东莞移动全业务运营环境下信息化业务发展策略研究
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摘要
随着移动通信技术的高速发展及人民通信需求的多元化,电信运营商的业务发展也从基于设施向基于服务和内容的全业务运营转变。通过近几年通信行业的重组和3G牌照的发放,国内中国移动、中国电信、中国联通三大电信运营商积极在全业务运营环境下开展了更全面、更激烈的竞争。信息化业务作为全业务下开辟的蓝海战场,各运营商更是志在必得,并积极推出各项业务,以占领新市场的制高点。国外电信运营商在信息化业务方面已较成熟的发展案例和策略,为国内的电信业发展提供的参考。
东莞市作为一个经济发达的地级市,其通信市场也蓬勃发展,在全省乃至全国来说具有举足轻重的地位。在充满机遇和挑战下,未来几年内,信息化业务市场将成为运营商的必争之地,三家电信运营商在信息化业务领域将展开更激烈的竞争。本文以战略管理、消费者行为理论为基础,对东莞移动在个人、家庭及集团市场的信息化业务发展策略进行研究。文中提出促进信息化业务需求和发展的关键因素,并分析了国内外的通信市场信息化业务的现状、特点和发展策略,最后结合东莞市产业经济环境、通信市场竞争环境及消费需求特点进行分析,指出东莞移动当前在信息化业务发展的优势及不足,提出适合于东莞移动在全业务运营环境下面向个人、家庭及集团的信息化业务发展策略,以促进其在新的况环境下实现持续发展。
As the development of mobile telecommunication technology and diverse communication needs of the people, telecom operators’services are changing from basing on equipment to basing on services and content Full Service Operation as well. After the telecom industry restructured and 3G-licence awarded, China Mobile、China Telecom and China Unicom have started much more fierce overall competitions in the Full Service Operation environment. Informationization Sevices which are the Blue Ocean Strategy in the Full Service Operation,is the Commanding Point that every telecom operator supplies new services frequently in order to occupy the Commanding Point. As the Informationization Sevices in overseas telecom operators have been better commercial developing cases and strategies, they are good samples for domestic corporations.
As an economically developed prefecture-level city, Dongguan has a large telecommunication market that plays a decisive role in Guangdong Province and the country. In the new situation of the Full Service Operation that is All of opportunities and challenges, Informationization Sevices market will be the vital market,the three telecom operators in China must star a much more fiercely in the field of the Informationization Sevices. This article is based on strategy management and the theory of consumer behavior, using the some analysis tools, research the development strategy of Informationization Sevices that personal、family and group oriented in the Full Service Operation situation. In this article At first, analyse key factors that can boost the demand and development of Informationization Sevices. Then, it will refer to the present situation、characters and development strategy of the Informationization Sevices in telecommunication market at home and abroad, And then, it will make a analysis about the competition environment and consumption demand about telecommunication market, according to the industrial and economic environment in Dongguan, in order to indicate the advantages and disadvantages of the development about Informationization Sevices in China Mobile Group Dongguan Branch. In the end, this paper will give advice about the development strategy of Informationization Sevices that personal、family and group oriented in the Full Service Operation situation,for the sake of promoting the Long-term development project of China Mobile Group Dongguan Branch come true.
东莞市作为一个经济发达的地级市,其通信市场也蓬勃发展,在全省乃至全国来说具有举足轻重的地位。在充满机遇和挑战下,未来几年内,信息化业务市场将成为运营商的必争之地,三家电信运营商在信息化业务领域将展开更激烈的竞争。本文以战略管理、消费者行为理论为基础,对东莞移动在个人、家庭及集团市场的信息化业务发展策略进行研究。文中提出促进信息化业务需求和发展的关键因素,并分析了国内外的通信市场信息化业务的现状、特点和发展策略,最后结合东莞市产业经济环境、通信市场竞争环境及消费需求特点进行分析,指出东莞移动当前在信息化业务发展的优势及不足,提出适合于东莞移动在全业务运营环境下面向个人、家庭及集团的信息化业务发展策略,以促进其在新的况环境下实现持续发展。
As the development of mobile telecommunication technology and diverse communication needs of the people, telecom operators’services are changing from basing on equipment to basing on services and content Full Service Operation as well. After the telecom industry restructured and 3G-licence awarded, China Mobile、China Telecom and China Unicom have started much more fierce overall competitions in the Full Service Operation environment. Informationization Sevices which are the Blue Ocean Strategy in the Full Service Operation,is the Commanding Point that every telecom operator supplies new services frequently in order to occupy the Commanding Point. As the Informationization Sevices in overseas telecom operators have been better commercial developing cases and strategies, they are good samples for domestic corporations.
As an economically developed prefecture-level city, Dongguan has a large telecommunication market that plays a decisive role in Guangdong Province and the country. In the new situation of the Full Service Operation that is All of opportunities and challenges, Informationization Sevices market will be the vital market,the three telecom operators in China must star a much more fiercely in the field of the Informationization Sevices. This article is based on strategy management and the theory of consumer behavior, using the some analysis tools, research the development strategy of Informationization Sevices that personal、family and group oriented in the Full Service Operation situation. In this article At first, analyse key factors that can boost the demand and development of Informationization Sevices. Then, it will refer to the present situation、characters and development strategy of the Informationization Sevices in telecommunication market at home and abroad, And then, it will make a analysis about the competition environment and consumption demand about telecommunication market, according to the industrial and economic environment in Dongguan, in order to indicate the advantages and disadvantages of the development about Informationization Sevices in China Mobile Group Dongguan Branch. In the end, this paper will give advice about the development strategy of Informationization Sevices that personal、family and group oriented in the Full Service Operation situation,for the sake of promoting the Long-term development project of China Mobile Group Dongguan Branch come true.
引文
[1]郑艳艳.通信业外部环境分析[J].财经界(学术版), 2010(02): 87-87
[2]刘畅.移动运营商在全业务竞争环境中的转型策略分析[J].武汉交通职业学院学报, 2005, 7(4): 11-14
[3]刘峰,侯雯娜.电信运营商信息化业务发展模式探析[J].市场营销导刊, 2008(05): 30-33
[4] Jane Chang, Xiang Fang, David C. Yen. China's telecommunication market for international investors: opportunities, challenges, and strategies. Technology in Society, 2005, 27(1): 105-121
[5] Lucio Fuentelsaz, Juan Pablo Maicas, Yolanda Poloa. The evolution of mobile communications in Europe: The transition from the second to the third generation. Telecommunications Policy, 2008, 32(6): 436-449
[6]吕琦元,王志勋.东莞统计年鉴[M].北京:中国统计出版社, 2009
[7]宾通文.中国移动全业务运营战略分析[D]: [硕士学位论文].北京:北京邮电大学, 2009
[8]陈慧,王德宠.全业务时代电信消费者心理学[M].北京:人民邮电出版社, 2010
[9]王红梅.电信全球竞争[M].北京:人民邮电出版社, 2001
[10]童晓渝,吴钢,张云勇.后电信时代—产业生态变革与商业模式转型[M].北京:人民邮电出版社, 2010
[11] Ewan Sutherland, Morieux Yves V H. Managing Telecommunications. Computer Networks and ISDN Systems, 1987, 14(2-5): 259-266
[12]包东智.“数字融合”撼动家庭网络市场[J].中国计算机用户, 2005(28): 19-20
[13]舒华英. 3G时代中国电信业的机遇与挑战[J].北京邮电大学学报(社会科学版), 2008, 10(05): 12-16
[14]杨丽娜.从当前消费热点看消费结构发展趋势[J].石家庄法商职业学院教学与研究, 2005(01): 21-24
[15]国家发展和改革委员会.珠江三角洲地区改革发展规划纲要(2008～2020年). 2008
[16] [美]迈克尔A希特, R杜安?爱尔兰,罗伯特E.霍斯基森.战略管理-竞争与全球化(概念)[M].吕巍译.北京:机械工业出版社, 2006
[17]高斌.通信经济学.北京:人民邮电出版社, 2008
[18] [美]德尔I.霍金斯,戴维L.马瑟斯博,罗杰J.贝斯特.消费者行为学(原书第10版).符国群译.北京:机械工业出版社, 2009
[19] Qulinn Mills D. The New Competiters[M]. John Wiley&Sons, 2005
[20] Jason Whalley, Peter Curwen. Consolidation vs fragmentation- The case of the European mobile communications market[J]. European Business Review, 2005, 17: 21-35
[21] Shaw James K. Strategic Management in Telecommunications[M]. Artech House, Boston, London, 2000
[22] Anders Henten, Henning Olesen, Dan Saugstrup, et al. Mobile communications: Europe, Japan and South Korea in a comparative perspective[J]. Info, 2004, 6(3): 197-207
[23] Hande Kimiloglu, Aslihan Nasir V, Suphan Nasir. Discovering behavioral segments in the mobile phone market[J]. Journal of Consumer Marketing, 2010, 27(5): 401-413
[24] Zulima Fernandez, Belen Usero. Competitive behavior in the European mobile telecommunications industry: Pioneers vs. followers[J]. Telecommunications Policy, 2009, 33(7): 339-347
[25] Jolita Kurtinaitiene. Marketing orientation in the European Union mobile telecommunication market[J]. Marketing Intelligence & Planning, 2005, 23(1): 104-113
[26] Chris Freeman, Francisco Louca. As Time Goes by: From the Industrial Revolutions to the Information Revolution[J]. Oxford University Press, 2001: 12-15
[27] Ying Feng Kuo, Ching Wen Yu. 3G telecommunication operators’challenges androles: A perspective of mobile commerce value chain[J]. Technovation, 2006, 26(12): 1347-1356
[28] [美]迈克尔?波特.竞争论[M].高登第译.北京:中信出版社, 2003
[29] Porter Michael E. Competitive Strategy[M]. Free Press, 1998
[30]徐玉. TD-SCDMA与中国的全业务运营市场发展分析[J].移动通信, 2009(01): 20-23
[31]唐舰,凤伟.家庭电信业务发展模式[J].通信企业管理. 2007(7): 17-19
[32]关智华.电信业重组后广东移动全业务运营竞争策略研究[D]: [硕士学位论文].北京:北京交通大学, 2009
[33]陈华平,唐军.移动支付的使用者与使用行为研究[J].管理科学, 2006, 19(6): 48-55
[34]刘艳彬.中国城市家庭生命周期模型构建及与产品消费关系的实证研究[D]: [博士学位论文].吉林:吉林大学, 2008
[35]林培珊.通信运营商家庭信息化商务模式及发展策略研究[D]: [硕士学位论文].北京:北京邮电大学, 2009
[36]唐雄燕,侯玉华,潘海鹏.第3代移动通信业务及其技术实现[M].北京:电子工业出版社, 2008
[37]吴俊峰.全球通家庭计划整合营销竞争战略[J].通信企业管理, 2007(8): 58-59
[38]戴静,姚柒零.中国移动个人与家庭市场的全业务运营研究[J].现代电信科技, 2007(5): 9-14
[39]谭炎明.全业务竞争背景下电信运营商的宽带业务策略[J].移动通信, 2009(17): 46-50
[40]周洪波.物联网:技术、应用、标准和商业模式[M].北京:电子工业出版社, 2010
[41]田绍鹂.全业务运营时代中国移动集团客户营销策略研究[D]: [硕士学位论文].厦门:厦门大学, 2009
[42] Colin Blackman. The public interest and the global: future telecommunicationslandscape, Info, 2007, 9(2/3): 6-16
[43]黄剑琪,周牧.运营商面向企业移动信息化的网络发展策略研究[J].移动通信, 2008(22): 5-8
[44]刘宝进.全业务竞争下的中国移动转型战略[J].合作经济与科技, 2009(03): 84-87
[2]刘畅.移动运营商在全业务竞争环境中的转型策略分析[J].武汉交通职业学院学报, 2005, 7(4): 11-14
[3]刘峰,侯雯娜.电信运营商信息化业务发展模式探析[J].市场营销导刊, 2008(05): 30-33
[4] Jane Chang, Xiang Fang, David C. Yen. China's telecommunication market for international investors: opportunities, challenges, and strategies. Technology in Society, 2005, 27(1): 105-121
[5] Lucio Fuentelsaz, Juan Pablo Maicas, Yolanda Poloa. The evolution of mobile communications in Europe: The transition from the second to the third generation. Telecommunications Policy, 2008, 32(6): 436-449
[6]吕琦元,王志勋.东莞统计年鉴[M].北京:中国统计出版社, 2009
[7]宾通文.中国移动全业务运营战略分析[D]: [硕士学位论文].北京:北京邮电大学, 2009
[8]陈慧,王德宠.全业务时代电信消费者心理学[M].北京:人民邮电出版社, 2010
[9]王红梅.电信全球竞争[M].北京:人民邮电出版社, 2001
[10]童晓渝,吴钢,张云勇.后电信时代—产业生态变革与商业模式转型[M].北京:人民邮电出版社, 2010
[11] Ewan Sutherland, Morieux Yves V H. Managing Telecommunications. Computer Networks and ISDN Systems, 1987, 14(2-5): 259-266
[12]包东智.“数字融合”撼动家庭网络市场[J].中国计算机用户, 2005(28): 19-20
[13]舒华英. 3G时代中国电信业的机遇与挑战[J].北京邮电大学学报(社会科学版), 2008, 10(05): 12-16
[14]杨丽娜.从当前消费热点看消费结构发展趋势[J].石家庄法商职业学院教学与研究, 2005(01): 21-24
[15]国家发展和改革委员会.珠江三角洲地区改革发展规划纲要(2008～2020年). 2008
[16] [美]迈克尔A希特, R杜安?爱尔兰,罗伯特E.霍斯基森.战略管理-竞争与全球化(概念)[M].吕巍译.北京:机械工业出版社, 2006
[17]高斌.通信经济学.北京:人民邮电出版社, 2008
[18] [美]德尔I.霍金斯,戴维L.马瑟斯博,罗杰J.贝斯特.消费者行为学(原书第10版).符国群译.北京:机械工业出版社, 2009
[19] Qulinn Mills D. The New Competiters[M]. John Wiley&Sons, 2005
[20] Jason Whalley, Peter Curwen. Consolidation vs fragmentation- The case of the European mobile communications market[J]. European Business Review, 2005, 17: 21-35
[21] Shaw James K. Strategic Management in Telecommunications[M]. Artech House, Boston, London, 2000
[22] Anders Henten, Henning Olesen, Dan Saugstrup, et al. Mobile communications: Europe, Japan and South Korea in a comparative perspective[J]. Info, 2004, 6(3): 197-207
[23] Hande Kimiloglu, Aslihan Nasir V, Suphan Nasir. Discovering behavioral segments in the mobile phone market[J]. Journal of Consumer Marketing, 2010, 27(5): 401-413
[24] Zulima Fernandez, Belen Usero. Competitive behavior in the European mobile telecommunications industry: Pioneers vs. followers[J]. Telecommunications Policy, 2009, 33(7): 339-347
[25] Jolita Kurtinaitiene. Marketing orientation in the European Union mobile telecommunication market[J]. Marketing Intelligence & Planning, 2005, 23(1): 104-113
[26] Chris Freeman, Francisco Louca. As Time Goes by: From the Industrial Revolutions to the Information Revolution[J]. Oxford University Press, 2001: 12-15
[27] Ying Feng Kuo, Ching Wen Yu. 3G telecommunication operators’challenges androles: A perspective of mobile commerce value chain[J]. Technovation, 2006, 26(12): 1347-1356
[28] [美]迈克尔?波特.竞争论[M].高登第译.北京:中信出版社, 2003
[29] Porter Michael E. Competitive Strategy[M]. Free Press, 1998
[30]徐玉. TD-SCDMA与中国的全业务运营市场发展分析[J].移动通信, 2009(01): 20-23
[31]唐舰,凤伟.家庭电信业务发展模式[J].通信企业管理. 2007(7): 17-19
[32]关智华.电信业重组后广东移动全业务运营竞争策略研究[D]: [硕士学位论文].北京:北京交通大学, 2009
[33]陈华平,唐军.移动支付的使用者与使用行为研究[J].管理科学, 2006, 19(6): 48-55
[34]刘艳彬.中国城市家庭生命周期模型构建及与产品消费关系的实证研究[D]: [博士学位论文].吉林:吉林大学, 2008
[35]林培珊.通信运营商家庭信息化商务模式及发展策略研究[D]: [硕士学位论文].北京:北京邮电大学, 2009
[36]唐雄燕,侯玉华,潘海鹏.第3代移动通信业务及其技术实现[M].北京:电子工业出版社, 2008
[37]吴俊峰.全球通家庭计划整合营销竞争战略[J].通信企业管理, 2007(8): 58-59
[38]戴静,姚柒零.中国移动个人与家庭市场的全业务运营研究[J].现代电信科技, 2007(5): 9-14
[39]谭炎明.全业务竞争背景下电信运营商的宽带业务策略[J].移动通信, 2009(17): 46-50
[40]周洪波.物联网:技术、应用、标准和商业模式[M].北京:电子工业出版社, 2010
[41]田绍鹂.全业务运营时代中国移动集团客户营销策略研究[D]: [硕士学位论文].厦门:厦门大学, 2009
[42] Colin Blackman. The public interest and the global: future telecommunicationslandscape, Info, 2007, 9(2/3): 6-16
[43]黄剑琪,周牧.运营商面向企业移动信息化的网络发展策略研究[J].移动通信, 2008(22): 5-8
[44]刘宝进.全业务竞争下的中国移动转型战略[J].合作经济与科技, 2009(03): 84-87