2016年上半年中国汽车后市场电商专题研究报告(下)

(此文档为word格式，可任意修改编辑！）2016年5月目录一、整车概述：总体低速增长，内部结构分化 61、1-4月销量表现及全年预测62、下半年增速有所回升，全年前低后高 6二、乘用车：车型看SUV，品牌看自主71、SUV是确定的结构性机会72、自主品牌独领风骚9三、卡车市场：静待政策宽松后投资回升的拉动111、1-4月需求低迷：2015年1-4月份卡车销售99万辆，同比下降22% 112、下半年将恢复性增长：卡车下半年有望扭转同比下跌的趋势12四、客车市场：长期趋势暂时停止，新能源客车是焦点131、客车大型化的趋势将短暂中止132、从用途看，2015年长途客车将恢复性增长，公交客车需求暂时性的减少133、从燃油类型看，节能与新能源客车占比将继续提升14五、汽车零部件领域主题机会多141、2015Q1营收增速放缓142、O2O模式进一步打开AM配套市场空间163、车联网+智能驾驶浪潮来袭OEM配套市场174、行业的技术变革将引发更多的兼并重组18六、新能源汽车发展进入全面提速阶段211、2015Q1新能源汽车销量增长迅猛212、政策支持不断加码，助力新能源汽车产业健康发展22 （1）乘用车领域补贴退坡幅度加大，不改行业趋势23 （2）商用车领域鼓励发展纯电动汽车24（3）插电式混动将成为新能源乘用车市场主流24七、汽车后市场蓬勃发展251、汽车销售业务增长双轮驱动252、售后维修养护服务持续为未来盈利增长添亮点25传统汽车销量低增长常态化，但不乏结构性机会。

1-4月份汽车总体仅增长28%，乘用车增长77%，商用车增长-191%，预计2015年全年增长48%，呈现前低后高的走势。

从车型来看，乘用车的增长主要来自于SUV 的拉动，1-4月份SUV 同比增长477%；从车系来看，自主品牌表现最好，同比大幅增长32%。

商用车尤其是重卡的同比下降主要是由于宏观经济的持续下行，但是随着货币政策和房地产调控政策的宽松，下半年将呈现恢复性增长。

中国汽车后市场现状与未来发展趋势调研报告一、引言中国是全球最大的汽车市场之一，在汽车工业快速发展的同时，汽车后市场也得到了极大的关注。

本报告旨在对中国汽车后市场的现状进行调研，并探讨未来的发展趋势。

二、中国汽车后市场的现状1. 市场规模庞大中国汽车后市场是一个庞大的市场，包括汽车保养、维修、配件销售等多个领域。

据统计，2019年中国汽车后市场交易额达到约2.5万亿元人民币，市场规模可观。

2. 维修服务水平提升随着汽车制造技术的不断进步，汽车的寿命延长，车主们对维修服务的要求也越来越高。

许多汽车厂商和维修企业开始注重技术培训和服务质量，提升了维修服务的水平。

3. 互联网与电商的兴起互联网和电子商务的快速发展为汽车后市场的创新带来了新的机遇。

许多汽车厂商和维修企业开始采用在线售后服务、预约维修等方式来满足消费者的需求，并且通过电商平台销售汽车配件和保养产品。

4. 二手车市场的崛起中国的二手车市场近年来发展迅猛，这也为汽车后市场提供了新的增长点。

不少车主在购买二手车后需要进行维修保养，二手车销售商也开始提供售后服务，推动了汽车后市场的发展。

三、中国汽车后市场的发展趋势1. 智能化与数字化服务未来，智能化和数字化服务将成为汽车后市场的主要发展趋势。

通过互联网、大数据、人工智能等技术的应用，汽车维修和保养将更加便捷高效，消费者可以通过手机App预约维修、在线查询车辆状态等。

2. 绿色环保与可持续发展随着环保意识的提高，汽车后市场将更加注重绿色环保和可持续发展。

推广使用环保型零配件、提倡节能减排的维修方法将成为未来的发展方向。

3. 个性化定制服务消费者对于汽车后市场服务的个性化需求日益增长，未来，汽车厂商和维修企业将提供更多定制化的服务，满足不同消费者的需求。

4. 电动汽车后市场的崛起随着电动汽车的普及，电动汽车后市场也将出现新的发展机遇。

电动汽车的维修保养、电池更换等需求将会逐渐增加，同时，充电设施的建设和维护也是电动汽车后市场的重要组成部分。

汽车后市场分析报告一、市场概况汽车后市场是指汽车销售之后的服务和产品市场，包括汽车维修、保养、零配件、改装、保险等领域。

随着汽车保有量的增加和消费者对汽车服务的需求不断提高，汽车后市场呈现出快速发展的趋势。

1.1 汽车保有量根据统计数据，截至2022年底，全球汽车保有量达到10亿辆，其中中国汽车保有量超过2亿辆，占全球总量的20%以上。

汽车保有量的增加为汽车后市场的发展提供了巨大的机会。

1.2 汽车维修市场汽车维修市场是汽车后市场的重要组成部份。

根据市场调研数据显示，全球汽车维修市场规模约为1000亿美元，估计未来几年将保持稳定增长。

中国汽车维修市场规模约为3000亿元人民币，年均增长率达到10%以上。

1.3 汽车零配件市场汽车零配件市场是汽车后市场的核心领域之一。

根据研究报告显示，全球汽车零配件市场规模约为5000亿美元，中国市场规模约为1000亿元人民币。

随着汽车保有量的增加和车辆年限的延长，汽车零配件市场将继续保持稳定增长。

1.4 汽车改装市场汽车改装市场是汽车后市场的新兴领域，消费者对个性化定制的需求不断增加。

根据市场调研数据显示，全球汽车改装市场规模约为500亿美元，中国市场规模约为100亿元人民币。

估计未来几年，汽车改装市场将保持快速增长。

1.5 汽车保险市场汽车保险市场是汽车后市场的重要组成部份。

根据统计数据显示，全球汽车保险市场规模约为1000亿美元，中国市场规模约为300亿元人民币。

随着车辆保有量的增加和消费者对车辆保险的重视程度提高，汽车保险市场将继续保持稳定增长。

二、市场竞争分析汽车后市场竞争激烈，涉及到多个领域的企业和品牌。

以下是对主要竞争对手的分析：2.1 汽车维修市场竞争对手在汽车维修市场，主要的竞争对手包括4S店、汽车维修连锁机构和独立汽车维修店。

4S店具有品牌优势和专业技术，但价格较高；汽车维修连锁机构具有规模效应和统一管理，但技术水平参差不齐；独立汽车维修店价格相对较低，但品牌影响力较弱。

(此文档为word格式，可任意修改编辑！）2016年3月目录一、汽车产业面临困境 41、传统汽车行业产业链 52、汽车行业：增速放缓、产能过剩 73、传统厂商借助电商寻求转型 10二、新车电商具备发展基础 111、政策基础：管理层反垄断导向，新车电商迎风口 112、模式优势：新车电商为汽车电商最佳切入模式 123、互联网改造：互联网普及，新车电商渗透率尚低 144、消费者习惯：购车行为互联网化 16（1）网购人口规模化，网购大件商品习惯已渐渐养成 16 （2）新车情结驱动用户首选新车而非二手车 17（3）购车前，用户主要在网络上搜索评测、对比车价才决定购买 18（4）考虑线上买车的主要因素为价格优惠 195、传统购车存痛点：价格不透明、提车慢 206、美国研究：新车电商模式 20（1）TrueCar 模式：经销商竞价模式 20①TrueCar 的商业模式 20②成功部分启示 21③失败部分教训 22④财务指标分析 23（2）AutoBytel 模式：销售线索经营模式 23①AutoBytel的商业模式 24②AutoBytel商业模式的特点 25③财务指标分析 267、市场规模中长期看万亿：新车电商即将起航 27三、中国模式：新车电商的中国特点 281、中国新车电商的发展历程 282、新车电商的中国模式 29（1）团购模式 29（2）厂商直销模式 30（3）销售线索导流模式 32（4）包销模式（资金量很重、周转率为核心） 33四、新车电商的市场竞争机会 341、BAT会胜出吗 342、汽车媒体转型新车电商会胜出吗 353、厂商直销会胜出吗 354、痛点：价格掌控力 35五、新车的护城河：决定价格的关键变量 35六、相关企业简况 361、腾信股份：车风网，独特的包销模式 362、快乐购：与汽车之家战略合作 36汽车产业面临困境，传统经销商/厂商借助电商转型。

传统汽车产业面临增速放缓、产能过剩等困境，目前大量厂商已经走向转型之路，汽车电商或可帮助传统经销商/厂商缓解困境。

第一篇：2016年(上)中国电子商务市场数据监测报告中国电子商务研究中心2016年(上)中国电子商务市场数据监测报告中国电子商务研究中心电子商务整体数据电子商务交易规模：增长平稳步入“新常态据中国电子商务研究中心()监测数据显示，2016年上半年，中国电子商务交易额达10.5万亿元，同比增长37.6%，增幅上升7.2个百分点。

其中，B2B市场交易规模达7.9万亿元，网络零售市场交易规模2.3万亿元。

数据解读1、上半年中国宏观经济发展增速稳定，加快推进供给侧结构性改革，各地方政府借电商加快传统行业转型升级。

2、中国电商经济已步入“新常态”，增速保持平稳增长状态。

B2B继续发力逐渐成增长新引擎。

国家政策支持、产业链重构等都促使B2B进入快速发展通道。

【更多】从业人员规模从业人员：直接和间接从业人员持续走高据中国电子商务研究中心()监测数据显示，截止到2016年6月，中国电子商务服务企业直接从业人员超过285万人，由电子商务间接带动的就业人数，已超过2100万人。

数据解读1、直接就业人员上，电商等新经济形态在多个方面改变了传统就业，如分享经济流行带来全新就业模式。

随着电商及互联网的发展，全球化就业、包容性就业、创新性就业将成为未来网络创业的趋势和方向。

2、间接带动就业人员上，伴随着电子商务的持续发展，产业链不断延伸，从中涌现出大量新职业，创造出大量的就业机会与岗位。

如电商物流、服务商、淘女郎等电商生态“新物种”的就业机会。

【更多】2016中国B2B电商行业产业链图谱【更多】B2B电商数据交易规模：行业迎暖春处于上升通道据中国电子商务研究中心()监测数据显示，2016年上半年，中国B2B电子商务市场交易额达7.9万亿元，同比增长36.2%，增幅上升7.4个百分点。

数据解读1、“互联网”与工业4.0的助推使B2B迎来新发展，政策重点帮助传统企业实现信息化和互联网化，目前B2B发展需求和国家政策契合，或将为行业发展提供新动力。

互联网巨头跑马圈地，汽车后市场电商持续升温中国汽车后市场电商专题报告2015Q1本产品保密并受到版权法保护Confidential and Protected by Copyright Laws2014年我们已产出本行业报告：✓中国智能汽车市场专题研究报告2014✓中国主流Telematics 系统(乘用车)专题研究报告20142015年我们将产出本行业报告：☆中国房产电商市场专题研究报告2015 ☆中国二手车电子商务发展研究报告2015☆中国二手车电子商务市场专题研究报告2015 ✓中国汽车维修保养服务电商行业专题研究报告2015 ☆中国互联网汽车发展专题研究报告2015欲了解汽车&房产行业的更多内容，易观智库长期致力于互联网产业的深度研究，汽车&房产行业是其中最为重要的研究领域之一。

研究报告包括以下：目录1 汽车后市场电商Q1行业情况分析2 汽车后市场电商Q1热点事件汇总3 汽车后市场电商Q1用户分析4 综合类电商平台后市场布局情况分析455490478540589620 461 498479 542 592 615100200300400500600700455.45489.57478.42539.71589.17620.162010Q12011Q12012Q12013Q12014Q12015Q12010-2015Q1中国汽车产销量情况汽车产量（万辆）汽车销量（万辆）© Analysys 易观智库.中国汽车工业协会 207.97 199.45中国新车市场增速放缓，后市场将成汽车产业新增长点产量<销量 2015.04+72%+8.08%-3.4%+13.2% +9.2% +3.9% ◆ 根据中国汽车工业协会数据显示，2015Q1中国汽车产量为620万辆，销量为615万辆，销量同比增长3.9%。

4月份，汽车销量同比下滑0.5%；环比下滑11%。

◆ Analysys 易观智库分析认为，前4个月信号显示中国汽车销量增速或进入放缓趋势。

汽车后市场发展现状与前景报告在当今社会，汽车已经成为人们生活中不可或缺的一部分。

随着汽车保有量的不断增加，汽车后市场也迎来了蓬勃的发展。

汽车后市场涵盖了从汽车销售出去后，围绕汽车使用过程中的各种服务和产品，包括维修保养、配件销售、汽车美容、二手车交易、汽车金融、汽车保险等多个领域。

本文将深入探讨汽车后市场的发展现状，并对其未来前景进行展望。

一、汽车后市场的发展现状（一）市场规模持续扩大近年来，我国汽车保有量呈现出快速增长的态势。

截至目前，汽车保有量已经突破了数亿辆。

庞大的汽车保有量为汽车后市场提供了广阔的发展空间，市场规模逐年递增。

据相关数据显示，汽车后市场的规模已经达到了数千亿元，并仍保持着较高的增长速度。

（二）维修保养市场竞争激烈维修保养是汽车后市场的重要组成部分。

目前，维修保养市场参与者众多，包括 4S 店、连锁维修店、个体维修店等。

4S 店凭借其品牌优势和原厂配件供应，在高端车维修保养领域占据一定份额；连锁维修店则通过标准化服务和规模效应吸引消费者；个体维修店则以价格优势在市场中分得一杯羹。

然而，市场竞争也导致了一些问题，如服务质量参差不齐、价格不透明等。

（三）配件市场逐渐规范汽车配件市场在过去曾存在假冒伪劣产品泛滥的情况，但随着监管力度的加强和市场的逐步规范，正品配件的比例不断提高。

同时，电商平台的兴起也为配件销售提供了新的渠道，消费者能够更加便捷地购买到所需配件。

（四）汽车美容与改装市场日益活跃随着消费者对汽车个性化需求的增加，汽车美容与改装市场逐渐兴起。

汽车美容包括洗车、打蜡、镀膜、内饰清洗等服务，而汽车改装则涉及外观改装、动力改装、音响改装等。

这两个市场的发展潜力巨大，但也面临着行业标准不统一、技术水平参差不齐等问题。

（五）二手车交易市场快速发展二手车市场在近年来发展迅猛，交易量逐年攀升。

政策的支持、电商平台的介入以及消费者观念的转变，都推动了二手车市场的繁荣。

然而，二手车市场仍存在信息不对称、车况不透明等问题，制约着市场的进一步发展。

我国汽车后市场电商发展现状作者：吴灏来源：《经济视野》2016年第02期纵观欧美发达国家汽车市场发展，一般经历三大阶段：（1）汽车营销阶段，以购车为主要特征；（2）汽车消费时代，以汽车置换、汽车改装等为主要特征；（3）汽车生活时代，以汽车后市场高度发达为特征。

随着我国家庭汽车保有量的持续增长，包括汽车维修、汽车保养、汽车美容等服务内容的汽车后市场规模愈发庞大，我国汽车市场已逐步进入汽车生活时代。

汽车后电商市场简介但是，汽车后市场存在较为严重的信息不对称，主要体现在以下几个方面。

1.汽车维修保养店与零配件供应方之间存在信息不对称。

在传统模式中，生产厂家只向4S 店、特约维修店等授权机构供给配件和提供维修技术，导致“原厂件”售价高昂；在独立售后市场，汽车零部件市场流通环节过多，平均有3-5个中间商，认为推高产品成本，并造成假货、返修货横行。

2.车主与汽车维修保养店之间存在信息不对称。

我国大部分车主均不具备自己动手DIY维修保养汽车的能力，而更偏向于通过专门的汽车维修保养店获得相关服务。

2015年央视315晚会上，汽车后市场成为曝光热点。

据车主反映，一些4S 店在车辆维修时，夸大简单的汽车故障从而欺骗消费者。

更有甚者在未征得车主允许的情况下就将车子的零部件更换。

而汽车维修保养店也缺少有效途径进行客户引流。

信息不对称造成汽车后市场交易效率低下，各种纠纷频发。

为提高车主、汽车维修保养店、生产厂家之间的交易效率，为车主提供方便省心的汽车维修保养服务、为汽车维修保养店提供方便快捷的采购信息，随着互联网的迅速普及和各项技术担任成熟，互联网汽车后服务信息服务应运而生。

汽车后电商市场规模近年来，随着国民生活水平的不断提高，群众购车刚性需求旺盛，我国私家车销售量增长迅速，截至2015年底，我国私家车保有量已达12，435万辆，较2014年增长17.77%。

数量庞大的私家车也催生了汽车后市场的热潮。

据统计，2015年我国汽车后市场规模预计达7，700亿元，较2014年增长20.7%。

2016年上半年中国汽车后市场电商专题研究报告(下)作者：暂无来源：《汽车维修与保养》 2017年第2期( 接2016 年第12 期)2. 途虎养车深度布局供应链,产品+物流+服务齐发展途虎养车一直致力于汽车后市场供应链的整合，途虎养车的模式是，用户在选购产品和服务之后，依托于途虎的自由仓储物流体系，可以将产品快速送达服务门店，由门店完成服务，途虎则与门店结算服务费用。

在上游销售方面，途虎养车主要经营饰品用品、汽车电子、智能硬件、汽车轮胎四方面。

2016年上半年，途虎养车先后与胜牌、马牌、3M、固铂轮胎、海湾等多家知名品牌厂商进行战略合作，由品牌厂商直接向其供货，以求减少流通环节，保证产品质量的同时降低产品价格。

仓储和物流是供应链最重要的两个部分，截止2016年上半年，途虎养车已经拥有80 000m2的仓储面积，覆盖了20个城市，布局25个仓库，配有近百辆物流车。

途虎养车的线下门店主要经营美容装饰、基本保养、常规保养和深度保养。

在上游销售及强大的供应链保护下，途虎养车线下门店数量稳定，单店订单量提高并实现了单店月销售额翻三倍的傲人成绩(图18)。

3.车享家凭借线下资源发力后市场，助力构建车享全生态系统车享家以后市场2S业务为切入，逐步接入车享网线上新车、二手车等业务，为用户提供线下一站式服务内容，计划在2020年达到10 000家门店。

2016年上半年车享家已在50个城市布局488家(含在建)门店，计划到2016年底在55个城市完成1 000家门店布局。

4. 平安好车主以车险服务切入维修保养服务，打造综合性汽车生活服务平台平安好车主是平安产险旗下的核心平台，定位于车主的用车助手和车主管家，为平安客户和车主提供车辆保险、车辆理赔、查违章、维修保养、车主社区、资讯分享等在线服务。

平安集团凭借着巨大的互联网用户基础及2.5万家核心合作4S店及修理厂，覆盖所有一二线城市及80%以上乡镇地区，打造综合性汽车生活服务平台(图20)。

Online Sales of New Cars StudyMunich, January 2016Management summaryHow the world is todayThe way cars are sold is changing, putting market models under pressure. Customer expectations are shaped by retail experiences in other industries, while advanced technology opens up new opportunities within traditional retail approachesAbout 10%1) of new cars are sold online today – High growth rates expected by market experts, at least doubling today's volume by 2020Within the German market, there are several dominant players – Four archetypes to be distinguished, each one with its own 'raison d'être'>Marketplaces for comparing prices of different dealers – High degree of transparency>Brokers as mediators between authorized dealers and end customer in selling process – High degree of convenience>Special concepts being a one-stop-shop solution for car leasing – High degree of convenience>OEMs/dealers where the online shop presents a further customer touchpoint within the multi-channel approach – High degree of trustTwo types of customers within the online market for cars: "the informed saver" and "the multi-channel customer". Whereas the informed saver has long been a priority for existing archetypes, the focus is increasingly shifting to multi-channel customers; not least because they account for almost half of the market. Hence, online portals focusing on one-stop shops are currently receiving a strong pushNevertheless, all of the big players in the German market display some gaps in fully capturing the convenience-seeking customer – Reason: customer journey not entirely integrated seamlessly (discontinuity within ordering process, missing link between online and offline world) ResultIncreasing number of start-ups are surging onto markets, especially from the US. Whereas some business models aim at taking the customer journey to the next level, others focus on enhancing specific steps. Both price and convenience seekers are targeted SuggestionCurrent dominant players will increasingly be challenged by new entrants –It's time to enhance existing business models! Future success depends on thinking outside the box to find the optimum solution for the future customer requirements. Start-ups from around the world are already demonstrating what is possible within the market for online sales of new cars1) Definition of online sales: car purchase substantially initiated online, incl. forwarding customer to dealer, online request for consultationContents PageA. The case for change: New customer requirements 4B. Where we are today: Snapshot of the German market and its players 10C. What the future brings: New entrants and implications 21A. The case for change:New customerrequirementsDigitization has already fundamentally changed various industriesDigitized sectors in GermanyRetail Media TravelRestaurants>Large portions of the retail business have shifted to online channels, e.g.:1)–Amazon: 187.5 m –Zalando: 7 m –Cyberport: 1.7 m >40%of department stores closed2)>Many media have beentransformed into digitalproducts, e.g.:–72% of internet usersuse Wikipedia–10% e-book market share–~4% video on demand>Newspaper circulationreduced by 25%2)>Travel products are increasing-ly sold via online portals ratherthan travel agencies, e.g.:1)–Expedia: 2.4 m–Holiday Check: 8 m–HRS: 2.7 m>29% of travel agenciesclosed2)1) Estimated monthly visits (August 2015) 2) Since 2004>Large range of delivery serviceplatforms, e.g. Lieferheld,Lieferando, pizza.de–15% of all Germans havealready ordered food online–57% can imagine orderingonline in the future>Number of restaurantsreduced by 17%2)Source: AutoScout 24 "Autokauf in der Zukunft" (2015); Autotrader "Car Buyer of the Future" (2015); Capgemini1) 18-34-year-oldsrated the current car buying process as their ideal customer experience<1%use the internet to research vehicles97%use multipledevices to shop for a car42%of young car buyers 1) expect a response to e-mail/web inquiries within 24 hours59%prefer a different test drive experi-ence than the traditional81%like being anonymous to the dealer until they lock in a deal45%feel that negotiating with a salesman is more painful than going to the dentist56%would buy a car online44%As a consequence, customers have also changed the way they buy or want to buy a car – It's all about online salesCustomer behavior created by digitizationsee independent online vendors (e.g. Amazon)as an alternative saleschannel to the dealer21%To get a better understanding of the potentials and pitfalls of online car sales, we asked representatives of leading market players"Customers demand a one-stop-shop solution ; otherwise you risk losing the customer." CEO, Sixt NeuwagenPotential and pitfalls of online sales of cars"The online store targets customers who don't intend to haggle on price but who have a focus onconvenience."Mercedes spokeswoman "In the online world, market shares will be gained by those focusing on credibility, transparency andservice orientation . This applies to the sale of both new and used vehicles." CEO, Mobile.de"In the future, customers will only spend an hour at the dealership buying a car. The majority of thebuying process will take place online ." VP Corporate Development, TRUECar "OEMs strive to offer more online sales capabilities but face major challenges in offering a seamless process , especially at the interface between theonline and offline world."VP Corporate Development, TRUECar"Today, at least one in every two car purchases begins online ; in 2020, it will be nearly 100%." CEO, meinauto.de"Years ago, a customer went to the dealer 4-5 times before the purchase decision was made. Today, it is only 1-2 times. In the future, the dealer's role in the purchasing process will be focused on services around the purchase (e.g. used car trade-in, financing, accessories)." CEO, meinauto.de"Customers should have the same experience whenusing tablets at home as they do when goingshopping offline."Sales Director, Daimler AGToday, the focus of online sales is more on customers who haggle on price – One in two customers, however, focus on convenienceOpposing types of customers within the online market for new cars"The informed saver""The multi-channel customer"Customer types1) According to survey with n = ~ 250Core needsBuying behaviorMarket represen-tation 1)>Price as the purchase criterion, little focus on services (e.g. personal advice)>Personal involvement in purchase process >Decision-making power >Level of basic trust needed>"Convenience" factor complements "best price" >Strong focus on services that go beyond pure selling support>Tailored solutions for individual needs>High degree of trust – Objectivity of the advice needs to be guaranteed>Online channel primarily for pricecomparisons , search for alternative offers ("beat my offer")>Use of retail stores for personal advice >Use of various comparison platforms>Online channel as an integral part of every shopping process (mobile usage as a driver) >Higher price accepted if value added is obvious >High level of convenience in service (e.g. counseling, availability)~55%~45% Increasing presence within theonline market for new carsSuccessful develop- ment of online sales of new carsRegardless of the type of customer, several general rules need to be considered when it comes to online sales of cars>Innovative and individualized services >Various touchpoints (online, offline, mobile, etc.)Ranking of success factors in online sales 1)Seamless integrationServices5 4 >Fully integrated (additional) products and services>Interfaces to offline world (e.g. dealers)3>Scalability of business model regarding users and new products/services >Use of new technologiesCustomers must be accompanied throughout the entire sales process!Customers must be able to enjoytheir shopping experience!Flexibility 2)The business model itself must beadaptable!1 2 >Broad product portfolio, incl. product/ price information>Comprehensive support functionsTransparencyCustomers must feel like they are fully informed!>High customer awareness/reach with positive feedback>Use of impartial information sourcesTrustCustomers must believe in what they get shown in the online world!>Intuitive design , clear structure and fast results>Comprehensive support functionsEase of useFor customers, the website and processes must be clear!1) Ranked according to survey with n = ~ 250 2) Not a result from the study; insight from expert interviews✓6B. Where we are today:Snapshot of theGerman market and itsplayersImportance of online platforms for sales of new and used cars has steadily increased –OEMs are currently entering the market2nd waveNew cars and brokers3rd waveProfessionalization andOEM entry>Existing marketplaces expandedtheir product portfolio to covernew cars>Market entry of several brokerswith a focus on used and new cars,especially from 2007 onward>Focus of online sales of new carson "build-to-stock"1st waveMarketplaces for usedcars>Started with market entry of eBay inGermany – the (second-hand)consumer-to-consumermarketplace>Entry of other car-specific market-places during dotcom bubble>Sales of used cars remaineddominant business model in thisperiod (private sellers)>Increasing competition for marketshare leads to professionalizationof platforms>Occasional market entry of furthermarketplaces/brokers, e.g. fromcar-related services>OEMs increasingly focused on multi-channel activities, some of themwith direct sales approach>Expansion of online sales of usedand new cars to "build-to-order",comprehensive configurationpossibilities4th (current) waveOEMs & dealers>Start of new car onlinesaleson behalf ofdealers>Increasing focus on onlinesales of new cars byOEMs, several pilotsunder way Market development of online car sales in GermanyLeading platforms expand product portfolio from used to new cars1995 2000 2002 2004 2006 2008 2010 2012 2013 2014 2015 …Today, 10% of all new passenger cars within the private segment are already bought online – Volumes will double by 2020Market volume in Germany, 2014Top-down approachBottom-up approachForecast – Online sales of new cars in 2020:~ 250,000Online sales of new cars in 2014 [#]~115,000Definition of onlinesales: Car purchase was substantially initiated online, incl. forwarding customer to dealer, online request for consultationNew passenger car registrations Germany [#, '000, 2014] Market volume of relevant market players[#, '000, 2014]Online purchase B2C110-115 Offline pur- chase 989Privatebuyers 1,099Commer-cial regis-trations 1,937Total 3,037100%36% 4% 100%10%< 5OEMs 110-115TotalBrokers 50Market-places60The market is split between four archetypes of online sellers –OEMs and dealers, and now special vendors as the latest to appear>Depending on platform, cus-tomers can configure a new car (e.g. Tesla) or search for built-to-stock vehicles (e.g. Mercedes)>Mostly the dealer has the key role – Support function and contracting party 1)3 2 14 Mono-brandMulti-brandVendor structureSpecial concept Broker MarketplaceOEM & dealerBest known market playersBusinessmodel>Marketplaces for comparing prices of different dealers (based on configuration, budget, etc.) >Traffic-driven (no interaction in transaction) >Revenue pools:―Insertion fees (key) (~70%) ―Cross-selling 2) (~10%) ―Advertising (~20%)>Online retail car leasing platform as one-stop-shop solution >Transaction-driven (involve-ment in sales process) >Revenue pools: ―Sales commission (~80%)―Cross-selling 2) (~10%)―Advertising (~10%) >Online store as central point of interaction within the multi-channel sales approach>Revenue pools:―Vehicle sale (~95%) ―Cross-selling 2) (~5%) >Mediator between authorized dealers and end customer in selling process >Transaction-driven (involvement in sales process) >Revenue pools: ―Sales commission (~80%) ―Cross-selling 2) (~10%) ―Advertising (~10%) Process & support>Marketplace provides customers with full transparency on current offers>No additional support/advice in the sales process>Only customer interacts with dealer>Brokers choose best offer for customer considering theleasing and financing options available from the seller>Online/offline support during sales process until closure >Contract closed with broker>Brokers choose best offer for customer>Online/offline support during sales process (e.g. contract preparation)>Contract closed directly with dealer , no broker involvedMarket share of online sales (2014)1) Does not apply to direct sales model (e.g. Tesla) 2) Mainly financial products~50% ~45% < 5%Archetypes of online sellersLeading marketplaces have an almost identical market presence – Mobile.de boasts broader coverage in terms of unique visitors1) Including cars with one-day registrationIndustry leaders in the 'marketplace' categoryOwnershipNew car listings [#, Sep. 2015]Unique visitors [#, m per month, Aug. 2015]Product portfolioNew cars Used carsParts & accessories OthersService portfolioFinancing and leasing InsuranceHandover/delivery AftersalesPriceList price Retail priceCustomer serviceHotline E-mail OthersFunctionalitiesNeed analysisAlternative suggestions Test drive request Scout 24 group~190,0001) (total: 2.4 m) 12.3✓ ✓✓ via DAPARTO✓ Motorcycles, commercial vehicles✓ ✓✗ Not part of business model✓ Integrated own workshop service portal ✗ ✓(✓) Only for defined business hours ✓ ✗✓ Via MotorAgent✓ Part of business model ✗eBay~150,000 (total: 1.4 m) 34.9✓ ✓✓ via eBay✓ Motorcycles, commercial vehicles✓ ✓✗ Not part of business model✓ Workshop service run by eBay Motors ✗ ✓(✓) Only for defined business hours ✓ ✗✓ Via MotorAgent✓ Part of business model ✗ Trade-in✓ Integrated registration link to easyautosale✗General information OfferattractivenessOnline process attractivenessIntegrated service offer by various partners(e.g. Check 24) Integrated service offer by various partners(e.g. Check 24) Marketplace – Deep dive1Leading brokers have similar product and service portfolio – Several additional services offered via partnerships, not always integratedIndustry leaders in the 'broker' categoryUnique visitors [#, m per month, Aug. 2015]Product portfolioService portfolioFinancing and leasing Insurance0.27 ✓ ✓ OwnershipSeveral shareholders (e.g. Holtzbrinck Ventures) Sixt SE/Autobild.de 0.34 New cars ✓ ✓ Used cars✗ ✗ Parts & accessories✗✗✓ ✓ Handover/delivery ✓ Home delivery possible at additional cost ✓ Pickup at Sixt leasing stations or home delivery at additional cost possibleAftersales ✓ Partnership with Easyautoservice.de for workshop services✓ Partnership with ATU, e.g. for special offers with tires OfferattractivenessIntegrated service offer by various partners (e.g. Check 24)Integrated service offer by various partners (e.g. Check 24)PriceCustomer serviceFunctionalitiesOthers✓ E.g. car registration✓ E.g. customer can submit a cheaper offer and autohaus24 will try to find even better offers List price ✗ ✗ Retail price✓✓Hotline (✓) Only for defined business hours (✓) Only for defined business hours E-mail ✓✓ Others✓ Branch offices, desktop sharing✗Need analysis✓✓Alternative suggestions ✓ E.g. from local dealer ✓ E.g. from local dealer Test drive request ✗✗Trade-in✓ Integrated service with DEKRA partnership✓ Integrated service with DEKRA partnershipOnline process attractivenessBroker – Deep dive2 General informationSixt Neuwagen as online retail car-leasing platform – One-stop shop with online order inquiry and several additional servicesIndustry leaders in the 'special concept' category1) Option to buy vehicle after the contractual periodOwnershipProduct portfolioService portfolioSixt Leasing AG SE Unique visitors [#, m per month, Aug. 2015]0.18New cars ✓ Used cars✗ Parts & accessories✗Financing and leasing ✓ Part of business model – Customer chooses between classic leasing financing and vario financing 1) – Contract is closed with Sixt Insurance✓ Integrated offerings possibleHandover/delivery ✓ Pickup at Sixt leasing stations or home delivery at additional cost possible Aftersales ✓ E.g. flat-fee maintenance serviceOfferattractivenessPriceCustomer serviceFunctionalitiesOthers✓ E.g. follow-on financing, 24h assistance in case of vehicle breakdown List price ✗Retail price✓ High discounts due to large order volume by Sixt Hotline (✓) Only for defined business hours E-mail ✓ Others✗Need analysis✗Alternative suggestions ✓ Customer can decide to take a similar dealer car in stock Test drive request ✗ Trade-in ✓Online process attractivenessOthers✓ Online transmission of damage claim, information on delivery time, workshop search, etc.Special concept – Deep dive3 General informationOnline sales an essential part for premium OEMs within their multi-channel approaches – Maturity still differs on levels of integrationIndustry leaders in the 'OEM' categoryOwnership Product portfolio Service portfolio Price Customer service Functionalities Offer attractive-nessOnline process attractive-nessTesla Motors BMW AG Daimler AG New car listings [#, Sep. 2015]n.a. n.a.< 100 New cars✓ Only built-to-order ✓ Only built-to-order ✓ Only built-to-stock for A, B, CLA and CLS modelsUsed cars✓ ✗ (✓) Separate website, search of DMS Parts & accessories ✗✗✓ Via Mercedes me portal Financing and leasing ✓ ✓ ✓ Online leasing contracts only Insurance✗✓✓Handover/delivery ✓ Via Tesla Service Center ✓ Via BMW dealers, mobile agents ✓ Via dealers, mobile agents Aftersales (✓) Offerings limited to chargers ✗ ✓List price ✓ No price negotiation and discounts ✓ n.a. - leasing offerings Retail price✗✗n.a. - leasing offeringsHotline ✓ 24/7 call center (✓) Only for defined business hours (✓) Only for defined business hours E-mail ✓ ✓✓Others✓ Call back option from product specialist ✓ Call back option, BMWi Stores ✓ Mobile consultants, live chat, call back option, Mercedes me stores Need analysis✗ ✗ ✗ Alternative suggestions ✗ ✗ ✗ Test drive request ✓ ✓ ✓ Trade-in ✓✓✓OthersTracking of delivery time in customer portal, car registration service, document uploadTracking of delivery time in customer portalTracking of delivery time in customer portal, online order BMW i Wallbox installationOEM – Deep dive4 Unique visitors [#, m per month, Aug. 2015] 0.15 (general BMW website) n.a.n.a.GeneralinformationMarketplaces offer the highest degree of transparency – Others have advantages in providing convenient shopping experienceLow/not metHigh/met in fullComparison of archetypes within the scope of existing offeringsSuccess factorsBroker Special conceptOEM/dealerArchetypesMost positive attributeMost negative attribute"The informedsaver""The multi-channel customer"Main target groupTransparency No comparison of prices, limited selection Very high number of car listingsTrustEase of use Seamless integration Additional services not always integratedAdditional services not always integrated FlexibilityNo restrictions on scalability Services Several additional (integrated) servicesSeveral additional (integrated) servicesMarketplaceOriginal source with highest trustCustomer is promised cheapest price, com-parison difficultOEM example: BMW has a central platform for online sales in which dealer, central systems and processes are integratedExample: BMW eRETAILArchetypesOEM/dealerSuccess factors✓ >Central platform displaying dealer and NSC new car stock>Possibility to initiate and finalize leasing/financing process online >Matching of stock carsTransparency>Customer is linked to the dealer via BMW✓ Trust >Intuitive design, clear structure, several support functions ✓ Ease of use ✓ >Solution integrated with central systems (e.g. digital) and processes >Seamless linkage from digital configurator to preferred dealer Seamless integration >Flexible and scalable central platform✓Flexibility✓ >Variety of channels for sales support (chat, call back, …).>Dealer communication platform (incl. online negotiation, document upload, etc.) >Online shop capabilities (e.g. 'buy' button)>Convenient online services (online test drive booking tool option to receive a first non-binding offer online for a used car, online support on product consultation)ServicesNevertheless, the convenience factor for customers is still limited – Customer journey not entirely integrated in a seamless modelPitfalls within the customer journey today1 Marketplace specific:>Customer needs to proactively approach the dealer OEM specific:>No connection between offline, mobile and virtual formats/touchpoints For all:>Limited real-time face-to-face consultation (e.g. video chat with product expert)>No visual support in the configuration process –Difficult for the customer to imagine the configured car (e.g. the look and feel of leather) 6 Not fully integrated, left to customer's initiative to organizecar valuation, etc. – Limited convenience5 Mostly offline process due to legal barriers,e.g. no acceptance of online signature by OEM4 Lack of real-time communication –Time lag within ordering process3 Limited integrated offerings, offerings do not fit withconfiguration – Risk that customer may not enter journey again, no conversion;Demo car often does not match configuration2 Scope of business model ends, customer is lost within thejourney, e.g. for further cross-selling, data gathering Current scope of business model7 Lack of integrated, tailor-made aftersales servicesNeed for improvementCustomer journeyMarket-placeBrokerSpecial concept OEM/ dealerOffline processPoor commu-nicationNo tracking of customer anymore tbd Limited inte-gration1 2 34567Separate marketDifferent chan-nels (not fullyintegrated), limi-ted use of new technologiesCust. acqui- sitionVehicle search/ config.Cust. consul- tationTest driveCon- tract negoti- ationCon- tract closureTrade- inVehicle hand- overAfter- salesLimited inte-grationC. What the futurebrings: Newentrants andimplicationsOnline sales of new cars as a global phenomenon – New business models are emerging everywhere, especially in the USNew business models on a global level (selective examples)OEM independent business modelsOEM dependent business modelsby GMsale onamazon Pilot for online salesas indirect salesOne-stop auto e-commerce platform, incl.auto financing and aftermarket servicesDealer-driven online salesplatform extended to includeaftermarket service functions.by SAICMotorFiat Live StoreNew business models are revolutionizing online sales of new cars in different ways – Price and convenience seekers are targeted 1) Through subsidiary BuySideAuto LLCExamples of new business modelsNew cars >Comprehensive car buying service starting from findingthe vehicle until handoverand final paperwork (executed at customer'shome within 20 minutes)>Roadster being the broker 1) >Selling platform where dealers see which vehicles the customers are looking for ('wish list' based) – Dealers contact customers >After purchase, customer gets reward from Carmony in exchange for information >Data-driven online platform that enables users to obtain market-based pricing data on cars and to connect with TrueCar certified dealers >Customized offers for affinity group partners (e.g.American Express)>'Follow a vehicle' based selling platform >Customers receive alerts any time prices change, cars are sold or new cars that match their search are added New and used cars Used cars Transparency Trust Ease of use Seamless integration Services FlexibilityS u c c e s s f a c t o r sWhile some business models aim at enhancing the entire customer journey, others focus on specific steps, especially vehicle search Enhancement of customer journeyArea of action Value added for … >Market data >Potential for cross-selling (customerstays on platform toreceive new offers)Customer journey… customer … vendor >Full pricetransparency>Pricing enginebased on zip code>Customized offers>Personal concierge service >Fully integrated services >Convenient,reactive carsearch>Extra cash>Price transparency>Convenient,reactive car search >Data, data, data! >Allows for different prices in separate markets >Leads >High conversionrate>High potential forcross-selling>Transparency on sales closure >Customer/market data >Leads ✓Cust. acqui- sition Vehicle search/ config. Cust. consul- tation Test drive Con- tract negoti- ation Con- tract closure Trade- in Vehicle hand- over After- salesFood for thought: New entrants indicate where we might be heading in the future – Time to enhance existing business models Customer journey tomorrowCurrent scope of business modelEnhanced/additional activity (may include enhancement of current business model) Customer journey Market-placeBrokerSpecialconceptOEM/dealer>Enhanced organization of test drives (e.g. con-cierge service within x hours) Customer acquisition Vehicle search/ config. Customer consultation Test drive Contract negoti- ation Contract closure Trade-in Vehicle handover Aftersales >Concierge service (e.g. vehicle valu-ation at home) >Fully inte-grated, digital ordering and negotiating process >Extensive follow-ups on customer (e.g. satisfaction, prices paid) >Additional services that can be booked via marketplaces, e.g. organization of home delivery, registration service Marketplace specific: >Introduction of reactive search (e.g. via wish list, "likes") For all: >Use of new technologies (e.g. video chat, 3D configurator) >Integration of product experts instead of pure selling personnel >Send home 3D sample of configured car, selected material for interior OEM specific: >Stable, systematic, personalized linkages between the various selling formats >Aftermarket service functions (booking, reminder, etc.) >Registration service >Collect –return for garage services >'Buy now' button, incl. credit check and billing process >Tracking of delivery time。

汽车后市场电子商务模式探析摘要：本文主要对汽车后市场电子商务模式进行详细分析，结合具体案例讨论了存在的问题，最后进行汽车后市场新电子商务平台模式的构建分析，研究结果不仅能帮助企业适应新市场变化，促进企业长远发展，同时也期望能为其他企业提供一定的借鉴与参考。

关键词：汽车后市场；电子商务；策略改进1.前言随着汽车保有量的增长，汽车后市场越来越发挥着重要的作用。

人们对汽车服务的认识已经发展成为个性化、人性化的阶段。

汽车后市场是指汽车销售之后，围绕汽车使用过程中的各种服务，它涵盖了消费者买车后所需要的一切服务，如汽车维护、汽车保险业务、汽车金融、汽车救援、二手车服务等等[1]。

近年来国家高度重视创新驱动，互联网、大数据、区块链等技术快速发展，以直播带货、社区团购等一批新型的电商模式不断涌现。

新的电子商务平台模式也在汽车后市场的发展中得到了应用，一方面为车主提供一定服务，包括汽车保养、汽车维修等相关资源进行整合，为其提供规范化的流程服务，有利于保障消费者权益。

2.汽车后市场电子商务随着电子商务平台的发展，汽车后市场电子商务平台模式主要包括B2C平台模式、点评网模式及携程网模式。

汽车后市场电子商务平台的应用充分聚合原有平台数据, 利用其电子商务及流量汇集作用, 获得更多经销商和厂家信息, 有效实现进一步扩大市场的目的[2]。

还能够实现资源优化配置, 使交易更方便、成本更低廉，进一步扩大企业的利润空间, 从而盘活市场, 实现推动汽车后市场不断发展的目的。

3.汽车后市场电子商务案例企业现状分析3.1案例企业简介本文以“小桔养车”电商平台为例进行分析，“小桔养车”是滴滴出行旗下一站式汽车服务平台，是汽车后市场采用电子商务模式的典型代表[3]。

作为新型汽车美容连锁服务机构，有专业的技师培训机制，依托于滴滴平台，开设多处分店。

公司以品牌为导向，为顾客供应专业的电子商务和汽车美容等服务，用心招待客户，并以“完美的效果，诚信的态度，周到的服务”赢得了广大车主的好评。