导　　师： 张德鹏

学科专业： 120202

授予学位： 硕士

作　　者： ;

机构地区： 广东工业大学

摘　　要： 2012年,全球主要能源需求正在向东转移,以中国和印度为代表的亚洲发展中国家,将成为全球特别是中东能源消费的主力。石油作为一种战略能源物质,对社会经济发展和国家安全都有巨大的影响。经过几年的发展和竞争,目前国内成品油市场形成了中石油、中石化、社会经营单位三分天下的竞争格局。 珠海成品油市场竞争主体多元化,产品品种丰富,消费者层次多,销量起伏大,在此市场背景下,A公司如何发挥自身的优势应对挑战,是公司亟待研究的重要课题。而从A公司面目前的经营情况看,只有发挥营销网络上的优势,扎根于终端客户市场,才能扬长避短发展自己的核心竞争力。 本文借鉴国际和国内直销的发展有关理论知识,从珠海宏观经济、政治、人口、自然环境；微观竞争对手、供应商、购买者、替代者、潜在者入手,对珠海成品油直销市场环境进行了详细的分析。以市场调研和深度访谈所获得的大量数据资料为基础,结合珠海成品油销售行业的现状和发展趋势,分析了A公司所处的竞争环境、直销现状以及存在的问题。在分析公司内外部环境的基础上,归纳总结公司的优势和劣势,面临的机遇和威胁,并针对了A公司组织、客户、资源、产品、价格、配套服务、信用等存在问题,通过细分市场来实行差异化的市场营销,并将A公司定位为全面提供客户需要的能源产品；优质优价；便利快捷,更专业的服务销售公司。在产品、价格、渠道和促销的直销策略组合方面提出改进成品油直销的建议,重点提出直销的“差异化”,具体体现在产品策略：拓宽经营品种,齐全品种供应,逐块市场挖潜,积极介入LNG市场；价格策略：以需求导向定价为主,竞争导向定价为辅,根据不同的销售模式选择顾客细分定价策略、折扣与折让定价策略；渠道策略：打破行政区域,组建大客户中心,大力拓展直销网络,充实营销队伍和提高队伍素质；促销策略：人员加公共关系促销,同时辅助销售促进,广告促销和信用促销策略。努力将A公司塑造成产品多元、服务专业的能源销售企业。 In2012, the global primary energy demand is shifting to the east, to China and India. These two leading Asian developing countries will represent the world's main energy consumption. Oil, as a strategic energy substance, has a huge impact on socio-economic development and national security. After several years of competition, Petrochina, Sinopec, and private enterprises dominate the current domestic oil product markets. The Zhuhai oil market was formed with competitive diversification, a variety of products, multiple levels of consumption, and unstable sales. Company A must understand how to play to their strengths to deal with these challenges. This is an urgently important research topic for the company. Under Company A's current operating conditions, they must appeal to the advantage of the marketing network, rooted in the end-customer market to develop and extend their own core competitiveness. A detailed analysis of oil products in Zhuhai direct marketing will require reference to international and domestic direct sales, and must consider a number of characteristics of the competitive environment. These include the Zhuhai macro-economic environment, the political environment, demographics, the natural environment; competitors, suppliers, buyers, product alternatives, and barriers to entry. In depth market research and interviews should be conducted with key stakeholders. From the information obtained, the combination of Zhuhai oil product sales status, developing trends in the industry, and analysis of the competitive environment, the company can analyze the status of their competitive position. The analysis should reference the company's internal and external environment. This includes summarizing the company's internal strengths and weaknesses, as well as external opportunities and threats facing the organization. External opportunities and threats could arise from customers, resources, products, prices, services, credit and other problems. Differentiated marketing should recognize the needs of different market segments. Company A should be positioned to provide customers in need of energy products, willing to pay higher prices for better quality; faster response, and more professional service. Focused "points of distinction" could reflect broader operating variety, complete supply variety, a case-by-block market tapping, or positive intervention of LNG market price policy. o demand-oriented pricing mainly, competition-oriented pricing supplement, according to different sales mode select customers subdivision pricing policy, and discount and fold pricing policy; channel policy: Company A should consolidate their administrative regions, set up a big customer center, and strongly develop a direct sales network with a full marketing team. They should work to improve team quality; promotions policy, personnel promotions, public relations promotions, sales promotion, advertising promotions, and credit promotions policy. They should try to position themselves as a multiple energy sales company with professional service.

关 键 词： 公司 成品油 直销 策略

分 类 号： [F274 F426.22]

领　　域： [经济管理] [经济管理] [经济管理]