How to carry out a systematic revision? An in-depth analysis of JD APP 11.0!

In an external environment disturbed by uncertainty, this year's APP11.0 upgrade is particularly different. Xin Lijun, CEO of JD Retail, conveyed to the outside world at the 2022 618 Merchant Conference that JD APP11.0 will be based on the theme of "new ecology, new experience, and new growth" to build a healthier, open, and orderly open ecology for merchants, and provide hundreds of thousands of merchants with opportunities for sustainable development. This is the first time that the JD APP revision has appeared at a B-end conference, which means that this revision is more focused on the B-end ecology and is more systematic than in the past. This revision of JD APP11.0 was also selected as a featured APP by the Apple App Store. This is the starting point of 11.0. Below, the JD APP11.0 revision team will share some interpretations and thoughts behind the APP revision.

Background and ideas for revision

JD APP completes a major version upgrade every year based on company strategy, retail brand, and industry changes. For example, 10.0 is for the younger "Z generation" and 9.0 is for the brand upgrade "live up to every passion".

The theme of 11.0 is "New Ecology". Its changes start from the new APP icon. Click the icon and the new image of JOY will turn around and say hello. Link the icon and the startup image, communicate with users through JOY, and get closer to consumers.

This is the most obvious difference. Behind this is how to solve two major problems when facing the huge "ecological" proposition: 1) How to give merchants the ability to operate and let relevant high-quality merchants participate. 2) Pay attention to changes in the industry and how to further express potential needs.

JD APP is composed of various fields, which run through all shopping behaviors of consumers and the user range that merchants can reach. It is an important carrier connecting JD business and users, and an important presentation of JD retail brand. We advocate and regulate ecological traffic to allow more high-quality merchants to participate, so that high-quality content can be presented from the supply side, so that users can obtain information more conveniently and browse more easily, forming a healthy traffic ecology. From a quantitative perspective, traffic can be increased through the construction of long-term value.

Based on this, we have formulated a 1-3 year long-term value proposition with "new experience, new ecology, and new growth" as the main line. In 2022, we will focus on "fine-grained management of categories, construction of platform marketing scenarios, and improvement of merchant marketing capabilities" to achieve improvements in platform purchase frequency and conversion rate indicators.

• New experience represents category experience, user experience, and merchant experience.
• The new ecology is divided into platform traffic structure adjustment and vertical category refinement.
• New growth: Finally, the purchase frequency, merchant satisfaction, and user satisfaction will be improved

Traffic traction | Traffic structure adjustment allows the traffic ecology to develop healthily

The homepage is the facade of JD APP. To achieve ecological transformation, it is necessary to convey JD's new traffic allocation adjustment to users and merchants from the homepage, guide the operation direction of merchants, and let users perceive the changes in JD.

1. Home page redesign

Strengthen new scenarios such as guided traffic and trends

From the beginning of planning, this revision set the goal of driving changes in traffic structure and ecology through traffic flow adjustments. Unlike the past, this revision is not just an adjustment of the homepage structure, but also introduces in-depth participation in many aspects such as recommendations, advertising, merchant ecology, channels, and content. After repeated discussions by the project team, the final project scope was set as multiple sub-directions such as traffic flow upgrades, recommendation upgrades, marketing resource strategy upgrades, videoization, channel ecology, and store ecology. In the context of comprehensively promoting the "open ecology", JD's homepage still chooses to start from the user's perspective, first considering the platform's "catering" and "guiding" of user needs.

Search is the best way to cater to user needs, quickly presenting the products that users want, while recommendations, including marketing channels and activities, are more about guidance, guiding and stimulating users' potential needs through interests, promotions and other means, thereby promoting consumption conversion. Based on the logic of "catering" and "guiding", the dynamic division of JD's homepage has been redesigned. The focus map with stronger guiding attributes has been moved down to the recommendation area, and the King Kong area with stronger catering attributes has been moved up to form a new catering area with search classification. The core channels, top focus and recommendations are laid out in order from weak to strong in terms of guidance; at the same time, in order to improve the screen effect and achieve the goal of strengthening guided traffic, the homepage as a whole has undergone an interactive visual update, and finally presented to users a new homepage with a clear structure, simple and easy to browse.

On the new version of the homepage, the proportion of recommended traffic has also increased significantly, laying the foundation for "secondary distribution" for subsequent ecological construction.

2. Recommended for you

Video/channel/store traffic share increased

After the recommendation area became a new growth point on the homepage, the algorithm team immediately started to optimize the corresponding algorithm. The recommendation area is the most typical "guiding" scenario. Therefore, in the context of this revision, the biggest goal of the recommendation area is to improve the "novelty" of the recommendation based on the existing intelligent algorithm. Focusing on the "novelty" goal, the algorithm team comprehensively upgraded the recommendation architecture and algorithm, and enriched and expanded the user's single "transaction behavior" into a series of consumption scenarios based on user cognition with the help of short videos, channels and other content materials, making the recommendations for you richer and more novel, and better understanding users. During the experiment, the average click-through rate of recommendations increased significantly, creating a healthier recommendation traffic ecosystem.

Business perspective｜Building a new marketing ecosystem

What is your impression of JD.com's marketing? Is it the extremely cost-effective flash sales, the exclusive PLUS membership, or something else? In 11.0, we upgraded the marketing ecosystems that need to be managed and have potential, such as videos, trends, and novelties, so that potential and high-quality merchants can be seen by users and improve excellent supply.

1. Platform marketing scenario construction

Video

Expression is more immersive, good things come alive

With the APP 11.0 revision, users will have a very intuitive feeling that there are more and more videos on the homepage. In the process of upgrading JD APP to scene-based, diversified, and trend-based, videos have shown obvious advantages in attracting users to stay with easier and more intuitive expressions and wider user acceptance. It is also in this context that "videoization" has become an important special project for the APP 11.0 revision. The goal is to significantly increase the exposure of videos recommended on the homepage, which relies on the comprehensive upgrade of video production and recommendation strategies. The content open platform has carried out a series of video production efficiency improvement measures, and the daily video output has increased nearly 20 times.

Faced with the influx of massive content in the short term, we can use AI algorithm capabilities to accurately identify video quality and tags, so that high-quality content can be recommended to users faster and more accurately. With multiple supports, the scale of users watching videos and the average number of views per person have shown significant growth, and "buy while watching" will also become a daily shopping method for more JD users.

JD Trends

Continue to bring new consumption directions

The second topic is how to tap into users’ potential needs and enable businesses to operate them.

As consumers' value propositions and consumption scenarios become more diverse, continuing to provide consumers with guidance on new consumption directions is also an important proposition for this revision. From trend insights to trend expressions and user reach, we have made corresponding expressions. In order to meet consumers' increasingly diversified consumption scenario demands, JD Trends business discovers valuable trend scenarios/category products by mining user consumption dynamics in each sub-category. A centralized field is built to present trend products to users in a scenario-based manner, and relevant high-quality merchants are involved. Recommendations of scenarios/products are made based on user preferences, and content-based interpretations are used to help users perceive trends, follow trends, and meet users' demands for exploring new products. At the same time, in the entire transaction chain of JD, trend information is also transmitted to users through trend tags, trend cards, trend columns, and other methods.

This year, during the 618 event, we proposed five major trends: “synaesthesia experience, segmentation control, flexible reorganization, physical sensation, and LOHAS awakening” to reveal the direction of consumption and guide the direction of trend operation. We paid special attention to some new consumption scenarios under the influence of the epidemic: “home water bar” created by milk tea machines and home bubble machines, indoor trees, home planting, etc., which integrate natural elements into the interior to create a “modern sun room” that blends home life with outdoor space. People began to focus more on “nearby” light outdoor activities, seeking healing and relieving emotional stress from returning to nature and non-digital pastimes. For example, consumption scenarios such as exquisite camping, rural picnics, frisbees, and paddle boards are becoming the “new romanticism” of urban life. So how did we gain insight into these new consumption trends?

Step1 Trend Insight and Analysis

① Capture small trends through signal networks:

Trend insights should not rely on "single static research", but require long-term dynamic tracking and observation from multiple perspectives to be extracted and captured. New trends and new changes often start from "small trends", that is, "trends that affect trends, changes that bring about changes." Capturing and paying attention to small trends through a broader perspective is the key starting point for trend research. Continuous tracking and comparison can help us discover the direction of blue ocean trends earlier.

Over the past year or so, we have maintained close contact with trend-sensitive users through the "community connection and co-creation" approach, continued to capture trend signals from the user side, maintained sensitivity to trend changes, and combined B-side business input, big data insights, etc. to accumulate a rich "knowledge base", which has become the "cornerstone" of trend research.

② Analysis model from signal to trend:

Secondly, how do we go from "signal" to "trend" after we have the signal? Drawing on the existing trend analysis model in the industry, we can divide trend insight into four core stages: discovery-explanation-insight-definition. We can capture the trend change direction behind the convergence through a wide range of signals, and then diverge and finally define the trend direction from the perspectives of consumer motivation, psychological motivation, cultural mentality, social driving force, etc.

In addition to focusing on superficial consumption phenomena, trend research also needs to pay more attention to the specific people behind them, put consumers into the context of their lives to understand them, grasp the underlying driving logic behind consumption phenomena, and examine the present and look to the future based on the past.

Step 2 Trend Application

① Disassembly and application of trend operation logic:

How is trend research applied in actual business? If the trend business framework is disassembled, it can be divided into product layer, capability layer, and marketing layer. The product layer mainly focuses on the exploration of trend product selling points and the precipitation of new attributes/new categories. The capability layer mainly focuses on the steady-state trend operation framework and the layout of new consumer tracks. The marketing layer mainly focuses on the front-end agile marketing and communication driven by the trend operation framework and product pool, such as big promotion trend venues, trend flash sales, trend lists, etc.

The application of trend insight research in actual business also mainly starts from these three aspects, establishing a three-layer insight framework from trend propositions-trend scenarios-trend categories to provide directional guidance for the business.

② Channel Centralization

JD Trend Channel "Trend Report" was launched at the beginning of the year. It has an independent entrance on the JD homepage. The trend-focused channel has nearly 60 trend scenarios and 600 trend categories, accurately recommending new consumption directions for users;

③ JD.com field trend mindset construction

1) Transmitting trend awareness throughout the entire transaction chain: Tagging and creating an atmosphere for trend products throughout the entire process to cultivate the minds of C-end users and increase the traffic of trend products; including JD trend labels and atmosphere belts for search, recommendation, and product details, and launching trend scene cards in the homepage recommendation feeds;

2) The trend center field is linked with various traffic fields: by marking and depositing trending goods, the trending goods are output to the front-end flash sales, rankings, JD Supermarket and other traffic fields, such as JD Flash Sales co-building trend flash sales and rankings co-building trend lists;

Rankings

Both authority and novelty are required

JD Rankings 618 has upgraded its product matrix comprehensively, focusing on the two value propositions of "authoritative professionalism" and "discovering novelties", and building a product matrix that the industry can participate in, operate and market. Among them, the two major platforms of JD Gold Ranking and JD Treasure Ranking IP618 have been completely innovated.

JD Treasure List is positioned to explore and select JD's novel, unique, small and beautiful, and discoverable small and medium-sized stores and rare items, hoping to break the industry conventions, drive the attention and product traffic of small and medium-sized high-potential brands through the leading role of the list, incubate potential value brands, help merchants grow, and let more treasure brands be seen. In order to more comprehensively explore JD's potential small and medium-sized stores and give merchants more active and greater participation space, the list is open to merchants to sign up for the first time, and select the listed stores through the form of auditions, attracting a total of 6,000+ small stores with stories to sign up and participate, of which 1,200 new stores can't wait to shine on the list. During the 618 period, the Treasure List brought more than 10 million+ consumers to hundreds of small and medium-sized merchants. During the 618 period, more than 50% of the customers of dozens of treasure stores came from the Treasure List.

JD Treasure List selects new and unique stores on JD.com, explores stores that users have never discovered, breaks the consumer cocoon, and creates a sense of surprise for users. To make it more interesting, fun and vivid, the way to enter the Treasure List is also very ritualistic. You can shake the homepage to open the mysterious treasure world, enter the list page, and start the treasure hunt journey. By exploring different stores, randomly digging treasures and opening blind boxes, users can immerse themselves in the list and increase the length of stay. After millions of consumers come to the Treasure List, they visit at least 5 treasure stores every day.

Ranking List 618 responds to users' stronger demands for official shopping guides during big sales, and upgrades the real-time sorting of various list types such as JD Gold List and Best Seller List. The list ranking is updated every 15 seconds in real time to provide consumers with purchase suggestions that are more in line with consumption trends.

Channel Plaza

Bringing good channels closer to users

With the advent of the "content is king" era, content has a multi-dimensional impact on the entire consumer group, and all walks of life have begun to explore and dig into "content". In order to get closer to users, products need to establish connections and communicate with users in an interesting way. Therefore, "Exploring the Hall" came into being. The plan is to select high-quality, professional, and highly sticky channels to give users more choices of shopping in professional goods fields in subdivided industries, which is crucial for products.

More channels, better browsing: Let users have fun browsing in the museum and find areas and content of interest. So what do we want users to browse? Why do users come? How to resonate with users and deliver interesting content forms of channel content? We have done a lot of research and sorting from the user's personality and expression, and extracted the following aspects. The museum hopes that users can find the areas of interest here. The channel will adopt more attractive activities, personalized interest content recommendations, better display and selection, and attract interested users through professional and interesting content; at the same time, for the category itself, the more refined the operation and the more understanding of the user's interests, the more users will be favored by the channel.

In summary, the museum exploration will dig out interesting content and products in the channel and present them to users in a more diverse and attractive way, allowing users to discover more and better museum areas, and enhance users' shopping interest and trust. A new museum exploration entrance is added on the left side of the tab at the top of the homepage: as an important incubator of the APP channel ecology, a new position for the operation of category feature channels, and will be gradually opened in July. The next step will be to continue to explore user routes and output content supply, and launch new marketing scenarios with Double Eleven as the target node.

2. Merchants’ marketing capabilities are improved

Search Marketing

The search marketing capability matrix of JD APP 11.0 has also been upgraded. Focusing on the three directions of "certainty", "operability" and "regularization", it runs through the search user flow to build a search product matrix for merchants to participate in. The rich and flexible marketing methods also help merchants obtain more traffic during the 618 period.

The search field naturally comes with clear user demands. The integration of new marketing capabilities can be combined with user traffic lines to tap into more potential user demand scenarios. Among them, by combining deterministic scene word triggers with resources, it can help merchants create more traffic operations for new categories and brands, while strengthening user habits and minds, and providing merchants with a sustainable traffic pool. Search marketing resources currently combine common merchant demand types, such as new products, high-end luxury, festivals, promotions, off-site linkage, etc., with rich and different product capabilities. It now supports rapid configuration and can be launched online without development. Flexible resource styles are combined with high-frequency business needs to open up a new operating field for merchants on JD.com. While ensuring user experience and efficiency, the current search domain resources have been combined with data analysis to improve resource usage rules. At the same time, the joint marketing center platform will open up the ability to submit resources online in the future, allowing merchants to participate in search operations more openly, transparently, and in-depth.

Recovering pending payment orders

On the basis of improving user experience, we have also established special projects and introduced some measures on the topic of how to improve merchants' order success rate and recover pending payment orders in the post-purchase stage.

Through data analysis, we attributed and summarized the categories, reasons and status of user order cancellations, and conducted in-depth interviews with users and major business departments. We found that the main problems of cancellation include overdue payment, malicious order interception, unwanted orders, wrong addresses and other issues. The categories that need to be optimized are 3C and consumer goods. Behind the problem is that there are currently not many intervention measures for orders in the pending payment state, including the lack of touchpoints for merchants and operations to intervene, resulting in the loss of these orders without system-level retention tools. The primary and secondary relationships of the problems were clarified, and the optimization direction was determined based on the essence of the problems. To this end, we have expanded the touchpoints in multiple dimensions in the pending payment state, including reminders on the homepage, pop-up windows to retain users who give up payment at the checkout counter, and reminders at payment interest points. Among them, the financial voucher reminder function has been continuously upgraded and currently supports POP merchants to set up financial vouchers independently, which are used to recover pending payment orders in Wojing, order lists, and order details, helping merchants improve order conversion rates and GMV.

Flow rate is positive

11.0 also strengthens the positive flow of traffic. When users search for non-standard products, JD APP 11.0 will identify subcategories and trending products based on the user's search terms, trends inside and outside the site, etc. At the same time, with the help of the "onebox capability" launched later, the same products searched by users will be aggregated, thereby improving traffic efficiency and helping the most suitable products stand out. In addition, the new ecology will also strengthen the linkage of traffic inside and outside the site, allowing merchants to obtain traffic from inside and outside the site while also receiving feedback from traffic inside the site, thereby increasing traffic.

User perspective｜Creating new experiences for consumers and merchants

1. Refined category management

Full-link upgrade of vertical categories

The complexity of e-commerce platforms lies in the fact that product design not only needs to consider the needs of users and merchants, but also needs to focus on the expression and presentation of different categories of goods. To this end, 11.0 organized a brainstorming session with comprehensive functions such as business, user research, UED, and R&D. Through in-depth user research and business visits, we conducted business understanding, diagnosis, and thinking together, and disassembled solutions from pre-purchase to post-purchase to the entire chain, bringing an increase in category GMV.

JD.com platform covers dozens of categories such as 3C, home appliances, clothing, furniture, maternal and child care, and beauty products. Users' purchasing needs, focus, and business operation demands are different in different categories. How to make the characteristics of the categories intuitively displayed on the platform and how to make users buy the required products more conveniently and efficiently are the main goals of 11.0 vertical business construction. For example, the characteristics of the 3C category are many parameters and strong professionalism. When users buy digital home appliances, they often need to do a lot of homework due to the professionalism of the products and the personalization of user needs. There are problems such as having goals, difficult decisions, or not knowing how to choose. Through online and offline business visits, we found that the offline conversion ability is very strong, and the offline process experience is very complete, and the shopping guides will give users very detailed introductions to products and discounts. Therefore, we have carried out a transformation of the overall container service on the APP for the 3C category. From a static purchase route, it has been upgraded to a more forward-looking purchase decision route.

JD APP 11.0 reduces users' decision-making costs through shopping guide services, short videos, package purchases and other services. For example, when purchasing a range hood, users need to make a choice based on the floor they live on, the size of their kitchen, cooking habits and other factors. Through functions such as the gold medal shopping guide and purchase guide, users can quickly learn about the purchase of range hoods, understand the functions of parameters through parameter descriptions and video popularization, and can also purchase a full range of home appliances in one stop through package purchases, solving the problem of having to choose from everywhere.

Omni-channel combining online and offline

While the online sales of physical goods continue to grow, the next step of continued growth requires the synergy of online and offline channels to complete the optimization and upgrade of the Internet and offline retail in the commercial dimension. For APP11.0, the real-time retail route optimization and store model reconstruction were also carried out on the APP to create the mentality of JD.com's online and offline omni-channel shopping.

The Nearby channel on the homepage:

APP11.0 JD.com has further enriched the shopping scenarios that serve users on the basis of traditional online shopping, and added the omni-channel homepage - "Nearby", which is committed to breaking the limitations of space and time, allowing users to experience a more immersive, faster and more accurate shopping scenario. It includes 4 routes: home retail, home service, store retail, and store service, which go deep into all aspects of users' lives and build a living circle in the same city. In addition to business, it has also enriched the ability to provide services. Supporting more business types of products and richer shopping scenarios, on the one hand, reduces users' shopping blind spots, and on the other hand, fully establishes an integrated online and offline omni-channel shopping experience.

Member code upgrade:

The core positioning of the member code anchors the online and offline bridge, hoping to bring a more efficient experience for the mutual connection and penetration between online and offline brands, stores, users, and rights. In this upgrade, the member code as a tool brings a more convenient in-store verification experience. In stores that support the member code, store coupons, store-to-store orders, store privilege vouchers, etc. can be verified with one code; as a rights and interests field, the member code field aggregates the user's JD member rights and interests, enriches the perception of rights and interests, and can also quickly join JD's selected brand members and nearby brand members, making it easier for brands and users to connect offline; as a marketing window, the member code also selects nearby good products, nearby high-quality store services, and nearby good stores for users, so that they can shop around at home.

Hourly shopping live broadcast:

Based on the pain points of offline customer acquisition and high operating costs for brands with strong control over stores, we combined the online instant retail model, linked the brand's online and offline marketing resources, and realized a new gameplay of "one broadcast with multiple stores" to enable brands to participate in live broadcasts and nearby stores to fulfill contracts. During the 618 period, we also cooperated with multiple brands to quickly extend the gameplay and operational ideas of content marketing to the omni-channel business line, helping brands solve problems while allowing them to directly reach users, control the live broadcast market, and control prices independently. In addition, users can watch live broadcasts while receiving goods, and the more convenient service experience upgrade has also implanted JD's mindset of 10-hour delivery into the minds of consumers.

Store map based on LBS:

In order to allow users to efficiently integrate scattered merchant information based on real-time positioning, provide information visualization, and achieve a more friendly selection process, so that merchants can attract new customers, increase exposure and brand awareness, and use information technology to efficiently manage various transaction processes and improve operational efficiency.

Finally, we will improve the efficiency of the platform's in-store business, diversify the marketing of in-store business in the same city, enrich the exposure style and segmented business dimensions. During the 618 promotion, we built the basic capability construction MVP of the in-store map. In the future, we will gradually improve the map capability innovation in various traffic fields and link nodes, build a new transaction link, upgrade the user purchase and offline service experience, and realize the deep integration of online and offline.

Cross-category penetration

JD.com has accumulated a large number of users after 20 years of deep cultivation in the e-commerce industry. Looking at the consumption behavior and category consumption performance of users on the JD.com platform: most users come from the 3C category, and their consumption behavior revolves around the pan-3C category. Due to the low frequency, high price and service-oriented characteristics of the 3C category, users can experience the core value of JD.com during the consumption process, but they cannot continue to consume at a high frequency. At the same time, the industry's traffic focuses on instantaneous conversion efficiency, and the user's browsing width is also limited by historical behavior. The cycle of superposition makes users look narrower and narrower, and there is nothing left to browse.

How to break through cognitive barriers, achieve efficient user transfer between multiple categories, and amplify the potential of existing users has become an important topic to be studied by JD.com's platform department in 2022. Compared with competitors or new content e-commerce platforms, JD.com's user habits tend to be driven by strong demand and come and go, lacking user shopping scenarios, and attracting users to contact new categories through seeding has a natural disadvantage in scenarios. Therefore, returning to the user's main scenario to break through the category has become a suitable solution for JD.com.

1) Commodity linkage: Build cross-category scenarios in the main user transaction path, expose highly relevant categories and commodities in the current main consumption scenario to guide demand expansion. Expand the one-way transaction route of purchasing product A to highly relevant categories B, C, and D, and create multiple transaction lanes.

Taking the open shelves launched in the first half of the year as an example, in the supermarket category, users' consumption habits are mainly based on periodic stockpiling, and the consumption behavior of multiple products in one order is particularly prominent. In addition, the user decision chain and decision cycle are relatively short. An open, rich and suitable consumption channel for ordering is more suitable for this category. However, the transaction flow of JD.com's supermarket category still uses the high-information immersion mode of categories that require in-depth decision-making, which is not suitable for supermarkets. Therefore, we have created a new open shelf for supermarkets, allowing users to browse related products quickly and easily when browsing the main product, reducing the browsing cost of jumping back to the channel or activity page, and completing stockpiling immediately.

2) Penetration of benefits in categories: JD.com is well known to users for its many promotions and various discounts, but during the research process, we found that JD.com’s discounts are more concentrated in the dimensions of single products, single categories or single stores, and the discount delivery strategy is more designed to maximize the conversion efficiency of the current products.

Obviously, discounts are a powerful tool to stimulate user consumption, and for the expansion of user categories, we need to create gameplay that is suitable for new categories and new scenarios to enhance the fulcrum advantage of discounts. At the bottom level, we build a cross-category matchmaking platform to break down departmental walls and expand joint marketing from a small-scale trial to a scalable marketing gameplay. In terms of gameplay, we create a multi-scenario category rights center and category multi-order gifts to expand the contact surface between discounts and users while pre-locking the subsequent category behavior flow.

3) Multi-dimensional exposure: Based on the ability to accumulate user browsing and search behavior data, combined with the category penetration project to accumulate category consumption behavior data, predict category penetration opportunities, and launch cross-category products, content, and rights. Explore the space for expanding the breadth of categories, change the existing tool-based, one-way transaction structure, and achieve seeing more and buying more.

In the second half of 2022, the platform will focus on improving its category penetration capabilities to help cargo owners achieve further growth in inventory competition.

2. Upgrade the shopping experience of the entire category chain

Easier decision making and more convenient service

JD APP 11.0 has optimized the shopping experience throughout the process. By continuously exploring and drilling into the experience problems in the shopping chain, it actively explores new growth opportunities in each link, creates a "new" field experience, and improves the platform's "new" conversion ability, and is committed to providing users with a better user experience on the shopping route. Through the continuous optimization and improvement of functions, it has formed a new shopping experience of "making it more intuitive for users to browse products before purchase and making purchase decisions faster; lower payment operation costs for users during purchase, and more convenient to place orders"; it is more convenient to find services in the order center after purchase, so that "my order is more in line with my usage scenario, and the information I want can be found quickly".

Among them, the focus is on the pre-purchase link closest to the transaction link, the structuring of the main picture of the product details page. The main picture structuring of the product details is aimed at focusing the core decision-making information on the main picture position of the first screen based on the decision path of the consumer of the product details, thereby improving the efficiency of purchase. Through research and data insights, it was found that most users mainly view information in the header area; only half will view information after the second screen; the core demand of users on the product details page is to view product information, and the current key product information is irregularly scattered throughout the page, and the information browsing efficiency is low;

After determining the user's pain points, important decision-making information is moved up, and industry characteristics and conversion-promoting shopping guide functions are displayed in the main picture in sequence according to the consumer decision-making path: information (core parameters>dynamic video>3D/VR try-on & preview & makeup)>gifts>evaluation>services (basic services, upgraded paid screen breakage insurance, etc.)>matching (matching shopping, model room, my home).

For example, the AR/VR function can be used to view the product in all directions, the evaluation function can be used to quickly understand the real reputation of the product, and the combination purchase function can be used to quickly make cross-product purchases, etc.

• User decision path restoration: information collection > evaluation of options > purchase decision, the information collection stage focuses on product information;
• Function usage data: User usage behavior is concentrated on product information understanding (product pictures > videos), specification selection and information verification functions (evaluation > Q&A), while the use of decision-making support functions is relatively low;

When users find the products they like, they expect to place an order quickly without having to think too much. Using the KANO model and the LIFT rule, we found that the only direct elements related to user orders are address, delivery, products, promotional offers, order amount, and payment methods. However, the online checkout page is infiltrated with many elements that are meaningless to user orders and are purely business-oriented, such as product labels, bundling, and attracting new customers. These elements do not directly help users make order decisions, but instead reduce the clarity of the product, making it difficult for users to quickly confirm information.

We simplified the checkout page, made it clearer, highlighted the core decision-making factors, and simplified user operations to reduce unnecessary time spent on placing orders. From the data results, the order pick-up rate of users has been significantly improved.

The order page is an information aggregation site for the post-purchase link of users. It primarily solves the most basic needs of users for product purchases and transactions. After completing the purchase, users can perform after-sales experience, seed and share information according to their needs. At the same time, information query runs through the entire link. How to enable users to quickly find their key information in the order and ensure the user experience is a relatively important topic. After data insight and user research analysis, it is found that since each business provides a variety of services and the positions displayed in the order are also relatively scattered, it is difficult for users to find the service information they are concerned about at once.

Therefore, this adjustment prioritizes service integration, provides a certain position for users' service fulfillment and recommendation, and creates a mindset of overall service advantage. Starting with the creation of a new service center, the entry level is aggregated to facilitate users to quickly find usage help and various services on the order details page, improve user fulfillment certainty, and at the same time meet users' demands for more post-purchase scenarios, improve user satisfaction and more conversions.

3. Marketing Center

Merchants can participate and operate

If the new ecology that provides more business space for merchants is the "surface", then the experience that allows merchants to clearly participate, operate, and perceive is the "inside" of ingenuity. In order to solve the problems of cross-system platform business marketing operations, large-scale submissions, difficult to trace operation processes, and high costs of some online collection products, the core is to build platform marketing positions and standardized and regularized operation processes around organizers and participants. The organizer's perspective supports business channel entry/CMS entry, and at the same time provides online regularized operation management capabilities such as resource management, material strategy management, visual floor management, and rapid resource association.

The participant perspective supports merchants/purchasers to participate in channel resource activity registration and rule invitation registration. At the same time, relevant rules are open to participants, effectively improving user participation and establishing rule-guided operation capabilities.

Platform perspective｜Starting new growth

Today's market is facing unprecedented changes, and uncertainty has become the main theme of the market. As a new type of physical enterprise, JD.com hopes to help brand merchants achieve internal certainty of growth amid external uncertainties through its own supply chain infrastructure and digital capabilities.

Based on JD.com's digital capabilities, the new JD.com APP 11.0 will further promote the transition from a deterministic traffic distribution mechanism to a refined operation era of matching people and goods, that is, focusing on users, providing and recommending good products and services suitable for them, thereby improving merchant conversions with more refined operations, enhancing user stickiness, and achieving high-quality traffic operations. In a market full of uncertainty, an open ecosystem is one of JD.com's important strategies to help brand merchants achieve deterministic growth. The original intention of JD.com's continuous upgrades is to bring consumers a better consumer experience, help brand merchants continue to break through, achieve new growth, and live up to every love of consumers and brand merchants.

Conclusion and Easter Eggs

Finally, I would like to thank my friends who have accompanied JD.com for their growth, as well as readers who have read the last one. There are many changes and thoughts behind this revision, which cannot be exhausted. You can upgrade the APP to explore and experience, and we will continue to interpret it in the future. Everyone is welcome to share your JD.com app story, expectations for us, or content you still want to see in the comment area.

11.0 is the starting point. In the future, we will accompany it to continue to grow. We hope that it can bring more value to users and merchants. The version symbol of JD APP 11.0 is like an open door, opening the door to welcome new hope and new ecology. Due to the changing environment, everyone's emotions are affected. But as product managers, we hope to convey more positive, simple, happy, interesting and informative energy to the society. Let's go to the future. Thanks for listening:)