The research theme of this paper is to clarify what kind of value chain exists in the automobile industry from the time of new car sales to the time of scrapping, and what kind of competitive relationship exists between automaker-affiliated and non-automaker players in the market. At the same time, while clarifying the Japanese makers strategy in Japan through previous studies, we focus on China and Indonesia, which have the largest markets in Asia, and analyze the impact of CASE on market changes to clarify the trends and points of change in the aftersales market.

To summarize my conclusions, I found that automakers, such as Toyota Group, are expanding their business from new car sales to ownership business in the Asia and China, too. The value chain business may expand to include not only conventional services（parts + labor）, accessories, auto-loans, auto-insurance, and used car sales, but also services for customers of used car sales and recycling business. There is also a movement to use a second brand and a second channel for customers who have left 3S shops and used car sales to gain control of these customers and turn them into a profitable business. However, it is not necessarily a successful business. On the other hand, there is also an effort to provide services that only manufacturers can provide by utilizing connected systems. In the BEV service field, new services such as battery leasing and battery replacement are emerging, unlike conventional gasoline vehicles, and value creation at the time of scrapping and dismantling is also becoming important.