本文選題：中國電信 + DQ分公司��； 參考：《昆明理工大學(xué)》2013年碩士論文

【摘要】：經(jīng)過2008年改革重組和2009年初3G牌照的發(fā)放,中國移動(dòng)并購中國鐵通獲得TD-SCDMA牌照,原中國網(wǎng)通和中國聯(lián)通合并組建了新中國聯(lián)通并獲得了WCDMA,中國電信以1100億元的代價(jià)整體收購了原中國聯(lián)通CDMA網(wǎng)絡(luò)資產(chǎn)和用戶,隨后獲得了CDMA2000的3G移動(dòng)業(yè)務(wù)牌照。中國電信、中國移動(dòng)、中國聯(lián)通先后獲得了移動(dòng)、固話、寬帶等綜合電信業(yè)務(wù)經(jīng)營許可,三大運(yùn)營商形成了新的“三足鼎立”的全業(yè)務(wù)運(yùn)營的競爭格局,三大運(yùn)營商之間的競爭真正進(jìn)入了全業(yè)務(wù)、全方位競爭時(shí)代,競爭進(jìn)一步加劇。 本文以中國電信DQ分公司營銷策略為主要研究對(duì)象,將業(yè)務(wù)營銷理論運(yùn)用到該公司的全業(yè)務(wù)營銷實(shí)踐中。在客觀分析了目前DQ分公司基本情況、營銷管理的現(xiàn)狀基礎(chǔ)上,找出了營銷管理中存在的主要問題和原因,并對(duì)DQ分公司競爭格局、競爭對(duì)手經(jīng)營策略進(jìn)行分析,在此基礎(chǔ)上,借助SWOT分析工具,從機(jī)會(huì)、威脅、優(yōu)勢、劣勢四個(gè)角度,對(duì)中國電信DQ分公司的市場競爭能力進(jìn)行全面剖析。隨后對(duì)中國電信集團(tuán)公司的發(fā)展策略進(jìn)行解讀,并在STP理論的指引下對(duì)DQ分公司的營銷戰(zhàn)略進(jìn)行選擇,結(jié)合上面的所有分析、解讀和戰(zhàn)略選擇,在4P原理、基于3G特征的4I理論等理論指引下,針對(duì)中國電信DQ分公司的面臨市場特點(diǎn)和自身實(shí)力,以移動(dòng)業(yè)務(wù)、寬帶業(yè)務(wù)、固網(wǎng)語音等主要競爭產(chǎn)品為主線,總結(jié)出要實(shí)施“差異化的固網(wǎng)業(yè)務(wù)和移動(dòng)業(yè)務(wù)融合、走量質(zhì)并重的規(guī)模發(fā)展之路”總體營銷策略,并從產(chǎn)品策略、價(jià)格策略、渠道策略和促銷策略幾個(gè)圍度給出了相應(yīng)政策措施實(shí)施建議。 本文通過分析研究中國電信DQ分公司所處的營銷環(huán)境,進(jìn)一步明確和細(xì)分業(yè)務(wù)和相應(yīng)用戶市場,從而給出了相應(yīng)的營銷組合策略和政策實(shí)施建議,具有一定的現(xiàn)實(shí)性和可操作性,對(duì)目前中國電信DQ分公司營銷管理工作提供參考指導(dǎo)作用。與此同時(shí),對(duì)經(jīng)濟(jì)不太發(fā)達(dá)的州市電信分公司發(fā)展也具有借鑒意義。
[Abstract]:After the reform and restructuring in 2008 and the issuance of 3G licences in early 2009, China Mobile acquired the TD-SCDMA license by acquiring China Railcom. China Netcom and China Unicom merged to form the new China Unicom and won the WCDMA. China Telecom bought the original China Unicom CDMA network assets and users for 110 billion yuan, and then obtained the 3G mobile business license of CDMA2000. China Telecom, China Mobile, and China Unicom have successively obtained licenses for comprehensive telecommunications services, such as mobile, fixed telephone, broadband, etc. The three major operators have formed a new competition pattern of "three legs" for full-service operation. The competition between the three major operators really entered the whole business, all-round competition era, competition further intensified. In this paper, the marketing strategy of China Telecom DQ Branch is taken as the main research object, and the business marketing theory is applied to the whole business marketing practice of China Telecom. Based on the objective analysis of the basic situation of DQ branch and the present situation of marketing management, this paper finds out the main problems and reasons in the marketing management, and analyzes the competition pattern of DQ branch and the management strategy of its competitors. With the help of SWOT analysis tools, the market competitiveness of China Telecom DQ Branch is analyzed from four angles: opportunity, threat, advantage and disadvantage. Then the development strategy of China Telecom Group Company is interpreted, and under the guidance of STP theory, the marketing strategy of DQ Branch is selected, combining all the above analysis, interpretation and strategic choice, in the 4P principle, Under the guidance of 4i theory based on 3G characteristics, aiming at the market characteristics and strength of DQ Branch of China Telecom, the main line is mobile service, broadband service, fixed network voice and other main competitive products. Summing up the overall marketing strategy of "integration of differentiated fixed network service and mobile service, taking the road of scale development with equal quantity and quality", and from product strategy, price strategy, The channel strategy and the promotion strategy several environs to give the corresponding policy measure to carry out the suggestion. By analyzing and studying the marketing environment of China Telecom DQ Branch, this paper further clarifies and subdivides the business and the corresponding user market, and then gives the corresponding marketing combination strategy and policy implementation suggestions. It has certain reality and maneuverability, and provides the reference to the marketing management work of China Telecom DQ Branch at present. At the same time, the development of the less developed state telecom branch also has reference significance.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F626

【參考文獻(xiàn)】

相關(guān)期刊論文 前7條

1 朱海松;;4I模型:3G時(shí)代的營銷方法與原理[J];成功營銷;2009年Z1期

2 鄒文標(biāo);;3G,移動(dòng)營銷的量變[J];成功營銷;2009年Z1期

3 李東平;;誰是中國移動(dòng)最可怕的對(duì)手[J];IT經(jīng)理世界;2008年21期

4 許正林;馬蕊;;2009年3G研究熱點(diǎn)評(píng)析[J];現(xiàn)代視聽;2010年02期

5 張志田;;企業(yè)市場定位與營銷戰(zhàn)略[J];現(xiàn)代企業(yè)教育;2009年06期

6 王鷹;;如何構(gòu)建面向3G的渠道網(wǎng)絡(luò)[J];通信企業(yè)管理;2009年04期

7 許雪;;解放思想 提升渠道能力[J];通信企業(yè)管理;2009年08期

，

本文編號(hào)：1814774