Customer Retention Strategies Of China Unicom SZ Branch Under The Number Carrying Network Transfer Policy

With the surging development of mobile Internet,the market competition of operators in China is intensive.The contribution of mobile Internet revenue to revenue growth is decreasing.Since the implementation of China’s "number carrying to network transfer" policy in November 2019,the loss of mobile billing users of China Unicom has increased sharply,while the number and quality of new customers are much lower than before.Further,5G construction cost pressure and new market competition have brought severe challenges,and thus,high-quality existing user operation has become the core focus of China Unicom.Based on the strategic positioning of China Unicom in the mature period and the current competitive atmosphere,this thesis takes SZ Unicom as the research object,investigates the current situation of customer loss of SZ Unicom,and analyzes the clustering,network age,products,and development channel attributes of key lost users.At the same time,combined with technology-organization-environment(TOE theory),customer life cycle theory,and two-factor theory,this thesis analyzes and summarizes the three-loss factors of technology,organization,and environment.Through interviews with the front-line departments of SZ Unicom and the return visit questionnaires of customer service in physical stores,this study counts the satisfaction evaluation results of users on the corresponding factors.Based on the survey and market environment analysis,this thesis puts forward the strategies for the retention of stock customers under the background of number number-carrying network transfer policy.Given the loss of customers in SZ Unicom,this thesis focuses on the technical level,which needs to strengthen the investments in VoLTE construction,5G base station,5G private network construction,and high bandwidth broadband resource construction,improve the core network perception and seize the new market share of 5G high-quality users;focus on high-quality home smart network products and improve scale income to make up for the disadvantages of SZ Unicom in the original construction.At the organizational level,according to the characteristics of the customer life cycle theory,this thesis sets four different stages: network access period,development period,stable area,high-risk period,and to carry out different business strategies.At the environmental level,we propose that SZ Unicom pay close attention to the state-owned assets policies and market supervision trends,flexibly adjust the local business policies and seize the market in the critical period,strengthen the investment in innovative business development and the efficient use of marketing resources,and improve the conversion rate and customer retention rate.