The entry of a super supply chain ushers in the "JD model" for the automotive industry.

49,900 yuan! JD.com, in collaboration with GAC Group and CATL, has officially announced the price of the "People's Good Car," the Aion UT super. The purchase price with battery rental is only 49,900 yuan, and the full - vehicle purchase price is 89,900 yuan, far lower than market speculations, directly undercutting the prices of Class A sedans.

JD Auto, which has been building momentum for a long time, has finally emerged with the launch of the Aion UT super. Above the surface, the "People's Good Car" integrates the core resources and potential of leading companies like JD.com, GAC, and CATL, precisely meeting consumers' car - using needs. Beneath the surface, it is an excellent verification and projection of JD's super - supply chain capabilities in the automotive field.

JD's entry into this field represents a new player moving from the periphery to the center of the industry stage. They may not directly participate in manufacturing but rely on user insights, ecological collaboration, and full - link services to reshape the automotive business form and value chain.

The People's Good Car Completes JD Auto's Puzzle

Is JD going to blindly build cars?

When people hear about JD Auto, they may think it's just another old story of an internet giant entering the car - building industry. But as JD's layout gradually unfolds, people realize it's a misunderstanding. Although it's called JD Auto, JD doesn't build cars.

JD Auto's focus is still on empowerment. It provides almost a complete product circulation empowerment system for car companies, covering market demand insights, product definition, online channels and traffic, offline transactions, after - sales services, and insurance capabilities.

Saying that JD doesn't build cars may not be entirely accurate. Except for physically building cars in factories, JD seems to be involved in almost every aspect of the entire automotive life cycle, from early - stage user insights to online car selection, delivery, car maintenance, and insurance.

Now, the launch of the first new car officially fills the "last piece of the puzzle" in JD Auto's blueprint for the automotive industry, making the entire closed - loop more complete.

First, on the product demand side, since the goal is to solve industry pain points, users must come first.

Today, although "user - centric" has become the slogan of all car companies, the long - cycle R & D model of traditional automakers based on hardware engineering still struggles to respond nimbly to the ever - changing market demands. Dozens of new cars are launched every month, and the homogeneous competition is fierce, but there are few blockbuster models that can precisely hit users' pain points. A large amount of resources are wasted in ineffective supply.

JD has over 700 million users, so it's not difficult for it to understand what users really want. Before entering the market, JD launched a special questionnaire survey on the "People's Good Car" nationwide and finally received hundreds of thousands of "answers."

Solving the problem becomes easier with the answers in hand.

First, find a reliable partner - GAC. As an established company deeply rooted in the automotive field, GAC's capabilities in manufacturing system construction and supply - chain management are beyond doubt. To add an extra layer of guarantee to product quality, JD also invited CATL, a battery industry giant, to join the project to meet consumers' various requirements for batteries and battery swapping.

Once the cars are produced, it's JD's "home court."

Now, consumers' car - buying behavior has fully shifted online. They expect a smooth and transparent experience similar to buying electronic products. However, the integration of existing online and offline channels still seems awkward.

Early internet car - selling platforms solved the problem of information display but failed to overcome core issues such as test drives, finance, delivery, and after - sales services. This means that users still have to shuttle between multiple platforms, 4S stores, insurance companies, and financial institutions when buying a car, and the whole process is fragmented.

Another deep - seated problem is that the value chain of the automotive industry has long been divided into several isolated islands such as manufacturing, sales, finance, insurance, and after - sales, belonging to different interest groups. Users have to deal with multiple unconnected organizations during the process of buying and using a car.

This fragmentation not only causes inconvenience in the user experience but also prevents data from flowing through, making it difficult to continuously explore and optimize the full - life - cycle value of vehicles. The industry is calling for not just improvements in individual links but a set of "new infrastructure" that can connect the entire chain and build a unified service interface.

Perhaps few people know that JD started selling automotive supplies more than a decade ago. In 2017, it extended its reach to the automotive aftermarket, such as engine oil and tires. After launching the offline chain "JD Car Care" and streamlining the car - using and car - maintaining processes, JD began to try online car - selling business.

It can be said that, imperceptibly, JD has woven an ecological closed - loop covering sales, car - using, and car - maintaining, with cost advantages and convenience brought by JD Logistics and JD Insurance.

This means that when users place an order on JD's online platform, JD can use its logistics and warehousing advantages to reduce the cost and time of car circulation and deliver the car to users more quickly. Users can directly place orders, arrange financial plans, and buy automotive supplies on JD in one - stop service. They don't have to worry about car maintenance later, as they can place online orders and get offline services, all in one - stop.

It can be said that the launch of the "People's Good Car" Aion UT super fills the "last piece of the puzzle" in JD Auto's blueprint, enabling JD's layout in the automotive field to fully cover all aspects of "buying, equipping, maintaining, using, and replacing."

Behind this is the fruitful result of JD's super - supply chain layout.

The Super - Supply Chain: JD Auto Replicates JD's Model

The opportunities in the new - energy vehicle industry belong to those who can integrate the supply chain. In 2021, BYD achieved explosive sales thanks to its 20 - year deep - rooted presence in the industry.

In the 3C field, JD Auto not only thrived among giants but also continuously consolidated its reputation for quality and service, which comes from its shaping of the super - supply chain.

Today, in the highly competitive new - energy vehicle industry, to be a real game - changer and opportunity - catcher in the turbulent market, one must be a super - supply chain player.

Just like Huawei, with its strategic determination and industrial strength of "not building cars but helping car companies build good cars," it has become a leader in the automotive intelligence track.

JD, through its long - term deep - seated presence in the automotive field from online to offline, also strives to become a super - supply chain exporter of "not building cars but helping car companies sell good cars."

Online, JD's main platform has over 700 million active users, of which more than 60% are 3C and home - appliance users. According to a survey, the overlap between this group of users and "potential buyers of 100,000 - 250,000 yuan family cars" is 45%, indicating a high potential for cross - conversion. This means that "using traffic to drive large - scale transactions" has become a unique advantage of JD Auto.

Meanwhile, the hundreds of millions of active user consumption data accumulated by JD can also meet car companies' needs for product and market insights. The interactive page of its "People's Good Car" project received feedback from hundreds of thousands of users.

In terms of product definition, JD also provides a large amount of demand data through consumer market insights, enabling car companies to avoid detours in the early stages of product design, "use good steel on the blade," precisely meet users' needs in products, and save resources.

Looking at the offline aspect, in the traditional model, if users want to compare more than three brands, they have to visit 4 - 6 single - brand 4S stores on average and spend 2 - 3 weeks. In the future, JD's delivery centers can allow users to compare multiple brands in one store, shortening the car - selection cycle to 3 - 5 days and greatly improving efficiency.

It is reported that JD Auto has launched a recruitment plan for delivery centers, aiming to cover tens of thousands across the country. From the planning perspective, JD's plan for tens of thousands of delivery centers will exceed the single - channel planning of most car companies, forming a capillary - level channel network covering the whole country. Coupled with JD's online traffic, marketing, offline car - maintenance services, and full - set capabilities in warehousing and supply chain, it will undoubtedly become a powerful force in the current new - energy vehicle sales market.

In terms of automotive after - sales, JD has already had a well - established layout. As of Double 11, there are nearly 3,000 JD Car Care stores and more than 40,000 partner stores. In addition to the large number of outlets, JD has integrated after - sales into the entire car - buying process. Now, after users select and buy a car on JD, they can also complete subsequent car maintenance within the same system without having to find other channels, which can greatly eliminate users' concerns about buying cars online.

Looking at the industry, there are few companies with capabilities like JD Auto - integrating online and offline capabilities, having a nationwide store system, and being supported by a deep - seated supply - chain system.

Car companies have in - depth industrial systems but lack established online reach, operation capabilities, and traffic access. They can only watch helplessly as mobile phone brands enter the car - building industry.

Other internet companies have traffic and users, but they still need to accumulate industrial and supply - chain system capabilities.

JD Auto, with its super - supply chain, comprehensively empowers the automotive circulation system.

For car brands like GAC, it allows them to focus more on car R & D and manufacturing, while JD provides precise user insights, digital marketing capabilities, and efficient logistics services.

For consumers, JD Auto provides a seamless, one - stop, convenient car - buying and car - using experience.

For the industry, JD's open capabilities, such as delivery centers and supply - chain systems, also provide more opportunities for channel merchants struggling on the verge of survival to revitalize and participate.

JD Auto Transforms the Automotive Channel Form

The channel models in the automotive industry have changed several times. Almost every brand has been fighting on its own in its own business model. From 4S stores to direct sales and then to authorized sales, each has made breakthroughs but also faced bottlenecks, and most of them have difficulty achieving national - level efficiency.

JD Auto, based on its super - supply chain, has taken decisive action online, successively signing contracts for the People's Good Car. Offline, it has large - scale deployment of delivery centers to expand the coverage of transactions and services.

This means that this is no longer a hasty entry of an internet giant into the market just relying on traffic. Instead, it is a powerful move to break the deadlock by identifying the industry's drawbacks.

The competition in the automotive market is fierce. The life cycle of single - brand cars is constantly shortening, price pressure is continuously passed on, and car models are frequently updated. These are all challenges to the previous channel models, and the previous pattern of one brand corresponding to one channel is gradually becoming overwhelmed.

JD Auto has precisely targeted this industry opportunity and built a new full - chain automotive business model around its super - supply chain genes.

Now, with the official launch of the "People's Good Car" Aion UT super, JD Auto's entire set of innovative models is moving from concept to practice and verification.

A relevant person in charge of JD Auto said in an interview with the media: "Currently, the first People's Good Car product we launched is just the beginning. In the future, we will successively launch the second and third models, gradually building a more complete product matrix. Our focus is not just on single - time cooperation but on jointly building sustainable and evolving service capabilities with partners through data empowerment and ecological collaboration."

It is understood that in addition to established car - building companies like GAC, new - energy vehicle startups are also in the process of being introduced by JD Auto.

It can be predicted that as the lineup of the People's Good Cars continues to expand, JD Auto will continuously prove the strong replicability of its supply - chain capabilities and its value in empowering the industry through practice. More importantly, it will continuously inject new vitality into the future channel transformation of the automotive industry.