本文選題：中石化成品油　切入點(diǎn)：非油品業(yè)務(wù)　出處：《湖北工業(yè)大學(xué)》2015年碩士論文

【摘要】：加油站終端銷(xiāo)售作為中國(guó)石化的飯碗工程,隨著近年來(lái)國(guó)家經(jīng)濟(jì)發(fā)展勢(shì)頭的減緩,國(guó)內(nèi)外競(jìng)爭(zhēng)對(duì)手的不斷涌入,國(guó)際原油價(jià)格持續(xù)震蕩,再加上中石化內(nèi)部存在的一些問(wèn)題使得中國(guó)石化加油站的整體盈利能力變?nèi)?部分高價(jià)租賃經(jīng)營(yíng)的加油站甚至出現(xiàn)嚴(yán)重虧損。國(guó)外油汽經(jīng)營(yíng)大戶(hù),紛紛通過(guò)不同渠道,利用我國(guó)加入WTO所做出的承諾,在成品油市場(chǎng)不斷放開(kāi)的情況下大背景下,快速進(jìn)入我國(guó)的成品油批發(fā)和零售市場(chǎng),導(dǎo)致我國(guó)成品油市場(chǎng)的競(jìng)爭(zhēng)更加激烈,零售領(lǐng)域目前已經(jīng)出現(xiàn)了“紅�！爆F(xiàn)象。加上替代能源的出現(xiàn),必將改寫(xiě)傳統(tǒng)的加油站經(jīng)營(yíng)模式和盈利模式。國(guó)外成熟的加油站油品和非油品業(yè)務(wù)經(jīng)營(yíng)模式,為我們找到了未來(lái)中國(guó)石化加油站業(yè)務(wù)發(fā)展的方向,即在鞏固現(xiàn)有零售網(wǎng)絡(luò)和零售業(yè)務(wù)的情況下,同時(shí)充分利用現(xiàn)有網(wǎng)絡(luò)資源和人員,上下聯(lián)動(dòng),全力做大做強(qiáng)非油品業(yè)務(wù)即成品油銷(xiāo)售以外的其他業(yè)務(wù),為把中國(guó)石化打造成“責(zé)任、高效、尊重的世界一流能源化工企業(yè)”注入新的活力。本文以中石化湖北分公司為研究對(duì)象,對(duì)目前國(guó)內(nèi)加油站經(jīng)營(yíng)模式和管理方式進(jìn)行研究,對(duì)其在加油站“非油品業(yè)務(wù)”發(fā)展策略方面進(jìn)行探析。本文采用文獻(xiàn)法、案例分析法和理論與實(shí)踐相結(jié)合的研究方法,在對(duì)湖北分公司現(xiàn)有的業(yè)務(wù)現(xiàn)狀和所處的企業(yè)面臨的內(nèi)部環(huán)境包括企業(yè)營(yíng)銷(xiāo)能力、企業(yè)價(jià)值鏈分析等,與外部的發(fā)展環(huán)境包括PEST分析和波特五力競(jìng)爭(zhēng)模型進(jìn)行分析的基礎(chǔ)上,通過(guò)運(yùn)用多元化經(jīng)營(yíng)理論和戰(zhàn)略營(yíng)銷(xiāo)管理理論等對(duì)中石化湖北分公司加油站非油品業(yè)務(wù)進(jìn)行研究與理論分析,提出了中石化湖北分公司在開(kāi)展非油品業(yè)務(wù)方面存在的問(wèn)題與不足之處,比如經(jīng)營(yíng)創(chuàng)效能力不強(qiáng)、人才隊(duì)伍結(jié)構(gòu)不合理、管理人員淘汰率低等問(wèn)題,最后分別針對(duì)其在人才隊(duì)伍建設(shè)、風(fēng)險(xiǎn)防范、效能監(jiān)察方面存在的問(wèn)題提出相應(yīng)實(shí)質(zhì)性的發(fā)展策略,包括加強(qiáng)非油品專(zhuān)業(yè)人才隊(duì)伍建設(shè)、采用個(gè)性化的營(yíng)銷(xiāo)管理策略、搭建融洽的企業(yè)合作伙伴關(guān)系、健全風(fēng)險(xiǎn)預(yù)警機(jī)制、完善效能監(jiān)察制度等發(fā)展策略,用于指導(dǎo)加油站非油品業(yè)務(wù)在中石化湖北石油分公司的整體長(zhǎng)遠(yuǎn)發(fā)展戰(zhàn)略,為現(xiàn)有條件下經(jīng)營(yíng)策略以及后續(xù)的可持續(xù)發(fā)展規(guī)劃的實(shí)施指明發(fā)展方向與指導(dǎo)。
[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.
【學(xué)位授予單位】：湖北工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F426.72

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