...CASE STUDY Vodafone: developing a total communications strategy in the UK market Roger A. Strang We will be the communications leader in an increasingly connected world. Vodafone website, 2009 In 2009, Vodafone, the world’s largest mobile telephone operator by revenue, was under increasing pressure to develop a strategy to ensure leadership in the rapidly growing market for high-speed internet services in its UK home market. The challenge for the company was that the development of new technologies for voice, data and video transmission was blurring the boundaries among traditional industries and forcing reconsideration of what was required for a strategy of ‘total communications. This growth in demand for new services had attracted the interest not only of Vodafone’s traditional competitors in the telephone industry, but also from other communications companies such as Virgin Media ((the largest cable operator in the UK) and Sky Broadcasting which was the UK’s largest provider of satellite-based television. Other new competitors included the largest UK retailer of mobile phones and services, Carphone Warehouse and suppliers such as Apple (iTunes) and Nokia (Ovi) which had been investing heavily in digital content. Google was also increasingly involved in the communications field with a new, open, mobile operating system, Android and investments in mobile search and advertising. In addition to changes in competition, Vodafone and other operators faced rapid changes...
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...Vodafone India Case Study Katherine A. Gordon MGT 614 Global and Transnational Management Tiffin University June 1, 2014 Vodafone India Case Study Introduction Vodafone Group plc (Vodafone Group) is a British based telecommunications company that has emerged over the years to become the largest revenue earning telecommunications company. In terms of subscribers, it has over 391 million subscribers, second only to China-Mobile. Vodafone Group has been able to grow through a series of strategic decisions that has allowed them to operate their networks in over 30 countries as well as operate partner networks in over 40 countries. In 2007, Vodafone Group entered the Indian market by acquiring 67% of Hutchison Essar, one of India’s largest mobile telecommunications companies, for $11.1 billion. After the time of the acquisition, the company was rebranded which was in accordance with Vodafone Group’s practice. The company was now known as Vodafone Essar. In 2011, Vodafone Group agreed to buy out Essar and purchased their 33% stake in the business for $5.46 billion. This agreement left Vodafone Group owning 75% of the mobile phone business with the remaining shares being held by individual investors. Due to Indian law, a foreign company cannot own more than 74% of a local phone operator therefore; this agreement required Vodafone Group to ensure they were in compliance by either selling 1% of their shares of offering an initial public offering. The company...
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...(Willingness to Pay): lo que estás dispuesto a pagar por un determinado producto o servicio COSTO/GASTOS: * Renta o depreciación de la red óptica, etc. * I&D (Investigación de mercados) * Tener economías de escalas (en esta industria no) ESTRATEGIAS DE GLOBALIZACIÓN * Desarrollo = Adoptación (Estudiar el mercado, modificar los productos según las necesidades de los distintos mercados) Descentralizada * Despliegue = Agregación (Todo se queda, no pierdes presencia) – Centralizada * Profundidad = Arbitraje (Sacas lo que tienes del mercado y lo aprovechas) - Descentralizada Vodafone decía que quería obtener de Japón el nivel de tecnología que tenía. Quería aprovechar lo que tiene el mercado. (Arbitraje) La empresa se equivocó porque se basó en una estrategia de precios y no en la que demandaba el mercado japonés que era innovación y servicio. Vodafone trató de entender el servicio a través de una estrategia de despliegue y el mercado japonés se “retrasó”, se pasó de servicio japonés a implementar el servicio europeo, al que el mercado no estaba acostumbrado. ESTRUCTURA: Al comprar la empresa dejaron pocos empleados del país, y eso fue lo que afectó a la empresa; en concepto la estrategia era muy buena, pero no supieron aplicarla al mercado. En la implementación la estrategia de arbitraje y terminó aplicando la de despliegue. No supieron adquirir los conocimientos de los japoneses, solamente llegaron a implementar lo que ya tenían y no adaptarse a...
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...Business Strategy of Vodafone UK Introduction In the current situation of telecommunications, more and more people are subscribers of mobile telephone services. The mobile phones are also called as handsets come in innovative features, pocket-sized, and in affordable costs. For over the years, the manufacturers are continuously developing the mobile phones in which the people described as effective way of communication. And today, different brand of mobile phone are emerging and competing in the field of wireless communication with innovative services. Background of the Study and Problem Statement The British Telecommunications already dominated the wireless service market. The service provider, Vodafone as one of the leading company of mobile services, enabled to penetrate in the market and enjoying the success (2001). The success that the company gained is not possible without the aid of the strategies. Therefore, the main focus of the research study is concern on the business strategy of the Vodafone in the UK. Research Objectives The research identified three main objectives that were expected to be achieved at the end of the study. First is to identify the business strategies of the Vodafone Company in the international market. The second objective is related to the first which regards on the application of the identified business strategies in the telecommunications industry. And the third is to serve as a valuable context in the literature of communications...
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...VODAFONE Vodafone is a world leading mobile telecommunications company. Vodafone provides a wide range of communication services, including voice calls, SMS text messaging, MMS picture and video messaging, internet access and other data services. The group has 221 million direct customers including private consumers and corporate customers in diverse markets around the world. Governance Overall responsibility for corporate responsibility (CR)/sustainability lies with Vodafone’s Group Executive Committee (ExCo). The ExCo is chaired by the Chief Executive Officer (CEO) and consists of two CEOs from Vodafone’s operating business units – Europe and Emerging Markets (Asia-Pacific, America, Eastern Europe and Africa), as well as the Group Corporate Affairs Director, CFO, Chief Technology Director, Group Strategy and New Business Director, Group General Counsel and Corporate Secretary, Chief Executive of Global Business Development, Chief Marketing Officer and Group HR Director. CR performance is regularly discussed at ExCo and once a year at Vodafone's main Board. The Group Corporate Affairs Director is the ExCo member with responsibility for CR, and Vodafone’s Group Corporate Responsibility Director reports to the Group Corporate Affairs Director, as well as leading the Group CR team. The Group CR team works with local operating companies and Group operational functions to develop policies on CR issues. Additional Group resources are also dedicated to key issues, such as radio frequency...
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...Research Case Study: Vodafone's Youth Market | | INTRODUCTION This case study will explain how the highly competitive telecommunications market lead Vodafone to set up an on-going 'panel' of respondents to give them a greater understanding of the youth market. THE CLIENT Vodafone is probably the biggest success story of the telecommunications market, becoming a household name with a penetration of 29% (TNS Telecoms panel Q3 2001) of the mobile phone market. Vodafone's media and planning agency, OMD UK plays an important strategic role in terms of researching the commercial market. THE CHALLENGE Operating in such a highly competitive industry meant that Vodafone had to look at new ways of researching how it could best profit from the hugely competitive youth market. The youth market is defined as anyone aged between 16-24 years old. Currently 90% of all 16-24 year olds own a mobile phone in the UK, amounting to 6.1m people in the UK. THE SOLUTION OMD UK, along with 2CV Research, recruited a panel of volunteers who receive monthly questionnaires over a long-term period in order to build up a profile of habits, attitudes and opinions of the young Vodafone user. The panel is made up of 200 respondents, all of whom must have an email address and a mobile phone (this is 85% of the youth market), and is maintained by 2CV. Questions sent out every month cover a whole range of areas, not just telecommunications. The idea is to build a very comprehensive picture of...
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...PREFERENCES OF MOBILE NETWORK CUSTOMERS: - A CASE STUDY Project submitted to the Mahatma Gandhi University in partial fulfillment of the requirements for the award of the Degree of Bachelor of Arts in Economics Submitted by Jithin Thomas [Reg. No. SAAD10158223] Under the Supervision of Prof. Mr. Johnson K Joyce. MA, Assistant Professor Department of Economics, St. Berchmans College, Changanacheery DEPARTMENT OF ECONOMICS St. Berchmans College NAAC Reaccredited A+ College with potential for Excellence (Mahatma Gandhi University) Changanacherry 2010 - 2013 | St Berchmans CollegeNAAC Reaccredited A+ College with potential for Excellence | Changanacherry, Kottayam, Kerala, India – 686 101Tel: 0481 2420025, 2411121Fax: 91 481 2401472 | CERTIFICATE This is to certify that Jithin Thomas, is Sixth Semester BA Economics students (2010-2013) of this college and is submitted to Mahatma Gandhi University, Kottayam, in partial fulfillment of the requirement for the Degree of Bachelor of Arts in Economics and that this project has not been submitted earlier for the award of any degree, diploma, associateship, title or any recognition. Rev. Dr. Tomy Joseph Padinjareveetti, MA, Phd Principal St. Berchmans College Changanacherry Changanacherry Date: 12-04-2013 CERTIFICATE This is to certify that Jithin Thomas, is Sixth Semester BA Economics students (2010-2013) of this college and is submitted to Mahatma Gandhi University, Kottayam, in partial...
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...Should Businesses Operating Today in New Zealand Go “Beyond Profits”? In 1970, it was argued by Nobel Prize-winning economist, Milton Friedman, that the only social responsibility of business is to increase its profits (Friedman, 1970). Since Friedman expounded his widely acclaimed philosophy on the social responsibility of business, many experts in the area of business and social responsibility have retaliated with their own views on corporate social responsibility (CSR). One of these views is the idea that businesses should go beyond the classic economic paradigm, a-la Friedman, to carry out certain responsibilities to society such as ethical and philanthropic responsibilities (Carroll, 1991). In order to have a better understanding of one’s position on the CSR debate, this essay will specifically target the corporate social responsibilities of businesses within a general New Zealand context so that one might precisely answer the question “Should Businesses Today Operate beyond Profits”? “Responsible governance” in New Zealand (NZ) management is equivalent to the organization’s “environmental, social and risk management practices and the interests of its shareholders and increasingly wide stakeholders (Birchfield, 2011). The definition of responsible governance seems to be in favor of the CSR position as businesses in NZ are clearly obliged to more responsibilities other than Friedman’s ultimate profit-maximizing goal. However, a resent consensus in the business consulting...
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...NEW LINE IN MOBILE PHONES: A Case Study As final requirement for the course MARKETING MANAGEMENT KAYE MICHELLE B. VILLAFLOR 2015-1515 DR. RUBEN A. SANCHEZ, MBA, DPA Professor 16 August 2015 INDIVIDUAL CASE STUDY NEW LINE IN MOBILE PHONES 1. Identify the principal benefits to customers which derive from a mobile phone. What differences are likely to exist between market segments? Figure 1: Evolution of Mobile Phones – the image shows a line-up of famous mobile phone brand and models over the years from the birth of wireless communication; that is from the first generation (analog) to the fourth generation (smartphones) (tanwang, 2015) Figure 1: Evolution of Mobile Phones – the image shows a line-up of famous mobile phone brand and models over the years from the birth of wireless communication; that is from the first generation (analog) to the fourth generation (smartphones) (tanwang, 2015) When mobile phones were first introduced, the only benefit they provided is the communication made easy and mobile. The core function then was to provide consumers with wireless telephones which will enable them to make and receive phone calls wherever they are. Then there was the technology of beeper also known as pager where people receives messages wherever they are especially when needed. During the early years of mobile phones and pagers, having either of the two (or both) is already a luxury. But as technology advances in a glimpse of the eyes and paved the...
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...| VODAFONE | A Strategic Brand Management Project | | Submitted to : Dr Lubna Nafees | Submitted by:Ram Narayan 11HR-023Shilpi Pachauri 11HR-027Shravani Kosana 11HR-028Indraneal Balasubramanian 11FN-043Aparna Vyas 11FN-019Prashant Garg 11FN-134 | | | TABLE OF CONTENTS Section one: Brand Campaign Descriptors…………………………………………………..03 1. Brief Description of the campaign……………………………………......................04 2. Communication………………………………………………………………………05 3. Advertising Agency…………………………………………………………………..05 4. Frequency of the campaign and the media used………………………………….......06 Section Two: Campaign Analysis……………………………………………………………07 1. Video………………………………………………………………………………....07 2. Introduction…………………………………………………………………………..07 3. Striking features of the campaign…………………………………………………….08 4. Execution of the campaign…………………………………………………………...09 5. Target Audience……………………………………………………………………...09 6. Critique/Recommendations…………………………………………………………..09 Section Three: Brand analysis………………………………………………………………11 1. Value Proposition…………………………………………………………………….11 2. Brand Essence………………………………………………………………………..11 3. Brand Elements………………………………………………………………………11 4. Vodafone Brand Equity………………………………………………………………12 5. Segmentation……………………………………………............................................13 6. Brand Positioning…………………………………………………………………...
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...Introduction Indian Telecom Industry-Overview Indian telecom market is currently the most attractive telecom market with a lot of interest being shown by foreign players. Indian mobile industry is the fastest growing across the world adding 15-20 million new subscribers every month. The Indian telecommunication sector in India is the third largest sector across the globe and the second largest among the emerging economies of Asia. India's teledensity has improved from under 4% in March 2001 to around 71% by the end of March 2011. Cellular telephony has emerged as the fastest growing segment in the Indian telecom industry. The mobile subscriber base (GSM and CDMA combined) has grown from under 2 m at the end of FY00 to touch 812 m at the end of March 2011 (average annual growth of nearly 73% during this eleven year period). Fig1: India’s Wireless Subscriber base Circles | Number | in millions | Metros | 4 | 114 | A circles | 5 | 288 | B circles | 8 | 335.5 | C circles | 6 | 115 | The country was divided into 23 circles when the mobile phones were introduced in the country. Separate licenses were given out for each of the circles in 1994. The circles were classified as Metros, A, B or C depending upon the revenue potential for the circle with Metros & A...
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...CASE STUDY OF VODAFONE 1 Role of Training and Development in Employee Retention Case Study of Vodafone 2 ABSTRACT Employees are the strategic asset of any organization; this talent has to be managed and preserved. This project presents a descriptive study, which mainly investigates on the functioning and role of training and development in employee retention, a case study of VODAFONE, a leading telecommunication company of UK, has been presented in this research. This study also investigate on the significance of training and development in managing of employees, different types of training methods in use, and its effects on retention of employees and about benefits which company gains as well. The study mainly helps in finding about the benefits of training and development in retention of employees as well as about the retention of companies information as well. This study emphasizes the role of training and development plays a very crucial role in retaining the capable employees, which are the precious assets treasured by all organizations. Keywords: retention, T&D (Training and Development), Vodafone Contents 3 Abstract ......................................................................................................................................3 Acknowledgements .....................................................................................................................8 CHAPTER 1: INTRODUCTION .........................
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...Vodafone: A Marketing Analysis Vodafone: A Marketing Analysis Abhimanyu Harlalka B13063 Ankit Prasad B13073 Dhruv Gupta B13083 Lakshita Jain B13093 Puskar Pandey B13103 Shashank Gandhi B13113 Vinay Goyal B13123 Abhimanyu Harlalka B13063 Ankit Prasad B13073 Dhruv Gupta B13083 Lakshita Jain B13093 Puskar Pandey B13103 Shashank Gandhi B13113 Vinay Goyal B13123 Contents Aggregate Market Factors 3 Market Size 3 Macro-economic factors 5 Political & Legal: 6 Economic: 8 Technological: 11 Micro Environmental factors 11 Pressure from substitutes & Market power of suppliers 12 Pressure from substitutes: 12 Market power of suppliers: 13 Category Capacity: 13 Current rivalry in industry : 13 Threat of new entrants: 14 Bargaining power of buyers: 14 Consumer Behaviour 15 RESEARCH METHODOLOGY 16 Company and Competitor Analysis 20 Objective 20 Product: 22 Vodafone Services 22 Price: 22 Place: 22 Promotion: 23 Profits (FY 12-13) 23 Customer analysis 24 Value proposition 27 Expected Future Strategies 28 The way ahead 30 Telecom Industry: An Overview The telecom industry has witnessed significant growth in the subscriber base over the last decade with increasing network coverage and a competition induced decline in tariffs acting as a catalyst in growth in the subscriber...
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...Policy_A2_Code_of_ Ethical_Purchasing_(V3.0).pdf) and integrated from the initial qualification process all the way through to managing our suppliers’ performance. We conduct regular site assessments to ensure compliance with the Code and we work directly with our suppliers to help improve their sustainability performance. To target improvements further down the supply chain, we require our suppliers to demand similar standards of their own suppliers and check this through audits and performance management processes. We participate in industry initiatives to raise standards across the sector. Read on to find out more about our approach to this issue. Or go to the Performance section to read about our progress in 2014/15. Becoming a Vodafone supplier Vodafone’s Code of Ethical Purchasing and other supplier policies are based on our Code of Conduct and our policies for our own business, extending relevant requirements to suppliers, http://www.vodafone.com/policies. Sustainability is embedded throughout our procurement process across our global supply chain, including the assessment of new suppliers....
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...Iphone case study John Georgousis GROUP 6 Iphone was and still is apple’s game changer in the Smartphone market it was even called the “Jesus phone” in regards to what it can do. Now to see Apple’s approach on introducing this innovative product that was bound to change the industry and the needs the consumers in that market forever we have to understand the process that Apple applied. First we start with the fact that iphone was so much anticipated from the crowd that it sold thousands before it was out in the market. To start with the analysis now the first short term problem that apple faced is the choice of the provider. Having a hot product you need the best distributor in the market to make an impact in it. Also the different pricing with different internet technology (2.SG, 3G) creates mumbling in the different markets that the iphone was distributed with customers wanting to buy the one that had better offer. In Long term problem now Apple had difficulties with some of the providers that they chose. Another problem that apple has is the image that the story about their manufacturers and suppliers that hurts the company’s prestige. The key facts of this case study about the Apples strategy are: * The iphone was a major market hit before it got available in the market * Apple Entered in one of the worlds more competitive markets with dominant players and changed the whole market. * The EU...
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