中國石化J分公司提升核心競爭力對策研究
發(fā)布時間：2018-10-16 12:46
【摘要】：隨著國內(nèi)成品油銷售市場主體日益多元化,加油站網(wǎng)點和目標客戶的爭奪日趨激烈,成品油銷售利潤日趨微利化,降低了成品油銷售企業(yè)既有的核心競爭力。而且,油品替代品的快速發(fā)展會進一步?jīng)_擊行業(yè)利潤,甚至導(dǎo)致成品油銷售企業(yè)既有核心競爭力根基的動搖。所以,不斷的提升企業(yè)核心競爭力,成為成品油銷售企業(yè)可持續(xù)健康發(fā)展的必然選擇。因而,研究這一問題具有一定的研究應(yīng)用價值。本文以競爭戰(zhàn)略理論、核心競爭理論為指導(dǎo),在對成品油銷售企業(yè)核心競爭力構(gòu)成、特點進行探討基礎(chǔ)上,結(jié)合J分公司的生產(chǎn)經(jīng)營實踐,從外部環(huán)境、行業(yè)競爭態(tài)勢、自身優(yōu)劣勢三方面著手,對J分公司當前所處競爭狀況進行系統(tǒng)分析,進而對其核心競爭力現(xiàn)狀做出定性評價,同時針對其核心競爭力存在不足及制約其核心競爭力提升的根源進行系統(tǒng)的分析研究,提出提升J分公司核心競爭力的對策建議。文章在結(jié)構(gòu)上分為六章,其中:第一章為導(dǎo)論;第二章為成品油銷售企業(yè)核心競爭力概述;第三章為中國石化J分公司核心競爭力分析;第四章為中國石化J分公司核心競爭力提升的制約因素分析;第五章為中國石化J分公司提高核心競爭力的對策建議;第六章為結(jié)論與展望。本文通過研究發(fā)現(xiàn),隨著成品油銷售市場競爭的充分和替代品威脅的發(fā)展,J分公司長期積累形成的核心競爭優(yōu)勢剛性凸顯,更會隨著競爭和替代品威脅程度的增加而降低。究其原因,主要因為J分公司戰(zhàn)略定位不清晰,并存在著經(jīng)營環(huán)境因素、思想觀念因素、體制機制因素、人才支撐因素等方面的影響制約。據(jù)此,本文提出了提升J分公司核心競爭力的對策建議:首先,準確定位公司戰(zhàn)略。即經(jīng)過不斷努力,最終實現(xiàn)公司由主要的油品服務(wù)商到綜合服務(wù)商的戰(zhàn)略轉(zhuǎn)型。其次,提出實現(xiàn)核心競爭力提升的具體建議。近期:通過網(wǎng)點拆遷應(yīng)對、租賃加油站網(wǎng)點鞏固、網(wǎng)絡(luò)完善與補充等提升油品經(jīng)營硬實力;通過做好品牌推廣、客戶市場細分、采用差異化服務(wù)策略、價格競爭策略善、加強數(shù)質(zhì)量管理、借助政府執(zhí)法力量等提升油品經(jīng)營軟實力。同時,通過多元化經(jīng)營硬件配套、油非互促策略、服務(wù)選擇策略、引導(dǎo)消費策略及配套政策等方面努力拓展多元化經(jīng)營能力,把多元化經(jīng)營打造成半壁江山。中長期:通過公司組織結(jié)構(gòu)調(diào)整改革以適應(yīng)綜合性服務(wù)公司轉(zhuǎn)型需要、通過公司人才政策進一步調(diào)整以吸引人才、通過公司經(jīng)營業(yè)務(wù)的完善與充實融入地方經(jīng)濟、通過學習型組織構(gòu)建以不斷補充新動力來提高公司核心競爭力。
[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.
【學位授予單位】：南昌大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.22;F271
本文編號：2274406
[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.
【學位授予單位】：南昌大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.22;F271
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