CHAPTER 1

INTRODUCTION
1.1 GENERAL INTRODUCTON
"Telecommunications is the strength of our upcoming economy. Worldwide
effectiveness progressively be contingent on the growth of a telecommunications
organization that is well-matched with global values"

The cellular business entirely over the world wide has been observing very great
development tariffs in subscriber base in current years. For developing nations in
specific, cellular facilities are becoming exact important part of the total
telecommunication structure. The procedure of race within this marketplace involve
multifaceted response things among specific facility workers and with their working
atmosphere, and these services play an significant role in leading the growth of this
business.

The Indian communications segment has suffered a major procedure of change

because of important Government rule modifications throughout the new ages. The
New Telecommunication Policy, 1999 dedicated on making an ultimate environment
for asset, founding communication organization by providing inexpensive
telecommunication facilities to all. These objects of the rules have caused in rapid
development of subscribers and subordinate prices. We consider that with the main
advantages of the Government, the mobile market in India will take an encouraging
future.

1
1.2 OBJECTIVE OF THE STUDY
The objective of this researches are as follows:-

 To know the marketing strategies of the Vodafone?

 To discover how it associates in its business?

 To know how does it marketplace its product and services to the new consumer
and customers?

 To connect with around with the different type of the mobile networking
companies

1.3 SCOPE OF STUDY

 This examination is conceded out to recognize chances of the advertising plans
of the Vodafone Company. It also classifies the advantages and disadvantages
of its plans. It also says whether any additional substitute must have been
taken in to consideration?
 The possibility of this study is to classify the advertising plan of the Vodafone
Company.

1.4 RESEARCH LIMITATION

 The study is partial to the geographical boundaries’ of the south Mumbai.

 The research faces disadvantages in reference to time.
 This study is partial to the data accessible on internet and many different sites.
 CHAPTER 2
COMPANY’S PROFILE
2.1 GENERAL INTRODUCTION

The Vodafone Company takes a very lengthy way since them creating the 1st ever
mobile call in the year 1 January 1985. Now the Company is working with further
more than 371 million customers everywhere in the worldwide. A small mobile
worker in Newbury has developed as a worldwide commercial and the 7 th utmost
valued brand in the whole worldwide. Now they run their set-up in additional 30
different countries and a partnership with networks in above forty more.

In this linked world, it’s no longer just around existence able to talk and text.
Vodafone system permits individuals to share their pictures and video recorder as
quickly as they’re taken. In 1991 the Vodafone company completed world’s 1 st
international mobile roaming call, and very lately presented ‘Vodafone Currency
Transfer’ which permits developing marketplace clients to show and collect cash
securely and effortlessly by means of their mobile phone.

The Vodafone is a brand that loves modification – if it’s not happening certainly then
they are making it ourselves. That’s the essence that turns through Vodafone.
Vodafone are focused to authorize individuals. To find that inspiration that authorizes
you is why they are in to the business. That’s what they mean while they say ‘power
to you’.
2.2 MISSION
“We will be the communications leader in an increasingly connected world”

2.3 VISION
“Unleash the power of Vodafone to transform societies and enable sustainable living
for all”

2.4 ORGANISATION STRUCTURE OF VODAFONE COMPANY

POSDCORB is an abbreviation broadly used in the field
of management and public organization that turns the common view
of organizational theory. It looked obviously in a 1937 paper by Luther
Gulick . Though, he first presented the idea in 1935.Originally,
POSDCORB was intended in an effort to grow public service
professionals. In Gulick's own words, the elements are as follows:

P- Planning
O- Organizing
D- Directing
S-Staffing
C- Coordinating
R- Reporting
B- Budgeting.

Planning
It is the job of managers not only to choose what to do, then also to plan this in the
schedule. Planning has to do with forethought. This contains short-period planning
(weekly, monthly, quarterly, yearly, and for lifetime, medium-term planning (annual)
and long-term planning (looking ahead with a timeline of 3 years). Planning determines
the way of the organization. On the other hand, a prearranged duration means that
when time runs out, whatsoever outcome one has at the period must serve. The
growth of this timeline must be carefully monitored.

Organising
Managers not only have the job of allocating works, but also have the job of allotting
these jobs to their particular departments and staffs. To attain an end result, the
manager needs the required resources, with budget, raw materials, workers and their
expertise, knowledge and machines and technology. He/she will have to organize all
sorts of belongings to accomplish the finish result. To get started as efficiently as likely,
it is significant that the employees’ division of labour suits the end goal and end result
as well as possible.

Staffing
This section relays to the personnel rule and all connected activities within an
organization. Good and capable personnel is vital for an organisation to function
optimally. It is the job of the manager to first recognize the expertise, skills and
experiences required for certain places. Based on this, job profiles are drawn up and
the right people on the right job, personnel can be recruited. The whole recruitment,
selection and training process falls below this staff strategy and confirms that the right
type of employee is in the correct place.
Directing
Direction, of course, lies in the hands of the manager; he/she is the individual with final
duty and is held responsible for this. In repetition, this means that the manager keeps
controller over all purposes. In addition, the manager detects but also encourages his
employees. He/ she says them how best to do their work, inspires them and motivates
them to take on definite tasks.

Coordinating
With this idea, it is the job of the manager to attach dissimilar units and to attain
collaboration. A decent manager takes a so-named helicopter view, which gives
him/her summary of what is popular and what still needs to be complete. From this
perspective, he/ she is capable to manage tasks and manage his staffs. It is his/her
task to match different sections and to transport them together with the correct end
objective in mind.

Reporting
Without reporting, there is no data. A strong report saves communication open through
the whole organisation. Managers are the connecting pin among the management
squad and their own staffs, who form the constituency. Reporting delivers vision into
the development and contracts can also be noted in this way. Other important data—
such as difficulties with staffs, new procedures, presentations interviews and deals
figures—is also made clear over reporting. Involved parties can also rapidly find
archived reports.

Budgeting
Finance is the essence of any organisation. The manager is answerable for the
management, spending and controller of the section’s financial plan and also has to
possess an eye on tax facts. In adding to worker salaries, it is the job of the manager
to also correctly monitor other expenses such as resources and funds. If wasteful
expenditure, attacks, mistakes or even fraud are exposed, the manager is answerable
for taking action.
3.1 THE MARKETING MIX

In the Lengthier term marketing strategy is supported by proper planning and a

positive marketing mix. The marketing mix is a mixture of numerous structures that
can be characterized by the four Ps they are as follows:-

Product

Place

Price

Promotion

1.Product

A product with numerous dissimilar features provides consumers with chances to chat,
play games, send and receive pictures, change ring tones, receive data about travel and
generous events, obtain billing data - and soon view videotape and clips and send
video mails.

Vodafone live! Delivers on-the-move data services.

2.Place

Vodafone UK functions over 300 of its individual stores.

It also trades through independent retailers e.g. Car phone Warehouse.

Consumers are able to see and switch products they are considering

buying.

People are on hand to guarantee consumers’ requirements are coordinated with the
correct creation and to clarify the dissimilar options obtainable.
3.Promotion

Vodafone is workings with images such as David Beckham to connect its brand values.

Promotion on TV, on posters, in journals and in additional television openings reaches

large audiences and spreads the brand image and the communication very effectively.
This is recognized as above the stroke promotion.

Vodafone’s supplies, its creation and its workforce all scheme the brand image.
Vodafone vigorously grows good public relations by distribution press
announcements to nationwide newspapers and magazines to elucidate new creation
and ideas.
3.2 THE JORNEY FROM HUTCH’S PUG TO VODAFONE’S
ZOOZOO

– A story of successful brand transition.

In 2007, Vodafone developed 67% stake in Hutchisson then re-branded Hutch telecom
into Vodafone. Next is the level told by the ads the situation of in what way Hutch’s
brand image transitioned to Vodafone’s brand image while pulling sideways the
customer’s insights and liking to the Hutch brand.

The Brand Hutch says that – 'Wherever You Go in whole world Our
Network will follow you’

The Hutch network was incarnate as the delightful pug dog next the owner, who is
usually a actual cute kid.

After viewing the ads, one would certainly fall in love with the brand. The
advertisements had a very simple message that was connected through the dog with
background of a beautiful song. The Hutch net was embodied as the dog and the
Hutch brand mechanically drew the brand character of being adorable, cute. The dog
was called Hutch dog and developed very popular in India. The dog developed the
brand ambassador and a great brand strength to Hutch. Hutch leveraged this
admiration of the dog and used the dog in its websites and in all its communications.

Vodafone spent about 50 million USD (250 Crores INR) for this brand transitioning.
Vodafone very well unspoken that Hutch dog characterizes the network and
communicated the modification to Vodafone attractively without behind the charm
Earlier Hutch advertisements. Later, Vodafone continuous to usage the Hutch dog in
their advertisements, but, in dissimilar method.

Vodafone distinguishes the situation since other telecommunications operatives

through its value added services (VAS) then it required to instruct the consumers
around it. Unfortunately, the hutch dog ensured its disadvantages then was fired since
the advertisements and Vodafone carried in traditional commercial with grown person
to pressure on the VAS.
Ads by people

Ads by grownups didn’t application considerable though connected the

communication very well. The advertisements remained no further sweet and cute
while they had a broader appeal due to the new generation in the advertisements and
the deliberate humor. But just when everybody believed that these cute advertisements
have developed into grownups there came the rescuer – Zoo Zoo advertisements by
O&M. They just did the job of connecting the numerous VAS in a captivating way.

Now the ads by ZooZoos

Nobody have remained as popular as cricket throughout cricket periods in India. The
recent advertisements of Vodafone, telecom breadwinner in India, called ‘ZooZoo’
have got an allowance to it. The ZooZoo advertisements have smelted the millions of
Indian souls creating it more popular than India Premier League (IPL – Twenty20
cricket).
Vodafone India assumed what Hutch raised for then strained to attach to individuals in
the similar method. Vodafone might take compulsory its worldwide demand to Indian
market then, it didn’t, somewhat it made an entire new character for itself in the
Indian telecommunication market. This authorizes that near are no worldwide
products but there is absolutely worldwide brand organization. Hats off to Vodafone
for presence worldwide (Worldwide and local) in their method. Hutch to Vodafone
brand transitioning is one of the highest brand changes in this world of brands.

CHAPTER 4

PRODUCT AND SERVICES PROVIDED BY VODAFONE

Remaining associated develops a lot easier with Vodafone.They have a wide range of
services you can access right from your Vodafone phone. From cell banking to flight
updates to call management services, get all that you want, instantly.

Prepaid services (latest):

Vodafone Essar, one of India’s leading cellular service providers announced a new
Bonus Card 25 for its prepaid customers in Punjab. With this new bonus card,
Vodafone customers can enjoy the benefit of unlimited national SMS at
just20paisa/SMS. The new bonus card comes with 30 days validity.

Postpaid services (latest):

Vodafone Essar, one of India’s leading cellular services providers has launched three
new monthly rental plans - Budget 500, Budget 750 and Budget 1000 - for its postpaid
customers in Kolkata and West Bengal. These Budget plans offer combinations of free
minutes over local and STD calls along with free local SMS. This offer is valid for
new and existing customers.

Dial 600 to activate:

To activate these values added services on your Vodafone phone simply dial 600 and
access our Interactive Voice Response system.

SMS:

Message your family and friends through Vodafone SMS Services. It's convenient and
affordable. Communicate with cell phone users in over 100 countries and anywhere in
India - by sending and receiving text msg. Pay just Rs. 1.50 per message for sending
SMS anywhere across the country.
SMS Chat:

Now, you can chat on your Vodafone phone with as many people as you want. It’s fun
and as simple as sending an SMS. Your identity will remain anonymous as your
phone number is never displayed during the chat. You can have your own profile and
chat name. You can also create your own chat rooms or chat in the different rooms
that already exist including: teens, 20s, and 30s, Office, Bollywood, and Delhi. All
you have to do is type in your messages and send them to 2428. You will be charged
Rs. 2 per outgoing message. Incoming messages are free.

Vodafone Online:

Get all the useful information you need directly on your Vodafone phone – with
Vodafone Online. Including cricket, finance, entertainment, weather, astrology and
more.

If you do not see the Vodafone Online menu on your phone, send HELP to 123. We
will send you the list of keywords. Scroll to the topic on which you need information.

Select the information and key input as requested on the screen.

You will be charged Rs. 2 per outgoing message. Incoming messages are free. Simply
go to the Vodafone Online menu on your Vodafone phone.

MTNL Directory:

With this facility you can get to know the address and telephone no. of MTNL users.
You will be charged Rs.2 per outgoing message.

STD / ISD Codes:

You don't need to look up your diary or a phone directory to find out STD and ISD
codes. You can find it directly through your Vodafone phone.
Ringtones & Logos:

Now you can change the ringtone on your Vodafone phone according to your moods.
You can download logos as well. With the Vodafone and Yahoo! Tie up you have
hundreds of tunes and logos to choose from. For every ringtone downloaded, you will
be charged Rs. 7.00 (including the cost of SMS sent). For every logo/picture message
downloaded, you will be charged Rs. 3.00 (including the cost of SMS sent).

Dial-in Services

Vodafone brings you more conveniences at your fingertips. Use our Dial-in-Services
to check cricket scores, horoscope, up-to-the minute news and other relevant
information on services that touch your everyday life.

Calling Line Identification

You can check your caller's telephone name and number on your phone screen
whenever you receive a call. This gives you the flexibility to either accept or reject an
incoming call. This service is also helpful in identifying your missed calls You can
access this service by just paying Rs. 49 per month, if you are a postpaid customer.
This service is absolutely free if you are a Vodafone Prepaid customer

Itemized Billing

As a Vodafone Postpaid customer, you can choose to receive an itemized bill at the
end of each month. This is a detailed billing statement which helps you keep track of
all your calls. Your itemized bill includes:

 Origin of the call

 Destination of the call
 Duration of the call
 Toll charges
 Airtime and total charge
Get your itemized bill.

Via post: Pay a monthly rental of 49 only.

Via e-mail: Pay just Rs. 19 per itemized bill.

Voice Messaging

Voice Messaging has become even more affordable. You can now send voice
messages to cellular phones as well as fixed telephone lines in USA or Canada for just
Rs.3.95 per min* (as against Rs.4.95 per min earlier).Voice messages within India
across select networks will cost you Rs.0.95 per min only.

Yahoo! Messenger For SMS

You do not have to wait to get a PC to use the Yahoo! Messenger. With the exclusive
Vodafone-Yahoo! tie-up, you can easily get connected through your Vodafone phone.
This unique messenger comes with a lot of exciting features.

Cell Banking

Vodafone now puts the bank in your pocket with Cell Banking. Access your bank
account and transact directly on your Vodafone phone by sending text messages.

WAP

With WAP, you can have the Internet directly in your pocket. So if you are looking
for quick and easy delivery of information and services, your Vodafone phone can
show it all. Use it to check out news, finance, shopping, entertainment, travel,
entertainment and city service information etc. To access this service all you need is a
WAP enabled handset and WAP services activated on your Vodafone phone. This
service comes to you at a nominal charge of Re. 1 per minute (1 min pulse).
Group Messaging

Party invitations, movie outings, festive greetings... whatever be the occasion, you can
send your message to all your friends at one go! With Group Messaging from
Vodafone, you can thus save yourself the bother of painstakingly sending your
message to one person at a time whether you are on Vodafone Prepaid or Postpaid.

Vodafone4help

Vodafone4help now lets you take advantage of a lot more services than before. You
can connect to the nearest fire brigade or mechanic or florist or even order a pizza. All
the help services are charged@Rs.6/min. while for police and fire help only local
airtime charge is applicable.
 PLANNING

Business Planning: Local operating companies work to the strategic priorities

identified in the corporate CR strategy, and to the established suite of quantitative
and qualitative KPIs for the organization (see governance section above). Every
six months, the Group CR team runs a workshop for CR managers and issue
owners from all of Vodafone’s operating companies. The workshops provide the
opportunity for colleagues from around the
world to meet, develop CR strategies and share best practices. Affiliates
(companies where Vodafone does not own a controlling
share) and partner networks are also invited to attend
these workshop, as well as external stakeholders. Issues of
high priority that might emerge from these workshops and
require further development by the company would result in
a CEO from one of the local operating companies
sponsoring the issue, and then bringing together people
from throughout the company to further discuss the issue
and define policies, guidelines/standards and KPIs to
manage the issue effectively. Once approved, these would
then be rolled-out across the company. These policies,
guidelines/standards become tools to help local operating
companies operate consistently according to corporate
strategy. Vodafone also uses a Group-wide issues
management process to ensure that CR issues are fed into
the company’s long-range planning across local operating
companies. The process involves each operating company
and most Group functions reporting to the Corporate Affairs
Board1 on a quarterly basis the most significant local CR
issues. The Board ensures that someone within the
business is assigned to develop appropriate responses to
each issue, feeding into strategic decision- making. This
process helps Vodafone ensure that its strategic decision-
making is taking full account of social trends and
anticipating new issues as soon as possible
Strategic Planning:- In April 2005, Vodafone approved a five-year CR plan to
help the company reach its vision of being one of the most trusted companies in
the markets it operates by 2010. The CR strategy sets priorities in the following
areas: • Maintain high ethical standards; • Understand and respond to our
stakeholders' priorities; • Ensure our operating standards are consistent across the
Group; • Deliver on our promises in three key areas: Responsibility to our
customers Reuse and recycling of mobile phones Energy and climate change;
and • Capture the potential of mobile to bring socio-economic value through
access to communications. Local operating companies identify areas and activities
to help contribute to meeting these strategic priorities.

2.5 VODAFONE
Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers
21telecom circles in India. Despite the official name being Vodafone Essar, its
products are simply branded Vodafone. It offers both prepaid and postpaid GSM
cellular phone coverage throughout India and is especially strong in the major metros.
Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM
technology, offering voice and data services in 22 of the country's 23 license areas.

Ownership:

Vodafone Essar is owned by Vodafone 52%, Essar Group 33%, and other Indian
nationals, 15%.On February 11, 2007, Vodafone agreed to acquire the controlling
interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11.1 billion,
pipping Reliance Communications, Hinduja Group, and Essar Group, which is the
owner of the remaining33%. The whole company was valued at USD 18.8 billion. The
transaction closed on May 8, 2007.
2.6 COME PAINT THE CITY RED!!!

First it was Orange…..

Then it was Pink…..

And now it is Red…..

Four years back Hutch took over Orange and painted the city in pink and now
Vodafone has painted the city red. Yes our very own pug that followed us everywhere
has now changed to Vodafone. UK-based telecom giant Vodafone and Indian partners
Essar announced that the Vodafone brand would be officially launched. Vodafone
acquired Hong- Kong based Hutchison international’s Indian telecom arm Hutch’s
stake in Hutch-Essar for $11billion.

Whoever was the management of this particular cellular service they sure have been
colorful. Love their network quality, their variety of plans, and their innovative
advertisements. Hate their customer service and how irritating they sometimes can be.
But hey I am a loyal Orange then Hutch and now Vodafone user for some time.
Vodafone various group’s business principles

Value creation

We believe that competition in a market economy, pursued in an ethical way, is the

best way of delivering benefits to our stakeholders.

Public policy

We will voice our opinions on government proposals and other matters that may affect
our stakeholders. We will not make gifts or donations to political parties or intervene
in party political matters.

Communications

We will strive to communicate openly and transparently with all of our stakeholders
within the bounds of commercial confidentiality.

Customers

We are committed to providing our customers with safe, reliable products and services
that represent good value for money.

Employees

Relationships with and between employees are based upon respect for individuals and
their human rights.

Individual conduct

We expect all our employees to act with honesty, integrity and fairness.

Environment

We are committed to sustainable business practices and environmental protection.

Communities and society

We accept our responsibility to engage with communities and we will invest in society
in a way that makes effective use of our resources, including support for charitable
organisations.

Business partners and suppliers

We will pursue mutually beneficial relationships with our business partners and
suppliers.

Thus, this business principles are properly planned and procedures are made to
implement them in future, a pre-determined goal has been set for future and which
target to achieve in future, thus proper planning will help the vodaphone to grow more
in future.
 ORGANISING

2.7 THE BUSINESS MODEL OF VODAFONE

Customers pay for the services and we use the cash flow generated to reinvest in the
business and provide a good return to our shareholders.

Our reinvestment in the business allows us to make continuous improvements to our

network, strengthen our brand, and develop our stores and websites to attract new
customers and retain existing ones.
1. Assets

Networks

We aim to have the best mobile network in each of our markets. This means giving
our customers far-reaching coverage, a very reliable connection, and increasing speeds
and data capacity. We believe that over time, offering a superior network experience
will enable us to secure a premium positioning in most of our markets. Our network
investment is enhanced by our ongoing acquisition of mobile spectrum as it becomes
available.

Distribution

We operate around 14,000 stores across the Group, and have extensive networks of
exclusive distribution partners and third party retailers. We will develop our
distribution further to stay close to our customers, making it easy for them to join us
from our competitors, upgrade their existing contract or just seek help with the
services we offer. In addition, the internet is becoming an increasingly important
partof our sales and service mix, and we have significantly upgraded our online shop
and online service capabilities over the last three years.

Supplier relationships

We work closely with our suppliers to build robust networks, develop innovative
services and offer the widest range of the latest devices. In many cases these are
partnerships, where we will approach a supplier with an idea or a problem that needs
solving, and then work together to bring a solution to market. From the customer
perspective, the global reach and scale of Vodafone means that we will often be the
destination for exclusive or first-to-market products.

People

We place significant emphasis on the caliber of the people we recruit, how we develop
them and the importance of our interface with our customers. We are working hard to
build a more diverse workforce that is more representative of our customer base. We
Also believe it is important for our people to be the biggest champions of our own
products and services, so that we all become natural Vodafone advocates.

Brand

Vodafone is ranked as the number nine brand globally with an attributed worth of
US$30 billion (source: Brand Finance), and the most valuable telecoms brand in the
world. The strength of the brand raises the profile of our distribution channels and is a
major driver of purchasing decisions for consumers and enterprise customers alike.
During 2012 we continued our title partnership with the Vodafone McLaren Mercedes
Formula One Team to give ongoing global exposure for our brand.

2. Customers

With 404 million customers globally, Vodafone is one of the biggest mobile operators
in the world. Mobile communications are now a way of life, connecting people,
stimulating commerce, offering entertainment and providing security. Our customers
also include many of the world’s biggest companies: over 23% of our Group service
revenue comes from the enterprise segment. What all our customers have in common
is the expectation of a great experience in what has become an essential service.

3. Revenue

We generate our service revenue through the supply of calls, text messaging, data and
other services over our networks. Consumers pay for these services either via
contracts (typically up to two years in length) or through buying their airtime in
advance (prepaid or pay as you go). Enterprise customers often have longer contracts.
These revenue models give us excellent visibility of our business. In addition, we are
not reliant on single large contracts, with the top ten biggest corporate accounts
representing less than 1% of annual revenue. Secondly, the majority of our services
are sold in advance – reducing credit risk and generating an attractive working capital
profile. Finally, our services have become such a part of our customers’ everyday
lives that they have become non-discretionary in nature.
4. Cash flow

Our track record of converting revenue into cash flow is strong. Firstly, we run
highly efficient networks where we seek to minimise costs, thus supporting a strong
gross margin. Secondly, our market share position in many markets is strong and
growing, with this in-market scale being a key driver of cost efficiencies and EBITDA
margin.

5. Shareholder remuneration

The cash generated from operations allows us to sustain a generous shareholder

returns programme while also investing in the future prosperity of the business. Our
annual regular dividend per share, which we have targeted to grow by at least 7% to
March 2013, is comfortably covered by our free cash flow guidance.

In addition, we have paid out a special dividend from the income dividend from
Verizon Wireless, and are close to completing a £6.8 billion buyback programme
financed through recent asset disposals. We have returned over 30% of our market
capitalisation to shareholders over the last four years.

6. Reinvestment into the business

We have maintained a high and consistent level of capex in recent years, to support
wider coverage, higher speeds and deeper capacity in our networks. Through our IT
investment we are enhancing our customer relationship capability and providing new
customer billing services. In addition, we have continued to invest in our stores, our
internet and social media presence and spectrum licences to support future services
and growth. We have successfully balanced the ongoing capital requirements of the
business with attractive shareholder remuneration.

By Vodafone Group
3.3 CREATIVITY IN

ADVERTISEMENT Making Of Vodafone

Zoozoo Ads:

Zoo Zoos are advertisement characters promoted by Vodafone since the Indian
Premier League Season 2 (IPL).

Zoo Zoos are white creatures with ballooned bodies and egg heads who are used to
promote various value added services of Vodafone. Although these characters look
animated, they are actually humans in Zoo zoo costumes. The ads were created by
Ogilvy & Mather, the agency handling Vodafone advertisements. The ads were shot
by Bangalore based Nirvana Films in Cape Town, South Africa.
History

The ZooZoo idea was conceived by Rajiv Rao. He is also the mind behind the story
lines and the name. The ads were shot by PrakashVarma and produced by Nirvana
Films within a record time of 10 days. The pre-production work happened within a
month and cost around 3 crores rupees.

Making

Ogilvy & Mather, the agency that handles Vodafone advertisements, was asked by
Vodafone to create a series of 30 advertisements which could be aired each day during
the IPL Season 2. According to Rajiv Rao, National Creative Director of Ogilvy &
Mather, they "wanted to make real people look as animated as possible". They
employed Bangalore-based Nirvana Films to shoot these ads in Cape Town, South
Africa through the Cape Town based production house, Platypus Productions.

The Zoozoos are small-bodied, thin women covered in layers of white fabric. Each
facial expression is made of rubber and pasted on the actors to cut down on the time
and cost for shoot. The effect was achieved by a variety of methods including
choosing the right material for the body suits to ensure that there were no wrinkles
when the characters moved, shooting the footage at lower fraerates and keeping
backgrounds simple in terms of details and the use of a neutral tone of grey. The sets
were made larger than life to make the characters look small as the producers could
not take children as the schedule of shooting was odd.

Public response

The ads were a hit among the Indian audience. This can be gauged from the huge fan
following on social networking sites such as Facebook, Orkut and Twitter. There are
more than 200 pages on ZooZoos having over 250000 fans, growing daily. The ads
were also viewed by thousands of people on Youtube.
 DIRECTING

  Vodafone delivers a variety of global training through the use of e-tools,

including an e- module on CR. Vodafone is developing a set of new indicators to
identify the number of employees that have also received classroom CR training
(e.g. ten global managers received training in social audit; 84% of Supply Chain
Management managers and employees have received training on the Code of
Ethical Purchasing).
Other communication mechanisms are utilized to increase awareness of CR issues
such as: topic emails (e.g. climate change); themed events (e.g. invited employees
to attend showing of the documentary, An Inconvenient Truth, followed by a
panel discussion where the Corporate Affairs Director discussed climate change
and what Vodafone is doing to improve its practices); monthly CR
teleconferences (CR is also discussed between Group functions and operating
companies in many other forums connected with operational issues); and the
monthly newsletter from the CEO normally contains a paragraph to discuss
Vodafone’s CR initiatives (e.g. one of the last newsletters addressed some of the
external recognition Vodafone received related to CR). The CEO’s newsletter
often addresses Vodafone’s way of dealing with an issue. Vodafone also includes
CR in the training for its managers. A session on CR is included in the Global
Management Development Program, which is a three-day course for the most
senior managers. The participants debate a series of issues from the perspective of
different stakeholder groups and devise a response. Vodafone is also working at
standardizing processes related to training
 STAFFING

HUMAN RESOURCES Recruitment and Orientation: Another area of

improvement identified by Vodafone is the integration of CR factors into human
resource (HR) management. Vodafone is a young company of only 20 years, ten
of which were spent as a company of 300 employees. Through aggressive
acquisition, Vodafone now has 60,000 employees. This has resulted in a number
of HR policies throughout local operating companies and the need to focus on
standardizing these policies and practices. At the global level, CR is integrated
into induction training for all new employees, through workshops that talk about
the company’s CR policies. All employees also receive the booklet on ‘Passion
for the World around Us' that identifies the company’s values and its
commitment to the goals of CR. Vodafone conducts an annual employee survey
that includes questions about whether the company is generating trust and
adequately managing its environmental impact. Vodafone does seek the approval
of employees on what they are doing and the ratings are generally above 90%.
Employees report being more highly motivated because of the company’s CR
initiatives, with local operating companies on average having a better
understanding of CR and related higher pride for working with Vodafone.
Vodafone’s internal website is also used for collecting information or ideas from
employees on CR initiatives. Job Role and CTC – Vodafone Hiring
Process

The Vodafone Recruitment and selection process is purely based on the job roles
offered by them. Different job roles fetch different salary package for the
employees. The CTC offered is different for different job roles, but the Vodafone
hiring process is usually common for all the positions. Eligible branches of
engineering for Vodafone Recruitment Process are-

 B.Tech Computer Science and Engineering

 B.Tech Computer Science and Engineering with Bioinformatics
 B.Tech Information Technology
 B.Tech Electronics and Communication
 B.Tech Electronics and Instrumentation

Eligibility Criteria – Vodafone Recruitment and Selection Process 

The Vodafone Campus Recruitment process has the following eligibility

criteria for recruitment,
Academic and Graduation Criteria

 B.E/B.Tech, B.Com, M.Tech, MBA, M.Com, M.Sc etc., should have

at least an aggregate of 65 % in their 10th standard, 12th standard
 Graduation and Post Graduation mark sheet.
 The age limit should be between 18- 28 years.
 No backlogs are allowed.
 A gap of 2 years is allowed.

Skills Required

 Modern Marketing Leadership

 Data Flow and Decisioning
 Agile
 Digital Experience Platforms
 Understanding Customers and Developing Insight
 Analytics, Optimisation and Measurement

Vodafone Off Campus Drives

Vodafone Off Campus 2018 Drive is an open door for the candidates who
want to enter the telecom sector around the globe. Every year Vodafone
organizes off campus drives in different colleges to get capable employees
for their organization. Various candidates go through different steps of the
selection procedure. So it is very important that the candidates prepare
themselves very well to crack the Vodafone recruitment process.

Proper preparation for the interview and online aptitude test along with a
good knowledge of the subjects, is the only means by which the Vodafone
recruitment and selection process can be cracked. Therefore it is quite
important that proper preparation of the syllabus, as well as preparation for
the interview, is done on time
Training and Development is an important component of their human resource strategy.
They keep on adding value in their human resources by training them on hard skill and soft
skill whatever is required by the nature and role of the job. The processes start from
indentifying the training needs of each of the department. They after understanding the
objective of the each of the department for the coming year, asks the relevant managers to
identify and evaluate the individuals in their teams that require the training and
development in certain areas of their job. These training needs can be of soft skill and also
can be of hard skills that are directly related to the job (McMahan et al., 1998).

Once the training needs are indentified then human resource department manages the
training calendar of the year, in which all the required training are mentioned and
employees are sent for on job and off job training. Human resource department also have
the eye on the upcoming expansions and technological developments in the market so the
relevant employees can be trained before the time and they are ready to work when there
is any technological advancement and change in the organization.

CO-ORDINATING

Performance Management & Employee Relations

Below we shall see that performance management is done in Vodafone, these lines will
presented the different methodologies and practices that are being adapted in the
performance management section of strategic HRM of company.

Determination of Performance Targets

The first step in strategic performance management of the organization is to determine the
required performance targets of the organization for the year. These targets are derived by
combining number of activities, first of all market analysis is done; the management
analyze the external environment so that market growth trends and competitors market
share can be understand.

Once this step is done management have the background information for dominating the
organizational performance for next year, then the next step is to decide and agree upon
the performance targets, once the corporate level targets are decided then these targets
are divided into department level targets. These department level targets are then reflected
in individual level targets and objectives.(Wall, 2007).

Encouraged Individual Commitment

Vodafone has realized the importance of encouraging the employee commitment towards
organizational objective, as without this commitment employees will not be able to achieve
the performance that organization is expecting them to achieve.

Once organization is able to make the organizational objectives the target of the individual
then we can see the success rate of achieving this objective is high. Therefore Vodafone
increases the employee commitment to the organizational objectives by involving them in
the objective making process (Rheem, 1996). It has been the practice in the Vodafone that
managers and teams decide their performance targets themselves and once these are
approved by the management their personal commitment to these targets is high. They
strive and struggle more to achieve the targets that has been made in consultation with
them (Wall, 2007).
 REPORTING

Delegation, Mentoring and Coaching

There are some other activities that play their role in strategic management of the
performance of the organization, Vodafone on the also using the three of the activities that
are delegation of power with responsibility, proper mentoring and feedback system, and
coaching (Wall, 2007).

Vodafone believes in delegation of power to the employees that are responsible for
achieving certain targets, as responsibility comes with authority, same is the philosophy
that is applied throughout the Vodafone. Their culture is devolution of power so de-
centralization, they try to give maximum power to their employees so that they can achieve
their responsibilities with given authority.

Vodafone also believes in mentoring and coaching of employees, managers are

encouraged to act as mentor for their team members, this also involves on job training for
the teams, this systems encourages learning environment in the organization(Armstrong,
2006).

Monitoring and Feedback

Monitoring and feedback system is an important part of the organizational performance
management; same is the case with Vodafone. They have proper monitoring and feedback
system that helps us monitoring the performance and individuals and teams. They have a
quarterly performance management system that relates the performance of the employees
with their objectives of that quarter. After the evaluation and monitoring of the performance
of teams then feedback is provided to them. That system helps the organizational
performance on the track and helps the organization to stay on their performance
objectives throughout the year (Wall, 2007).
 BUDGETING

Vodafone wants to make its services accessible to as many people as possible: from
the young, through apprentices and high powered business executives, to the more
mature users.

It offers various pricing structures to suit different customer groups.

Monthly price plans are available as well as prepay options. Phone users can top up
their phone on line.

Vodafone UK gives NECTAR reward points for every £1 spent on calls, text
messages, picture messages and ring tones.

DATA ANALYSIS AND INTERPRETATION

Q.1 Do you have a mobile phone?

Purpose:

The main purpose of this question is to know how many respondents use mobile
phone
Interpretation:

93% of the respondents are have a mobile phone while 7% of the respondents do not
have a mobile
Q2).1. Are you aware about telecommunications services?

Purpose:

The main purpose behind this question is to know about the awareness of respondents
regarding different telecommunications services and also to know about which
telecommunication (operator’s) service they use.

Interpretation:

95% of the respondent are aware about telecommunication services while 5% are not
aware.
Q.2.2. If yes, then which operator’s service do you use?

Interpretation:

Major respondents using mobile are enjoying Vodafone services. 16% of the
respondents use Airtel, 6% respondents use Idea while 12%, 4% and 2% respondents
use Reliance, BSNL and Tata Indicom respectively
Q.3) Are you aware about Vodafone

Purpose

The purpose behind this question is to know about the awareness of Vodafone among
all the respondents.

Interpretation:

Here 100% of respondents are aware about Vodafone Services

Q.4) From which sources you came to know about Vodafone?

Purpose:

The purpose behind this question is to know from which sources the respondents came
to know about Vodafone.

Interpretation:

36% of the respondents are aware about Vodafone through Advertisements, 29%are
aware because of Hoardings while 20% and 15% of the respondents are aware
because of Newspapers and Mouth Publicity respectively.
Q.5) Since how long you are using Vodafone Services?

Purpose:

The purpose behind this question is to know about the usage time of Vodafone
customers i.e. since how long they are using Vodafone services

Interpretation:

Major Respondents using Vodafone are old customers. 39% of the respondents use
Vodafone services from past more than 1 year while the lowest is 14% respondents
using Vodafone services less than 1 month.
Q6) Which of the following services do you use of Vodafone?

Purpose:

The purpose behind this question is to know which services do the Vodafone customer
use, Pre-Paid or Post-Paid.

Interpretation:

84% of the respondents use pre-paid services while only 16% of the respondents use
post-paid services.
Q7) Which services are more helpful to you while using Vodafone Services?

Purpose:

The purpose behind this question is to know which services are more helpful to the
respondent while using Vodafone.

Interpretation:

Here major Respondents are youngsters so they mainly use SMS services of
Vodafone. 37% of the respondents use Vodafone for SMS services while only 14% of
therespondents use Vodafone for Value Added Services.
Q8) Do you call at customer care?

Purpose:

The purpose of this question is to know how many times and how often the
respondents call at customer care of Vodafone.

Interpretation:

87% of the respondent calls at customer care while 13% respondents do not call at
customer care.
Q9) For what reason you call at customer care?

Purpose:

The main purpose of this question is to know the reason of the respondents regarding
calling at customer care.

Interpretation

34% of respondents call at customer care for complaining purpose while 30%, 19%
and 17% of respondents call customer care for other queries, information regarding
new schemes and value added services respectively
Q.10) Rate the following on the basis of your satisfaction?
 CHAPTER 7

SUGGESTION AND CONCLUSION

7.1 CONCLUSION

 From the above analysis the researcher concludes that major respondents are
dissatisfied with some of the major services like call rates, SMS rates and new
schemes & offers.
 Major respondents from all respondents use services of Vodafone.
 Major respondents are brand loyal to Vodafone
 Major customers of Vodafone are old customers so many of the respondents
are satisfied with the services of Vodafone and thus they would like to
recommend Vodafone to others.
 Major respondents using Vodafone use pre-paid services compared to post-paid
services.
 Major respondents are youngsters so they need more SMS facilities and low
call rates, but Vodafone dissatisfies these age group (18-25) as their call rates
and SMS rates are much high

7.2 SUGGESTION

 Vodafone should provide more offers to Post-Paid customers so that the

number of Post-Paid customers increase.
 Vodafone should bring introduce some new SMS schemes for the youngsters.
 Vodafone should introduce more schemes and offers.
 Vodafone should provide more schemes and offers to its old customers.
 Vodafone should decrease call rates of STD and ISD
 Vodafone should decrease call rates for local users.
ANNEXURE
 BIBLOGRAHPY

Sities:

http://wikipedia.org

http://shodhganga.inflibnet.ac.in

http://www.scribd.com

http://www.ukessays.com

http://www.vodafone.com