本文選題：增值業(yè)務(wù)　切入點(diǎn)：電信運(yùn)營(yíng)企業(yè)　出處：《南京郵電大學(xué)》2012年碩士論文

【摘要】：在2008年我國(guó)三家電信運(yùn)營(yíng)商重組后,我國(guó)電信運(yùn)營(yíng)業(yè)進(jìn)入了三網(wǎng)融合和全業(yè)務(wù)運(yùn)營(yíng)的新局面,隨著3G牌照發(fā)放及業(yè)務(wù)的運(yùn)營(yíng),以及物聯(lián)網(wǎng)等新一代IT技術(shù)的不斷更新和推廣,電信運(yùn)營(yíng)產(chǎn)品和服務(wù)更加趨于豐富化,因而建立在這一切變化之上的增值業(yè)務(wù)對(duì)于電信運(yùn)營(yíng)企業(yè)來(lái)說(shuō)有著越來(lái)越重要的意義。在這樣大環(huán)境下的增值業(yè)務(wù)對(duì)于我國(guó)電信運(yùn)營(yíng)商組織結(jié)構(gòu)會(huì)產(chǎn)生怎樣的影響,正是本文要研究的內(nèi)容。 本文即是在這樣的背景下,探討我國(guó)電信運(yùn)營(yíng)商現(xiàn)有增值業(yè)務(wù)的特點(diǎn),以此為自變量,分析其與組織結(jié)構(gòu)性維度之間的關(guān)系,分析增值業(yè)務(wù)對(duì)組織結(jié)構(gòu)的影響機(jī)制,由此來(lái)探討電信運(yùn)營(yíng)商增值業(yè)務(wù)設(shè)置的合理化,以及電信運(yùn)營(yíng)組織結(jié)構(gòu)的完善。 本文首先通過(guò)因子分析確立增值業(yè)務(wù)的關(guān)聯(lián)性維度,將我國(guó)電信運(yùn)營(yíng)企業(yè)增值業(yè)務(wù)測(cè)評(píng)模型分為增值業(yè)務(wù)內(nèi)部運(yùn)營(yíng)因素、增值業(yè)務(wù)供應(yīng)鏈因素、增值業(yè)務(wù)客戶導(dǎo)向因素和競(jìng)爭(zhēng)對(duì)手因素四個(gè)維度。其中內(nèi)部運(yùn)營(yíng)因素有分為盈利能力、研發(fā)能力、技術(shù)支撐水平、運(yùn)營(yíng)人員素質(zhì)、對(duì)于環(huán)境變化的響應(yīng)速度、用戶增長(zhǎng)等6個(gè)二級(jí)指標(biāo),將供應(yīng)鏈因素分為供應(yīng)商種類(lèi)、供應(yīng)商數(shù)量、渠道商種類(lèi)、渠道商數(shù)量等4個(gè)二級(jí)指標(biāo),將客戶導(dǎo)向因素分為顧客滿意度、對(duì)于客戶新需求的響應(yīng)速度、對(duì)于客戶意見(jiàn)處理速度3個(gè)二級(jí)指標(biāo),將競(jìng)爭(zhēng)對(duì)手因素分為替代品的數(shù)量、技術(shù)創(chuàng)新能力、技術(shù)轉(zhuǎn)化能力、相似產(chǎn)品種類(lèi)4個(gè)二級(jí)指標(biāo),隨后在相關(guān)性分析和回歸分析的基礎(chǔ)上,驗(yàn)證了增值業(yè)務(wù)對(duì)電信組織結(jié)構(gòu)分權(quán)化、復(fù)雜化、規(guī)范化之間的影響關(guān)系。研究發(fā)現(xiàn)組織結(jié)構(gòu)分權(quán)化同增值業(yè)務(wù)的顧客導(dǎo)向、供應(yīng)鏈和市場(chǎng)競(jìng)爭(zhēng)因素有正相關(guān)性。組織結(jié)構(gòu)復(fù)雜化同增值業(yè)務(wù)內(nèi)部運(yùn)營(yíng)因素、顧客導(dǎo)向、供應(yīng)鏈和市場(chǎng)競(jìng)爭(zhēng)因素有正相關(guān)性。組織結(jié)構(gòu)規(guī)范化同增值業(yè)務(wù)內(nèi)部運(yùn)營(yíng)因素、顧客導(dǎo)向、供應(yīng)鏈和市場(chǎng)競(jìng)爭(zhēng)因素有正相關(guān)性。而增值業(yè)務(wù)的四個(gè)維度(增值業(yè)務(wù)內(nèi)部運(yùn)營(yíng)因素、增值業(yè)務(wù)供應(yīng)鏈因素、增值業(yè)務(wù)客戶導(dǎo)向因素和競(jìng)爭(zhēng)對(duì)手因素)對(duì)于組織結(jié)構(gòu)的三個(gè)維度(分權(quán)化、復(fù)雜化、規(guī)范化)均具有正向預(yù)測(cè)作用。
[Abstract]:After the reorganization of the three telecom operators in China in 2008, the telecom transportation business in China has entered a new phase of three-network convergence and full-service operation. With the issuance of 3G licenses and the operation of business, as well as the continuous updating and promotion of the new generation of IT technologies such as the Internet of things,Telecom operating products and services are becoming more and more enriched, so the value-added services based on all these changes have more and more important significance for telecom operators.What kind of influence will the value-added service have on the organizational structure of the telecom operators in such a large environment is the content of this paper.Under this background, this paper probes into the characteristics of the existing value-added services of telecom operators in China, taking them as independent variables, analyzes the relationship between them and the organizational structural dimensions, and analyzes the influence mechanism of value-added services on the organizational structure.This paper discusses the rationalization of telecom operators' value-added service setting and the perfection of telecom operation organization structure.Firstly, this paper establishes the correlation dimension of value-added business through factor analysis, and divides the evaluation model of value-added service into internal operational factors and supply chain factors.Value-added business customer-oriented factors and competitors factor four dimensions.The internal operational factors are divided into six secondary indicators, such as profitability, R & D capability, technical support level, operational staff quality, response speed to environmental change, user growth and so on. Supply chain factors are divided into supplier types.The number of suppliers, the types of channel vendors, the number of channel merchants, and so on. The customer orientation factors are divided into customer satisfaction, response speed to new customer demand, processing speed of customer opinion, three second-level indicators of customer opinion processing speed.The competitors were divided into four secondary indexes: the quantity of substitute, the ability of technological innovation, the ability of technology transformation and the similar product category. Then, on the basis of correlation analysis and regression analysis,The influence of value-added services on the decentralization, complexity and standardization of telecom organization structure is verified.It is found that the decentralization of organizational structure has a positive correlation with customer orientation, supply chain and market competition.The complexity of organizational structure has positive correlation with internal operational factors, customer orientation, supply chain and market competition factors.The standardization of organizational structure has positive correlation with internal operation factors, customer orientation, supply chain and market competition factors.The four dimensions of value-added business (internal operation factor, supply chain factor, customer orientation factor and competitor factor) are three dimensions of organizational structure (decentralization, complexity, etc.Both of them have positive predictive effect.
【學(xué)位授予單位】：南京郵電大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F626

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