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10/31/2012

Introduction
Evolution of 'Vodafone' brand started in 1982 with the establishment of 'Racal Strategic Radio Ltd' subsidiary of Racal Electronics plc - UK's largest maker of military radio technology. The same year, Racal Strategic Radio Ltd formed a joint venture with Millicom called 'Racal Vodafone', which would later evolve into the present day Vodafone.[ Evolution as a Racal Telecom brand : 1980 to 1991

Vodafone's original logo, used until the introduction of the speech mark logo in 1997

Part of the Vodafone campus in Newbury, Berkshire. In 1980, Sir Ernest Harrison OBE, the then chairman of Racal Electronics plc. agreed a deal with Lord Weinstock of General Electric Company plc to allow Racal to access some of GEC's tactical battle field radio technology. The head of Racal's military radio division Gerry Whent was briefed by Ernest Harrison to drive the company into commercial mobile radio. Whent visited GEs mobile radio factory in Virginia, USA the same year to understand the commercial use of military radio technology. In 1982, Racal's newly formed Racal Strategic Radio Ltd subsidiary won one of two UK cellular telephone network licences, with the other going to British Telecom The network, known as Racal Vodafone, was a joint venture 80% owned by Racal, with Millicom holding 15% and Hambros Technology Trust 5%. Vodafone was launched on 1 January 1985, and shorty thereafter Racal Strategic Radio was renamed Racal Telecommunications Group Limited.[16] On 29 December 1986, Racal Electronics bought out the minority shareholders of Vodafone for GB110 million; and Vodafone became a fully owned brand of Racal. In September 1988, the company was again renamed Racal Telecom. On 26 October 1988, Racal Telecom, majority held by Racal Electronics; went public on the London Stock Exchange with 20% of its stock floated. The successful flotation led to a situation where the Racal's stake in Racal Telecom was valued more than the whole of Racal Electronics. Under

stock market pressure to realise full value for shareholders of Racal, Harrison decides in 1991 to demerge Racal Telecom. Vodafone Group, then Vodafone Airtouch plc : 1991 to 2000 On 16 September 1991, Racal Telecom was demerged from Racal Electronics as Vodafone Group, with Gerry Whent as its CEO. In July 1996, Vodafone acquired the two thirds of Talkland it did not already own for 30.6 million. On 19 November 1996, in a defensive move, Vodafone purchased Peoples Phone for 77 million, a 181 store chain whose customers were overwhelmingly using Vodafone's network In a similar move the company acquired the 80% of Astec Communications that it did not own, a service provider with 21 stores. In January 1997, Gerald Whent retired and Christopher Gent took over as the CEO. The same year, Vodafone introduced its Speechmark logo, composed of a quotation mark in a circle, with the O's in the Vodafone logotype representing opening and closing quotation marks and suggesting conversation. . On 29 June 1999, Vodafone completed its purchase of AirTouch Communications, Inc. and changed its name to Vodafone Airtouch plc. The merged company commenced trading on 30 June 1999 In order to gain anti-trust approval for the merger, Vodafone sold its 17.2% stake in E-Plus Mobilfunk The acquisition gave Vodafone a 35% share of Mannesmann, owner of the largest German mobile network. On 21 September 1999, Vodafone agreed to merge its U.S. wireless assets with those of Bell Atlantic Corp to form Verizon Wireless.[27] The merger was completed on 4 April 2000, just a few months prior to Bell Atlantic's merger with GTE to form Verizon Communications, Inc. In November 1999, Vodafone made an unsolicited bid for Mannesmann, which was rejected. Vodafone's interest in Mannesmann had been increased by the latter purchase of Orange, the UK mobile operator. Chris Gent would later say Mannesmann's move into the UK broke a "gentleman's agreement" not to compete in each other's home territory. The hostile takeover provoked strong protest in Germany, and a "titanic struggle" which saw Mannesmann resist Vodafone's efforts. However, on 3 February 2000, the Mannesmann board agreed to an increased offer of 112 billion, then the largest corporate merger ever The EU approved the merger in April 2000 when Vodafone agreed to divest the 'Orange' brand, which was acquired in May 2000 by France Telecom. The conglomerate was subsequently broken up and all manufacturing related operations sold off.

Vodafone Group plc : 2000 to present

The headquarters ofVodafone Romania in Bucharest On 28 July 2000, the Company reverted to its former name, Vodafone Group plc. In April 2001, the first 3G voice call was made on Vodafone United Kingdom's 3G network. In 2001, the Company acquired Eircell, the largest wireless communications company in Ireland, from eircom. Eircell was subsequently rebranded as Vodafone Ireland. Vodafone then went on to acquire Japan's third-largest mobile operator J-Phone, which had introduced camera phones first in Japan. On 17 December 2001, Vodafone introduced the concept of "Partner Networks", by signing TDC Mobil of Denmark. The new concept involved the introduction of Vodafone international services to the local market, without the need of investment by Vodafone. The concept would be used to extend the Vodafone brand and services into markets where it does not have stakes in local operators. Vodafone services would be marketed under the dualbrand scheme, where the Vodafone brand is added at the end of the local brand. (i.e., TDC Mobil-Vodafone etc.) In 2005, Vodafone entered into a title sponsorship deal with the McLaren Formula One team, which has since traded as Vodafone McLaren Mercedes. In May 2011, Vodafone Group Plc bought the rest of the shares of Vodafone Essar from Essar Group Ltd with value of $5 billion and became a solely owned of Vodafone Essar. On 1 December 2011, it acquired the Reading based Bluefish Communications Ltd a ICT consultancy company The acquired operations formed the nucleus of a new Unified Communications and Collaboration practice within its subsidiary - Vodafone Global Enterprise, which will focus on implementing strategies and solutions in cloud computing, and strengthen its professional services offering.

In April 2012, Vodafone announced an agreement to acquire Cable & Wireless Worldwide (CWW) for 1.04 billion. Vodafone was advised by UBS AG, while Barclays and Rothschild advised Cable & Wireless.]The acquisition will give Vodafone access to CWW's fibre network for businesses, enabling it to take unified communications solutions to large enterprises in UK and globally; and expand its enterprise service offerings in emerging markets. On 18 June 2012, Cable & Wireless' shareholders voted in favour of the Vodafone offer, exceeding the 75% of shares necessary for the deal to go ahead.

Mission & Vision

Vision To enrich our customer's lives through the unique power of mobile communication Passion Passion for Customers Customers have chosen to trust us. In return, must strive to anticipate and understand the needs and delight them with service. Value customers above everything else and aspire to make their lives richer, more fulfilled and more connected. Always listen and respond to each of our customers. Strive to delight our customers; anticipating their needs and delivering Passion for People Outstanding people working together make Vodafone exceptionally successful. Seek to attract, develop, reward and retain outstanding individuals. Believe in empowerment and personal accountability. Enjoy what we do. Believe in the power of our teams. Passion for Results Action-oriented and driven by a desire to be the best. Committed to be the best in all we do. All play our part in delivering results. Seek speed, flexibility and efficiency in all we do. Passion for the World Around Help people of the world to have fuller lives both through the services provide and

through the impact have on the world around us. Recognise the responsibilities that accompany the growth we have achieved. Will be a force for good in the world. A spirit of partnership and mutual respect is critical in all our activities.

Objectives

Getting closer to customers Improving workforce effectiveness Securing mobile data Simplifying communications Stay operational in any weather HR / ADMINISTRATIVE POLICIES AND PROCEDURES

1. Recruitment procedure: REQUISITION FOR STAFF:

A written requisition for recruitment of staff is to be submitted to the HR unit in order to initiate the recruitment process. It should contain the job description / job profile of the proposed staff as far as possible. Clearly mention the competencies required with minimum academic qualification required for the post If the post requires previous experience, this should be specifically stated for how many years and from what type of organisation The requisition should also mention the name of the project where s/he will be absorbed and for what period. The amount of salary proposed and whether there is a provision in the project. Any other relevant information justifying the recruitment The requisition should be made by the unit / divisional head / the designated person responsible in this regard.

APPROVAL FROM CINI HR UNIT: On receipt of the above requisition, the HR unit will start the actual recruitment process. Or may ask for more information from the unit, if required. After having satisfied with the requirement, the HR unit will put an approval note on the face of the requisition as to the next steps to be followed. INTERNAL SEARCH In some cases of recruitment for key positions of a new project, if the institute feels that the position should preferably be filled up from among the experienced personnel for the greater interest of the project, the institute may open the position to its existing employees through internal notice followed by the normal interview

process. EXTERNAL SEARCH THROUGH PUBLIC NOTIFICATION:

A public notice will be served through any of the following methods Advertisement in News paper Serving 'Notice' and unit office notice boards or Referring to the institute data bank from job application file Search from campus recruitment drives of premier organisations Reference to external recruitment agencies.

SHORT LISTING OF CANDIDATES: From among the applications received, a list of candidates to be prepared to be called for an interview as per the published criteria. The candidates may be called for interview through Call letters Telephone calls Walk in interview FORMATION OF RECRUITMENT BOARD :

The HR unit will constitute an interview board to conduct the interview. The board members include Staff members Sometime, resource person from outside For consideration of SPA for Programme Officer a. For such internal candidate, a Board will be formed preferably with all personnel from and above the Assistant Director level, and b. This will be considered only at the time of renewal of contract of such SPA For direct recruitment of Programme Officer and above, the recruitment Board will comprise of at least two Assistant Directors and one from Deputy Director and above. CONDUCTING INTERVIEW: The scrutiny of original testimonials of candidates to be carried out. Candidates' registration sheet to be signed by each applicant For recruitment in the post of Programme Officer and above, outstation candidates will be provided with travel expenses by AC II by the shortest route for attending the interview. The interview process may include all or any of following method Written test Computer test Group discussion Viva-voce interview

RECOMMENDATION OF INTERVIEW BOARD: After completing the interview process, One interview report containing the recommendation of the board signed by each board member to be forwarded to HR unit for further course of action. The report should clearly mention the name of selected candidate and May add a list of 2/3 candidates to be kept in the panel. All the interview documents of the selected candidate should also be attached with the report for future reference ISSUE OF APPOINTMENT LETTER: Now based on the recommendation report, the HR unit will issue the offer letter for appointment. Upon acceptance of the said offer letter, the HR unit will proceed to issue the appointment letter in the form of Assignment letter or Agreement for employment JOINING AND ORIENTATION OF NEW STAFF: Now the selected candidate will join the service on the agreed day and will officially inform her/his joining by A written 'joining letter' to the office This will have to be accepted by the concerned departmental head and forwarded to the HR unit Individual file will be created with all the relevant documents of the new appointee. A personal record form will be prepared immediately Staff identity card will be issued by the institute What are Values and why are they beneficial for business? Values are priorities and preferences that reflect what is most important values at work Being a values-based organisation is all about having a clear vision, strategic goals that are aligned to this, and values that define how were going to be to achieve that vision and goals. These three components are inter-dependent we need them all in equal measure to be successful as a business. Values are rules for living. They are deeply held beliefs that a certain way of being or a certain outcome is preferable to another. Values are externally demonstrated through behaviours.
.

How do we identify our values?

1. Engage senior managers 2. Gather a group 3. Start a dialogue 4. Collate results 5. Feedback results

How do we decide what our values will be? 1. Identifying your values 2. Drafting your values

.3. Think creatively 4. Formalise and publicise

How do we align with our values? 1. By identifying the behaviours associated with each value 2. Integrate your values into strategy and planning 3. Encourage values-based decision-making 4. Integrate your values into company operations 5. Report on your progress 6. Refresh your values

Customer service

Vodafones business in India has grown from 28 million customers at the time of acquisition in May 2007 to become its largest market with over 134 million customers at 31 March 2011. Vodafone has an international customer base in both developed and emerging markets with over 370 million mobile customers in more than 30 countries. During the FY 11 they added over 40 million customers, mostly in India.

SWOT Analysis

Vodafone Customers by market (%):

Vodafone Revenue by Market (%):

Mobile Service revenue market share(%):

Marketing Strategies

Vodafones new advertising campaign in India carried on with the same popular pug that had become a brand ambassador for Hutch. Where ever you go, our network follows, was the

previous slogan with the pug following the child wherever he went. Now, with Hutchison Essar becoming part of the Vodafone Group, the new campaign had started with Vodafone Essar earmarking Rs. 2.5 billion on the transition from Hutch to Vodafone. The main message of the brand transition exercise: The new Vodafone is the same old Hutch. In the advertisement, the pug sees a new home when it returns after an outing and feels the change is better. The new catch phrase will which was introduced was Make the most of now.

A number of advertisements followed suit. O&M, the advertising agency of Vodafone launched a rather direct, thematic ad showing the trademark pug in a garden, moving out of a pink colored kennel which symbolized Hutch making his way into a red one that is the Vodafone color. A more energetic, chirpier version of the You and I tune associated with Hutch was played towards the end, and it concluded with Change is good. Hutch is now Vodafone. O&M also rolled out four commercials featuring Hutchs animated boy and girl, introducing the new brands logo to consumers. The four creatives which were of five seconds each included the duo peeping over a wall to see the logo, parasailing with the logo flying high behind them, releasing a rocket bomb wherein the explosion reveals the logo and lastly, drawing curtains aside to show the logo.

Four other ads with the pug did the rounds of telly screens. These five and ten second spots cast the dog in situations where it literally, saw red, using the colour as a visual mnemonic to remember the brand by. The pug was shown in a red basket, popping up from a red cart, drying itself on a red mat and hiding in a red blanket. Each of these made use of the Hutch is now Vodafone tagline. The print ads, in all major languages in several leading dailies, were kept very simple: a still shot of the pug inside a red kennel. The same creative was used in outdoor hoardings as well, in all the 16 circles in which Vodafone now operates. Vodafone made use of TV advertising to bring in their brand, in a big way. They had tied up with Star India to run a complete roadblock of its fresh campaign on the entire network by unveiling the 24-hour nationwide rebranding campaign. It was the worlds first 24 hour TV roadblock to be done by any brand. Vodafone used all of the commercial airtime across all 13 channels in five languages (Hindi, Tamil, Bengali, Marathi and English) from 9 pm on 20 September to 9 pm on September 21. This exercise included TV commercials, transition bumpers and contest spots to promote the Vodafone Essar brand. Considering that the Star Network was the leading network in India, it was the most apt platform for the Vodafone launch. This strategy helped not only in achieving build rapid brand awareness but also to

break the clutter during such an important launch in the most happening category of telecom. Commercial spots had also been purchased on Sony entertainment television. While the campaign was heavy on television, it also included all other media vehicles. The print campaign kicked off on 21 September.

While the brand campaign had been addressing the transformation, the company, on the other hand was swiftly preparing for a price war in the Indian telecom space. Vodafone started providing mobile handsets to new subscribers at ultra-cheap prices, ranging from Rs. 800 to Rs. 1200. Vodafone Essar launched low priced cell phones in India under the Vodafone brand, and also co-branded handsets sourced from major global vendors. By bringing in millions of low-cost handsets from across the globe into India, Vodafone Essar distributed bundled handsets through its existing 400,000 distribution outlets. By flooding the market with its low-cost handsets, Vodafone also became a mass mobile phone brand like .

Development
The Company was incorporated under English law in 1984 as Racal Strategic Radio Limited (registered number 1833679). After various name changes, 20% of Racal Telecom Plc capital was offered to the public in October 1988. The Company was fully demerged from Racal Electronics Plc and became an independent company in September 1991, at which time it changed its name to Vodafone Group Plc. Since then we have entered into various transactions which consolidated our position in the United Kingdom and enhanced our international presence. The most significant of these transactions were as follows: the merger with AirTouch Communications, Inc. which completed on 30 June 1999. The Company changed its name to Vodafone AirTouch Plc in June 1999 but then reverted to its former name, Vodafone Group Plc, on 28 July 2000; the acquisition of Mannesmann AG which completed on 12 April 2000. Through this transaction we acquired businesses in Germany and Italy and increased our indirect holding in SFR; through a series of business transactions between 1999 and 2004 we acquired a 97.7% stake in Vodafone Japan. This was then disposed of on 27 April 2006; and on 8 May 2007 we acquired companies with interests in Vodafone Essar for US$10.9 billion (5.5 billion), following which we control Vodafone Essar.

Other transactions that have occurred since 31 March 2008 are as follows: 19 May 2008 Arcor: We increased our stake in Arcor for 460 million (366 million) and now own 100% of Arcor. 17 August 2008 Ghana: We acquired 70.0% of Ghana Telecommunications for cash consideration of 486 million. 9 January 2009 Verizon Wireless: Verizon Wireless completed its acquisition of Alltel Corp. for approximately US$5.9 billion (3.9 billion).20 April 2009 South Africa: We acquired an additional 15.0% stake in Vodacom for cash consideration of ZAR 20.6 billion (1.6 billion). On 18 May 2009 Vodacom became a subsidiary. 10 May 2009 Qatar: Vodafone Qatar completed a public offering of 40.0% of its authorised share capital raising QAR 3.4 billion (0.6 billion). The shares were listed on the Qatar Exchange on 22 July 2009. Qatar launched full services on its network on 7 July 2009. 9 June 2009 Australia: Vodafone Australia merged with Hutchison 3G Australia to form a 50:50 joint venture, Vodafone Hutchison Australia Pty Limited. 10 September 2010 China Mobile Limited: We sold our entire 3.2% interest in China Mobile Limited for cash consideration of 4.3 billion. 30/31 March 2011 India: The Essar Group exercised its underwritten put option over 22.0% of Vodafone Essar Limited (VEL), following which we exercised our call option over the remaining 11.0% of VEL owned by the Essar Group. The total consideration due under these two options is US$5 billion (3.1 billion). 3 April 2011 SFR: We agreed to sell our entire 44% interest in SFR to Vivendi for a cash consideration of 7.75 billion (6.8 billion). We will also receive a final dividend from SFR of 200 million (176 million) on completion of the transaction which, subject to competition authority and regulatory approvals, is expected during the second calendar quarter of 2011.

Annual

Assets [+]
03/2012 Cash and Equivalents Restrictable Cash Marketable Securities Receivables Inventories Prepaid Expenses Current Deferred Income Taxes Other Current Assets Total Current Assets Gross Fixed Assets Accumulated Depreciation Net Fixed Assets Intangibles Cost in Excess Non-Current Deferred Income Taxes Other Non-Current Assets Total Non-Current Assets Total Assets 11,405 2,114 11,509 777 5,915 276 31,995 77,119 (47,313) 29,806 33,815 61,274 3,148 62,971 191,013 223,008 03/2011 10,022 1,080 9,733 861 5,288 271 27,255 78,174 (45,825) 32,349 37,384 72,511 3,235 69,664 215,143 242,398 03/2010 6,709 589 13,614 657 21,569 73,451 (42,139) 31,312 34,009 78,633 1,567 71,041 216,562 238,130

in Millions of Dollars 03/2009 6,992 11,093 591 18,675 65,022 (37,430) 27,592 30,072 77,340 903 64,288 200,195 218,870 03/2008 3,370 8,173 827 4,811 121 17,302 73,866 (40,675) 33,191 37,673 101,815 865 61,570 235,114 252,416

Liabilities [+]
03/2012 Accounts Payable Short Term Debt Notes Payable Accrued Expenses Accrued Liabilities Deferred Revenues Current Deferred Income Taxes Other Current Liabilities Total Current Liabilities Long Term Debt Deferred Income Tax Other Non-Current Liabilities Minority Interest Capital Lease Obligations Preferred Securities of Subsidiary Trust Preferred Equity Outside Shareholders' Equity Total Non-Current Liabilities Total Liabilities Preferred Shareholder's Equity Common Shareholder's Equity Total Equity 9,999 28,387 38,386 45,315 10,540 3,819 2,024 61,699 100,085 122,923 122,923 03/2011 15,879 27,521 43,400 45,484 10,397 2,762 10 58,652 102,052 140,346 140,346 03/2010 21,361 16,933 5,113 43,408 44,670 11,190 1,113 651 57,624 101,031 137,099 137,099

in Millions of Dollars 03/2009 19,204 13,794 7,059 40,058 46,670 9,520 1,108 (1,985) 55,313 95,370 123,500 123,500 03/2008 23,724 8,988 10,867 43,579 44,946 10,133 2,092 (3,118) 54,053 97,632 154,783 154,783

Total Liabilities & Shareholder's Equity

223,008

242,398

238,130

218,870

252,415

Scope and Forecast

Currents assets have approximately doubled from 2008 to 2011 Current liabilities decreased by 12% from 2008 to 2012 to 2012 which is the sign of growth There is good scope of the company because of its plans If the company follows the recommendations there is much more scope of development

Thank you.....