TDT通信外包公司生存现状及发展战略研究

上海交通大学硕士学位论文TDT通信外包公司生存现状及发展战略研究姓名：徐雅群申请学位级别：硕士专业：工商管理指导教师：邹礼瑞20090111TDTTDT3GTDTTDTPESTTDTSWOTGETDTCDMATDTTHERESEARCHONSITUATIONANDDEVELOPMENTSTRATEGYOFTDTTELECOMOUTSOURCINGCOMPANYABSTRACTAsa“serviceprovideroftelecomoperatorsanddevicemanufacturers”,TDTTelecomOutsourcingCompanymainlyprovidesoutsourcingservicestoChinaTelecom,ChinaUnicomandothermajordomesticoperatorsaswellasseveralmajordevicemanufacturerssuchasZTECorporationandHuaweiTechnologiesCo.Ltd.Thereconstructionoftelecomoperatorshashappened.Andthe3Glicensemaybereleasedinthenearfuture.SoTDTTelecomOutsourcingCompanynotonlygetsintotroubleofshrinkingofcurrentwirelessbusinessandthesharpdecliningofbusinessrenevue,butalsofacesthechallengeoffiercerandfiercercompetitiveenvironment.Thenewbusinesshasnotestablishedcore-competitiveness,althoughthecompanyhassearchedforoverseasoutsourcingbusinessfollowinguptheoverseasstrategyofdevicemanufacturers.Thecompanyisfacingaseriesofquestions,suchassimplecustomer-relationship,backwardfrominternalmanagement,howtoestablishnewcore-competitiveness,howtoholdonnewopportunitiesandmakeprofits.Theauthorwhohaslotsofworkexperiencesintheindustry,tookin-depthinterviewsandquestionnairesurveystosuperiormanagersandcustomersofthecompany.Thisessaymakesresearchontheoryofserviceoutsourcingfirst.Thentheauthoranalysesthesituationoftelecomoutsourcingindustryindomesticandabroad.Afterthat,theexternalandinternalenvironmentareanalysed.Atlast,basedonthepracticeoftheoriesoncompanystrategy,theauthormakedeepresearchonsituationanddevelopmentstrategyofTDTTelecomOutsourcingCompany.Theessaystartsfromtheindustryresearch.Withtheanalysisoftelecomserviceoutsourcingindustry,wecanseetheindustryisstillinearly-developmentstageinourcountry,andhascharactersofhighvaluebusinesshiddenandmarketfocus.ThentheusualanddirectexternalenvironmentisanalysedbyusingofPESTtoolandFiveForcesmodels.Afterthat,theinternalenvironmentisdetailedanalysedinangleofcompanyculture,organizationstructure,humanresources,productsandsoon.Manymethods,SWOTMatrixtool,GrandStrategyMatrix,GEMatrixandsoonareusedtoanalysethedevelopmentstrategyofTDTTelecomOutsourcingCompany.Theoptimalstrategyisfilteredoutwithcomprehensivecomparingandconsiderationofrestrictiononcompanyresources.ThestrategythatTDTTelecomOutsourcingCompanyshouldbeadoptedinlatefiveyearsis:bothstrengthenstrategyanddefensestrategy.DefensestrategyshouldbepractisedonwirelessCDMAnetworkoutsourcingofShenzhenTelecom.Strengthenstrategyshouldbeusedonoverseasoutsourcingbusinessandnewdomesticoutsourcingbusiness.Fromthepointofcompetitivestrategy,TDTshouldbecometheoptimalcostsupplier,bothwiththeadvantagesoflowcostanddifferentiation.Threepoints,matchoforganizationstructure,constructureofhumanresourcesandacquirementofcorecompetitiveness,shouldcauseourspecialattentionwhileimplementing.Finally,asweknowtherearelotsofriskswhenimplementation.Theessayforecaststhreemainlyrisks,includingmacroenvironment,industryandmanagement,thenbringsupdealmethods.Althoughonlyonespecificcompanyisresearched,theessayisusefultoothercompaniesintelecomoutsourcingindustry.Anditalsohelpstothesolutionofcommonproblemsfacedwithprovidersonserviceoutsourcingindustry.KEYWORDS:serviceoutsourcing,telecom,developmentstrategy200911120091112009111MBATDT111.12090TDT53GTDT3GTDT3GTDT1.1.153GMBATDT21.1.2TDT199419941998CT-22001CDMA2008581.97CDMACDMA/GSMTDT2000TDTCDMA3GTDT20023G3GTDTTDTMBATDT31.210152004ITIT-TDTTDTMBAMBATDT4TDT1.3TDTTDTTDTPESTTDTEFETDTTDTIFESWOTTDTGETDTTDTTDT1MBATDT51FIGURE1FrameofTheDissertationTDTTDTMBATDT622.12.1.12090ITITITITIBMIT3000500020%30%2008[1]ITOBPOIT[2]ITOITBPOC.K.PrahaladGaryHame1990BPO2.1.2MBATDT71234123452.22.2.1200512185ManagedServieces7503G2005123GIT29.672006320063MBATDT820063HanaroTelecomWFILCCNASDAQ20053.751.93,[3]1,,,,,,,2,,:,,3,,,,3G,:,2G,3G2.2.2MBATDT990%2005702G3G2G3G[4]CDMA2000-200444.1%40%[8]1998MBATDT10200620002.2.33G3GGartner2G2.5G3G3G2G75%3G3G:12394MBATDT115672.312004510010%51051015%10%67[5]20055.23511Table1MarketingCapacityofTelecomSystemMaintenanceinChina20032,2158,33916720042,1378,93417920052,0719,18618420062,0509,35318720072,10010,63221320083,00012,25724520092,60013,19626420102,60014,46228920112,30015,4943101002008Informa200716045%MBATDT1270%5.68%141005002007100%50%3G3G2/2[5]2FIGURE2ServiceValueAnalyseModel2//SLA/MBATDT1332.4MBATDT143TDT3.1PESTPoliticsEconomySocietyTechnology3.1.1,2006[2006]556101001000201020052007200772008200811[6]3.1.21MBATDT153020082001-20071096551203331358231598782094072466191823218.39.11010.19.910.711.48000010500013000015500018000020500023000025500020012002200320042005200620077101316192225GDP(%)32001-2007FIGURE3GDPandIncreaseRatefrom2002to200720061532620021.728.1%731200247.7%10.2%1459520021.829.4%2006714110.8%2003--200688882200[7]MBATDT1620082201010201002201006029.11.6ITOBPO2006CMM/CMMIPCMMISO[6]3.1.319TDT[8]3.1.4MBATDT173GNGNPSTNPHSPSTNNGNPSTNNGN3G3GWCDMACDMA2000TDSCDMA3.2M.E.Porter4FIGURE4PorterFiveForcesModle3.2.11MBATDT1815%~20%233.2.25FIGURE5ValueChainModleofTelecomOutsourcingIndustryTDTHMHWMBATDT19TDTCDMATDTHMHWTDTHMHW6TDT6TDTFIGURE6