集团隐患会诊自查整改项目(参照北京、三河)[1]

上海交通大学硕士学位论文上海电信长途事业部转型战略及实施姓名：崔军军申请学位级别：硕士专业：工商管理（MBA）指导教师：陈继祥20040111THETRANSFORMINGSTRATEGYANDIMPLEMENTATIONOFLONG-DISTANCECOMMUNICATIONBUSINESSUNIT,SHANGHAITELECOMMUNICATIONCORPABSTRACTWiththereformationgoingdeepintotelecommunicationindustryofChina,thewholeindustryhasexperiencedcomprehensivechange.Facingthenewcompetitiveenvironment,Shanghailong-distancetelecommunicationhadtoconsideritscontinualdevelopment.ThisthesisanalyzedthecurrentcircumstanceofShanghailong-distancetelecommunicationandputforwardtheconceptoftransformingphase.Alsoaccordingtothisconcept,thethesisdesigneddevelopingstrategyandkeytactic.FirstlythethesisintroducedallkindsofserviceofShanghailong-distancetelecommunicationandanalyzedthestructureoftheseservice.Throughthestudyofmarketingsituation,chapter1establishedthebaseoffollowingdepiction.Aftercomparingwithfactorssuchasmarketingsharecustomerpossessionetc,thenthethesisfocusedonthereasonscausingthequestionsindevelopment.ThesereasonsexposedtheinnerinevitabilitybecauseShanghailong-distancetelecommunicationwasenduringatransformingperiod.Byreasonofthesetransformingfactorscausedbycompetition,soitwasnecessarytostudyandresearchthecompetitiveenvironmentaround.Thethesisdepictedthecompetitivesituationandanalyzedthecurrentcompetitivefocus.TheemphasesofthisthesiswasdesignoftransformingstrategyofShanghailong-distancetelecommunication.Onbasisofcomprehensiveanalysisandcognitionofcompetitivesituation,thethesisputforwardthreetransformingstrategies:marketingsegmentationstrategyintraditionalserviceone-stop-shoppingstrategyinVIPcustomerandcooperativestrategyinvalue-addedservice.Marketingsegmentationstrategywasbasedonthespecialityoftraditionalservice.Thecoreofone-stop-shoppingstrategyinVIPcustomerwashowtoapplydifferentiatodominatethehighvaluemarket.Cooperativestrategyinvalue-addedservicewasthetrendofcurrentinformalization.Theendofthisthesisalsoputforwardtacticstoimplement,thesetacticsinvolvedmarketingserviceandbrandetcwhichShanghailong-distancetelecommunicationshouldpaymoreattentionto.KEYWORDS:strategy,marketingsegmentation,“one-stop-shopping”value-addedservice12004121200312200312MBA1MBA2MBA31.11918811985199920002003BPR10010002500MBA4IPEDIDDN200IPIDC1.221741/31.2.111-11-220022003MBA5FIGURE1-1CapacityofTraditionalvoiceservicefrom2002to2003FIGURE1-2IncomeofTraditionalvoiceservicefrom2002to20032IPIPIPIPIPIPIPIPMBA6IPIPIPIP1-31-420022003IPFIGURE1-3CapacityofIPvoiceservicefrom2002to2003FIGURE1-4IncomeofIPvoiceservicefrom2002to20031.2.21DDNFRATMMBA71-520022003FIGURE1-5Incomeofdataservicefrom2002to20032ADSL1-620022003FIGURE1-6IncomeofInternetservicefrom2002to2003MBA81.2.3IDC1ISDN2IDCIDCInternetDataCentreIDC1-7FIGURE1-7IncomeofIDCservicefrom2002to20033(800)(600)1-8MBA9FIGURE1-8IncomeofINservicefrom2002to20031.2.41.31.3.129.421022.561%1-9MBA10FIGURE1-9Structureandpercentageofserviceof20036.5%1.3.21-101-11IPFIGURE1-10Marketingshareoftraditionalvoiceservicefrom2002to2003MBA11FIGURE1-11MarketingshareofIPvoiceservicefrom2002to200355%1.3.37DDNMBA12IDCCallCenterMBA132.1MBA142.2MBA152.2.120025161580111415IPO14161.471.694IPO4300150049004212.2.22.2.3MBA162.2.494%6%IP2.2.5MBA172.2.6BPR2.2.7MBA183.1198090199419972002MBA19,20022002505223.2%411614.4%3-133.1%16.4%36.7%12.4%1.4%200215796.1%13637.6%“”68%22%10%91.880%20024629.9%67610.2%64270%17%13%25FIGURE3-1Incomeofcarriersin2003MBA20214432.7%150912.1%388081165.1%50833.7%,87%1989555445.9%5136.0%36%24%60%20028566559.9%3.22000IPIP20%IPIP11%19330020%3-2FIGURE3-2CapacityofvoiceserviceofUNICOMfrom2002to2003MBA212003121IP-C150030179112002IPIPIPIPIPIP20%IP3-3FIGURE3-3CapacityofvoiceserviceofCNNCOMfrom2002to2003MBA22“IP”IP200010%IP3-4FIGURE3-4CapacityofvoiceserviceofCRCfrom2002to20033.33.3.13-23-3IPMBA230MBA243.3.23003013.3.3MBA253.3.43.3.5191803193MBA261781%IP50%20%75%3.4100%MBA274.1“””4.2SWOTSWOT4-1MBA28MBA29MBA304.34-1IPFIGURE4-1MarketingshareofIPserviceofcarriersfrom2002to2003H7=10000(4.9%+13.6%+10.8%+15%+0.44%+55.1%)=36101H5=10000(7.23%+20.8%+6.5%+21.1%+0.01%+44.3%)=29352MBAFIGURE4-2MarketingshareoftraditionalvoiceserviceofShanghaitelecomfrom2002to2003H9=10000(86.21%+13.79%)=76223H9=10000(79.56%+20.44%)=6748495%5%2%98%5320037995%5%2%98%MBA326H=10000(69.34%+30.66%)=574874.44.4.1313(79.56%20.44%)95%5%2%98%=(69.34%30.66%)MBA332MBA34“”MBA354.4.2MBA36FIGURE4-3AdvantagecomparisonofvoiceserviceMBA37FIGURE4-4AdvantagecomparisonofdataserviceMBA38“”MBA395MBA404.4.3MBA41MBA42FIGURE4-5BCGMatrixBCG4-6MBA43FIGURE4-6Lifeofservicedistributing6MBA44IPIPWTO71985ValueChainMBA454-7FIGURE4-7ValuechainoftelecommunicationserviceMBA46FIGURE4-8Valuechainofvalue-addedservice//4-88//MBA479MBA48MBA495.15.2MBA50,MBA515.35.4MBA525.5MBA53200IPIP6--MBA54PHS/MBA55WTOCRM7CRMATTMCISPRINTTELIACRMCRMCRMCRMCRMMBA56CRM80%20%ISPISPMBA57WTOMBA58[1][2][3][4][5][6][7][8][9][10]MBA59MBA60MBA61[1]200363033上海电信长途事业部转型战略及实施作者：崔军军学位授予单位：上海交通大学相似文献(10条)1.学位论文李勇成都市电信分公司业务发展的分析和研究2003本文旨在通过对成都电信过去和现在发展状况的研究和分析，为成都市电信分公司未来的业务发展方向提供可资借鉴的建议，以期能对摆脱当前的困境有所启发和帮助。全文共分为三章：　　第一章首先简要地回顾了成都电信近百年的发展历程，接着对公司目前的业务发展现状进行了介绍，其中着重分析了公司电话用户的增长情况。第二章按照不同的业务种类，比