Optimization Of The Organizational Structure Of Tianjin Mobile Strategy

Since the restructuring in 2008, China's telecommunications industry has undergone major changes in its market structure. China Telecom, China Mobile, and China Unicom, the three companies in the region, have becomed more balanced in region, comprehensive operation, and market share as well, forming a "tripod "situation. Meanwhile, with all the three companies receiving the qualification to offer their services including mobile phone service, telephone service and internet service through the reorganization and the issuance of 3G licenses, a new era off an all-round competition between companies has come. Under these circumstances, China Mobile, especially its provincial and municipal branches, such as Tianjin Mobile, has a disadvantage compared with in China Telecom and China Unicom with no fixed base and operating experience, due to its mobile-specializing history. For the other two companies, all they need is just only fine-tuning or smoothing over the case; however, as to China mobile, what they need in the face of new circumstances is tissue remodeling and reconstruction. Therefore, there are practical instructive significances in the analysis of optimizing organization structure.This paper is trying to conduct the research using the theories and methods of strategy management and organization management from an operation strategy perspective. First, it analyzes the background of the industry after the reorganization and the many challenges brought by the all-round competition, and also the present situation concerning the aspects of marketing agencies, p-to-p support of group company customers, and the united operation of products. Secondly, it analyzes the contrast between Tianjin Mobile and mature telecom companies abroad with a good operation experience in full-industry service. so as to identify the problems of organization structure facing China Mobile. Finally, the paper makes recommendations and optimizing proposals in view of current problems in several aspects, such as the coordinating control of marketing, the organization to operation unified products, building a p-to-p support among group company customers, and enhancing the operation ability of regional branches.