本文關(guān)鍵詞： 通信運營商 競爭環(huán)境 競爭戰(zhàn)略　出處：《華僑大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著國家信息化的深化發(fā)展，通信行業(yè)改革步伐的加快，通信運營商的競爭日趨激烈化，走向“貼身肉搏”。具體表現(xiàn)在：其一、業(yè)務(wù)范圍重疊化：2008年5月，通信行業(yè)主管部門推出重組方案，將現(xiàn)有的6大基礎(chǔ)電信運營商合并為3大集團(tuán)，即：新聯(lián)通、新電信、新移動。新聯(lián)通是由原中國聯(lián)通與原中國網(wǎng)通兩家運營商組成，新電信是由原中國衛(wèi)通基礎(chǔ)電信業(yè)務(wù)與原中國電信組成，同時購入了原中國聯(lián)通CDMA網(wǎng)絡(luò)，新移動這是由原中國移動合并了原中國鐵通。次年1月份，國家工業(yè)和信息化部（即工信部）向三家新成立的運營商發(fā)放了三張國內(nèi)3G牌照，新聯(lián)通的3G牌照為W-CDMA制式，新電信的3G牌照為CDMA2000制式，新移動的3G牌照為TD-SCDMA制式，三大運營商均進(jìn)入全業(yè)務(wù)運營階段，都同時擁有移動、固話、寬帶三大通信業(yè)務(wù)的經(jīng)營牌照。其二、增量市場飽和化：通信產(chǎn)品價格的大眾化，使得通信產(chǎn)品在市場上得到快速普及，如廣東、浙江、山東等較為發(fā)達(dá)的省分，移動通信電話的市場普及率甚至已經(jīng)超過了100%，在增量市場的擴(kuò)張已經(jīng)遭遇了增長的天花板，為了維持業(yè)務(wù)的持續(xù)增長，三家運營商紛紛加大對其他運營商存量市場的營銷力度，存量市場的爭奪戰(zhàn)更激烈于增量市場的爭奪。其三、競爭手段白熱化：經(jīng)營業(yè)務(wù)的重疊化及增量市場的飽和化，導(dǎo)致三家運營商之間的競爭手段日趨白熱化，競爭手段涵蓋了產(chǎn)品、價格、渠道、促銷等營銷元素，且具有相當(dāng)強的進(jìn)攻策略性，尤其是對于份額相對較小的中國電信、中國聯(lián)通，更是以進(jìn)攻，爭奪其他運營商的用戶作為重要的增長戰(zhàn)略。 福建省泉州市在全國范圍內(nèi)，屬于較為典型的通信市場，泉州市的經(jīng)濟(jì)具有多元化特征，如有第三產(chǎn)業(yè)發(fā)達(dá)的中心市區(qū)；有務(wù)工群體眾多，區(qū)域經(jīng)濟(jì)發(fā)達(dá)，屬于勞務(wù)輸入型的民營企業(yè)集中區(qū)域，如晉江、石獅等縣級市；也有以第一產(chǎn)業(yè)為主，屬于勞務(wù)輸出的區(qū)域，如安溪、永春、德化等縣，可以稱得上為全國通信市場的一個縮影。另外，在泉州市，中國聯(lián)通因歷史因素，在三家運營商中，市場份額最少，，實力最薄弱，但是泉州市聯(lián)通在兩大運營商巨頭的打壓下，為追求自身的發(fā)展，近幾年來通過采取一系列的經(jīng)營發(fā)展策略，達(dá)到既定的發(fā)展目標(biāo)，贏取了一定市場份額，特別是在2011年經(jīng)營中，取得了較大的成就。對于泉州市聯(lián)通在泉州通信市場的經(jīng)營戰(zhàn)略進(jìn)行剖析，具有一定的典型性意義。 本文通過PEST模型，SWOT模型對泉州通信運營商的競爭環(huán)境進(jìn)行剖析，特別是重點分析聯(lián)通公司在與移動及電信兩大通信巨頭的競爭當(dāng)中的核心競爭力，結(jié)合邁克爾·波特的競爭戰(zhàn)略管理理論、菲利普·科特勒的4P營銷組合理論、非對稱及錯位競爭理論等方面對泉州市聯(lián)通的競爭戰(zhàn)略進(jìn)行研究，系統(tǒng)闡述了泉州市聯(lián)通的競爭戰(zhàn)略。
[Abstract]:With the deepening development of national informatization and the acceleration of the reform of the communication industry, the competition of the communication operators is becoming more and more fierce. Business scope overlap: in May 2008, the communications industry authorities introduced a reorganization plan, the existing six major basic telecommunications operators into three groups, namely: new Unicom, New Telecom. New China Unicom is composed of the former China Unicom and the former China Netcom two operators, New Telecom is composed of the former China Telecom basic telecommunications business and the former China Telecom, at the same time purchased the original China Unicom CDMA network. In January, the Ministry of Industry and Information Technology issued three domestic 3G licences to three new operators. The 3G license of the new Unicom is W-CDMA, the 3G license of the new telecom is the CDMA2000 system, and the 3G license of the new mobile is the TD-SCDMA system. The three major operators have entered the stage of full-service operation, all have mobile, fixed-line, broadband communications business business license plate. Second, the incremental market saturation: the popularization of communication product prices. Communication products in the market has been rapidly popularized, such as Guangdong, Zhejiang, Shandong and other more developed provinces, mobile phone market penetration rate has even exceeded 100%. Expansion in the incremental market has encountered a growth ceiling, in order to maintain the sustained growth of business, the three operators have increased their marketing efforts to the stock market of other operators. The competition of stock market is fiercer than that of incremental market. Thirdly, the competition means are very hot: the overlapping of business and the saturation of incremental market, which leads to the increasingly fierce competition means among the three operators. Competition means cover products, prices, channels, promotion and other marketing elements, and has a strong offensive strategy, especially for the relatively small share of China Telecom, China Unicom, is to attack. Compete for customers from other operators as an important growth strategy. Quanzhou City of Fujian Province belongs to the typical communication market in the whole country. The economy of Quanzhou City has diversified characteristics, such as the central city with developed tertiary industry. There are a large number of migrant workers, regional economic development, belonging to the labor input type of private enterprises concentrated areas, such as Jinjiang, Shishi and other county-level cities; There are also areas mainly in the primary industry that belong to the export of labor services, such as Anxi, Yongchun, Dehua and other counties, which can be regarded as a microcosm of the national communications market. In addition, in Quanzhou City, China Unicom is due to historical factors. Among the three operators, the market share is the least, the strength is the weakest, but Quanzhou Unicom under the pressure of the two giant operators, in order to pursue their own development, in recent years through the adoption of a series of business development strategies. To achieve the established development goals, won a certain market share, especially in 2011, has made great achievements. Quanzhou Unicom in Quanzhou communication market business strategy analysis. It has certain typical meaning. This paper analyzes the competitive environment of Quanzhou telecom operators by using PEST model and SWOT model. In particular, it focuses on the core competitiveness of Unicom in the competition with the two major telecommunications giants, mobile and telecommunications, and combines Michael Porter's competitive strategy management theory. Philip Kotler's 4P marketing combination theory, asymmetric and misplaced competition theory and so on, studies the competition strategy of Quanzhou Unicom, and systematically expounds the competition strategy of Quanzhou Unicom.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F626

【參考文獻(xiàn)】

相關(guān)期刊論文 前7條

1 伍寧;路世昌;;全業(yè)務(wù)經(jīng)營下增值業(yè)務(wù)創(chuàng)新策略分析[J];科技和產(chǎn)業(yè);2010年01期

2 肖金學(xué);電信企業(yè)經(jīng)營環(huán)境和策略的研究[J];當(dāng)代通信;2003年05期

3 滕勇;;電信轉(zhuǎn)型的回顧和思考[J];電信科學(xué);2010年01期

4 駱歡;;淺議電信自營渠道建設(shè)[J];福建電腦;2010年01期

5 胡海波;;歐洲3G發(fā)展新形勢[J];通信世界;2006年28期

6 李正豪;;中國聯(lián)通 十年“求索”的軌跡[J];通信世界;2010年01期

7 郭葆明;;國外3G業(yè)務(wù)發(fā)展對中國3G建設(shè)的借鑒研究[J];現(xiàn)代電信科技;2007年02期

相關(guān)碩士學(xué)位論文 前10條

1 黃英;電信運營商營銷渠道模式創(chuàng)新與應(yīng)用研究[D];湖南大學(xué);2006年

2 張睿鵬;中國聯(lián)通競爭戰(zhàn)略研究[D];山西大學(xué);2007年

3 牟凌霄;日照網(wǎng)通競爭戰(zhàn)略研究[D];山東大學(xué);2008年

4 唐昕;基于價值網(wǎng)的中國電信運營商營銷策略研究[D];暨南大學(xué);2008年

5 欒剛;中國聯(lián)通全業(yè)務(wù)競爭戰(zhàn)略研究[D];山東大學(xué);2008年

6 何偉;A市X電信運營商的3G市場營銷策略分析[D];重慶大學(xué);2007年

7 沈云;鹽城移動分公司營銷渠道策略研究[D];南京理工大學(xué);2008年

8 劉煒;寧夏移動集團(tuán)客戶營銷策略研究[D];北京郵電大學(xué);2009年

9 雷雯棋;重慶新聯(lián)通3G業(yè)務(wù)發(fā)展競爭戰(zhàn)略研究[D];北京郵電大學(xué);2009年

10 王守祥;中國電信天翼和中國移動G3的市場競爭策略研究[D];北京郵電大學(xué);2009年

本文編號：1458503