| During the past ten years, the world telecom industry has developed very fast depending on the need of voice service, customers and network have been extended greatly. Now the basic telecommunication needs has been fulfilled, while the driving effect of voice service has weakened gradually, the value-added service has made a figure and become the new engine of industry developing.In China, with the opening of telecom market, the competition in telecom industry has become drastic. As the leading telecom service provider, Shanghai Telecom has been faced the competition of overseas telecom service provider besides the Shanghai Unicom, Shanghai Netcom and Shanghai Mobile. Among the every telecom service, Shanghai Telecom endures the enormous competition pressure. As the main service, the fixed telephone service has developed slowly, native and long-distance service has been divided by the competitors. After the Shanghai Telecom had been listed in HK Exchange and NASDAQ Exchange, the capital market outside and the decision-maker have been strict with the performance and profit assessment of the enterprise. In this environment, the value-added service will become the new profit increase point and the hope of Shanghai Telecom. So it is significant that research on the Shanghai Telecom value-added service developing strategy. This paper analyses the telecom value-added service actuality with the data of domestic and oversea, and analyses the strategy environment with five-power model and strength-weakness. Fifteen value-added services have been chosen and classified by the BCG matrix. At last, the paper has brought forward the developing strategy of value-added service. At the same time, it is good that the point of the paper is beneficial for the other telecom service providers. |
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