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在政企客户市场,电信行业的商业模式创新,从价值源泉角度看,来源于对政企客户可支出份额的全新审视与再定位,通过不断扩大产品或服务的提供范围,尽可能地提升在客户总体预算支出中的比例。从价值定位角度看,电信运营商既可以针对政企客户价值链的某个单一环节进行产品或服务提供,也可以针对某几个价值链环节的组合进行扩展服务。例如,当客户处在基本的通信需求阶段,电信运营商可以只提供基于“标准服务”的产品组合;当客户逐渐把通信需求纳入企业的整体ICT需求中,开始有意识地进行整体信息化建设成本控制的时候,电信运营商可以提供基于“增值服务”的产品组合;当客户已经把ICT能力视为战略驱动力的时候,电信运营商可以提供基于“整体服务”的产品组合。电信运营商在政企客户市场的转型拓展过程,也是一个对于客户需求价值链进行延展支持的过程,这种延伸将一直伴随着转型始终。
In the government-enterprise customer market, the business model innovation in the telecommunications industry originates from a new perspective and reorientation of the expendable share of the government and enterprise customers from the point of view of value source. By constantly expanding the scope of products or services provided, The proportion of total customer budget expenditures. From the perspective of value orientation, telecom operators can offer products or services for a single link in the customer value chain of government and enterprises as well as extend the service for certain combinations of value chain links. For example, when customers are in basic communication needs, telecom operators can only provide product portfolios based on “standard services.” As customers gradually incorporate communications requirements into the overall ICT needs of enterprises, they begin to consciously conduct overall informationization When building cost control, telecom operators can provide product portfolios based on “value added services.” When customers have seen ICT capabilities as a strategic driver, telecom operators can offer products based on “total services.” combination. The telecom operators’ transformation and expansion process in the government-enterprise customer market is also a process of extending support to the customer demand value chain, which will always be accompanied by the transition.