In the future, any O2O project will not be able to bypass the accessories e-commerce alone, and the e-commerce component will be the core of profitability of the entire post-market. For most current O2O projects, it is mainly to do B2C business, but it is B2B business that is really valuable to the automotive aftermarket. There is no after-market person who understands the Internet, and does not help the traditional after-market shops and accessory accessories distribution. Business Internet, O2O is a passive water, no wood. From the perspective of the e-commerce business, B2B and B2C are obviously two major categories. Today, we simply talk about the B2B e-commerce channel or model of accessories. Currently, there are five possible channel models for various auto parts B2B e-commerce that are already in operation: One is the internal parts e-commerce platform built by the after-sales department of the main plant to serve the 4S system. Each of the main plant has such a system. . The second is the internal parts e-commerce platform built by third parties for social repair shops and 4S stores. For example, system integrators who provide store management software platforms can provide internal parts and electricity suppliers for social repair shops and 4S shops that use their systems. service. The third is the accessories e-commerce platform provided by the post-market chain for direct operation or franchise. For example, the United States NAPA provides its e-commercial ordering platform for tens of thousands of stores. The fourth is the e-commerce platform provided by accessories production and dealers for distributors or retail terminals. Most cross-border trade associations provide an internal e-commerce platform for their retail terminals in mature markets. The fifth is the production of accessories or dealers using Tmall and other e-commerce platforms to build brand flagship stores, these shops can have B2B wholesale features. All five models have pain points. Resolving any of these pain points may mean new business opportunities. As the largest source of profits in the post-market, the e-commerce of accessories or accessories is a general trend. After several decades, the after-sales service provider of the OEM has been continuously optimizing the IT platform for parts supply. Major auto makers all over the world will use parts IT systems from major IT solution providers such as SAP, HP, IBM, and Oracle for procurement. In terms of the platform, the e-commerce of accessories has become relatively mature. Such e-commerce platform led by car companies can efficiently obtain the parts manufacturers' accessories catalog, quotation, technical parameters, package logistics, quotation and other information. For after-sales service, this IT system is fully equipped with accessories electronic catalog, ordering system, claims system, logistics, inventory management and financial settlement. For car companies with over one million possessions, the output value of accessory accessories for one year should be several billion. The e-commerce platform will help to enhance the attractiveness of its accessories business and give full play to the value of internet accessories marketing. In recent years, the OEMs have competed in the accessories manager because of the lack of job opportunities for the accessories manager, the limited income of the outstanding accessories manager, and the increasing technical content of the job. The purpose of the competition is also to cultivate 4S shop accessories management talents. From the pain point of view, most car companies require dealers to have a minimum inventory, such as some major joint venture brands require 1 million parts inventory, but there is no particularly good list of what to buy, mainly rely on accessories managers according to the operation of the store based on experience Order. For manufacturers, this is mainly to ensure timely availability of parts and customer satisfaction. However, most manufacturers are not allowed to return, there will be sluggish parts within the region, this is a certain degree of accessories sharing, but most of the sluggish parts have to rely on accessories managers pondering the promotion program, digesting inventory, improve capital utilization and turnover rate. In the 1990s, GM had planned to adopt a more aggressive parts sharing program on Saturn. The distributors will provide basic inventory of parts and the headquarters will have these parts. Different dealers can share each other's stock. The later plan was a compromise of this extreme program, but even then Saturn was one of the highest-level non-luxury car brands in North America. There is still no car companies will use this kind of accessories sharing program, but the future car prices should allow 4S shop parts to return, or build a shared platform within the system to help dealers digest dull parts. Compared to 4S's internal parts supply system, for non-4S systems, there has not been any good parts e-commerce platform that can perfectly solve the problem of parts supply and claims. However, there are already a number of third-party agencies providing accessories e-commerce services for non-4S systems such as social repair shops and roadside shops. For example, companies that provide IT system services for maintenance companies, through accessory manufacturers, auto parts catalogs for car companies 4S systems, and model data resources, and then docking maintenance companies, can theoretically build an accessory e-commerce platform internally. It is the essence of B2B e-commerce to match supply and demand. However, such e-commerce platforms are faced with issues such as logistics, quality assurance, claims, and technical guidance. Although the Internet can partially solve such problems, overall, internal e-commerce established by third parties have shortcomings, such as counterfeit and inferior parts. It is difficult to solve the problem. Currently, such e-commerce platforms can only solve the legal compliance of the sold parts, and can also complete the traceability of parts through two-dimensional codes, but the warranty and claims still need more systems to solve. At present, Car Yi, already operating in the Shanghai area, is using the Internet thinking system to do the integration of branded accessories resources in the background, providing spare parts for repair shops and a one-stop solution for customer relationship management. The front desk provides O2O services for car owners. The key link in this platform model is the accessory B2B e-commerce. From the current point of view, if the data integration of parts-models is completed, its parts e-commerce platform will be very attractive to maintenance companies. As a neutral third party, companies engaged in O2O platform operations can make full use of the resources of parts dealers or manufacturers to provide an internal e-commerce platform that meets the needs of the "Universal Vehicle" for the maintenance companies joining the O2O platform. With the expansion of the scale of joining, O2O platform can control the order of accessories is likely to challenge the purchase amount of the host plant, in this case, O2O platform operators may get even more preferential accessories prices, so that Allows franchise maintenance companies have greater profitability. In this case, it is highly probable that insurance (rest assured) companies will purchase services from such platforms. In the future, any O2O project will not be able to bypass the accessories e-commerce alone, and the e-commerce component will be the core of profitability of the entire post-market. For most current O2O projects, it is mainly to do B2C business, but it is B2B business that is really valuable to the automotive aftermarket. There is no after-market person who understands the Internet, and does not help the traditional after-market shops and accessory accessories distribution. Business Internet, O2O is a passive water, no wood. From the perspective of the e-commerce business, B2B and B2C are obviously two major categories. Today, we will briefly discuss the B2B e-commerce channel or model of accessories. Currently, there are five possible channel models for various auto parts B2B e-commerce that are already in operation: One is the internal parts e-commerce platform built by the after-sales department of the main plant to serve the 4S system. Each main-plant has such a system. . The second is the internal parts e-commerce platform built by third parties for social repair shops and 4S stores. For example, system integrators who provide store management software platforms can provide internal parts and electricity suppliers for social repair shops and 4S shops that use their systems. service. The third is the accessories e-commerce platform provided by the post-market chain for direct operation or franchise. For example, the United States NAPA provides its e-commercial ordering platform for tens of thousands of stores. The fourth is the e-commerce platform provided by accessories production and dealers for distributors or retail terminals. Most cross-border trade associations provide an internal e-commerce platform for their retail terminals in mature markets. The fifth is the production of accessories or dealers using Tmall and other e-commerce platforms to build brand flagship stores, these shops can have B2B wholesale features. All five of these models have pain points. Resolving any of these pain points may mean new business opportunities. As the largest source of profits in the post-market, the e-commerce of accessories or accessories is a general trend. For decades, the after-sales departments of automakers have been continuously optimizing the IT platform for parts supply. The major automakers in the world will use parts IT systems from major IT solution providers such as SAP, HP, IBM, and Oracle. For the procurement platform, accessories The e-commerce business is relatively mature. Such e-commerce platforms led by car companies can efficiently obtain accessories manufacturers' parts catalogs, quotations, technical parameters, package logistics, quotation and other information. For after-sales service, this IT system is fully equipped with accessories electronic catalog, ordering system, claims system, logistics, inventory management and financial settlement. For car companies with over one million possessions, the output value of accessory accessories for one year should be several billion. The e-commerce platform will help enhance the attractiveness of its accessories business and give full play to the value of internet accessories marketing. In recent years, the OEMs have competed in the accessories manager because of the lack of job opportunities for the accessories manager, the limited income of the outstanding accessories manager, and the increasing technical content of the job. The purpose of the competition is also to cultivate 4S shop accessories management talents. From the pain point of view, most car companies require dealers to have a minimum inventory, for example, some major joint venture brands require 1 million parts inventory, but there is not a particularly good list of what to buy, mainly rely on accessories managers according to the operation of the store based on experience Order. For manufacturers, this is mainly to ensure the timely supply of parts and customer satisfaction. However, most manufacturers are not allowed to return, there will be sluggish parts within the region circulation, which is a certain degree of accessories sharing, but most of the sluggish parts have to rely on accessories managers pondering the promotion program, digesting inventory, improve capital utilization and turnover rate. In the 1990s, GM had planned to adopt a more aggressive parts sharing program on the Saturn project. The distributors provided basic stocks for the parts, and the headquarters had these parts. Different dealers could share each other's stock. The later plan was a compromise of this extreme program, but even then Saturn was one of the highest-level non-luxury car brands in North America. There is still no car companies will use this kind of accessories sharing program, but the future car prices should allow 4S shop accessories to return, or build a shared platform in the system to help dealers digest dull parts. Compared with 4S's internal parts supply system, third-party internal parts e-commerce companies have not had any good parts e-commerce platforms to solve the problem of spare parts supply and claims for non-4S systems. However, there are already a number of third-party agencies that provide accessories e-commerce services for non-4S systems such as social repair shops and roadside shops. For example, companies that provide IT system services for maintenance companies, through fittings manufacturers, electronic catalogs of car companies' 4S systems, and model data resources, and then docking maintenance companies, can theoretically build an accessory e-commerce platform internally. It is the essence of B2B e-commerce to match supply and demand. However, such e-commerce platforms are faced with issues such as logistics, quality assurance, claims, and technical guidance. Although the Internet can partially solve such problems, overall, internal e-commerce established by third parties have shortcomings, such as counterfeit and inferior parts. Problems are difficult to solve. At present, such e-commerce platforms can only solve the legal compliance of the sold parts, and can also complete the traceability of parts through two-dimensional codes, but the warranty and claims still need more systems to solve. At present, Car Yi, already operating in the Shanghai area, is using the Internet thinking system to do the integration of brand accessories resources in the background, providing spare parts for repair shops and a one-stop solution for customer relationship management. The front desk provides O2O services for car owners. The key link in this platform model is the accessory B2B e-commerce. From the current point of view, if the data integration of parts-models is completed, its parts e-commerce platform will be very attractive to maintenance companies. As a neutral third party, companies engaged in O2O platform operations can make full use of the resources of parts dealers or manufacturers to provide an internal e-commerce platform that meets the needs of the "Universal Vehicle" for maintenance companies joining the O2O platform. With the expansion of the scale of joining, O2O platform can control the order of accessories is likely to challenge the purchase amount of the host plant, in this case, O2O platform operators may get even more preferential accessories prices, so that Allows franchise maintenance companies have greater profitability. In this case, it is highly probable that insurance (rest assured) companies will purchase services from such platforms. 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