进入 21 世纪，我国汽车业迅猛发展，2015 年我国汽车销量突破 2349 万辆， 而作为全国最重要的经济区域之一的珠三角，是汽车保有量密度最大的地区， 由于汽车销售量和私家车拥有量的快速增长，汽车后市场正步入快速发展阶段。 2012 年成立的壹号养护，紧紧把握住汽车后市场的商机，经过 4 年的经营实践， 现已拥有 4 家直营的社区型 4S 店与线上“小飞鱼快保”平台，当车辆需要保养 和维修时，仅需在微信 APP 预约下单，2 小时内上门按时取车，经过严格的 20 道快保流程，在 4-12 小时内把保养好的车辆送回车主指定的地点。壹号养护通 过对传统维修流程重构，不断降低成本，直接为客户保养费用节省 50%以上。 面对移动互联网飞速发展，从 2015 年开始,壹号养护积极打造适合自身门店特 点的线上平台，把预约、视频修车、自动完工、移动支付、信息发送等线上功 能与线下门店具体故障解决高度融合，形成“足不出户、安全养护”互联网新 形势下的保养新业态。另外，在经济发展新常态下，壹号养护面临更多挑战， 企业必须在行业巨变中主动思考行业趋势与企业战略，市场及营销策略，互联 网如何与线下门店连锁运营有效结合，财务分析等等问题。本次撰写壹号养护 汽车服务连锁店商业计划书试图全面梳理壹号养护汽车服务连锁店的商业模 式，从战略管理，服务产品设计、企业运营，市场营销，筹资融资等多方面进 行商业规划，特别是在运营管理中运用信息化管理系统提高管理效能，在营销 与服务环节充分利用互联网技术使企业融入互联网生态。本商业计划书将会通 过对汽车后市场行业的内外部环境进行对比分析，根据波特五力模型分析该行 业中存在着的竞争格局，更清晰了解壹号养护的现状和未来的发展方向；在市 场营销中，运用 STP 分析法，细分市场，寻找目标市场并准确界定壹号养护的 市场定位；运用杜邦分析法与相关的财务管理知识，对壹号养护项目的投资和 财务情况进行分析，并对其可能出现的风险进行预测。通过以上措施，全面梳 理企业发展脉络。 关键词：商业计划书；壹号养护；汽车后市场；互联网；商业模式。MBA 学位报告 作者：李丹 壹号养护汽车服务连锁店商业计划书 II Abstract This Business Plan describes that No.1 Car Care Center is committed to creating a community of 4S+ stores. It aims to create a service platform for the automotive aftermarket service industry which is more convenient, more affordable, offers a higher quality and standard of service than 4S stores currently offer. This case is based on a direct chain management approach. It focuses on dealing with problems in many areas, such as site selection and location, building intelligent stores with standardisation implementations and intensive staff training. In the meantime it shows the company’s direction gradually changing from a heavy-asset company to becoming a light-asset only company and applying advanced Internet technologies to the automotive aftermarket service industry. In the 21st century, China’s auto industry has rapidly developed. In 2015, the total sales volume of autos was over 23.49 million. As one of the most important economic areas in China, the Pearl River Delta has the largest density of car ownership. The auto aftermarket is stepping into a period of rapid development in that car sales and the number of car ownership are increasing. In 2012, firmly grasping the business opportunity of the auto aftermarket, No.1 Car Care Center was founded. After nearly four-year business practices, 4 direct community 4S stores and an online platform, a Wechat official account called “Flying Fish Fast Care”, are all operated by No.1 Car Care Center. Through reconstructing the traditional car care process, the center provides a booking service from its Wechat official account. When customers need auto care or repair, they can make a booking from the official account. The staff from the center will come to get the car in 2 hours. Then after the 20 strict processes of car care or repair, which last for about 4 to 12 hours, the well-maintained car will be drove back to its owner. In addition, the maintenance fee is 50% to 70% off compared with it in 4S shop because of the application of low-cost strategies. Faced to the fast development of mobile internet, from 2015, No.1 Car Care Center has started to construct the online platform suitable for its own stores’ characteristics. Highly combined online functions such as online booking, video teaching, automatically completing, mobile payment and information sending, with offline troubleshootings, the center creates a fresh industry condition of “remain indoors to enjoy safe auto maintenance” under the new internet situation. However, No.1 Car Care Center is facing more challenges in the new normal economy. The enterprise should actively consider more aspects including industry trend and enterprise strategies, marketing strategies, methods of effective combination between the internet and offline chain stores, financial analysis, and so on. This paper, a business plan for theMBA 学位报告 作者：李丹 壹号养护汽车服务连锁店商业计划书 III chain stores of No.1 Car Care Center, is trying to fully review the business mode of the chain stores, and make a commercial plan from the aspect of strategic management, service design, enterprise operation, marketing, fund and financing, etc. Especially, information management system should be applied in the operation management for improving management efficiency, meanwhile, the internet technology be taken full advantage of in marketing and service part so that the enterprise could be integrated into the internet ecosystem. Through using SWOT method, the author of this business plan makes a comparison and analysis between internal and external environment of auto aftermarket industry. According to Michael Porter's Five Forces Model, the author analyzes the competition pattern in this industry in order to clarify the current status and the future development directions of No.1 Car Care Center. By the application of STP analysis, the market is classified by the author for searching target market and accurately positioning the center into the market. In association with DuPont Analysis and related knowledge of financial management, the investment situation and pecuniary condition of the center are mentioned in the plan. And the author makes the predictions of its possible risk. Through the measures above, this paper aims to sort out the development route of No.1 Car Care Center in an all-around way. Key Words: Business Plan；No.1 Car Care Center； Auto Aftermarket；the Internet； Business ModeMBA学位报告 作者：李丹 壹号养护汽车服务连锁店商业计划书 1 目录 一、绪论.................................................. 1 （一）项目背景....................................................1 （二）项目成长与投资收益预期......................................3 （三）商业计划书编制理论依托与相关概念界定........................5 二、壹号养护汽车服务连锁店服务与团队 ..................... 8 （一）壹号养护汽车服务连锁店的商业模式与模式创新..................8 （二）壹号养护汽车服务连锁店的服务组合...........................12 （三）壹号养护汽车服务连锁店的组织架构与团队.....................13 （四）本章小结...................................................14 三、壹号养护汽车服务连锁店的行业分析 .................... 15 （一）汽车售后连锁经营行业分析...................................15 （三）壹号养护汽车服务连锁店的优势与发展机遇.....................21 (四) 壹号养护汽车服务连锁店战略目标的确定 .......................23 （五）本章小结...................................................24 四、壹号养护汽车服务连锁店的营销计划 .................... 25 （一）STP 分析 ...................................................25 （二） 营销组合策略 ..............................................30 （三）本章小结...................................................33 五、壹号养护汽车服务连锁店的运营计划 .................... 34 （一）连锁店面选址计划...........................................34 （二）连锁店面标准化的设计.......................................35 （三）信息化管理系统建设.........................................36 （四）本章小结...................................................37 六、财务管理和风险控制 .................................. 38MBA学位报告 作者：李丹 壹号养护汽车服务连锁店商业计划书 2 （一）财务评价的基本假设.........................................38 （二） 财务预算