阿米巴模式下辽宁电信划小核算单元营销策略分析.pdfVIP

摘 要 日本企业家兼哲学家稻盛和夫基于牢固的经营哲学和精细的部门独立 核算管理系独创了“阿米巴经营模式”，将公司整体组织划分为许多小的集团 “阿米巴”，以各个“阿米巴”为核心，自行制定计划，独立核算，持续自主成长， 从而使公司整体取得飞速发展。 中国电信股份有限公司辽宁分公司 2011 年在中国电信集团公司的主导 下，引入了基于“阿米巴”经营模式的划小核算单元经营模式，通过划小核算 单元，建立与产品、渠道相适配的全业务全渠道网格化运营体系，提升末级 经营单元的战斗力，激活基层网格的创收活力。网格化经营对辽宁电信天翼、 宽 等重点业务的维系和发展起到了促进作用，稳定并逐步提升了市场份 额。 本文主要通过对于基于“阿米巴”经营模式的划小核算单元经营模式分析， 在辽宁电信市场经营的大环境下，分析网格化经营的背景和现状，从案例中 总结经验，研究并提出如何优化并细致的推进划小核算单元经营工作的建 议。 关键词 ：阿米巴 辽宁电信 划小核算单元 网格化 第 1 页 共 22 页 ABSTRACT Japanese entrepreneurs and philosopher Kazuo Inamori original “Amoeba Management, ”Amoeba Management” is based on a solid business philosophy and fine department independent accounting management. Organization is divided into many small groups “amoeba”, each amoeba as the core to formulate their own plans, independent accounting, sustain growth, and the company enterprises rapid development. The Liaoning Branch of China Telecom brought in“Amoeba Management” mode in 2011. Through the dividing small accounting unit, the establishment of a full-service full-channel grid operating system adapted to the products, channels, improve the combat effectiveness of the peripheral tissue cells, and activate the vitality of the grid. Grid operating played a catalytic role to stabilize 第 2 页 共 22 页 and gradually improve the market share for the key business of Liaoning Telecom. It is major in searching “Amoeba Management”mode, to analyze the background and current situation of the grid operators in Liaoning telecommunications market. Sum up experience from the case study and propose how to optimize and promote grid operating. Key Words: Amoeb