本文選題：3G時(shí)代　切入點(diǎn)：渠道策略　出處：《山東大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：自2008年電信行業(yè)的重新組合后,中國(guó)的三大通信運(yùn)營(yíng)商也已經(jīng)進(jìn)入了一個(gè)全新的競(jìng)爭(zhēng)時(shí)代。中國(guó)電信依靠固網(wǎng)的優(yōu)勢(shì)在集團(tuán)客戶和家庭客戶市場(chǎng)保持卓然獨(dú)立,同時(shí)開(kāi)辟了“天翼”新戰(zhàn)場(chǎng)；中國(guó)聯(lián)通依靠其成熟的WCDMA網(wǎng)絡(luò)和iPhone等明星終端,掀起了3G應(yīng)用的浪潮；中國(guó)移動(dòng)依靠龐大的用戶規(guī)模和2G網(wǎng)絡(luò)優(yōu)勢(shì)雖然守住了自身的市場(chǎng)份額和收入規(guī)模的優(yōu)勢(shì),但在3G、集團(tuán)客戶和家庭客戶等市場(chǎng)中由于網(wǎng)絡(luò)等資源匱乏導(dǎo)致進(jìn)展艱難。 目前中國(guó)移動(dòng)渠道體系在新形勢(shì)下面臨多重挑戰(zhàn),如全業(yè)務(wù)運(yùn)營(yíng)、移動(dòng)互聯(lián)網(wǎng)蓬勃發(fā)展、用戶增長(zhǎng)乏力和競(jìng)爭(zhēng)格局變化等等,雖然3G移動(dòng)互聯(lián)網(wǎng)時(shí)代來(lái)臨為中國(guó)移動(dòng)孕育了新的增長(zhǎng)空問(wèn),但是傳統(tǒng)的營(yíng)銷(xiāo)渠道模式在3G全業(yè)務(wù)競(jìng)爭(zhēng)時(shí)代面臨著嚴(yán)峻的壓力。新的營(yíng)銷(xiāo)渠道如何區(qū)分,自有和社會(huì)營(yíng)銷(xiāo)渠道如何權(quán)衡?投資規(guī)模和效益以及擴(kuò)展速度又如何權(quán)衡?不同區(qū)域市場(chǎng)業(yè)務(wù)發(fā)展之間的差異,營(yíng)銷(xiāo)渠道又將如何側(cè)重?面對(duì)這些難題,中國(guó)移動(dòng)必須對(duì)現(xiàn)有渠道進(jìn)行轉(zhuǎn)型。 本文采用的研究方法有環(huán)境分析、因素分析、數(shù)據(jù)分析、文獻(xiàn)分析、案例分析、SWOT分析等研究分析方法。在營(yíng)銷(xiāo)渠道理論和市場(chǎng)細(xì)分理論方面則采用了文獻(xiàn)研究法,其中案例分析法和關(guān)鍵因素分析法也被應(yīng)用于中國(guó)移動(dòng)營(yíng)銷(xiāo)渠道轉(zhuǎn)型內(nèi)容上,對(duì)于菏澤移動(dòng)公司渠道轉(zhuǎn)型策略和實(shí)施方面主要采用了數(shù)據(jù)分析、案例分析等方法。 本文主要從中國(guó)移動(dòng)面臨的競(jìng)爭(zhēng)格局以及市場(chǎng)環(huán)境入手,深入地去分析渠道因素的轉(zhuǎn)變,并分析中國(guó)移動(dòng)營(yíng)銷(xiāo)渠道所面臨的問(wèn)題和巨大壓力,指出了營(yíng)銷(xiāo)渠道轉(zhuǎn)型的必要性,提出了影響營(yíng)銷(xiāo)渠道轉(zhuǎn)型因素,建立了營(yíng)銷(xiāo)渠道轉(zhuǎn)型的有關(guān)模型。另外,結(jié)合市場(chǎng)細(xì)分理論,對(duì)營(yíng)銷(xiāo)渠道進(jìn)行細(xì)分,提出了中國(guó)營(yíng)銷(xiāo)渠道轉(zhuǎn)型的要求、實(shí)施策略和具體實(shí)施要求,其中轉(zhuǎn)型策略分架構(gòu)策略、細(xì)分策略和管理策略分別進(jìn)行了論述。 本文也以中國(guó)移動(dòng)集團(tuán)山東公司菏澤分公司的實(shí)際情況,并結(jié)合當(dāng)?shù)厝丝�、市�?chǎng)、地域和經(jīng)濟(jì)等因素進(jìn)行探討以及深入的研究,最終提出了適合菏澤公司的營(yíng)銷(xiāo)渠道轉(zhuǎn)型的指導(dǎo)思想和措施,并將實(shí)施思路、要求、過(guò)程和目標(biāo)進(jìn)行了闡述。 本文不僅有理論論證以及深入的分析,還有一系列針對(duì)菏澤移動(dòng)公司的市場(chǎng)環(huán)境的實(shí)證研究,因此結(jié)論擁有一定的普遍意義以及很高的應(yīng)用價(jià)值,對(duì)在3G形式下的我國(guó)電信運(yùn)營(yíng)企業(yè),就如何提高企業(yè)的核心競(jìng)爭(zhēng)力以及渠道營(yíng)銷(xiāo)體系應(yīng)如何轉(zhuǎn)型等問(wèn)題,有著非常重要的參考意義。
[Abstract]:Since 2008, with the reorganization of the telecommunications industry, China's three major telecom operators have entered a new era of competition. China Telecom relies on the advantages of fixed network to maintain Zhuo Ran's independence in the market of group customers and family customers. At the same time, it opens up a new battlefield of "Sky Wing", and China Unicom, relying on its mature WCDMA network and star terminals such as iPhone, sets off a wave of 3G applications. China Mobile relies on the huge user scale and 2G network advantage, but in the market of 3G, group customers and family customers, the lack of network and other resources lead to difficult progress. At present, China Mobile Channel system is facing many challenges under the new situation, such as the full service operation, the vigorous development of the mobile Internet, the weak growth of users and the changes in the competition pattern, and so on. Although the era of 3G mobile Internet has given birth to a new growth space for China Mobile, the traditional marketing channel model is facing severe pressure in the era of 3G full-service competition. How to balance the own and social marketing channels? What about the scale and efficiency of investment and the speed of expansion? How will marketing channels focus on the differences between business development in different regional markets? Faced with these problems, China Mobile must transform the existing channels. The research methods used in this paper include environmental analysis, factor analysis, data analysis, literature analysis, case analysis and SWOT analysis. Case analysis and key factor analysis are also applied to the content of channel transformation of China Mobile. The methods of data analysis and case analysis are mainly used in the strategy and implementation of channel transformation of Heze Mobile Company. Starting from the competition pattern and market environment faced by China Mobile, this paper deeply analyzes the change of channel factors, analyzes the problems and enormous pressure faced by China Mobile Marketing Channel, and points out the necessity of marketing channel transformation. The factors affecting the transformation of marketing channels are put forward, and the relevant models of the transformation of marketing channels are established. In addition, combined with the theory of market segmentation, the author subdivides the marketing channels and puts forward the requirements of the transformation of marketing channels in China. The implementation strategy and the specific implementation requirements, including the transformation strategy structure strategy, subdivision strategy and management strategy are discussed. This article also takes the actual situation of Heze Branch of China Mobile Group Shandong Company, and combines the local population, market, region and economic factors to discuss and study deeply. Finally, the guiding ideology and measures of the marketing channel transformation suitable for Heze Company are put forward, and the ideas, requirements, processes and objectives of the implementation are expounded. This paper not only has theoretical argumentation and in-depth analysis, but also a series of empirical research on the market environment of Heze Mobile Company, so the conclusion has certain universal significance and high application value. It has very important reference significance to the telecom operation enterprises of our country under the form of 3G, on how to improve the core competitiveness of the enterprises and how to transform the channel marketing system.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F274;F626

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