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论文编号：	323
作者编号：	052246
上传时间：	2008/1/2 9:50:32
中文题目：	基于价值链的中国移动天津公司3G
英文题目：	3G business model research of
指导老师：	周建
中文关键字：	商业模式 价值链 3G 中国移动
英文关键字：	Business Model Value Chain/
中文摘要：	3G是全球通信界关注的焦点问题，作为一种先进的电信技术，它带来的不仅是技术的演进和服务的丰富，更是产业格局和游戏规则的变化。3G牌照的发放已经越来越近，与3G相关的企业备受瞩目。中国移动天津公司作为天津市场上最大的移动通信运营商，独立运营八周年以来在天津市场上取得了骄人的业绩。但是2G时代的辉煌能否延续到3G时代。毕竟2G的商业模式与3G的商业模式并不完全相同。在新的历史条件下，中国移动天津公司如何通过商业模式的转变来创造新的价值，如何通过调整价值链的各个环节来对价值进行重新分配？本文主要依据价值链理论和国内外的实践对3G商业模式进行分析，进而研究中国移动天津公司在3G时代的商业模式策略问题。 全文分为六章。第一章是绪论。该章起到了启下的作用，主要介绍了论文选题的背景、意义以及论文的内容和结构。第二章是相关概念和理论基础。本章介绍了移动通信的3G技术标准，论述了价值链理论及商业模式理论的发展阶段、内涵和应用。第三章是中国移动天津公司发展3G业务的环境分析。本章概要介绍了全球3G业务的区域发展走势，重点分析了中国四大运营商在3G市场的发展战略以及天津通信市场的运营特点。第四章是3G业务价值链分析。本章首先根据UMTS Forum提出的3G业务框架和现有的3G业务介绍，提炼出移动通信的3G业务特征；接下来，运用案例分析的方法，总结出3G时代移动通信的价值链，并据此提出3G时代运营商可采用的七大商业模式；最后，概要介绍了3G运营商应用七大商业模式的实践经验。第五章是3G框架下的中国移动天津公司价值创造模式。本章首先回顾了中国移动天津公司现有的价值链及商业模式；在此基础上，结合天津滨海新区未来的信息化发展需要，总结出天津本地的3G商业模式发展趋势；最后，根据第四章的结论，提出对中国移动天津公司3G商业模式的建议及实施方案。第六章是结论与政策建议。 本文的结论是：3G时代，业务的核心价值将更加偏向于内容及服务，对于运营商所垄断的电信网络资源的价值依赖度逐渐降低。3G时代运营商的竞争将更加趋向于价值链控制权的竞争。因此，中国移动天津公司首先要找准定位，明确其在价值链上担负的角色，在移动门户提供商和运营商的基础上介入手机终端和内容/应用服务环节，扮演价值链集成者和整合者的角色。电信运营商只有将参与到价值网中的各个节点进行良好的整合，以良好的商业模式塑造服务品牌，利用第三方资源做大、做专，才能够持续盈利，获得更大的竞争优势。
英文摘要：	3G (3rd Generation Mobile Communication System) is the focus which the global telecommunication industry pay attention to. As one kind of advanced telecom technologies, 3G brings not only the evolution of technology and the rich of services, but also the changes of the structure of industries and the regulation of games further. The issuance of 3G license has been getting closer, and 3G-related enterprises became the focus. As the biggest mobile communication operator in Tianjin, Tianjin Mobile has achieved impressive performance at the eighth anniversary of the independent operation. But can the brilliant performance in 2G times always survive？After all，business model in 3G times is not as same as it in 2G times. In the new historical condition, for Tianjin Mobile what strategy should adopt and which adjustment should carry out to gain predominance in the competition of 3G? This thesis analyses business models and further discusses the strategic choice of Tianjin Mobile in 3G times mainly according to the theory of value chain and the practice at home and abroad. The thesis is divided into 6 parts. The first part introduces the main topics on the background papers, as well as the paper's content and structure. The second part is the related concepts and theoretical foundations. This part describes 3G technology standards，analyzes the developing phases, connotation and appliance of the theory of value chain and business model. The third part is the environmental analysis about developing 3G business. This chapter provides an overview of the global 3G business developing trend, analyze the 3G strategy of China's four major operators in the 3G market and the characteristics of the Tianjin communications market. The forth part is analysis of the 3G business value chain. Firstly, based on the 3G service framework and the existing 3G services, this chapter extracts the 3G business characteristics. Next, sum up 3G mobile communications value chain using case method and accordingly put forward seven business models; finally, analyze practical experience of seven business models briefly. The fifth part is value-creating model of Tianjin Mobile in the 3G framework. Firstly, this chapter reviewed the existing value chain and business models of Tianjin Mobile; On this basis, combining information demand of Tianjin Binhai New Area, sum up the 3G business model developing trends; Finally, in accordance to conclusions of the forth part, give the suggestion of 3G business model and implementing program for Tianjin Mobile. The sixth part is conclusions and policy recommendations. In 3G times, the core values of business will be even more biased in content and services. The competition of the value chain of industries will gradually replace the traditional competition and become the focal point of the competition between telecom runners in 3G times. Therefore, Tianjin Mobile should orientate precisely, base upon the mobile communication meshwork providers and telecom runners to intervene the cell phone terminal and the link of the content/service appliance, to act as the collector and integrator. If operators integrated value chain, built brand with a good business model and cooperated with partners, it would sustain profitability and gain greater competitive advantages.
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