外卖大战步入下半场 今年盛夏，外卖大战在千亿级资本的碰撞中，迎来了历史性变革，而外卖大战也开始进入下半场，开启 新一轮的竞争。 日前，美团官方宣布，美团即时零售日订单量已突破1.2亿单，其中，餐饮订单量超1亿单。此后不久， 淘宝闪购也传来捷报，日订单量超8000万，非餐饮订单超1300万。同时，淘宝闪购日活跃用户超过2 亿，平台活跃度和用户粘性得到了极大提升。 具体来看，盒马作为新零售的领军者，扩张极为迅猛。截至目前，盒马鲜生已经开设超430家门店，而 盒马NB的门店数量也超300家。同时，盒马CEO严筱磊表示，盒马新财年还将持续狂奔，计划在2025年 开近100家门店，进驻几十个新城市。 京东七鲜在京津地区也实现了快速扩张。公开信息显示，京东七鲜在北京的线下门店已有28家，在天津 有10家。而且，京东七鲜计划在今年年底前在北京实现100个店仓全覆盖。近期，京东七鲜还与天津嘉 里汇签约，将在天津再添一家商场门店。 小象超市作为美团的自营零售业务，目前已经在全国范围内开设了18座城，总计开仓数量已超过800 个。在此基础上，小象超市还将继续扩大覆盖范围，逐步拓展到所有一二线城市，进一步提升自己的市 场影响力。 ...

进入7月，猝不及防地，外卖"补贴大战"骤然升级。 安静已久的美团，终于在7月5日吹响反击号角，出手发放了大量的免单券和大额优惠券。当日晚间，美团宣布其即时零售日订 单量突破1.2亿单大关。 而就在三天前，7月2日，淘宝闪购宣布将在12个月内直补消费者及商家共500亿元。此举被业界解读为阿里在即时零售领域对美 团发起的"强势防守"，避免重蹈在社区团购等新兴市场被对手甩开的覆辙。 值得注意的是，阿里巴巴在7月3日发布公告，计划发行本金总额约120亿港元、2032年到期的零票息可交换债券，交换标的为旗 下阿里健康的股份。此举无疑将增强阿里巴巴在AI、电商出海及即时零售战场的资金储备。 从高频的外卖市场切入，平台都希望借此推动那些低频、高客单价的商品销售，从而带来整体盈亏的平衡。 对于即时零售的行业大战，银河证券研究院研究所副所长、消费组组长何伟在接受21世纪经济报道记者采访时认为，即时零售 的本质是履约能力包括快递、外卖等形态，而不是真正的电商交易。它满足的是消费者希望有人帮忙跑腿购物的需求，其本质 类似于快递服务。消费者通过平台下单，快递员根据需求在本地购买商品并送达，因此这类商品覆盖的品类还是有限的。"以家 电 ...

Core Viewpoint - The competition in the fresh food retail market is intensifying as major players like JD and Meituan accelerate their offline store openings, indicating a resurgence of the "new retail" concept that integrates online and offline shopping experiences [3][11][15]. Group 1: Market Dynamics - JD and Meituan are focusing on the fresh food segment as a high-frequency necessity, with JD's 7Fresh and Meituan's Little Elephant Supermarket both expanding their offline presence [4][9]. - The shift towards offline stores is supported by a change in consumer behavior, where online purchasing of fresh food has become more accepted [3][14]. - The success of Hema, which achieved profitability after nine years, has instilled confidence in other players to invest in the fresh food retail space [3][15]. Group 2: JD's Strategy - JD plans to achieve full coverage of the 7Fresh stores in the Beijing-Tianjin-Hebei region by the end of the year, with a focus on core business districts [5][6]. - The "1+N" model is being implemented, where the central store serves as both an experience hub and a supply chain node, while smaller satellite stores enhance delivery efficiency [6][7]. - JD's integration of 7Fresh with its food delivery services aims to create a seamless shopping experience for consumers [7][8]. Group 3: Meituan's Approach - Meituan's Little Elephant Supermarket is also ramping up its offline expansion, targeting all first- and second-tier cities [9][10]. - The recruitment of over 200 positions for Little Elephant Supermarket indicates a significant commitment to expanding its physical presence [10]. - Meituan's strategy includes leveraging its strong delivery capabilities to enhance the efficiency of its new store openings [20]. Group 4: Industry Trends - The shift back to offline retail is part of a broader trend where companies are reassessing the value of physical stores in light of rising online customer acquisition costs [19]. - The role of offline stores is evolving from mere sales points to multifunctional efficiency nodes that support both customer experience and logistics [21][22]. - The integration of online and offline channels is seen as essential for driving growth in the fresh food sector, with companies investing heavily in infrastructure to support this transition [23].

据界面报道，京东七鲜已与天津嘉里汇完成签约，即将在天津新增一家商场店。另据接近京东的人士透露，下半年七鲜还将在北京、石家庄等地落地新商场 店。 新店选址覆盖北京西红门荟聚、北京望京凯德MALL、天津河东区嘉里汇以及石家庄裕华万达等热门商圈，目前已有网友在社交平台曝光了其入驻商场进行 装修围挡的照片。 商品配送环节也问题频发，如骑手未核实商品完整性，导致消费者漏收部分商品，而客服不仅未补发，还在未经消费者同意的情况下直接退款。 此外，京东七鲜还计划陆续开出数十家卫星小店。京东2025年一财季财报显示，七鲜今年正加速推进"1+N"模式在华北区域的落地，旨在年底前实现京津地 区全覆盖。 京东七鲜的诸多消费者投诉也引发了关注。黑猫投诉平台显示，关于京东七鲜的投诉已达数百条，问题涉及商品质量、配送服务、售后服务等多个方面。例 如，有消费者投诉称，购买商品后仅半小时，物流信息便显示"已签收"，但实际并未收到商品。该消费者联系京东客服后，对方承诺优先处理，后续却无工 作人员主动跟进。 面对投诉，京东七鲜的处理方式和态度引发消费者不满。部分消费者反映客服态度恶劣，对合理诉求敷衍塞责，甚至拒绝退款或赔偿。例如，有消费者购买 的 ...

先是刘强东久违地高强度输出，紧接着京东又以"最高3年0佣金"的筹码，杀入OTA酒旅领域。 如此高调又频密的动作 背后，是京东外卖的阶段性成功 ，给京东带来了巨大的流量，也让刘强东有了更 大的信心，去冲击和改变中国电商的竞争格局。 正式进入外卖不到四个月，京东外卖日订单量已经突破了2500万单，入驻品质餐饮门店超150万家，招募 全职骑手突破12万人。 最近几天，京东和它的创始人刘强东成为互联网上的高频热搜词。 除了外卖之外，京东即时零售的另一项业务京东七鲜也有着不错的增长。数据显示，京东七鲜线上订单 同比增长超150%，京东七鲜自有品牌商品销售同比增长340%。即时零售的爆发，也成了京东618战报中 最大的特点之一。 而这些流量，已经反哺到了京东主站，与主站形成了协同的效应。 6月18日深夜，京东北京总部灯火通明，等待战报。次日凌晨，京东发布最新数据：截至6月18日23:59， 2025年京东618下单用户数同比增长超100%，京东零售线上业务、线下业态及京东外卖整体订单量超22亿 单。京东采销直播成交额同比增长285%。京东618期间，京东APP的DAU创历史新高。 除了即时零售成为今年京东618的增量之外 ...

6月18日深夜，京东北京总部灯火通明，等待战报。次日凌晨，京东发布最新数据：截至6月18日 23:59，2025年京东618下单用户数同比增长超100%，京东零售线上业务、线下业态及京东外卖整体订 单量超22亿单。京东采销直播成交额同比增长285%。京东618期间，京东APP的DAU创历史新高。 除了即时零售成为今年京东618的增量之外，在6月18日的媒体开放日上，京东还披露了多个维度的618 的战绩，呈现出几个明显的消费特点。 作者 | 王小娟 编辑 | 黄昱 最近几天，京东和它的创始人刘强东成为互联网上的高频热搜词。 先是刘强东久违地高强度输出，紧接着京东又以"最高3年0佣金"的筹码，杀入OTA酒旅领域。 如此高调又频密的动作背后，是京东外卖的阶段性成功，给京东带来了巨大的流量，也让刘强东有了更 大的信心，去冲击和改变中国电商的竞争格局。 正式进入外卖不到四个月，京东外卖日订单量已经突破了2500万单，入驻品质餐饮门店超150万家，招 募全职骑手突破12万人。 除了外卖之外，京东即时零售的另一项业务京东七鲜也有着不错的增长。数据显示，京东七鲜线上订单 同比增长超150%，京东七鲜自有品牌商品销售同比增长3 ...

Group 1 - The core point of the article is that the 2025 "618" shopping festival achieved a total e-commerce sales of 855.6 billion yuan, marking a year-on-year growth of 15.2% [1] - The sales data for 2025 is influenced by the longer promotional period from May 13 to June 18, which affects the comparability of year-on-year growth figures [1] - Major categories contributing to sales include home appliances at 110.1 billion yuan, beauty and skincare at 43.2 billion yuan, and cleaning products at 23.3 billion yuan [1] Group 2 - Instant retail experienced significant growth during the 618 period, achieving sales of 29.6 billion yuan, a year-on-year increase of 18.7% [2] - The growth in instant retail is attributed to the competitive landscape among e-commerce platforms, which peaked during the 618 festival [2] Group 3 - The 618 festival serves as a testing ground for new business models, particularly in the realm of instant retail and food delivery services [3] - During the 618 period, JD's instant retail business saw a surge, with daily orders exceeding 25 million and a 150% year-on-year increase in online orders for JD Seven Fresh [3][5] Group 4 - The article discusses the differences between online and offline retail sales strategies, noting that offline retailers typically do not adjust their operations around promotional peaks like e-commerce does [4] - The article highlights the challenges of integrating food delivery services into the e-commerce promotional framework, given the limitations of meal consumption [4] Group 5 - JD's strategic expansion into offline retail and new business models is underscored by the opening of its first restaurant infrastructure brand, JD Seven Fresh Food Mall, and the growth of JD Mall locations [7][8] - The focus on supply chain management is emphasized as a core principle guiding JD's diverse business ventures, including logistics and food delivery [8][10]

从极具创意营销爆点开始，发展为联动品牌和消费者的一场持 续多日的消费狂欢节 ， " 618 " 不仅是京东集团多业务协同 的年度 " 阅兵台 " ， 还演变成为外界观察这一巨头战略定力 与创新变化的最佳窗口。 作者：钱方 封图：图片资料室 当 2025 年京东 " 618 " 的战绩定格在整体订单量超 22 亿单 ， 下单用户数同比增超 100% ，—— 多元业态同频共振带动百万线下门店订单强劲增长 。 行业又一次感受到京东二十年磨一剑的供应 链能力 ， 在数字零售新战局下的爆发。 " 618 " 关键日的前夜 ， 京东集团创始人、京东集团董事局主席刘强东道出了自己创业至今 ， 支 撑京东一路走来的关键 ： 体验、成本、效率。用自营模式构建起用户的信任高墙 ， 用 " 三毛五 理论 " 的长期主义对抗利润诱惑 ， 用自建物流重新定义电商配送效率...... 刘强东早早洞察了零售的本质 ， " 跟供应链无关的事情 ， 我从来不干。 " 可以看到 ， 京东集团 每隔三年创新一个商业模式 ， 开出一家新公司 ， 从京东物流到京东金融、京东工业、京东健 康、京东产发等 ， " 所有业务 100% 是围绕着供应链展开的 ...

中国品牌加速崛起，下沉市场活力释放，即时零售和生活服务消费迎来爆发……6月18日，在京东618媒体开放日上， 京东释放出的2025年京东618的新增量数据中，已然指出电商的下一站。 京东锻造3个月的外卖业务已经深度融入618。在京东618媒体开放日上，京东外卖相关负责人介绍，京东外卖虽然今年 3月才正式上线，但日订单量已突破2500万单、品质餐饮门店入驻超过150万家、全职骑手突破 12 万人；与现有零售业 务产生显著的协同效应体现在两大指标上：仅4月一个月，外卖业务即带动新注册PLUS会员超40万，PLUS会员的外卖 复购率则较非会员高出2倍。 但问题真像我们表面看到的那么简单：国补养肥了京东，结果卷了奶茶和咖啡吗？ 即时零售的爆发除了体现在京东外卖高涨的数据上，京东618期间，京东七鲜线上订单同比增长超150%，京东七鲜自有 品牌商品销售同比增长340%，近期推出的"6.18L皮尔森原浆啤酒"和与龙虎联名的"风油爆浆软糖"上市即爆火出圈。 京东招募这些骑手是来送外卖的吗？618期间，京东自营推出"先享后付"的家政服务成交额破亿，自营家电清洗、洗衣 订单量分别同比增长211%、超10倍。12万名全职外卖骑手 ...

Core Insights - The core viewpoint of the articles emphasizes JD.com's strategic focus on supply chain innovation, which has driven significant growth across various business segments during the 618 shopping festival, showcasing a structural recovery in the consumer market [2][20]. Group 1: Consumer Trends and Supply Chain Resilience - Four major consumer trends emerged during the 618 event: the popularity of "technology + traditional culture" products, the activation of lower-tier markets, the explosion of instant retail, and significant growth in lifestyle services, all closely linked to JD.com's supply chain strategy [3][5]. - The search volume for AI-related products increased by over 120% year-on-year, while products featuring intangible cultural heritage saw a 270% increase in searches, indicating a strong consumer interest in innovative and culturally rich products [3][5]. - Orders from rural areas surged by over 130% year-on-year, with user numbers increasing by 140%, highlighting the effectiveness of JD.com's supply chain in penetrating lower-tier markets [5][10]. Group 2: Instant Retail and Lifestyle Services - Instant retail emerged as a major highlight, with JD.com’s food delivery service achieving a daily order volume of 25 million within three months of launch, supported by over 150,000 quality dining establishments [7][11]. - The growth in lifestyle services was notable, with JD.com’s self-operated home service transactions exceeding 100 million, and orders for home appliance cleaning and laundry increasing by 211% and over 10 times, respectively [9][10]. - The integration of products and services through supply chain consolidation has allowed JD.com to offer both low-priced goods and high-quality service experiences, marking a shift towards a comprehensive lifestyle service platform [10][20]. Group 3: Strategic Reflections and Long-term Vision - JD.com's founder, Liu Qiangdong, reflected on the past five years as a period of stagnation, emphasizing a return to a strategy focused on "experience, cost, and efficiency," with all business operations centered around the supply chain [16][20]. - The company plans to assist 1,000 Chinese brands in expanding internationally over the next five years, leveraging its supply chain capabilities to enhance global competitiveness [19][20]. - JD.com’s commitment to employee welfare, including full-time riders receiving competitive salaries and benefits, is seen as a strategy to ensure service quality and operational efficiency [13][17].