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论文编号：	14248
作者编号：	2320213486
上传时间：	2023/12/9 20:42:44
中文题目：	中国联通T分公司5G业务竞争战略研究
英文题目：	Study on the Competitive Strategy of China Unicom T Branch''''''''s 5G Business
指导老师：	薛红志
中文关键字：	5G业务；电信运营商；竞争战略；竞争优势
英文关键字：	5G business; Telecom operator; Competitive strategy; Competitive advantages
中文摘要：	新发展格局赋予企业新使命，新兴技术产业使企业竞争博弈更加激烈，由产业创新引发的全球产业新布局和分工新体系正在形成。我国经济已转向高质量发展阶段，网络强国、数字中国、智慧社会建设步伐加快，数字基础设施成为新一轮经济增长新动能。5G作为数字经济领域重要技术，给全球社会政治、我国经济文化以及人们生活方式带来了深刻影响，通信行业市场竞争日趋激烈。 中国联通T分公司作为我国四大电信运营商之一——中国联通的分支机构，在5G快速发展的时代面临更多的挑战与机遇。一方面，企业的5G业务盈利能力不足，5G业务成本高昂，产品同质化、市场竞争激烈等现状，给公司的经营发展带来较大压力；另一方面，5G带来的变革和机遇，将推动包括公司在内的全球通讯业可持续进步和发展。因此，中国联通T分公司如何应对5G发展带来的企业内外部环境的影响，制定合适的5G业务竞争战略，对巩固和强化企业竞争地位并实现长远发展有重要意义。 本文将中国联通T分公司作为研究对象，将企业战略理论、竞争战略理论、竞争优势理论作为研究基础，分析中国联通T分公司5G业务经营情况及企业内外部环境，重新制定适合的竞争战略。首先，对企业5G业务发展经营现状进行梳理，了解其经营现状及所遇问题；其次，分析其所处宏观经济环境和产业竞争环境，梳理出外部发展环境对企业的影响因素，通过考察产业结构，了解产业运作方式、价值创造方式及分享方式，确定其在产业结构中的位置，同时利用企业资源和能力理论得出公司核心能力及由此形成的竞争优势；然后，结合波特三种基本竞争战略的比较研究，形成中国联通T分公司5G业务应采取的竞争战略——聚焦差异化竞争战略。之后，通过价值链分析对企业内部价值链进行流程优化、重组与再造。为了保障竞争战略的顺利实施，研究所采取的配套保障措施，提出产品建设、安全生产、质量效益、服务交付和人力资源多个保障措施，引导公司5G业务未来发展。
英文摘要：	The new development pattern gives enterprises a new mission, the emerging technology industry makes the competition and game of enterprises more intense, and the new global industrial layout and new system of division of labor triggered by industrial innovation are taking shape. China's economy has shifted to a stage of high-quality development, the pace of building a strong cyber country, a digital China and a smart society has accelerated, and digital infrastructure has become a new driving force for economic growth. As an important technology in the field of digital economy, 5G has brought a profound impact on global social politics, China's economic culture and people's lifestyle, and the market competition in the communications industry is becoming increasingly fierce. As a branch of China Unicom, one of the four major telecom operators in China, China Unicom T Branch faces more challenges and opportunities in the era of rapid development of 5G. On the one hand, the lack of profitability of the enterprise's 5G business, the high cost of 5G business, product homogenization, and fierce market competition have brought greater pressure to the company's operation and development. On the other hand, the changes and opportunities brought by 5G will drive sustainable progress and development of the global communications industry, including companies. Therefore, how China Unicom T Branch responds to the impact of 5G development on the internal and external environment of the enterprise, and formulates appropriate 5G business competition strategies, is of great significance for consolidating and strengthening the competitive position of the enterprise and achieving long-term development. This paper takes China Unicom T Branch as the research object, takes enterprise strategy theory, competitive strategy theory and competitive advantage theory as the research basis, analyzes the 5G business operation of China Unicom T Branch and the internal and external environment of the enterprise, and re-establishes the appropriate competitive strategy. First of all, the status quo of enterprise 5G business development and operation is sorted out to understand its status quo and problems encountered. Secondly, it analyzes its macroeconomic environment and industrial competition environment, sorts out the factors that influence the external development environment on the enterprise, and determines its position in the industrial structure by examining the industrial structure, understanding the mode of operation, mode of value creation and mode of sharing. At the same time, it uses the theory of enterprise resources and ability to obtain the core competence of the company and the resulting competitive advantage. Then, combined with the comparative study of Porter's three basic competitive strategies, it forms the competitive strategy that China Unicom T Branch's 5G business should adopt - focusing on differentiation competitive strategy. Then, through the value chain analysis, the process optimization, reorganization and reconstruction of the internal value chain are carried out. In order to ensure the smooth implementation of the competitive strategy, the research has taken supporting safeguard measures, and put forward multiple safeguard measures for product construction, safe production, quality and efficiency, service delivery and human resources to guide the future development of the company's 5G business.
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