中油华南公司发展战略研究
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摘要
市场经济条件下,企业面对激烈变化、严峻挑战的市场环境,要得到长期生存和持续发展,必须重视研究制定企业的发展战略。企业的发展战略是确定企业经营方向和经营范围的重要依据,是统筹企业各项工作的纲。就石油石化行业而言,尤其是对中国石油天然气集团公司这样具有很浓政府色彩的国企来说,由于长期以来在计划经济体制下运作,加之石油是垄断性行业,过着“皇帝女儿不愁嫁”的好日子,所以长期的计划经济,使得我国企业在从前很长时期处于无战略状态,根据国家计划生产出石油就不用在管别的事情。随着我国市场经济的发展,和加入WTO的背景,制定研究发展战略对企业来说就极为重要。就石油行业来说,为了与国际石油行业发展接轨,满足国内经济对石油的需求,1998年国务院对原石油天然气、石化总公司按照上、下游一体化发展模式进行了重组改制,使得中国石油天然气集团由原石油部职能转变为现在的企业石油公司职能,即使是这样,现在也仍带有很浓的政府职能色彩。体制的转变必然带来发展模式、经营战略的改变,由于广东、福建、海南三省是我国经济比较发达地区之一,是一块非常重要的高效的战略市场,国外石油巨头早就在谋划进入该地区的成品油市场,在此情势下,中国石油高层果断决定组建区外销售公司,其中华东公司就是在当时的情况下组建的,广东、福建、海南就包括在华东公司之内。随着广东、福建、海南三省公司的发展,以及中国石油南方战略的需要,新的华南公司诞生了,它由广东、福建、海南三个省公司和中油BP江门石油有限公司组成,负责中国石油华南地区的成品油销售、市场开发。本论文以我国石油销售企业加快结构调整,实现石油销售决胜终端的企业发展目标为背景,结合华南公司为适应市场经济和成品油销售业发展的形势而做出的适应企业发展的改革发展战略,为在新的历史形势下充分发挥企业战略的作用,加强企业在激烈的市场竞争中的竞争力、确保企业长远发展,进行了系统且全面的研究。运用了SWOT分析理论分析了中油华南公司战略环境和企业现状,针对性的提出了华南公司的战略目标以及战略管理策略。对中油华南公司的发展指明了方向,给出了途径。
Under the market economy condition, enterprises are in the face of the market environment of fierce change,severe challenge, it must pay attention to discussing and making the development strategies of enterprises to survive and developed continuously for a long time. Fix the important basis that enterprises deal in the direction and business scope in the development strategies of enterprises, it is a key link of every work of pool enterprise. The petroleum chemical enterprises, especially the state-owned ones with much involvement of the government, PetroChina for example, operate well in business with their monopoly status under the planned economy, just like the old Chinese saying goes: A princess never worries about her marriage. So for a very long period of time, the petroleum chemical companies in China just operate tactlesly with the plans set by the government strictly followed, never bothering about anything else but the given amount of oil production. With the development of market economy and joining in the WTO, it is very important to make a development stratagem for the enterprises. For the Oil Industry, to match the development of international oil industry, meet the oil demand of civil economy, the national council rearranged the Oil Gas Inc. In 1998 the State Department restructured and institutionally reformed the former PetroChina and China National Offshore Oil and adopted the overall and consistent development pattern among all their branch companies. This thesis sell enterprise structural adjustment of accelerating with of our country petroleum ,realize petroleum sell decisive enterprise development goal of terminal station for background. Combine South China Company to meet market economy and readymade oil situation and adaptation reform development strategy , enterprise of development that make , merchandising business of development In order to fully give play to the role of business strategy under the historical situation that newly , strengthen the competitiveness in the fierce market competition of enterprise , guarantee enterprise's long-term development, have carried on the system and overall research. This text use the SWOT theories to analyze the petro-china company of south china strategic environment and the company's present conditions. And give out the petro-china company of south china strategic target and the strategy management tactic at the base of this analyze.All of this make the petro-china company of south china know what goal should he Pursue And how to reach the goal.
Under the market economy condition, enterprises are in the face of the market environment of fierce change,severe challenge, it must pay attention to discussing and making the development strategies of enterprises to survive and developed continuously for a long time. Fix the important basis that enterprises deal in the direction and business scope in the development strategies of enterprises, it is a key link of every work of pool enterprise. The petroleum chemical enterprises, especially the state-owned ones with much involvement of the government, PetroChina for example, operate well in business with their monopoly status under the planned economy, just like the old Chinese saying goes: A princess never worries about her marriage. So for a very long period of time, the petroleum chemical companies in China just operate tactlesly with the plans set by the government strictly followed, never bothering about anything else but the given amount of oil production. With the development of market economy and joining in the WTO, it is very important to make a development stratagem for the enterprises. For the Oil Industry, to match the development of international oil industry, meet the oil demand of civil economy, the national council rearranged the Oil Gas Inc. In 1998 the State Department restructured and institutionally reformed the former PetroChina and China National Offshore Oil and adopted the overall and consistent development pattern among all their branch companies. This thesis sell enterprise structural adjustment of accelerating with of our country petroleum ,realize petroleum sell decisive enterprise development goal of terminal station for background. Combine South China Company to meet market economy and readymade oil situation and adaptation reform development strategy , enterprise of development that make , merchandising business of development In order to fully give play to the role of business strategy under the historical situation that newly , strengthen the competitiveness in the fierce market competition of enterprise , guarantee enterprise's long-term development, have carried on the system and overall research. This text use the SWOT theories to analyze the petro-china company of south china strategic environment and the company's present conditions. And give out the petro-china company of south china strategic target and the strategy management tactic at the base of this analyze.All of this make the petro-china company of south china know what goal should he Pursue And how to reach the goal.
引文
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[2] 王玉.企业战略管理---理论与方法.上海财经大学出版社,2000(7).
[3] 马洪.经济法概论.上海财经大学出版社,2000.
[4] 王方华,吕巍.企业战略管理.复旦大学出版社,2000(9).
[5] [英]Richaard lynch.公司战略.云南大学出版社,2001(10).
[6] 理查德·B·蔡斯等.运营管理.机械工业出版社,2003.
[7] 费雷德·R·戴维.战略管理.经济科学出版社,2001.
[8] 黄梯云、仲秋雁、刘友德.管理信息系统.大连理工大学出版社,1998.
[9] 加里·德斯勒.人力资源管理.中国人民大学出版社,1999.
[10] 斯蒂芬·P·罗宾斯.组织行为学.中国人民大学出版社,1997.
[11] 菲利普·科特勒.营销管理.中国人民大学出版社,2001.
[12] 傅贤治.现代企业管理.中国人民大学出版社,2002.
[13] 林丹明.公司战略管理.经济科学出版社,2001.
[14] 刘征.企业核心能力与战略选择.企业研究,2001(5).
[15] 甘华明.战略管理操作规范.中国人民大学出版社,2002.
[16] 关彬.现代企业战略管理.经济科学出版社,2001.
[17] 陈收.企业战略管理.经济科学出版社,2003.
[18] 范微.工商企业战略管理.中国人民大学出版社,1999.
[19] 张秀玉.企业战略管理.中国人民大学出版社,2000.
[20] 喻创平.MBA工商管理学精华读本.中国人民大学出版社,2001.
[21] 应勤剑.企业战略.上海财经大学出版社,2000.
[22] 王超.跨国战略——国际工商管理.南京大学出版社,1998.
[23] 补军.21世纪商学院MBA中国实战案例.南京大学出版社,2001.
[24] 全占明.战略管理.企业管理,1999(10).
[25] 杨维平.企业成长战略.企业管理,2001(2).
[26] 想保华.保证竞争优胜的六个准则.企业管理,2002(7)..
[27] 尚鸿雁.跳出两大陷阱.企业管理,2004(3).
[28] 胡小武.企业战略设计理念的哲学思考.经营与管理,2003(4).
[29] 李传新.创新管理,跨越发展.经营与管理,2004(3).
[30] 韩宏明.三星电子的品牌战略.经营与管理,2004(8).
[31] Gerry Johnson. Kevan Scholes. Company Strategy. Prentice Hall, Inc, 1998(4).
[32] Gregory Mankiw. Principles of Economics. Harcourt Brace & Company Asia Pte Ltd, 2002(3).
[33] Robert·J·Carbanne. International Economics.
[34] Mark·M·Davis. Fundamentals of operations Management.
[35] David·R·Anderson. Statistic for Business and Economics.