Core Viewpoint - JD.com is shifting its focus back to the industry itself, avoiding price wars on platforms and emphasizing the optimization of its supply chain to create long-term value [2][4][17] Group 1: Strategic Approach - JD.com's founder Liu Qiangdong emphasizes a decision-making framework called "strategic three questions" for entering new industries, focusing on identifying pain points, leveraging JD's strengths to address them, and ensuring long-term value creation [3][4] - The company aims to avoid entering already saturated markets where competition leads to low profits, instead seeking opportunities in industries with significant dissatisfaction among merchants and consumers [4][5] Group 2: Supply Chain Optimization - JD.com is implementing a "super supply chain" strategy, which involves deep engagement in every aspect of the product lifecycle, from design to after-sales service, to enhance efficiency and reduce costs [4][6] - The company is not merely a platform for transactions but is actively involved in improving product quality and supply chain processes, contrasting with competitors like Alibaba and Meituan that focus on traffic and matchmaking [4][12] Group 3: New Business Ventures - In 2023, JD.com expanded into food delivery and hospitality, launching initiatives like the Seven Fresh Kitchen and focusing on improving supply chain efficiency in these sectors [6][7] - The company is also innovating in the apparel sector by segmenting products into detailed categories based on consumer preferences, leading to higher sales concentration with fewer SKUs [7][8] Group 4: Long-term Value Creation - JD.com operates on a long-term value creation model, prioritizing sustainable profits over short-term gains, and sharing profits with partners to foster a healthy ecosystem [13][14] - The company believes that enhancing the profitability of upstream participants in the supply chain will lead to better investment in innovation and a positive feedback loop [9][10] Group 5: Efficiency and Innovation - JD.com is focused on improving operational efficiency across the supply chain, including logistics and inventory management, to ensure faster delivery and better service [15][16] - The company is leveraging data analytics to optimize inventory placement and streamline operations, aiming to reduce costs and improve service quality [16][17]

这支短片通过E'Core男团的日常叙事，让荣耀耳机从"冰冷的科技产品"转变为"有温度的生活伙伴"，实 现了数字人IP从"流量载体"到"品牌价值传递者"的升维。这种转变背后，是营销逻辑的革新——数字人 不再只是产品的"陪衬"，而是能够通过自身的场景体验，与消费者建立超越产品功能的情感链接。 这种"数字人IP+场景叙事"的模式，正成为品牌营销的新趋势。与传统广告相比，它打破了物理空间与 京东数字人男团E'Core与荣耀亲选耳夹式耳机2 Pro近期展开合作，以"声音"为纽带，探索品牌营销的创 新路径。此次合作不仅融合虚拟IP魅力与音频产品实力，更标志着数字人营销从单纯带货迈向品牌价值 共建的新阶段。 场景共生：耳机成为数字日常的"刚需装备" 星核E'Core，系京东于2025年全新推出的数字人偶像男团，此次与荣耀耳机的合作并非生硬的道具植 入，而是作为男团成员的"亲密伙伴"，将音乐、舞蹈和生活方式融入一支AIGC视频中，荣耀耳机全程 参与到他们的训练、创作、互动等多个核心场景中，让产品性能在真实叙事中自然流露，实现了虚拟IP 与实体产品的深度共鸣。 IP升维：从"产品展示"到"情感连接"的营销进化 支撑这一创新的， ...