Competitive Strategy Research On Group-Customer Businesses Of SD Cable TV Co.

With the development of internet technology,communication technology,IT technology and other technological innovations,the broadcasting industry and telecommunications industry and media industry have gone through the process from long-term separate operation to integrated development.After conducting a thorough analysis of relevant literature,it has been discovered that domestic and foreign cable TV operators have adopted distinct strategies to cope with the diminishing traditional cable TV viewing market.While foreign cable TV operators are exploring various paths of diversified growth in the video sector,domestic radio and television network operators have opted to leverage their network resources and enter the communication industry’s transformation path.By making the most of their network resources,licensing assets,and corporate advantages,domestic radio and television network enterprises can revitalize their businesses and compete with major players such as China Unicom,China Telecom,and China Mobile in the communication industry market.This shift towards the communication industry market is deemed an essential approach to compensating for the declining viewership businesses.This thesis focuses on SD Cable TV Company as the subject of research,exploring literature on competitive strategies in the broadcasting and TV industry as well as the development of operator group-customer businesses,and the development of the broadcasting and TV industry.In addition,this thesis conducts a comprehensive analysis of the external and internal factors influencing the development of SD Company’s group-customer businesses.To achieve this,Porter’s Five Forces Model and PEST Analyzing Model are applied to examine the external environment,while interviews and questionnaires are conducted with internal senior leaders,experts,and other key personnel to analyze the internal environment using the value-chain analysis method.Based on this analysis,the following conclusions are drawn: the internal advantage of SD Company is at a lower level compared to the major competitors in the group-customer businesses market,primarily due to the lack of clear differentiation from its peer competitors,despite available human and technical resources.To succeed in the industry,operators must focus on optimizing their services and enhancing their value to gain a competitive edge.This thesis utilizes the EFE and IFE matrix evaluation tools to examine the key personnel in the company and analyze the internal and external factors influencing the development of the company’s group-customer businesses.Additionally,qualitative and quantitative analyses of these factors are conducted using the SWOT analysis model and QSPM matrix analysis model,respectively.The findings suggest that significant capital investment is necessary for the research and development of information products and services in the group-customer businesses industry.Furthermore,intense price competition in this field makes it difficult to achieve a total cost leadership strategy.As a result,a concentrated differentiation strategy is the preferred approach for the development of SD Company’s group-customer businesses,with differentiation strategy implementation occurring gradually in the later stages.Based on this analysis,the company’s group-customer businesses strategic objectives and positioning are established,and a step-by-step implementation path for the business competitive strategy is formulated.This approach includes focusing on market segmentation within the cultural industry to overcome business challenges,embracing the digital economy to differentiate service offerings,and establishing brand differentiation.Finally,this thesis proposes safeguard measures for implementing the competition strategy,encompassing system construction,human resources,technical support,and information management in all four directions.