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本文以竞争战略理论、核心竞争理论为指导，在对成品油销售企业核心竞
争力构成、特点进行探讨基础上，结合 J 分公司的生产经营实践，从外部环境、
行业竞争态势、自身优劣势三方面着手，对 J 分公司当前所处竞争状况进行系
统分析，进而对其核心竞争力现状做出定性评价，同时针对其核心竞争力存在
不足及制约其核心竞争力提升的根源进行系统的分析研究，提出提升 J 分公司
核心竞争力的对策建议。文章在结构上分为六章，其中：第一章为导论；第二
章为成品油销售企业核心竞争力概述；第三章为中国石化 J 分公司核心竞争力
分析；第四章为中国石化 J 分公司核心竞争力提升的制约因素分析；第五章为
中国石化 J 分公司提高核心竞争力的对策建议；第六章为结论与展望
本文通过研究发现，随着成品油销售市场竞争的充分和替代品威胁的发展，
J 分公司长期积累形成的核心竞争优势刚性凸显，更会随着竞争和替代品威胁
程度的增加而降低。究其原因，主要因为 J 分公司战略定位不清晰，并存在着
经营环境因素、思想观念因素、体制机制因素、人才支撑因素等方面的影响制
约。据此，本文提出了提升 J 分公司核心竞争力的对策建议：首先，准确定位
公司战略。即经过不断努力，最终实现公司由主要的油品服务商到综合服务商
的战略转型。其次，提出实现核心竞争力提升的具体建议。近期：通过网点拆
迁应对、租赁加油站网点巩固、网络完善与补充等提升油品经营硬实力；通过
做好品牌推广、客户市场细分、采用差异化服务策略、价格竞争策略善、加强
数质量管理、借助政府执法力量等提升油品经营软实力。同时，通过多元化经
营硬件配套、油非互促策略、服务选择策略、引导消费策略及配套政策等方面
努力拓展多元化经营能力，把多元化经营打造成半壁江山。中长期：通过公司
组织结构调整改革以适应综合性服务公司转型需要、通过公司人才政策进一步摘要
III
调整以吸引人才、通过公司经营业务的完善与充实融入地方经济、通过学习型
组织构建以不断补充新动力来提高公司核心竞争力
关键词：核心竞争力；成品油销售企业；战略转型；多元化经营ABSTRACT
IV
ABSTRACT
With the domestic refined oil market are diversified, gas station outlets and
target customers is becoming increasingly fierce competition, oil sales profits
increasingly meager profit, reduce the finished oil sales enterprise existing core
competitiveness. Moreover, the rapid development of oil substitutes will further
impact the industry profits, and even lead to the sale of refined oil companies have
the core competitiveness of the foundation of the shake. Therefore, the continuous
upgrading of the core competitiveness of enterprises has become an inevitable
choice for the sustainable development of refined oil sales enterprises. Therefore, the
study of this problem has certain research value.
In this paper, the theory of competitive strategy, core competition theory, based
on characteristics of the structure, the core competitiveness of the finished oil sales
enterprises, combining J company&39;s production management practice, from the
external environment, industry competition situation, the advantages and
disadvantages of three aspects to carry on the system analysis to the J branch of the
competition situation then, make a qualitative evaluation of the core competitiveness
of the core competitiveness, aiming at the existing problems and causes of
restricting the core competence of system analysis and research, put forward
suggestions to enhance the core competitiveness of J company. The article is divided
into six chapters, including: the first chapter is introduction; the second chapter is an
overview of the core competitiveness of oil sales enterprises; the third chapter is the
analysis of the core competitiveness of the company J Sinopec; the fourth chapter is
the analysis of the factors that restrict the company to enhance the core
competitiveness of Sinopec J; the fifth chapter is the countermeasures and
suggestions to improve the core branch of Sinopec J the competitiveness of the sixth
chapter is the conclusion and prospect.
This paper found that with the development of the competition of oil market
fully and the threat of substitutes, J company&39;s long-term accumulation of coreABSTRACT
V
competitive advantage will be more prominent rigid, decreased with increasing
competition and the extent of the threat of substitutes. The main reason is that the
strategic positioning of J branch is not clear, and there are many factors such as
environmental factors, ideological factors, institutional factors, human factors and
other factors. Accordingly, this paper puts forward the countermeasures to enhance
the core competitiveness of J branch: first, accurate positioning of the company
strategy. That is, through continuous efforts, the company will eventually achieve
the strategic transformation from the main oil service providers to integrated service
providers. Secondly, the paper puts forward specific suggestions to enhance the core
competitiveness. Recently, through the network, to lease: demolition gas station
outlets to consolidate and improve the network and supplement to enhance the oil
business strength; through good brand promotion, customer segmentation, using
differentiated service strategy, price competition strategy, strengthen the number of
good quality management, with the government law enforcement forces to enhance
the oil business of soft power. At the same time, the diversification of hardware
facilities, mutual promotion of non oil strategy, service selection strategy, guide
consumption strategy and supporting policies to expand the diversification ability,
the diversification into half of the country. In the long term: through the organization
structure adjustment and Reform in order to adapt to the comprehensive service
company, through the company&39;s talent transformation needs further adjustment of
the policies to attract talent, and enrich and perfect through the company&39;s business
into the local economy, by building learning organization to continue to add new
incentives to improve the company&39;s core competitiveness.
Key word：Core competence; Refined oil sales enterprise; Strategic transformation;
Diversification目录
VI
目 录
第 1 章 导论.....1
1.1 研究背景和意义1
1.1.1 研究背景 ......... 1
1.1.2 研究意义 ......... 3
1.2 文献综述 ·3
1.2.1 国外研究现状 . 3
1.2.2 国内研究现状 . 4
1.2.3 文献简评 ......... 6
1.3 研究的思路与方法 ·7
1.3.1 研究思路 .........
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