Marketing Strategies of Vodafone India
Table of Contents
I. Executive Summary………………………………………………….........................................................................................................3
II. Introduction ........................................................................................................................................................................................5
III. SWOT Analysis...................................................................................................................................................................................7
IV. PEST
…show more content…
Opportunities
The growing demand for 3G networking among businesses globally has seen laptop manufacturers embedding SIM chip in the laptop.
Improve accessibility to wide range of customers
Focus on cost reductions improving returns
Research and development of new mobile technologies
Threats
The telecommunications market is swiftly growing and becoming highly competitive with extremely high penetration rates.
Frequent tariff interventions and TRAI policies put pressure on its revenues.
Vodafone still lags behind its major competitors in India.
PEST Analysis
Political
Vodafone was embroiled in a $2.5 billion tax dispute with the Indian Income Tax Department over its purchase of Hutchison Essar Telecom services in April 2007.
Vodafone Group Plc. entered India in 2007 through a subsidiary based in the Netherlands, which acquired Hutchison Telecommunications International Ltd’s (HTIL) stake in Hutchison Essar Ltd (HEL)—the joint venture that held and operated telecom licenses in India.
The dispute had been whether or not the Indian Income Tax Department has jurisdiction over the transaction.
In January 2012, the Indian Supreme Court passed the judgement in favour of Vodafone, saying that the Indian Income tax department had "no jurisdiction" to levy tax on overseas transaction between companies incorporated outside India. In 2012, India changed its Income Tax
Trends in the market include the growing number of people within the 15-29 age range. Also, phones are being used for much more than just calling, other functions like texting and music playing capabilities have dominated much of a user’s data usage. As for market characteristics, the mobile industry has reached almost 50% penetration with about 130 million subscribers, and reaching its maturity. The cost structure has been very confusing for consumers, with hidden fees, overcharges, and lacks to reward users who do not use their plans to the max. And finally, channels include all service provider stores and retail consumer stores, for example, Target, Walmart, and Best Buy.
2 reliance on disputed advice was unreasonable as to penalties imposed for failure to pay tax liability during period after extended deadline; but
The appellants complain that the tax court fail to apply debt-equity principles. The secondary inquiry cannot be reached unless the first question concerning whether an economic
Microsoft is referred to as the ‘intervener’ in this case (CITT, 2014). Corel is seeking a compensation award from the Tribunal since Corel was unable to participate in the competition for the procurement, which meant that they could not make any profits, and Corel incurred expense costs in preparing their complaints.
The future of the telecommunication industry is an exciting future. No longer can these companies depend on telephone service plans to maintain profit. Each company needs to find other avenues, packages and services that can be sold to existing customers while attracting new customers. The companies
Less than a decade ago, the telecom operators in the U.S., Western Europe, and Japan were upgrading their existing networks to high-speed 3G technologies. Now the world telecommunications industry is about the switching to the next-generation super-fast 4G technologies.
India is one country which is developing rapidly at the moment along with China (Lal and Clement, 2005). The political, economic, social, cultural, technological and legal climate in India is extremely suitable for international entrepreneurs since business prospects in a country are heavily dependent on the above mentioned parameters. Since India is the second most heavily populated country in the world, British telecommunication company, Vodafone has enormous business opportunities in India. Mobile phone usage in India is increasing rapidly in recent times (Press Information Bureau: Government of India, 2010). A substantial portion of Indian
Facts of the case (Summary of facts of case and its journey to Supreme Court)
The matter was presented to the Administrative Appeals Tribunal (AAT) and AAT has different views on this matter and AAT considered the historical Cases and
The argument presented by the Tax Court did not consider factors brought to attention by the Court of Appeals. Most notably, the Tax Court did not consider all forms of compensation to the CEO when determining a formula for comparability. This is problematic as the comparability formula used to determine a reasonable compensation for Mr. Menard to receive and was the basis of the Tax Court’s argument against Mr. Menard.
The Court was hearing an appeal by the CCI against the order dated Feb. 15, 2010 of the Tribunal in Steel Authority of India Ltd. v. Jindal Steel & Power Ltd. Jindal Steel had
The aim of this report is to research into the Vodafone group and their entry into the Indian Market. The research was carried out of Vodafone’s history, their existing market strategy, the internal environment of the company and external
In today’s telecommunication market there is a lot of competition by industry giants such as Sprint,
The business case presented focuses on insatiable demand amongst a growing population for a service built on dilapidated, poorly maintained infrastructure, against a backdrop of government deregulation in the telecoms sector. As of 1992, there were a mere 78k telephone lines for the 27m people living in 4.7m households (a population set to double over the coming 24 years), with users suffering success rates of just 25%. Demand was forecast to grow to 500k subscribers by 1996. The recent deregulation of the telecoms sector (via the break-up of TPTC into TPC and TTCL) and the formation of a regulator (TCC) had
Within the first two weeks it would be necessary to gain control of cash flow. The prospects for Vodaphone’s industry are positive and cash usage should be leveraged in a manner that is proportional to market growth rate. Serpil will need to identify “non-core” business operations and outsource these operations as necessary. These “non-core” business operations might include supply chain and other