| ACKNOWLEDGEMENT | 第5-6页 |
| ABSTRACT | 第6页 |
| 摘要 | 第8-21页 |
| Chapter I Introduction | 第21-24页 |
| 1 Research Background | 第21页 |
| 2 Research Purpose | 第21-22页 |
| 3 Research Methodology | 第22-23页 |
| 4 Organization of the Research | 第23-24页 |
| Chapter II Literature Review | 第24-36页 |
| 1 Content and Necessity of Brand Strategic Alliance | 第24-25页 |
| 2 Previous Foreign Literature on Brand Strategic Alliance | 第25-26页 |
| 3 Previous Domestic Literature on Brand Strategic Alliance | 第26-27页 |
| 4 Assessment Principles of Strategic Alliance Analysis | 第27-30页 |
| 4.1 Principle of Strategic Target Consistency | 第28页 |
| 4.2 Principle of Resource Mutual Complement | 第28-29页 |
| 4.3 Principle of Risk and Cost Sharing | 第29页 |
| 4.4 Principle of Overall Strength Matching | 第29-30页 |
| 5 Other Relevant Analytical Tools | 第30-34页 |
| 5.1 SWOT Analytical Tools | 第30-31页 |
| 5.2 PEST Analytical Tools | 第31-32页 |
| 5.3 4C Marketing Theory | 第32-34页 |
| 6 Summary | 第34-36页 |
| Chapter III Case Description | 第36-45页 |
| 1 Development Status of Gas Stations in China | 第36-39页 |
| 2 Current Status and Reform of Gasoline and Non-gasoline Businesses ofSinopec | 第39-41页 |
| 3 Enterprise Selection of Sinopec’s Brand Strategy Alliance | 第41-45页 |
| 3.1 Sinopec’s Cooperation with Internet Enterprises | 第42页 |
| 3.2 Sinopec’s Cooperation with Fast Moving Consumer Goods Enterprises | 第42-43页 |
| 3.3 Sinopec’s Cooperation with Media Groups | 第43-45页 |
| Chapter IV Case Study | 第45-75页 |
| 1 PEST of Sinopec | 第45-53页 |
| 1.1 Political Environment Analysis | 第45-47页 |
| 1.2 Analysis of Economic Environment | 第47-49页 |
| 1.3 Analysis of Social Environment | 第49-51页 |
| 1.4 Analysis of Technological Environment | 第51-53页 |
| 2 SWOT Analysis of Sinopec’s Strategic Alliance | 第53-58页 |
| 2.1 Strength Analysis | 第53-55页 |
| 2.2 Weakness Analysis | 第55页 |
| 2.3 Opportunity Analysis | 第55-58页 |
| 2.4 Threats Analysis | 第58页 |
| 3 4C Analysis of Sinopec’s Brand Strategic Alliance Strategy | 第58-63页 |
| 3.1 Consumer Analysis | 第58-60页 |
| 3.2 Cost Analysis | 第60-61页 |
| 3.3 Convenience Analysis | 第61-62页 |
| 3.4 Communication Analysis | 第62-63页 |
| 4 Analysis and Evaluation of Brand Strategic Alliance | 第63-67页 |
| 4.1 Principle of Strategic Target Consistency | 第63-64页 |
| 4.2 Principle of Resource Mutual Complement | 第64-65页 |
| 4.3 Principle of Risk and Cost Sharing | 第65-66页 |
| 4.4 Principle of Overall Strength Matching | 第66-67页 |
| 5 Process of Sinopec’s Brand Strategy Alliance | 第67-72页 |
| 5.1 Process of Capitalization Reform | 第67-68页 |
| 5.2 Process of Reforming Industrial Cooperation | 第68-69页 |
| 5.3 Cooperative Company Models with Sinopec’s Brand Strategy Alliance | 第69-72页 |
| 6 Constraint of Sinopec’s Brand Strategy Alliance | 第72-75页 |
| 6.1 Payment Method Restriction on Business Expansion of Alliance | 第73页 |
| 6.2 Busy Refueling Business | 第73-74页 |
| 6.3 Demand of Improvement of Professional Management | 第74页 |
| 6.4 Absence of Effective Strategic Planning | 第74-75页 |
| Chapter V Suggestions on the Formation of Gas Station Brand Strategic AllianceStrategy | 第75-86页 |
| 1 Service Strategy | 第75-78页 |
| 1.1 Customized Service Implementation and Improvement of CustomerSatisfaction | 第75-76页 |
| 1.2 Promotion of One-stop Services and Improvement of Service Quality | 第76-77页 |
| 1.3 Expansion of New Service Approaches and Innovation of Service Models | 第77-78页 |
| 1.4 Trial and Error on O2O | 第78页 |
| 2 Promotion Strategy | 第78-79页 |
| 2.1 Launch of Promotions of Online Customers Electronic Coupons | 第78-79页 |
| 2.2 Cultivation of Loyal Wechat Users | 第79页 |
| 2.3 Various Offline Discount Promotions | 第79页 |
| 3 Pricing strategy | 第79-81页 |
| 3.1 Gratitude Strategy | 第80页 |
| 3.2 Differentiated Pricing Strategy | 第80-81页 |
| 4 Innovation of ‘Internet +’ and Acceleration of Transformational Development | 第81-83页 |
| 4.1 Exploitation of Wechat Platform | 第81-82页 |
| 4.2 Advancement of IT Transformation and Application | 第82页 |
| 4.3 Exploit of Platform Business | 第82-83页 |
| 5 Improvement of Strategic Executive Ability and Enhancement of PhysicalNetwork Quality | 第83-86页 |
| 5.1 Strengthening of Construction and Management of Physical Stores | 第83页 |
| 5.2 Strengthening of Commodity Management | 第83-84页 |
| 5.3 Improvement of Staff Quality and Strengthening of Executive Ability | 第84-86页 |
| Chapter VI Conclusion and Limitation | 第86-88页 |
| 1 Conclusion | 第86-87页 |
| 2 Limitations | 第87-88页 |
| REFERENCE | 第88-89页 |
