Published: 20,041,210 Hits: 158 Author: Wangli Peng reprint Source: Chinese high-tech enterprises entry: web my country's mobile value-added services industry is in a period of consolidation industry, inter-operator gradually formed a "5 1" the competitive landscape, industry and Some experts called 40% to 60%. Industry chain participating in operators, service providers, content providers, equipment vendors, need to formulate corresponding strategies according to their own actual Throughout the development experience of foreign mobile proliferation services and the practice of my country, and learn from the relevant strategies of some foreign companies such as Motorola and Sun, we can summarize the "3 3" strategy of the mobile proliferation service investment focus. The differentiated services in the investment focus are obvious. At present, the phenomenon of homogeneous competition in China is very serious, and it is still in the "seller economy", operators are also good, SP is also good, "a wish" Launched a series of value-added services, such as China Mobile's MMS business, the majority of users do not buy. The mobile value-added service industry should be a "buyer economy", the relevant main body in the industrial chain should be the end user's intimate service, rather than wanting to launch some products, such as location service, although it is unanimously optimistic in the launch However, after the service was launched, it was frustrated and did not realize the effect of people. When evaluating what value-added service is the most profitable, SP needs to consider the following factors: * The content of the content can only be obtained from a single source or can affect its value from a variety of sources. To a certain extent, the content of content is more important than the value of the service itself than the end user. * The content of the content of the content is more important as stock prices will be more important than static information. * Personal-related and location-related content is mainly reflected in services related to personal preferences and location. * The matching of lifestyle adapts to people's daily lives will lead to more access and bring more value. If the timely communication function implemented by the mobile terminal is well developed, of course, this is not limited to chat, and is also important to read and respond to the email through handheld terminals for people and merchants. We need to effectively understand the needs of users, launch new mobile value-added services in the correct time, correct place, and cannot introduce a very popular service abroad, otherwise many soil and soil refinement The timing of service launched is also a key factor. Any main body in the dual-extension value chain industry chain in the investment focus is impossible to play all the characters in the value chain, but through some way to extend its role in the industrial chain, it will be a profitable figure. Behavior, this can be achieved by enhancing its own core competitiveness or other small companies having special advantages in a certain field. At present, China Mobile and China Unicom have begun to customize mobile phones with some special function to enhance their right to speak. The SP has frequent cases of large SP mergers and SMS, so there are people in the industry to be more than investment opportunities in the industry's mergers and acquisitions. In addition, many service providers, distributors, and solutions that have been successful in wired Internet areas, are also working to play the same role in the newly formed wireless field, including traditional content and data providers, portal Website, application developers and network equipment providers, etc. Therefore, choosing credible, experienced partners are important in the industry chain. Open, standardized technology development platform for investment focus, for any strategy based on wireless networks, an important part is an investment in infrastructure. An open-ended, standardized basis will maximize the current and future multi-change, elastic business models.
