基于价值链整合的甘肃电信企业经营战略转型分析
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摘要
入世以后，我国企业的经营环境发生了根本性的变化。在电信行业，随着企业经营权的逐步放开，国家各种特殊、优惠政策的逐步取消，再加上电信企业竞争的日益激烈，传统电信业务正在受到新技术的挑战而面临萎缩，诸多因素给电信运营商带来了危机，“转型”就成为了电信运营商们的必然选择。本文通过理论联系实际的研究方法，运用相关经营战略理论对甘肃电信的经营环境及经营状况进行分析研究，得出了甘肃电信目前陷于困境的根本原因在于其在产业价值链上参与环节少、没有形成自己的核心竞争力这样一个结论，提出了国有企业必须顺应外部环境变化，以价值链整合、再造为核心调整企业经营战略，以企业现有的优势条件为基础，以强化价值链的关键“战略环节”为导向，进行甘肃电信由传统电信运营商向现代综合信息服务提供商战略转型的思路。同时结合甘肃电信的实际情况，重点分析了以商业运营模式、产品定位战略、服务差异化战略、价值链竞争战略和品牌发展战略等五大战略行动为重点的战略转型模式选择方案，从而确立甘肃电信战略转型实施方案。由于企业战略转型是牵一发而动全身的系统工程，在确立了战略转型方案后，本文还对甘肃电信战略转型的思路与框架进行了阐述，主要包括战略转型的原则的确立，目标定位，实现途径，转型的思路，转型过程中存在的风险及防范措施等等。本文的目的在于通过对战略转型的分析，提升甘肃电信企业竞争力，切实推进战略转型，最终成功实现转型。
After China's entry into WTO, operation environment of Chinese enterprises has changed critically. Changes in the sector of telecommunication include: the opening of managerial authority of the country, the cancel of many favorable conditions and protective policies provided by the state, the up-grating of fierce competition between enterprises within the same sector, the shrink of traditional telecommunication service volume due to the challenge brought by neo-technologies, etc. Under these circumstances, old Chinese telecommunication servers have been push to the edge of a big crisis, and "the transformation of operation mode" has become the only choice they could take. Taking a research method of "applying theories to practice", the author of this thesis tries to analyze the operation environment and operation conditions of Gansu Telecom by using related theories on operation strategies, and comes to the following conclusion: the root of Gansu Telecom's present difficulties lies in its lack of involvement on telecommunication industry's value chain and the enterprise has not formed a core competitive power of itself. To solve this problem and transfrom Gansu Telecom, an SOE, from a telecommunication server of the traditional type into a comprehensive server of modern type, the author introduces the following measures: taking the conformity and recreation of value chain as the core, make Gansu Telecom flexible to the changes of outside environment and adjust its operation strategy; making use of its present advantages and strengthening the key "strategic link" on the value chain, transform the enterprise from a traditional type telecommunication server into a modern and comprehensive type one. Starting with the present conditions of Gansu Telecom and based on the analyse of possible transformation modes, the author tries to find the most proper mode for the transformation of the enterprise. In doing this, the application of five key strategies in each mode is taken into consideration: the strategy of commercial operation mode, the strategy of determining products, the strategy of service variation, the strategy on value chain competition and the strategy of brand promotion. Since strategic transformation is a systematic and the most influential project for an enterprise, after choosing a transformation mode for Gansu Telecom, the author also tries to explain the framework and some key points in the mode, including: basic principles for the strategic transformation, the establishment of targets for the transformation, channels for the transformation, basic ideas for the transformation, risk analysis and risk elimination for the transformation, etc. With the analyses of a strategic transformation mode, the author intends to fulfill the final purpose of this thesis: find an efficient channel for Gansu Telecom to improve the enterprise's competitive power, the push forward its strategic transformation and to achieve a successful transformation.
After China's entry into WTO, operation environment of Chinese enterprises has changed critically. Changes in the sector of telecommunication include: the opening of managerial authority of the country, the cancel of many favorable conditions and protective policies provided by the state, the up-grating of fierce competition between enterprises within the same sector, the shrink of traditional telecommunication service volume due to the challenge brought by neo-technologies, etc. Under these circumstances, old Chinese telecommunication servers have been push to the edge of a big crisis, and "the transformation of operation mode" has become the only choice they could take. Taking a research method of "applying theories to practice", the author of this thesis tries to analyze the operation environment and operation conditions of Gansu Telecom by using related theories on operation strategies, and comes to the following conclusion: the root of Gansu Telecom's present difficulties lies in its lack of involvement on telecommunication industry's value chain and the enterprise has not formed a core competitive power of itself. To solve this problem and transfrom Gansu Telecom, an SOE, from a telecommunication server of the traditional type into a comprehensive server of modern type, the author introduces the following measures: taking the conformity and recreation of value chain as the core, make Gansu Telecom flexible to the changes of outside environment and adjust its operation strategy; making use of its present advantages and strengthening the key "strategic link" on the value chain, transform the enterprise from a traditional type telecommunication server into a modern and comprehensive type one. Starting with the present conditions of Gansu Telecom and based on the analyse of possible transformation modes, the author tries to find the most proper mode for the transformation of the enterprise. In doing this, the application of five key strategies in each mode is taken into consideration: the strategy of commercial operation mode, the strategy of determining products, the strategy of service variation, the strategy on value chain competition and the strategy of brand promotion. Since strategic transformation is a systematic and the most influential project for an enterprise, after choosing a transformation mode for Gansu Telecom, the author also tries to explain the framework and some key points in the mode, including: basic principles for the strategic transformation, the establishment of targets for the transformation, channels for the transformation, basic ideas for the transformation, risk analysis and risk elimination for the transformation, etc. With the analyses of a strategic transformation mode, the author intends to fulfill the final purpose of this thesis: find an efficient channel for Gansu Telecom to improve the enterprise's competitive power, the push forward its strategic transformation and to achieve a successful transformation.
引文
[1] 弗雷德·R·戴维．《战略管理》．经济科学出版社．2001年6月
[2] 拉里·博西迪和拉姆·查兰．《转型》．中信出版社．2004年6月
[3] 迈克尔·波特．《竞争战略》．中信出版社．2002年9月
[4] 杰克·韦尔奇．《赢》．东方出版社．2003年2月
[5] 菲利普·科特勒．《营销管理》．上海人民出版社．2005年12月
[6] 朱厚伦．中国区域经济发展战略．社会科学文献出版社．2004-8
[7] 郎咸平．突围--中国企业战略抉择．东方出版社．2006年8月
[8] 罗纪宁．《企业战略转型中的领导与组织策略》．2007年2月
[9] 克里斯·安德森．《长尾理论》．中信出版社．2006年12月
[10] 詹姆斯·P·沃麦克、丹尼尔·T·琼斯．《精益解决方案：公司与顾客共创价值与财富》机械工业出版社．2006年9月
[11] 迈克尔·西尔弗斯坦、约翰·巴特曼．《顾客要买什么》中国人民大学出版社．2006年10月
[12] 约翰·巴特利．《搜》(The Search)中信出版社．2006年1月
[13] 孙景华．《中国人的管理逻辑》机械工业出版社．2006年1月
[14] (美)詹姆斯．迈天《大转变——企业构建工程的七项原则》．清华大学出版社．1999年4月
[15] 中国通信市场运营商战略转型思路
[16] 2006—2020年国家信息化发展战略
[17] 2006年电信行业分析报告
[18] 甘肃电信企业内部资料
[19] G. Johnson, Re-thinking incrementalism, Strategic Management Journal, 9, (1988)
[20] D.A. Nadler and M.L. Tushman, Managing Strategic Organizational Change (New York Delta Consulting Group, 1986).
[21] Daniel Kahneman and Amos Tversky, "Prospect Theory: An Analysis of Decision Under Risk", Econometrica, 47(March 1979), 263-291;
[22] Green and Yoram Wind. "New Way to Measure Consumer Judgments" [J]. Harvard Business Review, 53 (1975), 107-17.
[2] 拉里·博西迪和拉姆·查兰．《转型》．中信出版社．2004年6月
[3] 迈克尔·波特．《竞争战略》．中信出版社．2002年9月
[4] 杰克·韦尔奇．《赢》．东方出版社．2003年2月
[5] 菲利普·科特勒．《营销管理》．上海人民出版社．2005年12月
[6] 朱厚伦．中国区域经济发展战略．社会科学文献出版社．2004-8
[7] 郎咸平．突围--中国企业战略抉择．东方出版社．2006年8月
[8] 罗纪宁．《企业战略转型中的领导与组织策略》．2007年2月
[9] 克里斯·安德森．《长尾理论》．中信出版社．2006年12月
[10] 詹姆斯·P·沃麦克、丹尼尔·T·琼斯．《精益解决方案：公司与顾客共创价值与财富》机械工业出版社．2006年9月
[11] 迈克尔·西尔弗斯坦、约翰·巴特曼．《顾客要买什么》中国人民大学出版社．2006年10月
[12] 约翰·巴特利．《搜》(The Search)中信出版社．2006年1月
[13] 孙景华．《中国人的管理逻辑》机械工业出版社．2006年1月
[14] (美)詹姆斯．迈天《大转变——企业构建工程的七项原则》．清华大学出版社．1999年4月
[15] 中国通信市场运营商战略转型思路
[16] 2006—2020年国家信息化发展战略
[17] 2006年电信行业分析报告
[18] 甘肃电信企业内部资料
[19] G. Johnson, Re-thinking incrementalism, Strategic Management Journal, 9, (1988)
[20] D.A. Nadler and M.L. Tushman, Managing Strategic Organizational Change (New York Delta Consulting Group, 1986).
[21] Daniel Kahneman and Amos Tversky, "Prospect Theory: An Analysis of Decision Under Risk", Econometrica, 47(March 1979), 263-291;
[22] Green and Yoram Wind. "New Way to Measure Consumer Judgments" [J]. Harvard Business Review, 53 (1975), 107-17.