Strategic Audit of Vodafone

TERM PAPER
OF
STRATEGIC MANAGEMENT
STRATEGIC AUDIT
VODAFONE
SUBMITTED TO:-
Mr. Amit Kumar Lal SUBMITTED BY:-
ARUN KUMAR GULERIA
Section T1801
Roll No. RT1801A02
Program Code: 194
Reg. No. 10807166
LOVELY PROFESSIONAL UNIVERSITY

LOVELY INSTITUTE OF MANAGEMENT (LIM)
© ARUN GULERIA | arun_guleria@ymail.com

ACKNOWLEDGEMENT
In order to make my project I acknowledge a special thanks to all those people

without whose supports it would not be possible for me to complete for me to complete my
report.
First of all I really thankful to Lovely Professional University and I express my

sincere thanks to my project guide Mr. Amit Kumar Lal who had guide to me throughout
my project.
Also I would like to express my inner feeling for all the people for co-operating and
helping me throughout the project.
Last but not the least I am thankful to my parents and friends who have provided me
with their constant support throughout this project.
Arun Guleria

INDEX
S.No. Particular Page No.
1. Executive Summary 4
2. Industry Profile 5
3. Mission & Vision 8
4. Board Of Directors 8
5. Organisation Structure 9
6. Organization Analysis 10
7. Industry Environment 14
8. Competitor Analysis 17
9. Environment Analysis 19
 Internal Environment 19
 External Environment 21
10. SWOT Analysis 22

11. Financial Analysis 23
12. Products & Services Offered By Vodafone 24
13. Acquisitions By Vodafone 32
14. Articles / News Of Vodafone 28
 India’s GSM Subscriber Base Scales 28
 Case Against Vodafone 28
 Vodafone Unveils New Internet Service 29
 16.7 Pc Increase In Operating Profit 29
 Vodafone Rings In Eco-Friendly Mobile Base Station 30
 Vodafone Rings 100 MN Subscribers In India 30
15. Strategic Alternatives 32

 Corporate Strategic Alternatives 32
 Business Strategic Alternatives 32
 Functional Strategic Alternatives 33
16. Recommended Strategy 33

17. Conclusion 34
18. Bibliography 35

EXECUTIVE SUMMARY
This project is based on “Strategic Audit” as the telecom sector is growing at a very good pace.
The telecom company which I have selected for my project is VODAFONE. The reason
behind selecting Vodafone is its various schemes in product & service category & also its
future strategic where the company is coming out with lots of new & affordable schemes for
its customers. Vodafone is a UK based company & has various branches all over the world.
The company was started in the mid 70’s & since then it has never looked back. They have
various strategic for various countries customers depending on the status of the customers.
Vodafone has various product categories ranging from chargers, internet, mobile phones,
headsets & headphones & many more. In the service category it has internet services which
include broadband internet & PC internet services.
Apart from the products & services normally offered they also came out with some
interesting & unique product like the i phone. This was one of the biggest events in the
history of Indian telecom industry. The phones were available at around Rs. 32000-36000
which has a unique feature called as 3G system.
Vodafone also came out with cell phones for the poor which were a part of their social
responsibility toward the poor class people of the society. The phones were available in the
range of 1000 Rs -1500 Rs which was one of the successful strategies of Vodafone.
According to the 2002-2008 data VODAFONE captures the market with 17.56 % & is at the
3rd position just after Bharti with 24.69% & Reliance with 17.68%.
Vodafone also came out with one of best& most attractive advertisement which no one has
ever seen before called as “VODAFONE ZOO-ZOO’S”. This advertisement was a part of
VODAFONE’S marketing strategy to boost its sales during the IPL 2 season. This was one of
the master moves by VODAFONE to introduce ZOO-ZOO during the IPL 2 season which
was a “SUPER-HIT”.
VODAFONE is planning to come with its own accessories stores which would be a one-time
shop for its customers wherein the customers will get all the products under one roof.
Vodafone’s future plan is to become no.1 telecom company by the year 2010-2011 which
does not seems to be very difficult keeping in mind the progress it has made in the last 5
years.
Vodafone is the largest player in the European mobile telephony market through its newly
acquired assets and organizational expertise. Vodafone has a high gross margin and profit
margin when compared to its competitors, making more money per customer than its
competitors, with more customers than its competitors. Across the board, profit margins are
decreasing at an increasing rate. In a fast cycle market such as the mobile phone industry it is
important to stay ahead of the curve and constantly improve and search for better ways to
accomplish the same goal at a low cost. Vodafone is also the official sponsor of the England
Cricket Team for the Npower test series . It has also shaken hands with the most popular
football tournament UEFA CHAMPIONS LEAGUE football which is a part of the
promotional strategy of Vodafone

INDUSTRY PROFILE
Today the Indian telecommunications network with over 375 Million subscribers is second
largest network in the world after China. India is also the fastest growing telecom market in
the world with an addition of 9- 10 million monthly subscribers. The Department of
Telecommunications has been able to provide state of the art world-class infrastructure at
globally competitive tariffs and reduce the digital divide by extending connectivity to the
unconnected areas. India has emerged as a major base for the telecom industry worldwide.
Thus Indian telecom sector has come a long way in achieving its dream of providing
affordable and effective communication facilities to Indian citizens.
As a result common man today has access to this most needed facility. The reform measures
coupled with the proactive policies of the Department of Telecommunications have resulted
in an unprecedented growth of the telecom sector.
According to TRAI, by the end of February, the total number of subscribers had reached 413
million. Of this, 91% were mobile phone subscribers. The rising number of subscribers has
pushed the tele-density to 35.62% showing a stupendous annual growth of about 50%, one of
the highest in any sector of the Indian Economy. Also industry estimates show that telecom
industry in India will witness a compound annual growth rate (CAGR) of 26% to reach 3,
44,921 crore by 2012. It is set to generate employment opportunities for close to 10 million.
India’s telecom sector has shown massive upsurge in the recent years in all respects of
industrial growth. From the status of state monopoly with very limited growth, it has grown
in to the level of an industry. Telephone, whether fixed landline or mobile, is an essential
necessity for the people of India. This changing phase was possible with the economic
development that followed the process of structuring the economy in the capitalistic pattern.
Removal of restrictions on foreign capital investment and industrial de-licensing resulted in
fast growth of this sector.
At present the country’s telecom industry has achieved a growth rate of 14 per cent. Till
2000, though cellular phone companies were present, fixed landlines were popular in most
parts of the country, with government of India setting up the Telecom Regulatory Authority
of India, and measures to allow new players country, the featured products in the segment
came in to prominence.
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Indian Telecom sector, like any other industrial sector in the country, has gone through many
phases of growth and diversification. Starting from telegraphic and telephonic systems in the
19th century, the field of telephonic communication has now expanded to make use of
advanced technologies like GSM, CDMA and WLL to the great 3G Technology in mobile
phones. Day by day, both the Public Players and the Private Players are putting in their
resources and efforts to improve the telecommunication technology so as to give the
maximum to their customers.
The huge potential offered by the untapped rural market will help push growth for telecom
operators in the years to come. At present, rural India accounts for just 27% of the country’s
cellular base, though it constitutes 70% of the population.
MOBILE SUBSCRIBER BASE IN INDIA
Operator Mar ‘10 Apr ‘10 Change

HFCL Infotel 3,85,596 3,88,285 -2,689
MTS India 7,68,640 5,99,801 1,68,839
Loop Mobile 22,04,676 21,64,211 40,465
Spice 41,71,587 41,33,342 38,245
MTNL 45,29,557 44,82,512 47,045
Aircel 1,95,85,299 1,84,78,325 11,06,974
Tata Teleservices 3,57,27,203 3,51,21,964 6,05,239
Idea 4,00,02,654 3,88,89,457 11,13,197
BSNL 5,31,74,300 5,21,44,234 10,30,066
Vodafone 7,15,41,888 6,87,68,988 27,72,890
Reliance 7,48,36,610 7,26,66,192 21,70,418
Bharti Airtel 9,6735,306 9,39,23,248 28,12,058
Total 40,36,63,316 39,17,60,569 1,19,02,747
MOBILE SUBSCRIBER GROWTH RATE

GSM SUBSCRIBER IN INDIA
GSM SUBSCRIBER GROWTH CDMA SUBSCRIBER BASE IN INDIA
CDMA SUBSCRIBER GROWTH

MISSION & VISION
Mission
Driving in a wireless world. Vodafone is primarily a user of technology rather than a
developer of it, and this fact is reflected in the emphasis of our work programme on enabling
new applications of mobile communications, using new technology for new services,
research for improving operational efficiency and quality of our networks, and providing
technology vision and leadership that can contribute directly to business decisions
Vision
To enrich our customer's lives through the unique power of mobile communication Our
Vision is to be the world’s mobile communication leader – enriching customers’ lives,
helping individuals, businesses and communities be more connected in a mobile world
Board of Directors:
1. Sir John Bond (Chairman)
2. Vittorio Colao (CEO)
3. John Buchanan (Deputy Chairman)
4. Andy Halford (CFO)
5. John Buchanan
6. Andy Halford
7. Michel Combes
8. Alan Jebson
9. Samuel Jonah
10. Nick Land
11. Anne Lauvergeon
12. Simon Murray
13. Steve Pusey
14. Luc Vandevelde
15. Tony Watson
16. Philip Yea

ORGANISATION STRUCTURE

ORGANIZATION ANALYSIS
Vodafone Group plc is a British multinational mobile network operator headquartered in

Newbury, England. Vodafone is the world's largest mobile telecommunication network
company, based on revenue, and has a market value of about £71.2 billion (November 2009).
It currently has operations in 31 countries and partner networks in a further 40 countries.
Based on subscribers, it is the world's second largest mobile phone operator behind China
Mobile, with over 427 million subscribers in 31 markets across 5 continents as of 2009. In the
UK, its home ground, Vodafone has badly underperformed in the last few years due to brisk
change in administration. It has slipped from first to third largest telecom operator generating
a revenue of £4.9 billion from its 18.7 million customers in 2008-09, As of March 31, 2009,
the company employs more than 79,000 people worldwide.
The name Vodafone comes from voice data fone, chosen by the company to "reflect the
provision of voice and data services over mobile phones".
Vodafone owns 45% of Verizon Wireless, the largest wireless telecommunications network
in the United States, based on number of subscribers.
It is listed on the London Stock Exchange, where it is a constituent of the FTSE 100 index.
Previously Vodafone was listed on New York Stock Exchange, but later it indented to
transfer the listing of its American Depositary Receipts, each representing ten ordinary shares
of its company, from NYSE to NASDAQ. However, it would keep listing its debt securities
on NYSE.
Vodafone’s original logo used until the introduction of the speech mark logo in 1998.
10

Growth of Hutchison Essar (1992-2005)
In 1992 Hutchison Whampoa and its Indian business partner established a company that in
1994 was awarded a licence to provide mobile telecommunications services in Mumbai
(formerly Bombay) and launched commercial service as Hutchison Max in November 1995.
Analjit Singh of Max still holds 12% in company.
In Delhi, UP (E), Rajasthan and Haryana, ESSAR was the major partner. But later Hutch
took the majority Stake.
By the time of Hutchison Telecom's Initial Public Offering in 2004, Hutchison Whampoa had
acquired interests in six mobile telecommunications operators providing service in 13 of
India's 23 licence areas and following the completion of the acquisition of BPL that number
increased to 16.
In a country growing as fast as India, a strategic and well managed business plan is critical to
success. Initially, the company grew its business in the largest wireless markets in India — in
cities like Mumbai, Delhi and Kolkata. In these densely populated urban areas it was able to
establish a robust network, well known brand and large distribution network -all vital to long-
term success in India. Then it also targeted business users and high-end post-paid customers
which helped Hutchison Essar to consistently generate a higher Average Revenue Per User
("ARPU") than its competitors. By adopting this focused growth plan, it was able to establish
leading positions in India's largest markets providing the resources to expand its footprint
nationwide.
In February 2007, Hutchison Telecom announced that it had entered into a binding agreement
with a subsidiary of Vodafone Group Plc to sell its 67% direct and indirect equity and loan
interests in Hutchison Essar Limited for a total cash consideration (before costs, expenses and
interests) of approximately US$11.1 billion or HK$87 billion.
1992: Hutchison Whampoa and Max Group established Hutchison Max
2000: Acquisition of Delhi operations Entered Calcutta and Gujarat markets through ESSAR
acquisition
2001: Won auction for licences to operate GSM services in Karnataka, Andhra Pradesh and
Chennai
2003: Acquired AirCel Digilink (ADIL — ESSAR Subsidiary) which operated in Rajastan,
Uttar Pradesh East and Haryana telecom circles and renamed it under Hutch brand
2004: Launched in three additional telecom circles of India namely 'Punjab', 'Uttar Pradesh
West' and 'West Bengal'
2005: Acquired BPL (Except Mumbai)- 3 Circles, another mobile service provider in India
2008: Vodafone acquired the Licence in remaining 7 circles and has started its pending
operations in Madhya Pradesh/Chhattisgarh with its headquarters at Malviya Nagar,
Bhopal as well as in Orissa, Assam, North East and Bihar
2008: Vodafone launched the Apple iPhone 3G to be used on its 17 circle 2.75G network.
11

A recurrent theme is that its message Hello stands out visibly though it uses only white letters
on red background. Another recent successful ad campaign in 2003 featured a pug named
Cheeka following a boy around in unlikely places, with the tagline, Wherever you go, our
network follows. The simple yet powerful advertisement campaigns won it many admirers.
2009: Vodafone launched Recharge Online
2009: Vodafone Essar - 1st Indian Telecom operator to receive the Payment Card Industry
Security Standard (PCI DSS) certification for its Mumbai operations and launches unlimited
SMS offer in Mumbai.
2010: Vodafone emerged as the most admired marketer in India. 2010: Vodafone crossed 100
million subscribers in India.
SUBSCRIBER BASE:
The Vodafone subscriber base according to COAI - Cellular Operator Association of India as
of March 2010 was:
 Delhi - 3,216,769
 Mumbai - 3,451,567
 Chennai - 2,174,589
 Kolkata - 2,974,177
 Maharashtra & Goa - 2,610,389
 Gujarat - 6,010,594
 Andhra Pradesh - 2,601,458
 Karnataka - 2,850,346
 Tamil Nadu - 3,180,820
 Kerala - 3,001,133
 Orissa - 520,772
 Punjab - 3,645,501
 Haryana - 1,282,208
 Himachal Pradesh – 1,21,452
 Uttar Pradesh (West) - 2,858,429
 Uttar Pradesh (East) - 3,508,355
 Rajasthan - 3,934,598
 West Bengal & Andaman and Nicobar - 4,825,310
The total is 5,27,68,467 or 24.93% of the total 25,23,55,939 GSM mobile connections in
India till March 2010.
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TARIFF PLAN FOR EXISITING USERS
Tariff Plan 1p Plan Night All@50p Plan Ticket Plan Travel Plan
Calling
Plan
MRP Rs 43 Rs 44 Rs 61 Rs 74 Rs 129
Applicability Existing customers Existing Existing customers Existing Existing
customers customers customers
requiring requiring Roaming
Roaming benefits
benefits
Initial Talktime Rs 30 Rs 36 Rs 40 0 Rs 50
Tariff Validity 1 year 1 year 1 year 1 year 1 year
Local Calls
Vodafone-to-Vodafone calls 1p/sec 50p/min 50p/min 1p/sec 50p/min
(between
11pm -
7am, calls
at
20p/min)
Vodafone - Other Mobile 1p/sec 50p/min 50p/min 1p/sec 50p/min
Vodafone - Landline 1p/sec Re 1/min 50p/min 1p/sec 50p/min
STD
Vodafone-to-Vodafone 1p/sec Re 1/min 50p/min 1p/sec 50p/min
Vodafone - Other Mobile 1p/sec Re 1/min 50p/min 1p/sec 50p/min
Vodafone - Landline 1p/sec Re 1/min 50p/min 1p/sec 50p/min
SMS (160 characters)
Local Mobiles 100 free daily (First 10p 100 free daily (First 100 free daily 50p
Local SMSes will be Local SMSes will be (First two
charged at Re1/sms, charged at Re1/sms, Local SMSes
Post 100 free SMS, Post 100 free SMS, will be
charges at Re1/sms charges at Re1/sms charged at Re
1/sms)
National Rs 1.5 50 p 50 p 100 free daily 50 p
(First two
National
SMSes will be
charged at
Rs1.50/sms)
International Rs 5 Rs 5 Rs 5 Rs 5 Rs 5
Roaming rates (for Rs 77 and Rs 129 Recharge rates applicable only on Vodafone networks )
All Incoming calls Rs 1.5/min Rs Rs 1.5/min 1.5p/sec 70p/min
1.5/min
Outgoing (Local and STD calls) Rs 1.5/min Rs Rs 1.5/min 1.5p/sec 70p/min
1.5/min
All Incoming SMS Free Free Free Free Free
Outgoing (Local and national Rs 1.5/sms Rs Rs 1.5/sms Rs 1.50/sms Rs 1.50/sms
SMS) 1.5/sms
Outgoing (International) Rs 3.45/sms Rs Rs 3.45/sms Rs 3.45/sms Rs 3.45/min
3.45/sms
ISD (Rs / min)
USA & Canada; SE Asia; Landline Rs 6.4 Rs 6.4 Rs 6.4 Rs 6.4 Rs 6.4
numbers in Australia, New
Zealand, UK, Germany & France
(excluding premium destinations)
SAARC: China, Russia, Egypt, Rs 10 Rs 10 Rs 10 Rs 10 Rs 10
South Africa, Kenya, Nigeria,
Japan, South Korea, Mobile
numbers in Australia, UK,
Germany & France (excluding
premium destinations)
Premium Destinations Rs 100 Rs 100 Rs 100 Rs 100 Rs 100
Satellite Calls Rs 500 Rs 500 Rs 500 Rs 500 Rs 500
Bonus Cards applicable STD mins, Night STD STD mins, Night STD mins, STD mins, Night
Speak Bonus card mins, Speak Bonus card Night Speak Speak Bonus card
applicable Night applicable Bonus card applicable
Speak applicable
Bonus
card
applicable
13

INDUSTRY ENVIRONMENT
Use Porter’s Five Forces Model to determine the attractiveness of the mobile telephony
industry. Based on your analysis, is the industry attractive or unattractive?
1. Threat of New Entrants - Low

While evidence suggests companies often find it difficult to identify new competitors that is
not the case in the mobile phone industry. Because the mobile phone operators must compete
for spectrum licenses, they can easily identify their competitors in the individual markets.
The threat of new entrants bringing additional production capacity should be downplayed in
this industry, because technology should assumed to be similar and thus new entrants do not
necessarily bring additional production capacity, nor does their entry hold consumer cost
down. The fixed-line operators do however present a risk to mobile phone operators, because
they will certainly provide extra production capacity and lower the consumer costs as a result
of this competition.
2. Barriers to Entry - High

A. Economies of Scale - Moderate
The mobile phone companies were expanding internationally at a fast pace, but the potential
benefits of economies of scale in R&D and network exploitation remained unclear. Mobile
phone manufacturers did enjoy great economies of scale in production, marketing and R&D,
which allowed the three major producers to dominate the industry and sustain a competitive
advantage. Strategic alliances with these producers would allow the major mobile phone
operators to share in these economies, to lower costs for both companies and to minimize the
threat of new entrants.
B. Product Differentiation - Low

There was no evidence that mobile phone operators achieved product differentiation. In fact,
mobile phone manufacturing brands were more important to consumers than those of the
mobile phone operators. As a result, mobile phone operator product differentiation could only
be successful if in conjunction with the major phone manufacturer brands.
The multimedia content of mobile phone operators could prove to be a successful strategy for
product differentiation in the future.
C. Capital Requirements - High

Compared to capital requirements of the telecommunications industry as a whole, the mobile
phone industry capital requirements were low. However, within the mobile phone industry,
capital requirements present a significant barrier to entry. Because spectrum licenses went up
for auction, only the most financially fit and liquid mobile phone operators could acquire
these essential components of their business strategy.
One method of negating these stiff capital requirements within the mobile phone industry was
to acquire or form alliances with existing operators in other countries. These arrangements
took shape through the use of roaming agreements, allowing one operator’s customers to use
their allies’ network when their own was unavailable.
D. Switching Costs - Low

Because product differentiation is low between the mobile phone operators, switching costs
are bound to be low. If multimedia content becomes a major opportunity for product
differentiation as is expected, this could raise the switching costs for customers.
14

Switching costs could also be higher if mobile phone operators and manufacturers decided to
create and operate equipment that was not compatible across mobile phone operators. This
seems unlikely, as it would also reduce the ability of mobile phone operators to put in place
roaming agreements with their allies.
E. Access to Distribution Channels - Low

European regulations governed distribution channels through the use of spectrum licenses.
This policy of auctioning licenses to mobile phone operators should be considered a strong
barrier to new entrants.
F. Cost Disadvantages Independent of Scale - Low

There are no cost advantages that the mobile phone operators have established that new
entrants can not duplicate.
G. Government Policy - Low

Government controls the entry into the mobile phone industry through their spectrum
licenses.
Deregulation would pose a significant threat to existing mobile phone operators, but does not
seem to have been on the horizon.
3. Expected Retaliation - High

Mobile phone operators have a major stake in the industry through the purchase of licenses
and investment in fixed assets with few, if any, alternative uses. These mobile phone
operators also have substantial resources.
New entrants pose a threat in the sense that industry growth is fast and seemingly
unconstrained, except for the role of licenses. Vodafone should expect retaliation by its
competitors if they acquire Mannesmann, a point where they will have significantly less
financial slack than their competitors.
4. Bargaining Power of Suppliers - High

Mobile phone manufacturers are the primary supplier to the mobile phone operator market.
These manufacturers were dominated by Ericsson, Nokia, and Motorola with 61 percent of
the market.
Because the mobile phone manufacturing brands were more important to consumers than the
mobile phone operators themselves, bargaining power of suppliers was high.
Industry firms are not a significant customer for the supplier group because the suppliers
operate in far more international locations and markets than the mobile phone operators.
Suppliers’ goods are critical to buyers' marketplace success. Mobile phone manufacturers
could integrate forward into the industry. These suppliers were credible, having substantial
resource and provide a highly differentiated product.
5. Bargaining Power of Buyers - High

There was very little differentiation among mobile phone operators, and the switching costs
are low.
Accordingly, the industry firms battle for higher quality, greater levels of service, and lower
prices than their competitors, and the consumers benefit.
Mobile phone customers purchase the entire portion of the mobile phone operator's industry
output. The sales of the mobile phone service account for the entire amount of the seller's
annual revenues. The mobile phone customers could switch to another mobile phone operator
15

at little, if any, cost. The mobile phone industry's products are undifferentiated and
standardized. The buyers do not pose a credible threat of backward integration because of the
high capital requirements.
6. Threat of Substitute Products - Low

Substitute products for the mobile phone industry could be considered fixed-line phone
products if convergence is not considered to exist. This substitute product’s price is not
lower, and its quality and performance capabilities are negligible compared to mobile phone
products. Switching costs are low but the advantage goes to the mobile phone industry
because there is a greater chance of switching to mobile phones from fixed-line phones than
the other way around.
7. Intensity of Rivalry among Competitors - High
(a) Numerous or Equally Balanced Competitors - High

There are many equally balanced competitors in the mobile phone industry, and industries
with these characteristics tend to have strong rivalries.
(b) Slow Industry Growth - Low

Because the mobile phone market is undoubtedly growing, there is little pressure to take
customers from competitors.
(c) High Fixed Costs or High Storage Costs - High

Mobile phone operators have high fixed costs due to spectrum licensing and the
establishment of wireless network points of access. As a result, these mobile phone
companies try to maximize their productive capacity, which leads to excess capacity and
intense rivalry.
(d) Lack of Differentiation or Low Switching Costs - High

Because buyers in the mobile phone industry believe mobile phone service is a commodity,
rivalry within the mobile phone industry is high. Switching costs for mobile phone consumers
are also low, so competitors can easily attract buyers through pricing and service offerings.
(e) High Strategic Stakes - High

Nearly all operators in the mobile phone industry considered it their primary market, so
competitive rivalry is intense. Europe is a dense market; high strategic stakes also exist
because of this geographic location. These competitors want as much of the markets as then
can get.
(f) High Exit Barriers - Low

Specialized assets such as spectrum licenses maintain a high resale value. Fixed costs of exit,
strategic interrelationships, emotional barriers, government and social restrictions are all
negligible.
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COMPETITOR ANALYSIS
Cellular Service Providers:
As on Apr 2007 India has 167 million mobile phone subscribers. Out of this 125 million are
GSM users and 41 million CDMA users. BSNL, Bharti Airtel, Hutch, Idea, Aircel, Spice and
MTNL are the main GSM providers in India. Reliance Communications and Tata Indicom
are the main CDMA providers in India.
Bharti Airtel
Airtel is providing cellular services in Delhi, Mumbai, Kolkata, Chennai, Andhra Pradesh,
Gujarat, Haryana, Himachal Pradesh, Jammu and Kashmir, Karnataka, Kerala, Madhya
Pradesh, Maharashtra, Goa, Orissa, Punjab, Rajasthan, Tamil Nadu, UP and West Bengal.
Airtel is the No.1 cellular service provider in India using GSM technology. Airtel has 23%
market share in India with a total subscriber base of 38 million.
Reliance Communications
Reliance has both CDMA and GSM networks and total subscriber base of 29 million or 17%
market share. It has GSM network in Assam, Bihar, Himachal Pradesh, Kolkata, North East,
Madhya Pradesh, Orissa and West Bengal. Reliance has CDMA networks in other states and
cities.
Bharat Sanchar Nigam Limited (BSNL)

BSNL is a state owned telecom company which has GSM presence in almost every cities and
towns. BSNL has 27 million subscribers with a market share of 16%.
Vodafone
Vodafone is another emerging GSM provider in India with coverage in Kerala, Mumbai,
Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh, Karnataka and Punjab with a total
subscriber base of 27 million.
Tata Indicom
Tata Indicom is a main CDMA provider in India with 16 million subscribers all over India.
Tata Indicom has presence in almost every state and cities in India.
During Vodafone competitor analysis, I determined what would drive Vodafone's

competitors, as shown by their future objectives, what their competitor's are doing and can
do, as evidenced by their current strategies, what the competitor's believe about the industry,
as shown by their assumptions, and what the capabilities of competitors are, as shown by
their strengths and weaknesses.
1. Future objectives
Vodafone, unlike its competitors, focused exclusively on the mobile telephony market.
Vodafone believed that fixed-line operations would be a distraction from being a pure
wireless operator. This exclusive focus allowed Vodafone to offer sale and rental of mobile
phone handsets, transmission of both mobile voice and data, and support a wide range of
products and a variety of payment systems. Vodafone, unlike its competitors, had a focus
strategy.
17

Internet would all move to wireless because of its convenience, and placed additional rational
for their exclusive focus on wireless because its return on investment was higher than
operating fixed-line networks. Vodafone will continue to operate as a pure wireless company
in the future.
Vodafone has an aggressive mobile telephony strategy as evidenced by being the first digital
service provider for mobile telephony. Additionally, they were heavily investing in
international expansion through acquisitions and alliances. Through their continued focus on
wireless, Vodafone wanted to be the technological leader of the industry through the
development of the first digital mobile wireless network in Europe and the development of
new methods to send voice and data over the network. These examples show that Vodafone
was not afraid of risk.
2. Current Strategy
Vodafone faced its competitors through the use of a focused strategy. This strategy allowed
Vodafone to produce services that service the entire mobile telephony segment. Vodafone’s
strategy actively targeted all mobile telephone users in and around their market areas. Their
strategy of producing services to the entire telephony segment had been maintained and
updated with the changing technology in the mobile world.
In order to maintain a sustainable competitive advantage Vodafone would have to

continuously update their services with the ever changing technology that exists in the mobile
market. The mobile market had many different competitors each with their own competitive
advantages, and specialties and each within their own market. In order to break out of their
current market and expand into new markets they would have to take on the big fish in the
smaller ponds, and constantly provide better service through improved technology and higher
quality. The costs of imitation to these new technologies by the smaller companies will make
it hard for them to imitate the service structure that Vodafone provides. The high quality of
service will make it non-substitutable and become the new standard of what mobile
customers expect from their service providers. Vodafone’s competitive strategy worked in
their competitive structure but will need to be constantly updated to stay at the front of the
technology curve and not fall behind to its competitors, who would also be attempting to
constantly improve on their current services and technologies. Vodafone's exclusive mobile
focus should be extended into a first-mover strategy.
3. Capabilities
Vodafone's strength is its new operating structure. Because Vodafone was a new company,
their cost structure was much lower than the incumbents. The incumbents did however enjoy
a billing relationship with the customer already in place. Vodafone could also focus sharply
on its primary market, mobile telephony, while all of its competitors would have to focus on
their fixed-line operations as well.
Despite the fact that the European Union was consolidating into a single market, Vodafone
did not have high market shares in EU countries, suffering the effects of Orange, an
innovative new entrant quickly gaining market share. Vodafone was growing quickly
however, allowing their strengths in technology and acquisitions and mergers to maintain its
nearly 65 percent growth.
18

ENVIRONMENT ANALYSIS
INTERNAL ENVIRONMENT
Vodafone’s strongest resources were their intangibles such as human resources, innovation,
and knowledge which put them a step ahead of their competitors. By definition these
resources are more costly and hard to imitate. These resources are rooted deep in the
company’s history by staying focused in mobile markets and not diversifying into other
technology categories that would loose the company’s primary focus and drive through its
core competencies. As the company grew to be the largest in the industry, they remained
focused on the leading edge of mobile technology.
1. Tangible Resources - Strong
(a) Financial Resources - Strong

Vodafone had been operating on a net profit year to year of several hundreds of millions of
pounds, allowing for plenty of acquisitions and money to be spent on research and
development. Vodafone had the expertise to reorganize these assets to earn above average
returns. Each year, investors were willing to lend more credit or equity. By 2000, Vodafone
was the largest telecom in Europe, twice the size of its nearest competitor, Deutsche
Telekom. Activity ratios indicate that Vodafone is more efficient than its competition at
collecting on its receivables and making its inventory work, adjusted for economies of scale.
(b) Organizational Resources - Strong

Vodafone's formal reporting structure and formal planning, controlling, and coordinating
systems are strong, as evidenced by their low cost base, high innovation, and numerous
successful acquisitions and mergers.
(c) Physical Resources - Strong

Vodafone operated a significant amount of mobile telephony network base stations and
owned the spectrum licenses to many mobile telephony markets.
(d) Technological Resources - Strong

Vodafone developed a next generation wireless standard, UMTS, that allows for voice and
data on the same wireless network.
2. Intangible Resources - Strong
(a) Human Resources - Strong

Managerial goals seemed to be aligned with company goals. Managerial experience is great
and led to numerous successful acquisitions and mergers. Detailed and experienced
knowledge of the market and technology that is involved in the mobile markets. Vodafone
has applied this knowledge to the many markets it has entered and has proven successful.
(b) Innovation Resources - Strong

Vodafone has focused exclusively on mobile telephony and has strengthened their role in the
market by offering a next generation network, UMTS, which they developed themselves.
(c) Reputational Resources - Weak
19

Vodafone, like all other mobile telephony operators, suffers from low differentiation. This
leads to an imperceptible difference in product quality, durability, and reliability.
4. Capabilities
Vodafone's capabilities are their ability for management to complete successful acquisitions
and their research and development to enable innovative technology. Vodafone's
management has the ability to acquire and merge with other companies while maintaining an
effective, low cost, organizational structure. Through their research and development,
Vodafone is able to maintain technological leadership in mobile telephony systems.
5. Core Competencies
Vodafone's capabilities in management and research and development should also be
considered their core competencies because these abilities give them a source of competitive
advantage over its rivals. Acquiring and merging with companies has allowed Vodafone to
grow their customer base internationally. By investing in research and development, next
generation platforms for mobile telephony for both voice and data allow Vodafone to
maintain a competitive advantage.
Does Vodafone have a sustainable competitive advantage?
(Sky Huvard)
Only using valuable, rare, costly-to-imitate, and non-substitutable capabilities create
sustainable competitive advantage. Vodafone had valuable, rare, costly to imitate capabilities,
but these capabilities were substitutable, thus, they had a temporary competitive advantage.
However, if
Vodafone finds a way to successfully differentiate itself to become non-substitutable, it will
have a sustained competitive advantage. This temporary competitive advantage has
performance implications of average returns to above-average returns.
(a) Valuable - Yes

Because Vodafone sticks to what it knows best, mobile telephony, and has not ventured into
fixedline telephony or providing content, they created value for their customers by being the
best and most focused.
(b) Rare - Yes

Vodafone's ability to develop innovative technology and successfully merge are rare
capabilities. However, Orange, a competitor acquired by Mannesmann also has these rare
capabilities.
(c) Costly to Imitate - Yes

The organizational culture of Vodafone must be strong to successfully complete mergers and
acquisitions, while simultaneously developing innovative technology. These capabilities have
developed over time and the expertise gained will be very difficult for other firms to develop.
(d) Non-substitutable - No
Vodaphone's mobile telephony is substitutable, as evidenced by the high turnover throughout
the industry.
20

EXTERNAL ENVIRONMENT
Economic
- Recent Government reforms have been directed towards facilitating investment procedures,
attracting more local, Arab and foreign investments and realizing higher rates of employment and
economic growth by improving the investment climate. Accordingly, the number of newly-established
Egyptian companies increased, along with increased net FDI.
According to the data of the Central Bank of Egypt, net FDI amounted from USD 3.9 billion in FY
2004/05 to USD 6.1 billion on FY 2005/06.
- Egypt represents a low cost base, especially after the local currency was floated in 2003. Egypt has a
skilled and competitively cost-effective human resources pool.
Technological
- The Egyptian telecommunications infrastructure is engineered to provide substantial services and to

absorb the rapidly growing ICT industry. With its current infrastructure, and the large number of
international and regional fiber optic cables that pass through Egypt, the country has international and
national links and reliable connectivity to the rest of the world.
- Government sponsored human development programs supply the market with more IT professionals
every year, adding to the over 27,000 professionals in IT, Communications and networks. In addition,
more than 140,000 Egyptians have completed the government-sponsored IT Basic Training program,
which provides training in the use of computers with the aim of making IT a part of daily life.
- In line with the turn of a new decade, the Egyptian Government initiated an ambitious modernization
plan where its capital of human competencies is set as a first priority and the communications and
information technology stands as the key pillar. Stemming from this concept, Smart Villages
Company was founded on a Public-Private-Partnership investment model, with 80% ownership to the
private sector and 20% to the Ministry of Communication and Information Technology.
Political legal
- Egypt is currently undergoing a political and constitutional process of modernization, the most
extensive in its modern history yet to be carried out. President Mubarak on Thursday 5/4/2007 issued
a Republican decree putting in force the constitutional amendments after having been approved by the
mass referendum. The amendments are considered valid starting from the day of announcing the
outcomes.
The amendments included 34 articles on citizenship, economy, political parties formation, public
ethics, property, trade unions, elections, State budget, and prerogatives of the Republic's President,
and others.
- Reducing income, corporate taxes, and custom duties of course helps further investments. The
Egyptian government has passed several laws with the aim of smoothing the way for investors in the
ICT industry in Egypt.
Socio-cultural
- Egypt has a population of more than 71 million. About 65% of Egyptians are under the age of 25,
and more than 15 million young Egyptians are currently in education (primary, Secondary and
21

technical). Meanwhile, over 265,000 university students graduate each year, as do more than 1.06
million high-school students.
More than 16,000 Egyptians graduate each year from technical universities, more than a third of
whom speak two or more languages.
SWOT Analysis
Provide a summary SWOT analysis and a statement of problems facing the company. What
are your recommended solutions to these problems? Be sure to explain how the solutions
should be implemented.
(Sky Huvard, Lindsay Zolad)
 Strengths
 Experience and knowledge in the mobile phone business.
 Multi-market and multi-structure outlook on the mobile consumers and the many
markets in which they are present.
 Strong ability to manage change and acquisition.
 Research and development.
 Immense market power, twice as big as nearest competitor.
 Weaknesses
 Managerial resources thin due to rapid growth and numerous acquisitions.
 Low market power in Europe.
 Opportunities
 Restructuring and smaller acquisitions than Mannesmann.
 Acquisition of Mannesmann to dominate many markets with economies of scale.
 Threats
 Undervaluing them by overvaluing Mannesmann.
 Management can be overly focused on acquisitions.
 Low differentiation.
 Problems and Solutions

Vodafone as with all its competitors has a severe lack of differentiation. By adopting a
greater focus on the customer and maintaining technological leadership, Vodafone can
differentiate itself. By maintaining a strong organizational structure through continual
restructuring, Vodafone can bolster its weak managerial resources. The expansion of
markets will soon be the only way for Vodafone to continue its growth after
penetrating European Union markets. The continuation of their acquisition strategy
and strong managerial leadership will enable sustained growth into new markets.
22

FINANCIAL ANALYSIS
1. Profitability Ratios
Vodafone's operating margin was 1.2 percent higher than the competitor average in 2000.
From 1996-1999, Vodafone’s gross, operating and net margins exceeded those of its primary
competitors, British Telecom, Deutsche Telekom, France Telecom, and Telefonica.
Vodafone's return on assets and return on equity have surpassed competitors.
2. Liquidity Ratios
Vodafone was less liquid than its competitors, on average and individually between 1996
2000 because they maintained lower inventory levels as a percentage of working capital.
Vodafone is cash and receivables poor relative to its short term obligations, but those
obligations are miniscule compared to their total portfolio. Vodafone has traditionally
operated with low liquidity and less inventory than its competitors, and has maintained above
average profitability.
3. Leverage Ratios
In 2000, Vodafone was more aggressive than most in assuming debt to fuel growth. Between
1997 and 1999, debt ratios were above industry averages. Vodafone is in a position to
leverage itself for further growth. Acquisitions and their subsequent returns have given them
massive retained earnings and very little debt.
4. Activity Ratios
Industry turnover was second best in the industry. For Vodafone to maintain above-average
leverage ratios, it had to be significantly more efficient than its competitors economies of
scale. Average collection period and accounts receivable turnover was second best in the
industry. Total asset turnover was twice that of the industry average, and best in the industry.
5. Key Growth Rates

Vodafone maintained operating profits in 2000 while its competitors averaged a loss.
Vodafone exhibits high rates of investment through its growing sales and debt. Vodafone has
experienced tremendous growth due to superior management, operational competence, and
low overhead.
23

PRODUCTS & SERVICES OFFERED BY VODAFONE:
PRODUCTS CATEGORY:
1. Connectivity:
Get a great signal at home - without leaning out of the window - thanks to the Vodafone
access gateway. The gateway simply plugs into your broadband line, boosting your 3g signal
right through your home. It's also small, so you'll hardly notice it's there. Want to share your
signal with friends and family?
2. Headsets & headphones:
Get a great signal at home - without leaning out of the window - thanks to the vodafone
access gateway. The gateway simply plugs into your broadband line, boosting your 3g signal
right through your home. It's also small, so you'll hardly notice it's there. Want to share your
signal with friends and family?
24

3. Flex arm cradle:
Talk in your car - while your hands stay firmly on the wheel. The vodafone car cradle is
designed for any handset. Just attach the suction cap to your windscreen, or clip the cradle to
your air - vent. No mess. No tools. No hassle. Once the cradles attached, twist the bendy arm
for the perfect position. It's as easy as that. Simple and safe, the must-have accessory is, at
just rs.567, very affordable too.
SERVICES:
Vodafone’s new telecoms management service - simplifying the management of fixed and
mobile telecoms services.
INTERNET:
- MOBILE BROADBAND:
MOBILE BROADBAND VIA YOUR PHONE
Feel the freedom. Use the internet your way – with full access to voip services like
SKYPE™, and peer to peer services like file sharing.
With mobile broadband via your phone, you get a whopping 5 gb each month. Simply use
your phone as normal – and if you have a 3g phone, connect it to your laptop to turn your
phone into a broadband modem. Add mobile broadband via your phone – for rs. 1440 a
month
- HOMEBROADBAND:
Vodafone home broadband gives you high-speed internet access and inclusive anytime
landline calls for just 812 rs a month.
With no hidden catches, our customers say its better value than their previous home
broadband package.
25

ACQUISITIONS
(a) Mannesmann, 1999-2000
Vodafone was in negotiations with Mannesmann during the end of the case. On February 4th
2000 Vodafone had officially acquired Mannesmann and Chris Gent, CEO, continued to
dominate the mobile telephony industry and make alliances.
(b) China Mobile, 2000-2002

On November 3rd 2000, Vodafone acquired newly issued shares of China Mobile
representing approximately 2.18% for a cash consideration of 2.5 billion. On February 27th
2001, the Vodafone and China Mobile entered into a strategic alliance for mobile services,
technology, operations and management.
On June 18th 2002, the Vodafone Group invested a further $750 million in China Mobile and
obtained the right to appoint a non executive director to the China Mobile board. Vodafone’s
stake in China Mobile increased to approximately 3.27% as a result of this transaction.
(d) Vodafone Spain, 2001-2003

On May 2nd 2001, the Vodafone announced that it had agreed to acquire BT’s 17.8%
shareholdings in Vodafone Spain for a cash consideration of 1.1 billion pounds, increasing its
ownership interest in Vodafone Spain to approximately 91.6%. The acquisition was
completed on June 29th 2001.
On April 2nd 2002, Vodafone acquired a further 2.2% interest in Vodafone Spain for 400
million pounds, following the exercise of a put option held by Torreal, S.A., increasing the
Group’s interest to 93.8%.
On January 21st 2003, the Vodafone Group announced that it had acquired the remaining
6.2% interest in Vodafone Spain for approximately 1.4 billion pounds. The transaction
completed on January 27th 2003, at which time Vodafone Spain became a wholly owned
subsidiary of the Group.
(e) Vodafone Japan and Japan Telecom, 2004-2005

March 31st 2004, Vodafone held a 66.7% stake in Vodafone Holdings K.K., and a 39.67%
stake in Vodafone Japan. In addition, Vodafone Holdings K.K. held 45.08% of the issued
share capital in Vodafone Japan, making the Vodafone Group’s effective interest in
Vodafone Japan 69.7%.
In the first half of the financial year ending March 31st 2005, the Group increased its
effective shareholding in Vodafone K.K. to 98.2% and its stake in Vodafone Holdings K.K.
to 96.1% for a total consideration of 2.4 billion pounds. On October 1st 2004 the merger of
Vodafone K.K. and Vodafone Holdings K.K. was completed, resulting in the Group holding
a 97.7% stake in the merged company, Vodafone K.K.
2. Strategic Shifts
Arun Sarin became Chief Executive of Vodafone and implemented a new strategy. “We
believe Vodafone is uniquely positioned to succeed through our scale and scope and the
customer focus of all our employees.” To achieve this success, Vodafone has focused several
strategic goals, including, delighting their customer, leveraging their scale and scope,
building the best global team, and expanding market boundaries.
26

(a) Customer Needs
A core strategic goal Vodafone has is delighting its customers. The Vodafone Group has 171
million proportionate customers around the world with a desire for simplicity and
transparency. Vodafone aims to deliver increasing value to its customers by creating
innovative services that meet different needs, supported by world class customer service.
The launch of the 3G consumer service in November 2004 was a key element in pleasing
their customers. This service fundamentally changes mobile communications for their
customers and gives Vodafone a platform to deliver a market leading, differentiated
proposition. Most importantly, it represents a significant ongoing growth opportunity for the
Group through new and enhanced services, additional network capacity and innovative
pricing.
(b) Economies of Scale and Scope

Another key goal is to deliver fully the benefits of their scale and scope. Vodafone aims to
leverage scale and scope through a combination of standardizing designs and processes,
reducing duplication, centralizing certain functions and sharing best practices. This will
improve time to market for new products, create a consistent customer experience across
networks and with a low cost position.
(c) Organizational Structure

Since the beginning of 2005, Vodafone has restructured the business to create a flatter
organizational structure that is better positioned to respond to the rising expectations of their
customers and to deliver on 3G networks.
The previous regional structure has been simplified so that major countries and business areas
now report directly to Arun Sarin, Chief Executive. This new structure focuses more attention
on customers in Vodafone’s local markets, enhances their ability to deliver seamless services
and speeds up execution.
(d) Market Boundaries

The proposed acquisition of TIW’s mobile interests in the Czech Republic is very much in
line with Vodafone’s acquisition strategy, focusing on selected opportunities, primarily in
Central and Eastern Europe. These businesses are fast growing and the Vodafone Group
believes they will retain financial flexibility, allowing them the slack to act quickly and
enhance shareholder wealth.
27

RECENT ARTICLES / NEWS OF VODAFONE
India’s GSM subscriber base scales past the 400 mn mark;
Vodafone Essar notches 3mn new additions in Feb
TT Correspondent | New Delhi | 19 Mar 2010
Indian mobile services continued its fast northward march in terms of subscriber base growth
with GSM operators collectively managing to add over 13 million subscribers in the month of
February, 2010.
The month also saw the GSM subscriber base of the country scaling past the 400 million
mark (results released by COAI do not take into account subscriber base of dual tech
operators RCom and TTSL) with the subscriber base at 407.91 million subscribers.
Vodafone Essar overtook market leader Bharti Airtel in adding the highest number of new
subscribers. It added 3 million subscribers as compared to Airtel’s 2.9 million. Aircel added
1.8 million subscribers while PSU BSNL added 1.5 million. Idea Cellular added 2.25 million
subscribers while new entrants Uninor and S Tel added 1.01 million and 0.21 million
subscribers respectively.
Circle-wise category ‘B’ circles added the highest subscribers with 5 million new subscribers.
CASE AGAINST VODAFONE, FOREST OFFICIALS

SUSPENDED
TT Correspondent | Bhopal | Dec 10, 2009
Seven forest officials have been suspended in connection with the case filed against
Vodafone Essar South Limited for laying cables without permission in two wildlife
sanctuaries in Madhya Pradesh.
"Seven forest officials were suspended yesterday for negligence of duty and a case was
registered against Vodafone Essar South Limited Company under Forest Conservation Act,
following a probe which found that the telecom company had undertaken illegal digging and
cable laying work in Ratapani and Singhori sanctuaries between August and October,"
officials informed on Thursday, Dec 10.
A ranger was one among the seven officials suspended. The officials also said that show
cause notices have been served upon R K Dixit and C S Dubey- superintendents of Ratapani
and Singhori sanctuaries respectively.
An NGO called Prayatna lodged a complaint with the Madhya Pradesh Forest Minister Sartaj
Singh in Nov 2009 following which a probe was started.
28

VODAFONE UNVEILS NEW INTERNET SERVICE
London | Sep 24, 2009
Taking a cue from the growing demand for mobile access to the Internet, Vodafone unveiled
its web service that integrates social networks, contacts and entertainment.
The Vodafone 360 service that comes as a move to counter the competition from Apple,
Google and Nokia, was announced on Thursday, Sep 24.
World's leading mobile phone operator said that the service would be launched on tailor-
made Samsung phones and four Nokia phones in eight European countries by Christmas.
The new Vodafone 360 service would use Limo, an open source operating system. The users
will be able to download the service and choose a suitable data plan.
16.7 PC INCREASE IN OPERATING PROFIT: VODAFONE

RRS GADT | London | March 19, 2009
Vodafone Group, the global cell phone major on Tuesday, May 19 reported 16.7 pc increases
in operating profit (11.8 billion pound) for the year ended Mar 31 on higher revenues from its
new leading markets, mainly India.
In the financial year 2008, Vodafone's profit stood at 10.07 million pound. Company said in a
statement that it witnessed 15.6 per cent jump in revenues at 41 billion pound for the year
ended March 31 against 35.47 billion pound in the FY 2008.
"These results demonstrate the impact of the early actions we took to address the current
economic conditions and highlight the benefits of our geographic diversity. The business
continues to generate cash strongly and we have made good progress in implementing the
strategy announced in Nov (2008)," Vodafone Group Plc Chief Executive Vittorio Colao
said.
The company's revenues in India stood at 2.68 billion pound, while from the entire Asia-
Pacific region revenues were at 5.81 billion pound for the fiscal 2009, the statement said.
"We have continued to drive penetration in India, generating strong revenue growth from our
brand and commercial offers and a substantial investment in network coverage, Calao said.
29

VODAFONE QATAR RINGS IN ECO-FRIENDLY
MOBILE BASE STATION
Alcatel-Lucent technology makes use of solar and wind energy to power station
By Vineetha Menon Published January 20, 2010
Qatar's first hybrid-powered mobile base station has been launched by Vodafone
Qatar, using Alcatel-Lucent technology to harness both wind and solar energy.
The trial site in Qatar makes uses of an ‘energy controller' that can simultaneously draw
power from both photovoltaic panels and wind turbines. This means that, based on solar
intensity and wind speed, it can make the most of the two sources' fluctuating availability at
every second. The station is expected to make the best of local weather conditions, while
reducing costs and improving maintenance quality in remote sites.
"As the first hybrid solution in Qatar to make use of wind and solar energy, this achievement
increases the availability and quality of mobile services to the end customer, while reducing
the impact on the environment. What's more, it is one of the most innovative and best-
performing solutions that we have tested so far in Vodafone," said Jenny Howe, CTO of
Vodafone Qatar.
The launch is part of Vodafone Group's efforts to deploy green energy sources to its affiliates
around the world. It's not the first time a green mobile station has been deployed in the
Middle East however; Turkish mobile network operator Avea announced it was using solar
and wind energy to power one of its base stations in April last year.
The eco-friendly solution used in Qatar was provided by Alcatel-Lucent's Alternative Energy
Program, which aims to equip more than 100,000 mobile base stations with alternative
energy solutions before 2012. It's expected to help reduce 7 million tonnes of CO2 emissions
a year.
"Alcatel-Lucent is absolutely convinced that business has a critical role to play in the
transition to a low-carbon economy. And for us this means both reducing the CO2 emissions
from our own operations and providing energy efficient solutions to our customers. This trial
marks an important milestone for our industrial solution. It also further strengthens our
relationship with Vodafone by giving us the opportunity to combat global climate change
together," stated Marc Kassis, head of Alcatel-Lucent business in Qatar.
30

VODAFONE RINGS 100 MN SUBSCRIBERS IN INDIA
| Kolkata | April 8, 2009
Vodafone Essar, one of India's leading cellular service providers, on Thursdsay

announced that it has crossed the landmark of 100 million subscribers in India.
With this achievement, Vodafone Essar becomes world's 5thoperator with 100 million
customers in a single country. Vodafone has also increased its market share to strengthen its
position as India's second largest operator in terms of revenue.
"This is a significant achievement for us and reflects the trust customers have bestowed on
the company," said Marten Pieters, Managing Director and CEO, Vodafone Essar.
"In the past three years, we have invested over Rs. 20,000 crores to expand our operations to
service customers in India. We will utilize our global and Indian experience to deliver the
best products and services to our customers."
Starting with about 28 million subscribers across 16 circles in May 2007, Vodafone Essar
today has 100 million customers and its footprint has extended to all the 23 circles in the
country.
"In addition to voice and text, Vodafone will also work on investing in platforms that will
enable the delivery of internet and data services to a large part of the country. Vodafone will
also continue to increase investments in new business areas like enterprise and carriers
business," Pieters added.
Around 60pc of the company's customer additions now come from upcountry areas.
Vodafone has a distribution reach of about 1.2 million outlets.
31

STRATEGIC ALTERNATIVES
CORPORATE STRATEGIC ALTERNATIVES
a) Growth: Concentration: Horizontal growth: to create additional revenue streams by

introducing the new 3G services.
Pros:
- increase both market share and ARPU
- boost brand image as the technology leader
Cons:
- risk of not generating the anticipated returns on the heavy investment
b) Stability: Pause: monitor other developments in the market and proceed accordingly.
Pros:
- avoid the risk of failure of the new 3G technology in the local market
Cons:
- miss the first mover advantage if 3G takes off
BUSINESS STRATEGIC ALTERNATIVES
a.) Competitive: Differentiation: by providing superior customer experience through all

touch points.
Pros:
 higher customer loyalty leading to higher Customer Lifetime Value (CLV)
Cons:
 imitation by competitors
b.) Competitive: Cost leadership: by relying on Vodafone Group economies of scale and
by outsourcing strategically unimportant activities.
Pros:
 better control over our costs
Cons:
 imitation by competitors
c.) Cooperative: Strategic Alliances: with Telecom Egypt (TE) to introduce new joint
services to the market.
Pros:
 stronger market foothold
Cons:
 difficulty to overcome the government mentality dominating TE management
32

FUNCTIONAL STRATEGIC ALTERNATIVES
a.) Marketing: product development by continuing to introduce new innovative services
that will retain high value customers/attract those of competitors, and market
penetration by acquiring more of the core customers and finding new ways to
stimulate their ARPU.
b.) Purchasing: effective coordination with Vodafone Group supply chain and partnering
with major suppliers.
c.) Human Resources: retain and develop talents through offering continuous
development opportunities, setting fair and consistent career advancement criterion,
and building strong corporate culture.
d.) Sourcing: outsource activities with low contribution to our competitive advantage
(e.g. IT Application Development & Maintenance).
e.) Operations: go for Enterprise Resource Planning (ERP) to help better aligning the
marketing, customer service, sales and finance areas, and use Point Of Sale (POS) in
our stores to facilitate bill payment and recharges.
RECOMMENDED STRATEGY
On the corporate level:
Growth: Concentration: Horizontal growth: to create additional revenue streams by
introducing the new 3G services.
On the business level:

It is recommended to adopt a blended strategy of cost leadership and differentiation. This is
to embrace the benefits of both strategies while securing a more sustained competitive
advantage. Besides, Vodafone should capitalize on its strategic alliance with TE.
On the functional level:

All the aforementioned functional (marketing, purchasing human resources, sourcing and
operations) strategies are to be pursued in parallel. This will support Vodafone growth
strategy.
Customer Relationship Management
Pricing St rat egies:

 Monthly Price Plans
 Pay As You Do Plans
 Call Charges While Going Abroad
 Pay Monthly Call Charges
 Business Call Charges
33

CONCLUSION
Vodafone with the help of its correct marketing strategy & quality products & services at an
affordable price is one of the world’s leading telecom companies with the customer base of
over 250 million & the future plans & policies of Vodafone will help the company to achieve
its target of adding 500 million by the end of 2010.
An unattractive industry has low entry barriers, suppliers and buyers with strong bargaining
positions, strong competitive threats from product substitutes, and intense rivalry among
competitors. The mobile telephone industry has high entry barriers and a low threat of
product substitutes, but these attractive forces do not sufficiently offset the threats posed by
the strong bargaining position of suppliers and buyers in combinations with the intense
rivalry competitors face.
Vodafone is pursuing a focused cost leadership business-level strategy through their

exclusive focus on the mobile telephony industry. Because Vodafone did not have the
distractions that faced their competitors (such as fixed-line telephony) they are able to save
money and pass the savings to their customers or maintain a profit even when their closest
competitor is only achieving average returns. Vodafone maintained a broad competitive
scope and focused on cost for their competitive advantage.
Vodafone was in a superior financial position compared to its competitors, with substantial
assets and high operational efficiency. Vodafone is the largest player in the European mobile
telephony market through its newly acquired assets and organizational expertise. Vodafone
has a high gross margin and profit margin when compared to its competitors, making more
money per customer than its competitors, with more customers than its competitors. Across
the board, profit margins are decreasing at an increasing rate. In a fast cycle market such as
the mobile phone industry it is important to stay ahead of the curve and constantly improve
and search for better ways to accomplish the same goal at a low cost. By being first-mover,
Vodafone can retain high price points and profit margins compared to its competitors.
Over the years the Group has made excellent progress in executing against their strategic
goals however Vodafone is still looking to improve and remain innovative. They have
restructured the business to more closely align themselves to their strategic goals and have
outstanding and passionate leaders and people in the organization to deliver them. Their
commitment to deliver on their goals is supported by their values, which state that
“everything they we do is driven by our passion for customers, our people, results and the
world around us.”
34

BIBLIOGRAPHY
BOOKS
1. Pearce II, J.A., Robinson Jr., RB and Mital, A., Strategic Management: Formulation,
Implementation and Control, 10th Ed., Tata McGraw-Hill, New Delhi, 2008
2. Mital, A., Cases in Strategic Management, Tata McGraw-Hill, New Delhi, 2008
3. David, F.R., Strategic Management: Concepts and Cases, Pearson Education,

Ed.12th, New Delhi, 2008
INTERNET
1. “Call Alert: Vodafone Seen as a Takeover Target.” The Economic Times. May 3,
2006.
http://economictimes.indiatimes.com/articleshow/1515104.cms
2. “Strategy.” Vodafone Group. May 1, 2009.

http://www.vodafone.com/section_article/0,3035,Category_ID
3. “Significant Transactions for the Year Ended.” Vodafone Group. Mar 1, 2010.
http://www.vodafone.com/article/0,3029,Category_ID
4. “Telecom Giants have Different Branding Strategies.” Intangible Business. Jan 25,
2009.
http://www.intangiblebusiness.com/Content/1194
35

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TERM PAPER

LOVELY PROFESSIONAL UNIVERSITY

© ARUN GULERIA | arun_guleria@ymail.com

In order to make my project I acknowledge a special thanks to all those people

First of all I really thankful to Lovely Professional University and I express my

© ARUN GULERIA | arun_guleria@ymail.com

10. SWOT Analysis 22

15. Strategic Alternatives 32

16. Recommended Strategy 33

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© ARUN GULERIA | arun_guleria@ymail.com

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MOBILE SUBSCRIBER BASE IN INDIA

Operator Mar ‘10 Apr ‘10 Change

MOBILE SUBSCRIBER GROWTH RATE

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GSM SUBSCRIBER GROWTH CDMA SUBSCRIBER BASE IN INDIA

CDMA SUBSCRIBER GROWTH

© ARUN GULERIA | arun_guleria@ymail.com

© ARUN GULERIA | arun_guleria@ymail.com

© ARUN GULERIA | arun_guleria@ymail.com

Vodafone Group plc is a British multinational mobile network operator headquartered in

© ARUN GULERIA | arun_guleria@ymail.com

1992: Hutchison Whampoa and Max Group established Hutchison Max

© ARUN GULERIA | arun_guleria@ymail.com

2009: Vodafone launched Recharge Online

© ARUN GULERIA | arun_guleria@ymail.com

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1. Threat of New Entrants - Low

2. Barriers to Entry - High

B. Product Differentiation - Low

C. Capital Requirements - High

D. Switching Costs - Low

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E. Access to Distribution Channels - Low

F. Cost Disadvantages Independent of Scale - Low

G. Government Policy - Low

3. Expected Retaliation - High

4. Bargaining Power of Suppliers - High

5. Bargaining Power of Buyers - High

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6. Threat of Substitute Products - Low

7. Intensity of Rivalry among Competitors - High

(a) Numerous or Equally Balanced Competitors - High

(b) Slow Industry Growth - Low

(c) High Fixed Costs or High Storage Costs - High

(d) Lack of Differentiation or Low Switching Costs - High

(e) High Strategic Stakes - High

(f) High Exit Barriers - Low

© ARUN GULERIA | arun_guleria@ymail.com

Bharat Sanchar Nigam Limited (BSNL)

During Vodafone competitor analysis, I determined what would drive Vodafone's

© ARUN GULERIA | arun_guleria@ymail.com

In order to maintain a sustainable competitive advantage Vodafone would have to

© ARUN GULERIA | arun_guleria@ymail.com

1. Tangible Resources - Strong

(a) Financial Resources - Strong

(b) Organizational Resources - Strong

(c) Physical Resources - Strong

(d) Technological Resources - Strong

2. Intangible Resources - Strong

(a) Human Resources - Strong

(b) Innovation Resources - Strong

(c) Reputational Resources - Weak