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论文编号：	174
作者编号：	052295
上传时间：	2007/12/24 8:58:48
中文题目：	天津网通企业发展战略研究
英文题目：	Development strategy study of
指导老师：	李亚
中文关键字：	天津网通 战略 竞争 发展
英文关键字：	Tianjin Netcom strategy/ti
中文摘要：	近年来随着社会经济的发展，通信技术的不断进步，通信行业的市场环境正在发生巨大的变化，通信行业正呈现出新的发展迹象：固定电话业务面临着来自移动电话业务和网络电话业务的双重冲击，业务发展困难；语音业务已经趋于饱和，电信运营商纷纷寻找新的业务增长点；无线接入技术飞速发展，具备颠覆有线接入网络的潜力；软交换技术成熟商用，宽带内容蓄势待发；城镇通信建设差距扩大等等。纵观全球的通信行业，全球大融合和全业务经营已经成为通信行业的发展趋势。在国内，经过多年的通信行业体制改革，通信市场已经形成由移动、联通、电信、网通、铁通和卫通组成的“5+1”竞争格局，市场竞争日趋完全，竞争程度日益激烈。而随着中国加入WTO，面向国际开放中国的电信市场已经被提上日程，相比国内的电信运营商，国外电信运营商无论从通信技术、资金运作还是管理模式方面都存在较大的优势。因此可以预见，随着国外电信运营商进入中国国内电信市场，电信行业的竞争将更加激烈和充分。 天津网通作为天津本地最大的固定电话运营商，主要经营固定电话、宽带上网、网元出租、系统集成等业务，固定电话业务是其主营业务，在固定电话业务受到多重冲击，语音业务发展饱和的大趋势下，目前正面临着主营业务收入下降，利润减少，后续业务增长能力缺乏等一系列问题，而天津网通原本引以为傲的核心竞争力如庞大完善的交换和接入网络，大量的专业通信维护技术人员等等，随着通信技术的飞速发展及通信市场竞争环境的急剧变化，已经失去了原有的优势，甚至成为天津网通继续发展的负担和阻力。如何在当前的环境条件下，快速扭转天津网通的竞争劣势，进而获得长期竞争优势实现持续发展已经成为天津网通必须思考的问题。因此本文对天津网通企业发展战略的研究，具有十分重要的现实意义。 本文旨在通过对天津网通面临的现状入手，分析天津网通的内外部环境，找到天津网通面临的机会和威胁，自身的优势和劣势，以及天津网通陷入当前困境的根本原因，最终提出天津网通的企业发展战略及战略实施的保障策略。 文章首先从通信行业的发展趋势和竞争格局分析入手，得出我国电信行业的竞争呈现以下几个特点：1、经过多次的体制改革和拆分重组，各个电信运营商在网络资源方面已经很接近，原本由网络资源差异而形成的竞争优势正在消失，因此各个电信运营商的竞争焦点正在由网络竞争向服务竞争转变；2、随着电信价值链的演变，如何同外国运营商进行战略合作以及资本合作，与虚拟运营商、增值服务商、内容提供商以及厂商合作，共同刺激客户需求，促进业务增长已经成为各个电信运营商必须考虑的问题。电信运营商之间竞争与合作向更多领域渗透；3、随着电信市场竞争的日趋完全化，价格对于市场竞争的杠杆作用越来越弱，电信市场竞争逐渐强调差异化竞争优势；4、经过多年的电信体制改革，电信市场中一家独大的垄断经营局面已经被打破，电信市场由非完全竞争向完全竞争转变；5、随着电信市场竞争的日趋完全化，大客户对于电信业务收入的贡献也越来越突出，大客户竞争成为焦点；6、随着电信经营领域的扩大渗透，各个电信运营商均面临着进入新领域的机遇和新电信运营商进入自己经营领域的威胁，电信运营商必须注重防御与进攻的统一。 在第三章，运用PEST方法从政策、经济、社会和技术四个方面分析了天津网通面临的一般竞争环境，运用迈克尔•波特的五力模型和SWOT方法对天津网通面临的产业竞争环境进行了细致的分析，总结出天津网通存在的优势和劣势，面临的机会和威胁。在内部环境分析中，本文运用波士顿矩阵对天津网通现有的业务结构进行了详细的分析。在对天津网通面临的内外部环境进行分析的基础上，作者认为天津网通目前面临的问题存在两个层次，第一个层次是如何扭转当前主营业务下降的趋势，缓解竞争劣势从而实现企业的生存。第二个层次是在企业生存的基础上如何获得长期竞争优势从而实现企业的持续发展。针对这两个层次，需要从短期和长期分别制定天津网通的企业发展战略。由此提出了本文的核心章节：第四章天津网通的短期竞争战略和第五章天津网通的长期发展战略。 第四章从天津网通的实际情况出发，总结出天津网通目前面临的困难和危机主要体现在主营业务收入下降、业务附加价值低以及客户对天津网通的服务工作不满意三个方面。认为天津网通为了缓解当前的竞争劣势，扭转业务收入下滑的趋势，实现企业的生存，需要从优化业务结构，压缩运营成本和提高服务质量三个方面实施差异化竞争战略。通过为经营的业务附加区别于竞争对手的特点来获得竞争优势。 虽然通过短期竞争战略的实施，可以从一定程度上缓解天津网通目前面临的危机，但仅仅依靠短期竞争战略的实施并不能从根本上使天津网通获得持续竞争优势，如果导致天津网通经营不善的根本原因得不到解决，只会在将来使天津网通面临更大的危机。因此天津网通在制定短期竞争战略应付面临的危机的同时，还需要从企业未来的发展考虑，找到导致天津网通经营不善的根本原因，制定企业长期发展的转型战略。第六章从全行业的竞争发展趋势出发，提出天津网通需要从成本领先、多元化和一体化三个方面制定长期发展战略。并从转变员工观念、提高员工技能、培养企业文化、树立企业品牌形象、健全组织结构和完善管理制度六个方面结合天津网通的实际情况提出了天津网通长期发展战略的实施保障。 希望本文在企业发展战略方面对天津网通的今后发展有所帮助，并能够为其他同类型电信运营商提供参考。
英文摘要：	Recent years, with the social economy development and keeping advancement of telecom technology, the market environment of telecom business is making big change. New development phenomenon is presented in telecom business: fix phone service is facing shock from mobile phone and IP phone, business development is hard. Voice service is becoming satiety, telecom operators are looking for new business growth points. Wireless access technology is development quickly and has the power to overturn wire access network. With commercial use of soft switch technology, broad band content appliance is ready. The telecom construction gap between city and country enlarge, etc. Global fusion and full service operation have become development tendency in global area. In our country, after perennial organization adjustment, the “5+1” competition which is composed of China Mobile, China Unicom, China Telecom, China Netcom, China Tietong and China Satcom telecom market has been made in telecom market. The competition is being complete and drastic. And after china join the WTO, the opening of china telecom market to foreign telecom operators has been put on agenda. Be compared with civil telecom operators, the foreign telecom operators has big advantages in technology, finance operation and manage model. So we can forecast that the telecom business competition must be more complete and drastic after foreign telecom operators enter civil telecom market. As the biggest civil fix phone operator, Tianjin Netcom provide several telecom service such as fix phone, broad band internet access, net element rent and system integrate etc. Fix phone is the basic business of Tianjin Netcom. After the tendency of fix phone shock and voice service satiety, Tianjin Netcom is faced with a serials of problem such as the decline of basic income, the loss of profit and the absence of follow-up service growth power, and with the fast development of technology and the drastic change of telecom market environment, the core competition such as the huge switch network and access network, large number of professional technicians has lost its advantage. And even become the resistance and burden to the development of Tianjin Netcom. In current environment, how to turn the competition inferiority and get long-term competition advantage has become the problem that Tianjin Netcom must think about. So it has actual meaning to study the development strategy of Tianjin Netcom. In this writing, we try to analyze the inner and outer environment, find out the opportunities and threats, the strength and weakness, and the fundamental reason for Tianjin Netcom’s current difficulty. And finally bring out the development strategy of Tianjin Netcom and the execution insurance. In this writing, we first bring out the competition features by the analyze of the development tendency and competition: 1. After the organization adjustment and industry reform, the differences of network resources between different telecom operators are reduced, the advantage from the difference of network resources are passing off. So the competition focus is changing from network competition to service competition. 2. With the value chain evolution, how to collaborate with foreign telecom operators in strategy and finance, how to collaborate with visual operators, added value providers, content providers and device providers, exciting the needs of consumer, promoting the growth of service, all above are the problem that telecom operators must think about. 3. With the being complete of competition, the leverage of price in competition are weaker and weaker, the differentiation advantage is more important in competition. 4. After perennial organization adjustment, the monopoly situation has been broken, telecom market competition is changing from incomplete to complete. 5. With the completion of telecom market competition, VIP income is more importance for telecom operators, VIP has become the focus of competition. 6. With the expansion of operation area, the telecom operators are faced to the opportunity of access the new area and the access threats of the new telecom operator, telecom operators must regard the unification of attack and defense. In chapter 3, we analyze the general competition environment of Tianjin Netcom by PEST method from policy, economy, socialist and technology. We analyze the industry competition environment by five force model and SWOT method, generalize the strength, weakness, opportunity and threats of Tianjin Netcom. In the analyze of inner environment, we make a detail analyze of Tianjin Netcom’s service structure by Boston matrix. Based on the analyze of the inner and outer environment, the writer think there are two layers in the problem that Tianjin Netcom is faced to. The first layer is how to turn the tendency of basic income’s decline, alleviate the competition inferiority and accomplish the survival. The second layer is how to get long-term competition advantage and accomplish the continue development based on the survival of enterprise. Aim at the two layers, we need to make development strategy from short-term and long-term. So we bring out the core chapters: chapter 4, the short-term competition strategy of Tianjin Netcom, chapter 5, the long-term development strategy of Tianjin Netcom. In chapter 4, we start from the reality of Tianjin Netcom, generalize the difficulties and crisis that Tianjin Netcom is faced to. The difficulties and crisis are represented from the three parts: the decline of basic income, the lack of additional value of service and the dissatisfaction of consumers to the services of Tianjin Netcom. To alleviate the competition inferiority, turn the tendency of income decline and accomplish the survival ,it is necessary to execute the short-term strategy from three parts: service structure optimization, operating cost compression and service quality enhancement. Although the crisis that Tianjin Netcom is faced to can be alleviated in a way by the execution of short-term strategy, Tianjin Netcom can not get continue competition advantage only by the execution of short-term strategy. If the basic reason of mismanagement is not solved, Tianjin Netcom will be faced to bigger crisis in future. So we must find out the basic reason of mismanagement and draw up long-term development strategy. In chapter 6, we bring out the long-term development strategy of Tianjin Netcom from three areas: cost leader strategy, multiplication strategy and integration strategy. And we bring out execution insurance from six parts: change the employee’s thought, enhance employee’s technology, educate enterprise culture, build enterprise brand, refine organization structure and management institution. We hope this writing is benefit for the development of Tianjin Netcom in terms of development strategy and can offer reference to the counterpart of Tianjin Netcom.
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