本文選題：中國(guó)石化 + 成品油業(yè)務(wù)�。� 參考：《廣西大學(xué)》2014年碩士論文

【摘要】：成品油銷售行業(yè)在我國(guó)屬于寡頭壟斷行業(yè),在國(guó)內(nèi)成品油銷售業(yè)務(wù)中,中國(guó)石化和中國(guó)石油兩個(gè)巨頭都占據(jù)了很大的業(yè)務(wù)份額。在南方業(yè)務(wù),QW地區(qū)是中國(guó)石化重要的戰(zhàn)略要地之一,該地區(qū)60%以上的業(yè)務(wù)份額被中國(guó)石化牢牢占據(jù)。但是,近幾年國(guó)內(nèi)成品油業(yè)務(wù)逐漸放開,國(guó)內(nèi)油價(jià)很大程度受到國(guó)際原油價(jià)格的影響,此外,中國(guó)石化的主要競(jìng)爭(zhēng)對(duì)手中國(guó)石油及其他社會(huì)經(jīng)營(yíng)單位的進(jìn)入與擴(kuò)張,QW地區(qū)成品油業(yè)務(wù)不斷變幻,競(jìng)爭(zhēng)愈演愈烈。中國(guó)石化QW公司作為中國(guó)石化的一家省級(jí)分公司,從上個(gè)世紀(jì)六十年代到本世紀(jì)初,一直處在計(jì)劃經(jīng)濟(jì)體制下,在QW地區(qū)獨(dú)家經(jīng)營(yíng)四十年,公司生存競(jìng)爭(zhēng)意識(shí)不強(qiáng),運(yùn)作效率低且經(jīng)營(yíng)成本偏高。在此背景之下,如何保持QW公司在該地區(qū)的競(jìng)爭(zhēng)優(yōu)勢(shì),制定怎樣的業(yè)務(wù)競(jìng)爭(zhēng)策略,正是本文的研究目的所在。本篇論文以戰(zhàn)略管理和營(yíng)銷管理理論為主要指導(dǎo),結(jié)合中石化QW公司的現(xiàn)狀,以收集到的中國(guó)石化QW公司的數(shù)據(jù)為依據(jù),進(jìn)行定性分析與定量分析,運(yùn)用PEST分析法、邁克爾·波特的產(chǎn)業(yè)“五力”競(jìng)爭(zhēng)模型,對(duì)中石化QW公司外部環(huán)境、行業(yè)競(jìng)爭(zhēng)環(huán)境進(jìn)行分析,進(jìn)而通過使用SWOT模型確定中石化QW公司在成品油業(yè)務(wù)的優(yōu)劣勢(shì),最后,為中石化QW公司提出成品油業(yè)務(wù)競(jìng)爭(zhēng)策略以及保障措施。面對(duì)競(jìng)爭(zhēng)日趨激烈的業(yè)務(wù),期望本篇論文能為中石化QW公司提供切實(shí)可行的思路和策略參考,從而確保中石化QW公司在該地區(qū)的優(yōu)勢(shì)地位得到進(jìn)一步鞏固,同時(shí)也能為其他成品油銷售企業(yè)提供有價(jià)值的參考。
[Abstract]:The product oil sales industry belongs to the oligopoly industry in our country, in the domestic refined oil sale business, Sinopec and China Petroleum two giants have occupied the very big business share. QW is one of the most important strategic areas for Sinopec in the southern part of China. More than 60% of its business share is firmly occupied by Sinopec. However, in recent years, the domestic oil products business has been gradually liberalized, and the domestic oil prices have been greatly affected by the international crude oil prices. In addition, The entry and expansion of Sinopec's main rival PetroChina and other social business units in QW area are constantly changing and the competition is becoming more and more intense. As a provincial branch of Sinopec, Sinopec QW Company has been under the planned economic system from the 1960s to the beginning of this century, and has been operating exclusively in the QW area for 40 years. The company's sense of survival and competition is not strong. The operation efficiency is low and the operating cost is on the high side. Under this background, how to maintain the competitive advantage of QW company in this area and what kind of business competition strategy should be formulated is the purpose of this paper. Based on the theory of strategic management and marketing management, combined with the current situation of Sinopec QW Company and the collected data of Sinopec QW Company, this paper carries out qualitative analysis and quantitative analysis, and applies pest analysis method. Michael Porter's industry "five forces" competition model, analyzes the external environment and industry competition environment of Sinopec QW Company, and then determines the advantages and disadvantages of Sinopec QW Company's oil products business by using SWOT model. Put forward the competitive strategy and safeguard measures for Sinopec QW Company. In the face of the increasingly competitive business, it is expected that this paper can provide practical ideas and strategic references for Sinopec QW Company, so as to ensure that Sinopec QW's dominant position in the region is further consolidated. At the same time can also provide valuable reference for other oil products sales enterprises.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.72

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