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论文编号：	4195
作者编号：	2220100572
上传时间：	2012/6/5 14:57:05
中文题目：	天津联通大客户3G整体转网项目管理流程研究
英文题目：	Research On The Management Process Of The Tianjin Unicom’s VIP Customer Overall Transfer To 3G Network Project
指导老师：	吴晓芸
中文关键字：	天津联通;大客户;3G整体转网;管理流程
英文关键字：	Tianjin Unicom;VIP Customer;Overall Transfer To 3G Network;Management ProcessTianjin Unicom;VIP Customer, Overall Transfer To 3G Network;Management
中文摘要：	摘 要进入3G时代，国内电信市场形成了中国电信、中国移动和中国联通三足鼎立的格局。为了保持收入持续增长、迎接未来多样化竞争，三大运营商都同时把大客户市场作为企业生存发展的重要支点。可以说，谁能更好的保持原有大客户，在此基础上发展大客户，挖掘大客户更大价值，谁就会在竞争中占有优势，最终成为电信市场的赢家。中国联通公司为了积极适应市场需要，充分利用国家政策，大力推行了大客户3G整体转网项目，在大客户市场竞争中抢得了先机。天津联通公司积极响应集团公司要求，根据天津电信市场竞争实际，开展了大客户3G整体转网项目营销，取得了良好的业绩。然而，由于天津联通组建时间不长，开展3G营销的经验还不足，企业内部在开展大客户3G整体转网项目的方法还有待完善，并且由于种种原因，开展了大客户3G整体转网项目管理水平还较低，这些对天津联通提出了新的要求，要求天津联通建立更加完善的项目管理流程。基于这样的背景，本文通过对天津联通开展的3G业务进行研究，通过分析对大客户3G整体转网项目进行深入研究，利用项目管理有关理论，为天津联通更好地开展大客户3G整体转网项目，建立了比较科学的项目管理流程，最后明确了大客户3G整体转网项目需要的支撑服务体系。通过理论分析和现实分析相结合、规范研究和定性研究相结合的方法进行研究，本文得出以下结论：一、电信大客户是电信企业收入和利润的重要来源，是各电信运营商竞争的重点。 二、3G时代的大客户营销，需要联通由原来的“产品导向”转变为“以客户为中心”经营理念。 三、运用顾客价值和客户关系管理理论分析了当前天津联通3G业务运营现状，指出天津联通开展整体转网业务的必要性。 四、运用项目流程管理理论，从内部管理人员角度，力图构建科学合理项目实施和控制管理流程体系。 五、对项目管理流程体系，引入流程再造的理念。使得现有流程更加趋于合理，更加可行和高效。 六、运用项目人力资源管理理论，对建立一支适应整体转网项目的专业人才提出了设想。七、运用项目风险管理理论，对项目欠费，提出完善信誉度评价系统，从而进一步完善项目流程管理。
英文摘要：	Abstract To enter the 3G era, China Telecom, China Mobile and China Unicom, the three competing domestic telecommunications market. In order to maintain revenue growth, to meet the future diversification of competition, The three operators are targeting the VIP customers market it as an important fulcrum of their own business survival and development. It can be said, who better to maintain the existing VIP customers, on this basis, the development of large customers, and mining VIP customers greater value, Who will be an advantage in the competition, and ultimately become the winner of the telecommunications market. China Unicom to actively adapt to market needs, take full advantage of national policies, Vigorously promote the VIP Customer Overall Transfer To 3G Network project, grab the competition opportunity in the market of large customers. Tianjin Unicom positive response to the requirements of the Corporation, According to the actual the Tianjin telecom market competition, actively carry out the project marketing, Achieved good results. However, due to Tianjin Unicom set up time is not long, Launch 3G sales experience is also a lack, internal methods carried out to should be improved. And for various reasons, the management carried out of the VIP Customer Overall Transfer To 3G Network project is still relatively low. For these new requirements, Tianjin Unicom should establish a more perfect internal project management processes. Based on this background, this article first study, carried out in Tianjin Unicom 3G business. Secondly, in-depth study on the VIP Customer Overall Transfer To The 3G Network Project, Using of project management theory, to better for Tianjin Unicom carried out more methods in the VIP Customer Overall Transfer To The 3G Network project，established a more scientific internal management processes. Finally, did a clear need to support service system in the VIP Customer Overall Transfer To 3G Network project. Combination of theoretical analysis and realistic analysis, specification research and qualitative research method of combining study concluded as follows: First, telecommunications VIP customers are an important source of revenue and profit of telecommunication enterprises is the focus of all telecom operators to compete. Second, the 3G era of customer marketing, needs to be connected by original ‘product-oriented’ into the ‘customer-centric’ business philosophy. Third, application of customer value and customer relationship management theory to analyze the current situation of Tianjin Unicom3G business operation, points out the necessity of the VIP Customer Overall Transfer To The 3G Network Project. Fourth, application of project management theory, from the internal management angle, tries to construct a scientific and reasonable project implementation and control management system. Fifth, introduce the process reengineering concept, the existing process more reasonable, more feasible and efficient. Sixth, use human resource management theory, on the creation of an adaptation of the VIP Customer Overall Transfer To The 3G Network Project are put forward. Seventh, use project risk management theory, the arrears of the project proposed to improve the credibility of the evaluation system; recommendations for the loss of customers may generate calls warning systems, in order to further improve the project process management.
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