移动互联网时代华为终端发展策略研究

发布时间：2018-04-28 07:56

本文选题：移动互联网 + 智能终端　；参考：《北京邮电大学》2014年硕士论文

【摘要】：移动互联网产业的发展非常迅猛,发展速度远超桌面互联网,目前全球移动互联网用户已超过传统桌面互联网用户达到15亿,2013年全球智能手机出货量达到9.9亿台。在移动互联网产业迅猛发展、智能手机快速普及的时候,终端厂商却出现了截然不同的命运,诺基亚帝国迅速崩塌,最终以72亿美元被微软收购；三星携手苹果共同占据了智能手机市场一半的份额；华为也抓住了这个历史性机遇,大力发展智能手机,一跃进入全球前三。对华为终端的发展策略进行研究,在理论上进一步丰富了我国智能手机产业的发展战略研究的理论体系；同时也有利于华为终端看清全球手机市场竞争格局,认清自身发展优势,规避劣势和不足,根据外部宏观环境和竞争环境合理选择发展战略模式,从而在激烈的市场竞争中占据一席之地；把本文的研究结论推广开来,为国内其他终端厂商提供一定的借鉴意义。本文通过对华为手机所处的外部宏观环境和竞争环境进行详细的分析,结合战略管理的相关理论,采用战略管理中经常使用的PEST分析模型、波特五力模型和SWOT分析法等,总结出华为手机在发展过程中的自身优势和劣势、机遇和威胁,提出了适合华为手机的发展战略,帮助华为手机建立品牌策略、价格策略、渠道策略、国际化策略和端云协同策略,使华为手机的经营活动能够依循发展战略进行,充分利用机会,回避劣势,发挥优势,消除劣势,不断提升企业竞争力,抓住历史发展机遇,在智能手机行业中占据一席之地。
[Abstract]:The mobile Internet industry is developing rapidly, far faster than the desktop Internet. At present, the global mobile Internet users have surpassed the traditional desktop Internet users to reach 1.5 billion, and the global smartphone shipments reached 990 million units in 2013. With the rapid development of the mobile Internet industry and the rapid popularity of smartphones, the terminal manufacturers had a very different fate. The Nokia Empire collapsed quickly and was acquired by Microsoft for $7.2 billion. Samsung, together with Apple, accounts for half of the smartphone market, and Huawei has seized on the historic opportunity to make a big push to reach the top three in the world. The research on the development strategy of Huawei terminal further enriches the theoretical system of the development strategy research of China's smartphone industry in theory, and also helps Huawei terminals to see clearly the competitive pattern of the global mobile phone market. Recognize the advantages of their own development, avoid weaknesses and shortcomings, according to the external macro environment and competitive environment reasonable choice of development strategy model, so as to occupy a place in the fierce market competition. For other domestic terminal manufacturers to provide certain reference. Through the detailed analysis of the external macro environment and competition environment of Huawei's mobile phone, combined with the relevant theories of strategic management, this paper adopts the PEST analysis model, Porter's five-force model and SWOT analysis method, which are often used in the strategic management, etc. Summing up the advantages and disadvantages, opportunities and threats of Huawei's mobile phone in the process of development, putting forward the development strategy suitable for Huawei's handset, helping Huawei mobile phone to establish brand strategy, price strategy, channel strategy, The strategy of internationalization and cooperation make Huawei's mobile phone business activities follow the development strategy, make full use of opportunities, avoid disadvantages, exert advantages, eliminate weaknesses, constantly enhance the competitiveness of enterprises, seize the opportunity of historical development. Take a place in the smartphone industry.
【学位授予单位】：北京邮电大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272;F426.63

【参考文献】