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作 者:田野
机构地区:[1]不详
出 处:《中国石油企业》2018年第12期20-25,2,共7页China Petroleum Enterprise
摘 要:尽管加油站非油品业务在国外已有半个多世纪发展历史,但在国内仍属于争抢跑道阶段,非油品业务营业额和利润水平占比都很小。事实上,油品终端销售在国外早已进入微利时代,而互联网经济的快速发展,又让欧美加油站业务迎来了借助互联网翅膀实现腾飞的新机遇。目前欧美加油站非油业务主要运营商相继完成了由实体零售商向"互联网+加油"转型。这种"新零售"模式,是一种运用大数据、人工智能等先进互联网手段,对商品生产、流通与销售过程进行升级改造,进而重塑业态结构与生态圈的零售新模式。Although gas station non-oil business has been developed for more than half a century in foreign countries, it still belongs to the stage of competition for runway in China, and the ratio of turnover and pro t level of non-oil business is very small. Terminal sales of oil products have long entered an era of marginal pro t abroad. By 2017, more than 88 percent of gas stations in Europe and the United States had opened oil derivatives business, and non-oil products accounted for 40% to 50% of the total turnover. But the pro t amount actually reaches the total pro t above 50%. Even after three years of falling international oil prices, global upstream businesses lost almost all of their money, but downstream businesses such as oil retail saw big growth. This is because falling oil prices have boosted retail consumption at gas stations, leading to higher non-oil retail revenues. With the rapid development of Internet economy, the gas station business in Europe and the United States ushered in a new opportunity to take o with the help of Internet wings. At present, the major nonoil service operators in Europe and the United States have completed the transition from physical retailers to "Internet refueling" one after another. Public data show that Exxon Mobil, Shell, BP, Total and Chevron O2 O line and offline business coverage of the gas station convenience store in the company’s 89, said 8390. This "new retailing" model is a new retail model which uses advanced Internet means such as big data and arti cial intelligence to upgrade the production, circulation and marketing process of commodity, and then to reshape the structure and ecological circle of business.
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