本文選題：通信信息行業(yè) + 綜合供應(yīng)鏈服務(wù)企業(yè)��； 參考：《華中科技大學(xué)》2015年碩士論文

【摘要】：ZJ公司是一家立足于信息通信業(yè)的供應(yīng)鏈服務(wù)企業(yè),07年乘著通信行業(yè)三大巨頭重組的東風(fēng),由隸屬于中國電信的QC公司成為由中國電信控股的中國通信服務(wù)有限公司的供應(yīng)鏈服務(wù)專業(yè)公司。隨著電信業(yè)重組完畢和3G移動網(wǎng)絡(luò)陸續(xù)發(fā)牌,三大電信運營商都進入了全業(yè)務(wù)經(jīng)營模式,由通信服務(wù)專業(yè)公司政策性轉(zhuǎn)變?yōu)楣⿷?yīng)鏈服務(wù)專業(yè)公司,ZJ公司顯得有點茫然,老客戶懷疑我們的實力,新客戶質(zhì)疑我們的能力。隨著通信行業(yè)競爭日益加劇,作為信息時代的供應(yīng)鏈服務(wù)生力軍,ZJ公司面臨著進退兩難的局面。ZJ公司急需找出自身定位,找到適合自身發(fā)展的競爭戰(zhàn)略才能有所作為,并為公司發(fā)展指明方向。本文首先綜述了國內(nèi)外通信行業(yè)發(fā)展,重點回顧了通信行業(yè)在國外轉(zhuǎn)型的歷史階段以及國內(nèi)通信企業(yè)的成長歷程。其次,介紹ZJ公司的基本情況,并分析公司目前在發(fā)展中存在的若干問題。隨后宏觀分析ZJ公司的外部環(huán)境,綜合運用西方五種競爭力模型、PEST等方法以及東方傳統(tǒng)管理理念進行分析,然后對ZJ公司的內(nèi)部資源能力進行論述和概括,并且通過同行競爭企業(yè)的對比分析,對ZJ公司進行SWOT分析。根據(jù)對各種戰(zhàn)略的優(yōu)劣對比,提出具體方案供公司高管層選擇,在此基礎(chǔ)上提出:ZJ公司應(yīng)選擇多元型發(fā)展并融合差異化競爭的決策戰(zhàn)略。論文最后提出了具體的戰(zhàn)略實施方案,即ZJ公司應(yīng)該采用集中多元戰(zhàn)略在優(yōu)勢領(lǐng)域擴張,強化內(nèi)部管理和人才梯隊建設(shè),充分利用資金技術(shù)優(yōu)勢,加大品牌建設(shè)力度,注重服務(wù)質(zhì)量,避免直接的價格拉鋸戰(zhàn)。
[Abstract]:ZJ Company is a supply chain service enterprise based on the information and communication industry. In 2007, ZJ Company took advantage of the restructuring of the three giants of the communications industry. QC Company, affiliated to China Telecom, has become the supply chain service professional company of China Communications Services Co., Ltd, which is controlled by China Telecom. With the completion of the reorganization of the telecommunications industry and the licensing of 3G mobile networks, all three major telecom operators have entered the full-service business model, and the policy shift from a communications service professional company to a supply chain service professional company, ZZJ, appears to be a bit at a loss. Old customers doubt our strength, new customers question our ability. With the increasingly fierce competition in the communication industry, ZJ Company, as the new force of supply chain service in the information age, is facing a dilemma. ZJ Company urgently needs to find its own position and find a competitive strategy suitable for its own development in order to make a difference. And pointed out the direction for the development of the company. In this paper, the development of communication industry at home and abroad is reviewed, and the historical stage of the transformation of communication industry in foreign countries and the growth process of domestic communication enterprises are reviewed. Secondly, the basic situation of ZJ Company is introduced, and some problems existing in the development of ZJ Company are analyzed. Then the external environment of ZJ Company is analyzed macroscopically, and then the internal resource capability of ZJ Company is discussed and summarized by using five western competitiveness models, such as pest, and the traditional management concept of the East. And through the comparative analysis of peer competitive enterprises, the SWOT analysis of ZJ Company. According to the comparison of the advantages and disadvantages of various strategies, this paper puts forward a concrete plan for the company executives to choose, and then puts forward the decision strategy that the company should choose the pluralistic development and merge the differentiated competition. Finally, the paper puts forward the specific strategy implementation plan, that is, ZJ company should adopt the centralized multiple strategy to expand in the superiority field, strengthen the internal management and talent echelon construction, make full use of the capital technology superiority, increase the brand construction dynamics. Pay attention to the quality of service, avoid the direct price of seesaw war.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F626;F272

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