本文選題：華為M網(wǎng)事業(yè)部 + 服務(wù)營(yíng)銷(xiāo)　； 參考：《電子科技大學(xué)》2013年碩士論文

【摘要】：光網(wǎng)絡(luò)設(shè)備是電信網(wǎng)絡(luò)不可缺少的重要基礎(chǔ)組成部分，一直以來(lái)均受到電信設(shè)備制造商的高度重視。近幾年來(lái)，受全球經(jīng)濟(jì)低迷影響，全球光網(wǎng)絡(luò)設(shè)備制造行業(yè)已進(jìn)入緩慢增長(zhǎng)期，截止2012年，全球光網(wǎng)絡(luò)設(shè)備市場(chǎng)規(guī)模145億美元，同比下降7%，行業(yè)市場(chǎng)規(guī)模容量、產(chǎn)品利潤(rùn)率持續(xù)下降。 華為公司是具有25年歷史的我國(guó)民營(yíng)全系列通信設(shè)備制造企業(yè)，旗下的M網(wǎng)事業(yè)部是負(fù)責(zé)光網(wǎng)絡(luò)業(yè)務(wù)領(lǐng)域的獨(dú)立戰(zhàn)略業(yè)務(wù)單元，負(fù)責(zé)生產(chǎn)光網(wǎng)絡(luò)設(shè)備并經(jīng)營(yíng)市場(chǎng)。經(jīng)過(guò)10多年的快速市場(chǎng)擴(kuò)張，市場(chǎng)增長(zhǎng)率和毛利率也出現(xiàn)下滑，事業(yè)部未來(lái)的營(yíng)銷(xiāo)面臨重大挑戰(zhàn)，因此急需對(duì)事業(yè)部未來(lái)的營(yíng)銷(xiāo)發(fā)展戰(zhàn)略進(jìn)行新的思考。光網(wǎng)絡(luò)行業(yè)的服務(wù)業(yè)務(wù)市場(chǎng)已經(jīng)成為新的競(jìng)爭(zhēng)焦點(diǎn)。本文研究了華為M網(wǎng)事業(yè)部服務(wù)業(yè)務(wù)市場(chǎng)營(yíng)銷(xiāo)戰(zhàn)略問(wèn)題，提出了服務(wù)業(yè)務(wù)市場(chǎng)的營(yíng)銷(xiāo)戰(zhàn)略、競(jìng)爭(zhēng)戰(zhàn)略規(guī)劃以及營(yíng)銷(xiāo)方案策略。 首先，運(yùn)用PEST外部環(huán)境分析法及五力模型分析法，分析了華為M網(wǎng)事業(yè)部所處的宏觀環(huán)境以及行業(yè)微觀環(huán)境，找出了華為M網(wǎng)事業(yè)部在行業(yè)內(nèi)面臨的威脅主要來(lái)自于同行業(yè)競(jìng)爭(zhēng)對(duì)手的競(jìng)爭(zhēng)壓力以及電信運(yùn)營(yíng)商客戶(hù)本身議價(jià)力。在這樣的環(huán)境中，事業(yè)部應(yīng)首先對(duì)自身進(jìn)行準(zhǔn)確的服務(wù)市場(chǎng)挑戰(zhàn)者的定位。以強(qiáng)大的即時(shí)性，個(gè)性化服務(wù)解決方案為主要點(diǎn)實(shí)施服務(wù)差異化競(jìng)爭(zhēng)戰(zhàn)略，建立差異化優(yōu)勢(shì)。 其次，運(yùn)用SWOT因素分析法分析了事業(yè)部面臨的營(yíng)銷(xiāo)環(huán)境，通過(guò)戰(zhàn)略管理分析工具，得出事業(yè)部正處在一種外部存在機(jī)遇，同時(shí)事業(yè)部?jī)?nèi)部也具備相應(yīng)的資源和能力。M網(wǎng)事業(yè)部應(yīng)緊抓外部機(jī)遇，充分利用有利機(jī)會(huì)，有效規(guī)避威脅因素的影響。結(jié)合SWOT分析，得出M網(wǎng)事業(yè)部應(yīng)當(dāng)采取SO戰(zhàn)略對(duì)策，，即擴(kuò)張性戰(zhàn)略的結(jié)論。 最后，M網(wǎng)事業(yè)部服務(wù)市場(chǎng)中的差異化競(jìng)爭(zhēng)戰(zhàn)略應(yīng)當(dāng)在強(qiáng)大個(gè)性化即時(shí)解決方案差異化競(jìng)爭(zhēng)戰(zhàn)略的基礎(chǔ)上，通過(guò)依托和整合全球服務(wù)資源，滿(mǎn)足運(yùn)營(yíng)商即時(shí)性、個(gè)性化的服務(wù)訴求并迅速反應(yīng)；打造管理業(yè)務(wù)質(zhì)量和用戶(hù)體驗(yàn)領(lǐng)先的差異化策略。
[Abstract]:Optical network equipment is an indispensable basic part of telecommunication network, and has been highly valued by telecommunication equipment manufacturers all the time. In recent years, under the influence of the global economic downturn, the global optical network equipment manufacturing industry has entered a period of slow growth. As of 2012, the global optical network equipment market scale was 14.5 billion US dollars, down 7% from the same period last year. Product profit margins continue to fall. Huawei Company is a 25-year history of China's private communications equipment manufacturing enterprise, the M Network Division is responsible for optical network business field of independent strategic business unit, responsible for the production of optical network equipment and marketing. After more than 10 years of rapid market expansion, the market growth rate and gross profit rate have also declined, and the future marketing of the business department is facing major challenges, so it is urgent to think about the marketing development strategy of the business department in the future. The service service market of optical network industry has become a new competition focus. This paper studies the marketing strategy of the service business of Huawei M Network Division, and puts forward the marketing strategy, competitive strategic planning and marketing scheme strategy of the service business market. Firstly, using PEST external environment analysis method and five-force model analysis method, the macro environment and industry micro environment of Huawei M Network Division are analyzed. It is found that the threat to Huawei's M network business in the industry mainly comes from the competitive pressure of its competitors and the bargaining power of telecom operators' customers themselves. In such an environment, the division should first of all to its own accurate service market challenger positioning. Taking the powerful instant and personalized service solution as the main point, the competitive strategy of service differentiation is implemented, and the advantage of differentiation is established. Secondly, using the SWOT factor analysis method to analyze the marketing environment which the business department faces, through the strategic management analysis tool, obtains the division is in a kind of external existence opportunity, At the same time, the enterprise department also has the corresponding resources and ability. M net business department should grasp the external opportunity, make full use of the favorable opportunity, and effectively avoid the influence of the threat factor. Combined with the analysis of SWOT, the conclusion that M network business department should adopt so strategy is expansionary strategy. Finally, the differentiation competition strategy in the service market of M network department should be based on the strong individualized instant solution, and satisfy the operators' immediacy by relying on and integrating the global service resources. Personalized service demand and rapid response; create management business quality and user experience leading differentiation strategy.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F274;F416.63

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