成立于2006年的广汇汽车，并不算是汽车服务行业里最老牌的企业，但是绝对是成长速度最快的企业。广汇汽车虽然只有十几年的历史，但从经营规模和营业收入的角度，广汇汽车已经是全球最大的汽车服务商。
相比传统汽车服务商而言，广汇汽车的服务更多元：以4S店为原点，侧重于用户服务，包括了销售和售后，典型的前店后厂模式。服务的触角也遍及金融，融资租赁，二手车，出行服务等等。
截止2018年12月31日，广汇汽车营业收入1661.73亿元，其中包含80多万台新车销量，20多万台二手车销售，售后服务超过100亿，融资租赁这些单项基本在中国都是领先者。
广汇汽车之所以能够以一个挑战者的姿态，进入汽车服务市场，并走到最高的位置，得益于它的差异化策略，在4S开店上，广汇汽车采取了收购加自建模式，让企业规模得以迅速扩大。但要做到组织的不断并购整合，传统管理模式显然是跟不上业务扩张的速度，所以广汇汽车从2013年就开始进行IT建设，不断优化结构，巩固经营管理水平，到如今广汇汽车的IT建设，已经提高到公司战略层级。
对广汇汽车来说，数字化就代表了差异化。这也是其在汽车服务行业，迅速做强做大的秘密武器。
一、“五个一”背后的精细化发展模式
远见是考量一家公司成就的关键因素，广汇汽车通过这五六年的IT建设，不断总结经验，摸索出了一条明确的数字化之路。
早期广汇汽车，依靠外延式的快速增长，获得快节奏的发展步调。但随着汽车市场的逐渐饱和，过去较为粗犷的发展模式，必须要走向精细化。
广汇汽车要从高速发展切换为高质量发展，靠着质量提升，靠着内部结构的优化调整，靠着后服务的增加来优化结构，巩固整个公司的经营管理，提升我们的精细化管理水平，这个明确的需求，推动了广汇汽车将数字化的建设提到了“公司战略”层面。
如今，数字化作为广汇汽车整体战略规划其中的一部分，提出了“五个一、一个创”的建设目标：“一个集团、一个战略、一个标准、一个平台、一个系统，持续创新。”而其中的“一个系统”就落在了以SAP 为核心的内部系统的打造上。
我们知道，传统汽车行业以4S店的销售模式为主，4S店是服务客户的主要触点，这就给广汇汽车这样的汽车服务商以机会，可以通过精细化的管理，做到以客户为中心。“这也是广汇汽车做数字化建设的大背景：一个是企业自己生存发展的需要，我内部优化结构，提升质量的需要。另一个更重要的则是服务客户的需要。”
二、数字化让资金、人力和资产化“重”为轻
广汇汽车在数字化建设上做了三期规划。
第一期，是以内部系统的建设为主，以SAP的系统为依托，主要建设的内部系统包括：业务、财务、人力资源、资金一体化的核心系统，用以覆盖广汇汽车下属4S店所有的业务。
第二期，是围绕着核心系统，在周边建设的一些平台，包括：客户关系管理平台，融资租赁平台，二手车平台，资金系统，商务智能系统。
广汇汽车信息技术部总经理刘澄说，“广汇汽车目前处于第二期到第三期的过渡当中。”第三期，广汇汽车希望利用数字化的手段去打造一些创新的项目，比如利用互联网技术，带来服务模式和商业模式上的创新。并通过第三期的建设，提高业务的规模优势，建立包括人力资源、资金、财务、客户服务在内的共享服务中心，真正走向一个国际化的、成熟的大型数字化企业。
传统意义上讲，汽车服务行业，属于重资金、重人力、重运营，而且是完全的线下企业。那么，广汇汽车通过前两期的数字化建设，实现了业务全流程、从前到后的，不同条线、不同岗位、不同工序的数字化。
首先，从重资金层面。广汇汽车要发挥规模效应，资金的头寸和计划管理的效率尤为重要，将资金使用效率提升了，既保障安全，又降低费用。
其次，在重人力层面。广汇汽车希望通过人员效率的提升，通过信息化打通很多关节了以后，可以让销售和服务人员的效率的提升，就意味着企业成本的降低和企业运转速度的提升。
第三，在重资产层面。数字化可以提高库存的效率，这个效率的提升，对广汇汽车资金的价值和企业流转价值也是非常明显的。
通过对资金、人力和资产的化“重”为轻，刘澄也对数字化有了更深的认识，“汽车这个行业完全实现数字化的产品是不容易的，在我们的角度更多是通过数字化来提升内部的效果和建立客户在数字化平台上的沟通，来提升体验。”
三、广汇汽车为汽车服务行业树立了一个标杆
事实上，广汇汽车在数字化建设上的成功，也给整个汽车服务行业的数字化转型提供了丰富的经验和启示。
第一，打通数据和流程，推动每个细节的效率提升。
数据是每个具体业务单元最真实的反馈，将流程数字化的本质，就是去掌握数据的力量，并以此来支撑运营和决策。
这也是广汇汽车，为什么建设核心系统的一个重要原因，去真正打通业务流、资金流，并利用数据去做业务创新。
举个最简单的例子，广汇汽车以前的管理文化是层层上报。数据从店面到片区，从片区到区域，再从区域到总部，层级复杂。现在广汇汽车，已经做到董事长可以“秒级”看数据，这就形成了一种企业数据的文化。
第二，数字化形成了一种标准，让管理可以同步，消除了很多业务隐患。
在通过数字化，形成了数据文化之后，广汇汽车改变了过去线下企业缺乏统一管理准绳的形态，系统通过数据为每一个工作单元都建立了一种标准。
事实上，统一标准，以及数据透明的属性，也会帮助企业消除部分暗箱操作，或是流程不规范的问题，让管理统一化，团队更高效。
第三，选择一个好的数字化合作伙伴，会让企业的数字化之路走得更为顺畅。
其实，广汇汽车起初的ERP选型并不顺利，当时选择了几家应用软件企业的产品，都没有办法解决业务财务两张皮的问题，而一些国际软件公司有产品却没有具体的解决方案。
广汇汽车的管理层到访SAP总部，不仅看到了广汇汽车真正需要的能力，也看到了国外的成功经验，SAP这个品牌本身也代表了一种信誉的保证。所以，广汇汽车2015年上市，同时就决定采用SAP的系统来打造核心系统。到2016年底，广汇汽车在全国的区域平台管理公司及店面都用上了SAP，到目前广汇和SAP还在向第三期的建设不断努力。
当初SAP和广汇汽车在国内设施DBM的时候，这在国内的汽车服务行业就是第一家，树立了一个标杆。
从当初的400亿规模做到今天的1600多亿的规模，营业额取得了大幅增长。不得不说，这既是广汇汽车战略的成功，亦是其数字化转型的成功。
翻译：
Founded in 2006, China Grand Auto is not the oldest company in the auto service industry, but it is definitely the fastest growing company. Although China Grand Auto has a history of only more than ten years, it has become the world’s largest auto service provider in terms of operation scale and revenue.
Compared with traditional automobile service providers, China Grand Auto offers more diversified services: starting from 4S stores, China Grand Auto focuses on user services, including sales and after-sales, a typical model of front shop and back factory. Service tentacles also spread to finance, financial leasing, used cars, travel services and so on.
By December 31, 2018, the operating revenue of China Grand Auto was 166.173 billion yuan, including the sales of more than 800,000 new cars, more than 200,000 used cars, and after-sales service of more than 10 billion yuan. Financial leasing is basically the leader in China.
The reason why China Grand Auto entered the auto service market as a challenger and reached the highest position is due to its differentiation strategy. In 4S stores, China Grand Auto adopted the mode of acquisition and self-construction, which enabled the enterprise scale to expand rapidly. However, in order to achieve the continuous merger and integration of the organization, the traditional management model obviously cannot keep up with the speed of business expansion, so China Grand Auto began to carry out IT construction in 2013, constantly optimize the structure and consolidate the management level. Now, China Grand Auto’s IT construction has been elevated to the strategic level of the company.
For China Grand Auto, digitization represents differentiation. This is also the car service industry, the secret weapon to become big and fast.
1. The refined development mode behind the “Five Ones”
Foresight is a key factor to evaluate a company’s achievements. Through the five or six years of IT construction, China Grand Auto has constantly summed up experience and explored a clear road to digitalization.
In the early stage, China Grand Auto achieved a fast pace of development by relying on the rapid growth of extension. But with the gradual saturation of the car market, the past more rugged development model, must be refined.
China Grand Auto needs to change from high-speed development to high-quality development, optimize the structure by improving the quality, optimizing the internal structure and increasing the service, consolidate the operation and management of the whole company, and improve our fine management level. This clear demand pushes China Grand Auto to put the construction of digitalization on the level of “corporate strategy”.
Now, as part of the overall strategic planning of China Grand Auto, digitization has put forward the construction goal of “five ones, one innovation” : “One group, one strategy, one standard, one platform, one system, continuous innovation”. And the “one system” falls on the SAP as the core of the internal system to build.
As we know, the traditional automobile industry is mainly based on the sales model of 4S stores, which are the main contact point to serve customers. This provides the opportunity for auto service providers like China Grand Auto to be customer-centered through refined management. “This is also the background of China Grand Auto’s digital construction: one is the needs of the enterprise’s own survival and development, and the need of our internal optimization structure and improvement of quality. The other, more important, is to serve the needs of our customers.”
2. Digitization makes capital, manpower and assets “heavy” instead of light
China Grand Auto has made three phases of digital construction planning.
The first phase is mainly based on the construction of internal system, which is based on the SAP system. The internal system mainly includes the core system integrating business, finance, human resources and capital, which covers all the businesses of the 4S stores of China Grand Auto.
The second phase is to build some platforms around the core system, including: customer relationship management platform, financial leasing platform, second-hand car platform, capital system, business intelligence system.
“China Grand Auto is currently in the transition from Phase II to Phase III,” said Liu Cheng, general manager of China Grand Auto’s information technology department. In the third phase, China Grand Auto hopes to make use of digital means to create some innovative projects, such as using Internet technology to bring about innovation in service mode and business model. Through the construction of the third phase, we will improve the scale advantage of the business and establish a shared service center including human resources, capital, finance and customer service, so as to truly become an international and mature large-scale digital enterprise.
In the traditional sense, the automobile service industry is a completely offline enterprise, which attaches importance to capital, manpower and operation.
Then, through the first two phases of digital construction, China Grand Auto has realized the digitalization of the whole business process, from front to back, different lines, different positions and different processes.
First of all, from the capital level. In order for China Grand Auto to exert scale effect, the efficiency of capital position and plan management is particularly important. The efficiency of capital use is improved, which not only ensures safety but also reduces costs.
Secondly, in the human level. China Grand Auto hopes to improve the efficiency of sales and service personnel by improving the efficiency of personnel and getting through many joints through informatization, which means the reduction of enterprise cost and the improvement of enterprise operation speed.
Third, at the asset-heavy level. Digitization can improve the efficiency of inventory, and the improvement of this efficiency is also very obvious to the capital value and enterprise circulation value of China Grand Auto.
Liu Cheng also has a deeper understanding of digitalization by turning capital, manpower and assets into light ones. “It is not easy for the automobile industry to fully realize digital products. From our perspective, we aim to improve the internal effect and establish customer communication on the digital platform through digitalization, so as to enhance the experience.
3. China Grand Auto has set a benchmark for the automobile service industry
In fact, China Grand Auto’s success in digital construction also provides rich experience and inspiration for the digital transformation of the entire automobile service industry.
1. Get through the data and process to improve the efficiency of every detail.
Data is the most authentic feedback for each specific business unit, and the essence of digitizing processes is to harness the power of data to support operations and decisions.
This is also an important reason for China Grand Auto to build the core system, to really get through the business flow and capital flow, and to make use of data to do business innovation.
To take the simplest example, China Grand Auto’s previous management culture was hierarchical reporting. Data from the store to the section, from the section to the region. And then from the region to the headquarters, the hierarchy is complex. Now, the chairman of China Grand Auto can read the data “in seconds”. Which has formed a culture of corporate data.
2) Digitisation creates a standard that allows management to be synchronized, eliminating many business pitfalls.
After forming a data culture through digitalization. China Grand Auto has changed the form of offline enterprises lacking unified management criteria in the past. And the system has established a standard for each work unit through data.
In fact, unified standards, as well as the attributes of data transparency, will also help enterprises eliminate some of the problems of under-the-table operations or non-standard processes. So that the management is unified and the team is more efficient.
3) Choosing a good digital partner will make the enterprise’s digital road go more smoothly.
In fact, the ERP selection of China Grand Auto was not smooth at the beginning. At that time, several application software companies were selected. But they could not solve the two problems of business and finance. While some international software companies had products but did not have specific solutions.
When China Grand Auto’s management visited SAP headquarters. They not only saw the capabilities that China Grand Auto really needed, but also saw the successful experience in foreign countries. The SAP brand itself also represented a guarantee of credibility. Therefore, China Grand Auto went public in 2015, and decided to use SAP system to build the core system. By the end of 2016, China Grand Auto used SAP in its regional platform management companies and stores all over the country. Up to now, China Grand Auto and SAP are still working hard on the construction of the third phase.
When SAP and China Grand Auto started DBM facilities in China. It was the first in the domestic auto service industry and set a benchmark.
From the original scale of 40 billion to today’s scale of more than 160 billion. The turnover has achieved substantial growth. It has to be said that this is not only the success of China Grand Auto’s strategy. But also the success of its digital transformation.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：知乎郑凯；编辑/翻译：数字化转型网宁檬树。
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