidy intensity, with JD.com accusing Meituan of coercing delivery riders into a "choose one" scenario [1]. - JD.com aims to reshape industry rules through "zero commission" and quality services, while Meituan focuses on high-frequency consumption scenarios to strengthen its ecosystem [1]. - The current competition has devolved into a "war of words," detracting from the essential mission of creating social value through business competition [1][2]. Group 2: Focus on Value Creation - True competition in the food delivery industry should center on technological innovation to reduce delivery costs, optimize capacity scheduling, and establish sustainable labor protection systems [2]. - Initiatives such as using AI algorithms for dynamic capacity allocation and creating cross-platform credit evaluation systems are crucial for enhancing service quality and operational efficiency [2]. - The essence of business competition should return to the basic logic of value creation, promoting industry progress rather than engaging in mutual consumption of resources [2]. Group 3: Industry Transformation Opportunities - The ongoing disputes present an opportunity for industry transformation, where the focus shifts from suppressing competitors to continuously creating public value [2][3]. - When the industry collectively moves beyond adversarial thinking and prioritizes technological innovation, efficiency enhancement, and ecosystem co-construction, instant retail can evolve into a vehicle for commercial civilization progress [2].

（原标题：经观头条｜美团、京东关键一役：即时零售的短期激战与长期博弈） 4月24日下午5点，广州的天突然黑了下来，一场雷暴将至。正在等单的阿飞接到京东秒送系统后台发出 的"免罚通知"：未来两小时内完成的订单，到店和送达超时15分钟内均免罚，接单后30分钟内需要到店 取货，无需申诉。 阿飞本是美团的众包骑手，见最近京东外卖爆单，于4月21日转至京东秒送。为了更高的收入，他选择 接受比之前更复杂的那些"条条框框"。 像阿飞这样的骑手还有很多，京东秒送App上的"骑士装备"已经卖断货，Polo衫、头盔、冲锋衣、机车 服，以及所有规格的保温箱都显示"暂时不可购买"。闲鱼App上甚至出现了溢价销售京东骑手装备的商 家，头盔、外卖箱的价格都翻了一倍。 在骑手端，4月23日下午，一群"红黄蓝"骑手正在北京市经海路一家餐饮店门外休息等单，他们对比后 发现，京东外卖的配送单价比美团高了2块钱。 在商户端，京东外卖推出的百亿补贴覆盖所有餐饮门店，消费者每天可以抽最高20元的餐补。4块多的 库迪咖啡，骑手阿飞点了两杯。 一股"京东红"在近乎固化的"黄蓝"外卖市场掀起一阵愈刮愈烈的"旋风"。 4月15日，京东集团创始人刘强东在一场内 ...

周三晚上跟投资人杨恒、跨境电商从业者姚凯飞和科技自媒体程苓峰一起讨论了京东与美团的竞争背后的增长逻辑、用户心智争夺和业务边界扩张的本 质，包括30分钟送万物的趋势，分析各大平台在即时零售领域的布局和策略，刘强东承诺给骑手缴纳五险一金（应该大力表扬）占据道德高地后引发的舆 论战以及将商业竞争转化为社会议题的风险。 程苓峰说，"这不是商业竞争，商业竞争是有限竞争，我们拼效率、拼成本。他这个做的是无限竞争，在商业规则之外，去调动情绪，打情绪战，打运动 战，调动'打土豪分田地'的情绪。" 直播间来了很多美团和京东的同学，到最后印象很深的一个细节是，有位美团的同学说现在感觉很憋屈。在当前短视频主导的舆论环境下，美团秉持理 性、务实的"理科生"风格面临挑战。尽管长期看商业本质仍是效率和成本，情绪会被经济理性消解。但刘强东往美团的对立面一站就能变成网民眼中的英 雄，也是暴露了可能美团更注重效率、数据和商业逻辑，而忽视了对骑手利益的关切与用户情感的连接，在应对上显得被动。 以下为本场讨论概要： 一，京东进军外卖市场的核心动机是应对增长乏力的困境。京东作为传统电商平台面临DAU增长停滞、用户心智被美团闪购等即时零售业务蚕食的挑 ...

Core Viewpoint - The competition in China's food delivery market, valued at 3.5 trillion, has evolved into a battle between supply chain models and traffic models, with JD.com and Meituan at the forefront of this transformation [1] Group 1: Competitive Dynamics - JD.com has aggressively entered the food delivery market, attracting over 450,000 merchants with its "zero commission" policy [2] - The rivalry intensified with JD.com announcing over 5 million daily orders and launching aggressive promotional strategies in major cities [3] - Meituan responded with its own promotions and emphasized its technological advantages, but faced backlash over its treatment of delivery riders [4] Group 2: Market Positioning - JD.com's entry is seen as a strategic response to Meituan's expansion into JD's core areas, particularly in the 3C digital market [5] - The decline in JD.com's repurchase rate in first-tier cities indicates a shift in consumer preferences towards faster delivery options offered by Meituan [6] - JD.com aims to leverage its extensive logistics network to reduce delivery costs and enhance service efficiency [6][7] Group 3: Social Responsibility and Brand Image - JD.com’s CEO, Liu Qiangdong, personally delivering food has been a strategic move to enhance the company's image as a responsible employer, contrasting with Meituan's outsourcing model [8] - The narrative around social responsibility has gained traction, with discussions on rider welfare becoming prominent in public discourse [3][10] Group 4: Future Implications - The competition between JD.com and Meituan is expected to reshape the industry, balancing commercial efficiency with labor dignity [10] - Regardless of the outcome, the ongoing rivalry is likely to drive innovation and improve industry standards, benefiting consumers and workers alike [10][11]

Core Insights - The future of instant retail is being shaped by the booming digital economy and increasingly diverse consumer demands, with a focus on market expansion and innovative business models [1] Group 1: Concept and Characteristics - Instant retail is defined as the "local fulfillment of immediate demand," characterized by the model of "online ordering + local supply + instant delivery," which transforms consumer experience from "planned waiting" to "immediate response" [2] - The integration of "information flow, capital flow, business flow, and logistics" is a key innovation in instant retail, allowing for real-time interaction and efficient local delivery [2] Group 2: Market Growth and User Demographics - The instant retail market is projected to reach a conservative estimate of 2 trillion yuan by 2030, with an annual growth rate exceeding 25%, significantly outpacing traditional e-commerce growth [3] - User demographics are shifting from age-based to demand-based segmentation, with a notable increase in the 50-59 age group, which now accounts for 20% of users, emphasizing practical needs over novelty [4] Group 3: Product Categories and Operational Models - Instant retail features a dual logic of "stable basic categories" and "emerging high-growth categories," with staples like snacks and beverages forming the core, while categories like beauty and outdoor gear show rapid growth [5][6] - Operational models are categorized into self-operated and third-party platforms, with innovations in delivery methods and supply chain structures, such as the "front warehouse + store" model enhancing efficiency [7] Group 4: Opportunities and Growth Engines - Instant retail is positioned as a solution to traditional e-commerce's saturation, focusing on local supply chains and time-based consumer needs, with significant growth in office and travel-related products [8] - Logistics advancements, including cold chain packaging and exploration of unmanned delivery technologies, are critical for enhancing service efficiency and reducing costs [9] Group 5: County Market and Service Innovations - The county market represents a significant growth opportunity, with less than 10% penetration, where local supply chains can address unmet demand [11] - Service-oriented products are evolving, with standardized and emotional services gaining traction, such as 24-hour printing and personalized gift deliveries [12] Group 6: Future Trends and Challenges - Future trends indicate a shift towards night economy specialization and emotional value creation in consumer demands, with a focus on creating experiences rather than merely solving problems [13][14] - Key challenges include supply chain management, cost control, and competition, necessitating strategies for collaboration, technology adoption, and differentiation [18][19]