本文選題：我的e家 + 品牌�。� 參考：《北京郵電大學(xué)》2008年碩士論文

【摘要】： 2006年,中國(guó)電信在全國(guó)推出了“我的e家”客戶品牌,面向中高端的家庭客戶提供通信和信息服務(wù)。當(dāng)時(shí),國(guó)內(nèi)的電信市場(chǎng)競(jìng)爭(zhēng)已趨于白熱化,中國(guó)電信作為一個(gè)固話運(yùn)營(yíng)商,既要面對(duì)中國(guó)移動(dòng)迅速發(fā)展的異質(zhì)分流,還要承受中國(guó)網(wǎng)通和中國(guó)鐵通的同質(zhì)惡性價(jià)格競(jìng)爭(zhēng),艱難經(jīng)營(yíng),被迫要在轉(zhuǎn)型中尋找出路。而客戶品牌的建設(shè),可以維系長(zhǎng)期客戶關(guān)系,實(shí)現(xiàn)經(jīng)營(yíng)模式轉(zhuǎn)型。“我的e家”作為中國(guó)電信的三大客戶品牌之一,目的是想利用品牌營(yíng)銷保存和爭(zhēng)奪家庭客戶群體。但是,該品牌產(chǎn)品經(jīng)過(guò)一年多的市場(chǎng)推廣,卻發(fā)現(xiàn)增量不增收,市場(chǎng)效果不明顯。 當(dāng)前,國(guó)內(nèi)電信行業(yè)又進(jìn)行了重組,由六家運(yùn)營(yíng)商合為三家,目的是為了避免重復(fù)建設(shè)和資源浪費(fèi),也為了改善過(guò)渡混亂的市場(chǎng)競(jìng)爭(zhēng)狀態(tài),整頓市場(chǎng)秩序,既科學(xué)又和諧地發(fā)展。但形勢(shì)仍不樂(lè)觀。一方面,在基礎(chǔ)通信設(shè)施共建共享的問(wèn)題上,各電信運(yùn)營(yíng)商都從自身利益出發(fā),各執(zhí)一詞,很難達(dá)成一致;另一方面,由于政府長(zhǎng)時(shí)間的政策管制,控制移動(dòng)牌照的發(fā)放數(shù)量,在個(gè)人通信高速發(fā)展,移動(dòng)業(yè)務(wù)替代固話業(yè)務(wù)越來(lái)越嚴(yán)重的歷史條件下,移動(dòng)公司順勢(shì)而上,一家獨(dú)大,其利潤(rùn)大于其他運(yùn)營(yíng)商的總和,同業(yè)競(jìng)爭(zhēng)仍處于嚴(yán)重失衡的局面。“我的e家”作為中國(guó)電信的主要客戶品牌產(chǎn)品,有必要進(jìn)行重新審視。 本文試圖運(yùn)用管理學(xué)的知識(shí),參考電信服務(wù)產(chǎn)品的概念、特征、內(nèi)涵和質(zhì)量要求,結(jié)合中國(guó)電信廣西公司“我的e家”的實(shí)際運(yùn)營(yíng)情況,從“我的e家”客戶品牌的原設(shè)計(jì)內(nèi)容定位中,分析其不足,找出其需要改進(jìn)的關(guān)鍵性缺陷。然后,以服務(wù)為主線,以品牌營(yíng)銷為基礎(chǔ),以組合營(yíng)銷為手段,以客戶感知為驅(qū)動(dòng),以品牌差異化為管理要求,采用“步行穿越調(diào)查”方法,采集用戶樣本數(shù)據(jù),從客戶的角度,在售前、售中和售后服務(wù)各環(huán)節(jié),了解和掌握客戶對(duì)“我的e家”品牌的感知度和滿意度,論證服務(wù)在電信品牌創(chuàng)立中的重要性,論述品牌服務(wù)差異化的必要性,明確服務(wù)在電信企業(yè)競(jìng)爭(zhēng)中的作用和地位。最后,對(duì)“我的e家”客戶品牌進(jìn)行重新定位與設(shè)計(jì),以期達(dá)到增量增收的目的。
[Abstract]:In 2006, China Telecom launched "my home" customer brand to provide communications and information services to middle and high end family customers. At that time, the competition in the domestic telecommunications market had become more intense. As a fixed-line telephone operator, China Telecom, as a fixed-line operator, had to face the heterogeneous diversion of China Mobile's rapid development, as well as bear the homogenous and vicious price competition between China Netcom and China Railcom. Difficult management, forced to find a way out in the transformation. The construction of customer brand, can maintain long-term customer relationship, achieve business model transformation. As one of China Telecom's three major customer brands, "my home" aims to use brand marketing to preserve and compete for family customers. However, the brand after more than a year of marketing, but found no incremental income, market effect is not obvious. At present, the domestic telecommunications industry has been reorganized, from six operators to three, in order to avoid duplication of construction and waste of resources, and also to improve the market competition in the transitional chaos and rectify market order. Both scientific and harmonious development. But the situation is still not optimistic. On the one hand, on the issue of the co-construction and sharing of basic communications facilities, all telecom operators, proceeding from their own interests, insist on their own words and find it very difficult to reach an agreement; on the other hand, due to the government's long period of policy control, it controls the number of mobile licences issued. With the rapid development of personal communication and the increasingly serious substitution of mobile services for fixed-line services, mobile companies are in a dominant position, whose profits are larger than the sum of other operators, and the competition among the same industry is still in a serious imbalance. As the main customer brand of China Telecom, my e-home needs to be re-examined. This paper attempts to use the knowledge of management, referring to the concept, characteristics, connotation and quality requirements of telecom service products, combining with the actual operation of "my home" of China Telecom Guangxi Company. From the original design content positioning of "my home" customer brand, this paper analyzes its shortcomings and finds out the key defects that need to be improved. Then, taking service as the main line, brand marketing as the basis, combination marketing as the means, customer perception as the driving force, brand differentiation as the management requirement, the method of "walking through investigation" is adopted to collect user sample data. From the customer's point of view, in the aspects of pre-sale, pre-sale and after-sales service, we should understand and grasp the customer's perception and satisfaction with "my home" brand, and demonstrate the importance of service in the establishment of telecom brand. This paper discusses the necessity of brand service differentiation, and clarifies the role and position of service in the competition of telecom enterprises. Finally, we reposition and design our e-home brand in order to achieve the purpose of incremental income.
【學(xué)位授予單位】：北京郵電大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2008
【分類號(hào)】：F626

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 金媛媛;品牌推廣及其應(yīng)用性研究[D];南京林業(yè)大學(xué);2010年

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本文編號(hào)：1941252