中国联通洛阳分公司融合业务优化研究
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摘要
通信行业随着国有大型企业改革的深入进行,中国联通、中国移动、中国电信、中国网通、中国铁通,这五家网络运营商已经整合为中国联通、中国移动、中国电信三家运营公司。其中,中国联通的CDMA网络出售给中国电信,同时与中国网通合并,中国移动与中国铁通合并。重组完成后,三家公司都具有移动网络,固定电话网络,互联网网络,可以同时向用户提供—揽子的网络解决方案。
通信行业间常年的单一业务的“单打独斗”使得同一个用户使用着不同公司的产品,各公司整合后为了稳定现有用户,同时替代同一用户的其它网络产品,竞相推出新的组合产品。“融合产品”这一新鲜的名词也随着通信行业的整合应运而生。由于三家通信公司没有融合产品的设计和营销经验不足,融合产品还不能很好的适应市场的需求,因此尽快拿出适应市场需求的融合产品和营销方案,是各公司迫在眉睫的大事,也是能否又好又快的发展公司的大事。
中国联通洛阳分公司(以下简称洛阳联通)是由原联通和原网通于2008年10月合并而成,公司在固网业务和互联网也方面有着绝对的优势市场份额达到90%,而移网业务占市场份额的28%。公司能否尽快通过融合业务稳定固网业务,同时扩大移网业务市场份额,提升公司的核心竞争力,是公司目前的首要任务。因此,设计的融合产品及配套的营销措施是否适应市场竞争,是关系到稳定现有公司利润来源和提升公司利润的两件大事。总的来说融合业务就是关系到公司今后的稳定和发展。
本文以洛阳联通融合业务设计与营销优化为研究对象,在对公司整体的调研和具体实践的基础上,运用理论分析的研究方法,使用SWOT工具和归纳分析的方法,设计和优化了融合业务在工作中的解决方案,经过一定时期的检验,得到了相对理想的效果,对整个通信行业融合业务的发展具有相对的参考价值。
With the deepening reform of china's large state-owned enterprise, China's Communications industry: China Unicom, China Mobile, China Telecom, China Netcom, and China Railcom, the five network operators have been integrated as China Unicom, China Mobile, China Telecom, three operating companies. Among them, China Unicorn's CDMA network was selling to China Telecom, and merged with China Netcom, China Mobile and China Railcom merged. After Restructuring was completed, the three companies all have a mobile network, fixed telephone network, Internet network; and simultaneously provide users with a package of network solutions.
Since those years, the single service of communications industry makes the same user using different products from different companies; After the merger of the company , in order to stabilize the existing users, while replace the other networks used by the same user, they started to produce a new product: combined products, "combined products," the new term has emerged as the integration of the communications industry. As the integration of three communications companies without experience in product design and marketing deficiencies, combined products also are not well adapted to market demand, so as soon as possible to come up to meet the market demand for integrated products and marketing programs, is the company's imminent event, but also the event which related to the sound and rapid development of the company'.
China Unicom Luoyang Branch (hereinafter referred to Luoyang Unicom) was merged by former Unicom and Netcom. in October 2008, the company has an absolute advantage in the fixed-line business and the Internet which was taken the market share of 90%, while net services only taken the market share of 28%. Whether or not the Company could stabilize 's ability to stabilize fixed-line business through the integration of services as soon as possible, while expanding the market share of mobile network services, to enhance the company's core competitiveness, is the company's top priority. Therefore, the integration of product design and supporting marketing measures to adapt to market competition is related to the stability of existing sources of corporate profits and could enhance the profits of the company. Overall convergence business is related to the company's future stability and development.
In this paper, the design and.marketing services to optimize convergence of Luoyang Unicom was the object of the research, which was based on the company's overall research and concrete practice, use research methods of theoretical analysis, using the SWOT tools and inductive analysis methods, designed and optimized the solution of convergence business work, after a certain period of testing, has been shown relatively satisfactory .results, which makes convergence business development has a reference value.
通信行业间常年的单一业务的“单打独斗”使得同一个用户使用着不同公司的产品,各公司整合后为了稳定现有用户,同时替代同一用户的其它网络产品,竞相推出新的组合产品。“融合产品”这一新鲜的名词也随着通信行业的整合应运而生。由于三家通信公司没有融合产品的设计和营销经验不足,融合产品还不能很好的适应市场的需求,因此尽快拿出适应市场需求的融合产品和营销方案,是各公司迫在眉睫的大事,也是能否又好又快的发展公司的大事。
中国联通洛阳分公司(以下简称洛阳联通)是由原联通和原网通于2008年10月合并而成,公司在固网业务和互联网也方面有着绝对的优势市场份额达到90%,而移网业务占市场份额的28%。公司能否尽快通过融合业务稳定固网业务,同时扩大移网业务市场份额,提升公司的核心竞争力,是公司目前的首要任务。因此,设计的融合产品及配套的营销措施是否适应市场竞争,是关系到稳定现有公司利润来源和提升公司利润的两件大事。总的来说融合业务就是关系到公司今后的稳定和发展。
本文以洛阳联通融合业务设计与营销优化为研究对象,在对公司整体的调研和具体实践的基础上,运用理论分析的研究方法,使用SWOT工具和归纳分析的方法,设计和优化了融合业务在工作中的解决方案,经过一定时期的检验,得到了相对理想的效果,对整个通信行业融合业务的发展具有相对的参考价值。
With the deepening reform of china's large state-owned enterprise, China's Communications industry: China Unicom, China Mobile, China Telecom, China Netcom, and China Railcom, the five network operators have been integrated as China Unicom, China Mobile, China Telecom, three operating companies. Among them, China Unicorn's CDMA network was selling to China Telecom, and merged with China Netcom, China Mobile and China Railcom merged. After Restructuring was completed, the three companies all have a mobile network, fixed telephone network, Internet network; and simultaneously provide users with a package of network solutions.
Since those years, the single service of communications industry makes the same user using different products from different companies; After the merger of the company , in order to stabilize the existing users, while replace the other networks used by the same user, they started to produce a new product: combined products, "combined products," the new term has emerged as the integration of the communications industry. As the integration of three communications companies without experience in product design and marketing deficiencies, combined products also are not well adapted to market demand, so as soon as possible to come up to meet the market demand for integrated products and marketing programs, is the company's imminent event, but also the event which related to the sound and rapid development of the company'.
China Unicom Luoyang Branch (hereinafter referred to Luoyang Unicom) was merged by former Unicom and Netcom. in October 2008, the company has an absolute advantage in the fixed-line business and the Internet which was taken the market share of 90%, while net services only taken the market share of 28%. Whether or not the Company could stabilize 's ability to stabilize fixed-line business through the integration of services as soon as possible, while expanding the market share of mobile network services, to enhance the company's core competitiveness, is the company's top priority. Therefore, the integration of product design and supporting marketing measures to adapt to market competition is related to the stability of existing sources of corporate profits and could enhance the profits of the company. Overall convergence business is related to the company's future stability and development.
In this paper, the design and.marketing services to optimize convergence of Luoyang Unicom was the object of the research, which was based on the company's overall research and concrete practice, use research methods of theoretical analysis, using the SWOT tools and inductive analysis methods, designed and optimized the solution of convergence business work, after a certain period of testing, has been shown relatively satisfactory .results, which makes convergence business development has a reference value.
引文
[1]骆品亮、王婷,基于FMC的3G背景下电信产业链整合模式与业务融合策略.产业经济研究,2007(5)：11-18
[2][美]迈克尔·波特,竞争战略.北京：华夏出版社,2005：5
[3][美]菲利普·科特勒、凯文·莱恩,营销管理.上海：上海人民出版社,2006：77-78
[4]庞策,国际运营商全业务运营分析：电信方略.北京：机械工业出版社,2008(4)4—10
[5]左娟、卢碉,我国家庭电信市场即将步入全面竞争时代通信企业管理2007(7)14
[6]吴康迪,英国电信以NGN引领全业务运营,通信世界2008(38)73
[7][美]佩尔顿,营销渠道：一种关系管理办法.北京：机械工业出版社,2004：77-78
[8]党梅梅,国外典型全业务运营商接入网策略分析.通信世界2009(38)73
[9][美]菲利普·科特勒,营销学导论.俞利军译.北京：华夏出版社,1998：296-297
[10]李开新、马静,3G来临：移动通信产业价值链需要强力整合——运营商视角的产业价值链变革及对策分析,山东大学学报,2009(2)：103-111
[11]孙常清、赵英涛,数字家庭网络发展分析,电信科学2007(6)23—26
[12]姬智敏、刘楠,NExT战略下的法国电信全业务运营.通信世界2008(38)31-32
[13][美]迈克尔·A·希特、R.杜安·爱尔兰,战略管理.北京：机械工业出版社,2006：188-190
[14]秦跃生,当代中国家庭结构变动分析.中国社会科学2006(1)96.108
[15]胡泳,电信赢家.北京：机械工业出版社,2006：77-79
[16]陈山枝,电信运营商业模式变化的探讨.电信科学2004(7)7.10
[17]让·克·拉丰、让·泰勒尔,电信竞争.北京：人民邮电出版社,2001：55-57
[18]王方化、吕巍,战略管理[M].机械工业出版社.2005.9
[19]戴贤远,市场营销原理.北京：北京大学出版社,2006：222
[20]孙雪慧,剖析国外电信运营商全业务战略.北京：机械工业出版社,2006：333
[21]谭雄鹰,全业务点亮法兰西,中国电信业200811总第95期
[22]哈佛学院MBA课程,市场营销.中国国际广播出版社(第4版),2003.8
[23]孙志成,”融合套餐”是开启”天翼”之门的金钥匙.信息网络,2009.7
[24]林海波、于晓红,电信营销的定价差异化策略,消费导刊,2008.2
[25]马春山,关于中国电信3G营销渠道建设的建议,当代通信,2007.8
[26]马凌、易兰,3G业务融合创新的品牌策略研究,重庆邮电大学学报,2009.1
[27]马子斌、杨宏斌,客户细分在电信营销中的应用研究,计算机应用,2008.3
[28]罗乐论,“我的e家”品牌定位和产品设计,通信世界2007(23)21.22
[29]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
[30]王卫国,市场营销的新发展—关系营销.外国经济与管理,1992(2)：44-45
[31]孟晔、田红,电信运营企业开展关系型营销的系统性分析.工业技术经济.2004(1)：17-18
[32]Kotler P, Keller K L. Marketing Management[M]. New York: Prentice Hall, 2006
[33]Iglesiasa V, Rodolfo V, Ignacio R B. Intra-brand Differences in Payment Periods in Marketing Channels[J]. International Journal of Research in Marketing, 2007.24(1)
[34]Wen GParton K.Rodney J C, etal. Transaction .Costs and Cattle Farmers' Choice of Marketing Channels in China: A Tobit Analysis[J]. Management Research News, 2007, 30(1)
[35]Rosenbloom B. Marketing Channels: A Management View [M]. New York: South-Western College Pub, 2003
[2][美]迈克尔·波特,竞争战略.北京：华夏出版社,2005：5
[3][美]菲利普·科特勒、凯文·莱恩,营销管理.上海：上海人民出版社,2006：77-78
[4]庞策,国际运营商全业务运营分析：电信方略.北京：机械工业出版社,2008(4)4—10
[5]左娟、卢碉,我国家庭电信市场即将步入全面竞争时代通信企业管理2007(7)14
[6]吴康迪,英国电信以NGN引领全业务运营,通信世界2008(38)73
[7][美]佩尔顿,营销渠道：一种关系管理办法.北京：机械工业出版社,2004：77-78
[8]党梅梅,国外典型全业务运营商接入网策略分析.通信世界2009(38)73
[9][美]菲利普·科特勒,营销学导论.俞利军译.北京：华夏出版社,1998：296-297
[10]李开新、马静,3G来临：移动通信产业价值链需要强力整合——运营商视角的产业价值链变革及对策分析,山东大学学报,2009(2)：103-111
[11]孙常清、赵英涛,数字家庭网络发展分析,电信科学2007(6)23—26
[12]姬智敏、刘楠,NExT战略下的法国电信全业务运营.通信世界2008(38)31-32
[13][美]迈克尔·A·希特、R.杜安·爱尔兰,战略管理.北京：机械工业出版社,2006：188-190
[14]秦跃生,当代中国家庭结构变动分析.中国社会科学2006(1)96.108
[15]胡泳,电信赢家.北京：机械工业出版社,2006：77-79
[16]陈山枝,电信运营商业模式变化的探讨.电信科学2004(7)7.10
[17]让·克·拉丰、让·泰勒尔,电信竞争.北京：人民邮电出版社,2001：55-57
[18]王方化、吕巍,战略管理[M].机械工业出版社.2005.9
[19]戴贤远,市场营销原理.北京：北京大学出版社,2006：222
[20]孙雪慧,剖析国外电信运营商全业务战略.北京：机械工业出版社,2006：333
[21]谭雄鹰,全业务点亮法兰西,中国电信业200811总第95期
[22]哈佛学院MBA课程,市场营销.中国国际广播出版社(第4版),2003.8
[23]孙志成,”融合套餐”是开启”天翼”之门的金钥匙.信息网络,2009.7
[24]林海波、于晓红,电信营销的定价差异化策略,消费导刊,2008.2
[25]马春山,关于中国电信3G营销渠道建设的建议,当代通信,2007.8
[26]马凌、易兰,3G业务融合创新的品牌策略研究,重庆邮电大学学报,2009.1
[27]马子斌、杨宏斌,客户细分在电信营销中的应用研究,计算机应用,2008.3
[28]罗乐论,“我的e家”品牌定位和产品设计,通信世界2007(23)21.22
[29]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
[30]王卫国,市场营销的新发展—关系营销.外国经济与管理,1992(2)：44-45
[31]孟晔、田红,电信运营企业开展关系型营销的系统性分析.工业技术经济.2004(1)：17-18
[32]Kotler P, Keller K L. Marketing Management[M]. New York: Prentice Hall, 2006
[33]Iglesiasa V, Rodolfo V, Ignacio R B. Intra-brand Differences in Payment Periods in Marketing Channels[J]. International Journal of Research in Marketing, 2007.24(1)
[34]Wen GParton K.Rodney J C, etal. Transaction .Costs and Cattle Farmers' Choice of Marketing Channels in China: A Tobit Analysis[J]. Management Research News, 2007, 30(1)
[35]Rosenbloom B. Marketing Channels: A Management View [M]. New York: South-Western College Pub, 2003