4G時代中國電信營運商的競爭策略──以中國移動為例

Abstract

3G開啟了移動互聯網時代，智慧型終端迅速普及、應用程式的迅猛增長衝破了電信營運商的“圍牆花園”（walled garden），暴增的流量無法帶來可以與失去的語音和簡訊收入相媲美的收入，營運商面臨淪為數據管道的危機。4G時代的接踵而至，無疑會讓營運商管道化的趨勢進一步加劇。面對即將到來的4G，中國的電信營運商應該何去何從？ 本文以中國大陸的行動通訊市場為研究對象，以全世界最大的行動通訊營運商、4G的積極推行者中國移動為分析視角，在全面分析中國大陸行動通訊業發展現狀以及4G的產業變革驅動力的基礎上，運用五力模型、價值網等理論工具，分析中國移動在4G時代的競爭策略。 本文認為，從企業資源能力與產業關鍵成功因素角度看，中國移動在4G時代應重視雲端運算和物聯網的發展。同時，從產業發展態勢和發展實際情況看，中國移動不能放棄移動互聯網業務，而應該合理佈局，認真謀劃，使移動互聯網業務助力企業成長。關於移動互聯網業務的發展策略，首先，從與參賽者的競合關係角度，按照價值網模型的提示，中國移動除了與智慧型終端製造商、應用商店提供商、瀏覽器提供商保持合作外，更應意識到與互聯網企業、其他電信營運商之間也存在合作利益。尤其是在產品影響力不強的情況下，更應該保持開放合作的心態，借力網路外部性，迅速做大，擴展生存空間。其次，針對中國移動移動互聯網業務乏善可陳的現狀，本研究認為應該首先改造內部組織機構，打造合適的互聯網企業文化，同時在業務選擇上也應該選擇和自身資源能力相契合的業務，如O2O和LBS業務。關於4G時代中國移動和其他營運商之間的競爭，本研究認為在4G發展初期，主要為硬體競爭，因此中國移動應儘快推進4G網路建設和覆蓋，同時，加強與終端生產廠商的合作，儘快推出足以吸引用戶轉網的智慧型終端和網路服務，以彌補3G時代的網路劣勢，遏制存量高價值用戶的流失，引導注重網路使用性能的客戶回歸，透過維繫並擴充龐大的客戶群體來維護規模效益。待4G發展成熟後，營運商之間的競爭焦點將轉為服務與品牌的競爭。

3G started the era of Mobile Internet, with the rapid growth of smart terminals and applications, which has relentlessly broken down the ‘walled garden’ of mobile operators. The burst of data traffic cannot compensate for the loss of revenues in voice service and SMS, and thus operators have a risk of being reduced into data pipelines. The coming 4G era will undoubtably exacerbate this already troubling trend, so what should Chinese mobile operators do? This thesis takes the mobile communications market of China as the study object, observing from the perspective of China Mobile, the world’s largest mobile operator and active promoter of 4G. And it also analyzes China Mobile’s competitive strategies in the 4G era by using five forces model, the value network theory, etc, on the basis of a comprehensive analysis of the status quo of mobile communications industry in China and the driving force of 4G industry’s transformation. This thesis argues that, China Mobile in the 4G era should pay attention to Cloud Computing and the Internet of Things, IOT. Considering the reality and trend of industrial development, China Mobile cannot give up the Mobile Internet business, and instead it should count on the mobile Internet services to promote its business growth under careful planning and preparation. On the development strategy of Mobile Internet business, firstly, China Mobile should be aware of the benefits to cooperate with Internet companies and other mobile operators, apart from the cooperation with intelligent device manufacturers, application providers and browser providers, especially when its own products are not so competitive. Secondly, in the view of its weakness in Mobile Internet services, this study suggests that China Mobile should improve its internal organization, create proper internet business culture, and dedicate to businesses suitable to its own resources and capabilities, such as O2O and LBS business. On the competition between China Mobile and other operators in the 4G era, this study indicates that in the early stage of 4G, the competition is mainly in the hardware fields so that China Mobile should promote 4G network construction and coverage as soon as possible. Meanwhile, it should strengthen cooperation with terminal manufacturers, release high-quality intelligent terminals and network services to attract customers from competitors’ network to compensate for its disadvantages in 3G era, curb the loss of existing high-value users, induce the return of performance-oriented customers, and achieve economies of scale by maintaining and expanding the customer base. With the further development of 4G, the focus of competition between operators will be converted to service and brand.