At present , more and more many scholars and the human resources consult the expert namely organically unify the salary management system and the company strategy and the service unit management strategy , enables the salary management effectively to assist the human resources strategy , through the high level human resources management , effectively advances the company strategy and the account executive strategy implementation 目前,越来越多的学者和人力资源咨询专家即把薪酬管理体系与公司战略与业务单元的经营战略有机地结合起来,使薪酬管理能有效地辅助人力资源战略,通过高水平的人力资源管理,有效地推进公司战略和业务经营战略的实施。
There are nine chapters . first , i introduce telecommunication puduct innovation trend internally and externally , and the present situation of sichuan telecommunication . then , i analyze the innovation environment which consists of economy , politics and telenology . last , i analyze the competitor , and set up a new suit of sichuan telecommucation product , as well as a new model of product earings of sichuan telecommucation in the near future 全文共分9章，除了介绍国内外电信业务创新的潮流和四川电信业务发展的现状，分析了电信业务创新的经济环境、政策环境和技术背景，还对四川电信的竞争对手各业务层面进行了剖析，最重要的是，对四川电信现有各业务单元重新定位，并提出了四川电信未来业务收入的模式。
Then use value chain analysis way , it figure out the core competition advantages of each roles , which makes the synergy possible . it draws a conclusion that its plentiful and necessarily to competition - cooperation development , by using systematic view , synergy view and the means of game theory . it figures out the key factors of cp and sp ’ s competition - cooperation development , after defining each role specified 本文进一步利用波特、安德鲁等人的战略管理分析工具识别出cp 、 sp及基础电信运营商各角色的核心竞争优势;使用波特的业务单元关联的分析方法,将产业链上各关键角色的优势资源进行协同,从而达到使移动增值业务健康发展的目的。
Rather than force - feeding ge ' s 11 disparate business units with the new corporate brand strategy ( positioned around imagination at work ) , corporate and two of the units partnered in test - driving the initiative , working out the kinks and ensuring that the effort would be meaningful across the organization 通用电气并没有强制性地在11个分散的业务单元中推行公司新的品牌总战略（围绕“发挥工作中的想像”这一主题展开） ，而是由总公司和两家业务单元合作试行这个新战略，然后制定了战略实施指南，以保证这个战略对全公司都有意义。
In chart i , it briefed the theories about the business strategic management , clearing the strategic analysis , planning , and implementation and internal relationship , the level and business units of strategy ; in chart ii , introduce the environments faced by the tobacco industry , a brief introduction is gave about the main characteristics and development and to analyze the internal and external condition ; in chart iii , design the basic development strategy according to the environments and principle ; in chart iv . analyze how to implement the development strategy , and catch the key point . in chart v , good ideas are got from this case study by the strategy design for sichuan tobacco industry . 其中第一部分主要对企业战略管理作了理论概述，阐明了战略分析、战略规划、战略实施的具体含义与内在联系和战略层次、战略业务单元；第二部分是四川烟草面临的环境状况，主要对行业的主要特点和发展情况作了简单介绍，并就外部环境作了介绍和分析，内部状况作了分析和总结；第三部分是根据四川烟草的内外部环境和战略原则设计了基本的战略仪表盘，制定了发展战略；第四部分是在日常经营管理中如何有效地实施发展战略，并把握战略重点和关键控制环节；第五部分通过为四川烟草制定发展战略给我们的一些有益的启示。
The operations of developing the big customers need the cooperation of all departments in china unicom . if each department works alone , the company will not have good public image and brand , and then it will certainly waste the company ' s resources , and it will be impossible to build the enterprise ' s core competitive ability 中国联通的大客户发展工作，如果只是简单地将各业务单元对准某一产品市场，各业务单元各自为政，公司没有良好、统一的对外形象与品牌，势必造成公司资源的浪费与散乱经营的状况，也不可能形成在比较优势的基础上建立起来的企业核心竞争力。
