JD.com Group’s revenue in 2025 increased by 13% year over year to 13091 billion yuan, with a more diversified revenue structure.

On March 5, JD.com Group Co., Ltd. (hereinafter referred to as “JD.com Group”) released its 2025 Q4 and full-year results.

For 2025 as a whole, JD.com Group’s revenue reached RMB 1,309.1 billion, a year-over-year increase of 13%. Under non-US generally accepted accounting principles (Non-GAAP), JD.com Group’s net profit for 2025 was RMB 27 billion.

During the reporting period, JD.com Group achieved double-digit growth in both full-year revenue and active users. Its advantages in core businesses were further consolidated. Its revenue mix became more diversified. The scale of new businesses such as takeout food continued to expand steadily. JD.com Group’s AI technology has not only been applied more broadly across thousands of industries, but has also entered millions of households through best-selling intelligent products.

Chargeable-category advantage further consolidated

In 2025, JD.com Group’s market advantage in chargeable categories remained solid. Despite the impact of a high base, it still maintained a year-over-year revenue increase of 7.1% for the full year. Revenue from the daily necessities and personal care (日百) category recorded year-over-year double-digit growth for five consecutive quarters, with full-year revenue up 15.3% year over year. The supermarket category achieved double-digit growth for eight consecutive quarters. Service revenue grew 23.6% year over year, and accounted for 21.8% of total revenue, hitting a new annual high.

In the past, relying on its product advantage of genuine goods and the service advantage of door-to-door delivery, JD.com reshaped the shopping experience for 3C and home appliance products, establishing an advantageous position in chargeable categories that is difficult to dislodge.

In recent years, as consumer demand for durable goods represented by chargeable categories weakened, JD.com Group did not stop at its existing strengths. Instead, it proactively advanced product innovation in cooperation with brands, channel innovation across diversified offline formats, and service innovation integrating sales and installation. It has continued to build new competitive barriers in chargeable categories.

At the same time, users’ consumption structure is shifting from being led by durable goods to meeting everyday-life needs. Combined with the decline in e-commerce fulfillment costs, JD.com Group has keenly captured this trend shift and built a new growth engine in the daily necessities and personal care (日百) category through “low prices with quality.” Data show that the daily necessities and personal care (日百) category’s share of total revenue increased to 40%, driving JD.com Group’s revenue mix to become more diversified.

“Balanced revenue structure is not only JD.com Group’s precise adaptation to changes in consumer demand, but also confirms the foresight of its strategic optimization around ‘experience, cost, and efficiency’ three years ago.” Chen Liteng, a digital life analyst at the Digital Life Analytics Center of iResearch (iiMedia) Consulting, said that JD.com Group’s ongoing investment in supply-chain efficiency, its pursuit of user experience, and its management of operating costs have laid the underlying capabilities for current category expansion and the incubation of new businesses, enabling it to broaden its moat in competitive industry conditions.

An increase in user activity and the expansion of transaction scale are forming a positive cycle. More active transactions and continued user growth have attracted an increasing number of brands and merchants to gather on JD.com, making JD.com the leading e-commerce platform for brand building and growth. As the strategy of expanding domestic demand continues to deepen, JD.com Group continues to leverage the effectiveness of its super supply chain, implementing and advancing two-way upgrades between consumption and industries, and better meeting diverse needs with quality and abundant supply.

New businesses accelerate breakthroughs

While continuing to strengthen efforts in the daily necessities and personal care (日百) categories, JD.com Group is also speeding up its layout in the instant retail track. The reporter learned that, with JD.com’s “Billion-Yuan Supermarket” channel launched, over the next three years JD.com will invest more than RMB 20 billion in product subsidies to help brands achieve an additional sales increment of RMB 200 billion. By the end of 2025, JD Fashion’s instant delivery (秒送) has cumulatively onboarded more than 1,000 merchants, and the number of operating stores increased year over year by more than 150%.

In its instant retail layout, the takeout food (外卖) business has become an important growth driver. Within one year of the launch of JD takeout food, it has already attracted more than 240 million users to place orders, with a market share of over 15%. In Beijing, the highly innovative seven-fresh kitchen (七鲜小厨) has achieved near-universal coverage within the Fifth Ring Road area. New stores in multiple cities, including Shanghai and Shenzhen, have been launched in concentrated batches, and by the end of 2026 it will cover all first- and second-tier cities.

The financial report shows that, as seven-fresh kitchen and JD takeout food expand from takeout services to business models such as pick-up at the store and on-site group buying, JD takeout food has also set a goal for this year of achieving a market share of 30%.

In both the sinking markets and the industrial belt end, JD.com Group has also delivered impressive results. In 2025, JD Joy (京喜) self-operated achieved a transaction value growth of 10x year over year, bringing 150 million new users. It deeply linked 260 industrial belts nationwide, driving nearly 100 industrial-belt factories to sell more than one million orders per year. Among them, the expansion from exports to domestic sales helped nearly 2,000 foreign-trade enterprises sell 180 million orders. JD Joy Farm helped more than 3,200 agricultural product enterprises sell 160 million orders. Focusing on the ecosystem of third-party merchants, the number of merchants on JD Joy Small Stores (京喜小店) exceeded 1.35 million, and the order volume grew 50% year over year.

The continued expansion of the offline service network further strengthened JD.com Group’s omnichannel layout. By the end of 2025, 3C electronics stores represented by JD.com Home (京东之家), JD.com Computer & Digital Specialty Stores (京东电脑数码专卖店), and JD.com Phone & Digital Specialty Stores (京东手机数码专卖店) exceeded 4,500 stores. JD.com MALL reached 26 stores nationwide. JD.com Appliances city flagship stores exceeded 110. JD.com Auto Care (京东养车) stores exceeded 4,000. JD.com Aulet (京东奥莱) already had more than 50 stores across the country.

Guo Tao, deputy director of the China Electronic Commerce Expert Service Center, said that JD.com Group not only built barriers in advantageous categories such as 3C appliances, but also opened up the sinking markets, continuously optimizing the user experience. In terms of business collaboration, the four major segments—retail, logistics, technology, and new businesses—have formed a linked effect. The performance of emerging businesses has been impressive: in instant retail and takeout food, both user and order volumes have doubled. For international business, steady expansion through acquisitions has contributed a significant incremental increase to overall revenue.

JD.com Group’s Chief Executive Officer Xu Ran said: “Our core retail business has shown resilience. New businesses are advanced according to strategic plans. Since our founding, while the scale of JD takeout food has grown steadily, losses have narrowed quarter by quarter. JD Joy and international businesses are also opening new opportunities for long-term growth. In addition, we have applied AI comprehensively to internal operations and provide users with a smarter experience, fully unlocking its potential for change.”