Research on Domestic Product Oil Marketing Strategy of China National Petroleum Corporation

  • Chen Yimeng Tianjin University of Commerce, China
Keywords: PetroChina, refined oil products market, marketing strategy

Abstract

With the rapid development of China's economy and the improvement of people's living standards, the demand for refined oil products market continues to grow, and PetroChina, as a leading enterprise in the domestic energy industry, is facing great opportunities and challenges. In recent years, PetroChina has been actively laying out its business in the domestic refined oil products market, continuously optimizing its marketing network and improving its service level, in an effort to gain an advantage in the fierce market competition. However, due to the complexity and changeability of the external environment and the limited internal resources, PetroChina still has many problems in marketing. Through a comprehensive analysis of PetroChina's marketing environment for refined oil products, this paper combines the SWOT analysis method to explore its strategic choices and suggestions for improvement in the domestic marketing of refined oil products. Through these studies, it is hoped that it can provide useful references for PetroChina in its future development, and help it better cope with market changes and realize sustainable development.

References

[1] Meng, G., Li, J., & Yang, X. (2023). Bridging the gap between state–business interactions and air pollution: The role of environment, social responsibility, and corporate governance performance. Business Strategy and the Environment, 32(4), 1872–1884. https://doi.org/10.1002/bse.3224
[2] Zhang, Q., Liu, J. F., Gao, Z. H., et al. (2023). Review on the challenges and strategies in oil and gas industry's transition towards carbon neutrality in China. Petroleum Science, 20(6), 3931–3944. https://doi.org/10.1016/j.petsci.2023.06.004
[3] Chen, Z., & Chen, G. C. (2021). The changing political economy of central state-owned oil companies in China. The Pacific Review, 34(3), 379–404. https://doi.org/10.1080/09512748.2019.1679229
[4] Lebedev, I., & Ivanov, A. (2016). Internationalization strategies of Chinese national oil companies. [Journal Name], 12–14.
[5] Huawei, T. (2022). Does gross domestic product, inflation, total investment, and exchange rate matter in natural resources commodity prices volatility? Resources Policy, 79, 103013. https://doi.org/10.1016/j.resourpol.2022.103013
[6] Marinina, O., Tsvetkova, A., Vasilev, Y., et al. (2022). Evaluating the downstream development strategy of oil companies: The case of Rosneft. Resources, 11(1), 4. https://doi.org/10.3390/resources11010004
[7] Dai, C., Zhang, H., & Hu, Y. (2024). China National Petroleum Corporation (CNPC) oil and gas development strategy study in the United Arab Emirates under the background of “One Belt One Road.” In Proceedings of the 9th International Conference on Advances in Energy Resources and Environment Engineering (ICAESEE 2023) (pp. 705–711). Atlantis Press. https://doi.org/10.2991/978-94-6463-415-0_75
[8] Xu, X. (1996). Virtual national oil company: A new paradigm for Chinese NOCs. In Deregulation of Energy: Intersecting Business, Economics, and Policy—Conference Proceedings, 17th Annual North American Conference (pp. 267). The Associations.
[9] Angze, L. (2024). Research on cyberspace protection strategy of industrial enterprises under the background of digital transformation—China National Petroleum Corporation case study. SHS Web of Conferences, 208. https://doi.org/10.1051/shsconf/202420804007
Analysis of development capacity
Published
2025-01-23
Section
Articles