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十年风雨,中国石油华东销售公司从“两三把枪、七八个人”起家,励精图治,在竞争激烈的华东地区狂飙突进,成为长三角地区一支重要的销售队伍。2008年,华东销售公司进入提升核心竞争力的新阶段,摆在他们面前的有四件大事:第一件事,全面推行民主化管理,激活内部动力;第二件事,全线实施资金监控管理系统,力保资金安全;第三件事,大力发展非油业务,计划实现1亿元销售收入;第四件事,在长三角地区形成统一的IC卡,实现一卡在手,华东加油。对此,华东销售总经理刘合合表示:“推进这四项工作,最终归结为一个目的,就是要提升加油站整体的经营管理水平和竞争能力。”
Decades of wind and rain, PetroChina East China sales company from the “two or three guns, seven or eight individuals,” good governance, in the highly competitive East China soared into an important sales force in the Yangtze River Delta region. In 2008, Huadong Sales Company entered a new phase of enhancing its core competitiveness. There are four major issues before them: the first one is the full implementation of democratization management and the activation of internal motivation. The second one is the implementation of capital monitoring and management across the board System to ensure the safety of funds; the third thing, vigorously develop non-oil business, plans to achieve 100 million yuan sales revenue; the fourth thing in the Yangtze River Delta region to form a unified IC card, a card in hand, cheer in East China. In response, Liu He, general manager of East China sales, said: “To promote these four tasks, and ultimately boils down to one purpose, is to enhance the overall operation and management of gas stations and competitiveness.”