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论文编号：	8245
作者编号：	2120132819
上传时间：	2016/6/4 22:47:07
中文题目：	中国电信公司竞争战略研究
英文题目：	Study on the Competitive Strategy of China Telecom Co.
指导老师：	柳茂平
中文关键字：	中国电信公司,竞争战略,价值链构建,战略资源,核心能力
英文关键字：	China Telecom Company, Competitive strategy, Value chain construction, Strategic Resource, Core Competency
中文摘要：	电信业作为国家重要的服务行业，肩负着服务国民经济、拉动GDP增长、促进信息产业发展、促进国家创新、拉动居民消费、改善民生之大任，具有不可替代性；并且是关系到信息安全和国家安全的特殊行业。随着整个通信产业技术和市场的迅速更新换代，电信业对国民经济的拉动也逐渐从直接拉到到间接辐射带动转型，电信业对国民经济的支撑能力仍在不断加强。电信业是一个全程全网的体系，同时也是一个自然垄断的产业，但随着整个行业的持续深化改革，我国电信业由政企合一的国有垄断逐渐走向市场化竞争。 电信业面临同业间的激烈竞争与来自新兴OTT的市场挑战。我国电信业历经六次改革，最终形成移动、电信、联通三大全业务运营商，在全国范围内进行全产品线竞争，不仅促进了网络的快速升级迭代与资费的飞速下降，同时也正在促使运营商改变着现有的管理模式与经营模式。随着3G与4G网络的建设部署与成熟运营，我国移动互联网行业逐渐发展壮大，各种移动互联网公司如雨后春笋般涌现出来，繁荣的背后，是行业间藩篱的打破，移动互联网的方兴未艾正在大规模侵蚀着传统电信运营商的基础业务，例如以微信为代表的即时通信软件在一定程度上取代了传统手机通话与短信息业务，而且形势正在逐步恶化。 国家对电信业的政策也在发生改变。2013年初，工信部出台《移动通信转售业务试点方案》，启动移动通信业务转售试点，至此42家民营企业获牌，虚拟运营商的出现加剧了电信业的竞争激烈程度。2014年7月，中国铁塔公司的成立，标志着三大运营商 “网业分离”的开端，“网业分离”让三大运营商失去了核心网络资源，这使得三大运营商可能在未来被严重虚拟化。2014年5月9日，工信部与发改委联合发布了《电信业务资费实行市场调节价的公告》，放开所有电信业务资费，取消电信资费审批，所有电信资费将执行市场化调节，这意味着电信资费将完全市场化，由企业自主定价。2014年年底，工业息部出台了《关于向民间资本开放宽带接入市场的通告》，全面深化电信业改革，鼓励民间资本参与基础电信领域项目，使得民营资本参与电信基础建设成为可能。 面对这些来自政策与市场的诸多不利变化，传统运营商是坐以待毙，被逐渐沦为管道化，还是积极追随这个伟大时代，拥抱移动互联网，改变竞争战略，快速转型，实现创新发展？很显然，作为三大传统通信运营商之一的中国电信公司坚定的选择了后者。 中国电信集团公司成立于2000年，注册资本2204亿元人民币，资产规模超过7000亿元人民币，年收入规模超过3800亿元人民币。作为中国主体通信企业和最大的基础网络运营商，拥有世界第一大固定电话网络，复盖全国城乡，通达世界各地，成员单位包括遍布全国的31个省级企业，经营各类通信产品与服务。近年来，通信产业日益呈现大变革、大融合的发展趋势，中国电信公司打破传统思维禁锢，全面深化企业改革，持续推进战略转型：优化客户服务方式、扩大价值创造领域，通过市场化运作深层次激发企业活力，通过差异化经营持续打造竞争优势，进一步解放生产力、增强企业发展动力，推动公司向互联网化运营模式演进,实现中国电信公司新的发展。 本文以中国电信公司为案例进行竞争战略研究，运用波特的竞争战略理论和企业战略的资源能力理论，借助PEST宏观环境分析，SWOT分析模型，波特五力模型，价值链分析，资源和能力分析等理论工具，对中国电信公司企业内外环境中的机会和不利因素及优劣势进行了分析。在此基础上，选定了公司竞争战略，并基于该战略对公司的价值链构建和战略资源与核心能力的识别与提升给出了对策。 全文分为五章：第一章，为本文选题的背景和意义，并对研究方法和研究框架进行介绍。笔者以当前产业大变革、大融合为背景，从电信业竞争性改革、通信技术演进、移动互联网冲击、国家政策调整、资费市场化、运营商自我转型等方面分析我国电信业与中国电信公司面临的新形势、新变化；并从电信业前景、企业产权性质、行业重要性、国际化等方面阐述选题意义；并选用理论应用分析和案例分析法进行研究，对研究内容与框架进行介绍。第二章，对本文所选用相关理论进行简要回顾。笔者先对企业战略管理理论进行了系统阐述，然后对本文选用战略管理理论工具进行了逐一介绍，包括PEST 分析模型、竞争战略理论、竞争结构五力模型、一般竞争战略、价值链理论、企业战略的资源能力理论等理论工具。第三章，首先从政治、经济、社会文化、科学技术环境四方面分析中国电信公司所处的外部环境；其次使用波特的五力分析模型分析企业所处的产业环境；最后通过产品市场现状分析、价值链现状分析与现有资源和能力分析剖析企业所处的内部环境。第四章，通过分析企业面临的机会和威胁及自身优势和劣势，进行细分业务选择分析，提出差异化竞争战略；第五章，基于该战略，给出企业价值链构建和战略资源、核心能力的识别与提升的相应对策。 通过本文的分析和研究，希望可以对中国电信公司未来发展提供参考，并希望获得行业内其他公司借鉴，提升企业竞争力，实现持续快速发展。
英文摘要：	Telecommunications industry is an important service industry in China, shouldering the responsibility of servicing national economy, pushing the growth of GDP growth, promoting the development of the information industry, and national innovation, pulling consumption, and improving the quality of the people's life. It can not be replaced, and relate to information security and national security. With the rapid replacement of the entire communications industry technology and market, the telecommunications industry drives the national economy indirectly gradually, but the supporting capacity of telecommunication industry on national economy is still strengthening constantly. The telecommunications industry is not only a whole network system, also a natural monopoly industry. But with the deepening of the reform of the whole industry, China's telecommunications industry monopolized by the government and enterprise is gradually toward the market competition. Telecommunications industry is facing the fierce competition between the same industry and the emerging OTT's market challenges. China Telecommunications Industry experienced six reforms, and finally form three whole business operators mobile, telecom, China Telecom Company that enjoy the full product line competition in the country, and it is not only promoting the network upgrading rapidly and rapidly decline invest, while also prompting operators to change the existing management model and the business model. With the deployment of 3G and 4G network's construction and mature operation, mobile Internet industry in China is growing gradually, a variety of mobile Internet companies have mushroomed like bamboo shoots in spring. But behind the prosperity, the inter industry barriers has been broken. The rise of the mobile Internet is eroding the traditional telecom operators on the basis of the business on a large scale, such as wechat, as the representative of the instant communication software replaced the traditional phone calls and SMS (short message service) in a certain extent and the situation is gradually deteriorating. National policy on the telecommunications industry is also changing. At the beginning of 2013, the Ministry issued the mobile telecommunication resale service pilot project , launching the mobile communications resale business pilot. So far 42 private enterprises have been licensed. Virtual operators aggravates the intensity of competition in the telecommunications industry. July 2014, he establishment of China Tower company, marking the beginning of “separation of network industry”in the three major operators. The “separation of the network industry” makes the three operators lost the core network resources, which makes the three operators serious virtualization in the future possibly. In May 9, 2014, the Ministry of industry and the national development and Reform Commission jointly issued the telecommunications services to implement the market price adjustment notice. Liberalization of all telecommunications services, the abolition of telecommunications tariff approval, all telecommunications charges implementing market regulation, means that the telecommunications tariff will be fully market-oriented, independently priced by the enterprise. By the end of 2014, the Ministry introduced regarding to the broadband access market open to private capital of the notice, that deepens the reform of the telecommunications industry, encourages private capital to participate in the field of basic telecommunications project and makes the private capital to participate in the telecommunications infrastructure possible. In the face of these adverse changes from the policy and market, which do the traditional operators do, wait for their demise and gradually become channelization or actively follow this great times, accept the mobile Internet, change the competitive strategy, rapidly take the "transformation", and eventually realize the innovation development? Obviously, as one of the three major traditional telecommunications operators, China Telecom Company firm choses the latter. China Telecom Company was founded in 2000. The registered capital of the company is 220 billion 400 million yuan. The size of the company’s assets is over 700 billion yuan. The annual income of the company is more than 380 billion yuan. This thesis is composed of five chapters: chapter one is the background and significance of this topic, and the research method and framework are introduced. The author to the industrial revolution and integration as the background, from the competition in the telecommunications industry reform, communication technology evolution, the impact of the mobile Internet, national policy adjustment, tariff market, operators self transformation of China telecommunications industry and China Telecom Company is facing the new trend, new changes: the significance of the topic is elaborated from the aspects of the telecommunications industry prospect of enterprise property right nature, the importance of industry, such as the international; and selection of theory analysis and case analysis method to study, the research content and framework are introduced. In chapter two, the related theories are reviewed briefly. The theory of enterprise strategy management system are described. Then the strategy management theory and tools for the selected are introduced one by one, including PEST analysis model, competitive strategy theory, Porter's five forces model of competition structure, general competitive strategy, value chain theory, enterprise strategy resource capacity theory tools. The third chapter, first of all, from the four aspects of the political, economic, social, cultural, scientific and technological environment analysis, external environment of China Telecom Company; followed by the use of Porter's five forces analysis model analysis of the enterprise the analysis of industrial environment of enterprise. Finally, through the current situation of product market analysis, value chain analysis of the status quo and existing resources and capacity analysis of enterprise internal environment analysis. The fourth chapter, through the analysis of the opportunities and threats faced by the enterprise and its advantages and disadvantages, business segment analysis, put forward the competitive strategy of differentiation; the fifth chapter, based on the strategy, gives the enterprise value chain construction and strategic resources and the core ability of the recognition and promotion of the corresponding countermeasures. Through the analysis and research methods of this paper, It is hoped that this study provide reference for the future development of the China Telecom Corp, and hope to obtain other companies in the industry for reference, to enhance the competitiveness of enterprises, to achieve sustained and rapid development.
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