1. Introduction
1.1 Focus of the Report
1.2 Executive Summary
1.3 Aim of the Report
2. Strategic Analysis
2.1. Vodafone: A Review
2.1.1. Early History
2.1.2. Becoming and Remaining a Genuine Global Player
2.1.3. End of an Era: Management Change
2.1.4. Leadership and Corporate Culture
2.1.4.1. Leadership Change and Honorary Life Presidency
2.1.4.2. Concerns about Strategic Direction
2.1.4.3. Rebalancing under Arun Sarin
2.1.5. Corporate and Brand Positioning
2.2. Issues Facing Vodafone
2.2.1. Effects of Core Market Saturation
2.2.2. Competition: Facing the Multiple-Play Carriers
2.2.3. Segmentation
2.2.3.1 Segmented Pricing and Products
2.2.3.2 Segmentation to address competition
2.2.4. Regulatory Considerations
3. Vodafone Today: A Rebalancing Strategy
3.1. Proactive versus Reactive
3.2. The Group’s so-called Five Strategic Objectives
3.2.1. “Reducing Costs and Stimulating Revenues in Europe”
3.2.1.1. Cost Reduction Initiatives in Europe
3.2.1.2. Stimulating Revenue Growth in Europe
3.2.2. “Delivering Strong Growth in Emerging Markets”
3.2.2.1. New acquisitions outperform original business cases
3.2.3. “Innovation and delivering on customers’ total communications needs”
3.2.3.1. Broadband and DSL
3.2.3.2. Mobile-PC Convergence
3.2.3.3. Mobile Advertising
3.2.3.4. Mobile-Centricity at the Core
3.2.4. “Actively manage the portfolio to maximise returns”
3.2.5. “Align capital structure and shareholder returns policy to strategy”
4. Vodafone and its Core Product Strategy in 2007
4.1 Multimedia content via Vodafone live!
4.1.1. The further development of Vodafone live!
4.1.2. Vodafone live! and the 3G dimension
4.1.2.1. Vodafone Mobile Connect 3G/GPRS: A Prelude to Vodafone live! with 3G
4.1.2.2. The Launch of Vodafone live! with 3G
4.1.2.3. An Issue of Market Acceptance
4.1.2.4. Recent Rises in Adoption
4.1.3. The Vodafone live! attempt to leverage existing Internet brand strengths through alliances
4.1.3.1. Rising Web 2.0. Brand Equity
4.1.3.2. Rival Web 2.0-based mobile developments
4.1.3.3 Bringing Web 2.0 Brands into Vodafone live!
4.1.4. Opening up the Web: Vodafone Mobile Internet
4.1.4.1. Vodafone live! and Vodafone Mobile Internet: Pricing Models and Changing Contexts
4.1.4.2. Prepaid Exclusion from Unlimited Flat Rate Data Pricing: An indirect prepaid-contract migration strategy
4.2 Convergence: Driving Fixed-Mobile Substitution
4.2.1. The Vodafone At Home and At Office solutions
4.2.2 Gearing Prices to the Home Consumer and Business Segments
4.2.2.1 The German FMC Market Situation
4.2.2.2. The Italian FMC Market Situation
4.2.3. Synergising Mobile with DSL, ULL and alternative Wireless Broadband options
4.2.3.1. Asset light approach towards DSL provision
4.3 Services for Emerging Markets: Mobile Remittance
4.3.1. Mobile Remittance: Target markets
4.3.2. M-payment for domestic markets
4.3.3. M-PESA Project: Successes
4.4 Developments in Group Handset Strategy
4.4.1 Handsets for Emerging Markets
4.4.2 Supporting the Mobile Plus Strategy: Multimedia Devices
5. The Mobile Communications Market: A Background
5.1 The Global Mobile Subscriber Market Context 2000-present
5.2. Vodafone within the Global Context
5.2.1. Vodafone and its Global Shift
6. Vodafone’s Relative Position in the UK
6.1. Consequences of UK Market Saturation
6.2. Redressing the Balance under Competitive Pressure
6.3. UK Cost Rebalancing: Acquisition and Retention
6.4. Vodafone live! and 3G Adoption in the UK
6.5. Vodafone UK Data Revenue Growth
6.6. Vodafone UK and The Mobile Plus Strategy in 2007
7. Vodafone's Relative Position in Germany
7.1. The Effects of German Market Saturation
7.2. Redressing the Balance under Intense Pricing Pressure
7.3. Embracing Fixed-to-Mobile Substitution
7.3.1 FMC as a Growth Driver
7.4. Encouraging Mobile Data Growth
7.5. Pushing the Mobile Plus Strategy
8. Vodafone's Relative Position in Spain
8.1 Market Saturation and Intensified Competition
8.2 Strong customer growth for Vodafone Spain
8.3. Revenue stimulation offsets declining ARPU
8.4. A Shifting Competitive landscape
8.5. Acquisition and usage stimulation helps drive 3G adoption
8.6. Balancing Traditional Growth Variables with the Mobile Plus Strategy
9. Vodafone's Relative Position in Italy
9.1. Italy: Europe’s most advanced mobile market
9.2. The effects of saturation and competition on performance
9.3. Usage stimulation
9.4. Non-voice revenue increasing in 2006-2007
9.4. HSPA drives 3G adoption over 2006-2007
9.5. Multiple-play increases competition
9.6. FMC: Vodafone Casa and Regulatory Issues
9.7. The Mobile Plus Strategy for Italy: The need to minimise time-to-market
10. Vodafone's Relative Position in its minor Western Europe markets: Greece, Netherlands, Portugal, Ireland
10.1. Comparison between European Markets
10.2. Other Europe Performance Highlights
10.3. Vodafone Greece fined by national regulator
10.4. Reduced Competition in the Netherlands
11. Vodafone EMAPA - The Core Growth Markets
11.1. EMAPA Market Characteristics
11.2. Global Players and the Regionalisation of Emerging Markets
12. Romania Overview
12.1. Capitalising on Romanian Market Growth
12.2. Usage and ARPU Growth
12.3. Encouraging 3G adoption and usage driven by Vodafone live!
12.4. Vodafone Office: Deriving Strength from the Romanian Business Segment
12.5. Pre-empting fixed line penetration using FMC
12.6. Market Leadership within Reach
13. Turkey Overview
13.1. Turkey: Scope for Growth
13.2. Vodafone Turkey outperforms acquisition business case and past record as Telsim
13.3. ARPU Growth across Segments
13.4. The Benefits of Best Practice Knowledge Transfer
13.5. Regulatory Concerns
13.6. Segmentation, Products and Distribution as Growth Drivers
14. Egypt Overview
14.1. Vodafone outperforms chief rival Mobinil
14.2. Prepaid-driven Growth
14.3. Key Success Factors since acquisition
14.4. Implementing Mobile Plus in Egypt
14.5. Positioned to compete
15. Overview of South Africa and other Vodacom operating territories
15.1. Strong Performance across territories
15.2. South Africa: Growth-driven performance
15.3. South African Subscriber Growth offsets Declining Averages
15.4. The Key Role of Segmentation in South Africa
15.5. The Mobile Plus Strategy in South Africa: Implementation breeds positive results and outlook
15.6. Regional growth outside South Africa
16. India: A New Frontier for Growth
16.1. Monthly Additions Enhance Performance Prospects
16.2. Hutchison Essar as a Growth Platform for Vodafone
16.3. Regional Subscriber Distribution Patterns and Growth
16.4. Vodafone’s Investment and Cost Efficiency plans for Indian operations
16.5. Marketing: From Hutch to Vodafone
16.6. Confident Outlook
17. Vodafone's Position in the "Grey Areas"
17.1. Marginalisation or Opportunity in the USA?
17.1.1. Vodafone’s lack of influence over Verizon Wireless’ Strategic Direction
17.2 Minimal Participation in fast-emerging China
18. Conclusions: A Question of Redefinition
18.1. Vodafone’s Positioning in a Changing Market Environment
18.2. The Vodafone Business Model in a Changing Market Environment
18.3. Vodafone's Corporate Mentality: Pragmatism and Potential Pitfalls
18.4. Marginalisation in the growing Internet space.
18.5. Pragmatic Approach to Multiple-Play