President's speech: JD Mall Liu Qiangdong's 2013 New Year speech

总裁演讲稿：京东商城刘强东2013新年演讲稿

Speech is very important. A good speech can play a role of "encouraging morale, guiding direction and unifying ideas".

-----Zhuge Changqing

Sina Technology News On the morning of January 9, at the internal annual meeting of JD Mall on the evening of January 1, 2013, Liu Qiangdong, founder and CEO of JD Mall Group, delivered a speech to employees, explaining the company's strategy of "cultivating and generating interest" in 2013, and pointed out the three major development directions of JD Mall in the second decade: proprietary e-commerce, open services and data finance.

Zhuge Changqing believes that Liu Qiangdong, CEO of JD Mall, has made a very good speech, which is worth learning from by entrepreneurs all over the world.

"A man's argument is more important than the treasure of the nine tripods; a three-inch tongue is more powerful than a million heroes."

A good speech is a mobilization order, a horn, and a aggregator, which can make your team cohesive and powerful. Zhuge Changqing believes that those who have great ambitions should practice speaking hard. Use speeches to inspire and rally people.

The following is the transcript of Liu Qiangdong, founder and CEO of JD Mall Group:

"Cultivate yourself and earn interest" 2013, usher in the second decade of Jingdong Mall

Dear leaders, colleagues and friends, Happy New Year!

The year of 2012 has passed. Let me briefly report our achievements in 2012.

As of December 31, 2012, the trading volume of JD Mall platform exceeded 60 billion.

According to our strategic plan for 2013, the platform trading volume of JD Mall will definitely exceed 100 billion!

At the same time, I strongly believe that by the fourth quarter of 2013, we will achieve real profits.

(Zhuge Changqing's comments: The concise and capable beginning is really a Phoenix nod, sharp and concise, sharp and shocking, summarizing the past and encouraging the morale. A goal of 60 billion yuan and 100 billion yuan is the core of employees' attention. It is implicit and domineering, and who can compete. It directly inspires employees' inner pride.)

The history of JD.com is the history of constantly surpassing "giants". The history of JD.com over the past ten years is the history of constantly surpassing "giants". In 1998, when I went to Zhongguancun, we had only one counter, and three months later, we had our first colleague to join us. At that time, the company was called JD Multimedia. From June 18, 1998, we were faced with "giants" in the optical and magnetic storage industry such as Huitian Huaguang. The trading volume of these "giants" was at least tens of millions a year. At that time, we had only one counter, with a revenue of only 12000 yuan, and no resources. But three years later, in 2001, we became the largest optical and magnetic agent in China, monopolizing 60% of the sales of disc recorders nationwide.

Also in 2001, we began to think about the development direction of the company, and decided not to do wholesale, but to open stores for retail, sink through channels, and face end users. We are beginning to see "giants" such as Gome, Suning and Hongtu Sanpu.

In 2003, we entered the e-commerce field because of SARS. In 2004, JD Mall officially went online. At that time, we only made IT products. The giant we faced was New Egg Network in Shanghai. At that time, the global trading volume of New Egg Network was 1.2 billion US dollars, and the annual net profit was 20 million US dollars. It had the best information system in the world. And we have almost nothing. We only have people - Jingdong people. In 2008, we succeeded in surpassing Newegg.

(Zhuge Changqing: The process of reviewing history is also the process of outlining the spirit of struggle. The future 100 billion yuan that employees associate with can be easily reached. The speech directly stimulates the internal strength of employees' spirit.)

In 2007, we began to enter the comprehensive self-operated B2C e-commerce industry, and we saw the two "giants" of Dangdang.com and Excellence. At that time, most netizens knew about Dangdang and Excellence, and few people knew about Jingdong Mall. At that time, it was considered wishful thinking that JD could surpass Dangdang and excel. But last year, we not only exceeded all the self-operated e-commerce companies in the industry, but also accounted for half of the national self-operated B2C market.

Of course, we still face the "giant". We have to admit that Taobao is doing better than us, but what JD needs most is to surpass. What JD people are most afraid of is the industry giant. In fact, we are challenging every day. We are challenging ourselves and constantly refreshing our records. Our growth process is to surpass one competitor after another, and we have come to today.

What is our strategy for 2013?

(Zhuge Changqing's comments: a good speech, a concise and combative summary, showed great impact, and a turn of the word led to the year of 2013. Yes, the employees' thoughts directly entered a new track, and the same time, the blood was surging, and the decisive battle in 2013!)

The strategy in 2013 - "Cultivate and generate interest"

(Zhuge Changqing commented that the strategic description should be concise, and the "four words" are very good, and everyone will remember them. The president's order is to issue a charge, that is, to issue a battle order, which must be concise, easy to remember, and easy to understand.)

The strategic theme of JD Mall Group in 2013 is "cultivating and generating interest".

"Cultivate and rest" does not mean recuperate or stop, nor does it mean that our performance growth rate will become very slow. In fact, the four words "cultivate and rest" have different meanings.

The so-called "repair" means that in the past nine years, our average growth rate has exceeded 200%. At such a high speed of development, there will inevitably be some systemic problems, process problems and root causes. Our "repair" is to solve the problems accumulated in the past ten years from the system, process and root causes through the efforts of this year. Lay a solid foundation for the growth of the second decade. This solution should be one-time and thorough, and should not leave any defects for future development. It is for "repair".

The so-called "raise" is to continuously invest in JD's strategic businesses and "raise" them. Of course, all JD's businesses will focus on the main line of e-commerce, and we will not deviate from this main line and do things unrelated to e-commerce. We may continue to lose money in these strategic businesses, not because we can't make profits, but if we pursue profits prematurely, what we lose will be investment in the future, so we have reason, qualification and ability to continue to make strategic investments in these businesses.

The so-called "living" means that after more than ten years of development, we are also thinking about what business has not been done and what areas have not been entered, and we need to continue to expand. Of course, the premise is also that all businesses will focus on the main line of e-commerce, and we will continue to expand the entire e-commerce value chain and supply chain services. For example, in the field of data and finance, we need to promote a large number of new businesses. All e-commerce businesses that can represent the future development direction should be continuously established in 2013.

The so-called "interest" means that some of our existing business modules may have no future business. Whether these businesses are making money or losing money at present, as long as there is no future business, we must resolutely close them. There is no need to spend resources, energy and time on such business.

JD Mall has experienced the first decade of the company's development from its official launch in 2004 to this year's 2013. Now, we are about to usher in the second decade. How to go in the next decade? What is our goal? Where is our direction? How can we achieve transcendence again? These are important topics today.

Three directions in the second decade: proprietary e-commerce, open services and data finance

(Zhuge Changqing comments: When you are president, you should make employees remember their goals and directions at all times, so that it is easy to fight. JD.com lists its ten-year plan, which makes employees have a clear understanding. It is very good.)

After 2013, we will enter the second decade of JD Mall. The second decade of JD Mall will focus on the following three directions.

(Zhuge Changqing's comments: list three key points to make everyone know. Clear and concise.)

The first direction: technology-driven self-operated e-commerce business. We will still adhere to the self-operated e-commerce business, which will be technology-driven supply chain services in essence. Our model is completely different from Taobao. We not only provide information, but also supply chain services. Our supply chain service is from the factory gate to the consumer's home. Therefore, we must continue to invest in technology and logistics. It is precisely because we want to provide supply chain services that we need to build our "Asia No.1" modern storage system in various regions. In the future, we need to achieve large-scale, massive sku, low-cost and efficient supply chain service capabilities. Continuously create value for consumers and brand owners.

The second direction: technology-driven open service business. With the completion and operation of "Asia No.1", we have sufficient capacity to open storage and distribution services to a large number of sellers. By 2015, the core 20% sellers on the JD Open Platform will account for 80% of the total sales, and most of them will use JD's warehousing services. The service price we provide will be far lower than the cost of renting the warehouse and finding a third party for distribution. By that time, customers' orders on the JD Open Platform can fully meet the quality of our self-operated services. We will also continue to open other services, such as the opening of after-sales services, the opening of call center services, the opening of data, the opening of payment, and so on, all of which will become JD's open service business.

The third direction: technology-driven data finance business. We acquired online banking online in 2012, but payment is only a small part of our financial services business. The acquisition of online banking online is definitely not just to be an online payment company. In 2014, we will establish a financial company in JD Mall, which can provide different financial products. JD Mall has the most authentic and effective order transaction information in China; There is no transaction volume swiping in JD Mall, no false transactions, no money laundering, no fake goods, no pirated goods, so our consumption data is also the highest quality consumption data in China. Through these data, we can not only provide loans for businesses, but also provide personal loans for consumers.

Therefore, in the second decade, we will surpass the concept of just being an e-commerce company in the first decade. These three new business directions are technology-driven and will also bring huge profits. I once said that a loss-making company is shameful, but if it is too eager to make money, so that it dare not invest, has no ambition and no dreams, such a company is ignorant, sad and stupid.

Assessment objective for the second decade: focus on people

(Zhuge Changqing comments: enterprises that love employees and customers have long-term development momentum.)

In the second decade of JD, I have only one assessment goal for myself, that is, to pay attention to people and to JD people.

In the second decade, I hope to see more JD babies born. I hope our JD babies can grow up happily and enjoy a good education.

In the second decade, I hope to see a great improvement in the quality of life of JD people's parents. In JD.com, most of our employees are from the countryside, and I am also from the countryside. Our parents are very hard and busy all their lives, but many parents have not lived a peaceful life so far. I hope that in the second decade, we can see that JD.com's parents can get more health, care and life enjoyment.

(Zhuge Changqing's comments: It is very good to promote filial piety culture and family culture, and let employees love their parents and family. It is invisible to build a big family of enterprises. Traditional culture is very important and should be integrated into the enterprise. The combination of traditional culture and corporate culture is the power of the spiritual atom bomb.)

In the second decade, I hope to see the improvement of JD people's job satisfaction. In the new decade, what I hope to see is the inheritance, landing and deepening of JD culture; In another ten years, I believe that the total number of our employees will be far more than 150000, and there are our colleagues in more than 1000 cities in China. In the new decade, the satisfaction and happiness of our employees will be my most important assessment indicators. I believe that as long as the employees are satisfied, JD Mall will be able to provide the best user experience.

(Zhuge Changqing commented that if employees are satisfied, the enterprise will have great cohesion.)

With your company, we have achieved success in the first decade; With your company, I believe that we will usher in the glory of the second decade!

Thank you!

(Zhuge Changqing's comments: It's really a wonderful speech. At the end of the speech, the leopard shook its tail and sounded through the sky, including feelings, making everyone feel closer. Amitabha, a family-like enterprise must be a fast-growing enterprise.)

演讲很重要，好演讲可以起到“鼓舞士气、指引方向、统一思想”作用。

----- 诸葛长青

  新浪科技讯1月9日上午消息，2013年1月1日晚，在京东商城内部年会上，京东商城集团创始人兼CEO刘强东向员工发表讲话，阐释公司2013年的“修养生息”战略，同时指出了京东商城第二个十年的三大发展方向：自营电商、开放服务和数据金融。

    诸葛长青认为，京东商城首席执行官刘强东这篇演讲稿非常好，值得天下企业家学习借鉴。

  “一人之辩，重于九鼎之宝；三寸之舌，强于百万雄师。”

  好的演讲，就是动员令，就是号角，就是集合器，可以使你的团队凝聚力超强、战斗力澎湃。诸葛长青认为，凡有大志向者，当努力练习演讲。用演讲激励斗志、凝聚人心。 

  以下为京东商城集团创始人兼CEO刘强东的讲话实录：

    《“修养生息”2013年，迎接京东商城的第二个十年！》

 各位领导，同事，朋友们，大家新年好！

  2012年已经过去，我向大家简单汇报一下我们在2012年所取得的成绩。

  截止到2012年12月31号，京东商城平台交易额突破600亿。

  根据我们2013年的战略规划，京东商城的平台交易额将一定会远远突破1000亿！

  同时，我非常坚信到2013年第四季度，我们一定可以实现真正意义上的盈利。

   （诸葛长青点评：简洁干练的开头，真是凤凰点头，锐利简洁、锋利震撼，总结过去、鼓舞士气，一个完成600亿、目标1000亿，说道了员工关注的核心。隐隐霸气，谁与争锋。直接激发员工内心豪情。）

  京东的历史是不断超越“巨人”的历史京东商城这十几年的历史，是不断超越一个个“巨人”的历史。1998年，我去中关村的时候，我们只有一个柜台，3个月之后我们才有第一个同事加入，那时公司名叫京东多媒体。从1998年6月18日这一天开始，我们面对的就是汇天华光等光磁存储行业的“巨人”，这些“巨人”交易额一年至少都是几千万，而我们那时只有一个柜台，收入只有12000块钱，什么资源都没有，但是在3年之后的2001年，我们就成为中国最大的光磁代理商，垄断了全国60%的碟片刻录机销售。

  也是在2001年，我们开始思考公司的发展方向，决定不再做批发，而是开店做零售，通过渠道下沉，面向终端用户。我们开始看到国美、苏宁、宏图三胞等“巨人”。

  2003年，我们因为非典进入电子商务领域，2004年京东商城正式上线，那时候我们只做IT产品，面临的巨人是上海的新蛋网，新蛋网那时的全球交易额是12亿美金，每年净利润2000万美金，有全球最好的信息系统。而我们几乎什么都没有，我们只有人——京东人。到了2008年，我们成功超越了新蛋网。

  （诸葛长青：回顾历史的过程，也是简述奋斗精神的过程使员工联想的未来1000亿元可以轻松达到。演讲，直接激发员工精神内在力量。）

  2007年，我们开始进入综合自营B2C电商行业，我们看到的是当当网、卓越网这两个“巨人”。当时大部分网民都知道当当、卓越，很少有人知道京东商城。那时候说京东能超过当当、卓越被认为是痴心妄想。但到了去年，我们不仅超过了业内所有自主经营的电子商务公司，更是占据了全国自营B2C市场的半壁江山。

   当然现在我们还是面临着“巨人”，不得不承认，淘宝现在做的比我们好，但是京东最不缺的就是超越，京东人最不怕的就是行业巨头，其实我们每天都在挑战，我们在进行自我挑战、不断刷新自己的记录，我们的成长过程就是超越一个又一个竞争对手，才走到了今天。

  我们2013年的战略是什么？

  （诸葛长青点评：很好的演讲，简洁而有战斗力的总结，展示了勃勃冲击力，话锋一转，引出2013年，是的员工思想直接进入崭新轨道，不约而同热血澎湃，决战2013！）

   2013年的战略——“修养生息”

  （诸葛长青点评：战略描述要简洁，这“四个字”很好，任何人都会记住。总裁的命令就是发出冲锋号，就是发出战斗命令，必须简洁、好记、便于领会。）

  京东商城集团2013年的战略主题是“修养生息”。

  “修养生息”不是休养生息，不是停下来的意思，也不意味着我们的业绩增长速度会变得很慢，事实上，“修养生息”四个字各自都有不同的含义。

   所谓“修”，就是过去九年，我们平均的增长速度超过200%，在如此高的发展速度下，内部不可避免的会产生一些系统性问题、流程性问题、根源性问题，我们的“修”就是要通过今年一年的努力，把过去十年积累的问题从系统上、流程上、根源上彻底解决。为第二个十年的增长打下一个坚实的基础。而这种解决是要一次性的、彻底地，不能为未来的发展留下任何瑕疵，是为“修”。

  所谓“养”，就是要对京东的战略型业务进行持续不断的投入，把它们“养大”。当然京东所有的业务都会围绕着电子商务这条主线，我们不会脱离这条主线，不会去做跟电商无关的事情。我们在这些战略型业务上可能会继续亏损，不是我们不能盈利，而是如果我们过早地追求盈利，丧失的将是对未来的投资，所以我们有理由、有资格、有能力，持续地对这些业务进行战略性投资。

  所谓“生”，就是经过十几年的发展，我们也在思考还有哪些业务没有做，还有哪些领域没有进入，我们还要不断的扩展。当然前提同样是所有的业务都会围绕着电子商务这条主线，我们要在整个电商价值链和供应链服务方面不断拓展。比如在数据领域、金融领域，我们要催生出大量新生业务。所有能够代表未来发展方向的电商业务，我们都要在2013年持续不断地建立起来。

  所谓“息”，就是在我们现有的业务模块中，有些可能是没有未来的业务，不管这些业务目前是赚钱、还是亏钱，只要是没有未来的业务，我们都要坚决地把它关掉。没有必要在这样的业务上耗费资源、精力，以及时间。

  京东商城自2004年正式上线，到今年2013年，经历了公司发展的第一个十年。现在，我们即将迎来第二个十年，未来十年怎么走？我们的目标是什么？我们的方向在哪里？我们如何再一次实现超越？这些就是今天重要的主题。

  第二个十年的三个方向：自营电商、开放服务和数据金融

  （诸葛长青点评：当总裁的，要让员工时刻记住自己的目标、方向，这样便于战斗。京东列出十年规划，使得员工有清晰认识，非常好。）

  过了2013年，我们就将进入京东商城的第二个十年，京东的第二个十年将围绕下面三个方向进行发展。

  （诸葛长青点评：列出三个重点，使大家心中有数。清晰简洁。）

  第一个方向：以技术为驱动的自营电商业务，我们将依然坚持自主经营的电子商务业务，它在本质上将是技术驱动的供应链服务。我们的模式完全不同于淘宝，我们不仅仅提供信息，我们是一家提供供应链服务的公司。我们的供应链服务，是要从工厂的大门到达消费者的家门。所以，我们必须持续不断地在技术方面进行投资，在物流方面进行投资，也正是因为我们要提供供应链服务，我们才要在各个地区建设我们的“亚洲一号”现代仓储体系。我们未来要实现规模化、海量sku、低成本高效率的供应链服务能力。持续不断为消费者和品牌所有者创造价值。

   第二个方向：以技术为驱动的开放服务业务。随着“亚洲一号”的建成投产，我们有足够的能力向大量卖家开放仓储服务、配送服务。到2015年，京东开放平台上核心的20%卖家会占到总体销售额的80%，其中绝大部分的卖家都会使用京东的仓储服务。我们提供的服务价格，将远远低于商家自己租仓、自己去找第三方配送的费用。到那时候，消费者在京东开放平台的订单完全能达到我们自营服务的品质。我们还要不断开放其他的服务，比如售后服务的开放、呼叫中心服务的开放，还有数据的开放，支付的开放等等，所有这些都将成为京东的开放服务业务。

   第三个方向：以技术为驱动的数据金融业务。我们在2012年收购了网银在线，但支付只是我们金融服务业务中很小的一部分，收购网银在线也绝对不只是为了做一个在线支付公司，我们在2014年，将组建京东商城的金融公司，能够提供各种不同的金融产品。京东商城掌握中国最真实、最有效的订单交易信息；在京东商城没有刷交易额的行为，没有虚假交易，没有洗钱，没有假货，没有水货，所以我们的消费数据也是中国最高质量的消费数据，通过这些数据我们不但能够为商家提供贷款，还能为消费者提供个人贷款。

  所以，我们在第二个十年将超越第一个十年只是做一个电子商务公司的概念。这三个新的业务方向，都以技术为驱动，也都将带来丰厚的利润。我曾经说过，一家亏损的企业是可耻的，但是如果太急于赚钱，以至于不敢投资、没有野心、没有梦想，这样的公司是无知的、悲哀的和愚蠢的。

  第二个十年的考核目标：对人的关注

  （诸葛长青点评：爱员工、爱客户的企业具备长久发展动力。）

  在京东的第二个十年，我对自己只有一个考核目标，那就是对人的关注，对京东人的关注。

  在第二个十年，我希望看到有更多的京东宝宝出生，希望我们的京东宝宝可以快乐的成长，享受良好的教育。

  在第二个十年，我希望看到京东人的父母在生活质量上能得到很大改善。在京东，我们多数员工来自于农村，我本人也来自于农村，我们的父母都很辛苦，劳累忙碌一生，但是很多父母到今天为止都没有过上安宁的生活，我希望在第二个十年，可以看到京东人的父母们能够获得更多的健康和关爱和人生享受。

  （诸葛长青点评：推崇孝道文化、家庭文化，让员工爱父母、爱家庭，非常好。无形中，打造一个企业大家庭。传统文化十分重要，要融入企业之中。传统文化与企业文化结合，那是精神原子弹的威力。）

  在第二个十年，我希望看到京东人工作满意度的提升。新的十年，我希望看到的是京东文化的传承、落地、深入；再过十年，我相信我们员工总数一定远远突破15万，遍及中国1000多个城市，都有我们的同事。新的十年，我们员工的满意度、幸福度将作为我最重要的考核指标，我相信只要员工们满意了，京东商城就一定能够提供最好的用户体验。

  （诸葛长青点评：员工满意，企业就有巨大凝聚力。）

  有大家的陪伴，我们取得了第一个十年的成功；有大家的陪伴，我相信，我们一定会迎来第二个十年的辉煌！

   谢谢大家！

  （诸葛长青点评：真是精彩演讲。演讲最后，豹子尾一甩，响彻云霄，包含感情，使大家情感更亲密。阿弥陀佛，亲如一家人的企业，必然是快速发展的企业。）

  (This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

Selected Articles in Previous Periods

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往期精选文章

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1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

10施食仪轨回向：回向修改为简洁回向