Vodafone Plc.

1 | Page Marketing Management
Tajudeen Ogunsola
2018 IMC Plan for Vodafone Group Plc (UK)
MSc. International Marketing
Department of Management
Nick Pronger
BBK_BUMN006H7
Assignment: Written Report
No. of Words (2500) 139 words over.
Excl. Heading/Charts/Tables/Captions.
Deadline: 02/2017
Marketing Management

Table of Content
FIGURE AND TABLES …………………………………………………………………………………… ……………………………… 1
1 EXECUTIVE SUMMARY 4
2 EXTERNAL ENVIRONMENT ANALYSIS 5
3 MARKET DYNAMIC 6
4 PRODUCT/SERVICE PENETRATION 6
5 COMPETITION 6
6 Forecast ………………………………………………………………………………………………………….…….6
7 PESTLE Analysis 6
7.1.1 PORTERS’ FIVE FORCES 8
7.1.2 BCG MATRIX STRATEGY 8
8 INTERNAL ENVIRONMENT ANALYSIS 11
8.1.1 VODAFONE’S OPERATIONS ………..……………………………………………….…………………………...11
8.1.2 FINANCIAL PERFORMANCE 11
8.1.3 VALUE CHAIN ANALYSIS 11
8.1.4 PRODUCT PORTFOLIO ANALYSIS 12
9 SWOT ANALYSIS 16
9.1.1 STRENGTHS 16
9.1.2 WEAKNESSES 16
9.1.3 OPPORTUNITIES 16
9.1.4 THREATS 17
10 CONSUMER BEHAVIOUR 17
10.1.1 STP PROCESS 17
10.1.2 Segmentation 17
10.1.3 Targeting 18
10.1.4 POSITIONING 19
10.1.5 Perceptual Mapping 19
10.1.6 Positioning Strategy 19
10.1.7 Vodafone’s’ Re-Positioning 20
11 MARKETING MIX – SIVA FRAMEWORK MODEL 19
11.1.1 Solutions 19
11.1.2 Information 20
11.1.3 Value 19
11.1.4 Access 19
11.1.5 Vodafone’s’ Re-Positioning 20
11.1.6 Measurement and Evaluation 20
12 CONCLUSION 22
13 REFERENCES 23
13.1.1 APPENDICES 32
13.1.2 APPENDIX 1 – DETAILED ANALYSIS OF THE COMPETITION BETWEEN MOBILE NETWORK
OPERATORS 32
13.1.3 APPENDIX 2 – EE’S DETAILED INTERNAL ANALYSIS 35

Figures
Figure 1. Summary of the UK telecoms revenues (£bn)
Figure 2. Retails mobile subscription shares.
Figure 3. Forecast retail value of sales of mobile network connections, 2000 – 2020.
Figure 4. Telco's channel distribution
Figure 5. Vodafone History and Time
Figure 6 Vodafone's Value Chain
Figure 7 Customer complaints go viral.
Figure 8. Intent to buy devices in the next 12 months, by those who use devices daily.
Figure 9. STP Segmentation, targeting and positioning.
Figure 10. STP Target grouping
Figure 11. Implementation of Market Development Growth for Netflix Inc
Figure 12. Perception and opinion about the brand
Figure 13. Perceptual map based on Mintel brand metric survey.
Figure 14. Key Brand Metrics: Perception and Opinion
Figure 15. Recommended re-position for Vodafone.
Figure 16. Dev & Schultz (2009) SIVA marketing mix interpretation for Vodafone

Tables
Table 1. Majority share of the market
Table 2: PESTLE Analysis
Table 3. Porter's Five Forces
Table 4. Netflix Inc.’s PESTLE analysis
Table 5. Annual revenue 2017
Table 6 Financial breakdown by product/services in comparison to rivals
Table 7. Unique Selling Position and Competitors
Table 8. Product/service portfolio
Table 9. Vodafone variety of product/service range
Table 10. Worst mobile provider
Table 11. Mobile phone providers rated.
Table 12. SWOT Analysis table
Table 13. Segmentation factors and market consideration for STP plan
Table 14. STP segmentation parameter for Vodafone's 2018 marketing plan
Table 15. SIVA marketing mix for Vodafone
Table 16. IMC Budget for 2018, Chart and campaign timeline.
Table 17. Factor involved in brand health.

Executive Summary
Vodafone UK plans to revive its image in the domestic market amid concerns that the brand
'does not stand for anything. The telecom giant has struggled with customer service issues
amongst its 19 million subscribers for underperforming for a decade.
External challenges Internal challenges
1. Saturated market.
2. Vodafone UK’s Unfair charges
3. Digital innovation cost.
4. Unsatisfied customers
1. Weathering brand challenges.
2. Refocus on the basics.
3. Rebuild trust with customers.
4. Interact with digitally.
With a new focus in 2018, the integrated marketing communication (IMC) plan aims to build
subscribers' confidence, increase domestic revenue and reposition the overall brand.
The strategy focuses on two
profitable premium segments ('younger' and 'matured' millennials). Adopting the star in the
BCG matrix strategy is recommended to align market direction and implement the SIVA
(solution, information, value and access) model in the marketing mix, underpinning
Vodafone's 'customer-centric roots.

External Environmental Analysis
The report investigates Vodafone's macro-environmental factors, including a PESTLE and
SWOT analysis, to assess the market and industry rivalry, followed by Porter's Competitive
Advantage. Finally, the external environment assesses factors and influences outside
Vodafone's control (Gupta, 2013).
Market Dynamics
The telecom sector remains competitive with 'market challengers' striving to increase market
share, with revenues reaching £35.6bn in 2016 (Parliament, 2017). Retail mobile services
accounted for £15.3bn, and £14.2bn came from the fixed retail business, but wholesale
service revenues fell in 2016, as shown in Figure 1(Ofcom, 2017). However, operators face
increasing pressure to meet high consumer demand with evolving technology and investment
in new digital infrastructure (Mintel, 2017; Ofcom, 2017).
Figure 1 Summary of UK telecoms revenues (£bn)

Product/Service Penetration
Contract with a phone is still the most popular option with 41%, PAYG connections accounted
for 35% of mobile users, and SIM-only contracts lagged at 23% (Mintel, 2017). Obtaining more
data for the same price is the top incentive to switch providers, chosen by 37% of consumers,
up from 33% in 2016. (Mintel, 2017). Consequently, consumers are increasingly data-hungry,
and data allowance is the dominant factor users look for when taking out a mobile deal.
Subsequently, the young, increasingly affluent, tech-savvy base propels mobile data services
growth. This population subset is a growth driver for digital connectivity (Euromonitor,
February 2017).
Competition
Figure 2 Retail mobile subscription shares Table 1: Majority share of the market
Source: Mintel- October 2016
Mintel research indicates EE is the market leader with about a quarter (25%) of the market
on top of the 5% share of EE owner BT and o2 and Vodafone UK are second with 20% and
18%, respectively, followed by Three with 11% (2017). EE has the data mobile category market
with the younger millennial market, which Vodafone struggles to sustain and remain relevant
to this segment. O2 controls the premium post and pre-contract element for the matured
millennial and mobile ownership with younger millennials.
Brand Market share Number of stores
EE 30% 580
O2 20% 475
18% 620
Three 10% 330 for
Virgin Media 13% N/A
Others 9% Mixed

Forecast
Mintel forecasts annual losses of around 1% through 2019 but expects revenues to hit a
trough at £14.6 billion before starting to pick up again in 2020 (2017). Consequently, the
market for mobile network connections is relatively stable and mature, with a market
downtrend expected in upcoming years being multi-factored.
Figure 3: Forecast retail value of sale of mobile network connections, 2010 – 2020
Source: Mintel, 2017
Figure 4. Telco’s channel of distribution
Source: Euromonitor, 2017

PESTLE Analysis
PESTLE Analysis examines the market's political, economic, social demographic, technological,
environmental, and legal ('PESTEL') challenges. The aim is to identify situations unique to
Vodafone's operations, as shown in Table 2 (Ghauri & Cateora, 2014)
Table 2
POLITICAL ECONOMIC SOCIO-CULTURAL
▪ Political and economic
uncertainty due to sharp
currency fluctuations: 2016,
which affected Vodafone
UK’s UK market sales
(Parliament, 2017).
▪ Impact of Brexit: the next
big opportunity is in digital
and would be a missed
opportunity when Britain
exit the EU (The Mobile
Network 22 June 2016).
▪ Mobile roaming charges
have dropped in the
backdrop of Brexit which
adversely affects Vodafone
UK’s other European
markets (Brignall, 2017).
▪ Revenues in Europe
reached €143 billion in
2016 and is expected to
reach €146 billion by the
end o* 2020, showing signs
of stabilizing (GSMA, 2017).
▪ LOW margins: the margin
earned against the revenues
generated have been
steadily dropping in the last
3-4 years (Euromonitor,
2017).
▪ High spectrum costs for 5G
roll-out: the government
vision of introducing 5G in
the country by 2020, is
coupled with high taxes and
cost implication (Ofcom,
2017a).
▪ BT & EE merger – *created
a monopoly, if not checked
could affect local operators,
especially on convergence
performance (Ofcom,
2017a).
▪ Trends: customers watch 24
minutes of content on their
smartphones (Mintel,
2017b)
▪ Younger viewers prefer
online streaming services
for their entertainment
with a third watching less
traditional media (Bond,
2017)
▪ SVOD services are Forming
strategic alliance with
mobile operators to supply
unlimited data
entertainment content e.g.,
Netflix Inc. (Mintel, 2017b).
▪ Smartphone ownership:
Growth in smart devices is
giving consumers a
‘connected mindset’ which
will drive growth in the
coming years (Ofcom,
2017b).
P
E
S
T
E
L
ECONOMIC
TECHNOLOGICAL
LEGAL
POLITICAL SOCIAL ENVIRONMENTAL

TECHNOLOGICAL LEGAL ENVIRONMENTAL
▪ Investment in 5G: has the
potential to boost real
global GDP growth to $3
trillion cumulatively from
2020 to 2035 (His
Technology, January 2017).
▪ Growth in SVOD
(subscription video on
demand) is a lucrative
segment for broadband
services to explore
(Williams, 2017).
▪ BT Open each: monopoly
on converge and integrated
acquisition creates
competition *for providers
to up sell convergence
services on their existing
infrastructure. This
negatively affects other
players without the
capability (Parliament,
2017; Mintel, 2017a;
Ofcom, 2017b)
▪ Increased digital video
users globally increasing
from 472.5 million in 2015
to over 800 million in 2021
as per Statista data (2017).
▪ Operators to abide by
different legislations such
as environmental policies,
employment policies,
taxation (Ofcom, March
2017).
▪ Rising and various issues
related to sustainability are
on the increase (Gov.uk,
2017).
▪ Telecoms industry are
blamed for emission of CO2
(Freehills. February 2017).
▪ Vodafone UK has
contributed to lower carbon
emission through
technological innovations
(Jackson, 2017).
▪ Vodafone UK is investing in
efficient equipment and
investing in options to
increase production of on-
sites renewable energy to
mitigate the impact (FT,
2017).
PESTLE Analysis Takeaway
Brexit situation creates adverse uncertainty economically, which can affect domestic
operations. However, socially, there are market opportunities to target and penetrate the
connected consumers by investing in 5G technology to drive the gigabit economy.
Furthermore, operators are substituting declining fixed-line services for data services and
exploring access to entertainment content for customers to access mobile SVOD.
Source: Based on PESTLE Analysis (Francis Aguilar, 1967) in Baker, 2014; Johnson et la, 2011

Competition Analysis - Porter’s Five Forces
Source: Adapted using Porter’s Competitive Five Forces developed in 1979 by Michael E. Porter
The purpose of Porter's Five Forces is to gain a competitive advantage and earn returns on
investment by measuring the impact of a firm, particularly those that harnessed competitive
advantage for market penetration and growth shown in table 3 (Porter, 1979).
Table 3 Porter’s Five Forces
The Threats of
Product Substitutes
Bargaining Power
of Buyers
The Threat of
New Entry
Bargaining Power of
Suppliers
Rivalry with existing
mobile network
competitors
MODERATE HIGH MODERATE HIGH HIGH
The replacement of
traditional
telecommunications
services by MVNOs
where the bandwidth,
characteristic or price
of a leased line is not
required or required
to provide a mobile
service, but the threat
is moderate for the
time being.
A "better offer" is
the second most
common factor for
switching suppliers,
which puts further
pressure on
operators "prices
and gives buyers
(subscribers) more
bargaining power.
The threat of a
new entry is
growing due to
the use of OTT
voice apps and
changing
business models
by MVNO
(Mobile Virtual
Network
Operators)
(Ofcom, 2017).
Mobile phone
providers are strong
and pose high
threats, but the only
alternative is to
generate higher
margins than
competitors, which
means Vodafone UK
can easily absorb
price increases from
providers.
Competition in the
premium segment
has intensified, with
operators using
alternative measures
other than price
competition to
attract subscribers
(Mintel, 2017).
Source: Based on Porter’s Competitive Five Forces developed in 1979 by Michael E. Porter
Threat from New
Entrants
Potential
New Entry
Bargaining power
of customers
(buyers)
Buyers
Threat from
substitution
products and/or
services
Suppliers
Bargaining power
of suppliers
Substitutes Competitive
Rivalry
Industry rivalry

BCG Matrix Strategy
The Boston Consulting Group (BCG Matrix) created the Boston Matrix (or Growth-Share
Matrix) in 1970 shown in Figure 5. BCG strategy consists of four (star, question mark, cash
cow and dog) market dimensions to increase relative market share or grow cash generation
strategy. The position of a firm on the matrix indicates the average flow versus those of
competitors. Growth is close to market share (cash generation) and its cash consumption
relative to rivals (Bock et al., 2015).
Figure 5. BCG Matrix
Source: Based on Boston Consulting Group (BCG Matrix), 1970
Therefore, Vodafone needs to align its operation with the 'star' position to generate
significant cash flow and penetrate the market for an increased share of the pie. Star can
maintain Vodafone's large market share since its mobile retail business represents 68% of its
2016 revenue. Furthermore, driving data will increase demand for market penetration,
meeting the requirement to fulfil the 'star' position. Investing heavily in 4G technology,
completing connectivity infrastructure, and fibre-optic project indicates that Vodafone can
sustain this position. Additionally, the domestic telco analysis shows that retail mobile
services generated significant revenues of £15.3bn compared to other revenues (Ofcom,
2017b).
GROWTH
Relative Market
Share (Cash
generation)
Low
Poor Dog
Cash Cow
Star
Low
High
High
AVERAGE flow versus those of competitors
C1) Maintain & increase the
relative market share for
monthly data / contracts &
PAYG with aggressive
marketing investments.
Invest in resources to drive
4G infrastructure forward, to
drive up profit to Question
marks.
C2) Build an aggressive market
share for broadband, data and
internet companies and then
follow the poor dog's strategy.
C3) Voice & SMS on contract
monthly is a prerequisite to
generate continuous cash flow
and preserve Vodafone's
relative market share. Invest
defensively in resources and
marketing to drive brand
leadership and maximize cash
flows.
C4) Minimize investments in
voice and SMS, both products
are a monthly contract
requirement, drive
broadband services in
question marks to continue
positive free cash flow.
Question mark
£

Internal Environmental Analysis
Company Overview
Business sector: Telecommunication. Market: United Kingdom. Revenue: €2.7 billion FY 03/2017*
Vodafone Group plc is a multinational British telecommunications company with
headquarters in London. The company started in 1984 as a subsidiary of Racal Electronics Plc
(Vodafone Group, 2017). Listed on the London Stock Exchange FTSE 100 Index with a market
capitalisation of £52.5 billion on 10 February 2016 and a secondary listing on NASDAQ (Annual
Reports, 2017). In Figure 6 below, you can find a detailed history and timeline.
Vodafone operates in 70 countries, employs 111,600 employees and serves 341.7 million
customers globally (Statista, 2017). 43% of the total base business offers the best mobile
experience through 'data' to 224 million customers. In addition, 30% of revenue comes from
'enterprise' customers by providing communication solutions, and 24% of revenue combines
fixed and mobile solutions (Vodafone Group, 2017).
Operations
Investment in digital infrastructure is a long-term focus. Furthermore, to deliver quality
service across targeted segments connecting consumers anywhere, at any time is the goal.
Figure 5 demonstrates Vodafone’s continued efforts throughout its history and timeline.
Figure 5. Vodafone History and Timeline

1982
established
as
1984
Racal & Millicom
partnership Became
The future is
1985
1st
mobile
phone call made.
1991
1st
to launch.
digital service
1997
Changed
to red
1994
1st
Retail store
1995
1st
operator
with 5 million
users
1997
Rebranded
2010
2006
‘The power to you’
look
1st
to launch
3G voice call
2012
1st
4G
Data-data-
focused operator
2006
Entered 26 markets,
Control 16, mobile operations & hold
10 minority stakes in another Telco's.
2014
(March 31st
)
Has 434 Million Global
subscribers
Evolving
developments
is
1995
Acquired
2017
New Global Brand
Position Strategy
Timeline - We have come a long
Business Sector:
Telecommunications
Operating Geography:
United Kingdom,
Revenue: €2.7 billion
(FY ending March 31st
2017)
UK Marketing budget:
£55 Million per year
Source: adopted using info - Vodafone, 2017; Marketing Week, 2017; Forbes, 2017

Financial performance
Table 4 shows Vodafone Group Plc’s annual revenues are £8.4 billion compared to £6.9 billion
in 2016. £4.7 billion came from mobile and the rest from fixed-line products. Mobile revenue
in 2017 dropped from £5.6 billion the previous year, but the decline was attributed to foreign
exchange fluctuation affecting the business and data traffic for Q4 grew by 62 per cent
(Vodafone Group, 2017).
Table 4. annual global revenue 2017
Fiscal year in April-
March with all value in
GBP billions. *Note: result
is for global market.
2017 2016 2015 2014 2013
Sales/Revenue 52.27B 61.8B 68.15B 60.97B 70.26B
Total net assets 169.75B 201.67B 197.82B 193.71B 225.59B
Net cash provided by
operating activities
10.24B 13.14B 15.13B 12.27B 2.39B
Net cash used in
investing activities
-9.2B -15.31B -16.67B -48.88B -11.7B
Financial activities -9.98B -4.46B -3.9B -54.45B -4.67B
Source: Vodafone UK Annual Report 2013 – 2017

Financial Breakdown
Table 5 is the breakdown of financial performance by product and service sales compared to
competitors.
Table 5. Financial breakdown by product/service in comparison to rivals
Fixed voice services Fixed broadband Mobile services
UK fixed voice service revenues
totalled £2.1bn in Q2 2017, in
line with the previous quarter
but a decrease of £20m (1.0%)
from Q2 2016. BT’s share of
these revenues (excluding EE)
was 43.5%, down by 0.4
percentage points year-on-year.
The UK had 25.3 million fixed
broadband connections in Q2
2017, up 0.2% (46k) from the
previous quarter and 2.0% (508k)
from Q2 2016.
Mobile telephony services
generated £3.8bn in retail
revenues in Q2 2017, a £19m
(0.5%) increase from the
previous quarter and a £40m
(1.1%) increase compared to a
year previously.
Access revenues continued to
increase, up by £19m from Q1
2017, while call revenues
decreased by £23m over the
same period. In Q2 2017 access
accounted for 77.2% of total
fixed voice service revenues, up
2.4pp year-on-year.
BT (excluding EE)’s retail share of
these connections was 32.6%,
unchanged from Q1 2017 but a
year-on-year decrease of 0.3
percentage points.
The number of active mobile
subscriptions (excluding M2M
connections) was 84.1 million at
the end of Q2 2017, up 0.4
million (0.4%) from a year
previously. Over the same
period, the number of
dedicated mobile broadband
subscriptions (again, excluding
M2M) remained stable at 5.0
million.
There were 33.2 million fixed
exchange lines (including PSTN
and ISDN channels) in Q2 2017,
150k fewer than in Q1 2017 and
a 1.3% (449k) decrease
compared to a year previously.
There were 7.5 million “other FT
TX” connections (which are
predominantly fibre broadband
connections) at the end of Q2
2017, accounting for 29.4% of
the total. This represented a
year-on-year increase of 1.5
million lines (25.7%).
Average revenue per subscriber
in Q2 2017 was £15.27, with
pay-monthly subscribers
generating more revenue than
PAYG (at £20.77 and £4.8
respectively).
UK landlines generated 13.4
billion minutes of outgoing calls
in Q2 2017, a 1.5-billion-minute
(10%) decline compared to Q1
2017, representing an
acceleration in the rate at
which outgoing fixed call
volumes are falling.
Source: Ofcom, Telecommunications Market Data Update Q2 2017- 02 November 2017

Company Vodafone UK Group Plc
Parent Company Vodafone UK
Category Mobile Network Operator (MNO)
Sector Telecommunications
Tagline/Slogan “the future is exciting”. Ready?
STP Inspires optimism in everyone to benefit from new and existing technologies.
Segmentation Existing subscribers, consumer looking for high-speed 4G internet offering
with flexible contract or PAYG SIM-only product and services.
Target Urban, tier 2- and upper-class segments
Positioning Premium provider of high-speed data services support by Vodafone UK's CXX
CARE programme.
Direct Competitors
“Big four” EE o2 Three Source: Ofcom 2017; Mintel, 2017)
Market Challengers
‘The ‘Big Four’ lease their
network to
(Mobile Virtual Network
Operators - MVNOs)
Giffgaff (81%) Virgin Mobile (62%) TalkTalk (62%) Tesco Mobile (74&)
Asda Mobile (72%) iD (63%) Talk Mobile (69%) PlusNet (66%).
Source: Which? 2017
Table 6. Unique Selling Position and Competitors
Source: compiled from Vodafone UK Annual Report, 2016/7; (Which? 2017, Mintel, 2017a; Ofcom, 2017b)

Vodafone Value Chain
Supply chain management (SCM) plays a crucial role in achieving the objective. Ballou stresses
"it involves every activity performed during, the process of transforming raw materials into a
product" (Ballou, 2004, p. 5). Central to the broader value network is developing strategic
alliances as shown is Figure 6. To source, augment and deliver product/services to subscribers
and suppliers, including coordination of the firm's finance, marketing, sales, technology and
IT. Consequently, the demand chain yields several insights to estimate whether more revenue
generated is upstream or downstream.
Figure 6. Vodafone’s Value Chain
Source: Porter’s Value Chain Analysis
However, BT Openreach prevents real competition in various parts of the value chain
(Parliament, 2017). Subsequently, Vodafone plans to invest, connecting five million homes
with new ultrafast fibre-optic lines, increasing pressure on BT to invest in upgrades and
putting itself in more direct competition with Virgin Media (Williams, 2017).

Product and Service Portfolio
Tables 7, 8, 9 and Figure 7 show Vodafone as a user-friendly brand with a digital interface that
offers a variety of ways to meet market demand.
Table 7. Product/service portfolio
Products portfolios Services portfolio
Pay as you go 4G service (5G coming soon)
Pay monthly GPRS
Vodafone UK Live
Mobile data/voice
Mobile handsets
Mobile broadband Games
Entertainment
Ringtones
Application
Wallpaper
Fixed line
Broadband
Wired
Cordless
Chat
Top ups Phone credit, News & Updates
4G data cards Downloads
Smartphones Easy payments
BlackBerry
business
Voice activated dialling system.
Text to speech software
Trained staff
Customized in-store experience.
Vodafone UK live! and events
Vodafone mobile offering
Table 8. Vodafone offers a wide range of product/service.
Vodafone offers a wide range- Products/Services, such as
Voice Services Social Products (Streaming)
Messaging Services (SMS) Vodafone live (broadband)
Vodafone lives! With 4G USB modems
Vodafone Mobile (Devices) Connect Data Cards
Roaming Services (Free in EU) Other Business Services
Source: Vodafone, 2017

Market challenges
Table 9: Worst mobile provider.
EE and Vodafone labelled UK’s
worst mobile providers
according to Which? Magazine.
Both companies accounted for
more than half the market, and
scored worst for customer
satisfaction (Brignall, 2017)
Most reported problems: Resolved issues:
Home broadband (50%) 10 November: Problems at Vodafone
Mobile phone (37%) 9 November: Problems at Vodafone
Mobile internet (12%) 9 November: Problems at Vodafone
Source: (Downdetector.co.uk. 2017)
Vodafone market rating
Figure 7: Mobile phone providers rated.
Source: www.ispreview.co.uk, October 2017

Internal Environmental Analysis
The internal analysis assesses the wider business environment that affects Vodafone's
operation. Internal factors allow marketers to thoroughly understand the current situation
and any associated threats and opportunities (Hindle, 2009).
SWOT
SWOT analysis is an acronym for strengths, weaknesses, opportunities and threats attributed
to Albert Humphrey (1960-1970), shown in Table 10.
Table 10. Vodafone SWOT
Strength Weakness
1. Profitable revenues generated.
2. Increased subscriber base.
3. Differentiator strategy is fuelling growth.
4. Premium cost.
1. Poor network convergence.
2. Losing customers.
3. Decrease of brand valuation.
4. Impact of Brexit
Opportunities Threats
1. 4G capabilities.
2. Improvement of network coverage.
3. Digital “gigabyte society”.
4. Emerging markets.
1. Strong Competition.
2. Low margins.
3. Mobile Number Portability.
4. BT and EE monopoly.
Based on Baines and Fill 2014
Strength. The premium cost must align with global repositioning to improve brand value, equity, and
recall (Brand Finance Global 500, 2017). Revenues are generated primarily from the developed
market's rising smartphone penetration and adoption of data services (Vodafone Group, 2017).
Increase subscriber base through in-contract pricing to fuel growth and remain competitive (Ofcom,
2017).
Weaknesses. Losing customers is due to poor connectivity and disruptive service, enabling
subscribers to switch (Brignall, 2017). In addition, poor network convergence on BT's
Openreach network creates a monopoly for operators dependent on its platform (Reuters,
2017). Subsequently, the decrease in brand value resulted in losing 2.7 per cent of business
in the last three months, with revenue dropping to £1.6 billion (Newman, 2017).

Opportunities. 4G penetration in Europe can create new opportunities to maximise growth,
given the 456 million unique mobile subscribers in Europe (GSMA, 2017). Improving network
coverage will drive existing products and new product development to fuel the appetites for
millennials' 'connected mindset' (www.ispreview.co.uk, 2017; EY, 2017). However, emerging
economies show the potential for new market growth opportunities (Williams, 2017).
Threats. MNP (Mobile Number Portability) poses a threat by allowing consumers to choose
between providers and switch (Ofcom, 2017). Intense competition will likely result in merges
with market leaders, followed by MVNOs piggybacking to gain market share (Mintel, 2017).
Third, low margin earnings against revenues continued to drop in the last 3-to 4 years, and
market operators need an alternative growth strategy that drives profits (Mintel, 2017).
Finally, access to the single market post-referendum negotiations is necessary since the Brexit
reality is uncertain (Yueh, 2017; Morris, 2017).

Consumer Behaviour
Customer loyalty contributes to customer attraction and profit enhancement because the
cost of attracting a new customer is five times higher than the cost of retaining existing ones
(Schiffman & Kanuk, 2004; Reichheld & Schefter, 2000). Izogo (2015b) stresses that in this
context, "managing perceived service quality means that the firm has to match the expected
service and perceived service to each other so that consumer satisfaction is achieved" (p.
274). The sophisticated issues surrounding price, product offering or operators valuing
customers may compound relationship complexity or why customers switch providers (e.g.,
Mintel, 2017; Ofcom, 2017).
Figure 8. Customer complaints go viral.
unsatisfied customers
Supplier and Buyer Relationship
To address market challenges, the price of fixed voice services has increased. In addition, line
rental and some out-of-bundle call price increases to help customers better understand usage
and select service that suit their needs (Ofcom, 2017). In contrast, Mintel (2017) reports that
smartphone ownership plateaued at around 80% from late 2015 to early 2017 and up to 83%,
the highest level to date (2017). Deloitte (2017) indicates smartphones continuing to grow at
a rate of 1-3 percentage points over the coming year, as shown in Figure 9.

Figure 9. Intent to buy devices in the next 12 months, by those who use devices daily.
Weighted base: For 'Intent to purchase devices in the next 12 months', all respondents aged 18-75 years (4,002).
For 'Proportion of respondents who use their devices daily', respondents who have access to Desktop/tower computer
(1,902),
eReader (1,232), Fitness band (628), Laptop (3,129), Large tablet (1,524), Portable games player (784), Small tablet (1,567),
Smartphone (3,393), Smart watch (243), Standard mobile phone (732), Virtual reality headset (245). Source:
Source: UK edition, Deloitte Global Mobile Consumer Survey, May-Jun 2017

STP – Process STP (segmentation, targeting and positioning) strategy/principle affirms the
three steps in the segmentation process - to segment the market, target the most attractive
market and position the firm's product to the market segments, as shown in figure 10 (Kumar,
2010).
Figure 10. STP – Segmentation, Targeting and Positioning
Vodafone recommended segmentation strategy consists of five (geographic, demographic,
psychographic, benefit, and behavioural) segments to meet the needs of different subscribers
- a well-defined segmentation is the key, according to David Aaker (1995).
Table 11: Segmentation Factors and Market Consideration for STP plan
SEGMENTATION BASE
DESCRIPTION OF EACH MAIN CONSUMER SEGMENTATION BASE
Geographic segmentation Segmenting by country, region, city, or other geographic basis.
Demographic segmentation Segmenting based on identifiable population characteristics, such as age, occupation,
marital status and so on.
Psychographic segmentation This segmentation approach involves an understanding of a consumer’s lifestyle,
interests, and opinions.
Benefit segmentation This approach segments consumers based on specific benefits they are seeking from the
product, such as convenience, or status, or value, and so on.
Behavioural segmentation Segmenting the market based on their relationship with the product or the firm.
Examples include heavy or light users, brand loyal or brand switchers, and so on
Source: Adopted using various theories (Aaker, 1995; Kotler & Keller, 2011)
Segmentation
Divide market
into distinct
groups of
subscribers.
STP – Process
Select most
attractive
segments to
Vodafone
marketing on.
Targeting
Determine how
best to position
Vodafone's
product/services for
each target segment.
Positioning
Marketing Mix
SIVA framework
is used for Vodafone.
Define, Refine & Select
the relevant strategy.
Source: based on (Aaker, 1995; Kotler & Keller, 2011)

STP - Segmentation
Table 12 indicates how Vodafone segments and targets consumers into four categories –
'customer value', 'customer behaviours', 'customer life cycle' and 'customer migration'
(Bayer, 2010). Each group categories divided into groups using different criteria reflecting
how well subscribers meet each segment. Judy Bayer suggests a better strategic
segmentation for telcos needs perhaps "10 + types of strategic and tactical segments mean
that customers can be allocated to thousands of different segments [specific to functional
areas]" (Bayer, 2010, p. 248).
Table 12. STP - Segmentation parameters for Vodafone’s 2018 marketing plan.
Segmentation Contribution Expectation Value Commitment
Customer
Value
The contribution of the
customer (e.g., new or
existing) to the
profitability of Vodafone
UK is based on the
current relationship.
Expected (predicted)
contribution to Vodafone
UK's profitability based on
expected "lifetime"
relationships.
Residual profitability
(e.g., 6, 12, 24, 36
months) of customer
relationships based on
the value of income
Type of relationship (i.e.,
PAYG, SIM-only or
monthly contract) based
on loyalty to Vodafone
UK
Segmentation High roller Budget candy Negotiator Explorer
Customer
Behaviour
Promote a contract with
premium phones.
SMS dialogue relationship
only, but can NEVER opt-
in.
Receptive to offers, but
incentives are a MUST!
Suitable candidate for
VAS (SVOD services or
third-party) offerings.
Segmentation New Growth Maturity Decline
Customer
Life Cycle
Will be a new customer. opts for a new contract,
buy top-ups, upgrades or
get a second phone.
The use of the
customer's phone is
stable
End of the relationship
between the parties.
Segmentation Challenger Unhappy Sally/Bob Disloyal Goner
Customer
Migration
Customer circumstances
changed or sought
variety.
The dissatisfaction of
customers but the
potential to stay.
Loyalty to several
competitors
It was great while it
lasted.
Source: Based on ‘Customer segmentation in the telecommunications industry’, Bayer, 2010

STP - Targeting.
Targeting is the second phase of the STP process, as shown in Figure 7 (Wedel et al., 2000;
Porter; 1979; Bayer; 2010).
Figure 11: STP Implementation for targeting
Source: based on theories by Webster, 1984; Wedel et al., 2000; Gordon, 2012; Newman, 2017.
Targeting the right customer is complex task marketers undertake to assess and align internal
resources with technological innovation to identify Vodafone's customers. Vodafone will
target two groups - 'younger millennials' and 'matured adopters' to reflect consumer data and
drive campaign activities using digital communities to retain loyal subscribers and gain new
customers.
Market Segmentation
Identify the firm’s
dimensions &/or
variables to segment
market.
Analyse
opportunities for market
growth.
Support
segmented
STP – Implementation
Select the firm’s
targeting strategy/ methods.
Apply appropriate
market/ brand challenge(s)
to target strategy.
Target Market
Identify firm’s
customer perception & or
opinions.
Position offering
(product, service &/or
experience) in the mind of
customers.
Now, apply this to
Market Position
Marketing Mix
SIVA framework
is used for Vodafone.
Analyse, Apply & Act
before Positioning
Target 1: ‘younger
millennials’ looking for
smartphone, with
purchasing power above
£1,000. Aged 18-45,
fathers with kids aged 16
or under.
Target 2: ‘matured
millennials’ adopters in
socio-economic group A.
Aged 46-75, price-sensitive
non-smartphone owners,
looking to upgrade or
purchase new £500 and
above range.

Table 13. STP- target grouping.
Target Grouping Vodafone
1 'Younger millennials' Fathers with children aged 16 or under (30%) over a million adults will
spend £1,000 on a single smartphone, including accessories. Aged 16-45
show significant growth, especially when 90% are under-45, and
adoption has been at over 90 per cent for several years (Mintel, 2017;
Deloitte, 2017).
2 'Matured adopters' The high proportion of 'matured adopters' (people in socio-economic
group A (25%), aged 55-75 with 60% of over-65-year-olds own
smartphones and smartphone penetration increased by six percentage
points to 71 per cent (Ofcom, 2017; Mintel, 2017; Deloitte, 2017).
Smartphone adoption has been at over 90 per cent for several years
(Deloitte, 2017). Vodafone UK's 'matured adopters' non-owners of a
smartphone, are price-sensitive, compared with 'younger millennial'
non-owners (Mintel, 2017).
Table 13 establishes Vodafone’s STP- target groups for the repositioning implementation.

Push ‘All
Things
Digital’
Unlimited
Data for
Best
Experience
Entertain
urself –
Movies,
music, & SM
Revenue
growth
Drive
expectation for
experience
Mobile Handset Ownership Contract & PAYG Data Bundles & Digital Content
INVEST IN 3 KEY AREAS TO GENERATE GROWTH THROUGH A VIRTUOUS CYCLE PLAN
BUSINESS STRATEGY
EXPLORE, ATTRACT AND PULL ‘YOUNGER MILLENNIALS’ TO BRAND OFFERING, BEST FLEXIBILITY AND DIGITAL CONTENT NETWORK
VODAFONE UK STRATEGY: ‘The future is exciting. Ready?’
TARGET: YOUNGER MILLENNIAL
Target 1: Connect with fathers with children aged 16 or under ‘younger millennials’ looking for smartphone, including accessories with
purchasing power above £1,000. Aged 18-45 target the groups, using through digital communities across regions, to retain existing subscriber’s
and gain new subscribers.
BUSINESS GOALS
DRIVE PAYG, SIM- ONLY & FLEXIBLE CONTRACT BUNDLES TO INCREASE ANNUAL REVENUES
DRIVE PAYG, SIM- ONLY & FLEXIBLE CONTRACT BUNDLES TO INCREASE ANNUAL REVENUES

Push
‘Hello
World’
Unlimited
Data for
Best
Experience
Watch, listen
& Talk to
your
favourite
celebs/BFF’s
Revenue
growth
Support,
Service &
Experience
with
Vodafone
Mobile Handset Ownership Contract & PAYG Data Bundles & Digital Content
INVEST IN 3 KEY AREAS TO GENERATE GROWTH THROUGH A VIRTUOUS CYCLE PLAN
BUSINESS STRATEGY
ATTRACT, REASSURE AND WIN MATURED MILLENNIALS TO THE BRAND WITH INCENTIVISE AND DISCOUNTED OFFERING, SERVICE-FOCUSED NETWORK
VODAFONE UK STRATEGY: ‘The future is exciting. Ready?’
BUSINESS GOALS
PUSH FLEXIBLE CONTRACT BUNDLES TO INCREASE REVENUES
TARGET: MATURED ADOPTERS
Target 2: Connect with male and female ‘matured millennials’ adopters in socio-economic group A. Aged 46-75, non-smartphone owners, who
are price-sensitive but looking to upgrade or purchase new in the £500 and above range. Actively pull them into the brand using OOH media
(television, radio & billboard ads) and email marketing, offering incentives to retain existing subscriber’s or discount for new subscribers.

Positioning
Re-positioning is not to “create
something new and different,
but to manipulate what’s
already up there in the mind, to
retie the connection that
already exists (Ries and
Trout,1981, p.5)". In this
context, "customers don't
generalize, they specificize..."
and Vodafone's 2018
marketing plan must resonate
with their needs (Ries and
Trout, 1989. p. 3).

Positioning
Positioning is the last part of the STP process, and it is 'how customers understand the product
offering and how it differs from similar competitive offerings' (Ries, and Trout, 1989, p. 3).
When a telecommunication provider establishes and maintains a distinctive brand with
outstanding offerings, it is successfully positioned (Ries and Trout, 1972b; Kotler & Keller,
2006c).
Charles Blankson (2013) noted the importance of implementing a firm's philosophy in
marketing positioning. Blankson proposes that aligning principle strategies must reflect
customer perceptions, competitive distinction, and inter-functional orientation (Blankson et
al., 2013). Academics also stress the importance of a firm's internal and external capabilities
to maximise resources and assets that enhance competitive advantages shown in Figure 12
(Dall'Olmo Riley et al., 2016).
Figure 12: Perception and opinion about brand
Brand Map Brand Personality
All Base on: Internet users aged 16+ who have heard of the brand and expressed a view.
Bubble size is usage (%) Source: Mintel, 2016
Attitudes towards and usage of selected brands.
Source: Mintel, 2016
Three and Vodafone struggle to keep up.
Brand Attitudes Brand Personality
Source: Mintel, 2016 Source: Mintel, 2016
Virgin Media challenges the Big Four with upbeat image.
Mobile network providers struggle to instil loyalty.

Perceptual Mapping
Figure 13, the perceptual map, identifies the overall brand's product experience or service
delivery (Kardes et al., 2011). Ries and Trout stress that telcos must establish and maintain
distinctive brand offerings in the market (1972).
Figure 13: Perceptual map based on Mintel brand metric survey.
Source: based on Positioning Theory model by Wedel et al, (2000)
Vodafone's perceptual map analysis indicates that consumers are unwilling to do business
with the provider. Respondent viewed the brand negatively. Consumer perception and
attitude support the British telecom regulator Ofcom's decision to okay Vodafone UK £4.6
million in 2017 for poor service delivery. On close inspection, Vodafone is struggling. In a niche
segment to project low value for the high-quality priced product and services. This position is
consistent with upper-middle-class consumers, less concerned with a tech-driven
smartphone or using data for entertainment. The juxtaposition attracts successful, mature
customers who despise change but accept poor service since the repercussions involved in
switching providers (£100) is stressful (Newman, 2017; Mintel, 2017; Ofcom, 2016).
Figure 14. Key Brand Metrics: Perception and Opinion
High
Low
High
Low
Perceptual map
created based on five
key questions
respondents
answered on Mintel,
2017 Survey.
1. Brand Attitudes
2. Brand Map
3. Brand Personality
4. Key Brand Metrics
5. Brand Awareness

KEY BRAND METRICS: Perception and
Opinion
Source: Mintel Telecommunication Market Survey, 2016

Repositioning Vodafone
The strategy adopts the 'consolidation' positioning of generic positions (consolidation, latent
position, deposition, and membership). Combine with 'price/quality, 'competition' and 'users'
out of the six (attributes, price/quality, competition, application, user, and product class)
operational positioning strategies (Newman, 2017).
Figure 15. Proposed re-position for Vodafone
Source: based on theory model by Wedel et al, (2000)
Repositioning the brand to the far top right of 'high quality and the 'high price' will make
Vodafone the market leader in the premium segment. The new positioning reflects
Vodafone's new focus 'The future is exciting Ready' strategy. Vodafone aims to provide an
excellent speed of the internet. In addition, high accessibility of digital services will improve
services to re-instil confidence in the brand by aligning customer needs to meet expectations
that stimulate product and service adoption in building customer loyalty.
High Cost
High
Quality
Low
Quality
Low Cost

Marketing Mix – SIVA Framework
The marketing mix 4Ps (product, price, promotion, and place) is at the heart of every other
element connecting the marketing process. Subsequently, some marketing scientists have
accepted that the traditional four Ps apparatus embodies the essence of marketing when
combined appropriately to produce the most viable mix (Zineldin & Philipson, 2007).
Traditional marketing mix 4Ps, however, is outdated for Vodafone's customer-centric and
experience-driven IMC strategy (Patton, 2016). In addition, the 4Ps model evolved as
marketing moved from a push model to a pull model (Ettenson, Conrado, & Knowles, 2013).
Table 15. SIVA marketing mix for Vodafone
SIVA Model Implementation
SOLUTION PRODUCT is Solution.
Product / Service for subscribers.
Solution - addresses the challenges of product /
service to ensure that expectations are met.
INFORMATION PROMOTION is information.
Information tailored to the "pull"
premium subscribers to Vodafone.
Information - Information - providing subscribers
with relevant marketing that meets their needs.
VALUE PRICE is value.
Value for subscriber needs and
wishes.
Value - subscribers relate with the value
proposition, its cost implications to form an
opinion.
ACCESS PLACE is access.
Developing and keeping a
relationship through the subscriber
community.
Access - Vodafone is developing various
distribution channels through which customers
can conveniently access product / service.
Source: adopt from Dev and Schultz, 2005a, b, c
The purpose of using Dev and Schultz's SIVA framework in Table 15 and Figure 16 is to
challenge strategic positioning often replicated by competitors when a market leader
successfully yields returns (Dev and Schultz 2005a, b, c). For example, a market challenger can
emulate the strategic offerings of this brand for a competitive advantage to increase revenue.
However, this report recognises that Dev and Schultz's SIVA model has limitations.
Nevertheless, the marketing mix needs monitoring to reflect changing business environment
and new marketing focus. The SIVA framework is the recommended marketing mix for
Vodafone's strategy, including five marketing communication principles - advertising, sales
promotion, public relations, direct marketing and personal sales (Baines et al., 2017).
Figure 16. Dev & Schultz (2009) SIVA marketing mix interpretation for Vodafone

EXPERIENCE RELATIONSHIP
OFFER
Solution
VALUE
Information Value Access
PRODUCT is Solution: PROMOTION is Information: PRICE is Value: PLACEMENT is Access:
Vodafone's sales are based
on subscriber needs.
Vodafone provides subscribers with
information to decide.
Prices are based on the values of the
"subscribers" and not on competitive
offers.
The distribution of products is not dictated but
is based on the preferences of the subscriber.
S V A
I Engage subscribers.
& sustain
relationship
experience.
Product
/Service
solutions
Subscribers
preference -
communication
channels.
Deliver
customer-
centric!
experience the
IMC channels.
Product Place Promotion
Price
Source: adopted from SIVA framework by Dev and Schultz, 2005
SIVA Marketing Mix

Integrated Marketing Communications, 2018 Budget
Table 17. IMC Budget for 2018, spending chart and campaign timeline.
CAMPAIGN TYPE PROJECTED SUBTOTAL %
Television £11,550,000.00 21%
Sponsorship £9,999,000.00 18.18%
Press £9,350,000.00
17%
Digital £6,325,000.00
11.5%
Outdoor £5,500,000.00
10%
Direct mail £5,126,000.00
9.32%
Radio £3,850,000.00
7%
Cinema £2,200,000.00
4%
Door drops £1,100,000.00
2%
Sub-total £55,000,000.00 100%
Total budget £55,000,000.00 100%

S T E
P
0
S T E
P
0
S T E
P
0
S T E
P
0
S T E
P
0
Campaign Timeline
Pre- Launch & Post-Launch
Review and align
Vodafone’s internal
communication to
IMC strategy
Collect department
agreements for ‘signs
offs’ and launch IMC
strategy; *Digital.
Social Media PR,
Advertising, Interactive;
Postal, Apps; Radio & TV
Recruit all third-
party agencies
attached to re-
positioning
project. Set out
briefs for PR
agency to roll-out
PR campaigns.
Digital: ‘Pull Strategy’
Keyword campaigns
SEO activation
Twitter: simulate
discuss on Vodafone
Instagram: Post latest
handsets & partner
with influencers.
Youth: SVOD offer with
Netflix & Amazon 6 months
free (High-end phone
products only)
Matured: Discounted offer
for existing subscribers
upgrading or Free
earphones for new
customers.
Key Implementations
2018 Vodafone™ Group® – Re-Positioning
Theme: ‘the future is exciting. Read? Hashtag: #READY? Campaign: One story & One voice Social Post: Wording should evoke curiosity but elements of humour for CTA.
Display Ad Campaign: Explain product without saying product or industry sector. Ads should function as a ‘TEASER’ for the inquisitive minds.
Ads Tone & Feel: Message needs to be clear but direct, spoken in the 1st
person ‘The future is exciting’ "Go on…click here”.
Insight: Leverage on strategic recommendations to drive IMC. Assess and understand potential consumer behaviour, performance/ROI on marketing channels.

Measurement and Evaluation
Marketers must measure and evaluate the implementation against the outcomes for pre-and
post-testing. In this respect, marketers need to understand the success or failure of executing
marketing programs (Ghauri & Cateora, 2014). In addition, Berg et al. 2007 suggest a "brand
health['s] linked to current and future value with consumers and differences in competitive
position" (Berg et al., 2007 p3).
Table 17. Factors Involved in Brand Health
Factor Definition
Leadership To understand the availability of a product and measure its reputation
Liabilities To understand weaknesses of a product
Attractiveness To measure the positive aspect of current products
Distinctiveness To measure factors that make current product standing out
Satisfaction To measure if customers are satisfied with the current products
Source: Compiled from Berg et al 2007
Five factors will evaluate brand health - leadership, liabilities, attractiveness, distinctiveness,
and satisfaction. Table 17 includes the definition (Ibid.). This plan also recommends quarterly
surveys to measure attitudes towards current products/services and the five factors. In
addition, revenue is monitored for comparison by comparing monthly and quarterly incomes
to the previous year.

Conclusion
The new direction dispels the negative associations of poor service delivery, excessive charges
and inadequate customer service. Therefore, we recommend the SIVA model since it focuses
on different aspects of the marketing mix and is similar in some respects (Gordon, 2011).
Although critics argue the 4Ps are from marketers' perspective, according to Ettenson (2013).
Hence, the SIVA framework is from the standpoint of consumers; according to Dev and Schultz
(2005), SIVA works for this strategy.
Finally, implementing a comprehensive, integrated marketing communication programme.
(a). Vodafone will enter a profitable target segment (premium customers). (b). Strengthen
cross-platform communication channels to encourage purchasing decisions and build
customer loyalty. (c). Increase monthly contract sales; PAYG, SMS / Voice and data services.
(d). Strengthening the competitive advantage to expand market leadership continuously.

Appendix
Marketing Mix
Alternative marketing mix investigated before concluding on SIVA framework for Vodafone’s
2018 IMC plan. Alternative models failed to fit Vodafone's marketing mix such as the 7Ps
(additional People, Process and Physical Evidence) Boom & Bitner, (1970); 4Cs (Consumer,
Cost, Communication and Convenience) Lauterborn (1990); OVER (Offering, Value,
Experience and Relationship) model (2012); Ettenson et al. (2013) S.A.V.E (Solutions, Access,
Value and Education) and final 3M (Modern Marketing Model) Friedlein,
(2017). Subsequently, Dev & Schultz (2009) SIVA (Solution, Information, Value and Access)
framework apply here and recommended for the plan.
Books
1. Aaker, D. (1995). Strategic market management. New York [i.e.]: Wiley.
2. Baines, P., Fill, C. and Rosengren, S. (2017). Marketing. 5th ed.
3. Baker, M. (2014). Marketing Strategy and Management (5th Edition). 5th ed.
London: Palgrave.
4. Ballou, R.H. (2004) Business Logistics/Supply Chain Management: Planning,
Organizing and Controlling the Supply chain. 5th Edition, Pearson/Prentice Hall Inc.,
New Jersey.
5. Dall'Olmo Riley, F., Singh, J. and Blankson, C., 2016. Positioning a brand. USA:
Publisher: Routledge Editors: In book: The Routledge Companion to Contemporary
Brand Management (pp.164-185) Chapter: 12.
6. Ghauri, P. and Cateora, P., 2014. International Marketing. 4th ed. Maidenhead:
McGraw-Hill Education.
7. Hooley, G., Nicoulaud, B. and Piercy, N. (2012). Marketing strategy and competitive
positioning. Harlow, England: Financial Times/Prentice-Hall.
8. Johnson, G., Scholes, K. and Whittington, R. (2011). Exploring corporate strategy.
Harlow [etc.]: Pearson Education.
9. Kardes, F. Cline, T. Cronley, M. 2011. Consumer behavior: Science and Practice. South-
Western Cengage Learning.
10. Kotler, P. and Keller, K. (2011a). Marketing management. Harlow: Pearson
Education.
11. Kotler, P., (1997b). Marketing Management Analysis Planning Implementation and
Control. Upper Saddle River, NJ: Prentice Hall International (England: Prentice-Hall).
12. Kotler, P. and Keller, K. (2006c) Marketing Management. Pearson Prentice Hall,
Upper Saddle River.
13. McKenna, R. (1986). The Regis Touch: New Marketing Strategies for Uncertain Times.
Journal

1. Akbarzadeh, F. (2012). The Balanced Scorecard (BSC) Method: From Theory to
Practice. Oman Chapter of Arabian Journal of Business and Management Review,
2(5), pp.88-98.
2. Bayer, J., 2010. Customer segmentation in the telecommunications industry. Journal
of Database Marketing & Customer Strategy Management, 17(3-4), pp.247-256.
3. Blankson, C. (2001a). Some issues about the concept of positioning: an overview. In
Atlantic Marketing Association Conference.
4. Blankson, C. (2008b). Consumer perceptions of UK plastic card brands’ market
positions and positioning strategies. Journal of Retail Marketing Management
Research, 1(2), 1-16.
5. Blankson, C., Kalafatis, S. P., Cheng, J. M. S., & Hadjicharalambous, C. (2008c). Impact
of positioning strategies on corporate performance. Journal of Advertising Research,
48(1), 106–22.
6. Bock, W., Candelon, F., Chai, S., Choi, E., John Corwin, J., DiGrande, S., Gulshan, R.,
Michael,
7. Dev, C. and Schultz, D. (2005a). Simply SIVA: Get results with the new marketing mix.
[online] Archive.ama.org. Available at:
https://archive.ama.org/archive/ResourceLibrary/MarketingManagement/document
s/16975250.pdf [Accessed 20 Dec. 2017].
8. Dev, C.S., Schultz, D.E., (2005b). A customer focused approach can bring the current
marketing mix into the 21st century. Marketing Management 14 (1), 18–24. Dev,
C.S., Schultz, D.E., 2005c. Simply SIVA. Marketing Management 14 (2), 36–41.
9. Gordon, R., 2012. Re-Thinking and Re-Tooling the Social Marketing Mix. Australasian
Marketing Journal, 20(2), pp.122-126.
10. Gupta, A. (2013). Environment & PEST Analysis: An Approach to External Business
Environment. International Journal of Modern Social Sciences, [online] 2013, 2(1):
34-43(ISSN: 2169-9917), p.097215091772183. Available at:
https://pdfs.semanticscholar.org/d9d2/86c5a903a91d4e5e6cff565f186f91383a02.p
df
11. Helms, M. and Nixon, J. (2010). Exploring SWOT analysis – where are we now?
Journal of Strategy and Management, 3(3), pp.215-251.
12. Hindle, K., (2009). The relationship between innovation and entrepreneurship: easy
definition, hard policy. Paper delivered to the refereed stream of the 6th AGSE
International Entrepreneurship Research Exchange. 3-6 February. Adelaide, South
Australia, Australia.
13. Izogo, E., 2017. Customer loyalty in telecom service sector: the role of service quality
and customer commitment | Emerald Insight. [online] Emerald.com. Available at:
<https://www.emerald.com/insight/content/doi/10.1108/TQM-10-2014-
0089/full/html> [Accessed 17 December 2017].

14. Kampamba, J., 2015. An Analysis of the Potential Target Market through the
Application of the STP Principle/Model. Mediterranean Journal of Social Sciences, Vol
6(No 4 S3), pp.326 -328.
15. Kumar, V., (2010). Customer Relationship Management Part 1. Marketing
Strategy: Wiley International Encyclopedia of
Marketing https://doi.org/10.1002/9781444316568.wiem01015
16. Lunn, P. and Lyons, S., 2017. Consumer switching intentions for telecoms services:
evidence from Ireland. [online] Mpra.ub.uni-muenchen.de. Available at:
<https://mpra.ub.uni-muenchen.de/77412/1/MPRA_paper_77412.pdf> [Accessed
19 December 2017].
17. Marcellinus C. Dike, Elizabeth L. Rose, (2017) "Internationalization of mobile
telecommunications: Review of International Business and Strategy 27(8):00-00
DOI: 10.1108/RIBS-01-2017-0004
18. Newman, N., 2017. Corporate Social Responsibility as a Positioning Strategy:
Evidence from the Ghanaian Telecommunication Industry. Advances in Economics
and Business, [online] 5(12) :(683-698, 2017), pp.3-7. Available at:
<http://www.hrpub.org> [Accessed 14 December 2017].
19. Parliament. UK, 2017. Telecommunications Sector Report. [online] Parliament.uk.
Available at: <https://www.parliament.uk/globalassets/documents/commons-
committees/Exiting-the-European-Union/17-19/Sectoral-Analyses/37-
Telecommunications-Report.pdf> [Accessed 20 November 2017].
20. Patton, M. (2016). Remixing the Marketing Mix: Moving beyond the 4 Ps of
Marketing. [online] Red Letter Marketing. Available at:
http://redlettermarketing.com/4-ps-of-marketing-siva/ [Accessed 20 Jun. 2018].
21. Pfeffer, J. and Salancik, G., 1978. The External Control of Organizations: A Resource
Dependence Perspective. 1st ed. California, USA: Stanford University Press, pp.p.39-
59, p. 69-88.
22. Porter, M. (1979). The Five Forces - Institute for Strategy and Competitiveness -
Harvard Business School. [online] Isc.hbs.edu. Available at:
https://www.isc.hbs.edu/strategy/business-strategy/Pages/the-five-forces.aspx
[Accessed 20 Jun. 2018].
23. Schiffman, L. and Kanuk, L., 2004. Consumer behaviour. Upper Saddle River, NJ:
Prentice Hall.
24. Reeves, M., Haanaes, K. and Sinha, J., 2015. Navigating the Dozens of Different
Strategy Options. Harvard Business Review, pp. Articles - dated June 24, 2015.
25. Ries, A. and Trout J. (1972b). The positioning era commeth. Advertising age, (pp.24,
35-38)
26. Ries, A. and Trout J. (1989c). Reviewed Works: Positioning: The Battle for Your
Mind by Al Ries, Jack Trout; Marketing Warfare by Al Ries, Jack Trout; Bottom-Up
Marketing by Al Ries, Jack Trout; Review by Robert Demaris. Journal of Marketing,
Vol. 56, No. 1 (Jan., 1992), pp. 122-125 (4 pages) Published By: Sage Publications, Inc.
https://doi.org/10.2307/1252139; https://www.jstor.org/stable/1252139

27. Souar, Y., Mahi, K. And Ameur, I., 2015. The Impact of Marketing Mix Elements on
Customer Loyalty for an Algerian Telecommunication Company. Expert Journal of
Marketing, Volume 3(Issue 1), pp., p. 1 -1 0.
28. Reichheld, F.F. and Schefter, P. (2000) E-Loyalty: Your Secret Weapon on the Web.
Harvard Business Review, 78, 105-113.
29. Won-Moo h., Jungkun, P., Minsung., K (2010) “The role of commitment on the
customer benefits-loyalty relationship in mobile service industry”. The Service
Industries Journal, 2008. Vol. 30(No. 14,), pp. 2293-2309.
30. M. Wedel and W.A. Kamakura, Market Segmentation: Conceptual and
Methodological Foundations, 2nd edition, Norwell, MA: Kluwer Academic Publishers,
2000, 382 pp. : January 2002 Journal of Classification 19(1):179-182
31. Zineldin, M. and Philipson., 2007. Kotler and Borden are not dead: myth of
relationship marketing and truth of the 4Ps. Journal of Consumer Marketing.
Australasian Marketing Journal, 24(4),), pp.229–241.
References
1. Bhasin, H., 2017a. SWOT analysis of Vodafone - Vodafone SWOT analysis. [online]
Marketing91. Available at: <https://www.marketing91.com/swot-analysis-
vodafone/> [Accessed 29 November 2017].
2. Bhasin, H., 2017b. Vals framework - Values attitude lifestyle - Vals model. [online]
Marketing91. Available at: <https://www.marketing91.com/vals-values-attitude-
lifestyle/> [Accessed 28 November 2017].
3. Brand Finance, 2017. Global 500 2017 | Brand Value Ranking League Table | Bran directory.
[online] Brandirectory.com. Available at: <https://brandirectory.com/rankings/global/2017>
[Accessed 7 December 2017].
4. Brignall, M., 2017. EE and Vodafone are UK’s worst mobile providers, says Which?
[online] the Guardian. Available at:
<https://www.theguardian.com/money/2017/may/27/ee-vodafone-us-worst-
mobile-providers-which-networks> [Accessed 18 December 2017].
5. Consumer Barometer, 2017. Consumer Barometer Study 2017 - The Year of the
Mobile Majority. [online] Think with Google. Available at:
<https://www.thinkwithgoogle.com/intl/en-154/marketing-strategies/app-and-
mobile/consumer-barometer-study-2017-year-mobile-majority/> [Accessed 31
December 2017].
6. Bock, W., Candelon, F., Chai, S., Choi, E., John Corwin, J., DiGrande, S., Gulshan, R., Michael, D.
and Varas, A., 2015. The Mobile Revolution: How Mobile Technologies Drive a Trillion-Dollar
Impact. [online] BCG Global. Available at:
<https://www.bcg.com/publications/2015/telecommunications-technology-industries-the-
mobile-revolution> [Accessed 16 December 2017].
7. Brand Finance, 2017. Global 500 2017 | Brand Value Ranking League Table | Bran directory.
[online] Brandirectory.com. Available at: <https://brandirectory.com/rankings/global/2017>

8. D. and Varas, A., 2015. The Mobile Revolution: How Mobile Technologies Drive a
Trillion-Dollar Impact. [online] BCG Global. Available at:
<https://www.bcg.com/publications/2015/telecommunications-technology-
industries-the-mobile-revolution> [Accessed 16 December 2017].
9. Dall'Olmo Riley, F., Singh, J. and Blankson, C., 2016. Positioning a brand. USA: Publisher:
Routledge Editors: pp. In book: The Routledge Companion to Contemporary Brand
Management (pp.164-185) Chapter: 12.
10. Deloitte, R. (2017). State of the smart Consumer usage patterns of the smartphone
Global Mobile Consumer Survey. [online] Www2.deloitte.com. Available at:
https://www2.deloitte.com/content/dam/Deloitte/be/Documents/technology-
media-telecommunications/global-mobile-consumer-survey-2017_belgian-
edition.pdf [Accessed 20 Jun. 2018].
11. Fildes, N. (2017a). Vodafone lines up stronger 2018 after writing down and losses |
Financial Times. [online] Ft.com. Available at:
https://www.ft.com/content/160e5e55-c3db-382c-aa40-78f454448735 [Accessed
20 Jun. 2018].
12. Fildes, N. (2017b). Vodafone shares rise as telecoms group lifts profit forecasts |
Financial Times. [online] Ft.com. Available at:
https://www.ft.com/content/9a9c67e8-3a05-11e7-821a-6027b8a20f23 [Accessed
20 Jun. 2018].
13. Ft.com, 2017. Vodafone announces new brand positioning strategy – Company
Announcement - FT.com. [online] Markets.ft.com. Available at:
<https://markets.ft.com/data/announce/full?dockey=1323-13386612-> [Accessed
26 November 2017].
14. Global 500, 2017. Global 500 2017 | Brand Value Analysis Charts | Bran directory.
[online] Brandirectory.com. Available at:
<https://brandirectory.com/rankings/global/2017/charts> [Accessed 25 November
2017].
15. Harbour, S. (2017). What Are the Benefits and Detriments of SWOT Analysis? [online]
Smallbusiness.chron.com. Available at: http://smallbusiness.chron.com/benefits-
detriments-swot-analysis-18468.html [Accessed 20 Jun. 2018].
16. Henderson, B. (1970). The Product Portfolio. [online] https://www.bcg.com.
Available at: https://www.bcg.com/en-gb/publications/1970/strategy-the-product-
portfolio.aspx [Accessed 20 Jun. 2018].
17. http://www.annualreports.com (2017). Vodafone Group Annual Report 2017.
[online] Annualreports.com. Available at:
http://www.annualreports.com/HostedData/AnnualReports/PDF/LSE_VOD_2017.pd
f [Accessed 20 Jun. 2018].
18. Marketing91. Available at: <https://www.marketing91.com/vals-values-attitude-
lifestyle/> [Accessed 28 November 2017].

19. Mediakix, 2017. Top 10 Mobile Consumer Statistics on Purchase Behavior. [online]
Mediakix. Available at: <https://mediakix.com/blog/mobile-consumer-statistics-
behavior-purchase/> [Accessed 23 November 2017].
20. Mintel, R. (2017a). Mobile Network Providers - UK - January 2017. [online]
Academic.mintel.com.ezproxy.lib.bbk.ac.uk. Available at:
http://academic.mintel.com.ezproxy.lib.bbk.ac.uk/display/858731/ [Accessed 20
Jun. 2018].
21. Mintel, R. (2017b). Variety of content the most important factor for TV. [online]
Academic.mintel.com.ezproxy.lib.bbk.ac.uk. Available at:
http://academic.mintel.com.ezproxy.lib.bbk.ac.uk/display/886407/?highlight
22. Morris, I., 2017. What Hard Brexit Means for Vodafone, BT | Light Reading. [online]
Light Reading. Available at: <https://www.lightreading.com/regulation/what-hard-
brexit-means-for-vodafone-bt/a/d-id/729695> [Accessed 30 November 2017].
23. Newman, S., 2017. Vodafone lost 170,000 customers this year already. [online]
Simonlydeals.co.uk. Available at: <https://simonlydeals.co.uk/news/vodafone-lost-
170000-customers-already/> [Accessed 29 November 2017].
24. NoVarejo, P., 2017. 4 impacts of mobile phone on consumer behavior, according to
Google - FH International. [online] FH International. Available at:
<https://www.fh.com.br/eng/blog-fh/2017/08/23/4-impacts-of-mobile-phone-on-
consumer-behavior-according-to-google/> [Accessed 28 November 2017].
25. Ofcom, b., (2017a). Communications Market Report United Kingdom Published 3
August 2017. [online] Ofcom.org.uk. Available at:
<https://www.ofcom.org.uk/__data/assets/pdf_file/0017/105074/cmr-2017-uk.pdf>
[Accessed 13 November 2017].
26. Ofcom, U., (2017b). Telecoms and networks. [online] Ofcom.org.uk. Available at:
<https://www.ofcom.org.uk/__data/assets/pdf_file/0015/105441/uk-telecoms-
networks.pdf> [Accessed 30 November 2017].
27. Ofcom.org.uk (2017c). Communications Market Report: United Kingdom. [online]
Ofcom.org.uk. Available at:
https://www.ofcom.org.uk/__data/assets/pdf_file/0017/105074/cmr-2017-uk.pdf
28. Prigg, K., 2017. Modernising Vodafone's network to carry soaring data traffic over
4G. [online] Vodafone UK News Centre. Available at:
<https://newscentre.vodafone.co.uk/features/modernising-network-soaring-4g-
data/> [Accessed 19 November 2017].
29. Rose, R. and Johnson, C. (2014). Experiences: THE 7TH ERA OF MARKETING. [online]
7theraofmarketing.com. Available at: http://7theraofmarketing.com/wp-
content/uploads/2014/09/Experiences-The-7th-Era-Of-Marketing.pdf [Accessed 20
Jun. 2018].

30. Vodafone Group (2017a). Investors Relations. [online] Vodafone.com. Available at:
http://www.vodafone.com/content/annualreport/annual_report17/index.html
31. Vodafone, Group., 201b7. Vodafone Group Plc Annual Report 2017. [online]
Media.corporate-ir.net. Available at: <http://media.corporate-
ir.net/media_files/IROL/77/77862/annual-reports/annual_report17/index.html>
32. Williams, C. (2017a). Vodafone plots attack on UK market following recovery from IT
meltdown. [online] The Telegraph. Available at:
https://www.telegraph.co.uk/authors/christopher-williams/ [Accessed 20 Jun.
2018].
33. Williams, C., 2017b. Vodafone makes the right connections in South Africa in a
shifting political landscape. [online] The Telegraph. Available at:
<https://www.telegraph.co.uk/business/2017/09/23/vodafone-makes-right-
connections-south-africa-shifting-political/> [Accessed 30 November 2017].
34. Yueh, L., 2017. Britain's Economic Outlook after Brexit. [online] Wiley Online Library.
Available at: <https://onlinelibrary.wiley.com/doi/full/10.1111/1758-5899.12441>
[Accessed 10 November 2017].

Vodafone Plc.

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Vodafone Plc.

Similar to Vodafone Plc. (20)

More from Financial Services

More from Financial Services (9)

Recently uploaded

Recently uploaded (20)

Vodafone Plc.