广西防城港电信公司实体渠道运营管理问题研究

发布时间：2018-05-26 06:34

本文选题：实体渠道 + 运营流程　；参考：《吉林大学》2016年硕士论文

【摘要】：随着国内通讯行业的中国电信、中国移动、中国联通三家运营商全业务运营的深入开展,通讯市场的竞争越来越激烈。三家运营商之间产品同质化严重,不同的4G网络制式也各有优势。与此同时,不同网络之间的终端限制也越来越少。而产品价格上的差异也是微乎其微。自此,运营商市场的竞争已经从原先的产品与价格的竞争,过渡到服务水平的竞争与运营管理水平的竞争。在运营商市场,实体渠道能明显地反应出一家运营商服务水平的强弱和运营管理效能的高低。因此本文研究的重点放在了运营商的实体渠道上面。但是中国电信在实体渠道建设方面起步较晚、前期投入少、运营经验严重不足、专业化管理水平较低、市场化程度低,尤其是在社会渠道的建设和管理方面严重滞后,因此中国电信在实体渠道的竞争上屡占下风。本文聚焦于中国电信股份有限公司广西防城港分公司(简称防城港电信公司)实体渠道的运营管理情况,首先通过实地调研当地通讯市场和实体渠道运营管理的现状,对实体渠道体系内不同级别的相关岗位人员,包括相关领导和基层员工,进行了深度访谈。同时研读和分析了防城港电信内部的相关资料、经营数据、档案、文件,全面了解防城港电信实体渠道运营管理的真实情况,深度挖掘和梳理出防城港电信实体渠道运营管理中存在的核心问题。然后理论联系实际,诊断分析导致这些问题背后的本质原因,主要是由于防城港电信实体渠道运营管理的市场化程度低,没有运用现代的管理理念和方法,相关制度不健全造成的,具体体现在运营流程不规范、管理标准不明确、工作指南不完善、团队职责不明晰这四个核心点上。找出深层次的症结才能有效地改善和解决问题。防城港电信实体渠道运营管理上面临的问题现阶段主要必须依靠逐步实行市场化运营来解决,即是通过流程化、标准化、规范化、精细化来提升实体渠道的运营管理水平。本文的最后,针对性地对其工作流程、管理标准、工作指南、组织架构等方面提出了非常详细而具体的解决方案。第一方面,制定了网点进入退出的管理流程,大大地提升了运营的效率。第二方面,制定了实体渠道管理工作过程中的标准,协助防城港电信实体渠道实现精细化管理,提高资源投放的效益。第三方面,制定优化了渠道经理这个关键岗位的工作指南,让渠道经理团队成员工作科学有效,有方向有准则。第四方面,优化了组织架构和岗位职责,使主管部门内部运作更能适应市场的变化,更有效率。这一整套解决方案也致力于实现防城港电信实体渠道运营管理的流程化、标准化、规范化、精细化,建立起提升防城港电信实体渠道运营管理水平的长效机制,最终实现防城港电信实体渠道运营管理效能的可持续提升。
[Abstract]:With the development of China Telecom, China Mobile and China Unicom, the competition in communication market is becoming more and more fierce. Three operators between the product homogeneity, different 4G network systems also have advantages. At the same time, there are fewer and fewer terminal restrictions between different networks. And the product price difference is also very small. Since then, the competition in the operator market has changed from the competition of product and price to the competition of service level and operation management level. In the operator market, the physical channel can obviously reflect the service level of an operator and the efficiency of operation management. Therefore, the focus of this paper is on the physical channels of operators. However, China Telecom started late in the construction of substantive channels, with less investment in the early stage, serious shortage of operational experience, low level of specialized management and low degree of marketization, especially in the construction and management of social channels. As a result, China Telecom in the physical channel of competition repeatedly occupy the wind. This paper focuses on the operation and management of the entity channel of Guangxi Fangchenggang Branch of China Telecom Co., Ltd., first of all, it investigates the current situation of local communication market and entity channel operation and management through the field investigation. In-depth interviews were conducted with the relevant staff at different levels in the entity channel system, including relevant leaders and grass-roots employees. At the same time, it has studied and analyzed the relevant data, operating data, archives, files and documents inside Fangchenggang Telecom, so as to fully understand the true situation of channel operation and management of Fangchenggang telecom entity. Dig out and comb out the core problems in the channel operation and management of Fangchenggang telecom entity. Then combining theory with practice, diagnosing and analyzing the essential reasons behind these problems, mainly due to the low degree of marketization of channel operation management of Fangchenggang telecom entity, and the failure to use modern management concepts and methods. The related system is not perfect, reflected in the operation process is not standardized, management standards are not clear, work guidelines are not perfect, team responsibilities are not clear on these four core points. Find out the root of the problem in order to effectively improve and solve the problem. The problems faced by Fangchenggang telecom entity channel operation and management must be solved mainly by implementing market-oriented operation step by step at the present stage, that is, to improve the operation and management level of entity channel by flow, standardization, standardization and refinement. At the end of this paper, a detailed and specific solution is put forward to its workflow, management standard, work guide, organization structure and so on. On the one hand, the establishment of the network into the exit management process, greatly improve the efficiency of the operation. In the second aspect, the standard of entity channel management is established to assist Fangchenggang telecom entity channel to realize fine management and improve the benefit of resource investment. In the third aspect, we make the work guide to optimize the key position of channel manager, so that the team member of channel manager can work scientifically and effectively. Fourth, the organizational structure and job responsibilities are optimized to make the internal operation of the department more adaptable to market changes and more efficient. This whole set of solutions is also committed to realizing the flow, standardization, standardization and refinement of the channel operation and management of the Fangchenggang telecommunications entity, and establishing a long-term effective mechanism to enhance the level of channel operation and management of the Fangchenggang telecommunications entity. Finally realize the Fangchenggang telecom entity channel operation and management effectiveness of sustainable improvement.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F626

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