中文摘要
中国石化集团所属的几家中型乙烯企业都是国家“八五”重点
工程，各企业开工投产以来，经营情况还都比较正常，但由于装置
非经济规模，产品结构不合理，一直处于亏损状态。这几家中型乙
烯企业，经过了第一轮改造，基本都从14万吨/年扩建到20万吨/
年的规模，虽然竞争条件有所改观，但由于自身先天条件限制很难
消除瓶颈再进行新的扩建，仍处于竞争的劣势，
本文通过对乙烯行业分析，中型乙烯企业内部和外部环境的分
析，乙烯衍生产品的市场分析以及中型乙烯企业入世后发展分析，
总结出中型乙烯的优势（S）、劣势（w）、机会（O）、威胁（T），在
全面分析了当前中型乙烯面临的竞争现状及未来发展趋势的基础
上，针对目前面临的机遇和挑战，提出中型乙烯应树立以客户需求
为中心，结合4P’s策略（产品策略、价格策略、渠道策略、促销
策略）和4C’s策略（顾客、成本、便利、沟通），以适应市场竞争
的需要，在竞争中求发展的营销策略。并且针对各企业情况提出了
营销策略实施的设想和建议
通过本文的研究，希望能够对中型乙烯在入世后适应市场需求，
发挥自身优势，增强竞争力上有所帮助
关键词：乙烯;营销策略;SWOT分析
ABSTRACT
The middle-sized ethylene plants, which are affiliated to Sinopec, are part
of “The Eighth Five Years” projects. These plants have been kept normal
business operating since start-up. However, due to uneconomic plant
scale and unreasonable product structure, all the plants are under deficit
condition. By first step revamping, the capacity of these plants has been
expanded from 140,000t/y to 200,000t/y respectively. The competitive
power of the plants has been improved after revamping. Because of
limitation of their original plant conditions, it is very difficult to remove
bottleneck to expand the plants again. So they are still under inferior
competitive position.
By analyzing ethylene industry, interior and exterior environment of
middle-sized ethylene plants, market of ethylene derivatives, and
development of middle-sized ethylene plant after joining WTO, this
article summarizes the superiority (S),weakness (W),opportunity (O)and
threat (T) of these ethylene plants. Based on the current competition and
future developing trend, aiming at the opportunity and challenge that
these plants faced, the article proposes the sales strategy for these plants.
By combining 4P’s strategy (Product, Price, Place and Promotion) and
4C’s strategy (Customer, Cost, Convenience and Communication), the
plants should build up the sales strategy that customer requirement comes
the first, and seeking development through competition. Depending on
the different condition of each plant, the article presents suggestions to
carry out the sales strategy.
It is hoped that this article would help the middle-sized ethylene plants
to accommodate to new market circumstances after joining WTO, to
develop their own superiority and improve competitive power.
Key Words: Ethylene, Sales Strategy, SWOT analysis.