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自2004年以来,运营商战略转型风起云涌,也颇有成效。但随着移动互联网时代的到来,在流量收入剪刀差、互联网公司持续侵蚀的双重压力下,运营商纷纷提出新的转型策略。而在其中,运营商对移动互联网等新业务(以下简称为新兴业务)更加重视,希望新兴业务在三五年后成为企业新的主导增长动力。在桌面互联网时代,运营商曾雄心勃勃,并在初期颇有建树,最后却只剩下了“被管道化”。对于移动业务的内容和应用,日本运营商控制力极强,一直稳稳地把持着操作系统、用户界面、业务等关键环节。但随着以iPhone为代表的智能手机的崛起,运营商面临极大的挑战:从2011年4月起,日本市场智能手机(主要是iPhone和Android)销量超过FeaturePhone,并借助软件商店绕开了运营商对内容和应用的控制。运营商的愿望是美好的,但现实是残酷的。在这个组织严密、决策严谨、讲究秩序和控制的“电信环境”下,那些追求自由创新、注重开放平等、“永远β版”的新兴业务能成长起来吗?
Since 2004, the carrier strategic transformation surging, but also quite fruitful. However, with the advent of the mobile Internet era, operators have proposed new transformation strategies under the dual pressures of poor revenue scissors and continued erosion by Internet companies. Among them, operators pay more attention to new businesses such as mobile Internet (hereinafter referred to as emerging businesses), and hope that emerging businesses will become the new driving force for growth of enterprises after 35 years. In the desktop Internet era, operators were ambitious and did a great job in the early days, leaving only “pipelined.” For the content and application of mobile services, Japanese operators have strong control and have been steadily holding the key links such as operating system, user interface and business. However, with the rise of smartphones represented by the iPhone, operators face great challenges: Since April 2011, sales of smartphones in the Japanese market (mainly the iPhone and Android) have surpassed FeaturePhone and bypass the software store Operator control of content and applications. The aspirations of operators are wonderful, but the reality is cruel. In this tightly-knit, rigorous decision-making, pay attention to order and control of the “telecommunications environment”, those who seek free and innovative, pay attention to open equality, “forever β version” of emerging business can grow up?