【摘要】：成品油零售市場放開以來,民營加油站企業(yè)獲得了巨大的發(fā)展機遇。而大型國有石油集團、外資石油巨頭也憑借其強大的資源優(yōu)勢,占據(jù)了市場中的有利位置。面對大型壟斷國企、面對擁有先進管理經(jīng)驗的跨國巨頭,民營企業(yè)需要認真審視營銷環(huán)境,考察政治-法律、經(jīng)濟、社會-文化、技術、人口統(tǒng)計和自然等宏觀環(huán)境要素,以及企業(yè)自身、供應商、競爭對手、消費者、社會公眾等微觀環(huán)境要素。在營銷環(huán)境分析基礎上,仔細識別關系企業(yè)經(jīng)營發(fā)展的各個重要變量,提出具有戰(zhàn)略高度的營銷策略,創(chuàng)造條件保障營銷策略能夠得以貫徹實施。具體來說,中源石油公司需要首先進行市場細分,從眾多的、需求各異的消費者當中劃定具有相似需要欲望的群體,與企業(yè)的資源稟賦相匹配,為目標顧客群體提供產(chǎn)品和服務。為了占領目標市場,公司需要對產(chǎn)品和品牌進行定位,向顧客提供獨特的利益和屬性,與競爭對手相區(qū)隔,并盡可能打壓競爭產(chǎn)品、品牌。企業(yè)所宣揚的獨特屬性特征和利益訴求應該是對消費者的切實利益承諾,應該與競爭對手有鮮明的區(qū)隔,最重要的還應該占據(jù)消費者的心智、被消費者接受。為了更好地確立品牌定位,企業(yè)應該重視差異點和共同點的處理。差異點強調產(chǎn)品、品牌擁有獨有的屬性和利益,競爭產(chǎn)品品牌并不具有;共同點則強調產(chǎn)品品牌具有品類內(nèi)產(chǎn)品品牌的共有屬性和利益,對于打壓競爭產(chǎn)品、推翻其所謂的差異點具有重要意義。STP戰(zhàn)略之外,中源石油公司還應該重視品牌建設和加強顧客關系管理。品牌建設要注意加強品牌的價值感,提升顧客體驗;使品牌與顧客身份具有認同感;品牌傳播做到標準化、同一化;緊密品牌顧客關系,提升品牌資產(chǎn)。為了更好地執(zhí)行營銷策略,中源石油公司需要在組織模式、人力資源管理和信息系統(tǒng)等幾個方面做好保障工作。優(yōu)化產(chǎn)權結構、優(yōu)化組織結構和治理架構、規(guī)范對外經(jīng)營和對內(nèi)管理。人才是企業(yè)發(fā)展的最終推動力,公司要建立以技術人才和營銷人才為支點的創(chuàng)新團隊,建立合理有效的激勵機制,建設企業(yè)文化。長遠來看,企業(yè)更應該采取科學方法,投資于管理信息系統(tǒng),為科學決策和營銷策略實施提供保障。
[Abstract]:Since the opening up of the retail market of refined oil, private gas station enterprises have got great opportunities for development. And large state-owned oil group, foreign oil giant also with its strong resource advantage, occupied the advantageous position in the market. In the face of large monopolistic state-owned enterprises and multinational giants with advanced management experience, private enterprises need to carefully examine the marketing environment, examine the macro-environmental elements such as political-legal, economic, social-cultural, technological, demographic and natural, etc. And the enterprise itself, suppliers, competitors, consumers, the public and other micro-environmental elements. On the basis of the analysis of marketing environment, this paper carefully identifies the important variables related to the management and development of enterprises, puts forward marketing strategies with a high strategic level, and creates conditions to ensure that marketing strategies can be carried out. Specifically, Zhongyuan Oil Company needs to carry out market segmentation first, delimiting groups with similar needs from a large number of consumers with different needs to match the resource endowment of the enterprise. Provide products and services to target customer groups. In order to occupy the target market, the company needs to position its products and brands, provide customers with unique benefits and attributes, separate from competitors, and suppress competitive products and brands as much as possible. The unique attributes and interests of enterprises should be the commitment to consumers, should be distinct from the competitors, and the most important thing should be to occupy the consumer's mind and be accepted by consumers. In order to better establish brand positioning, enterprises should pay attention to the differences and common treatment. The difference points emphasize the product, the brand has the unique attribute and the benefit, the competition product brand does not have; the common point emphasizes that the product brand has the common attribute and the benefit of the product brand within the category, to suppress the competitive product, It is important to overturn the so-called difference point. Besides STP strategy, Zhongyuan Oil Company should pay attention to brand building and customer relationship management. Brand construction should pay attention to strengthen brand value, enhance customer experience; make brand and customer identity have identity; brand communication to achieve standardization, identity; close brand customer relationship, enhance brand equity. In order to carry out the marketing strategy better, Zhongyuan Oil Company needs to do a good job in several aspects, such as organization mode, human resource management and information system, etc. Optimize the structure of property rights, optimize the structure of organization and governance, and standardize external and internal management. Talent is the ultimate driving force for the development of enterprises. The company should establish an innovative team with technical talents and marketing talents as its fulcrum, establish a reasonable and effective incentive mechanism, and build a corporate culture. In the long run, enterprises should adopt scientific methods and invest in management information systems to provide guarantee for scientific decision making and marketing strategy implementation.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F274;F426.22

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