中国汽车后的玩家正试图通过IT技术的部署来驱动未来的增长，并且行动迅速。
作者丨David Barbeau
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过去这些年，中国汽车后市场的领导者们纷纷来美国学习，试图了解成就美国后市场持续发展的成功经验。
在和AC汽车联合组织的几次考察中，美国后市场的经销商、经销商联盟、零售连锁、维修/服务连锁接待了来自中国的访问者，并将他们的总部、各类配件门店、分销中心及维修终端开放给中国客人，无保留地分享了他们的运营模式和成功秘诀。
美国汽车后市场的规模是显而易见的，并且一直持续、稳定地维持着温和的增长，这样的增长日积月累下来，成效显著。
我们的访问者通过考察，认识到推动美国后市场成功的关键，是以实现“30分钟交付”这一行业不成文的规则为目标，不断拓展实体店网络布局，同时系统化地部署，以便维修服务终端能当天获得配件，完成维修。
美国的行业同仁们骄傲地提出这一点，并认为这是他们成功的重要原因。目前有争论“30分钟交付”到底是消费者需求驱动，还是行业自身发展催生出来的。笔者想说，无论人们如何看待这一原则，如今的美国汽车后市场就是为满足这一原则而建立的。
那么，美国的模式是否应该被照搬到中国？
有一点非常有必要指出，中国汽车后市场消费者和美国有着巨大的差异。中国的消费者日常生活对智能手机的依赖远远超过美国消费者。他们通过手机购物，完成支付，获取及分享信息。同时，中国消费者也有更多的用车方式，比如同城拼车、汽车共享、租赁、网约车，以及低成本高效的公共交通。多样的出行用车选择，也创造了不同层次的维修服务需求。
了解了美国汽车后市场的同时，中国汽车后市场的领导者们也在交流或自问“是否可以照搬美国模式”？他们中的许多人给出了否定的答案。
我们可以看到，目前一部分中国汽车后市场的领导者来自科技行业，没有配件领域的过往经验，他们正以一种截然不同的方式来构建供应链，重塑市场生态。几乎所有的头部企业或平台，都将信息化（IT）基础建设作为未来获得增长和竞争力的首要驱动力。
推动中国汽车后市场发展的公司包括新康众、快准车服、途虎、三头六臂、开思和极配等，他们都不约而同地对维修终端给与了高度关注，而他们仅为广大关注维修终端企业中的一小部分（DIY在中国汽车后市场仅有很小份额）。
一些公司有机会利用头部网络平台的资源，使他们有机会将线上客户引流到线下维修终端，并且正发展自营或加盟维修连锁。为了赢得终端，供应链企业争相为终端提供SaaS系统，帮助他们完善管理、培训、营销和提升客户体验，增加客单价。有的还将区块链技术、大数据、预测分析等智能工具应用在运营中。虽然这些技术手段并非中国独有，但其市场适应速度更快，且拥有比在美国市场更高的应用优先级。
另外还有部分企业为维修终端免费铺货，货款在产品安装后结算，这样降低了维修终端运营成本，提升了终端效率。
有没有一种一定正确的增长方式？不确定，但肯定有不同的增长策略。这些领先的中国后市场公司正让我们看到，他们正试图通过IT技术的部署来驱动未来的增长，并且行动迅速。
现在我们要问的反而是：昔日的学生，能否摇身成为全球后市场未来的导师？
【原文如下】
The China Aftermarket
Is the student now the teacher?
Over the years, leaders in the China automotive aftermarket have come to the United States to learn about the successful business practices that have fueled the growth of the U.S. aftermarket industry.
Many distributors, marketing groups, retailers and service providers in the U.S. have welcomed our Chinese visitors and have shared their operating models and keys to their success. Educational tours for our Chinese friends have been conducted taking them to traditional parts stores, retail-oriented stores, hybrid stores, and distribution centers, headquarter locations and workshops. The size and success of the U. S.
S. aftermarket was clearly visible. The growth rate of the U.S. aftermarket has been amazingly consistent, steady, albeit modest.
The visitors were taught that what drives success is the expansion of brick-and-mortar locations to house forward deployed inventory to support the industry dogma of “30-minute delivery” enabling same day parts availability/repair. Aftermarket companies proudly pointed to this growth strategy as the primary reason for their success. One can argue that the 30-minute availability principle is either a response to consumer demand or that it was an industry induced expectation. Regardless of how one might view this principle, the value chain in the U.S. aftermarket was built to meet it.
So, is this the model that should be learned and put in place in the China aftermarket? Maybe, or maybe not.
Something that is important to note, there is a very different consumer dynamic in China. The Chinese people manage their lives from a smart phone—purchases, payments, and information are delivered through their digital devices to a much greater degree than consumers in America. The Chinese motorist also has many alternatives to car ownership, e.g. shared mobility—ride sharing, car sharing, e-hailing, and low cost/efficient public transportation in their cities. Such alternatives can create a different level of expectation for car repair/service.
After understanding the U.S. market, industry leaders in China ask themselves if they should “copy, cut and paste” the U.S. model.
Many have said “No!”
A number of China aftermarket leaders have come from technology backgrounds, and not “parts” background. They are taking a very different approach to developing a supply chain to shape the ecosystem of their aftermarket. All leading aftermarket platforms have set a priority on IT as the driving force for growth and competiveness. Companies that are driving the growth of the China aftermarket include New CarZone, KZ Mall, Tuhu, Mancando, CassTime, and GParts. These are just a few of the companies that have a relentless focus on understanding the workshops (DIY is a very small part of the China aftermarket). Some companies are utilizing the powerful resources of Alibaba and TMall, giving them the opportunity to transfer online customers to workshops. They are developing and expanding owned workshops or franchised workshop networks. They are providing Software as a Service (SaaS) systems to help workshops with management training, marketing designed to improve the customer experience and increase per customer transaction. They are employing intelligent supply chain tools in their operating models: block chain technology, big data, and predictive analysis. While these technology tools are not unique to China, the adaptation in their market is faster and has become a higher priority than in the U.S. In certain cases, these companies are supplying product to workshops and are getting paid when the parts are installed. Workshop efficiency is improved, while their inventory costs are reduced.
Is there a right way to grow? Not sure, but there certainly are different strategies for growth. The leaders of these premier China aftermarket companies are demonstrating that they are driving growth by employing technology and are doing it rapidly.
Can the student become the teacher?
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作者简介：David Barbeau
巴博咨询CEO，超过四十年全球汽车后市场从业经验，曾任职德尔福和TI Automotive全球售后副总裁，2016年美国汽车供应商协会AASA轮值主席。联合创立Auto Parts Express汽车配件连锁,后被CARQUEST收购（现在为Advance Auto Parts 一部分）。2018年巴博咨询与上海顿客文化传媒结成战略合作伙伴，联合AC汽车带领中国汽车后市场企业海外考察，交流经验。
咨询请洽：
Dave Barbeau: davidbarbeau31@gmail.com
徐渝梅: maggie.xu@aminsight.com.cn
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