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2001年中国加入WTO,2002年南北电信折分以及随后的企业上市,仅两年时间里发生的企业环境变革,对中国电信企业及其员工来说是刻骨铭心的。面对变革后企业自身规模、力量的削弱和新一轮市场竞争的日益加剧,中国电信如何全面提升综合竞争力和重树强大便成为企业的当务之急。由此引发的电信企业内部改革措施应运启动,如“五项集中改革”、业务流程重组(BPR)、企业资源程序管理(ERP)等措施的实施,其实质就是使中国电信企业运营尽快摆脱过去粗放型经营模式,逐步转到以市场为导向、以企业效益为中心的集约型经营模式上来。 选定了目标与方向,也有了正确的方法和指引,如何使方法、指引在整个企业的生产链、管理链、信息链和价值链上得以贯穿与实施;尤其在习惯沉淀较为深重的电信企业里,如何使企业的每一个构成基本单元都意识到要强大整个电信企业就必须从“自立自强,精耕细作”做起。在2002年,宝安电信就是从树立这一观念开始,围绕市场需求满足、市场竞争和网络资源建设投资,对所属的16个区域经营单元(即营业中心),在接入网、管线等专业的网络资源建设投资方面实施了资金权重方案;从而实质性开启了“以市场为导向、以企业效益为中心”的集约型经营探索与实践,并取得了显著的运作成效。
China’s accession to the WTO in 2001, North and South Korea Telecom in 2002 and the subsequent listing of enterprises, only two years of business environment changes that took place, the Chinese telecom companies and their employees is unforgettable. In the face of the change of the size of their own enterprises, the weakening of power and the new round of market competition intensifies, China Telecom how to comprehensively enhance competitiveness and rebuild the strong become the top priority. The resulting internal reform measures should be started, such as “five centralized reform”, business process reengineering (BPR), enterprise resource program management (ERP) and other measures to implement, in essence, is to make China telecom companies operate quickly out of the past Extensive mode of operation, and gradually shift to the market-oriented, enterprise-centered efficiency of the intensive business model up. Selected goals and directions, but also the correct methods and guidelines, how to make the methods and guidelines throughout the enterprise production chain, management chain, information chain and the value chain to be through and implementation; especially in the habit of precipitation more serious telecommunications companies How to make every basic unit of an enterprise aware that it is necessary to make the entire telecom enterprise must start from “self-reliance and intensive cultivation”. In 2002, Bao’an Telecom started from the establishment of this concept, focusing on market demand, market competition and investment in network resources, the 16 regional business units (ie, business center), in the access network, pipelines and other professional In the aspect of investment in network resources construction, the Company has implemented a fund weighting plan; thus, the exploration and practice of intensive management based on “market orientation and enterprise effectiveness” have been substantively started and remarkable operational results have been achieved.