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VODAFONE

NANDHINI KANNAIYAN (13AB18)


SAMYUKTHA (13AB25)
SUKANYA (13AB35)
SWATHITYA (13AB36)
THANGARAJ (13AB37)

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TABLE OF CONTENTS PAGE NUMBER

The Vodafone Story, Vision and Mission Statement 3

Company Values and Strategic Objectives 4

The Competitive Profile Matrix (CPM) 5-7

The External Factor Evaluation (EFE) Matrix 8-10

The Internal Factor Evaluation (IFE) Matrix 11-13

SWOT Analysis 14-15

The Strategic Position And Action Evaluation (SPACE) 16-17


Matrix

Boston Consulting Group (BCG) Matrix 18-20

The Internal-External (IE) Matrix 21

The Grand Strategy Matrix 22-23

QSPM 24-25

Porters Five Force Model 26-33

Conclusion 34

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THE VODAFONE STORY
We're one of the world's leading mobile communications providers, operating in more than 30
countries and in partnership with networks in over 40 more. Across the world, we have
almost 360 million customers and around 19 million in the UK. We made the first ever
mobile phone call on 1 January 1985 from London to our Newbury HQ. Still located in
Newbury, we now employ over 8,000 people across the UK.

WHO WE ARE
We're not about flashy technology or about doing things just for the sake of it. We focus on
what makes people's lives easier. Take text messaging, for example. We came up with that.
Now we deal with over 44 million texts a day.

OUR VISION
Considering how far things have come in just 20 years, predicting the future is never easy in
our business. As nice as a crystal ball would be, we're happy with everyone sharing our
ambition. That way, we're far more likely to achieve it.

We see our future in outstanding data services and products, backed up by the best customer
experience in the business. And our targets are big which means millions of customers
using our data services every day.

MISSION STATEMENT
Well enhance value of our stakeholders and contribute to society by providing customers
with innovative, affordable and customer friendly communication services.
Through excellence in our services we aspire to be the most respected and successful
telecommunications company in India
We see our customers, employees, shareholders and the community we operate in as our most
important stakeholders.

OUR VALUES

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Were obsessed with giving exceptional customer service. Were hands-on, positive and
always looking for fresh ways to deliver. The essence of who we are underpins our values.
And by listening to our people, we've found that three things sum up what we're all about:

Speed were focused on bringing innovative new products and services onto the
market quickly

Simplicity we make things easy for our customers, partners and colleagues

Trust were reliable and transparent to deal with

OUR STRATEGIC OBJECTIVES

Revenue stimulation and cost reduction in Europe

Innovate and deliver on our customers total communications needs

Deliver strong growth in emerging markets

Actively manage our portfolio to maximise returns

Align capital structure and shareholder returns policy to strategy

THE COMPETITIVE PROFILE MATRIX (CPM)

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The Competitive Profile Matrix (CPM) identifies a firms major competitors and its particular
strengths and weaknesses in relation to a firms strategic position. The weights and total
weighted scores in both a CPM and an EFE have the same meaning. However, critical
success factors in a CPM include both internal and external issues; therefore, the ratings refer
to strengths and weaknesses, where 4 = major strength, 3 = minor strength, 2 = minor
weakness, and 1 = major weakness.

Airtel Vodafone Reliance

Critical Success Factors Weight Rating Score Rating Score Rating Score
1. Number of Subscribers 0.20 4 0.8 3 0.6 2 0.4
2. Market Share 0.10 4 0.4 3 0.3 2 0.4
3. Connectivity 0.15 2 0.3 4 0.6 3 0.45
4. Customer care 0.10 3 0.3 4 0.4 1 0.1
5. Value added services 0.10 4 0.3 3 0.3 2 0.2
6. Innovation in Services 0.10 4 0.4 2 0.2 3 0.3
7. Individualized attention 0.05 3 0.15 4 0.2 2 0.1
8. Advertising and 0.10 3 0.3 4 0.3 2 0.2
Promotion
9. Market segmentation 0.05 3 0.15 4 0.2 2 0.1
(Target markets and
Ages)
10. Attractiveness of 0.05 3 0.15 4 0.2 1 0.05
schemes (Eg: Booster
pack)
TOTAL 1.00 3.25 3.3 2.3

Remarks:

1. Subscriber base:
Airtel: As of March 2013 it has18.81 crore subscribers. The subscriber base has
increased from 867 million in April 2013 to 870 million at the end of May 2013,
registering a monthly growth of 0.37%. Rural subscriber base is at 82.16 million.
Vodafone: Market share of 23.05% As of March 2013, Vodafone India had about
15.23 crore customers with biggest rural subscriber base at 82.24 million a tad higher
than Airtels rural subscriber base.
Reliance: A subscriber base of 12.29 crore at the end of March 2013.

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Source:http://gadgets.ndtv.com/telecom/news/telecom-subscriber-base-rises-to-8980-crore-
in-march-trai-373082

2. Market share as of March 2013:


Airtel: 21.69%
Vodafone: 17.56%
Reliance: 14.17%
Source: trai.png

3. Areas of Operation:
Airtel: All India. It operates in 20 countries across South Asia and Africa.
Vodafone: All India. Operates in 30 countries and has partner networks in over 40
additional countries
Reliance: All India (except Assam and NE)

4. VAS: They are services that allow customers to access and consume various genres
of entertainment, sports, devotional and other utility services. Revenue from VAS are
as follows.
Airtel: 9.90% (Rs. 1082.70 crore) of Total revenue as ofQ3-FY13. It provides M-
health, M- education, M- agriculture, M-infotainment etc.

Source:http://www.medianama.com/2013/02/223-airtel-data-arpu-subscribers-q3- fy13/

Vodafone: Revenue from VAS of Vodafone India was around Rs 11.77 billion for
FY13, decreased by 10.8% from 13.19 billion in FY12.

Source:http://www.medianama.com/2013/05/223-vodafone-india-q4-fy13-earnings/

Reliance: Provides services such as M-education, M-agriculture, M-infotainmentetc.


Financial data not available.

5. Innovation in services:
Airtel and Vodafone: It provides variety of services like DTH, broadband and mobile
services. Vodafone doesnt provide DTH services. Large amount of finance is from
its broadband services. Airtels GPRS service is economical than Vodafone but
Vodafone has better range and International network when compared to Airtel. Also,
Airtel mobile internet is much more reasonable and affordable in many parts of the
country as compared to Vodafone
Reliance: Reliance Jio which has pan India spectrum will provide 4G service which
will be 10-12 times faster than 3G. RJIL is the only company in India to have
nationwide 4G spectrum.

6. Advertising and Promotion:


Airtel: Advertises heavily and has effective sales promotion. It spent 2238.9 crores in
advertising as of June 2012 and added 6.02 million subscribers as a result.

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Vodafone: This also has effective marketing strategy called Rebranding after the
acquisition of Hutchison Essar. Most successful ad would be wacky character
Zoozoo which was a huge hit among Children and teenagers.
Reliance: It does not mention Advertisement costs in its Quarterly results.

7. Market Segmentation:

Airtel:

Demographic segment-Middle and Lower Income groups (Bottom Of Pyramid)


People of 20-28 years of age
Target marketing: People living in villages, Teenagers and Businessmen.

Vodafone:

Geographic segment- Rural India (justified by products like chota recharge)and


Urban India
Target Marketing: People living in villages, Teenagers and Businessmen.

Reliance:

It targeted internally. First set of customers were Reliance officials.


Geographic segment: Both Urban and rural India.

Interpretation:

Vodafone is slowly overtaking Airtel to reach the number one position in the telecom industry
in India. It needs to innovative its services and foray into emerging technology like cloud
computing to sustain its position in the Indian market.

INDUSTRY ANALYSIS:

THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX

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An External Factor Evaluation (EFE) Matrix allows strategists to summarize and evaluate
economic, social, cultural, demographic, environmental, political, governmental, legal,
technological, and competitive information.

Each factor has been assigned a weight that ranges from 0.0 (not important) to 1.0 (very
important)Each factor is also assigned a rating between 1 and 4 to indicate how effectively
the firms current strategies respond to the factor, where 4 = the response is superior, 3 = the
response is above average, 2 = the response is average, and 1 = the response is poor. Ratings
are thus company-based, whereas the weights are industry-based.

Threats
1. Continuously decreasing Average Revenue Per User 0.10 3 0.3
2. Excessive competition that leads to price wars 0.10 4 0.4
3. Lack of proper infrastructure 0.09 2 0.18
4. Non- availability of adequate 3G spectrum 0.07 3 0.21
5. High regulatory charges 0.08 2 0.16
6. Low profitability in rural areas 0.06 3 0.18
7. Growing multiplicity in SIM ownership 0.04 2 0.08
Total 1.00 2.76
Key External Factors Weight Rating Weighted Score

Opportunities
1. Rapidly growing subscriber base 0.08 4 0.32
2. Huge market potential 0.08 3 0.24
3. Government policies and regulations 0.10 3 0.3
4. Growing revenue from Mobile Value Added Services 0.07 2 0.14
5. Significant revenue from Mobile Number Portability 0.04 2 0.08
6. Steading rising penetration rate 0.04 3 0.12
7. Innovation in Service and Technology 0.05 1 0.05
REMARKS:

OPPORTUNITIES:

1. India is the second largest telecommunication market. It has grown from 33.69
million subscribers in March 2004 to 898 million subscribers as of March 2013 and
has reached about 904.46 million at the end of July 2013.

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2. Though the urban market looks like it is fast reaching the saturation point, 70% of
population live in rural areas which holds huge potential to drive future growth of our
telecom companies.Tele-density in rural areas is only just about 15%. The government
has proposed to achieve a rural Tele-density of 25% by deploying 200 million-
connections at the end of the Eleventh Five Year Plan. The optimum utilisation of
USO fund and increase in mobile services might help the government attain this goal.
3. In order to encourage consolidation in this sector, an empowered group of ministers
(EGoM) has cleared the mergers and acquisitions (M&A) guidelines for the
telecommunication sector. The Telecom Commission has authorized Rs.5,000crore
(US$ 817 million) government proposal to give away 2.5 crore mobile handsets at
subsidised prices.
4. VAS constitutes 7 -10% of total telecom revenue for Indian telecom operators. VAS
includes,Digital music consisting of CRBT and ringtones alone constitutes 35% of
VAS revenue.
5. Astro, Bollywood, Cricket, and Devotional continue to be most preferred services.
Music downloads, Internet Apps, Search has seen an upsurge. Services like Mobile
banking, 3G, 4G and M-commerce will see rapid growth.
6.
7. According to a survey conducted by professors from Sardar Patel University, Gujarat,
from among a total of 107 respondents, almost half of the total respondents (57.9 %)
wanted to change their current Mobile Service Provider. Vodafone was the choice of
majority (52.3 %) of the respondents.
8. Tele-density has grown from 112 per cent in urban and 21.2per cent in rural areas in
2009 to around 147 per cent in urban and 41 per cent in rural India as of March 2013.
9. Worldwide Interoperability for Microwave Access (WiMAX) WiMAX could be used
as an alternative to cable and DSL for providing broadband access in rural areas. It
would not only enable high-speed internet services through high bandwidth spectrum
but also prove to be a useful mode of communication in inaccessible terrains.

THREATS:

1. With the easing of FDI, increase in new entrants in this space has resulted in intense
competitive pressure and cut throat pricing which has resulted in declining ARPUs.
2. The fierce price war among the telecom operators has commoditized the market
resulting in branding taken a backseat. This also puts a pressure on the profit margins.
3. The operators should have to incur high initial fixed costs to be able to provide
services in rural areas which lack even basic infrastructure such as road and power.
They also lack trained personnel necessary to operate infrastructure.
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4. Since spectrum, the most essential resource required to provide services Spectrum is
very Limited/finite and is inversely proportional to the number of operators.
Therefore, larger the number of service providers smaller will be the amount of
spectrum available to each of them.
5. The regulatory charges in the this sector have a complicated structure. The multiple
levies prove as a hurdle to the smooth implementation of telecom projects in India.

6. Continuous supply of electricity, cash economies, operational and security risks and
availability of trained personnel are few challenges faced when going rural.
C K Prahlad said in his book, The Bottom of the Pyramid the aspirations of the
rural consumer is no different from the current consumer .The rural consumer is also
looking for better access and experience to go hand in hand with his own changing
consumption patterns.
7. From among the new additional subscribers, dual-sim contributes to about 30%-35%
for which one of the reasons may be the service of Mobile Number Portability.

THE INTERNAL FACTOR EVALUATION (IFE) MATRIX

Internal Factor Evaluation Matrix is a popular strategic management tool for auditing or
evaluating major internal strengths and internal weaknesses in functional areas of an
organisation. The IFE matrix comprises of factors (Internal strengths and weaknesses).

Each factor has been assigned a weight that ranges from 0.0 (not important) to 1.0 (very
important)Each factor is also assigned a rating between 1 and 4 to indicate how effectively
the firms current strategies respond to the factor, where 4 = the response is superior, 3 = the
response is above average, 2 = the response is average, and 1 = the response is poor. Ratings
are thus company-based, whereas the weights are industry-based.

Key Internal Factors Weight Rating Weighted Score


Strength

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1) Prominent market position 0.07 3 0.21
2) Global presence and diversification
revenue 0.1 3 0.3
3) Strong advertising strategies and impact on
people 0.15 4 0.6
4) Strong customer base 0.05 3 0.15
5) Global brand strength 0.09 2 0.18
6) Wide geographical reach 0.13 3 0.39

Weakness
1) Centralised management system 0.08 1 0.08
2) High level of customer churn rate 0.08 2 0.16
3) Servicing of client needs 0.12 4 0.48
4) No network coverage in rural areas 0.06 3 0.18
5) Low return on assets 0.07 2 0.14
Total 1.00 2.87

REMARKS:

STRENGTHS:

1.BhartiAirtel has a market share o 26.38% during the September 2013 quarter. Vodafone is
in the second position with 23.05%.

Source:www.telecomlead.com

2. Vodafone has expanded its business in different parts of the world like Europe, Middle
East, Africa and Asia, Pacific and Affiliates. It has partnership with mobile operators in over
40 countries and equity interest over 30 countries. It has a diversified revenue base (i.e.)
Germany contributes 18% of the revenue, Italy(13.5%), Spain(12.7%), UK(11.2%),
India(7%). Africa, Central Europe, Asia and Pacific account for 12, 8 and 7.5% respectively.

3. The Zoozoo concept was created specially to convey value added service offering. It was
a creative advertising which has captured the imaginations of millions. This advertisement
gained so much popularity all over the world. It not only helped the company to raise its
profits but also increased its brand value.

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4. Vodafone is a company with leading market position. Vodafone India has 152.4 million
subscribers as of march 31, 2013. It has postpaid customer base of 8.6 million subscribers as
of Q4 2013. Prepaid customers account for 94.4% of its total customer base. Increased rural
penetration with 73 million rural subscribers.

Source:www.medianama.com; www.vodafone.in

5. Vodafone is present in many countries within Europe. It allows customers to enjoy the
services in their home country. In few countries though Vodafone is not physically present
(eg: Norway) it has strategic alliances which provide better services to the clients. In
Northern and Central Europe Czech Republic, Germany, Hungary, Ireland, Netherlands,
Romania, Turkey, UK.In southern Europe Albania, Greece, Italy, Malta, Portugal, Spain. In
Africa, middle east and Asia pacific Australia, Egypt, Fiji, Ghana, India, New Zealand,
Qatar

Source:www.vodafone.com

WEAKNESSES:

1. Vodafone has a centralised management system which is highly inflexible for today's
competitive market.

2. Churn rate refers to the number of individuals moving out over a specific period of time.
Vodafone has a high level of customer churn rate which is about 33.33%. postpaid churn
declined to 18.2%. prepaid churn declined to 47%. Total churn declined to 47%. This is
common in any subscriber-based service model companies.

Source:www.medianama.com

3. More than 80% of Vodafone's business is running in the Europe. (Vodafone suffered a 4.8
percent hit to organic service revenue in the last three months of 2013 after a poorer
European performance. In Europe, pricing was hit by competition between operators, as
consumers and businesses sought out cheaper phone tariffs)

Source:http://www.ukessays.com/essays/marketing/strategic-recommendations-to-the-
vodafone-group-plc-marketing-essay.php#ixzz2xVnT9ASW

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SWOT ANALYSIS:

A SWOT analysis is a structured planning method used to evaluate the strengths, weaknesses,
opportunities and threats involved in a project or a business venture. A swot analysis can be
carried out for a product, place, industry or person.

Strengths: characteristics of a business or project that give it an advantage over others.


Weaknesses: characteristics that place the business or project at a disadvantage
relative to others.
Opportunities: elements that the project could exploit to its advantage.
Threats: elements in the environment that could cause trouble for the business or
project
Strength Weakness
Prominent market position Centralised management system
Global presence and diversification High level of customer churn rate
revenue low return on assets
Strong advertising strategies and impact
on people
Strong customer base
Global brand strength
Wide geographical reach
Opportunities Threats

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Strategic alliances with other companies. Increasing competition
Increase in popularity of smart phones Mobile number portability
results in increase in the revenue of Legal risks
Vodafone. Market saturation in developed countries
Expansion into the untapped markets. Emergence of alternative
Introduction of newer technologies. telecommunication technology
Revenue from mobile value added High government interference in cellular
services. sector

SO Strategy:

Strategic alliances and teaming up with another operator helps Vodafone to reduce its
costs.
Vodafone has developed networking system with modern technology. It helps the
company to diversify in many countries
WOStrategy:

Vodafone is customer focused and is developing new products and services with
advanced technologies. Providing more added value services to the existing customers
helps to retain them.
ST Strategy:

Innovative mobile advertising and introduction of features helps in meeting the


competition from other firms.
WT Strategy:

Mobile number portability can be reduced by meeting the needs and demands of local
customers

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THE STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX:

The Strategic Position and Action Evaluation (SPACE) Matrix is made of a four-quadrant
framework which helps the given enterprise to find the best suited strategy from the four
strategies, such as, aggressive, conservative, defensive or competitive strategies.

The internal dimensions (Financial Strength FS and competitive Advantage CA) and the
external dimensions (Environmental Stability ES and Industrial Strength IS) forms the axes
of the SPACE graph. The strategic positioning of an enterprise in marketplace can be
determined by the above four factors.

Competitive Analysis (CA) Industry (IS)


-6(worst) -1(best) +6(worst) +1(best)
Product quality -2 Ease of entry +4
Market share -1 Growth potential +4
Customer loyalty -2 Profits +2
Technological know-how -2 Capital intensity +3
Control over suppliers -3 Financial stability +3
Product/service lifecycle -2 Resource utilization +3
Technology know-how +5

Average =-2 Average =3.4

Financial Strength (FS) Environmental (ES)

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+6(worst) +1(best) -6(worst) -1(best)
Working capital +2 Price of competing products -3
Liquidity +3 Barriers to entry -4
Return on investment +4 Technological changes -4
Leverage +3 Competitive pressure -2
Ease of exit +3 Demand variability -3
Business risk +2

Average =2.8 Average =-3.2

Total X-axis Score = IS+CA = 3.4+(-2) = 1.4

Total Y-axis Score = ES+FS = (-3.2)+2.8 = -0.4

The co-ordinate is (1.4, -0.4)

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INTERPRETATION:

The SPACE matrix suggests Vodafone to follow competitive strategy, where, Vodafone has
high competitive advantages in a high-growth industry. Vodafone can follow,

Backward, forward, horizontal integration


Market penetration
Market development
Product development

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BOSTON CONSULTING GROUP (BCG) MATRIX:

Boston Consulting Group invented the BCG matrix, which is a tool that helps an enterprise to
classify and evaluate its products/services.

BCG matrix is a decision making tool that helps the enterprise to balance the activities that
make profits, ensure growth, constitutes the future of the firm and heritage of the enterprise.

BCG matrix is a four-quadrant matrix where the product/service of the company is placed in
each quadrant according to the market share and market growth of the product/service.

Revenue distribution based on the types of service of Vodafone by 2013

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CDMA, LTE - STAR:

LTE (Long Term Evolution)

CDMA (Code Division Multiple Access)

As demand for mobile services moves from voice and text to data, Vodafone have been
investing to build a superior data network

This trend is being driven by a number of factors such as increased usage of Smartphones and
an increased choice of apps for business and social use.

As a result data traffic increased by more than 53% over the last year and data now accounts
for 73% of the total traffic on our network.

Vodafone, which is operating both CDMA and GSM in 16 countries, is beginning to build 4G
(or LTE) networks, which will at least double the data speeds.

3G Services QUESTION MARK:

Vodafone spends INR 47,301 million in Financial Year 2013 with focus on future growth
areas including 3G and data.

Total data users are 37.3 million, out of which 3G customers are 3.3 million.

3G services are promising services for Vodafone. By boosting this service by appropriate
investments to monitor the growth and maintain a position of strength, Vodafone can become
market leaders in 3G services, which can contribute to the company's profitability.

They are becoming progressively cash cows with market saturation.

Wire Lines, SMS and Calling Services CASH COW:

FixedWire Lines, SMS and calling services are mature and which generate effective profits
and cash, but need to be enhanced in order to secure its future. These services should be
profitable to finance other activities (such as LTE, 3G services) in progress.

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MMS Services DOG:

MMS is Multimedia Messaging System, which allows users to share multimedia messages
such as audio, video, text, graphs etc.

MMS services are positioned in a declining and highly competitive market. The threat of
substitution is high, with the emergence of various new apps such as WhatsApp, Viber, etc.
Vodafone have to get rid of MMS services, as they become unnecessarily expensive to
maintain. Vodafone must decide whether MMS services still inject liquidity, otherwise it is
wise to eliminate the dogs.

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THE INTERNAL-EXTERNAL MATRIX

The Internal-External (IE) Matrix positions an organizations various divisions in a nine cell
display. The IE Matrix is similar to the BCG Matrix in that both tools involve plotting
organization division in a schematic diagram.

Strong (3.0 to 4.0) Average (2.0 to 2.99)


Weak (1.0 to 1.99)

1 2 3 High
(3.0to
4.0)
4 5 6
Mediu
m (2.0 to
7 8 9
2.99)
EFE
(2.76)

Low (1.0 to 1.99)

IFE (2.87)

If cell 1, 2 and 3: Grow and Build

Backward, Forward or Horizontal Integration


Market Penetration
Market Development
Product Development

If cell 3, 5 and 7: Hold and Maintain

Market Penetration
Product Development

If cell 6, 8, and 9: Harvest or Divest

Retrenchment
Divestiture

In the above case the lines fall in cells 4 and 7 which indicates that Vodafones strategies
should concentrate on Market development, Market penetration and product development.
(Explained in detail under Grand Strategy Matrix)

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THE GRAND STRATEGY MATRIX:

VODAFONE

Rapid Market Growth

Quadrant 2 Quadrant 1

1. Market development 1. Market development


2. Market penetration 2. Forward integration
3. Product development 3. Backward integration
4. Horizontal integration 4. Related diversification
5. Divestiture
6. Liquidation

Weak Competitive position


Strong Competitive position

Quadrant 3 Quadrant 4

1. Retrenchment 1. Related diversification


2. Related diversification 2. Unrelated diversification
3. Unrelated diversification 3. Joint venture
4. Divesture
5. Liquidation

Slow Market Growth

Interpretation:

Since Vodafone lies in the second quadrant it needs to evaluate their present approach to
either sustain its position or to grow. Vodafone can continue to concentrate on the current
market which includes both urban and rural. They can focus on increasing the rate of tele-
density in the rural areas.

Product development: It can foray into cloud computing or provide 4G services to


penetrate deeper into urban area. As cloud computing brings several opportunities as the
users are moving from buying products to buying services

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Source:http://www.huawei.com/en/about-huawei/publications/communicate/hw-
080991.htm

Also Vodafone needs to look at horizontal integration since its main competitor Airtel has
raced it to number one position in Mumbai circle by acquiring Loop telecom
(comparatively smaller telecom which was operating only in Maharastra) Loop had a
subscriber base of around 3 million and will take Airtel's combined subscriber base to
around 7 million, compared to Vodafone's 6.9 million.

Source:http://timesofindia.indiatimes.com/tech/tech-news/Airtel-buys-Loop-to-be-No-1-
telcom-operator-in-Mumbai/articleshow/30642532.cms

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THE QUANTITATIVE STRATEGIC PLANNING MATRIX- QSPM

Product development Horizontal


integration

KEY FACTORS Weight AS TAS AS TAS

OPPORTUNITIES

1. Rapidly growing subscriber base 0.08 2 0.16 4 0.32

2. Huge market potential 0.08 - 3 0.24

3. Government policies and regulations 0.10 - -

4. Growing revenue from Mobile Value 0.07 4 0.28 -


Added Services
5. Significant revenue from Mobile 0.04 3 0.12 3 0.12
Number Portability
6. Steading rising penetration rate 0.04 2 0.08 3 0.12

7. Innovation in Service and Technology 0.05 4 0.2 4 0.2

THREATS

1. Continuously decreasing Average 0.10 3 0.3 3 0.3


Revenue Per User
2. Excessive competition that leads to 0.10 4 0.4 4 0.4
price wars
3. Lack of proper infrastructure 0.09 - -

4. Non- availability of adequate 3G 0.07 - -


spectrum
5. High regulatory charges 0.08 - -

6. Low profitability in rural areas 0.06 3 0.18 3 0.18

7. Growing multiplicity in SIM 0.04 2 0.08 4 0.16


ownership
1.00

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STRENGTHS

1. Prominent market position 0.07 - 3 0.21

2. Global presence and diversification - -


revenue 0.1
3. Strong advertising strategies and - -
impact on people 0.15
4. Strong customer base 0.05 - 4 0.2

5. Global brand strength 0.09 - 2 0.18

6. Wide geographical reach 0.13 - 4 0.52

WEAKNESS

1. Centralised management system 0.08 - -

2. High level of customer churn rate 0.08 3 0.24 3 0.24

3. Servicing of client needs 0.12 4 0.48 3 0.36

4. No network coverage in rural areas 0.06 3 0.18 4 0.24

5. Low return on assets 0.07 - 4 0.28

TOTAL 1.00 2.7 3.27

VODAFONE PORTERS MODEL

TABLE 1: RIVALRY AMONG COMPETITORS

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Attractiveness REMARKS
LO HIG
W H
1 2 3 4 5
Availability of There are many close
closed substitutes available
substitutes High x Low to this sector.
Switching The switching cost is
Cost Low x High comparatively high.
The price of
Substitutes Bett Wors substitutes is
price value er x e comparatively high.
Profitability
of the The profitability of
producers of producers is
substitutes High x Low comparatively low.
REFERNCE:

a) http://www.bharti-infratel.com/cps-portal/web/pdf/Infratel-Whitepaper-
GreenTowersP7.pdf
b) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
c) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
d) http://www.ideasmakemarket.com/2013/08/aug-entry6-analysis-of-indian.html

TABLE 2: BARRIERS TO EXIT

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Attractive
ness
LO HIG
W H
1 2 3 4 5 Remarks
Economies The Economies of scale
of scale x Large is high.
Product There are many ways to
Differentiati find out product
on x High differentiation.
Brand We can easily identify
Identity x High the brand by seeing.
Switching The switching cost is
Cost x High high.
There are different
Access to ways of product
channels of differentiation
distribution x Limited available.
The capital requirement
Capital needed is very large
requirement x Large amount.
Access to Restricte There are many ways to
technology x d access the technology.
Access to
raw Restricte Raw materials can be
materials x d procured easily
Government Substant There are many laws
Protection x ial that being followed.

REFERENCE:

a) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
b) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
c) http://www.bgr.in/news/telecom-industry-body-repositions-logo-brand-identity/
d) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
e) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
f) http://www.icra.in/Files/Articles/2009-March-TelecomInfra.pdf
g) https://www.dnb.co.in/IndianTelecomIndustry/RegulatoryFramework.asp
h) http://exploringgeography.wikispaces.com/Chemical+and+Automobile+indust
ies+in+India
i) https://www.dnb.co.in/IndianTelecomIndustry/RegulatoryFramework.asp

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TABLE 3: BARRIERS TO ENTRY

ATTRACTIVENESS
LO HIG Remarks
W H
1 2 3 4 5

Asset There are


Specializat Hig Sm many ways to
ion h x all procure asset.
The cost of
Cost of Hig Sma exit is very
exit h x ll high.
There are
many
Governme government
nt restrictions
restriction Hig Sma which are
s h x ll imposed.

REFERENCE:

a) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
b) http://www.thehindu.com/news/national/telecom-industry-cracking-under-
financial-pressure/article4902565.ece
c) https://www.dnb.co.in/IndianTelecomIndustry/RegulatoryFramework.asp

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TABLE 4: THREAT OF SUBSTITUTES

ATTRACTIVENESS
LO HIG REMARKS
W H
1 2 3 4 5
No of Larg Sm There are large number of
competitors e x all competitors available.
Industry There is a huge scope of
Growth Slow x Fast industry growth.
The fixed cost is usually
Fixed Cost High x Low high.
There are many ways by
Differentiati Hig which you can differentiate
on Low x h the product.
Switching Hig The switching cost is
Cost Low x h relatively high.
Openness
terms of Secr Ope
sales et x n They are normal.
Excess Larg Sm They have low excess
Capacity e x all capacity.
Strategic
Stakes High x Low The stake is very high.

TABLE 5: BARGAINING POWER OF BUYERS

ATTRACTIVENESS REMAR
LOW HIGH KS
1 2 3 4 5
SMA LAR
LL GE
MAN
Y FEW
Switching
Cost Low High
HIGH LOW
LOW HIGH
Contributio
n To
Quality Low High
Contributio
n To Cost High Low
Buyer's Low High

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Profitability

REFERENCE:

a) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
b) http://businesstoday.intoday.in/story/2013-flashback-transition-year-for-
telecom-sector-growth/1/201770.html
c) http://www.essay.uk.com/free-finance-essays/indian-telecom-sector.php
d) https://www.dnb.co.in/IndianTelecomIndustry/OperationalPerformance.asp
e) http://www.myacme.org/ACMEProceedings09/p11.pdf
f) http://www.dot.gov.in/sites/default/files/Telecom%20Annual%20Report-2012-
13%20(English)%20_For%20web%20(1).pdf
g) http://m.economictimes.com/news/news-by-industry/telecom/telecom-sector-
struggles-with-debt-issues-companies-eye-new-growth-
avenues/articleshow/msid-21060065,curpg-3.cms
h) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp

30
TABLE 6: BARGAINING POWER OF SUPPLERS

ATTRACTIVENESS
LO HIG
W H REMARKS
1 2 3 4 5
Number of SMA LAR there are large
suppliers LL x GE no of suppliers.
thesubstitutesa
Availability available are
of MAN very much
substitutes FEW x Y high.
the switching
Switching HIG cost is very
cost H x LOW high.
Supplier's they threat for
threat of forward
forward HIG INTEGRATION
integration H x LOW IS VERY HIGH.
Industry's
threat of this threat has
backward HIG very high
integration LOW x H integration.
Contributio HIG thequlity is
n to quality H x LOW high.
Contributio HIG the cost is
n to cost H x LOW high.
Industry's
importance HIG the importance
to supplier LOW x H given is high.

REFERENCE:

a) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
b) http://www.myacme.org/ACMEProceedings09/p11.pdf
c) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
d) http://www.myacme.org/ACMEProceedings09/p11.pdf
e) http://www.scribd.com/doc/85095034/Industry-Analysis-Telecom-MidTerm-
Report-2
f) http://pib.nic.in/feature/feyr2000/ffeb2000/f220220001.html
g) http://www.equitymaster.com/research-it/sector-info/telecom/Telecom-Sector-
Analysis-Report.asp

31
h) http://www.ficci.com/sector/39/Project_docs/FICCI_Website_content-
Telecom.pdf

TABLE 7: GOVERNMENT ACTIONS

ATTRACTIVENESS
REMARKS

LOW HIGH

1 2 3 4 5
the
Industry LO HIG protection is
protection W x H very high
the
Industry regulation
regulation(pollutio HIG LO given is very
n,etc.,) H x W higg.
theu have
Customs and tarif very high
restrictions HIG LO tariff
abroad H x W restrictions.

REFERNCE:

a) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp
b) http://cis-india.org/telecom/resources/trai-act-1997
c) https://www.gov.uk/importing-and-exporting-electronic-goods

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TABLE 8: OVERALL ASSESSMENT

ATTRACTIVENESS
HIG REMAR
LOW H KS
1 2 3 4 5
Barriers
to entry x
Rivalry
among
competito
rs x
Barriers
to exit x
Power of
buyers x
Power of
suppliers x
Threat of
substitute
s x
Governme
nt action x
Overall
attractive
ness x

REFERNCE:

a) http://www.thehindubusinessline.com/opinion/now-a-high-entry-barrier-in-
telecom/article3349867.ece
b) http://www.cci.in/pdfs/surveys-reports/Telecom-Sector-in-India.pdf
c) http://www.itu.int/ITU-D/asp/CMS/Events/2012/pacific-bb/S4_PiRRC_Aslam.pdf
d) http://www.essay.uk.com/free-finance-essays/indian-telecom-sector.php

33
e) http://www.equitymaster.com/research-it/sector-info/telecom/Telecom-Sector-
Analysis-Report.asp
f) http://www.ideasmakemarket.com/2013/08/aug-entry6-analysis-of-indian.html
g) http://www.livemint.com/Industry/9JEh45TZDJ1HU1xae9YRTJ/What-lies-ahead-
for-Indias-telecom-industry.html
h) https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp

CONCLUSION

In the Mobile Telecommunication Industry, Vodafone is a leading player and has


grown quickly, despite high competition. This success is because of prominently positioning
itself in the global market with diversified services such as 3G, 4G, call and SMS schemes
and strong advertisement strategies which widened the customer base. Increase in popularity
of the smartphones was a tremendous opportunity for Vodafone to increase the revenue
contribution by data usage. As high competition is a threat for Vodafone, it focuses on
retaining the customers by developing new products and services with advanced technologies
and exclusive value added services (VAS) to retain existing customers. From this report, the
SPACE matrix recommends Vodafone to follow competitive strategy, because by utilizing the
internal strength, adopting product development and market development strategies Vodafone
can be successful in the young, highly growing telecommunication industry.

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