包头网通市场拓展战略研究
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摘要
随着市场经济的不断发展,电信市场不断扩大,电信改革逐步深入,中国电信行业正在面临着深刻的变革,产业结构的调整和产业融合趋势不可阻挡。包头网通作为一个从传统经济体制下发展而来的地区主导电信企业,如何充分利用现有网络资源和新技术,抓住现在和未来的市场,满足不同用户、不同层次的业务需求,促进自身的协调、可持续发展,是一个亟待研究解决的重要课题。
固定电话市场竞争主体增多,恶性竞争频频发生,包头网通作为传统的固定电话运营商,在生存、发展上遇到前所未有的困难。在这样一个激烈的竞争环境中,如何获得突破、赢得发展,顺利实现企业转型,是包头网通的当务之急。
包头网通是一个传统国有电信企业,在经历了政企分离、移动剥离、南北分营、改制上市等一系列重大电信体制改革后,已经成为一家体制完善、技术先进、网络覆盖全,业务种类丰富的固定电话运营商,在包头地区具有一定的优势。但随着电信业的飞速发展,传统的固定电话业务发展逐步衰落,在没有新的业务增长点的前提下,业务发展日趋放缓、整体盈利能力下降,企业发展到了一个生死攸关的重要时期。如何在现有体制环境下,依托现有业务,利用先进技术,合理规划未来,制定适合包头网通的整体发展战略,对于包头网通而言十分重要。
本文首先对电信企业市场竞争环境进行论述,提出制定包头网通市场拓展战略的理论意义及实际意义,然后利用战略管理理论,运用SWOT分析法、波特分析法、价值链分析法等战略管理分析工具,对包头网通的内部、外部发展环境进行了分析,明确了包头网通在业务发展中的优势,指出了企业转型发展过程中存在的不足,从而提出包头网通市场拓展战略定位。根据战略定位提出具体的战略目标,并对战略目标的具体开展提出有效的保障措施。
Along with the unceasing development of market economy, telecommunication market enlarges continuously, the telecommunication reform deepens step by step, the Chinese telecommunication profession is facing the profound transformation, and the adjustment of industrial structure and the tendency of industrial amalgamation are irresistible. The Baotou Netcom is as a local leadership telecommunication enterprise which develops from the traditional economic system. How to grasp the current and the future market to satisfy the service demand of different user and different level by using existing network resource and new technology, to promote own harmonious and continuable development, will be the important topic that should be solved urgently.
The competive main part increases in the fixed telephone market, the blind competition occurs repeatedly. As a traditional fixed telephone operator, the Baotou Netcom encounters the unprecedented difficulty on survival and development. It is urgent matter for the Baotou Netcom that how to obtain the breakthrough, win the development, realize enterprise reforming smoothly in this kind of competition environment.
The Baotou Netcom is a traditional state-owned telecommunication enterprise, after a series of significant telecommunication organizational reform just as the separation of government and business, the peeling mobile, the separation of north and south, remanufacture and going on the market and so on, the Baotou Netcom became a fixed telephone operator with perfect system, advanced technology, broad network and rich business. It has certain advantage in the Baotou area. But along with the telecommunications industry rapid development, the traditional fixed telephone service development declines gradually. Under the prerequisite that has no new business increase point, the service development has postponed day by day, the whole profit ability drops, the enterprise has gone to an important period which relates the life and death. It is very important for the Baotou Netcom that how to rely on existing business under the existing system environment and design the future reasonably using advanced technique, to establish the whole developmental strategy suitable for the Baotou Netcom.
This article first discusses the competition environment of the telecommunication enterprise market, points out the theoretical significance and the practical significance of establishing the market development strategy in Baotou Netcom. Then uses strategic management theory to analyze the interior and exterior development environment of Baotou Netcom by the strategic analysis tools just like SWOT analysis method, baud analysis method and value chain analysis method and so on., points out the Baotou Netcom's advantages which exist in the business development, defines the disadvantages which exist in the course of enterprise reforming development, thus suggests the strategy localization of market development for the Baotou Netcom. According to this strategic localization, it proposes the specific strategic target and the effective safeguard measure of developing this target.
固定电话市场竞争主体增多,恶性竞争频频发生,包头网通作为传统的固定电话运营商,在生存、发展上遇到前所未有的困难。在这样一个激烈的竞争环境中,如何获得突破、赢得发展,顺利实现企业转型,是包头网通的当务之急。
包头网通是一个传统国有电信企业,在经历了政企分离、移动剥离、南北分营、改制上市等一系列重大电信体制改革后,已经成为一家体制完善、技术先进、网络覆盖全,业务种类丰富的固定电话运营商,在包头地区具有一定的优势。但随着电信业的飞速发展,传统的固定电话业务发展逐步衰落,在没有新的业务增长点的前提下,业务发展日趋放缓、整体盈利能力下降,企业发展到了一个生死攸关的重要时期。如何在现有体制环境下,依托现有业务,利用先进技术,合理规划未来,制定适合包头网通的整体发展战略,对于包头网通而言十分重要。
本文首先对电信企业市场竞争环境进行论述,提出制定包头网通市场拓展战略的理论意义及实际意义,然后利用战略管理理论,运用SWOT分析法、波特分析法、价值链分析法等战略管理分析工具,对包头网通的内部、外部发展环境进行了分析,明确了包头网通在业务发展中的优势,指出了企业转型发展过程中存在的不足,从而提出包头网通市场拓展战略定位。根据战略定位提出具体的战略目标,并对战略目标的具体开展提出有效的保障措施。
Along with the unceasing development of market economy, telecommunication market enlarges continuously, the telecommunication reform deepens step by step, the Chinese telecommunication profession is facing the profound transformation, and the adjustment of industrial structure and the tendency of industrial amalgamation are irresistible. The Baotou Netcom is as a local leadership telecommunication enterprise which develops from the traditional economic system. How to grasp the current and the future market to satisfy the service demand of different user and different level by using existing network resource and new technology, to promote own harmonious and continuable development, will be the important topic that should be solved urgently.
The competive main part increases in the fixed telephone market, the blind competition occurs repeatedly. As a traditional fixed telephone operator, the Baotou Netcom encounters the unprecedented difficulty on survival and development. It is urgent matter for the Baotou Netcom that how to obtain the breakthrough, win the development, realize enterprise reforming smoothly in this kind of competition environment.
The Baotou Netcom is a traditional state-owned telecommunication enterprise, after a series of significant telecommunication organizational reform just as the separation of government and business, the peeling mobile, the separation of north and south, remanufacture and going on the market and so on, the Baotou Netcom became a fixed telephone operator with perfect system, advanced technology, broad network and rich business. It has certain advantage in the Baotou area. But along with the telecommunications industry rapid development, the traditional fixed telephone service development declines gradually. Under the prerequisite that has no new business increase point, the service development has postponed day by day, the whole profit ability drops, the enterprise has gone to an important period which relates the life and death. It is very important for the Baotou Netcom that how to rely on existing business under the existing system environment and design the future reasonably using advanced technique, to establish the whole developmental strategy suitable for the Baotou Netcom.
This article first discusses the competition environment of the telecommunication enterprise market, points out the theoretical significance and the practical significance of establishing the market development strategy in Baotou Netcom. Then uses strategic management theory to analyze the interior and exterior development environment of Baotou Netcom by the strategic analysis tools just like SWOT analysis method, baud analysis method and value chain analysis method and so on., points out the Baotou Netcom's advantages which exist in the business development, defines the disadvantages which exist in the course of enterprise reforming development, thus suggests the strategy localization of market development for the Baotou Netcom. According to this strategic localization, it proposes the specific strategic target and the effective safeguard measure of developing this target.
引文
1.林建煌著,《战略管理》,中国人民大学出版社,2005年
2.银路编著,《技术创新管理》,机械工业出版社,2004年
3.吴贵生编著,《技术创新管理》,清华大学出版社,2000年
4.《通信企业管理》月刊,2005年第5期
5.包头市统计局,《2005年包头市统计年鉴》
6.中国统计出版社,《2006年内蒙古统计年鉴》
7.霍国庆著,《企业战略信息管理》,科学出版社,2003年
8.《亨利·明茨博格等,战略过程》(第三版),中国人民大学出版社,2002年
9.弗雷德·R·戴维,《战略管理》(第八版),李克宁译,经济科技出版社,2001年
10.迈克尔·波特,《竞争优势》,陈小悦译,华夏出版社,2001年
11.戴维·J·科利斯,《公司战略》,中国人民大学出版社,2002年
12.肖金学著,《电信企业营销管理》,北京邮电大学出版社,2001年
13.忻展红著,《电信企业战略管理》,北京邮电大学出版社,2002年
14.王良元著,《电信企业经营战略管理》,人民邮电出版社,2001年
15.周其仁著,《数网竞争》,2001年
16.Jean Jacques Laffont、Jean Tirole著,《电信竞争》,人民邮电出版社,2001年
17.曾剑秋著,《电信产业发展概论》,人民邮电出版社,2001年
18.约瑟夫·布罗克著,《电信大趋势》,人民邮电出版社,2002年
19.迈克尔波特著,《竞争论》,高登第、李明轩译,中信出版社,2003年
20.加里·哈默尔著,《领导企业变革》,人民邮电出版社,2002年
21.陈佳贵著,《战略管理:现代企业的竞争模式》,广东经济出版社,2000年
22.彼得著,《第五项修炼·实践篇》,三联出版社,2002年
23.武振业著,《生产与运作管理》,西南交通大学出版社,2000年
24.周三多等著,《管理学原理与方法》,复旦大学出版社,1999年
25.约翰·科特詹姆斯·赫斯科特著,《企业文化与经营业绩》,曾中等译,华夏出版社,1997年
26.《通信世界》周刊,2002年第3期
27.《电信技术》月刊,2005年第9期
28.胡泳著,《电信赢家》,机械工业出版社,2006年
2.银路编著,《技术创新管理》,机械工业出版社,2004年
3.吴贵生编著,《技术创新管理》,清华大学出版社,2000年
4.《通信企业管理》月刊,2005年第5期
5.包头市统计局,《2005年包头市统计年鉴》
6.中国统计出版社,《2006年内蒙古统计年鉴》
7.霍国庆著,《企业战略信息管理》,科学出版社,2003年
8.《亨利·明茨博格等,战略过程》(第三版),中国人民大学出版社,2002年
9.弗雷德·R·戴维,《战略管理》(第八版),李克宁译,经济科技出版社,2001年
10.迈克尔·波特,《竞争优势》,陈小悦译,华夏出版社,2001年
11.戴维·J·科利斯,《公司战略》,中国人民大学出版社,2002年
12.肖金学著,《电信企业营销管理》,北京邮电大学出版社,2001年
13.忻展红著,《电信企业战略管理》,北京邮电大学出版社,2002年
14.王良元著,《电信企业经营战略管理》,人民邮电出版社,2001年
15.周其仁著,《数网竞争》,2001年
16.Jean Jacques Laffont、Jean Tirole著,《电信竞争》,人民邮电出版社,2001年
17.曾剑秋著,《电信产业发展概论》,人民邮电出版社,2001年
18.约瑟夫·布罗克著,《电信大趋势》,人民邮电出版社,2002年
19.迈克尔波特著,《竞争论》,高登第、李明轩译,中信出版社,2003年
20.加里·哈默尔著,《领导企业变革》,人民邮电出版社,2002年
21.陈佳贵著,《战略管理:现代企业的竞争模式》,广东经济出版社,2000年
22.彼得著,《第五项修炼·实践篇》,三联出版社,2002年
23.武振业著,《生产与运作管理》,西南交通大学出版社,2000年
24.周三多等著,《管理学原理与方法》,复旦大学出版社,1999年
25.约翰·科特詹姆斯·赫斯科特著,《企业文化与经营业绩》,曾中等译,华夏出版社,1997年
26.《通信世界》周刊,2002年第3期
27.《电信技术》月刊,2005年第9期
28.胡泳著,《电信赢家》,机械工业出版社,2006年
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