S City Branch Of China Telecom Group Strategic Planning

Separation of Posts and Telecommunications since 1998, the telecommunications industry has experienced the separation of Telecom 2002 South and 2008 restructuring, forming China Telecom, China Mobile, China Unicom of the three pillars of the structure. The traditional business model has changed the telecommunications industry. The face of both the new situation of monopoly and competition, as the city level telecom operators, how to grasp the pattern, clear direction, clear ideas for future development is a challenging task.This paper is taked municipal branch of China Telecom Group S as the sample, based on the company's actual, integrated use of modern management theory and methods, in particular the strategic management of the analytical framework, comprehensively looked at the company's development of the external environment, combed the company's internal conditions, assessed of gain and loss of existing business model, developed operational, strategic planning for the future.This paper is argued that, the future development of the main challenges facing policy change for S City branch of China Telecom Group will come from the industry more competitive, business model has been widely replicated result in duplication of competition will become the norm, the implementation of low cost, differentiation and focus business strategy that combines the right choice; Henan Telecom S City branch of fixed network business have certain advantages, possible future Potential Development relatively limited market share in, mobile network business is currently low, but the prospect is considerable.The company already have mobile network service to accelerate the development of the basic conditions, strategies should be focused on stabilizing the fixed network business and expanded mobile networks to combine.From the city market this particular communications terminals market management unit from the hair, the paper is developed appropriate strategic planning and to improve corporate governance, promote the enterprise culture, to enhance their core competitiveness, the full implementation of performance management, to improve the evaluation mechanism to achieve strategic objectives such as the specific implementation plan, with realistic feasibility, but also has some representation business unit and some reference value for the same level.