Study On The Strategy Of Sinopec Upgrading Retailing

With the liberalization of China's refined oil market, the foreign oil giants have entered the domestic refined oil retail market, abundant capital and the strength of their domestic refined oil retail market impact of increasing at the same time, oil supply and demand of resources with domestic and international retail economic trends of the fluctuations, Domestic refining capacity gradually into the "remaining time",and the existing oil pricing mechanisms to Sinopec Sales Company cannot gain the initiative in business, Foreign threats and internal problems continue to be under the profit margin compression, Refined oil retail market environment changes and the development of customer demand forced the sale of enterprises from the main business to the strategic positioning of the adjustment of starting a new . New profit growth point of the desire to promote non-oil business into refined oil retail formats to enhance the strategic value of key development.This article builds upon the company of non-oil business, working practices, summarized the current retail formats within the enterprise in transition to promote the work carried out on the common understanding of the initiative, and a sound system for supporting business operations, management strategies address two issues, namely, diversification strategy application customer demand and customer delivered value theory to prove the necessity to carry out non-oil business, using Michael Porter's competitiveness model, PEST, SWOT, Boston matrix and other tools to analyze the stage of the current retail market and enterprise development Department of Environment, demonstrated the feasibility of carrying out non-oil business. At the same time, by referring to foreign non-oil business development experience combined with non-oil products, Sinopec business development practical, respectively, non-fuel business in the system, operation planning and service criteria, content strategy.