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Introduction about vodafone
Introduction about vodafone
Introduction about vodafone
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Recommended: Introduction about vodafone
In two decades, Vodafone became the telecommunications leader in Global Systems for Mobile networks (www.associatedcontent.com). Vodafone provides innovative and cutting edge telecommunications services on the largest wireless network on earth. In this article, I will discuss how Vodafone was started and the growth of one of the world's largest company.
Vodafone was formed in 1983 as a joint venture between Rascal Electronics (a UK electronic firm) and Millicom (a US telecom company), and was granted one of two mobile phone licenses in the UK (www.associatedcontent.com). That became the UK's first mobile license. The name Vodafone came from the firm's goal to establish a voice and data services over cellular telecommunication networks. In which, the VO is represents voice and the DA symbolizes data, hence Vodafone (www.associatedcontent.com). In 1985, Vodafone launched its service but as a Rascal subsidiary (www.vodafone.com).
October of 1987, Vodafone launched Vodapage. Which, is a paging network covering over 80% of the country (www.vodafone.com). In 1988, Rascal offered 20% of Vodafone to the public and would become Vodafone Group (www.associatedcontent.com). The beginning of the 1990s, Vodafone moves beyond the UK. In 1990, Vodafone customer base reaches 500,000 (www.vodafone.com). In October of 1992, Vodafone begins Commercial services. Vodafone was the first Portuguese company to offer a Customer Care Service available twenty-four hours a day and seven days a week (www.vodafone.com). Also, in 1992 Vodafone was named Company of the Year at Business Enterprise Awards (www.vodafone.com).
By 1993, Vodafone's international reach extends, with licenses and partnerships in Germany, South Africa, Fiji, Australia, and Greece (www.vodafone.com). Vodafone started networks for mobile phones in these other countries. Their strategy was to acquire competitors in order to knock out competition and become more competitive than its rivals (www.associatedcontent.com). March of 1994, Vodafone joins up with the Globalstar consortium to develop and launch low orbit satellite capability to supplement land-network coverage (www.vodafone.com). Also, in November of the same year Vodafone launches digital data fax and SMS (Short text messaging) service (www.vodafone.com).
In 1995, Vodafone kept expanding in the Netherlands, Uganda, Hong Kong, and France (www.vodafone.com). November 1997, Vodafone launch of their digital Pay As You Talk' pre-paid service for their frequent users (www.vodafone.com). In 1998, Vodafone is the first Portuguese mobile operator offering and introducing mobile phone in the market offering both bounds, 900 MHz and 1800 MHz (www.
Scope of competitive rivalry: primarily major carriers (revenue more than $1 billion). Legacy carriers developing low-cost offshoots
Verizon Communications Inc. is one of the leaders in providing communication services around the world. Its primary offerings are wireless, wireline, and broadband communication resources to meet residential, business, and government needs. As a leader in its industry, how can Verizon continue to grow its business? What strengths, weaknesses, opportunities and threats impact the success of Verizon now and in the future?
As of May 2013, AT&T is the 21st largest company in the world by market value, and the 13th largest non-oil company. As of 2014, it is also the 20th largest mobile telecom operator in the world, with over 250 million mobile customers. Communication is a big key to organizational behavior. AT&T’s website is easier to navigate, and offers essentially the same information as Verizon. Both companies have active foundations for charities.
Tactical problem: Inability to go against the government`s decision to open the 1800Mhz for mobile communication with concession for a third player. Advantage of Vodafone is starting a business year earlier than WESTEL. In addition, WESTEL is not sure about what kind of strategy that Vodafone will use to penetrate into Hungarian market. -S.W.O.T ANALYSIS- -STRENGTHS- Strength: WESTEL has a local partner (Hungarian Post and Telecommunication Company). Strength: In 1990, WESTEL had generated a waiting list of 3000 customers, without any advertising. Many customers had never seen an actual phone. Strength: In 1992, the management decided to lower entry barriers and launched the affordability campaign. Teaming up with a leasing finance company, clients could lease equipment and pay the joining fee. Strength: In 1993, the geographic coverage became more complete, smaller equipment became available, and consumers started to utilize the service up to its full potential. Strength: GSM technology was a major departure from the previous system and the WESTEL had selected Ericsson to build its GSM system. Strength: WESTEL had a strong emphasis on quality and received the ISO 9001 certificate. Later it was dominated and selected for the Hungarian National Quality Prize, and the European Marshall Award. Strength: In a company survey a great part of WESTEL customers was willing to recommend the company to others. Strength: Subscription services provide excellent opportunities to cross-sell, basically providing content or other products to the customers. Further, these services offer to opportunities to upgrade, to brand and loyalty programs. Loyalty programs later have become an important factor in consumer retention. WESTEL has created its loyalty program early on, so it is a advantage for WESTEL. Strength: In May 1996, WESTEL launched its first major promotion bringing down entry barriers to an unprecedented low. During 12 days the company sold more subscriptions than WESTEL 450 in three years.
Effective competition is widely seen as a key to the development of telecommunications services. The ability of new telecommunications networks to interconnect fairly and efficiently with existing networks is critical to the development of competition. AT&T has undergone numerous changes since its inception in the late 19th century. The McKinsey 7 S framework as applied by Pascale is recommended to manage the changes they are facing to adopt a greater competitive presence in the global economy. In conjunction with this framework, numerous other models were applied to analyse the global competitive position of AT&T. Recommendations for a revised strategy and direction for AT&T have been made throughout this document including two scenarios of how the telecommunications industry might develop towards 2000, while outlining the impact on AT&T.
Resources are being classified into tangible and intangibles assets as the followings: *Resources of *Virgin Group Tangible Resources Intangible Resources Capabilities of Virgin Group are established by the integrated resources that assisted it to stay competitive and to outdo its competitors. Valuable capabilities will aid Virgin Group to effectively tap and explore spotted opportunities as well as to minimize threats in the external environment. Should capabilities are consistently and effectively utilized, they will turn significant and be difficult to be imitated or substituted. With the resources discussed above, 3 capabilities of Virgin Group are identified as follows: - *Capabilities 1: Unique C*ulture of *"Making difference and creating uniqueness"* (*Contributed Resources: *Financial, Organizational, Human, Innovation*, Technological*) Creativity, Innovation are the foundations to Virgin and Richard Branson’s success! Technology push is the spine for innovation and likely to simulate process innovation in how service is provided when looking into Virgin. Technology is more likely to simulate process innovation. Every turn and businesses Branson venture has been with some kind of innovation or creativity element if not something unique, something that has not been seen or heard of before in the relevant market. Virgin Group has achieved a competitive advantage among its competitors by uniformly followed its culture in all business in serving good value and service to the customers in different ways. The basic and the core competence of all Virgin Group's business ventures are to do things just a little bit differently from the rest. And also they always tried to add value by adding a little fun to the business. By differentiating in strategy itself to fit of the activities and the ways of doing business have also differentiated itself from the rivals and make it difficult to imitate Virgin’s strategy. Hence, they have established their business to an untouchable position. How would you characterize the corporate strategy of Branson's Virgin Group? The answer to that question will not be so different from the ones above. However to better understanding we can characterize the corporate strategy of Virgin Group as "Making difference and creating uniqueness" in any kind of customers' service. They are not stuck to any business field so that makes them flexible of thinking and creating new ideas for their customers and the whole consumers around the world who need (or will need) Virgin's service.
Background One. Tel was launched by Jodee Rich and Brad Keeling in 1995 (Cook, 2001). At first, it looked to get the advantages from deregulation of the telecommunication industry by reselling other network’s capacity and making money through stock market speculation. Rich and Keeling tried to increase the company’s shares rather than profit the company (Cook, 2001). Initially, One.
Introduction: Leighton Holdings is Australia’s one of the most reputed organization, which is active in engineering and infrastructure, mining and resources, environmental services industries and telecommunications which is listed on the Australian Securities Exchange since 1962. This company has operations in different countries including Australia, South East Asia, New Zealand, Vietnam, China and Middle East. The main focus and activities of Leighton Holdings include market positioning, strategic direction and planning, financial management and corporate and public affairs.
Cellular phones carry a diverse group of users. In June 1985, there were about 203,000 cellular phone service subscribers. By June 1989, the number had exploded to 2.7 million subscribers, and by June 1995 there were mire than 26 million subscribers. When cell phones were first introduce, only people with a lot of money had them and the service was very expensive. It was a lot cheaper to stop and use the pay phone than it was to use a cell phone. Now, it is almost as cheap to use a cell phone to make a long distance call as it is to make a long distance call using AT&T.
BA#v=onepage&q=price%20of%20cell%20phone%20in%201980s&f=false Chowdhury. R. Evolution Of Mobile Phones: 1995 - 2012. (n.d.). Retrieved from http://www.hongkiat.com/blog/evolution-of-mobile-phones/ MobiThinking. Global mobile statistics 2013 Part A: Mobile subscribers; handset market share; mobile operators. (n.d.). Retrieved from http://mobithinking.com/mobile-marketing-tools/latest-mobile-stats/a#subscribers Poole. I. History of Mobile Phone. (n.d.). Retrieved from http://www.radio-electronics.com/info/cellulartelecomms/history/mobile-cell-phone.php UMTS World. History of UMTS and 3G development. (n.d.). Retrieved from http://www.umtsworld.com/umts/history.htm WorldMapper. Cellular Subscribers 1990. (n.d.). Retrieved from http://www.worldmapper.org/display.php?selected=333
Vodafone are a multinational cooperation who retail in telecommunication services. They were originally set up in the United Kingdom in 1984, and since then they have expanded globally and have been recognised as ‘the second largest telecommunications company in the world’ with revenue spanning over $46 billion (as of 2012).
By the end of 2003, Nokia was the clear market leader in the mobile phone industry in terms of sales and profitability. It was ahead of giant companies like Motorola, Ericsson, Siemens, Samsung, and other worthy competitors. Since the early 1990s, Nokia's Strategic Intent was to build distinctive competency in product innovation, rapid response, and global brand management. Its strategic intent required rapid growth in the core businesses of mobile phones and telecommunications networks. This goal was achieved by Nokia's development of new products and expansion into new markets. In order to become the global leader as it is today, the company had overcome numerous challenges and obstacles over the last decade.
Vodafone is the world's largest mobile telecommunications community, employing over 65,000 staff and with over 130 million customers. The business operates in 26 countries worldwide. Vodafone is a public limited company with listings on the London and New York stock exchanges.
Today, Nokia is the world leader in mobile communications. The company generates sales of more than $27 billion in a total of 130 countries and employs more than 60,000 people. Its simple mission: to "connect people."
...iness market. However, if satellite access is really going to catch on, as operators hope and believe, then there has to be traffic over the network after five o'clock as well. For that to happen, there has to be a consumer market, which will require much lower priced terminals. "Satellite operators have very aggressive target prices in mind for terminals, which is somewhat disadvantageous for Ericsson, compared with traditional suppliers," says Rudi Omholt. "Our strategy is to take advantage of our experiences and know-how from MINI-LINK and the telecom industry. Our strength lies in our reliability and quality and the fact that we are able to show operators an impressive production capacity and a global presence." Ericsson is following developments in the market for broadband access via satellite with interest, and is trying to put its finger on the desires of customers. By offering terminals and trying to land its first contract, the company hopes to form a stable foundation for new operations. "We will be setting serious requirements that one or more of the major telecom operators express an interest in the satellite market," says Ingmar Karlsson.