石油公司零售网络的建设与管理探究.DOC

石油公司零售网络的建设与管理探究

摘　　要

石油作为“工业血液”，在国家的政治、经济和人民的生活中有着不可替代的作用，石油行业也是国家的主要经济支柱之一。而石油从地底下的原始状态（原油）转化为最终能为人们所利用的成品后，就必须通过商流、物流途径进入市场后，实现“血液”的流动，最终发挥它的使用价值，为经济的发展、人类生活的运转提供动力能源。成品油销售企业作为石油行业的下游，发挥着市场供应、满足需求的功能，同时又有企业自身生存和发展的需求，这种需求的实现便是对市场的依赖和对利润的追求。
市场是企业生存的土壤，抢占市场，追求最大的市场占有率是每个企业赖以生存和发展的基础。随着我国加入WTO时对外承诺的市场准入时间的步步临近，国际诸多大型石油集团对中国巨大和增长迅速的成品油市场觊觎已久。作为目前中国成品油供应主渠道之一的中国石化公司，必须提高危机意识，未雨绸缪，充分做好应对国际“巨无霸”强力竞争的准备。
大力发展终端销售网络是扩大企业规模，壮大企业实力，保持企业持续发展的根基和关键，是成品油销售公司主要的发展战略。战略要得以实施并最终取得成效，就必须通过深入细致的分析、规划、分解、落实、调整、完善等一系列具体的过程来实现。
俗言道“知己知彼，百战不殆”，了解过去，以史为镜，才能规划未来。本论文首先对我国石油行业的历史沿革做了回顾，对中国成品油消费市场，特别是福建省的市场概况进行了深入调查与分析，通过大量详实的数据，对公司所在地的经济、人文、地理、政治等外部环境，以及整个成品油消费市场、零售市场的现状进行了客观细致地分析，据此预测未来市场的变化趋势，估算未来一段时期内市场的供需状况，提出了中石化福建省石油分公司成品油零售网络的整体建设规划和管理理路。
成品油零售网络建设与管理整体规划的主要思路是：采取确实有效的模式，把公司所属的加油站网点连点成线，编线成片；通过强化自身内部建设和品牌的精心打造，探索出一套先进的机制和科学的经营管理模式；然后以 “经营模式特许”的途径将社会上零散的加油站有选择地吸纳到公司的网络中；借助现代高信息、高科技手段来巩固网络，扩张网络；通过发展非油品业务经营，提供多方位的配套服务项目来优化网络建设，提高网络盈利能力，增强网络的适应性；最后形成一张有韧性、有弹性、有人性、可扩张性、能与时俱进的整体网络。做到发挥整体效应，统一指挥，资源共享，集约经营，持续发展。
一、实施加油站连锁经营、特许加盟战略，通过输出产品、品牌与管理模式，实现低成本扩张，在国际大石油公司大举进入我国市场之前，发挥天时、地利、人和的优势，尽可能的扩大市场占有率。
自1998年我国石油企业重组改制后，两大集团公司（中国石油化工集团公司和中国石油天然气集团公司）一体化体制的建立，使我国的成品油经营进入集团化经营阶段，两大集团对系统内的加油站实行连锁经营模式，几年的建设已初见成果，全国范围内随处可见中石化的“朝阳”标志和“红帽子”棚顶。要进一步扩大市场占有率，如单靠投资建设新站来实现，将是一个漫长、不经济又不切实际的过程。实行特许加盟战略，充分利用自身在品牌、资源、管理、系统等方面的优势，把社会上优良的站点纳入中石化零售网络中，利用他人现有资源实现集团规模扩张才是一个经济、高效、可行、利人、利己、利社会的多赢策略。
社会加油站自愿加盟的原始动机是为了获得质优价廉畅销的资源供给、被顾客广泛认同的品牌和让顾客满意的服务规范。因此品牌价值赢利能力和经营管理专有技术的获得将是决定加盟的决定性因素，对石油公司而言，品牌建设将是其谋求发展的永恒主题。
二、学习、贯通国际先进的管理模式，结合中国国情、福建省石油公司所处环境、公司系统加油站的经营状况和自身条件等因素，摸索、制定出一套适合自身发展的经营管理模式——“中石化福建石油分公司加油站三种管理模式”。即：以联量计酬为基础的站长负责制、加油站管理责任制、农村网点的家庭管理责任制。根据加油站的地理位置、销售量、经营规模、管理难度等不同条件适用不同的管理模式。
针对加油站这种特种行业经营特点，结合客户的价值取向和笔者在石油销售企业十几年的工作经验，总结出加油站经营应遵循的顾客价值和满意原则：“2Q2S2C”原则——Quality(质量)+Quantity(数量),Service(服务)+Speed(速度),Convenience(便利)+Clean(整洁)的经营原则。这种以“客户服务”为前提的油站管理体系不仅能够保证顾客得到的是数量充足、质量合格的油品，而且能够保证顾客得到充满微笑和不知疲倦的服务，真正获得最高的让渡顾客价值（Customer delivered value），以期提高客户的忠诚度，获得企业的持续发展。
三、为了减少使用现金或加油券加油带来的资金管理难度，提高整个网络大量基础数据的收集和管理的效率，为管理人员的决策提供及时准确的信息，提高加油站的工作效率，同时巩固零售网络系统的整体性和竞争性。建立一个完整的加油IC卡网络工程，提供“一卡在手，加油连锁”的服务，成为解决以上问题的迫切要求。
各个加油站加入加油卡网络工程后，可使加油站系统的管理，从过去的经验管理上升到现代管理，为企业领导制定销售策略和调整产品结构及产量提供强有力的决策依据，使各个加油站系统之间从封闭独立运营发展为系统整体综合运营管理。不仅能够实现向管理要效率和效益的目的，而且通过内部业务管理的现代化、规范化，促进外部服务的优质化、高效化，提高整个系统的整体综合实力、创造最大化效益，以方便优质的服务来满足顾客需要。
四、从长远发展的眼光来看，随着加油站竞争的日益激烈，油品纯销带来的收益将越来越低。从发达国家加油站的发展历程及现有实际情况来看，非油品经营业务的重要性日渐凸显，其边际贡献率的提高将使其慢慢与油品业务并驾齐驱，甚至超过油品业务，因此加油站未来的发展应从纯粹的加油逐步转变成一个提供综合性服务的便利服务区。
提供加油站非油品业务配套服务可以充分发挥现有加油站土地、房屋和设施的资产投资效益，完善加油站服务功能，增强企业竞争力和自我发展能力，提升公司品牌形象，也是公司加入WTO后与国际接轨，参与国际竞争的需要。
论文中通过对德国加油站非油品业务配套服务的发展历程及经营状况的分析，结合中国国情和公司实际，提出了发展加油站非油品业务的基本原则和初步思路，这是一个值得进一步深入探讨和研究的课题。
主题词：成品油 零售网络 建设与管理
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Abstract

Petroleum, as “Industrial Blood”, plays an irreplaceable role in national politics、economy and people’s life. Petroleum industry is one of the key national economic pillar. In order to realize the flow of the “blood” and provide energy resource for economic development and human life, petroleum needs to be transformed from its underground original form (crude oil) into finished product and enter into market through commercial activities and logistics. Motor fuel marketing company, as downstream of petroleum industry, performs an important function in market supply and satisfying people’s demand, which is simultaneously the requirement for the survival and development of the enterprise itself. The requirement can be met through reliance on the market and chase of profit.
Survival of an enterprise relies fundamentally on the market. Occupying market and pursuing biggest market share is the basis of survival and development for an enterprise. With the time of market entry based on the commitment made with China’s accession to WTO is approaching, several international petroleum corporations have coveted China’s huge and rapidly-growing market. Sinopec, as one of the main channel of motor fuel supply, should strengthen our sense of crisis and be adequately prepared for the tough competition from international “behemoth”.
Endeavoring to develop the marketing network aimed at end-users is the groundwork and key to expand company’s scale, build up its strength and keep its continuable development. Therefore, it is the dominating strategy for development of oil product marketing company. The implementation of strategy and finally achieving effective result depends on a specific process of analyzing、programming、disintegrating、fulfilling、adjusting and improving.
As it is said “You can win only if you are well acquainted of yourself and your adversary.” It is impossible for us to have an outlook and programming of the future，unless we have a good understanding of the history. In the thesis firstly a historical retrospect of evolution of China’s petroleum industry and in-depth survey and analysis of china’s motor fuel market, especially the market of Fujian Province is made. An detailed analysis of the economic、human culture、geographical and political environment of the company and the existing situation of motor fuel market and retail market is made, based on which a future market trend is forecast and market demand and supply is estimated. An integrated building program and management methodology for motor fuel retail network of Sinopec Fujian Petroleum Product company is put forward.
An integrated building program and management methodology for motor fuel retail network is summarized as follows: Effective measures should be taken to connect the service stations of our company into a network; Advanced and scientific management system should be established by enhancing inside construction and building up of brand; The scattered social service stations can be selected and absorbed into the company’s network by franchise; The network can be stabilized and expanded by means of high technology; The network building can be optimized by developing by-product business and providing multiple service to elevate the profitability and adaptability of the network; A integral and flexible network which can stand the market competition and has potentiality for expansion and development can be ultimately formed in order to make full use of the integral efficiency and unified superintendence and shared resources. Centralized operation and regulated expansion can be carried out to realize sustainable development.
1. Effective strategies such as chain operation and franchise of service station should be implemented to export product、brand and management methodology in order to achieve expansion at low cost and seize hold of biggest market share by taking advantage of favorable timing, geographical position and support of domestic people before the large international petroleum companies enter into China’s market on a large scale.
With the restructuring and reform of China’s petroleum enterprises in 1998 and establishment of integral system in two large group companies (China Petroleum & Chemical Corporation and China National Petroleum Corporation), China’s motor fuel business has progressed to the stage of group operation. Two group companies adopt chain operation mode for all their service stations. The construction has yielded good result after several years. Sinopec’s logo of “rising sun” and red canopy can be found all over China. It is unpractical and will take a long time to expand market share only by building new service stations. It will be a more efficient and practical win/win strategy to develop franchised service stations by making full use of the existing resources and Sinopec’s strength in brand、resource、management and system and include good service stations into Sinopec’s retail network.
The primary motive of the franchised service stations is to obtain product supply with good quality and price, well-known brand and satisfactory service. Therefore, the value addition capability of the brand and acquisition of management know-how will be the crucial element for making decision for franchise. For petroleum company, building up of brand will be an eternal subject for development.
2. A system of operation and management of service stations has been established in Sinopec Fujian Petroleum Product Company by learning from international management mode and considering situation of China and Fujian Province and existing status of the service stations of our company. The system covers three management methodology: Station Manager Responsibility System based on compensation connected with sales volume; Service Stations Management Responsibility System; Household Management Responsibility System for stations in rural area. Adoption of different management methodology depends on the location、sales volume、operation scale and management difficulty of the service stations.
Aiming at characteristics of service stations’ operation, combining customers’ value orientation and the writer’s working experience, the principle of customers’ value and satisfaction for service stations’ operation is summarized by the writer as “2Q2S2C” principle---Quality + Quantity + Service + Speed + Convenience + Clean. The management system with “customer service” as a precondition will not only guarantee that the customers are supplied with product with sufficient quantity and good quality, but also guarantee that the customers get excellent services. The highest customer delivered value can be obtained and customers’ loyalty can be strengthened to achieve the continuable development.
3. In order to improve the capital management brought by payment by cash or oil bill and enhance the efficiency of collection and management of basic data and provide timely and accurate information to management level and stabilize the integrity and competitiveness of retain network, there is an imperative demand for establishing an IC card network of service stations to provide “service of all chain stations with one card in hand”.
Entry into IC card network will upgrade the management of the service stations system from the management based on experience to modern management, thus providing solid basis to managers in making decisions on marketing strategy 、product structure and volume Adjustment. The closed independent operation of single service station can be transformed to systematic integrated operation and management. Both efficiency and benefit can be advanced through improved management. Quality and efficiency of outward service can be promoted through the modernization and standardization of inside management to reinforce the integral strength and satisfy customers’ demand with good service and make best profit.
4. With keen competition of service stations, profit brought by sales of oil product has become lower and lower in view of long term market development. The importance of non oil product has gradually emerged in view of development of service stations in developed countries and the current situation. Their marginal benefit will become equivalent to, even exceed the oil product. Therefore, the future service station will turn into a convenience service area with comprehensive service.
The investment benefit of asset in service stations such as land、building and facilities can be fully exploited by providing non oil product service in service stations. It will facilitate the improvement of service of gas stations and competitiveness of the enterprise and the upgrade of image of the brand. It is also a demand of the company’s participating in international competition.
A basic principle and primary thinking of developing non oil product marketing has been proposed in the thesis by making an analysis of the evolution of non oil product business in service stations in Germany and combining the situation of China and existing situation of our company. It is a subject which deserves further discussion and research.
SUBJECT WORDS: Motor Fuel, Retail Network, Construction & Development

目 录

前 言………………………………………………………………………….1
第一章 石油行业发展历史沿革与概况……………………………………….2
第一节 中国石油行业发展历史沿革……………………………………2
一、计划经济下的商业运行体制………………………………………3
二、产销合一体制的建立和发展………………………………………3
三、上中下游一体化体制的确立和完善………………………………4
第二节 福建省经营环境分析及石油市场调查…………………………6
一、福建省经济、人文概况……………………………………………6
二、中国成品油市场状况………………………………………………7
三、福建省油品消费状况………………………………………………9
第三节 未来市场前景与市场预测……………………………………10
第四节 福建省内市场竞争情况………………………………………15
一、成品油经营单位数量………………………………………………16
二、油库数量……………………………………………………………16
三、油站数量……………………………………………………………17
第二章 成品油零售网络建设与管理整体规划…………………………18
第一节 加油站的主要经营模式………………………………………19
一、国际上较为流行的几种经营模式简介……………………………19
二、试行“三种管理模式”，建立“两个机制”……………………21
第二节 福建省成品油零售网络发展策略……………………………..28
一、福建省零售网络现状分析…………………………………………28
二、零售网络规划和发展完善策略……………………………………31
三、整合物流体系，优化配送系统……………………………………35
第三节 实施连锁经营，特许加盟策略………………………………40
一、连锁经营与特许加盟的理论介绍………………………………40
二、实行特许经营的优势……………………………………………41
三、实行加盟加油站的基本原理………………………………………42
四、走出特许经营的误区……………………………………………43
五、国家对加油站特许经营的有关规范……………………………46
第三节 采用IC卡系统巩固、扩展网络策略………………………48
一、采用IC卡系统的必要性………………………………………48
二、实施加油IC卡网络工程的目标与意义………………………50
三、组织结构及组成………………………………………………52
第三章 加油站内部经营管理方略……………………………………54
第一节 服务规范的完善…………………………………………….54
第二节 发展非油品业务的配套服务……………………………….57
一、开展非油品业务经营应遵循的原则……………………………58
二、发达国家的加油站配套服务经营概况…………………………60
结束语………………………………………………………………………66
参考文献……………………………………………………………………68

前 言

市场是企业生存的土壤，抢占市场，追求最大的市场占有率是每个企业赖以生存和发展的基础。作为石油这一特种产品的专营公司，大力发展终端销售网络是扩大企业规模，壮大企业实力，提高企业在成品油市场领域中的占有率和控制力，保持企业持续发展的根基和关键，是公司主要的发展战略。
而实行网络化扩张和管理，将企业分散的零售网点（主要是加油站）去零为整，连点成线，编线成片，形成一张有韧性、有弹性、有人性、有扩张性、能与时俱进的整体网络，是石油销售企业生存和发展的必由之路。
笔者根据自身在石油公司十几年的工作经历，结合多次参与公司重大经营管理改革的实际经验，融会两年MBA生涯的所学所悟，参考借鉴了许多教授、专家、学者的真知灼见，通过认真深入的市场调研、数据收集、统计分析，就中国石化福建石油分公司零售网络建设与管理问题做了较认真的思考。希望通过这篇论文的完成，既能圆满完成中国人民大学MBA硕士学位深造任务，同时对今后自身实际工作有所裨益,对公司在此方面的经营管理改革有所帮助。
第一章 石油行业发展历史沿革与概况

第一节 中国石油行业发展历史沿革

中国是世界上较早发现和应用石油的国家之一。早在东汉时期历史学家班固所著《汉书.地理志》中就有“高奴有洧（wei）水可燃”的记载，北宋科学家沈括在《梦溪笔谈》中第一次提出“石油”这个名称。但由于旧中国漫长封建制度的束缚和生产力的限制，地下石油资源未能得到顺利开发，“贫油国”和“洋油”的概念一直延续到二十世纪五十年代后期才有所改变。
石油在近代和现代世界政治、经济中举足轻重的地位已被历史证明，同样，石油在中国社会进步与经济发展过程中的重要地位和推动作用也已被人们充分认识。建国初期，我国使用的基本上都是“洋油”，1963年大庆油田建成投产，成为中国石油发展史上的分水岭，打破了石油大量进口的局面，中国的石油资源基本实现了自给自足，并逐步成为石油生产大国。1993年开始，中国又重新进入了石油净进口国行列，而且进口量逐年加大，到2005年将达到1亿吨，2010年和2020年中国石油对外依存度将会分别达到49%和56%。
作为一种战略能源物资，由于其在国家政治、经济生活中的重要地位，建国以来的几十年间，我国对成品油的销售管理体制采取的是比较严格的计划经济管理模式，并随着国家政治、经济体制的改革，成品油的销售体制曾进行过多次调整，销售企业的隶属关系也多次变革。从总体上划分，大体经历了三个阶段：

一、计划经济下的商业运行体制

从建国到1985年，我国的成品油销售属商业范畴，其经营管理体制也就沿袭了传统的商业运行模式，这一阶段属计划经济下的石油商业体制的建立和发展时期。
1950年5月，在国家贸易部下成立了中国石油公司，1958年随着国家商业体制的改革，曾先后更名为商业部燃料局、石油局，负责对成品油进行管理，并形成了以大区和中心城市设立的一级站、在有关地县设立的二级站、三级站为主体的三级批发销售体系，同时承担了对地方石油经营单位的业务协调职能。与此同时，各省、地、县相继按照行政区划建立了自己的经销机构，即各级石油公司。

二、产销合一体制的建立和发展

1983年，中国石油化工总公司宣告成立，商业部石油局及其直属单位成建制划归中国石油化工总公司，中国石油化工总公司对石油产品的产、供、销实行统一管理、统一经营。1985年1月1日中国石化销售公司成立，销售公司兼有双重职能，既是中国石化总公司的销售管理部门，执行国家有关部门的石油分配计划和供应政策，负责对各省市石油公司进行业务管理和协调，同时又作为经济实体，承担有一定的经营任务。
1985年，按照国务院有关要求，各省市将省级石油经营机构组建成为专业的石油销售公司，新成立的省级销售公司接受中石化总公司和地方政府的双重领导，中石化总公司主要以业务管理为主，各省级销售公司相继不同程度地上收了地级和县级石