本文選題：非油銷售　切入點(diǎn)：A公司　出處：《寧夏大學(xué)》2015年碩士論文

【摘要】：經(jīng)濟(jì)發(fā)展,GDP提高,汽車普及已是大勢(shì)所趨,成品油銷售也是如火如荼,面臨發(fā)展機(jī)遇期。對(duì)于我國(guó)成品油企業(yè),自產(chǎn)率較低,僅有46.3%；利潤(rùn)空間有限,按國(guó)家規(guī)定批發(fā)價(jià)加300元毛利定價(jià),這兩問題已經(jīng)成為其跨越發(fā)展的攔路虎。單一經(jīng)營(yíng)模式急需改變,開發(fā)性利潤(rùn)增長(zhǎng)點(diǎn)已成共識(shí)。A公司作為吳忠地區(qū)最大的成品油公司,2009試運(yùn)行非油業(yè)務(wù),2012年實(shí)現(xiàn)信息化管理管理,2014年銷量首次突破了4000萬的大關(guān)。在進(jìn)入2015年之后,經(jīng)過總公司批準(zhǔn),吳忠分公司設(shè)置非油品業(yè)務(wù)管理科,將非油業(yè)務(wù)獨(dú)立于營(yíng)銷科管理之外。在幾年的非油業(yè)務(wù)的運(yùn)行中,取得了一定的經(jīng)驗(yàn),但也存在了一些問題,具體來說有以下幾點(diǎn)。銷售種類上來說,存在貨品單一,品種不全；在人力資源方面,人員匱乏,能手稀缺;在銷售價(jià)格方面,統(tǒng)一定價(jià),不合實(shí)際;從供貨周期來說,斷檔脫銷,錯(cuò)失高峰,對(duì)于促銷手段來說,手法單一,毫無新意。這些問題嚴(yán)重影響了A公司非油品的正常銷售,也沒有形成獨(dú)特的競(jìng)爭(zhēng)優(yōu)勢(shì),對(duì)于2015年5000萬非油任務(wù)的有著嚴(yán)重的不利影響。本論文將結(jié)合筆者在A公司工作的實(shí)際,對(duì)非油業(yè)務(wù)目前存在的問題展開研究,通過分析A公司所處的宏觀環(huán)境和微觀環(huán)境,找出非油業(yè)務(wù)存在問題的根源。并且對(duì)癥下藥,將修改A公司的營(yíng)銷理念,調(diào)整A公司目前的7P戰(zhàn)略作為解決問題的方法。本論文還針對(duì)目前比較流行的混合改革有所涉獵,中石化的混改項(xiàng)目,主要針對(duì)的是非油品銷售,這對(duì)A公司進(jìn)行政策的調(diào)整有一定的參考借鑒意義。筆者希望通過對(duì)A公司非油業(yè)務(wù)的研究,通過對(duì)加油站建站位置,顧客群體,企業(yè)經(jīng)營(yíng)目標(biāo)等問題進(jìn)行深入調(diào)研,提出合理的建議,使A公司的非油業(yè)務(wù)早日步入正軌,提高自身的競(jìng)爭(zhēng)力。在2015年底的銷售報(bào)表中,實(shí)現(xiàn)5000萬元的既定目標(biāo),不僅成為吳忠地區(qū)的成品油主渠道,還能夠在非油業(yè)務(wù)的開展中為其他的成品油企業(yè)樹立樣板。
[Abstract]:The economic development and the popularization of automobiles are the trend of the times, and the sales of refined oil products are in full swing, and they are facing a period of development opportunities. For our country's oil products enterprises, the rate of self-production is relatively low, only 46.3%, and the profit space is limited. According to the national regulation of wholesale price plus 300 yuan gross profit pricing, these two problems have become the obstacle to its leapfrogging development. The single business model needs to be changed urgently. As the largest oil products company in Wu Zhong area, company A has tried to run non-oil business in 2009. In 2012, it realized information management, and sales exceeded the 40 million mark for the first time in 2014. After entering 2015, After the approval of the head office, Wu Zhong Branch set up a non-oil products business management department to separate the non-oil business from the management of the marketing department. In several years of operation of the non-oil business, it has gained some experience, but there are also some problems. Specifically, there are the following points. In terms of the type of sale, there is a single product and incomplete variety; in terms of human resources, there is a shortage of personnel and skilled hands are scarce; in terms of sales price, unified pricing is impractical; and in terms of the supply cycle, As far as sales promotion is concerned, these problems have seriously affected the normal sales of company A's non-oil products, and have not formed a unique competitive advantage. This paper will study the problems existing in the non-oil business according to the author's actual work in A Company, and analyze the macro and micro environment of A Company. Find out the root cause of the problem in non-oil business. And to solve the problem, we will modify A company's marketing concept and adjust A company's current 7P strategy as a way to solve the problem. Sinopec's mixed reform project is mainly aimed at non-oil product sales, which has a certain reference significance for A Company to adjust its policy. The author hopes that through the study of A Company's non-oil business, the location of gas stations will be built. In order to make the non-oil business of Company A get on the right track as soon as possible and improve its own competitiveness, the customer group and the business objectives of the enterprise are investigated in depth. In the sales report form at the end of 2015, the target of 50 million yuan is achieved. Wu Zhong not only become the main channel of oil products, but also in the development of non-oil business for other oil products enterprises to set a model.
【學(xué)位授予單位】：寧夏大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.22;F274

【參考文獻(xiàn)】

相關(guān)期刊論文 前2條

1 朱明玉;;華中銷售公司加油站非油業(yè)務(wù)戰(zhàn)略[J];北京石油管理干部學(xué)院學(xué)報(bào);2006年05期

2 石杏茹;;中石化非油高速起步[J];中國(guó)石油石化;2009年04期

相關(guān)碩士學(xué)位論文 前3條

1 劉杰;中國(guó)石油公司加油站非油品業(yè)務(wù)發(fā)展探析[D];西南財(cái)經(jīng)大學(xué);2008年

2 周德軍;中石油山西銷售分公司開展非油品業(yè)務(wù)發(fā)展研究[D];中國(guó)石油大學(xué);2009年

3 劉斌;浙江B公司加油站非油業(yè)務(wù)發(fā)展研究[D];浙江工業(yè)大學(xué);2011年

，

本文編號(hào)：1685964