A公司非油品业务营销现状及存在问题研究

发布时间：2018-03-30 12:43

本文选题：非油销售　切入点：A公司　出处：《宁夏大学》2015年硕士论文

【摘要】：经济发展,GDP提高,汽车普及已是大势所趋,成品油销售也是如火如荼,面临发展机遇期。对于我国成品油企业,自产率较低,仅有46.3%；利润空间有限,按国家规定批发价加300元毛利定价,这两问题已经成为其跨越发展的拦路虎。单一经营模式急需改变,开发性利润增长点已成共识。A公司作为吴忠地区最大的成品油公司,2009试运行非油业务,2012年实现信息化管理管理,2014年销量首次突破了4000万的大关。在进入2015年之后,经过总公司批准,吴忠分公司设置非油品业务管理科,将非油业务独立于营销科管理之外。在几年的非油业务的运行中,取得了一定的经验,但也存在了一些问题,具体来说有以下几点。销售种类上来说,存在货品单一,品种不全；在人力资源方面,人员匮乏,能手稀缺;在销售价格方面,统一定价,不合实际;从供货周期来说,断档脱销,错失高峰,对于促销手段来说,手法单一,毫无新意。这些问题严重影响了A公司非油品的正常销售,也没有形成独特的竞争优势,对于2015年5000万非油任务的有着严重的不利影响。本论文将结合笔者在A公司工作的实际,对非油业务目前存在的问题展开研究,通过分析A公司所处的宏观环境和微观环境,找出非油业务存在问题的根源。并且对症下药,将修改A公司的营销理念,调整A公司目前的7P战略作为解决问题的方法。本论文还针对目前比较流行的混合改革有所涉猎,中石化的混改项目,主要针对的是非油品销售,这对A公司进行政策的调整有一定的参考借鉴意义。笔者希望通过对A公司非油业务的研究,通过对加油站建站位置,顾客群体,企业经营目标等问题进行深入调研,提出合理的建议,使A公司的非油业务早日步入正轨,提高自身的竞争力。在2015年底的销售报表中,实现5000万元的既定目标,不仅成为吴忠地区的成品油主渠道,还能够在非油业务的开展中为其他的成品油企业树立样板。
[Abstract]:The economic development and the popularization of automobiles are the trend of the times, and the sales of refined oil products are in full swing, and they are facing a period of development opportunities. For our country's oil products enterprises, the rate of self-production is relatively low, only 46.3%, and the profit space is limited. According to the national regulation of wholesale price plus 300 yuan gross profit pricing, these two problems have become the obstacle to its leapfrogging development. The single business model needs to be changed urgently. As the largest oil products company in Wu Zhong area, company A has tried to run non-oil business in 2009. In 2012, it realized information management, and sales exceeded the 40 million mark for the first time in 2014. After entering 2015, After the approval of the head office, Wu Zhong Branch set up a non-oil products business management department to separate the non-oil business from the management of the marketing department. In several years of operation of the non-oil business, it has gained some experience, but there are also some problems. Specifically, there are the following points. In terms of the type of sale, there is a single product and incomplete variety; in terms of human resources, there is a shortage of personnel and skilled hands are scarce; in terms of sales price, unified pricing is impractical; and in terms of the supply cycle, As far as sales promotion is concerned, these problems have seriously affected the normal sales of company A's non-oil products, and have not formed a unique competitive advantage. This paper will study the problems existing in the non-oil business according to the author's actual work in A Company, and analyze the macro and micro environment of A Company. Find out the root cause of the problem in non-oil business. And to solve the problem, we will modify A company's marketing concept and adjust A company's current 7P strategy as a way to solve the problem. Sinopec's mixed reform project is mainly aimed at non-oil product sales, which has a certain reference significance for A Company to adjust its policy. The author hopes that through the study of A Company's non-oil business, the location of gas stations will be built. In order to make the non-oil business of Company A get on the right track as soon as possible and improve its own competitiveness, the customer group and the business objectives of the enterprise are investigated in depth. In the sales report form at the end of 2015, the target of 50 million yuan is achieved. Wu Zhong not only become the main channel of oil products, but also in the development of non-oil business for other oil products enterprises to set a model.
【学位授予单位】：宁夏大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.22;F274

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