（原标题："小哥"期待满满：赚钱是次要的，学到更多专业知识更重要） 12月11日，广东与京东全国首家"现代骑手学院"在广州职业技术大学揭牌成立。该学院将开设无人机、 智慧物流等培训课程，为骑手打造从技能强化到学历提升，从岗位深耕到职业转型的一体化成长生态。 完成特定技能培训的骑手将获得"职业技能等级证书"或"专项能力证书"，可作为骑手晋升、转岗的参 考，同时纳入京东骑手人才档案。 在职骑手祝先生在接受采访时表示对此十分期待："我觉得赚钱是次要的，能学到更多的专业性知识为 社会做出贡献才是更加重要的。" ...

题图｜视觉中国 撬动用户转化的钩子，零落分散在种草短视频、直播间、货架，乃至一张优惠券、一份运费险、一个 用户好评里。 各位电商朋友们，又到了年底复盘总结的日子。 不知道今年你的生意好不好做？闯了多少关，踩了多少坑，用了多少新工具，上了多少导师课，花了 多少广告费，最后一算总账，盈亏与否？ 时至今日，投流工具更量化了，理论更扎实了，算法武装到了牙齿，道理装满了头脑，结果不少商家 发现：投入和产出的账算不清了。 两个月前，一位电商老板发帖诉苦，今年前九个月，公司电商销售额飙涨到了1300万元，但财务核 算后，发现净利润只有5万元。原因在于，老板只盯着GMV增长这一单项指标，忽视了ROI。 在复杂的电商平台生态中，光是投入这一项，就有流量、达人、运费险、补贴等，而每一项的投入带 来了多少产出，其实并不清晰。 亏钱知道怎么改进，赚钱知道如何持续，是长期经营的基础。 怎么把这笔账算清楚，是当下商家面 临的首要议题。 玩法多，商家怎么抓浪潮？ 随着平台的场景和玩法越来越丰富，用户的消费行为链路越来越复杂，对商家提出了更高的要求。 抖音电商用户的行为正在从单点，走向全链覆盖的"看搜买晒"，用户每天在抖音电商看完短视频后， ...

Core Insights - Guangdong Province's Education Department is collaborating with JD Group to implement the "71583" school-enterprise cooperation plan, which includes establishing 7 JD Industry Colleges, exploring 10 JD Super Campus Comprehensive Operation Centers, and building 5 Industry Technology Innovation Centers [1] - The establishment of the Modern Rider Academy marks a significant step in promoting healthy development of new employment forms and creating a modern vocational education system in Guangdong [1][2] Group 1: Collaboration and Initiatives - The "71583" plan aims to enhance cooperation between high-level universities and JD Group, focusing on industry-academia integration and practical training [1] - The Modern Rider Academy is the first vocational education platform in China dedicated to the career development of riders and couriers, addressing issues such as unclear career paths and insufficient skills training [2][4] Group 2: Training and Certification - Riders completing specific training at the Modern Rider Academy will receive vocational skill certificates, which can aid in career advancement and job transitions [4] - The academy offers a multi-tiered training system, including short-term, long-term, and targeted training programs, designed to enhance riders' skills without disrupting their daily work [4][6] Group 3: Curriculum and Skill Development - The curriculum at the Modern Rider Academy focuses on enhancing riders' job capabilities and facilitating career transitions, with modules on advanced skills, legal knowledge, soft skills, and new technology applications [6] - Courses will cover areas such as intelligent scheduling system operation, basic maintenance of unmanned delivery devices, and legal awareness, aiming to improve riders' overall competencies [6] Group 4: Institutional Support and Goals - Guangzhou Vocational Technology University will leverage its expertise in vocational education to collaborate with JD Group, creating a comprehensive training system for riders [7] - JD Group currently employs over 930,000 staff, with 600,000 being frontline couriers and riders, indicating a significant potential impact on the new employment sector through this training initiative [7]

近年来，随着人工智能技术的快速发展，电商领域黑灰产作案手段日趋隐蔽化、智能化，不仅严重扰乱正常平台经营 秩序，更对消费者合法权益构成直接威胁。京东始终以合规作为立身之本，围绕消费者权益保护与平台良好经营生态 构建，依托强大的供应链、AI与数字技术等，持续推动平台生态治理体系优化升级。 反诈防控实现"预警-拦截-止损"全链条覆盖 为落实《反电信网络诈骗法》要求，京东依托行业领先的反诈风控能力构建了全流程防护体系。当系统识别到用户存 在被骗风险时，将实时阻断风险交易并向用户推送预警提示，必要时联动公安机关开展劝阻工作；针对用户反馈的诈 骗问题，平台会第一时间拦截风险订单，并对涉诈资产采取临时性保全冻结措施，后续将根据公安机关要求完成资金 返还。 对于有诈骗嫌疑的行为，京东坚持"零容忍"并重拳出击，根据违规程度可采取款项冻结、货款延迟结算、商品下架、 后台登录限制等多项处置措施，同时对关联店铺实施联动管控。例如，在今年10月，京东风控系统通过涉诈预警模型 精准识别到某用户存在潜在被骗风险，迅速联动有关公安机关开展预警劝阻，成功拦截风险订单并为受害人挽回经济 损失21万余元，成为平台反诈防控能力的典型案例。此外，京东 ...

Core Viewpoint - Pinduoduo's pre-market drop exceeded 2%, while Alibaba, Bilibili, Li Auto, and Xpeng Motors fell over 1%, and JD.com decreased by 0.54%. In contrast, Baidu saw an increase of nearly 1% [1] Company Performance - Pinduoduo experienced a pre-market decline of more than 2% [1] - Alibaba, Bilibili, Li Auto, and Xpeng Motors each saw a drop of over 1% [1] - JD.com recorded a decrease of 0.54% [1] - Baidu's stock rose by nearly 1% [1]

Core Viewpoint - JD Industrial has successfully listed on the Hong Kong Stock Exchange, becoming the sixth publicly traded company under Liu Qiangdong's leadership, potentially increasing his personal wealth by approximately 353 million RMB [1][3]. Group 1: Company Overview - JD Industrial was established in 2017 as a subsidiary of JD Group, focusing on intelligent supply chain services for industrial products [4]. - The company operates two main business segments: MRO (Maintenance, Repair, and Operations) procurement services, which account for nearly 70% of revenue, and BOM (Bill of Materials) services, which are expected to grow significantly [4]. Group 2: Financial Performance - From 2022 to 2024, JD Industrial's revenue is projected to grow at a compound annual growth rate (CAGR) of 20.1%, with a turnaround to profitability in 2023 and a net profit forecast of 760 million RMB in 2024 [4]. - As of June 2025, JD Industrial has served over 10,000 key enterprises and millions of SMEs, maintaining a leading position in the industry [4]. Group 3: Market Position - JD Industrial holds a 4.1% market share in the MRO procurement services sector, making it the largest provider in China, with a scale nearly three times that of the second-largest competitor [4].

电商巨头京东大手笔，近35亿港元拿下香港中环中国建设银行大厦50%股权。 35亿港元 京东收购香港中环建行大厦50%股权 昨日，丽新国际发布联合公告，披露了一项非常重大的出售事项：丽新发展全资附属公司作为出售方， 向独立第三方Jasmine Investment Development IV，全数出售位于香港干诺道中3号的中国建设银行大厦 50%权益。该交易预计于2026年1月完成，总代价约为34.98亿港元。 图源：丽新国际公告 据悉，此次收购方为京东控股的投资主体。京东昨日（10日）发出公告确认交易，京东表示，公司始终 看好在香港的发展，未来将围绕供应链持续投资推动零售、物流、技术研发等业务融入香港，服务香 港。 图源：京东 与李嘉诚竞购胜出 在香港，本地人对于丽新集团一定不会陌生，这家由著名潮商巨擘林百欣先生创立于1947年的商业帝 国，在巅峰时期总资产一度接近600亿港元，如今业务涵盖物业发展、物业投资、酒店业、传媒及娱乐 等多个领域。其主要子公司包括丽新国际、丽新发展、丽丰控股、丰德丽控股以及寰亚传媒集团等。 目前林建岳担任丽新集团的董事会主席，他不仅是林百欣先生的儿子，也是这个商业帝国的继承人和领 ...

文/耿朴凡 刘强东掌舵下的"京东系"，迎来第六家上市公司。12月11日，京东工业在历经两年半、四次递表冲刺后，正式登陆港交所。京东工业此次IPO发行价为 14.1港元/股，盘中一度破发。截至收盘，京东工业维持了发行价，最新市值377.48亿港元。 来源：宿迁发布 京东工业登陆港交所 京东工业起源于京东集团2013年面向企业客户开展的企业业务，主要是为了满足企业客户综合一站式采购的需求，2017年成为京东集团的独立 业务单元，2018年10月以京东一级类目形式正式上线，2019年11月正式注册升级为子公司。 如今，京东工业已崛起为国内头部工业供应链技术与服务提供商。 招股书显示，靠着涵盖80个产品类别的超8100万个SKU（库存保有单位），京东工业在2022年至2024年实现营收141.35亿元、173.36亿元、204 亿元和103亿元， 三年间年复合增长率达20.13%。净利润方面，在2022年亏损约13亿元的情况下，2023年扭亏为盈，2024年净利润飙升至7.62 亿元。 今年上半年，京东工业实现营收103亿元，同比增长18.9%；实现净利润4.5亿元，同比增长55.2%。 业绩持续向好的京东工业，上市 ...

Core Viewpoint - The home decoration industry is experiencing a shift from traditional price wars to capital-driven acquisitions, fundamentally altering the competitive landscape. Companies like Beike, JD.com, and Yingfeng are leveraging their capital to acquire established players, posing a greater threat to traditional businesses than mere price competition [1][22][50]. Group 1: Beike's Strategy - In 2021, Beike acquired Saintu for 8 billion yuan, marking the largest merger in the home decoration industry that year, which was initially seen as a business expansion but revealed Beike's deeper ambitions [2][29]. - Saintu, founded in 2002, had revenues exceeding 4 billion yuan in 2020 and provided Beike with a mature supply chain and delivery capabilities, which were essential for Beike's growth [4][31]. - By mid-2025, Beike's home decoration business transformed from a marginal player to a significant profit generator, with total revenue from 2022 to 2024 reaching 30.747 billion yuan, and a net income of 10.9 billion yuan in 2023 [6][34]. Group 2: JD.com's Expansion - JD.com has been strategically entering the home decoration market since 2011, launching its home decoration channel and expanding its offline presence to over 300 stores by 2025 [11][38]. - In June 2025, JD.com acquired a stake in Sichuan Living Home, enhancing its offline delivery capabilities and integrating its online and offline services [13][41]. - JD.com has launched its self-operated home decoration brand stores and plans to create a comprehensive experience space that combines home decoration, home goods, and home appliances [15][43]. Group 3: Yingfeng's Moves - Yingfeng Group, under the leadership of He Jianfeng, has been quietly building a "big home" industry platform by acquiring leading home furnishing companies, including a 29.42% stake in Gujia Home for 8.88 billion yuan [16][44]. - Yingfeng's strategy includes integrating Gujia and Sophia to create a comprehensive ecosystem that combines soft furnishings and customized furniture with home appliances [21][49]. - Despite Sophia's declining revenue, Yingfeng sees potential in its brand value and the customized home furnishing sector, supported by Midea's supply chain and digital capabilities [22][49]. Group 4: Impact of Capital Acquisitions - Capital acquisitions are seen as more destructive than price wars because they fundamentally change the competitive dynamics of the industry, allowing companies to bypass traditional customer acquisition challenges [22][50]. - The shift from price competition to capital-driven acquisitions is leading to a concentration of resources among a few major players, diminishing the survival space for smaller companies [25][53]. - The entry of cross-industry players like Beike, JD.com, and Yingfeng signifies a transition from product and price competition to a deeper contest of capital and ecosystem integration [25][53].

Core Insights - The "Double Twelve" shopping festival has lost its previous momentum, with a noticeable decline in consumer engagement and marketing efforts from platforms like Taobao [1][14] - The shift in consumer behavior towards more rational spending and skepticism about promotional pricing has contributed to the festival's reduced appeal [3][21] Group 1: Consumer Behavior - Consumers are expressing frustration over rising prices during the "Double Twelve" event, with many feeling overwhelmed by complex promotional rules [3][16] - The Z generation shows a lack of enthusiasm for traditional shopping festivals, focusing more on quality and actual needs rather than discounts [8][21] Group 2: Industry Trends - Industry experts agree that the decline in "Double Twelve" participation is a result of promotional fatigue following "Double Eleven" and the proximity to other major shopping events like New Year and Spring Festival [8][21] - E-commerce platforms are transitioning from price-driven promotions to a focus on "scene-based services," emphasizing year-end clearance and lifestyle integration [9][22] Group 3: Competitive Landscape - The significance of "Double Twelve" as a standalone shopping event is diminishing, but it still holds value as a year-end marketing opportunity [13][26] - E-commerce competition is evolving, with a shift towards creating emotional value and enhancing the connection between consumers and products, rather than solely relying on price reductions [13][26]