本文選題：流量經(jīng)營 + 河北移動　； 參考：《河北經(jīng)貿(mào)大學》2017年碩士論文

【摘要】：隨著通信產(chǎn)業(yè)的不斷發(fā)展、移動互聯(lián)網(wǎng)的不斷進步,培育了消費者新的需求,電信運營商傳統(tǒng)的業(yè)務(wù)短信和語音的收入不斷下降。各種互聯(lián)網(wǎng)業(yè)務(wù)的興起,改變了用戶的生活方式,例如眾多社交軟件微信、qq成為了主流的溝通方式,導致了短信和語音業(yè)務(wù)的極速下滑,電信運營商無論是被動需求還是主動需求,都需要積極發(fā)力,尋找新的利潤增長點。2013年底,中國電信、中國移動、中國聯(lián)通同時獲得了LTE牌照,在4G牌照發(fā)放后,三家運營商都把流量作為運營商的經(jīng)營重點,流量收入甚至超過了語音業(yè)務(wù)收入。中國移動擺脫了3G時代的落后局面,大干快上,在4G發(fā)展中取得了先機,但是中國電信和中國聯(lián)通迅速跟進,展開了激烈的價格戰(zhàn),導致每家運營商用戶的戶均消費迅速下降。面對行業(yè)外微信、QQ對于語音短信的替代,行業(yè)內(nèi)三家運營激烈的價格戰(zhàn),三家運營商都推出了基于流量經(jīng)營的轉(zhuǎn)型策略,從以語音經(jīng)營為主,轉(zhuǎn)向以流量經(jīng)營為主,避免被管道化的風險,提高流量的價值,解決流量增長但是收入不增長的剪刀差問題。這是三家運營商轉(zhuǎn)型發(fā)展的必由之路。在此背景下,本文針對以上急需解決的問題,以河北移動為對象,研究了河北移動流量經(jīng)營的現(xiàn)狀,通過對河北移動流量經(jīng)營SWOT分析、發(fā)展環(huán)境的PEST分析,認為運營商將轉(zhuǎn)型的目標集中在進行“流量經(jīng)營”和營造“聚合平臺”上,流量類似自來水,存在云管端三部分,移動不能僅做互聯(lián)網(wǎng)的管道,而是要抓住移動互聯(lián)網(wǎng)發(fā)展良機,通過開展“流量經(jīng)營”,構(gòu)建智能管道,向上構(gòu)建應(yīng)用的“聚合平臺”,向下整合手機終端,做好“流量經(jīng)營”,是關(guān)乎運營商生死存亡的問題,是掌控產(chǎn)業(yè)鏈的關(guān)鍵。最后根據(jù)這些問題分別從網(wǎng)絡(luò)和IT策略、大數(shù)據(jù)策略、服務(wù)營銷策略、云端策略、大連接策略等方面給出建議和參考。希望通過本文的研究,使河北移動能夠明確發(fā)展策略和方向,發(fā)現(xiàn)發(fā)展中的問題,找到應(yīng)對策略,不斷鞏固區(qū)域內(nèi)的經(jīng)營領(lǐng)先優(yōu)勢。
[Abstract]:With the continuous development of communication industry and the development of mobile Internet, the new demand of consumers has been cultivated, and the revenue of traditional service SMS and voice of telecom operators is declining. The rise of various Internet services has changed the way users live. For example, many social software, WeChat QQ, has become the mainstream mode of communication, leading to a rapid decline in SMS and voice services. Telecom operators, whether passive or active, need to make active efforts to find new profit growth points. At the end of 2013, China Telecom, China Mobile, and China Unicom have also obtained LTE licenses, and after the 4G license has been issued, The three operators take traffic as the operator's business focus, traffic revenue even more than the voice business revenue. China Mobile got out of the backwardness of the 3G era and made headway in 4G development, but China Telecom and China Unicom quickly followed suit and launched a fierce price war, resulting in a rapid decline in household consumption per operator. In the face of the substitution of WeChat QQ for voice messaging outside the industry and the fierce price war among the three operators in the industry, all three operators have launched a transformation strategy based on traffic management, which has shifted from voice management to traffic management. Avoid the risk of being managed, increase the value of flow, and solve the problem of scissors difference which increases the flow but does not increase the income. This is the only way for the three operators to transform and develop. Under this background, this paper studies the current situation of Hebei mobile traffic management, through the SWOT analysis of Hebei mobile traffic management, the PEST analysis of the development environment, aiming at the above urgent problems, taking Hebei Mobile as the object, the paper studies the current situation of Hebei mobile traffic management. It is believed that operators will focus on "flow management" and "aggregation platform". The flow is similar to running water, and there are three parts of cloud pipe, so they can't just do the Internet pipeline. Instead, we should seize the opportunity to develop the mobile Internet, by carrying out "traffic management", building intelligent pipelines, building up the "aggregation platform" of applications, integrating mobile terminals downward, and doing a good job of "traffic management." Is related to the survival of operators, is the key to control the industrial chain. Finally, suggestions and references are given from network and IT strategy, big data strategy, service marketing strategy, cloud strategy, Dalian connection strategy and so on. It is hoped that through the research of this paper, Hebei Mobile will be able to make clear the development strategy and direction, discover the problems in the development, find the coping strategy, and consolidate the leading advantage of the management in the region.
【學位授予單位】：河北經(jīng)貿(mào)大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F626

【相似文獻】

相關(guān)期刊論文 前10條

1 國臣,梁潘;中小企業(yè)的經(jīng)營策略[J];當代經(jīng)理人;2000年12期

2 劉桂清;中小企業(yè)的四大經(jīng)營策略[J];遼寧經(jīng)濟;2000年10期

3 李素娟;網(wǎng)絡(luò)廣告的經(jīng)營策略[J];上海微型計算機;2000年47期

4 佘賢君;新形勢下電視臺的廣告經(jīng)營策略[J];電視研究;2001年06期

5 方舟;國外企業(yè)成功經(jīng)營策略[J];企業(yè)天地;2002年05期

6 楊澤民;如何制定合理的初創(chuàng)業(yè)經(jīng)營策略[J];科技創(chuàng)業(yè);2003年02期

7 ;凌華發(fā)布2006年經(jīng)營策略[J];今日電子;2006年01期

8 劉天際;;網(wǎng)絡(luò)時代廣告經(jīng)營策略研究[J];科技創(chuàng)新導報;2009年32期

9 張冬晶;;中小型超市經(jīng)營策略[J];科技信息;2013年11期

10 牟培福;;企業(yè)如何利用經(jīng)濟學完善經(jīng)營策略[J];中外企業(yè)家;2013年10期

相關(guān)會議論文 前10條

1 黃明才;;淺談市場經(jīng)濟條件下醫(yī)院的經(jīng)營策略(摘要)[A];2004湖北省第三屆醫(yī)院院長論壇資料匯編[C];2004年

2 張文波;;淺談報刊零售業(yè)務(wù)的經(jīng)營策略[A];黑龍江省通信學會學術(shù)年會論文集[C];2005年

3 鄭大永;李世清;;市場經(jīng)濟條件下郵電企業(yè)的經(jīng)營策略[A];四川省通信學會一九九三年學術(shù)年會論文集[C];1993年

4 徐麗萍;馬石;;3G業(yè)務(wù)的發(fā)展與中國移動的新角色[A];2005'中國通信學會無線及移動通信委員會學術(shù)年會論文集[C];2005年

5 童麗娟;;面向3G中國移動的國際化戰(zhàn)略[A];2005'中國通信學會無線及移動通信委員會學術(shù)年會論文集[C];2005年

6 石鵬;;中國移動開展流媒體業(yè)務(wù)的環(huán)境分析與策略研究[A];通信發(fā)展戰(zhàn)略與業(yè)務(wù)管理創(chuàng)新學術(shù)研討會論文集[C];2005年

7 郭麗紅;;提升競爭能力 引領(lǐng)3G發(fā)展——中國移動3G戰(zhàn)略與競爭能力探討[A];通信發(fā)展戰(zhàn)略與業(yè)務(wù)管理創(chuàng)新學術(shù)研討會論文集[C];2005年

8 劉W，

本文編號：1915523