First, the value innovation strategy at the product level
Product-level value innovation includes modular innovation of telecom products and modular innovation of services.
Modular innovation of telecom products can be divided into several categories: ① Exploiting new markets with new technologies. (2) Provide a new product mix for the existing market. (3) Use existing resources to increase product categories. ④ Improve the performance of existing products. ⑤ Improve additional products to increase customer perceived value. There are two issues worthy of attention in telecom product innovation: First, it is necessary to subdivide and closely contact customer needs. The second is to highlight independent brands and strive to become the maker or main participant of telecom product design standards.
The main goal of service modular innovation is to realize the standardization, humanization and standardization of related services in the process of providing telecom products, and to provide business, technology and policy guarantee for product innovation. Specifically, it includes: ① promoting product specialized services, especially various value-added services, and broadening the scope of services. ② Establish service standards and standardized service systems that match brand development. ③ Improve service quality and realize personalized service to customers.
Second, the enterprise-level value innovation strategy
Modular value reengineering at the level of telecom enterprises, including modular decomposition and function combing of business and management.
1. The reorganization of telecom business module involves six functional modules: marketing and business handling, network planning and design, network construction and installation module, pricing and billing, network management and customer service. The main purpose of business module reengineering is to reconfigure the internal business elements of enterprises and give full play to their profit potential. The main method of business module reengineering is to clean, simplify, integrate and automate business links.
2. The purpose of modular management reengineering is to break the traditional division of organizational business departments, support product, technology and service innovation through the reorganization of enterprise management functions, and quickly respond to customer needs. Telecom enterprises can divide organizational management into three modules: front-end, back-end and other functional modules. The front-end module focuses on marketing and sales functions, and needs to adopt different marketing strategies according to the customer characteristics of different market segments. The back-end module sets up a customer response center to ensure end-to-end service opening and troubleshooting, and is responsible for network maintenance and resource allocation management. Other functional modules, such as enterprise development, planned finance, human resources, etc. To support the front-end and back-end of services and create a good operating environment for the sustainable development of enterprises.
Third, value innovation at the industrial level-building a value innovation network.
Telecom enterprises can outsource non-core business by module decomposition, concentrate limited resources on their comparative advantages, and realize value innovation by module integration and network alliance. According to the level and depth of cooperation, enterprise cooperation can be divided into two forms: outsourcing and strategic alliance.
Outsourcing strategy of 1. value module. Outsourcing refers to business outsourcing and management outsourcing based on modular decomposition of telecom products or services. Taking telecom operators as an example, business outsourcing mainly refers to outsourcing front-end and back-end services, such as marketing channels, network maintenance services and value-added services. Management outsourcing mainly includes accounts receivable business in financial management and management outsourcing in personnel management. Outsourcing is conducive to reducing the uncertainty of enterprise management and production costs, improving quality, accelerating technological and product innovation, giving full play to the core advantages of each value module, and achieving synergy under a reasonable benefit sharing mechanism.
2. Build a value innovation network alliance. With the increasing operating environment and technical complexity, the telecom value innovation network has become increasingly complex. With the increasingly close cooperation, it has become a feasible choice for telecom enterprises to gain overall advantages through strategic alliances. From the perspective of telecom operators, telecom alliances can be divided into the following forms:
The first is the alliance between telecom operators and suppliers. Including: ① integration with equipment system and alliance of software providers. ② Alliance with terminal equipment providers. ③ Alliance with content/service providers.
The second is the alliance with competitors. Including: ① alliance with operators. ② Cooperation with potential competitors. For example, operators can consider cooperating with broadcasting, computer networks and other enterprises in the form of joint venture, lease and purchase to provide a network platform for realizing new services.
The third is to form a cross-industry alliance with users in various industries. Through cooperation with industry users, on the one hand, it provides differentiated services for individual users, making users change from single telecom product consumption to dependence on lifestyle and social identity, thus attracting and consolidating customers and increasing profits. On the other hand, some of these enterprises are also industry users of telecom operators, and the cooperation with operators has also met the needs of users in these industries and increased their business scope.
The fourth is cooperation with users. Users can provide demand information, help operators to build product concepts, participate in the evaluation of operators' partners and cooperation processes, and realize the design requirements of new products or services.
The fifth is the alliance with relevant auxiliary institutions. Including: ① alliances with public research departments, educational institutions, specialized public support departments and other scientific research institutes. (2) Alliance with professional service organizations including telecommunications industry associations, communication entrepreneurs associations, talent training institutions and intermediary consulting institutions.
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