本文選題：電信運(yùn)營企業(yè) + 數(shù)據(jù)業(yè)務(wù)��； 參考：《北京郵電大學(xué)》2012年碩士論文

【摘要】：從2G話音業(yè)務(wù)到3G數(shù)據(jù)業(yè)務(wù),價值鏈上主體問由簡單的合作關(guān)系逐漸轉(zhuǎn)化為復(fù)雜的競合關(guān)系,數(shù)據(jù)業(yè)務(wù)發(fā)展的關(guān)鍵在于電信運(yùn)營企業(yè)與其他主體之間的協(xié)同作用。本文從制約數(shù)據(jù)業(yè)務(wù)發(fā)展的兩大瓶頸——信息內(nèi)容與終端問題出發(fā),以提升客戶體驗(yàn)與滿意度、提高電信運(yùn)營企業(yè)數(shù)據(jù)業(yè)務(wù)收入、鞏固電信運(yùn)營企業(yè)在數(shù)據(jù)業(yè)務(wù)價值鏈中的地位為導(dǎo)向,針對數(shù)據(jù)業(yè)務(wù)價值鏈中電信運(yùn)營企業(yè)與客戶滿意、電信運(yùn)營企業(yè)與SP(服務(wù)提供商)及終端制造商之間的競爭合作關(guān)系建立系統(tǒng)動力學(xué)模型,量化研究電信運(yùn)營企業(yè)在數(shù)據(jù)業(yè)務(wù)價值鏈中的競合策略。 論文共分為六章。第一章闡述研究背景、研究意義、研究方法、研究目標(biāo)與內(nèi)容結(jié)構(gòu),第六章總結(jié)論文的研究成果與不足之處。第二章至第五章為論文的主體研究內(nèi)容。 第二章,用戶接受數(shù)據(jù)業(yè)務(wù)的影響因素研究。通過對用戶接受并使用數(shù)據(jù)業(yè)務(wù)的相關(guān)研究進(jìn)行綜述分析,歸納總結(jié)用戶接受數(shù)據(jù)業(yè)務(wù)的關(guān)鍵影響因素。 第三章,電信運(yùn)營企業(yè)在數(shù)據(jù)業(yè)務(wù)價值鏈中的競合決策分析。通過對數(shù)據(jù)業(yè)務(wù)價值鏈上電信運(yùn)營企業(yè)與服務(wù)提供商、終端制造商之間競合關(guān)系的相關(guān)研究進(jìn)行綜述分析,歸納總結(jié)電信運(yùn)營企業(yè)在數(shù)據(jù)業(yè)務(wù)價值鏈中的競合決策點(diǎn),并建立本文的概念模型。 第四章,電信運(yùn)營企業(yè)數(shù)據(jù)業(yè)務(wù)價值鏈競合策略的系統(tǒng)動力學(xué)建模�；谏弦徽碌母拍钅Ｐ图跋嚓P(guān)理論,考慮終端定制對SP的影響,針對電信運(yùn)營企業(yè)與客戶滿意、電信運(yùn)營企業(yè)與SP、終端商之間的競爭合作關(guān)系建立系統(tǒng)動力學(xué)模型,并對系統(tǒng)主反饋關(guān)系、流圖結(jié)構(gòu)以及系統(tǒng)中的典型基模進(jìn)行分析。 第五章,以中國移動為例進(jìn)行實(shí)證研究,通過對競合決策點(diǎn)的仿真控制分析,提出電信運(yùn)營企業(yè)在提高客戶感知、以及與SP、終端商的競合策略。 論文的主要研究成果總結(jié)如下： 1.指出了數(shù)據(jù)業(yè)務(wù)價值鏈上制約數(shù)據(jù)業(yè)務(wù)發(fā)展的瓶頸環(huán)節(jié),深入分析了電信運(yùn)營企業(yè)與SP(服務(wù)提供商)及終端制造商之間的競爭與合作關(guān)系,歸納出電信運(yùn)營企業(yè)在數(shù)據(jù)業(yè)務(wù)價值鏈中的關(guān)鍵競合決策點(diǎn),并在此基礎(chǔ)上建立電信運(yùn)營企業(yè)協(xié)同SP、終端商提升客戶滿意的概念模型。 2.針對數(shù)據(jù)業(yè)務(wù)價值鏈中電信運(yùn)營企業(yè)與客戶滿意、電信運(yùn)營企業(yè)與SP(服務(wù)提供商)及終端制造商間的競合關(guān)系建立系統(tǒng)動力學(xué)模型,并通過采集中國移動實(shí)際運(yùn)營數(shù)據(jù),驗(yàn)證了模型的可靠性。 3.通過仿真控制分析,得到了電信運(yùn)營企業(yè)在數(shù)據(jù)業(yè)務(wù)價值鏈中競合策略的相關(guān)結(jié)論,并針對以下三個重要方面提出相應(yīng)管理建議： 1)提升客戶對數(shù)據(jù)業(yè)務(wù)的滿意度策略：數(shù)據(jù)業(yè)務(wù)價值鏈管理策略、客戶關(guān)系管理策略、數(shù)據(jù)業(yè)務(wù)資費(fèi)策略； 2)電信運(yùn)營企業(yè)與SP的競合策略：內(nèi)容投入策略、對SP的收入分成策略、與SP合作研發(fā)投入策略； 3)電信運(yùn)營企業(yè)與終端制造商的競合策略：終端投入策略、終端定制策略、與終端商合作共同研發(fā)策略、對終端商的激勵策略。
[Abstract]:From the 2G voice service to the 3G data service, the subject question on the value chain is gradually transformed from a simple cooperative relationship into a complex competing relationship. The key to the development of the data business lies in the synergy between the telecom operators and other subjects. This paper starts with the two bottle neck, which restricts the development of the data business, the information content and the terminal problem. Improve the customer experience and satisfaction, improve the data business income of telecom operation enterprises, consolidate the position of telecom operators in the value chain of data business, and establish the relationship between telecom operation enterprises and SP (service providers) and terminal manufacturers in the data business value chain. The dynamic model is used to quantify the competitive strategy of telecom operators in the value chain of data services.
The thesis is divided into six chapters. The first chapter describes the research background, research significance, research methods, research objectives and content structure, and the sixth chapter summarizes the research results and shortcomings of the thesis. The second chapter to the fifth chapter is the main research content of the thesis.
In the second chapter, the user accepts the influence factors of the data business. Through the review and analysis of the related research on the user's acceptance and use of data services, the key factors that affect the user's acceptance of the data business are summarized.
The third chapter is the analysis of the competing decision of the telecom operators in the value chain of the data business. Through the analysis of the related research on the competing relationship between the telecom operators and the service providers and the terminal manufacturers in the data business value chain, the competition decision points in the data business value chain are summarized and summarized, and the establishment of the competition decision points in the data business value chain is summarized and established. The conceptual model of this article.
The fourth chapter is the system dynamics modeling of the concurrence strategy of the data business value chain of telecom operators. Based on the concept model and related theory of the previous chapter, the effect of terminal customization on SP is considered, and the system dynamics model is established for the telecom operation enterprise and customer satisfaction, the telecom operation enterprise and the SP, the terminal merchants. The system's main feedback relations, flow graph structure and typical models in the system are analyzed.
The fifth chapter, taking China Mobile as an example, carries out an empirical study. Through the simulation and control analysis of the competing decision points, the telecom operators are proposed to improve the customer perception and the competing strategies with the SP, the terminal merchants.
The main research results of this paper are summarized as follows:
1. points out the bottleneck of the data business value chain which restricts the development of data business, analyzes the competition and cooperation relationship between telecom operators and SP (service provider) and terminal manufacturers, and sums up the key competing decision points in the value chain of the telecom operators, and builds the telecom operation enterprise on this basis. Industry collaboration SP, terminal providers to enhance customer satisfaction conceptual model.
2. the system dynamics model is established for the competition relationship between telecom operation enterprises and the SP (service provider) and terminal manufacturers in the data business value chain, and the reliability of the model is verified by collecting the actual operation data of China Mobile.
3. through the simulation control analysis, we get the related conclusions of the competing strategy in the data business value chain of the telecom operators, and put forward the corresponding management suggestions for the following three important aspects.
1) improve customer satisfaction strategy for data services: data service value chain management strategy, customer relationship management strategy, data business tariff strategy;
2) the CO opetition strategy of telecom operators and SP: content input strategy, revenue sharing strategy for SP, and cooperative R & D investment strategy with SP;
3) the competing strategies of telecom operators and terminal manufacturers: terminal investment strategy, terminal customization strategy, co development strategy with terminal operators, and incentive strategies for terminal merchants.
【學(xué)位授予單位】：北京郵電大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F626

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