 ==>> 点击下载文档 |
“转型”是企业“蜕变现状”、“突破困境”、“实现创新”的重要手段,尤
其对于传统企业,不仅需要勇气、更需要正确的方法。以往很多人将转型和创新认
为是同一件事情,但创新只求新,不破旧;而转型则破旧立新,是要打破过去创造
的成功或已经拥有的竞争优势,然后走向新的发展路径,成长出新的发展能力。导
致不少传统企业因此望而却步
根据企业生命周期(成长期、成熟期和衰退期)的规律,企业“转型” 一般有
两种情况,一是在市场成熟期转型,这个阶段企业为应对未来的潜在威胁,提前做
战略布局,务求让企业获得更长远的发展。另一种处于市场衰退期转型,这类企业
原有的竞争优势减弱,市场份额流失,企业经营陷入困难,被迫寻找新的增长机会
事实证明,处于“成熟期”的企业转型会更加轻松。其中,我国电信运营商正是处
于“成熟期”寻找正确转型方法的传统企业之一
1998年,我国固网移动分离,开启了中国电信行业的新篇章,电信、联通、移
动形成三角竞争关系,发展至今已近20年。基于我国对电信运营商的政策保护,
早期电信行业竞争并不激烈,市场处于成长期,各家运营商主要精力在拓展市场,
前景无限。但随着市场环境的逐步成熟,竞争格局发生变化,尤其移动互联网的到
来,给电信运营商的传统业务带来巨大冲击,三大运营商的语音业务逐步减少,短
信使用量急剧下降,核心利润来源的两大业务正在萎缩,运营商的管理者已意识到
危机的到来,寻找有效的转型路径是保持可持续发展的关键
本次论文将以中国移动为蓝本,通过诊断移动互联网时代威胁,结合转型的标
杆企业、失败企业、实战中企业经验,规避风险;并结合客户需求洞察分析障碍;
最后总结中国移动转型的关键影响因素,寻找可持续发展方法及路径,帮助中国移
动向“客户化管理”转型
关键词:移动互联网、以客户为中心、客户管理、企业转型、定位
I 碩士学位论文
MASTERS THESIS
Abstract
From the traditional retail era and Internet age, to the boom of the mobile Internet
age, the emergence of a great amount of innovative business models and the rise of new
type of Internet companies has broken through the barriers between enterprises and
consumers, the phasing-out of the information gap has drew closer the enterprises and
consumers and enabled the consumers to better understand the enterprises more easily.
This relationship throws great challenge to the old management model of enterprise. And
’’transition anxiety has become a common ’’disease’,to every manager of traditional
businesses.
Transition is an important strategy for enterprises to &39;&39;metamorphose from current
status”,to break through the dilemma&39;、and to “achieve innovation”. For traditional
enterprises especially, not only courage is needed, but also right methods. In the past,
many people thought that transition and innovation was the same thing. But actually
innovation pursues new concept only, without any mention of breaking through the old
part. Whereas, what transition asks for is to make a breakthrough to the past and set up
newly things, to get rid of the success from the past and the existing competitive
advantage, then step into the new path of development, and grow the new strength of
development. This process discourages many traditional businesses from the beginning.
According to the law of enterprise life cycle (growth, maturity and recession periods),
there are basically two kinds of situations when it comes to enterprise transition. One
of them is to transform during the market mature stage. During this stage, the enterprise
plans the strategic layout ahead to deal with the potential threat in the future, so that the
enterprises can obtain better long-term development. Another transition happens during
the market is in a downturn, the original competitive advantage of the enterprises has
been weakened, and the market share is reducing. So the troubled business is forced to
find new growth opportunities. It has been proved that it is a lot easier for enterprise to
transform during the “mature period”. China Telecommunications is one of the great
examples where traditional enterprises looking for proper way to reconstruct during their
mature period.
ii 硕士学位设文
MASTER
&39;
S THESIS
In 1998, Chinafs fixed network and mobile network started to be separated, which
opened a new chapter in China’s telecommunications industry. Telecommunications,
China Unicom, and China Mobile formed a triangular competition, which has been
developing for 2o years. Based on China&39;s protection policy to telecom operators, the
early telecommunications industry competition was not intense. But now the market is
growing, the operators all focus on the expansion of the market, and their prospects are
unlimited. However, with the gradual maturity of the market environment, the
competitive patterns have been changed. Especially the arrival of the mobile Internet
brings a huge impact to the traditional business of telecom operators. The voice services
of the three main operators have been gradually reduced and SMS usage dropped sharply.
The core businesses, which are the sources of profit, are shrinking. And the managers of
the operators are aware of the arrival of the crisis and knowing that the key for
sustainable development is to find an effective path to transmit.
This paper will be based on the case of China Mobile to come up the diagnosis of
the threats existed in mobile Internet era. Giving consideration to the experience from the
model enterprises, the failed enterprises and the enterprises that are still feeling their way
in terms of transition,with the combination of customers’ needs,this paper shed some
lights on the related analysis obstacles. In the end, this paper will sum up the key factors
in China Mobile transformation in the aim to find sustainable development methods and
path and to help China Mobile to transform towards custom-orientated management.
ill 硕士学位论文
MASTER&39;S THESIS
目录
摘要 I
Abstract II
第一章绪论 1
第一节选题背景及研究意义第二节国内外客户化管理模式研宄第三节本文的研宄内容和研宄方法第四节本论文的特色及创新点第二章客户化管理方法理论第一节客户化管理相关概念及其特点第二节客户化管理主要理论第三章电信运营商市场现状分析第一节电信运营商用户增长趋向饱和第二节电信运营商面临的市场威胁第四章中国移动客户化管理问题第一节中国移动客户管理宏观环境分析第二节中国移动客户管理微观环境分析第三节中国移动客户管理转型障碍
32
第五章中国移动客户化管理转型路径参考依据
34
第一节客户化管理标杆企业经验分析
34
第二节企业客户化管理转型失败案例分析
36
第三节企业客户化管理转型实战中企业经验分析
37
第四节企业客户化管理转型路径设计依据
37
第六章中国移动客户化管理转型路径制定
39
第一节中国移动客户化管理转型路径关键影响因素
39
第二节中国移动客户化管理转型路径及保障体系设计
40
第七章总结与展望
44
第一节主要结论
44
第二节研宄不足与展望
44
参考文献 45
致谢 56 硕士学位论文
MASTER/S THESIS
第一章绪论
第一节选题背景及研究意义
基于成长生命周期,企业的发展可以分为三个阶段,如下:
第一阶段:成长期。企业受益于人口红利,发展速度较快,企业在这个时期一
般处于获客阶段,经营“以企业为中心”的产品化管理模式
第二阶段:成熟期。市场环境逐步成熟,企业发展容易遇到瓶颈,维护客户和
寻找新的增长机会是防止企业过早进入衰退期的关键。这个阶段是企业转型的最佳
时机
第三阶段:衰退期。企业面对激烈竞争的市场竞争,原有优势难保,市场份额
逐步下降;如果没有找到新的蓝海,企业即将进入衰退期
根据企业的生命周期,衰退期是每家企业必然经历的阶段,在成长期企业一般
受益于人口红利,获得快速发展,客户快速增长;但当一个行业获得井喷的同时,
必须引来激烈竞争。大量资本涌入、各种企业出现,让原受益企业的市场被瓜分,
利润被分薄,客户流失,企业面临增长瓶颈,发展呈现下降趋势,企业即将进入衰
退期。面对这种行业形势,“转型”是企业必然的经营抉择,客户维度、深耕成为
管理重心,“以客户为中心”管理,成为企业跨越衰退期,寻找新发展路径的关键
战略,即客户化管理战略
。。。以上简介无排版格式，详细内容请下载查看
