Impact of the "Measures for the Supervision and Administration of Online Trading Platform Rules" on Major Internet Platforms and Enterprise Response Strategies

Based on the latest regulatory policy information and market data, I will systematically analyze the impact of the “Measures for the Supervision and Administration of Online Trading Platform Rules” on major internet platforms and the corresponding enterprise response strategies for you.

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On January 7, 2026, the State Administration for Market Regulation (SAMR) and the Cyberspace Administration of China (CAC) jointly issued the “Measures for the Supervision and Administration of Online Trading Platform Rules”. At the same time, the National Development and Reform Commission (NDRC), SAMR, and CAC jointly issued the “Price Conduct Rules for Internet Platforms”, which will

and be valid for 5 years [1][2]. These two policies together form a complete framework for China’s platform economy regulation, marking the entry into a new stage of supervision over internet platform price behaviors.

According to the policy documents, the main prohibited behaviors for platform operators include:

Regulatory Category	Specific Prohibited Behaviors
Big Data Price Discrimination	Setting different prices for the same product or service under equivalent transaction conditions; implementing differential pricing based on consumers’ payment willingness, consumption preferences, search habits, etc. [3]
Price Discrimination	Charging higher prices to long-term users or high-frequency users without justifiable reasons; implementing precise price discrimination using algorithms [4]
Forced Low-Price Sales	Forcing or indirectly forcing operators on the platform to cut prices, promote via profit-sharing cashbacks, etc.; forcing operators to not sell at higher prices than other channels [5]
Improper Charges	Collecting unreasonable fees or penalties using platform rules; attaching unreasonable conditions through search ranking demotion, algorithmic demotion, etc. [1]

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Based on the 2026 fiscal year Q2 financial report data, Alibaba’s net income attributable to ordinary shareholders

to RMB 20.99 billion; operating profit to RMB 5.365 billion; sales and marketing expenses reached RMB 66.496 billion, [6]. The adjusted EBITA of its China e-commerce group fell 76% YoY, mainly affected by increased investment in the instant retail sector.

• Restricted Personalized Pricing
  : Alibaba’s long-standing one-to-one personalized pricing strategy relying on big data algorithms will face major adjustments
• Rising New Customer Acquisition Costs
  : The past model of obtaining excess profits from long-term users through differential pricing is no longer sustainable
• Reconstructed Relationships with In-Platform Operators
  : Need to rebalance the profit distribution between the platform and merchants; the protection of “independent pricing rights” in Article 5 will change the platform’s dominant position [5]

Alibaba has integrated its food delivery business into the instant retail segment, carrying out strategic transformation via Taobao Flash Sale. JPMorgan expects that Alibaba will not approach break-even in its food delivery business until [7].

In Q3 2025, Meituan’s adjusted net loss was

, shifting from profit to loss YoY; the core local commerce segment recorded an operating loss of , with an operating loss rate of [6]. Previously, Meituan’s adjusted net profit in Q2 fell 89% YoY, and operating profit fell 75.6% YoY.

Business Segment	Regulatory Impact	Profit Pressure
Food Delivery	Prohibition of differential pricing for high-frequency users	Difficulty recovering subsidy war costs
In-Store Business	Increased requirements for price transparency	Need to adjust commission models
Meituan Flash Sale	Standardization of instant retail pricing	Narrowing of competitive advantages

Meituan CEO Wang Xing clearly stated that “we will focus on service experience and operational efficiency, believing that irrational competition is only temporary” [7]. JPMorgan expects Meituan to achieve break-even by , with a profit of RMB 0.4-0.5 per order in the second half of the year [7].

In Q3 2025, JD.com’s sales and marketing expenses increased by approximately RMB 34 billion, mainly used for subsidies for its food delivery business. In Q2, the new business segment recorded an operating loss of

, with an operating profit margin of ; net income attributable to ordinary shareholders fell [6].

• Forced Low-Price Sales Ban
  : The over RMB 10 billion investment for merchants in JD.com’s “Double Hundred Plan” needs to be re-evaluated for compliance boundaries
• Hindered Instant Retail Strategy
  : Self-operated formats such as 7 Fresh Kitchen face stricter pricing standard requirements
• Relationships with In-Platform Operators
  : Need to adjust the terms restricting the price behaviors of in-platform operators

JD.com is shifting from a “mutually destructive subsidy model” to “value competition”, and is expected to scale back subsidies and focus on high-value user groups [7].

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┌─────────────────────────────────────────────────────────────┐
│                    Compliance Self-Inspection Checklist     │
├─────────────────────────────────────────────────────────────┤
│ 1. Fully sort out internal price management systems, and refine │
│    and improve them in accordance with regulatory requirements │
│ 2. Revise platform rules related to the price behaviors of in- │
│    platform operators                                        │
│ 3. Establish a public disclosure mechanism for price behaviors, │
│    and publish pricing rules in a prominent position          │
│ 4. Improve rule explanations and price labels for dynamic and  │
│    time-based pricing                                        │
│ 5. Establish a coordination mechanism for algorithm filing and  │
│    security assessment                                       │
│ 6. Promote the new regulation requirements to in-platform      │
│    operators and drive the standardization of price behaviors  │
└─────────────────────────────────────────────────────────────┘

Traditional Model	Transformation Direction
Differential pricing based on user portraits	Unified pricing based on costs and reasonable profits
Obtaining excess profits through information asymmetry	Gaining value through improved service quality and efficiency
Low prices for new users, high prices for long-term users	Maximizing the lifetime value of all customers

• Value-Added Service Model
  : Provide member value-added services instead of relying on price discrimination
• Service Tiering Model
  : Differentiate via service quality rather than price discrimination
• Technical Service Model
  : Provide value-added services such as data analysis, logistics, and finance to in-platform operators

According to Article 4 of the “Price Conduct Rules”, platform operators should “formulate prices reasonably”, following the principles of

[2]. It is recommended to establish a three-tier pricing system:

1. Basic Pricing Layer
   : Unified pricing based on costs and reasonable profits
2. Promotion Specification Layer
   : Conduct subsidy promotions fairly and honestly, clearly indicating the discount benchmark
3. Service Differentiation Layer
   : Achieve value differentiation through service content and quality differences

• Optimize supply chain efficiency to reduce operating costs
• Improve logistics and distribution efficiency to create real value
• Use AI technology to enhance user experience rather than implement differential pricing

According to data from the Ministry of Commerce Research Institute, China’s instant retail market will exceed

in 2026 and reach by 2030 [7]. This incremental market requires joint cultivation by platforms:

• Reduce vicious price competition and return to rational value competition
• Establish mutually beneficial relationships with in-platform operators
• Strengthen support and protection for small and medium-sized operators

• Set up dedicated compliance management departments and algorithm ethics committees
• Establish an internal audit mechanism for price behaviors
• Improve user complaint and dispute resolution channels

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The 2025 food delivery “three-way competition” temporarily concluded with nearly RMB 100 billion in capital consumption. Industry data shows:

Platform	Market Position	2026 Outlook
Meituan	50% market share	Expected to achieve break-even in mid-2026 [7]
Alibaba (Ele.me/Taobao Flash Sale)	42% market share	Expected to approach break-even by the end of 2026 [7]
JD.com	8% market share	Scale back subsidies and focus on high-value users

• Improved price transparency, with “big data price discrimination” phenomena curbed
• Consumers’ right to know and right to independent choice are protected
• Channels for rights protection are more accessible

• Gain more independent pricing rights
• Reduce the pressure of forced low-price sales from the platform
• Obtain a more fair competitive environment

• The industry shifts from “unregulated growth” to standardized development
• Platform competitive advantages shift from “algorithm exploitation” to “service capabilities”
• Small and medium-sized platforms and new entrants gain more fair competition opportunities

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┌─────────────────────────────────────────────────────────────┐
│                  Response Strategy Framework for Platform   │
│                  Enterprises                                │
├─────────────────────────────────────────────────────────────┤
│                                                             │
│   Compliance Bottom Line ──────► Business Model Reconstruction ──────► Value Creation Upgrade │
│                                                             │
│   • Standardization of price behaviors        • Shift from price discrimination to service differentiation │
│   • Algorithmic transparency                  • Shift from subsidy competition to value competition │
│   • Information disclosure mechanism          • Shift from traffic monetization to service value-added │
│                                                             │
└─────────────────────────────────────────────────────────────┘

1. Immediately Launch Compliance Self-Inspection
   (to be completed before Q1 2026)
   • Conduct item-by-item inspections in accordance with the “Price Conduct Rules for Internet Platforms”
   • Revise and improve internal price management systems

2. Reconstruct Pricing System
   • Establish a reasonable pricing mechanism based on costs
   • Improve the transparency of price labels and promotion rules
   • Standardize dynamic and time-based pricing behaviors

3. Adjust Business Model
   • Shift from differential pricing to service value differentiation
   • Develop value-added service revenue sources
   • Optimize relationships with in-platform operators

4. Strengthen Organizational Capacity
   • Set up algorithm ethics and compliance departments
   • Establish an internal audit mechanism for price behaviors
   • Improve user rights protection mechanisms

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The issuance of the “Measures for the Supervision and Administration of Online Trading Platform Rules” and the “Price Conduct Rules for Internet Platforms” marks a new stage in China’s platform economy regulation. For leading platforms such as Alibaba, JD.com, and Meituan, the new regulations will

, bringing short-term profitability pressure, but in the long run, will drive the industry back to a healthy development track from “algorithm-driven profiteering” to “value creation”.

Platform enterprises should regard regulatory requirements as

, shifting from price discrimination to service differentiation, from traffic competition to value competition, and achieving sustainable high-quality development on the basis of compliance.

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[1] Xinhua News - “Two Authorities Issue New Regulations to Standardize Platform Rules” (http://www.xinhuanet.com/fortune/20260107/9b2f25e4e4cd4d638453827d95625dfa/c.html)

[2] Cyberspace Administration of China - “Notice on Issuing the "Price Conduct Rules for Internet Platforms"” (https://www.cac.gov.cn/2025-12/20/c_1767870953332182.htm)

[3] E-Commerce Review - “A Discussion on Consumer Rights Protection Under "Big Data Price Discrimination"” (https://pdf.hanspub.org/ecl_2316235.pdf)

[4] Securities Times - “As Holidays Approach, "Big Data Price Discrimination" Reappears? Industry Insiders: High Concealment, Supervision Difficulties” (https://stcn.com/article/detail/1336544.html)

[5] National Development and Reform Commission of the People’s Republic of China - “Price Conduct Rules for Internet Platforms” (https://www.ndrc.gov.cn/xxgk/zcfb/ghxwj/202512/P020251217550375624524.pdf)

[6] Industry China - “Aftermath of the Food Delivery War: JD.com and Alibaba’s Net Income Halved, Meituan Swings to Loss” (https://www.cinn.cn/yc/2025/12-05/Lkvjmmqk.html)

[7] 36Kr - “Reviewing the 2025 Food Delivery "Three-Way Competition": Where Will the Market Go After Burning RMB 100 Billion?” (https://m.36kr.com/p/3616456454980611)

[8] 21st Century Business Herald - “After Frenzied Spending, the E-Commerce Industry Launches a "Full-Scale War" in 2026” (https://www.21jingji.com/article/20251230/herald/04c2b60dd94dde0c4cc6f9439bfa1f6f.html)