受石油特别收益金征收、国际原油价格走高以及新成品油定价机制出台等一系列因素的影响,近年来中石油的盈利能力有所下滑。经营规模持续扩大利润率却在下滑的“硬伤”成为摆在中石油这个曾经的“亚洲最赚钱公司”向综合性国际能源公司道路上迈进的一大难题,实施多元化经营便是其应对举措之一。本文立足于分析中石油多元化经营战略在非油和金融领域的两大实践应用,旨在强调通过多元化经营来增强企业的整体竞争力、培育新的利润增长点既是中石油当前的现实选择,更是长远的战略考虑。 PetroChina’s profitability has declined in recent years due to a series of factors such as the levying of special oil proceeds, the rising international crude oil prices and the introduction of pricing mechanism for new refined oil products. The scale of operation continued to expand the profit margin is declining “flawed ” has become the oil company in the past “Asia’s most profitable company ” to the comprehensive international energy company on the road to a major problem, the implementation of diversified business It is one of the response measures. This article is based on the analysis of two practical applications of the strategy of diversification of oil in non-oil and financial fields. The purpose of this article is to emphasize that enhancing the overall competitiveness of enterprises through diversified management and fostering new profit growth points are not only the current realistic choice of CNPC, but also It is a long-term strategic consideration.