發(fā)布時(shí)間：2018-03-21 11:11

  本文選題：服務(wù)營銷　切入點(diǎn)：無線網(wǎng)絡(luò)服務(wù)　出處：《電子科技大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：近幾年,受全球電信行業(yè)的業(yè)務(wù)飽和、競(jìng)爭(zhēng)加劇的影響,以及OTT業(yè)務(wù)擴(kuò)展對(duì)傳統(tǒng)電信行業(yè)的威脅,全球電信運(yùn)營商整體投資增長趨緩,網(wǎng)絡(luò)建設(shè)的投資變得更加理性和謹(jǐn)慎。十年來電信設(shè)備產(chǎn)業(yè)規(guī)模一直維持在1300~1400億美元的區(qū)間中。電信設(shè)備行業(yè),從全球范圍來看已經(jīng)達(dá)到或者接近于“天花板”。全球電信設(shè)備商紛紛謀求轉(zhuǎn)型,而電信服務(wù)市場(chǎng)成為兵家必爭(zhēng)的新利潤貢獻(xiàn)中心,競(jìng)爭(zhēng)十分激烈。在這樣的大背景下,設(shè)備商都在積極探索和改進(jìn)適合自身的服務(wù)營銷策略,以期獲取持久的競(jìng)爭(zhēng)優(yōu)勢(shì),Z公司也是其中之一。本文采用理論分析與實(shí)踐研究相結(jié)合的方法,首先從通信行業(yè)現(xiàn)狀及運(yùn)營商無線產(chǎn)品服務(wù)市場(chǎng)分析入手,通過無線產(chǎn)品服務(wù)的行業(yè)環(huán)境和五力模型分析,看清行業(yè)競(jìng)爭(zhēng)態(tài)勢(shì)。接下來,通過對(duì)Z公司企業(yè)資源,服務(wù)的開發(fā)、營銷和交付能力,服務(wù)體系架構(gòu)等內(nèi)部環(huán)境的分析,結(jié)合7Ps營銷組合、服務(wù)營銷三角理論、服務(wù)質(zhì)量差距模型、服務(wù)利潤鏈等理論,找到現(xiàn)有服務(wù)營銷組合策略存在的問題。最后通過SWOT分析,找到服務(wù)轉(zhuǎn)型戰(zhàn)略的方向,并在此基礎(chǔ)上探討Z公司如何在該市場(chǎng)更好地開發(fā)、營銷及交付服務(wù)產(chǎn)品,通過改進(jìn)服務(wù)營銷策略更好地實(shí)現(xiàn)服務(wù)轉(zhuǎn)型。本文通過Z公司在面向運(yùn)營商的無線產(chǎn)品服務(wù)市場(chǎng)中的服務(wù)營銷實(shí)踐,探索了在電信設(shè)備制造業(yè)的全球激烈競(jìng)爭(zhēng)中,通過專業(yè)服務(wù)的核心競(jìng)爭(zhēng)力獲取競(jìng)爭(zhēng)優(yōu)勢(shì),讓服務(wù)形成新的利潤增長驅(qū)動(dòng)力,從而為客戶和企業(yè)創(chuàng)造雙贏的價(jià)值。
[Abstract]:In recent years, the global telecom operators' overall investment growth has slowed down due to the saturation of the global telecommunications industry, increased competition, and the threat of the expansion of OTT services to the traditional telecommunications industry. Investment in network construction has become more rational and cautious. The telecom equipment industry has been in a range of $1, 300 to $140 billion for a decade. Globally, it has reached or approached the "ceiling." Global telecom equipment manufacturers have sought to transform, and the telecommunications service market has become a new profit contribution center for the armed forces, and the competition is very fierce. Under such a background, Equipment manufacturers are actively exploring and improving their own service marketing strategies in order to obtain a lasting competitive advantage. Starting with the analysis of the current situation of the communication industry and the wireless product service market of the operators, through the analysis of the industry environment and the five-force model of the wireless product service, we can see clearly the competition situation of the industry. Then, through the development of the enterprise resources and services of Z Company, Marketing and delivery ability, service system architecture and other internal environment analysis, combined with 7Ps marketing mix, service marketing triangle theory, service quality gap model, service profit chain theory, etc. Finally, through SWOT analysis, we find out the direction of service transformation strategy, and then discuss how Z Company can better develop, market and deliver service products in this market. By improving the service marketing strategy, we can better realize the service transformation. Through the service marketing practice of Z Company in the wireless product and service market facing the operators, this paper explores the global fierce competition in the telecommunication equipment manufacturing industry. Through the core competitiveness of professional services to gain competitive advantage, so that the service forms a new driving force of profit growth, thus creating win-win value for customers and enterprises.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F426.6;F274

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