Beyond selling goods, JD has become a gathering place for new product marketing.
Perhaps some people still remember the Starbucks cups that became extremely popular from the end of last year to the beginning of this year.
The new products in the "Sweet Berry Moments Series", which feature healing elements such as strawberries and rabbits, were well - received as soon as they were launched. The pre - sale of 2,500 limited - edition rabbit mugs was sold out on the first day, and all 10 cup models in the whole series were snapped up within a few days after the official launch. Several of them were even resold at several times the original price on third - party platforms.
Starbucks "Sweet Berry Moments Series" water cups
The main reason for the great success of Starbucks' new products this time lies in the in - depth cooperation with JD.com. "In the past, launching new products was like taking a gamble. Now, JD.com uses data and integrated marketing resources to help us reduce the risk of trial and error." In the view of the person in charge of Starbucks' e - commerce, the success of this new product launch was not accidental. Instead, as a platform, JD.com actively intervened and provided a complete set of full - link strategies from early user insights to in - station and out - station coordinated promotion.
Behind the sales explosion of Starbucks' "Sweet Berry Moments Series" products, JD.com not only was responsible for testing data and providing marketing resources but also collaborated with Xiaohongshu influencers to create a large amount of "recommendation" content, integrating the products into users' daily lives.
There are more examples beyond Starbucks. For instance, in the process of refining the new product of Little Swan's Little Plum 3.0, JD.com used data to reverse - promote the optimization of product and marketing strategies and provided all - round exposure resources both online and offline. When promoting the new range hood of Vatti, JD.com used the simulation experiment ability of the New Product Innovation Center (JDIC) and found that the target users were most concerned about high suction power rather than ultra - thin design. Based on this, the brand adjusted its selling points, and the conversion rate increased by more than 2 times...
From these examples, we can see that JD.com is reconstructing the logic of brand new product launches through digital and marketing capabilities. The signal was even more obvious at the 2025 JD New Product Annual Ceremony held on April 15th this year.
The scene of the 2025 JD New Product Annual Ceremony
Behind the 250 million users who bought new products, the certainty of JD's new products becoming blockbusters is emerging
"Launching new products is a kind of ability to respond to'market changes' and is the gene for the long - term survival of a category." Marketing masters Les Binet and Peter Field share a common view. They believe that in the face of competition, the reason for the failure of many products and brands is that they fail to keep up with the evolution of market changes and user needs.
In more popular terms, whoever can master the ability to make new products successful will gain the first - mover advantage in growth. This is a classic argument that is always relevant. After all, brands know that new products are not only the growth engine but also the source of profit and the most direct way to connect with consumers.
Recently, iResearch released insights into new product trends based on consumer surveys. The survey data shows that consumers generally have a strong willingness to try new products. In terms of the frequency of paying attention to new product information, 65% of consumers said they pay attention every week. Most consumers rely on the recommendation systems of e - commerce platforms to keep track of new product information, and social media and official websites have also become important sources of information.
However, in the era of fragmented information, consumers' attention has become a scarce resource. Brands face multiple difficulties when launching new products: the cost of launching new products is getting higher, and the cost of failure is getting greater; consumers' needs are becoming more and more changeable, making it difficult to predict the effectiveness of product recommendations; the market is highly competitive, and the life cycle of new products is getting shorter...
"Regarding new product launches, no one knows if the logic that worked last year will still work this year." Yin Xianhe, the e - commerce minister of Midea's washing machine division, sighed to 36Kr. This is a collective anxiety in the industry. New products are the lifeline of a brand, and it is not easy to make consumers pursue new products. "Launching new products" is not just about solving the problem of traffic but a comprehensive matter that integrates market research, product development, and marketing promotion.
Understanding "new product launches" has become a competitive advantage.
The efforts of platforms have gradually become the preferred choice for brands to shift their business paths. According to the data revealed at the 2025 JD New Product Annual Ceremony, JD.com has achieved remarkable results in the field of new products. In 2024, more than 250 million users bought new products on JD.com. The number of merchants participating in new product launches increased by 130% compared with 2023, and the number of new product releases increased by 160% compared with 2023.
At the same time, through user surveys, iResearch found that when consumers choose the preferred platform for buying new products, 78% of them choose JD.com as their first choice. Product quality, service guarantee, and logistics speed are the main reasons for choosing JD.com to buy new products.
JD.com's ambition for new products is obviously greater. At this new product annual ceremony, JD.com announced two major moves, sending clear signals. Firstly, it announced the official upgrade of "JD Magic Cube" to "JD New Products", and added a "New Products" entrance at the top of the APP homepage. The entrance to the channel is more obvious, further enhancing the position of new products. Secondly, JD.com launched the "Hundred - Billion - Thousand" plan for new product growth: In 2025, it will increase investment by providing 10 billion in traffic and 10 billion in funds, and comprehensively upgrade its marketing and digital capabilities to achieve annual sales of over one million for 60,000 new products, over ten million for 6,000 new products, and over one hundred million for 600 new products. JD.com said that in 2025, it will increase cooperation with brand new products by 40% in terms of the number of high - profile new product collaborations.
It can be seen that JD.com is turning the "operation" of new products into a standardized and efficient process system, making the certainty of new products becoming blockbusters more obvious. JD.com is no longer just a platform for selling new products but also a marketing platform for new products.
Digital capabilities lead the transformation, and JD's new product explosion wins with efficiency
Ultimately, what does brand new product launch depend on? It depends on accurate user insights, conversion efficiency, cost control, and the ability to manage the entire product life cycle. This means that today's "new product launch" is no longer an isolated battle but a systematic project that requires precise coordination.
The difference in the underlying logic of the platform constitutes the uniqueness of JD's new products - on JD.com, new products achieve stable conversion not by "relying on luck with traffic" but by "precise matching of people, products, and scenarios": Users naturally trust JD.com's guarantee of genuine products and service capabilities and are willing to pay for innovation. JD.com also has a large number of high - net - worth users who prefer "ritual - based consumption" and value brand power and trust endorsements more. The continuous activities, promotions, 10 - billion subsidies, and flash sales on JD.com ensure that new products can "be sold well and maintain sales volume", continuously providing long - tail vitality for new products.
As a full - domain marketing platform for new products, JD.com, through the new model of "ecosystem co - construction", has jointly completed the "co - creation + resonance" of the entire life cycle of new products with brands. Through continuous upgrades of marketing and digital capabilities, JD.com has pushed new products towards more certain success from the very beginning of project establishment, turning the cold start of new products from a "blind choice" to a "precise strike", improving the cold - start efficiency and facilitating the efficient success of new products.
For example, in the new product launch event of Dior Beauty's Qixi Festival gift collection last year, JD.com used tools such as target audience selection, new product simulation material testing, and trial product distribution to help the brand target high - potential users with a high intention to buy gifts. The main perfume series new products ranked first in both sales and traffic in the perfume category on the event day, helping the Dior brand to stay at the top of the perfume and cosmetics category.
Miss Dior perfume series
On the other hand, such "precise strikes" can go even further. The long - standing research and decision - making cycle in traditional new models does not fit the current situation. In the digital age, everything starts with data. At this year's new product ceremony, JD.com announced the launch of the JDIC (JD New Product Innovation Center) and the Trial Center. The purpose is to use digital technology as the foundation to intervene in the brand's R & D process in advance, helping them optimize product directions and create new products that better meet user needs.
This has become an important entry point for brands to make their new products successful. "Users are voting with data, and all brands need to do is understand them," sighed the person in charge of Starbucks' e - commerce. Before the launch of the "Sweet Berry Moments Series" products, JD.com's new product incubation team provided four new product designs based on user preferences, spring gift - giving scenarios, and high - frequency words on JD.com. Tests showed that these designs had a very high probability of becoming blockbusters.
After the promotion of the new products started, different in - station resources such as the JD.com homepage, search and recommendation, and the new product channel became "amplifiers" for the new products. They coordinated with out - station platforms such as Xiaohongshu to introduce traffic, and finally, the products sold out within a few days of pre - sale and official launch, greatly increasing the success rate of new products. Data shows that the sales achievement rate of Starbucks' "Sweet Berry Moments Series" new products on the first day of their debut on JD.com reached 384%, and the overall achievement rate within 30 days of launch also exceeded 196%. This was also the first time that Starbucks truly created a popular lifestyle product through e - commerce.
Starbucks' Sweet Berry Moments Series water cups won an award at the JD New Product Annual Ceremony
This year, JD.com will also upgrade its new product IP matrix, including the new product channel, high - profile new product days, brand openings, new product seasons, gift seasons, and limited - edition product lotteries, providing a more efficient conversion platform for brand new product launches. Among them, the limited - edition product lottery, as a pre - launch tool for high - profile new products, is also a "magic weapon" to help brands attract members, truly making new products popular before they are even on sale.
JD.com's new products not only have an obvious advantage in the efficiency of making new products successful. According to data, the return on investment is also extremely impressive. The return on investment for some brands promoting new products on JD.com has exceeded 100 times at most.
Don't be a "traffic porter", be an "amplifier" of new product value
Data and user insights are the cornerstones of new product success. For new products to have a long - lasting explosion, more powerful resource integration and all - around marketing are needed. JD.com provides brands with a one - stop new product solution to help them achieve this goal.
Through in - station and out - station coordination, JD.com has built a full - domain content marketing platform for new product promotion: within the station, content ecosystems such as live - streaming and short - videos cover users; outside the station, it has connected the data links of content platforms such as Xiaohongshu and deepened cooperation with Xiaohongshu at the end of April, launching the "New Product Channel Xiaohongmeng Plan" to continuously strengthen cross - platform operations. Currently, JD.com's new product channel also has the ability to undertake star collaborations, including star - themed interface customization and star AI voice calls, helping brands harvest the fan economy.
Take the highly competitive mobile phone category as an example. In February last year, Xiaomi chose to debut its new mobile phone, the Xiaomi 14 Ultra, on JD.com. JD.com integrated in - station resources such as the homepage splash screen, search, and channels, and simultaneously launched out - station campaigns such as evaluations by ten major technology UP owners on Bilibili and product recommendations on Xiaohongshu, resulting in an explosive growth in search volume. Through the linkage of algorithms and resources, the new product created a "tsunami effect" as soon as it was launched. According to JD.com's data, the sales of this new product exceeded 100 million yuan on the first day of its debut, and the first - sale achievement rate reached 155% - this is a real - life example of the efficiency of full - domain marketing: from content marketing touchpoints to scenario - based experiences, the resonance of resources makes the explosion of new products from accidental to inevitable.
It is worth mentioning that JD.com can also combine its own differentiated capabilities and achieve all - around online and offline linkage through its characteristic resource matrix, including JD Mall, JDG e - sports team, youth procurement, PLUS members, and campus resources. Moreover, JD.com has marketing IPs for each business group, which can increase investment in new products in vertical categories. For example, the 3C digital category will further strengthen the early - bird mentality building and make new products successful this year; JD Supermarket will combine new products with IP innovation and incubate 100 major IP new products this year to help brand new products achieve greater breakthroughs.
At the same time, JD.com has also upgraded the in - station interactive experience for new products this year. By using advanced 3D stereoscopic interactive advertising technology, it brings users a brand - new 3D dynamic visual experience and shopping experience, helping brands improve user experience and marketing effects.
However, JD.com's