上海贝尔阿尔卡特吉林分公司专网通信市场营销策略研究
摘要
目前,专网建设的需求正在不断上涨。特别是运营商投资的持续下滑,更衬托出专网市场的生机勃勃。对于ASB而言,这是一个不可或缺的战略重点。同时,专网市场并非一片处女地,竞争对手早已涉足于此,并且开垦出了自己的田园。作为专网市场上的“后来者”,我们要想“后来居上”,就必须下决心加大投入、加倍努力、广泛合作。本文首先介绍了上海贝尔阿尔卡特的背景及上海贝尔阿尔卡特吉林分公司的现状,并对专网通信市场的相关情况做了详尽的阐述,在此基础上,分析了上海贝尔阿尔卡特吉林分公司专网通信市场的经营状况。其次,在上海贝尔阿尔卡特吉林分公司专网通信市场状况分析的基础上,利用五力分析方法对上海贝尔阿尔卡特吉林分公司专网通信市场的竞争环境进行了分析;在SWOT分析的基础上对上海贝尔阿尔卡特吉林分公司专网通信市场的优势、劣势、机会、威胁进行了深入的研究。再次,对上海贝尔阿尔卡特吉林分公司专网通信目标市场进行了分析。明确了上海贝尔阿尔卡特吉林分公司专网通信市场客户群体定位及业务定位,提出了上海贝尔阿尔卡特吉林分公司专网通信市场定位建议。最后,运用市场营销学系统理论,制订了符合上海贝尔阿尔卡特吉林分公司专网通信市场特点的营销策略,系统地提出了上海贝尔阿尔卡特吉林分公司专网通信市场的品牌策略、价格策略、渠道策略及服务策略等一系列营销策略。
Alcatel-Lucent is a world of telecom operators, enterprises and governments to provide communications solutions for the communications equipment maker, to help end-users of voice, data and video services. As Alcatel-Lucent in the Asia-Pacific region's flagship company, Alcatel Shanghai Bell (ASB) of China Telecom is the first to introduce foreign investment in the field of joint-stock enterprises, with a wealth of international resources. State-owned companies directly under the State Assets Supervision and Administration Commission.
Jilin subsidiary Alcatel Shanghai Bell Alcatel Shanghai Bell is located in the Jilin branch, since its establishment in 1996, has been working hard for the market operators. Jilin Netcom letter post market by 2008, from the headquarters in charge of sales management. Since the original company strategy to focus on market operators, the Network of inadequate investment in the market, resulting in Jilin Province, post-secondary network market share is very small. From 2008 onwards, the market's adjustment strategy, told the network into the market, in order to strengthen the sales force, sent by the branch sales force to develop a full-time post-secondary market network.
Private Network (VPN) as a public communications network (public network) as a supplementary means in some sectors, departments or units, in order to meet their organizational management, production safety, scheduling and so on need to command the construction of communication networks . Generally only for internal non-operating to provide telecommunications services, do not assume the obligation to serve the community. As the internal production and management of communications with special needs, the public network is lagging behind the development of some industries to build their own dedicated networks, leased linesPublic telecommunication network higher costs, the net investment by the state-building, operating costs into the business or industry Big reason for the cost of middle-generated special network. The public network and expertise together a network of national communications systems. Public network for the provision of social services in general, the country's main communications infrastructure in each country's communications infrastructure have always been dominant; Network is to meet some of the command system of production scheduling and management of special Communications needs of the building for the production of in-house service organizations, is to add organicPublic telecommunication network, Public telecommunication network play a supporting role.
Currently, the network needs are rising. In particular, operators continued to decline in investment, but also bring out the special network of vibrant market. Information from all walks of life, must be the platform for communications support, communications equipment and the replacement of the introduction of a room. It can be said, the network market opportunities. The ASB, this is an indispensable strategic focus. At the same time, the network market is not a virgin land, has long been involved in this competition and the opening up of their own country. As a network on the market "later", if we are to "catch up", it must be determined to increase investment to redouble their efforts to wide-ranging cooperation.
Alcatel Shanghai Bell Jilin branch network dedicated to the party, government and military, public safety, oil / petrochemical, electricity, radio and television, transportation, education and scientific research, guest houses, hotels, health care, financial securities, medium and large businesses, commercial buildings, medium and large Park, and other professionals provide IP network solutions, enterprise-class communications solutions, transmission solutions, VISS intelligent video surveillance, integrated network management solutions, NGN solutions for major clients, industry access to a comprehensive solution, and so on. Although the broad market network, Alcatel Shanghai Bell complete product line, but because of Jilin Province, post-secondary market network competitors have been occupied for many years, Alcatel Shanghai Bell as a late market share is very small.
Alcatel Shanghai Bell of the Jilin branch network of post-secondary market competitiveness analysis from both external and internal aspects:
First, through Alcatel Shanghai Bell Jilin branch network of post-secondary competition in the market for five power analysis, potential entrants due to technical barriers, obstacles and scale of customer resources, and other obstacles, the high entry barriers; because of communication technology The high rate of replacement, so the threat of substitutes or higher; about manufacturer of communication, the user the ability to bargain with the user's own cost-control equipment manufacturers and the needs of the market competition will become increasingly Stronger; Division due to bear the pressure of profit Assessment, the Council reported that as much as possible in order to ensure high profits, the cause of division and the Department of weaker bargaining power; main rival Huawei, ZTE to enter because of Jilin Province, post-secondary Net market earlier than the price of Alcatel Shanghai Bell product prices have an obvious advantage, therefore, highly competitive industry.
Second, through Alcatel Shanghai Bell Jilin branch network of post-secondary competition in the market situation SWOT analysis, Alcatel Shanghai Bell has a brand, product strengths, resources; but at the same time there is a small market share, a smaller staff, channels Inferior leaves much to be desired. These strengths and weaknesses in the role, Alcatel Shanghai Bell Jilin branch in the letter post market, Netcom there is a network of dedicated user of the equipment replacement opportunities, the Network for further improving market opportunities, with our strong product to compete Opportunities; at the same time, we also face the situation once formed, it would be difficult to break, unable to participate in expansion projects, the channels are more concerned about their own profits, the companies do not have loyalty to speak of, the source of funding to the uncertainty brought about by sales, and other threats .
Through the network of Jilin Province, post-secondary target market analysis, choose a special party, government and military networks, public safety, oil / petrochemical, electricity, radio and television, transportation, health care, financial securities, medium and large businesses as hotels and guesthouses to open up post in Jilin Province Net market target market. IP solutions to enterprise-class communications solutions, transmission solutions, VISS intelligent video surveillance products such as flagship products to target markets.
Based on the net post-secondary market analysis, marketing strategy to make the following: Network users of communications equipment to play the role of security requirements, the brand with quality and reliable equipment linked to take full advantage of Alcatel's brand recognition to win customers ; In the price, in order to avoid a price war, it is necessary to find out the real price of requests for reasons to take portfolio strategy; channels in the building, make full use of the distribution of the total generation, Gold Certified dealers, senior dealer certification, authorized dealers In Jilin Province, with great efforts to develop local channels, channels rely on the strength of rapid market opening; communications products and services is essentially the product of the sales, service can create value can also increase customer satisfaction so as to promote sales, service Is essential.
Alcatel-Lucent is a world of telecom operators, enterprises and governments to provide communications solutions for the communications equipment maker, to help end-users of voice, data and video services. As Alcatel-Lucent in the Asia-Pacific region's flagship company, Alcatel Shanghai Bell (ASB) of China Telecom is the first to introduce foreign investment in the field of joint-stock enterprises, with a wealth of international resources. State-owned companies directly under the State Assets Supervision and Administration Commission.
Jilin subsidiary Alcatel Shanghai Bell Alcatel Shanghai Bell is located in the Jilin branch, since its establishment in 1996, has been working hard for the market operators. Jilin Netcom letter post market by 2008, from the headquarters in charge of sales management. Since the original company strategy to focus on market operators, the Network of inadequate investment in the market, resulting in Jilin Province, post-secondary network market share is very small. From 2008 onwards, the market's adjustment strategy, told the network into the market, in order to strengthen the sales force, sent by the branch sales force to develop a full-time post-secondary market network.
Private Network (VPN) as a public communications network (public network) as a supplementary means in some sectors, departments or units, in order to meet their organizational management, production safety, scheduling and so on need to command the construction of communication networks . Generally only for internal non-operating to provide telecommunications services, do not assume the obligation to serve the community. As the internal production and management of communications with special needs, the public network is lagging behind the development of some industries to build their own dedicated networks, leased linesPublic telecommunication network higher costs, the net investment by the state-building, operating costs into the business or industry Big reason for the cost of middle-generated special network. The public network and expertise together a network of national communications systems. Public network for the provision of social services in general, the country's main communications infrastructure in each country's communications infrastructure have always been dominant; Network is to meet some of the command system of production scheduling and management of special Communications needs of the building for the production of in-house service organizations, is to add organicPublic telecommunication network, Public telecommunication network play a supporting role.
Currently, the network needs are rising. In particular, operators continued to decline in investment, but also bring out the special network of vibrant market. Information from all walks of life, must be the platform for communications support, communications equipment and the replacement of the introduction of a room. It can be said, the network market opportunities. The ASB, this is an indispensable strategic focus. At the same time, the network market is not a virgin land, has long been involved in this competition and the opening up of their own country. As a network on the market "later", if we are to "catch up", it must be determined to increase investment to redouble their efforts to wide-ranging cooperation.
Alcatel Shanghai Bell Jilin branch network dedicated to the party, government and military, public safety, oil / petrochemical, electricity, radio and television, transportation, education and scientific research, guest houses, hotels, health care, financial securities, medium and large businesses, commercial buildings, medium and large Park, and other professionals provide IP network solutions, enterprise-class communications solutions, transmission solutions, VISS intelligent video surveillance, integrated network management solutions, NGN solutions for major clients, industry access to a comprehensive solution, and so on. Although the broad market network, Alcatel Shanghai Bell complete product line, but because of Jilin Province, post-secondary market network competitors have been occupied for many years, Alcatel Shanghai Bell as a late market share is very small.
Alcatel Shanghai Bell of the Jilin branch network of post-secondary market competitiveness analysis from both external and internal aspects:
First, through Alcatel Shanghai Bell Jilin branch network of post-secondary competition in the market for five power analysis, potential entrants due to technical barriers, obstacles and scale of customer resources, and other obstacles, the high entry barriers; because of communication technology The high rate of replacement, so the threat of substitutes or higher; about manufacturer of communication, the user the ability to bargain with the user's own cost-control equipment manufacturers and the needs of the market competition will become increasingly Stronger; Division due to bear the pressure of profit Assessment, the Council reported that as much as possible in order to ensure high profits, the cause of division and the Department of weaker bargaining power; main rival Huawei, ZTE to enter because of Jilin Province, post-secondary Net market earlier than the price of Alcatel Shanghai Bell product prices have an obvious advantage, therefore, highly competitive industry.
Second, through Alcatel Shanghai Bell Jilin branch network of post-secondary competition in the market situation SWOT analysis, Alcatel Shanghai Bell has a brand, product strengths, resources; but at the same time there is a small market share, a smaller staff, channels Inferior leaves much to be desired. These strengths and weaknesses in the role, Alcatel Shanghai Bell Jilin branch in the letter post market, Netcom there is a network of dedicated user of the equipment replacement opportunities, the Network for further improving market opportunities, with our strong product to compete Opportunities; at the same time, we also face the situation once formed, it would be difficult to break, unable to participate in expansion projects, the channels are more concerned about their own profits, the companies do not have loyalty to speak of, the source of funding to the uncertainty brought about by sales, and other threats .
Through the network of Jilin Province, post-secondary target market analysis, choose a special party, government and military networks, public safety, oil / petrochemical, electricity, radio and television, transportation, health care, financial securities, medium and large businesses as hotels and guesthouses to open up post in Jilin Province Net market target market. IP solutions to enterprise-class communications solutions, transmission solutions, VISS intelligent video surveillance products such as flagship products to target markets.
Based on the net post-secondary market analysis, marketing strategy to make the following: Network users of communications equipment to play the role of security requirements, the brand with quality and reliable equipment linked to take full advantage of Alcatel's brand recognition to win customers ; In the price, in order to avoid a price war, it is necessary to find out the real price of requests for reasons to take portfolio strategy; channels in the building, make full use of the distribution of the total generation, Gold Certified dealers, senior dealer certification, authorized dealers In Jilin Province, with great efforts to develop local channels, channels rely on the strength of rapid market opening; communications products and services is essentially the product of the sales, service can create value can also increase customer satisfaction so as to promote sales, service Is essential.
引文
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[4]杨东龙.渠道无疆[M].北京:中国经济出版社,2003:129-131,149-152.
[5]郝雨风.销售100战·最佳制胜之道[M].北京:中国经济出版社,2006:46-48.
[6]吴基传,奚国华.改革开放创新---上海贝尔发展之路[M].北京:人民出版社,2008:15-26.
[7]迈克尔﹒波特.竞争战略[M].北京:华夏出版社,2002:86,101,112-114,143,169-177.
[8]弗雷德·R·戴维.战略管理[M].北京:经济科学出版社,2001:96-169.
[9]胡其详.产品定价决策[M].大连:东北财经大学出版社,2001:48-102.
[10]吴基传.中国通信发展之路[M].北京:新华出版社,2001:23-25.
[11]张学琴.市场营销实务[M].北京:北方交通大学出版社,2006:89-91.
[12]杨瑞桢.电信市场营销基本理论与实务[M].北京:北京邮电大学出版社,2003:55-60.
[13]刘立.电信市场营销[M].北京:人民邮电出版社,2003:123-125.
[14]平狄克·鲁宾费尔德.微观经济学[M].北京:中国人民大学出版社,2002:268-270.
[15]邱猛.如何制定市场竞争策略[M].北京:北京大学出版社,2005:79-83.
[16]范云峰.市场营销实战[M].北京:中国经济出版社,2002:101-123.
[17]宋云,陈超.企业战略管理[M].首都经济大学出版社,2000:140-159.
[18]杨爱花,苗长川.现代市场营销管理[M].北京:清华大学出版社,2004:78-96,107-133.
[19]荆林波.市场营销[M].北京:商务印书馆,2003:204-229.
[20]吴洪,黄秀清.通信经济学[M].北京:北京邮电大学出版社,2003:130-176.
[1]佚名.华为:发展功能型分销渠道[J].中国计算机报,2002,12:27.
[2]赵国强.新形势下通信专网发展挑战与对策[J].湖北函授大学学报,2005,6(2):18.
[3]陈文沛.通信企业的营销创新[J].价值工程,2007(6).
[4]武颖.畅想未来无线生活[J].中国移动周刊,2005(182):7.
[5]徐玉.3G运营对市场竞争格局影响之我见[J]. Mobile世代,2005(7):23-25.
[6]孙艳琳,康灿华.构建企业联盟取得竞争优势---中国通信设备制造厂商面对新形势的战略选择[J].科技进步与对策,2000(11)
[7]朱涛.徐矿通信专网发展战略的思考[J].煤碳科技,2004(3).
[8]王亮.电力通信专网发展模式的探讨[J].中国新通信,2007,9.
[9]宋世炜.以融合推进企业专网转型[J].信息通信,2008(2).
[10]魏文刚.通信专网在神东煤炭分公司发展中的作用[J].煤炭工程,2007(10).
[11]李宏瑞,杨永芳,亢润芝.石油专网转型问题的思考[J].电信技术,2006(12).
[12]叶波.重要大客户专网设计方案[J].通信世界,2006(31).
[13]查莉华.油田通信专网面临的挑战与发展战略[J].内蒙古石油化工,2006(3).
[14]杜克礼,杜克敏.胜利油田通信专网的发展前景[J].通讯世界,2003,5.
[15]罗尔明,王浩然.谈我省煤炭专网通信及信息网络系统改造[J].江西煤炭科技,2005(3).
[16]李广.开展渠道营销时怎样选择渠道模式---实例分析华为与NOKIA的渠道模式及发展[J].时代经贸,2007,1(5).
[17]丘慧慧.华为反省渠道危机[J].21世纪经济报道,2004,8.
[18]文会国.通信企业服务营销管理[J].长沙通信职业技术学院学报,2005(1).
[19]崔浩,严桦.中国通信设备制造企业营销模式分析[J].经济体制改革,1999(2).
[20]云晴.通信营销宝典(中)集团客户营销工作的策略分析[J].通信世界,2004(41).
[2]路易斯·W·斯特恩.营销渠道[M].北京:中国人民大学出版社,2004:21-56,122-142.
[3]菲利普·科特勒.市场营销管理[M].上海:上海人民出版社,120-135,256-282,381.
[4]杨东龙.渠道无疆[M].北京:中国经济出版社,2003:129-131,149-152.
[5]郝雨风.销售100战·最佳制胜之道[M].北京:中国经济出版社,2006:46-48.
[6]吴基传,奚国华.改革开放创新---上海贝尔发展之路[M].北京:人民出版社,2008:15-26.
[7]迈克尔﹒波特.竞争战略[M].北京:华夏出版社,2002:86,101,112-114,143,169-177.
[8]弗雷德·R·戴维.战略管理[M].北京:经济科学出版社,2001:96-169.
[9]胡其详.产品定价决策[M].大连:东北财经大学出版社,2001:48-102.
[10]吴基传.中国通信发展之路[M].北京:新华出版社,2001:23-25.
[11]张学琴.市场营销实务[M].北京:北方交通大学出版社,2006:89-91.
[12]杨瑞桢.电信市场营销基本理论与实务[M].北京:北京邮电大学出版社,2003:55-60.
[13]刘立.电信市场营销[M].北京:人民邮电出版社,2003:123-125.
[14]平狄克·鲁宾费尔德.微观经济学[M].北京:中国人民大学出版社,2002:268-270.
[15]邱猛.如何制定市场竞争策略[M].北京:北京大学出版社,2005:79-83.
[16]范云峰.市场营销实战[M].北京:中国经济出版社,2002:101-123.
[17]宋云,陈超.企业战略管理[M].首都经济大学出版社,2000:140-159.
[18]杨爱花,苗长川.现代市场营销管理[M].北京:清华大学出版社,2004:78-96,107-133.
[19]荆林波.市场营销[M].北京:商务印书馆,2003:204-229.
[20]吴洪,黄秀清.通信经济学[M].北京:北京邮电大学出版社,2003:130-176.
[1]佚名.华为:发展功能型分销渠道[J].中国计算机报,2002,12:27.
[2]赵国强.新形势下通信专网发展挑战与对策[J].湖北函授大学学报,2005,6(2):18.
[3]陈文沛.通信企业的营销创新[J].价值工程,2007(6).
[4]武颖.畅想未来无线生活[J].中国移动周刊,2005(182):7.
[5]徐玉.3G运营对市场竞争格局影响之我见[J]. Mobile世代,2005(7):23-25.
[6]孙艳琳,康灿华.构建企业联盟取得竞争优势---中国通信设备制造厂商面对新形势的战略选择[J].科技进步与对策,2000(11)
[7]朱涛.徐矿通信专网发展战略的思考[J].煤碳科技,2004(3).
[8]王亮.电力通信专网发展模式的探讨[J].中国新通信,2007,9.
[9]宋世炜.以融合推进企业专网转型[J].信息通信,2008(2).
[10]魏文刚.通信专网在神东煤炭分公司发展中的作用[J].煤炭工程,2007(10).
[11]李宏瑞,杨永芳,亢润芝.石油专网转型问题的思考[J].电信技术,2006(12).
[12]叶波.重要大客户专网设计方案[J].通信世界,2006(31).
[13]查莉华.油田通信专网面临的挑战与发展战略[J].内蒙古石油化工,2006(3).
[14]杜克礼,杜克敏.胜利油田通信专网的发展前景[J].通讯世界,2003,5.
[15]罗尔明,王浩然.谈我省煤炭专网通信及信息网络系统改造[J].江西煤炭科技,2005(3).
[16]李广.开展渠道营销时怎样选择渠道模式---实例分析华为与NOKIA的渠道模式及发展[J].时代经贸,2007,1(5).
[17]丘慧慧.华为反省渠道危机[J].21世纪经济报道,2004,8.
[18]文会国.通信企业服务营销管理[J].长沙通信职业技术学院学报,2005(1).
[19]崔浩,严桦.中国通信设备制造企业营销模式分析[J].经济体制改革,1999(2).
[20]云晴.通信营销宝典(中)集团客户营销工作的策略分析[J].通信世界,2004(41).