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Assignment 2
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36858 Usman Muhammad
The term VODAFONE comes from Voice Data Fone chosen by the company to reflect
the provision of voice and data services over mobile phones.
Vodafone Group is a global telecommunication company with headquarters located in
Newbury, Berkshire United Kingdom. It is the world’s largest mobile telecommunication
company with around 341 million users worldwide. It operates network in over 30
countries and has partner networks in over 40 additional countries.
Vodafone was formed in 1983 as a joint venture between Venture electronics and
Millicom and was granted one of two mobile phone licenses in the UK. It launched
services in 1985 as Racal subsidiary. In 1988 Racal offered 20% of Vodafone to the
public. Consequently three years later the rest of the firm was to become Vodafone
Group.
Vodafone’s Handsets, Smart phones and branded handsets are available in a variety of
designs to meet the customer needs. They are enabling millions of people in emerging
market to share the benefits of mobile technology. Handsets are low-cost combined with
high-end features such as touch screen and mobile internet capability.
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Our Values are about the way we do things. They describe the way Vodafone people are
expected to behave within the business, to help turn our vision to reality.
• Passion for customers: "Our customers have chosen to trust us. In return, we must
strive to anticipate and understand their needs and delight them with our service."
• Passion for our people: "Outstanding people working together make Vodafone
exceptionally successful."
• Passion for results: "We are action-oriented and driven by a desire to be the best."
• Passion for the world around us: "We will help the people of the world to have fuller
lives – both through the services we provide and through the impact we have on the
world around us
Reference: http://www.csrglobe.com/login/companies/vodafone.html
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SWOT Analysis
STRENGTHS: Vodafone has its brand image and its ranking is second in world. So here
one thing is confirmed that Vodafone has good network and outstanding services that’s
why its users are most after China mobile. It can offer International roaming facility more
than any network in the world. Financially, Vodafone is strong and is able to invest heavy
amount in the world.
WEAKNESS: The expansion of Vodafone has been completed at the expense of direct
control of its operations. The company grew through a process of acquisitions of national
telecommunications companies rather than organic growth. This increased its
subscriber’s base quickly offering direct market knowledge and immediate additions of
customer bases at the expense of direct effective control of the subsidiaries. At the same
time though, it implicitly imposed a centralized operational structure for the group,
nominating the UK headquarters as the leading business unit running a much centralized
marketing and handset procurement at group level. This has resulted in the neglect of
local market and local differences, allowing market share to be gained by smaller local
competitors. Due to the highly saturated western European market this has resulted in
increase in the price elasticity of demand with consumers continuously becoming price
oriented.
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36858 Usman Muhammad
eliminate the risks associated with rivalry that had been present between the two
companies. This acquisition would also be a diversification for Vodafone if they chose to
take advantage of the fixed line capabilities of Mannesmann. It would also help Vodafone
reduce the barriers to a greater share of the European market since Mannesmann already
had a strong market share.
Vodafone merged with Airtouch to become Vodafone Air Touch, the largest mobile
phone operator in the world. It gave Vodafone an easy way to expand to North America
with low barriers to entry since Air Touch was already the leader in that market. This was
“a major step forward in our strategy to expand the penetration of mobile phone services
to the largest possible number of customers and the largest possible markets…” said
Chris Gent, Vodafone CEO, on the merger with Air Touch.
Vodafone formed a strategic alliance in the United States with Bell Atlantic that would
use the same digital technology as Vodafone Air Touch and it would be the largest
mobile telecommunications company in the US. They owned 45 percent of the company
giving them a high potential for profits. Since Bell would be managing the company,
Vodafone would not have to worry about understanding the competitive conditions, legal
and social norms, and cultural idiosyncrasies of the US market, which would help
Vodafone manufacture and market a competitive product.
What type of diversification best represents Vodafone’s mix of businesses (i.e., single
business, dominant
business, related constrained, or related linked)?
(Sky Huvard, Matt Wentz)
Vodafone had recently expanded internationally through an alliance with Bell Atlantic, a
merger with Air Touch, and several acquisitions. These value creating strategies of
diversification exhibit high operational relatedness between businesses and somewhat
low corporate relatedness because Vodafone did not maintain managerial control in all of
its new ventures. These related diversifications would increase Vodafone's economies of
scope by sharing activities and transferring core competencies. Vodafone's market power
would be increased by being able to block competitors through multipoint competition.
What is the international corporate-level strategy being followed by Vodafone?
(Sky Huvard, Matt Wentz)
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Vodafone pursued a global international corporate-level strategy. Their low market share
in continental Europe could be considered an artifact of their global strategy. The basis
for their mobile telephony network remained unchanged throughout their diverse
markets, these standardized products point to a global strategy. While their global
strategy produces lower risk, they may not grow as fast as their competitors who have a
multi-domestic strategy. As a result, recent diversifications, like the strategic alliance
with Bell Atlantic seem to point towards a more multidomestic strategy to take advantage
of their specialized corporate core competencies by delegating the management tasks.
Vodafone's global international corporate-level strategy is succeeding. The technology,
GSM, that enables their mobile telephony networks is built to global standards, and has
led to significant economies of scale in producing and operating these networks.
What was the choice-of-entry mode used by Vodafone in its expansion into international
markets?
(Sky Huvard, Matt Wentz, Lindsay Zolad)
Vodafone entered into international markets initially through merger, and later through
acquisitions and alliances. Vodafone's choice to use a cooperative strategy led to alliances
with its competitors in Europe, including Mannesmann, Belgacom, BT, Cegetel, TDK
and TIW. Vodafone was trying to get a larger market share in Germany so they bought
35% of D2 from Mannesmann, who is Vodafone’s top competitor in Europe. Vodafone
partnered again with Mannesmann to buy 21% of Omnitel (an Italian company).
Vodafone had alliances with Government organizations in Greece, Holland, Portugal and
Sweden. By partnering with competitors in Europe, Vodafone increased its market
shares.
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