亚信联创公司发展战略
发布时间：2019-05-07 07:49
【摘要】：互联网的出现改变了时空对人们交流的限制,同时也催生了各种各样的新兴行业,是经济和社会变革的新力量。信息产业就是互联网时代下的产业代表,上个世纪末,信息产业开始高速发展,社会的信息化发展程度已经成为衡量一个社会先进程度的度量衡,信息资源更是成了社会的无形财富。近20年来,电子信息产业在我国得到了快速的发展。信息化的高速发展为电信软件行业发展提供了良好的环境和方向,在电子信息技术中,电信软件系统对技术要求较高,而且极为复杂,可以说业界基本以电信行业软件的标准为最高标准,一个国家的电信行业软件水平如何,也就直接反映了该国软件开发技术的最高水平。亚信联创是我国最大的电信软件系统提供商,其收入和市值在全球也只是一人之下,万人之上。亚信和联创公司凭借不俗的实力在中国的电信软件和服务市场上称霸,双剑合并之后更是强强联手,让竞争对手望尘莫及,其在中国电信市场的地位毋庸置疑。但是随着电信产业的不断发展、壮大,亚信联创的地位优势逐渐削弱,有更多更强的对手参与到竞争之中,亚信联创想要永葆这个龙头的位置并不容易。不得不面对的事实就是中国的软件行业已经不再是如日中天的朝阳产业,高速发展的阶段一去不复返,如何能够梅开二度是目前亚信联创公司所必须面对的问题。环境既然不能赋予更多的机会,那么就只有靠自身的改革,通过战略调整,寻找新的发展突破口。这种情况下,亚信联创公司是应该升级还是应该转型,是应该继续深入的挖掘国内市场,还是应该走出国门,在国外市场大展拳脚,都是亚信联创公司战略调整需要思考的问题。本文正是结合亚信联创公司的背景及所处的环境,探究应该如何就现有的环境进行战略调整。本文以企业战略管理理论为基础,结合亚信联创公司现有的竞争环境,通过对其在全球电信运营系统提供商的排名以及和主要竞争对手的对比分析中发现了亚信联创公司在发展国际市场方面的潜力和需求。然后本文从国际化战略选择入手,分析了亚信联创公司在国际化发展方面的动因,在国际化发展方面的尝试、取得的成就和存在的问题,综合前面的环境分析做了一个SWOT分析,分析了亚信联创公司国际化战略的优势、劣势、机遇和不足,然后分别提出了OS、OW、TS和TW的策略,为亚信联创公司国际化战略的制定与实施做参考。最后本文从市场营销、人力资源管理、产品和技术、企业文化等方面提出了亚信联创公司国际化战略的具体实施措施。
[Abstract]:The emergence of the Internet has changed the constraints of time and space on people's communication, but also has spawned a variety of emerging industries, is a new force of economic and social change. The information industry is the representative of the industry in the Internet era. At the end of last century, the information industry began to develop at a high speed, and the degree of information development of the society has become a measure of the advanced degree of a society. Information resources have become the intangible wealth of society. In the past 20 years, the electronic information industry has got the rapid development in our country. The high-speed development of information technology provides a good environment and direction for the development of telecommunication software industry. In electronic information technology, telecommunication software system requires high technology and is extremely complex. It can be said that the industry basically takes the software standard of telecommunication industry as the highest standard, and the software level of a country's telecommunication industry reflects directly the highest level of software development technology in the country. AsiaInfo is our country's largest telecommunications software system provider, its revenue and market value in the world is only one person, more than ten thousand people. By virtue of its outstanding strength, AsiaInfo and Co-founder dominate China's telecommunications software and service market. After the merger of the two Swords, they have joined forces to keep their competitors afloat, and their position in China's telecommunications market is beyond doubt, and there is no doubt about their position in China's telecommunications market. However, with the continuous development and expansion of the telecommunications industry, the position advantages of CACC are gradually weakened, more and more strong competitors participate in the competition, it is not easy to maintain this leading position forever. The fact we have to face is that the software industry in China is no longer a sunrise industry, and the stage of high-speed development is gone. How to open up twice is a problem that must be faced by AsiaInfo Co., Ltd at present. Since the environment can not give more opportunities, it is on its own reform, through strategic adjustment, to find a new development breakthrough. Under such circumstances, should the AsiaInfo Joint Venture Company upgrade or transform, should it continue to dig deeper into the domestic market, or should it go abroad and play a big role in the foreign market? All of which need to be considered in the strategic adjustment of AsiaInfo Joint Venture Co., Ltd. This paper is based on the background and environment of AsiaInfo Co., Ltd., and explores how to make strategic adjustments to the existing environment. This paper is based on the theory of enterprise strategic management, combined with the existing competitive environment of AsiaInfo Co., Ltd. A comparative analysis of its ranking in global telecom operating system providers and its major competitors reveals the potential and demand of CITIC in developing the international market. Then starting with the choice of internationalization strategy, this paper analyzes the motivation, the attempt, the achievements and the problems in the internationalization development of AsiaInfo Co., Ltd., and makes a SWOT analysis based on the environmental analysis in front of the company. This paper analyzes the advantages, disadvantages, opportunities and shortcomings of the internationalization strategy of AsiaInfo Co., Ltd., and then puts forward the strategies of OS,OW,TS and TW respectively, which can be used as a reference for the formulation and implementation of the internationalization strategy of CITIC. Finally, from the marketing, human resources management, products and technology, corporate culture and other aspects, this paper puts forward the specific implementation measures of the internationalization strategy of CITIC.
【学位授予单位】：成都理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F626
本文编号：2470892
[Abstract]:The emergence of the Internet has changed the constraints of time and space on people's communication, but also has spawned a variety of emerging industries, is a new force of economic and social change. The information industry is the representative of the industry in the Internet era. At the end of last century, the information industry began to develop at a high speed, and the degree of information development of the society has become a measure of the advanced degree of a society. Information resources have become the intangible wealth of society. In the past 20 years, the electronic information industry has got the rapid development in our country. The high-speed development of information technology provides a good environment and direction for the development of telecommunication software industry. In electronic information technology, telecommunication software system requires high technology and is extremely complex. It can be said that the industry basically takes the software standard of telecommunication industry as the highest standard, and the software level of a country's telecommunication industry reflects directly the highest level of software development technology in the country. AsiaInfo is our country's largest telecommunications software system provider, its revenue and market value in the world is only one person, more than ten thousand people. By virtue of its outstanding strength, AsiaInfo and Co-founder dominate China's telecommunications software and service market. After the merger of the two Swords, they have joined forces to keep their competitors afloat, and their position in China's telecommunications market is beyond doubt, and there is no doubt about their position in China's telecommunications market. However, with the continuous development and expansion of the telecommunications industry, the position advantages of CACC are gradually weakened, more and more strong competitors participate in the competition, it is not easy to maintain this leading position forever. The fact we have to face is that the software industry in China is no longer a sunrise industry, and the stage of high-speed development is gone. How to open up twice is a problem that must be faced by AsiaInfo Co., Ltd at present. Since the environment can not give more opportunities, it is on its own reform, through strategic adjustment, to find a new development breakthrough. Under such circumstances, should the AsiaInfo Joint Venture Company upgrade or transform, should it continue to dig deeper into the domestic market, or should it go abroad and play a big role in the foreign market? All of which need to be considered in the strategic adjustment of AsiaInfo Joint Venture Co., Ltd. This paper is based on the background and environment of AsiaInfo Co., Ltd., and explores how to make strategic adjustments to the existing environment. This paper is based on the theory of enterprise strategic management, combined with the existing competitive environment of AsiaInfo Co., Ltd. A comparative analysis of its ranking in global telecom operating system providers and its major competitors reveals the potential and demand of CITIC in developing the international market. Then starting with the choice of internationalization strategy, this paper analyzes the motivation, the attempt, the achievements and the problems in the internationalization development of AsiaInfo Co., Ltd., and makes a SWOT analysis based on the environmental analysis in front of the company. This paper analyzes the advantages, disadvantages, opportunities and shortcomings of the internationalization strategy of AsiaInfo Co., Ltd., and then puts forward the strategies of OS,OW,TS and TW respectively, which can be used as a reference for the formulation and implementation of the internationalization strategy of CITIC. Finally, from the marketing, human resources management, products and technology, corporate culture and other aspects, this paper puts forward the specific implementation measures of the internationalization strategy of CITIC.
【学位授予单位】：成都理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F626
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相关期刊论文 前2条
1 姜勇;修国义;;企业战略转型的本质及其影响因素分析[J];科技与管理;2007年02期
2 冯海龙;;基于组织学习的企业战略转型研究[J];科学学与科学技术管理;2006年03期
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