Case II (Part B): JD.com: Migrating from Labor-Intensive Model to Technology-Intensive Model

Xiaoming Zhu ()
Additional contact information
Xiaoming Zhu: China Europe International Business School

A chapter in Emerging Champions in the Digital Economy, 2019, pp 105-124 from Springer

Abstract: Abstract Supported by a self-operated warehousing and logistics system, JD.com’s B2C business model was openly repudiated by its rival. “In the next decade, one million couriers will be required to deliver 300 million packages every day. No single company can manage so many couriers.” (Li and Jack 2016) In July 2016, Mr. Richard Liu, Chairman and Founder of the JD.com Group, responded, “I believe there is a 90% likelihood that JD.com will have a staff of over one million. I don’t think no company is capable of managing so many employees. After all, Walmart well manages 1.4 million staff around the world; Foxconn does the same, with one million staff in Mainland China. It’s safe to say personnel management has long been JD.com’s core competence.” Back then, JD.com had 60,000 couriers, which is about one half of its employees. In 2013, however, JD.com’s headcount stood at only 38,300.

Date: 2019
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-981-13-2628-8_4

Ordering information: This item can be ordered from
http://www.springer.com/9789811326288

DOI: 10.1007/978-981-13-2628-8_4

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().