發(fā)布時(shí)間：2018-11-02 17:49

【摘要】：2008年國(guó)內(nèi)電信運(yùn)營(yíng)商進(jìn)行新一輪的重組,中國(guó)電信市場(chǎng)在未來(lái)幾年將進(jìn)入競(jìng)爭(zhēng)日益加劇的全新的發(fā)展階段。在這種背景下,廣西YD公司如何清楚辨析企業(yè)的競(jìng)爭(zhēng)力所在,進(jìn)而制定有效的發(fā)展戰(zhàn)略已成為近期廣西YD公司需要面臨并迫切需要解決的問(wèn)題。本文在電信市場(chǎng)全業(yè)務(wù)運(yùn)營(yíng)的背景環(huán)境下運(yùn)用戰(zhàn)略管理理論中的波特“五力”模型,對(duì)廣西YD公司面臨的全業(yè)務(wù)競(jìng)爭(zhēng)環(huán)境的背景進(jìn)行分析,得出廣西YD公司既面臨著全業(yè)務(wù)運(yùn)營(yíng)的考驗(yàn),同時(shí)也面臨著業(yè)務(wù)轉(zhuǎn)型機(jī)遇。為摸清全業(yè)務(wù)背景下的內(nèi)外部環(huán)境,運(yùn)用戰(zhàn)略管理SWOT分析,得出現(xiàn)有的內(nèi)外部環(huán)境評(píng)估,并且在“五力模型”基礎(chǔ)上特別針對(duì)“政府政策約束”、“技術(shù)進(jìn)步”和“互補(bǔ)品提供者”這三個(gè)更加切合運(yùn)營(yíng)商實(shí)際的因素進(jìn)行了著重分析。在對(duì)廣西YD公司用戶產(chǎn)品的需求分析中,采用Bass模型預(yù)測(cè)2012—2015年移動(dòng)用戶增長(zhǎng)趨勢(shì),定性、定量得出,國(guó)家宏觀環(huán)境及廣西經(jīng)濟(jì)的發(fā)展對(duì)廣西移動(dòng)通信發(fā)展提供較好的外部環(huán)境,并且隨著通信技術(shù)的發(fā)展和產(chǎn)業(yè)結(jié)構(gòu)調(diào)整,移動(dòng)互聯(lián)網(wǎng)發(fā)展應(yīng)抓住調(diào)整的機(jī)遇,贏得新用戶、新業(yè)務(wù)進(jìn)行良性發(fā)展。在此分析基礎(chǔ)的上,依據(jù)波特的戰(zhàn)略管理模型建立戰(zhàn)略分解三環(huán)節(jié)：分析、制定、實(shí)施,并將這戰(zhàn)略管理體系的核心三部分拓展為六個(gè)層級(jí)的金字塔形結(jié)構(gòu),這一結(jié)構(gòu)的優(yōu)點(diǎn)是可以更為直觀的顯示企業(yè)戰(zhàn)略管理的過(guò)程、以及各部分自上而下的銜接性和層級(jí)性。進(jìn)而在行業(yè)現(xiàn)狀基礎(chǔ)上得出了戰(zhàn)略分解體系圖,依據(jù)戰(zhàn)略圖就廣西YD公司的戰(zhàn)略要求、定位進(jìn)行細(xì)化,重點(diǎn)對(duì)戰(zhàn)略思路、方案進(jìn)行論述,戰(zhàn)略思路為：以移動(dòng)為核心,以價(jià)值化為主線的開(kāi)展全業(yè)務(wù)轉(zhuǎn)型,并得出戰(zhàn)略目標(biāo)和戰(zhàn)略方案。最后在戰(zhàn)略理論分析和廣西YD公司的戰(zhàn)略路徑選擇基礎(chǔ)上進(jìn)一步細(xì)化公司在全業(yè)務(wù)環(huán)境下的企業(yè)戰(zhàn)略管理,分別從創(chuàng)新TD發(fā)展、信息化產(chǎn)品多樣化、商業(yè)模式轉(zhuǎn)型等八個(gè)方面完整的闡述了廣西YD公司的戰(zhàn)略要點(diǎn),最終得出符合廣西YD公司運(yùn)營(yíng)實(shí)際的戰(zhàn)略實(shí)施要點(diǎn)。
[Abstract]:With a new round of restructuring of domestic telecom operators in 2008, the Chinese telecom market will enter a new stage of competition in the next few years. Under this background, how to distinguish the competitiveness of enterprises clearly and how to formulate an effective development strategy for Guangxi YD Company has become a problem that Guangxi YD Company needs to face and solve urgently in the near future. Based on the "five forces" model of strategic management theory, this paper analyzes the background of the full-service competition environment faced by Guangxi YD Company under the background of full-service operation of telecom market. The conclusion is that Guangxi YD Company is faced with both the test of the whole business operation and the opportunity of business transformation. In order to find out the internal and external environment under the whole business background, using the SWOT analysis of strategic management, the present internal and external environment evaluation is obtained, and the "government policy constraint" is specially aimed at on the basis of the "five forces model". Three more practical factors, technology progress and complementary supplier, are analyzed. In the demand analysis of YD products in Guangxi, the Bass model is used to predict the growth trend of mobile users in 2012-2015. The qualitative and quantitative results are obtained. With the development of communication technology and the adjustment of industrial structure, the development of mobile Internet should seize the opportunity of adjustment and win new users. The new business is well developed. On the basis of this analysis, according to Porter's strategic management model, three links of strategic decomposition are established: analysis, formulation, implementation, and the expansion of the core three parts of the strategic management system into a six-level pyramid structure. The advantage of this structure is that it can show the process of enterprise strategic management more intuitively, as well as the cohesion and hierarchy of each part from top to bottom. Then on the basis of the current situation of the industry, the paper draws the strategic decomposition system diagram, according to the strategic map of Guangxi YD company's strategic requirements, positioning to refine, focus on the strategic thinking, program, strategic thinking: mobile as the core of the strategic thinking, Take the value as the main line to carry on the whole business transformation, and obtains the strategic goal and the strategic plan. Finally, on the basis of the strategic theory analysis and the strategic path selection of Guangxi YD Company, we further refine the company's strategic management in the whole business environment, developing from the innovative TD to the diversification of information products, respectively. Eight aspects, such as the transformation of business model, have completely expounded the strategic key points of Guangxi YD Company, and finally come to the key points of strategic implementation in line with the actual operation of Guangxi YD Company.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F626;F272

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