Dongfeng Citroen Beijing District 4S Shops Inn The Balanced Scorecard Card Application Case Study

With the continuous growth of the car ownership in the past 10 years, Chinese auto market is gradually entering the era of micro-growth. Almost all brands of automobile 4S Shops(hereinafter referred to as: 4S shops) will face an unprecedented challenge from marketing, sales and service. In the complex and changeful market environment, 4S Shops need effective management tools and measures to reverse the profit fell, to solve the loss of the control of inner management. Balanced Scorecard as a strategic performance management tool has been attempted to use in the domestic 4S Shops, 4S shops are using Balanced Scorecard to exploit derivative value of car sales, to improve internal operational efficiency and develop new profit growth point.This paper takes 4S Shops in Beijing big district of Dongfeng Citroen as the study object,summed up the analysis the usage of balanced scorecard in an experimental shop, and the application experience in the entire area. The purpose of this study is to validate the balanced score card of strategic performance management in the 4S Shop, to validate the balanced score card of support in the upgrading of the 4S Shop, to offer the theoretical and data analysis support in the generalization and application of balanced scorecard, to accumulate experience, and firm the managements’ confidence to use the balanced scorecard as a tool to improve the management.This case study starts with the tryout of the balanced score card from 2013 to 2015 in Beijing Jintai Kaiyuan 4S Shop. Firstly, it shows index system and statistical analysis of the Balanced Scorecard in Jintai Kaiyuan 4S Shop. Then, it validates the balanced score card of performance and profit model transformation from the dimension of finance, the dimension of customer, the dimension of internal process, and the dimension of learning and growth. Next, it describes the situation of the promotion of balanced scorecard in Dongfeng Citroen Beijing big district. Finally, it uses relevant theory to analyze and summarize the practical results, gives some meaningful management conclusions and guidance to other domestic 4S Shops for the implementation of Balanced Scorecard.