【摘要】：隨著國(guó)內(nèi)成品油銷售市場(chǎng)主體日益多元化,加油站網(wǎng)點(diǎn)和目標(biāo)客戶的爭(zhēng)奪日趨激烈,成品油銷售利潤(rùn)日趨微利化,降低了成品油銷售企業(yè)既有的核心競(jìng)爭(zhēng)力。而且,油品替代品的快速發(fā)展會(huì)進(jìn)一步?jīng)_擊行業(yè)利潤(rùn),甚至導(dǎo)致成品油銷售企業(yè)既有核心競(jìng)爭(zhēng)力根基的動(dòng)搖。所以,不斷的提升企業(yè)核心競(jìng)爭(zhēng)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(jià)值。本文以競(jìng)爭(zhēng)戰(zhàn)略理論、核心競(jìng)爭(zhēng)理論為指導(dǎo),在對(duì)成品油銷售企業(yè)核心競(jìng)爭(zhēng)力構(gòu)成、特點(diǎn)進(jìn)行探討基礎(chǔ)上,結(jié)合J分公司的生產(chǎn)經(jīng)營(yíng)實(shí)踐,從外部環(huán)境、行業(yè)競(jìng)爭(zhēng)態(tài)勢(shì)、自身優(yōu)劣勢(shì)三方面著手,對(duì)J分公司當(dāng)前所處競(jìng)爭(zhēng)狀況進(jìn)行系統(tǒng)分析,進(jìn)而對(duì)其核心競(jìng)爭(zhēng)力現(xiàn)狀做出定性評(píng)價(jià),同時(shí)針對(duì)其核心競(jìng)爭(zhēng)力存在不足及制約其核心競(jìng)爭(zhēng)力提升的根源進(jìn)行系統(tǒng)的分析研究,提出提升J分公司核心競(jìng)爭(zhēng)力的對(duì)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(jìng)爭(zhēng)力概述;第三章為中國(guó)石化J分公司核心競(jìng)爭(zhēng)力分析;第四章為中國(guó)石化J分公司核心競(jìng)爭(zhēng)力提升的制約因素分析;第五章為中國(guó)石化J分公司提高核心競(jìng)爭(zhēng)力的對(duì)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(chǎng)競(jìng)爭(zhēng)的充分和替代品威脅的發(fā)展,J分公司長(zhǎng)期積累形成的核心競(jìng)爭(zhēng)優(yōu)勢(shì)剛性凸顯,更會(huì)隨著競(jìng)爭(zhēng)和替代品威脅程度的增加而降低。究其原因,主要因?yàn)镴分公司戰(zhàn)略定位不清晰,并存在著經(jīng)營(yíng)環(huán)境因素、思想觀念因素、體制機(jī)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(jìng)爭(zhēng)力的對(duì)策建議:首先,準(zhǔn)確定位公司戰(zhàn)略。即經(jīng)過不斷努力,最終實(shí)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(shí)現(xiàn)核心競(jìng)爭(zhēng)力提升的具體建議。近期:通過網(wǎng)點(diǎn)拆遷應(yīng)對(duì)、租賃加油站網(wǎng)點(diǎn)鞏固、網(wǎng)絡(luò)完善與補(bǔ)充等提升油品經(jīng)營(yíng)硬實(shí)力;通過做好品牌推廣、客戶市場(chǎng)細(xì)分、采用差異化服務(wù)策略、價(jià)格競(jìng)爭(zhēng)策略善、加強(qiáng)數(shù)質(zhì)量管理、借助政府執(zhí)法力量等提升油品經(jīng)營(yíng)軟實(shí)力。同時(shí),通過多元化經(jīng)營(yíng)硬件配套、油非互促策略、服務(wù)選擇策略、引導(dǎo)消費(fèi)策略及配套政策等方面努力拓展多元化經(jīng)營(yíng)能力,把多元化經(jīng)營(yíng)打造成半壁江山。中長(zhǎng)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(jìn)一步調(diào)整以吸引人才、通過公司經(jīng)營(yíng)業(yè)務(wù)的完善與充實(shí)融入地方經(jīng)濟(jì)、通過學(xué)習(xí)型組織構(gòu)建以不斷補(bǔ)充新動(dòng)力來提高公司核心競(jìng)爭(zhēng)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(xué)位授予單位】：南昌大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.22;F271

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