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市場調查報告書

中國的加油站產業:投資價值分析

Research and Investment Value Analysis of China Gas Station Industry, 2014-2018

出版商 Huidian Research 商品編碼 270546
出版日期 內容資訊 英文 60 Pages
商品交期: 最快1-2個工作天內
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中國的加油站產業:投資價值分析 Research and Investment Value Analysis of China Gas Station Industry, 2014-2018
出版日期: 2014年11月10日 內容資訊: 英文 60 Pages
簡介

中國的精煉油市場在開放後雖然馬上有許多企業加入,但由於產品同質性而陷入價格競爭中,使毛利率大幅惡化。此外由於在品質方面不佔優勢,消費者也不抱期待。再加上其他許多要素下,批發市場上競爭日益激烈。精煉油企業開始犧牲自家利潤來價格競爭與宣傳競爭,以維持、擴大市佔率來打倒競爭對手。今後受到中國政府強化品質法規的影響,一般認為支援IC卡的加油方式,及石油以外產業(總括性服務,行動電話/銀行卡片付款,與超市合作等)將會成長。

本報告提供中國的加油站產業調查分析,提供產業概要,發展環境,市場現狀,主要企業的最新情形,主要企業簡介,今後的產業發展的方向性與建議,加上國外市場的趨勢與影響內容,為您概述為以下內容。

第1章 加油站產業概要

  • 定義主要的種類
  • 營運模式
    • 海外的營運模式
    • 中國國內的營運模式
  • 中國的加油站的發展歷史
    • 從「粗放式經營」到「集中式經營」
    • 競爭下的互相推銷
    • 由鎖化專業到多元化經營的動向
    • 從價格競爭到品牌競爭

第2章 中國的加油站產業的發展環境

  • 石油消費量的持續增加和柴油/汽油比率的歷史性低水準
  • 價格機制的更進一步改善和價格調整頻率的迅速化
  • 提高石油品質的迅速化
  • 精煉油的購買·銷售·蘊藏量的穩定轉變:蘊藏量以逆U字型變化
  • 加速替代能源的開發和需求量的持續擴大
  • 中國國內汽車產業的急速成長
    • 2014年9月對前年度成長利率為2.5%
    • 新型能源車生產量的急速成長
    • 節能小客車的急速成長
    • 主要汽車製造商景氣指數的穩定上升
    • 汽車出口台數的持續性縮小

第3章 精煉油的流通市場整體動向

  • 精煉油企業員工人數·僱用結構
    • 批發企業
    • 貯存企業
    • 零售企業
  • 煉油企業的基本的產業規模
  • 加油站的石油以外的產業
  • 獨立型加油站的產業規模
  • 中國國內的加油站數量
    • 擁有不同形態的佔有率
    • 合理的流通形態
  • 石油分銷業的現有的問題
    • 優化網路發展的必要性
    • 現代的流通水準:尚有改善空間
    • 市場需求法規的必要性
    • 替代能源開發相對遲滯
  • 精煉油的批發市場模式與經營模式

第4章 中國的加油站企業的業績

  • China National Petroleum Corporation (CNPC)
    • 企業簡介
    • 精煉油的銷售額
    • 加油站的發展
    • 加油站以外產業的發展
  • China Petrochemical Corporation (Sinopec Group)
  • China National Offshore Oil Corporation (CNOOC)
  • Sinochem Group
  • 民間加油站的營運情形
    • 收益額的大幅度降低
    • 石油的品質限制了發展
    • 低價格競爭已成為過去

第5章 中國的外資加油站的發展情形

  • Shell Group
    • 企業簡介
    • 產業實際成果
    • 中國國內的加油站的發展
  • BP
  • Total
  • Exxon Mobil

第6章 美國的精煉油零售市場特徵和中國市場的影響

  • 主要的特徵
    • 品牌產品的流通:大企業的主要零售形態
    • 非石油產業:加油站的主要收益來源
    • 自助式加油的人氣擴大
    • 超市附屬加油站的急速成長
    • 有效彈性的僱用人員
  • 對中國精煉油企業的影響
    • 零售方式的積極多樣化
    • 非石油產業的迅速擴張
    • 自助式加油方式的穩定普及
    • 研究跟超級市場經營者的合作的可能性
    • 確立科學的人力資源管理系統

本網頁內容可能與最新版本有所差異。詳細情況請與我們聯繫。

目錄

Research and Investment Value Analysis of China Gas Station Industry, 2014-2018, systematically analyzes the latest external environment of gas station development in China, and summarizes the overall status quo of gas station market and the latest development of key enterprises in China, which provides references for understanding deeply development trend of gas station market in China.

With the open of finished-oil market and increasing of market participators, the homogeneity competition of finished oil has made its profit margin increasingly small; in addition, the same standard is executed in China, so the difference of people's view on finished oil quality is diminishing. Many factors result into the fierce competition in terminal markets. The finished oil operators often sacrifice enterprise profits and launch price war and promotion war so as to keep markets and defeat rivals.

Estimated by Ministry of Commerce of China, by 2013, there had been 97,465 gas stations, in which, CNPC has 20, 272 gas stations, accounting for 20.80%, Sinopec has 30,536 gas stations, accounting for 31.33%, and other gas stations of different ownership systems account for 48%.

Next step: Government should encourage gas station to conduct marketing services focusing on oil metering, quality and specification, support new refueling survives, such as IC card networking, improve non-oil businesses, such as comprehensive servicing area, mobile phone and bank card payment, supermarket etc, and further extend retail terminal services.

Table of Contents

1. Overview of Gas Station Industry

  • 1.1. Definition and Main Economic Types
  • 1.2. Operation Models
    • 1.2.1. Overseas Operation Model
    • 1.2.2. Operation Model in China
  • 1.3. Development History of Gas Station in China
    • 1.3.1. From Extensive Operation to Intensive Operation
    • 1.3.2. Mutual Promotion in Competition
    • 1.3.3. Extension to a Variety of Business from a Single Species
    • 1.3.4. From Price Competition to Brand Competition

2. Development Environment of Gas Station Industry in China

  • 2.1. Oil Consumption Increases Steadily, Diesel-Gasoline Ratio is Reduced to the Lowest Point in History
  • 2.2. Pricing Mechanism is Improved Further, Price Adjustment Frequency is Accelerated
  • 2.3. Oil Quality Upgrade is Accelerated
  • 2.4. Purchase, Sales and Storage of Finished Oil are Stable, Storage Trend takes on Converse-U Shape
  • 2.5. Substitute Energy Develops Fast, Demand Scope Enlarges Constantly
  • 2.6. Automobile Industry Keeps Growing Fast in China in 2014
    • 2.6.1. In September, Automobile Sales Increased by 2.5% Over the Same Period of Last Year.
    • 2.6.2. Output of New Energy Automobile Grows Fast
    • 2.6.3. Market of Energy-saving Passenger Car Grows Fast
    • 2.6.4. Economic Index of Key Enterprises in Auto Industry Grows Steadily
    • 2.6.5. Automobile Export Continue Declining

3. Overall Development of Distribution Markets of Finished Oil

  • 3.1. Number and Structure of Employees in Finished-oil Enterprises
    • 3.1.1. Wholesale Enterprises
    • 3.1.2. Storage Enterprises
    • 3.1.3. Retail Enterprise
  • 3.2. Basic Business Scale of Oil-operating Enterprises
  • 3.3. Non-oil Business of Gas Station
  • 3.4. Business Scale of Single Gas Station
  • 3.5. Number of Gas Station in China
    • 3.5.1. Ratio of Enterprises with Different System of Ownership
    • 3.5.2. Rational Distribution

3.6. Existing Problems in Oil Circulation Industry

    • 3.6.1. Network Layout Remains to Be Optimized
    • 3.6.2. Modern Circulation Level Remains to Be Improved
    • 3.6.3. Market Order Needs to Be Regulated
    • 3.6.4. Development of Substitute Energy is Relatively Backward
  • 3.7. Pattern and Main Business Mode of Terminal Market of Finished Oil

4. Business Performance of Gas Station Enterprises in China

  • 4.1. China National Petroleum Corporation (CNPC)
    • 4.1.1. Company Profile
    • 4.1.2. Finished-oil Sales
    • 4.1.3. Gas Station Development
    • 4.1.4. Non-oil Business Development of Gas Station
  • 4.2. China Petrochemical Corporation (Sinopec Group)
    • 4.2.1. Company Profile
    • 4.2.2. Finished-oil Sales
    • 4.2.3. Gas Station Development
    • 4.2.4. Non-oil Business Development of Gas Station
  • 4.3. China National Offshore Oil Corporation (CNOOC)
    • 4.3.1. Company Profile
    • 4.3.2. Gas Station Development
    • 4.3.3. Gas Station Planning
  • 4.4. Sinochem Group
    • 4.4.1. Company Profile
    • 4.4.2. Gas Station Development
    • 4.4.3. Gas Station Expansion Strategy
    • 4.4.4. Non-oil Business Development
  • 4.5. Operation of Private Gas Station
    • 4.5.1. Profit Shrinks Increasingly
    • 4.5.2. Development Is Restricted by Oil Quality
    • 4.5.3. Low-price Competition Has Become History

5. Development of Foreign-Funded Gas Stations in China

  • 5.1. Shell Group
    • 5.1.1. Company Profile
    • 5.1.2. Business Performance
    • 5.1.3. Development of Gas Stations in China
  • 5.2. BP
    • 5.2.1. Company Profile
    • 5.2.2. Business Performance
    • 5.2.3. Development of Gas Stations in China
  • 5.3. Total
    • 5.3.1. Company Profile
    • 5.3.2. Business Performance
    • 5.3.3. Development of Gas Stations in China
    • 5.3.4. Operation Management of Gas Stations in China
  • 5.4. Exxon Mobil
    • 5.4.1. Company Profile
    • 5.4.2. Business Performance
    • 5.4.3. Development of Gas Stations in China

6. Characteristics of Finished-oil Retail Market in American and Inspiration to Us

  • 6.1. Main Characteristics
    • 6.1.1. Brand Distribution: Main Retail Mode in Large Scale Enterprises
    • 6.1.2. Non-oil Business: Main Profit Source of Gas Stations
    • 6.1.3. Overall Popularization of Self-service Refueling
    • 6.1.4. Fast Growth of Supermarket Gas Station
    • 6.1.5. Flexible and Effective Employment of Staffs
  • 6.2. Inspiration to Finished-oil Enterprises in China
    • 6.2.1. Explore Actively Diverse Retail Modes
    • 6.2.2. Accelerate Non-oil Business
    • 6.2.3. Try out Self-service Refueling Steadily
    • 6.2.4. Study on Possibilities of Cooperating with Supermarket Operators
    • 6.2.5. Establish Scientific HR Management System
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