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互联网时代的到来,尤其是2007年以后,中国电商在经历了21世纪初的萌芽探索阶段后,进入了集中爆发期。阿里巴巴及其旗下淘宝和天猫、京东、腾讯易购、唯品会,以及不远万里漂洋过海参与国内电商平台竞争的亚马逊中国,都对传统生产、销售以及消费购物方式进行了彻底的颠覆,迅速增加的销量和占有的销售市场份额,一时间将部分实体经营门店攻击得措手不及。沃尔玛、百盛、万达百货、华润万家、家乐福等纷纷关闭部分实体经营店,一时间,实体店似乎进入了销售的大寒冬。面对电商风起云涌和势不可挡的浪潮,以及成品油利润的进一步下滑和即将到来的微利时代,作为成品油销售企业,又该如何迎接挑战,做好非油商品销售呢?
After the advent of the Internet era, especially since 2007, the Chinese e-commerce industry has entered a concentrated outbreak after experiencing the sprout exploration stage in the early 21st century. Alibaba and its affiliated companies Taobao and Tmall, JD.com, Tencent Tesco, and Vipshop, as well as Amazon China, which has been racing offshore with its domestic e-commerce platform over a thousand miles, have conducted traditional production, sales and consumer shopping Complete subversion, rapidly increasing sales and possession of the sales market share, for a time will be part of the physical operation of the store attack by surprise. Wal-Mart, Parkson, Wanda Department Store, China Resources Vanguard, Carrefour and other entities have closed some stores, for a time, the store seems to have entered the sales of the winter. In the face of the tide of e-commerce and overwhelming ebb and the further decline of the profits of oil products and the upcoming era of meager profits, how should the refined oil sales enterprises meet the challenge and sell non-oil products well?