京东商城：360度成长之路

After two big transformations from “counter business” to chain business and from an offline entity to an online retail business, JD.com had become a well-known comprehensive online shopping platform in China. In April 2011, JD.com had just completed a $1.5 billion round of funding, and chairman and CEO Liu Qiangdong was thinking over some core issues of JD.com’s development: How should JD develop more customers while inspiring and maintaining their loyalty? How should the company achieve balanced development after synthesizing its commodity categories? In the increasingly fierce competition, what should JD do to build a more powerful position? And how should it reconcile the profit expectations of shareholders in this process? While focusing on these questions, this case analyzes the state of competition in the Chinese online retailing market and the operation mode of the JD.com, as well as the challenges and difficulties faced by JD.com. This case is suitable for strategic management, operations management, and other courses for MBA and EMBA students.