1. Astrid Malachewitz, Claire Egan, Gavin
Hannon & Isabel Toland

3.  The Vodafone Vision – To be the world's mobile
communications leader
 Vodafone Group is rated the fifth most trusted brand
in the world in the Brand Finance Global 500
Passion For Our People

4.  Employ 84,990 people worldwide, with
1,300 employed by Vodafone Ireland
 Vertical Structure – move towards flatter
architecture
CEO CFO
Europe AMAP Technology Commercial Investments

5.  Market share of 41% in
Ireland but under threat
 Distribution via:
◦ 35 Vodafone Retail stores
◦ Carphone Warehouse
◦ Various smaller retailers
◦ Online shop

6.  Competitive landscape means price plans are
similar across the board
Price Plan Comparisons
Vodafone Ireland O2 3 Mobile eMobile
Unlimited calls to 3, 350 any network mins,
Free calls & texts to Unlimited calls and
unlimited texts to any 350 any network texts,
Pre-Pay per month Vodafone mobiles plus texts to O2 and
network, unlimited 1GB data, unlimited
internet - €30 internet - €29.99
internet browsing - €20 landline calls - €30
150 mins, 150 texts, 1 GB Free O2 calls &
350 mins OR 700 texts, 300 mins, 300 texts,
Bill Pay per month (18 data, free Vodafone to texts, 700MB data,
unlimited data, 1 free unlimited landline calls,
month contract) Vodafone calls and texts - 250 mins and 250
add-on - €40 3GB data - €49
€45 texts - €40

7.  Vodafone Cherry Points rewards pre-pay
customers
 Powerful advertising
focussed on bringing
people together
Website weak in
user-friendliness
 “Our network, your playground”

8.  Heavy investment in 3G technology
 HSPA+ Dual Carrier Technology
 99% coverage
 High speed capability
 “Best for Smartphones”

9.  Supply Chain: 4% lower than peers
 Vodafone‟s six performance pillars for
suppliers
Financial Technology Quality Commercial
Sustainability Delivery Capability
Stability Management Performance

10. 70
60
50
40
30
20
2
10
2010
0
2009
Gross Net
1
Profit Profit
2010
Margin Margin
2009
0
Decrease in
Asset Sales
profitability &
Turnover Revenue
efficiency between
to Capital
2009 and 2010
Employed

11.  Corporate Social Responsibility -
o Chambers Ireland Outstanding Achievement in CSR award
2010 for reduction of carbon emissions ahead of schedule
and targets
 Community Outreach Programs-
o The Vodafone Ireland Foundation
o World of Difference programme
o Sponsorship of the Dublin GAA

13.  "Four operators and four million people is
about as competitive as this market can get."
- Jeroen Hoencamp, CEO Vodafone Ireland
 More feature rich phones
 Mobile Number Portability (MNP)
 Mobile Virtual Network Operators

14. STRONG BUYER POWER
Low switching cost
Standardised products
Buyers Power
LOW THREAT NEW ENTRANTS
Capital Investment factors
prohibit new entrants
Resources of existing
operators makes new entrants
Suppliers Intense unlikely
Existing New Entrants
Power
Rivalry LOW THREAT SUBSTITUTES
Skype & VoIP not yet a threat
MVNO‟s threat but involve
Substitutes
partnerships
STRONG SUPPLIER POWER
Few suppliers dominate
- Nokia, Samsung, LG
Greater capital than operators
Brand Centric purchasing

15. Political •Cost Cutting, Infrastructure policies cut
Economic •Cost-conscious customer base
Socio Cultural •Demographic shift
Technological •High uptake of new technology, Next Generation Networks
coming fast
Environmental •Costs outweighing environmental concerns, Green agenda
now expected from organisations
Legal •MNP regulations, Roaming Charges

16. STRENGTHS
OPPORTUNITIES
•Strong Brand Equity
•Advanced technology & focus •Consumer Attitudes
on innovation •Population Trends -
•Lower production costs Younger – High Technology
compared with rivals Uptake
•Competitive pricing Older – Revenue potential
•Commitment to CSR •Technology Trends
WEAKNESSES THREATS
•Market share is gradually •Falling ARPU
decreasing •Cost Consciousness
•Lack of focus on churn rates •High Penetration
•Weak website in comparison •Low Differentiation
to rivals •Competition
•Lack of capital

17.  Vodafone are efficient and effective in:
◦ Strength of brand
◦ Market penetration
◦ Commitment to CSR The company cited its „Home of
◦ Product development Price plans the Smartphone‟ strategy as
being pivotal to sustained
 Vodafone are innovative in: growth in its smartphone
◦ Product development base, which now consists of
◦ Sponsorship 530,000 users
◦ Commitment to sustainability
 Vodafone achieve high quality in:
◦ Network coverage and speed
 Vodafone achieve responsiveness to customers in:
◦ Providing tailored packages
◦ Cherry points rewards scheme
◦ Wide range of handsets

19. Maintain market leadership
Grow Customer base
Lead the way in Next Generation
Networks
CREATE A SUSTAINED COMPETITIVE
ADVANTAGE

20. Combined Strategy
-Cost leadership (best value) in Vodafone
operations and bundles
- Differentiation in Vodafone marketing
and technological developments

21.  Strategic Objective – Cost Leadership through
greater value for our customers over our
competitors
 Implementation
◦ Continue to develop value rich bundles
◦ Implement & promote Vodafone VIP rewards
scheme for post paid customers
◦ Recognise potential market in Ireland is varied in its
requirements
◦ Focus groups for best bundle plans
◦ More user friendly webpage

22.  Strategic Objective – Differentiation of
Vodafone offerings by targeting of older
audiences
 Implementation –
◦ Target advertising to older audiences
◦ Shift point of sale to be more inviting to older ages
groups

23.  Strategic Objective – Differentiation of
Vodafone offerings by becoming the home of
innovation and a technology leader
 Implementation –
◦ Maintain home of the Smartphone strategy
◦ Look into multi SIM applications
◦ Become a part of the process for Next Generation
Networks in Ireland

24.  Vodafone Ireland is currently facing many
challenges
 There are plays being made for the Vodafone
Market Leadership position
 Strategy
◦ Aggressive and focused
◦ Utilises strengths in technology & innovation
 Implementation–
◦ Leadership in value add and cost reductions
◦ Address the neglected older demographics
◦ Drive the progress of Next Generation Networks
throughout Ireland

25. ◦ Strategic Objectives must be
 TARGETED
 WELL COMMUNICATED
 AGREED