Study On The Marketing Strategy Of Hunan Unicom Yongzhou Branch In VIP Customers

In May,2008, operators restructuring plan was announced. China Unicom’sCDMA network and GSM network were split, with the former merged into ChinaTelecom, forming the new telecommunications, and the latter absorbing China Netcom,forming the new China Unicom. Meanwhile, CRC was merged into China Mobile,becoming one of its wholly owned subsidiaries. And the basic business in ChinaSatcom was merged into China Telecom. After the reorganization of system, cultureand personnel, the focus of three big operators quickly restored to market competition,which almost turned white hot. Especially in January,2009, all of the three bigoperators had obtained the3G license, achieving whole business managementqualifications, thus the market competition environment had undergone fundamentalchanges. Today, in the times when product quality and price tend to be increasinglycoessential, how to compete in the market to maintain dominance is the focus ofdevelopment strategies for each communication enterprise. And competition for keyaccount is a top priority for both the current and future market competition.This article analyzed the current management situation of Yongzhou branch,Hunan Unicom, from different aspects, including the development of branches ofChina Unicom in Hunan, the main business, the organizational structure and big clientstrategy and so on. Based on a large number of statistical data, the use of empiricalanalysis from both macro and micro-environment and the integrated key accountsmarketing SWOT analysis for Yongzhou branch, this article pointed out the necessityfor this branch (Hunan Unicom) to carry out key account marketing strategyimprovement. Though analyzing the current situation and pointing out the existingproblems, the article has developed the improvement principles for key accountsmarketing strategy in Yongzhou branch, which are continuity, innovation andpracticability. The key account marketing strategy improvement program were basedon these three principles. The improvement program was illustrated in the followingways with clear strategic objectives of "leading3G and integration innovationstrategy" and "Focus on growth, enhancing efficiency, dominating one third of themarket: from establishing a large customers concept in all staff, refining the targetmarket of key accounts, enhancing team management for key accounts service,standardizing service standards for key accounts and improving key account marketing control and early warning mechanisms to innovating key account marketingmodel and so on.The paper concluded that Yongzhou branch should strive to achieve continuedand stabilized growth of operating efficiency, scale expanded number of uses, obviousenhanced ability of market development, promoted level of customer service andincreased level of enterprise management, with the implementation of improvementprogram for key account marketing strategy and provision of protection from aspectsof system, personnel, funds and technical support measures.