pom project mini.docx

8/14/2019 pom project mini.docx

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Principles of Management Mini project on Vodafone

10/31/2012

N.Goutham Chand


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IntroductionEvolution of 'Vodafone' brand started in 1982 with the establishment of 'Racal Strategic

Radio Ltd' subsidiary of Racal Electronics plc - UK's largest maker of military radiotechnology. The same year, Racal Strategic Radio Ltd formed a joint venture

with Millicom called 'Racal Vodafone', which would later evolve into the present dayVodafone. [

Evolution as a Racal Telecom brand : 1980 to 1991

Vodafone's original logo, used until the introduction of the speech mark logo in 1997

Part of the Vodafone campus in Newbury, Berkshire.

In 1980, Sir Ernest Harrison OBE, the then chairman of Racal Electronics plc. agreed a dealwith Lord Weinstock of General Electric Company plc to allow Racal to access some ofGEC's tactical battle field radio technology. The head of Racal's military radio division - Gerry Whent was briefed by Ernest Harrison to drive the company into commercial mobileradio. Whent visited GEs mobile radio factory in Virginia, USA the same year to understandthe commercial use of military radio technology.

In 1982, Racal's newly formed Racal Strategic Radio Ltd subsidiary won one of two UKcellular telephone network licences, with the other going to British Telecom The network,known as Racal Vodafone, was a joint venture 80% owned by Racal, with Millicom holding15% and Hambros Technology Trust 5%.

Vodafone was launched on 1 January 1985, and shorty thereafter Racal Strategic Radio wasrenamed Racal Telecommunications Group Limited. [16] On 29 December 1986, RacalElectronics bought out the minority shareholders of Vodafone for GB110 million; andVodafone became a fully owned brand of Racal.

In September 1988, the company was again renamed Racal Telecom. On 26 October 1988,Racal Telecom, majority held by Racal Electronics; went public on the London StockExchange with 20% of its stock floated. The successful flotation led to a situation where theRacal's stake in Racal Telecom was valued more than the whole of Racal Electronics. Under
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stock market pressure to realise full value for shareholders of Racal, Harrison decides in 1991to demerge Racal Telecom.

Vodafone Group, then Vodafone Airtouch plc : 1991 to 2000

On 16 September 1991, Racal Telecom was demerged from Racal Electronics as VodafoneGroup , with Gerry Whent as its CEO.

In July 1996, Vodafone acquired the two thirds of Talkland it did not already own for30.6 million. On 19 November 1996, in a defensive move, Vodafone purchased PeoplesPhone for 77 million, a 181 store chain whose customers were overwhelmingly usingVodafone's network In a similar move the company acquired the 80% of AstecCommunications that it did not own, a service provider with 21 stores. In January 1997,Gerald Whent retired and Christopher Gent took over as the CEO. The same year, Vodafoneintroduced its Speechmark logo, composed of a quotation mark in a circle, with the O's in theVodafone logotype representing opening and closing quotation marks and suggesting

conversation. .On 29 June 1999, Vodafone completed its purchase of AirTouch Communications, Inc . andchanged its name to Vodafone Airtouch plc . The merged company commenced trading on30 June 1999 In order to gain anti-trust approval for the merger, Vodafone sold its 17.2%stake in E-Plus Mobilfunk The acquisition gave Vodafone a 35% share of Mannesmann, owner of the largest German mobile network.

On 21 September 1999, Vodafone agreed to merge its U.S. wireless assets with those of BellAtlantic Corp to form Verizon Wireless .[27] The merger was completed on 4 April 2000, justa few months prior to Bell Atlantic's merger with GTE to form Verizon Communications,Inc.

In November 1999, Vodafone made an unsolicited bid for Mannesmann, which was rejected.Vodafone's interest in Mannesmann had been increased by the latter purchase of Orange, theUK mobile operator. Chris Gent would later say Mannesmann's move into the UK broke a"gentleman's agreement" not to compete in each other's home territory. The hostile takeover

provoked strong protest in Germany, and a "titanic struggle" which saw Mannesmann resistVodafone's efforts. However, on 3 February 2000, the Mannesmann board agreed to anincreased offer of 112 billion, then the largest corporate merger ever The EU approved themerger in April 2000 when Vodafone agreed to divest the 'Orange' brand, which wasacquired in May 2000 by France Telecom. The conglomerate was subsequently broken upand all manufacturing related operations sold off.
http://en.wikipedia.org/wiki/Peoples_Phonehttp://en.wikipedia.org/wiki/Peoples_Phonehttp://en.wikipedia.org/wiki/Quotation_markhttp://en.wikipedia.org/wiki/AirTouch_Communicationshttp://en.wikipedia.org/wiki/AirTouch_Communicationshttp://en.wikipedia.org/wiki/AirTouch_Communicationshttp://en.wikipedia.org/wiki/E-Plushttp://en.wikipedia.org/wiki/Mannesmannhttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Wirelesshttp://en.wikipedia.org/wiki/Vodafone#cite_note-26http://en.wikipedia.org/wiki/Vodafone#cite_note-26http://en.wikipedia.org/wiki/Vodafone#cite_note-26http://en.wikipedia.org/wiki/GTEhttp://en.wikipedia.org/wiki/Orange_United_Kingdomhttp://en.wikipedia.org/wiki/EUhttp://en.wikipedia.org/wiki/France_Telecomhttp://en.wikipedia.org/wiki/France_Telecomhttp://en.wikipedia.org/wiki/EUhttp://en.wikipedia.org/wiki/Orange_United_Kingdomhttp://en.wikipedia.org/wiki/GTEhttp://en.wikipedia.org/wiki/Vodafone#cite_note-26http://en.wikipedia.org/wiki/Verizon_Wirelesshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Verizon_Communicationshttp://en.wikipedia.org/wiki/Mannesmannhttp://en.wikipedia.org/wiki/E-Plushttp://en.wikipedia.org/wiki/AirTouch_Communicationshttp://en.wikipedia.org/wiki/Quotation_markhttp://en.wikipedia.org/wiki/Peoples_Phonehttp://en.wikipedia.org/wiki/Peoples_Phone


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Vodafone Group plc : 2000 to present

The headquarters o fVodafone Romania in Bucharest

On 28 July 2000, the Company reverted to its former name, Vodafone Group plc . In April2001, the first 3G voice call was made on Vodafone United Kingdom's 3G network.

In 2001, the Company acquired Eircell, the largest wireless communications company inIreland, from eircom. Eircell was subsequently rebranded as Vodafone Ireland. Vodafonethen went on to acquire Japan's third-largest mobile operator J-Phone, which had introducedcamera phones first in Japan.

On 17 December 2001, Vodafone introduced the concept of "Partner Networks", bysigning TDC Mobil of Denmark. The new concept involved the introduction of Vodafoneinternational services to the local market, without the need of investment by Vodafone. Theconcept would be used to extend the Vodafone brand and services into markets where it doesnot have stakes in local operators. Vodafone services would be marketed under the dual-

brand scheme, where the Vodafone brand is added at the end of the local brand. (i.e., TDCMobil-Vodafone etc.)

In 2005, Vodafone entered into a title sponsorship deal with the McLaren Formula One team,which has since traded as Vodafone McLaren Mercedes .

In May 2011, Vodafone Group Plc bought the rest of the shares of Vodafone Essar fromEssar Group Ltd with value of $5 billion and became a solely owned of Vodafone Essar.

On 1 December 2011, it acquired the Reading based Bluefish Communications Ltd -a ICT consultancy company The acquired operations formed the nucleus of a new UnifiedCommunications and Collaboration practice within its subsidiary - Vodafone GlobalEnterprise, which will focus on implementing strategies and solutions in cloud computing, and strengthen its professional services offering.
http://en.wikipedia.org/wiki/Vodafone_Romaniahttp://en.wikipedia.org/wiki/3Ghttp://en.wikipedia.org/wiki/Eircellhttp://en.wikipedia.org/wiki/Eircomhttp://en.wikipedia.org/wiki/Vodafone_Irelandhttp://en.wikipedia.org/wiki/TDC_A/Shttp://en.wikipedia.org/wiki/McLarenhttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/Reading,_Berkshirehttp://en.wikipedia.org/wiki/Information_and_Communication_Technologyhttp://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Professional_serviceshttp://en.wikipedia.org/wiki/File:A_Bucuresti_street_scene_-i.jpghttp://en.wikipedia.org/wiki/Professional_serviceshttp://en.wikipedia.org/wiki/Cloud_computinghttp://en.wikipedia.org/wiki/Information_and_Communication_Technologyhttp://en.wikipedia.org/wiki/Reading,_Berkshirehttp://en.wikipedia.org/wiki/Vodafone_Essarhttp://en.wikipedia.org/wiki/McLarenhttp://en.wikipedia.org/wiki/TDC_A/Shttp://en.wikipedia.org/wiki/Vodafone_Irelandhttp://en.wikipedia.org/wiki/Eircomhttp://en.wikipedia.org/wiki/Eircellhttp://en.wikipedia.org/wiki/3Ghttp://en.wikipedia.org/wiki/Vodafone_Romania


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In April 2012, Vodafone announced an agreement to acquire Cable & WirelessWorldwide (CWW) for 1.04 billion. Vodafone was advised by UBS AG, while Barclays and Rothschild advised Cable & Wireless .]The acquisition will give Vodafoneaccess to CWW's fibre network for businesses, enabling it to take unifiedcommunications solutions to large enterprises in UK and globally; and expand its enterprise

service offerings in emerging markets. On 18 June 2012, Cable & Wireless' shareholdersvoted in favour of the Vodafone offer, exceeding the 75% of shares necessary for the deal togo ahead.

Mission & Vision

Vision

To enrich our customer's lives through the unique power of mobile communication

Passion

Passion for Customers

Customers have chosen to trust us. In return, must strive to anticipate and understand theneeds and delight them with service.

Value customers above everything else and aspire to make their lives richer, more fulfilledand more connected.Always listen and respond to each of our customers.Strive to delight our customers; anticipating their needs and delivering

Passion for People

Outstanding people working together make Vodafone exceptionally successful.

Seek to attract, develop, reward and retain outstanding individuals.Believe in empowerment and personal accountability.Enjoy what we do.Believe in the power of our teams.

Passion for Results

Action-oriented and driven by a desire to be the best.Committed to be the best in all we do.All play our part in delivering results.Seek speed, flexibility and efficiency in all we do.

Passion for the World AroundHelp people of the world to have fuller lives both through the services provide and
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through the impact have on the world around us.

Recognise the responsibilities that accompany the growth we have achieved.Will be a force for good in the world.A spirit of partnership and mutual respect is critical in all our activities.

Objectives Getting closer to customers Improving workforce effectiveness Securing mobile data Simplifying communications Stay operational in any weather

HR / ADMINISTRATIVE POLICIES AND PROCEDURES

1. Recruitment procedure: -

REQUISITION FOR STAFF:

A written requisition for recruitment of staff is to be submitted to the HRunit in order to initiate the recruitment process. It should contain the job description / job profile of the proposed staff as

far as possible. Clearly mention the competencies required with minimum academic

qualification required for the post If the post requires previous experience, this should be specifically stated

for how many years and from what type of organisation The requisition should also mention the name of the project where s/he

will be absorbed and for what period. The amount of salary proposed and whether there is a provision in the

project. Any other relevant information justifying the recruitment The requisition should be made by the unit / divisional head / the

designated person responsible in this regard.

APPROVAL FROM CINI HR UNIT:On receipt of the above requisition, the HR unit will start the actualrecruitment process. Or may ask for more information from the unit, ifrequired. After having satisfied with the requirement, the HR unit will put anapproval note on the face of the requisition as to the next steps to be followed.

INTERNAL SEARCHIn some cases of recruitment for key positions of a new project, ifthe institute feels that the position should preferably be filled upfrom among the experienced personnel for the greater interestof the project, the institute may open the position to its existingemployees through internal notice followed by the normal interview
http://www.vodafone.co.uk/corporate/your-objectives/getting-closer-to-customers/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/improving-workforce-effectiveness/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/securing-mobile-data/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/simplifying-communications/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/stay-operational-in-any-weather/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/stay-operational-in-any-weather/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/simplifying-communications/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/securing-mobile-data/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/improving-workforce-effectiveness/index.htmhttp://www.vodafone.co.uk/corporate/your-objectives/getting-closer-to-customers/index.htm


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process.

EXTERNAL SEARCH THROUGH PUBLIC NOTIFICATION:

A public notice will be served through any of the following methods

Advertisement in News paper Serving 'Notice' and unit office notice boards or Referring to the institute data bank from job application file Search from campus recruitment drives of premier organisations Reference to external recruitment agencies.

SHORT LISTING OF CANDIDATES: From among the applications received, a list of candidates to be prepared to be called for an interview as per the published criteria. The candidates may be called for interview through Call letters Telephone calls Walk in interview

FORMATION OF RECRUITMENT BOARD:

The HR unit will constitute an interview board to conduct the interview. The board members include

Staff members Sometime, resource person from outside

For consideration of SPA for Programme Officera. For such internal candidate, a Board will be formed preferablywith all personnel from and above the Assistant Directorlevel, and

b. This will be considered only at the time of renewal of contractof such SPA

For direct recruitment of Programme Officer and above, therecruitment Board will comprise of at least two Assistant Directorsand one from Deputy Director and above.

CONDUCTING INTERVIEW: The scrutiny of original testimonials of candidates to be carried out. Candidates' registration sheet to be signed by each applicant For recruitment in the post of Programme Officer and above,

outstation candidates will be provided with travel expenses by AC II by the shortest route for attending the interview.

The interview process may include all or any of following method Written test Computer test Group discussion Viva-voce interview


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.3. Think creatively4. Formalise and publicise

How do we align with our values? 1. By identifying the behaviours associated with each value

2. Integrate your values into strategy and planning3. Encourage values-based decision-making4. Integrate your values into company operations 5. Report on your progress6. Refresh your values

Customer service

Vodafones business in India has grown from 28 million customers at the time of acquisition

in May 2007 to become its largest market with over 134 million customers at 31 March 2011.

Vodafone has an international customer base in both developed and emerging markets with

over 370 million mobile customers in more than 30 countries. During the FY 11 they added

over 40 million customers, mostly in India.


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SWOT Analysis

Vodafone Customers by market (%):


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Vodafone Revenue by Market (%):

Mobile Service revenue market share(%):

Marketing Strategies

Vodafones new advertising campaign in India carried on with the same popular pug that had become a brand ambassador for Hutch. Where ever you go, our network follows, was the


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previous slogan with the pug following the child wherever he went. Now, with Hutchison

Essar becoming part of the Vodafone Group, the new campaign had started with Vodafone

Essar earmarking Rs. 2.5 billion on the transition from Hutch to Vodafone. The main

message of the brand transition exercise: The new Vodafone is the same old Hutch. In the

advertisement, the pug sees a new home when it returns after an outing and feels the change

is better. The new catch phrase will which was introduced was Make the most of now.

A number of advertisements followed suit. O&M, the advertising agency of Vodafone

launched a rather direct, thematic ad showing the trademark pug in a garden, moving out of a

pink colored kennel which symbolized Hutch making his way into a red one that is the

Vodafone colo r. A more energetic, chirpier version of the You and I tune associated with

Hutch was played towards the end, and it concluded with Change is good. Hutch is now

Vodafone. O&M also rolled out four commercials featuring Hutchs animated boy and girl,

introducing the new brands logo to consumers. The four creatives which were of five

seconds each included the duo peeping over a wall to see the logo, parasailing with the logo

flying high behind them, releasing a rocket bomb wherein the explosion reveals the logo and

lastly, drawing curtains aside to show the logo.

Four other ads with the pug did the rounds of telly screens. These five and ten second spots

cast the dog in situations where it literally, saw red, using the colour as a visual mnemonic to

remember the brand by. The pug was shown in a red basket, popping up from a red cart,

drying itself on a red mat and hiding in a red blanket. Each of these made use of the Hutch is

now Vodafone tagline. The print ads, in all major languages in several leading dailies, were

kept very simple: a still shot of the pug inside a red kennel. The same creative was used in

outdoor hoardings as well, in all the 16 circles in which Vodafone now operates.

Vodafone made use of TV advertising to bring in their brand, in a big way. They had tied upwith Star India to run a complete roadblock of its fresh campaign on the entire network by

unveiling the 24- hour nationwide rebranding campaign. It was the worlds first 24 hour TV

roadblock to be done by any brand. Vodafone used all of the commercial airtime across all 13

channels in five languages (Hindi, Tamil, Bengali, Marathi and English) from 9 pm on 20

September to 9 pm on September 21. This exercise included TV commercials, transition

bumpers and contest spots to promote the Vodafone Essar brand. Considering that the Star

Network was the leading network in India, it was the most apt platform for the Vodafonelaunch. This strategy helped not only in achieving build rapid brand awareness but also to


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break the clutter during such an important launch in the most happening category of telecom.

Commercial spots had also been purchased on Sony entertainment television. While the

campaign was heavy on television, it also included all other media vehicles. The print

campaign kicked off on 21 September.

While the brand campaign had been addressing the transformation, the company, on the other

hand was swiftly preparing for a price war in the Indian telecom space. Vodafone started

providing mobile handsets to new subscribers at ultra-cheap prices, ranging from Rs. 800 to

Rs. 1200.

Vodafone Essar launched low priced cell phones in India under the Vodafone brand, and also

co-branded handsets sourced from major global vendors. By bringing in millions of low-cost

handsets from across the globe into India, Vodafone Essar distributed bundled handsets

through its existing 400,000 distribution outlets. By flooding the market with its low-cost

handsets, Vodafone also became a mass mobile phone brand like .

Development

The Company was incorporated under English law in 1984 as Racal Strategic Radio Limited(registered number 1833679). After various name changes, 20% of Racal Telecom Plc capitalwas offered to the public in October 1988.

The Company was fully demerged from Racal Electronics Plc and became an independentcompany in September 1991, at which time it changed its name to Vodafone Group Plc.

Since then we have entered into various transactions which consolidated our position in theUnited Kingdom and enhanced our international presence. The most significant of thesetransactions were as follows:

the merger with AirTouch Communications, Inc. which completed on 30 June 1999. The

Company changed its name to Vodafone AirTouch Plc in June 1999 but then reverted to itsformer name, Vodafone Group Plc, on 28 July 2000;

the acquisition of Mannesmann AG which completed on 12 April 2000. Through thistransaction we acquired businesses in Germany and Italy and increased our indirect holdingin SFR;

thr ough a series of business transactions between 1999 and 2004 we acquired a 97.7%stake in Vodafone Japan. This was then disposed of on 27 April 2006; and

on 8 May 2007 we acquired companies with interests in Vodafone Essar for US$10.9 billion (5.5 billion), following which we control Vodafone Essar.


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Other transactions that have occurred since 31 March 2008 are as follows:

19 May 2008 Arcor: We increased our s take in Arcor for 460 million (366 million) andnow own 100% of Arcor.

17 August 2008 Ghana: We acquired 70.0% of Ghana Telecommunications for cashconsideration of 486 million.

9 January 2009 Verizon Wireless: Verizon Wireless completed its acquisition of AlltelCorp. for approximately US$5.9 billion (3.9 billion).20 April 2009 South Africa: Weacquired an additional 15.0% stake in

Vodacom for cash consideration of ZAR 20.6 billion (1.6 billion). On 18 May 2009Vodacom became a subsidiary.

10 May 2009 Qatar: Vodafone Qatar completed a public offering of 40.0% of its authorisedshare capital raising QAR 3.4 billion (0.6 billion). The shares were listed on the QatarExchange on 22 July 2009. Qatar launched full services on its network on 7 July 2009.

9 June 2009 Australia: Vodafone Australia merged with Hutchison 3G Australia to form a50:50 joint venture, Vodafone Hutchison Australia Pty Limited.

10 September 2010 China Mobile Limited: We sold our entire 3.2% interest in ChinaMobile Limited for cash consideration of 4.3 billion.

30/31 March 2011 India: The Essar Group exercised its underwritten put option over 22.0%

of Vodafone Essar Limit ed (VEL), following which we exercised our call option over theremaining 11.0% of VEL owned by the Essar Group. The total consideration due under thesetwo options is US$5 billion (3.1 billion) .

3 April 2011 SFR: We agreed to sell our entire 44% interest in SFR to Vivendi for a cashconsideration of 7.75 billio n (6.8 billion). We will also receive a final dividend from SFRof 200 million (176 million) on completion of the transaction which, subject to competitionauthority and regulatory approvals, is expected during the second calendar quarter of 2011.


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Annual

Assets [+] in Millions of Dollars

03/2012 03/2011 03/2010 03/2009 03/2008

Cash and Equivalents 11,405 10,022 6,709 6,992 3,370Restrictable Cash - - - - -

Marketable Securities 2,114 1,080 589 - -

Receivables 11,509 9,733 13,614 11,093 8,173

Inventories 777 861 657 591 827

Prepaid Expenses 5,915 5,288 - - 4,811

Current Deferred Income Taxes - - - - -

Other Current Assets 276 271 - - 121

Total Current Assets 31,995 27,255 21,569 18,675 17,302

Gross Fixed Assets 77,119 78,174 73,451 65,022 73,866

Accumulated Depreciation (47,313) (45,825) (42,139) (37,430) (40,675) Net Fixed Assets 29,806 32,349 31,312 27,592 33,191

Intangibles 33,815 37,384 34,009 30,072 37,673

Cost in Excess 61,274 72,511 78,633 77,340 101,815

Non-Current Deferred Income Taxes 3,148 3,235 1,567 903 865

Other Non-Current Assets 62,971 69,664 71,041 64,288 61,570

Total Non-Current Assets 191,013 215,143 216,562 200,195 235,114

Total Assets 223,008 242,398 238,130 218,870 252,416

Liabilities [+] in Millions of Dollars

03/2012 03/2011 03/2010 03/2009 03/2008 Accounts Payable - - 21,361 19,204 23,724

Short Term Debt 9,999 15,879 16,933 13,794 8,988

Notes Payable - - - - -

Accrued Expenses - - - - -

Accrued Liabilities - - - - -

Deferred Revenues - - - - -

Current Deferred Income Taxes - - - - -

Other Current Liabilities 28,387 27,521 5,113 7,059 10,867

Total Current Liabilities 38,386 43,400 43,408 40,058 43,579

Long Term Debt 45,315 45,484 44,670 46,670 44,946Deferred Income Tax 10,540 10,397 11,190 9,520 10,133

Other Non-Current Liabilities 3,819 2,762 1,113 1,108 2,092

Minority Interest 2,024 10 651 (1,985) (3,118)

Capital Lease Obligations - - - - -

Preferred Securities of Subsidiary Trust - - - - -

Preferred Equity Outside Shareholders' Equity - - - - -

Total Non-Current Liabilities 61,699 58,652 57,624 55,313 54,053

Total Liabilities 100,085 102,052 101,031 95,370 97,632

Preferred Shareholder's Equity - - - - -

Common Shareholder's Equity 122,923 140,346 137,099 123,500 154,783Total Equity 122,923 140,346 137,099 123,500 154,783


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Total Liabilities & Shareholder's Equity 223,008 242,398 238,130 218,870 252,415


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Scope and Forecast Currents assets have approximately doubled from 2008 to 2011 Current liabilities decreased by 12% from 2008 to 2012 to 2012 which is the sign of growth There is good scope of the company because of its plans If the company follows the recommendations there is much more scope of development

Thank you.....


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Documents

pom project mini.docx