Project Report: "Name of The Company"

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PROJECT REPORT
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INDEX
Chapter Contents Page. No.

PART-I Introduction
Introduction to Vodafone:
Vodafone Group Plc is the world's leading mobile telecommunications company,

headquartered in Berkshire, England, UK, employing over 65,000 staff and with over 130
million customers. The name Vodafone comes from Voice data tone, chosen by the company to
"reflect the provision of voice and data services over mobile phones. The business operates in 26
countries worldwide.
with a significant presence in Europe, the Middle East, Africa, Asia Pacific and the
United States through the Company's subsidiary undertakings, joint ventures, associated
undertakings and investments. Vodafone Group Plc is a public limited company incorporated in
England under registered number 1833679. Its registered office is Vodafone House, The
Connection, Newbury, Berkshire, RG142FN, and England.

The Company's ordinary shares are listed on the London Stock Exchange and the
Company's American Depositary Shares ('ADSs') are listed on the New York Stock Exchange.
The Company had a total market capitalization of approximately £79 billion at 30 June 2008.

The Group's mobile subsidiaries operate under the brand name 'Vodafone'. In the United
States the Group's associated undertaking operates as Verizon Wireless. During the last two
financial years, the Group has also entered into arrangements with network operators in countries
where the Group does not hold an equity stake. Under the terms of these Partner Network
Agreements, the Group and its partner networks co-operate in the development and marketing
of global services under dual brand logos.

Global recognition of the Vodafone brand is growing as the company rolls out its identity
into new markets. However, it retains local names and imagery in markets where this is essential
to maintaining the trust of customers. To help promote its image worldwide, Vodafone uses
leading sports stars from high profile global sports, including David Beckham and Michael
Schumacher. Vodafone is the largest mobile telecommunications network company in the world

by turnover and has a market value of about £75 billion (August 2008).Vodafone currently has
operations in 25 countries and partner networks in a further 42 countries. At 30 June 2008, based
on the registered customers of mobile telecommunications ventures in which it had ownership
interests at that date, the Group had 269 million customers, excluding paging customers,
calculated on a proportionate basis in accordance with the Company's percentage interest in these
venture
PART-II Profile
 Industry profile:
Introduction To The Telecom Sector

The telecom services have been recognized the world-over as an important tool for socio-
economic development for a nation. It is one of the prime support services needed for rapid
growth and modernization of various sectors of the economy. Driven by various policy
initiatives, the Indian telecom sector witnessed a complete transformation in the last decade. It
has achieved a phenomenal growth during the last few years and is poised to take a big leap in
the future also.
The global telecommunication industry is constantly changing. Public and private

enterprises have meet ever demanding public needs while providing services at reasonable cost.
Policy maker, provider and regulators face the complex challenge of promoting competition
while Vodafone massive capital investment required to satisfy the ever increasing demand.

Despite the global economic slowdown and the difficulties the telecommunication
industry has experienced recently, in general, telecommunication sector continue to capture the
imagination with its potential for 1 million new subscribers in the coming decade. Broadband
internet penetration rate continue to rise the impending introduction of next generation mobile
services promises to revitalize a mobile market that has already reached a saturation levels in a
number of companies.

Globally, the telecommunications industry is about a $3.85 trillion sector, including more
than $1.3 trillion in annual revenues in the U.S. Worldwide, there were more than 3 billion
cellular phone service subscribers by early 2008, including more than 265 million in the U.S.
Global subscribers will grow to nearly5 billion by the end of 2012, as low-cost providers are
making service prices low enough to be affordable for vast numbers of people in Third World
nations. Inexpensive cell phones are now indispensable to consumers from Haiti to Africa to
New Guinea. Telecommunications remains one of the largest providers of employment in the
world, with over 1 million employees in the U.S. alone.

Several forces continue to trigger major changes in the telecommunications sector today,
including:

a) Mergers and consolidation have completely changed this industry's landscape.

b) Competition is heating up and cross-border ownership of telecom businesses is
making this an increasingly globalized industry.
c) Deregulation and privatization will have a continual effect on the telecom sector
worldwide
d) Rapid advances in Internet and wireless
Technologies will continue unabated, quickly changing consumer preferences and

disrupting traditional communication methods.

No other industry touches as many technology-related business sectors as
telecommunications, which, by definition, encompasses not only the traditional areas of local
and long-distance telephone service, but also advanced technology-based services including
wireless communications, the Internet, fiber-optics and satellites. Telecom is also deeply
intertwined with entertainment of all types, including cable TV systems, since cable companies
are now aggressively offering local exchange service and high-speed Internet access. The
relationship between the telecom and cable sectors has become even more complex as Telco’s
are now selling TV via IP (Internet protocol) services, competing directly against cable for
consumers' entertainment dollars.

Ingenuity, innovation, cost control and a reasonable approach to spending and investment
will help to move the industry ahead. New cellular, cable telephony, VOIP (Voice Over Internet
Protocol) and wireless technologies promise continuous rapid evolution of this sector and pose a
massive threat to traditional landlines. The cost of a cell phone call continues to drop, and cell
phone manufacturers are adding advanced new features to their phones on a regular basis.
 History
Telecommunications in India began with the introduction of the telegraph. The Indian postal and
telecom sectors are one of the worlds oldest. In 1850, the first experimental electric telegraph
line was started between Calcutta and Diamond Harbour. In 1851, it was opened for the use of
the British East India Company. The Posts and Telegraphs department occupied a small corner
of the Public Works Department,[16] at that time.
The construction of 4,000 miles (6,400 km) of telegraph lines was started in November 1853.
These connected Kolkata (then Calcutta) and Peshawar in the north; Agra, Mumbai (then
Bombay) through Sindwa Ghats, and Chennai (then Madras) in the south; Ootacamund and
Bangalore. William O'Shaughnessy, who pioneered the telegraph and telephone in India,
belonged to the Public Works Department, and worked towards the development of telecom

throughout this period. A separate department was opened in 1854 when telegraph facilities were
opened to the public.
In 1880, two telephone companies namely The Oriental Telephone Company Ltd. and The
Anglo-Indian Telephone Company Ltd. approached the Government of India to establish
telephone exchange in India. The permission was refused on the grounds that the establishment
of telephones was a Government monopoly and that the Government itself would undertake the
work. In 1881, the Government later reversed its earlier decision and a licence was granted to the
Oriental Telephone Company Limited of England for opening telephone exchanges at Calcutta,
Bombay, Madras and Ahmedabad and the first formal telephone service was established in the
country.[17] On 28 January 1882, Major E. Baring, Member of the Governor General of India's
Council declared open the Telephone Exchanges in Calcutta, Bombay and Madras. The
exchange in Calcutta named the "Central Exchange" had a total of 93 subscribers in its early
stage. Later that year, Bombay also witnessed the opening of a telephone exchange
 Growth
The total revenue in the telecom service sector was ₹867.2 billion (US$13.5 billion) in 2005–06
as against ₹716.74 billion (US$11.2 billion) in 2004–2005, registering a growth of 21% with
estimated revenue of FY'2011 of ₹8.35 billion (US$130 million). The total investment in the
telecom services sector reached ₹2,006 billion (US$31.3 billion) in 2005–06, up from ₹1,788
billion (US$27.9 billion) in the previous fiscal.[65] Telecommunication is the lifeline of the
rapidly growing Information Technology industry. Internet subscriber base has risen to more
than a 121 million in 2011.[66] Out of this 11.47 million were broadband connections. More than a
billion people use the Internet globally. Under the Bharat Nirman, the Government of India will
ensure that 66,822 revenue villages in the country, which have not yet been provided with a
Village Public Telephone (VPT), will be connected. However doubts have been raised about
what it would mean for the poor in the country.[67]
It is difficult to ascertain fully the employment potential of the telecom sector but the enormity of
the opportunities can be gauged from the fact that there were 3.7 million Public Call Offices in
December 2005[68] up from 2.3 million in December 2004.
The Total Revenue of Indian Telecom Services company is likely to exceed ₹2,000 billion
(US$31 billion) ( US$44 Bn approx) for FY 11–12 based on FY 10–11 nos and latest quarterly
results. These are consolidated numbers including foreign operation of Bharti Airtel. The major
contributions to this revenue are as follows:[69]
 Airtel ₹65,060 (US$1,000)

 Reliance Communications ₹31,468 (US$490)
 Idea ₹16,936 (US$260)
 Tata Communications ₹11,931 (US$190)
 MTNL ₹4,380 (US$68)
 TTML ₹2,248 (US$35)
 BSNL ₹32,045 (US$500)

 Vodafone India ₹18,376 (US$290)

 Tata Teleservices ₹9,200 (US$140)
 Aircel ₹7,968 (US$120)
 SSTL ₹600 (US$9.40)
 Uninor ₹660 (US$10)
 Loop ₹560 (US$8.70)
 Stel ₹60 (94¢ US)
 HFCL ₹204 (US$3.20)
 Videocon Telecom ₹254 (US$4.00)
 DB Etisalat/ Allianz ₹47 (73¢ US)
 Grand Total ₹2,019 billion (US$31 billion)
 International scenario
The International Telecommunication Union (ITU; French: Union Internationale des

Télécommunications (UIT)), originally the International Telegraph Union (French: Union
Télégraphique Internationale), is a specialized agency of the United Nations (UN) that is
responsible for issues that concern information and communication technologies.[1]
The ITU coordinates the shared global use of the radio spectrum, promotes international
cooperation in assigning satellite orbits, works to improve telecommunication infrastructure in
the developing world, and assists in the development and coordination of worldwide technical
standards. The ITU is active in areas including broadband Internet, latest-generation wireless
technologies, aeronautical and maritime navigation, radio astronomy, satellite-based
meteorology, convergence in fixed-mobile phone, Internet access, data, voice, TV broadcasting,
and next-generation networks.
ITU also organizes worldwide and regional exhibitions and forums, such as ITU TELECOM
WORLD, bringing together representatives of government and the telecommunications and ICT
industry to exchange ideas, knowledge and technology.
ITU, based in Geneva, Switzerland, is a member of the United Nations Development Group.[2] ITU has
been an intergovernmental public–private partnership organization since its inception. Its membership
includes 193 Member States and around 700 public and private sector companies as well as
international and regional telecommunication entities, known as Sector Members and Associates, which
undertake most of the work of each Sector
 National scenario

telecommunication network is the second largest in the world by number of telephone users
(both fixed and mobile phone) with 1.053 billion subscribers as on 31 August 2016. It has one of
the lowest call tariffs in the world enabled by mega telecom operators and hyper-competition
among them. India has the world's second-largest Internet user-base. As on 31 March 2016, there
were 342.65 million internet subscribers in the country.[7]
Major sectors of the Indian telecommunication industry are telephone, internet and television
broadcast Industry in the country which is in an ongoing process of transforming into next
generation network, employs an extensive system of modern network elements such as digital
telephone exchanges, mobile switching centres, media gateways and signalling gateways at the
core, interconnected by a wide variety of transmission systems using fibre-optics or Microwave
radio relay networks. The access network, which connects the subscriber to the core, is highly
diversified with different copper-pair, optic-fibre and wireless technologies. DTH, a relatively
new broadcasting technology has attained significant popularity in the Television segment. The
introduction of private FM has given a fillip to the radio broadcasting in India.
Telecommunication in India has greatly been supported by the INSAT system of the country,
one of the largest domestic satellite systems in the world. India possesses a diversified
communications system, which links all parts of the country by telephone, Internet, radio,
television and satellite.[8]
Indian telecom industry underwent a high pace of market liberalisation and growth since the
1990s and now has become the world's most competitive and one of the fastest growing telecom
markets.[9][10] The Industry has grown over twenty times in just ten years, from under 37 million
subscribers in the year 2001 to over 846 million subscribers in the year 2011.[11] India has the
world's second-largest mobile phone user base with over 929.37 million users as of May 2012.[8]
It has the world's second-largest Internet user-base with over 300 million as of June 2015.[12][13]
Telecommunication has supported the socioeconomic development of India and has played a
significant role to narrow down the rural-urban digital divide to some extent. It also has helped to
increase the transparency of governance with the introduction of e-governance in India. The
government has pragmatically used modern telecommunication facilities to deliver mass
education programmes for the rural folk of India.[14]
According to London-based telecom trade body GSMA, the telecom sector accounted for 6.5%
of India's GDP in 2015, or about ₹9 lakh crore (US$140 billion), and supported direct
employment for 2.2 million people in the country. GSMA estimates that the Indian telecom
sector will contribute ₹14.5 lakh crore (US$230 billion) to the economy and support 3 million
direct jobs and 2 million indirect jobs by 2020

 Some prominent companies in the industry, their Performance/Contribution
 Airtel: 280.64 million (23.6%)

 Vodafone: 211.93 million (17.9%)
 Idea: 196.28 million (16.5%)
 Jio: 123.36 million (10.4%)
 BSNL: 104.16 million (8.8%)
 Aircel: 90.32 million (7.6%)
 RCom: 81.34 million (6.9%)
 Telenor: 47.34 million (4.0%)
 Tata Docomo: 43.7 million (3.7%)
 MTS: 4.13 million (0.3%)
 MTNL: 3.62 million (0.3%)
BSNL
The Bharat Sanchar Nigam Limited, country’s largest cellular service operator was set up in the year
2000. It is a state owned telecom company with its headquarters located in New Delhi. BSNL is also the
largest land line telephone establishment in India. As of April, 2011 87.1 million users have been
reported to be BSNL users.
MTNL
Mahanagar Telephone Nigam Limited (MTNL) was set up in the year 1985, to run telecom operations in
the major metro cities of India, Mumbai and Delhi. Its headquarters are based in Mumbai. MTNL was
the first company in India to initiate 3G services in India, having the brand name of “MTNL 3G Jadoo
Services” which provided options as Video call, Mobile TV, Mobile Broadband etc to the customers.
Airtel
Also known as Bharti Airtel Limited was started in July 1995, with its head office based in New Delhi.
Airtel runs its operations in as many as 19 countries across the world and is also ranked fifth as telecom
service provider globally. As of April 2011, figures show that Airtel has over 164.61 million users which
make it the biggest mobile service operator in India. Its service includes both 2G and 3G facilities.
Reliance Communications

Also known as RCOM was set up in 2004, with its head office in Navi Mumbai. Reliance Communications
as of now has more than 128 million users all across the world.
Aircel
Aircel was founded in 1999, with its head office in New Delhi. It is a joint enterprise between Maxis
Communications and the Apollo Hospitals.
Vodafone Essar
Vodafone Essar was founded in 1994 with its head office at Mumbai. Vodafone provides services to 23
telecom circles across India.
Tata Indicom
The Tata Teleservices was founded in 1996, with its headquarters in Navi Mumbai.
Idea Cellular
Idea Cellular was started in 1995, with its head office in Mumbai. It also provides 3G services to its
subscribers.
Virgin Mobile
Virgin Mobile started its services in India in 2008, March. It is a U.K. based company.
Uninor
This Company is a joint venture between Telenor Group and Unitech Group and was started in 2009.
2) Company profile:
 Background and inception of the company
Vodafone Group Plc is the world's leading cellular telephone operator , boasting more than 165 million
subscribers and annual sales of more than £31.5 billion ($64 billion). The Berkshire-based comp any is
not only the largest corporation in the United Kingdom, it is also the world's third largest generator of
free cash flow, trailing only GE and Microsoft. Vodafone is also leading the battle to standar dize global
mobile telephone standards ahead of the expected next-gen eration boom in the industry, in which
voice, video, data, music, gam es, Internet, payment and other services are expected to merge into u
sers' handsets. Vodafone's success in the 2000s came through its aggr essive acquisition strategy, which
included the nearly $63 billio n purchase of AirTouch Communications in 1999 and the $183 billio n
takeover of Mannesmann--the world's largest ever acquisition--in 20 00. The company is present in
more than 30 countries, with a focus on the European markets, as well as Japan, where it is that
market's nu mber three mobile telephone player. In the United States, the company holds a 45 percent
stake in the Verizon Wireless joint venture with Bell Atlantic. With fewer large-scale acquisitions
available to gener ate double-digit growth into the second half of the 2000s, Vodafone h as begun to
concentrate on rolling out so-called 3G services to its m arkets. The company is listed on the New York
and London stock exchan ges. Arun Sarin has been company CEO since 2003.
Vodafone was the brainchild of Racal Electronics Ltd., a modestly pro sperous U.K. electronics
firm, and Millicom, a U.S. communications co mpany. Developed as a joint venture during the
early 1980s, Vodafone was granted a license to develop a cellular network in the United Kin
gdom and was introduced under the auspices of Racal in January 1985. The new subsidiary's
success was stunning. The corporate sector was q uick to appreciate the advantages of mobile
telecommunications, and i ndividuals were equally quick to spot the status symbol potential of
the new technology; fueled by business need and Yuppie culture, the d emand for mobile phones
skyrocketed.
Vodafone found itself one of only two entrants in the United Kingdom in a virtually unregulated
new industry; the other member of the duop oly was Cellnet, which remained Vodafone's
principal competitor into the 1990s. Throughout the 1980s the company created much of the
techn ology, and enjoyed most of the profits, of this rapidly expanding fie ld. Racal
Telecommunications' profit and loss history from 1985 to 19 89 succinctly describes the matter:
in the year of its creation, Voda fone was operating at a loss of £10 million; by the end of the
decade pretax profits were over £84 million. Racal soon develop ed allied divisions, including
Vodac, Vodata, and Vodapage, to expand the number and type of services the company offered.
By 1988 Racal Telecommunications Group Ltd., as Vodafone and the rela ted subsidiaries were
officially known, was by far the most successfu l player on the Racal Electronics team. The
parent company, fearing t hat the Telecommunications Group was hampered on the stock market
by its subsidiary status, and wishing, in addition, to enhance other asp ects of its business with
profit from Vodafone stocks, proposed a par tial flotation of the subsidiary. Millicom, the second
largest shareh older, who lobbied for a complete sell-off, opposed the move; in the end, only 20
percent of the share capital of Racal Telecom was offere d on the market. Three years later,
however, Racal Electronics recons idered, and Racal Telecom was separated from its parent
company in 19 91, at which time the name was changed to Vodafone Group Ltd.
 Nature of the business carried out

Made for everyone

At Vodafone, we know that every call matters and every message is high-priority. So whether
you are catching up with family and friends or writing up a business plan, we know it comes
first. Vodafone believes in the importance of communication and helps you along with its far-
reaching network that is made for uninterrupted and clear conversations - a network that's made
for everything.
Made for more

The superfast network
More is better! A total of 141,000 sites and 106,000 3G & 4G sites, across the country ensure a
superb network experience. Highly trained technicians, engineers and project managers work
365 nights a year to create a network you can trust every day. Vodafone overall coverage
constitutes a total of 86 percent, while Vodafone rural penetration is around 79 percent. The
Vodafone network assures you enjoy great internet speeds and high call quality wherever you are
in the country.
Made for travel

The network for clear communication
At Vodafone, we ensure voice clarity no matter how noisy the environment. Vodafone networks
make certain that ambient noise does not interfere with Vodafone call experience. Vodafone
advanced noise suppression algorithms and Vodafone reliable IP networks work together to
deliver the best voice quality on each and every call. No matter where you are, you never have to
worry. We are present across the country through Vodafone 1.8 million recharging outlets, over
10000 exclusive and 41 angel stores.
Made for endless talking

The network for continuous chatting
No more call drops! Owing to Vodafone advanced 'Soft Switching technology', where if one
node goes down, the other can be used automatically, Vodafone network allows you to continue
on those long lasting conversations.
Made for Vodafone convenience

Made so you can stay connected
Making video calls, watching live TV and enjoying high-speed internet is superfast,
thanks to Vodafone spectrum-optimized site selection and the mobile access to Vodafone
network of interlinked towers.
The network has been optimized the network extensively so that you can make calls, send
emails and messages simultaneously on both 3G and 4G.

 Vision, Mission and Quality Policy

main objective is to enable Vodafone customers to be always ‘confidently connected’
Mission:
Empower customers to be confidently connected
Vodafone main objective is to enable Vodafone customers to always be ‘confidently

connected’, with friends, family and clients. At home, on the road and in the office. We want to
distinguish Vodafone selves by being the highest quality network, by providing the best
experience for Vodafone customers and by providing the best integrated solutions. We aim to
achieve good financial results and an ethical and responsible business operations and to have a
strong commitment to improving Vodafone social impact. This guarantees a sustainable business
over the long term.
Vision:
Always Easiest
Vodafone customers must be able to rely completely on Vodafone products, services and
service delivery, 7 days a week, 24 Vodafone a day. We always want to provide Vodafone
customers with the same excellent experience. Vodafone customers must be able to use
Vodafone products and services an a simplified manner and it should be easy to work with us
and work for us. We want to be ‘Always Easiest’. Vodafone has dedicated the coming year to
Vodafone customers.
 Product/Services Profile:
 POST-PAID

 PRE-PAID
 WORLD CALLING CARDS
 HOME CALLING CARDS
 VODAFONE -HANDY PHONES
 Services:
Vodafone Global Enterprise's services include domestic and international voice and data,
Machine to Machine services, mobile email, mobile broadband, managed services, mobile
payment and mobile recording. It offers integrated communication strategies
and solutions in cloud computing, unified communications and collaboration
In October 2009, it launched Vodafone 360, a new internet service for the mobile, PC
and Mac. This was discontinued in December 2011 after disappointing hardware sales. This was
after the Director of Internet Services resigned in September 2010 tweeting "5 days before I
leave Vodafone. Freedom beckons." In February 2010, Vodafone launched the world's cheapest
mobile phone known as Vodafone 150, intended to sell for below $15 (£10) in the developing
world. It was initially launched in India, Turkey and eight African countries including Lesotho,
Kenya and Ghana.
Mobile Money Transfer Services:

In March 2007, Safari com, which is part owned by Vodafone and the leading mobile
communication provider in Kenya, launched a mobile payment solution developed by Vodafone.
By February 2008, the M-PESA money transfer system in Kenya had gained 1.6 million
customers. By 2011 there were Vodafone teen million M-Pesa accounts by which held 40
percent of the country's savings. Following M-PESA's success in Kenya, Vodafone announced
that it was to extend the service to Afghanistan.
The service here was launched on the Roshan network under the brand M-Paisa with a
different focus to the Kenyan service. M-Paisa was targeted as a vehicle
for microfinance institutions' (MFI) loan disbursements and repayments, alongside business-to-
business applications such as salary disbursement. The Afghanistan launch was followed in April
2008 by the announcement of further a further launch of M-PESA in Tanzania, South Africa and
India .In February 2012, Vodafone announced a worldwide partnership with Visa.
Health Services:
In November 2009, Vodafone announced the creation of a new business unit focused on
the emerging health market (the application of mobile communications and network technologies
to healthcare). One of its early success stories is with the Novartis-led "SMS for Life" project in
Tanzania, for which Vodafone developed and deployed a text-message based system that enables
all of the country's 4,600 public health facilities to report their levels of anti-malarial
medications so that stock level data can be viewed centrally in real-time, enabling timely re-

supply of stock. During the SMS for Life pilot, which covered 129 health facilities over six
months, stock-outs dropped from 26% to 0.8%, saving thousands of lives.
 Area of Operation – Global/National/Regional
 Vodafone Global Enterprise
A map showing the countries where Vodafone Global Enterprise has operations (colored in red)
Vodafone Global Enterprise is the business services division,

and a wholly owned subsidiary of Vodafone Group. It was established in April 2007 to
provide telecommunications and information technology services to large corporations.
The division offers integrated communication solutions in cloud computing, unified
communications and collaboration. Its services include domestic and international voice and
data, machine-to-machine services, mobile email, mobile broadband, managed services, mobile
payment and mobile recording.
In December 2011, it acquired the Reading-based Bluefish Communications Ltd,
an ICT consultancy company. The acquired operations formed the nucleus of a new Unified
Communications and Collaboration practice within VGE, working on cloud computing
and professional services.
Vodafone Global Enterprise operates in over 65 countries, with "Northern Europe" (based in
London, United Kingdom), "Central Europe", "Southern Europe and Africa", "Asia Pacific &
Sub-Saharan Africa" (based in Singapore) and "Americas" geographical divisions. VGE's major
customers include Deutsche Post, The Linde Group, Unilever, and Volkswagen Group.

 Organizational Structure (Hierarchy of the organization & concerned department)
Vodafone Malta is pleased to announce some exciting new changes to its organisational structure. The
changes have been implemented to provide additional focus on the different segments of the business
and to better support its business strategy in ever changing market conditions. It also brings Malta in
line with the Vodafone global organisational model. Vodafone’s Marketing and Commercial
departments have now been restructured into three sections namely the Enterprise and Wholesale Unit,
Consumer Business Unit and Commercial Operations unit. These three verticals are represented directly
on the Company’s Executive Committee by their respective Heads.
Vodafone India has undertaken a major restructuring of its management with an eye on the next
phase of growth. The company, which is also looking at an Initial Public Offering in the country,
said that the reorganisation has been done to be ‘future fit'.
Under the new structure, the company has created two new roles at the top level — the Chief
Operating Officer and Chief Commercial Officer. Mr Sunil Sood – who is currently Director
Business Operations, for South and West – will be the COO while Mr Sanjoy Mukerji, currently
Director Business Operations for North and East, will be the Chief Commercial Officer. Both
will report to CEO Mr Marten Pieters.
The existing position of Chief Marketing Officer will cease to exist under the new plan. Mr
Kumar Ranganathan the current CMO has been given a global role to work on Group's
commercial functions
In addition, the company will have another new role of Director External Affairs who will be
responsible for corporate communication, public affairs and Vodafone foundation.

When contacted Vodafone Spokesperson confirmed the development but declined to comment on
individual roles and responsibilities. “As we continue our endeavours in the next phase of our growth
strategy, we have fine-tuned our organisation structure both at the corporate and circle level. This has
been done primarily to prepare ourselves to be future fit and also to create and manage career
opportunities for the leadership within the organization
 Ownership Pattern
 Logo Vodafone Group plc Provides mobile telecommunication services

 Vodafone Group Plc engages in the provision of telecommunications services.
 It operates through the following geographical segments: Germany, Italy, United
Kingdom, Spain, and Other Europe.
 It focuses on small and medium sized enterprises; large and multinational corporate; and
carrier services.
 It also intends to invest in the growth areas of communications, cloud and hosting,
internet of things, security, and fixed connectivity.
 The company was founded on July 17, 1984 and is headquartered in Newbury, the United
Kingdom.
Owner Name Date Shared Change Change Value (in
Held (Shares) (%) 1,000s)
FISHER ASSET 09/30/201 24,824,48 1,121,862 4.73 766,083

MANAGEMENT, LLC 7 1
PRICE T ROWE 09/30/201 17,715,98 (104,415) (0.59) 546,715

ASSOCIATES INC /MD/ 7 3
HOTCHKIS & WILEY 09/30/201 16,097,23 (137,861) (0.85) 496,761

CAPITAL MANAGEMENT 7 7
LLC
BANK OF AMERICA CORP 09/30/201 14,040,48 3,442,962 32.49 433,289

/DE/ 7 3
INVESCO LTD. 09/30/201 13,282,05 96,633 .73 409,884

7 3
MORGAN STANLEY 09/30/201 11,691,39 89,717 .77 360,796

7 5
FEDERATED INVESTORS 09/30/201 10,169,72 549,673 5.71 313,838

INC /PA/ 7 4
GOLDMAN SACHS GROUP 09/30/201 8,602,369 1,616,933 23.15 265,469

INC 7

WELLS FARGO & 09/30/201 7,873,420 (282,084) (3.46) 242,974

COMPANY/MN 7
DIMENSIONAL FUND 09/30/201 7,630,584 386,931 5.34 235,480

ADVISORS LP 7
RAYMOND JAMES & 09/30/201 6,878,077 47,581 .70 212,257

ASSOCIATES 7
RENAISSANCE 09/30/201 6,361,105 719,705 12.76 196,304

TECHNOLOGIES LLC 7
UBS GROUP AG 09/30/201 6,089,100 (3,118) (0.05) 187,910

7
 Infrastructural facilities, Technology used
 Mobile Internet, 4G
 New to Vodafone
 Billing & Payment
 Prepaid Recharge & Balance
 Mobile Internet, 3G
 Caller tunes, Music & Videos
 Roaming
 Account/SIM Related

Vodafone Foundation technology programmes provide millions of young people with

access to education
Over half of the world’s 63.5 million refugees and internally displaced people are
children. The average length of time that someone is displaced is 20 years, meaning a child can
be born, raised and do his or her entire schooling in the closed environment of refugee camps
with limited ability to access a quality education.
Schools in refugee camps are often under res Vodafone and isolated from the outside
world. Isolation also means that cultural norms can remain unchallenged. Along with partners
including United Nations High Commissioner for Refugees (UNHCR), the Vodafone Foundation
is working to change this. The Foundation’s programmes include the Instant Network
Schools tablet-based teaching programme in refugee camps and the recently launched Instant
Schools For Africa programme, which will provide young people across five African countries
with free access to quality online educational materials - from primary through to advanced high
school level.
Fugia , 15, is one beneficiary of the Instant Network Schools programme in the Kakuma
refugee camp, Kenya. While members of her community saw no value in girls pursuing an
education, with some labeling her a ‘prostitute’ for going to school, Fugia fought for her right to
learn.
Worried about what others were saying, Fugia’s mother suggested she drop out of school.
Fugia has a heart condition and she used a Vodafone Foundation tablet to demonstrate to her
mother how the circulatory system works and how tablet-based teaching can help her to learn.
Her mother was convinced and now supports her daughter’s dream to become a doctor.
Scaling education using technology can produce material outcomes
The Vodafone Foundation’s recently published Connected

Education report demonstrated that the benefits of technology in education include: an
increase in potential reach; an increase in equal access; an improved learning experience; and
ultimately will help to eradicate illiteracy and improve academic performance.
By providing the ability to access world-class, openly licensed global and local educational
resVodafoneces, technology is helping to democratize education in sub-Saharan Africa, for both
refugees and those in remote and rural communities with no access to traditional schooling.
The Foundation’s report found that more than 50 million children could benefit from the
educational resVodafoneces made available through a combination of the Instant Schools For
Africa programme and the Vodacom e-school, a similar programme in South Africa, if they are
widely deployed across Vodafone’s African markets and India by 2025.

Vodafone Foundation’s innovation and access – connecting for good
The Vodafone Foundation has been pioneering programmes and innovations in a number
of countries where it operates to address the challenge that some of the world’s most
marginalized communities and citizens have to access education.
Currently, the Vodafone Foundation is working with the United Nations High
Commissioner for Refugees (UNHCR) to deliver classroom teaching through the Instant
Network Schools programme, which uses specially-designed online educational Vodafone and
tablets to bring primary and high school education to children in refugee camps.
Arthur D. Little estimates that the programme - already benefiting more than 43,000 young
refugees each month - has the potential to improve the living conditions of 80% of young
refugees.
The Foundation’s Instant Classroom is a technical innovation that is part of the Instant
Network Schools programmed. It is a single case containing all that is required for tablet-based
teaching and was specifically designed for areas where electricity and internet connectivity are
unreliable or non-existent.
The Vodafone Foundation’s newly launched Instant Schools For Africa platform will
provide free connectivity and access to high quality, localized educational Vodafone in
Vodafone’s African markets.
 Financial condition (Turnover, Profitability, Vodafone of finance-long term& short term)
 HIGHLIGHTS:
 £35.5 billion
 Revenue
 14.1% increase
 £10.1 billion
 Adjusted operating profit
 5.7% increase
 7.51 pence
 Total dividends per share
 11.1% increase
 260.5 million
 Proportionate mobile customers
 26.2% increase
 At/year ended 31 March2008£m2007£m2006£m2005£mConsolidated Income
Statement data
 Revenue35,47831,10429,35026,678Operating profit/(loss)10,047(1,564)
(14,084)7,878Adjusted operating profit (non-GAAP measure)
 (1)

 10,0759,5319,3998,353Profit/(loss) before
taxation9,001(2,383)(14,853)7,285Profit/(loss) for the financial year from
continuingoperations6,756(4,806)(17,233)5,416Profit/(loss) for the financial
year6,756(5,297)(21,821)6,518
 Consolidated Balance Sheet data
 Total assets127,270109,617126,738147,197Total
equity76,47167,29385,312113,648Total equity shareholders’
funds78,04367,06785,425113,800
 Revenue
 Revenue of the company increased by 14.1% to £35,478 million for the year ended
31March 2008, with a growth of 4.2%. The impact of acquisitions and disposals was
6.5 percentage points, primarily from acquisitions of subsidiaries in India in May
2007 and Turkey in May 2006 as well as the acquisition of Tele2’s fixed line
communication and broadband operations in Italy and Spain in December 2007.
Revenue is increased by 3.4 percentage points because of the exchange rates,
principally due to the 4.2% change in the average euro/£ exchange rate, as 60% of the
Group’s revenue for the 2008 financial year was denominated in euro.
 Operating result
 Operating profit of the company increased to £10,047 million for the year ended
31March 2008 from a loss of £1,564 million for the year ended 31 March 2007. The
loss in the 2007 financial year was mainly because of the £11,600 million of
impairment charges that occurred in the year, compared with none in the 2008
financial year. Adjusted operating profit increased to £10,075 million, with 5.7%
growth.
 PROFIT BEFORE TAX/PROFIT

 The profit before tax was accounted
 £m 9001
 million
 for the year ended 31 march2008 while in the previous year the company is having a
loss of
 £m
 2383
 million and the profit for the financial year2008 was
 £m 6756
 million.
 The Group’s consolidated net debt position at 31 March was as follows
 2008£m2007£m
 Cash and cash equivalents (as presented in the Consolidated Balance Sheet)
 1,699
 7,481
 Trade and other receivables
 (1)

 892304Trade and other payables

 (1)
 (544)(219)Short term borrowings(4,532)(4,817)Long term borrowings(22,662)
(17,798)
 (26,846) (22,530)Net debt shown in the Consolidated Balance Sheet
 (25,147) (15,049)Notes:
 (1)Trade and other receivables and payables included in net debt represent certain
derivative financial instruments.(2)The amount for the 2008 financial year includes
£2,625 million related to put options over minority interests, including those in
Vodafone Essay and A cror, which are reported as financial liabilities.
 Achievement Award if any
 Awards and recognition

 The Brand Trust Report,2011 published by Trust Research Advisory has ranked
Vodafone as the 16th most trusted brand in India.
 Flame Awards Asia 2017 for Salute Vodafone farmers campaign: Silver for the Best
Farmer Connect initiative and Bronze for the Best use of Social Media
 Aegis Graham Bell Awards 2017: Vodafone Business Services for Innovative Marketing
Campaign for the Ready Business Campaign Aegis Graham Bell Awards 2017 and
Vodafone Business Services for Innovative Marketing Campaign for the Ready Business
Campaign
 Voice and Data Telecom Leadership Awards 2015:Special leadership recognition to:
Vodafone RED for marketing
We have an extraordinary team of talented and hard-working individuals. Vodafone high
employee morale has led to us being recognized as a “Great Place to Work” by industry experts
and the media, year on year.
 Great Place to Work One of the Best Companies
to Work For in India
Vodafone India ranked 20th in the LinkedIn Top Attractors 2017 Award- The only telecom
service provider to be featured.
 Brand Leadership Recognized as the Most Trusted
Brand in Telecom Category

Brand Trust Report 2014

 Business Services CIO Choice 2017
Award winner
Vodafone Business Services recognized as the chosen leader for Telecom Carrier - Leased Lines
& Mobile Access (third year in a row).
 Scopes of improvement/growth to gain more market share/be
: A Vodafone-Idea Cellular merger is likely to improve the financial

health of India’s debt-laden telecom industry in the long run through
revenue growth, tariff stabilisation and a boost to customer experience,
although it could pose challenges for market leader Bharti Airtel BSE
0.23 % and Mukesh Ambani’s Reliance Jio Infocomm, analysts and
industry experts said.
Ex-Bharti Airtel CEO Sanjay Kapoor said a consolidation on this scale

would improve the financial health and sustainabil .. of the industry and improve coverage quality and
customer experience.
“One would expect the big boys with larger balance sheets to make the much-needed serious
investments in technology and customer experience, which telcos with mid-sized balance sheets are in
no position to make,” he said.
Analysts and industry experts said a Vodafone-Idea merger would ring in a restructuring that would pare
the telecom industry to three dominant players, which would progressively ease . competitive intensity
and boost revenue flows.
They also expect it to hasten the consolidation of fringe companies such as Telenor and Tata
Teleservices in under a year. Nitin Soni, a director at rating company Fitch, expects industry revenue to
grow by a minimum 5% after January 2018, while EY’s Prashant Singhal anticipates average revenue per
user to increase by 10-15% over the next 12 months.

Bharti Airtel’s stock ended the day 7.5% higher on the BSE on Monday, while while shares of Reliance
Communications jumped 11.5%. Industry experts said the bruising impact of Jio’s free services would
continue through calendar 2017 as the 4G entrant is expected to step up customer acquisition following
the announcement of Vodafone and Idea’s merger plans. Jio’s freebies have stung Airtel, which reported
a 55% fall in third-quarter net profit to Rs 504 crore, and analysts expect worse results from Vodafone
India and Idea, the second and third-largest telcos, respectively ..
PART-III
 SWOT Analysis (Strength, Weakness, Opportunities and Threats of the

Company/Organization)
On 1 January 1985 we made the UK's first mobile call. It marked the launch of the mobile
industry and transformed global communications. Today Vodafone is the world's leading
international mobile telecommunications group with equity interests in 27 countries across 5
continents, 186.8 million proportionate customers and 33 partner networks*.
For more than 20 years we've been at the forefront of mobile innovation. Now we're entering
a stretch of uncharted territory as next generation technology opens up a whole new range of
opportunities for customers. It's a new and exciting stage in Vodafone jVodafoneney.
vision:
To be the world's mobile communications leader, enriching customers' lives and helping
individuals, businesses and communities to be more connected in a mobile world.
Strategic change in Vodafone

Vodafone Revenue Increase
Vodafone last quarter results.
By fearless wireless on 19/05/2010

"Vodafone reported a pretax profit increase to 8.7 billion British pounds which was more
than double of the same period last year. The results included a decline in UK revenues and a
write down of 2.3 billion British pounds of Vodafone's Indian subsidiary, mainly due to
competitive pressures. Turkey's market contribution to the Vodafone group had increased by 200
million British pounds.
Profits were boosted mainly by Asia Pacific and Middle East revenues while European
services were down to 28.3 billion British pounds or minus 3.5%. Central European service
revenues fell about 1.2% to 7.4 billion British pounds.
UK revenues experienced a dramatic 16.6% reduction in earnings leveling off at 1.14
billion British pounds"
Now Vodafone trust in organic growth, this tendency seems to continue for Vodafone.
The double digit growth rate makes this possible easily. Vodafone has also acquired buzz back in
2000 which has strengthen its growth.
It is clear from the past that whenever who ever tried to challenge faced more change
culture in an organization, Vodafone used to be the best and the only good quality supplier in the
market yet it is still but because of high rivalry change was required which made them to lower
the prices and services.
Vodafone succeeds its operations at the most minimum operating costs possible. The
management whenever sees a layer of unwanted cost immodestly sheds it and searches for other
similar cost which can be dropped.
Operational model is one of the areas where Vodafone has to look in order to make the
change happen.
Vision into action a more comprehensive review of Vodafone strategic plan and key
elements of their performance record is needed. Their vision has to be change in a sense to get
into same but different segments where they might find a high volume of competition. So they
have to invent it accordingly.
Commitment they have to be committed of what they ask for, for particularly customer
growth, for development, for awareness. Sustainability how to sustain current position in the
market is difficult for them because of its competitors.
Approach to risk include into strategic change, their reasonable approach would allow
them to examine and implement. So their approach would be different than before.
Corporate Objective:
The key objectives should be clearly definite at all levels within the groups "purpose and
values" and business principles are to be clearly understood by the top as far as line management
in order to produce corporate morals. Moreover have to have responsibilities' limits set and
standards.
Authority rules, must disclose any important ways in which their corporate practices
differ in order to comply with the standards.
Management level changing:

In order to make some alterations in future I think Top management is the area where
they have to focus. Strategically the business units are not allied and not same natured. The
unrelated modification is not appropriate for other allied businesses.
However it does add value to the businesses but still the modification strategy has to be changed.
The level of management change here is, the process of business decision making has to
change in next five years, and they have to have connected diversification in order to make brand
single peak asset for them.

Conclusion:
In the end I would like to conclude this report by saying that one can boost up the
organization as Welch did by his way of leadership style as discussed in other subject where
he/she takes right decision with right approach or wise versa. How ever having red and discussed
all above I came to the conclusion that the Vodafone is strategically well aligned with its long
term goals.
Vodafone made examples that people are willing to follow them because they knew that
this industry has the potential to deal with circumstances and they were right. Vodafone born to
lead and proved this for decades. Authority was very strict as far as work is concern. Because
"An organizations ability to learn, and translate that learning into action rapidly, is the ultimate
competitive advantage"
I have learnt many things in while doing this report as far as strategic changes in an
organization are concern, and I came to know that there are certain fundamentals involved in
either good progress of an organization or bad.
Therefore his managing strategic change could be the best example till today for any kind
of business and mostly businesses are still adopting them because they are proven. It's also
important that to be the leader in the market they should change their strategies often and
according to the working environment. Their emphasis should be on internal environment to the
external environment to get most about the company according because external environment is
the boons of the company you are working in so to get most from outside it's important to show
what you are doing.
However in this era of rivalry is so high and to be back on track Vodafone should
intensely reflect their change strategies locally as well as internationally because the next five
years are going to be threatening for everyone particularly for Vodafone where they might look
challenges and more rivalry. So they have to be ready and have to have their long term change
management plans ready.
PART-IV
 Findings
 In recent time telecommunication industry is on a roll.
 The introduction of new products and services are revolutionizing communication and
enriching Vodafone daily life and demand is soaring, thanks in part to resurgence in the
Asian economy ,which is fuelling the growth of the entire industry.
 Boosted up by the opening up of new markets, both geographically as well as in terms of
expansion of product and service offerings, the telecom industry is enjoying an
unprecedented boom time. To put it in perspective, the telecom sector has grown, on
average, twice the rate for the global economy between 1990 and 2007. At the macro-
economic level, the contribution of telecom services to the general economy has grown.

 Learning Experience
 At Vodafone India, customers are at the heart of everything we do. That’s why over 210
million Indians have chosen to stay connected with us.
 Vodafone knowledge of global best practices along with Vodafone deep exposure to local
markets has made us leaders in the telecommunications industry. Since commencing
operations in 2007, we have consistently been awarded for Vodafone best-in-class
network, powerful brand, unique distribution and unmatched customer service. Whether
an individual or enterprise, Vodafone customers always receive world-class services that
cater to their needs.
 Unmatched network coverage
 Globally loved brand
 Vodafone service has earned us the trust of customers world .


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© MGM IOM/MBA Name of the Company & logo

“Name of the Company”

Under the Guidance of

Name of Project Guide

Project Report-I Sem 2017 1

N-6, CIDCO, Aurangabad-431003

Project Guide Coordinator Academics Director

Project Report-I Sem 2017 2

Name & Signature of the Student

Project Report-I Sem 2017 3

Project Report-I Sem 2017 4

Chapter Contents Page. No.

Project Report-I Sem 2017 5

Vodafone Group Plc is the world's leading mobile telecommunications company,

Project Report-I Sem 2017 6

Introduction To The Telecom Sector

The global telecommunication industry is constantly changing. Public and private

Project Report-I Sem 2017 7

a) Mergers and consolidation have completely changed this industry's landscape.

Technologies will continue unabated, quickly changing consumer preferences and

Project Report-I Sem 2017 8

 Airtel ₹65,060 (US$1,000)

Project Report-I Sem 2017 9

 Vodafone India ₹18,376 (US$290)

The International Telecommunication Union (ITU; French: Union Internationale des

Project Report-I Sem 2017 10

Project Report-I Sem 2017 11

 Some prominent companies in the industry, their Performance/Contribution

 Airtel: 280.64 million (23.6%)

Project Report-I Sem 2017 12

 Background and inception of the company

 Nature of the business carried out

Project Report-I Sem 2017 14

Made for everyone

Made for more

Made for travel

Made for endless talking

Made for Vodafone convenience

 Vision, Mission and Quality Policy

Project Report-I Sem 2017 16

main objective is to enable Vodafone customers to be always ‘confidently connected’

Vodafone main objective is to enable Vodafone customers to always be ‘confidently

Project Report-I Sem 2017 17

 WORLD CALLING CARDS

 HOME CALLING CARDS

 VODAFONE -HANDY PHONES

Mobile Money Transfer Services:

Project Report-I Sem 2017 18

 Area of Operation – Global/National/Regional

 Vodafone Global Enterprise

Vodafone Global Enterprise is the business services division,

Project Report-I Sem 2017 19

 Organizational Structure (Hierarchy of the organization & concerned department)

Project Report-I Sem 2017 20

 Logo Vodafone Group plc Provides mobile telecommunication services

FISHER ASSET 09/30/201 24,824,48 1,121,862 4.73 766,083

PRICE T ROWE 09/30/201 17,715,98 (104,415) (0.59) 546,715

HOTCHKIS & WILEY 09/30/201 16,097,23 (137,861) (0.85) 496,761

BANK OF AMERICA CORP 09/30/201 14,040,48 3,442,962 32.49 433,289

INVESCO LTD. 09/30/201 13,282,05 96,633 .73 409,884

MORGAN STANLEY 09/30/201 11,691,39 89,717 .77 360,796

FEDERATED INVESTORS 09/30/201 10,169,72 549,673 5.71 313,838

GOLDMAN SACHS GROUP 09/30/201 8,602,369 1,616,933 23.15 265,469