The motor vehicle parts and accessories (MVPA) industry has evolved from conventional, small-scale retail stores to chain stores. The vast business opportunities of Taiwan’s MVPA industry have attracted much investment, causing the companies in the industry to continue expanding the scale of their businesses. For example, well-known MVPA chain brands from Japan such as Autobacs and Yellow Hat have established chain stores in Taiwan. The present study conducted a case study on the successful business model of Jin Hong Sheng (JHS) Industrial Co., Ltd. JHS entered the chain MVPA industry in 1996 as a late comer but as a game changer. Through its market control and expansion strategies, JHS restructured the business model existing between chain MVPA retailers and upstream manufacturers. At the early stages of entering the MVPA industry, JHS impressed its counterparts and customers with disruptive innovations and undertook a reasoned structure that utilized SWOT analysis and the balanced scorecard (BSC) to assemble the essentials for rapidly understanding marketplace practices, basing its business model on the four dimensions of the BSC: financials, customers, internal processes, and learning/ growth. To investigate JHS’s successful business model, this study employed a VRIO framework that applied resource-based theory to construct external environmental factors, conducted focus group interviews with related experts of the MVPA-industry, and developed a successful business model for the chain MVPA industry. This study can serve as a reference for MVPA retailers and prospective retailers undertaking sustainable business management and provides recommendations for conducting related academic research.