联系我们

论文查询结果	返回搜索

论文编号：	6777
作者编号：	2120123027
上传时间：	2014/12/6 8:03:56
中文题目：	天津电信流量经营竞争战略研究
英文题目：	Research on Flow Management Competitive Strategy of Tianjin Telecom Branch
指导老师：	周建
中文关键字：	电信运营商;流量经营;竞争战略
英文关键字：	Telecom Operators; Flow Management; Competitive strategy
中文摘要：	随着通讯技术和互联网技术的发展，通讯行业继续保持高速发展，三大运营商的营业收入均保持在较高的水平，但是各业务增长比率呈现较大的差距，传统移动语音、短信业务因受互联网OTT业务的冲击，增长趋势出现放缓，而数据流量呈现爆发式增长，流量及移动互联网类收入环比增长高达30%。通讯行业发展呈现两大趋势，一是移动用户市场饱和，传统基础通信业务增长放缓或下降，手机数据流量成为拉动收入增长新动力；二是移动互联网的发展推动通信业从封闭到跨界融合发展，封闭式的发展变为开放式发展。另外，通讯业营业税改为增值税，加重了运营商的税负。为了减轻税改的不利影响，适应跨界融合的产业趋势，避免被管道化，运营商纷纷提出新的战略转型要求。 本文以天津电信流量经营竞争战略为研究对象，运用竞争战略理论、PEST分析模型、五力分析模型以及SWOT分析模型对天津电信内外部环境进行分析，立足天津电信的资源和能力，借鉴国内外运营商流量经营的经验和做法，选择以差异化竞争战略为主，集中化战略为辅的综合竞争战略。本文从产品、渠道、服务以及平台四个方面给出差异化竞争战略实施的具体途径，提出在高校校园市场和中小企业市场实施集中化竞争战略的具体途径。此外，本文从转变经营理念，组织变革和网络建设方面给出了实施竞争战略的保障措施。 天津电信作为北方典型的弱势运营商，在北方各省电信公司中具有代表意义。本文希望通过对天津电信流量经营竞争战略的研究，能够为北方各省电信改善流量经营情况，落实集团公司战略转型的要求，在夹缝中求得生存和发展起到一定的参考和借鉴作用。
英文摘要：	With the development of telecommunications and network technology, telecom industry keeps developing at a high speed. The top 3 telecom companies, China telecom, China mobile and China Unicom, all have high revenue these years. But the growth rate of subdivided sectors is different. Under the attack of network OTT business, the increase of traditional Voice and text services slow down. On the other hand, data flow business has an explosive growth. The income from network flow and mobile internet increase 30% a year. There are two trends in telecom industry: For one thing, mobile market by subscribers has been saturated, traditional communication services encounter slower growth or a decline, the business of mobile data flow contributes more to the telecom companies’ whole revenue. For another thing , The increasing development of mobile network promotes telecom industry from enclosed development to cross-border integration. In addition, communication industry moved to replace the business tax with a value-added tax, which place ever greater tax burden on telecom operators. To reduce the impact of tax reform program, and adapt to the trend of cross-border integration, all telecom operators seek strategy transformation. If not, they would be channelized. This research takes the flow management Competitive Strategy of Tianjin Telecom Branch as the studying object, using the theory of competitive strategy, PEST analysis , Porter five forces model, and SWOT analysis, analyzed the internal and external environment of China Telecom Tianjin Company. Based on the resources and capability of Tianjin Telecom, and learning from the experience and practice of inter-external telecom operators, then this paper suggest Tianjin Telecom implement the integrated competitive strategy of giving priority to differential competitive strategy, supplemented by centralized strategy. This paper gives specific ways of implementing the competition strategy from four aspects, including product, distribution channels, service and platform. The implementation of specific way of centralized competitive strategy in campus and SEMs was also proposed in this paper. In addition, this paper includes the guarantee measures of the implementation of competitive strategy, from business philosophy, organizational reform and network construction. As the typical vulnerable operator in North China, Tianjin Telecom undoubtedly is one of the representative companies. This research hope that through studying of the flow management Competitive Strategy of Tianjin Telecom Branch, help the other provincial companies to improve the flow management , and to carry out the strategy transformation requested by headquarter, making a living and development as a result.
查看全文：	预览  下载(下载需要进行登录)