移动互联时代的电信运营商客户化管理转型路径研究

发布时间：2018-05-25 14:31

本文选题：移动互联网 + 以客户为中心　；参考：《华中师范大学》2017年硕士论文

【摘要】：从传统的零售时代、互联网时代,再到移动互联时代的蓬勃发展,大量的创新商业模式的出现,互联网新型公司的崛起,打破了企业与消费者的壁垒,信息鸿沟的消失,让企业与消费者更接近,消费者容易了解企业。这种关系让企业过去的管理模式面临巨大的挑战,“转型焦虑症”成为每一位传统企业管理者的常见“疾病”。“转型”是企业“蜕变现状”、“突破困境”、“实现创新”的重要手段,尤其对于传统企业,不仅需要勇气、更需要正确的方法。以往很多人将转型和创新认为是同一件事情,但创新只求新,不破旧;而转型则破旧立新,是要打破过去创造的成功或已经拥有的竞争优势,然后走向新的发展路径,成长出新的发展能力。导致不少传统企业因此望而却步。根据企业生命周期(成长期、成熟期和衰退期)的规律,企业“转型” 一般有两种情况,一是在市场成熟期转型,这个阶段企业为应对未来的潜在威胁,提前做战略布局,务求让企业获得更长远的发展。另一种处于市场衰退期转型,这类企业原有的竞争优势减弱,市场份额流失,企业经营陷入困难,被迫寻找新的增长机会。事实证明,处于“成熟期”的企业转型会更加轻松。其中,我国电信运营商正是处于“成熟期”寻找正确转型方法的传统企业之一。1998年,我国固网移动分离,开启了中国电信行业的新篇章,电信、联通、移动形成三角竞争关系,发展至今已近20年。基于我国对电信运营商的政策保护,早期电信行业竞争并不激烈,市场处于成长期,各家运营商主要精力在拓展市场,前景无限。但随着市场环境的逐步成熟,竞争格局发生变化,尤其移动互联网的到来,给电信运营商的传统业务带来巨大冲击,三大运营商的语音业务逐步减少,短信使用量急剧下降,核心利润来源的两大业务正在萎缩,运营商的管理者已意识到危机的到来,寻找有效的转型路径是保持可持续发展的关键。本次论文将以中国移动为蓝本,通过诊断移动互联网时代威胁,结合转型的标杆企业、失败企业、实战中企业经验,规避风险;并结合客户需求洞察分析障碍;最后总结中国移动转型的关键影响因素,寻找可持续发展方法及路径,帮助中国移动向“客户化管理”转型。
[Abstract]:From the traditional retail age, the Internet age, and then to the vigorous development of the mobile internet age, the emergence of a large number of innovative business models, the rise of new Internet companies has broken down the barriers between enterprises and consumers, and the information gap has disappeared. Let enterprises and consumers closer, consumers easy to understand the enterprise. This kind of relationship makes the management mode of the enterprise face the huge challenge in the past, the "transformation anxiety disorder" becomes the common "disease" of every traditional enterprise manager. "Transformation" is an important means for enterprises to "metamorphose the present situation", "break through difficulties" and "realize innovation", especially for traditional enterprises, not only need courage, but also need correct methods. In the past, many people thought that transformation and innovation were the same thing, but innovation only sought to be new and not shabby; and transformation, on the other hand, was to break the old and break the competitive advantage that had been created in the past or already had, and then move on to a new path of development. Develop a new capacity for development. As a result, many traditional enterprises are deterred. According to the laws of the enterprise's life cycle (growth, maturity and recession), there are generally two kinds of "transformation" in the enterprise. One is the transition in the market maturity period, in which the enterprise makes a strategic layout in advance in order to deal with the potential threat in the future. In order to enable the enterprise to obtain a longer-term development. The other is in the period of market recession, where the former competitive advantage is weakened, the market share is lost, the business is in difficulty, and they are forced to look for new growth opportunities. Facts have proved that the transformation of enterprises in the "mature period" will be easier. Among them, China's telecom operators are just one of the traditional enterprises in the "mature period" to find the correct transformation methods. In 1998, fixed network mobile separation in China opened a new chapter in China's telecommunications industry, telecommunications, Unicom, mobile form a triangular competition relationship. It has been nearly 20 years since its development. Based on the policy protection of telecom operators in our country, the competition of early telecom industry is not fierce, the market is in the growing period, the main energy of each operator is to expand the market, and the prospect is limitless. However, with the gradual maturity of market environment and the change of competition pattern, especially the arrival of mobile Internet, the traditional business of telecom operators has been greatly impacted, the voice services of the three major operators have been gradually reduced, and the use of SMS has dropped sharply. The core profit sources of the two major business is shrinking, operators have been aware of the arrival of the crisis, looking for an effective transition path is the key to maintain sustainable development. This paper will take China Mobile as the blueprint, through the diagnosis mobile Internet age threat, unifies the transformation benchmarking enterprise, the failure enterprise, the actual battle enterprise experience, avoids the risk, and unifies the customer demand insight analysis barrier; Finally, this paper summarizes the key influencing factors of China Mobile's transformation, and looks for the sustainable development method and path to help China Mobile make the transition to "customizing management".
【学位授予单位】：华中师范大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F626;F274

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