以运营商主导的手机供应链从营销型转向创新型条件的研究

发布时间：2018-04-23 04:34

本文选题：供应链管理 + 创新与转型　；参考：《北京邮电大学》2017年硕士论文

【摘要】：我国经济面临人口红利减少、要素成本上升、竞争力落后、产业基础薄弱等困难,通过加大投入资源的传统经济增长模式已经不可持续,新常态下实现经济的创新转型已经成为必然选择。企业是经济的细胞,经济的创新转型需要依赖许多供应链上的企业转向创新型的发展。另一方面,企业以盈利为目标,企业发展就是要多盈利。如何让追求盈利的企业转向创新发展则成为经济转型成功的关键问题。手机行业作为科技含量较高的行业,以苹果手机为代表的国际品牌手机厂商在技术研发和产品创新等方面表现较好,以华为、vivo、OPPO为代表的国内手机厂商在技术研发和产品创新等方面已经有了较大提升,但是其他的手机品牌厂商仍有较大发展空间。在国内的手机市场,电信运营商具有全国最多的手机出货量,扮演了最重要的渠道商的角色。电信运营商作为手机行业的核心企业,在手机供应链中起到主导的作用。一方面,电信运营商每年支出大量的营销费用支持手机销售;另一方面,电信运营商也与手机厂商开展了一些战略合作,开发新技术、研制新产品。所以,如何让企业从以传统营销活动为主的发展模式转向以创新活动为主的发展模式是本文研究的问题。因此,本文构建了一个由手机厂商和电信运营商组成的二级供应链,手机厂商负责生产手机并把手机卖给电信运营商,电信运营商负责手机零售业务,最终卖给消费者,同时,每个手机用户需要支付给电信运营商一定的信息服务费。电信运营商作为手机供应链的主导者,为了实现更多的利润,通常会采取三种盈利手段:开展营销活动来提高产品销量,开展过程创新活动来降低生产成本,开展产品创新活动来提高产品销量。基于上述盈利手段,本文建立了三种场景下的斯坦伯格博弈模型,分别为营销活动模型、过程创新模型、产品创新模型。通过求解,得到每种情境下手机厂商和电信运营商的最优策略,并对每种情况下的最优策略进行了比较分析,通过模拟数据的算例仿真验证了相关结论。最后,比较了三种情形下供应链上主导企业的利润,确定了每种场景的占优区域,最终给出了供应链实现创新转型的解析性条件,并进行了比较。研究发现:当市场对营销的敏感度较高时,两种创新转型的占优区域都被较大程度的压缩了,但如果市场对新产品比较追捧的话,产品创新就有可能超越营销以及生产技术创新而占优的。当市场对营销的敏感度较低时,两种创新的占优区域会变得比较大,两种创新之间的取舍则决于它们的创新成本分担比例和市场对新产品的追捧程度等的关系。最后为供应链企业和政策制定者给出了一些重要的管理启示。
[Abstract]:The economy of our country is faced with the difficulties of decreasing population dividend, rising factor cost, backward competitiveness, weak industrial foundation, etc. The traditional economic growth mode of increasing resources has become unsustainable. Under the new normal condition realizes the economic innovation transformation already became the inevitable choice. Enterprises are the cells of economy. The innovation transformation of economy depends on many enterprises in supply chain turning to innovative development. On the other hand, the enterprise takes the profit as the goal, the enterprise development is to want more profit. How to make the profitable enterprises turn to innovation and development is the key issue of successful economic transformation. The mobile phone industry, as an industry with high technology content, has performed well in technology research and development and product innovation among the international brand mobile phone manufacturers, represented by Apple's mobile phones. The domestic mobile phone manufacturers, represented by Huawei vivo-OPPO, have been greatly improved in technology research and development and product innovation, but other mobile phone brands still have more room for development. In the domestic mobile phone market, telecom operators have the largest number of mobile phone shipments and play the most important role as channel operators. As the core enterprise of the mobile phone industry, telecom operators play a leading role in the mobile phone supply chain. On the one hand, telecom operators spend a lot of marketing expenses every year to support mobile phone sales; on the other hand, telecom operators have also carried out some strategic cooperation with mobile phone manufacturers to develop new technologies and new products. Therefore, how to change the development model from traditional marketing activities to innovative activities is the problem of this paper. Therefore, this paper constructs a two-level supply chain composed of mobile phone manufacturers and telecom operators. The mobile phone manufacturers are responsible for producing and selling mobile phones to telecom operators, and telecom operators are responsible for the retail business of mobile phones, and ultimately sell to consumers, and at the same time, Each mobile phone user needs to pay a certain amount of information service charge to the telecom operator. In order to achieve more profits, telecom operators, as the dominant players in the mobile phone supply chain, usually adopt three means of profit: marketing activities to increase product sales, process innovation activities to reduce production costs, Develop product innovation activities to improve product sales. Based on the above profit methods, this paper establishes three scenarios of Steinberg game model, which are marketing activity model, process innovation model and product innovation model. Through solving, the optimal strategy of mobile phone manufacturer and telecom operator in each situation is obtained, and the optimal strategy in each case is compared and analyzed, and the relevant conclusions are verified by the simulation of simulation data. Finally, the paper compares the profit of the leading enterprises in the supply chain under three circumstances, determines the dominant region of each scenario, and finally gives the analytical conditions for the innovation transformation of the supply chain and makes a comparison. The study found that when the market is more sensitive to marketing, the dominant regions of the two innovation transitions are compressed to a greater extent, but if the market is more popular with new products, Product innovation is likely to be superior to marketing and production technology innovation. When the market is less sensitive to marketing, the dominant regions of the two innovations will become larger. The trade-off between the two innovations depends on the relationship between their innovation cost sharing and the market's popularity of new products. Finally, some important management implications are given for supply chain enterprises and policy makers.
【学位授予单位】：北京邮电大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F626;F274

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