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经过持续重组改制的成品油销售企业,销售业务和销售网络得到快速发展和扩张。然而,伴随着企业的发展,一些诸如组织架构与企业的发展需求存在的差距、单站创利能力与企业发展规模不相适应等问题不断呈现出来。整合组织架构,实施扁平化和大片区管理;优化销售网络,转变营业模式,提升加油站创效能力;加快信息化建设,推行自助加油服务,降低用工成本;提高技能水平,清理规范用工,打造精品队伍等都是解决这些问题的有效措施。
After continuous restructuring and reform of refined oil sales enterprises, sales business and sales network has been rapid development and expansion. However, along with the development of enterprises, some problems such as the gap between the organizational structure and the development needs of the enterprises, the incompatibility between the profitability of single station and the scale of enterprise development continue to emerge. Integration of organizational structure, the implementation of flat and large area management; optimize the sales network, change business model, enhance gas station innovation efficiency; speed up the construction of information, promote self-help refueling services, reduce labor costs; improve skill level, standardize the work to clean up Quality team are all effective measures to solve these problems.