亞信聯(lián)創(chuàng)公司發(fā)展戰(zhàn)略
發(fā)布時(shí)間：2019-05-07 07:49
【摘要】：互聯(lián)網(wǎng)的出現(xiàn)改變了時(shí)空對(duì)人們交流的限制,同時(shí)也催生了各種各樣的新興行業(yè),是經(jīng)濟(jì)和社會(huì)變革的新力量。信息產(chǎn)業(yè)就是互聯(lián)網(wǎng)時(shí)代下的產(chǎn)業(yè)代表,上個(gè)世紀(jì)末,信息產(chǎn)業(yè)開(kāi)始高速發(fā)展,社會(huì)的信息化發(fā)展程度已經(jīng)成為衡量一個(gè)社會(huì)先進(jìn)程度的度量衡,信息資源更是成了社會(huì)的無(wú)形財(cái)富。近20年來(lái),電子信息產(chǎn)業(yè)在我國(guó)得到了快速的發(fā)展。信息化的高速發(fā)展為電信軟件行業(yè)發(fā)展提供了良好的環(huán)境和方向,在電子信息技術(shù)中,電信軟件系統(tǒng)對(duì)技術(shù)要求較高,而且極為復(fù)雜,可以說(shuō)業(yè)界基本以電信行業(yè)軟件的標(biāo)準(zhǔn)為最高標(biāo)準(zhǔn),一個(gè)國(guó)家的電信行業(yè)軟件水平如何,也就直接反映了該國(guó)軟件開(kāi)發(fā)技術(shù)的最高水平。亞信聯(lián)創(chuàng)是我國(guó)最大的電信軟件系統(tǒng)提供商,其收入和市值在全球也只是一人之下,萬(wàn)人之上。亞信和聯(lián)創(chuàng)公司憑借不俗的實(shí)力在中國(guó)的電信軟件和服務(wù)市場(chǎng)上稱霸,雙劍合并之后更是強(qiáng)強(qiáng)聯(lián)手,讓競(jìng)爭(zhēng)對(duì)手望塵莫及,其在中國(guó)電信市場(chǎng)的地位毋庸置疑。但是隨著電信產(chǎn)業(yè)的不斷發(fā)展、壯大,亞信聯(lián)創(chuàng)的地位優(yōu)勢(shì)逐漸削弱,有更多更強(qiáng)的對(duì)手參與到競(jìng)爭(zhēng)之中,亞信聯(lián)創(chuàng)想要永葆這個(gè)龍頭的位置并不容易。不得不面對(duì)的事實(shí)就是中國(guó)的軟件行業(yè)已經(jīng)不再是如日中天的朝陽(yáng)產(chǎn)業(yè),高速發(fā)展的階段一去不復(fù)返,如何能夠梅開(kāi)二度是目前亞信聯(lián)創(chuàng)公司所必須面對(duì)的問(wèn)題。環(huán)境既然不能賦予更多的機(jī)會(huì),那么就只有靠自身的改革,通過(guò)戰(zhàn)略調(diào)整,尋找新的發(fā)展突破口。這種情況下,亞信聯(lián)創(chuàng)公司是應(yīng)該升級(jí)還是應(yīng)該轉(zhuǎn)型,是應(yīng)該繼續(xù)深入的挖掘國(guó)內(nèi)市場(chǎng),還是應(yīng)該走出國(guó)門(mén),在國(guó)外市場(chǎng)大展拳腳,都是亞信聯(lián)創(chuàng)公司戰(zhàn)略調(diào)整需要思考的問(wèn)題。本文正是結(jié)合亞信聯(lián)創(chuàng)公司的背景及所處的環(huán)境,探究應(yīng)該如何就現(xiàn)有的環(huán)境進(jìn)行戰(zhàn)略調(diào)整。本文以企業(yè)戰(zhàn)略管理理論為基礎(chǔ),結(jié)合亞信聯(lián)創(chuàng)公司現(xiàn)有的競(jìng)爭(zhēng)環(huán)境,通過(guò)對(duì)其在全球電信運(yùn)營(yíng)系統(tǒng)提供商的排名以及和主要競(jìng)爭(zhēng)對(duì)手的對(duì)比分析中發(fā)現(xiàn)了亞信聯(lián)創(chuàng)公司在發(fā)展國(guó)際市場(chǎng)方面的潛力和需求。然后本文從國(guó)際化戰(zhàn)略選擇入手,分析了亞信聯(lián)創(chuàng)公司在國(guó)際化發(fā)展方面的動(dòng)因,在國(guó)際化發(fā)展方面的嘗試、取得的成就和存在的問(wèn)題,綜合前面的環(huán)境分析做了一個(gè)SWOT分析,分析了亞信聯(lián)創(chuàng)公司國(guó)際化戰(zhàn)略的優(yōu)勢(shì)、劣勢(shì)、機(jī)遇和不足,然后分別提出了OS、OW、TS和TW的策略,為亞信聯(lián)創(chuàng)公司國(guó)際化戰(zhàn)略的制定與實(shí)施做參考。最后本文從市場(chǎng)營(yíng)銷(xiāo)、人力資源管理、產(chǎn)品和技術(shù)、企業(yè)文化等方面提出了亞信聯(lián)創(chuàng)公司國(guó)際化戰(zhàn)略的具體實(shí)施措施。
[Abstract]:The emergence of the Internet has changed the constraints of time and space on people's communication, but also has spawned a variety of emerging industries, is a new force of economic and social change. The information industry is the representative of the industry in the Internet era. At the end of last century, the information industry began to develop at a high speed, and the degree of information development of the society has become a measure of the advanced degree of a society. Information resources have become the intangible wealth of society. In the past 20 years, the electronic information industry has got the rapid development in our country. The high-speed development of information technology provides a good environment and direction for the development of telecommunication software industry. In electronic information technology, telecommunication software system requires high technology and is extremely complex. It can be said that the industry basically takes the software standard of telecommunication industry as the highest standard, and the software level of a country's telecommunication industry reflects directly the highest level of software development technology in the country. AsiaInfo is our country's largest telecommunications software system provider, its revenue and market value in the world is only one person, more than ten thousand people. By virtue of its outstanding strength, AsiaInfo and Co-founder dominate China's telecommunications software and service market. After the merger of the two Swords, they have joined forces to keep their competitors afloat, and their position in China's telecommunications market is beyond doubt, and there is no doubt about their position in China's telecommunications market. However, with the continuous development and expansion of the telecommunications industry, the position advantages of CACC are gradually weakened, more and more strong competitors participate in the competition, it is not easy to maintain this leading position forever. The fact we have to face is that the software industry in China is no longer a sunrise industry, and the stage of high-speed development is gone. How to open up twice is a problem that must be faced by AsiaInfo Co., Ltd at present. Since the environment can not give more opportunities, it is on its own reform, through strategic adjustment, to find a new development breakthrough. Under such circumstances, should the AsiaInfo Joint Venture Company upgrade or transform, should it continue to dig deeper into the domestic market, or should it go abroad and play a big role in the foreign market? All of which need to be considered in the strategic adjustment of AsiaInfo Joint Venture Co., Ltd. This paper is based on the background and environment of AsiaInfo Co., Ltd., and explores how to make strategic adjustments to the existing environment. This paper is based on the theory of enterprise strategic management, combined with the existing competitive environment of AsiaInfo Co., Ltd. A comparative analysis of its ranking in global telecom operating system providers and its major competitors reveals the potential and demand of CITIC in developing the international market. Then starting with the choice of internationalization strategy, this paper analyzes the motivation, the attempt, the achievements and the problems in the internationalization development of AsiaInfo Co., Ltd., and makes a SWOT analysis based on the environmental analysis in front of the company. This paper analyzes the advantages, disadvantages, opportunities and shortcomings of the internationalization strategy of AsiaInfo Co., Ltd., and then puts forward the strategies of OS,OW,TS and TW respectively, which can be used as a reference for the formulation and implementation of the internationalization strategy of CITIC. Finally, from the marketing, human resources management, products and technology, corporate culture and other aspects, this paper puts forward the specific implementation measures of the internationalization strategy of CITIC.
【學(xué)位授予單位】：成都理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F626
本文編號(hào)：2470892
[Abstract]:The emergence of the Internet has changed the constraints of time and space on people's communication, but also has spawned a variety of emerging industries, is a new force of economic and social change. The information industry is the representative of the industry in the Internet era. At the end of last century, the information industry began to develop at a high speed, and the degree of information development of the society has become a measure of the advanced degree of a society. Information resources have become the intangible wealth of society. In the past 20 years, the electronic information industry has got the rapid development in our country. The high-speed development of information technology provides a good environment and direction for the development of telecommunication software industry. In electronic information technology, telecommunication software system requires high technology and is extremely complex. It can be said that the industry basically takes the software standard of telecommunication industry as the highest standard, and the software level of a country's telecommunication industry reflects directly the highest level of software development technology in the country. AsiaInfo is our country's largest telecommunications software system provider, its revenue and market value in the world is only one person, more than ten thousand people. By virtue of its outstanding strength, AsiaInfo and Co-founder dominate China's telecommunications software and service market. After the merger of the two Swords, they have joined forces to keep their competitors afloat, and their position in China's telecommunications market is beyond doubt, and there is no doubt about their position in China's telecommunications market. However, with the continuous development and expansion of the telecommunications industry, the position advantages of CACC are gradually weakened, more and more strong competitors participate in the competition, it is not easy to maintain this leading position forever. The fact we have to face is that the software industry in China is no longer a sunrise industry, and the stage of high-speed development is gone. How to open up twice is a problem that must be faced by AsiaInfo Co., Ltd at present. Since the environment can not give more opportunities, it is on its own reform, through strategic adjustment, to find a new development breakthrough. Under such circumstances, should the AsiaInfo Joint Venture Company upgrade or transform, should it continue to dig deeper into the domestic market, or should it go abroad and play a big role in the foreign market? All of which need to be considered in the strategic adjustment of AsiaInfo Joint Venture Co., Ltd. This paper is based on the background and environment of AsiaInfo Co., Ltd., and explores how to make strategic adjustments to the existing environment. This paper is based on the theory of enterprise strategic management, combined with the existing competitive environment of AsiaInfo Co., Ltd. A comparative analysis of its ranking in global telecom operating system providers and its major competitors reveals the potential and demand of CITIC in developing the international market. Then starting with the choice of internationalization strategy, this paper analyzes the motivation, the attempt, the achievements and the problems in the internationalization development of AsiaInfo Co., Ltd., and makes a SWOT analysis based on the environmental analysis in front of the company. This paper analyzes the advantages, disadvantages, opportunities and shortcomings of the internationalization strategy of AsiaInfo Co., Ltd., and then puts forward the strategies of OS,OW,TS and TW respectively, which can be used as a reference for the formulation and implementation of the internationalization strategy of CITIC. Finally, from the marketing, human resources management, products and technology, corporate culture and other aspects, this paper puts forward the specific implementation measures of the internationalization strategy of CITIC.
【學(xué)位授予單位】：成都理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F626
【參考文獻(xiàn)】
相關(guān)期刊論文 前2條
1 姜勇;修國(guó)義;;企業(yè)戰(zhàn)略轉(zhuǎn)型的本質(zhì)及其影響因素分析[J];科技與管理;2007年02期
2 馮海龍;;基于組織學(xué)習(xí)的企業(yè)戰(zhàn)略轉(zhuǎn)型研究[J];科學(xué)學(xué)與科學(xué)技術(shù)管理;2006年03期
，本文編號(hào)：2470892
本文鏈接：http://www.sikaile.net/jingjilunwen/xxjj/2470892.html
最近更新
教材專著
