At the beginning of the year, JD.com’s high-profile entry into the takeaway market attracted widespread attention in the industry. Now that it has entered June, what achievements has JD Takeaway achieved in this fierce market competition? How does it break through the long-dominated market of Meituan and Ele.me? This article will provide an in-depth analysis of the development status of JD Takeaway, from the market environment to the ecological construction of JD Takeaway, and then to its latest data in terms of order volume, merchants, riders, etc., to comprehensively interpret how JD Takeaway has achieved a breakthrough from 0 to 1 in just a few months, and gradually built its own competitive advantage and sustainable development ecology.
It’s June 2025.
Looking back at the moment when JD.com announced its high-profile joining the takeaway track at the beginning of the year, have you ever wondered where JD.com has grown after months of takeaway wars?
01 The takeaway market 2.0 update is coming soon
According to the Economic Observer, from 2015 to 2024, the size of our country’s food delivery market has soared from 125 billion yuan in the past to 1.5 trillion yuan after 10 years of development, with a compound annual growth rate of 28%. In addition, due to the rapid development of the market, the penetration rate of the takeaway concept in the entire catering industry has also increased from 4% to 26%, and the data curve is high-spirited.
Also on the consumer side.
To achieve these three challenges, product managers will only continue to appreciate
Good product managers are very scarce, and product managers who understand users, business, and data are still in demand when they go out of the Internet. On the contrary, if you only do simple communication, inefficient execution, and shallow thinking, I am afraid that you will not be able to go through the torrent of the next 3-5 years.
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At present, there are 592 million online food delivery users in our country, or more than half (53%) of Chinese netizens, who use food delivery services in their daily lives. Such a huge number of users has also made the word “takeaway” from the original “errand entrepreneurial ingenuity” to an indispensable part of your daily life.
Specifically, the proportion of consumers who consume takeaway once or more a day has reached 43%, and with the enrichment of takeaway categories, the successive launch of platform subsidy activities, and the impact of limited work energy, the per capita takeaway consumption frequency is still promising to grow, which has a positive impact on the market size of the entire industry.
But here’s the problem.
With the maturity of the takeaway market and the growth of consumer consumption frequency, consumers have also put forward more development expectations for the market.
In the early stages of the industry, takeaway is mostly the first choice for people who want to “eat conveniently”. At that time, the market environment made lower prices and faster delivery speed the mainstream expectations of consumers. But today, as consumers’ consumption mentality gradually transitions from “eating enough” to “eating well + eating well”, the two points of nutritional composition and food quality have gradually become the new mainstream expectations.
In this context, it has not only spawned subdivisions such as light food, organic, and fitness meals in the industry, but also made the “store hardware” such as bright kitchens and support for dine-in dining become key factors in influencing consumers’ orders.
At the data level.
When talking about the question “what are the main aspects that you are worried about when you order takeout”, hygiene problems represented by ghost canteens, taste problems represented by pasty meals, and health problems represented by heavy seasoning are the top three votes of respondents. Its 72%, 62% and 51% of the voting data have significantly exceeded the issue of food delivery time (33%) and the size of dishes (31%).
02 Why the takeaway market is the top three
Contacting the above data, it is not difficult to find that version 1.0 of the takeaway market is a business version mainly oriented by “cost-effective + convenient”. With the maturity of the market and the emergence of consumer quality anxiety, a major update of version 2.0 mainly oriented to “meal quality” has also emerged.
In February 2025, JD.com takeaway came to everyone’s eyes.
In order to win development space in the market, the JD takeaway team cleverly selected “quality dine-in takeaway” as its key force point, and strengthened the platform image of “anti-ghost stalls” and “meal health and hygiene” in the minds of consumers with the help of concepts such as “physical store certification” and “qualification publicity”, and won the trust of users.
Since then, JD Takeaway has lowered the experience threshold of consumers from all walks of life by placing subsidies, and let more consumers experience the JD takeaway delivery system through the hand of meals. In the end, while catering to users’ “healthy eating emotions”, the market ecology that has not changed for a long time has entered the stage of “three strong standing” from the stage of “two heroes competing for hegemony”.
Relevant data show that the average daily order volume of JD.com takeaway has reached 25 million, accounting for 31% of the total daily order volume of takeaway and 45% of the total average daily order volume of quality takeaway. Another survey result shows that 50% of users regard JD takeaway as their first choice for quality consumption; More than 60% of consumers in cities will give priority to JD takeaway when purchasing quality takeaway.
Here, JD Takeaway can be described as a beautiful combination punch.
The entry point of quality takeaway, on the one hand, caters to those old takeaway customers with “hygiene anxiety”, and on the other hand, it digests those ordinary consumers who are concerned about health problems due to the concept of “weight management year”. Since then, the large coupons distributed by the platform have given consumers a sense of value for money, successfully leveraging those users who are still in the wait-and-see stage, and then allowing the platform to successfully break through in the subdivision track of “quality takeaway” and establish its own user moat.
03 Ecological construction has become the core of JD.com’s takeaway
Talking about the rapid development of JD.com’s takeaway from 0 to 1.
Xu Ran, CEO of JD.com, once said that the key direction of JD.com’s takeaway will be based on the three major roles of users, riders and merchants. That is, to provide users with a better experience, provide riders with more secure jobs, and create a healthier ecosystem for merchants.
For JD.com, the takeaway track is part of the future sustainable development strategy. With the gradual growth of business scale and user scale, it will eventually be integrated into the entire JD.com system and contribute synergistic value to instant retail, e-commerce retail and other business sectors.
On April 15, JD.com’s daily takeaway order volume exceeded 5 million;
On April 22, JD.com’s daily order volume exceeded 10 million;
On June 1, JD.com’s daily takeaway orders exceeded the 25 million mark, and the number of stores exceeded 1.5 million.
In addition, JD Blackboard News also announced that the number of full-time riders of JD Takeaway has exceeded 100,000, which is nearly two months earlier than originally planned. In order to ensure that the platform’s capacity can match the rapidly growing order volume, JD Takeaway will also increase its own recruitment efforts and expand the scale of full-time riders to 150,000.
Then the question arises.
Why can JD Takeaway establish a stable ecosystem in a short period of time? Realize the three-end flowering of users, riders, and merchants?
The answer is only the word “concession”.
As we mentioned above, the key reason why JD Takeaway has established a user moat is that they cater to the consumption trend of “quality takeaway” and issue large subsidy coupons to consumers. As for riders and merchants, JD.com also provides them with a series of safeguards and support measures that hit the pain points of the role, such as five insurances and one housing fund, and exemption from commissions.
This practice of benefiting the three parties has also allowed JD Takeaway to gain higher traffic and favorability between these three roles, and then established its own sustainable development ecology with the increase in the number of settlers and consumers.
That is, merchants and riders join JD Takeaway because of the treatment that is more in line with their own needs, and consumers choose JD Takeaway because of high-quality merchants and delivery services; The subsequent increase in the number of consumers will promote the increase in the number of platform merchants and riders.
If this continues, the platform will not only have a large and complete merchant category and a reliable delivery team, but also a large number of loyal users with obvious consumption styles, until they can gallop on the track with the exclusive selling point of “quality takeaway”.
Reference:
IT Home: JD.com CEO Xu Ran: The number of takeaway stores has exceeded one million, and the demand for merchants to open stores is very strong
China Fortune Network: The pattern of the food delivery industry is accelerating to quality, and JD Delivery accounts for 45% of the quality food delivery market share
China Fortune Network: 50% of users prefer JD.com to eat “quality takeaway”, and the market bids farewell to “fooling learning”
Morning News: From “full demand” to “quality life”: JD Takeaway leads the new consumption era with a healthy and strict selection mechanism
Economic Observer: The overall scale of the catering takeaway market exceeded 1.5 trillion yuan, and JD.com’s market share has reached 31% in the four months since entering the market
Beijing News: JD Takeaway: It will expand to 150,000 full-time riders in the near future
