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1、ABSTRACTWiththefiercecompetitioninthetelecommunicationsindustry,especiallyinthe
pasttwoyears,mobileinternetbringsthepressureofcompetitionoutsidetothe
telecommunicationsindustry.Inordertomaintainthesteadygrowthofthecompany,
ChinaMobilecontinuestoexplorethedevelopmentofnewideas,todigdeepl
2、ythe
company’smarketingpotential,tofindthenewpioneering,makingeffortstoachieve
thestrategicgoalsofthecompany.TianjinMobileadherestotherequirementsof
ChinaMobilestrategy,combinedwiththeeconomiccharacteristicsoftheTianjinarea,
hasdevelopedaseriesofstrategicmeasureandperformanceindicators,
3、whichmade
thesynchronizationofTianjinMobileandChinaMobileandbecameanimportant
forcefortheoveralldevelopmentofChinaMobile.TianjinMobilecustomerservice
centerimplementeddeeplytheimplementationofthedevelopmentstrategyofChina
MobileandTianjinMobile,didagoodjobintheirownworkofcustomerservice
4、,and
promotedactivelycustomerservicecenter’sstrategicchangefrom“traditional
service”to“servicemarketing”,toachievethegoalofenterpriseinnovation
managementandtherevolutionarytransformationofthecustomerservicecenterfrom
“costcenter”to“profitcenter”.Thispaperistostudytheimpactofthestrategi
5、cframeworkforthe
implementationofthestrategyintheenterprise,byanalyzingthedecompositionand
implementationofbalancedscorecardandstrategymapinthestrategymanagement
ofChinaMobile.Byanalyzingtheindustryenvironmentandcompetitionofcustomer
servicecenter,customerservicecenterre-plannedallkinds
6、ofbusiness,digdeeplythe
needsofthecustomergroups,andmadeaclearstrategymap,tofacilitate
intra-departmentalimplementation.Theseriesofinitiativesofcustomerservicecenter
compliedwiththeneedsofoveralldevelopmentofthetelecommunicationsindustry,
tobecomeapioneerinthetransformationofservicemark
7、eting.Thispaperrefersto
theenterprisesinstancesanddecomposesthecompanystrategygoalswiththehelpof
thestrategymapandbalancedscorecard,tomakeacenter-stagestrategymapsand
keyperformanceindicators.Ithasbeenputforwardthatcustomerservicecenter
shouldadapttochangesincompanystrategyfort