广告
加载中

京东外卖上线一年获2.4亿用户 目标今年市占率要翻倍至30%

郑雅 2026-02-28 16:16
郑雅 2026/02/28 16:16

邦小白快读

EN
全文速览

京东外卖业务上线一年取得显著成绩,用户数超2.4亿,市场份额达15%,目标2026年翻倍至30%。发展规划强调实操性创新和保障措施。

1. 用户规模和业绩:日订单量已突破2500万单,新用户向其他业务转化率接近50%;七鲜小厨门店开业三个月后日均单量超500单,带动周边流量增长。

2. 业务拓展:已上线自提功能,并计划推广到店团购业务,覆盖100万品质餐厅;七鲜小厨提供外卖和自提销售形式。

3. 骑手保障:为全职骑手缴纳五险一金,现有15万骑手;未来五年投入220亿元用于一线员工保障设施建设。

4. 商家参与:普通用户可关注七鲜小厨的合伙人招募,需提供菜品配方参与研发。

京东外卖聚焦品质外卖定位,提供品牌营销和渠道建设机会,结合消费趋势和用户行为数据支持品牌发展。

1. 品牌营销:平台推出“双百计划”,投入超百亿元进行流量扶持和营销补贴;今年将推广“爆品包销”模式,平台全托管营销运营环节,品牌负责供货制作。

2. 渠道建设:拓展到店自提和团购业务,首批覆盖100万品质餐厅;七鲜小厨线下门店支持外卖和自提,合伙人提供配方参与研发。

3. 消费趋势:订单结构中正餐占比高,客单价环比提升,反映高端化需求;数据显示,单店开业带动周边餐饮增速。

4. 用户行为观察:新用户转化率接近50%,表明用户忠诚度高;2025年7月至今,近400家餐饮品牌订单超百万单。

京东外卖提供政策扶持和市场机会,解读增长策略和商业模式,帮助卖家应对风险并抓住合作机遇。

1. 政策解读与扶持:推出“门店成长分”体系,高分店铺获更多流量;上线2026年营销日历,定制精准活动玩法;投入超百亿元扶持计划,覆盖流量、补贴、售后等五方面。

2. 增长市场与机会:目标2026年市场份额达30%;团购业务全国上线,首批覆盖100万餐厅;七鲜小厨合作模式可参与供货研发,带动周边流量。

3. 风险与机会提示:平台拒绝100万家“黑外卖”门店,强调品控,降低食品安全风险;订单量和GMV环比双位数增长,客单价提升,显示市场潜力。

4. 最新商业模式:七鲜小厨创新模式,平台承担制作和品控;自提功能补充更多场景;爆品包销模式全托管营销运营环节。

京东外卖推动产品设计和商业机会,启示工厂通过数字化参与品质生产,抓住电商整合机遇。

1. 产品生产需求:七鲜小厨招募合伙人提供菜品配方并参与研发,工厂可供应原材料或成品;单店日均单量超500单,显示生产规模需求。

2. 商业机会:为平台“百万单俱乐部”商家供货,2025年7月后近400家品牌订单超百万单;参与团购业务覆盖100万餐厅;京东外卖强调品质外卖,品质工厂优先合作。

3. 数字化电商启示:平台推动“爆品包销”模式,工厂可对接全托管供货;线上渠道如京东外卖APP强化销售;数据支持用户转化率接近50%,启示智能生产适应需求。

行业趋势显示外卖市场扩张,京东外卖提供解决方案应对客户痛点如品控和扶持需求。

1. 行业发展趋势:市场份额15%目标翻倍至30%;订单量年增长强劲,GMV环比双位数增长;七鲜小厨模式带动周边流量,显示创新推动力。

2. 客户痛点与解决方案:平台拒绝100万家“黑外卖”门店解决食品安全痛点;七鲜小厨承担严格品控;推出“门店成长分”和营销日历,提供流量扶持和精准运营方案。

3. 协同价值:京东外卖与物流、零售业务整合,提升配送效率和成本降低;骑手保障投入220亿元,解决运力痛点。

京东外卖最新做法聚焦招商和运营管理,规避风险,响应商业需求如商家扶持和场景扩展。

1. 平台最新做法:上线自提功能、团购业务和七鲜小厨门店;推出京东外卖APP、京东点评等工具,强化应用侧服务;设立“门店成长分”体系,高分获流量扶持。

2. 招商与运营管理:招募七鲜小厨合伙人;推广爆品包销模式,平台全托管营销运营;上线2026年营销日历,规划活动玩法;数据显示2025年扶持后商家增长超100%。

3. 需求与风险规避:商家需流量和扶持,平台投入超百亿元;规避低质风险,拒绝“黑外卖”门店;骑手保障强化五险一金和220亿投资,确保运力稳定。

产业新动向包括京东外卖扩张和协同价值,商业模式创新提供政策启示和问题探讨。

1. 产业动向:用户数2.4亿,市场份额从15%目标30%;业务收入2025年第三季度达155.92亿元,同比增长213.7%;拓展自提团购和七鲜小厨,预计2026年完成一二线城市布局。

2. 新问题与启示:协同核心电商物流,带来流量、购物频次和效率提升;骑手保障政策显示社会责任,可能影响行业法规制定;七鲜小厨模式作为创新案例,需研究品控机制。

3. 商业模式分析:七鲜小厨合伙人制,平台分担制作研发;爆品包销模式优化供应链;数据支持新用户转化率近50%,启示平台整合价值。

返回默认

声明:快读内容全程由AI生成,请注意甄别信息。如您发现问题,请发送邮件至 run@ebrun.com 。

我是 品牌商 卖家 工厂 服务商 平台商 研究者 帮我再读一遍。

Quick Summary

JD's food delivery business has achieved significant milestones in its first year, surpassing 240 million users and capturing 15% market share, with a target to double this to 30% by 2026. Its development plan emphasizes practical innovation and support measures.

1. User scale and performance: Daily orders have exceeded 25 million, with nearly 50% of new users converting to other JD services. Seven-Fresh Kitchen stores achieved over 500 daily orders within three months of opening, boosting surrounding foot traffic.

2. Business expansion: Self-pickup service has launched, with plans to roll out in-store group buying, covering 1 million quality restaurants. Seven-Fresh Kitchen offers both delivery and pickup options.

3. Rider support: Full-time riders receive social security and housing fund contributions; 150,000 riders are currently employed. JD plans to invest ¥22 billion over five years in frontline worker facilities.

4. Merchant participation: Regular users can explore partnership opportunities with Seven-Fresh Kitchen, which involves contributing recipes for product development.

JD Food Delivery focuses on premium positioning, offering brand marketing and channel development opportunities supported by consumer trend data.

1. Brand marketing: The "Double Hundred Plan" allocates over ¥10 billion for traffic support and marketing subsidies. A "hit product distribution" model will be promoted, where JD fully manages marketing while brands supply products.

2. Channel expansion: In-store pickup and group buying will cover 1 million quality restaurants. Seven-Fresh Kitchen's offline stores support delivery/pickup, with partners contributing recipes for R&D.

3. Consumer trends: Meal orders dominate the structure with rising average order values, reflecting premium demand. Single store openings boost nearby restaurant growth.

4. User behavior: Nearly 50% new user conversion rate indicates high loyalty. Since July 2025, nearly 400 restaurant brands exceeded 1 million orders each.

JD Food Delivery provides policy support and market opportunities, detailing growth strategies and models to help sellers mitigate risks.

1. Policy support: A "Store Growth Score" system rewards high-performing stores with more traffic. The 2026 marketing calendar enables customized campaigns. Over ¥10 billion in support covers traffic, subsidies, and after-sales.

2. Growth opportunities: Target of 30% market share by 2026. Group buying expands nationally to 1 million restaurants. Seven-Fresh Kitchen partnerships allow involvement in supply/R&D, driving local traffic.

3. Risk alerts: 1 million "unqualified delivery" stores were banned to ensure quality control. Double-digit order and GMV growth with rising average order values demonstrate market potential.

4. New models: Seven-Fresh Kitchen handles production/quality control; self-pickup expands scenarios; "hit product distribution" fully manages marketing operations.

JD Food Delivery drives product design opportunities, encouraging factories to engage in quality production through digital integration.

1. Production needs: Seven-Fresh Kitchen partners contribute recipes for R&D; factories can supply ingredients or finished goods. Stores averaging 500+ daily orders indicate scalable demand.

2. Business opportunities: Supply partners for the "Million Order Club" (400+ brands since July 2025). Participate in group buying for 1 million restaurants. Quality-focused positioning prioritizes partnerships with certified factories.

3. Digital insights: "Hit product distribution" enables factory supply with full platform management. JD Food Delivery app strengthens online sales. Near 50% user conversion rate suggests smart production adaptation.

Industry trends show market expansion, with JD offering solutions for client pain points like quality control and support needs.

1. Industry trends: 15% market share target doubling to 30%. Strong annual order growth and double-digit GMV increases. Seven-Fresh Kitchen model drives innovation.

2. Client solutions: Banning 1 million unqualified stores addresses food safety concerns. Seven-Fresh Kitchen enforces strict quality control. "Store Growth Score" and marketing calendar provide traffic/operational support.

3. Synergistic value: Integration with JD logistics/retail improves delivery efficiency and cost reduction. ¥22 billion rider investment addresses capacity challenges.

JD Food Delivery's latest practices focus on merchant recruitment and operations management, addressing risks and commercial needs like support and scenario expansion.

1. Platform updates: Launched self-pickup, group buying, and Seven-Fresh Kitchen stores. JD Food Delivery app and review tools enhance services. "Store Growth Score" system rewards high performers with traffic.

2. Recruitment/operations: Seven-Fresh Kitchen partnerships available. "Hit product distribution" model offers full marketing management. 2026 marketing calendar plans campaigns. Merchant growth exceeded 100% post-2025 support.

3. Risk management: Over ¥10 billion invested in merchant support. Rejected 1 million unqualified stores to ensure quality. Rider benefits (social security + ¥22 billion investment) stabilize capacity.

Industry developments include JD's expansion and synergistic value, with business model innovations offering policy insights and research questions.

1. Industry movements: 240 million users, 15% market share targeting 30%. Q3 2025 revenue reached ¥15.592 billion (+213.7% YoY). Self-pickup/group buying and Seven-Fresh Kitchen expansion aim for tier 1-2 city coverage by 2026.

2. Research implications: Synergy with core e-commerce/logistics boosts traffic, frequency, and efficiency. Rider welfare policies may influence industry regulations. Seven-Fresh Kitchen model requires quality control mechanism studies.

3. Business model analysis: Seven-Fresh Kitchen shares production/R&D responsibilities. "Hit product distribution" optimizes supply chains. Near 50% new user conversion demonstrates platform integration value.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

I am a Brand Seller Factory Service Provider Marketplace Seller Researcher Read it again.

【亿邦原创】2月28日消息,今日,京东公布了自去年3月1日上线京东外卖以来,外卖业务这一年的业绩。数据显示,一年内,京东外卖的用户数超2.4亿、外卖市场份额超过15%。京东外卖也累计拒绝了100万家不符合标准的“黑外卖”门店。

对于2026年的发展规划,京东外卖将拓展到店自提和团购业务,同时重点发力七鲜小厨。

具体来看,在到店自提和团购业务方面,京东外卖去年年底上线了自提业务;到店团购业务也将在全国上线,首批覆盖100万品质餐厅。

七鲜小厨业务上,京东在2025年7月推出了“菜品合伙人”招募计划与合营品质餐饮制作平台“七鲜小厨”。这种模式是合伙人需要提供菜品配方并参与研发,“七鲜小厨”承担现炒制作及严格品控。“七鲜小厨”线下门店内会提供外卖、自提两种销售形式。

在京东外卖的规划中,2026年,平台将重点发展七鲜小厨的创新模式,预计在2026年底完成所有一二线城市的布局。数据显示,七鲜小厨单店开业三个月后日均单量超过500单,并带动周边餐饮的流量和增速。

值得关注的是,基于上述两方面的关键布局,京东希望在2026年外卖市场的份额达到30%。

在骑手保障上,京东为所有外卖全职骑手缴纳五险一金,2025年有15万全职骑手加入。京东将在未来五年投入220亿元,用于骑手等一线员工的保障设施建设。

亿邦动力此前文章中提到,2025年一季度,京东正式上线外卖业务,并强调“品质外卖”的定位。财报数据显示,2025年第三季度,在京东外卖业务的带动下,京东的新业务(主要包括京东外卖、京东产发、京喜及海外业务)收入达155.92亿元,同比增长213.7%。

具体的业绩指标上,2025年6月时,京东外卖日订单量已经突破2500万单。去年第三季度,京东外卖的GMV环比双位数增长;订单结构方面,正餐订单占比持续提升,占总订单的绝大部分;和二季度相比,客单价也在环比提升。同时,最早一批的京东外卖新用户向其他业务的转化率已经接近50%。

在京东推出外卖业务的一年内,去年7月,京东外卖推出了七鲜小厨的合作模式与门店;去年11月,京东还上线了京东外卖APP、京东点评、京东真榜,从应用侧、内容侧为消费者提供服务。紧接着的12月,京东在全国范围内上线“自提”功能,补充外卖业务里的更多场景。

对商家的扶持上,京东外卖去年曾推出“双百计划”,投入超百亿元资金,从流量扶持、营销补贴、爆品运营、优质配送、专属售后等五方面进行扶持,使更多品质餐饮商家销量超过百万。数据显示,2025年7月至今,近400家餐饮品牌的京东外卖订单量超过百万单;京东外卖“百万单俱乐部”商家数量和半年前相比,增长超100%。

根据此前公布的信息,京东外卖接下来将向商家提供三方面的扶持,一是,京东外卖将新增“门店成长分”体系,给分数高的店铺提供更多流量扶持。二是,京东外卖今年将进一步推广“爆品包销”模式,即平台与品牌一起选品,平台对营销、运营和履约环节实行全托管,商家负责供货制作。三是,京东外卖将上线2026年营销日历,为商家制定更精准的活动玩法。

京东方面曾在财报电话会上多次提到,对于外卖业务,京东看重的是外卖业务与京东的核心电商零售业务、即时零售业务、物流业务等产生的巨大协同价值,例如在用户流量、购物频次、跨品类购物等方面带来增量贡献的同时,带动配送运力、技术、数据等方面的效率提升和成本下降。

在去年第三季度财报电话会上,京东方面认为,基于京东外卖业务的发展,以及与现有业务的有效协同,外卖业务成功达成了初期战略目标。

亿邦持续追踪报道该情报,如想了解更多与本文相关信息,请扫码关注作者微信。

文章来源:亿邦动力

广告
微信
朋友圈

这么好看,分享一下?

朋友圈 分享

APP内打开

+1
+1
微信好友 朋友圈 新浪微博 QQ空间
关闭
收藏成功
发送
/140 0