New Innovation-led Journey to the Future | Dongchang Group’s 10-Year Strategic Development Plan Released

New Innovation-led Journey to the Future. Dongchang Group has officially unveiled the 10-Year Development Plan (2022-2031) of Dongchang Group (the “Plan”).

The Plan emphasizes the need to leverage science and technology as the core competitiveness to construct the closed loop for a technology-driven automotive industrial chain, and sets a clear strategic goal the group in the next decade: achieving three major strategic transformations: technology-driven, digital and intelligent, and public-oriented.

At the release conference, Dongchang Group’s leadership emphasized that the Plan specifies the future development orientation of the group and should serve as a call to action for all employees to strive toward shared objectives.

One goal: constructing a closed loop of technology-driven automobile industrial chain

Established in 1993 and developed over nearly three decades, Dongchang Group has been diving deep into the automotive industry and become a large comprehensive enterprise group with investment in the real economy as the core business, which covers multiple sectors including intelligent manufacturing and services, automotive sales and services, and financial leasing and services.

Today, the automotive industry is rapidly developing toward electrification and intelligence. The Plan makes it clear that 2022–2031 will be a critical period for Dongchang Group to undergo fundamental transformation, achieve healthy growth, drive its transformation and create new splendor.

It is necessary to actively adapt to new changes in domestic and international environments, proactively align with automotive industry trends, and comprehensively enhance the company’s competitive advantages based on its actual conditions. Therefore, the Plan sets the strategic goal of "building a closed loop of technology-driven automobile industrial chain" for Dongchang Group over the next decade.

To achieve this strategic goal, the Plan proposes that the company should take automotive consumer finance as the flagship, comprehensively build a complete closed-loop automotive industrial chain covering "parts – vehicle manufacturing – automotive sales – aftermarket"; integrate technology-driven innovation throughout every segment of Dongchang Group's closed-loop automotive industrial chain; facilitate close strategic cooperation and resource sharing among business divisions, and leverage the synergistic competitiveness of the closed-loop industrial chain.

A technology-driven closed-loop automotive industrial chain cannot be built without breakthroughs across the Group's business divisions. The Plan requires all member companies of the Dongchang Group to leverage their respective strengths to pursue self-breakthroughs, build their unique competitive advantages in markets and industry development, continuously expand market share, and drive the virtuous cycle of Dongchang Group's entire closed-loop automotive industrial chain with automotive consumer finance as the flagship.

Three major transformations: technology-driven, digital & intelligent, public-oriented

Looking ahead, to achieve the strategic goals with full commitment, the Plan mandates to “accomplish the Technology-driven, Digital & intelligent and public-oriented transformation".

According to the Plan: Technology-driven transformation is the only path for Dongchang Group’s development; Digital & intelligent transformation is its inevitable choice; and public-oriented transformation reflects its social responsibility. The three transformations, mutually reinforcing, will propel Dongchang Group into a new developmental phase.

For technology-driven transformation, the Plan requires all subsidiaries to:

"resolutely discard all illusions and strengthen the sense of crisis and urgency;

base actions on present realities while focusing on the next 5–10 years, make forward-looking plans, continuously increase investment in technological innovation, and build core scientific competitiveness."

For digital & intelligent transformation, the Plan emphasizes that the group should accelerate the establishment of its data application systems, leverage digital technologies comprehensively to solve problems and create value, implementing phased, field-specific, and tiered upgrades under unified planning, and ultimately built the group into a future-ready intelligent enterprise.

The proposal of the public-oriented transformation reflects Dongchang’s commitment to social responsibility. The Plan proposes to advance qualified business units toward rapid development; execute phased, step-by-step public listing operations, advance the public-oriented process with rigor and in full compliance, integrate the employees’ personal aspirations to the Group’s long-term development to fully ignite initiative and align individual careers with corporate growth, and fulfil corporate social responsibility to make Dongchang an indispensable and exemplary component of the society.

Steady Promotion: One Blueprint, Unwavering Execution

While detailing strategic goals and tasks, the Plan also sets specific quantitative targets and key indicators for all business divisions. These serve as results-oriented coordinates to guide actionable pathways, ensuring clarity of pathways and precision of objectives for the Group’s strategy.

To secure the comprehensive promotion and effective implementation of the Plan, Dongchang Group has distilled two core indicators aligned with the Plan’s principles:

R&D Investment Indicator and New Business Ratio Indicator. These indicators will serve as core indicators for Group-level strategic performance evaluation. All subsidiaries of the group should also take them as pivots for strategic management and sustainable growth.

The call to advance has sounded; A new blueprint now unfolds.

At the release conference, Dongchang Group’s leadership concluded: "The coming decade is pivotal for Dongchang’s evolution. Upholding our core ethos of “Pioneering and Enterprising; Collective Endeavor; Integrity in Service; Continuous Improvement”, we must unwaveringly implement the Ten-Year Development Plan as a blueprint.”