电信营业厅服务营销策略研究

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3.0 陈辉 2024-11-19 4 4 740.53KB 66 页 15积分
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摘 要
自 2002 年前电信重组以来，随着中国电信与中国网通的挂牌成立，我国电信
业正式确立了中国电信、中国网通、中国移动、中国联通、中国卫通和铁通六家
运营商共存的市场格局，中国电信服务市场逐步形成了从最初个别运营商垄断市
场到数家大运营商主导、多家小运营商参与、新运营商不断加入的电信服务市场
竞争新格局。不同运营商之间呈现出相互竞争的态势，尤其是固网领域，出现了
中国电信和中国网通展开比较竞争，联通和铁通共同入市的局面，同时两大固网
运营商也将在对方地域相互渗透展开面对面的较量。
格局的变化导致电信市场的重新洗牌，中国移动上升为我国最大的电信运营
商，中国电信则退至次席。由于各电信企业的市场占有率均低于 40％，实力相差
无几，同时，一些世界级的电信巨头也开始通过多种手段逐步渗透到中国电信市
场, 国内电信运营商正面对一个全新的市场竞争环境,可以预见未来电信市场的
竞争将会是势均力敌和更为激烈的。在电信服务业务的发展中，语音无线化、固
网宽带化已是大势所趋，移动对固网的分流不是人力可以阻挡，这是电信服务市
场发展的必然方向。同时，移动运营商也面临激烈的“价格战”后利润的大幅“缩
水”，增值业务处于“增量不增收”的局面。
要提高电信运营企业的竞争力，对客户其中尤其是大客户的分析，了解客户
现在的以及将来的需要显得尤为必要，由此开展服务营销(尤其是营业厅服务营销)
是增强电信运营商市场竞争力的必要手段。本人在参考大量参考资料的情况下，
针对目前中国电信 XX 市电信分公司营业厅运营情况，对电信营业厅服务营销策
略及其应用进行了研究。
关键词：中国电信 电信营业厅 服务营销策略
ABSTRACT
Since the reorganization of Telecommunication Group in 2002, along with the
establishment of China Telecom and CNC, Chinese telecommunication industry
formally shaped into the co-existing market structure with six operators China Telecom,
CNC, China Mobile, China Unicom, China Satcom and China Railcom. China Telecom
service industry gradually formed into a new competing pattern, from originally unique
operator monopolizing to several big operators guiding, many small operators
anticipating and new operators continuously entering. Competition among different
operators appeared, especially in fixed network field. China Telecom heavily competed
with CNC, meanwhile China Unicom and China Railcom entered into the market
together, and at the same time, two big fixed network operators will also begin the
contest, by taking the measure of penetrating into their rivals’ field.
Change in the structure resulted into the reshuffle of telecommunication market
that China Mobile moved up to be China’s biggest telecommunication operator and
China Telecom receded to be on the second position. On one hand, because of the low
market share that each industry company owned at the rate of 40%, no company
performed pretty better than others. On the other hand, several global telecom
companies also infiltrated Chinese telecommunication field by taking multiple measures.
As a result, domestic telecom operators are facing with a newly competition
environment and it can be foreseen that competition will be counterbalanced and more
fierce in future telecommunication market. Among the businesses that China Telecom
aimed to develop, voice wireless and fixed network broad band were the main tendency,
which could not be hampered by China Mobile, and this trend was inevitable in
telecommunication service market. China Mobile was also confronted with the drastic
drop after “price war”, with the situation that its additional service only increased sales
instead of profit.
In order to strengthen the competitive advantage, it is significantly important for
China Telecom to analyze customers, especially big customers, and find out customers’
current and future needs. Therefore, service marketing, especially on business hall, is
the indispensable resort to strengthen telecom operator. In allusion to current business
running in a certain branch company of China Telecom, and under the circumstance that
I have referred to large numbers of reference information, I made a research on the
Marketing Strategy of Telecom Business Hall’s Service.
Key words: China Telecom, telecom business hall, service marketing
strategy
目 录
中文摘要
ABSTRACT
第一章 绪 论............................................................................................................1
§1.1 研究背景....................................................................................................1
§1.1.1 现状分析............................................................................................1
§1.1.2 电信服务营销市场存在的主要问题................................................3
§1.2 本文拟定的主要问题及其研究价值........................................................5
§1.2.1 本文主要解决的问题........................................................................5
§1.2.2 本文的研究价值................................................................................6
§1.3 本文研究内容安排....................................................................................6
第二章 服务营销的基本理论..................................................................................7
§2.1 服务营销的涵义及其特征........................................................................7
§2.1.1 服务营销的涵义................................................................................7
§2.1.2 服务营销的特征................................................................................7
§2.1.3 服务营销中的“7P”策略............................................................... 9
§2.1.4 “7P”和服务业............................................................................. 10
§2.2 服务利润链的定义..................................................................................11
§2.3 服务营销与实物营销的区别..................................................................12
§2.3.1 服务的一般特点..............................................................................12
§2.3.2 服务营销的一般特征......................................................................13
§2.3.3 服务营销的突破性进展..................................................................13
§2.4 服务营销策略..........................................................................................14
§2.4.1 有形展示策略..................................................................................14
§2.4.2 服务质量管理策略..........................................................................15
§2.4.3 差别化管理策略..............................................................................15
§2.4.4 地理位置分散化策略......................................................................16
第三章 电信服务营销体系分析............................................................................17
§3.1 电信服务的特征......................................................................................17
§3.1.1 电信服务的不可感知性..................................................................17
§3.1.2 电信服务的不可分离性..................................................................18
§3.1.3 顾客对电信服务无所有权的顾虑..................................................18
§3.1.4 电信产品的创新..............................................................................19
§3.2 电信服务营销的特点 ............................................................................22
§3.3 电信服务营销的基本内容 ..................................23
§3.3.1 精细化营销方式 ............................................................................23
§3.3.2 电信服务营销利器——大客户营销..............................................23
§3.3.3 资源整合——服务营销大平台的搭建..........................................24
§3.3.4 电信服务营销内容的开发思路......................................................25
第四章 营业厅服务营销........................................................................................26
§4.1 电信营业厅服务营销在电信服务营销中的作用..................................26
§4.1.1 营业厅的渠道功能..........................................................................26
§4.1.2 营业厅的营销与服务功能..............................................................27
§4.1.3 营业厅在客户关系管理中的作用..................................................28
§4.2 电信营业厅服务营销的特征..................................................................28
§4.2.1 营业厅服务营销渠道的一般特征..................................................28
§4.2.2 现代营业厅的组织结构图与综合布局..........................................30
§4.3 电信营业厅服务营销策略......................................................................31
§4.3.1 CRM 简介与电信营业厅 CRM 系统构成.....................................31
§4.3.2 营业厅业务流程图与业务模型......................................................32
§4.3.3 CRM 系统在营业厅服务营销策略中的作用..............................35
§4.4 电信营业厅服务营销的质量评估..........................................................45
§4.4.1 上海电信服务能力评价体系的理论来源......................................45
§4.4.2 上海电信服务能力评价体系的结构和内容..................................45
§4.4.3 上海电信服务能力评价体系的价值及贡献................................47
第五章 电信营业厅服务营销质量提升策略........................................................49
§5.1 电信营业厅服务营销中存在的问题.......................................................49
§5.1.1 营业厅未进行分层分级管理和服务..............................................49
§5.1.2 没有向客户提供差异化的服务......................................................49
§5.1.3 窗口主动营销能力不强..................................................................49
§5.2 电信营业厅如何做好服务营销............................................................49
§5.2.1 售前服务...........................................................................................50
§5.2.2 售中服务..........................................................................................51
§5.2.3 售后服务..........................................................................................51
§5.3 提高上海市电信营业厅服务营销质量的基本思路............................52
§5.3.1 建立以用户为中心的服务营销体制..............................................52
§5.3.2 维护用户切身利益..........................................................................54
§5.3.3 开发用户潜在市场..........................................................................54
§5.3.4 建立电信服务利润链......................................................................54
结束语.................................................................................................................58
参考文献.................................................................................................................60
在读期间发表论文.................................................................................................61
致谢.........................................................................................................................62
摘要：

摘要自2002年前电信重组以来，随着中国电信与中国网通的挂牌成立，我国电信业正式确立了中国电信、中国网通、中国移动、中国联通、中国卫通和铁通六家运营商共存的市场格局，中国电信服务市场逐步形成了从最初个别运营商垄断市场到数家大运营商主导、多家小运营商参与、新运营商不断加入的电信服务市场竞争新格局。不同运营商之间呈现出相互竞争的态势，尤其是固网领域，出现了中国电信和中国网通展开比较竞争，联通和铁通共同入市的局面，同时两大固网运营商也将在对方地域相互渗透展开面对面的较量。格局的变化导致电信市场的重新洗牌，中国移动上升为我国最大的电信运营商，中国电信则退至次席。由于各电信企业的市场占有率均低于40％，...

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作者：陈辉 分类：高等教育资料 价格：15积分 属性：66 页 大小：740.53KB 格式：PDF 时间：2024-11-19

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