中国石油吉林销售公司成品油营销策略研究
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摘要
石油既是一种普通的商品,又是一种特殊的战略物资。我国石油行业多年来一直置身于政府的重重保护之下,至1993年才开始逐步开放了成品油批发、零售业务。1998年在政府主导下石化系统进行了重组,成立了三大集团公司,并允许民营企业加入成品油经营业务。2001年我国加入了WTO,并根据入世时的承诺已先后放开了成品油零售、批发市场。作为传统国有石油销售企业的中石油吉林销售公司如何迅速提高市场营销能力、更好的面对竞争是当务之急。
本文首先对中石油吉林销售公司的概况及其业务进行了介绍,阐述了公司的历史经历、经营产品、销售价格、销售渠道和促销方式。其次,对公司成品油市场营销环境进行了分析,包括国内成品油行业状况分析、吉林省成品油市场分析和吉林省成品油市场竞争分析。再次,进行了中石油吉林销售公司成品油销售SWOT分析,分析了公司的优势、劣势、机会和所面临的威胁。最后,提出了公司成品油营销策略的确立与实施。通过一体化运作,协调发展、优先发展终端、逐步实施资源多元化和国际化、逐步实现内部价格市场化等销售业务发展的总体思路。确立和实施以下营销策略:产品策略,大力加强品牌建设,突出中石油品牌形象;渠道策略,加大终端网络建设,通过加大资金投入打造“黄金终端”,并不断完善现有配送业务,建立现代化油品配送体系;促销策略,通过人员促销、广告投入、公共关系建设、加强内部人员培训等多种方式,提升公众形象,创建市场机会;价格策略,把握好价格和效益两者的辨证关系,充分认识到没有用户、没有市场、没有销售就没有效益。
As the pillar industry of our national economy, the petroleum and chemical industry moves continuously under the planned economy system. Along with the expansion of the force of opening to the outside as well as with the gradually connection with the international market, the supply-demand relation changes frequently, petroleum product falling short of demand in turn appears frequently with the supply in excess of demand. How to enhance the marketing level of refined oil and guarantee the society’s demand needs the petroleum marketing enterprises to hand in the satisfying answer sheet. Petroleum China Jilin Marketing Company (PCJMC), as the subordinate enterprise of CNPC, is the main channel seller in Jilin Province refined oil market. Although at present this company is occupying the dominant position in Jilin Province, but the research in refined oil marketing strategy can not keep pace with the rapid development of the market. Facing the present and future keen competition, it is an urgent duty of PCJMC that how to make the company to be in an impregnable position. So this study would be lf great significance.
This paper can be divided into four parts. The first part introduces the survey of Chinese Petroleum Jilin Sale Company. This company was founded in 1950. Jilin Province Petroleum Main Corporation is the predecessor of the Chinese Petroleum Jilin Sale Company. After two reorganizations which happened in 1998 and 1999, the Chinese Petroleum Natural Gas Lim. Company Jilin Sale Branch Company and the Jilin Province Petroleum Main Corporation were established, and one set of organized groups implemented the management. PCJMC now mainly engages in the whole sale of gasoline, petroleum, diesel oil and lubricating oil and retail sails service.
The second part analyzes the situation of the Chinese Petroleum Jilin Sale Company. The rapid development of the world economy has affected the demand of the entire society to the petroleum, especially after 2005, the petroleum demand rises continuously, which lead to the appearance of intermittent short of demand. All of these factors cause the price of the petroleum rises, and the overall benefit of the petrified industry also rises.
According to the accounts of the Chinese Petroleum and the Chemical Industry Association, the output of the gas oil net, the diesel oil, and the petroleum is 195000000 tons, and this number increased 7.2% than that of the last year.
With the development of the market of crude oil and the refined oil in China, Chinese Petroleum Jilin Sale Company has to face not only the domestic competitors’competition, but also from the comprehensive strength of the overseas multinational corporation. Along with the further mature of the market, great changes would be occurred in Jilin Province refined oil market from the minority oligopoly to multi-oligopoly.
At present, the wholesale business of the refined oil is managed by China Petroleum Company, China Chemical Corporation, and six private enterprises which have the refined oil wholesale power; the retail business of it is managed by China Petroleum Company, China Chemical Corporation, various social units and gas stations.
The third part is a comprehensive analysis of the refined oil of Chinese Petroleum Jilin Sale Company.
By the about ten years development and the optimization and the combination to the network, the Chinese Petroleum Jilin Sale Company has constructed the network marketing system which has the feature of great fuel depot and circulation, and formed the thinking of expanding big market. In 2007, the refine oil sales volume of the company broke through 3000000 ton, the total sales topped 1500million Yuan, thus“the double growth and the double breakthrough”has been realized.In 2007, the gasoline sales volume of the company was relative few, but diesel oil sales volume was relative big. That caused the gasoline stock relatively high, but the diesel oil stock relative low. Because of the contradiction between the production and the sale, the company had to transfer the surplus gasoline to the South, which increased the transportation cost and the overall benefit lost a lot.Recently years, the economy of Jilin Province developed rapidly. In 2007, the economic growth rate of Jilin Province was only inferior to Inner Mongolia and ranks the second place in China. The rapid growth of the economy caused the growth of the demand for the refined oil and has created the good market environment.In order to collect the fund and seek the support, China Petroleum and Chemical Corporation contact with several big petroleum giants of the world unceasingly, which leads to the international petroleum giants to the domestic refined oil market. So our petroleum and petroleum chemistry enterprises are facing the competitions coming from the domestic and international markets.
The fourth part proposes the strategy of the refined oil marketing of the Chinese Petroleum Jilin Sale Company and its implementation.
We should take the overall maximization of benefit as the center, explore the domestic refined oil market, develop the terminal sale, as well as develop the market competition ability, gaining benefit and anti-risk abilities.
Production strategy-strengthening the construction of the brand, prominent the petroleum brand image.Channel strategy-Appling the strategies of the terminal network expansion and the allocation.The Chinese Petroleum Jilin Sale Company promotion sales take the personnel promotion sales as the leadership, and adapts different forms aims at various users, that would stimulate the short-term sales volume. Moreover the propaganda of the petroleum brand should be needed.
If we want to develop the market, the forbidden area of benefit supreme must be broken. The dialectical relations between price and benefit should be considered carefully.
In a word, facing the brand new environment and competitors, the Chinese Petroleum Jilin Sale Company must transfer their thinking from focusing on the quantity to focusing on the competitive power. And appropriate marketing strategy and manage pattern should be adopted in order to improve the central competitive power. Only by these actions can the company take an impregnable position in the future.
本文首先对中石油吉林销售公司的概况及其业务进行了介绍,阐述了公司的历史经历、经营产品、销售价格、销售渠道和促销方式。其次,对公司成品油市场营销环境进行了分析,包括国内成品油行业状况分析、吉林省成品油市场分析和吉林省成品油市场竞争分析。再次,进行了中石油吉林销售公司成品油销售SWOT分析,分析了公司的优势、劣势、机会和所面临的威胁。最后,提出了公司成品油营销策略的确立与实施。通过一体化运作,协调发展、优先发展终端、逐步实施资源多元化和国际化、逐步实现内部价格市场化等销售业务发展的总体思路。确立和实施以下营销策略:产品策略,大力加强品牌建设,突出中石油品牌形象;渠道策略,加大终端网络建设,通过加大资金投入打造“黄金终端”,并不断完善现有配送业务,建立现代化油品配送体系;促销策略,通过人员促销、广告投入、公共关系建设、加强内部人员培训等多种方式,提升公众形象,创建市场机会;价格策略,把握好价格和效益两者的辨证关系,充分认识到没有用户、没有市场、没有销售就没有效益。
As the pillar industry of our national economy, the petroleum and chemical industry moves continuously under the planned economy system. Along with the expansion of the force of opening to the outside as well as with the gradually connection with the international market, the supply-demand relation changes frequently, petroleum product falling short of demand in turn appears frequently with the supply in excess of demand. How to enhance the marketing level of refined oil and guarantee the society’s demand needs the petroleum marketing enterprises to hand in the satisfying answer sheet. Petroleum China Jilin Marketing Company (PCJMC), as the subordinate enterprise of CNPC, is the main channel seller in Jilin Province refined oil market. Although at present this company is occupying the dominant position in Jilin Province, but the research in refined oil marketing strategy can not keep pace with the rapid development of the market. Facing the present and future keen competition, it is an urgent duty of PCJMC that how to make the company to be in an impregnable position. So this study would be lf great significance.
This paper can be divided into four parts. The first part introduces the survey of Chinese Petroleum Jilin Sale Company. This company was founded in 1950. Jilin Province Petroleum Main Corporation is the predecessor of the Chinese Petroleum Jilin Sale Company. After two reorganizations which happened in 1998 and 1999, the Chinese Petroleum Natural Gas Lim. Company Jilin Sale Branch Company and the Jilin Province Petroleum Main Corporation were established, and one set of organized groups implemented the management. PCJMC now mainly engages in the whole sale of gasoline, petroleum, diesel oil and lubricating oil and retail sails service.
The second part analyzes the situation of the Chinese Petroleum Jilin Sale Company. The rapid development of the world economy has affected the demand of the entire society to the petroleum, especially after 2005, the petroleum demand rises continuously, which lead to the appearance of intermittent short of demand. All of these factors cause the price of the petroleum rises, and the overall benefit of the petrified industry also rises.
According to the accounts of the Chinese Petroleum and the Chemical Industry Association, the output of the gas oil net, the diesel oil, and the petroleum is 195000000 tons, and this number increased 7.2% than that of the last year.
With the development of the market of crude oil and the refined oil in China, Chinese Petroleum Jilin Sale Company has to face not only the domestic competitors’competition, but also from the comprehensive strength of the overseas multinational corporation. Along with the further mature of the market, great changes would be occurred in Jilin Province refined oil market from the minority oligopoly to multi-oligopoly.
At present, the wholesale business of the refined oil is managed by China Petroleum Company, China Chemical Corporation, and six private enterprises which have the refined oil wholesale power; the retail business of it is managed by China Petroleum Company, China Chemical Corporation, various social units and gas stations.
The third part is a comprehensive analysis of the refined oil of Chinese Petroleum Jilin Sale Company.
By the about ten years development and the optimization and the combination to the network, the Chinese Petroleum Jilin Sale Company has constructed the network marketing system which has the feature of great fuel depot and circulation, and formed the thinking of expanding big market. In 2007, the refine oil sales volume of the company broke through 3000000 ton, the total sales topped 1500million Yuan, thus“the double growth and the double breakthrough”has been realized.In 2007, the gasoline sales volume of the company was relative few, but diesel oil sales volume was relative big. That caused the gasoline stock relatively high, but the diesel oil stock relative low. Because of the contradiction between the production and the sale, the company had to transfer the surplus gasoline to the South, which increased the transportation cost and the overall benefit lost a lot.Recently years, the economy of Jilin Province developed rapidly. In 2007, the economic growth rate of Jilin Province was only inferior to Inner Mongolia and ranks the second place in China. The rapid growth of the economy caused the growth of the demand for the refined oil and has created the good market environment.In order to collect the fund and seek the support, China Petroleum and Chemical Corporation contact with several big petroleum giants of the world unceasingly, which leads to the international petroleum giants to the domestic refined oil market. So our petroleum and petroleum chemistry enterprises are facing the competitions coming from the domestic and international markets.
The fourth part proposes the strategy of the refined oil marketing of the Chinese Petroleum Jilin Sale Company and its implementation.
We should take the overall maximization of benefit as the center, explore the domestic refined oil market, develop the terminal sale, as well as develop the market competition ability, gaining benefit and anti-risk abilities.
Production strategy-strengthening the construction of the brand, prominent the petroleum brand image.Channel strategy-Appling the strategies of the terminal network expansion and the allocation.The Chinese Petroleum Jilin Sale Company promotion sales take the personnel promotion sales as the leadership, and adapts different forms aims at various users, that would stimulate the short-term sales volume. Moreover the propaganda of the petroleum brand should be needed.
If we want to develop the market, the forbidden area of benefit supreme must be broken. The dialectical relations between price and benefit should be considered carefully.
In a word, facing the brand new environment and competitors, the Chinese Petroleum Jilin Sale Company must transfer their thinking from focusing on the quantity to focusing on the competitive power. And appropriate marketing strategy and manage pattern should be adopted in order to improve the central competitive power. Only by these actions can the company take an impregnable position in the future.
引文
[1]菲利普·科特勒.营销管理[M].北京:中国人民大学出版社,1997:117-121
[2]董大海.战略管理[M].大连:大连理工大学出版社,2005:75-88
[3]苏亚民.现代营销学[M].北京:对外经济贸易大学出版社,2004:256-271
[4]丁贵明,王玉新.石油企业面临的严峻形势及改革调整方向[M].北京:石油工业出版社,2003:72-84
[5]严绪朝,杨景民.为21世纪中国加油[M].北京:企业管理出版社,2005:115-136
[6]王选华.石油企业经营战略[M].北京:石油工业出版社,2004.
[7]张甲伟,翟庆国,李春华.加入WTO后我国成品油行业存在的问题及应对策略[M].辽宁:抚顺石油学院出版社,2004:172-178
[8]范明明.市场营销和策划[M].北京:化学工业出版社,2003:4-8
[9]张英.中国成品油零售市场发展战略研究[M].北京:中国石化出版社,2007:46-59
[10] [美]菲利期.销售技巧与渠道解析[M].顾松林,译.上海:上海远东出版社,2004:112-117
[11]迈克尔J.贝克.市场营销百科[M].第八版.北京:辽宁教育出版社,2005:213-215
[12] Alvin C.Burns,Ronald F.Bush .营销调研[M].北京:中国人民大学出版社,2002.
[13] [美]迈克尔·波特.竞争优势[M].北京:北京华夏出版社,2004:167-177
[14]周若宏.国内成品油价格市场化研究[M].北京:当化石油化工出版社,2004:12-17
[15]张宏.国内柴油市场供求状况及价格走势[M].北京:国际石油经济出版社,2005:18-19
[16]曹建军.我国成品油定价机制及其加入WTO后的变化趋势[M].北京:华中理工大学出版社,2006:19-25
[17]唐晓红.经济预测与决策新方法及其应用研究[M].四川:成都电子科技大学出版社,2004:167-171
[18]李先国.营销管理[M].辽宁:东北财经大学出版社,2004:117-123
[19]约翰·A昆奇.市场营销管理[M].北京:北京大学出版社,2005:234-240
[20]秦树洪,王荣耀.中国经营商[M].四川:四川人民出版社,2006:232-239
[21]李宝山.企业资源配置[M].北京:企业管理出版社,2004:43-45
[22]拉尔夫·W·杰克逊,罗伯特·D·希里奇.销售管理[M].北京:中国人民大学出版社,2001:89-93
[23][加]明茨伯格.公司战略计划[M].云南:云南大学出版社,2004:156-160
[24]刘莉.营销八段[M].广东:广东经济出版社,2002:99-102
[25]杨朝江.国际石油经济[M].北京:中国石油学会出版社,2004:143-145
[26][美]菲茨西蒙斯.服务管理[M].北京:机械工业出版社,2004.
[27][英]科林·巴罗.特许经营:与亿万富翁共享利润[M].北京:北京大学出版社,2003:182-188
[2]董大海.战略管理[M].大连:大连理工大学出版社,2005:75-88
[3]苏亚民.现代营销学[M].北京:对外经济贸易大学出版社,2004:256-271
[4]丁贵明,王玉新.石油企业面临的严峻形势及改革调整方向[M].北京:石油工业出版社,2003:72-84
[5]严绪朝,杨景民.为21世纪中国加油[M].北京:企业管理出版社,2005:115-136
[6]王选华.石油企业经营战略[M].北京:石油工业出版社,2004.
[7]张甲伟,翟庆国,李春华.加入WTO后我国成品油行业存在的问题及应对策略[M].辽宁:抚顺石油学院出版社,2004:172-178
[8]范明明.市场营销和策划[M].北京:化学工业出版社,2003:4-8
[9]张英.中国成品油零售市场发展战略研究[M].北京:中国石化出版社,2007:46-59
[10] [美]菲利期.销售技巧与渠道解析[M].顾松林,译.上海:上海远东出版社,2004:112-117
[11]迈克尔J.贝克.市场营销百科[M].第八版.北京:辽宁教育出版社,2005:213-215
[12] Alvin C.Burns,Ronald F.Bush .营销调研[M].北京:中国人民大学出版社,2002.
[13] [美]迈克尔·波特.竞争优势[M].北京:北京华夏出版社,2004:167-177
[14]周若宏.国内成品油价格市场化研究[M].北京:当化石油化工出版社,2004:12-17
[15]张宏.国内柴油市场供求状况及价格走势[M].北京:国际石油经济出版社,2005:18-19
[16]曹建军.我国成品油定价机制及其加入WTO后的变化趋势[M].北京:华中理工大学出版社,2006:19-25
[17]唐晓红.经济预测与决策新方法及其应用研究[M].四川:成都电子科技大学出版社,2004:167-171
[18]李先国.营销管理[M].辽宁:东北财经大学出版社,2004:117-123
[19]约翰·A昆奇.市场营销管理[M].北京:北京大学出版社,2005:234-240
[20]秦树洪,王荣耀.中国经营商[M].四川:四川人民出版社,2006:232-239
[21]李宝山.企业资源配置[M].北京:企业管理出版社,2004:43-45
[22]拉尔夫·W·杰克逊,罗伯特·D·希里奇.销售管理[M].北京:中国人民大学出版社,2001:89-93
[23][加]明茨伯格.公司战略计划[M].云南:云南大学出版社,2004:156-160
[24]刘莉.营销八段[M].广东:广东经济出版社,2002:99-102
[25]杨朝江.国际石油经济[M].北京:中国石油学会出版社,2004:143-145
[26][美]菲茨西蒙斯.服务管理[M].北京:机械工业出版社,2004.
[27][英]科林·巴罗.特许经营:与亿万富翁共享利润[M].北京:北京大学出版社,2003:182-188