本文選題：廣電網(wǎng)絡(luò) + 三網(wǎng)融合�。� 參考：《山西大學(xué)》2017年碩士論文

【摘要】：隨著有線電視網(wǎng)絡(luò)產(chǎn)業(yè)技術(shù)革新的不斷發(fā)展,廣電行業(yè)迎來(lái)了“三網(wǎng)融合”的新春天。“三網(wǎng)融合”是國(guó)家應(yīng)對(duì)世界電信網(wǎng)絡(luò)產(chǎn)業(yè)發(fā)展的必然選擇,也是針對(duì)國(guó)內(nèi)廣電行業(yè)打破壟斷走向市場(chǎng)化競(jìng)爭(zhēng)的選擇方向。廣電網(wǎng)絡(luò)和電信行業(yè)作為“三網(wǎng)融合”的主力軍,由原來(lái)在各自行業(yè)的壟斷角色變?yōu)楝F(xiàn)在的競(jìng)爭(zhēng)對(duì)手,市場(chǎng)競(jìng)爭(zhēng)之激烈不言而喻。而長(zhǎng)期處于封閉、壟斷狀態(tài)的廣電網(wǎng)絡(luò)面對(duì)早已發(fā)展十幾年的電信行業(yè),優(yōu)勢(shì)不多,例如,體制僵化、機(jī)制落后、管理能力較弱、網(wǎng)絡(luò)干線老化、業(yè)務(wù)單一等。面對(duì)角色轉(zhuǎn)換,廣電網(wǎng)絡(luò)行業(yè)怎樣能夠在穩(wěn)住現(xiàn)有市場(chǎng)地位的同時(shí)又能扭轉(zhuǎn)市場(chǎng)沖擊局面,是迫切需要解決的問(wèn)題。因此,抓機(jī)遇、避劣勢(shì),搭建依托有線電視網(wǎng)絡(luò)的全媒體增值業(yè)務(wù)平臺(tái),創(chuàng)造盈利增長(zhǎng)點(diǎn),積極應(yīng)對(duì)來(lái)自行業(yè)外競(jìng)爭(zhēng)者的挑戰(zhàn)。山西廣電信息網(wǎng)絡(luò)集團(tuán)作為山西參與三網(wǎng)融合的主力軍,在山西區(qū)域內(nèi)擔(dān)負(fù)著廣電網(wǎng)絡(luò)運(yùn)營(yíng)和網(wǎng)絡(luò)整合的重要任務(wù)。而山西廣電信息網(wǎng)絡(luò)集團(tuán)由于前身所屬身份性質(zhì)限制,即事業(yè)單位體制,導(dǎo)致體制和機(jī)制都難與日趨激烈的市場(chǎng)化競(jìng)爭(zhēng)相匹配。本文正是以此為契機(jī),運(yùn)用戰(zhàn)略管理理論對(duì)山西廣電信息網(wǎng)絡(luò)集團(tuán)公司的競(jìng)爭(zhēng)戰(zhàn)略進(jìn)行分析、研判,認(rèn)清行業(yè)競(jìng)爭(zhēng)局勢(shì),依靠公司資源優(yōu)勢(shì)把握企業(yè)發(fā)展機(jī)遇,同時(shí),審時(shí)度勢(shì),面對(duì)劣勢(shì)和競(jìng)爭(zhēng)威脅,迎難而上,通過(guò)選擇適合的競(jìng)爭(zhēng)戰(zhàn)略,求生存,謀發(fā)展。本文創(chuàng)新之處在于,以三網(wǎng)融合背景為切入點(diǎn),站在廣電網(wǎng)絡(luò)行業(yè)的高度,針對(duì)半壟斷、半開(kāi)放的山西廣電信息網(wǎng)絡(luò)集團(tuán),提出兼具高效且低成本的發(fā)展模式,為企業(yè)的競(jìng)爭(zhēng)戰(zhàn)略研究提供了新的見(jiàn)解和思路。公司在實(shí)際戰(zhàn)略選擇過(guò)程中,以企業(yè)轉(zhuǎn)型轉(zhuǎn)制發(fā)展為基礎(chǔ),通過(guò)多元化的發(fā)展方式,力求在公司整體戰(zhàn)略發(fā)展方向和經(jīng)營(yíng)業(yè)務(wù)的不同層面做好戰(zhàn)略選擇,根據(jù)廣電行業(yè)的特殊性和對(duì)該公司的分析研究,最終選擇多元化發(fā)展與創(chuàng)新驅(qū)動(dòng)為核心的整體戰(zhàn)略和成本領(lǐng)先、差異化、集中化在業(yè)務(wù)方面的競(jìng)爭(zhēng)戰(zhàn)略來(lái)實(shí)現(xiàn)公司的跨越式發(fā)展,以及最終提出能夠保證企業(yè)戰(zhàn)略發(fā)展的途徑和保障措施。
[Abstract]:With the continuous development of the technology innovation of CATV network industry, the radio and television industry ushered in the new spring of "three networks convergence".The integration of three networks is an inevitable choice for the national response to the development of the world telecom network industry, and is also the choice direction for the domestic radio and television industry to break the monopoly and move towards the market-oriented competition.Radio and television network and telecommunication industry as the main force of "three networks convergence", from the original monopoly role in their respective industries to the current competitors, the fierce market competition is self-evident.For a long time, the radio and television networks in closed and monopolized state face the telecommunication industry which has been developed for more than ten years. For example, the system is rigid, the mechanism is backward, the management ability is weak, the network trunk line is aging, the business is single and so on.In the face of role change, it is urgent to solve the problem of how to stabilize the current market position and at the same time reverse the situation of market impact in the radio and television network industry.Therefore, we should grasp opportunities, avoid disadvantages, build a whole media value-added business platform based on cable television network, create profit growth points, and actively respond to the challenges from competitors outside the industry.Shanxi Radio and Television Information Network Group, as the main force of Shanxi participating in the integration of three networks, is shouldering the important task of radio and television network operation and network integration in Shanxi region.The Shanxi Radio and Television Information Network Group is restricted by the identity of its predecessor, that is, the institution system, which leads to the difficulty of matching the system and mechanism with the increasingly fierce market competition.This paper takes this opportunity to analyze and judge the competitive strategy of Shanxi Radio and Television Information Network Group Company by using the theory of strategic management, to recognize the competition situation of the industry, to grasp the development opportunity of the enterprise by relying on the company's resource advantages, and at the same time,Judging the situation, facing disadvantages and competitive threats, facing the difficulties, through the choice of suitable competitive strategy, survival and development.The innovation of this paper is that, with the background of three networks integration as the breakthrough point, standing at the height of the radio and television network industry, aiming at the semi-monopoly and semi-open Shanxi Radio and Television Information Network Group, this paper puts forward a development model with both high efficiency and low cost.It provides new ideas and ideas for the study of competitive strategy of enterprises.In the course of the actual strategic choice, the company, based on the transformation and development of the enterprise, strives to make the strategic choice in the overall strategic development direction of the company and the different levels of the business operation through the diversified development mode.According to the particularity of the radio and television industry and the analysis and study of the company, the overall strategy and cost leadership, which are driven by diversification and innovation, are finally chosen.Centralizing the competitive strategy in business to realize the leapfrog development of the company, and finally put forward the way and safeguard measures to ensure the strategic development of the enterprise.
【學(xué)位授予單位】：山西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：G229.27;F626

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