本文關(guān)鍵詞：運(yùn)用AHP結(jié)合BSC對我國電信業(yè)戰(zhàn)略管理關(guān)鍵因素研究　出處：《海南大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 電信業(yè) 平衡計(jì)分卡 層次分析法 戰(zhàn)略管理

【摘要】：戰(zhàn)略管理是當(dāng)今企業(yè)管理領(lǐng)域中研究的熱點(diǎn)問題之一,戰(zhàn)略管理的成敗直接影響著企業(yè)的發(fā)展。過去的十多年里,我國電信業(yè)取得了跨越式的發(fā)展,在經(jīng)歷了一系列的改革和重組之后,電信業(yè)已形成了更加有效的資源配置和競爭格局,面對新的形勢和背景,電信業(yè)如何進(jìn)行戰(zhàn)略管理成為了相關(guān)管理者和學(xué)者密切關(guān)注的問題。當(dāng)今對我國電信業(yè)的戰(zhàn)略管理多數(shù)是從客戶、財務(wù)、市場營銷等單方面的研究,或是對具體的電信運(yùn)營商的案例研究,對整個電信業(yè)以及多層次的研究較少,因此本文立足于整合之后的整個電信行業(yè),從多個角度多個層次,利用平衡計(jì)分卡(BSC)和層級分析法(AHP)對我國電信業(yè)戰(zhàn)略管理問題進(jìn)行研究。 本文首先對電信行業(yè)的戰(zhàn)略管理、績效評價和BSC的應(yīng)用現(xiàn)狀進(jìn)行了分析,指出了傳統(tǒng)戰(zhàn)略管理的不足之處,然后對整合之后的三大運(yùn)營商進(jìn)行了戰(zhàn)略環(huán)境分析(SWOT)和財務(wù)績效評價,為后文的進(jìn)行的戰(zhàn)略管理方案研究奠定基礎(chǔ),最后通過專家訪談法得出BSC模型的第三層次指標(biāo),通過問卷調(diào)查,并利用yaahp軟件對問卷進(jìn)行分析,得出各層次指標(biāo)的權(quán)重,從而建構(gòu)了電信業(yè)戰(zhàn)略管理地圖。 電信業(yè)戰(zhàn)略管理地圖是建立于BSC模型的基礎(chǔ)上,從最底層的學(xué)習(xí)與成長到內(nèi)部業(yè)務(wù)流程,再到顧客,最后到財務(wù),從而構(gòu)成戰(zhàn)略地圖的流程,其中按照指標(biāo)的權(quán)重從高到低分為：主流程、次流程和關(guān)鍵流程。本文研究的主要目的在于給電信業(yè)相關(guān)管理者戰(zhàn)略管理工作提供建議,對其他行業(yè)的企業(yè)也具有一定的參考價值。
[Abstract]:Strategic management is one of the hot issues in the field of enterprise management. The success or failure of strategic management directly affects the development of enterprises. In the past ten years, China's telecommunications industry has made leapfrog development. After a series of reform and reorganization, telecom has formed a more effective allocation of resources and competition pattern, facing the new situation and background. How to carry on the strategic management in the telecommunication industry has become the question which the related managers and scholars pay close attention to. Nowadays, most of the strategic management of the telecom industry in China is from the customer, financial, marketing and other unilateral research. Or the case study of specific telecom operators, the whole telecommunications industry and multi-level research is less, so this paper based on the integration of the entire telecommunications industry, from multiple angles and multiple levels. This paper studies the strategic management of telecom industry in China by using balanced Scorecard (BSC) and Analytical hierarchy process (AHP). Firstly, this paper analyzes the status quo of strategic management, performance evaluation and BSC application in telecom industry, and points out the shortcomings of traditional strategic management. Then the three major operators after the integration of strategic environment analysis (SWOT) and financial performance evaluation, for the future strategic management plan research laid the foundation. Finally, the third level index of BSC model is obtained by expert interview, and the weight of each level index is obtained by using yaahp software to analyze the questionnaire. Thus constructed the telecommunication industry strategic management map. Telecom strategic management map is based on the BSC model, from the bottom of the learning and growth to internal business processes, then to customers, and finally to finance, thus constituting the process of strategic map. According to the weight of the index from high to low are divided into: main process, secondary process and key flow. The main purpose of this study is to provide suggestions for the strategic management of telecom industry managers. For other industries of enterprises also have a certain reference value.
【學(xué)位授予單位】：海南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F626;F224

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本文編號：1429558