Abstract
With the implementation of the "Broadband China" strategy led by the government, the implementation of the "13th Five-Year" development strategy of the group companies is increasingly valued by all operators for its basic network access services represented by the group leased lines. 2016 is the first year of China Mobile's 13th Five-Year Strategic Plan. China Mobile firmly established the development concept of "innovation, coordination, greenness, openness and sharing" and accurately grasped the characteristics of Things era Internet and based on the current situation, long-term deployment and full implementation of the strategy of large-scale connection. Based on the advantages of existing users, we will continue to broaden the breadth and depth of connections and focus on bigger connections, better connection services and stronger connection applications. Since 2013, China Mobile Group Corporation has proposed that the Group's customer revenue share should achieve the strategic goal of "one-third of the world has one." In order to achieve this goal, China Mobile Group classified the Group leased line as the first of the key business, spare no effort to promote rapid development.
In this paper, the author analyzes the external environment and development of the group dedicated line services from the aspects of politics, economy, technology and society in a comprehensive and systematic way by taking the dedicated line services of China Mobile Heilongjiang Province branch as an object of the study. Combined with the current development status of the dedicated line services, and based on the analysis of competitiveness, China Mobile identifies the opportunities and threats before it. The paper analyzes the internal conditions of the dedicated line services, such as product resources, financial resources, organization and human resources, customer resources and brand resources, and points out the advantages and disadvantages of the competition. The strategic management theory and SWOT analysis method are used to analyze the strategic situation. It selected the expansion strategy as the strategic plan, and put forward the strategic objectives and plan of the dedicated line services, as well as the strategy implementation and supporting measures
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from the aspects of management mode, business assurance capabilities, business support, strategy and other aspects.
This paper has certain practical significance to realize the rapid development of the dedicated line services of China Mobile Heilongjiang branch in the region. At the same time, it has certain reference to the dedicated line services in other branches.
Key words: China Mobile, dedicated line services, development strategy
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目录
摘要................................................................................................................. I Abstract............................................................................................................. I I 第1章绪论 . (1)
1.1研究背景与问题提出 (1)
1.1.1 研究背景 (1)
1.1.2 研究意义 (2)
1.2国内外研究现状 (3)
1.2.1 国外通信行业发展战略研究综述 (3)
1.2.2 国内通信行业发展战略研究综述 (4)
1.2.3 研究述评 (6)
1.3论文内容与方法 (6)
1.3.1 主要研究内容 (6)
1.3.2 研究方法 (7)
第2章黑龙江省公司专线业务发展条件分析 (8)
2.1专线业务发展简介 (8)
2.2集团专线业务的资源分析 (9)
2.2.1 产品资源分析 (9)
2.2.2 财务资源分析 (10)
2.2.3 组织与人力资源分析 (11)
2.2.4 客户资源分析 (13)
2.2.5 品牌资源分析 (14)
2.3集团专线业务的能力分析 (14)
2.3.1 技术能力分析 (14)
2.3.2 管理能力分析 (15)
2.3.3 支撑能力分析 (16)
2.3.4 创新能力分析 (17)
2.3.5 市场能力分析 (18)
2.4本章小结 (20)
第3章中国移动黑龙江公司专线业务发展的战略环境分析 (21)
3.1总体环境分析 (21)
IV
3.1.1 政治环境分析 (21)
3.1.2 经济环境分析 (22)
3.1.3 技术环境分析 (23)
3.1.4 社会环境分析 (24)
3.2行业环境分析 (25)
3.2.1 世界通信行业发展状况分析 (25)
3.2.2 中国通信行业发展状况分析 (26)
3.2.3 黑龙江省通信行业发展状况分析 (27)
3.2.4 通信行业发展趋势 (30)
3.3竞争力量分析 (31)
3.3.1 现有竞争者分析 (31)
3.3.2 供应商的力量分析 (32)
3.3.3 购买者的力量分析 (32)
3.3.4 潜在的行业新进入者分析 (32)
3.3.5 替代产品分析 (33)
3.4本章小结 (33)
第4章中国移动黑龙江公司专线业务发展战略制定 (35)
4.1专线业务SWOT分析 (35)
4.1.1 专线业务的优势 (35)
4.1.2 专线业务的劣势 (36)
4.1.3 专线业务面临的机遇 (37)
4.1.4 专线业务面临的威胁 (38)
4.2专线业务发展目标和战略态势 (39)
4.2.1 专线业务发展战略目标 (40)
4.2.2 专线业务战略态势 (41)
4.3专线业务战略方案 (42)
4.4本章小结 (44)
第5章中国移动黑龙江公司专线业务战略实施与保障措施 (45)
5.1完善管理模式 (45)
5.1.1 优化组织结构 (45)
5.1.2 优化管理流程 (45)
5.1.3 加强队伍建设 (46)
5.2提升业务保障能力 (47)
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5.2.1 基础建设保障 (47)
5.2.2 营销渠道保障 (47)
5.2.3 运行质量保障 (48)
5.2.4 增值服务保障 (49)
5.3加强业务支撑 (50)
5.3.1 建立一点支撑响应机构 (50)
5.3.2 形成前后端考核机制 (51)
5.4改进营销策略 (51)
5.4.1 扩宽聚类市场 (51)
5.4.2 打造固移融合体系 (52)
5.4.3 加快清单营销 (52)
5.4.4 降低欠费比例 (53)
5.5本章小结 (53)
结论 (54)
参考文献 (55)
哈尔滨工业大学学位论文原创性声明和使用权限 (58)
后记 (59)
个人简历 (60)
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