Analysis of JD.com’s Digital Transformation and Its Impact on Corporate Profitability
DOI:
https://doi.org/10.61173/das6dx09Keywords:
Digital transformation, enterprise innovation, path analysis, case studyAbstract
In the context of the booming digital economy, enterprise digital transformation has become an important way to enhance core competitiveness and achieve sustainable development. Taking JD.com as a typical case, this paper adopts a research method that combines the case analysis with theoretical analysis to systematically explore the mechanism of the impact of enterprise digital transformation on profitability. The study found that JD.com, through the implementation of the strategic transformation of “supply chain-based technology and service enterprise”, built a technical infrastructure with JD Cloud and intelligent supply chain as the core, and successfully achieved innovation in the three major business models of retail, logistics and technical services. At the same time, it significantly improved profitability through the three major paths of cost control, differentiated premium and new profit model creation. This study not only deepens the theoretical understanding of the logic of enterprise digital value creation but also provides practical reference for the transformation and upgrading of traditional enterprises. It has important theoretical value and practical guiding significance.
References
profitability per unit by charging differential prices, and & Social Change, 2025, 210: 123809. restructured its profits through a new profit model, realiz- [2] Xiao T S, Sun R Q, Yuan C, Sun J. Enterprise digital ing a value transition from a „seller“ to a „service provid- transformation, human capital structure adjustment and labor
er“ through the above three routes. The above three routes income share. Management World, 2022, 38(12): 220-237. are not independent, but an indivisible whole, which pro- [3] Hoessler S, Carbon C C. Digital transformation and motes and enhance each other, thereby driving the sustain- ambidexterity: a literature review on exploration and exploitation ability and quality of JD.com‘s profitability. activities in companies’ digital transformation. International
Journal of Innovation Management, 2022, 26(08). 4. Conclusion [4] Chen D M, Wang L Z, Chen A N. Digitalization and strategic management theory: review, challenges and prospects. This paper studies the logic of how JD.com’s digital
Management World, 2020, 36(05): 220-236+20. transformation influences corporate profitability in a [5] Liu Y, Dong J Y, Wei J. Digital innovation management: systematical way based on JD.com’s constant strategy theoretical framework and future research. Management World, evolution. The research reveals that JD.com has evolved
from being a “integrated” company into a “supply chain- 2020, 36(07): 198-217+219. based technology and service enterprise,” and constructed [6] Jiao H, Yang J F, Wang P N. Research on the mechanism a technological foundation with JD Cloud and intelligent of data-driven dynamic capabilities: An analysis of supply chain. In addition, JD.com successfully innovated digital transformation process based on data full-lifecycle
in its three business models and achieved transformation management[J]. China Industrial Economics, 2021, (11): 174- practices that greatly enhanced corporate profitability 192. through three pathways: cost control, differentiated pric- [7] Li X X, Lu H Y, Lin M. Research on the mechanism of ing, and new profit models. Specifically, through technol- digital transformation in the retail industry[J]. China Business
ogy-based cost reduction and economies of scale, JD.com and Market, 2020, 34(04): 32-40. continuously improves profitability by controlling costs, [8] Wang K, Xiang F. The theoretical framework and research by creating a brand moat through personalized services paradigm of “New Retail”[J]. China Business and Market, 2018, and experience upgrades, JD.com enhances profitability 32(01): 3-11.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 by the authors.
This work is licensed under a Creative Commons Attribution 4.0 International License.
