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1、（发展战略）中国联通发展战略摘 要改革开放以来，我国国民经济始终维持着高速增长，同时中国电信业也一直以高于GDP的增长速度快速发展着。随着我国电信体制改革的逐步深化和电信产业的重组，在电信运营领域正式形成了中国电信、中国网通、中国移动、中国联通、中国铁通和中国卫通六家基础电信运营商共存，4000多家增值电信、无线寻呼企业相互竞争的市场格局。加入WTO后，世界电信全球化的浪潮也将对我国电信运营市场产生越来越大的冲击。面对日益激烈的市场竞争环境和瞬息万变的市场需求，中国电信业如何摆脱在保护状态下粗放和低效的发展模式，如何确定自己的发展战略以适应新的电信管制环境，成为中国电信运营商关注的问题。成立于
2、一九九四年的中国联通作为我国电信体制改革的试金石，从无到有，在经过九年的发展后，目前已成为我国电信运营市场特别是移动通信运营市场的一支重要力量。在我国电信市场非对称管制的保护下，中国联通抓住机遇快速发展，移动通信网络规模仅次于中国移动。但随着电信管制政策的放松，中国联通将面临巨大的竞争压力：一、移动通信市场将增加新的进入者，中国电信和中国网通在取得移动运营执照后，会利用综合网络的优势对中国联通形成合围之势；二、虽然在我国移动通信领域用户市场规模中国联通已经三分天下有其一，但是从网络质量、业务收入和优质客户资源方面看，与主要竞争对手中国移动相比中国联通还有较大差距；三、作为国内目前唯一全业务运营
3、商，中国联通在业务的“一站式购齐”方面还未发挥出自己的优势，尤其是在固定通信、数据通信以及增值通信业务领域的发展方面还未完全表现出自己的特色和活力，业务规模也急需扩张；四、虽然中国联通已成为三地上市、两地监管的公众公司，融资渠道较为畅通，但用于扩张的资金缺口仍然很大。如何利用好自有现金和融资渠道，最大程度地发挥理财效益解决发展资金问题也是中国联通面临的现实挑战。本文试图通过对中国联通公司所处的外部生存环境、公司内部环境以及中国电信行业市场的竞争分析，采用TOWS矩阵、SPACE矩阵和QSPM 评价分析的方法，得出适合中国联通公司发展的战略。然后根据分析的结果，提出中国联通在目前市场状况下，结合
4、自身的状况，应采取市场开发战略，扩大业务的市场占有率、挖掘现有业务新的增长点。另外，在业务拓展方面，可采取战略联盟的形式，打造产业价值链，借他山之石，创新业务模式，做大产业市场，以求获得最大利益和超常发展，以提高自身的核心竞争力和盈利能力。本文共分五章，第一章是导论，主要介绍中国联通的发展概况，并指出公司目前和今后发展面临的困难和挑战；概括介绍公司战略理论、公司战略的模式和选择；介绍中国联通发展过程中所体现出的战略思想；阐述本文研究的目的、思路和现实意义。第二章是公司竞争环境因素分析，对中国联通所处的中国电信行业外部环境和内部的环境状况进行分析，是公司战略分析的基础。第三章是行业、市场和竞争者
5、分析，对电信行业的动态进行宏观分析；对中国联通所处的产业市场和竞争对手的进行分析和比较。第四章是公司综合评价及战略选择，通过TOWS矩阵和SPACE矩阵分析，提出中国联通发展战略的备选方案，并最终利用QSPM矩阵对备选方案进行分析，得出中国联通最佳的战略选择。第五章是战略选择结论和实施措施，归纳公司发展战略结论，同时围绕结论，提出公司实施市场开发战略的具体措施。关键词公司 战略 选择Abstract With the rapid economic growth by reform and opening in China,Chinese telecom enterprises have gro
6、wn more faster even twice or triple over GDP. With the fulfillment of telecom reform, there are six basic telecom enterprises，four thousands and more appending-faculties telecom enterprises competing to each other in China. Meanwile,with China entering WTO and the wave of globalizing, Chinese teleco
7、m enterprises confront more and more challenge from foreign firms which are superior to Chinese enterprise in business scale,capital capability,managing level,funding operation level, human resource. Furthermore,Facing the increasingly competition and manifold requirement,how telecom enterprise chan
8、ge the mode of gownth from inferior and inefficient,how telecom enterprise adapt themselves to new environment, overcoming the crisis of living and growing is the main problem which Chinese telecom enterprises will face to. Constructed in 1994,China Unicom is a touchstone of telecom reform, it build
9、s up from nothing, now becomes one of the main telecom enterprise in China. With the protecting of non-symmetry guiding policy, China Unicom grasps a chance of development, he owns one of the biggest mobile network whose dimensions is only inferior to China Mobiles. But, with the loosing of telecom
10、guide policy, China Unicom confront with more serious challenges. First, in mobile telecom area, newcomers will bring more competition. China Telecom and China Netcom, as traditional telecom enterprises,who owned more transportation resources, will take advantage of integrated network, overtake Chin
11、a Unicom in mobile telecom faculty; Secondly, Although China Unicom has one-third customers in mobile faculty in China, theres a widening gap in revenue , network quality and rarity customers between China Unicom and China Mobile. Thirdly, owned all telecom faculties, But China Unicom has no one-sto
12、p services. Especially in immobile faculties, data telecom and additional faculties area, China Unicom has developed insufficiently. Finally, China Unicom has already became an public enterprise in stock market. For improving his strength, China Unicom require so much capital that he must be cautiou
13、s to solve his financial problem. How China Unicom solves his gap in finance is a most serious question. This thesis tries to find a suitable developing strategy for China Unicom through competitive analysis on external environment of the market, internal environment of the enterprise and telecom ma
14、rket, Adopting analysis technique of TOWS Matrix, SPACE Matrix and QSPM Analysis. According to analysis consequence, a strategy is suggested that under the situation of present market and his internal situation and resource, China Unicom should adopt market-developing strategy, find a new growth poi
15、nt and extend his occupancy in telecom market. Otherwise, China Unicom may ally himself with strategic cooperators, build a merit chain of telecom domain. By his cooperators, China Unicom enlarges the scope of faculties, makes transnormal development and gains much more profit. This thesis consists
16、of five chapters. Chapter One is introduction, in which a brief survey is given. It shows the present problems and challenges, introduces strategy theories, clarifies the significance, purpose and thought process of this article. Chapter Two is an analysis on environmental element of competition. Exploring and researching the external and internal environment constitute a base of strategy analysis of the enterprise. Chapter Three is an analy
