5g means layoffs for operators

5g means layoffs for operators. Now the development of the network is very mature, and 5g has become the focus of attention. But at the same time, some people still don't know much about the use of 5G. Below 5G means that operators lay off employees.

5g means 1 layoffs for operators. One, a bowl of soup, a bowl of soup.

The root of the current predicament of telecom operators has a long history: for a long time in the past, the development of domestic telecom operators relied almost entirely on demographic dividend, and maintained the growth of revenue and profit by constantly selling cards, adding new users and expanding the scale of users. Nowadays, with the saturation of the market and the aging of China society, the development of telecom operators has obviously stagnated or even declined.

Of course, it is undeniable that operators have been working hard, such as constantly promoting transformation and reform, constantly planning new marketing programs, and launching new marketing policies; Operators' employees have also been working hard, setting up stalls in spring and summer, sweeping buildings in cold summer, and providing "kneeling" services year after year.

However, all this has not brought a better life. Operators seem to be going further and further on the wrong road-all the efforts of operators seem to be aimed at cracking down on the other two competitors in the fence, rather than making themselves better and making the industry better.

Let's look at a case:

At the main forum of Shanghai Mobile World Congress 20 18, Liu Aili, then president of China Telecom, described the current competition among the three major operators in very straightforward language.

"A bowl of soup, a bowl of soup, clink the cup upside down, clink the cup upside down, turn it upside down, or that bowl of soup, but every time it is poured, the industry value will drop once."

The bowl of soup he said is the * * *1300 million users in China. Today, you fight for it by any means. Tomorrow, I will take great pains to grab it, and I will fight for it. Still that1300 million user. However, in the process of this struggle, voice service is almost free, traffic service has fallen to the price of cabbage, broadband service has also fallen to the floor, and the position of operators in the industrial value chain has been declining.

Second, a decade of stagnation.

Contrary to actively attacking rivals, operators seem to be completely indifferent to the development of the business system they rely on. Several key core businesses have hardly made any innovations since their birth. For example, the short message service has not been upgraded for more than ten years, and it is still a dime, which cannot exceed 70 words. In contrast, WeChat is updated once every few weeks, and SMS is invincible; The same is true for voice services, even the traffic services that operators rely on today, there is no innovation or change.

For this reason, when the three major operators fought in the unbreakable wall, the intruders outside the wall used a little innovation, and the core business on which the operators depended for survival was shattered with no effort-a simple WeChat easily destroyed the voice and SMS services of the operators with hundreds of billions of output value. This fully shows that the operator's old operating system is obviously a bit vulnerable in the ever-changing Internet era.

Through the comparison between China Mobile and Tencent, we can clearly see the decline of the telecommunications industry. I chose four key indicators as the measurement standard-market value: Tencent 20 14 listed in June with a share price of HK$ 0.65 and a market value of HK$ 6 billion. Today, its share price is 36 1 HK$, and its market value is HK$ 3.44 trillion, doubling its market value. In the same period, the share price of China Mobile's Hong Kong stocks was HK$ 14.6, with a market value of nearly HK$ 300 billion. Today, China Mobile's share price is HK$ 70.7, and its market value is HK$10.45 trillion, which is less than five times.

More importantly, the market value of China Mobile was 50 times that of Tencent at that time, and now Tencent has surpassed China Mobile by 2.4 times.

2005 is the first fiscal year of Tencent. In that year, Tencent's revenue was 65.438+42.6 million yuan and its profit was 485.4 million yuan. By 20 18, Tencent's revenue was 31269.4 billion yuan and its profit was 78.72 billion yuan. Its revenue increased by 2 19 times and its profit increased by 644 times. In 2005, China Mobile's revenue was 243.04/kloc-0.00 billion yuan and its profit was 53.5 billion yuan. In 20 18, China mobile's revenue was 736.8 billion yuan and its profit was 65.438+017.8 billion yuan. Its income has tripled and its profits have doubled.

Let's take a look at the comparison between the two. In 2005, China Mobile's revenue was 170 times that of Tencent and its profit was 1 10 times that of Tencent. They are not an order of magnitude enterprise. At that time, Tencent lived by China Mobile. By 20 18, China Mobile's revenue is 2.3 times that of Tencent, and its profit is 2.2 times that of Tencent. China Mobile has no advantage over Tencent.

Brand value: In 2007, the brand value of China Mobile reached 31300 million, ranking fifth in the world and first in China. At that time, Tencent was still a little-known "small fish" and was unknown on the list; In 20 18 years after 10, the brand value of China Mobile dropped to 2 122 billion yuan, ranking 15 in China, and disappeared from the world list. Tencent, on the other hand, ranked first in China, first in Asia and fifth in the world for four consecutive years with 1.2 trillion yuan. Tencent took the place of China Mobile ten years ago.

Some people may say that China Mobile cannot represent the whole communication industry. Yes, that's right. China Mobile is the best in the communication industry, and the situation of other enterprises will only get worse. It can be said that the development of China telecom operators has been stagnant for ten years.

Third, this is the worst time and the best time.

For domestic operators, the stagnation of the past decade is like a chaotic and tangled nightmare, but what is even more frightening is that this nightmare has not ended, and it may even slide into a more horrible and darker abyss. Although it has stagnated compared with the rapid development of the Internet industry in the past decade, it is still growing. However, in the next decade, the communication operator industry may experience a big decline, and now some signs of this big decline can be seen.

When the low-cost unlimited traffic package has become the mainstream business of operators, the income ceiling of operators is becoming clearer and clearer. In order to ensure the poor growth rate, operators have entered a crazy state in mining and retaining users.

From the province to the city to the county to the power grid to every business hall, the three operators are bundling mobile phones, TVs and traffic. The package includes 200M broadband, free TV viewing, unlimited national traffic, and free enjoyment for three or more people. The monthly tariff is reduced from 59 yuan to 49 yuan and then to 39 yuan, even as low as 19 yuan and 9 yuan. In the world of operators, there is only "bundling".

However, operators are not completely without opportunities to reverse all this.

This is the worst time and the best time. Perhaps everything that operators relied on in the past will collapse in the near future, but the seeds of rebirth have also been bred in the collapsed rubble. From the macro environment, the world economy is recovering. As an emerging economy and a developing country, China has become the main force to promote the strong recovery of the global economy, and in the economic structure, the digital economy occupies an increasing proportion;

From the perspective of industry environment, the traditional industrial economy is transforming into a digital economy. In this process, telecom operators hold a large number of core values such as network, resources, customers and technology, and are still the most important helpers in the development of digital economy. For example, operators can give full play to the advantages of network technology and help the innovative development of smart cities, transportation, energy, education, medical care, manufacturing, tourism and other industries.

It can be said that in this wave of change marked and driven by digital technology, the prospects of telecom operators are still bright.

Fourth, the way to break the game: salary increase and layoffs.

There is no denying that telecom operators still have a bright future to look forward to, but the premise is that operators must be able to lead this bright future. What ability? Three capabilities: pipeline capability+platform capability+content capability. To put IT bluntly, operators can no longer stubbornly position themselves as traditional communication enterprises, but should position themselves as cloud-based IT enterprises, and continue to promote the integration of new technologies such as 5G, cloud computing, big data, Internet of Things, artificial intelligence and edge computing with all walks of life, shortening the time period for new technologies to change the social economy and becoming the most reliable carrier for new technologies to land.

So how to build these three abilities? I think the key is people. So I think the key to the breakup of operators lies in: salary increase and layoffs.

The first is a raise.

After ten years of stagnation or even salary reduction, the salary level of telecom operators has fallen to the middle and lower reaches of society. Objectively speaking, it is difficult to recruit truly first-class talents with the current salary level of operators, and it is also difficult to retain truly capable and thoughtful talents.

For example, the salary of Huawei campus recruitment is17k * (14-16), which is about 270,000 a year. This is just the level of recruiting employees. For Huawei's old employees, the most important income is not wages, but bonuses and dividends. The dividend situation of employees who have been employed for more than five years is very impressive. In 20 18, the average annual salary of Huawei employees was as high as 780,000 yuan. It is said that the annual salary of Huawei employees has exceeded 10,000.

For example, cross-industry comparison, Tencent, Ali, today's headlines and other new and old Internet giants' salary levels are even more terrible. The average salary of Tencent's campus recruitment is as high as 380,000, and the headlines of Ali and Today also exceed 300,000, and others like Didi, Meituan and JD.COM also exceed 250,000. Please note that these are just the salary levels of campus recruits, and the level of old employees far exceeds this. Take Tencent as an example. In 20 18 years, the average annual salary of Tencent employees was as high as 820,000.

What about the employees of telecom operators?

Or take China Mobile as an example. The 20 18 annual report shows that China mobile spends 81800 million yuan on employee compensation, and the total number of employees is 460,000, so the average annual salary of employees of China mobile is177,000. This is the overall level, but most people are average, and the monthly salary of many grassroots front-line employees still stays at the level of 20,000 to 3,000 yuan. China Mobile, the industry leader, and the grass-roots employees of China Telecom and China Unicom are naturally not much better.

As mentioned above, operators must face digital transformation in order to win a bright future, and to successfully transform, they must establish a talent team that understands and knows how to apply new technologies such as 5G, cloud computing, big data, Internet of Things, artificial intelligence and edge computing. Such talents are scarce resources in today's society. Not only operators need such talents, but also giants such as Tencent, Ali and Huawei mentioned above need such talents.

Operators can provide only a fraction or even a tenth of others' salary, so it is difficult to attract real first-class talents in front of these giants. Ten years ago, China Mobile was always the best employer for top university graduates. Now, it is difficult for China Mobile to recruit students from top universities, and in recent years, the recruitment threshold of China Mobile has been lowered again and again.

This is especially true at the social recruitment level. Facing the operators who become software enterprises after transformation, IT technical talents are the most scarce talents. However, in the market, the salary level proposed by IT talents with certain experience is unbearable for operators, and they can only selectively absorb second-rate talents eliminated by enterprises such as Huawei. Operators, with a team of last-rate talents and second-rate talents, want to try to fight against elite force, which is composed of first-rate talents. The ending is already doomed.

Therefore, salary increase is the most urgent problem for operators to seek transformation.

The purpose of salary increase is, on the one hand, to attract truly first-class talents, and more importantly, to let employees live a decent life and ensure that employees can concentrate more on their work instead of worrying about trivial matters or even survival problems in life. For example, many employees in third-and fourth-tier cities and counties will leave their jobs half an hour early in order to grab more single-network car rental orders during off-duty peak hours. Life is so embarrassing, how can we ensure that we can focus on our work?

The second is layoffs.

This is destined to be a very sad and realistic topic. Let's talk about a real case in Yunnan. In Yunnan, a fourth-tier city with less than 500,000 people, the three operators have about 900 marketers running business on the streets every day, setting up stalls, washing streets and sweeping buildings every day. Operators set up stalls in various large communities, and the shops on the street are generally left by telecom marketers. Unicom and Mobile are coming again.

The newly built residential area, roads and ancillary facilities have not even been completed, and advertisements for installing broadband by major operators have been posted at the door of the unit, layer by layer. Grassroots employees work very hard, but no one can tell how much effect their efforts can bring. Last year, due to various restructuring of Yunnan Unicom, local Unicom personnel moved, and street marketing and community marketing were suspended. However, from the final business data, China Unicom's business development is similar to that of other companies, and there is basically no decline. This fully shows that excessive marketing is actually useless.

Our employees are very busy, but most of them will not bring value to the enterprise, and will only sacrifice energy and time in the entanglement and dark battle with competitors. This situation exists not only in grass-roots employees, but also in municipal companies and even provincial company headquarters. Those who sit in the office all day and work overtime to write PPT, make reports, and report at meetings, most of the other work has no value, and even has a negative impact-leading to internal chaos and all kinds of waste.

Therefore, it has to be said that if we follow market principles and lay off employees, it is the most urgent means for telecom operators to get rid of the current predicament.

Foreign mainstream operators have long been aware of this. According to the results of 20 major overseas telecom operators tracked by Lightreading, in the past two years, these 20 operators have laid off more than 107000 people. For example, Verizon 20 18 announced 44,000 layoffs, accounting for more than 30% of its total employees; Telstra 20 18 announced that it would lay off 8,000 employees in the next three years, accounting for about 25% of the total number of employees; In 20 18, BT announced that it would lay off13,000 people, accounting for 12% of its total staff. Japan's Softbank announced that it will lay off 40% of its employees in the mobile communication field. Even in emerging markets, more than 60,000 telecom employees in India lost their jobs in 20 18.

Why is layoffs the most urgent means to change the current predicament? Because the transformed operators really don't need so many redundant employees, most employees can't create value in the company's future production system.

Take network personnel as an example. The operator's network is almost controlled by equipment manufacturers from the basic layer to the control layer and then to the application layer. Operators are still highly dependent on manufacturers. Operators' network personnel, whether planning, design or operation and maintenance, are euphemistically engaged in management work, but in fact they are only basic auxiliary work. Core technology and core competence are in the hands of manufacturers, and they are almost unfamiliar with the upgrading and evolution of network technology.

After 5G, under SDN, NFV and other technologies, the network will be virtualized and cloud-based, and software definition can be realized. Operators may regain the control of the network, but at the same time, the new network model puts forward new requirements for the skills of our network staff. Behind the change of network mode is the change of knowledge structure and work skills of network workers. Can we employees who may not be in the computer room for a long time quickly realize this change?

In addition, in the future, the management mode of cloud-based network is completely different from the past. Network managers can manage the global network only by sitting in the office, and realize the allocation of resources and the diagnosis and solution of network problems. By then, the scale of network personnel will be greatly reduced.

Look at the marketing staff. In the past, operators needed a large number of marketing staff to go deep into every market segment to market, set up stalls, wash streets and sweep buildings. However, with the standardization and unification of operators' business and the internetization of marketing methods, operators do not need so many marketing personnel. On the other hand, in the past, our sales staff mainly sold cards, private lines and broadband, and may sell cloud, data and information solutions in the future. Can our marketers master these new skills in time to meet these challenges?

Looking at the service, the future service must be information-based and intelligent. For example, our 10086 customer service staff is likely to be replaced by intelligent customer service, our business hall will become a physical exhibition hall for information solutions, and the service functions may be undertaken by robots. In addition, our logistics warehouse personnel are likely to be replaced by unmanned vehicles and drones, and most of our integrated managers may even disappear-there are no managed people, so what do we need so many managers for?

According to at & amp； T According to the estimation of becoming a cloud-based software enterprise in the future, the number of employees will be reduced to less than 30% in the future, and the composition of employee types is probably: more than 85% technicians, 0/0% marketers/kloc, 3% managers and 2% others. At present, what are the types of employees of domestic operators? Take China Mobile as an example, with 25% technicians, over 55% marketers, over 7% managers and over 0/0% comprehensive personnel. In this way, the space for domestic operators to lay off employees will be very large.

However, in the case of foreign operators vigorously promoting layoffs, why do they rarely see news of layoffs of domestic operators?

The main reason is that the three major domestic operators are all state-owned enterprises, even the eldest son, who need to shoulder the responsibility of solving employment and maintaining social stability. To say the least, layoffs are a politically risky thing. Once the laid-off employees make trouble collectively, the responsibility will fall directly on the enterprise. Therefore, it is difficult for domestic operators to make a decision to lay off employees. At most, they just stop social recruitment, symbolically start school recruitment and complete social responsibility indicators. Most traditional provincial companies have stopped adding staff.

In fact, for operators, these employees who can't generate value are a sunk cost and even a heavy burden. If this problem cannot be solved well, operators may be dragged to the bottom by these sunk costs, and the transformation of operators is almost impossible.

What can operators do besides layoffs that may violate dogma? I think operators should take two steps: the first step is to sort out the framework of four excellent talent teams, such as business management, professional technology, marketing service and functional management, as soon as possible to match the company's strategic focus and new business form; The second step is to accelerate the transfer of talents from traditional fields to new markets and new fields, and reserve and cultivate compound talents such as next-generation networks, new IT, big data and digital services.

As for the remaining personnel, they can strengthen their various work skills through training. At the same time, operators should actively explore expanding their business scope and open up some labor-intensive businesses, such as the delivery of the last mile and even some traditional service businesses, in order to solve the problem of the whereabouts of huge surplus personnel.

For those employees who can't find their own position in the future enterprise, layoffs are not terrible, and leaving the company for more than ten years is not terrible. There's still a chance outside. We can start all over again. What's really scary is that I don't want to learn new knowledge because of my meager income. I am mediocre and anxious, but I still dream of returning to the days when we live. golden decade is still attached to the big tree of operators.

To tell the truth, there may be hope for the glory of operators, but the glory of employees in the past will hardly reappear.

5g means that the era of layoffs is coming. What impact does it have on operators?

The arrival of the 5G era is both an opportunity and a challenge for many traditional Internet models, especially in the field of e-commerce.

Undoubtedly, several operators are actively planning 5G now, and they never dare to neglect it. Go if you can. If you have no conditions, you must go.

Since the formation of the competition pattern in the telecommunications industry in the 2G era, whether it is two or three, five, then three or four, the struggle between operators has never stopped. Even if it is criticized as an industry monopoly, it is a desperate struggle that does not change its original heart.

1 and 5G+ have replaced internet plus, and operators have the right to speak.

Internet is the main body of internet plus, which is empowered by capital, traffic and technology. In the 5G era, operators will also be empowered by capital, network and technology, which is expected to regain their dominant position. Of course, the technical ability of operators is particularly important here. At the current salary level, I'm afraid we can't recruit or keep senior technical talents. In this way, everything will become empty talk.

2. From the development trend of e-commerce platform, there will be changes in these aspects:

① The change from incremental thinking to stock thinking. With the decrease of incremental users, it is very important to improve the commercial added value of existing users, and to improve the added value of existing users, we must provide users with more comprehensive products; ② Transformation of technology-driven mode.

Another important way for e-commerce platform to maintain a rapid development process is to expand business boundaries through technology; ③ Improve the user's participation. E-commerce platform is not only to complete the docking between merchants and customers, but more importantly, to provide users with an opportunity to participate in all aspects, involving a series of processes such as product design and production.

3, cooperation * * * to win has gradually become the operator's * * * knowledge, can no longer fight.

Take 5G operators as an example, it is very likely that four operators will build two networks, merge and share in disguise, and even use each other's network resources. In short, the struggle in this area will not have a good result. In addition, as far as the current market situation is concerned, several operators have realized that constant price reduction, constant spoofing and confusion between the enemy and ourselves can only lead to the demise of the industry, conscience competition, conscience pricing, and being yourself is the right way.

5G will change the world and the future, and 5G is also an era of great cooperation. Not only operators, but also equipment vendors, application developers, middlemen and even users will become the same stakeholders.

5g means that layoffs will change from 4G to 5 G for operators. What will happen to the operating industry?

1 and 5G+ replace internet plus, and operators have the right to speak.

Internet plus, which was vigorous a few years ago, is obviously going to change in the 5G era, because 5G belongs to the Internet of Everything, and the Internet of Things is bound to become popular. The high-traffic flooding link mode added by the Internet is out of date. Driven by this situation, operators can finally proudly say "5G+", which is the N power of 5G in Unicom's view.

Internet is the main body of internet plus, which is empowered by capital, traffic and technology. In the 5G era, operators will also be empowered by capital, network and technology, which is expected to regain their dominant position. Of course, the technical ability of operators is particularly important here. At the current salary level, I'm afraid we can't recruit or keep senior technical talents. In this way, everything will become empty talk.

2. Video socialization will replace text and voice socialization, and operators can't afford to lose.

The social mode will change, from calling in the 2G era to texting later, and now it is video communication. In a word, video socialization will definitely be popular, but as for the social application based on video technology, we can't say for sure.

There is only one way for operators to regain the dominance of video socialization, that is, to provide users with smoother, cheaper and more convenient video communication methods, which requires the collective action of operators and even the power of industry standards.

Don't operators have video interoperability? Can't operators use video to break through the gap between apps? Can't it be completely free?

3. Communication construction is no longer just a matter for operators, and people in front of them should cherish it.

In the past, whether it was building a communication network or a tower base station, it was the operator's own business. The people did not pay attention to it, and local leaders would not pay attention to it. But 5G is different, attracting great attention from all sides and becoming an online celebrity.

Now the construction of 5G has become a matter for the whole people, and the support of all parties will even make operators proud for a long time, but how to judge the situation and take advantage of the situation has become a big problem. Rational use of resources in all aspects must not disappoint everyone, otherwise the greater the hope, the greater the disappointment, and it will be difficult for future work.

4. The business of government and enterprise groups has become the top priority, and institutional reform is imperative.

In the 5G era, various vertical industry applications have become crucial. Operators should learn to provide customized services for different customers, and there are many follow-up services in the early and late stages, which requires new process design and new combat teams.

On the other hand, because of the convergence of networks and terminals, the competition between operators is mainly reflected in content and services. The former needs centralization and stability, while the latter needs decentralization and innovation, balancing public business and group business, balancing Internet business and Internet of Things business, balancing network operation and content operation, and adjusting organizational structure is imperative, but it is very difficult to complete this task.

5, cooperation * * * to win has gradually become the operator's * * * knowledge, can no longer fight.

Take 5G operators as an example, it is very likely that four operators will build two networks, merge and share in disguise, and even use each other's network resources. In short, the struggle in this area will not have a good result.

In addition, as far as the current market situation is concerned, several operators have realized that constant price reduction, constant spoofing and confusion between the enemy and ourselves can only lead to the demise of the industry, conscience competition, conscience pricing, and being yourself is the right way.

5G is an era of great cooperation. Not only operators, but also equipment vendors, application developers, middlemen and even users will become the same stakeholders. A narrow concept of competition will definitely marginalize itself. A company that does not think well of others, whether it is the best operator or the best Internet company, will be abandoned by society.