DISSERTATION PROJECT REPORT

ON

“ CHALLENGES FACED BY
VODAFONE WHILE ENTERING IN
DEHRADUN”

SUBMITTED IN PARTIAL FULFILLMENT

OF THE REQUIREMENT OF THE DEGREE
OF MASTER OF BUSINESS
ADMINISTRATION

UTTARAKHAND TECHNICAL
UNIVERSITY, DEHRADUN

SUBMITTED BY:
 Acknowledgement

“The greatest helper of this world is the almighty god.”

The present achievement would have been impossible without the
blessings of god. It is hard for me to find word to express to my sincere
feelings of gratitude and obligation towards Ms,shilpi mittal faculty of the
M.B.A. department of U.I.T. Dehradun for his invaluable guidance,
continuous inspiration and sustained encouragement through the course of
present study.
I also wish to acknowledge my indebtedness to all my family members
for his invaluable support and encouragement.
 CHALLENGES
FACED BY VODAFONE WHILE ENTERING IN DEHRADUN
 CONTENTS

(A) CERTIFICATE

(B) DECLARATION

(C) PREFACE

CHAPTER - 1 ACKNOWLEDGEMENT

CHAPTER - 2 INTRODUCTIONS

CHAPTER -3 COMPANY PROFILE

CHAPTER -4 SOME FACTS

CHAPTER –5 RESEARCH METHODLOGY

(a) OBJECTIVE OF THE STUDEY

(b) TYPE OF RESEARCH
(c) RESEARCH DESIGN
(d) SOURCE OF DATA
(e) SAMPLING UNIT
(f) SAMPLING SIZE
(g) METHOD OF DATA COLLECTION
(h) INSTRUMENT USED FOR DATA
COLLECTION
(i) LIMITATIONS
(j) FINDINGS AND DATA ANALYSES
(k) CONCLUSION
(l) QUESTIONAIRE
 CERTIFICATE

I have the pleasure in certifying that Mr. /Ms. Nitin Kumar Is a

bonafide student of…MBA… IV.semester of the Master’s Degree in
Business Administration of UTTARANCHAL INSTITUTE OF
TECHNOLOGY , Dehradun under Class ID No. MBA078040

He has completed his/her Summer Dissertation work entitled…

CHALLENGES FACED BY VODAFONE WHILE ENTERING IN
DEHRADUN under my guidance.

I certify that this is his original effort and has not been copied from
any other source. This project has also not been submitted in any
other university for the purpose of award of nay degree.

This project fulfills the requirement of the curriculum prescribed by

Uttarakhand Technical University, Dehradun for the said course. I
recommend this Dissertation work for evaluation and consideration
for the award of degree to the student.

Signature: …………………………………
Name of the Guide:……………………….
Date:……………………………………….
 ACKNOWLEDGEMENT

It was immense pleasure for me to work on the project, which gave us the
opportunity to get first hand experience of market research and other
important facets of marketing.
I am grateful to all the respondents for sparing me their valuable time and
for their amicable and friendly treatment.inspite of being busy, they
remained humble and polite throughout.
I am also grateful tour faculty guide and our company guide without
whose help this project would not have seen the light of the day.
I am also grateful to the friends and other acquaintances that helped in
various invaluable ways.
I also extend our deep gratitude towards the various people who helped in
direct or indirect way in making this project a success.
PREFACE

Master of Business Administration is a course, which combines

both theory and its applications as its contents of study in the field of
management. As part and parcel of this course, every aspirant has to
undergo an ‘in – company training’ in an organization. The purpose of
this training is to expose the student of management sciences with real life
situations existing in the organization and to provide an insight into the
various functions who can visualize things what they have been taught in
classrooms. Actually, it is the life force of management. It is in practical
training that the effectiveness of management itself is realized.

As a complementary to training, every trainee has to prepare

and submit a report on the working of the organization. This report is in
continuation of that tradition. It is an attempt to present an account of
practical knowledge and observations gathered during the training

NITIN KUMAR

MBA 4TH
INTRODUCTION

Vodafone over the years

Vodafone was formed in 1984 as a subsidiary of Racal Electronics Plc.

Then known as Racal Telecom Limited, approximately 20% of the
company's capital was offered to the public in October 1988. It was full
demerged from Racal Electronics Plc and became an independent
company in September 1991, at which time it changed its name to
Vodafone Group Plc.

Following its merger with AirTouch Communications, Inc. (‘AirTouch’),

the company changed its name to Vodafone AirTouch Plc on 29 June
1999 and, following approval by the shareholders in General Meeting,
reverted to its former name, Vodafone Group Plc, on 28 July 2000.

Key milestones in the development of Vodafone can be found in the

following sections, organised by year:

2007

Vodafone agrees to acquire Tele2 Italia SpA and Tele2

Telecommunication Services SLU from Tele2 AB Group. (October)

Vodafone announces completion of the acquisition of Hutch Essar from

Hutchison Telecommunications International Limited. (May)

Safaricom, Vodafone’s partner in Kenya announces the launch of M-

PESA, an innovative new mobile payment solution that enables customers
to complete simple financial transactions by mobile phone. (February)
Vodafone agrees to buy a controlling interest in Hutchison Essar Limited,
a leading operator in the fast growing Indian mobile market, (February)

Vodafone announces agreements with both Microsoft and Yahoo! to bring

seamless Instant Messaging (IM) services to the mobile which can be
accessed from both the PC and mobile handsets. (February)

Vodafone signs a series of ground-breaking agreements which will lead to

the mobilising of the internet. YouTube agrees to offer Vodafone
customers specially rendered YouTube pages on their mobile phones.
With Google, Vodafone announces its intention to develop a location-
based version of Google Maps for. With eBay, Vodafone announces it is
to offer the new eBay mobile service to customers, With MySpace.com
Vodafone announces an exclusive partnership to offer Vodafone
customers a MySpace experience via their mobile phones. (February).

Vodafone reaches 200 million customers (January)

2006

Sale of 25% stake in Switzerland's Swisscom (December)

Sale of 25% stake in Belgium's Proximus. (August)

The number of Vodafone live! customers with 3G reached 10 million in

March 2006.

We acquired Telsim Mobil Telekomunikasyon Hizmetleri (Turkey) in

May 2006.
Launch of mobile TV capability and Vodafone Radio DJ, which offers a
personalised, interactive radio service streamed to 3G phones and PCs.

3G broadband through HSDPA launched offering faster than 3G speeds.

Japan business sold to SoftBank.

‘Make the most of now’ global marketing campaign launched.

Sir John Bond succeeds Lord MacLaurin as Chairman.

2005

We completed the acquisition of MobiFon S.A. (Romania) and Oskar

Mobile a.c. (Czech Republic) (May).

Launch of Vodafone Simply, a new easy-to-use service for customers

who want to use voice and text services with minimum complexity (May).

Introduction of Vodafone Passport, a voice roaming price plan that

provides customers with greater price clarity when using mobile voice
services abroad (May).

2004
We launched our first 3G service in Europe with Vodafone Mobile
Connect 3G/GPRS data card.

We have 14 Partner Networks with new agreements in Cyprus, Hong

Kong and Luxembourg.Vodafone live! with 3G launched in 13 markets
(November).
2003
At the GSM Association Awards Ceremony in Cannes, France, we won
the mobile industry's most prestigious awards in two categories, Best
Consumer Wireless Application or Service and Best Television or
Broadcast Commercial for its global consumer service, Vodafone live!
Our premium handset for Vodafone live!, the Sharp GX10, won the Best
Wireless Handset Award for the Sharp Corporation.

Vodafone live! attracts 1 million customers in its first six months.

Verizon Wireless and Vodafone co-operate on laptop e-mail, internet and

corporate applications access for the US and Europe.

Arun Sarin succeeds Sir Christopher Gent as Chief Executive.

2002

We trial our global mobile payment system in the UK, Italy and Germany.
The trial enables customers to purchase physical and digital goods using
their mobile phone.

We launch the first commercial European GPRS roaming service.

Customers are able to seamlessly access services such as corporate e-mail,
intranet and personalised information on their mobile phones, laptops or
PDAs over GPRS.

The Vodafone Group Foundation is launched, with plans to contribute

£20 million to community programmes, guided by the Group Social
Investment Policy.
In October, we announce the launch of Vodafone live!, a new consumer
proposition, and Mobile Office, a new business proposition. In
Nove78ber, Vodafone Remote Access is launched as part of Mobile
Office. The service gives business customers an easy way to connect to
their corporate LAN to access e-mail, calendar and other business specific
applications whilst on the move.

A 'You and I' print advertisement of Hutch featuring Cheeka

Hutch was often praised for its award winning advertisements which all
follow a clean, minimalist look. A recurrent theme is that its message
Hello stands out visibly though it uses only white letters on red
background. Another recent successful ad campaign in 2003 featured a
pug named Cheeka following a boy around in unlikely places, with the
tagline, Wherever you go, our network follows. The simple yet powerful
advertisement campaigns won it many admirers.
Subscriber Base

The Vodafone subscriber base according to COAI - Cellular Operator

Association of India as of December 2007[3] was:
Delhi - 3,131,114
Mumbai - 3,181,653
Chennai - 1,067,158
Kolkata - 1,762,971
Maharashtra - 2,139,847
Gujarat - 5,554,492
Andhra Pradesh - 2,286,184
Karnataka - 2,551,862
Tamil Nadu - 2,702,844
Kerala - 1,716,742
Punjab - 1,561,319
Haryana - 1,131,053
Uttar Pradesh (West) - 2,534,157
Uttar Pradesh (East) - 3,602,866
Rajasthan - 2,547,598
West Bengal & Andaman and Nicobar - 2,393,021
The total is 39,864,881 or 23.19% of the total 171,885,864 GSM mobile
connections in India till December 2007.

External links
Official site of Vodafone India
Official site of the Vodafone Group
Hutch/Vodafone's Creative Television Commercials

Essar Steel is one of India's top 10 steel manufacturers. In April 2007,

Essar purchased Canada-based Algoma Steel for US$ 1.63 billion and
United States-based Minnesota Steel for an undisclosed amount. As part
of the deal with Minnesota Steel, Essar will invest US$ 1.65 billion to
build a steel plant in northern Minnesota. The plant will be the first in
North America to have iron-ore mining, processing and steelmaking on a
single site.[1] After the acquisition of these firms, Essar Steel became
India's fourth largest steel manufacturer after Tata Steel, Steel Authority
of India Limited and Jindal Steel. The Minnesota state governor briefly
opposed funding the project due to Essar's ties to Iran until given
assurances that laws regarding trade with Iran will be followed.[2]
A new arm has been set up by the Essar Group for retail sales of steel,
directly to the consumers, known as Steel Hypermart. This is the first
such concept of steel retailing in the country (it is B2C).

Essar Steel is starting a new steel plant in Vietnam, expected to be

operational by 2010. It is among the reputed company in India.

History
vodafone's original logo used until the introduction of the speechmark
logo in 1998.In 1982 Racal Electronics plc's subsidiary Racal Strategic
Radio Ltd. won one of two UK cellular telephone network licences.[3][4]
The network, known as Racal Vodafone was 80% owned by Racal, with
Millicom and the Hambros Technology Trust owning 15% and 5%
respectively. vodafone was launched on 1 January 1985.[5] Racal
Strategic Radio was renamed Racal Telecommunications Group Limited
in 1985.[4] On 29 December 1986 Racal Electronics bought out the
minority shareholders of vodafone for GB£110 million.[6]

1 May 2007: adds Jersey and Guernsey to the community, as Airtel is

signed as Partner Network in both crown dependencies
07 June 2007: Vodafone live! launches cheaper mobile Internet portal in
the UK [18] and becomes the first mobile network to focus an entire
media campaign on their newly launched mobile Internet portal in the UK

What is your Developer Partner Program all about?

India is an extremely important market for Aepona, as it is one of the
fastest growing telecommunications markets in the world. India is
renowned globally for world-class software development. There is a large
and vibrant community of highly skilled software developers throughout
the country. This talent pool is creating new applications and services that
enable telecom operators to realize new revenue sources and enhance
customer loyalty. Aepona's technology allows these applications to be
created in a common, standards-based manner, meaning that they can be
deployed across different types of network including fixed and mobile
networks or circuit-switched and IP networks, without having to be re-
written for each situation. The aim of our Developer Partner Program is to
reach out to these developers and provide them with the resources, tools,
and support that they need to create compelling new services for our
existing and prospective customers.

What are the deals that you have in your kitty right now, and what
are all in the pipeline?
In the next two quarters, Airtel will formally announce the partnership.
We are also talking to all the other service providers like Vodafone Essar
and Idea Cellular, and they have shown keen interests.

What about the focus on other parts of Asia?

We are not very active in other SAARC countries. We are concentrating

our resources on areas that are growing fast. Since Asia is a huge
continent, we like to focus on specific areas.

Would you like to develop applications and then sell it to operators,

or you want operators to develop their own applications?

Well, we don't have any preference as such. We would like to go by our

customers' demand. The main thing that we sell is the enabling
technology, and the capacity of our technology. But we are very happy to
be prime contractor for these applications. However, we don't have any
preference for being a technology provider or application provider; we
can do either one of these two or both, which depends on customers'
requirements.

How has your experience been since you started your business in
September last year?
It's been very successful and our contract with Airtel was a major
milestone for us. But, I think more important for us is that we have
Appium technology with us now. This deal is fundamental to our plan for
developing application-partnering system.

What are the challenges you have faced while operating in India?
One of the biggest challenges is the sheer size of the Indian market. The
scale of operations is huge in terms of the growth, number of people, and
the size of the operators we are dealing with. We address these challenges
through partnerships. So, we are partnering with Nokia Siemens, and
IBM, which is very important for us. IBM is the main systems integrator
for us. And, Nokia Siemens is the main network provider and Alpenas is
the main technology provider for this application gateway.

What are the plans for the applications developed in India? Do you
plan to take them to other countries as well?

It is in our interest to promote application development, and then promote

their application to other key markets like America and Europe.
What are your R&D plans for India? Do you intend to setup a base in
India?

No, we don't have R&D in India. We have R&D in Spain, Sweden, and
Ukraine. And, we don't see any change in this in the near future.
However, we do plan to have more people in sales, marketing, and
technical support. As our business grows here, we will add our resources,
focusing on customer support and services.

Your customers are operators. So, do you think it is a viable model to

focus just on 15-16 customers? What is the total size of the market for
your product in India, and who are your competitors?

We have a global operation with some 700-800 operators globally. So,

that's viable. We can't just focus on India; we need to work globally. I
can't predict the market size in India as of now, but I think we have a
billion dollar global market. Our competitors would be Eriksson and
Alcatel on the network capability providers' front.

What are the applications that you are focusing on currently?

Currently our focus is on the enterprise and small business applications,

like virtual PBX, which is making your mobile phone an extension of
your PBX of your office.
Do you face any regulatory issues in this particular service?

No such issues to my knowledge. It's like installing private PBX and

outsourcing your PBX to a virtual service that an operator provides.

NilabhJha

Mobile is always at the heart of what we do, but now we are moving into
integrated mobile and PC communication services.

We are doing that in two ways – wirelessly through 3G and HSDPA

(High-Speed Download Packet Access), but also using fixed line
broadband services like DSL (Digital Subscriber Line).
Our customers benefit from a complete Vodafone experience in and out of
their homes and offices. They are notified about email with our consumer
push email service, access existing instant messaging services on the
move, and share images and video captured on their handsets.

We offer a suite of products that, starting with voice calls, offers our
customers an alternative to a traditional fixed telephone line. Vodafone
Zuhause in Germany and Vodafone Casa in Italy, provide our customers
with an easy-to-use mobile service, combined with low-cost fixed line
telephony and DSL (Digital Subscriber Line) broadband.

We have extended our reach into the office by delivering richer business
applications and integrated fixed and mobile services, such as higher
speed internet access.

With developments in technology we can provide integrated mobile and

PC offerings to give our customers a consistent experience whether they
are at home or on the move.

TOTAL COMMUNICATIONS

We enrich our customers’ lives by enabling them to communicate in an

increasingly connected world.
We provide a range of voice and data mobile telecommunications
services, including text messages (SMS), picture messages (MMS) and
other data services. We are continually developing and enhancing service
offerings particularly through third generation (3G) mobile technology,
which is being deployed in the majority of our operations.

Our mobile services are offered over the GSM network on which a
General Packet Radio Service (GPRS) is also provided. The move to
higher performance 3G (W-CDMA) networks is well underway in the
bulk of our

operations, and we are now in the process of upgrading these networks to

3G broadband (HSDPA) with the promise of even higher data rates.

Mobile is always at the heart of what we do, but now we are moving into
integrated mobile and PC communication services, by combining fixed-
line Digital Subscriber Line (DSL) broadband offers with our core mobile
services.

Mobile phones work on the same principle as television and radio by

using radio frequency (RF) fields to communicate information. The
building blocks of a mobile phone network are base stations that transmit
and receive calls. When a mobile phone connects to a network, it uses RF
signals to communicate with the nearest base station. This is a two-way
function, with base stations and handsets sending information to each
other.

Speed is critical to today’s mobile communications. Third generation

(3G) technology has extended the ability and quality of transferring voice
and data. The latest acess technology is 3G broadband (High-Speed
Download Packet Access), which enables customer to enjoy even faster
download speeds of up to 1.8 Mbps

Our mobile communications technology has advanced rapidly since

Vodafone launched the first national UK network on 1 January 1985.

With this first generation (1G) technology most mobile phones were
installed in cars, powered by the car battery and used roof-mounted
antennas to improve reception of the analogue signal.

The analogue services set up in countries across Europe during the late
1980s were often not compatible, with subscribers unable to use the same
mobile phone moving from one country to the next.

To solve this and other problems a new standard known as the Global
System for Mobile Communications (GSM) was developed. This standard
used digital technology, converting speech into binary code. Since
Vodafone launched the first digital network in 1991, GSM has become
the main standard for mobile communications worldwide.

Second generation (2G) digital technology added the ability to transmit

data along with voice over mobile networks and was the origin of internet
access on the move. Wireless Application Protocol (WAP), a standard for
internet-based services accessible on small mobile phone screens,
provided early information services like news, movie start times and even
the live Vodafone share price.

Data transmission rates edged upwards with the introduction of General

Packet Radio Service (GPRS), which enabled internet and email access
and had the additional benefit of an always-on internet connection on
handsets.
GPRS was the stepping stone to today’s third generation (3G) technology.
3G data rates (at a peak rate of 384 Kbps) are about seven times faster
than a fixed line dial-up connection. As well as offering high-speed
internet and email access, 3G enables video calling, full track music
downloads, mobile TV and more.

MOBILE NETWORK INFRASTRUCTURE

Our mobile network infrastructure lets our customers make and receive
voice calls and use other services such as internet access and even mobile
TV.
Making calls

When a voice call or data transmission is made on a mobile device, voice

or data is sent from the device and transmitted by low powered radio
signals to the nearest base station, which in turn is connected to our
network.

Each base station provides coverage over a given geographic area, often
referred to as a cell. Cells can be as small as an individual building or as
large as 20 miles across. Each cell is equipped with its own radio
transmitter and receiver antenna. This network of cells provides, within
certain limitations, coverage over the service area.

When someone using a mobile device approaches the boundary of one

cell, the mobile network senses that the signal is becoming weak and
automatically hands over the call to the transmission unit in the next cell
into which the device is moving.

If the voice call or data transmission is intended for delivery to another

device which is not on our network, the information is delivered through a
public or private fixed line telephone network or the internet.

In a second generation (2G) network, each cell contains a base station

using a number of radio frequencies or channels. A group of base stations
is connected to a base station controller, which in turn is connected to a
mobile switching centre and then via a gateway support node for access to
a fixed line network or the internet.

High-speed data

In a third generation (3G) network, voice or data traffic is passed through

a ‘node B’, similar to a base station in a 2G network, to a radio network
controller, which is then connected to a mobile switching centre, similar
to a 2G network.

We have started to upgrade our existing 3G networks to offer 3G

broadband (High-Speed Downlink Packet Access) which enables data
transmission speeds of up to 1.8 Mbps in the first phase, with potentially
up to 14.4 Mbps achievable with later releases. This will provide our
customers with faster access speeds than experienced on existing 3G
networks.

HSDPA is enabled by deploying new software in the 3G radio network

and expanding the processing capabilities of the ‘node B’. Significant
performance benefits are achieved by using the radio interface more
effectively.

HSDPA is supported on recent Vodafone Mobile Connect Data Cards and

compatible Vodafone live! handsets in many of our mobile operations.

While HSDPA focuses on downlink (network to mobile), we are also

working on improving the data speeds in the uplink (mobile to network)
to achieve speeds of up to 384kbps.

COMPLIANCE

Statement of corporate governance policy

The Board of directors of the Company is committed to high standards of
corporate governance, which it considers are critical to business integrity
and to maintaining investors' trust in the Company. The Group expects all
its directors and employees to act with honesty, integrity and fairness. The
Group will strive to act in accordance with the laws and customs of the
countries in which it operates; adopt proper standards of business practice
and procedure; operate with integrity; and observe and respect the culture
of every country in which it does business.

The Combined Code

The Company's ordinary shares are listed in the United Kingdom on the
London Stock Exchange. As such, the Company is required to make a
disclosure statement concerning its application of the principles of and
compliance with the provisions of the revised Combined Code on
corporate governance (the "Combined Code"). For the year ended 31
March 2006, the Board confirms that the Company has been in
compliance with the provisions of section 1 of the Combined Code. The
disclosures provided below are nevertheless intended to provide an
explanation of the Company's corporate governance policies and
practices.

US listing requirements

The Company's ADSs are listed on the NYSE and the Company is,
therefore, subject to the rules of the NYSE as well as US securities laws
and the rules of the SEC. The NYSE requires US companies listed on the
exchange to comply with the NYSE's corporate governance rules but
foreign private issuers, such as the Company, are exempt from most of
those rules. However, pursuant to NYSE Rule 303A.11, the Company is
required to disclose a summary of any significant ways in which the
corporate governance practices it follows differ from those required by the
NYSE for US companies.
A summary of such differences is set out below. The Company has
established a Disclosure Committee with responsibility for reviewing and
approving controls and procedures over the public disclosure of financial
and related information, and other procedures necessary to enable the
Chief Executive and Chief Financial Officer to provide their
Certifications of the Annual Report on Form 20-F that is filed with the
SEC.

Section 404 of the Sarbanes-Oxley Act of 2002 (US) requires the

Company to annually assess and make public statements about the quality
and effectiveness of its internal controls over financial reporting. As a
non-US company, Vodafone is first required to report on its compliance
with section 404 for the year ended 31 March 2007. Management's report
must describe conclusions about the effectiveness of the Company's
internal control over financial reporting based on management's
evaluation as of the end of the Company's most recent fiscal year.

The Company has established a Steering Committee to provide strategic

direction to the Company's section 404 compliance efforts and a
Programme Management Office which monitors progress and provides
detailed guidance to the compliance teams that have been set up in the
Group's subsidiaries and central functions. The Company's Audit
Committee also plays an active role in monitoring these efforts. The Audit
Committee receives progress updates at each of its meetings as well as a
bi-annual status presentation from the Programme Management Office.
The Company's external auditors have been sconsulted throughout the
project and will continue to be involved as the Company finalises its
review.

The Company has reviewed the structure and operation of its "entity
level" control environment: the overarching structure of review and
monitoring essential to the management of its business.

Each of the Company's subsidiaries and central functions has ensured that
the relevant processes and controls are documented to appropriate
standards, taking into account the guidance provided by the US Public
Company Accounting Oversight Board's Auditing Standard No. 2 and
subsequent SEC Staff Questions and Answers related to the standard. The
approach taken has been to identify the key financial reporting processes
so that, in aggregate, the Company has reasonable assurance regarding the
reliability of its financial reporting and the preparation of financial
statements.

The Company is making satisfactory progress on the work required to

enable it to report on its compliance with section 404 at 31 March 2007.

The Company has also adopted a corporate Code of Ethics for senior
executive, financial and accounting officers, separate from and additional
to its Business Principles, described below.

CODE OF ETHICS

Explanatory note

Section 406 of the US Sarbanes-Oxley Act of 2002 ("Sarbanes-Oxley"),

and the rules issued by the US Securities and Exchange Commission
("SEC") thereunder, require an SEC reporting company to disclose
whether or not it has adopted a written code of ethics applicable to the
company's senior financial officers, including the company's principal
executive officer. This Code of Ethics ("Code") has been adopted by
Vodafone Group Plc ("the Company") in accordance with these
provisions. Furthermore the Company is required to disclose whether,
during the financial year being reported, it has amended the Code or
granted a waiver from any provision of the Code. It is not the Company's
intention to grant or permit waivers from the requirements of this Code.

The SEC encourages companies to apply the code of ethics to as broad a

spectrum of personnel and affiliates as practicable and accordingly the
Code affects a wider group of employees than specified by Sarbanes-
Oxley. The Code is separate from the Company's Business Principles.
Those to whom the Code applies are required to adhere to its provisions
completely and to address any perceived conflict with the Company's
Business Principles with the Group General Counsel and Company
Secretary

This explanatory note is not part of the Code.

1. Introduction

The Board of Directors of Vodafone Group Plc has adopted this code of
ethics (the "Code"), which is applicable to all its Relevant Officers (as
defined in paragraph 2 below), to

Promote honest and ethical conduct, including the ethical handling of

actual or apparent conflicts of interest;
Promote the full, fair, accurate, timely and understandable disclosure of
the Company's financial results in accordance with applicable disclosure
standards, including, where appropriate, standards of materiality;
Promote compliance with applicable governmental laws, rules and
regulations;
Deter wrongdoing; and
Require prompt internal reporting of breaches of, and accountability for
adherence to, the Code.
The Code may be amended only by resolution of the Board of Directors
of Vodafone Group Plc. In the Code, "Company" means, in appropriate
context, either Vodafone Group Plc or a subsidiary of Vodafone Group
Plc.

2. Relevant Officers

The Code is applicable to

The Chief Executive of Vodafone Group Plc;
The Chief Financial Officer of Vodafone Group Plc;
The Chief Management Information Officer;
The Director of Business Planning;
The Director of Financial Reporting;
The Group Tax Director;
The Group Treasurer;
All Financial Directors/Chief Financial Officers of Vodafone's Regions;
All Financial Directors/Chief Financial Officers of subsidiary companies
of Vodafone Group Plc.
For the purposes of the Code, employees from time to time holding any of
the above positions shall be a Relevant Officer.

3. Honest and Ethical Conduct

Each Relevant Officer owes a duty to the Company to act with integrity.
Integrity requires, among other things, being honest and candid. Deceit,
dishonesty and subordination of principle are inconsistent with integrity.
Service to the Company should never be subordinated to personal gain
and advantage.
Specifically, each Relevant Officer must:

Act with integrity, including being honest and candid while still
maintaining the confidentiality of
Company information where required or in the Company's interests.
Observe, fully, applicable governmental laws, rules and regulations.
Comply with the requirements of applicable accounting and auditing
standards and Company policies in the maintenance of a high standard of
accuracy and completeness in the Company's financial records.
Adhere to a high standard of business ethics and not seek competitive
advantage through unlawful or unethical business practices.
Avoid conflicts of interest wherever possible. Anything that would be a
conflict for a Relevant Officer will also be a conflict if it is related to a
member of his or her family or a close relative. Examples of conflict of
interest situations, if material, include the following:
any significant ownership interest in any supplier or customer;
any consulting or employment relationship with any customer, supplier or
competitor;
any outside business activity that detracts from an individual's ability to
devote appropriate time and attention to his or her responsibilities with the
Company;
the receipt of any money, non-nominal gifts or excessive entertainment
from any company with which the Company has current or prospective
business dealings;
being in the position of supervising, reviewing or having any influence on
the job evaluation, pay or benefit of any close relative; and
selling anything to the Company or buying anything from the Company,
except on the same terms and conditions as comparable officers or
directors are permitted to so purchase or sell.

4. Disclosure

The Company strives to ensure that the contents of and the disclosures in
the reports and documents that the Company files with the Securities and
Exchange Commission (the "SEC") and other public communications
shall be full, fair, accurate, timely and understandable in accordance with
applicable disclosure standards, including standards of materiality, where
appropriate.

Each Relevant Officer must; not knowingly misrepresent, or cause

others to misrepresent, facts about the Company to others, whether within
or outside the Company, including to the Company's independent
auditors, governmental regulators, self-regulating organisations and other
governmental officials, as appropriate;
in relation to his or her area of responsibility, properly review and
critically analyse proposed disclosure for accuracy and completeness.
In addition, the Chief Executive, the Chief Financial Officer and the
Director of Financial Reporting must familiarise himself or herself with
the disclosure requirements applicable to the Company as well as the
business and financial operations of the Company.

5. Compliance

It is the Company's policy to comply with all applicable governmental

laws, rules and regulations. It is the personal responsibility of each
Relevant Officer to, and each Relevant Officer must, adhere to the
standards and restrictions imposed by those laws, rules and regulations,
including those relating to accounting and auditing matters.

6. Reporting and Accountability

The Audit Committee of the Board of Vodafone Group Plc is responsible

for applying this Code to specific situations in which questions are
presented to it and has the authority to interpret this Code in any particular
situation. Any Relevant Officer who becomes aware of any existing or
potential breach of this Code is required to notify the Group General
Counsel and Company Secretary promptly. Failure to do so is itself a
breach of this Code.
Specifically, each Relevant Officer must:

Notify the Group General Counsel and Company Secretary promptly of

any existing or potential violation of this Code.
Not retaliate against any employee or Relevant Officer for reports of
potential violations that are made in good faith.
The Audit Committee shall take all action it considers appropriate to
investigate any breaches reported to it. If a breach has occurred, the

Company will take such disciplinary or preventive action as the Board of

Directors deems appropriate, after consultation with the Audit Committee.

Specifically, the Company will follow the following procedures in

investigating and enforcing this Code and in reporting on the Code:

Breaches and potential breaches will be reported by the Group General

Counsel and Company Secretary to the Audit Committee.
The Audit Committee will take all appropriate action to investigate any
breaches reported to it.
If the Audit Committee determines that a breach has occurred, it will
inform the Board of Directors.
Upon being notified that a breach has occurred, the Board will take or
authorise such disciplinary or preventive action as it deems appropriate,
after consultation with the Audit Committee, up to and including
dismissal or, in the event of criminal or other serious violations of law,
notification of the SEC or other appropriate law enforcement authorities.
Any changes to or waivers of this Code will be disclosed in the
Company's annual report on Form 20-F.

7. Waivers

Any waiver (defined below) or an implicit waiver (defined below) from a

provision of this Code is required to be disclosed in the Company's
Annual Report on Form 20-F or a Report on Form 6-K filed with the
SEC. A waiver is defined by SEC rules as a material departure from a
provision of the Code and an implicit waiver means failure to take action
within a reasonable period of time regarding a material departure from a
provision of the Code that has been made known to an executive officer
of the Company. Relevant Officers should note that it is not the
Company's intention to grant or to permit waivers from the requirements
of this Code. Relevant Officers should note that the Company expects full
compliance with this Code.

8. Other Policies and Procedures

The Company's more detailed policies and procedures set out in the
Group Governance Manual are separate requirements applying to
Relevant Officers and others and are not part of this Code.

9. Enquiries
All enquiries in relation to this Code or its applicability to particular
people or situations should be addressed to the Group General Counsel
and Company Secretary.

Chief executive Arun Sarin insisted the performance of the group

remained good after outperforming its competitors in an "increasingly
challenging marketplace".

He also outlined an updated strategy for the business as Vodafone looked

likely to venture into the broadband market to combat competition.
 ARUN SARIN CEO

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

Analysts and industry observers viewed the impairment review as a sign

of 'profit warning'. Analysts and Vodafone shareholders also began to
blame Sarin's management style for the state of the company.

Commenting on the impairment review, Robert Grindle, analyst, Dresdner

Kleinwort Wasserstein, said, "It's another incremental worsening of
management expectations. It will put Sarin under more pressure. The
more the share price falls, the more pressure he will be under."8 Some of
Vodafone's largest shareholders believed that Sarin' s poor.
leadership was instrumental in turning Vodafone into a mere 'utility
company' from the leading global mobile giant that its former CEO Chris
Gent (Gent) had transformed it into. Analysts commented that the
mounting pressure might force Sarin to resign as Vodafone's CEO.
However, Sarin maintained that he was under no pressure and that he had
the full support of Vodafone' s board members.

Early HistoryWhen the British government opened a bid for cellular

licenses in 1982, Gerald Whent (Whent), then chairman of the Racal
Radio Group, a subsidiary of the Racal Electronics Group9 (REG),
convinced REG's board to bid for a cellular license. After a successful
bid, Whent established the Racal Telecomms Division (RTD) in 1983 in
Newbury, UK, with a view to developing and implementing an analog
network in the UK.
Since the license did not permit the company to sell its network directly
to the public, When set up a wholly-owned subsidiary called Vodac as the
service provider of the analog network in 1984. RTD launched the first
ever analog network in the UK on January 1, 1985, with a call being made
from St Katherine's Dock in London to Newbury. The analog network
was given the name 'Vodafone', which stood for 'voice and data services
over mobile phones'. By 1988, RTD accounted for one third of REG's
total profits. Also in 1988, RTD floated 20 percent of its ordinary share
capital on the LSE and the New York Stock Exchange (NYSE). In 1989,
the company formed Paknet, a 50-50 joint venture with Cable &
Wireless10...
Building the Vodafone EmpireGent, who had been working with TVG
since 1985, succeeded Whent as the company's CEO in September 1997.
TVG underwent drastic transformation under Gent's management. After
becoming CEO, Gent set up three wholly-owned Service Providers within
TVG namely, Vodafone Corporate, Vodafone Retail, and Vodafone
Connect.

By setting up these subsidiaries, TVG could rationalize its numerous

billing and customer care systems, tariff structures, etc. In order to expand
the

company' s cellular network, Gent set up 250 'Vodafone stores' all over
the UK. He also introduced a new corporate identity and logo for TVG.
The new corporate identity and expansion of the distribution network
helped Vodafone in strengthening its brand all over the UK. By 1998,
TVG had a market share of 35 percent in the UK. In 1998, TVG had a
market capitalization of $35 billion and ranked first among
BusinessWeek's top 100 non-US information technology companies. At
this point of time, Gent decided to turn TVG into a global company. He
wanted the Vodafone network to have a 'global footprint'.

Beginning 1999, Gent started buying many telecom companies around the
world to realize his vision of turning TVG into a global wireless
company. To begin with, he acquired AirTouch Communications Inc.
(ACI), a leading US wireless company, in early 1999 for $56 billion, paid
entirely in stock.

The combined entity known as Vodafone AirTouch plc (VA) had a

market capitalization of around $110 billion. Post merger, VA became the
largest wireless company in the world. Gent became the CEO of the new
company. In September 1999, VA entered into a strategic alliance with
Bell Atlantic Corp. (BAC), a leading telecom company in the US. Both
BAC and TVG had earlier fought over the acquisition of ACI. The
companies agreed to merge their respective US wireless assets, which
included cellular assets of AirTouch Cellular, Bell Atlantic Mobile,
PrimeCo Personal Communications L.P., and GTE Corp. The alliance led
to the formation of a new wireless company called Verizon Wireless
(Verizon)...
Vodafone's WoesIn Europe: In 2002, the European Union (EU) adopted a
new regulatory framework for the communications sector and asked its
member states to implement it by July 24, 2003.

The new framework laid down guidelines for matters such as the
objectives of the national regulatory authorities ('NRAs' of the member
states), the method through which telecommunications operators were to
be licensed, measures for protecting consumers, and ensuring the
universal provision of certain telecommunications services and the terms
and conditions that guided the way in which operators interconnected and
provided access to each other. The new regulatory framework' s
restrictions among various

Others included one on ‘call termination rates' of mobile operators.

Vodafone’s key market was Europe and the company claimed that this
market had been affected by the new regulatory framework...

OutlookAfter the impairment review, company shareholders pressured

Sarin to sell the company's businesses in the US and Japan. According to
them, Verizon used an incompatible wireless technology, CDMA, and
hence provided very little economies of scale to the company.

They also pointed out that since Vodafone was only a minority partner in
the venture, the company could not leverage on the benefits of its
'Vodafone' brand. However, despite the opposition from shareholders,
Sarin said that he would retain Vodafone's stake in Verizon. He said, "We
look at Verizon and our presence in the U.S. as an important asset to the
company. The board reviews the Verizon situation from time to time.
We'll continue to review." However, Sarin also said that he was not
opposed to a future sale of Verizon whereby shareholders could gain the
maximum benefits. Many analysts were of the view that Sarin sold
Vodafone KK in order to calm the investors...

THEORETICAL BACKGROUND
We are trying to provide a complete set of sophisticated Information
provided by consultancy services of Vodafone in Dehradun. It is a
basically parameter of any telecom services provided in Dehradun , it
is basically work on changes of services provider (Hutch to
Vodafone)

OBJECTIVES OF STUDY

TO STUDY THE MARKET STRATEGY AND CUSTOMER

SATISFACTION LEVEL USING SERVICES OF VODAFONE

LIMITATIONS:-

o Time was a big constraint while studying such a big

market.
 o Many of the respondents give biased answers, so the
result can be incorrect.
o All respondents were not reluctant to answer and
feel it as wastage of time and refuse to fill up the
questionnaire.
o Some questionnaire are filled on the basis of
telephonic interview with the clients, so answers
were based on the inferences drawn on the basis of
the conversation with them, thus it can be incorrect.
o Given the boundary of work.
o High initial margin money.

RESEARCH METHOD:-

I used secondary data and I went to dealer and asked questions about what
were the challenges faced by Vodafone while entering in Dehradun.
RESEARCH DESIGN
It is the actual framework of a research that provide specific detail
regarding the process that need to be followed in conducting the research

SAMPALING METHOD

The sampling method is influenced by objectives of the research,

availability of resources, time constraints and nature of the problem to be
investigated. Keeping these factors in mind, the researcher opted for non
probability/non random sampling (judgment, convenience) whicinvolves
selection of sampling units based on factors such as risk management.

The purpose of judgment sampling is to select the ideal sampling

units based on the population’s parameters in order to maintain the
validity, reliability, sensitivity and relevance of the questionnaire as
well as respondents to the research. The convenience sampling aims to
selection of sampling units from the target population based on the easy
availability and accessibility to the researcher as the client data is
provided by the company and the company too emphasizes data security
on the same.

DATA ANALYSIS

• Data Validation ascertains whether the interviews conducted

through the questionnaire is compiled within the specified norms.
• Data Editing checks the mistakes committed by the researcher
while filling the open ended questions in the questionnaire.

• Data Coding assigns the numbers/symbols to answers in order to

group the responses into limited categories. So it is mainly applied
in the open ended answers in order to make the data analysis easier
and faster as the answers are varied.

• Data Cleaning includes consistency checks and treatment of

missing responses where a pre-determined trend to detect
fake/fraudulent data while if the respondent misses to respond to
any question, that would be considered as “unrevealed by
respondent.

• Data Tabulation is done in two ways – one way frequency and

cross tabulation. The tabulation is done according to the results
derived as well as the nature of the question.

• Data Presentation is audio visual presentation of the results

derived from the questionnaire. Questions which are close
ended/quantitative in nature can be easily presented in the forms of
tables, pie charts, bar graphs etc. while the open ended/qualitative
questions can be presented in audio format where the respondent
has given a remarkable statement.
FINDING AND DATA ANALYSIS

I have collected primary data as well as secondary, I went to Vodafone

dealer those who were dealing in sells, dealers was quite satisfied with
Vodafone’s sells person because they were getting good sells promotion
skims (magic box, 100% talk value, caller tones, extra talk value on new
connection which is up to two years)to make their customer happy. Due to
these sells promotion Vodafone is able to face compitors challenges.
Vodafone is coming up with marking penetration skims, to entice the
competor’s customers to increase Vodafone market share (earlier it was
had by Hutch). Vodafone is also providing skims for dealers (e.g.-if
dealer is purchasing recharge coupons worth Rs 50000 Vodafone is
giving free coupons worth Rs 20000. In that case dealer is getting dual
advantage). Vodafone is facing problem from government side, Vodafone
was trying to make local call free but they could not do because of
government police.

GRAPHICAL PRESENTATION OF COLLECTED DATA

1) Are you using any mobile service?

a) Yes
b) No

90 80
80
70
60 Yes
50
NO
40
30 20
20
10
0
U s a g e o f m o b ile s e r v ic e s

2 which operator service you are using ?

a) Vodafone
b) Idea
c) Airtel
d) Bsnl
e) Tata Indicom
f) Reliance

S e rvic e P ro vid e r

20% 20%

15%
25%
1 0 %1 0 %

V o d a fo n Ae irt e l B S N L T A T A In d ic oRme lia n c eId e a

3) Which One?
a) Post paid
b) Prepaid
 T y p e o f C o n n e c t io n

80 65
60
35
40 T y p e o f C o n n e c t io n
20
0
P re p a id P o s t p a id

4) If Prepaid Reason Behind It?

a) Low Expense
b)Easy To Use
c) Both

R e a s o n b e h in d u s in g p re p a id c o n n e c t io n

40
40 35
30 25
20 R e a s o n b e h in d u s in g
10 p re p a id c o n n e c t io n
0
Low B o th
E x p e n s ive

5) If Postpaid Reason Behind It?

a) High usage
b) Services
c) Lower Call Rate
d) All of The Above

If P o s t p a i d T h a n R e a s o n B e h i n d It .

H ig h U s a g e
35% 35%
S e r vi c e s
C a ll R a t e s
A ll O f T h e A b o ve
20% 10%

6 for how long you are using this connection?

a) six month
b) six month- one year
c)one year to five year
d) five year or above then that

D u r a t io n O f t h e c o n n e c t io n U s a g e

20%
30%
6 m o n th s
6 m o n t h s -1 y e a r
1 -5 y e a r

50%
7)how much is your monthly expense on mobile?

a) 300-500
b) 500-1000
c) 1000 & above

M o n t h l y E x p e n c e o n M o b ile
50 47
40
30
23
20 19
11
10
0
B e lo w3 0 0 - 5 50 0 0 - 1 0 10 00 0 0 &
3 0 0 M o n t h ly E x ap be on ve c e o n M o b il e

8) 8are you satisfied with services of operator you are using?

a) Yes
b) No
c) Cant say

S a t i s fa c t i o n l e v e l o f c o u s t m e r s t o w a r d s s e r v i c e p r o v i d e r

60 49
50 41
40 S a t i s fa c t i o n l e v e l o f
30 c o u s tm e rs to w a rd s
20 10 s e rvic e p ro vid e r
10
0
Y es No Cant S ay

9)Do you know that hutch is now Vodafone?

a) Yes b) No
 A w a r n e s s o f H u t c h B e c o m in g V o d a f o n e

100 85

50
15

0
Yes No

A w a r n e s s o f H u t c h B e c o m in g V o d a f o n e

10) Are you getting the same services by Vodafone, previously which
are provided by hutch?
a) Yes b) No

A r e S e r v i c e s s a m e A s B e fo r e ( H u t c h )

8
24 Y es
No
C ant S ay
68

11) Are you fully satisfied with the services of Vodafone?

a) Yes b) No

A r e y o u S a tis f ie d w ith V o d a f o n e

80

60
A r e y o u S a tis f ie d w ith
40
V odafone
20

0
Y es No
Analysis of Hypothesis:

Chi Square Test

The Chi-Square Test procedure tabulates a variable into categories and

computes a chi-square statistic. This goodness-of-fit test compares the
observed and expected frequencies in each category to test either that all
categories contain the same proportion of values or that each category
contains a user-specified proportion of values.

Let null hypothesis: Vodafone face challenges to captured market in

dehradun.

Than alternative hypothesis: Vodafone captured market easily in

dehradun.
Types of Obs. Exp. o- e (o-e)2 (o-e)2/e
Services Frequency Frequency(
Provided (o) e)
Tariff 21 19 2 4 0.21

Network 28 24 4 16 0.67
Service

Value
Added 18 16 2 4 0.25
service

Chota 14 13 1 1 0.77
Recharge

Brand 9 8 1 1 0.125
Name

Other 10 20 - 10 100 5
Scheme

Degrees of freedom = 6-1=5

 At 5% level of significance, value of chi square for df(5)=
11.07

Calculated value = 6.332

Since calculated value is lower then the tabulated value of chi

square, therefore
Null hypothesis is proved.

Hence, Vodafone face challenges to capture market in dehradun

SUGGESTION

Here I will suggest to Vodafone they should come up marketing

penetration skims (e.g. – magic box. They should focus on quality of
service. Vodafone should make their network strong. Vodafone should
increase their reach. They should go untapped area which is not covered
by competitors. Vodafone should use huge promotional skims in
metropolitan cities, to make their customer loyal, Vodafone should make
their customer aware about its services (e.g.- ban unwanted caller).

APPENDIX

QUESTIONAIRE

1 Are You Using Any Mobile Service?

a) Yes b) No
2 Which Operator Service You Are Using?
a) Vodafone b) Idea c) Airtel d)Bsnl
E) Tata Indicom f) Reliance

3) Which One?
a) Post Paid b) Prepaid

4) If Prepaid Reason Behind It?

a) Low Expense b) Easy To Use c) Both

5) If Postpaid Reason Behind It?

a) High usage b) services c) lower call rate d) all of the above

6) For How Long You Are Using This Connection?

a) Six Month b) Six Month- One Year c) One Year To Five Year
d) Five Year Or Above Then That

7) How Much Is Your Monthly Expense On Mobile?

a) 300-500 b) 500-1000 c) 1000 & above

8) Are You Satisfied With Services Of Operator You Are Using?

a) Yes b) No c) Cant say

9) Do You Know That Hutch Is Now Vodafone?

a) Yes b) No
10) Are You Getting The Same Services By Vodafone, Previously
Which Are Provided By Hutch?
a) Yes b) No

11) Are You Fully Satisfied With The Services Of Vodafone?

a) Yes b) No

REFERENCE:-

1. Business Research Methods

2. VODAFONE catalogs

3. www.vodafone.com
4. www.entreprenur.com

5. Company Guide

6. WWW.google.com