EXECUTIVE SUMMARY The Vodafone Group provides a full range of mobile telecommunications services, including voice and data communications. Vodafone has equity interests in 27 countries and partner networks in a further 27 countries with almost all the group's mobile subsidiaries operating principally under the brand name 'Vodafone'. Turnover for year end March 2006 was £29.4 billion. A big issue for companies like Vodafone in the mobile phone market has been how to differentiate. New, breakthrough products are critical to win in this highly competitive sector. However, the industry has traditionally been technology-led, rather than customer-led. This has meant a pronounced lack of competitive differentiation. Vodafone had come to realise that its traditional concept testing was not working hard enough. While hundreds of product concepts were tested, there was no standardised testing, no benchmarks and no way to compare one concept with another. To overcome this, the Vodafone Global Insights team developed the Differentiation Potential System (DPS). This was an end-to-end system designed to put customer insight at the heart of product development. It was a complete business process to ensure that the voice of the customer was integrated into the way products were developed and priorities set. By the end of 2005, the system was providing Vodafone with the common currency by which teams could measure the success of their product ideas. In addition, highly detailed diagnostics meant that further development on every individual product could be based on understanding customers. Even more significantly, it changed the way the company does business by having a profound effect on the way it perceives and reacts to customer needs.
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EXECUTIVE SUMMARY
The Vodafone Group provides a full range of mobile telecommunications services, including voice and data communications. Vodafone has equity interests in 27 countries and partner networks in a further 27 countries with almost all the group's mobile subsidiaries operating principally under the brand name 'Vodafone'. Turnover for year end March 2006 was £29.4 billion.
A big issue for companies like Vodafone in the mobile phone market has been how to differentiate. New, breakthrough products are critical to win in this highly competitive sector. However, the industry has traditionally been technology-led, rather than customer-led. This has meant a pronounced lack of competitive differentiation.
Vodafone had come to realise that its traditional concept testing was not working hard enough. While hundreds of product concepts were tested, there was no standardised testing, no benchmarks and no way to compare one concept with another.
To overcome this, the Vodafone Global Insights team developed the Differentiation Potential System (DPS). This was an end-to-end system designed to put customer insight at the heart of product development. It was a complete business process to ensure that the voice of the customer was integrated into the way products were developed and priorities set.
By the end of 2005, the system was providing Vodafone with the common currency by which teams could measure the success of their product ideas. In addition, highly detailed diagnostics meant that further development on every individual product could be based on understanding customers. Even more significantly, it changed the way the company does business by having a profound effect on the way it perceives and reacts to customer needs.
VODAFONE GROUP PLC
Type : Public limited company
Founded : 1991
Headquarters : London, United Kingdom (Head office)
Newbury, Berkshire,
United Kingdom (Registered office)
Key Person : Gerard Kleisterlee (Chairman),
Vittorio Colao (CEO)
Industry : Telecommunications
Products : Fixed line and mobile telephony,
Internet services, Digital television
Revenue : £46.417 billion (2012)
Employees : 86,373 (2012)
Website : www.vodafone.com
MOBILE INDUSTRY
Developments in communication technology have enhanced the mobile industry,
making it easy for people to remain connected to their friends, families and offices.
Mobile, or wireless, technology refers to any type of portable device, such as laptop
computers, cell phones and personal digital assistants.
Function The mobile industry gives users the ability to take their communication devices with
them on the go. The goal of wireless technology is to allow people to access
information without being tied to one location.
Benefits The biggest benefit that the mobile industry offers consumers is flexibility. With mobile
technology people can stay in touch with one another from any place in the world. In
the business world, businessmen and women rely on the portability of mobile devices so
that they may work remotely and enhance their efficiency.
Risks A main risk associated with mobile technology is the potential for unauthorized
individuals, or "hackers," to illegally access sensitive electronic information. To prevent
or minimize the chances of this happening, users are advised to password protect their
mobile devices. Laptop computers and even cellular phones have locking options that
require a password to gain access into the device
BACKGROUND Vodafone entered India in December 2005
Acquired 10 percent stake in Bharti Ventures Limited (Bharti Airtel)
Successfully rebranded 'Hutch' as 'Vodafone„
Vodafone Essar started expanding its presence in India
Rebranding included
“Change is good...” Baseline - “Hutch is now Vodafone”
On 20 April 2009 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.
Other transactions that have occurred since 31 March 2009 are as follows:
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 VIL, following which
we exercised our call option over the remaining 11.0% of VIL owned by the Essar
Group. The total consideration due under these two options is US$5 billion (£3.1
billion).
16 June 2011 – SFR: We sold our entire 44% interest in SFR to Vivendi for a cash
consideration of €7.75 billion (£6.8 billion) and received a final dividend from SFR of
€200 million (£176 million).
1 June/1 July 2011 – India: We acquired an additional 22% stake in VIL from the Essar
Group for a cash consideration of US$4.2 billion (£2.6 billion) including withholding
tax. 18 August 2011 – India: Piramal Healthcare Limited (‘Piramal’) purchased 5.5% of
VIL from the Essar Group for a cash consideration of INR 28.6 billion (£368 million).
9 November 2011 – Poland: We sold our e2ntire 24.4% interest in Polkomtel in Poland
for cash consideration of approximately €920 million (£784 million) before tax and
transaction costs.
8 February 2012 – India: Piramal purchased a further 5.5% of VIL from the Essar
Group for a cash consideration of approximately INR 30.1 billion (£399 million) taking
Piramal’s total shareholding in VIL to approximately 11%.
HISTORY
1984 - Incorporated as Racal Strategic Radio Limited
1988 - Partial listing on the LSE
1991 - Demerger from Racal and full listing on the LSE
1999 - Merger with Air Touch Communications
Formation of Verizon Wireless, Vodafone holds a 45% stake
2000 - Acquisition of Mannesmann AG
2006 - Acquisition of Telsim (Vodafone Turkey)
Disposal of Vodafone Japan
2007 - Acquisition of controlling stake in Vodafone Essar(Vodafone India)
2009 - Vodafone Australia merged with Hutchinson 3G Australia
Vodacom Group became a subsidiary
2010 - Sale of interest in China Mobile
2011 - Sale of interest in SFR
2012 - Acquisition of Cable & Wireless Worldwide
2013 - Acquisition of Kabel Deutschland Announced proposed sale of US Group, incl.
Verizon Wireless
TURNAROUND Turnaround is a strategy of “cost reduction and asset reduction by a company to survive
and recover from declining profits” (Pearce and Robinson, 2009, p. 224). The company
has continuously increased the debt ratio due to its aggressive global geographic
expansion, and it has recently taken higher priority in investing in existing businesses to
improve ARPU from existing customer base and expanding its businesses to new
markets where it can expect immediate turnaround rather than high returns in the long
term. The company has thus 14
Implemented turnaround strategy and initiated One Vodafone program to achieve
streamlined cost effectiveness and efficiency to improve bottom line performance.
II. BUSINESS LEVEL STRATEGY
Strategic Planning :-
In April 2005, Vodafone approved a five-year CR plan to help the company reach its vision of being one of the most trusted companies in the markets it operates by 2010. The CR strategy sets priorities in the following areas:
Maintain high ethical standards;
Understand and respond to our stakeholders' priorities;
Ensure our operating standards are consistent across the Group;
Deliver on our promises in three key areas:
Responsibility to our customers
Reuse and recycling of mobile phones
Energy and climate change; and
Capture the potential of mobile to bring socio-economic value through access to
communications.
Local operating companies identify areas and activities to help contribute to meeting
these strategic priorities.
Business Planning:
Local operating companies work to the strategic priorities identified in the corporate CR
strategy, and to the established suite of quantitative and qualitative KPIs for the
organization (see governance section above). Every six months, the Group CR team
runs a workshop for CR managers and issue owners from all of Vodafone’s operating
companies. The workshops provide the opportunity for colleagues from around the
world to meet, develop CR strategies and share best practices. Affiliates (companies
where Vodafone does not own a controlling share) and partner networks are also invited
to attend these workshop, as well as external stakeholders.
Issues of high priority that might emerge from these workshops and require further
development by the company would result in a CEO from one of the local operating
companies sponsoring the issue, and then bringing together people from throughout the
company to further discuss the issue and define policies, guidelines/standards and KPIs
to manage the issue effectively. Once approved, these would then be rolled-out across
the company. These policies, guidelines/standards become tools to help local operating
companies operate consistently according to corporate strategy.
Vodafone also uses a Group-wide issues management process to ensure that CR issues
are fed into the company’s long-range planning across local operating companies. The
process involves each operating company and most
Group functions reporting to the Corporate Affairs Board1 on a quarterly basis the most
significant local CR issues. The Board ensures that someone within the business is
assigned to develop appropriate responses to each issue, feeding into strategic decision-
making. This process helps Vodafone ensure that its strategic decision-making is taking
full account of social trends and anticipating new issues as soon as possible.
Business Development :
Whenever Vodafone considers a merger and acquisition (M&A), a Global CR team
member is included in the team that conducts a due diligence review. Vodafone
considers a range of CR issues relating to the country of operation, such as the local
supply chain, environmental regulations or levels of bribery and corruption, as well as
reviewing the acquisition’s existing CR policies and programs. The M&A team
incorporate in the country report the information provided by the Group CR team
regarding the main CR issues Vodafone will be faced with, what the local company is
currently doing, and if Vodafone might face negative reputational impacts by acquiring
the local company.
In terms of product development, Vodafone is increasingly working at integrating CR
into its decision-making. Beginning in 2002, Vodafone began considering how its
products and services could meet societal needs instead of just customer needs related to
network coverage for example. The company began by commissioning third-party
research to understand the impacts of mobile phones. Research indicated that there was
a link between growths in GDP and increases in mobile phone penetration. Social
research identified that people with phones were impacted and empowered, having a
stronger sense of well-being, an increased social network and increased economic
status.
Vodafone is also working with partners such as BT, HSBC, Unilever, etc. to address the
needs of the bottom of the pyramid of the world’s population. This is an area where
Vodafone’s local operating companies have a crucial role to play by identifying the
local societal needs. Local operating companies send proposals that are considered by
the Steering Groups in Research and Development (R&D). Five-six ideas have been
considered in the last six months; full business cases are built and if approved, the
company moves forward on the idea, conducting a trial, usually through partnering with
a development agency and NGOs to implement.
Risk Management :
Vodafone’s CR team feeds into three unique processes that help the company to manage
CR risks. The company has an issues management process (described in business
planning section above) that helps to identify potential implications to Vodafone of
issues that might impact the business and become a risk.
The company also uses a reputation risk management program that identifies the views
of stakeholders, media coverage and legal views. It is run by Corporate Affairs and
helps to define issues that could pose a risk to Vodafone and if considered a big risk and
impact, then the company would start to build a program to deal with the impact.
The third risk management approach taken by the company that incorporates a range of
CR questions is Vodafone’s internal audit control questionnaire which is completed by
all local operating companies once a year and signed off by their CEOs. This
questionnaire is part of the company’s formal risk identification process. The results are
reported to the Vodafone Group Plc Board of Directors.
Each local operating company will use the same processes but the results will be unique
reflecting local variables. Vodafone Romania, for example identified, identified RF
fields and health, products and services for people with special needs, waste
management and energy use as priorities in the 2006 financial year. Vodafone Greece
was approached a number of years ago with a proposal to provide gambling services
through mobile phones. In applying CR thinking, considering the social impact and the
potential negative impact on the company’s reputation, Vodafone said no to this
opportunity.
Project Management :
Vodafone has developed social assessment criteria to look at new products and services
beyond net present value. The checklists used to assess new products propositions
include a specific section on CR and direct Vodafone staff to consider certain CR
factors (e.g. social benefit) and apply a score. If scores are below a certain threshold,
then project/product/service/supplier engagement will not go ahead as these may impact
in the reputation of the company and the brand.
For example, a women’s non-profit organization in Egypt approached Vodafone with a
project that would allow farmers to easily access market prices. The project involves
women going to different local markets in their area and using mobile phones to report
back to a central location on the prices of various products. Farmers can then use a
mobile phone and enter the product to sell and the phone will report the prices in the
different local markets so the farmer can go to the market where there are higher prices
and therefore make more profit selling for the highest prices avoiding unnecessary trips
to check prices. Vodafone does not receive any real financial benefit from this kind of
project, but the social benefit for the farmer is compelling and Vodafone believes it will
lead to increased customer loyalty and therefore decided to move forward trailing this
project.
III. FUNCTIONAL STRATEGIES
A. THE MARKETING MIX
A longer term marketing strategy is underpinned by careful planning and a successful
marketing mix. The marketing mix is a combination of many features that can be
represented by the four Ps:
product - features and benefits of a good or service
place - where the good or service can be bought
price - the cost of a good or service
Promotion - how customers are made aware of a good or service.
1. PRODUCT
A product with many different features provides customers with opportunities to chat,
play games, send and receive pictures, change ring tones, receive information about
travel and sporting events, obtain billing information and soon view video clips and send
video messages.
Vodafone live! Provides on-the-move information services.
The products offered by Vodafone are prepaid phone services World Calling Cards
Gulf Calling Card
Magic Box handsets
iPhone 3G
Vodafone Post paid
Handy phone
Vodafone PCO.
The services offered by Vodafone are Tunes &
Downloads
Entertainment
Devotional
sports, News &
Updates
Call Management Services
Astrology
Finance
Travel
Internet Bonus Card
Mail, Messaging &
Dial in Services
Bill Info
Vodafone Business Solutions
Vodafone Tuesdays
2. PLACE
Vodafone UK operates over 300 of its own stores.
It also sells through independent retailers e.g. Carphone Warehouse.
Customers are able to see and handle products they are considering buying.
People are on hand to ensure customers’ needs are matched with the right product and to
explain the different options available.
3. PRICE
Vodafone wants to make its services accessible to as many people as possible: from the
young, through apprentices and high powered business executives, to the more mature
users.
It offers various pricing structures to suit different customer groups.
Monthly price plans are available as well as prepay options. Phone users can top up their
phone on line.
Vodafone UK gives NECTAR reward points for every £1 spent on calls, text messages,
picture messages and ring tones.
4. PROMOTION Vodafone works with icons such as David Beckham to communicate its brand values.
Advertising on TV, on billboards, in magazines and in other media outlets reaches large
audiences and spreads the brand image and the message very effectively. This is known
as above the line promotion.
Stores have special offers, promotions and point of sale posters to attract those inside the
stores to buy.
Vodafone’s stores, its products and its staff all project the brand image.
Vodafone actively develops good public relations by sending press releases to national
newspapers and magazines to explain new products and ideas.
“Pug” & “ZooZoo” both are Mascot for Vodafone
Sales promotions-Special prepaid bundle for diwali
Official Sponsor for England cricket team since 15 years
Vodafone McLaren Mercedes F1 Car
TRANSFORMATION FROM HUTCH TO VODAFONE PROMOTION
STRATEGY OF VODAFONE
Hutch Dog to ZooZoo
Vodafone in INDIA came with acquiring Hutchison essar limited.• Vodafone was
launched officially on 21st September 2007.• Than on hutch was rebranded as Vodafone.
The name Vodafone comes from Voice data phone, chosen by the company to Reflect the
Provision of Voice and Data Services over Mobile Phones.
MARKETING STRATEGY Replacing the Hutch’s iconic Dog mascot with new mascot
ZooZoo and associated with IPL as lead sponsor. All the stores were painted red
replacing the pink rose colour of Hutch The new catch phrase “Make the most of now”
To keep its leading edge, Vodafone is continually looking to add value to the services it
provides and to the packages it offers to customers. ZooZoo, the new brand ambassador
of Vodafone, has created a furores in the advertising industry. All the services and tariffs,
Value added services were communicated through ad’s created using ZooZoo
Marketing strategies of Vodafone has given birth to the Zoozoo: a special
character created specifically to convey a value added service (VAS) offering in each of
the newly released commercials.
Vodafone has come with creative advertising campaign for its various plans.• This
strategy has captured the imagination of millions.• The strategy is a buzz that lives up to
the brand image of great creative’s and clever marketing.• In the first 10 days of IPL
(Indian premier league) it has reached a cumulative of 89 million people.• This is a
wonderful strategy adopted by Vodafone.
This has helped the company to raise not only its profits through sales but has also
tremendously increased its brand value.• Zoo zoos have become so popular that
Vodafone has succeeded in its effort of viral or buzz marketing. Their add campaign has
gained so much popularity all over the world.
The viewership for the add is highest among all the adds. What’s interesting is that there
are some 25 such commercials planned under this campaign, 10 of which are already on
air.• The aim was to release approximately one ad a day, to sustain interest till the end of
High Speed Internet: Vodafone 3G promises lightning fast downloads of large
attachments, music tracks, and superfast loading and browsing on Internet.
Video Calling : You can chat with your friend or attend a business meeting face to
face without leaving your seat with Vodafone 3G live and seamless video calling
feature.
Vodafone TV : When you are travelling, get live news and your other favourite TV
programs on your mobile. Vodafone TV brings popular channels like NDTV, STAR,
Zoom, Zee and National Geographic to your handset. You can enjoy all available
channels for Rs150/month and Rs7/Day.
Live Streaming: Now you can enjoy your favourite match or video without
annoying buffering breaks with Vodafone 3G.
HD Gaming : Mobile Gaming becomes more enjoyable and faster with Vodafone 3G
Faster Downloads: Vodafone 3G offers 3 times faster download than 2G and
simultaneous transfer of voice and non-voice data, so that you can enjoy a seamless
connectivity.
Mobile Newspaper: Vodafone 3G brings Mobile Newspaper, a service that brings
your favourite newspaper to your mobile. Just select your paper and news, videos and
photos will be directly displayed on your handset.
INTERESTING INSIGHTS
High spenders, post paid subscribers and business subscribers show a greater tendency to switch if Mobile Number Portability is introduced
Prepaid, low and medium spend users are not motivated to switch
Post paid subscribers have almost double the minutes of usage compared to pre-paid subscribers and the incidence of data application usage is also higher among post-paid and high spenders
More than half (55%) of all respondents were generally satisfied with their mobile operator and 48 percent were satisfied with the network quality
46 percent were satisfied with the network coverage area of their operator and 43 percent were satisfied with the price they paid for the mobile phone service by their operator
Satisfaction scores on network quality dropped for almost all operators, with Airtel, BSNL and Reliance registering the greatest drops
Vodafone has the highest post paid subscriber base in India
POLITICAL, ECONOMIC, SOCIAL, TECHNOLOGICAL
ANALYSIS
Political: - Governmental and legal issues affect how the company operates.
Regulation
Infrastructure
Banning of phone use in certain circumstances and areas.
Health issues
Economic: - Factors influencing the purchasing power of customers and the company's
cost of capital.
Cost of 3G licenses
Cost of calls being driven down
Worldwide recession
Third world countries
Social: - Demographic and cultural aspects of the environment which influence
customer needs and market size.
Health Issues
Demographics
Social Trends
Picture phones
Mobile Etiquette
Saturation Point
Technological : - The technological advancements that are coming in the telecom
industry
3G
UMTS (2.5G)
GPRS/WAP
SMS / MMS
FUTURE STRATEGY
Vodafone can help to transform societies by bringing innovative products and
services to our 404 million customers, 68% of whom live in emerging markets.
Mobile technology is already a vital tool in people’s lives and our ambition is for
Vodafone’s mobile services to further improve people’s livelihoods and quality of
life.
At the same time, we aim to help consumers, governments and businesses tackle some of
the significant challenges they face – from food shortages and ageing populations, to lack
of access to communications, healthcare and financial services.
Their business focus on emerging markets, enterprise, data and new services gives us the
ability to achieve our ambition to contribute to global development in this way, while
continuing to grow our business at the same time, by developing commercially viable,
scalable services that support sustainable development.
DRIVING ECONOMIC AND SOCIAL DEVELOPMENT
The global footprint of our network, our significant presence in emerging markets and
our track record as an innovator, enable us to make an important contribution to socio-
economic development. Recent research shows a 10% increase in mobile access raises a
country’s economic productivity by 4.2%.
Over 68% of our customers live in emerging markets. By extending our network
coverage and putting basic voice and data services in the hands of people without access
to communications, we can create tangible benefits while building our customer base and
establishing lasting relationships too.
They are also creating innovative mobile services to help people and organisations make
the most of limited resources and are focusing on using mobile to help transform
financial services, healthcare, education and agriculture.
Thanks to Vodafone’s M-Pesa service, millions of people without a bank account can
send, save and borrow money; our mobile health services enable health workers to see
more patients; and our ‘Learning with Vodafone’ programme in India helps children get a
better education.
DOING MORE WITH LESS
By 2030, there will be 20% more people in the world necessitating a 70% increase in
agricultural production The Connected Farmer Alliance is our a partnership with USAID
and the NGO Techno Serve, using our technology to help 500 million smallholder
farmers in Africa to increase their productivity; and our Turkey Farmers’ Club has
already helped farmers increase productivity by €190 million, showing how mobile can
make a real difference.
Businesses and organisations are under pressure to deliver a substantial portion of the
global carbon reductions required to tackle climate change, while also facing economic
pressure to cut costs and increase efficiency. They need to do more with less and by using
our mobile technology they can improve the efficiency of their operations and enable
smarter ways of working.
Remote wireless connections create two-way communication between machines –M2M –
enabling organisations to collect the real-time information they need to reduce their
energy use and carbon emissions. Vodafone is a leading M2M provider with more than
9.5 million of our connections already helping businesses deliver cost savings and carbon
reductions.
EXTENDING ACCESS TO EVERYONE
For increasing numbers of people around the world, mobile internet is the internet. Fixed-
line internet is often too expensive to roll out and there are many places it can’t reach.
Wireless technology can close that digital divide
Around the world, Vodafone is working to enable as many people as possible to share in
the mobile internet revolution. We are extending access to mobile broadband to remote
areas across the world and are creating new services that make mobile phones easier to
use for people who are elderly or people with a disability.
BEING RESPONSIBLE
They can’t do any of this without the trust of our customers and other stakeholders. To
earn that trust, we need to manage our operations responsibly and conduct our business in
an ethical and transparent way.
They are ambitious in the way we manage our wide-ranging responsibilities and have
strong programmes in place– from protecting customers’ information and respecting their
privacy, to treating our employees fairly, working to reduce our impact on the
environment, and setting set strict ethical, labour and environmental standards for
suppliers.
By taking their responsibilities seriously, they aim to continue to enhance Vodafone’s
reputation and the contribution of their products and services to sustainable living.
CONCLUSION
After going through the Advertisement Strategies of Vodafone, I conclude that
promotion whether it is through print media or through the ads shown on television,
plays a very important role in building a Brand. Hutch and Vodafone rebranding is the
memorable and most big event in the telecommunication industry. And the
advertisement made this event bigger by continuously broadcasting the ads for 24 hours
on national television. The main motive is to make people know about your brand. And
that is what is done excellently by Vodafone.
The advertisement also puts a very big question in front of the other telecom companies,
does having big movie stars and cricketers as their brand ambassador really help?
Doesn’t a simple white character with egg shaped head, round belly and thin legs called
Zoozoo can gain the attention of masses. This is definitely a new trend and also a new
wave.
Thus it can be seen that oligopolistic market structure of this industry has played a
significant role in the generation of revenue for Vodafone, especially through this
unique advertising strategy.
Continued growth in data and emerging markets, mature voice trending below one third
of service revenue New strategic approach to consumer pricing and bundling in Europe
Strengthened commitment in enterprise through an expanded product catalogue and a
dedicated division Continuing consistent investment in high speed data networks,
technology independent Drive towards standardisation , simplification and efficiency
for both better service and lower cost position Maintaining strong returns to
shareholders as a priority
In a highly competitive market, David Beckham is the latest in a number of high profile
celebrities and sports personalities that Vodafone has used to promote Vodafone live!
Market research and increased sales indicate that using Beckham’s image has been
highly effective. Sponsorship using stars involves a partnership between the star and the
company, and success depends on both remaining high profile and in the public eye The
Beckham campaign is seen in many countries worldwide and reinforces his own image
as well as communicating Vodafone’s brand values. Beckham is something of a
phenomenon whose star status shows no sign of waning. Vodafone believes that it has
gained an important advantage in a highly competitive market place as a result of
having such a high profile, admired star attached to its name and its product.