中石油统销模式下的营销策略分析
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摘要
随着全球一体化的快速发展,中国加入WTO后其石油化工产品市场的逐步对外开放,中国石油天然气股份有限公司化工与销售分公司将在激烈的竞争环境中生存、发展。销售是市场竞争的最前沿,是股份公司产业价值链的最终环节,决定着公司原油生产、管道运输和炼化加工等所有价值投入的最终实现,对提高公司效益极为重要。如果没有适应市场的销售体系和稳定可靠的终端销售网络,没有稳定的产品销售量,就不能保证炼化企业的正常生产,也将直接影响上游油田的稳产、增产。在这种形势下,如何结合企业实际,制定有效的产品销售模式,形成市场竞争优势,提升企业竞争力成为石化企业急需解决的问题。
在2000年中国石油改制上市后,针对化工销售内部无序竞争、应收账款居高不下、销售业务严重亏损、产销关系严重对立等实际情况,采取了一系列有针对性的对策和措施,在销售模式上,实行“化工产品”统销模式:在统销管理上,实行了统一制定营销战略、统一建设网络、统一资源配置、统一制定价格、统一组织物流、统一管理信息、统一技术服务的“七统一”原则;建立了涵盖商流、物流和资金流一体的风险防范体系;形成了业绩、风险和收入三者统一的业绩考核机制。虽然这与原有的各生产厂自主销售模式截然不同,但是几年来统销模式的实践效果充分证明了这一销售模式的可行性。本文将对统销模式展开详细地分析,并理论结合实际,着重研究统销模式下的具体营销策略,希望不仅能对化工产品的销售有实际帮助,而且能够对国内类似企业提供参考。
本文通过查阅文献、收集资料、调查研究、实证分析等方法,首先概述中国石油化工产品的销售情况,分析化工产品的销售环境,并对目前实施的统一销售模式从必要性、优劣势、运行成效等方面进行详细的阐述,接着,提出了中国石油化工产品统一销售模式的改进对策:深化统销体制、做好集约化经营;培育企业的核心能力;完善服务,开拓与巩固销售渠道;建立适应国际竞争的信息技术决策系统;建立完整的新产品开发策略;拓宽销售范围;加大人才培养。最后,结合4P理论重点分析了改进之营销策略,本文认为对于作为工业品的石油化工产品的营销策略,在产品上应该开发中高端产品,在渠道上要注重经销商和直销人员的战略组合,在促销上要因地制宜的进行渠道促销,在定价上可适当采用差别定价。
With the rapid development of globalization, China's petrochemical products market gradually opens to the outside world after China joined the WTO, China Petroleum and Chemical Corporation sales branches will survive and develop in the fiercely competitive environment. Marketing is in front of market competition and in end of value chain. It decides the realization of all value investment. It is very important to enhance the benefit. If there is not adapted sales system, stable sales network and stable sales number, it can not guarantee regular production. In this situation, how to design effective marketing pattern and form competition superiority is very important.
After PetroChina redesign and came into market in 2000, in view of internal disorder competition, the high-level receivable account, serious loss of marketing, Opposition of manufacturing and marketing and so on, it adopted a series of measures. It implements the unified sales mode, such as the unified formulation marketing strategy, the unified construction network, the unified resources disposition, the unified formulation price, the unified organization physical distribution, the unified information management and the unified technical service. It establishes risk guard system covering commercial interchange, physical and fund flows. It forms achievement inspection mechanism unification the achievement, the risk and the income. Implementing the unification sale pattern for 6 years maintains profit Enhancement continuously. Although it is different from the original autonomy sales model of the production, but the recent years effect of practicing unified sales mode proved the feasibility of the mode of sale. This paper detailed analysis the unified sales mode, and focuses on the specific marketing strategies through combination theory and practice so as to help the sale of chemical products and provide reference information for the domestic similar enterprises.
Through literature reviewing, information gathering, researching, and empirical analyzing, this paper firstly outlines the sales of China Petrochemical product, analyze sales environment of chemical products, and elaborates the unified sales mode’s necessity, advantages and disadvantages, and operational effectiveness. Then this paper proposes some methods and solutions to prefect the sales mode of China petroleum and chemical products, including deepening the marketing system to do better intensive business; cultivating its core competence; improving service, and developing and consolidating sales channels; establishing decision-making system to adapt the international competition; establishing complete new product development strategy; broadening the scope of sales; and intensifying training of personnel. Finally, the paper main analyzes the improved marketing strategy combining 4P marketing theory. The paper considers the marketing strategy of petrochemical products as industrial products, should develop high-end products, pay attention to the strategy portfolio of dealers and direct marketing sales, make the channel marketing in the light of local marketing conditions, and properly use differential pricing.
在2000年中国石油改制上市后,针对化工销售内部无序竞争、应收账款居高不下、销售业务严重亏损、产销关系严重对立等实际情况,采取了一系列有针对性的对策和措施,在销售模式上,实行“化工产品”统销模式:在统销管理上,实行了统一制定营销战略、统一建设网络、统一资源配置、统一制定价格、统一组织物流、统一管理信息、统一技术服务的“七统一”原则;建立了涵盖商流、物流和资金流一体的风险防范体系;形成了业绩、风险和收入三者统一的业绩考核机制。虽然这与原有的各生产厂自主销售模式截然不同,但是几年来统销模式的实践效果充分证明了这一销售模式的可行性。本文将对统销模式展开详细地分析,并理论结合实际,着重研究统销模式下的具体营销策略,希望不仅能对化工产品的销售有实际帮助,而且能够对国内类似企业提供参考。
本文通过查阅文献、收集资料、调查研究、实证分析等方法,首先概述中国石油化工产品的销售情况,分析化工产品的销售环境,并对目前实施的统一销售模式从必要性、优劣势、运行成效等方面进行详细的阐述,接着,提出了中国石油化工产品统一销售模式的改进对策:深化统销体制、做好集约化经营;培育企业的核心能力;完善服务,开拓与巩固销售渠道;建立适应国际竞争的信息技术决策系统;建立完整的新产品开发策略;拓宽销售范围;加大人才培养。最后,结合4P理论重点分析了改进之营销策略,本文认为对于作为工业品的石油化工产品的营销策略,在产品上应该开发中高端产品,在渠道上要注重经销商和直销人员的战略组合,在促销上要因地制宜的进行渠道促销,在定价上可适当采用差别定价。
With the rapid development of globalization, China's petrochemical products market gradually opens to the outside world after China joined the WTO, China Petroleum and Chemical Corporation sales branches will survive and develop in the fiercely competitive environment. Marketing is in front of market competition and in end of value chain. It decides the realization of all value investment. It is very important to enhance the benefit. If there is not adapted sales system, stable sales network and stable sales number, it can not guarantee regular production. In this situation, how to design effective marketing pattern and form competition superiority is very important.
After PetroChina redesign and came into market in 2000, in view of internal disorder competition, the high-level receivable account, serious loss of marketing, Opposition of manufacturing and marketing and so on, it adopted a series of measures. It implements the unified sales mode, such as the unified formulation marketing strategy, the unified construction network, the unified resources disposition, the unified formulation price, the unified organization physical distribution, the unified information management and the unified technical service. It establishes risk guard system covering commercial interchange, physical and fund flows. It forms achievement inspection mechanism unification the achievement, the risk and the income. Implementing the unification sale pattern for 6 years maintains profit Enhancement continuously. Although it is different from the original autonomy sales model of the production, but the recent years effect of practicing unified sales mode proved the feasibility of the mode of sale. This paper detailed analysis the unified sales mode, and focuses on the specific marketing strategies through combination theory and practice so as to help the sale of chemical products and provide reference information for the domestic similar enterprises.
Through literature reviewing, information gathering, researching, and empirical analyzing, this paper firstly outlines the sales of China Petrochemical product, analyze sales environment of chemical products, and elaborates the unified sales mode’s necessity, advantages and disadvantages, and operational effectiveness. Then this paper proposes some methods and solutions to prefect the sales mode of China petroleum and chemical products, including deepening the marketing system to do better intensive business; cultivating its core competence; improving service, and developing and consolidating sales channels; establishing decision-making system to adapt the international competition; establishing complete new product development strategy; broadening the scope of sales; and intensifying training of personnel. Finally, the paper main analyzes the improved marketing strategy combining 4P marketing theory. The paper considers the marketing strategy of petrochemical products as industrial products, should develop high-end products, pay attention to the strategy portfolio of dealers and direct marketing sales, make the channel marketing in the light of local marketing conditions, and properly use differential pricing.
引文
[1]菲利普·科特勒.市场营销管理(亚洲版),郭国庆等译.中国人民大学出版社:1997
[2]杜建荣.化工统销优势得到进一步发挥.内部资料:2007,1
[3]王国樑.中国石油天然气股份有限公司2006年业绩公布.新闻发布会:2007,3
[4]蒋洁敏.突出主营业务发展,转变经济增长方式.中国石油报,2007,3
[5]段文德.认清形势,开拓市场,做大销售,奋力开创营销工作新局面.内部资料:2004
[6]陈明军,朱小松.以流程优化促成本优化.中国石油石化,2006,2
[7]郭克莎.加入WTO对我国工业的影响及对策分析.首都经济贸易大学学报,2002,2
[8]汤正如.入世以后中国企业的市场战略研究.中国高等院校市场学研究会,2002
[9]于南.光耀华南,汇通油储.中国石油石化,2006
[10]江书程.在资源整合中强势崛起.内部资料:2006,10
[11]孙立.全面推进做大销售进程,为化工业务持续高效快速发展而奋斗.内部资料:2004
[12]李勇武.石油化工发展面临五大挑战.内部资料,2006,10
[13]威廉.D.皮诺特, E.J.麦卡锡,营销精要(第八版).北京:北京大学出版社, 2002
[14]牛琦彬.面向21世纪中国石油石化企业的营销战略,当代石油石化, 2001,9(1)
[15]田方萌.麦肯锡营销方法,民主与建设出版社:2002,12
[16] CRAVENS D W, INGRAM T N, LAFORGE R W, YOUNG C E. Behavior-based and outcome-based salesforce control systems. Journal of Marketing, 1993, 57(4): 47-59.
[17] CROSBY L A, K R EVANS, D COWLES. Relationship quality in services selling: an interpersonal influence perspective. Journal of Marketing, 1990, 54: 68-81.
[18]富特雷尔.销售学基础,赵银德.北京:机械工业出版社:2006
[19]段文德.整合销售网络,谋划长远发展.内部资料:2006
[20]中国石油石化.中国石油将全面建设炼化重点工程.中国石油石化,2006.4
[21] kansson, Alexandra Waluszewski.Developing a new understanding of markets: reinterpreting the 4Ps. The Journal of Business & Industrial Marketing. Santa Barbara: 2005. Vol(20):110-118.
[2]杜建荣.化工统销优势得到进一步发挥.内部资料:2007,1
[3]王国樑.中国石油天然气股份有限公司2006年业绩公布.新闻发布会:2007,3
[4]蒋洁敏.突出主营业务发展,转变经济增长方式.中国石油报,2007,3
[5]段文德.认清形势,开拓市场,做大销售,奋力开创营销工作新局面.内部资料:2004
[6]陈明军,朱小松.以流程优化促成本优化.中国石油石化,2006,2
[7]郭克莎.加入WTO对我国工业的影响及对策分析.首都经济贸易大学学报,2002,2
[8]汤正如.入世以后中国企业的市场战略研究.中国高等院校市场学研究会,2002
[9]于南.光耀华南,汇通油储.中国石油石化,2006
[10]江书程.在资源整合中强势崛起.内部资料:2006,10
[11]孙立.全面推进做大销售进程,为化工业务持续高效快速发展而奋斗.内部资料:2004
[12]李勇武.石油化工发展面临五大挑战.内部资料,2006,10
[13]威廉.D.皮诺特, E.J.麦卡锡,营销精要(第八版).北京:北京大学出版社, 2002
[14]牛琦彬.面向21世纪中国石油石化企业的营销战略,当代石油石化, 2001,9(1)
[15]田方萌.麦肯锡营销方法,民主与建设出版社:2002,12
[16] CRAVENS D W, INGRAM T N, LAFORGE R W, YOUNG C E. Behavior-based and outcome-based salesforce control systems. Journal of Marketing, 1993, 57(4): 47-59.
[17] CROSBY L A, K R EVANS, D COWLES. Relationship quality in services selling: an interpersonal influence perspective. Journal of Marketing, 1990, 54: 68-81.
[18]富特雷尔.销售学基础,赵银德.北京:机械工业出版社:2006
[19]段文德.整合销售网络,谋划长远发展.内部资料:2006
[20]中国石油石化.中国石油将全面建设炼化重点工程.中国石油石化,2006.4
[21] kansson, Alexandra Waluszewski.Developing a new understanding of markets: reinterpreting the 4Ps. The Journal of Business & Industrial Marketing. Santa Barbara: 2005. Vol(20):110-118.