Vodafone Group Plc Interim Management Statement
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Invitation to Subscribe for Shares in Wayfinder Systems AB (Publ) Wayfinder Omslag E 13Sep.Qxd 05-09-13 16.23 Sida II
Wayfinder_omslag_e_13sep.qxd 05-09-13 16.23 Sida I Invitation to subscribe for shares in Wayfinder Systems AB (publ) Wayfinder_omslag_e_13sep.qxd 05-09-13 16.23 Sida II Wayfinder Navigator™ turns your mobile phone into a complete navigation system. Install the software, connect to the GPS and you are ready to navigate throughout Europe and North America. Wayfinder Navigator is a network-based tool that gives you the opportunity to see maps, routes and points-of-interest wherever you are. Turn left in hundred metres Wayfinder_1-60_e_13sep.qxd 05-09-13 16.29 Sida 1 Contents Invitation to subscribe for shares in Wayfinder Systems ....................................................................................................... 3 Conditions and Offer particulars ................................................................................................................................................................. 4 Background and reasons.................................................................................................................................................................................... 6 Comments by the CEO.......................................................................................................................................................................................... 7 Wayfinder Systems in brief .............................................................................................................................................................................. 9 Financial -
Assessment of Impact of Advertising Campaign of Vodafone on the Viewers
ZENITH International Journal of Business Economics & Management Research Vol.2 Issue 1, January 2012, ISSN 2249 8826 Online available at http://zenithresearch.org.in/ ASSESSMENT OF IMPACT OF ADVERTISING CAMPAIGN OF VODAFONE ON THE VIEWERS ABHIJIT ROY*; DR. SANJIT KUMAR DAS** *Student of M. Com. 4th Semester, Bhairab Ganguly College, Belghoria, Kolkata-700056. **Reader in Commerce, Bhairab Ganguly College, Belghoria, Kolkata-700056. ABSTRACT In today’s world of competition, firms are selling goods and services through a variety of direct and indirect channels. In mass advertising, marketers are exploring new forms of communication, such as experimental, entertainment, and viral marketing. One such innovative idea is Vodafone’s Zoozoo campaign. Never in the history of Indian advertising we witnessed a campaign that generated so much interest and curiosity among all the segments of the society whether it young or old.. Vodafone is known for its unique advertisement campaign such as pug, happy to help service and latest released “Zoozoo” advertisement campaign. As Vodafone was a new brand in India, it had a challenging task to develop its own entity and it has done it in a splendid way. Vodafone has benefitted immensely by the zoozoo campaign and it has been proved as a great marketing story. This paper analyzes the marketing strategies used by Vodafone, the efforts that have been put in the making of Zoozoo, and the impact it had on the customers mind It caught the attention and fancy of the consumers, aroused curiosity, told stories and made people retell the story. KEYWORDS: Advertisement, Impact, Vodafone, Zoozoo. ______________________________________________________________________________ INTRODUCTION Advertising has long been viewed as a method of mass promotion in that a single message can reach a large number of people. -
Competitive Edge
CLICK HERE YOURTO IP HREADONE /ONIPAD BUSINESS ANALYSIS FOR TELECOMS PROFESSIONALS APRIL 2011 LEADER CONTENTS NEWS IN BRIEF COMPETITIVE EDGE 5 Timeline A roundup of some of the Competition is back in the spotlight as operators try to tackle major stories reported in our daily news service mobile and Internet service growth and look to build scale www.totaltele.com CONTENT STRATEGIES any telecoms markets and the telecoms landscape is chang- have opened up to much ing fast. As regulators mandate 8 Location-based Mgreater competition since greater access to (former) incum- services BT became the first national opera- bent networks—BT faces further Operators are looking for tor to go down the path to reductions in wholesale pricing after new business models to privatisation some 26 years ago. new proposals from Ofcom—fresh make revenues from Today many mobile markets players are springing up to deliver location-based services. continue on that path, with new new services and in some cases Ian Kemp BUSINESS AND FINANCE Editor licence awards a regular occurence bypass those networks altogether. 11 Competition in Total Telecom+ and virtual network operators Where once operators hoped to take receiving clearance from regulators a lead in location-based services, mobile markets to provide targeted services that now they are playing catch-up with A new report shows that give consumers greater choice than Internet and handset heavyweights regulation has had mixed results in terms of ever. Regulators are also going to and still trying to use their network boosting competition in work on tariffs, with the UK and assets to make revenues (p.8). -
Business Segments Ranging from Small- Proportionate Mobile Customers Across the World
Proportionate mobile customers across the globe. 341.1m (2009: 302.6m; 2008: 260.5m) BrandFinance global ranking 7th most valuable brand (2009: 8th; 2008: 11th) Customers and distribution Customers are at the core of everything we do. Through our products and services we endeavour to address all our customers’ communications needs. International customer base with diverse needs Enterprise Vodafone has a truly international customer base with 341.1 million Vodafone also caters to all business segments ranging from small- proportionate mobile customers across the world. We continually office-home-office (‘SoHo’) and small-medium enterprises (‘SMEs’) to seek to develop new and innovative propositions that deliver relevance corporates and multinational corporations (‘MNCs’). While our core and value to all our customers and build a long lasting relationship mobile voice and data business continues to grow, our enterprise meeting their expectations and needs. As customers move between customers are increasingly asking for combined fixed and mobile work and home environments and look for integrated solutions, solutions for their voice and data needs as well as integrated services we have a suite of propositions which often bundle together and productivity tools. voice, messaging, data and increasingly fixed line services to meet their needs. Brand We have continued to build brand value by delivering a superior, consistent and differentiated customer experience. During the 2010 financial year we evolved our brand positioning to “power to you” emphasising our role of empowering customers to be able to live their lives to the full. It is a further expression of the importance of the customer being central to everything we do and is reinforced in communications substantiating how products and services impact and empower our customers. -
M-Pesa's Failure in India: Why Couldn't Vodafone Replicate Its Kenyan
The Kennesaw Journal of Undergraduate Research Volume 6 Issue 2 Article 2 Winter 2019 M-Pesa’s Failure in India: Why Couldn’t Vodafone Replicate its Kenyan Success? An International Marketing Case Study (Addendum by Former and Current Executives at the Vodafone Group) Jackson Lott Kennesaw State University, [email protected] Mona Sinha Kennesaw State University, [email protected] Follow this and additional works at: https://digitalcommons.kennesaw.edu/kjur Part of the E-Commerce Commons, International Business Commons, Marketing Commons, and the Technology and Innovation Commons Recommended Citation Lott, Jackson and Sinha, Mona (2019) "M-Pesa’s Failure in India: Why Couldn’t Vodafone Replicate its Kenyan Success? An International Marketing Case Study (Addendum by Former and Current Executives at the Vodafone Group)," The Kennesaw Journal of Undergraduate Research: Vol. 6 : Iss. 2 , Article 2. Available at: https://digitalcommons.kennesaw.edu/kjur/vol6/iss2/2 This Article is brought to you for free and open access by the Office of Undergraduate Research at DigitalCommons@Kennesaw State University. It has been accepted for inclusion in The Kennesaw Journal of Undergraduate Research by an authorized editor of DigitalCommons@Kennesaw State University. For more information, please contact [email protected]. M-Pesa’s Failure in India: Why Couldn’t Vodafone Replicate its Kenyan Success? An International Marketing Case Study (Addendum by Former and Current Executives at the Vodafone Group) Cover Page Footnote This case study has been prepared under the guidance of Dr. Mona Sinha in Spring 2018, as part of the coursework for the International Marketing (MKTG 4820) class at Kennesaw State University. -
IBA Journal of Management & Leadership
January-June 2015 – Volume-6 – Issue-2 ISBN 2230 - 7524 3D... IBA JoUrnal of Management & leaderShIp Theme: Towards Multi-dimensional Approach to Management Guest Editor Prashant Kulkarni Indus Business Academy, Bangalore INDUS BUSINESS ACADEMY • Bengaluru • GREATER nOIDa 3D... IBA Journal of Management & Leadership Publisher IBA Publications IBA Campus Lakshmipura, Thataguni Post Kanakpura Main Road Bengaluru 560 062 Printed at Sadguru Screens Subscription IBA Journal of Management & Leadership is published twice a year. Annual subscription: Rs.400/- © Copyright with IBA. No part of the publication may be reproduced in any form without prior permission from the editor of the journal. However, the views expressed in the papers are those of the authors and not of the Editorial Board or Publisher. EDITORIAL BOARD Editor Pravir Malik President Subhash Sharma Aurosoorya, San Francisco, USA Director, Indus Business Academy, Bengaluru R.K. Gupta Associate Editor Professor Management Development Institute, Gurgoan Divya Kirti Gupta Associate Professor, R.D. Pathak Indus Business Academy, Greater Noida Professor School of Management & Public Administration, Members University of South Pacific, SUVA, FIJI Island Ananta Giri R.S. Deshpande Professor Director Madras Institute of Development Studies, Chennai Institute of Social & Economic Change, Bengaluru Arvind Singhal R. Sampath Samuel Shirley & Edna Holt Marston Endowed Director Professor and Director, Sam Donaldson Centre for Quanta Consulting Inc., Los Angeles, USA Communication Studies, Department -
Vodafone Group Plc Plc Vodafone Group
Vodafone Group Plc Group Vodafone Plc Registered Office Vodafone Group Plc Vodafone House The Connection Annual Report Newbury Berkshire For the year ended 31 March 2010 RG14 2FN England Registered in England No. 1833679 Tel: +44 (0) 1635 33251 2010 March 31 ended year the Report for Annual Fax: +44 (0) 1635 45713 www.vodafone.com We are one of the world’s largest Contact details mobile communications companies Investor Relations by revenue, operating across the Telephone: +44 (0) 1635 33251 globe providing a wide range of Media Relations communications services. Our vision Telephone: +44 (0) 1635 664444 is to be the communications leader Corporate Responsibility in an increasingly connected world. Fax: +44 (0) 1635 674478 E-mail: [email protected] Website: www.vodafone.com/responsibility This constitutes the annual report of Vodafone Group Plc (the ‘Company’) for the year Contents ended 31 March 2010 and is dated 18 May 2010. The content of the Group’s website (www.vodafone.com) should not be considered to form part of this annual report or the Executive summary# Company’s annual report on Form 20-F. 1 Highlights 2 Chairman’s statement In the discussion of the Group’s reported financial position, operating results and cash flow 4 Telecommunications industry for the year ended 31 March 2010, information is presented to provide readers with additional financial information that is regularly reviewed by management. However this 6 Chief Executive’s review additional information is not uniformly defined by all companies, including those in the 10 Global presence Group’s industry. Accordingly, it may not be comparable with similarly titled measures and # disclosures by other companies. -
Route Guidance Systems Expanding Options
Michael L. Sena Consulting AB Mobility Research Report Route Guidance Systems Expanding Options for the Market Author: Michael L. Sena Original Date of Writing: March 15, 2005 Revision Date: Number: POSP009 Recipients: Date Provided: (REF: \GENERAL\POSP009_VO3) Note: This Mobility Research Report is provided to the recipient on the condition that it is not copied or distributed in any form without the express written consent of the author. The Mobility Research Report is Copyrighted © Michael L. Sena. MICHAEL L. SENA CONSULTING AB Åsa Stationsväg 22 • S-430 31 Åsa • Sweden Phone: +46 340 656 890 • Fax: + 46 340 656 880 Mobile: +46 733 961 341 E-MAIL - [email protected] . MARCH 15, 2005. MOBILITY RESEARCH REPORT II . Preface Mobility Research Reports are intended to generate discussion within the Intelligent Transport Systems (ITS) community. The community is defined in its broadest scope, and includes environmental and city planners and map and travel guide publishers, as well as the individuals associated with organizations that have thus far been the drivers behind ITS efforts. This widening of the forum for discussion is recognition of the important role that can be played by those who are responsible for designing the environments in which ITS solutions will operate, and by those who have traditionally provided the tools used for human orientation and wayfinding. Each paper expresses the personal views of the author, with a focus on the interrelationships between the designs of the systems, services and infrastructure which are proposed to improve personal and collective mobility, and the planning and design of our habitat. -
4-Color Process
Telecom, Media & Entertainment the way we see it TechnoVision™ 2012 in the TME Industry Telecom & Media Insights Issue 44 Contents 1 Abstract 2 2 TechnoVision™ in TME 3 – Introduction – TechnoVision™ – You Experience – We Collaborate – Process-on-the-fly – Thriving on Data – Sector-as-a-Service – Invisible Infostructure – LiberArchitecture 3 Putting TechnoVision™ into Practice in TME 8 – New Revenue Streams – Transformation to Cut Costs – Recreate Barriers to Entry – Convergence and the Digital Supply Chain Telecom, Media & Entertainment the way we see it 1 Abstract The Telecom, Media and Entertainment (TME) industries are highly technology-dependant and prone to rapid and disruptive changes due to the evolution of technology. Capgemini’s TechnoVision framework is designed to enable organizations align technology trends with business objectives. The framework identifies twenty-two developing technologies that are mapped to six operational and one technology cluster. Developments in access technologies and devices are enabling highly personalized and rich multimedia services delivery, allowing TME players to create the “You Experience” for consumers. The changing nature of services is mandating that TME players look outside their organizations for sources of innovation. Telecom players are achieving this by leveraging the “We Collaborate” cluster – many are opening up their network and data assets in a controlled manner to the external development community through Open Application Programming Interfaces (APIs). The new environment also demands a high-level of agility from TME players, and requires organizations to adopt “Process-on-the-fly”, which refers to modular, reusable process and IT solutions that allow companies to respond to change in real-time. TME players are increasingly “Thriving on Data”, as new business models and services are expected to make extensive use of customer data analytics. -
Vodafone Italia Bilancio Di Responsabilità 2008 - 2009
Vodafone Italia e il Gruppo Vodafone Vodafone Vodafone Italia Bilancio di Responsabilità 2008 - 2009 We said, we have, we will. 1 Vodafone Italia Bilancio di Responsabilità 2008 - 2009 We said, we have, we will. Contributo in sintesi di Vodafone Italia al Paese 4 Lettera del Presidente e dell’Amministratore Delegato 5 indice Premessa metodologica 7 Verifica del Bilancio di Responsabilità 9 Vodafone Italia e il Gruppo Vodafone 11 La CR in Vodafone Italia e nel Gruppo Vodafone 17 La Governance di Vodafone Italia 23 Il contesto regolamentare e il contesto legale 29 My Future 33 Sviluppo della rete e campi elettromagnetici 39 Efficienza energetica e cambiamenti climatici 45 Attenzione al cliente 55 Attenzione alle risorse umane 63 La Fondazione Vodafone Italia 77 Integrità dei rapporti con i fornitori 81 Performance patrimoniali ed economiche 85 Impegni per il futuro 95 Glossario e acronimi 103 3 Contributo in sintesi di Vodafone Italia al Paese 8.245 dipendenti (incluse 81 persone di Tele2) 25.000 persone occupate nell’indotto* 120.908 giornate di formazione erogate in un anno (personale interno ed esterno) 1.673 mln di euro a favore dell’Erario e di altre istituzioni pubbliche 17 mld di euro fra spese e investimenti realizzati in Italia negli ultimi cinque anni** 96% dei volumi di acquisto ordinati concentrati su realtà industriali italiane o sussidiarie locali di realtà multinazionali Fondazione Vodafone Italia: dal 2002 ad oggi realizzate 240 iniziative a favore del sociale, erogati fondi per oltre 38 mln di euro di cui il 40% investiti al sud * Stima interna Vodafone Italia ** Inclusi investimenti, spese operative, spese di acquisizione e retention dei clienti, remunerazioni, costi di materie prime. -
Pressing Forward
Pressing forward Vodafone Group Plc Sustainability Report For the year ending 31 March 2010 About our reporting About us This is Vodafone’s 10th annual Group report detailing the environmental and Contents social impacts of our business and covers the financial year ended 31 March 2010. About our reporting 1 Previously known as our Corporate Responsibility Report, in 2009/10 we changed the Customers change Climate Operations chain Supply Foundations Report scope Assurance against objectives Progress CEO message 2 title to Sustainability Report. We believe this shift in terminology better reflects the role Vodafone can play in promoting a more sustainable society (see our approach, page 5). About Vodafone 3 Our approach 5 This Report outlines our performance in 2009/10 on each of the environmental and social issues most material to our business. It also includes links to our sustainability Customers 15 website, where we provide more general information about our approach to each issue, Climate change 31 our policies and management processes. See www.vodafone.com/responsibility. Operations 40 Scope Supply chain 54 The scope of this Report includes sustainability data and activities from all local markets Foundations 59 managed by Vodafone for the full 2009/10 financial year, with the exception of Vodafone Report scope 61 Ghana and Vodafone Qatar (for more information see page 61). However, these markets are included in the discussion of issues where they are particularly material and we have Assurance 63 also included separate pullouts on both these markets to outline our progress there Progress against objectives 65 during 2009/10 (see pages 12–13). -
Terms & Conditions for Vodafone Super Zoozoo
TERMS & CONDITIONS FOR VODAFONE SUPER ZOOZOO COMIC CON CONTEST THIS DOCUMENT IS AN ELECTRONIC RECORD IN TERMS OF THE INFORMATION TECHNOLOGY ACT, 2000 AND RULES THERE UNDER AS APPLICABLE. THIS ELECTRONIC RECORD IS GENERATED BY A COMPUTER SYSTEM AND DOES NOT REQUIRE ANY PHYSICAL OR DIGITAL SIGNATURES. PLEASE READ THE FOLLOWING TERMS AND CONDITIONS CAREFULLY BEFORE PARTICIPATING IN THIS COMPETITION KNOWN AS VODAFONE SUPER ZOOZOO COMIC CON CONTEST. THIS COMPETITION IS AN OPTIONAL COMPETITION CONCEPTUALIZED, ORGANIZED AND HOSTED BY VODAFONE IDEA LIMITED, (HEREINAFTER COLLECTIVELY REFERRED TO AS “VODAFONE IDEA”). THE FOLLOWING TERMS & CONDITIONS (these “Terms and Conditions”) SHALL BE APPLICABLE TO THE SUBSCRIBER/S OF VODAFONE WHO IS/ARE EITHER A POST-PAID OR A PRE-PAID SUBSCRIBER INTENDING TO PARTICIPATE IN THE VODAFONE SUPER ZOOZOO COMIC CON CONTEST (HEREINAFTER “COMPETITION”). THE COMPETITION SHALL BE LIVE FROM 3rd December 2018 TO 6th December 2018, BOTH DAYS INCLUSIVE, (HEREINAFTER REFERRED TO AS “COMPETITION PERIOD”). THE ELIGIBLE SUBSCRIBER/S PARTICIPATING IN THE COMPETITION SHALL BE LEGALLY BOUND BY THESE TERMS AND CONDITIONS. For the purpose of these Terms and Conditions, wherever the context so requires “You” or “Your” shall mean any natural person, who being an Eligible Subscriber has participated in the Competition. 1. By participating in the Competition, You acknowledge that You have read, understood, accepted and agreed to be bound by the full set of Terms & Conditions set forth herein. If You do not agree to these Terms & Conditions, then You have no right to participate in the Competition and you should not participate in the Competition. 2. You as Eligible Subscriber of this Competition would ensure that You do not misuse any of the Terms & Conditions of this Competition.