近年来，社会化进程加深和经济高速发展，消费持续升级重构“人货潮关系， 催生新消费业态和商业模式。现有研究关于企业与顾客共创价值的具象实践缺乏理论 探讨，且为数不多研究案例仅仅停留在销售企业主营业务上，对其他业务特别是依附 于某一主体而存在的便利店尚未触及。随着成品油消费增速一度回落，国际原油价格 持续低迷，行业竞争有增无已，越来越多的企业将经营触角延伸至为顾客提供燃油气 以外的商品或服务，这种被称为“非油品业务”的毛利贡献可达 70%以上，俨然成为 石油公司提升综合竞争盈利能力的重要方向。其中，以 2.7 万家便利店门店位列全国 榜首的中石化易捷销售有限公司，面对风云变幻的市场环境,非油品业务仍然艰难前 行。 本文以中石化加油站非油品业务为例，运用扎根理论研究法，通过访谈调研的形 式，试图探究非油品业务运用价值共创机制创新营销策略的最佳效果。研究结构如下： 第一章提出非油品业务、价值共创、顾客忠诚概念，设想研究框架，指出创新点与后 续改进之处。第二章梳理国内外价值共创理论阶段性演进，总结归纳当前研究维度和 相关成果，挖掘其中有待完善之处，为本文初步构建一个理论模型。第三章采用文献 研究、扎根理论、半结构化访谈以及案例研究法，增强本文科学性、系统性和可靠性， 基于案例经营历程的简述，从企业经营者层面和消费者层面收集调研数据。第四章通 过访谈加油站顾客获取基础性调研资料，按照扎根理论法的三个核心步骤，将价值共 创形成的机理轮廓升华为理论模型。第五章从效用价值到体验价值深化、顾客参与价 值共创的驱动因素、企业与顾客共创行为路径、顾客参与价值共创作用效果方面进行 阐释，提出重要发现。第六章基于企业与顾客价值共创视角，围绕中石化加油站非油 品业务提出资源开发的基本步骤、顾客参与的影响因素以及价值共创的核心任务等管 理策略。 本研究的主要发现包括：（1）经济收益效能、心理感知效能、自我实现效能和 社会关系效能构成顾客主动参与价值共创的驱动因素；（2）企业与顾客通过资源交 互、品牌创新和人际互动促进共创行为发生；（3）体验价值深化、顾客忠诚度提高 以及企业成长成为价值共创显著效果，可感知的企业支持作为中间调节变量影响顾客 参与价值共创的程度。 关键词：非油品业务；顾客参与；价值共创；企业支持ABSTRACT In recent years, with the deepening of the socialization process and the rapid development of the economy, the continuous upgrading of consumption has reconstructed the relationship between "people and goods yard", giving birth to new consumption forms and business models. The existing research on enterprise customers to create value and specific practice and the lack of theoretical discussion, and a case study on a few only stay in the main business sales company, to other business especially attached to a main body and the convenience store has not been touched. As refined oil consumption growth had dipped, the international crude oil prices remain low, the industry competition has redoubled, practise more and more companies will operate in the utmost customer provide goods or services outside of fuel gas, this is referred to as "the oil business" gross profit contribution can reach more than 70%, has become oil companies to promote the comprehensive competition profitability important direction.With 2.7, among them convenience store at the top of the country's Easy Joy China Petroleum and Chemical Corporation (Referred to as "Sinopec"), the oil business facing the changeable market environment in the process of management still exist many difficulties and problems, mainly displays in the target position is not clear, customer needs to grasp the poor effect of inaccurate, interact with customers. This paper takes Sinopec's non-oil service station business as an example, applies the method of rooted theory research, and tries to explore the best effect of non-oil business using value co-creation mechanism innovation marketing strategy through interviews and surveys.The research structure is as follows:The first chapter puts forward the concepts of non-oil business, value co-creation and customer loyalty, conceies the research framework, and points out the innovation points and subsequent improvement.The second chapter combs the phased evolution of the value co-creation theory at home and abroad, summarizes the current research dimensions and relevant achievements, and excavates the areas that need to be improved to preliminarily construct a theoretical model for this paper. The third chapter adopts literature research, grounded theory, semi-structured interview and case study method to enhance the scientific nature, systematization and reliability of this paper. The fourth chapter obtains basic research data by interviewing gas station customers, and sublimates the mechanism outline of value co-creation into a theoretical model according to the three core steps of the rooted theory method.The fifth chapter explains from the aspects of utility value to experience value deepening, the driving factorsof customer participation value co-creation, the behavioral path of enterprise and customer co-creation, and the effect of customer participation value co-creation, and puts forward important findings.Chapter six, based on the perspective of enterprise and customer value co-creation, puts forward the basic steps of resource development, influencing factors of customer participation, core tasks of value co-creation and other management strategies centering on Sinopec's non-oil business in Gas Stations. The main findings of this study include:(1) economic benefit efficiency, psychological perception efficiency, self-actualization efficiency and social relationship efficiency constitute important driving factors for customers to participate in value co-creation actively. (2) Enterprises and customers promote co-creation behavior through resource interaction, brand innovation and interpersonal interaction; (3) The experience value deepens, the customer loyalty enhances, and the enterprise grows to become the value co-creation remarkable effect, the perceived enterprise support influences the customer participation value co-creation degree as the intermediary variable. KEYWORDS: non-oil business; customer participation; value co-creation; enterprise support中石化加油站非油品业务价值共创机制研究 1 目 录 第一章 绪论.................................................................................................... 4 第一节 选题背景与研究意义.....................................................................................4 一、选题背景..........................................................................................................4 二、研究意义..........................................................................................................5 第二节 关键概念...........................................................................................................7 一、非油品业务......................................................................................................7 二、价值共创..........................................................................................................9 三、顾客忠诚度....................................................................................................10 第三节 研究方法与研究框架.....................................................................................10 一、研究方法........................................................................................................10 二、研究框架........................................................................................................11 第四节 主要创新点与不足之处.................................................................................13 一、主要创新点....................................................................................................13 二、不足之处........................................................................................................13 第二章 文献回顾与理论模型......................................................................15 第一节 价值共创理论阶段性演进...........................................................................15 一、基于消费者体验价值共创............................................................................15 二、基于服务主导逻辑价值共创........................................................................16 三、价值共创延伸发展........................................................................................17 第二节 构建顾客参与价值共创初始模型...............................................................18 第三节 已有研究述评..............................................................................................19 第三章 研究方案设计....................................................................................21 第一节 案例选择理由...............................................................................................21 第二节 中石化蚌埠公司经营历程...........................................................................21 一、中石化蚌埠公司基本简介............................................................................21 二、中石化蚌埠公司历史沿革............................................................................222 三、非油品业务经营现状....................................................................................24 第三节 数据收集与处理策略...................................................................................26 一、企业经营者层面数据收集............................................................................26 二、消费者层面数据收集....................................................................................27 三、数据处理策略................................................................................................29 第四章 案例分析............................................................................................30 第一节 开放性编码...................................................................................................30 第二节 主轴性编码...................................................................................................32 第三节 选择性编码...................................................................................................33 第四节 饱和度检验...................................................................................................34 第五章 模型阐释与研究发现........................................................................36 第一节 从效用价值到体验价值深化.......................................................................36 第二节 顾客参与价值共创驱动因素.......................................................................36 第三节 企业与顾客共创行为路径...........................................................................37 第四节 顾客参与价值共创作用效果.......................................................................38 第六章 基于价值共创中国石化非油品业务管理策略...............................39 第一节 开发非油品异质性资源...............................................................................39 一、识别与发现非油品资源差异性....................................................................39 二、选择与共享参与主体资源优势....................................................................39 三、整合与塑造汽车生活驿站服务....................................................................40 第二节 创新非油品互动性关系...............................................................................40 一、服务创新：获得顾客的关键因素................................................................41 二、产品创新：维系顾客的关键因素................................................................41 三、人际互动：培育顾客的关键因素................................................................43 第三节 共创非油品感知性体验...............................................................................44 一、创造感知体验，提升非油品体验价值........................................................44 二、提供线上服务，增强可感知企业支持........................................................44 三、发挥口碑效应，培养非油品顾客忠诚........................................................45 四、挖掘品牌内涵，促进重构型企业成长........................................................45 中石化加油站非油品业务价值共创机制研究中石化加油站非油品业务价值共创机制研究 3