中石化湖北分公司加油站“非油品业务”发展策略探析

发布时间：2018-04-03 14:49

本文选题：中石化成品油　切入点：非油品业务　出处：《湖北工业大学》2015年硕士论文

【摘要】：加油站终端销售作为中国石化的饭碗工程,随着近年来国家经济发展势头的减缓,国内外竞争对手的不断涌入,国际原油价格持续震荡,再加上中石化内部存在的一些问题使得中国石化加油站的整体盈利能力变弱,部分高价租赁经营的加油站甚至出现严重亏损。国外油汽经营大户,纷纷通过不同渠道,利用我国加入WTO所做出的承诺,在成品油市场不断放开的情况下大背景下,快速进入我国的成品油批发和零售市场,导致我国成品油市场的竞争更加激烈,零售领域目前已经出现了“红海”现象。加上替代能源的出现,必将改写传统的加油站经营模式和盈利模式。国外成熟的加油站油品和非油品业务经营模式,为我们找到了未来中国石化加油站业务发展的方向,即在巩固现有零售网络和零售业务的情况下,同时充分利用现有网络资源和人员,上下联动,全力做大做强非油品业务即成品油销售以外的其他业务,为把中国石化打造成“责任、高效、尊重的世界一流能源化工企业”注入新的活力。本文以中石化湖北分公司为研究对象,对目前国内加油站经营模式和管理方式进行研究,对其在加油站“非油品业务”发展策略方面进行探析。本文采用文献法、案例分析法和理论与实践相结合的研究方法,在对湖北分公司现有的业务现状和所处的企业面临的内部环境包括企业营销能力、企业价值链分析等,与外部的发展环境包括PEST分析和波特五力竞争模型进行分析的基础上,通过运用多元化经营理论和战略营销管理理论等对中石化湖北分公司加油站非油品业务进行研究与理论分析,提出了中石化湖北分公司在开展非油品业务方面存在的问题与不足之处,比如经营创效能力不强、人才队伍结构不合理、管理人员淘汰率低等问题,最后分别针对其在人才队伍建设、风险防范、效能监察方面存在的问题提出相应实质性的发展策略,包括加强非油品专业人才队伍建设、采用个性化的营销管理策略、搭建融洽的企业合作伙伴关系、健全风险预警机制、完善效能监察制度等发展策略,用于指导加油站非油品业务在中石化湖北石油分公司的整体长远发展战略,为现有条件下经营策略以及后续的可持续发展规划的实施指明发展方向与指导。
[Abstract]:In addition, some internal problems in Sinopec make the overall profitability of Sinopec gas stations weakened, and some of the gas stations operated by high-priced leases even suffer serious losses.Large foreign oil and gas operators, through different channels, have made use of the commitments made by our country to join the WTO. Under the background of the continuous liberalization of the oil products market, they have rapidly entered the wholesale and retail markets of refined oil products in China.As a result, the competition in China's oil products market is more intense, and the "Red Sea" phenomenon has appeared in the retail field.With the emergence of alternative energy, the traditional gas station business model and profit model will be rewritten.The mature business model of gas station oil and non-oil products abroad has found us the direction of the future development of Sinopec gas station business, that is, under the condition of consolidating the existing retail network and retail business,At the same time, we should make full use of existing network resources and personnel, link up and down, and do our utmost to make the non-oil products business, that is, other businesses other than oil products sales, bigger and stronger, in order to build Sinopec into "responsibility and efficiency,"Respected world-class energy and chemical enterprises "inject new vitality."This paper takes Hubei Branch of Sinopec as the research object, studies the operation mode and management mode of domestic gas station at present, and probes into its development strategy of "non-oil product business" in gas station.This paper adopts the methods of literature, case analysis and theory and practice to analyze the present business situation of Hubei Branch and the internal environment which the enterprises are facing, such as the marketing ability of enterprises, the value chain analysis of enterprises, and so on.Based on the analysis of the external development environment, including PEST analysis and Porter's five-force competition model,Through the use of diversified management theory and strategic marketing management theory to research and theoretical analysis of non-oil products business of gas station of Hubei Branch of Sinopec,The problems and shortcomings in developing non-oil products business in Hubei Branch of Sinopec are put forward, such as the weak ability of creating effect, the unreasonable structure of talent team, the low elimination rate of managers and so on.Finally, aiming at the problems of talent team construction, risk prevention and efficiency supervision, the paper puts forward corresponding substantive development strategies, including strengthening the construction of non-oil professional talent team, adopting individualized marketing management strategy.To establish harmonious enterprise partnership, improve risk early warning mechanism, improve efficiency supervision system and other development strategies to guide the overall long-term development strategy of non-oil products business in Hubei Petrochemical Company of Sinopec.This paper points out the development direction and guidance for the operation strategy under the existing conditions and the implementation of the subsequent sustainable development plan.
【学位授予单位】：湖北工业大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.72

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