Jingdong announces a nearly 100% annual fixed salary increase for front-line business personnel in procurement and sales, with an average salary increase of no less than 20% for all retail staff. What information is worth paying attention to?

On December 27th, JD Group announced that starting from January 1, 2024, the annual fixed salary of JD’s front-line business personnel, including procurement and sales, will increase significantly by nearly 100%. In early 2024, JD Retail will raise the average salary for all employees by no less than 20%. In the e-commerce battle for survival, JD’s CEO, Liu Qiangdong, said, “These people will receive a salary increase of 100%!”

JD’s Commendable Approach: Exec Pay Cuts and Frontline Raises

JD.com is taking a commendable approach by reducing salaries for executives while increasing pay for frontline staff.

It’s often said that touching interests is more difficult than touching souls, so big applause is due for “Brother Dong’s” move.

As a private enterprise, JD.com broke through a trillion yuan in revenue in 2022, making it a leading representative of private enterprises. Looking at the revenue data, JD.com’s revenue last year was 1,046.236 billion yuan, with Alibaba at 864.539 billion yuan in second place, and Hengli Group at 611.757 billion yuan in third.

In terms of employee count, JD.com currently has 590,000 employees, Alibaba has about 230,000. From a capital perspective, JD’s “many people + heavy assets” approach is less popular.

Currently, JD.com’s stock market value is only 43.3 billion US dollars, while Alibaba’s market value is as high as 193.5 billion. JD has 1.5 times more employees than Alibaba but only less than a quarter of Alibaba’s market value.

The recently more prominent Pinduoduo had a market value in U.S. stocks that once surpassed Alibaba, with a significantly smaller workforce of only 13,000 people.

Hence, under such an economic environment, Liu Qiangdong’s decision to increase pay for nearly 600,000 employees is a vision-driven move. He has criticized many for getting rich first without helping others follow, a stance backed up by his meaningful actions.

Even state-owned enterprises like Sinopec, with only 520,000 employees, can’t compare to the employment JD.com provides, benefitting hundreds of thousands of families, which is no small feat.

This year, JD.com doubled the annual fixed salary for procurement and other frontline business personnel. This move aims to boost the morale of the procurement team. During this year’s Double Eleven (Singles' Day), JD.com’s procurement live broadcast became incredibly popular, with total viewership exceeding 380 million.

JD.com engages in live broadcast sales, not by offering high-quality content like Dongfang Zhenxuan’s Dong Yuhui but by taking the route of low prices and high value, earning reputation and sales through cost-effective goods.

The success of JD.com’s live broadcast sales isn’t due to one or two star employees but rather the collective effort and collaboration of the team.

This pay raise for frontline staff by JD.com also brings some warmth to this harsh winter.

JD’s Strategic Moves Amidst Challenges

Recent series of actions by JD.com include:

On November 15, JD Group announced that Xu Ran will serve as the CEO of JD Retail, effective immediately.
On December 9, Liu Qiangdong replied to employee comments on the company’s intranet, stating, “So many problems have occurred, of course, it’s all due to my poor management, and I blame myself greatly. But no matter what, I won’t lie down, and I hope my brothers won’t either. The organization is now large, bloated, and inefficient, and change indeed takes time.” “I hope everyone can be a bit more patient. Today, many dare to speak the truth and continue to fight. JD’s foundation is still there; I believe we can get out of this trough. Every person and company will experience several peaks and troughs before achieving greatness.”
On December 27, JD updated the “JD Open Platform After-Sales Service Management Rules” and “JD Open Platform Transaction Dispute General Rules,” adding execution standards that support refunds without returns. These adjustments will take effect on the 29th.
Simultaneously, JD Group announced that starting January 1, 2024, the annual fixed salary for procurement and other frontline business personnel will significantly increase by nearly 100%, and all employees of JD Retail will get an average pay rise of not less than 20% at the beginning of 2024.

Liu Qiangdong has indeed fulfilled his promise, not only refusing to give up but also making rapid changes!

Don’t underestimate the impact of a few words spoken by Liu Qiangdong, along with the good news of a pay rise of no less than 20% for all employees. These actions can temporarily suppress most negative emotions and problems, allowing the frontline and management to focus on production and operations. This will provide him with time to adjust the enterprise.

JD.com, once chasing Taobao and now preventing Pinduoduo, needs to perform and capture the market during the peak marketing season at the beginning of the year. Liu Qiangdong’s generous pay raise package directly maximizes the fighting spirit of the employees.

Most crucially, during the end-of-year peak of layoffs, this pay raise is highlighted as particularly valuable. This strategy will make most employees feel that working at JD.com is a rare opportunity, inherently increasing work efficiency.

In essence, this aligns the personal needs of employees with the team’s needs.

Employees need compensation, and JD needs performance. Now with an across-the-board pay raise, employees will naturally work harder, while managers need only remove obstacles, solve problems, and fulfill promises.

In contrast, some businesses and bosses always say that it’s a critical moment for the company’s development, and after all the company has done for you, you should reciprocate with a certain attitude and help the company through its lows.

However, the relationship between the company and employees is transactional. Employees exchange their output for compensation. As long as the work output is worth the pay, that’s sufficient. Employees are responsible for their own lives and pursuing maximum benefit at any stage is not opportunistic but rational. They are not obligated to weather every high and low with the company, as they are not shareholders.

Practices like charging employees for training upon resignation actually diminish their enthusiasm and are counterproductive.

However, most managers understand these principles. The primary reason for not raising salaries or the difficulty in doing so is often the company’s lack of funds and inability to generate revenue, leading to stringent cost-cutting measures. In light of this, it seems the onus is on the leadership to identify and address the underlying issues.

JD’s Laudable Strategy: Adapting and Raising Salaries Amid Challenges

Praise for JD! On December 27th, along with adopting Pinduoduo’s strategy of refunds without returns, JD announced a salary increase, defying the common trend of salary cuts and layoffs. In such times, JD’s decision to raise salaries is commendably conscientious.

1 Liu Qiangdong’s Remarks on December 9th

On the evening of December 9th, JD’s founder and chairman of the board, Liu Qiangdong, responded to employee comments on the company intranet:

“We must change, or we have no way out.”

Liu stated: “JD’s foundation is still there, and I believe we will rise from the current trough. Every person and company must go through several peaks and valleys to achieve greatness.”

“There are so many issues, of course, due to my poor management, and I am extremely self-critical. But no matter what, I will not lie down, and I hope my brothers won’t either.”

Liu also criticized in the internal network: Many people talk about innovation every day, but all they do is copy and follow others.

A key statement from Liu’s remarks: “The organization is now large, bloated, and inefficient, and change indeed takes time."

2 Rumors of JD’s Layoffs

Previously, there were rumors of large-scale structural adjustments and layoffs across various business lines at JD, but these were not confirmed.

Looking at JD’s performance, while profitable, the overall profit margin is not high. The performance pressure is considerable, so Liu’s previous statement that JD must reform is indeed urgent.

In the face of such significant pressure to reform, Liu’s decision not to opt for massive layoffs or salary cuts demonstrates his belief that these measures will not solve JD’s current problems.

3 JD’s Follow Strategy and Salary Increases

Liu Qiangdong’s ability to compete with Taobao and Pinduoduo, adopting a follow strategy while not resorting to salary cuts to reduce costs, is particularly commendable!

If JD persists in improving its express delivery and finds a new reform path, coupled with the support of salary-increased employees, then JD is still a trustworthy future.

Support for Plus members!

Brothers, Brother Qiang is really nice to us. No wonder Milk Tea Sister gave birth to twins.

JD has it tough too. Giving a raise to frontline grassroots employees like this is truly a leading example.

I buy big items from JD, I buy small items from Pinduoduo, And occasionally shop on Taobao.

Recent Developments in Major Companies and Year-End Adjustments

Recent news from major companies has been making headlines one after another. It started with a series of actions by Ms. Dong from Gree, which drew criticism from netizens. Then, there was the exciting showdown between Dong Yuhui and Sun Dongxu, as well as Alibaba’s Wu Yongming taking over Taoteen Group and initiating a comprehensive handover to a younger management team.

The year-end major adjustments provide a glimpse into the direction and focus of development for major enterprises in 2024.

JD.com has announced nearly a 100% increase in fixed annual compensation for frontline business personnel, with an average salary increase of no less than 20% for all retail employees. This news has received both praise and skepticism.

Praise goes to Chairman Liu, who has indeed been very good to employees. Promises made in the past about enriching grassroots employees and providing them with housing seem to be gradually coming true.

However, skeptics may view this as a publicity stunt. They might wonder about the specific implementation plan and timeline for salary increases. Has JD.com clearly informed its employees about the specifics of the salary adjustment, including scope, timing, and method, to ensure fairness and transparency? In this regard, JD.com needs to consider many factors before deciding whether to disclose this information.

Of course, this kind of salary adjustment is likely to leave some employees dissatisfied. Does JD.com need to explain the reasons and background for the salary increase to its employees to avoid unnecessary doubts and speculations about the company?

More importantly, by explaining the reasons and background for the salary increase, JD.com can also convey the company’s values and development strategy to its employees. On one hand, it informs them of the reasons, and on the other hand, it plans for the future, motivating employees to align better with the company’s plans and achieve common goals.

I believe that such salary increases, besides being a form of motivation, will also come with certain performance requirements to ensure that employees' job performance matches their compensation. If employees fail to meet the company’s performance standards, the company may consider reducing their salaries or layoffs.

So, we can’t just focus on the salary increase itself. We don’t know the specifics of how it will be implemented and what additional conditions might be involved.

Certainly, JD.com’s recent actions will yield positive results. On one hand, it encourages and acknowledges frontline business personnel, retaining top talent, and on the other hand, it will attract more outstanding individuals from society.

JD.com: Can It Rise from the Bottom with a Series of Moves?

JD.com, with a string of actions including “cost reduction and efficiency improvement,” “top-level changes,” “refund only,” and “significant salary increases,” is making continuous efforts to improve its position.

At the end of 2022, the return of CEO Liu Qiangdong marked the beginning of a new round of reforms within JD.com. Earlier this year, JD.com adopted a low-price strategy, which is set to be its most crucial strategy for the next three years. Following this, JD.com introduced a series of measures such as billion-dollar subsidies, single-item pricing, and double compensation for overpaying, and on August 23, it lowered the free shipping threshold for the first time.

Regarding the “lowest price on the entire internet” issue with Li Jiaqi on Singles' Day, JD.com employees stated that their lower prices were due to them subsidizing the costs from their own pockets.

Subsequently, on November 15, JD Group announced that CEO Xu Ran would also assume the role of CEO of JD Retail, with immediate effect. The former CEO of JD Retail, Xin Lijun, will take on other responsibilities within JD.

On December 9, JD founder Liu Qiangdong responded to employee comments on the company’s intranet, saying, “So many problems have arisen, of course, it’s because of my poor management, and I feel very responsible. But no matter what, I won’t lie down, and I hope my brothers won’t lie down either. The organization is now large, cumbersome, and inefficient, and it will indeed take time to change.”

This news sparked a lot of discussion among netizens, with some supporting and others questioning the decline in JD’s quality.

Additionally, on December 27, JD updated its “JD Open Platform After-Sales Service Management Rules” and “JD Open Platform Transaction Dispute Handling General Rules,” adding standards that support refunds without returns. The adjustment will take effect on the 29th.

This topic also briefly trended on social media, sparking public debate.

On the same day, JD Group announced that starting from January 1, 2024, the annual fixed salary for front-line business personnel, including procurement and sales, would increase by nearly 100%. In early 2024, JD Retail employees, on average, will see a salary increase of no less than 20%.

Previously, a netizen had revealed on the internet that there was a significant gap in salary treatment at various levels within JD, which might be relatively lower compared to other major companies.

According to the Tianyancha official website, JD Group’s revenue for the third quarter of 2023 was 247.7 billion yuan, a 1.7% increase from 2022. The net profit attributable to common shareholders of the company was 7.9 billion yuan, compared to 6 billion yuan in the same period of 2022.

Product revenue was 195.3 billion yuan, a 0.9% decrease year-on-year, while service revenue was 52.4 billion yuan, showing a 12.7% growth.

What are your thoughts on JD.com’s current development? Feel free to leave your comments in the section below.

PS: Tianyan Meimei comes with an exclusive discount code. Open the Tianyancha member page at https://app.tianyancha.com/channel?channelCode=Market_tyczh and enter 114837 to get a maximum discount of 100 yuan before making a purchase.

JD.com vs. Suning: How Did the Battle Unfold 10 Years Ago?

The strategy was simple: compete on price. Why could JD.com offer lower prices than Suning? The primary reason is that internet companies could burn money, while Suning was already publicly traded, making excessive spending less viable.

Why were venture capitalists willing to invest in JD.com’s cash-burning strategies? It’s because the operational costs of e-commerce were significantly lower than those of brick-and-mortar stores like Suning. These cost savings translated into competitive prices for JD.com’s customers.

Suning, with its 1,700+ physical stores across China, initially had an advantage. To combat JD.com, it leveraged its procurement power. Using its channel advantage, Suning prevented manufacturers from supplying products to JD.com for a full three years, leaving JD.com in a constant state of shortage.

JD.com viewed Suning as its primary adversary and went to great lengths to eliminate the competition. In a bid to take down Suning, JD.com even purchased all advertising billboards around Suning stores and replaced them with JD.com ads. The competition had reached an intense level.

Ten years later, Pinduoduo emerged as a formidable player with a market value surpassing JD.com’s. How did Pinduoduo achieve this? Once again, it boiled down to one word: affordability.

In the retail industry, products across various platforms are highly homogeneous. If one platform sells a TV for $1999 and another offers it for $1899, consumers will flock to the cheaper option. User-friendliness and loyalty programs pale in comparison to the allure of a $100 price difference.

As the internet industry has evolved, strategies and operations have shifted. In today’s cutthroat competition, the tactics are straightforward: lower prices. If prices cannot be reduced, everything else becomes secondary, and there’s little room for strategic discussions.

JD.com recently underwent significant downsizing, especially in the back-end departments like product management, operations, and programming. The focus shifted to the front-end sales teams, the true owners of the business. In this pricing battle, they are the ones charging forward.

During the recent Singles' Day sales event, JD.com was even sued by Li Jiaqi and manufacturers for selling products below agreed-upon prices. While it may be acceptable to violate pricing agreements, JD.com was subsidizing prices from its own pocket. Why should they have a say in how JD.com prices its products?

Liu Qiangdong, who has waged a lifetime of price wars, once withstood Suning’s blockade. But today, he finds himself being challenged in unexpected ways.

In this environment, what use are numerous product technologies? What’s the point of having a surplus of executives? The internet industry has moved beyond conquering territories and entered the era of street-level warfare.

Throughout history, there hasn’t been a single great commander known for excelling in street battles. In street warfare, elaborate strategies are of little use; it comes down to frontline battles where every effort counts.

To thrive, it’s essential to adapt to the changing landscape. High-tech fields are booming with innovation and investment, offering opportunities for those with the skills and vision.

In conclusion, let’s give credit to JD.com for at least recognizing the need to raise salaries for frontline employees, even if it came late. In contrast, some companies are unwilling to loosen their purse strings and rely solely on promises and empty rhetoric.

As for the myriad ways to make big money in the competitive landscape, there’s much to discuss. If you’re interested, stay tuned for more discussions in the future.

Anyway, you probably won’t read this even if you bookmark it, so a simple “like” will do…

JD’s Salary Increase Move: A Game Changer in Tough Times

This reminds me of the buzz surrounding “Tesla Raises Wages” and “Uniqlo Raises Wages” a few months ago. This time, it’s not an evil foreign capitalist enterprise. Although there are still doubts from the outside world, such as “low fixed salaries,” “cancellation of year-end bonuses for delivery drivers,” and “suspected hype.”

However, it must be admitted that this boost has had an immediate and substantial impact on JD’s brand value and influence. It not only showcases Liu Qiangdong’s courage and determination but also demonstrates his keen economic sense and exceptional wisdom. In the midst of an economic downturn, nothing boosts market and employee confidence more effectively than a substantial salary increase.

At a time when the country is repeatedly making efforts to boost market confidence, when other internet companies are considering pay cuts and layoffs, when certain e-commerce companies are brainstorming how to “de-Dong Yuhui,” and when a multitude of 996 companies are debating whether to provide paid leave on New Year’s Eve, JD, with its unwavering commitment, has emerged as the champion of the year by shouting the loudest tune: “Raise wages!”

This move can be described as a triple win:

On one hand, actions speak louder than words. This move quickly trended on social media, significantly elevating JD’s brand image and value in the eyes of the public.

On the other hand, JD employees have received tangible benefits, fostering a sense of belonging, presence, value, and a real appreciation for “treating employees well, retaining talent, and nurturing loyalty.” Every employee gets to share in JD’s development achievements, see the results of their hard work, and is bound to be more actively engaged in their work.

Moreover, and most importantly, in an economic downturn, as a domestic corporate giant, JD’s actions also demonstrate the social responsibility of the JD Group under the leadership of President Liu Qiangdong.

However, it is worth pondering why, when it comes to “boosting market confidence, enhancing people’s well-being, improving their living standards, and happiness index,” a problem that could be solved simply and straightforwardly by raising salaries (as Tesla and Uniqlo have demonstrated), a group of top economists in our country, who meet and discuss every day, can’t seem to come up with such a solution. What are they concerned about? And why do the multiple rounds of economic stimulus policies they formulate, after weighing the pros and cons and extensive deliberation, seem to have as much impact as a pebble dropped into the ocean?

The think tanks at the top levels of the country should seriously reflect on this.

As Guo Degang once said, no matter how bad someone is, if they treat you well, you should acknowledge it.

I’m not very familiar with JD. The last time I paid attention to this company was because of “Liu Qiangdong’s overseas scandal.” In my impression, JD’s products were a bit expensive but genuine, and their delivery service was excellent. When an enterprise can achieve these aspects, we must acknowledge that it’s a good company. Furthermore, when a company treats its employees well, offers high salaries and good benefits, and values its people, we must acknowledge that it has a positive corporate culture.

I used to chase small discounts and liked using Taobao and Pinduoduo, but because of this move, I’ll be switching to JD in the future!

That’s it for now.

Jingdong Procurement and Sales Pay Raise Comes as No Surprise

Do you all remember the trending topic when Jingdong Procurement and Sales issued a challenge to Li Jiaqi? Just by standing up to Li Jiaqi’s live broadcast, Jingdong Procurement and Sales has earned a salary increase from Liu Qiangdong.

At this stage, Jingdong greatly needs a team that dares to fight and can stand their ground.

Setting Jingdong Procurement and Sales as an example, they are telling other teams within Jingdong that they must learn from Procurement and Sales. Show your determination and put in the effort.

Jingdong’s Generosity Towards Frontline Employees

It must be said that, compared to other internet e-commerce companies, Jingdong is quite generous with its frontline employees.

Keep in mind that Jingdong’s current market value is only a quarter of Pinduoduo’s.

Take a look at the quarterly reports: Pinduoduo generated 68.8 billion in revenue and a profit of 15.5 billion, while our company, Jingdong, had a revenue of 247.7 billion, with service income alone at 52.4 billion. However, the overall profit is only 7.9 billion, less than half of Pinduoduo’s.

This clearly indicates that Jingdong’s costs are significantly higher than Pinduoduo’s.

Jingdong’s self-operated strategy, especially self-built logistics and measures like providing employees with comprehensive insurance and benefits, significantly increase Jingdong’s costs compared to Pinduoduo and Alibaba.

During the Chinese New Year, we can still receive deliveries from Jingdong on the second day, but behind this convenience lies the high logistics costs that Jingdong incurs. At least, employees are paid three times their regular wages.

In contrast, during the Chinese New Year, platforms like Taobao and Tmall basically come to a standstill.

As a result, Jingdong pays the price of significantly reduced company profits.

It might seem that trying to compete with Pinduoduo, which is worth hundreds of billions, when Jingdong’s worth is in the trillions, is not a smart move from a capital perspective.

However, in the long run, Jingdong is truly building its own moat.

Frontline employees need to be well-fed to work effectively.

Reducing executive salaries and increasing salaries for frontline workers doing laborious jobs is where Jingdong is being generous.

Executive salaries are already much higher than those of frontline workers, so even if they take a pay cut, it won’t significantly impact their quality of life. On the other hand, increasing salaries for lower-level employees can greatly improve their quality of life.

They not only feel grateful but also work twice as hard.

As the Chinese New Year approaches, and it’s time for the internet to compete in the annual goods battle, the brothers at Jingdong are in high spirits, and naturally, their work efficiency is high.

With the rise of Pinduoduo, it seems that the e-commerce industry’s tripartite competition is inevitable.

Jingdong’s advantage lies in its service, especially its delivery service.

Pinduoduo’s advantage is in pricing, particularly low prices.

And what about Taobao’s advantage?

In the last two days, both Taobao and Jingdong have followed Pinduoduo’s lead in implementing a “refund only” policy.

Now, Jingdong’s focus is on continuously strengthening its level of service.

Service depends on whom? It’s undoubtedly dependent on people, especially frontline business personnel.

Jingdong’s strategy is quite clear: when you can’t beat Pinduoduo in pricing, make service your moat.

In China, the more companies like this, the better.

Always thinking about making the horse run but not feeding the horse, such companies will eventually fail…

Let’s continue to applaud Jingdong!

JD.com has had a challenging time in recent years. It has been overshadowed by Taobao and Tmall from above, and Pinduoduo has been eagerly eyeing it from below. Regardless of the strategies involved, thinking about frontline staff during such difficult times is indeed a commendable move by the company.

Compared to the previous news about Cao Wang, Dongzi is undoubtedly much stronger.

Thumbs Up!!!

Earlier, I had an answer from Musk, saying Musk is the floor of American capitalists. But Brother Dong has at least proven that the ceiling of Chinese capitalists can still be higher than the floor of America’s.

Hope everyone can support Chinese Ford!

JD treats its frontline employees even better than Alibaba.

JD, you’re really not playing by the rules here. Normally, when a company says something like “no lying flat,” all employees start trembling because it usually means there will be intensified performance evaluations, optimizations, and some may even face graduation. But you, you decided to give a substantial raise, and such a significant one at that. How are other companies supposed to compete? Where do you expect other entrepreneurs to hide their faces?

This is where JD, you’ve gone wrong. Capitalists should behave like capitalists. You may talk about JD employees being like your brothers and sisters, but actually treating them as such is going too far!

Acknowledging the Work and Compensation in JD’s Procurement and Sales System

Let’s speak frankly about working in JD’s procurement and sales system.

JD’s procurement and sales team has always been a standout in the industry, handling almost everything skillfully. I’ve interacted with over a hundred procurement and sales professionals, and they are responsible for:

  • Managing suppliers, negotiating prices, and signing contracts
  • Determining replenishment quantities and managing restocking
  • Negotiating favorable terms and crafting promotional budgets
  • Selecting products, organizing activities, and overseeing the entire process
  • Handling multiple brands and product categories is the norm
  • Often verifying post-sales matters and more

It’s akin to combining the roles of a store manager, a sales assistant, an event planner, a buyer, and a supplier manager, among others. Keep in mind this is within a large company; in smaller companies, individuals often take on multiple roles.

However, within JD’s scale and complexity, at the speed and under the pressure they operate, accomplishing all of this and maintaining performance growth is truly remarkable.

Now, let’s discuss compensation.

The compensation in the procurement and sales system is among the lowest within JD, and it doesn’t compare favorably with industry standards either. On one side, there’s immense work pressure, and on the other, inadequate compensation. This has led to a constant talent drain from the procurement and sales department.

Moving to other companies often results in substantial salary increases. During good times in recent years, I’ve seen salaries double or more. It’s safe to say that procurement and sales salaries have been severely suppressed; I more than doubled my salary when I switched jobs.

Regarding the recent salary increase,

As you can gather from the above, this increment isn’t extravagant. Considering the responsibilities they bear, I believe it’s well-deserved.

But I also want to commend our former employer this time.

Firstly, they didn’t continue to ignore this glaring issue but chose to address it. The procurement and sales system was like my “Huangpu Military Academy,” and I hope it continues to improve.

Secondly, in the midst of this year’s challenging situation, turning the tide wasn’t easy. It’s admirable, and every time JD’s founder returns, he brings change. Talent is undeniably a core element for a big company’s long-term development.

Coincidentally, a former colleague sent me the following message this afternoon,

“JD’s self-operated business is thriving. A crucial factor is that JD’s own procurement and sales team handles all the dirty work and does it exceptionally well. Moreover, being internal JD employees, they respond quickly and have flexible adjustment capabilities. This allows JD to secure victories in the face of rapid market changes and competition time and time again.”


JD finally has the capacity to raise the compensation for the procurement and sales system. After reading the call to action above, I’m deeply moved.

May JD’s procurement and sales system continue to excel, and may JD continue to create brilliance through exceptional user experiences.

I have to say, Brother Dong really has some great comrades under his command.



With vision


Decisive Message from Brother Dong on December 9th - “I will not lie down no matter what.”

On December 9th at 22:19, JD.com’s founder and chairman, Liu Qiangdong, replied to employees on the internal network, saying, “No matter what, I will not lie down, and I hope my brothers won’t either. The organization is now large, bloated, and inefficient… JD’s foundation is still there, and I believe we will emerge from the trough.”

A JD employee confirmed to Red Star Capital Bureau that when responding to an employee’s suggestion to simplify JD’s promotions and address issues like chaotic major sales and price matching, Liu Qiangdong said, “These suggestions directly hit the company’s pain points, all of which are real problems that must be changed. Otherwise, we have no way out.”

“I’m in the car, typing while shaking may lead to errors, so I hope you all understand. I think this brother’s words are really excellent. He pinpointed the company’s pain points in every sentence, all of which are real problems that must be changed. Otherwise, we have no way out. We talk about putting customers first every day, but we constantly think about ourselves in our work! We often talk about fighting and striving to be the best, but we always play defensively and never think about how to take the initiative! Many people talk about innovation every day but end up copying and following others.”

“With so many problems, it’s definitely due to my poor management, and I feel very self-blame. However, no matter what, I will not lie down, and I hope my brothers won’t either. The organization is currently large, bloated, and inefficient, and it will indeed take time to change.”

“I hope my brothers can have more patience. Today, many brothers dare to speak the truth and persist in the fight. JD’s foundation is still there, and I believe we will emerge from the trough. Any individual or company will experience several peaks and troughs before achieving greatness.”

“I thank this brother for his sincere advice and suggestions. I can feel that he loves the company a lot, so thank you, brother. Also, thank you to every hardworking brother. Let’s work together to make a change!”

It’s been almost half a month since this big news broke.

“I feel that the news of a salary increase for all front-line employees announced today is Brother Dong’s first major move after this statement.”

To be honest, JD is currently facing many difficulties and challenges.

From the consumption habits of many of my friends, it can be seen that people are gradually switching from JD to Pinduoduo.

For me personally, what are the reasons?

Mainly, I feel that JD is not as sincere as it used to be, taking the PLUS membership as an example.

The previous 100-yuan vouchers were easy to get, but now they have become limited-time offers, and if you’re late, you miss out.

Especially those 5-yuan vouchers for orders over 105 yuan, I have to set an alarm to snatch them.

Moreover, for many products, there is really no price advantage compared to Pinduoduo, whether it’s during 618 or Double 11.

The only advantage now is that the logistics are relatively fast.

In fact, the stock market has already reflected this situation.

On the evening of November 29th this year, Pinduoduo’s market value briefly rose to $192.4 billion, while JD’s market value that day was $43.5 billion.

This means that Pinduoduo’s market value is already equivalent to four JDs.

Pinduoduo has reached the doorstep of JD, and without taking some measures, JD’s market may continue to be eroded by Pinduoduo.

Giving a raise to JD’s front-line brothers and sisters may be Brother Dong’s first move.

I hope that JD’s PLUS membership will be more sincere in the future, offering some real benefits to win back the hearts of old users.

Certainly not old money.