Vodafone – The Market Audit


For this piece of work was determined to analyze some of the internal and external aspects of the brand Vodafone from a Marketing perspective.

The first assignment is a group project and the following report is as individual one whereby recommendations and why’s for using such strategy are exposed, considering internal and external aspects highlighted in the first piece of work…

I hope you enjoy my views about this global brand, present in more than 40 countries all over the world, including New Zealand….

The full report is here, on only one click

EXECUTIVE SUMMARY

 

This report is an extension of the previous work that contained market audit made on the company Vodafone in regard to its current situation and possible future projections.

Among many pointed out,  two of these key strategic issues from the previous report will be selected and its implications analysed in depth in order to reach the best pathway for the for corporate and business level strategic development.

 In fact these two elements might be connected and probably are the dictating the shifting moment in New Zealand where new companies such as 2degrees and Skinny are becoming a concern for taking part of the market share.

 Therefore on this piece of work aimed to provide solutions to some of those gaps identified in the last report with the purpose of:

 

1.      Promote the market share retention;

2.      As not cost leader, find attractiveness in other aspects of the business that not encompass call, text and plans rates

3.      Explore the ‘giant’ and proportions that a company like Vodafone has over competitor such as media and press presence.

INTRODUCTION

As stated in the last report, Vodafone is true example of what a brand and company is able to do in regard to globalization strategy operating in more countries than any other telecommunications company around the world.  Vodafone in New Zealand started with an acquisition when it attached BellSouth communications in 1998 to its operations.  With only 138,000 customers, the network was much smaller than New Zealand state owned network Telecom.  Then it surpassed Telecom becoming market leader in New Zealand with more than 2,400 million customers (The National Business Review, 2011) nowadays.

However, aiming at taking Vodafone out of its leading position, new companies are entering into the market relying on low cost rates as their main strategies and more worrying is that has successfully worked on the target audience who are shifting from those traditional companies represented by Vodafone and Telecom to new entrants such as 2degrees and Skinny.

Therefore, an immediate part of the strategy consists of:

–          Maintaining its existing market share and minimise impact coming from competitors

–          Rebuilding and enhancing the relationship with consumers by improving the customer service experience and educating consumers about quality – which will be perceived in a long-run;

To critically examine these aspects it is necessary to go through the analysis developed in the last report which contains SWOT and SFAS.

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