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随着石油行业的不断发展,特别是最近几年,零售终端成为了石油企业利润实现的黄金终端,其重要性已得到业内的一致认同。为此,扩大站点、抢占零售终端成为石油企业,特别是销售板块企业战略发展的重点。石油企业掌握着油气资源,但是却没有土地等其他资源,为此大都采取参控股的方式,成立合资公司共同开发新站点。抢占市场份额成为这几年石油企业对外发展的必然趋势。由于某些合资公司的加油站点多、面广,采取何种管理模式何种管理手段才能适应各加油站的实际情况的问题逐渐凸显出来。本文作者尝试探讨合资公司加油站的管理模式,分析当前管理模式的优劣,提出优化建议,以达到公司对加油站的专业、规范、高效管理。
With the continuous development of the petroleum industry, especially in recent years, the retail terminal has become the gold terminal for realizing the profits of petroleum enterprises, and its importance has been recognized by the industry. To this end, to expand the site, to seize the retail terminal has become the oil business, especially the marketing section of the strategic development of enterprises focus. Oil companies hold the oil and gas resources, but there is no other resources such as land, for which most take the Senate holding the way to set up joint ventures to jointly develop new sites. To seize market share has become the inevitable trend of foreign oil companies in recent years. As some joint ventures have many gas stations and a wide range of gas stations, the question of what management mode to adopt to manage the actual situation of gas stations is gradually emerging. The author attempts to explore the joint venture company’s gas station management mode, analyze the pros and cons of the current management mode, put forward optimization suggestions, in order to achieve the company’s gas station professional, standardized and efficient management.