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论文编号：	6029
作者编号：	2120112532
上传时间：	2013/12/11 10:57:24
中文题目：	天津联通移动增值业务营销策略研究
英文题目：	The Marketing Strategy Research of Mobile Value-Added Service of Tianjin Unicom
指导老师：	李东进
中文关键字：	移动增值业务;天津联通;市场营销策略
英文关键字：	mobile value-added services;Tianjin Unicom;business marketing strategy
中文摘要：	随着通信行业的重组，3G移动通信牌照的发放，电信行业发展格局发生了重要变化。3G业务的技术先进性，以其高速的数据传输能力，为电信业的发展注入新的生机和活力，同时也使三大运营商之间的竞争日趋激烈，各大运营商都面临传统语音业务投资边际效益递减、增量不增收的尴尬局面。发展移动增值业务已经成为提供差异化服务、满足个性化需求、提升公司的品牌形象和大幅度提高公司利润的重要武器，以多媒体、数据业务为代表的移动增值业务必将取代传统的语音业务成为运营商最重要的收入来源。本文首先介绍了环境分析工具，STP理论和营销策略的理论。然后使用PEST宏观环境分析，波特五力模型和SWOT模型分析了天津联通移动增值业务的经营环境，通过分析总结出天津联通在经营移动增值业务过程中存在的一些问题，其中重点指出了天津联通在经营移动增值业务的过程中对市场细分不够，没有根据用户的使用习惯和喜好进行用户市场的细分，而只是进行粗放式的营销管理，其次是天津联通的营销渠道没有能够很好的发挥作用，其中自有渠道存在人员流动性太大，导致培训无法跟上的问题，而社会渠道由于移动增值业务的佣金报酬过低而消极推广移动增值业务。然后是天津联通的营销手段单一的问题，只会通过电话或短信反复骚扰用户的方式推送业务，造成用户对天津联通移动增值业务的反感。最后是天津联通的品牌认知度低导致移动增值业务在推广的过程中遇到困难。本文根据天津联通在移动增值业务经营的过程中所暴露的问题提出了相应的营销策略，先是给天津联通移动增值业务进行市场定位，然后根据业务的定位制定了天津联通移动增值业务的品牌策略，渠道策略，体验策略和服务策略，最后论文从技术，人员和组织这三个方面对营销策略的有效实施提供了保障方案，以保证天津联通能够顺利的实施文中所提到的营销策略，保障移动增值业务的健康快速发展。
英文摘要：	With the restructuring of the telecommunication enterprises and the issue of 3G license， the framework of the telecommunication industry has definitely redesigned. The technical features of 3G services，as well as the high-speed data transmission capability have injected new vitalities into the development of the telecommunications industry. The intensified competition of the traditional voice services between the three operators make them face with the embarrassing situation of the increase in sales and decreasing of profits. The development of 3G value-added services has been an important tool to provide differentiated services and to meet individual requirements，to enhance the company's brand image and substantial increase in company profits. The 3G value-added business of multimedia and data services will replace the traditional voice services to be the most important source of income. This article will first introduce tools used for environmental analysis and theories of PEST and of marketing strategy. With the help of PEST Model method, Michael Porter's Five Forces Model and the SWOT Model, the article will then analyze the business environment of the mobile value-added business of Tianjin Unicom Company. Summarize some problems existing in the development of the mobile value-added business of Tianjin Unicom Company through the analyzing. It particularly points out insufficient market segmentation problem of the mobile value-added business of Tianjin Unicom Company. The company does not segmented customs basing on their habits of using and interests. It only uses a kind of extensive business management. Secondly the marketing channel has not been fully used. Mobility affects training result in the company channel. Low commission turns out to negativities in developing mobile value-added business in the social channel. Thirdly the company uses single means of pushing phone calls or short messages to users which only arouses their disgust. Finally Tianjin Unicom Company has inferior brand awareness. There come difficulties during the popularizing of mobile value-added business. The article will propose the corresponding marketing strategy according to problems exposed in the management process of Tianjin Unicom Company's mobile value-added business. It will first make a market positioning for the mobile value-added business of Tianjin Unicom Company. And then, it will draft a series strategy for brand, channel, experiences and service based on the market positioning. Finally, in order to ensure the rapid and healthy development of the mobile value-added business of Tianjin Unicom Company, this paper provide recommendations on securing effective implementation of marketing strategy from three aspects which are techniques, personnel and organization.
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