本文選題：電信運(yùn)營(yíng)商 + 營(yíng)銷渠道��； 參考：《河南大學(xué)》2016年碩士論文

【摘要】：近年來隨著電信行業(yè)的重組,3G、4G經(jīng)營(yíng)牌照的發(fā)放,中國(guó)的基礎(chǔ)電信運(yùn)營(yíng)市場(chǎng)隨之產(chǎn)生巨變,由原有的五家運(yùn)營(yíng)商合并為中國(guó)移動(dòng)、中國(guó)電信、中國(guó)聯(lián)通三家運(yùn)營(yíng)商。雖然三家運(yùn)營(yíng)商的實(shí)力依然不均衡,但在各自業(yè)務(wù)開展過程中,均進(jìn)一步有效地拓展了市場(chǎng),提升了國(guó)內(nèi)用戶移動(dòng)高速網(wǎng)絡(luò)的使用率。但是,隨著國(guó)內(nèi)經(jīng)濟(jì)下行壓力的增大,整個(gè)電信行業(yè)增幅出現(xiàn)了大幅下降,這給運(yùn)營(yíng)商收入的持續(xù)提升帶來了嚴(yán)峻的考驗(yàn)。實(shí)體渠道是電信運(yùn)營(yíng)商最重要的營(yíng)銷渠道之一,在當(dāng)前行業(yè)下行的背景下,對(duì)實(shí)體渠道的競(jìng)爭(zhēng)策略進(jìn)行研究,對(duì)于運(yùn)營(yíng)商競(jìng)爭(zhēng)力的提升意義重大。本文以開封聯(lián)通為例,借助國(guó)內(nèi)外營(yíng)銷渠道的相關(guān)理論,對(duì)開封聯(lián)通公司的實(shí)體渠道競(jìng)爭(zhēng)策略問題進(jìn)行分析,通過與開封移動(dòng)、開封電信實(shí)體渠道的對(duì)比,找出其渠道分類、渠道覆蓋以及渠道運(yùn)營(yíng)中存在的問題,在此基礎(chǔ)上,對(duì)開封聯(lián)通的渠道競(jìng)爭(zhēng)策略進(jìn)行優(yōu)化設(shè)計(jì)。論文共分為五章。第一章是緒論部分,主要闡述了本課題的研究背景以及研究的實(shí)踐意義和理論意義,并介紹本文的研究?jī)?nèi)容和研究方法。第二章是相關(guān)理論基礎(chǔ)。對(duì)電信運(yùn)營(yíng)商的營(yíng)銷渠道的定義、分類、特點(diǎn)進(jìn)行了闡述,同時(shí)對(duì)國(guó)內(nèi)外在渠道方面的研究理論進(jìn)行了描述。第三章以開封聯(lián)通為例,對(duì)其實(shí)體營(yíng)銷渠道現(xiàn)狀及存在的問題進(jìn)行了分析,指出開封聯(lián)通實(shí)體渠道分布覆蓋不足、渠道效能不高和渠道管理人員渠道管理能力欠缺。第四章針對(duì)第三章提出的問題,給予了研究和解決辦法,指出開封聯(lián)通如要扭轉(zhuǎn)實(shí)體渠道在競(jìng)爭(zhēng)中的劣勢(shì),需要一是在核心商業(yè)區(qū)域建設(shè)實(shí)體渠道,達(dá)到與競(jìng)爭(zhēng)對(duì)手同樣的規(guī)模,二是通過內(nèi)部的管理架構(gòu)優(yōu)化,實(shí)施專業(yè)化的渠道管理策略。第五章是結(jié)束部分,總結(jié)了本論文的創(chuàng)新與不足之處并對(duì)下一步可能開展的研究提出了建議和展望。本文的研究將有助于推動(dòng)開封聯(lián)通實(shí)體渠道競(jìng)爭(zhēng)優(yōu)勢(shì)的構(gòu)建,并能夠?qū)φ麄�(gè)電信行業(yè)的營(yíng)銷渠道建設(shè)提供一定的借鑒與參考。
[Abstract]:In recent years, with the reorganization of the telecommunications industry, the issuance of 4G business license, China's basic telecommunications operation market has changed dramatically, from the original five operators merged into China Mobile, China Telecom, China Unicom three operators. Although the strength of the three operators is still uneven, in the process of carrying out their respective services, they have further effectively expanded the market and increased the utilization rate of domestic mobile high-speed networks. However, with the increasing downward pressure on the domestic economy, the growth rate of the entire telecommunications industry has dropped sharply, which has brought a severe test to the continued improvement of operators' income. The entity channel is one of the most important marketing channels for telecom operators. Under the background of the current industry downturn, the research on the competition strategy of the real channel is of great significance to the improvement of the operators' competitiveness. This paper takes Kaifeng Unicom as an example, with the help of the relevant theories of domestic and foreign marketing channels, analyzes the competition strategy of the entity channel of Kaifeng Unicom Company, and finds out the channel classification by comparing it with Kaifeng Mobile and Kaifeng Telecom entity channels. On the basis of channel coverage and the problems existing in channel operation, the channel competition strategy of Kaifeng Unicom is optimized. The thesis is divided into five chapters. The first chapter is the introduction part, mainly elaborated the research background, the research practice significance and the theory significance, and introduced this article research content and the research method. The second chapter is the theoretical basis. This paper expounds the definition, classification and characteristics of the marketing channel of telecom operators, and describes the research theory of the channel at home and abroad. The third chapter takes Kaifeng Unicom as an example, analyzes the current situation and existing problems of its entity marketing channel, points out that the physical channel distribution coverage of Kaifeng Unicom is insufficient, the channel efficiency is not high and the channel management ability of channel managers is deficient. The fourth chapter gives the research and solution to the problems raised in the third chapter, and points out that if Kaifeng Unicom wants to reverse the disadvantage of the physical channel in the competition, it needs to first build the physical channel in the core commercial area. To reach the same scale as competitors, the second is to optimize internal management structure and implement specialized channel management strategy. The fifth chapter is the end part, summarizes the innovation and deficiency of this paper, and puts forward some suggestions and prospects for the next possible research. The research in this paper will help to promote the construction of the competitive advantage of the entity channel of Kaifeng Unicom, and can provide certain reference and reference for the marketing channel construction of the whole telecommunication industry.
【學(xué)位授予單位】：河南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F626

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 魯慧;;渠道關(guān)系破壞性行為原因分析[J];現(xiàn)代商貿(mào)工業(yè);2013年04期

2 董維維;莊貴軍;;營(yíng)銷渠道中人際關(guān)系到跨組織合作關(guān)系:人情的調(diào)節(jié)作用[J];預(yù)測(cè);2013年01期

3 蔣兆年;;關(guān)系型營(yíng)銷渠道模式對(duì)于營(yíng)銷效率的貢獻(xiàn)[J];現(xiàn)代營(yíng)銷(學(xué)苑版);2012年07期

4 楊富貴;;復(fù)合渠道模式的構(gòu)建及其優(yōu)化[J];商業(yè)時(shí)代;2012年17期

5 葉松林;;保險(xiǎn)營(yíng)銷渠道團(tuán)隊(duì)管理研究[J];對(duì)外經(jīng)貿(mào);2012年05期

6 張秀云;;談營(yíng)銷渠道沖突管理[J];企業(yè)家天地;2012年02期

7 郭海沙;;營(yíng)銷渠道中間商價(jià)格競(jìng)爭(zhēng)博弈分析[J];科技創(chuàng)業(yè)月刊;2012年01期

8 肖康;;企業(yè)營(yíng)銷團(tuán)隊(duì)管理的問題探討[J];東方企業(yè)文化;2011年24期

9 石意如;;渠道視角的營(yíng)運(yùn)資金管理改進(jìn):以中恒集團(tuán)為例[J];財(cái)會(huì)月刊;2011年35期

10 王竹泉;孫瑩;祝兵;;全球化企業(yè)營(yíng)運(yùn)資金管理模式探析——以海爾集團(tuán)為例[J];中國(guó)科技論壇;2011年08期

相關(guān)碩士學(xué)位論文 前7條

1 朱葉敏;數(shù)據(jù)通信行業(yè)的渠道營(yíng)銷策略研究[D];上海外國(guó)語大學(xué);2014年

2 周昭華;中國(guó)移動(dòng)A公司開展電子渠道運(yùn)營(yíng)的策略研究[D];電子科技大學(xué);2013年

3 孫澈;4G新競(jìng)爭(zhēng)形勢(shì)前杭州移動(dòng)渠道建設(shè)策略研究[D];浙江工業(yè)大學(xué);2013年

4 劉勇;案例研究：3G時(shí)代SZ移動(dòng)公司社會(huì)渠道變革[D];華南理工大學(xué);2013年

5 胡榮臻;中國(guó)電信“中小聚類客戶”營(yíng)銷渠道規(guī)劃與管理研究[D];電子科技大學(xué);2013年

6 周珂;中國(guó)電信湖南公司營(yíng)銷渠道建設(shè)優(yōu)化研究[D];湖南大學(xué);2012年

7 蘇愛國(guó);廣東聯(lián)通營(yíng)銷渠道轉(zhuǎn)型與協(xié)同策略研究[D];北京郵電大學(xué);2012年

，

本文編號(hào)：2083327