中国石化J分公司提升核心竞争力对策研究

发布时间：2018-10-16 12:46

【摘要】：随着国内成品油销售市场主体日益多元化,加油站网点和目标客户的争夺日趋激烈,成品油销售利润日趋微利化,降低了成品油销售企业既有的核心竞争力。而且,油品替代品的快速发展会进一步冲击行业利润,甚至导致成品油销售企业既有核心竞争力根基的动摇。所以,不断的提升企业核心竞争力,成为成品油销售企业可持续健康发展的必然选择。因而,研究这一问题具有一定的研究应用价值。本文以竞争战略理论、核心竞争理论为指导,在对成品油销售企业核心竞争力构成、特点进行探讨基础上,结合J分公司的生产经营实践,从外部环境、行业竞争态势、自身优劣势三方面着手,对J分公司当前所处竞争状况进行系统分析,进而对其核心竞争力现状做出定性评价,同时针对其核心竞争力存在不足及制约其核心竞争力提升的根源进行系统的分析研究,提出提升J分公司核心竞争力的对策建议。文章在结构上分为六章,其中:第一章为导论;第二章为成品油销售企业核心竞争力概述;第三章为中国石化J分公司核心竞争力分析;第四章为中国石化J分公司核心竞争力提升的制约因素分析;第五章为中国石化J分公司提高核心竞争力的对策建议;第六章为结论与展望。本文通过研究发现,随着成品油销售市场竞争的充分和替代品威胁的发展,J分公司长期积累形成的核心竞争优势刚性凸显,更会随着竞争和替代品威胁程度的增加而降低。究其原因,主要因为J分公司战略定位不清晰,并存在着经营环境因素、思想观念因素、体制机制因素、人才支撑因素等方面的影响制约。据此,本文提出了提升J分公司核心竞争力的对策建议:首先,准确定位公司战略。即经过不断努力,最终实现公司由主要的油品服务商到综合服务商的战略转型。其次,提出实现核心竞争力提升的具体建议。近期:通过网点拆迁应对、租赁加油站网点巩固、网络完善与补充等提升油品经营硬实力;通过做好品牌推广、客户市场细分、采用差异化服务策略、价格竞争策略善、加强数质量管理、借助政府执法力量等提升油品经营软实力。同时,通过多元化经营硬件配套、油非互促策略、服务选择策略、引导消费策略及配套政策等方面努力拓展多元化经营能力,把多元化经营打造成半壁江山。中长期:通过公司组织结构调整改革以适应综合性服务公司转型需要、通过公司人才政策进一步调整以吸引人才、通过公司经营业务的完善与充实融入地方经济、通过学习型组织构建以不断补充新动力来提高公司核心竞争力。
[Abstract]:With the increasing diversification of domestic oil products sales market, the competition between gas station outlets and target customers is becoming more and more fierce, and the profits of oil products sales are becoming increasingly small, which reduces the existing core competitiveness of oil products sales enterprises. Moreover, the rapid development of oil substitutes will further impact the industry profits, and even lead to the core competitiveness of oil sales enterprises to shake the foundation. Therefore, continuously enhance the core competitiveness of enterprises, become the inevitable choice of sustainable and healthy development of oil products sales enterprises. Therefore, the study of this problem has a certain value of research and application. Under the guidance of competition strategy theory and core competition theory, on the basis of discussing the composition and characteristics of the core competitiveness of oil products sales enterprises, combining with the production and management practice of J Branch, this paper analyzes the external environment and the competition situation of the industry. Starting from three aspects of its own advantages and disadvantages, this paper makes a systematic analysis of the current competitive situation of J Branch, and then makes a qualitative evaluation of its core competitive status. At the same time, the author makes a systematic analysis and research on the deficiency of its core competence and the root of restricting the promotion of its core competence, and puts forward the countermeasures and suggestions to enhance the core competence of J branch. The structure of the article is divided into six chapters: the first chapter is the introduction, the second chapter is the summary of the core competence of the oil products sales enterprises, the third chapter is the analysis of the core competence of Sinopec J Branch. The fourth chapter is the analysis of the restrictive factors of enhancing the core competitiveness of Sinopec J Branch; the fifth chapter is the countermeasures and suggestions to improve the core competitiveness of Sinopec J Branch; the sixth chapter is the conclusion and prospect. In this paper, it is found that with the development of competition and the threat of substitute, the rigidity of core competitive advantage formed by branch J over a long period of time is prominent, and it will decrease with the increase of competition and the threat degree of substitute. The main reason is that the strategic orientation of J branch is not clear, and there are some factors, such as management environment, ideology, system and mechanism, talent support and so on. On this basis, this paper puts forward the countermeasures and suggestions to enhance the core competitiveness of J Branch: first, accurately positioning the company strategy. That is, through continuous efforts, the final implementation of the company from the main oil products service provider to comprehensive service provider strategic transformation. Secondly, it puts forward the concrete suggestions to realize the promotion of core competence. In the near future: to promote the hard strength of oil products management through the relocation of the network, the consolidation of the rental gas station network, the improvement of the network and the supplement of the oil products; through the promotion of the brand, the segmentation of the customer market, the adoption of differentiated service strategy, the good strategy of price competition, etc. Strengthen the number of quality management, with the help of government law enforcement forces to enhance the soft power of oil products management. At the same time, through diversified management hardware matching, oil non-mutual promotion strategy, service selection strategy, guiding consumption strategy and supporting policies, efforts to expand the diversified management capacity, diversified management into half a mountain. Medium and long term: through the restructuring of the company's organizational structure to meet the needs of the transformation of comprehensive service companies, through the company's talent policy to further adjust to attract talent, through the company business to improve and enrich the integration into the local economy, Through the construction of learning organization to constantly supplement the new motivation to improve the core competitiveness of the company.
【学位授予单位】：南昌大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.22;F271

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