【正文】 手機廠商生產(chǎn)外包的機遇提升我國手機產(chǎn)業(yè)的實力。（4）在核心技術上的缺乏，要求國產(chǎn)品牌必須借助自身在營銷上的優(yōu)勢，尋求與國外品牌聯(lián)合，利用國外品牌在技術方面的長處，展開競爭合作。在這樣的策略之后，將是與國外品牌一爭高下的時候了。今天，手機的大眾化，時尚化，普及化，成就了具有制造能力優(yōu)勢和銷售能力優(yōu)勢中國本土企業(yè)的成功。差異化、成木領先者的地位是能力的體現(xiàn)，有效率地使用時間的快速反應能力也是競爭能力的體現(xiàn)。致謝大學四年的學習轉眼過去，其間既有興奮與歡樂，也有困惑，還有對職業(yè)生涯的構想。在這里感謝北京交大經(jīng)濟管理學院的各位老師對我四年多的培養(yǎng)，使我在工商管理理論的學習上有了很大的進步，擁有了進行實踐探索的有力工具和正確方法。主要參考文獻：[1]房啟珍 史芬，中國手機市場綜合分析，機電新產(chǎn)品導報，[J]2001[2]李勇濤，2001年中國手機市場需求旺盛，藍田數(shù)據(jù)，[J]2001[3]胡曉慧，淺談手機市場的發(fā)展與規(guī)范，信息技術與標準化，[J]2002，第八期[4]張弛 葉莎，中國手機市場消費特征與企業(yè)營銷戰(zhàn)略，商業(yè)研究，[J][5]雷蒙，2003年中國手機市場怎么樣，市場聚焦，[J]2003[6]黃慧 鄭黎，國產(chǎn)品牌手機轉入反攻，瞭望新聞周刊，[J][7]熊浩瀚, 國產(chǎn)手機的現(xiàn)狀和問題, 移動通信,[J] [8]左力, 全球電信三強財報 中國市場成關鍵詞, 中國對外貿易,[J] 2003[9]弘一, 2003年手機市場分析與預測, 市場聚焦,[J] 2003[10]何霞, 日手機市場變化及對我國的影響, 環(huán)球通信,[J] [11]左力，中國手機市場需求強勁 競爭格局巨變，移動通信，[J]2005[12]吳同偉，全球手機市場及技術發(fā)展趨勢，世界電子元器件，[J][13]包東智，手機市場的新亮點何在，中國多媒體視訊，[J][14]張紅忠，終端攻守:把“戰(zhàn)場”變成“主場”， 營銷策略，[J][15]孫翔，繽飛多彩的手機市場，首都信息化，[J][16]李學芳, 2004中國手機市場回顧與展望, 銷售與管理,[J] [17]李儉偉, 2005手機產(chǎn)業(yè)市場走向（下）——國內手機市場發(fā)展模式及趨勢分析, 通信世界,[J] [18]郭春曉, 三大手機廠商的定位與營銷策略, 企業(yè)家信息,[J] [19]中國手機市場進入多媒體時代, 數(shù)字通信世界,[J] [20]Roger D. Blackwell Paul W. Miniard James F. Engel, Consumer Behavior, [M],China Machine Press,[21]Paul Stobart: Brand Power, The Macmillan Press Ltd., 1994.附錄1Xiaolingtong versus 3G in China: Which will be the winner?2. Theoretical assessment modelAssessing the business value and the future of a new technology is a plex task. To undertake a meaningful analysis, it is important to identify the dimensions and criteria for evaluation that integrate the interests of multiple parties with different perspectives. Benson, Sage, and Cook (1993) propose a triple gateway methodology for evaluating emerging technologies at a very early stage of their development. The triplegateway methodology postulates that a technology must pass through three gateways to bee mercially or socially worthwhile: a market gateway, a systems management gateway and a technology gateway. In the marketgateway analysis, they look at the following elements of market uncertainty: new uses, user scepticism about “improved” performance characteristics, requirements for behavior adjustment by the user, petitive technologies, unpredictable technological developments and legal barriers. In systemsmanagement gateway analysis, they look at the structure of the firm. Across the technologygateway threshold, they look at four elements of technology uncertainty: innovativeness of technology, number of constituent technologies, manufacturing difficulties, and institutional changes required to introduce the new technology (Benson et al., 1993). The model was developed as a general one, not specifically for telemunications. The role of government regulation was not emphasized, yet it can play a critical role in the telemunications industry. Here the authors suggest a framework that represents and integrates four perspectives from four major stakeholders: the technology perspective from the technology developers, the market demand perspective from the customers, the business model perspective from industry and the government policy perspectives. . TechnologyTechnology is viewed as humanoriginated advances that increase the effectiveness and efficiency of specific tasks (Good amp。 Mukhopadhyay, Kekre, amp。 Tucci, 2001). Business models should work as a mediating construct between technology and economic value. The business model maps from the technical domain of inputs to the economic domain of outputs and the essence of a business model is ‘‘how you get paid’’ or ‘‘how you make money’’ (Chessborough amp。 Nicoletti, 2001). The Chinese government has played a significant role in the development of telemunications in China. Under the umbrella of policy, this paper will discuss aspects of government objectives, government licensing, government support and government price regulation. As the above discussion shows, all four stakeholders play significant roles and their viewpoints cannot be ignored or considered separately. The following sections will analyze and pare XLT and 3G following these theoretical assessment frameworks.4. Market demand perspectiveThis section will review the mobile munication market in China and identify the target markets for XLT and 3G. It will then analyze the market size and the growth potential of these markets. . Overview of Chinese mobile telemunication marketsThe mobile munication market in China can be divided into three segments: highend, middlelevel, and lowend (Li, 2003). The highend market includes businessmen, high ranking managers, field service engineers, and journalists who have the ability to pay and are frequently on the move and in great need of highquality munication. It also includes early adopters of new mobile services such as young IT professionals and university students. All of the highend users already have mobile phones and use them heavily. The middle level market includes salaried or retired people and other students. These are people in moderate need of munications with local mobility. This group of people does not have high purchasing power. Their spending on munication is less than RMB 100 yuan (US $16) per month. Although most middle level users have mobile phones, they use them only when it is necessary. The lowend market includes farmers, low ine workers and those who usually stay locally. Their spending on munications is less than RMB 30 yuan (US $8) per month. The vast majority of them do not even have regular fixedline phones.. Target market for XLT and 3GBased on the market segmentation above, the target market for XLT is the lowend market and middlelevel market while the target market of 3G is the highend an alternative to the current, rather expensive cellular munication services, XLT’s lowcost ‘‘wireless local call’’ makes mobile munic