本文選題：綿州通有限責(zé)任公司 + 智慧城市�。� 參考：《電子科技大學(xué)》2015年碩士論文

【摘要】：高度發(fā)達(dá)的科技,快速便捷的交通,瞬息萬變的信息,讓人們習(xí)慣于快速、高效的快節(jié)奏生活。城市一卡通作為智慧城市建設(shè)的一部分,它的出現(xiàn)解決了人們乘車、購物、餐飲、繳費(fèi)等問題,滿足了人們對(duì)快捷生活的訴求。然而,由于起步較晚,城市一卡通公司經(jīng)營管理經(jīng)驗(yàn)缺少,各公司在設(shè)計(jì)商業(yè)模式時(shí)遇到很多困難。本研究所選取的研究對(duì)象——綿州通有限責(zé)任公司(簡(jiǎn)稱“綿州通”公司)坐落于四川綿陽,是在市政府智慧城市建設(shè)戰(zhàn)略規(guī)劃下成立,專職負(fù)責(zé)綿陽城市“一卡通”項(xiàng)目投資、建設(shè)、運(yùn)營和服務(wù)。本研究先通過文獻(xiàn)綜述法、案例研究法、歸納演繹法對(duì)商業(yè)模式相關(guān)理論進(jìn)行回顧,了解商業(yè)模式研究現(xiàn)狀,并歸納整理商業(yè)模式的定義、要素、分析框架、評(píng)價(jià)方法以及與企業(yè)績(jī)效的關(guān)系;然后通過SWOT方法分析公司內(nèi)外部環(huán)境,采用問卷調(diào)查法分析公司的實(shí)際情況。結(jié)合SWOT分析結(jié)果以及公司發(fā)展現(xiàn)狀,本研究為“綿州通”公司設(shè)計(jì)了適度擴(kuò)張型的商業(yè)模式:(1)重要合作方面強(qiáng)調(diào)要加強(qiáng)與投資伙伴的合作和建立商業(yè)網(wǎng)絡(luò)。(2)將公司關(guān)鍵業(yè)務(wù)定位于平臺(tái)管理、網(wǎng)絡(luò)服務(wù)和營銷推廣。(3)明確公司的核心資源是政府資源、技術(shù)資產(chǎn)、人力資源、客戶資源,應(yīng)該繼續(xù)利用和發(fā)展這四大核心資源。(4)公司價(jià)值主張應(yīng)該圍繞智慧智慧行政、智慧產(chǎn)業(yè)、智慧商業(yè)、智慧生活提出。(5)公司在客戶關(guān)系方面應(yīng)注意客戶價(jià)值識(shí)別和分級(jí)管理。(6)公司在發(fā)展渠道通路時(shí)采取“直接+間接”、“線上+線下”相結(jié)合的混合渠道模式,并且根據(jù)客戶類型的不同采取不同的渠道模式。(7)客戶細(xì)分方面,可從兩個(gè)角度劃分。根據(jù)多邊平臺(tái)劃分,客戶細(xì)分為個(gè)體商戶、生產(chǎn)型企業(yè)、服務(wù)型企業(yè)、事業(yè)單位、政府部門、大眾市場(chǎng);根據(jù)客戶價(jià)值劃分,客戶細(xì)分為金牌、銀牌、銅牌、鐵牌四種類型。(8)公司未來3-5年內(nèi)公司的成本結(jié)構(gòu)主要以研發(fā)費(fèi)用、平臺(tái)管理費(fèi)用、卡品及終端費(fèi)用為主。(9)公司未來3-5年收入模式為基礎(chǔ)設(shè)施免費(fèi),增值業(yè)務(wù)收費(fèi)。收入來源主要依靠服務(wù)費(fèi)、注冊(cè)費(fèi)、軟件升級(jí)費(fèi)、廣告費(fèi)、管理咨詢費(fèi)。最后,本文也提出研究過程中的幾點(diǎn)不足:(1)沒有對(duì)商業(yè)模式的風(fēng)險(xiǎn)進(jìn)行評(píng)估。(2)智慧城市是一個(gè)新生事物,目前尚處于摸索階段。(3)在探討收入來源時(shí),本文沒有探討公共產(chǎn)品的定價(jià)機(jī)制。
[Abstract]:Highly developed technology, fast and convenient transportation, and rapidly changing information allow people to get used to fast and efficient life. As a part of the construction of intelligent city, the city card solves the problems of people riding, shopping, dining, paying fees and so on, and satisfies people's demand for quick life. However, due to the late start and lack of management experience, companies encounter many difficulties in designing business models. The research object of this study, Mianzhou Tong Co., Ltd., is located in Mianyang, Sichuan Province. It was founded under the strategic planning of the municipal government for the construction of intelligent city. Be responsible for the investment, construction, operation and service of Mianyang City's "one Card" project. Through literature review, case study and inductive deduction, this study reviews the relevant theories of business model, understands the current situation of business model research, and summarizes the definition, elements and analysis framework of business model. Then the internal and external environment of the company is analyzed by SWOT method, and the actual situation of the company is analyzed by questionnaire survey. Combined with the results of SWOT analysis and the development of the company, This study has designed a moderately expanding business model for Mianzhou Tong (Mianzhou), emphasizing the importance of strengthening cooperation with investment partners and establishing a business network. 2) positioning the company's key business as platform management. Network service and marketing promotion. 3) make clear that the company's core resources are government resources, technical assets, human resources, customer resources, and should continue to use and develop these four core resources. Wisdom industry, smart business, intelligent life put forward that the company should pay attention to customer value identification and hierarchical management in customer relationship.) the company adopts "direct or indirect" in developing channel. The mixed channel mode of "on-line and offline", and according to the different customer types, adopt different channel mode. 7) customer segmentation, can be divided from two angles. According to the multi-platform division, customers are divided into individual merchants, production-oriented enterprises, service-oriented enterprises, institutions, government departments and mass markets; according to customer value, customers are divided into gold, silver and bronze medals. The cost structure of the company in the next 3-5 years is mainly based on R & D expenses, platform management expenses, card products and terminal expenses. Revenue sources mainly rely on service fees, registration fees, software upgrade fees, advertising fees, management consulting fees. Finally, this paper also points out several points in the research process: 1) failure to assess the risks of business models. 2) Wisdom City is a new thing. At present, it is still in the groping stage. This paper does not discuss the pricing mechanism of public goods.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.92

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本文編號(hào)：1884136