Core Viewpoint - The Beijing Sales Company of China Petroleum has implemented a "Party Building + Amiba" management model, enhancing political leadership and organizational cohesion through the establishment of Party member responsibility zones, leading to innovative paths for integrating Party building with business operations and achieving positive results. Group 1: Establishment of Responsibility Zones - The creation of Party member responsibility zones is based on precise division, with 52 zones established according to the business of each Party branch, ensuring that responsible individuals are selected based on strict criteria [1][2]. - The selection process for group leaders involves self-recommendation by Party members and democratic recommendations, focusing on qualities such as political integrity, good conduct, strong skills, and a sense of responsibility [1]. Group 2: Effective Measures and Actions - The focus on practical measures in the responsibility zones includes addressing risks and resolving conflicts, with a commitment to executing specific tasks effectively [2]. - The Yi Zhuang Party branch's Amiba group has targeted market expansion challenges by providing on-site services, while the Daxing East Party branch has improved warehouse management through standardized practices, enhancing efficiency and clarity in product placement [2]. Group 3: Assessment and Motivation - The establishment of strict assessment and incentive mechanisms is crucial for the internal motivation of responsibility zones, with a focus on practical results and performance evaluation [3]. - The assessment results of the responsibility zones are integrated into the monthly inspections and management improvements, fostering a competitive atmosphere among Party members [3].

Group 1 - The core idea of the article emphasizes the integration of "Party Building + Amiba" model to enhance operational efficiency and marketing capabilities within the Beijing Sales First Branch of China Petroleum [1][2] - The West City team has implemented a special action plan that includes "three leaderships, two integrations, and one division," focusing on leadership in execution, supervision, and training among party members [2][3] - The team has established three task forces: marketing assault group, on-site assault group, and compliance supervision group, to enhance service quality and ensure compliance in operations [3] Group 2 - The West City team leverages a digital management platform and customer-centric strategies to drive sales, particularly during promotional activities like the "Spring Outing Season" [4] - The team has created specialized product displays and offers, such as fresh fruits and essential travel items, to meet customer needs during the spring travel season [4] - The party members and key employees actively participate in operational initiatives, fostering a strong team culture that emphasizes readiness and success in achieving business goals [4]

Core Viewpoint - The integration of "Party Building + Amiba" management model has effectively enhanced the operational efficiency and service quality of the company, leading to improved performance and customer satisfaction [1][2][3] Group 1: Party Building Initiatives - The company has established a "3+1+F" work mechanism to strengthen the foundation of party building and integrate it into operational practices [1] - A "Party Member Oil Benefit Day" initiative has been launched, where party members assist at gas stations during peak times to enhance customer service [1] Group 2: Amiba Management and Performance Improvement - The combination of party building and Amiba management has facilitated better communication and problem-solving, resulting in improved operational efficiency [2] - Detailed market analysis was conducted around six gas stations to understand regional environments and consumer levels, leading to targeted operational strategies [2] Group 3: Service Innovation and Brand Development - The company has focused on enhancing service quality to maintain competitiveness in the market, including optimizing data processes for better operational decision-making [3] - Strategies have been implemented to improve charging service efficiency, such as optimizing peak charging times and encouraging timely vehicle departures, which has increased daily service to 150 electric vehicle owners [3]