中国石油华北销售公司核心竞争力研究
|
摘要
中国成品油市场开放后,成品油销售企业的外部环境发生了重大变化,国内成品油销售市场将从寡头垄断步入竞争阶段。成品油销售企业要谋求生存和不断发展,必须使企业顺应形势的变化,建立企业的核心竞争力。
中国石油华北销售公司是中国石油在华北地区的分公司,主要承担中国石油在北京、天津、山西、河北两市两省的成品油销售业务,经过7年的艰苦创业,实现了跨越式发展,加油站遍布华北大地,在华北地区与中国石化形成了寡头垄断市场。成品油市场开放后,历经多年市场竞争洗礼、具有成熟经营管理理念的国外石油公司以及国有石油公司第三梯队的中海油、中化集团都将加入华北地区成品油市场,中国石油华北销售公司的外部环境更加严峻。本文利用核心竞争力相关理论,通过对中国石油华北销售公司外部环境、内部价值链及关键能力分析,提出中国石油华北销售公司核心竞争力的构成要素及组合、构建思路和构建途径。首先,对中国石油华北销售公司的外部环境进行分析,提出未来华北地区成品油市场的竞争将由原来的以加油站网络、成品油资源为重点的表层性竞争转向以加油站网络、成品油资源、客户、企业经营管理理念和管理创新为重点的深层次竞争。其次,对中国石油华北销售公司的内部价值链及关键能力进行分析,并理论结合实际,提出中国石油华北销售公司核心竞争力的构成要素为企业文化力、成品油资源组织能力、成品油零售能力、学习能力,它们按照三个层次进行组合,即以企业文化力为基础力,以成品油资源组织能力、成品油零售能力为表现力,以学习能力为保持力,形成整体力即核心竞争力；同时,提出中国石油华北销售公司核心竞争力构建思路：以未来华北地区成品油市场竞争重点即加油站网络、成品油资源、客户、企业经营管理理念和管理创新为外部导向,通过对核心竞争力构成要素的提升,形成基础力、表现力和保持力三力的整体提升,构建中国石油华北销售公司的核心竞争力。最后,提出中国石油华北销售公司核心竞争力构建途径：以加强供应链管理为主线,提高成品油资源组织能力；以加油站网络理性扩张和品牌服务为重点,提高成品油零售能力；以先进价值观为核心,提高企业文化力；以创建学习型组织为保证,提高企业学习能力。
After the opening of Chinese refined oil market, the refined oil sales enterprise's external environment has had the tremendous change, the domestic refined oil market will go from the oligopoly into the competitive stage. For seeking the survival and development unceasingly, the refined oil sales enterprise must comply with the situation and establish enterprise's core competence.
Huabei Sales Company of Petrochina is the subsidiary company of Petrochina in the northern region, which undertakes the refined oil's selling operations in two municipality and two province:Beijing, Tianjin, Shanxi and Hebei. Huabei Sales Company of Petrochina which had underwent painstaking effort for 7 year, realized the leap frog development:the gas station has proliferated the northern region, and has formed the oligopoly market in the northern region with the Chinese petrochemical. After the opening of Chinese refined oil market, international petroleum company which underwent baptism of competition and had the mature idea of management and operation as well as Chinese Offshore Corporation and Sinochem Corporation which are the third Chinese oil Corporation will join the northern region market, the external environment of Huabei Sales Company of Petrochina is more stern. The article which uses the correlation theories of core competence and analyses the external environment, the internal value chain and essential faculty of Huabei Sales Company of Petrochina is proposed the integrant part and the combination, the mentality and the way of construction of Huabei Sales Company of Petrochina's core competence. First, we analyse the external environment of Huabei Sales Company of Petrochina and propose that in the future the northern region refined oil market's competition will change from the original surface layer's competition which take the network of gas station and the refined oil resources as key factor to the deep level's competition which take the network of gas station, the refined oil resources, the customer, the enterprise' s idea of management and operation and the management innovation as key factor. Next, we analyse the internal value chain, essential faculty of Huabei Sales Company of Petrochina and theory union reality, propose that the integrant part of Huabei Sales Company of Petrochina's core competence are the faculty of enterprise culture, the organizing faculty of refined oil resources, the faculty of refined oil's retail sales and the learning faculty which are carried on the combination with three levels:namely taking the faculty of enterprise culture as the basic faculty, taking the organizing faculty of refined oil resources and the faculty of refined oil's retail sales as the expressive faculty, taking the learning faculty as the lasting faculty, which make the overall faculty as the core competence. At the same time, we propose the mentality of construction of Huabei Sales Company of Petrochina's core competence:taking the key factor of northern region refined oil market competition in the future which are the network of gas station, the refined oil resources, the customer, the idea of enterprise's management and operation and the management innovation as the exterior guidance, we construct Huabei Sales Company of Petrochina's core competence by promoting core competence's integrant part which make the basic faculty, the expressive faculty and the lasting faculty promote entirely. Finally, we propose the way of construction of Huabei Sales Company of Petrochina's core competence:enhancing the organizing faculty of refined oil resources by making the supply chain management as the main line; enhancing the faculty of refined oil's retail sales by taking the network of gas station's expansion rationality and the brand service as key measure; enhancing the faculty of enterprise culture by the advanced values; enhancing the enterprise's learning faculty by taking the study organization as the guarantee.
中国石油华北销售公司是中国石油在华北地区的分公司,主要承担中国石油在北京、天津、山西、河北两市两省的成品油销售业务,经过7年的艰苦创业,实现了跨越式发展,加油站遍布华北大地,在华北地区与中国石化形成了寡头垄断市场。成品油市场开放后,历经多年市场竞争洗礼、具有成熟经营管理理念的国外石油公司以及国有石油公司第三梯队的中海油、中化集团都将加入华北地区成品油市场,中国石油华北销售公司的外部环境更加严峻。本文利用核心竞争力相关理论,通过对中国石油华北销售公司外部环境、内部价值链及关键能力分析,提出中国石油华北销售公司核心竞争力的构成要素及组合、构建思路和构建途径。首先,对中国石油华北销售公司的外部环境进行分析,提出未来华北地区成品油市场的竞争将由原来的以加油站网络、成品油资源为重点的表层性竞争转向以加油站网络、成品油资源、客户、企业经营管理理念和管理创新为重点的深层次竞争。其次,对中国石油华北销售公司的内部价值链及关键能力进行分析,并理论结合实际,提出中国石油华北销售公司核心竞争力的构成要素为企业文化力、成品油资源组织能力、成品油零售能力、学习能力,它们按照三个层次进行组合,即以企业文化力为基础力,以成品油资源组织能力、成品油零售能力为表现力,以学习能力为保持力,形成整体力即核心竞争力；同时,提出中国石油华北销售公司核心竞争力构建思路：以未来华北地区成品油市场竞争重点即加油站网络、成品油资源、客户、企业经营管理理念和管理创新为外部导向,通过对核心竞争力构成要素的提升,形成基础力、表现力和保持力三力的整体提升,构建中国石油华北销售公司的核心竞争力。最后,提出中国石油华北销售公司核心竞争力构建途径：以加强供应链管理为主线,提高成品油资源组织能力；以加油站网络理性扩张和品牌服务为重点,提高成品油零售能力；以先进价值观为核心,提高企业文化力；以创建学习型组织为保证,提高企业学习能力。
After the opening of Chinese refined oil market, the refined oil sales enterprise's external environment has had the tremendous change, the domestic refined oil market will go from the oligopoly into the competitive stage. For seeking the survival and development unceasingly, the refined oil sales enterprise must comply with the situation and establish enterprise's core competence.
Huabei Sales Company of Petrochina is the subsidiary company of Petrochina in the northern region, which undertakes the refined oil's selling operations in two municipality and two province:Beijing, Tianjin, Shanxi and Hebei. Huabei Sales Company of Petrochina which had underwent painstaking effort for 7 year, realized the leap frog development:the gas station has proliferated the northern region, and has formed the oligopoly market in the northern region with the Chinese petrochemical. After the opening of Chinese refined oil market, international petroleum company which underwent baptism of competition and had the mature idea of management and operation as well as Chinese Offshore Corporation and Sinochem Corporation which are the third Chinese oil Corporation will join the northern region market, the external environment of Huabei Sales Company of Petrochina is more stern. The article which uses the correlation theories of core competence and analyses the external environment, the internal value chain and essential faculty of Huabei Sales Company of Petrochina is proposed the integrant part and the combination, the mentality and the way of construction of Huabei Sales Company of Petrochina's core competence. First, we analyse the external environment of Huabei Sales Company of Petrochina and propose that in the future the northern region refined oil market's competition will change from the original surface layer's competition which take the network of gas station and the refined oil resources as key factor to the deep level's competition which take the network of gas station, the refined oil resources, the customer, the enterprise' s idea of management and operation and the management innovation as key factor. Next, we analyse the internal value chain, essential faculty of Huabei Sales Company of Petrochina and theory union reality, propose that the integrant part of Huabei Sales Company of Petrochina's core competence are the faculty of enterprise culture, the organizing faculty of refined oil resources, the faculty of refined oil's retail sales and the learning faculty which are carried on the combination with three levels:namely taking the faculty of enterprise culture as the basic faculty, taking the organizing faculty of refined oil resources and the faculty of refined oil's retail sales as the expressive faculty, taking the learning faculty as the lasting faculty, which make the overall faculty as the core competence. At the same time, we propose the mentality of construction of Huabei Sales Company of Petrochina's core competence:taking the key factor of northern region refined oil market competition in the future which are the network of gas station, the refined oil resources, the customer, the idea of enterprise's management and operation and the management innovation as the exterior guidance, we construct Huabei Sales Company of Petrochina's core competence by promoting core competence's integrant part which make the basic faculty, the expressive faculty and the lasting faculty promote entirely. Finally, we propose the way of construction of Huabei Sales Company of Petrochina's core competence:enhancing the organizing faculty of refined oil resources by making the supply chain management as the main line; enhancing the faculty of refined oil's retail sales by taking the network of gas station's expansion rationality and the brand service as key measure; enhancing the faculty of enterprise culture by the advanced values; enhancing the enterprise's learning faculty by taking the study organization as the guarantee.
引文
①数据来源：中国石化股份有限公司年度报告(2002年,2007年)
②张淑兰,冯春艳.外资巨头觊觎国内成品油分销市场[EB／OL],http://www.acs.gov.cn/cms/www/news/2335930424696.cgp,2007-01-08
③资料来源：中国石油天然气股份有限公司网站,http://www.petrochina.com.cn/PetroChina/gsjs/gsjj/
[1]童利忠,丁胜利,马继征著.企业核心竞争力新论：理论与案例[M].北京：人民邮电出版社,2006,6
[2]李玉刚著.战略管理研究[M].上海：华东理工大学出版社,2005,12
[3](美)迈克尔·波特著.竞争战略[M].陈小悦译.北京：华夏出版社,2004,6
[4]Prahalad ·C·K, Hamel Gary. The Core Competence of the Corporation [J]. Harvard Business Review,1990,68(3)
[5]赵国浩等著.企业核心竞争力理论与实务[M].北京：机械工业出版社,2005,4
[6]徐阳华.企业核心竞争力研究综述与前瞻[J].华东经济管理,2005,11
[7]盛小平,孙琳.企业核心竞争力理论透视[J].经济问题探索,2006,11
[8]杜云月,蔡香梅.企业核心竞争力研究综述[J].经济纵横,2002,3
[9]容和平著.基于核心竞争力的企业战略管理[M].太原：山西经济出版社,2007,8
[10](美)波特著.竞争优势[M].陈小悦译.北京：华夏出版社,2004,6
[11]余伟萍,陈维政,任佩瑜.中国企业核心竞争力要素实证研究[J].社会科学战线‘,2003,5
[12]康文杰.零售企业核心竞争力构建研究[D].中国优秀硕士学位论文全文数据库,2008(08)
[13]田景惠编著.中国成品油市场与营销[M].北京：中国财政经济出版社,2005,4
[14]田景惠编著.加油站营销理论与实务[M].北京：石油工业出版社,2003,12
[15]王丹著.中国石油产业发展路径：寡占与规则[M].北京：中国社会科学出版社,2007,5
[16]王志乐主编.软竞争力：跨国公司的公司责任理念[M].北京：中国经济出版社,2005,9
[17](美)詹姆士·R·斯托克,(美)道格拉斯·M·兰伯特著.战略物流管理[M].邵晓峰等译.北京：中国财政经济出版社,2003,1
[18]马士华,林勇编著.供应链管理[M].2版.北京：高等教育出版社,2006,8
[19]曹威麟,钱大奎,严韧编著.超越方舟：学习型组织修炼之道[M].合肥：中国科学技术大学出版社,2007,3
[20]田景惠编著.现代成品油物流管理[M].北京：石油工业出版社,2007,4
[21]叶小玲,叶晓倩.我国企业竞争力现状分析及核心竞争力的培育[J].管理世界.2003,5
[22]赵明奎.构建成品油销售企业核心竞争力的探讨[J].北京石油管理干部学院学报,2008,4
[23]张新华,范宪.识别、构建和保持企业核心竞争力[J].复旦学报(社会科学版)2002,5
[24]秦嗣毅.企业文化提升企业核心竞争力路径的钻石模型研究[J].生产力研究,2006,12
[25]刘星原.零售企业核心竞争力研究——兼析中外零售企业的竞争力[J].当代经济科学,2006,4
[26]张广德.企业核心竞争力提升的模型选择研究[J].改革与策略,2008,9
[27]芮明杰.培养核心竞争力——世界500强的成功之道[J].管理科学文摘,2001,1
②张淑兰,冯春艳.外资巨头觊觎国内成品油分销市场[EB／OL],http://www.acs.gov.cn/cms/www/news/2335930424696.cgp,2007-01-08
③资料来源：中国石油天然气股份有限公司网站,http://www.petrochina.com.cn/PetroChina/gsjs/gsjj/
[1]童利忠,丁胜利,马继征著.企业核心竞争力新论：理论与案例[M].北京：人民邮电出版社,2006,6
[2]李玉刚著.战略管理研究[M].上海：华东理工大学出版社,2005,12
[3](美)迈克尔·波特著.竞争战略[M].陈小悦译.北京：华夏出版社,2004,6
[4]Prahalad ·C·K, Hamel Gary. The Core Competence of the Corporation [J]. Harvard Business Review,1990,68(3)
[5]赵国浩等著.企业核心竞争力理论与实务[M].北京：机械工业出版社,2005,4
[6]徐阳华.企业核心竞争力研究综述与前瞻[J].华东经济管理,2005,11
[7]盛小平,孙琳.企业核心竞争力理论透视[J].经济问题探索,2006,11
[8]杜云月,蔡香梅.企业核心竞争力研究综述[J].经济纵横,2002,3
[9]容和平著.基于核心竞争力的企业战略管理[M].太原：山西经济出版社,2007,8
[10](美)波特著.竞争优势[M].陈小悦译.北京：华夏出版社,2004,6
[11]余伟萍,陈维政,任佩瑜.中国企业核心竞争力要素实证研究[J].社会科学战线‘,2003,5
[12]康文杰.零售企业核心竞争力构建研究[D].中国优秀硕士学位论文全文数据库,2008(08)
[13]田景惠编著.中国成品油市场与营销[M].北京：中国财政经济出版社,2005,4
[14]田景惠编著.加油站营销理论与实务[M].北京：石油工业出版社,2003,12
[15]王丹著.中国石油产业发展路径：寡占与规则[M].北京：中国社会科学出版社,2007,5
[16]王志乐主编.软竞争力：跨国公司的公司责任理念[M].北京：中国经济出版社,2005,9
[17](美)詹姆士·R·斯托克,(美)道格拉斯·M·兰伯特著.战略物流管理[M].邵晓峰等译.北京：中国财政经济出版社,2003,1
[18]马士华,林勇编著.供应链管理[M].2版.北京：高等教育出版社,2006,8
[19]曹威麟,钱大奎,严韧编著.超越方舟：学习型组织修炼之道[M].合肥：中国科学技术大学出版社,2007,3
[20]田景惠编著.现代成品油物流管理[M].北京：石油工业出版社,2007,4
[21]叶小玲,叶晓倩.我国企业竞争力现状分析及核心竞争力的培育[J].管理世界.2003,5
[22]赵明奎.构建成品油销售企业核心竞争力的探讨[J].北京石油管理干部学院学报,2008,4
[23]张新华,范宪.识别、构建和保持企业核心竞争力[J].复旦学报(社会科学版)2002,5
[24]秦嗣毅.企业文化提升企业核心竞争力路径的钻石模型研究[J].生产力研究,2006,12
[25]刘星原.零售企业核心竞争力研究——兼析中外零售企业的竞争力[J].当代经济科学,2006,4
[26]张广德.企业核心竞争力提升的模型选择研究[J].改革与策略,2008,9
[27]芮明杰.培养核心竞争力——世界500强的成功之道[J].管理科学文摘,2001,1