本文選題：服務(wù)外包 + 承接方��； 參考：《中國海洋大學(xué)》2012年碩士論文

【摘要】：自上個(gè)世紀(jì)90年代我國的通信產(chǎn)業(yè)大發(fā)展以來，固網(wǎng)通信業(yè)務(wù)一度以數(shù)倍于GDP增長(zhǎng)的速度突飛猛進(jìn)。然而近幾年來增速大幅放緩，甚至出現(xiàn)倒退，說明傳統(tǒng)通信業(yè)正在由發(fā)展的鼎盛期向衰退期轉(zhuǎn)變，固網(wǎng)的傳統(tǒng)話音業(yè)務(wù)不僅遭受移動(dòng)通信的不斷吞噬，同時(shí)受到來自VoIP、即時(shí)通信等業(yè)務(wù)的威脅。在移動(dòng)化和網(wǎng)絡(luò)化的雙重影響下，傳統(tǒng)的固網(wǎng)話音市場(chǎng)顯著下滑。全業(yè)務(wù)運(yùn)營(yíng)將中國移動(dòng)、中國電信和中國聯(lián)通三家運(yùn)營(yíng)商的競(jìng)爭(zhēng)引入白熱化，，相互之間的競(jìng)爭(zhēng)已深入滲透到業(yè)務(wù)產(chǎn)品、網(wǎng)絡(luò)資源等各個(gè)方面，相互層層緊逼，陷入了惡性價(jià)格戰(zhàn)的局面。隨著這種愈演愈烈的競(jìng)爭(zhēng)以及傳統(tǒng)電信業(yè)務(wù)日益飽和萎縮，通信運(yùn)營(yíng)商都在經(jīng)營(yíng)傳統(tǒng)電信業(yè)務(wù)基礎(chǔ)上大力推進(jìn)業(yè)務(wù)轉(zhuǎn)型，開拓新的業(yè)務(wù)模式和盈利空間。中國聯(lián)通承接H集團(tuán)的通信服務(wù)外包案例是通信行業(yè)第一例全國范圍的外包服務(wù)實(shí)踐，是聯(lián)通作為傳統(tǒng)固定網(wǎng)絡(luò)運(yùn)營(yíng)商突破重圍的關(guān)鍵舉措，涉及觀念、技術(shù)、網(wǎng)絡(luò)、體制、服務(wù)、管理和組織結(jié)構(gòu)等方方面面。從承接方的視角對(duì)戰(zhàn)略決策過程以及實(shí)施過程進(jìn)行研究，分析其中成敗得失，將對(duì)各行業(yè)開展類似業(yè)務(wù)具有非常重要的借鑒和指導(dǎo)意義。 筆者在工作中直接參與了中國聯(lián)通在H集團(tuán)的信息與通信服務(wù)實(shí)施過程，具有較多的第一手材料和經(jīng)驗(yàn)體會(huì)。在本研究中試圖以戰(zhàn)略的決策、實(shí)施過程為主線，運(yùn)用定量分析的方法，從市場(chǎng)定位、差異化競(jìng)爭(zhēng)的角度，研究中國聯(lián)通開展外包服務(wù)的決策過程，分析信息與通信服務(wù)的外包給外包方和承接方帶來哪些效益，從承接方的角度分析通信運(yùn)營(yíng)商應(yīng)怎樣做好通信外包服務(wù)。 中國聯(lián)通承接企業(yè)通信服務(wù)外包是在當(dāng)前國內(nèi)外政治、經(jīng)濟(jì)、社會(huì)等宏觀環(huán)境下進(jìn)行業(yè)務(wù)轉(zhuǎn)型、開拓新的盈利模式的正確選擇。開展承接通信服務(wù)外包業(yè)務(wù)，是中國聯(lián)通應(yīng)對(duì)行業(yè)內(nèi)日趨激烈的業(yè)務(wù)競(jìng)爭(zhēng)的有效方法，是發(fā)揮內(nèi)部資源優(yōu)勢(shì)、建立差異化競(jìng)爭(zhēng)力的重要途徑。中國聯(lián)通發(fā)揮出在通信網(wǎng)絡(luò)上的資源優(yōu)勢(shì)，依托專業(yè)的通信服務(wù)運(yùn)營(yíng)經(jīng)驗(yàn)，把服務(wù)范圍延伸到用戶內(nèi)部的通信網(wǎng)絡(luò)和信息系統(tǒng)，給用戶提供端到端的綜合信息與通信服務(wù)，將能夠在穩(wěn)定通信收入基礎(chǔ)上更緊密的綁定用戶，建立起長(zhǎng)期的競(jìng)爭(zhēng)優(yōu)勢(shì)。 通過對(duì)中國聯(lián)通承接H集團(tuán)通信服務(wù)外包案例的研究可以看出，通信運(yùn)營(yíng)商開展承接通信服務(wù)外包業(yè)務(wù)是正確的戰(zhàn)略決策，然而若要做好通信外包服務(wù)的實(shí)施工作、成功打造服務(wù)轉(zhuǎn)型的新業(yè)務(wù)模式，仍需要在一些方面做出改進(jìn)。一是在體系架構(gòu)方面，需從集團(tuán)層面設(shè)立專門的組織管理部門，在全國范圍建起統(tǒng)一指揮、協(xié)調(diào)機(jī)制；二是優(yōu)化人才引入機(jī)制，引進(jìn)滿足服務(wù)實(shí)施要求的專業(yè)人才，并通過外包實(shí)踐積累經(jīng)驗(yàn)；三是加強(qiáng)通信外包服務(wù)與傳統(tǒng)通信業(yè)務(wù)的整合，一方面給用戶帶來便利、創(chuàng)造價(jià)值，同時(shí)通過整合提升自身的綜合服務(wù)能力，建立產(chǎn)品競(jìng)爭(zhēng)優(yōu)勢(shì)；四是聚焦重點(diǎn)用戶、重點(diǎn)應(yīng)用，分批次合理開發(fā)用戶，伴隨著服務(wù)能力的提升，穩(wěn)步承接大客戶的通信服務(wù)外包，創(chuàng)造效益、建立服務(wù)品牌并穩(wěn)定發(fā)展。
[Abstract]:Since the great development of China's communications industry in the 90s of last century, the business of fixed network communications has doubled in the speed of GDP growth. However, in recent years, the growth rate has slowed sharply and even reversed. It shows that the traditional communication industry is changing from the prosperous period of its development to the recession, and the traditional voice service of the fixed network is not only subjected to mobile communication. The constant phagocytosis of the letter is threatened by the business of VoIP and instant messaging. Under the dual influence of mobile and networking, the traditional fixed network voice market has declined significantly. The competition of three operators of China Mobile, China Telecom and China Unicom has been whiteled, and the competition between each other has penetrated into business. As the products, network resources and so on, they are pressed into the situation of vicious price war. With this increasingly fierce competition and the increasing saturation of traditional telecommunication business, the telecom operators are vigorously promoting business transformation and opening new business models and profit space on the basis of the traditional telecom business. The case of H group's communication service outsourcing is the first example of a nationwide outsourcing service practice in the communication industry. It is the key measure to break through the heavy encirclement by the traditional fixed network operators. It involves the concept, technology, network, system, service, management and organizational structure. The process and Implementation of the strategic decision-making process from the perspective of the undertaking party. Process research and analysis of success or failure will be very important reference and guidance for similar businesses in various industries.
In the work, the author directly participates in the implementation process of China Unicom's information and communication service in H group, and has more first-hand materials and experience. In this study, we try to use the strategic decision making, the implementation process as the main line, and use the quantitative analysis method to study the outsourcing of China Unicom from the point of view of market positioning and differential competition. The decision process of service is made to analyze the benefits of outsourcing to the outsourced and receiving parties, and analyze how the communication operators should do well in the communication outsourcing service from the perspective of the receiver.
China Unicom's undertaking of enterprise communication service outsourcing is the correct choice of business transformation under the macro environment of politics, economy and society at home and abroad. To carry on the service outsourcing business is an effective way to deal with the increasingly fierce business competition in the industry, and to give full play to the advantages of internal resources, China Unicom plays an important role in the differentiation competitiveness. China Unicom plays a resource advantage on the communication network, relying on the professional communication service operation experience, extending the service range to the communication network and information system inside the user, providing end-to-end integrated information and communication service to the users, and will be able to be more stable on the basis of stable communication income. Tightly binding users and building long-term competitive advantages.
Through the study of the case of China Unicom to undertake H group's communication service outsourcing, it can be seen that it is the correct strategic decision to carry on the communication service outsourcing business by the communication operators. However, if we have to do a good job in implementing the communication outsourcing service and successfully create a new business model of service transformation, it is still necessary to make improvements in some aspects. In the aspect of system architecture, we need to set up a special organization and management department from the group level and build unified command and coordination mechanism throughout the country; two is to optimize the introduction mechanism of talents, introduce professionals to meet the requirements of service implementation, and accumulate experience through outsourcing practice, and the three is to strengthen the integration of communication outsourcing service and traditional communication business. On the other hand, it brings convenience to users, creates value, and improves its comprehensive service ability through integration, and establishes competitive advantage of products. Four is focusing on key users, focusing on application, developing users reasonably in batch, with the promotion of service ability, steadily undertaking the communication service outsourcing of large customers, creating benefits, establishing service brand and stabilizing Make sure to develop.
【學(xué)位授予單位】：中國海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F626

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