Z公司无线产品市场的服务营销研究

发布时间：2018-03-21 11:11

本文选题：服务营销　切入点：无线网络服务　出处：《电子科技大学》2015年硕士论文　论文类型：学位论文

【摘要】：近几年,受全球电信行业的业务饱和、竞争加剧的影响,以及OTT业务扩展对传统电信行业的威胁,全球电信运营商整体投资增长趋缓,网络建设的投资变得更加理性和谨慎。十年来电信设备产业规模一直维持在1300~1400亿美元的区间中。电信设备行业,从全球范围来看已经达到或者接近于“天花板”。全球电信设备商纷纷谋求转型,而电信服务市场成为兵家必争的新利润贡献中心,竞争十分激烈。在这样的大背景下,设备商都在积极探索和改进适合自身的服务营销策略,以期获取持久的竞争优势,Z公司也是其中之一。本文采用理论分析与实践研究相结合的方法,首先从通信行业现状及运营商无线产品服务市场分析入手,通过无线产品服务的行业环境和五力模型分析,看清行业竞争态势。接下来,通过对Z公司企业资源,服务的开发、营销和交付能力,服务体系架构等内部环境的分析,结合7Ps营销组合、服务营销三角理论、服务质量差距模型、服务利润链等理论,找到现有服务营销组合策略存在的问题。最后通过SWOT分析,找到服务转型战略的方向,并在此基础上探讨Z公司如何在该市场更好地开发、营销及交付服务产品,通过改进服务营销策略更好地实现服务转型。本文通过Z公司在面向运营商的无线产品服务市场中的服务营销实践,探索了在电信设备制造业的全球激烈竞争中,通过专业服务的核心竞争力获取竞争优势,让服务形成新的利润增长驱动力,从而为客户和企业创造双赢的价值。
[Abstract]:In recent years, the global telecom operators' overall investment growth has slowed down due to the saturation of the global telecommunications industry, increased competition, and the threat of the expansion of OTT services to the traditional telecommunications industry. Investment in network construction has become more rational and cautious. The telecom equipment industry has been in a range of $1, 300 to $140 billion for a decade. Globally, it has reached or approached the "ceiling." Global telecom equipment manufacturers have sought to transform, and the telecommunications service market has become a new profit contribution center for the armed forces, and the competition is very fierce. Under such a background, Equipment manufacturers are actively exploring and improving their own service marketing strategies in order to obtain a lasting competitive advantage. Starting with the analysis of the current situation of the communication industry and the wireless product service market of the operators, through the analysis of the industry environment and the five-force model of the wireless product service, we can see clearly the competition situation of the industry. Then, through the development of the enterprise resources and services of Z Company, Marketing and delivery ability, service system architecture and other internal environment analysis, combined with 7Ps marketing mix, service marketing triangle theory, service quality gap model, service profit chain theory, etc. Finally, through SWOT analysis, we find out the direction of service transformation strategy, and then discuss how Z Company can better develop, market and deliver service products in this market. By improving the service marketing strategy, we can better realize the service transformation. Through the service marketing practice of Z Company in the wireless product and service market facing the operators, this paper explores the global fierce competition in the telecommunication equipment manufacturing industry. Through the core competitiveness of professional services to gain competitive advantage, so that the service forms a new driving force of profit growth, thus creating win-win value for customers and enterprises.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.6;F274

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