發(fā)布時(shí)間：2018-04-28 07:56

  本文選題：移動互聯(lián)網(wǎng) + 智能終端��； 參考：《北京郵電大學(xué)》2014年碩士論文

【摘要】：移動互聯(lián)網(wǎng)產(chǎn)業(yè)的發(fā)展非常迅猛,發(fā)展速度遠(yuǎn)超桌面互聯(lián)網(wǎng),目前全球移動互聯(lián)網(wǎng)用戶已超過傳統(tǒng)桌面互聯(lián)網(wǎng)用戶達(dá)到15億,2013年全球智能手機(jī)出貨量達(dá)到9.9億臺。在移動互聯(lián)網(wǎng)產(chǎn)業(yè)迅猛發(fā)展、智能手機(jī)快速普及的時(shí)候,終端廠商卻出現(xiàn)了截然不同的命運(yùn),諾基亞帝國迅速崩塌,最終以72億美元被微軟收購；三星攜手蘋果共同占據(jù)了智能手機(jī)市場一半的份額；華為也抓住了這個(gè)歷史性機(jī)遇,大力發(fā)展智能手機(jī),一躍進(jìn)入全球前三。 對華為終端的發(fā)展策略進(jìn)行研究,在理論上進(jìn)一步豐富了我國智能手機(jī)產(chǎn)業(yè)的發(fā)展戰(zhàn)略研究的理論體系；同時(shí)也有利于華為終端看清全球手機(jī)市場競爭格局,認(rèn)清自身發(fā)展優(yōu)勢,規(guī)避劣勢和不足,根據(jù)外部宏觀環(huán)境和競爭環(huán)境合理選擇發(fā)展戰(zhàn)略模式,從而在激烈的市場競爭中占據(jù)一席之地；把本文的研究結(jié)論推廣開來,為國內(nèi)其他終端廠商提供一定的借鑒意義。 本文通過對華為手機(jī)所處的外部宏觀環(huán)境和競爭環(huán)境進(jìn)行詳細(xì)的分析,結(jié)合戰(zhàn)略管理的相關(guān)理論,采用戰(zhàn)略管理中經(jīng)常使用的PEST分析模型、波特五力模型和SWOT分析法等,總結(jié)出華為手機(jī)在發(fā)展過程中的自身優(yōu)勢和劣勢、機(jī)遇和威脅,提出了適合華為手機(jī)的發(fā)展戰(zhàn)略,幫助華為手機(jī)建立品牌策略、價(jià)格策略、渠道策略、國際化策略和端云協(xié)同策略,使華為手機(jī)的經(jīng)營活動能夠依循發(fā)展戰(zhàn)略進(jìn)行,充分利用機(jī)會,回避劣勢,發(fā)揮優(yōu)勢,消除劣勢,不斷提升企業(yè)競爭力,抓住歷史發(fā)展機(jī)遇,在智能手機(jī)行業(yè)中占據(jù)一席之地。
[Abstract]:The mobile Internet industry is developing rapidly, far faster than the desktop Internet. At present, the global mobile Internet users have surpassed the traditional desktop Internet users to reach 1.5 billion, and the global smartphone shipments reached 990 million units in 2013. With the rapid development of the mobile Internet industry and the rapid popularity of smartphones, the terminal manufacturers had a very different fate. The Nokia Empire collapsed quickly and was acquired by Microsoft for $7.2 billion. Samsung, together with Apple, accounts for half of the smartphone market, and Huawei has seized on the historic opportunity to make a big push to reach the top three in the world. The research on the development strategy of Huawei terminal further enriches the theoretical system of the development strategy research of China's smartphone industry in theory, and also helps Huawei terminals to see clearly the competitive pattern of the global mobile phone market. Recognize the advantages of their own development, avoid weaknesses and shortcomings, according to the external macro environment and competitive environment reasonable choice of development strategy model, so as to occupy a place in the fierce market competition. For other domestic terminal manufacturers to provide certain reference. Through the detailed analysis of the external macro environment and competition environment of Huawei's mobile phone, combined with the relevant theories of strategic management, this paper adopts the PEST analysis model, Porter's five-force model and SWOT analysis method, which are often used in the strategic management, etc. Summing up the advantages and disadvantages, opportunities and threats of Huawei's mobile phone in the process of development, putting forward the development strategy suitable for Huawei's handset, helping Huawei mobile phone to establish brand strategy, price strategy, channel strategy, The strategy of internationalization and cooperation make Huawei's mobile phone business activities follow the development strategy, make full use of opportunities, avoid disadvantages, exert advantages, eliminate weaknesses, constantly enhance the competitiveness of enterprises, seize the opportunity of historical development. Take a place in the smartphone industry.
【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】：2014
【分類號】：F272;F426.63

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