本案例由江南大学商学院刘燕教授团队撰写，江南大学商学院案例中心研究员葛智杰全文改编，江南大学商学院案例中心研究员陈田田为责任编辑，作者拥有著作权中的署名权、修改权、改编权。

摘要：在新车销售放缓、二手车与售后服务销售快速增长的市场大环境下，东方汽车面临上下游议价能力强、行业内部竞争激烈、公共交通与网约车快速发展的困境。为了提高自身竞争优势，东方汽车进行了一系列组织变革，逐步探索业务转型之路。在组织结构上，将职能型组织结构调整为事业部型，提高内部协作效率；在运营服务上，设置4S店运营中心、二手车业务中心、用品业务中心、金融业务中心等，进一步提升专业服务水平；在品牌管理上，打造全新的品牌形象与定位，推进汽车后市场一体化服务，试为消费者打造更加美好的生活。同时，为更好迎合未来发展规划，突破员工僵化思维，创建学习型组织，让员工与企业共同成长，共创价值。因此，在不断的摸索和受挫中，东方汽车探索出了适合自己的从汽车经销商到生活服务商的汽车生态链发展新模式，这对于正在转型或试图通过转型来提高竞争力的企业有一定的启发意义。

关键词：汽车经销商；组织变革；业务转型；汽车生态链

Dongfang Automobile: The road to business transformation from car dealer to life service provider

Abstract: In a market where sales of new cars are slowing, and sales of used cars and after-sales services are growing rapidly, Dongfang Automobile is facing the dilemma of strong upstream and downstream bargaining power, fierce competition within the industry, and rapid development of public transportation and online car hailing. In order to improve its competitive advantage, Dongfang Automobile has carried out a series of organizational changes and gradually explored the road of business transformation. For its organizational structure, the functional organizational structure had been adjusted to the divisional structure to improve the efficiency of internal cooperation; for its operation services, 4S store operation center, second-hand car business center, supplies business center and financial business center were set up to further improve the level of professional services; for its brand management, a new brand image and positioning were established, and the integration of automotive aftermarket services was promoted, so as to create a better life for consumers. Meanwhile, the enterprise tried to break through employees’ rigid thinking and create a learning organization to better cater to the future development plan, which means employees and the enterprise can grow together and create value together. Therefore, in the constant exploration and frustration, Dongfang Automobile has explored a new development mode of automobile ecological chain from car dealers to life service providers that suits itself. It’s instructive for enterprises that are transforming or trying to improve their competitiveness through transformation.

Keywords: Automobile dealer; Organizational reform; Business transformation; Automotive ecological chain