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Published by: Asia Case Research Centre, The University of Hong Kong
Published in: 2011

Abstract

In the mid-2000s, an American automaker opened an auto-financing company in China, Shanghai-based C Automotive Finance Company (China) Ltd ('CAF'). CAF grew rapidly and broke even in three years. Nonetheless, the long cycle time of its application process led to rampant dissatisfaction among dealers and also lowered the number of car purchases financed by CAF as a percentage of total cars sold. The auto-financing industry in China held great potential but was also becoming increasingly competitive as more and more foreign companies entered the market. In order stay on top of the game, CAF must improve the efficiency of its financing application process. What actions could CAF undertake to achieve this objective?
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Abstract

In the mid-2000s, an American automaker opened an auto-financing company in China, Shanghai-based C Automotive Finance Company (China) Ltd ('CAF'). CAF grew rapidly and broke even in three years. Nonetheless, the long cycle time of its application process led to rampant dissatisfaction among dealers and also lowered the number of car purchases financed by CAF as a percentage of total cars sold. The auto-financing industry in China held great potential but was also becoming increasingly competitive as more and more foreign companies entered the market. In order stay on top of the game, CAF must improve the efficiency of its financing application process. What actions could CAF undertake to achieve this objective?

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