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  本文選題：增值業(yè)務　切入點：電信運營企業(yè)　出處：《南京郵電大學》2012年碩士論文

【摘要】：在2008年我國三家電信運營商重組后,我國電信運營業(yè)進入了三網融合和全業(yè)務運營的新局面,隨著3G牌照發(fā)放及業(yè)務的運營,以及物聯(lián)網等新一代IT技術的不斷更新和推廣,電信運營產品和服務更加趨于豐富化,因而建立在這一切變化之上的增值業(yè)務對于電信運營企業(yè)來說有著越來越重要的意義。在這樣大環(huán)境下的增值業(yè)務對于我國電信運營商組織結構會產生怎樣的影響,正是本文要研究的內容。 本文即是在這樣的背景下,探討我國電信運營商現(xiàn)有增值業(yè)務的特點,以此為自變量,分析其與組織結構性維度之間的關系,分析增值業(yè)務對組織結構的影響機制,由此來探討電信運營商增值業(yè)務設置的合理化,以及電信運營組織結構的完善。 本文首先通過因子分析確立增值業(yè)務的關聯(lián)性維度,將我國電信運營企業(yè)增值業(yè)務測評模型分為增值業(yè)務內部運營因素、增值業(yè)務供應鏈因素、增值業(yè)務客戶導向因素和競爭對手因素四個維度。其中內部運營因素有分為盈利能力、研發(fā)能力、技術支撐水平、運營人員素質、對于環(huán)境變化的響應速度、用戶增長等6個二級指標,將供應鏈因素分為供應商種類、供應商數(shù)量、渠道商種類、渠道商數(shù)量等4個二級指標,將客戶導向因素分為顧客滿意度、對于客戶新需求的響應速度、對于客戶意見處理速度3個二級指標,將競爭對手因素分為替代品的數(shù)量、技術創(chuàng)新能力、技術轉化能力、相似產品種類4個二級指標,隨后在相關性分析和回歸分析的基礎上,驗證了增值業(yè)務對電信組織結構分權化、復雜化、規(guī)范化之間的影響關系。研究發(fā)現(xiàn)組織結構分權化同增值業(yè)務的顧客導向、供應鏈和市場競爭因素有正相關性。組織結構復雜化同增值業(yè)務內部運營因素、顧客導向、供應鏈和市場競爭因素有正相關性。組織結構規(guī)范化同增值業(yè)務內部運營因素、顧客導向、供應鏈和市場競爭因素有正相關性。而增值業(yè)務的四個維度(增值業(yè)務內部運營因素、增值業(yè)務供應鏈因素、增值業(yè)務客戶導向因素和競爭對手因素)對于組織結構的三個維度(分權化、復雜化、規(guī)范化)均具有正向預測作用。
[Abstract]:After the reorganization of the three telecom operators in China in 2008, the telecom transportation business in China has entered a new phase of three-network convergence and full-service operation. With the issuance of 3G licenses and the operation of business, as well as the continuous updating and promotion of the new generation of IT technologies such as the Internet of things,Telecom operating products and services are becoming more and more enriched, so the value-added services based on all these changes have more and more important significance for telecom operators.What kind of influence will the value-added service have on the organizational structure of the telecom operators in such a large environment is the content of this paper.Under this background, this paper probes into the characteristics of the existing value-added services of telecom operators in China, taking them as independent variables, analyzes the relationship between them and the organizational structural dimensions, and analyzes the influence mechanism of value-added services on the organizational structure.This paper discusses the rationalization of telecom operators' value-added service setting and the perfection of telecom operation organization structure.Firstly, this paper establishes the correlation dimension of value-added business through factor analysis, and divides the evaluation model of value-added service into internal operational factors and supply chain factors.Value-added business customer-oriented factors and competitors factor four dimensions.The internal operational factors are divided into six secondary indicators, such as profitability, R & D capability, technical support level, operational staff quality, response speed to environmental change, user growth and so on. Supply chain factors are divided into supplier types.The number of suppliers, the types of channel vendors, the number of channel merchants, and so on. The customer orientation factors are divided into customer satisfaction, response speed to new customer demand, processing speed of customer opinion, three second-level indicators of customer opinion processing speed.The competitors were divided into four secondary indexes: the quantity of substitute, the ability of technological innovation, the ability of technology transformation and the similar product category. Then, on the basis of correlation analysis and regression analysis,The influence of value-added services on the decentralization, complexity and standardization of telecom organization structure is verified.It is found that the decentralization of organizational structure has a positive correlation with customer orientation, supply chain and market competition.The complexity of organizational structure has positive correlation with internal operational factors, customer orientation, supply chain and market competition factors.The standardization of organizational structure has positive correlation with internal operation factors, customer orientation, supply chain and market competition factors.The four dimensions of value-added business (internal operation factor, supply chain factor, customer orientation factor and competitor factor) are three dimensions of organizational structure (decentralization, complexity, etc.Both of them have positive predictive effect.
【學位授予單位】：南京郵電大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F626

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本文編號：1701040