我国电信运营企业服务绩效研究
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摘要
传统的绩效管理是与工业经济时代相适应的。在那个时代,企业生产少数几个标准化的产品,提高企业绩效主要依赖于提高企业内部的物质资源配置效率和企业内部生产过程的流程效率,影响企业绩效的因素主要来自企业内部。20世纪90年代以来,以信息技术和知识密集为主要特点的服务经济迅猛发展,在这个过程中,简单地将传统绩效管理的研究结果和规律应用于现代服务企业,出现了许多问题,我国学者对服务经济和服务绩效的研究与我国发展服务经济的任务相比,差距很大。
电信运营企业是典型的服务企业,随着电信重组、全业务运营和三网融合的进行,企业面临着前所未有的绩效压力,系统研究服务绩效并指导企业管理实践迫在眉睫。2008年以前,中国电信运营行业一直保持着较高的增长速度,电信市场处于供不应求状态,电信运营企业服务绩效令人满意。但是,2008年电信主营业务收入增长率首次降低到我国GDP增长率之下,2009年与GDP增长率的差距进一步增大,2010年电信主营业务收入增长率有所回升,但仍低于GDP增长率3.9个百分点。随着中国电信行业高速增长时代的结束,电信运营企业服务绩效迅速下滑,使得电信运营企业绩效管理的压力空前加大。
由于缺乏对服务绩效概念模型的深入研究,前人在研究电信运营企业的服务绩效时,采用的依然是工业制造企业采用的绩效概念模型,在目前查到的文献中,没有发现有学者在有多个利益相关者参与到企业生产过程的更开放服务系统环境中,以绩效棱柱和服务绩效理论为依据,对电信运营企业服务绩效的系统结构进行详细分析并对其进行系统建模仿真控制研究。
因此,本文首先详细研究了生产力、绩效、服务生产力、服务绩效等概念的内涵和外延,之后,在绩效管理文献综述的基础上对服务绩效的概念模型进行研究,提出基于资源基础观和绩效棱柱理论的新的服务绩效概念模型。接着,对电信运营企业服务绩效进行详细的系统结构分析,在上述分析的基础上,对电信运营企业服务绩效进行系统动力学建模,通过仿真和控制分析,找出电信运营企业服务绩效的关键影响因素并提出管理建议。
本文的主要研究成果和创新如下：
1.通过文献阅读研究,深入分析了生产力与绩效的概念内涵,总结出传统生产力概念与绩效概念的区别和联系。传统生产力在封闭系统和质量守恒的假设下,把企业看做是一个“黑箱”,直接评价企业产出与投入的关系,既不关注企业从投入到产出的转换机制,也不关注外界因素对投入产出的影响。绩效是一个比生产力内涵更广泛的概念,它认为企业的绩效不仅仅取决于企业内部生产转换过程的流程绩效,企业的绩效还受许多其他因素,诸如通货膨胀、市场价格波动等外部因素的影响,同时,在评价企业绩效时,不仅要评价利润率等财务指标,还应对质量、速度、灵活性等非财务因素进行评价,绩效是企业追求的最终整体目标,代表企业的综合业绩。
2.通过对服务生产力概念演进及绩效评价理论的综述,尤其是将刘凤瑜(2006)服务生产力概念模型与绩效棱柱理论进行对比分析,对刘凤瑜(2006)服务生产力概念模型进行修正,提出服务绩效的概念模型。本文提出的服务绩效模型与刘凤瑜(2006)服务生产力模型有三个主要的不同：第一,投入不仅是服务提供者和顾客的投入,也包括其他利益相关者(诸如竞争对手、社会等)的投入,投入不仅包括投入的数量,也包括投入的质量；第二,产出不仅包括服务提供者和顾客的产出,也包括其他利益相关者(诸如竞争对手、社会等)的产出,产出包括数量产出和质量产出；第三,笔者提出的服务绩效模型对从投入到产出的内外因素协调互动机制进行了更加深入的探讨,采用资源基础观(RBV),认为利益相关者的贡献是企业的资源,这些资源在一定条件下会转变为企业的能力,企业能力的提升会提高企业内部业务流程的绩效,企业最终服务绩效不仅受企业内部流程绩效的影响,还受企业所处的外部环境的影响。企业最终绩效是企业内外因素共同作用的结果。在影响企业绩效的内外因素中,有些是管理者可以控制的,有些是管理者难以控制的(例如宏观经济、行业竞争环境、监管政策等),企业要很好地与他们互相配合,才能提高企业绩效。可以看到,本文深入分析了从服务投入到服务产出的企业内外因素在服务生产与传递过程中的协调互动机制,丰富了服务绩效和服务管理理论。
3.从服务绩效的概念模型出发,根据电信运营管理的基本职能,深入分析了电信运营企业业务、产品的生产及向最终客户的传递过程,总结出在这一作业过程中企业需要具备的关键资源、能力和关键流程,利益相关者的贡献是这些关键资源、能力、关键流程形成的基础,本文通过分析利益相关者贡献与企业关键流程,得出电信运营企业服务绩效系统结构模型。
4.根据电信运营企业服务绩效系统结构模型,利用系统动力学建模,深入探讨了影响电信运营企业服务绩效的内外部因素之间的因果关系并仿真了他们之间的动态协调和平衡机制,打开了从投入到产出之间的“黑箱”,并据此得出管理建议：
1)成功识别谁是影响企业绩效的最关键利益相关者及其发生作用的机制。将多个利益相关者(包括股东、顾客、员工、网络设备与平台供应商、SP/CP、竞合者)引入系统,多个利益相关者通过各自的贡献和满意影响企业的关键资源、能力,他们之间通过关键的变量互相影响、互相牵制,通过模型仿真,可以发现在企业发展的不同时期,谁是对企业绩效起关键作用的利益相关者?它通过什么机制对企业绩效发生作用?
2)定量仿真了利益相关者投入与产出之间互为因果的双向关系,即定量分析利益相关者满意与利益相关者贡献之间的双向关系。变量之间的关系并非单向而是双向的,利益相关者的贡献影响利益相关者的满意,而利益相关者的满意又影响其是否愿意为企业进行投入及其投入的强度,在本论文的模型中,强调了他们之间相互互为因果的事实,并进行了定量的仿真。
3)通过访谈、问卷调查及系统动力学仿真及控制分析,得出了在不同时期,电信运营企业不同利益相关者的投入如何影响企业的服务绩效,主要涉及企业、员工、供应商、SP/CP、竞合者的不同投入如何影响企业的服务绩效,并据此提出了改善电信运营企业服务绩效的管理建议,包括：要控制资费的下降幅度、控制采购价格的下降速度、加强对渠道的投资、加强对新技术新业务的研发、加强对SP/CP管理、科学管理员工工作压力等。
Traditional enterprise performance control responds with industrial economy. At that time, an enterprise produced a limited number of standard products, and performance improvement to a large extent depended on efficiency enhancement in internal resource allocation and production processes. As such, factors that have impacts on enterprise performance come from inside of the enterprise. Since1990s, services economy has developed fast, which is featured with information technology and knowledge intensity. Problems arise when the traditional enterprise performance control is simply applied in modern services enterprises. In this respect, the research on services economy and services performance in China is lagging far behind the requirements for the development of services economy.
Telecom operators are typical services enterprises. Along with the restructuring in telecom sector, operation of all-around services, and the convergence of three-nets (i.e. telephone, broadband, and CATV), telecom operators are facing with strong pressure in performance control. This calls for thorough researches on performance control for providing guidance in practice. In the period prior to the year2008, the telecom sector in China had been developing at a high growth rate, and supplies lagged behind demands on market. The services performance of telecom operators was satisfactory. However, in2008, the growth rate of service revenues in the telecom sector became lower than the growth rate of GDP for the first time. The gap between the growth rates of the telecom sector and GDP was enlarged in2009. In2010, the growth rate of the telecom sector, though higher than the same growth rate in2009, was3.9percentile points lower than that of GDP in the same year. Along with the end of a high-growth era of the telecom sector, services performance of telecom operators drops quickly, which generates very high pressure for telecom operators to improve performance control.
Based on a thorough literature study, this dissertation analyzes a conceptual model of services performance and the structure of services performance system for telecom operators. Subsequently, this dissertation establishes a model of services performance based on systems dynamics, and via simulation and control analysis, identifies key factors that influence services performance of telecom operators. At the end, this dissertation provides managerial recommendations.
The main contribution of this dissertation is listed as follows:
1. This dissertation identifies the difference and relation between productivity and performance based on a thorough analysis of content of these two concepts. The concept of productivity treats enterprises as a "black box" with assumptions of a closed system and constant quality, and expresses the relationship between inputs and outputs of an enterprise. This concept does not pay attention to the conversion mechanism from inputs to outputs, neither to possible impacts of external factors on the outputs. As a comparison, the concept of performance has a broader meaning. Enterprises performance depends not only on efficiency of internal conversion mechanism of production, but also on many external factors such as inflation, market price fluctuation. In addition, the evaluation of enterprises performance is not only on financial indicators such as profit ratios, but also on non-financial indicators such as quality, speed, and flexibility. As such, performance is ultimate goal of an enterprise as a whole, and represents the overall results of operation.
2. This dissertation proposes a conceptual model of services performance on the basis of the conceptual model of services productivity of Fengyu Liu (2006) after a thorough analysis of evolution of the concept of services productivity and performance evaluation theories, and in particular, a comparison of the concept of services productivity of Fengyu Liu (2006) with the theory of performance prism. The proposed services performance model differs from the services productivity model of Fengyu Liu (2006) in three aspects. First, inputs include not only those of services providers and customers, but also those of other stakeholders such as competitors. Secondly, outputs include not only those of services providers and customers, but also those of other stakeholders such as competitors. Thirdly, the proposed model is focused more on the interactive coordination mechanism of internal and external factors from inputs to outputs. From the perspective of resource-based view, the contribution of stakeholders is regarded as the resource of an enterprise, which could be converted into capabilities of the enterprise under certain conditions. The enhancement of enterprise capabilities could improve the performance of internal processes. Services performance of an enterprise depends not only on the performance of internal processes but also on external environment. The ultimate performance of an enterprise is a result of the combination of both internal and external factors. Among those influencing factors, some are controllable by managers, and some (e.g. macro economy, industrial competition, and regulatory policy) are uncontrollable. Enterprises need to cooperate with those uncontrollable factors in order to improve performance. This analysis of interactive coordination mechanism from inputs to outputs enriches the theory of services performance and services management.
3. This dissertation, starting from the basic functions of management of telecom operations, thoroughly analyses internal businesses and the transfer process from production to ultimate customers, and identifies key capabilities and processes enterprises should have in this process. The contribution of stakeholders constitutes the base for the generation of such key capabilities and processes. Through the above analyses of the contribution of stakeholders and key processes of enterprises, this dissertation proposes the structure model of enterprise systems of telecom operators.
4. Based on the proposed structure model of enterprise systems of telecom operators, this dissertation develops a model using systems dynamics to describe the causal relationship of internal and external factors with services performance, and simulates their dynamic coordination and equilibrium. As such, the "black box " from inputs to outputs is opened:
1) It successful identifies the most important stakeholder, and its influencing mechanism. When multiple stakeholders are introduced to the enterprise system, they influence key capabilities of the enterprise through their contribution and satisfaction. They influence and tie up with each other via key variables. Simulation can help to identify who is the key stakeholder in the different period of development and how this key stakeholder exercises its influence on performance.
2) It quantitatively simulates the bi-lateral causal relationship between inputs and outputs of stakeholders, i.e. between contribution and satisfaction of stakeholders. It demonstrates that the relationship between variables is not uni-lateral, but bi-lateral. The contribution of stakeholders influences their satisfaction, while their satisfaction in return also influences their willingness to make contribution and the level of contribution.
3) Through interviews, survey, and simulation and control analysis based on systems dynamics, this dissertation identifies key factors influencing enterprise performance in different periods of development, and subsequently, provides managerial recommendations for improving services performance of telecom operators in the areas such as tariff policies, investment policies, employee management, suppliers management,SP/CPmanagement, competitors management.
电信运营企业是典型的服务企业,随着电信重组、全业务运营和三网融合的进行,企业面临着前所未有的绩效压力,系统研究服务绩效并指导企业管理实践迫在眉睫。2008年以前,中国电信运营行业一直保持着较高的增长速度,电信市场处于供不应求状态,电信运营企业服务绩效令人满意。但是,2008年电信主营业务收入增长率首次降低到我国GDP增长率之下,2009年与GDP增长率的差距进一步增大,2010年电信主营业务收入增长率有所回升,但仍低于GDP增长率3.9个百分点。随着中国电信行业高速增长时代的结束,电信运营企业服务绩效迅速下滑,使得电信运营企业绩效管理的压力空前加大。
由于缺乏对服务绩效概念模型的深入研究,前人在研究电信运营企业的服务绩效时,采用的依然是工业制造企业采用的绩效概念模型,在目前查到的文献中,没有发现有学者在有多个利益相关者参与到企业生产过程的更开放服务系统环境中,以绩效棱柱和服务绩效理论为依据,对电信运营企业服务绩效的系统结构进行详细分析并对其进行系统建模仿真控制研究。
因此,本文首先详细研究了生产力、绩效、服务生产力、服务绩效等概念的内涵和外延,之后,在绩效管理文献综述的基础上对服务绩效的概念模型进行研究,提出基于资源基础观和绩效棱柱理论的新的服务绩效概念模型。接着,对电信运营企业服务绩效进行详细的系统结构分析,在上述分析的基础上,对电信运营企业服务绩效进行系统动力学建模,通过仿真和控制分析,找出电信运营企业服务绩效的关键影响因素并提出管理建议。
本文的主要研究成果和创新如下：
1.通过文献阅读研究,深入分析了生产力与绩效的概念内涵,总结出传统生产力概念与绩效概念的区别和联系。传统生产力在封闭系统和质量守恒的假设下,把企业看做是一个“黑箱”,直接评价企业产出与投入的关系,既不关注企业从投入到产出的转换机制,也不关注外界因素对投入产出的影响。绩效是一个比生产力内涵更广泛的概念,它认为企业的绩效不仅仅取决于企业内部生产转换过程的流程绩效,企业的绩效还受许多其他因素,诸如通货膨胀、市场价格波动等外部因素的影响,同时,在评价企业绩效时,不仅要评价利润率等财务指标,还应对质量、速度、灵活性等非财务因素进行评价,绩效是企业追求的最终整体目标,代表企业的综合业绩。
2.通过对服务生产力概念演进及绩效评价理论的综述,尤其是将刘凤瑜(2006)服务生产力概念模型与绩效棱柱理论进行对比分析,对刘凤瑜(2006)服务生产力概念模型进行修正,提出服务绩效的概念模型。本文提出的服务绩效模型与刘凤瑜(2006)服务生产力模型有三个主要的不同：第一,投入不仅是服务提供者和顾客的投入,也包括其他利益相关者(诸如竞争对手、社会等)的投入,投入不仅包括投入的数量,也包括投入的质量；第二,产出不仅包括服务提供者和顾客的产出,也包括其他利益相关者(诸如竞争对手、社会等)的产出,产出包括数量产出和质量产出；第三,笔者提出的服务绩效模型对从投入到产出的内外因素协调互动机制进行了更加深入的探讨,采用资源基础观(RBV),认为利益相关者的贡献是企业的资源,这些资源在一定条件下会转变为企业的能力,企业能力的提升会提高企业内部业务流程的绩效,企业最终服务绩效不仅受企业内部流程绩效的影响,还受企业所处的外部环境的影响。企业最终绩效是企业内外因素共同作用的结果。在影响企业绩效的内外因素中,有些是管理者可以控制的,有些是管理者难以控制的(例如宏观经济、行业竞争环境、监管政策等),企业要很好地与他们互相配合,才能提高企业绩效。可以看到,本文深入分析了从服务投入到服务产出的企业内外因素在服务生产与传递过程中的协调互动机制,丰富了服务绩效和服务管理理论。
3.从服务绩效的概念模型出发,根据电信运营管理的基本职能,深入分析了电信运营企业业务、产品的生产及向最终客户的传递过程,总结出在这一作业过程中企业需要具备的关键资源、能力和关键流程,利益相关者的贡献是这些关键资源、能力、关键流程形成的基础,本文通过分析利益相关者贡献与企业关键流程,得出电信运营企业服务绩效系统结构模型。
4.根据电信运营企业服务绩效系统结构模型,利用系统动力学建模,深入探讨了影响电信运营企业服务绩效的内外部因素之间的因果关系并仿真了他们之间的动态协调和平衡机制,打开了从投入到产出之间的“黑箱”,并据此得出管理建议：
1)成功识别谁是影响企业绩效的最关键利益相关者及其发生作用的机制。将多个利益相关者(包括股东、顾客、员工、网络设备与平台供应商、SP/CP、竞合者)引入系统,多个利益相关者通过各自的贡献和满意影响企业的关键资源、能力,他们之间通过关键的变量互相影响、互相牵制,通过模型仿真,可以发现在企业发展的不同时期,谁是对企业绩效起关键作用的利益相关者?它通过什么机制对企业绩效发生作用?
2)定量仿真了利益相关者投入与产出之间互为因果的双向关系,即定量分析利益相关者满意与利益相关者贡献之间的双向关系。变量之间的关系并非单向而是双向的,利益相关者的贡献影响利益相关者的满意,而利益相关者的满意又影响其是否愿意为企业进行投入及其投入的强度,在本论文的模型中,强调了他们之间相互互为因果的事实,并进行了定量的仿真。
3)通过访谈、问卷调查及系统动力学仿真及控制分析,得出了在不同时期,电信运营企业不同利益相关者的投入如何影响企业的服务绩效,主要涉及企业、员工、供应商、SP/CP、竞合者的不同投入如何影响企业的服务绩效,并据此提出了改善电信运营企业服务绩效的管理建议,包括：要控制资费的下降幅度、控制采购价格的下降速度、加强对渠道的投资、加强对新技术新业务的研发、加强对SP/CP管理、科学管理员工工作压力等。
Traditional enterprise performance control responds with industrial economy. At that time, an enterprise produced a limited number of standard products, and performance improvement to a large extent depended on efficiency enhancement in internal resource allocation and production processes. As such, factors that have impacts on enterprise performance come from inside of the enterprise. Since1990s, services economy has developed fast, which is featured with information technology and knowledge intensity. Problems arise when the traditional enterprise performance control is simply applied in modern services enterprises. In this respect, the research on services economy and services performance in China is lagging far behind the requirements for the development of services economy.
Telecom operators are typical services enterprises. Along with the restructuring in telecom sector, operation of all-around services, and the convergence of three-nets (i.e. telephone, broadband, and CATV), telecom operators are facing with strong pressure in performance control. This calls for thorough researches on performance control for providing guidance in practice. In the period prior to the year2008, the telecom sector in China had been developing at a high growth rate, and supplies lagged behind demands on market. The services performance of telecom operators was satisfactory. However, in2008, the growth rate of service revenues in the telecom sector became lower than the growth rate of GDP for the first time. The gap between the growth rates of the telecom sector and GDP was enlarged in2009. In2010, the growth rate of the telecom sector, though higher than the same growth rate in2009, was3.9percentile points lower than that of GDP in the same year. Along with the end of a high-growth era of the telecom sector, services performance of telecom operators drops quickly, which generates very high pressure for telecom operators to improve performance control.
Based on a thorough literature study, this dissertation analyzes a conceptual model of services performance and the structure of services performance system for telecom operators. Subsequently, this dissertation establishes a model of services performance based on systems dynamics, and via simulation and control analysis, identifies key factors that influence services performance of telecom operators. At the end, this dissertation provides managerial recommendations.
The main contribution of this dissertation is listed as follows:
1. This dissertation identifies the difference and relation between productivity and performance based on a thorough analysis of content of these two concepts. The concept of productivity treats enterprises as a "black box" with assumptions of a closed system and constant quality, and expresses the relationship between inputs and outputs of an enterprise. This concept does not pay attention to the conversion mechanism from inputs to outputs, neither to possible impacts of external factors on the outputs. As a comparison, the concept of performance has a broader meaning. Enterprises performance depends not only on efficiency of internal conversion mechanism of production, but also on many external factors such as inflation, market price fluctuation. In addition, the evaluation of enterprises performance is not only on financial indicators such as profit ratios, but also on non-financial indicators such as quality, speed, and flexibility. As such, performance is ultimate goal of an enterprise as a whole, and represents the overall results of operation.
2. This dissertation proposes a conceptual model of services performance on the basis of the conceptual model of services productivity of Fengyu Liu (2006) after a thorough analysis of evolution of the concept of services productivity and performance evaluation theories, and in particular, a comparison of the concept of services productivity of Fengyu Liu (2006) with the theory of performance prism. The proposed services performance model differs from the services productivity model of Fengyu Liu (2006) in three aspects. First, inputs include not only those of services providers and customers, but also those of other stakeholders such as competitors. Secondly, outputs include not only those of services providers and customers, but also those of other stakeholders such as competitors. Thirdly, the proposed model is focused more on the interactive coordination mechanism of internal and external factors from inputs to outputs. From the perspective of resource-based view, the contribution of stakeholders is regarded as the resource of an enterprise, which could be converted into capabilities of the enterprise under certain conditions. The enhancement of enterprise capabilities could improve the performance of internal processes. Services performance of an enterprise depends not only on the performance of internal processes but also on external environment. The ultimate performance of an enterprise is a result of the combination of both internal and external factors. Among those influencing factors, some are controllable by managers, and some (e.g. macro economy, industrial competition, and regulatory policy) are uncontrollable. Enterprises need to cooperate with those uncontrollable factors in order to improve performance. This analysis of interactive coordination mechanism from inputs to outputs enriches the theory of services performance and services management.
3. This dissertation, starting from the basic functions of management of telecom operations, thoroughly analyses internal businesses and the transfer process from production to ultimate customers, and identifies key capabilities and processes enterprises should have in this process. The contribution of stakeholders constitutes the base for the generation of such key capabilities and processes. Through the above analyses of the contribution of stakeholders and key processes of enterprises, this dissertation proposes the structure model of enterprise systems of telecom operators.
4. Based on the proposed structure model of enterprise systems of telecom operators, this dissertation develops a model using systems dynamics to describe the causal relationship of internal and external factors with services performance, and simulates their dynamic coordination and equilibrium. As such, the "black box " from inputs to outputs is opened:
1) It successful identifies the most important stakeholder, and its influencing mechanism. When multiple stakeholders are introduced to the enterprise system, they influence key capabilities of the enterprise through their contribution and satisfaction. They influence and tie up with each other via key variables. Simulation can help to identify who is the key stakeholder in the different period of development and how this key stakeholder exercises its influence on performance.
2) It quantitatively simulates the bi-lateral causal relationship between inputs and outputs of stakeholders, i.e. between contribution and satisfaction of stakeholders. It demonstrates that the relationship between variables is not uni-lateral, but bi-lateral. The contribution of stakeholders influences their satisfaction, while their satisfaction in return also influences their willingness to make contribution and the level of contribution.
3) Through interviews, survey, and simulation and control analysis based on systems dynamics, this dissertation identifies key factors influencing enterprise performance in different periods of development, and subsequently, provides managerial recommendations for improving services performance of telecom operators in the areas such as tariff policies, investment policies, employee management, suppliers management,SP/CPmanagement, competitors management.
引文
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