本文關(guān)鍵詞：ATP公司發(fā)展戰(zhàn)略研究　出處：《華南理工大學(xué)》2014年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： 發(fā)展戰(zhàn)略 手機(jī)渠道商 電子商務(wù)

【摘要】：隨著運(yùn)營(yíng)商開(kāi)始掌控終端市場(chǎng)，電子商務(wù)浪潮的到來(lái)，作為手機(jī)國(guó)代商的ATP公司在公司的發(fā)展歷程中遇到了前所未有的挑戰(zhàn)。在公司庫(kù)存增加利潤(rùn)下滑的情況下，只有主動(dòng)積極的應(yīng)對(duì)挑戰(zhàn)，，尋找戰(zhàn)略發(fā)展新的突破口，才能讓公司走出困境。 本文在總結(jié)國(guó)內(nèi)外關(guān)于戰(zhàn)略管理和市場(chǎng)營(yíng)銷(xiāo)相關(guān)研究的基礎(chǔ)上，對(duì)ATP公司發(fā)展的外部環(huán)境（包括：政治、經(jīng)濟(jì)、社會(huì)文化及技術(shù)等）以及公司作為手機(jī)渠道商的行業(yè)環(huán)境（包括：ATP公司所面臨的同類(lèi)國(guó)代商、電商平臺(tái)公司及運(yùn)營(yíng)商的終端公司三類(lèi)競(jìng)爭(zhēng)對(duì)手等）與競(jìng)爭(zhēng)態(tài)勢(shì)的五力模型進(jìn)行了系統(tǒng)分析。對(duì)ATP公司的發(fā)展歷程進(jìn)行了梳理，對(duì)公司未來(lái)發(fā)展的內(nèi)部條件進(jìn)行了系統(tǒng)分析與評(píng)價(jià)。包括：銷(xiāo)售渠道、資金和產(chǎn)品等，對(duì)ATP公司的社會(huì)分銷(xiāo)渠道和終端管理能力兩個(gè)核心競(jìng)爭(zhēng)優(yōu)勢(shì)進(jìn)行了闡述�；谏鲜鲅芯�，運(yùn)用SWOT分析，研究提出了ATP公司未來(lái)發(fā)展戰(zhàn)略選擇與戰(zhàn)略框架，以及戰(zhàn)略實(shí)施的保障條件與對(duì)策措施。包括：擴(kuò)充公司手機(jī)代理品牌、發(fā)展電子商務(wù)B2C在線(xiàn)銷(xiāo)售網(wǎng)絡(luò)、大力開(kāi)拓零售業(yè)務(wù)、轉(zhuǎn)型為運(yùn)營(yíng)商終端公司的分銷(xiāo)商和服務(wù)商等戰(zhàn)略措施。最后論文提出了調(diào)整組織結(jié)構(gòu)、重視企業(yè)文化建設(shè)、完善人力資源管理體系、加強(qiáng)銷(xiāo)售團(tuán)隊(duì)建設(shè)及加強(qiáng)風(fēng)險(xiǎn)管理等。 本文的相關(guān)研究對(duì)處于轉(zhuǎn)型期的手機(jī)渠道代理商進(jìn)行戰(zhàn)略轉(zhuǎn)型有一定參考意義，同時(shí)對(duì)同類(lèi)型的國(guó)有企業(yè)的戰(zhàn)略管理也有實(shí)用價(jià)值。
[Abstract]:As operators begin to control the terminal market, the arrival of e-commerce wave. As a state representative of mobile phone company, ATP has encountered unprecedented challenges in the development of the company. In the case of the decline of the company's inventory increase profit, only to take the initiative to deal with the challenge. Look for a new breakthrough in strategic development to get the company out of its predicament. On the basis of summarizing the domestic and foreign research on strategic management and marketing, this paper analyzes the external environment of ATP's development (including: politics, economy). Social culture and technology) as well as the company's industry as a mobile phone channel environment (including the same kind of business facing the company: ATP). E-commerce platform company and operator's terminal company's three kinds of competitors) and the five-force model of the competition situation are analyzed systematically. The development course of ATP company is sorted out. The internal conditions of the company's future development are systematically analyzed and evaluated, including: sales channels, funds and products. This paper expounds the two core competitive advantages of social distribution channel and terminal management ability of ATP Company. Based on the above research, SWOT analysis is used. This paper puts forward the choice and framework of ATP company's future development strategy, as well as the guarantee conditions and countermeasures for the implementation of the strategy, including: expanding the company's mobile phone agent brand. Developing B2C online sales network of e-commerce, vigorously developing retail business, transforming into distributor and service provider of operator terminal company, etc. Finally, the paper proposes to adjust the organizational structure. Attach importance to the construction of enterprise culture, perfect human resource management system, strengthen sales team construction and strengthen risk management. The relevant research in this paper has some reference significance for the strategic transformation of mobile channel agents in the transition period, and also has practical value for the strategic management of the same type of state-owned enterprises.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.63;F272

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