...from your chosen organisation (1.2) 2 Defining Mission 3 Environmental Analysis 3 Formulation of Marketing Objectives 3 Strategy development 3 Evaluation & Implementation 3 Models used in strategic marketing planning and the model used in Vodafone plc (2.1) 4 Strategic Positioning and marketing tactics & the theory practiced in Vodafone group plc (2.2) 5 Merits of relationship marketing and 4P theory in Vodafone with accordance to RM. (2.3) 6 Marketing techniques to ascertain growth opportunities in a market and appropriate strategic marketing objectives for the chosen market (3.1 & 3.3). 7 Porter’s Generic strategy (3.2) 7 Cost Leadership 8 Differentiation 8 Focus 9 Internal analysis (4.1) 9 External environment, SWOT & PESTLE analysis (4.2) 10 SWOT analysis of Vodafone Group plc. 10 PEST analysis of Vodafone group plc 11 Strategic marketing responses to key emerging themes in a marketing strategy (4.3). 12 Conclusion 12 Introduction In this project, the Vodafone Group Plc headquartered at London, UK is considered for analysis. The Vodafone group plc started its journey from the very first call made in UK on 1 Jan, 1985.Now after a long way of 29 successful years; Vodafone group has emerged to be the world’s second largest telecommunication company with more than 400 million customers around the world operating in 30 countries and with more than 50 networks tie-up (Vodafone, 2014). Role of strategic marketing in an organisation and links between...
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...HOLD VODAFONE UK – Market price at 10/30/2015 closing price: 214.25￡ YAO JIACHEN, LI MINQIAN, PENG XIANGYU & HO YUENMING – 10/30/2015 Activities Vodafone is a British multinational telecommunications company Sector headquartered in London and one of the most valuable telecoms brands in the world. Vodafone owns and operates networks in 21 Wireless communication 52wk range(GBP) 201.25--258.00 Vodafone Global Enterprise division provides telecommunications and IT services to corporate clients in over 65 countries. Vodafone has a primary YTD RETURN -3.77% listing on the London Stock Exchange and is a constituent of the FTSE 100 Analyst consensus HOLD countries and has partner networks in over 40 additional countries. Its Index. It also has a secondary listing on NASDAQ. Vodafone was founded in 1984. The evolution of 'Vodafone' started in Accounting and market information 1982 with the establishment of the 'Racal Strategic Radio Ltd' subsidiary of Racal Electronics plc – UK's largest maker of military radio technology, which formed a joint venture with Millicom called 'Racal', which evolved into the present day Vodafone. In 30 years, a small mobile operator in Newbury has grown into a global business and one of the most valuable telecoms brands in the world. It now has mobile operations in 27 countries and partner with mobile networks in 48 more. Today, Vodafone have 434 million mobile customers around the world. ...
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...Korea & Japan Trip Spring 2001 NTT DoCoMo and Japan’s Wireless Industry Anu Bhave Haakon Brown Will Chu Jose De Oteyza Mario Lewis Wendy Miller Luis Pintado NTT DoCoMo seems to have the elements of a successful global player. First, it is in a promising market. The wireless phone market is growing rapidly and industry forecasts predict more than half the world’s population will own a cellular phone by the year 2003, a much higher penetration rate than computers. Furthermore, based in Japan, DoCoMo has the advantage over American and European counterparts, like AT&T, Sprint and Vodafone AirTouch, of being closer to the 3.3 billion person Asian market. In addition, DoCoMo is at the leading edge of technology and is expected to be the first mobile operator to launch a 3rd Generation (3G) wireless network by Spring 2001. NTT DoCoMo Background In 1959 Nippon Telegraph and Telephone (NTT) entered the telephone industry in Japan with an offering of maritime telephone service. They added paging services in 1968, car telephone services in 1986, and in-flight public telephone service in 1987. In 1991 NTT established a separate company to provide wireless communication offerings, NTT Mobile Communications Network, Inc. This new company was then spun off by NTT in 1992, ultimately resulting in one of the biggest initial public offerings for the time in 1998, and is now 67.1% owned by NTT with the balance of shares owned by public investors. By 1993...
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...technological change that Etisalat brought to the market that covered the changing demands of customers. After the 25th Jan. revolution, Mobinil also suffered badly because it was the only national, un backed publicly traded company out of Egypt’s three operators, and because of this, Mobinil suffered exponentially. Last but not least Mobinil’s image trembled and Mobinil suffered tremendous financial losses because of Naguib Sawiris, the figure head of Mobinil who posted a comic making fun of the Muslim Brotherhood. This action was used as a weapon against Sawiris and Mobinil. The Muslim brotherhood lunched a campaign against Sawiris that claimed that Sawiris was attacking Islam and making fun of the Muslim’s core-cultural beliefs and that made Mobinil lose more market ground than ever. So, simply the problem has always been customer relationships and maintaining them. Literature Review The telecommunications market in Egypt is a highly competitive, increasingly saturated, and fast-paced market. The three companies that currently offer cellular communication services are: Mobinil, Vodafone Egypt, and Etisalat. The market is open to international investment and the three current companies are private-owned. Telecom Egypt (TE), Egypt’s 80% government-owned, only fixed-line operator has recently gained license to provide mobile services through the...
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...Korea & Japan Trip Spring 2001 NTT DoCoMo and Japan’s Wireless Industry Anu Bhave Haakon Brown Will Chu Jose De Oteyza Mario Lewis Wendy Miller Luis Pintado NTT DoCoMo seems to have the elements of a successful global player. First, it is in a promising market. The wireless phone market is growing rapidly and industry forecasts predict more than half the world’s population will own a cellular phone by the year 2003, a much higher penetration rate than computers. Furthermore, based in Japan, DoCoMo has the advantage over American and European counterparts, like AT&T, Sprint and Vodafone AirTouch, of being closer to the 3.3 billion person Asian market. In addition, DoCoMo is at the leading edge of technology and is expected to be the first mobile operator to launch a 3rd Generation (3G) wireless network by Spring 2001. NTT DoCoMo Background In 1959 Nippon Telegraph and Telephone (NTT) entered the telephone industry in Japan with an offering of maritime telephone service. They added paging services in 1968, car telephone services in 1986, and in-flight public telephone service in 1987. In 1991 NTT established a separate company to provide wireless communication offerings, NTT Mobile Communications Network, Inc. This new company was then spun off by NTT in 1992, ultimately resulting in one of the biggest initial public offerings for the time in 1998, and is now 67.1% owned...
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...Korea & Japan Trip Spring 2001 NTT DoCoMo and Japan’s Wireless Industry Anu Bhave Haakon Brown Will Chu Jose De Oteyza Mario Lewis Wendy Miller Luis Pintado NTT DoCoMo seems to have the elements of a successful global player. First, it is in a promising market. The wireless phone market is growing rapidly and industry forecasts predict more than half the world’s population will own a cellular phone by the year 2003, a much higher penetration rate than computers. Furthermore, based in Japan, DoCoMo has the advantage over American and European counterparts, like AT&T, Sprint and Vodafone AirTouch, of being closer to the 3.3 billion person Asian market. In addition, DoCoMo is at the leading edge of technology and is expected to be the first mobile operator to launch a 3rd Generation (3G) wireless network by Spring 2001. NTT DoCoMo Background In 1959 Nippon Telegraph and Telephone (NTT) entered the telephone industry in Japan with an offering of maritime telephone service. They added paging services in 1968, car telephone services in 1986, and in-flight public telephone service in 1987. In 1991 NTT established a separate company to provide wireless communication offerings, NTT Mobile Communications Network, Inc. This new company was then spun off by NTT in 1992, ultimately resulting in one of the biggest initial public offerings for the time in 1998, and is now 67.1% owned...
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...Available online at www.sciencedirect.com Journal of Interactive Marketing 23 (2009) 61 – 69 www.elsevier.com/locate/intmar Probability Models for Customer-Base Analysis Peter S. Fadera,⁎ & Bruce G.S. Hardieb a 749 Huntsman Hall, Wharton School of the University of Pennsylvania, 3730 Walnut Street, Philadelphia, PA 19104-6340, USA b London Business School, UK Abstract As more firms begin to collect (and seek value from) richer customer-level datasets, a focus on the emerging concept of customer-base analysis is becoming increasingly common and critical. Such analyses include forward-looking projections ranging from aggregate-level sales trajectories to individual-level conditional expectations (which, in turn, can be used to derive estimates of customer lifetime value). We provide an overview of a class of parsimonious models (called probability models) that are well-suited to meet these rising challenges. We first present a taxonomy that captures some of the key distinctions across different kinds of business settings and customer relationships, and identify some of the unique modeling and measurement issues that arise across them. We then provide deeper coverage of these modeling issues, first for noncontractual settings (i.e., situations in which customer “death” is unobservable), then contractual ones (i.e., situations in which customer “death” can be observed). We review recent literature in these areas, highlighting substantive insights that arise from the...
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...Mobile Handset Subsidies Strategy Implementation Team 6 Bibin Bopan E011 Shirshendu Dutta E015 Suman Ghosh E019 Srihari Rao Kasaraneni E028 Satchit Sawant E045 Utsav Shah E045 Shubham Shukla E049 Contents Mobile Handset Subsidies 1 Part1 2 Introduction on handset subsidies and their purposes 2 Part 2 4 Different subsidy models used across different economies and firms 4 (Except India/Indian) 4 Part 3 6 Subsidies and Implementable Models for India 6 Part 5 9 Government Regulations on Mobile Handsets 9 Part1 Introduction on handset subsidies and their purposes Handset Subsidy as defined by Technology Glossary is: Handset Subsidy: Frequently, a wireless company will sell a phone (handset) below cost, with the hope of making up the loss later on customer usage fees. The amount of loss per handset is called the handset subsidy. Purpose behind lowering upfront payment for mobile handset devices: A lot of purposes could be attributed to models that lower upfront payments for handsets in return for longer term service contracts designed to recover fees in One to Three years. a. Upfront costs for new mobile handsets or tablets could be a barrier for people who are otherwise willing to pay in instalments. b. Ability to lock in customers or retain old ones or to attract them from other operators by giving them better handsets by more valuable contracts. c. Leveraging the capabilities...
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...a company’s objective. Ghana is the potential market identified because the Government is committed to implementing policies that reduce the general cost of doing business in Ghana and to promote investor confidence in the country. With a stable multi-party government that is committed to market liberalization, Ghana has been ranked as one of the most attractive locations for doing business in Africa, other factors are 100% foreign ownership is permitted, competitive labor force, Quota free access to USA and other European Union Markets, A sound macroeconomic Environment, On-going privatization in key economic sectors, On-going infrastructure development, high degree of personal safety and warm and friendly people, Fast developing financial infrastructure and immediate access to all markets of Economic community of West Africa(ECOWAS). (2012 KPMG Report). Tesco is a British multinational grocery shop and general merchandise retailer headquartered in Chestnut Hertfordshire England, United Kingdom. It has stores in 12 countries across...
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...per cent of global telecommunications revenues (up from 3 per cent in 1990). Mobile telephony is one of the high growth market segments of the Egyptian telecommunications sector, having outpaced the growth of fixed-line telephony, which currently stands at 7.5 million lines, growing at a compound annual growth rate (CAGR) of approximately 14.6 per cent during the period 1995/2000, compared with the staggering CAGR of 169 per cent for mobile telephony during the period 1997/2002 (American Chamber of Commerce in Egypt 2001, p. 14). Since the opening up of the sector to private investment in 1998, the Egyptian mobile telecommunications sector has been host to two of the world’s largest mobile operators, namely France Telecom and Vodafone. The two companies, in partnership with their 88 Egyptian Case Studies 89 Egyptian...
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...at the University of Utah, to win HBS’s 2010 Social Venture Track Business Plan Contest. Their idea was to bring clean water to several African nations using a network of existing water vendors, readily available water purification technology, and mobile-banking technology. If they were successful in Dar es Salaam, the team planned to expand operations into several other African urban centers where water quality was poor. UWP’s seed money, the prize winnings from the HBS competition, would be gone at the end of the month, and the team had a meeting scheduled in late August with an HBS alumnus who was interested in investing in the company. At the meeting they intended to present their business plan, updating their original financial analysis with experience gained from two months of work getting UWP started. Of particular importance was to show UWP’s path to profitability: the team knew there was considerable skepticism among investors that clean water could be delivered profitably in an emerging African economy like Tanzania. Origins of UWP On the first day of HBS’s fall Required Curriculum (RC) semester 2009, Jones and Matto walked into Aldrich Hall anticipating their first MBA class. At first, Jones, a medical doctor with a deep interest in public health, and Matto, with a private...
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...Mergers, Acquisitions and Corporate Restructuring II MERGERS, ACQUISITIONS AND CORPORATE RESTRUCTURING Mergers, Acquisitions and Corporate Restructuring Edited by Chandrashekar Krishnamurti Vishwanath S.R. Copyright © Chandrashekar Krishnamurti and Vishwanath S.R., 2008 All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the publisher. First published in 2008 by Response Books Business Books from SAGE B1/I-1 Mohan Cooperative Industrial Area Mathura Road, New Delhi 110 044, India SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320, USA SAGE Publications Ltd 1 Oliver’s Yard, 55 City Road London EC1Y 1SP, United Kingdom SAGE Publications Asia-Pacific Pte Ltd 33 Pekin Street #02-01 Far East Square Singapore 048763 Published by Vivek Mehra for Response Books, typeset in 9.5/13 pt Berthold Baskerville by Star Compugraphics Private Limited, Delhi and printed at Chaman Enterprises, New Delhi. Library of Congress Cataloging-in-Publication Data Mergers, acquisitions and corporate restructuring/edited by Chandrashekar Krishnamurti, Vishwanath S.R. p. cm. Includes references and index. 1. Consolidation and merger of corporations. Corporate reorganizations. I. Vishwanath, S.R., 1971– II. Krishnamurti, Chandrashekar, 1956– HG4028.M4 .M44 658.1/6 22 2008...
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...1.0 Introduction: Strategic management is a continuous activity that appraises and controls the industries and the business in which the company is involved; evaluates its rivals and sets organizational purpose and strategies to address with all existing and potential competitors; and then reevaluates each strategy after a definite time period to determine how it has been applied and whether it has thrived or needs replacement by a new strategy to meet changed environments, new rivals or new political, economical social, technological environment. Strategic management is very important and broader area than any specific functional management area. It determines whether an organization excels, survives, or dies. It is very essential because it leads all the functional arenas of the business. It is generally believed that businesses, which develop formal strategic management systems, have a greater possibility of success than those, which do not. (Jauch and Glueck,1988,) Strategic management helps organizations predict future problems and opportunities. It endows with crystal-clear vision, mission, objectives, and strategies that guide organization into the secured future. Strategic management is a stream of decisions and actions. (Jauch and Glueck,1988). It is a procedure by which top-level management decides and does for the success of the company. It helps to determine the best possible strategy so that company could win the game in competitive business environment...
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...CHAPTER-1 INTRODUCTION The objective of this research is to identify the reasons behind why sales team are not able to achieve their sales targets especially in telecom industry. Through this research we will try to find out the targets as being set by a company and the actual level of sales made by it. The following data suggests that in recent years the telecom industry’s sales have fairly decreased. One, Only average 60 % of active users are in market which leads to decline in voice sale.( TOI article 30-June-2011). Second, Total sales of telecom equipment to mobile operators fell by a drastic 24% during the last financial year despite most companies starting their roll-out of 3G services (Real Time News). Third, Decline in capital expenditure from Rs.29,600 crore in 2008 to Rs.9,500 crore in 2010 (Business Line article 15-Aug.-2011). Fourth, Decline in margins of product and, Fifth, Hyper competition in market. This shows that there is pressure to perform in competitive environment to achieve sales targets. Many authors feel that a wholesome and fair work environment on sales teams is essential for a positive work experience (e.g., Clifford, 1999; Cook, 1995). One of the issues that continue to concern sales people as well as sales managers is that of performance criteria and such criteria can be frustrating for both of them. (Clifford, 1999; Fetter, 1993; Muczyk & Gable, 1987; Swan, 1991). The sales force industry has grown since mid-1990s (Gabe & Goldberg,...
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... it can only provide a generalized snapshot of the risks that we — and the sector as a whole — see at this time. Given this, we would encourage you to read this report with an open mind and inquisitive attitude. Are these really the risks you face in your own business? If not, how and why are your organization’s risks different? And how do those particular risks impact you? The answers inevitably vary from company to company. But in every case, we believe that leaders should take the following steps: • Undertake a thorough risk assessment at least annually, to define your key risks and weigh their impact on business drivers. The risks in this report can provide a useful starting point. • Extend this risk assessment beyond the usual financial and regulatory risks to consider the wider environment in which the organization operates and the full extent of its operations, now and into the future. • Conduct scenario planning for the major risks that you identify, and...
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