The Analysis And Strategy On Non-oil Business Development In SINOPEC.GROUP

The gas station is a place of passing products and services, and the focus of the oilcompanies compete with each. With China’s WTO entry, foreign oil companies give a hugeimpact and challenge to the Chinese oil companies with single business model. Affected bythe financial crisis and the "oil price management approach", today’s domestic oil marketshowing a different situation, a fully competitive era has come. How to expand salesoperations under the new pricing mechanism, changing marketing strategies, and increasemarket adaptability, has become a sales issue for enterprise. Therefore, the futurecompetition in the oil market will translate into price competition and diversification ofstrategic competition.This paper based on analyzing the domestic oil market, used diversification theory as aguide, while drawing on the successful experience of foreign non-oil business, giving thedevelopment of non-oil business strategy of China Petrochemical Corporation andmanagement model design. In this paper, firstly grasp some basic theory for non fuelservice. Secondly, I try to analyze the state of the non fuel service in the Sinopec, and thencomprehensively study the building of business model and the problems in themanagement support system of business model. Thirdly, I make some suggestion for theSinopec to improve and standardize the new business model, such as setting up a newbusiness model to improve the non fuel service in the Sinopec; Finally, I show fulfillmentand the supporting measures.Theoretical part of this article refers to the financial and strategy books, non-oilbusiness in the article library; In addition, the professor provides a large number ofreference materials. This article will use the tools of the SWOT and Michael Porter’scompetitiveness model to analyze the stage of the environment of domestic oil and non-oilbusiness, and demonstrate the feasibility and necessity of the non-oil domestic.