不停扩张的京东

最早接触京东是2008年，当时是想买个液晶显示器，考虑到中关村黑店太多，淘宝假货盛行，品质没保障，恰逢此时有朋友介绍京东，虽然当时我还是半信半疑，后来看到能自提，便去网购了一次。结果很满意，完美屏，价格也很低。之后我大都在京东网购，期间虽也出现过产品质量问题，但京东解决方法基本令我满意。     

京东商城 用物流抬高电商的门槛

京东比别人多走了一步，将物流最大程度地控制在自己手里，从全部的仓储到大部分的配送都由京东自己的团队来完成，这样京东完成了对整个供应链链条的控制。不过京东自建物流的更深层次的原因则是京东要将物流从成本控制中心转变成未来新的盈利点。     

基于熵值法的某烟草物流中心送货强度评价方法研究

物流配送是烟草企业关键的业务环节,配送模式决定了配送服务质量的高低,也是企业降低经营成本、提高竞争力的关键。然而,由于缺乏科学评价指标的指导,某烟草企业仍采用人、车、路线固定的配送模式。为解决该问题提出了以熵值法为核心的送货强度评价方法。该方法通过建立面向不同对象的送货强度评价指标体系,并基于熵值法确定各指标权重,来计算送货线路、驾驶员和送货员的送货强度,最后将某烟草公司作为评价实例验证了该方法的可行性,为物流运力管理与调整提供了科学的指导标准。     

京东变了 扩张快投诉激增正品形象不再

作为国内知名B2C电商,京东一直以"正品低价配送及时"的良好口碑立足于电商领域。自2013年以来,随着京东平台化战略的加速,其第三方卖家数量不断增加,京东也渐渐成为一家直营与第三方商家互补的大型电商平台,其商品种类与规模均达史上最高。在今年京东的"6·18"十周年店庆活动中,京东当日订单量更达到史无前例的300万单,可以想见其火爆程度。然而,第三方的蜂拥入驻与火爆的店庆活动虽然给它带来了可观的订单与销售额,但随之而来的消费投诉问题也日益突出,这些投诉纷纷指向京东曾为之自豪的物     

基于交叉变异法的某烟草企业送货线路强度计算方法研究

在设定配送周期时,由于缺乏有效的评价标准,导致配送周期选择上的不科学、不合理,不能很好地量化指标体现公平性。提出了以交叉变异法为核心的送货强度评价方法。该方法通过建立面向不同对象的送货强度评价指标体系,并基于交叉变异法确定各指标权重,建立配送服务标准模型来计算送货线路、驾驶员和送货员的送货强度,最后以某烟草公司作为评价实例验证了该方法的可行性。并给出指导意见。     

十万个为什么

Q京东商城为什么取消全场免运费政策?A 11月22日下午,刘强东发微博预告:今晚我要挨大家骂了!唉……就在大家猜测之际,傍晚时分,京东商城发布配送政策调整公告称:从2011年11月25日起,对金额不足39元的订单收取5元运费。而钻石级和双钻级用户可以继续享受全场免运费的特别优惠。京东商城的官方解释是:为确保配送服务的质量+让消费者得到更高品质的配送服务+参照行业做法。而很多媒体解读为:京东IPO遇挫+电商业遭遇资本寒冬+成本居高不下。其实,更深层次的原因恐怕是刘强东在为明年的上市布局。所以,39元以下订单加收5元运费,只是这一系列布局的一小步而已。而且,按照京东客单价400多元来计算,39元以下订单的比重极小,实际影响远远小于传播影响。所以,这只是一个试探性举措。接下来京东的更大举措一定是进一步提高物流业务的     

电子商务时代的城市配送

我今天想跟大家讨论两个问题,第一,为什么未来三到五年我们必须要做电子商务的配送？第二,最新的也是最好用的信息技术能给我们做电子商务的物流带来什么好处？     

服务没有终点,只有新起点——京东售后服务再升级众多特色服务

京东有几个业内知名的特色服务产品,是快速有效解决商品问题的法宝。比如7天无理由,根据新《消法》要求,实现在时效、品类、问题情况方面完全遵循新消法,从2014年开始试行就在不断调整无理由的范围,如今已经有部分商品远超于7天无理由的服务范围,为消费者提供更加安心、放心的服务。众所周知,京东配送时效是业内有口皆碑的,即使是过年也正常为消费者提供服务,京东售后依托     

保畅稳链助攻跨境618

<正>“今年618京东国际各项特色业务成交额增幅明显,京东免税业务成交额同比增长20倍,代购项目成交额同比增长超过7倍。”近日,京东国际供应链负责人黄俊腾向《中国物流与采购》杂志透露。而取得这样的成绩,离不开京东国际物流在全球搭建的仓网协同解决方案和海外干线精准布局以及末端配送体系。同样,菜鸟国际供应链总经理赵剑表示,在全球疫情带来的诸多不确定因素下,菜鸟将与物流伙伴一起发动海陆空运力,全力保障进出口物流供应链畅通,让跨境电商的货物能“进得来、出得去”。     

每月要闻·企业物流

京东商城2012年12月14日宣布，公州预计2012年在物流方面投入超过36亿元，目前京东商城的仓储面积已超过100万平方米。据了解，自2007年起．京东商城就开始建设自有的物流体系。目前，京东在全国已建成25个城市仓储中心，储备产能每日超过120万单，在360座核心城市建有850多个自营配送站、300多个自提点，构建起比较完善的供应链体系。     

Options as a Marketing Tool: Pricing a Promotional Scheme for a Product with a Secondary Market

Adding options to durable products allows new opportunities for manufacturers and retailers in markets with a secondary market to create better segmentation schemes, provide creative means to differentiate their products and services, and increase the value they offer consumers. This raises the need for sellers to properly price such options. This work presents a few examples of incentive programs for the car industry, develops models and calculates their cost to the seller, demonstrating the applicability of the proposed methodology. Our numerical results indicate that such options are surprisingly inexpensive for car manufacturers and dealers. Copyright © 2015 John Wiley & Sons, Ltd.     

营销团队建设“三步曲”

“铁打的保险公司，流水的保险代理人”，保险公司各级主管在这边马不停蹄不遗余力地增员，报纸、网站上的代理人招聘广告铺天盖地满天飞扬，不停地面试，然后不停地办理入职手续。业务员却在那边不间断地流失和“阵亡”，好不容易搭建起来的营销团队，一不留神就没有了，主管们又重新变成“光杆司令”了，只好孤军奋战，还有那些“没走”的，也就是处于名存实亡状态的“睡眠代理人”。新面孔不断出现，“不老的面孔”不断地消失，人员的频繁进出构成保险公司营销部门一道独特的行业风景线。请看——[编者按]     

Advertising a product to face a competitor entry: a differential game approach

We analyze a market in which advertising is the dominant marketing tool to create market share. We assume that an incumbent firm dominates the market during an initial stage, and that a new competitor is going to enter the market. In particular, we analyze the different advertising policies that the incumbent firm can adopt, before and after the entry of the rival. We explore three possible behaviours. In the first scenario the firm knows that the competitor will arrive at a given instant. In the second one we assume the original firm to be surprised, in the sense that it does not anticipate the entry of the opponent either because it does not expect the competitor to arrive, or it is not prepared to react before the entry takes place. Finally, in the third scenario, the original firm knows that the competitor will enter at a constant rate. We characterize a differential game model and compare the firms’ behaviours in a strategic perspective.     

Reevaluating waste as a resource under a circular economy approach from a system perspective: Findings from a case study

The circular economy (CE), definable as a system focused on the reorganization of material, information, and energy flows to achieve greater resource efficiency through the reuse, remanufacturing, and recycling of materials, is a concept widely discussed by practitioners and scientists of many disciplines. Waste recycling is integral to the CE, but there are still few articles focused on waste, and only few studies shed light on CE implementation at the company level. This paper focuses on a particular type of waste, that is, absorbent hygiene products (AHPs), which represents a nonnegligible fraction of municipal solid waste, considered an increasingly serious global challenge. We conducted our analysis on FaterSMART, an Italian firm that developed a unique worldwide technology able to totally convert AHP raw material wastes into recyclable materials, under a CE approach. The case study findings are based upon semi-structured interviews, direct observations, and analysis of FaterSMART's archival documents and are analyzed according to a framework developed for the research and focused on the place of waste from a linear economy, in which waste is considered a burden to CE, in which waste is considered a resource. The latter case is what we found that happens at FaterSMART. FaterSMART's findings could contribute to open up new management scenarios and stimulate further research into how this and similar types of technology will help societies to change from the “use-it-once-and-throw-it away” mentality of linear business models to the sustainable CE model that fully conceptualize waste as a resource for the system.     

Between a rock and a hard place: managing diversity in a shareholder society

This study examines whether the appointment of racial/ethnic minorities into top management positions has a different impact on share price than the appointment of Caucasians into equivalent positions. Our dependent variable is the degree of change in share price following the announcement of racial/ethnic minority and Caucasian men into senior management positions. Market reaction to the naming of racial/ethnic minorities into corporate leadership positions is significant and negative, while the market's reaction to the naming of Caucasians is significant and positive. However, the negative market reaction to the appointment of racial/ethnic minorities into top management positions is mitigated in those firms that have explicitly incorporated diversity into their strategic growth plan. Our findings suggest that to successfully introduce diversity into upper management, firm decision makers must first signal the importance of diversity to market actors.     

Simulation of a blood-inventory-bank system in a hospital

A blood-bank inventory system has been analysed viewing it as an inventory-hank system where the demand forecasting forms a part of the inventory model. A simulation model incorporating the “desired-beginning-inventory-level” policy has been used for the analysis of system-performance. Optimal inventory policy-guidelines have been suggested for a hospital blood-bank using blood shortage and blood out-dating as the two important components of the measure of effectiveness. Numerical results have been given.     

一个人和一本杂志的奇迹

曾经接近倒闭的台湾《商业周刊》在俞国定手中奇迹般地成为今天台湾业界发行量、广告额排名第一的杂志。他掌握了媒体成功的秘笈了吗?     

Congestion in a city with a central bottleneck

We consider dynamic congestion in an urban setting where trip origins are spatially distributed. All travelers must pass through a downtown bottleneck in order to reach their destination in the CBD. Each traveler chooses departure time to maximize general concave scheduling utility. We find that, at equilibrium, travelers sort according to their distance to the destination; the queue is always unimodal regardless of the spatial distribution of trip origins. We construct a welfare maximizing tolling regime, which eliminates congestion. All travelers located beyond a critical distance from the CBD gain from tolling, even when toll revenues are not redistributed, while nearby travelers lose. We discuss our results in the context of acceptability of tolling policies.     

Without a vision, a business may perish

The process described is not only viable for a company, but also can be used by any group that is gathered to perform any task. The process serves to explore strengths and weaknesses so the group can use one and shore up the other. It looks at the outside forces that may affect the work and allows the group to place its effort in the areas it can influence. By looking at what is or about to occur, the process may be able to create synergism or prevent disaster. A vision or direction statement that many if not all had some input into is easier to understand and support. Referral to these benchmarks or compass points makes the journey easier.