本文選題：移動(dòng)互聯(lián)網(wǎng) + 以客戶為中心��； 參考：《華中師范大學(xué)》2017年碩士論文

【摘要】：從傳統(tǒng)的零售時(shí)代、互聯(lián)網(wǎng)時(shí)代,再到移動(dòng)互聯(lián)時(shí)代的蓬勃發(fā)展,大量的創(chuàng)新商業(yè)模式的出現(xiàn),互聯(lián)網(wǎng)新型公司的崛起,打破了企業(yè)與消費(fèi)者的壁壘,信息鴻溝的消失,讓企業(yè)與消費(fèi)者更接近,消費(fèi)者容易了解企業(yè)。這種關(guān)系讓企業(yè)過去的管理模式面臨巨大的挑戰(zhàn),“轉(zhuǎn)型焦慮癥”成為每一位傳統(tǒng)企業(yè)管理者的常見“疾病”�！稗D(zhuǎn)型”是企業(yè)“蛻變現(xiàn)狀”、“突破困境”、“實(shí)現(xiàn)創(chuàng)新”的重要手段,尤其對(duì)于傳統(tǒng)企業(yè),不僅需要勇氣、更需要正確的方法。以往很多人將轉(zhuǎn)型和創(chuàng)新認(rèn)為是同一件事情,但創(chuàng)新只求新,不破舊;而轉(zhuǎn)型則破舊立新,是要打破過去創(chuàng)造的成功或已經(jīng)擁有的競(jìng)爭(zhēng)優(yōu)勢(shì),然后走向新的發(fā)展路徑,成長(zhǎng)出新的發(fā)展能力。導(dǎo)致不少傳統(tǒng)企業(yè)因此望而卻步。根據(jù)企業(yè)生命周期(成長(zhǎng)期、成熟期和衰退期)的規(guī)律,企業(yè)“轉(zhuǎn)型” 一般有兩種情況,一是在市場(chǎng)成熟期轉(zhuǎn)型,這個(gè)階段企業(yè)為應(yīng)對(duì)未來的潛在威脅,提前做戰(zhàn)略布局,務(wù)求讓企業(yè)獲得更長(zhǎng)遠(yuǎn)的發(fā)展。另一種處于市場(chǎng)衰退期轉(zhuǎn)型,這類企業(yè)原有的競(jìng)爭(zhēng)優(yōu)勢(shì)減弱,市場(chǎng)份額流失,企業(yè)經(jīng)營(yíng)陷入困難,被迫尋找新的增長(zhǎng)機(jī)會(huì)。事實(shí)證明,處于“成熟期”的企業(yè)轉(zhuǎn)型會(huì)更加輕松。其中,我國(guó)電信運(yùn)營(yíng)商正是處于“成熟期”尋找正確轉(zhuǎn)型方法的傳統(tǒng)企業(yè)之一。1998年,我國(guó)固網(wǎng)移動(dòng)分離,開啟了中國(guó)電信行業(yè)的新篇章,電信、聯(lián)通、移動(dòng)形成三角競(jìng)爭(zhēng)關(guān)系,發(fā)展至今已近20年�；谖覈�(guó)對(duì)電信運(yùn)營(yíng)商的政策保護(hù),早期電信行業(yè)競(jìng)爭(zhēng)并不激烈,市場(chǎng)處于成長(zhǎng)期,各家運(yùn)營(yíng)商主要精力在拓展市場(chǎng),前景無限。但隨著市場(chǎng)環(huán)境的逐步成熟,競(jìng)爭(zhēng)格局發(fā)生變化,尤其移動(dòng)互聯(lián)網(wǎng)的到來,給電信運(yùn)營(yíng)商的傳統(tǒng)業(yè)務(wù)帶來巨大沖擊,三大運(yùn)營(yíng)商的語音業(yè)務(wù)逐步減少,短信使用量急劇下降,核心利潤(rùn)來源的兩大業(yè)務(wù)正在萎縮,運(yùn)營(yíng)商的管理者已意識(shí)到危機(jī)的到來,尋找有效的轉(zhuǎn)型路徑是保持可持續(xù)發(fā)展的關(guān)鍵。本次論文將以中國(guó)移動(dòng)為藍(lán)本,通過診斷移動(dòng)互聯(lián)網(wǎng)時(shí)代威脅,結(jié)合轉(zhuǎn)型的標(biāo)桿企業(yè)、失敗企業(yè)、實(shí)戰(zhàn)中企業(yè)經(jīng)驗(yàn),規(guī)避風(fēng)險(xiǎn);并結(jié)合客戶需求洞察分析障礙;最后總結(jié)中國(guó)移動(dòng)轉(zhuǎn)型的關(guān)鍵影響因素,尋找可持續(xù)發(fā)展方法及路徑,幫助中國(guó)移動(dòng)向“客戶化管理”轉(zhuǎn)型。
[Abstract]:From the traditional retail age, the Internet age, and then to the vigorous development of the mobile internet age, the emergence of a large number of innovative business models, the rise of new Internet companies has broken down the barriers between enterprises and consumers, and the information gap has disappeared. Let enterprises and consumers closer, consumers easy to understand the enterprise. This kind of relationship makes the management mode of the enterprise face the huge challenge in the past, the "transformation anxiety disorder" becomes the common "disease" of every traditional enterprise manager. "Transformation" is an important means for enterprises to "metamorphose the present situation", "break through difficulties" and "realize innovation", especially for traditional enterprises, not only need courage, but also need correct methods. In the past, many people thought that transformation and innovation were the same thing, but innovation only sought to be new and not shabby; and transformation, on the other hand, was to break the old and break the competitive advantage that had been created in the past or already had, and then move on to a new path of development. Develop a new capacity for development. As a result, many traditional enterprises are deterred. According to the laws of the enterprise's life cycle (growth, maturity and recession), there are generally two kinds of "transformation" in the enterprise. One is the transition in the market maturity period, in which the enterprise makes a strategic layout in advance in order to deal with the potential threat in the future. In order to enable the enterprise to obtain a longer-term development. The other is in the period of market recession, where the former competitive advantage is weakened, the market share is lost, the business is in difficulty, and they are forced to look for new growth opportunities. Facts have proved that the transformation of enterprises in the "mature period" will be easier. Among them, China's telecom operators are just one of the traditional enterprises in the "mature period" to find the correct transformation methods. In 1998, fixed network mobile separation in China opened a new chapter in China's telecommunications industry, telecommunications, Unicom, mobile form a triangular competition relationship. It has been nearly 20 years since its development. Based on the policy protection of telecom operators in our country, the competition of early telecom industry is not fierce, the market is in the growing period, the main energy of each operator is to expand the market, and the prospect is limitless. However, with the gradual maturity of market environment and the change of competition pattern, especially the arrival of mobile Internet, the traditional business of telecom operators has been greatly impacted, the voice services of the three major operators have been gradually reduced, and the use of SMS has dropped sharply. The core profit sources of the two major business is shrinking, operators have been aware of the arrival of the crisis, looking for an effective transition path is the key to maintain sustainable development. This paper will take China Mobile as the blueprint, through the diagnosis mobile Internet age threat, unifies the transformation benchmarking enterprise, the failure enterprise, the actual battle enterprise experience, avoids the risk, and unifies the customer demand insight analysis barrier; Finally, this paper summarizes the key influencing factors of China Mobile's transformation, and looks for the sustainable development method and path to help China Mobile make the transition to "customizing management".
【學(xué)位授予單位】：華中師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F626;F274

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