摘 要
煤炭作为基础性能源和战略性资源，在我国能源消费结构中一直占主导地位，其
开采和销售一直受到国家政策的控制，作为煤炭开采、销售主力军的国有大中型煤炭
企业，多年来，在计划管理、价格“双轨制”等政策的指导下，管理体制、管理机制
和营销模式等方面已不适应市场化发展需要。随着国家“十一五”相关政策的实施，
煤炭产业开始向“企业集团化、生产基地化”发展，通过资源整合、参股控股，目前，
我国已建成 14 处大型煤炭生产基地，出现了 7 家年产超亿吨的大型煤炭企业集团，
健全并完善集团化营销管控体系对煤炭企业集团来说十分重要。

本文通过相关理论研究，分析欧亿·体育（中国）有限公司管理现状，以 KL 集团为例，针对煤炭企业集
团在营销管理方面存在的问题，提出了煤炭统一营销管理整体设想，并在母子公司经
济关系界定和跨区域煤炭统一营销策略等方面进行研究，提出了解决方案，认为煤炭
企业尤其是跨区域集团化企业应采取统一营销管理模式，对全部煤炭产品实行“统一
收购、统一定价、统一销售、统一结算、统一回款”，整合不同品质煤炭资源，通过
区域调拨、储配加工，以多元化产品满足用户个性化需求；通过增加有效掌控资源量，
提升集团整体市场话语权；通过整合区域销售渠道，获取营销渠道的放大效应；改变
传统营销部门只注重“销售”的观念，赋予营销部门生产经营职责。本文提出，推进
实施煤炭统一营销管理是一项复杂的系统工程，不仅涉及人事、财务、企管和工商法
律等管理业务，而且涉及多个公司、不同投资主体之间的利益关系，应做好顶层设计，
建立健全组织体系、信息化系统、风险控制系统和绩效评价系统等，制定计划，逐步
推进。本文提出的煤炭统一营销管理模式，有利于煤炭企业适应环境变化，强化营销
管理，提升管理水平，提高管理效果，具有一定的应用价值。

关键词： 统一营销 管理模式 营销策略 集团管控

Abstract
As a basic and strategic energy, coal has been dominant in China's energy
consumption structure, the mining and sales of coal has been controlled by national policy
as well. As the main force of coal mining and sales in large and medium-sized state-owned
coal enterprises, KL Group has been under the guidance of planning management and
“double track” price policy for many years. Thus its management system, management
mechanism and marketing model has not adapt to the needs of the development of
marketization. With the implementation of national “11th five-year plan” policy, coal
industry began to develop into “enterprise collectivization and production base”. At present,
14 major coal production bases has been built and 7 large coal enterprise groups has been
founded in China through resource integration, equity participation and holdings.
Therefore, it is important for coal enterprise groups to complete and perfect the
collectivized marketing control system.
This paper analyzes the industry management status through the relevant theoretical
research. It takes KL Group as an example, aiming at the problems and defects of
marketing management which exist in coal enterprise groups, and proposes a whole idea of
unified coal marketing management. Moreover, it comes up with solutions by studying the
aspect of defining parent-subsidiary companies’ economic relationship and unified
cross-regional coal marketing strategy. The author believes that the coal enterprise
especially cross-regional collectivized enterprise should adopt a unified marketing
management mode, and the enterprise can implement “unified purchase, unified pricing,
unified sales, unified billing and unified collection” for all coal products. Moreover, coal
enterprise can integrate different quality coal resources. To meet users’ personalized
requirements through regional transfers, distribution processing and diversified products;
to enhance the group’s overall market power by increasing the effective control of
resources; to obtain the scale of marketing channels via the integration of regional sales
channels; to change the traditional marketing department that only pay attention to the
concept of “sales” by endowing marketing department with production and management
responsibilities. In this paper, promoting the implementation of the coal unified marketing
management is a complicated systematic project; it not only involves the personnel,
finance, business administration and commercial law, but also involves multiple companies
and the interests of the relationship between different investment main body. The enterprise
should do well in the top-level design, establishing and perfecting the organization system,
information system, risk control system, performance appraising system and so on. Besides,
it can draw up a plan, and propel the plan step by step. The unified coal marketing
management mode that proposed by this paper is favorable for coal enterprises to adapt to
environmental changes, to enhance marketing management, to increase management level
and to improve management effectiveness, it has certain application values.
Key words： Unified marketing Management model Marketing strategy
Group company management and control