In 2009, sales companies experienced the most severe market competition baptism. Under the dual pressures of sluggish demand and oversupply, they not only changed the inherent sense of superiority of many people but also changed the industry's competition rules.
There may be many accidental factors in the market changes in 2009. However, in view of the development history of refined petroleum retail industry in developed countries in Europe and America, we can take a glimpse of the inevitable trend of the development of China's refined oil retail industry in the next decade. In 2010, it will be the first year for the reform of industries. For gas station operators, it is not only the recognition of market competition trends but also the need to change their own competition concepts and marketing models. The future competition in the domestic refined oil market can generally be attributed to the following aspects:
First, the oversupply of resources will become increasingly prominent. With the rapid growth of domestic refining and processing capacity, the adequacy and shortage of refined oil resources will coexist in local areas and specific periods. However, in terms of the overall trend, the relative surplus of market opening and new production capacity after the WTO will be irreversible. When the overseas product oil resources collide with new domestic resources, it will cause resource competition in the domestic market. The competition caused by surplus and the shortage of resources are completely different. By then, competition for excess resources will be transmitted to the retail terminal's marketing competition.
In the competition caused by excess production capacity and resources, there will be no more sales of oil. The important thing is who can sell surplus resources better. The core competitiveness at this time will no longer be who owns more resources, but who owns more end-consumer customers.
Second, network integration marketing will become an inevitable choice for scale operations. As a gas station industry with brand chain operation as the main distribution model, the layout and convenience of retail outlets are the basis for oil distribution and the guarantee for network-linked marketing.
With the increase in the size and optimization of the company's network, integrated marketing between service stations and integration marketing among different businesses has become possible. This can not only meet the customer's one-stop demand at the gas station, but also expand the company's profitability. Through overall marketing, customers can be effectively fixed in a network of retail outlets in different regions under the same corporate brand, and they can promote non-oil services to customers through brand recognition, and realize “solutions†from “selling oil†to selling. The transformation has transformed the gas station into a retailer and service provider along the road.
Third, service competition promotes the differentiation of brand positioning. Companies in a competitive market cannot provide customers with the best products with the lowest prices and best services. The so-called fish and bear's paw can not have both. If companies want to win competitive advantage in competition, they must choose between cost, service and quality, choose between customers who pursue different value orientations, or provide moderately-priced products to customers with economic preferences at a cheap price, or Offer a satisfying service to customers who are comfortable and at a reasonable price, or provide quality products to customers who prefer quality at a higher price.
Fourth, cost control promotes self-help mode promotion. With increasingly homogenous products and increasing market prices, whoever leads the competition in cost control will have higher efficiency if they have the initiative to compete. Cost control capability is both the basis for improving service and quality and the guarantee for price competition. In the cost structure of the gas station, the labor cost is the largest variable controllable cost. The self-service refueling format commonly used in Europe and the United States is the result of cost competition among companies. As a responsible state-owned refined oil retail enterprise, its social responsibilities should be more reflected in ensuring stable supply of the market, not limited to whether the price is cheap and how much labor is used. With the development of gas stations and non-oil businesses that use convenience stores as platforms, gas stations will still provide a large number of jobs. Non-oil business is the strategic replacement of gas station jobs.
Fifth, human capital determines brand value. The gas station is an industry where the mobility of people is very strong, especially the first-line refueling staff. The stability of the gas station staff and the effectiveness of business skills training will directly determine the quality of service and customer satisfaction, and customer satisfaction will directly affect customer loyalty. In the future competition, building a customer-centered employee satisfaction culture is the ideological guarantee for building a competitive human resources team. Regulatory system management behavior, the idea of ​​the concept of management, only satisfied with the staff to adapt to the ever-changing market, to create a satisfactory customer service and satisfactory business benefits. The enterprise's packaging can be replicated, the enterprise's management system can be replicated, and the company's products can be replicated. Only the human capital of the enterprise cannot be duplicated, and people are the core competitiveness of the enterprise.
In the next decade of market changes, the building of corporate core capabilities must adapt to these trends and change, from hard competition to soft power competition, and from resource competition to customer competition. Of course, we emphasize the construction of soft power and do not deny the value of hard power. On the contrary, soft power must be combined with hard power and it is an extension of hard power. In the future competition, soft power construction of refined oil sales companies should focus on core capacity building in the following areas, including brand value development, service profit chain innovation, human capital development and maintenance, integrated operating cost control, customer development and customer retention. New technology applications.
China's growth rate will exceed the expectations of many people. The rapid development and evolution of China's gas station industry will also leave behind those who stick to regulations.
There may be many accidental factors in the market changes in 2009. However, in view of the development history of refined petroleum retail industry in developed countries in Europe and America, we can take a glimpse of the inevitable trend of the development of China's refined oil retail industry in the next decade. In 2010, it will be the first year for the reform of industries. For gas station operators, it is not only the recognition of market competition trends but also the need to change their own competition concepts and marketing models. The future competition in the domestic refined oil market can generally be attributed to the following aspects:
First, the oversupply of resources will become increasingly prominent. With the rapid growth of domestic refining and processing capacity, the adequacy and shortage of refined oil resources will coexist in local areas and specific periods. However, in terms of the overall trend, the relative surplus of market opening and new production capacity after the WTO will be irreversible. When the overseas product oil resources collide with new domestic resources, it will cause resource competition in the domestic market. The competition caused by surplus and the shortage of resources are completely different. By then, competition for excess resources will be transmitted to the retail terminal's marketing competition.
In the competition caused by excess production capacity and resources, there will be no more sales of oil. The important thing is who can sell surplus resources better. The core competitiveness at this time will no longer be who owns more resources, but who owns more end-consumer customers.
Second, network integration marketing will become an inevitable choice for scale operations. As a gas station industry with brand chain operation as the main distribution model, the layout and convenience of retail outlets are the basis for oil distribution and the guarantee for network-linked marketing.
With the increase in the size and optimization of the company's network, integrated marketing between service stations and integration marketing among different businesses has become possible. This can not only meet the customer's one-stop demand at the gas station, but also expand the company's profitability. Through overall marketing, customers can be effectively fixed in a network of retail outlets in different regions under the same corporate brand, and they can promote non-oil services to customers through brand recognition, and realize “solutions†from “selling oil†to selling. The transformation has transformed the gas station into a retailer and service provider along the road.
Third, service competition promotes the differentiation of brand positioning. Companies in a competitive market cannot provide customers with the best products with the lowest prices and best services. The so-called fish and bear's paw can not have both. If companies want to win competitive advantage in competition, they must choose between cost, service and quality, choose between customers who pursue different value orientations, or provide moderately-priced products to customers with economic preferences at a cheap price, or Offer a satisfying service to customers who are comfortable and at a reasonable price, or provide quality products to customers who prefer quality at a higher price.
Fourth, cost control promotes self-help mode promotion. With increasingly homogenous products and increasing market prices, whoever leads the competition in cost control will have higher efficiency if they have the initiative to compete. Cost control capability is both the basis for improving service and quality and the guarantee for price competition. In the cost structure of the gas station, the labor cost is the largest variable controllable cost. The self-service refueling format commonly used in Europe and the United States is the result of cost competition among companies. As a responsible state-owned refined oil retail enterprise, its social responsibilities should be more reflected in ensuring stable supply of the market, not limited to whether the price is cheap and how much labor is used. With the development of gas stations and non-oil businesses that use convenience stores as platforms, gas stations will still provide a large number of jobs. Non-oil business is the strategic replacement of gas station jobs.
Fifth, human capital determines brand value. The gas station is an industry where the mobility of people is very strong, especially the first-line refueling staff. The stability of the gas station staff and the effectiveness of business skills training will directly determine the quality of service and customer satisfaction, and customer satisfaction will directly affect customer loyalty. In the future competition, building a customer-centered employee satisfaction culture is the ideological guarantee for building a competitive human resources team. Regulatory system management behavior, the idea of ​​the concept of management, only satisfied with the staff to adapt to the ever-changing market, to create a satisfactory customer service and satisfactory business benefits. The enterprise's packaging can be replicated, the enterprise's management system can be replicated, and the company's products can be replicated. Only the human capital of the enterprise cannot be duplicated, and people are the core competitiveness of the enterprise.
In the next decade of market changes, the building of corporate core capabilities must adapt to these trends and change, from hard competition to soft power competition, and from resource competition to customer competition. Of course, we emphasize the construction of soft power and do not deny the value of hard power. On the contrary, soft power must be combined with hard power and it is an extension of hard power. In the future competition, soft power construction of refined oil sales companies should focus on core capacity building in the following areas, including brand value development, service profit chain innovation, human capital development and maintenance, integrated operating cost control, customer development and customer retention. New technology applications.
China's growth rate will exceed the expectations of many people. The rapid development and evolution of China's gas station industry will also leave behind those who stick to regulations.
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