Unicom's mixed change is not optimistic, Unicom's market value fell 37.1 billion yuan

China Unicom, as a benchmark for the reform of central enterprises, has drawn significant attention from both domestic and international observers in recent times. Following its mixed-ownership reform, it has become an important channel for Internet giants to promote and implement their services. However, the journey hasn’t been smooth. According to reports, between November 30 and the latest closing price, China Unicom’s stock dropped by 15.01% over six trading days, with its market value declining by 37.1 billion yuan. This sharp decline has raised concerns about the effectiveness of the reform and the future direction of the company. So, beyond stock performance, where is China Unicom heading after the mixed reform? As the first large-scale central enterprise to implement mixed ownership at the group level, China Unicom has made progress, despite facing various challenges. While some aspects of the reform have met expectations, others remain uncertain. For instance, the introduction of employee shareholding represents a bold step forward. However, achieving meaningful results requires more than just policy changes—it demands real transformation and alignment with market forces. After the initial setbacks, employees have gradually become more rational, beginning to reflect on the goals and methods of the reform. Yet, the broader telecom industry remains cautious. The reform isn't just about China Unicom—it affects the entire sector, raising questions about how it will reshape competition and innovation. As time passes, it becomes clear that the implementation of the mixed-reform program brings not only challenges but also opportunities for reflection and long-term strategic planning. These issues are crucial for China Unicom and the broader telecommunications industry, shaping their future direction and competitiveness. ![Unicom's mixed change is not optimistic, Unicom's market value fell 37.1 billion yuan](http://i.bosscdn.com/blog/27/55/81/0-1G2021203061D.png) How will Internet giants influence China Unicom? Observations suggest that they are already using the company as a platform to expand their business reach. For example, office software and marketing tools are being introduced into various departments within China Unicom. While these tools bring efficiency and modernization, they may not address the deeper structural issues of the telecom operator. Some believe that Internet companies can help China Unicom improve its internal systems and management. However, this view might be overly optimistic. Telecom operators face complex legacy systems and rigid business rules—areas that may not interest Internet firms. Moreover, there’s little incentive for these companies to fundamentally change the way telecoms operate. Despite this, Internet giants could still drive change in certain areas. For example, they might help shift China Unicom’s operating model from simply chasing user numbers to focusing on value-driven services. With their experience in user engagement and mobile services, they could enhance cooperation efficiency and reduce coordination costs. Another potential change lies in China Unicom’s execution capabilities. Compared to competitors, its per capita productivity is lower, which has led to missed opportunities. By collaborating with Internet companies, China Unicom may see improvements in speed and operational efficiency. Additionally, the company might streamline its business focus, concentrating on core strengths while divesting less profitable areas. This could lead to differentiation in the highly competitive telecom market, where price wars have often dominated. Finally, the cultural impact of the reform could be significant. A stronger alignment with Internet values may foster a more dynamic and innovative work environment, making China Unicom one of the least traditional state-owned enterprises. In order to truly succeed, China Unicom must take charge of its own transformation. Relying solely on external support or policy assistance won’t solve internal issues. The reform offers a new opportunity for the company to re-emerge and potentially set a new path for state-owned enterprise reforms and the telecom industry as a whole. Looking back at China Unicom’s history, several key points emerge: 1. China Unicom is not short of capital. Despite high debt and low profit margins, its annual revenue of nearly 300 billion yuan suggests otherwise. 2. It has shown strong innovation and internet thinking, especially through partnerships with major tech companies. 3. Overemphasis on marketing and underinvestment in network infrastructure has cost the company key development opportunities. 4. Lack of sustained effort and persistence has hindered long-term growth. At the heart of the reform is the goal of building a truly market-oriented China Unicom. This means that both management and employees must be accountable to users, profits, and shareholders. To achieve this, four key areas need transformation: First, the leadership structure must become more accountable to the board of directors, moving away from traditional administrative appointments. Second, investment in network quality and differentiated infrastructure is essential, especially with the rise of 5G and IoT technologies. Third, a new employee incentive system should align performance with user satisfaction and revenue growth. Fourth, China Unicom must seek new growth areas outside its traditional telecom business, leveraging the flexibility provided by the mixed reform. Ultimately, the success of the mixed reform will be judged over time and by the market. Some experts suggest that China Unicom needs ongoing support, but such a view is questionable. If the reform is aligned with market trends, it should naturally grow without special maintenance. Otherwise, it risks becoming like a greenhouse flower—unable to withstand real-world challenges. In 2017, we saw the beginning of China Unicom’s transformation. The real changes will come after 2018, and we should watch closely.

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