Vodafone Case Study
Vodafone Case study describes the situation when Idea Cellular and Vodafone after the entrance of JIO. So, here is the Vodafone case study which describes the position of Vodafone and Idea Cellular before and post-merger, reasons for the merger, how did merger take place and critical analyses of the merger.
Vodafone company came from the UK based Vodafone Group plc. It is a multinational service provider of telecommunications in 22 different countries as of 20th November 2020. And, in India Vodafone has its headquarter in Mumbai, Maharashtra. Vodafone is the third largest telecommunication provider in the country. Vodafone
At the beginning of the year, 1992 Vodafone started its company in India from Bombay(now Mumbai). After the entry of JIO in the year 2016. Afterwards, our Vodafone case study begins, Vodafone and Idea announced their merger in March 2017. And as of 31st August 2018, it is known as Vodafone Idea Limited.
Vodafone Idea Merger Case Study
Vodafone case study explains the reason and the situation of the merger of Vodafone and Idea. This merger was first announced in March 2017. Afterwards, in July 2018, the department of telecommunication gave the approval for the merger. Finally, on 31st Aug 2018, the merger was completed and it is announced as Vodafone Idea Limited.
And this merger was the largest telecom merger in India. As per this merger, Vodafone holds a 45.2% stake, Aditya Birla Group holds 26% and the remaining stakes were held public. So, to understand the Vodafone case study, let’s understand the reasons for the Vodafone Idea merger case study.
Reasons For Vodafone Idea Merger
So, while understanding the Vodafone case study lets us understand the reason for the Vodafone Idea merger.
- The main reason for the Vodafone-Idea merger is to Handel the rising dominance of Reliance Jio in the Telecom industry. As Jio announced to provide free services in the first 6 months. As a result, it started to capture the maximum part of the market.
- Secondly, the free services from the Jio started the price war between the companies in the telecom sector( as it in an oligopoly market structure ).
- As a result in case of a price war merger brings confidence in companies with synergy benefits.
- At last, the combined entity of Vodafone and Idea was expected to hold a strong position in the industry . Such as in some circles it became the largest cellular service provider and in some circle, it was the second-largest after Bharti Airtel. So, a joined company can focus on being the service provider in pan India.
So, these were the reasons in Vodafone case study for the merger of Vodafone and Idea.
Vodafone Idea Integration
According to the past in the telecom industry, major telephone operators believes the merger is a strong tool to be in the lead position. As Airtel acquires the Telenor, it acquires the scope and business from other small telecommunication companies like Augere Wireless, Videcon, Tikona(4G Spectrum) etc.
Also, Reliance Communication (R Com) merged with Aircel and acquire MTC. Plus the Tata Telecom also started the process of merging with R Com. As a result in a period of seven months telephone operators numbers went down to seven from twelve.
However, the announcement of the merger creates a negative image in the public, when the Vodafone and Idea merger was announced the Idea prices started to drop . And the share price of Idea declines from Rs. 97.70 on 20th March 2017 to Rs. 81.81 on 6th Sep 2017.
But the merger was important it gave support to the two companies, which were struggling to survive in the industry. Combined resources will help to compete with only the two biggest brands(Jio and Airtel).
So, these were the challenges of Vodafone and Idea merger in case of Vodafone case study.
Critical Analysis Of Vodafone Case
The merger of Vodafone and Idea in Vodafone case study gave higher stakes to the Idea promoters as compared to Vodafone. So, in long run, both companies can gain access to equal shares in the future.
Here are the few takeaways from the Vodafone Idea merger in Vodafone case study:
- The very first thing was the acquisition of 4.9 per cent shares of Vodafone by Aditya Birla . This would amount to a total of Rs. 3874 crore wherein each share is worth Rs. 108 . This would be helpful in increasing the shareholding capacity of Idea to 26 per cent .
- While in the case of Vodafone case study, Vodafone holds 45.1 per cent of the shares in the merger, Idea would be allowed to buy another 9.6 per cent but at a cost of Rs. 130 per share in the period spread over the next four years. However, if Idea is unable to come up equal to the shareholding percentage of Vodafone, it can go forward and buy the number of shares required further but at the price prevailing in the market.
- And, the chairperson of the newly formed enterprise would be Kumar Mangalam Birla . On the other hand, Vodafone had appointed the Chief financial officer . As, after that new CEO was named under both the companies.
- Lastly, the promotors of both entities have the right to nominate three members for the board . Also, there are 12 members out of which 6 are independent on the board in the Vodafone case study of Vodafone and Idea merger.
Idea Positioning Before Merger
In Vodafone case study of Vodafone and Idea merger, now lets understand the Idea Cellular Limited is an Aditya Birla Group company. Founded in 1995, the company was incorporated as Birla Communications Limited and had a license of GSM-based services in Gujarat and Maharashtra Circle. In the following years, the organization started to expand its business with Tata Group, Birla and AT&T group of the US in joint venture form.
In August 2015, Idea announced the rollout of its 4G services. It was now competing with Airtel and Vodafone – in a non-monopolistic market. The company relaunched its “What an Idea” campaign taking 4G to the rural areas and empowering people through the usage of 4G services.
But in the year 2016 sudden announcement from Mukesh Ambani about Reliance Jio disrupted the Indian telecom sector. Below pie chart shows the market share of different telecom players before the entry of Jio.
As the Indian market is very sensitive towards price and Jio used it to make most of the profits. So, Jio started to make its all services free for the first six months. Afterwards, they made the services of voice calls, data extremely cheap. As a result, JIO captured a significant share of the telecom industry. Here is the pie chart of the post-Jio market share of various telecom players.
Vodafone Idea Merger
This transaction required various approvals from government authorities including SEBI, dept. of Telecom and Reserve Bank of India among others. The Department of Telecommunications (DoT) has given the green signal for the merger of Vodafone India and Idea in our Vodafone case study, the largest Merger and Acquisition agreement in the sector, which has displaced Bharti Airtel from top position after over 15 years. The approval conditions, which were given over a year after the agreement, were announced in March 2017 which included an advance payment of Rs 7,268 crore.
Promoters Aditya Birla Group infused Rs 3,250 crore in Idea Cellular , which separately raised Rs 3,000 crore ahead of a planned merger with Vodafone India. Following the equity infusion by Idea’s promoters, their stake in India’s third-largest telecom operator rose to 47.2% from 42.4% now. Idea contributed its assets which included standalone towers with 15,400 tenancies and a stake in Indus towers Ltd of 11.5%.
The entry of Reliance Jio Infocomm Ltd in September 2016, with free services for almost seven months and cheap tariffs, had eroded margins and impacted the revenue of rivals. The contribution of Vodafone will be Vodafone India along with standalone towers with 15,400 tenancies without including an 11.5% stake in Indus Towers. According to the agreement between Idea and Vodafone.
Vodafone will contribute more amount of net debt, about Rs 2,480 crore than Idea at the completion of the merger. Post-termination of both companies, the combined entity will be a joint venture between Vodafone and Idea in the Vodafone case study. Which will account for the under the equity method, controlled by both Aditya Birla Group and Vodafone.
Idea promoters hold the rights to acquire a 9.5% additional stake from Vodafone under the agreed deal to equalize shareholdings over time as per the following proposition
Vodafone: 45.1% – 9.5% = 35.6%
Idea: 26% + 9.5% = 35.6%
Impact of Merger on Telecom Industry
There are also several other implications that this merger of Vodafone case study will bring forth on the telecom industry.
1. Firstly, there can be initiatives based on the renewal of price discipline for the disruptive entry by Jio has caused some serious misbalance
2. Secondly, the poor financial health of the telecom sector can be observed. And through such mergers, there will be an infusion of health and life. Since India is the fastest-growing market in terms of subscriber base .
3. Through the merger, Vodafone and Idea will overcome their debts and a large sum of credit will be infused into the system
4. The deal has also saved both the telecom companies from selling off their business . As was being planned by them initially and this would directly impact the quality of services being provided by different players in the industry
The merger in the Vodafone case study will surely boost the pace of the telecom sector. It has also been found that the savings, synergies and also the spectrum will have a substantial impact on the escalating growth.
There will be a saving of over 60 per cent of the cost of the operation and this will aid in improving the quality and performance of the service through investments from the saved money.
Enhancement in network infrastructure will be observed while the operational efficiencies have a chance to reach excellence. Moreover, the revenue market share is expected to rise for all the locations and the spectrum of the entity would exceed the initial caps.
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Vodafone: A 31% improvement in LCP increased sales by 8%
Highlighting the opportunity #.
The approach they used #
The traffic for the A/B test came from different paid media channels, including display, iOS/Android, search, and social. 50% of the traffic was sent to the optimized landing page (version A), and 50% was sent to the baseline page (version B). Version A and version B both got around 100K clicks and 34K visits per day. As mentioned before, the only difference between version A and version B was that version A was optimized for Web Vitals. There were no functional or visual differences between the two versions other than that. Vodafone used the PerformanceObserver API to measure LCP on real user sessions and sent the field data to their analytics provider.
Overall business results #.
The following table shows the values for DOMContentLoaded ("DCL") and LCP that Vodafone observed on version A ("Optimized Page") and version B ("Default Page"). Note that DCL actually increased 15%. The absolute values related to business metrics have been redacted.
At Vodafone, we test new solutions, measure results, keep what worked and question what didn't, learning from mistakes. We call it "Experiment, Learn Fast". Thanks to the collaboration with Google and the introduction of LCP as the main KPI for page performance, it was possible to significantly improve the customer experience of our e-commerce. Davide Grossi, Head of Digital Marketing, Business
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Case study: How Vodafone supports working parents
Vodafone employs over 108,000 people and is one of the largest foreign investors in many of the countries in which it operates. Aspiring to become the world’s best employer for women by 2025, Vodafone seeks to make sure that working parents are encouraged and supported to return to work after the birth of a child Tweet This! , confident that they can grow their careers while raising a family.
This case study is based on the 2017 Sustainable Business Report by Vodafone published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link . Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.
Research by KPMG shows that recruiting and training new employees to replace women who do not stay in the workforce after having a baby, could cost businesses worldwide up to US$47 billion every year. In order to support working parents Vodafone took action to:
- introduce a global minimum maternity policy
- implement flexible working policies
- launch Vodafone Day Care
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What are the material issues the company has identified?
In its 2017 Sustainable Business Report Vodafone identified a range of material issues, such as digital rights including privacy, data protection and security, socio-economic benefits arising from products and services, health and safety, corporate taxation and total economic contribution, energy consumption and greenhouse gas emissions. Among these, supporting working parents stands out as a key material issue for Vodafone.
Stakeholder engagement in accordance with the GRI Standards
The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:
“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”
Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.
Key stakeholder groups Vodafone engages with:
How stakeholder engagement was made to identify material issues
To identify and prioritise material topics Vodafone engaged with peers, NGOs, civil society activists and sustainable business specialists, seeking their insights on the most material sustainability issues for both Vodafone and society as a whole.
In its 2017 Sustainable Business Report Vodafone reports that it took the following actions for supporting working parents:
- Introducing a global minimum maternity policy
- In 2016, Vodafone became one of the first organisations in the world to introduce a global minimum maternity policy. The policy applies to employees at all levels in every country in which Vodafone operates, including countries with little or no paid statutory maternity leave. Over 4,000 of Vodafone’s female employees have gone on maternity leave during 2015-17 and all were eligible to benefit from the policy, which offers at least 16 weeks fully paid maternity leave, plus full pay for a 30-hour week for the first six months.
- Implementing flexible working policies
- Vodafone Italy employees are encouraged to work from home for one day each week;
- Vodafone Turkey employees benefit from flexible working hours and can choose earlier or later start or finish times, to help them balance work and personal commitments;
- full-time employees of Vodafone India can take an unpaid sabbatical (from 90 days to more than one year) to look after children or family members or to develop skills and interests.
- Launching Vodafone Day Care
- Vodafone Egypt aims to be the most family-friendly employer in the country and introduces policies to help retain female employees after they have children. In collaboration with one of the top childcare providers in Egypt, it has launched Vodafone Day Care, to provide an on-site childcare facility at its head office offering convenient and high-quality childcare for employees with young children. Vodafone Egypt currently has 22% women in management and leadership roles, and is actively working towards the goal of 30% female representation by 2020.
Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?
The GRI Standard addressed in this case is: Disclosure 401-3 Parental leave
Disclosure 401-3 Parental leave corresponds to:
- Sustainable Development Goal (SDG) 5 : Achieve gender equality and empower all women and girls
- Business theme: Parental leave
- Sustainable Development Goal (SDG) 8 : Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
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1) This case study is based on published information by Vodafone, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:
Note to Vodafone: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us .
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HOW TO TURN TRAINING INTO HUGE KPI GROWTH THE VODAFONE CASE
THE BUSINESS SITUATION
Vodafone is one of those companies where trainings and education are an integral part of corporate strategy. As stated in Vodafone strategy: “As a leading company of the telecommunication market, we consider the continuous development of our managers, colleagues and sales personnel to be highly significant. Our comprehensive training programs are regularly organized according to the yearly plans.” The following case study is about a complex sales development program which was designed and delivered by Develor. Vodafone launched a tendering process with the aim to find the most appropriate training supplier for the sales development of the Vodafone stores (Direct channel) staff. The call for tender was formulated as a continuation of the previous year’s training program, with similar goals. The company invited the previous supplier along with other potential partners. By the end of the multi-level selection process the client’s choice fell on Develor. The most important decision making aspects were the sales expertise of the suggested professionals, the innovative approach of the company and most importantly, Develor’s commitment to increase of specific business KPI’s set by Vodafone. The suggested methodology was not known and applied by Vodafone earlier, but the decision makers accepted the revolutionary approach of Develor experts. [blockquote3]“The program was well structured. It had a great balance of theory and practice, and I received a great guideline that will make me more successful in my sales. We had a high quality presenter who shared her experiences with us that led her to success. This is the path we also need to follow. It was a super program.”[/blockquote3]
THE SOLUTION AND PROJECT FLOW
Unlike earlier programs, Vodafone and Develor have started the training-series with a workshop having a unique professional approach, and have involved the Channel management as well. During the so called Develor Value Chain (based on the well-known international planning&measurement Kirkpatrick methodology) Workshop the main business index was defined, which the company wanted to increase the most. Further KPIs were assigned to the index, and based on this information the so called Critical behaviors for certain target groups were also described. The key element of the program was the precisely defined and detailed development of systems and tools that would support the achievement of the program objectives (in the Develor terminology these are called Key Drivers). By the end of this unusual preparation a Project Dashboard was created showing continuously the most important performance indicators, and the partners also clarified tasks for both Vodafone (sales and HR department) and Develor. The objective of the project accordingly was not only to develop sales skills of the participants, but to increase in the most relevant and important business indicator of Vodafone as well. The expectation toward Develor was to bring more than 30% growth in a set – mobile internet sales – index compared to the numbers at the beginning of the program. This was a really challenging target and a high expectation set by the Client. This expectation were phrased in a way that there would be increase not only during, or right after the delivery of the trainings, but that this increase would be maintained in the following months as well, thus ensuring the sustainability of growth. During the preparation phase, by the suggestion of Develor, the circle of people involved in development has changed . The original target group consisting of store managers and sales people was complemented with area sales representatives and regional managers as well. More stakeholder involved = more sustainability and higher results. Different groups took part in programs with differing topics; however they all were in a conscious and synergic relationship. During the thorough preparation Vodafone and Develor have carefully developed a change management plan and as a part of it the internal communication of the program along with the timing of certain training courses as well. Managers received a key role in supporting and holding participants accountable for the acquired knowledge and also for the Dashboard KPI’s. For this purpose we lined up several tools and systems. We paid attention to the development of related product knowledge, and to the revision of the product materials, sales aids (Red Book) . Develor has implemented a thorough professional work, and during the developmental phase it has continuously aided the development of internal processes and systems with their suggestions
RESULTS AND EVALUATION
Based on the feedback of the participants and direct managers the preparedness, trainer skills and general business attitude of the trainers and consultants involved in the project were exemplary. The general evaluation of the training courses was 9.12, with an outstanding 9.72 points regarding the trainers’ professionalism. It was even more important to know to what extent it was possible to achieve the set business result, which best characterizes the value creating nature of the program. After all, Develor has not only committed to the sustainable development of the sales and managerial staff, but as a project outcome, we also expected significant progress in Vodafone’s business. The selected – data-focused – sales index during the delivery phase showed continuous increase, and during the most important period regarding measuring, that is the first quarter of the next year, the average of the period has exceeded the expectations. In case of the kpi we have reached a 87% increase in mobile internet sales – instead of the planned 30%. This could happen only with the delivery of a half year professionally prepared and conducted comprehensive program which broke the old paradigms of training courses. This growth and value creation speaks for itself; however, it would not have been possible without cooperation and joint efforts between the two parties.
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Case Study - Vodafone in India
This content was COPIED from BrainMass.com - View the original, and get the already-completed solution here!
Please use the attached guidelines (Vodafone Case Study Instructions) and the 4 PDF articles to assist me with the following assignment. Thanks!
According to the Wall Street Journal:
It wasn't long ago that India was hailed as one of the world's most promising growth markets. But mercurial regulation, stifling bureaucracy and slower economic growth have shaken foreign companies' confidence about making big investments here. Now a case at the country's highest court threatens to make the climate chillier still. India's Supreme Court is preparing to issue its decision on whether U.K.-based Vodafone Group PLC must pay about $2.6 billion in taxes on an $11.1 billion deal it struck in 2007 with a unit of Hong Kong's Hutchison Whampoa Ltd. to enter India. (Sharma, Becket & Bahree, 2012). Reading Materials I suggest that you read the materials that I am providing to you in this order: 1. Multinational Firms Brace for Vodafone Ruling in India.pdf 2. Vodafone India.pdf 3. Vodafone.pdf 4. Vodafone-Outcome.pdf
I am required to write an 8-10 page case study based on the attached 4 documents.
In this case study, I am required to examine the company Vodafone in the context of its merger to form Vodafone India. I am required to consider the merger in light of the suit brought against Vodafone India by the government of India to collect about $2.6 billion in taxes that India asserts are owed to it as a result of the merger.
For this case study I am also required to: 1) Frame the issues of the case 2) Do a SWOT analysis 3) Analyze the corporate-level strategy pursued by the company as compared to the SWOT analysis 4) Make specific recommendations for what the company should do next and directions that it should take 5) Specifically consider the cultural orientations of the countries participating in case, and their impact upon it 6) Answer these questions: -What are the pros and cons of the mode of entry chosen by Vodafone to enter the India market? What is your opinion of the one they chose? -What is your opinion of the strategies that Vodafone used to hedge their risks in their India market entry, and do you think these were sufficient? Should Vodafone have anticipated the legal entanglement they encountered? What, if anything, would you have done differently? - Vodafone has developed a reputation as a company that is relentless in its determination to avoid taxes. At the same time, India has developed a reputation for taxing foreign entities in ways that are unexpected, and that many companies think are unfair. Having reviewed the materials for this case, what do you think about the merits of the Vodafone India tax case? I am also required to have at least 8 website references in addition to the attached case study references. Please use in-text citations so I understand what reference source each citation comes from and can look them up on the internet. I am assigning the maximum number of credits to this assignment because it is very important to my studies. Please be sure to provide a thorough response that is understandable so I can learn from it.
Thanks for your assistance.
- Vodafone Case Study Instructions.docx
- 1-Multinational Firms Brace for Vodafone Ruling.pdf
- 2-Vodafone India.pdf
Vodafone in India Case Study Guidelines Issues of the Case The main issues for this case are related to dispute between U.K.-based Vodafone Group PLC and Indian government on tax amount of about $2.6 billion that should had paid by company after an $11.1 billion deal with a unit of Hong Kong's Hutchison Whampoa Ltd. to get entry into India in 2007 (EY, 2012). According to the Indian Tax authorities, transaction related to asset purchasing of an Indian corporation is legally responsible for paying taxes in India. But, Vodafone considered that it was not liable to pay tax India for this deal (Menezes, 2013).
This case represents legal issue related to lack of transparency in the Bilateral Investment Treaty of Indian law that creates conflicts between business corporations and legal system of India. Apart from this, another issue is related to breach of assurances that were provided by Indian government to investors to make investment in India. In this deal, two overseas companies were involved to transfer only shares, not capital assets situated in India, but tax was charged retrospectively that opposes government decisions regarding charging tax on Vodafone (Venkatesan, 2012). In addition, there was uncertainty in Indian law in area of taxes that created a gloomy picture to foreign investors abut investment in India. SWOT Analysis Strengths: Vodafone Group Plc is UK based Telecommunication Company that is the world's largest mobile telecommunications company in terms of revenues and second-largest in terms of subscribers. Quality and wide range of its products and services also makes it better than other players in global telecommunication market. Its effective diversification strategy helps to provide its products and services to customers quite effectively all over the world including Europe, the Middle East, US and emerging markets such as Africa and Asia Pacific (Deresky, 2006). Weaknesses: Company does not perform in America as effective as other countries in the world. Its main revenue generates from operations in Europe that shows its dependency on European market.
Opportunities: There are various opportunities for company to enter into untapped rural market in emerging countries of Asian and African region, to diversify its business in new areas and to grow data business and enterprise solution market (Aaker & McLoughlin, 2010). Threats: Intense completion in telecommunication market can create threats for company in future. Many small companies are entering in to European markets that can affect revenue and profit level of the firm. Along with this, different laws of different countries also create threat for successful operations in foreign countries. Corpo ate-Level Strategy In order to get success in different product markets, company implemented various corporate level strategies. Initially, company focused on new product development in same market by manufacturing different products such as voice and data services, fixed line solutions and devices, mobile phones, etc. It grew its market by entering new markets through mergers, acquisitions and alliances including Mannesmann, TDC, Airtouch, Bell and Eircell that facilitated cost advantages for it by increasing economies of scale and decreasing rivalry in competitive market. It expanded its business in continental Europe by acquiring Mannesmann because it constituted a major portion of the market share in this industry. Main focus of Vodafone was to penetrate to largest possible markets by making available mobile phone services to more number of customers. This strategy was helpful for company to capture more demand of telecommunication products and services in different markets of world. But at the same time, its market diversification strategy shows high operational relatedness and low corporate ...
A case study for Vidafone in India are determined.
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Vodafone Case Study describing about reasons, critical analyses, before and post-merger situation and the impact of Vodafone and Idea Merger
This case study is based on the 2017 Sustainable Business Report by Vodafone published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link
Unlike earlier programs, Vodafone and Develor have started the training-series with a workshop having a unique professional approach, and have involved the Channel management as well
Please use the attached guidelines (Vodafone Case Study Instructions) and the 4 PDF articles to assist me with the following assignment
Vodafone has a footprint in 24 countries around the globe offering a range of services from cell phone coverage to high-speed internet
Collaboration is the case study of a three-year flagship Vodafone UK Foundation partnership between three UK charities: Samaritans, Shelter and YouthNet