国际大石油公司成品油营销业务战略调整分析

Sales strategy adjustment by the international oil majors

由于发达国家成品油零售行业转向混业经营,投资回报率低,成品油消费量和加油站数量持续下降,国际大石油公司加快战略转型,在全球范围内优化调整营销业务,通过产业链的分化和整合,确保自己的核心竞争优势:1)在竞争强度高的发达国家市场,将营销资产出售给区域合作伙伴,在成品油批发领域仍保持竞争优势。2)在竞争强度低的发达国家市场,通过资产互换、购买和出售等措施,继续提升自身一体化协调能力。3)在法规欠完善的不发达国家市场,选择性出售非核心资产给当地企业,保留潜力资产获得再进入的可能。4)在法规完备的发展中国家市场,采取各种可能的方式,加快拓展市场。国际大石油公司成品油营销业务战略调整启示我国石油企业,应抓住未来10?20年我国成品油销售行业发展的黄金期,扩大成品油零售市场份额;加强业务协同,塑造产业链一体化竞争优势;强化知识管理,打通外部人员进入渠道;坚持效益优先,择机进入海外成品油营销市场。

As the oil product retailing industry matures in developed countries, the inter national oil majors have lost their advantage in oil retailing and the industry rate of return has declined. They have adjusted their worldwide business accordingly. They have made different adjustments according to individual market conditions to increase profitability, return and sustainable development. They have: 1) reduced their retail business in the intensively competitive markets in developed countries and sold marketing assets to regional partners, retaining competitive advantage in oil wholesaling; 2) adjusted toward markets in less intensively competitive countries, through asset swaps, purchases and sales, increasing their integration and coordination; 3) withdrawn from markets in countries lacking rules or regulations by selling some non-core assets selectively to local businesses and retaining assets providing potential for re-entry; 4) expanded business by all means available in developing countries with adequate rules and regulations. Competition has begun to develop in oil sales in China through business collaboration and subsequent integration of the industrial value chain. Companies in China should accelerate improvement of domestic market pricing mechanisms and incentives. At the same time they need to import experienced international management talent to further tacitly transfer knowhow. When enter ing foreign retail markets these companies can thereby better coordinate with local enterprises to circumvent political and cultural risk.