Vodafone Business Group Commercial Guidance 20/21 Proposed Business Initiatives - Details

Commercial Guidance 20-21: Business Initiatives
Vodafone Business
Group Commercial Guidance 20/21
Proposed Business Initiatives – Details

C3 - Vodafone Confidential
C3 Confidential
Contents
Contents ......................................................................................................................................................................................................... 2
Strategic initiatives: overview ................................................................................................................................................................ 3
1. Move 50% of SOHO mobile base onto dedicated Business packages ............................................................................ 4
2. Achieve 20% Fixed market share in SOHO and SME ............................................................................................................. 5
3. Exploit the emergence of Software Defined Networking technology............................................................................ 6
4. Enhance Corporate Mobile offers ................................................................................................................................................ 7
5. Accelerate IOT through Vodafone Automotive propositions............................................................................................ 8
6. Accelerate IOT through Vodafone Invent Application Enablement Platform ............................................................ 9
7. Accelerate IOT through GDSP Connections ...........................................................................................................................10
8. Accelerate IOT by 50% of sales force closing at least one IOT deal ..............................................................................11
9. Launch Business 5G (Mobile Private Networks)...................................................................................................................12
10. Multi-Access Edge Compute ........................................................................................................................................................13
11. Enhance the Cloud & Security Portfolio ..................................................................................................................................14
12. Cloud for SME & SOHO ...................................................................................................................................................................15
13. Cyber for SOHO and SME ...............................................................................................................................................................16
14. Vodafone Business Brand and Reputation .............................................................................................................................17
Capability developments overview ....................................................................................................................................................18

15. Fixed Networks Local Access, enabling delivery of key strategic priority, SD-WAN ..............................................19
16. UC Transformation – Global Cloud UC Platform (Vendor Hosted) ................................................................................20
17. Intelligent Communications enabled with CPaaS ...............................................................................................................21
18. 3G Network Shutdown....................................................................................................................................................................22
19. Deliver Digital Experience across Vodafone Business ......................................................................................................23
20. NPS (Heartbeat) extension ...........................................................................................................................................................24
21. New Digital Marketing capabilities for Vodafone Business .............................................................................................25
22. Glossary ...............................................................................................................................................................................................27
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Strategic initiatives: overview
Strategic
Strategic Initiatives Detail in this document
Priorities
Move 50% of SOHO mobile customers 1. Move 50% of SOHO mobile base onto dedicated Business
onto Business plans packages
3. Exploit the emergence of Software Defined Networking
Protect and Exploit the emergence of SD-WAN
technology
Grow
Connectivity Enhance Managed Services
4. Enhance Corporate Mobile offers
capabilities
9. Launch Business 5G (Mobile Private Networks)
Launch Business 5G services
10. Multi-Access Edge Compute
Drive 2. Achieve 20% Fixed market share in SOHO and SME
Achieve 20% Fixed market share in
SOHO/SME 12. Cloud for SME & SOHO
SOHO and SME
Convergence 13. Cyber for SOHO and SME
7. Accelerate IOT through GDSP Connections
Increase GDSP scale
8. Accelerate IOT by 50% of sales force closing at least one IOT deal
Accelerate
Grow priority verticals 5. Accelerate IOT through Vodafone Automotive propositions
IOT
Establish Vodafone Invent developer 6. Accelerate IOT through Vodafone Invent Application Enablement
ecosystems Platform
Enhance the Accelerate sales of IBM portfolio
Cloud and
Add security offers for Corporate and 11. Enhance the Cloud & Security Portfolio
Security
portfolio SME/SOHO
Build bold
brand and Strengthen our brand identity 14. Vodafone Business Brand and Reputation
reputation
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1. Move 50% of SOHO mobile base onto dedicated Business packages
Submitted by Vodafone Business Commercial Strategy and Proposition Marketing Elvira Sevilla González
Descriptive title for 50%+ of SOHO customers on business packages to drive value and Goal being supported SOHO: Vodafone Business Mobile Revenue
final Guidance docs increase NPS Growth
Vodafone Business Elvira Sevilla González
Group Lead:
Other contacts: Phase Continuation of existing activity
Overview of the initiative
 % of SOHO customers/ctn’s with business packages

 ARPU of SOHO customers with business packages
 ARPU of SOHO customers on consumer plans
 ARPA of SOHO customers with business packages
KPI’s supporting the
initiative  ARPA of SOHO customers on consumer plans
 Churn (%) of SOHO customers with business packages
 Churn (%) of SOHO customers on consumer plans
 NPS of SOHO customers with business packages
 NPS of SOHO customers on consumer plans
Vodafone Business Dedicated SOHO Mobile plans, offering Business-relevant value, drives additional ARPU and higher NPS. Our low penetration of Business Mobile
Group Context plans in SOHO (approximately 20% in EU4) presents an opportunity to grow SOHO revenue beyond the LRP. Ambition is to deliver 50%+ of SOHO
customers on business plans by FY24.
 SOHO: Build and communicate mobile ambition

 SOHO: Identify propositions blueprint with integrated Business value and Consumer differentiation
Vodafone Business  SOHO: Establish priorities for CVM activity
Group Deliverables  SOHO: Establish guidance for Business in Retail
 SOHO: Provide strategic planning support to OpCo Markets
 SOHO: Monitor implementation and track performance to agreed targets
Dedicated business packages drives higher ARPU and NPS, hence this initiative creates additional revenue for mobile that would help markets to
Market Context
grow their market share. Achieving 50%+ ambition in EU-4 would deliver an incremental €231m in FY24.
Key enablers to achieve this ambition include: SOHO-specific value in connectivity plans, a portfolio of Business-relevant Digital Services, improved and
consistent Customer Value Management (CVM), and strengthened capabilities across Business in Retail and online channels
 Proposition: Consistently offer dedicated Business plans for Mobile and complete the portfolio of digital services available through our AppDirect
Marketplace
Market Deliverables
required  CVM: Manage all SOHO customers using Business CVM (whether on Business or Consumer plans), create a 360-degree CVM capability to have a
single view of all customer services, and focus on first moving customers to Business plans
 Channel: Train and certify all shop agents (or dedicated Business agents) to sell B2B products and solutions, steer the retail organisation to drive
Business plan penetration through explicit targets and incentives, and build an end-to-end digital sales channel for SOHO to accelerate penetration of
the Business portfolio
Market / Channel Impacted

Key: : - Already in market (on-going support) U - Required update to existing in implementation N - New Deployment / Launch
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2. Achieve 20% Fixed market share in SOHO and SME
Submitted by Vodafone Business Commercial Strategy and Propositions Elvira Sevilla González
Descriptive title for final Achieve 20%+ Fixed market share in SOHO and SME Goal being supported SOHO / SME: Vodafone Business Fixed Market
Guidance docs Share Growth
Vodafone Business Group Elvira Sevilla González
Lead:
 Fixed Broadband Revenue by segment

 Fixed Broadband ARPU by segment
 Fixed Broadband ARPA by segment
initiative  Fixed Broadband Churn(%) by segment
 FMC Penetration (%) on mobile and fixed respectively by segment
 FMC ARPA by segment
 FMC Churn(%) by segment
SOHO: The EU4 market size for SOHO Fixed connectivity is €2.6b, with our market share at only 12% for Fixed. Our experience over the last three years shows that
Cross-selling Fixed and Mobile connectivity drives improved NPS and churn. Low market share in fixed therefore present an opportunity to grow SOHO revenue
Vodafone Business Group beyond the LRP
Context
SME: The EU4 market size for SME Fixed data, and IP Voice (including UC) is respectively €2.0b, and €1.9b, with our market share at only 4-10% for Fixed data and
IP Voice. As in SOHO, Fixed-Mobile convergence is delivering proven benefits in terms of higher NPS, lower churn, and increased revenue per account. We
therefore have an opportunity to increase our Fixed market share in SME by both driving convergence
 SOHO/SME: Build and communicate fixed ambition

 SOHO: Identify propositions blueprint with integrated Business value and Consumer differentiation
 SOHO: Establish guidance for Business in Retail
Vodafone Business Group
Deliverables  SME: Identify propositions blueprint
 SME: Establish priorities for CVM activity
 SME: Determine with OpCo Markets the optimum Channel mix and Sales incentives
 SOHO/SME: Monitor implementation and track performance to agreed targets
Market Context Achieving a fixed Broadband 20% market share in EU4 would generate €578m and €250m of incremental revenues in SOHO and SME respectively across the
forecast period (FY20-24), while also driving convergence improvements on ARPA and churn.
Key enablers to achieve this ambition:

SOHO: Business specific value in fixed connectivity plans, additional converged benefits, improved and consistent Customer Value Management (CVM), and
strengthened capabilities across Business in Retail and online channels
SME: Completing our proposition, improved and consistent Customer Value Management (CVM), and strengthening capabilities across direct, indirect and digital
sales channels
 Proposition: Consistently offer dedicated Business plans for Fixed and complete the portfolio with additional converged benefits in SOHO. Complete
fixed connectivity portfolio with SME-grade solutions for IP Voice, SD-WAN and complement with a set of standardised and easily accessible Digital
Services
Market Deliverables
required  CVM: Create a single view of each customer, and develop robust acquisition and cross-selling plans that:
– Cross-sell Fixed broadband into the Mobile base
– Exploit the transition from incumbent competitors’ legacy fixed Voice and WAN propositions.
 Channel:
– SOHO: Train and certify all shop agents (or dedicated Business agents) to sell B2B products and solutions, steer the retail organisation to drive
Business plan penetration through explicit targets and incentives, and build an end-to-end digital sales channel for SOHO to accelerate
penetration of the Business portfolio.
– SME: Determine the optimum mix of indirect channels, Inside Sales and Online and ensure commission schemes incentivise sales of Fixed and
Digital Services.

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3. Exploit the emergence of Software Defined Networking technology

Submitted by UCC Line of Business Peter Terry-Brown
Descriptive title for final
Continued investment in the development of our Ready Network Goal being supported Drive profitable growth in fixed
Guidance docs portfolio to drive increased revenue and market share. This is enabled
through four key initiatives;
 Expansion of the offering to meet the needs of mid-market customers
(Via a new partner)
 Expansion of GTM channels to include SIs & wholesale offerings
 Extend differentiation through the creation of Intent Based Networks
 Accelerate opportunity through use of 5 steps proposition
Vodafone Business Group Peter Terry Brown
Lead:
Other contacts: Alex Connors – Portfolio Strategy Phase Continuation of previous activity

 TCV of SDN services
 Number of sites delivered
KPI’s supporting the  SDN revenue
initiative  Market Share
 Continued improvement in leadership position status in Gartner Magic Quadrant
 Increase in pipeline
One of our leading capabilities to help businesses in a digital age. SD-WAN further enhances one of Vodafone’s main assets and key areas of
differentiation, our global network. We are enhancing our already powerful global network to be faster, more flexible and more intelligent. To be
positioned as the underlying foundation for digital transformation
Our strategy will deliver WAN revenue growth of 8.7% CAGR (FY18-FY23) based on the following products and activities
 Continue to establish differentiation for Vodafone SD-WAN by focusing on the following themes
o Improved service availability and performance (always-on)
o Integrated services (better together)
Vodafone Business Group o Risk free migration (5 steps to a ready network)
Context o Improved visibility (connected cloud)
 Drive additional revenue growth by expanding into the SME segment through the creation of a specially targeted SD-WAN offering
 Support market coverage and revenue growth by leveraging additional channels to market
o Create System Integrator (SI) offering and proposition to augment coverage of the Enterprise market
o Develop a wholesale offering for SIs and carriers
o Develop reseller offering for SMEs
 In the longer term, we will create sustainable differentiation through the incorporation of Machine Learning (ML), Artificial Intelligence (AI) and
analytics into our services. In doing so, we will create a network that anticipates issues and adapts to business needs to deliver business
outcomes. This is referred to as Intent “Based networking”
 VBP&S to continue roll-outs to new markets
UK – Launched / Spain – H1 FY21 / Germany – H2 FY21
Mid-market SD-WAN (4 markets) – H1 FY21
 VBP&S to develop and launch of mid-market offering (working with new vendor)
 Launch of offering focused on meeting the needs of SIs (Sell-with and wholesale)
 Extension of SD-WAN proposition and GTM toolkit across multiple markets
Vodafone Business Group  VBP&S to create first Intent Based Networking PoCs & MVPs
Deliverables
 VBP&S to complete Local Access Acceleration project enabling the use of local market network capillarity & access offerings in SD-WAN bids
 Core marketing content and global campaigns
 Insights
 Internal and external case studies
 Proposition linkage to wider portfolio
 Sales enablement
1. Expansion of offering to target mid-market and SME customers who can now leverage the low-cost and flexibility offered by SD-WAN
2. Create new channels to market by working with SIs that are leading business transformation projects that incorporate connectivity elements
Market Context
3. Increased service capability to improve competitiveness through differentiated offering & increasing revenues by offering value added services
4. Increase brand awareness and differentiate Vodafone vs competition
1. Secure resources and budgets to complete launch of Vodafone SD-WAN in their home markets
Market Deliverables
2. Support Local Access Acceleration programme
required
3. Produce and execute local GTM plan to drive SD-WAN sales & invest in appropriate marketing support
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Mid-Market SD-WAN N N N N N N N N N N N N N N N N
Q1FY21 Q1FY21
Corporate SD-WAN N  N 
Local Access Acceleration N N N N N
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4. Enhance Corporate Mobile offers

Submitted by Vodafone Business Commercial Strategy and Propositions Elvira Sevilla González
Descriptive title for Protect our Corporate Mobile Business by deploying Managed Goal being supported Corporate - Vodafone Business Mobile
final Guidance docs Mobility and BYOD capabilities Revenue Growth
Group Lead:
 Corporate Mobile ARPU

 Corporate Mobile ARPA
 Corporate Mobile Revenue attributed to Managed Mobility
KPI’s supporting the  Managed Mobility Penetration (%)
initiative  % of connections on Employee Liable Offers
 Revenue generated through Employee Liable Offers
 % of connections on Friends & Family Offers activated via corporate accounts‘ users
 Revenue generated through Friends & Family Offers activated via corporate users’ users
In contrast with the SOHO and SME segments, we cannot protect our mobile business by encouraging convergence, as Corporate procurement
Vodafone Business
teams prefer to buy product-by-product. In addition to the consequent price pressure, we are also exposed to the continual risk of a shift to more
Group Context
extensive use of “Employee Liable” mobile connectivity, which is already in use in ~50% of Corporates.
 Provide guidance and track the execution with markets

Vodafone Business  Core marketing content and campaign playbook
Group Deliverables  Insights
 Internal and external case studies
Markets should protect Corporate Mobile business by deploying Managed Mobility and BYOD capabilities to address our customers’ requirements
Market Context to simplify the management of their mobile estate and, potentially, expand the use of Employee Liable mobility in their operations. Bundling of
DLM and EMM services with Corporate tariff plans delivers an incremental churn benefit of €105m in EU-4 over the forecast period.
Managed Mobility: Provide a standard offer, including Device Lifecycle Management (DLM) and Enterprise Mobility Management (EMM), across our
Corporate customer bases, by reselling third-party solution(s). Execution of the Managed Mobility opportunity requires extensive standardisation of
propositions, platforms, and deal structures to allow for smooth and cost-efficient delivery (based on reselling third-party solutions).
Market Deliverables
BYOD: Assess the market opportunity and provide basic split bill capability to enable employers to implement basic BYOD. In addition, Where the IT
required
stacks allow provide employees on corporate billed solutions to access (and pay for) consumer benefits
Employee offers: Assess the market opportunity and leverage employee advantage programs via BYOD platform and offers for fixed and mobile,
on consumer and SOHO plans and align commissions with consumer team and create BYOD portal to increase the adoption.

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5. Accelerate IOT through Vodafone Automotive propositions

Submitted by Internet Of Things Stephen Ness
Descriptive title for Vodafone Automotive OpCo roll out Goal being supported Grow vertical markets
final Guidance docs
Vodafone Business Gion Baker
Group Lead:
Other contacts: Katrina Lowes - Marketing Phase Continuation of existing activity
KPI’s supporting the  Number of local markets enabled to sell Vodafone Automotive propositions
initiative  Number of Automotive propositions in market
Vodafone Business
Further develop the Automotive market vertical in the local markets
Group Context
 Create central content on the below Automotive products - training and sales support (Q1)
o Usage based insurance proposition (UBI)
o OEM telematics (stolen vehicle recovery and crash assistance services)
o After market telematics ( stolen vehicle recovery services )
o Fleet management services
Vodafone Business
Group Deliverables  Provide core marketing and sales enablement content
o Marketing campaign playbook
o Insights
o Internal and external case studies
o Proposition linkage to wider portfolio
o Sales enablement playbook
Market Context Propositions will vary market by market
 Leverage central content to build local propositions and go-to-market activities by Q1

Market Deliverables
 Leverage central material to enable sales team to sell Automotive propositions (by Q1)
required
 Invest in appropriate marketing support
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Vodafone Automotive N N N N N
OEM proposition N N N
Aftermarket N N N N
Fleet management N N N N
UBI N N N N N
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6. Accelerate IOT through Vodafone Invent Application Enablement Platform

Descbriptive title for final Vodafone Invent Goal being supported Vodafone Invent strategy
Guidance docs
Vodafone Business Niklas Ekarv
Group Lead:

Number of OpCos ready to sell Vodafone Invent applications to Corporate and SME customers
initiative
 Supports Vodafone’s strategic move into Platform businesses through partnerships with PTC and local application providers
Vodafone Business  Drive growth in both Corporate and SME customer segments
Group Context  Deliver sustainable IoT growth that is faster than the market
 Mitigate price erosion in the core IoT managed connectivity business
 Create central material to provide sales, marketing and specialist solution support including:
o Campaign playbook
o Insights
Vodafone Business o Internal and external case studies
Group Deliverables o Proposition linkage to wider portfolio
o Sales enablement
 Support for bid/governance and pricing guidance
 Provide support for application developer Partner engagement including selection guidance and contractual frameworks
 Business customers across the Group want to improve their customer experience, improve efficiency and introduce new business models that are
enabled with IOT applications
Market Context
 Customers are looking to Vodafone to provide end to end solutions to help them achieve this building our connectivity success
 Opportunity to establish an early lead in what is a very fragmented market with no distinct end to end solution supplier
 Invest in appropriate marketing support in line with a new launch
Market Deliverables  Prioritise sales to Corporate and SME customers

required  Leverage central material to train sales force to sell Invent applications
 Sign up local application developer partner ecosystem in line with the operating model
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Vodafone Invent           N N N N N  N 
EU Q3
Q2 Q2 Q2 Q4 Q2 Q3 Q3 Q3 Q4 Q4 Q4 Q4 Q1 Q3 Q1 Q2 Q1 FY20
Launch date
FY20 FY20 FY20 FY20 FY20 FY20 FY20 FY20 FY20 FY20 FY20 FY20 FY21 FY20 FY21 FY20 FY21 APAC
Q4
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7. Accelerate IOT through GDSP Connections

Descriptive title for Active GDSP Connections Goal being supported Improvement in Quality on Connectivity
final Guidance docs Platform
Vodafone Business Stephan Klink
Group Lead:

Increase to > 50% of active IoT connections on GDSP platform
initiative
The GDSP platform meets the Group strategy to increase the quality of connectivity for customers in the local markets. It provides customers with
Vodafone Business
the visibility and control of their IoT devices wherever they are. It can track the location of the connected device, provide alerts on unusual activity,
Group Context
produce reports on data usage and performance, activate new connections and manage them through their lifecycle.
 Provide GDSP managed connectivity platform development, maintenance, operations and support
 Create central training collateral and sales support to enable GDSP sales
 Provide core marketing content
Vodafone Business o Campaign playbook
Group Deliverables
o Insights
o Internal and external case studies
o Proposition linkage to wider portfolio
 GDSP supports full range of customer quality requirements and includes both cellular and NB-IoT connectivity
Customers demand a way to monitor their connectivity, order and deploy more devices as their business grows and diagnose faults quickly in hard-
Market Context
to-reach areas. They also need to ensure that their data remains secure and keeps their usage and costs under control.
 Increase the proportion of IoT connectivity sales on GDSP to more than 50% by end of FY21
Market Deliverables  Leverage central material to ensure GDSP propositions are ready for sale (GTM) by Q1
required  Leverage central material to educate sales force in Q1 and provide ongoing training to enable them to actively sell GDSP
 Invest in appropriate marketing support to create awareness
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8. Accelerate IOT by 50% of sales force closing at least one IOT deal
Descriptive title for 50%+ of the sales force close 1 IOT Opportunity (EBU&VGE) Goal being supported Scale IOT business
final Guidance docs
Vodafone Business Tony Guerion
Group Lead:
Other contacts: Katrina Lowes – Marketing Phase Continuation of existing activity

50%, or more, of the Corporate sales force in a market (EBU&VGE) should close at least one IOT deal
initiative
Vodafone Business To grow further, Vodafone needs to sell IoT propositions to a wider range of Corporate customers in the key verticals within the markets. To do this a
Group Context greater number of VGE and EBU sales individuals within the markets need to promote the IoT propositions.
 Provide ongoing LoB IoT specialist sales support in the country

 Provide support to markets including any training requirements by Q1 for all existing products, and provide ongoing support for new
products.
Vodafone Business
Group Deliverables  Ensure existing IoT propositions can be supported in market (Q1)
 Monitor, build and rollout new propositions on an ongoing basis
 Deliver Customer Outcome Sales Campaigns playbook that can be localised to support opportunity identification and acceleration
All markets have IOT propositions available to sell, however, not all markets have all propositions.
Market Context
This is relevant to both local EBU sales and VGE sales within the given country.
 Support the sales teams to sell the IoT propositions (Q1) by ensuring necessary training, etc. is in place
Market Deliverables
 Promote the IoT propositions so that 50%+ of the sales teams (EBU&VGE) sell at least 1 IoT deal (Q1)
required
 Invest in appropriate marketing support to create awareness
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9. Launch Business 5G (Mobile Private Networks)
Submitted by UC&C LOB Chris Allen

Descriptive title for final Launch Mobile Private Networks (MPN) solution in local markets Goal being supported Vodafone Business new revenue
Guidance docs
Vodafone Business Group Chris Allen
Lead:
Other contacts: Mark Newlin (UC&C Practice) Phase New Initiative
Richard Mabey (Commercial Strategy)
Katrina Lowes (Marketing)
 Number of MPN customers (by segment)
KPI’s supporting the  Number of MPNs (by segment)
initiative  MPN revenue (by segment)
 Improvement in brand positioning of Vodafone Business as a TechCo
A Mobile Private Network (MPN) is a segregated business mobile network in a local area (on the customer’s premises) that enables human/machine
communications via private/reserved mobile coverage with assured SLAs, high security, reliability and high speed / capacity/connection density. This
enables the business to run mission and business critical services with a guaranteed quality of service.
Mobile Private Networks (MPN) is a strategic priority and part of the wider 5G programme for Vodafone Business.
Part of the wider strategy of differentiation through our mobile network capability. Here we are providing connectivity and automation in locations
Context
where it was not possible before. Part of our overarching vision to help businesses transform the way they work though our Digital Workplace
proposition
MPN is a gateway proposition to other Vodafone products such as EMM, IoT Private Networks and Edge computing
MPN represents a significant growth opportunity & new revenue stream for Vodafone – the total market is estimated to be worth €3bn by FY24
Establish commercial interlock with markets on spectrum usage for MPN.

Group MPN product (currently only available to VGE) to be launched in Local OpCo markets.
Vodafone Business Group Provide thought leadership and market conditioning content to support local demand generation marketing activities
Deliverables  Core marketing assets
 Insights
 Proof points/case study
 Proposition linkage to wider portfolio
MPN represents a significant growth opportunity & new revenue stream for Local OpCo markets.
Market Context
EU4 market estimated to be worth €670M by FY24
1.) Establish commercial interlock with Group on spectrum usage for MPN.
Agree cost model / pricing strategy for spectrum allocated to MPN customers.
2.) Launch the VF-Group product (for OpCo customers) in the OpCo market.
Localise the VF-Group product and GTM collateral (develop local proposition) in local language and with local content for local market, investing
appropriately in marketing support to create awareness and demand.
Note that this requires a process for allocating spectrum to business customers (for exclusive use) in localised areas.
Market Deliverables
In markets where customer opportunities need to be realised prior to group product availability any bespoke solution should be designed around the
required
group product blueprint including commercial frameworks.
3.) Enable the VF-Group product (for VGE customers) in the OpCo territory.
Accommodate MPN deployments for VGE customers in the OpCo territory.
Note that this requires a process for allocating spectrum to VGE customers (for exclusive use) in localised areas.
Initial Launch – MPN ‘standalone’ architecture (no integration with OpCo Core Network required) in UK and DE, growing to eight markets by FY23.
Future Release – MPN ‘hybrid’ architecture (integration with OpCo Core Network required) in eight markets by FY23.

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Spectrum alignment N N N N N N N N N N N N N N N N N N
Launch Group product in

N N
OpCo (OpCo customer)
Enable Group product in
N N N N 
OpCo (VGE customer)
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10. Multi-Access Edge Compute
Submitted by Cloud & Security

Descriptive title for Goal being supported Vodafone Business new revenue
Multi-Access Edge Compute (MEC)
final Guidance docs
Vodafone Business
Santi Ribas - Head of Offers & Innovation
Group Lead:
Other contacts: Yuan-Yuan Song - Head of Cloud & Security Practice, VBP&S Phase New Initiative
Katrina Lowes - Marketing
 Latency performance of 10ms for 80% pop coverage

 Cloud & Security LRP
initiative
 Improved brand perception of Vodafone Business as a TechCo
 MEC is one of the revenue growth opportunities within our broader 5G play, with the potential to generate revenues of c.€200-300m by FY25:
- Business: c.€200m from Dedicated MEC (Private Networks) & Distributed MEC (AR, Video Analytics)
- Consumer: €15-100m from Game price plans for lower latency Gaming via MEC
Vodafone Business  We recommend starting our MEC journey by partnering with hyperscalers since they provide market access without the need to deploy our own
Group Context infrastructure or build our own ecosystem of developers and ISVs
 With hyperscalers, we aim for a two-sided monetisation of MEC services, (1) offering low latency compute services direct to end customers and (2)
receiving a revenue share of any hyperscaler services sold from our MEC locations, while leveraging the provisioning of access to low-latency
MEC services as our control point
 Agree commercial framework and contract with one or more hyperscalers to offer low latency computing services from our network
 Build multi-edge application orchestration and management platform with IBM to differentiate Vodafone’s offer
 Develop global / local research and insights to support strategic positioning and proof points for our unique value proposition
 Leverage global and technical leadership in MEC to position Vodafone Business as the best partner for digital solutions that bring together
Vodafone Business intelligent connectivity with technology services
Group Deliverables  Develop global market positioning and point of view, messaging frameworks, and thought leadership program to establish competitive
differentiation
 Integrate MEC as a proof point for our differentiated digital solutions into global brand positioning and communications
 Build central campaigns and materials that can be locally executed
 Develop partner marketing program with joint plans and investments
A new ecosystem for edge computing is emerging. While cloud computing is the de-facto standard for developers and enterprises due to its
scalability, flexibility and cost efficiency, Edge computing augments cloud capabilities by processing data closer to the end device/user. Multi-
Market Context Access Edge Computing delivers both the agility and flexible cost models of public cloud with the low latency of on prem computing - allowing
Vodafone to deliver a premium cloud service to our customers. MEC will open up new use cases that were previously not possible or practical using
public cloud, such as video analytics, AR / VR, robotics and real time drone & UAV control and surveillance.
 Support the refurbishment of Edge and Low Latency Technology Centres to the standard defined for hyperscaler compute requirements.
 Ensure that Content Delivery contracts do not allow for compute to be run ‘over the top’ to protect the MEC revenue opportunity
 Launch and generate revenue and pipeline for Vodafone’s low latency compute service in partnership with hyperscalers
 Localise the centrally-developed proposition to be relevant to each local market
 Leverage global positioning, messaging and thought leadership program to position Vodafone Business as a partner to deliver secure MEC digital
Market Deliverables
solutions and services with local/regional MEC partners
required
 Leverage partner marketing program and activate target audience segments: Business Decision Makers, Tech Decision Makers, and Developers.
 Leverage central content and campaigns to activate local go-to-market activities, including demand generation and sales enablement
 Provide customer insights and feedback on propositions
 Provide reporting & feedback on agreed KPIs for global campaigns & content to ensure continuous improvement & ROMI (return on marketing
investment

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11. Enhance the Cloud & Security Portfolio

Enhance the Cloud & Security portfolio for Large Enterprise & MNC Goal being supported
Guidance docs
Santi Ribas - Head of Offers & Innovation
Vodafone Business Lead
Jon Hughes - Head of Vodafone Business security Group
Keith Mizen - Head of Vodafone Business IT
Other Leads Phase Continuation of existing activity
Overview of the initiative:
KPI’s supporting the Cloud & Security LRP, Cirrus Business Case
initiative Improvement in brand perception of Vodafone Business as a TechCo
The Vodafone/IBM “Cirrus” venture launched in May 2019, introducing an alternative model to bring new cloud services to market. With access
to IBM’s leading portfolio we are no longer reliant on building cloud products within Vodafone and can launch new services to market in a
much faster and more agile manner. The first wave of new services was successfully launched on 1st May and the portfolio will continue to be
Vodafone Business Group updated on a quarterly basis to ensure our offer remains compelling and competitive. Driving sales of these new Cirrus services is now a key
Context priority.
There is also an opportunity to move beyond cloud and leverage IBM’s cybersecurity credentials. Given that most telco competitors have
already built well-established security services organisations, and M&A targets are scarce and expensive, partnering in this space has been
determined as the most appropriate strategy.
 Manage IBM relationship and deliverables

 Integrate IBM services into Vodafone systems and processes
 Build central propositions that articulate Vodafone relevance
Deliverables
 Build central sales enablement material & execute sales training for OpCo/VGE sales channel
 Build central awareness/ lead generation campaigns that can be locally executed
In-scope Cirrus markets (UK, Germany, Ireland, VGE) will be able to leverage all enhancements to the Group portfolio, based on local demand
and market dynamics. Simplification of local NPD processes may be required to adapt to the new Cirrus model and launch continual portfolio
Market Context updates. Now that a competitive cloud portfolio is in place, a focus on driving sales and revenue is required.
There is potential to expand the Cirrus portfolio to further markets (e.g. Italy, Spain, EU9), depending on local demand and investment.
 Local deliverables to support the quarterly release of new cloud services (Go-To-Market, IT integration)
Market Deliverables
 Network integration into cloud services
Required
 Pipeline generation for new Cirrus services
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12. Cloud for SME & SOHO

Cloud for SME & SOHO Goal being supported
Guidance docs
Vodafone Business Lead Simon Lee-Smith - Head of Cloud & Security, SME
Yuan-Yuan Song - Head of Cloud & Security Practice, VBP&S
Other Leads Phase Continuation of existing activity
Overview of the initiative:
Cloud & Security LRP

KPI’s supporting the initiative
Improvement in brand perception of Vodafone Business as a TechCo
Vodafone Business’ extensive mobility reach within the SME & SOHO segment provides a significant opportunity to up sell/cross sell cloud and
digital services.
Our approach is to offer a curated catalogue of cloud applications (e.g. Microsoft O365, Google G-Suite) and simple public cloud services (e.g.
Vodafone Business Group Microsoft Azure, Google Cloud Platform), with the associated activation and support services that are essential for SME & SOHO buyers. This
Context approach is underpinned by a global digital marketplace platform (App Direct) which ensures ease of purchase and provides the ability to
bundle cloud with other Vodafone services.
A combined global/local approach is proving an effective combination; with a central approach to platform and global partnerships, combined
approach to portfolio and local approach to channel enablement.
 Regularly update the marketplace platform with new services, including; further cloud applications, UC&C services, IoT Invent and MDM
 Drive ongoing functional and CXX improvements to the marketplace platform, including; improved reporting capability and
enhancements to the customer facing storefront
 Extend Centre of Excellence support (2nd line customer support, accessible by all markets) to cover a broader range of services
Vodafone Business Group  Create the central ‘blueprint’ to integrate the marketplace platform into online channels, creating a fully automated click to buy approach
Deliverables
 Implement simplified global contracting processes to support rapid onboarding of new application providers
 Build central proposition and sales enablement material
 Build global market positioning, messaging frameworks
• UK, Germany, Italy and Spain have all implemented the marketplace platform but are at different stages of execution in their Cloud for SME &
SOHO strategies. In general, growth momentum is strong (over 50% YoY), although from a relatively small base. While the focus to date has
been on enabling traditional channels to serve larger SME customers, the opportunity is now to scale by expanding to digital channels to serve
Market Context the volume SOHO segment.
There is also potential for smaller markets in the EU9, and Partner Markets, to leverage the marketplace platform and associated Group
materials, for which discussions are currently underway.
 Leverage central content to build local propositions, combining relevant group & local applications, managed services and connectivity
offerings
Market Deliverables Required  Leverage central material to enable local sales teams, while implementing alternative low-cost sales channels (e.g. Digital Sales)
 Integrate the marketplace platform into local online channels
 Simplify local NPD processes, in order to fully realise the benefits of the marketplace platform and deploy new services rapidly
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13. Cyber for SOHO and SME

Submitted by Cloud and Security
Descriptive title for Cyber for SME & SOHO Goal being supported
final Guidance docs
Vodafone Business Simon Lee-Smith - Head of Cloud & Security SME KPI the Initiative
Group Lead: supports
Other contacts: Yuan-Yuan Song - Head of Cloud & Security Practice, VBP&S Phase Continuation of existing activity
KPI’s supporting the Cloud & Security LRP

initiative Improvement in brand perception of Vodafone Business as a TechCo
The cybersecurity market is growing rapidly as a result of rising digital security concerns, regulatory pressure and high-profile cybersecurity
breaches. While the market for Large Enterprise & MNC is well established, with many SI’s and Telco’s delivering consulting and managed security
services at scale globally, the SME & SOHO segment is not well served by the major security players. There is an opportunity to launch a
disruptive cybersecurity play, including;
Vodafone Business  Partnering with leading security organisations to deliver best in class cloud-based security products
Group Context
 Using Vodafone customer & network data to differentiate and provide unique threat intelligence
 Bundling incremental services, such as cyber-insurance, to provide an end-to-end solution
 Leveraging the App Direct marketplace platform to achieve a rapid market launch, scale quickly and take a first mover advantage
 Define the Cyber for SME & SOHO proposition, including;
- Cyber Ready Assessment: develop a tailored cyber risk assessment, score and protection recommendation tool to drive cyber
awareness within the SME & SOHO base
- Cybersecurity Products: develop SecureNet for Business to meet the basic cybersecurity needs of the small business, adding advanced
3rd Party security solutions and layered protection including device, email and cloud security
- Cyber Insurance: launch a Cyber Insurance proposition covering First & Third Party and Breach Response services
Vodafone Business - Business Accreditation Programme: develop a Cyber Essentials certification to help small businesses build credibility with customers,
Group Deliverables suppliers and investors
- Threat intelligence: investigate the integration of Vodafone data (Customer, Content, Context, Connectivity) to create a source of unique
threat intelligence that feeds SecureNet and device security

 Develop global / local research and insights to support strategic positioning and proof points for our value proposition
 Build global market positioning and point of view, messaging frameworks, and thought leadership program to establish differentiation
 Integrate security into global brand positioning and communications
• By utilising the marketplace platform that is already deployed in the large EU markets, OpCos will be able to easily leverage the centrally-
Market Context
developed Cyber for SME & SOHO proposition, as a natural extension of their Cloud for SME & SOHO strategy.
 Localise the centrally-developed proposition to be relevant to each local market

 Leverage global positioning, messaging and thought leadership program to position Vodafone Business as a partner to deliver simple and
secure digital solutions and services
 Leverage central content and campaigns to activate local go-to-market activities, including demand generation and sales enablement
 Provide customer insights and feedback on propositions
Market Deliverables
required  Bundle SecureNet into SoHo Business Plans, as preferred SecureNet GTM approach, to drive adoption of dedicated business packages -
charging a recommended incremental €1 per user per month with a 3 month free trial period
 Provide reporting and feedback on agreed KPIs for global campaigns and content to ensure continuous improvement and ROMI (return on
marketing investment)
 Provide access to local market CVM data & drive local regulatory engagement, allowing the use of Vodafone data to develop unique threat
intelligence
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Portfolio and platform capabilities are also available to Partner Markets
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14. Vodafone Business Brand and Reputation

Submitted by Vodafone Business Brand Team Matt Barker
Descriptive title for Create a bold business brand and reputation for Vodafone Business Goal being supported Create a strong business brand to drive increased
final Guidance docs awareness & preference beyond mobile to help
businesses succeed in a digital world.
Group Business Lead: Ebru Ozguc, Group Head of Brand and Digital Marketing
Danielle Restivo, Group Head of Communications
Other Leads: Matt Barker, Group Senior Brand Strategy Manager Phase Mix of building on the 2018 Vodafone Business
Kirstie Stevens, Group Senior Manager, Media and Content launch and creating new Positioning and ToV
guidelines. Continuing efforts to build positive
and bold reputation for the brand.
Vodafone Business brand tracker which covers 19 markets that will measure:
• Increased awareness of Vodafone’s services beyond mobile (fixed, IoT/M2M, Cloud, Security, Fixed)
KPI’s supporting the • Increased brand consideration
initiative • Increased brand preference vs. competitors
• Increased engagement from customers / partners / influencers
• Brand values and imagery recall from customers / partners / influencers
• Usage metrics (e.g., NPS, revenue growth)
What is the Group Business context?

As the pace of change continues to accelerate across the world, so does the way we work, learn and live. Expectations of customer experience and
personalization continue to rise and businesses must find new and more innovative ways to meet these expectations. Digital transformation is no
longer a future intent, but a means of competitive differentiation.
At a time when many competitors are claiming to offer digital integration and transformation, we are offering a way forward that fits our
customers' ambitions, whatever they may be.
What is the scale of the ambition?

We want customers to believe Vodafone isn’t just a telecommunications company, nor is it an IT infrastructure company. We want to be defined by
Group Business
Context our ambition; to create better outcomes for customers, employees, businesses of every scale (& every desired pace of growth) and society.
We want customers to believe:
o We connect businesses to their employees, partners, customers, and things – everything that matters to them.
o We provide our customers with the technology they need to achieve their vision and compete in a digital world.
o When you work with us you get far more than a provider – we become a guide and a partner to our customer’s future business. And
we move quickly to match the speed our customers need to be competitive.
o We credibly solve real world industry challenges across multiple solutions in our portfolio
o Ultimately, we are a digital services provider, moving beyond the traditional offerings of a telco.
It’s vital that our brand show authentic emotion. We are a purpose-led company, aiming to follow the path of more productive, efficient,
better future hand in hand with our customers. This will help us to differentiate in a busy and competitive space.
Q4 FY20
 Brand Model
 Value Proposition
 Messaging Matrix
 Tone of Voice Guidelines
Group Business  Points of View by industry and solution
Deliverables
 Multi-product campaign brand and communications toolkit
Q1 FY21
 Playbook 2.0
 Global Brand Campaign Toolkit
 Future Ready Advisor Campaign Toolkit
 The deliverables will help our EBUs strengthen their market position as more than a consumer brand known mainly for mobile.
 It will drive increased awareness, consideration and accelerate pipeline growth.
 Awareness of Vodafone solutions beyond mobile is low and we are perceived as a commodity supplier in many markets. Strengthening our
Market Context brand will drive competitive differentiation in our OpCo’s and boost performance.
 The tools and campaigns we are developing will help markets to change perception as mainly a consumer mobile brand (e.g., More than Mobile
in the UK). It is also a key opportunity for OpCo’s to promote their strengths in our markets and accelerate Vodafone growth & leadership in fixed,
Cloud, Security, IoT, 5G, SDN, innovation in data analytics, thought leadership and strategic solutions approach. We can show clear
differentiation in bringing to life how we solve industry challenges for customers
Q1 FY21
Market Deliverables  Implementation of guidelines Inc. Tone of Voice & Playbook 2.0
required  Implementation of global brand & multi-product campaign across brand and external communications
 Commitment to assign 15% of total publicity budget to Vodafone Business and 40% Vodafone Business publicity budget to brand building.
 Implementation of Future Ready Advisor campaign in the markets where it is launched
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Capability developments overview
Strategic Detail in this doument

Strategic Initiatives
Priorities
Local access capability for global SD- 15. Fixed Networks Local Access, enabling delivery of key strategic
WAN priority, SD-WAN
UC transformation 16. UC Transformation – Global Cloud UC Platform (Vendor Hosted)
Intelligent Communication enabled 17. Intelligent Communications enabled with CPaaS

with CPaaS
Capability
Developments 3G shutdown 18. 3G Network Shutdown
Digital Experience across Vodafone 19. Deliver Digital Experience across Vodafone Business
Business
Vodafone Business Brand 20. NPS (Heartbeat) extension
New Digital Marketing Capabilities 21. New Digital Marketing capabilities for Vodafone Business
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15. Fixed Networks Local Access, enabling delivery of key strategic priority, SD-WAN
Submitted by UCC Line of Business Peter Terry-Brown
Descriptive title for Unlock local network access to enable increased asset utilisation Goal being supported Sustainable reduction of cost base, driving
final Guidance docs whilst reducing cost base, providing a simplified end to end profitable growth and supporting SD-WAN
connectivity offer for our customers across internet, Mobile rollout in markets
Broadband, MPLS and Ethernet.
Vodafone Business Peter Terry Brown
Group Lead:
Other contacts: Mark Bennett – VBP&S Phase Continuation of previous activity
Overview of the initiative – Replace the text in the boxes, detailing the main components and business requirements required to make the initiative a success
Unit cost savings per circuit/site ordered; ratio improvement in OpCo spend to 3rd party local access spend within Vodafone markets; SD-WAN bid
gross margin % improvement, SD-WAN OCR % improvement
initiative
Local Access Acceleration, the ability to connect customer sites using OpCo/3rd party network, has enabled avg. annualised cost savings of €4.6m
p.a. YTD
 €3,553 per circuit attributed to use of low cost dedicated internet in 25 markets (including 8 OpCos (DE, ES, IT, UK, NL, IN, KY, ZA)
We can increase SD-WAN win rates by reducing Local Access network costs
Vodafone Business  By connecting customer sites over Vodafone networks, average circuit costs reduce by 47% relative to buying from our competitors
Group Context  Over 50% of SD-WAN circuits are provided over the Internet. Last year, Fixed Broadband was sourced from an aggregator ‘Expereo’ at an average
cost of €150 p/m.
 Our FY20 roadmap focuses on enabling local market IP-VPN, 4G and High Speed Internet Access as well as automating key process steps to
reduce quote and delivery times.
 Automating our interfaces with OpCos will help avoid sell, build and run costs and dependence on OpCo resource – e.g. feasibility resource
@€50K PA, FTE for scaling sell/build/run in group, local language requirements
FY20
1. Complete on-boarding of local IP-VPN in DE, ES and 4G Access in DE, ES, IT, UK
FY21
Vodafone Business
1. Complete on-boarding local IP-VPN in IE, CZ, RO, HU, GR, PT, NL, TR
Group Deliverables
2. Complete on-boarding of local fixed internet (broadband and dedicated) in IE, CZ, RO, HU, GR, PT and NL
3. Complete on-boarding of 4G access in IE, CZ, RO, HU, GR, PT, NL and IN
4. Start automating key sell, build and run journeys in ES and DE; increase automation in UK and IT. Example journeys are quote, feasibility, order
placement, service management
1. By 2028, 75% of the IP-VPN market will transition to SD-WAN. Local Access Acceleration underpins our SD-WAN growth ambition by
Market Context connecting customer sites, at a significantly lower cost, over Vodafone networks rather than those of our competitors.
1. Continued engagement and commitment to deliver this programme

Market Deliverables 2. Plan to support Group on-boarding asks for FY21 (per above) by committing resources to help implement the wholesale operating processes
required between local market and group, transfer costs and technically integrating global and local networks.
3. Plan to support automation improvements as volumes increase (EU4 markets)
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16. UC Transformation – Global Cloud UC Platform (Vendor Hosted)
Submitted by UC&C LOB Peter Terry-Brown

Descriptive title for UC transformation powered by migration from legacy VF hosted UC Goal being supported SME / SOHO Convergence – Strategic
final Guidance docs platforms to a vendor hosted Global Cloud UC platform. business growth & significant reduction in
This will deliver the following benefits; annual UC product investment
- Creation of a market leading UC & collaboration offering
- YoY reduction of investment required to manage existing platforms
- Maximise economies of scale by leveraging a cloud service across
multiple markets
Vodafone Business Peter Terry-Brown
Group Lead:
Other contacts: Justin Shields, Market Bennett – VBP&S Phase New Initiative – strategy development
Andy Wood – Vodafone Business Portfolio Strategy
Peter Mason – Vodafone Business Group Finance
Katrina Lowes – Vodafone Business Group Marketing
 No. of markets using the new Cloud UC platform (Vendor Hosted)
 No. of sales people trained, qualified leads generated, unweighted & weighted pipeline generated, conversion rate.
 No. of customers, seats, revenue, and average price per seat.
KPI’s supporting the  SLA performance – Service availability, end user experience, CSAT, & NPS.
initiative  UC churn & mobile churn.
 No. of products per customer
 UC penetration of mobile customer base
 Improvement in brand perception of Vodafone Business as a TechCo
Our strategy will transform our existing disparate UC offerings, drive revenue growth and reduce cost through migration of existing services to a
Vendor Hosted cloud model;
- Installed base of 140k UC customers, 4.5m fixed users & 10m mobile only users generating revenue of €540m & growing at 8% p.a.
Vodafone Business - Do not have the capex to invest in modernisation of our fragmented UC platforms, which are falling behind market requirements.
Group Context - Face new wave competition from (OTT) providers such as Zoom, Amazon, 8x8, Ring Central as well as Microsoft Office 365 / Teams.
- Vision is to create a vendor hosted UC cloud platform, available to all VF markets, Partner markets, resellers & address all customer segments
- Differentiate a vendor hosted UC platform via managed service, Fixed, Mobile, IoT connectivity & integrated & automated workflows using
CPaaS.
Line of business (LOB)
- Define strategy and recommendation for Global UC Platform (Vendor Hosted) FY20 Q2
- Business lead with vendor evaluation & commercial negotiations.FY20 Q3
- Develop supporting business case & interlock with local markets & VF leadership & ExCo. FY20 Q3
- Value proposition & differentiation development. FY20 Q4
Vodafone Business Platforms & Solutions (VBP&S)
- Supporting role with vendor evaluation & commercial negotiations. FY20 Q3
Vodafone Business - Create strategy execution plan & supporting programme. FY20 Q3
Group Deliverables - NPD execution in partnership with UCC LoB & VF markets. FY21 H1
- Manage customer migrations to new platform & decommission legacy platforms when appropriate. FY21 H2 onwards
Marketing & Sales Enablement in partnership with vendor
- Campaign playbook
- Insights
- Internal and external case studies
- Proposition linkage to wider portfolio
- Sales enablement
 Customers want to drive personal, team & organisational productivity through flexible working & on-line collaboration tools.
 Vendor hosted UC platform can provide calling, meeting, messaging, team collaboration & contact centre solutions on a PAYG basis.
 Vendors are innovating via acquisition & transforming UC with Artificial Intelligence (AI), Machine Learning (ML), API’s for integration & rich
workplace analytics / reporting.
 The vendor hosted platform model is the only way that next generation UC will be made available to service providers & customers.
Market Context
 The 5 year UC market growth projection from Gartner is $5.5bn v $46bn total market by 2028 with Cloud UC delivering CAGR of 15% and On-
Premise UC technologies with negative CAGR's declining from -5% to -15%.
 There is a huge On-Premise to Cloud telephony transformation opportunity; currently the call control installed base of 435m licences are split
86% On-Premise and 14% Cloud across all market segments.
 Vodafone has the opportunity to provide UC on a global basis, add more VF markets & partner markets to enable business growth
 Validate the local market opportunity for vendor hosted UC cloud platform with UCC LoB & vendors. FY20 Q3
 Identification of strategic local market requirements & risks to UCC Lob. FY20 Q3
 Provide formal commitment for revenues against project business case. FY20 Q3
Market Deliverables
required  Assist VBP&S with NPD execution. FY21 H1
 Lead local GTM / sales enablement programme in partnership with UCC LoB & vendor. FY21 Q1 investing appropriately in awareness and
demand generation
 Assist VBP&S with customer migrations. FY H1 onwards
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<initiative, add rows if
VGE are launching Intelligent Voice initial proposition enabled by CPaaS. Wider Opco & Partner market opportunity to be evaluated. Focus initially
on EU4 & IE
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17. Intelligent Communications enabled with CPaaS

Submitted by UC&C LOB Peter Terry-Brown
Descriptive title for Intelligent Communications enabled through CPaaS Goal being supported Maintain existing UC revenues and drive
final Guidance docs profitable growth
Vodafone Business Peter Terry-Brown
Group Lead:
Other contacts: Justin Shields – VBP&S Phase New Initiative – strategy development
 Participating markets
 Intelligent Voice proposition launches
KPI’s supporting the  No. of sales people trained, qualified leads generated, unweighted & weighted pipeline generated, conversion rate
initiative
 No. of customers, seats, revenue, and average price per seat.
 Improvement in brand perception of Vodafone Business as a TechCo
Our strategy is to create a differentiated UC portfolio by leveraging CPaaS to augment existing capabilities with value-added services and enable the
integration of communications services with business applications.
 CPaaS is disrupting how UC and CC solutions are delivered and is enabling new digital business opportunities
 UC strategy incorporates a move from existing Vodafone hosted products to vendor hosted UC capabilities. Solution build enabled through
Vodafone Business CPaaS creates Digital Workplace and Intelligent Communications propositions
Group Context  Addressable market for CPaaS in Europe is approx. €1Bn in 2022 growing at ~40% CAGR
 In the medium term CPaaS will enable existing products to be augmented with value add capabilities such as AI
 Integration of communications with business applications through CPaaS creates stickiness to protect against disintermediation
 Longer term, the UC portfolio can be developed to offer a set of programmable communications capabilities
Line of business
- Further refine strategy and confirm recommendation for use of CPaaS to support Intelligent Communications vision – Q3 FY20
- Value proposition development and toolkit creation – FY20 Q4
- Use case development and prioritisation with markets – FY20 Q4
- Develop business case and interlock with local markets – Partial interlock target end FY20 Q3
VBP&S
Vodafone Business - Co-create proof of concept initiatives with customers and markets –FY20 Q4
Group Deliverables
- Create strategy execution plan and programme –FY20 Q4
- Capability development through supplier/partner ecosystem – FY21 ongoing
Marketing
- Thought leadership and marketing conditioning
- Insights
- Proposition linkage to wider portfolio
 Customers want to adopt innovative services e.g. AI and need a model to augment existing solutions.
 CPaaS enables modernisation of the existing portfolio and supports move to future vendor hosted models
 CPaaS providers have targeted APIs to innovators and early adopters. There is an underexploited opportunity for Vodafone to target
Market Context
mainstream adoption for all segments through enterprise, midsize and SME.
 Vodafone can differentiate through brand; trusted status; global scale, local reach; breadth of portfolio; managed services
 The vision is to create a single platform and partner ecosystem that can be consumed by markets to tailor propositions to local needs
 Validate market opportunity for CPaaS enabled services – FY20 Q3

 Develop local market propositions – FY21 ongoing
Market Deliverables
 Provide formal commitment for revenues against business case – FY20 Q3
required
 Use case opportunity evaluation and prioritisation – FY20 Q3
 Support local customer co-creation activity FY 21 ongoing
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N N N N N U
<initiative, add rows if
VGE are launching Intelligent Voice initial proposition enabled by CPaaS. Wider Opco and Partner market opportunity to be evaluated. Focus initially
on EU4 and IE
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18. 3G Network Shutdown
Submitted by Vodafone Business Commercial Strategy and Proposition Marketing

Descriptive title for 3G Network Shutdown - commercial guidance Goal being supported
final Guidance docs
Group Lead:
Other contacts: Stephan Klink Phase Continuation of existing activity

# Markets with complete network shutdown
initiative
Starting in Jan ‘20 with NL, 3G network shutdown will commence across EU markets with a target completion date of Dec ‘22.
Vodafone Business
Group Context ExCo agreed shutdown dates are: NL - Jan ’20; IT - Dec ’20; DE - Dec ’21; ES - Oct ’22; UK - Dec ’22; IE - Dec ’23. For the remaining EU markets, the
latest date for 3G shutdown in Dec ’22.
Vodafone Business
Best practice sharing from NL network shutdown in Jan 2020
Group Deliverables
The closure of 3G networks represents both a risk and an opportunity. There is risk to the timely closure of 3G networks if a coherent and
programmatic approach is not taken to moving Business customers onto an appropriate and alternative service. There is additional risk that users of
Market Context
3G services will suffer a significant degradation and/or loss of service resulting in reduced NPS/Increased churn. However, there is an opportunity to
upsell and retain existing customers reliant on 3G services through identification of use cases and development of targeted propositions.
Build plans to migrate customers onto appropriate alternatives using the following, suggested, categorisation:
3G Handsets: Analysis needs to be done per segment to understand the proportion of the base currently on 3G devices and define plans per
segment. 3G handsets should be put on stop sell. There needs to be a proactive offer to renew customers across all segments on 4G devices.
To aid prioritisation, rules should be created to:
1. identify users with very low data consumption that can exist on 2G networks
2. users with high usage that will be significantly impacted if not migrated
Price Plans: All price plans need to be 4G/5G ready and also VoLTE needs to be enabled.
Market Deliverables
required Mobile Broadband: laptops and tables on 3G. In many occasions there is no possibility to upgrade to 4G as laptop/tablet doesn’t include 4G
module. Analysis on base and usage needs to be made to understand the number of customers and devices at risk
IoT: IoT devices on 3G. In many instances there is no possibility to upgrade to 4G as device doesn’t include 4G modules. Analysis on base and
usage needs to be made to understand the number of customers and devices at risk. Refer to GT guidance and CAT-M rollout
3G Indoor solutions: Business customers with 3G indoor solutions will need to be upgraded to 4G if the macro 4G coverage is poor. This should be
linked to contract renewal
3G backup for fixed routers: these routers are used for GSM back up when fixed line breaks down. Some routers only include a 3G module,
therefore new routers need to be installed to enable us to continue providing the service to customer

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C3 Confidential
19. Deliver Digital Experience across Vodafone Business
Submitted by Vodafone Business Group Transformation Brad Berry

Descriptive title for Drive the deployment of digital transformation in Vodafone Business Goal being Digital Experience
final Guidance docs Group and local Vodafone Businesses in alignment with the Vodafone supported
Business strategy and LRP
Vodafone Business Chris Holmes – Digital Experience Lead
Group Lead:
Other contacts: Justin Shields – Director, Vodafone Business Group Platforms & Solutions Phase Continuation of existing activity
Pinar Yemez – Director, Vodafone Business Group HR
 Digital Sales Transactions

− % Digital share of acquisitions
KPI’s supporting the − % Digital share of sales orders for the installed customer base (excluding upgrades)
initiative  Digital Service Transactions
− % Digital share of service requests
 Digital tNPS
Vodafone Group context

 ‘Digital First’ is the strategic digital transformation in Vodafone to reinvent Vodafone’s business model in order to deliver improved efficiency,
agility and customer and employee experience.
 ‘Radical Simplification’ is another strategic initiative within Vodafone that supports the delivery of Digital First. An example of this is ‘Project
DnA’, (Process Digitisation and Automation) which is a cross-Vodafone initiative aiming to provide digitised, simple, scalable and agile processes
across Vodafone.
 Digital Experience is the title of the ‘Digital First’ deployment in Vodafone Business Group (VBG) and Local Vodafone Businesses (LVB).
Vodafone Business  The Digital Experience Hub is the team in Group Enterprise Transformation that is responsible for co-ordinating and driving the deployment of
Group Context the priority Digital Experience initiatives across Vodafone Business.
Vodafone Business Group context
 The Vodafone Business deployment of ‘Digital First’ (Digital Experience) and Radical Simplification is delivered in co-ordination and alignment
with Group Commercial (GC) and Group Technology (GT). As such, the priorities and deliverables are in alignment with the Commercial
Guidance from GC and GT.
 In FY19 and FY20, VBG and the EU4 markets developed priority initiatives to deliver outcomes that improve results against the Digital KPIs and
raise Vodafone Business’ digital customer and employee experience.
 For FY21, the strategy continues to focus on delivering market roadmaps and outcomes required to improve the Digital KPIs.
 Development & scaling of Digital Marketing (Digital Lead Generation and Campaign Management automation). As of October 2019, the roadmap
for FY21 is to launch Digital Lead Generation in Q4 & Campaign Management automation in Q1. For further detail on Digital Marketing
deliverables and roadmap, please refer to the other Vodafone Business one-pager in this document.
 Development and scaling of Marketplace (Digital Platform for Group, Local Market & Third Party Apps with Single Sign On, Billing & Care). For
further detail on Marketplace deliverables and roadmap, please refer to the other Vodafone Business one-pager in this document.
 Development and scaling of MyVodafone App 10 (MVA10 - and the required self-care journeys for SOHO & SME). As of October 2019, the
roadmap with markets is to define SOHO Design Standards and Integrations in Q1 & Corporate Design Standards in Q3.
Vodafone Business  Consistent implementation of DxL (Digital Experience Layer – the group-wide standard for micro-services). As of October 2019, this is an
Group Deliverables ongoing exercise with markets which is expected to continue into Q4 FY21. For further detail, please refer to GT strategy.
 Continued development of Digital Accelerators in line with the implementation of the Agile Organisation Reference Model. As of October 2019,
the roadmap for FY21 is for the EU9 markets to align to the model (i.e. have tribes aligned around SOHO/SME Marketing base/growth and
Product Management) by Q4 FY21, depending on the re-initiation of the roll out for the EU9 markets.
 In addition, VBG will manage the deployment of Radical Simplification in Group & LVB, in particular Project DnA and its objective of providing
digitised, simple, scalable and agile processes. As of October 2019, this ongoing exercise with markets which is expected to continue into Q4
FY21. For further detail, please refer to the GC Operations strategy.
 All markets need to set ambitious targets and measure their performance against the Digital KPIs
Market Context  To improve the identified Digital KPIs, all markets should align their investment and delivery roadmaps to the deliverables below
 Development of Digital Marketing (Digital Lead Generation; Always on Marketing; Campaign Management automation)
 Qualification of the opportunity to implement the AppDirect Marketplace platform
 Qualification of the opportunity to implement MyVodafone App 10 and its self-care journeys for SOHO and SME
 Consistent adoption of DxL in alignment with Group Technology guidance
 Continued development of Digital Accelerators in line with the implementation of the Agile Organisation Reference Model
Market Deliverables  In alignment with Group Technology guidance, the following scenarios exist for markets’ Dx implementation: Locally designed and deployed
required LVB digital capabilities; Centrally designed LVB digital capabilities deployed locally; Centrally/Locally co-created digital capabilities deployed as
a coherent catalogue of features (e.g. MVA10); Centrally designed and deployed digital capabilities.
 In addition, as of September, the following markets are currently involved in Project DnA and will continue to be per the ongoing deployment:
UK, IE, EG, DE, IT, ES, TR and ZA
 For further detail on any of the above, please refer to the Commercial Guidance from Group Commercial and Group Technology, and engage
with the Digital Experience Hub.

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Digital Experience U U U U U U U U U U U U U U U U U U U U
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C3 Confidential
20. NPS (Heartbeat) extension

Submitted by CXX (Marketing) Katy Pearce
Descriptive title for Continued Touchpoint and Journey implementation Goal being supported Improved CX
final Guidance docs
Vodafone Business Katy Pearce
Group Lead:
Other contacts: N/A Phase Continuation of existing activity
KPIs supporting the Touchpoint NPS

initiative Relationship NPS
Following the implementation of Relationship NPS in all markets in FY20, there is the opportunity to extend touchpoint and journey surveys with no
Vodafone Business
additional licensing costs in Medallia. The extension of Heartbeat will allow the business to source and act up on customer feedback, improving
Group Context
NPS and contributing to improved revenue through customers being more willing to buy more and stay longer.
 Approve additional implementation

Vodafone Business
 Escalation point for Medallia project team
Group Deliverables
 Medallia to build additional surveys
Markets should review their NPS programmes and consider adding additional surveys where feedback is necessary. The recommendation is to have
as a minimum surveys for the following:
 Opportunity closed (won/lost)
 Service activated
 Change/Service request closed
Market Context  Incident resolved
The increase in surveying must be carefully analysed to avoid over-surveying and only be put in place with the relevant business change activity to
ensure:
 Close the loop processes are in place
 Feedback is actioned by relevant improvement processes
 Agree additional surveys

Market Deliverables  Scope local IT change required to trigger automated surveys
required  Scope local business change required to implement additional surveys
 Implement local IT and business change
Key: : - Already in market (on-going support) U - Required update to existing implementation N - New Deployment / Launch
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U U U U U U U U U U U U U U U U U
Heartbeat extension
<Any additional partners or functions that are being supported>
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C3 Confidential
21. New Digital Marketing capabilities for Vodafone Business

Submitted by Group Marketing Iris Meijer
Descriptive title for New Digital Marketing capabilities to accelerate growth Goal being supported Establish a common data driven marketing
final Guidance docs approach to accelerate revenue and optimise
marketing investment to maximise value.
Vodafone Business Ebru Ozguc – Head of Brand & Digital Marketing
Group Lead:
Other contacts: Brad Berry – Director of Transformation Phase Continuation of existing activities
The KPIs for Digital Marketing are aligned with the overall Digital Business programme, based on revenue growth and cost reduction, and still under
ongoing alignment with sales and VBUs.
The initial approach is to focus on the following:
Revenue Growth
 Improve marketing spend effectiveness - % digital marketing campaign budget optimised
KPI’s supporting the  Increase Marketing driven TCV
initiative o % Leads to MQLs
o % MQLs to SAO
o % Win conversion
 Implement Future Ready Advisor to substantiate the brand
Cost reduction
 Improve operating efficiencies
 Improve data & platform efficiency
 Improved media spend efficiency and ROI
What is the Vodafone Business context?
As more organizations become better in applying data and analytics, accelerating our efforts to change the marketing mind-set and establish a data
driven marketing organisation is one of our main priorities. This shift will help us to drive revenue growth, develop customer loyalty, improve
operational efficiencies and maximise marketing investment.
While assessing our marketing capabilities, we identified four areas to focus on to achieve this marketing shift:
1. Best in class marketing tools under used and fragmented.
2. Lack of consistency in campaign planning process and management with no clear goals definitions and benchmarks.
3. Inadequate performance analytics not implemented end-to-end. Several reports post- campaign with no single view of campaign
performance and impact in the business.
4. Lack of data driven insights with infrequent reporting and data kept in silos, forcing us to still basing our decisions on hypothesis rather than
on real insights.
What is the Digital Marketing programme ambition?
The Digital Marketing ambition is to establish a common data-driven Marketing approach as an accelerator of new revenue streams & enabling
Vodafone Business smarter investment decisions across all markets while empowering Vodafone Business Marketers with “best-in-class” digital capabilities through use
Group Context of insight & automation.
The Digital Marketing strategy is aligned with the company’s digital ambition and focused mainly on four key strategic objectives:
 Establish ROMI & revenue-driven marketing as core competencies
 Leveraging existing tool investments to maximize value
 Achieve ‘best-in-class’ marketing practices aligned with market’s needs
 Improving marketing processes and operational model
To achieve this ambition we will be focusing on:
 Partnering Marketing & Sales to align on standard metrics for success
 Provide data & insights for marketing optimisation
 Roll-out “best-in-class” digital campaign process
 Rationalise capabilities around key marketing services
 Creating more effective and impactful digital and content and personalised experience for our customers
FY20 was crucial to set up the foundation and core capabilities of the digital marketing strategy, FY20/21 will be focusing on reinforcing new ways of
working, enhance platforms & capabilities and roll out approach across markets. key deliverables within the Digital Marketing programme will be:
Campaign Optimisation:
 Install & configure digital campaign tools to enable E2E tracking across all VGE and Group campaigns to scale ongoing marketing spend
optimisation Q1
 Ensure maturity of marketing operational model and scale marketing organisation based on ambition demand and key priorities Q3
Vodafone Business  Process refinements and identification of systems improvements Q1
Group Deliverables  Single portal for marketing performance visualisation consolidated for VGE campaigns and roll out across new markets Q1
 Refinement of dashboards and source systems enhancements to enable higher data quality Q2
 Advanced analytics engine based on AI to drive specific sales actions Q4 (setting the foundations)
 Predictive Analytics to deliver new demand led generation capabilities to accelerate growth Q4
 Roll out Content Marketing Strategy, incl. content marketing platform across markets & integration with new other platforms and systems – Q1
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Future Ready Advisor:
 Future Ready Advisor tool for SMEs using IBM Watson natural language processing to provide personalised solution recommendations and a
Future Ready score. Rolling out to new markets Q1-Q4.
Vodafone Business Website:
 The Group Business website combines an enterprise level content management solution with a platform optimised to support the latest digital
marketing capabilities. Using the latest component based page creation model, our web pages can be configured with flexibility to match both
stakeholder and search engine expectations. Personalised user journey capability drives engagement and delivers a more compelling user
experience.
 Hosted in the Cloud, with a fully operational 24/7 support model, the Group Business platform is simple to run and cost efficient.
 Live chat is beneficial for boosting lead generation through real-time engagements with the customer. Continual optimisation and ready to
roll out to new markets Q1-Q4
Marketing Automation Tool (Eloqua):
 Eloqua marketing automation platform to target customers more effectively and improve insight into customer behaviours. Create dynamic,
personalised journeys for your contacts that intelligently adapt the experience based on real-time activities. Continual optimisation and
rolling out to new markets Q1-Q4
Data Management Platform (DMP):

 Adobe Data Management Platform - our centralised repository for integrated data sources, which serves to enable greater visibility of
segmentation and performance data across our various digital marketing channels. Q1
Content Marketing platform (Percolate):
 System of record for marketing that allows marketers to manage and track marketing activity. From idea to brief to content creation it gives full
visibility and one single place to discuss and content - and store final assets. Percolate allows marketers to track and manage requests and
content creation and collaborate on content with internal and external teams. Continual optimisation; available to new markets to pilot
now, with rollout options Q1-Q4
Social Media and Content Experience tools (Business Social & PathFactory):
 Business Social is a central place of all Vodafone approved social content that employees can use a share out to their own social profiles. Free
for markets to on-board and customise to share local language social content, encouraging their own employees to share social content.
Continual optimisation; available to new markets to pilot now, with rollout options Q1-Q4
 Content experience tools like PathFactory (LookBooks) enable the creation of personalised content experiences and account-based tracking.
Integrated with Eloqua you can create data capture direct from a LookBook. Continual optimisation; available to new markets to pilot now,
with rollout options Q1-Q4
Despite the different levels of digital marketing maturity across OpCos, most of the markets are facing/ have faced the same challenges that Group is
addressing with the Digital Marketing programme, such as, siloed processes and tools, inconsistent E2E campaign process, difficulty on having real
time insights to optimise campaign budget spend, different reports with no E2E visibility of campaign performance across different tactics and
channels, limited ability to prove marketing generated/ influenced TCV, and/ or unskilled digital marketing organisations.
Markets’ appetite to initiate, continue and/ or accelerate their own digital marketing journey was validated in FY19/20 and based on challenges
mentioned above, brings a clear opportunity for Group Marketing to provide, not only guidance and best practise sharing across markets, but specific
support on the following areas:
Market Context  Commercial opportunity based on funnel health
 E2E campaign process with new digital marketing capabilities (CST, Datorama)
 Tools, platforms & infrastructure (website, marketing automation, DMP, webchat, Future Ready Advisor)
 Insights, reporting & optimisation
 Operational model
 Lead management processes
 Social media management, listening and employee advocacy tools
 Digital experiences and thought leadership content
Markets are expected to play an active role in the digital marketing community led by Group, share knowledge and best practice, act as an open
forum to discuss challenges and opportunities, learn from more advanced markets as well as to optimise investments and drive consistency.
There is also a good opportunity for markets to benefit from scalability of platforms, especially for capabilities such as a world class website, Eloqua
marketing automation and Adobe Data Management Platform. These are available immediately and are cost efficient.
Market Deliverables
required Testing local campaigns with digital marketing approach and new tools (CST, Datorama.) would also help markets to understand the benefits of the
new ways of working, for them to have better visibility if this would be aligned with local ambition. VGE, UK and IE have already tested new digital
marketing campaign process and looking at embedding the approach locally.
Markets are also expected to engage with a common social media strategy, re-use content and share social channels to drive consistency across
Vodafone Business Brand. There will be a new social management tool available in Q2/2020.
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Campaign optimisation U U 
Marketing Automation -
         
Eloqua
Future Ready Advisor  U U U U U U U N
Vodafone Business
  
Website
Social media                    
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22. Glossary
AR Augmented Reality
DLM Device Lifecycle Management
DxL Digital Experience Layer
EMM Enterprise Managed Mobility
EOL End of Life
GC Group Commercial
GT Group Technology
GTM Go To Market
IDGW ID Gateway
ISV Independent Software Vender
LOB Line of Business
LVB Local Vodafone Business
ML Machine Learning
MPN Mobile Private Network
MVP Minimal Viable Product
OTT Over The Top
PoC Proof of Concept
SI System Integrators
UEM Unified Endpoint Management
VBG Vodafone Business Group
VBP&S Vodafone Business Platforms and Solutions
VR Virtual Reality
27
C3 Confidential

Vodafone Business Group Commercial Guidance 20/21 Proposed Business Initiatives - Details

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Commercial Guidance 20-21: Business Initiatives

Proposed Business Initiatives – Details

Capability developments overview ....................................................................................................................................................18

Strategic initiatives: overview

1. Move 50% of SOHO mobile base onto dedicated Business packages

Overview of the initiative

 % of SOHO customers/ctn’s with business packages

 SOHO: Build and communicate mobile ambition

Market / Channel Impacted

<initiative, add rows if                

2. Achieve 20% Fixed market share in SOHO and SME

Overview of the initiative

 Fixed Broadband Revenue by segment

 SOHO/SME: Build and communicate fixed ambition

Key enablers to achieve this ambition:

Market / Channel Impacted

<initiative, add rows if items                

3. Exploit the emergence of Software Defined Networking technology

Overview of the initiative

4. Enhance Corporate Mobile offers

Overview of the initiative

 Corporate Mobile ARPU

 Provide guidance and track the execution with markets

Market / Channel Impacted

5. Accelerate IOT through Vodafone Automotive propositions

Overview of the initiative

Market Context Propositions will vary market by market

 Leverage central content to build local propositions and go-to-market activities by Q1

6. Accelerate IOT through Vodafone Invent Application Enablement Platform

Overview of the initiative

KPI’s supporting the

 Invest in appropriate marketing support in line with a new launch

Market Deliverables  Prioritise sales to Corporate and SME customers

7. Accelerate IOT through GDSP Connections

Overview of the initiative

KPI’s supporting the

Overview of the initiative

KPI’s supporting the

 Provide ongoing LoB IoT specialist sales support in the country

9. Launch Business 5G (Mobile Private Networks)

Submitted by UC&C LOB Chris Allen

Establish commercial interlock with markets on spectrum usage for MPN.

Market / Channel Impacted

Launch Group product in

10. Multi-Access Edge Compute

Submitted by Cloud & Security

Overview of the initiative

 Latency performance of 10ms for 80% pop coverage

Market / Channel Impacted

11. Enhance the Cloud & Security Portfolio

Submitted by Cloud & Security

 Manage IBM relationship and deliverables

12. Cloud for SME & SOHO

Submitted by Cloud & Security

Cloud & Security LRP

Cloud for SME & SOHO U U   N N N U N U

13. Cyber for SOHO and SME

KPI’s supporting the Cloud & Security LRP

 Define the Cyber for SME & SOHO proposition, including;

 Build central campaigns and materials that can be locally executed

 Localise the centrally-developed proposition to be relevant to each local market

14. Vodafone Business Brand and Reputation

What is the Group Business context?