刘强东不需要“松弛感”

新闻原文：

互联网进入新周期，电商巨头都在追求更高效率，强调降本增效，讲究聚焦务实。但京东的人效比，却远远落后于拼多多和阿里。

京东近乎全网最低的人效比，让他紧张、不满甚至焦虑。

近日，京东创始人刘强东，在京东高管会上发表的一段话再次引发了广泛的讨论和热议。他说：“凡是长期业绩不好，从来不拼搏的人，不是我的兄弟。”这番话不仅道出了他对目前企业绩效的严格要求，更揭示了他对京东内部管理现状的严重不满。

互联网进入新周期，电商巨头都在追求更高效率，强调降本增效，讲究聚焦务实。但京东的人效比，却远远落后于拼多多和阿里。

截至2023年12月31日，拼多多拥有员工约1.3万人，阿里的员工总数为21.9万人，京东的员工总数超51.7万人（含物流一线员工）。刘强东的“兄弟”确实人数众多，已经是阿里的近2.4倍，拼多多的近40倍。

2023年，京东用51.7万员工实现收入10847亿元，单位员工营收210万元；阿里用21.9万员工实现收入8687亿元，单个员工一年创造396万元。拼多多去年营收2476亿元，单个员工一年创造收入快要逼近2000万元，业绩增长势如破竹。

可以看出，京东集团的人越来越多，但是效率却远远不及同行。

几天前，拼多多2024年一季度财报发布之后，营收利润双双超过预期，市值再度超越阿里巴巴，成为美股市值最高的中概股公司。但尴尬的不仅是阿里，拼多多的市值已然相当于4.7个京东。

市场正在无情的变迁。内忧外患下，刘强东很难不产生危机感。

一｜刘强东亲自下场整肃“大公司病”

京东正在酝酿一场自上而下的管理调整。

近日，京东内部发生了考勤调整、午休时间缩短、人员优化等一系列变动。这背后，是为了严格管理并遏止部分员工代打卡的行为和风气。

据悉，京东每月1.4万员工代打卡，甚至出现了代打卡微信群，代打卡一次收取15元，已经形成了产业链。有京东员工透露，有一些实习生两个月都不来，通过代打卡，骗走了公司1.5万元的工资。

这些问题无疑激怒了铁腕且务实的刘强东。

有消息称，京东内部确实在整体反思一下这个事件，该调整系管理层反思了过去4、5年间公司在管理上出现的失误，承认体系存在“大企业病”，管理上出现了严重问题，尤其在拼搏上有很大的懈怠。

“永远不会开除任何一个兄弟”刘强东的承诺言犹在耳。但到了今天，刘强东认为，京东相比其他互联网公司显得太过松散，缺乏拼搏精神，这种情况亟需改进。

5月26日，刘强东的内部讲话录屏突然在网上流传，他直言不讳的讲，无论是深入的行业还是内外部环境，京东永远不能允许大量员工“躺着睡大觉”。

刘强东称，“如果你的业绩好，你可以永远不需要去加班加点，公司永远是爱你的，永远给你非常好的收入待遇。如果你业绩没那么好，只达到了平均水平，你只要拼搏，公司永远不会辞退你。但是业绩不好，又从来不拼搏的人，这家公司永远不能容忍，公司一个都不能容忍，都会逐步通过各种手段全部淘汰出局。”

这次讲话中，刘强东再次谈到了他对“兄弟”的定义。

“我也知道每个人选择不一样，有的同事希望享受生活，生活第一、工作第二，不想拼。我也能理解，这样的选择也没有错。但只能说你不是我的兄弟，也不是我的敌人。我们不是一路人、不是一家人。我们不应该一起共事。你的存在会让我们拼搏的兄弟们利益严重受损，这对仍每天战斗、在加班加点工作的人，是不公平的。”刘强东讲。

同时，对于在前线“肉搏”的采销员工，刘强东则大方的给所有人进行了加薪。

刘强东称，公司各项参数稳住了下滑的势头，4月份的利润比一季度的表现还要好很多。所以决定将对所有采销C1、C2、C3三个层级的管理者，现金薪酬最低涨幅20%。其中，C1和C3层级平均涨幅30%，最高50%；C2层级平均涨幅50%，最低涨幅30%，最高100%。

同时，自2024年7月1日起，通过一年半时间，京东采销年度固定薪酬由16薪提升至20薪，业绩激励上不封顶。

对于京东这次声势浩大的组织整肃，社交媒体上产生了截然不同的两种声音。

一种认为刘强东已经做到了仁至义尽。“京东已经快成为北京的养老厂了，能不能重新唤起大家的积极性，下坡转上坡，就看管理者的魄力了。”另一部分则表示质疑，认为这些措施过于苛刻，可能会影响员工的工作生活平衡。

正值618重要节点，本应全力备战大促的京东，此时创始人亲自下场强调“纪律”和“军心”，无疑是对“大公司病”的正式宣战，肃内部效率上的决心和力度可见一斑。

有投资人曾这样形容，刘强东是一头狮子带着一群绵羊打仗，绵羊打着打着就变成了狼。但京东上市已经十年，总经理可能就有成百上千个，很多人拥有了股权和优渥薪酬，红利吃饱的人不可能与白手起家的人斗志相同，正逐步失去“狼性文化”，缺乏战斗力和服务意识。

但电商市场仍面临着极为复杂的竞争局面，稍不谨慎就有可能被市场无情淘汰。

面对导致企业缓慢和低效的“大公司病”，京东如果不能尽快劈开管理上混混沌沌的一潭死水，这些问题一定会在日后影响企业的运营效率、创新能力、竞争力和可持续发展。

二｜为了增长，为了生存

京东强调降本增效的最终目的——为了增长，为了生存。

从京东2024年一季报中可以看到，收入2600亿元，净利润89亿元，净利率只有3.4%左右。而拼多多一季度收入868.1亿元，净利润达到280亿元，净利率达到了32%。

再往前推，2022年全年，京东集团净收入达10462亿元，净利润达282亿元，净利率2.7%；而2023年全年，京东集团收入10846.62亿元；归母净利润241.67亿元。净利率2.22%。也就是说，京东已经出现了净利润率下滑的趋势，这对企业来说是一个严重的警示信号。

2024年一季度，拼多多的经营利润为259.7亿元，同比飙升274.7%，超过京东和阿里的总和；京东的经营利润为77亿元，同比增长20.3%；阿里巴巴的经营利润为152.4亿元，同比增长3.2%。

再看活跃用户数：阿里2022财年全球年度活跃消费者13.1亿；京东未公布2022年数据，但截至2022年第三季度末，其活跃用户数量为5.883亿；拼多多截至2022年3月31日的年活跃买家数为8.819亿。

以种种数据来看，京东还远没到能够“躺平”的时候，反而必须重燃斗志设法自救。

电商企业已经从成长期进入成熟期，而成熟期的企业需要从内部管理中挖掘增长潜力。不管是京东曾经存在的派系问题，还是现在团队的进取心以及公司上下整体的效率低下问题，这些都是京东急需要改进的问题。

京东对“大公司病”的警觉并非一日之寒。

2019年互联网发展整体放缓，刘强东就曾强力出手，在京东内部打响了“贬功臣，抑兄弟”的一轮人事改革，对公司架构进行自上而下的清理洗牌。

他提到，“人员急剧膨胀，发号施令的人愈来愈多，干活的人愈来愈少……这样下去，京东注定没有希望！公司只会逐渐被市场无情淘汰！”“京东现在混日子的越来越多，干活的越来越少，混日子的不是我兄弟，一起拼杀于江湖的才是！”

随即，他推出了一系列的铁腕举措——宣布淘汰10%的高管、裁员、取消快递员底薪…那段时间，京东CTO张晨、CLO（首席法务官）隆雨、CPO（首席公共事务官）蓝烨相继离职。这些人，曾是刘强东下力气挖来的，其中不乏让刘四度访贤才同意加入。

一系列的主动求变让京东暂时稳住了阵脚。2019年京东全年实现净利122亿元，2018年则是亏损250亿元。

实际上，“大公司病”对所有大型企业而言都是一种煎熬，艰难掉头的不仅京东一家。

5月23日，阿里在发布2024财年年报的同时，也公开了一封由阿里巴巴董事长蔡崇信和CEO吴泳铭联合署名的致股东信。信中不仅展望了阿里的未来战略和经营方向，更坦诚地承认，在过去的25年里，阿里也患上了“大公司病”，并坚定表示将对其进行彻底的治疗。

从阿里最新公布的财报可以看出，越来越多的员工被这艘“大船”甩了出去，一季度阿里少了超1.4万人，与两年多前的高峰期相比，更是直接少了5.4万人。

自2021年底，阿里巴巴员工数量达到259316人的历史高位后，这家巨头开始了连续9个季度的人员收缩和降本增效。截至2024年3月底，阿里巴巴员工数已经减到了204891人，两年多的时间里少了54425人。

富而即安、老气横秋，小到一个公司，大到一个朝代，都是一项人力资源改造的常课、难课。强硬如刘强东，往往会选择亲自“抡起大锤砸铁锈”。

“相信没人想加入一个烂的公司、没有未来的公司，没有人希望这公司全部在躺平、在睡大觉，没有激情、没有热情、没有梦想、没有荣耀的公司，相信真正是我的兄弟，不会希望京东变成这样。”刘强东讲。

但无一例外的是，犹如头狼一般警觉和具有忧患意识的刘强东，每次他重提“兄弟论”时，都是对这片市场严肃的警告。

新闻译文：

As the Internet enters a new cycle, e-commerce giants are pursuing greater efficiency, emphasizing cost reduction and efficiency increase, and focusing on pragmatism. But JD.com lags far behind Pinduoduo and Alibaba in terms of cost-effectiveness.

JD's almost lowest user performance ratio on the entire network makes him nervous, dissatisfied, and even anxious.

Recently, a statement made by JD founder Liu Qiangdong at the JD executive meeting has once again sparked widespread discussion and discussion. He said, "Those who have poor long-term performance and never strive are not my brothers." This statement not only expresses his strict requirements for the current performance of the company, but also reveals his serious dissatisfaction with the internal management status of JD.com.

As the Internet enters a new cycle, e-commerce giants are pursuing greater efficiency, emphasizing cost reduction and efficiency increase, and focusing on pragmatism. But JD.com lags far behind Pinduoduo and Alibaba in terms of cost-effectiveness.

As of December 31, 2023, Pinduoduo has approximately 13000 employees, Alibaba has a total of 219000 employees, and JD.com has a total of over 517000 employees (including frontline logistics employees). Liu Qiangdong's "brothers" are indeed numerous, nearly 2.4 times that of Alibaba and nearly 40 times that of Pinduoduo.

In 2023, JD.com achieved a revenue of 1084.7 billion yuan with 517000 employees and a revenue of 2.1 million yuan for unit employees; Alibaba achieved a revenue of 868.7 billion yuan with 219000 employees, with individual employees generating 3.96 million yuan annually. Pinduoduo's revenue was 247.6 billion yuan last year, with individual employees generating nearly 20 million yuan in annual revenue, and its performance growth was unstoppable.

It can be seen that JD Group has more and more people, but its efficiency is far inferior to its peers.

A few days ago, after the release of Pinduoduo's Q1 2024 financial report, both revenue and profit exceeded expectations, and its market value once again surpassed Alibaba, becoming the highest valued Chinese concept stock company in the US stock market. But it's not just Alibaba that's awkward, Pinduoduo's market value is already equivalent to 4.7 JD.com.

The market is undergoing merciless changes. Under internal and external troubles, it is difficult for Liu Qiangdong not to feel a sense of crisis.

1. Liu Qiangdong personally stepped down to rectify the "big company disease"

JD.com is brewing a top-down management adjustment.

Recently, there have been a series of changes within JD.com, including attendance adjustments, shortened lunch breaks, and personnel optimization. Behind this, it is to strictly manage and curb the behavior and culture of some employees checking in on behalf of others.

It is reported that JD.com has 14000 employees checking in on behalf of its employees every month, and even has a WeChat group for checking in on behalf of others, charging 15 yuan per check-in, which has formed an industrial chain. A JD employee revealed that some interns did not come for two months and cheated the company of 15000 yuan in salary by checking in on behalf of them.

These issues undoubtedly angered the iron fisted and pragmatic Liu Qiangdong.

It is reported that JD.com is indeed reflecting on this incident as a whole. The adjustment is due to the management's reflection on the company's management mistakes in the past 4 to 5 years, acknowledging the existence of "big enterprise disease" in the system and serious problems in management, especially significant negligence in hard work.

Liu Qiangdong's promise of never firing any brother is still in his ears. But today, Liu Qiangdong believes that JD is too loose and lacks the spirit of struggle compared with other Internet companies. This situation needs to be improved urgently.

On May 26th, Liu Qiangdong's internal speech recording suddenly circulated online. He bluntly stated that whether it is in the industry or the internal and external environment, JD.com can never allow a large number of employees to "lie down and sleep".

Liu Qiangdong said, "If your performance is good, you can never need to work overtime. The company will always love you and provide you with very good income and treatment. If your performance is not so good and only reaches the average level, as long as you work hard, the company will never dismiss you. However, the company can never tolerate people with poor performance who never work hard. The company cannot tolerate anyone and will gradually eliminate them through various means."

In this speech, Liu Qiangdong once again talked about his definition of "brother".

"I also know that everyone has different choices. Some colleagues hope to enjoy life, prioritize work, and don't want to work hard. I can understand that such a choice is not wrong. But it can only be said that you are not my brother, nor my enemy. We are not the same people, not a family. We should not work together. Your presence will seriously damage the interests of our fighting brothers, which is unfair to those who still fight every day and work overtime." Liu Qiangdong said.

At the same time, Liu Qiangdong generously gave everyone a salary increase for the frontline sales and procurement employees who were engaged in hand to hand combat.

Liu Qiangdong said that the company's various parameters have stabilized the downward trend, and the profit in April was much better than the performance in the first quarter. So it has been decided that all purchases and sales of C1 Managers at the C2 and C3 levels will receive a minimum cash compensation increase of 20%. Among them, The average increase in C1 and C3 levels is 30%, with a maximum increase of 50%; The average increase in C2 level is 50%, with a minimum increase of 30% and a maximum increase of 100%.

Meanwhile, starting from July 1, 2024, within a year and a half, JD's annual fixed salary for procurement and sales will be increased from 16 to 20, with no ceiling on performance incentives.

There are two completely different voices on social media regarding JD's massive organizational purge.

One belief is that Liu Qiangdong has achieved the utmost benevolence and righteousness. "JD.com is almost becoming a retirement factory in Beijing. Whether it can arouse everyone's enthusiasm again and turn from downhill to uphill depends on the courage of the managers." Another part expressed doubts, believing that these measures are too harsh and may affect the work life balance of employees.

At the important milestone of 618, JD.com should have been fully prepared for the big promotion. At this time, the founder personally emphasized "discipline" and "military morale", which is undoubtedly a formal declaration of war against the "disease of the big company". The determination and strength to eliminate internal efficiency can be seen.

An investor once described Liu Qiangdong as a lion fighting with a group of sheep, and the sheep turned into wolves as they fought. But it has been ten years since JD went public, and there may be hundreds or even thousands of general managers. Many people have equity and generous salaries, and those who are satisfied with dividends cannot have the same fighting spirit as those who started from scratch. They are gradually losing their "wolf culture" and lack combat effectiveness and service awareness.

However, the e-commerce market still faces extremely complex competitive situations, and a slight lack of caution may lead to being ruthlessly eliminated by the market.

Faced with the "big company disease" that leads to slow and inefficient enterprises, if JD.com cannot quickly break through the stagnant management, these problems will definitely affect the operational efficiency, innovation ability, competitiveness, and sustainable development of the enterprise in the future.

2 | For growth, for survival

JD emphasizes the ultimate goal of cost reduction and efficiency improvement - for growth and survival.

From JD's Q1 2024 report, it can be seen that the revenue was 260 billion yuan, the net profit was 8.9 billion yuan, and the net profit margin was only about 3.4%. Pinduoduo's revenue in the first quarter was 86.81 billion yuan, with a net profit of 28 billion yuan and a net profit margin of 32%.

Moving forward, in 2022, JD Group's net revenue reached 1046.2 billion yuan, net profit reached 28.2 billion yuan, and net profit margin was 2.7%; In 2023, JD Group's total revenue was 1084.662 billion yuan; The net profit attributable to the parent company was 24.167 billion yuan. The net profit margin is 2.22%. That is to say, JD has shown a trend of declining net profit margin, which is a serious warning signal for enterprises.

In the first quarter of 2024, Pinduoduo's operating profit was 25.97 billion yuan, a year-on-year increase of 274.7%, exceeding the total of JD and Alibaba; JD's operating profit was 7.7 billion yuan, a year-on-year increase of 20.3%; Alibaba's operating profit was 15.24 billion yuan, a year-on-year increase of 3.2%.

Looking at the number of active users again: Alibaba's annual global active consumers for the fiscal year 2022 were 1.31 billion; JD.com has not released data for 2022, but as of the end of the third quarter of 2022, its active users were 588.3 million; As of March 31, 2022, Pinduoduo had an annual active buyer count of 881.9 million.

Based on various data, JD.com is far from being able to "lie flat". Instead, it must reignite its fighting spirit and try to save itself.

E-commerce enterprises have entered a mature stage from a growth stage, and mature enterprises need to tap into their growth potential through internal management. Whether it's the factional issues that JD once had, or the current team's ambition and overall inefficiency of the company, these are all urgent issues that JD needs to improve.

JD's vigilance against "big company diseases" is not overnight.

In 2019, when the overall development of the Internet slowed down, Liu Qiangdong made a forceful move to launch a round of personnel reform within JD that "demoted the meritorious officials and suppressed the brothers", and to clean up and shuffle the company structure from top to bottom.

He mentioned, "With the rapid expansion of personnel, there are more and more people giving orders, and fewer and fewer people working... If this continues, JD.com is destined to have no hope! The company will only gradually be ruthlessly eliminated by the market!" "JD.com is now living more and more, working less and less. It is not my brother who lives together, but those who fight in the martial arts world!"

Subsequently, he launched a series of iron fisted measures - announcing the elimination of 10% of executives, layoffs, and cancellation of the basic salary for couriers... During that period, JD CTO Zhang Chen CLO (Chief Legal Officer) Long Yu CPO (Chief Public Affairs Officer) Lan Ye has resigned one after another. These people were once dug up by Liu Qiangdong with great effort, and some of them agreed to join after Liu's four visits to the wise.

A series of proactive changes have temporarily stabilized JD.com. In 2019, JD.com achieved a net profit of 12.2 billion yuan for the entire year, while in 2018, it incurred a loss of 25 billion yuan.

In fact, the "big company disease" is a torment for all large enterprises, and it is not just JD that is struggling to turn around.

On May 23rd, while releasing its 2024 annual report, Alibaba also released a letter to shareholders jointly signed by Alibaba Chairman Cai Chongxin and CEO Wu Yongming. The letter not only looks forward to Alibaba's future strategy and business direction, but also candidly acknowledges that in the past 25 years, Alibaba has also suffered from the "big company disease" and firmly states that it will undergo thorough treatment.

From Alibaba's latest financial report, it can be seen that more and more employees have been left behind by this "big ship". In the first quarter, Alibaba lost more than 14000 people, and compared to the peak period more than two years ago, it was 54000 fewer people.

Since the end of 2021, when the number of employees at Alibaba reached a historic high of 259316, the giant has started nine consecutive quarters of personnel contraction and cost reduction to increase efficiency. As of the end of March 2024, the number of employees on Alibaba has decreased to 204891, a decrease of 54425 in over two years.

Rich yet secure, old and mature, from small companies to large dynasties, are common and difficult lessons in human resource transformation. Being as tough as Liu Qiangdong, he often chooses to personally "swing a sledgehammer and smash rust".

"I believe no one wants to join a bad company, a company with no future, no one wants this company to be lying flat, sleeping soundly, without passion, passion, dreams, or glory. I believe it's truly my brother and I don't want JD.com to become like this," said Liu Qiangdong.

But without exception, Liu Qiangdong, who is as alert as a wolf and has a sense of danger, always gives a serious warning to this market when he mentions the "brotherhood theory" again.

句子分析1：

E-commerce enterprises have entered a mature stage from a growth stage, and mature enterprises need to tap into their growth potential through internal management.

句子成分分析：

E-commerce enterprises have entered a mature stage [from a growth stage], || and mature enterprises need to tap into their growth potential [through internal management].

句子语法结构详解：

* entered 为谓语，采用现在完成时。
* and 为并列连词，连接并列句。
* need 为谓语，采用一般现在时。
* to tap 为不定式，作宾语。
* their 为形容词型物主代词。have 为助动词。a 为不定冠词。

相关语法知识:
   时态
   并列连词
   不定式
   助动词 | 物主代词

句子相关词汇解释：

Vocabulary: