Recently, the "Today's Finance" program on Guangdong Radio and Television's Pearl River Channel conducted an interview report with Baturu Chairman Mr. Zeng Wan Gui, focusing on Baturu's strategic layout.

As the number of vehicles in possession increases year by year, the automotive aftermarket has become a trillion-yuan market. The huge prospects have attracted numerous capitals to layout. Now China has become the largest automobile consumption country, with the average vehicle age gradually extending, and it is expected that by 2020, the automotive aftermarket output value will exceed 1.5 trillion yuan. However, with the rapid development of the industry, the automotive aftermarket urgently needs transformation and upgrading. As a leading company in the industry, Baturu has always been at the forefront of the industry.

But in the rapid development of the enterprise, Baturu CEO Zeng Wan Gui also encountered quite a few troubles. Auto parts belong to industrial products, with high transaction thresholds, and many employees of small repair shops are not fully familiar with the parts. Talent cultivation and management have become the core of the entire transaction. As industry competition becomes increasingly fierce, talent loss has become a bottleneck in enterprise development.

"The entire supply chain volume of the automotive aftermarket is very large, but the number of operating entities is particularly large, with nearly 400,000 suppliers providing parts for about 200 million passenger cars, and the degree of fragmentation is very high." Mr. Zeng said in the interview, therefore, "Many years ago, we were thinking about whether we could establish a set of standardized data for industry parts, and then digitize all the information that originally relied on industry professionals to convert and translate, so that the demand side can self-service online ordering."

Mr. Zeng entered the automotive aftermarket industry in 1997 to engage in parts trading. After deep cultivation in the industry for more than ten years, he found that the auto parts market began to gradually tilt towards the buyer side, peer competition became increasingly fierce, profit margins became smaller and smaller, and the auto parts industry structure was unstable, lacking unified and standardized standards. In 2013, he decided to establish the Baturu online trading platform, focusing on full vehicle parts B2B trading. "Baturu first connects the online database to establish the industry's standardized system. Second, it establishes large central warehouses and a city partner model to scale up all trivial but particularly cumbersome services such as logistics and after-sales service." Zeng Wan Gui said to the reporter.

Baturu not only became one of China's Top 10 Industrial Internet Unicorn Enterprises in 2018, but also gained favor from numerous investment institutions, with investment shareholders including Warburg Pincus, Huaxing New Economy Fund, Zhongding Venture Capital, Huachuang Capital, Qifu Capital, Yuexiu Capital, CICC Zhide, and others. Baturu has become one of the companies with the highest financing amount in the automotive aftermarket supply chain field, leading the domestic auto parts supply chain field.

As an investment shareholder, Dong Hailong, Vice President of Yuexiu Industrial Fund, said Baturu has a promising future. "Baturu is a business model innovation company, a platform-type enterprise. By building a platform, it can connect the upstream, midstream, and downstream of the industry chain, thereby improving the efficiency of the entire industry."

"The company long adhered to value investing and drives investment through research, building investment channels and connecting projects. On the post-investment side, the company insists on empowerment investment. On one hand, the company positions itself as a 'leading industrial capital operator in the Guangdong-Hong Kong-Macao Greater Bay Area', backed by the industrial-financial synergy advantages of Yuexiu Group's nearly 600 billion yuan in total assets, rooted in Guangzhou's vast state-owned asset industrial resources, continuously providing invested enterprises with broad business collaboration and deep resource integration opportunities; on the other hand, the company hopes to play a 'linking' role, building a bridge between state-owned enterprises and innovative companies, injecting fresh blood into the transformation and upgrading of state-owned enterprises while providing fertile soil for the rapid growth of invested enterprises."