The Research Of Tianjin Mobile Customer Service Center Development Strategy

With the fierce competition in the telecommunications industry, especially in thepast two years, mobile internet brings the pressure of competition outside to thetelecommunications industry. In order to maintain the steady growth of the company,China Mobile continues to explore the development of new ideas, to dig deeply thecompany’s marketing potential, to find the new pioneering, making efforts to achievethe strategic goals of the company. Tianjin Mobile adheres to the requirements ofChina Mobile strategy, combined with the economic characteristics of the Tianjin area,has developed a series of strategic measure and performance indicators, which madethe synchronization of Tianjin Mobile and China Mobile and became an importantforce for the overall development of China Mobile. Tianjin Mobile customer servicecenter implemented deeply the implementation of the development strategy of ChinaMobile and Tianjin Mobile, did a good job in their own work of customer service, andpromoted actively customer service center’s strategic change from “traditionalservice” to “service marketing”, to achieve the goal of enterprise innovationmanagement and the revolutionary transformation of the customer service center from“cost center” to “profit center”.This paper is to study the impact of the strategic framework for theimplementation of the strategy in the enterprise, by analyzing the decomposition andimplementation of balanced scorecard and strategy map in the strategy managementof China Mobile.By analyzing the industry environment and competition of customerservice center, customer service center re-planned all kinds of business, dig deeply theneeds of the customer groups, and made a clear strategy map, to facilitateintra-departmental implementation. The series of initiatives of customer service centercomplied with the needs of overall development of the telecommunications industry,to become a pioneer in the transformation of service marketing. This paper refers tothe enterprises instances and decomposes the company strategy goals with the help ofthe strategy map and balanced scorecard, to make a center-stage strategy maps andkey performance indicators. It has been put forward that customer service centershould adapt to changes in company strategy for the transformation of servicemarketing, make incentives combined with the company’s development goals andmake the readjustments.