Organization Study at Vodafone South Ltd, Bangalore

VODAFONE SOUTH LIMITED, BANGALORE
A report on the organization study submitted in partial fulfillment
of the requirements for the MBA (Full time) Degree of the
Mahatma Gandhi University
Submitted by,
Jomy Mathew
Reg No:
2014 -2016 Batch
FISAT BUSINESS SCHOOL
Hormis Nagar, Angamaly, Cochin –683 577
May 2015

ACKNOWLEDGEMENT
First and foremost, I thank the lord almighty for his perpetual showers of
blessing, which led to the successful completion of my project report. It gives me
immense pleasure to present this report.
I express my heartiest gratitude to Dr. P A Mathew, Dean and Director, FISAT
Business School, Angamaly for permitting me to do this project at Vodafone
South Limited, Bangalore.
I express my sincere gratitude to Mr. Jose Varghese, Faculty of FISAT Business
School for his valuable guidance for the successful completion of the study.
I wish to express my heartfelt and sincere thanks to Mr. Mahesh S, Deputy
Manager – Marketing Communications, Vodafone South Limited who gave me
the opportunity to do the Organization Study under his guidance.
I would like extend to my heartfelt gratitude to Mr.Jossy Joseph, Senior
Executive – PD & Rewards, and all officials & employees of Vodafone South
Ltd. for being very helpful and suggestive in giving the valuable information‘s,
regarding their jobs and responsibilities in their respective concerns, for the
successful completion of the study.
I also thank my parents, friends and relatives for their help and encouragement.
JOMY MATHEW

DECLARATION
I, Jomy Mathew hereby declare that the Organization Study report entitled
―ORGANIZATION STUDY OF VODAFONE SOUTH LTD.” is a record
of bona-fide work done by me at Vodafone South Limited, Bangalore during
the month of April and May under the supervision of Mr.Mahesh S, Deputy
Manager – Marketing Communications, Vodafone South Limited, Bangalore
and Mr. Jose Varghese, Faculty guide, FISAT Business School, and that no
part of this report has formed the basis for award of any degree, diploma,
associate ship, fellowship or any other similar title or recognition in any other
institution.
Place : Mookkannoor
Date : 29-05-2015 JOMY MATHEW

29-05-2015
CERTIFICATE
This is to certify that the Organization Study Report entitled “AN
ORGANIZATION STUDY AT VODAFONE SOUTH LIMITED” Submitted to the M.G
University in partial fulfillment of the requirements for the award of the MBA
degree is a record of original work done by Mr. JOMY MATHEW during the
year 2014 - 2015 under my supervision and guidance.
Dr.P.A.Mathew Mr.Jose Varghese
Dean & Director Faculty Guide

Organization Study at Vodafone South Limited, Bangalore 1
TABLE OF CONTENTS
INTRODUCTION........................................................................................................................... 7
1.1 Introduction ............................................................................................................................7
1.2 Objectives................................................................................................................................7
1.3 Duration Of The Study.............................................................................................................8
1.4 Methodology...........................................................................................................................8
1.5 Scope Of The Study .................................................................................................................8
INDUSTRY PROFILE .................................................................................................................... 10
2.1 Telecommunication...............................................................................................................10
2.2 The history of telecommunications ......................................................................................10
2.3 An overview transition of Indian Telecom Industry..............................................................14
2.4 The Indian telecom sector.....................................................................................................14
2.5 Current Scenario....................................................................................................................15
2.6 Ministry of Communication ..................................................................................................20
2.6.1 Department of Telecommunications ................................................................................20
2.6.2 Telecom Regulatory Authority of India.............................................................................20
2.6.3 The telecom Commission..................................................................................................20
2.7 Objectives of the National Telecom Policy............................................................................21
2.8 Telecommunication Services.................................................................................................22
2.9 Major Players ........................................................................................................................23
COMPANY PROFILE.................................................................................................................... 27
3.1 Background............................................................................................................................27
3.2 History...................................................................................................................................27
3.3 Vodafone India......................................................................................................................28
3.4 Vodafone India: Awards & Achievements.............................................................................29
3.5 Vision & Mission of Vodafone...............................................................................................31
3.6 Provided Services ..................................................................................................................32
3.6.1 Voice..................................................................................................................................32
3.6.2 Messaging..........................................................................................................................32
3.6.3 Data ...................................................................................................................................32
3.6.4 Fixed broadband................................................................................................................32
3.6.5 Other services....................................................................................................................32

3.7 Local markets ........................................................................................................................32
3.8 Partner markets.....................................................................................................................32
3.9 Quality Policy.........................................................................................................................33
3.10 Key milestones in the development of Vodafone.................................................................34
ORGANIZATION STRUCTURE ...................................................................................................... 37
4.1 Structure of Vodafone India..................................................................................................37
4.2 Structure of Karnataka Circle ................................................................................................38
4.3 Zonal Structure of Karnataka ................................................................................................39
FUNCTIONAL DEPARTMENTS ..................................................................................................... 41
5.1 HR and Administration..........................................................................................................41
5.1.1 Administration...................................................................................................................42
5.1.2 Recruitment.......................................................................................................................43
5.1.3 Talent Management..........................................................................................................44
5.1.4 HR Department Structure .................................................................................................46
5.2 Technology Department .......................................................................................................47
5.2.1 Information Technology....................................................................................................47
5.2.2 Network Operations..........................................................................................................48
5.2.3 24 x 7 Handling Network failures......................................................................................48
5.2.4 Technology Department Structure ...................................................................................49
5.3 Sales And Marketing Department.........................................................................................50
5.3.1 Sales & Marketing Structure .............................................................................................51
5.4 Vodafone Business Services Department .............................................................................52
5.4.1 Vodafone Business Service Department Structure...........................................................53
5.5 Finance And Accounts Department ......................................................................................54
5.5.1 Credit & Collection ............................................................................................................54
5.5.2 Supply chain management................................................................................................56
5.5.3 Finance & Accounts Department Structure ......................................................................56
5.6 Customer Service Department..............................................................................................57
5.6.1 Customer Services Department Structure ........................................................................58
5.7 Legal Department..................................................................................................................59
5.7.1 Legal Department Structure..............................................................................................60

SWOT ANALYSIS ........................................................................................................................ 62
6.1 Strength.................................................................................................................................62
6.2 Weakness ..............................................................................................................................64
6.3 Opportunity...........................................................................................................................65
6.4 Threat....................................................................................................................................66
LIMITATIONS............................................................................................................................. 68
FINDINGS & SUGGESTIONS ........................................................................................................ 70
6.5 Findings .................................................................................................................................70
6.6 Suggestions............................................................................................................................70
CONCLUSION............................................................................................................................. 71
BIBLIOGRAPHY .......................................................................................................................... 72

LIST OF FIGURES
Figure 1: Highlights of Telecom subscription data.................................................... 16
Figure 2: Total Telephone subscribers ..................................................................... 16
Figure 3: Overall Tele-density .................................................................................. 17
Figure 4: Overall Tele-density (Circle wise).............................................................. 17
Figure 5: Total wireless subscribers......................................................................... 18
Figure 6: Wireless Tele-density................................................................................ 18
Figure 7: Market share in wireless subscribers ........................................................ 19
Figure 8: Vodafone network summary...................................................................... 31
LIST OF GRAPHS/CHARTS
1. Structure of Vodafone India .......................................................................................... 37
2. Structure of Karnataka Circle......................................................................................... 38
3. Zonal Structure of Karnataka......................................................................................... 39
4. HR Department Structure.............................................................................................. 46
5. Technology Department Structure................................................................................49
6. Sales & Marketing Structure.......................................................................................... 51
7. Vodafone Business Service Department Structure ....................................................... 53
8. Finance & Accounts Department Structure...................................................................56
9. Customer Services Department Structure.....................................................................58
10. Legal Department Structure .......................................................................................... 60

LIST OF ABBREVIATIONS
B.D.M : Business Development Manager
C.C.O : Chief Commercial Officer
C.E.O : Chief Executive Officer
C.F.O : Chief Financial Officer
C.O.O : Chief Operating Officer
DoT : Department of Telecommunications
F.A : Financial Analyst
FP n A : Financial Planning and Analysis
H.R : Human Resource
H.R.B.C : Human Resource Business Consultant
MoC : Ministry of Communications
S.M.E : Small Medium Enterprise
S.P.M : Service Partner Management
V.B.S : Vodafone Business Services
V.B.S C.S : Vodafone Business Services – Customer service
V.G.E : Vodafone Global Enterprise
V.M.S : Vodafone Mini Store

CHAPTER 1
INTRODUCTION

INTRODUCTION
1.1 Introduction
The Indian telecommunication industry is the third largest telecommunication network in the
world and the second largest in terms of number of wireless connections. The Indian telecom
industry is one of the fastest growing in the world and is projected that India will have 'billion
plus' mobile users by 2017. Projection by several leading global consultancies is that India‘s
telecom network will overtake China‘s in the next 10 years. India's mobile phone market is
the fastest growing in the world, with companies adding some 19.1 million new customers
added in December 2009. India has become one of the fastest growing mobile markets in the
world. India ranks second in mobile phone usage to China, with 996.49 million users as of
March 2015. Telecommunication is the lifeline of the rapidly growing Information
Technology industry. The total subscriber base for internet users in India is 99.20 million as of
March 2015. The number of broadband connections in India has seen a continuous growth
since the beginning of 2006. Thriving telecommunication industry has opened up door for
huge business opportunities by way of telecommunications global projects, international
projects, International Bids, ICBs, public projects, online projects, government telecom
projects and project news worldwide.
1.2 Objectives
The present organization study was conducted in the Vodafone South Limited, Bangalore
with the following objectives:-
1. To study the various functions executed by different divisions in the organization.
2. To understand the divisional structure of each department of the organization.
3. To study the relevance of each department operating in the organization and how it
coordinates its activities with other departments.
4. To carryout SWOT analysis to understand the Strengths, Weakness, Opportunities and
Threats of the organization.

1.3 Duration Of The Study
The study was conducted for 45 days.
1.4 Methodology
Both primary and secondary data were collected and the same were used for the completion of
the organization study.
Primary Data
Primary data were collected through personal interview and observation. Personal interview
were conducted with different department heads of Vodafone South Limited and the
observation method was used to study production process.
Secondary Data
Secondary data were collected from journals, annual reports, quality manual, websites and
existing records of the company.
1.5 Scope Of The Study
From the Organization point of view, the organization study helps the organization to
understand the efficiency of each department and the relevance of each department in attaining
the overall purpose of the organization. It helps the organization to hold each department
responsible for the activities entrusted on them. As a student, I was able to have a practical
knowledge and understanding about the functioning of the organization. By conducting
SWOT analysis, the company could understand its Strength, Weakness, Opportunities and
Threats. By identifying a problem of a particular department it helps the organization to
analyze and take corrective actions to solve that problem.
Secondary DataPrimary Data
Sources of Data

CHAPTER 2
INDUSTRY PROFILE

INDUSTRY PROFILE
The industry selected for the study is telecommunication industry.
2.1 Telecommunication
Telecommunications refers to long-distance Communication, which is derived from the
Greek word ―Tele‖
means ―far off‖ at present such communication is carried out with the aid of
electronic equipment such as the Radio, Telegraph, Telephone, and Television. In earlier
times, however, smoke signals, drums, light beacons, and various forms of semaphore were
used for the same purpose. The information that is transmitted can be in the form of voice,
symbols, pictures or data, or a combination of these. The physical equipment for a
telecommunications system includes a transmitter, one or more receivers, and a channel or
means of communication such as the air, water, wire, cable, communication satellite, or some
combination of these.
Telecommunication is the transmission, emission or reception of signals, images,
sounds or information over wire, radio, optical, microwave, or other electromagnetic system.
2.2 The history of telecommunications
The word telegraphy comes from Greek ―Tele‖ means distant and ―graphic‖ to write. So
the meaning is writing at a distance. It's a possibility to send news over a long distance. The
inventor of the first electric telegraph was Samuel Finely Breese Morse a North inventor and
painter. He had the idea for the concept when he returned to America from Italy on board the
―sully‖
. In his studio at New York University he needed about six years to finish this invention
and received a patent for it in 1938.
The first message from Washington to Baltimore
The 24 of May in 1844 was a very important day in the history of the United States: the
first telegraph line was opened twelve years after Samuel Morse got the idea on board the
―sully‖. The inventor of the telegraph himself sat in the High Court of justice in Washington and
sent the first message out the Baltimore & Ohio railway station in Baltimore where many
illustrious people were waiting. The content was a quotation of the bible and said: ―what hath
God wrought‖. The message reached Alfred Lewis Vail, the collaborator of Samuel Morse, in
Baltimore, who sent it back at once. Beginning this day preparations were to expand the lines to
Philadelphia, New York, Boston and to other cities and areas.

Most people were enthusiastic about this invention but not everyone. Farmers destroyed
lines in South Kentucky in 1849. They said that the wire would remove the electricity from the
air so it would not rain and there would be only crop failures.
Mr. Robinson, an American gentleman, brought the Morse Telegraph to Europe in 1847;
England and France were not interested in it. In Germany, Morse found a fair customer. The
"Hannoversche Staaatsbahn'Nvas the first in this country that used the Morse Telegraph. The next
year, the telegraph line between Hamburg and Cuxhaven was opened. The first inspector was
Friedrich Clemens Gerke who improved the Morse code. The American version still comprised
signs with different length. Gerke cleared it up and fixed that three points result in one line. This
alphabet is valid until today. Anyway he made rules for the distance between the signs and sign
groups. He discovered a system that the most used letters got the shortest signs so that they could
be transmitted very fast.
Hiram Sibley's company: In 1851 Hiram Sibley founded a company with a group of
businesspeople that built the telegraph line in the Midwest. The name was registered as Western
union Telegraph & Co in 1856.
The Pony Express
While the lines were spreading slowly through the whole country the very spectacular
express rider service came into existence in April 1860. The pony express was born. Six hundred
broncos, especially chosen for fleetness, toughness and endurance were bought. On 3rd
of
April the first rider named Henry Wallace left St Joseph, Missouri and after 10 days 3210
kilometers the last rider reached Sacramento, California.
For this job they needed brave young men, preferably orphans, because it was a
dangerous, adventurous life. They had to shoot very well, be excellent riders and to nave no
fear of Indian attacks. Every rider had to ride sixty miles at top speed. He had to do this
distance in six hours with six different ponies. Each day except Sunday, a messenger left
St.Joseph at noon. The one form Sacramento arrived at 8 o‘clock in the morning. The pony
express existed only for one and a half year then it was dead. The reason was the completion
of the transcontinental telegraph line between.
Telecommunications is a fascinating, fast paced industry that influences every aspect
of our daily life like normal voice phone calls, connectivity to the Internet, satellite
communications, surfing the web, fax transmissions, video conferencing, high speed data
communications, and cable TV. It started with first public demonstration of Morse's electric

telegraph, Baltimore to Washington in 1844. In 1876 - - Alexander Graham Bell files his
patent application. First telephone patent (U.S. No. 174,465) allowed and issued to Bell on
March 7th. - - March 10th, Bell speaks the first complete sentence transmitted by variable
resistance transmitter ... ―Mr.Watson, come here. I want you!‖ The world's first two way long
distance telephone conversation over an outdoor wire (borrowed telegraph line) takes place
between Cambridge port and Boston, Massachusetts between Bell and Watson.
The field of telecommunication is no doubt one of the most exciting occupational
fields that modern society has to offer. New technology is constantly being developed and
finds its applications in the technical systems that make up a telecommunications network.
This creates opportunities for developing existing services further, and introducing completely
new ones - for the benefit of customers and society as a whole. The telecommunication
industry is often referred to as an "enabling industry". That is, it creates opportunities for
societal development in the broadest sense.
In the current day scenario, there is lot of Tele-communications technologies
evolved and used by people all over the world. Wireless technologies are like GSM, CDMA,
TDMA, UMTS, GPRS and latest technology 3G and 4G growing at a fast pace promising
high speed data communications.
The two-way communication
The progress in Europe went on, too. While the Americans filled their country with
lines, there were important inventions in Austria and Germany. Telegraphy became more and
more popular form day to day. Sometimes there was no more possibility to install new lines.
Anyway the rates for the lies were very high. It was necessary to use the lies better.
Improvements were introduced.
The first essential step however was the invention to use one line for different telegrams at the
same time and to send signs in both directions (e.g. from Boston to New York and the other
way around at the same time). The Austrian physicist Julius Wilhelm Gintl was the father of
the two batteries. Gintl's method was called themethod of compensation. He got the golden
Medal of Honor at the exhibition of industry of industry in Paris in 1855.
The telecommunications industry is responsible for radio, television, voice
communications, and broadband services. The growth and innovation of the telecom industry
has enabled people to communicate across the globe and access endless amounts of
information over the internet. Broadband services are becoming faster and easier to access

with fiber optic networks and wireless services like WiMax and CDMA. Many of the major
telecom companies have merged over the last 10 years in order to offer massive product and
service portfolios, as well as further capitalize on bundled media packages (‗triple play‘).
These new technologies and growth through mergers are enabling these companies to find
new revenue sources and growth opportunities in a mostly mature market.
World‘s telecom industry is an uprising industry, proceeding towards a goal of
achieving two third of the world's telecom connections. Over the past few years information
and communications technology has changed in a dramatic manner and as a result of that
world telecom industry is going to be a booming industry.
Substantial economic growth and mounting population enable the rapid growth of this
industry. The leading telecom companies like AT&T, Vodafone, Verizon, SBC
Communications, Bell South, Qwest Communications are trying to take the advantage of this
growth. These companies are working on telecommunication fields like broadband
technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN
inter networking, optical networking, voice over Internet protocol, wireless data service etc.
The telecom industry is taking a crucial part of world economy. The total revenue
earned from this industry is 3 percent of the gross world products and is aiming at attaining
more revenues. One statistical report reveals that approximately 16.9% of the world
population has access to the Internet.
The telecom industry has grown and evolved at an incredible pace for the last 20
years, dramatically changing the way people communicate and transforming everyday life
along the way. Mobile broadband subscribership has topped 200 million worldwide. And the
rollout of 3G networks in emerging markets means there is the potential for mobile broadband
subscribers to outnumber wire line broadband subscribers within the next decade.
This rapid growth has created a dynamic and competitive industry climate with
continually evolving technology and staggering financial stakes. The shift of revenue from
fixed to mobile and from voice to data is accelerating. Data and media are being untethered
from specific devices or networks. Powerful new mobile devices deliver a combination of
functions previously available only from multiple tools.

The telecommunications industry was comprised of a club of big national and regional
operators. Over the past decade, the industry has been swept up in rapid deregulation and
innovation. In many countries around the world, government monopolies are now privatised
and they face a plethora of new competitors.
2.3 An overview transition of Indian Telecom Industry
The history of the Indian Telecom sector goes way back to 1851, when the first operational
landlines were laid by The British Government in Calcutta. With independence, all foreign
telecommunication companies were nationalized to form Post, Telephone and Telegraph, a
monopoly run by the Government of India.
The Indian telecommunications industry is one of the fastest growing in the world.
Government policies and regulatory framework implemented by Telecom Regulatory
Authority of India (TRAI) have provided a conductive environment for service providers.
This has made the sector more competitive, while enhancing the accessibility of
telecommunication services at affordable tariffs to the consumers. In the last two decades, the
Indian Telecom Sector and mobile telephony in particular has caught the imagination of India
by revolutionizing the way we communicate, share information; and through its staggering
growth helped millions stay connected. This growth, however, has and continues to be at the
cost of the Climate, powered by an unsustainable and inefficient model of energy generation
and usage. Simultaneously, this growth has also come at significant and growing loss to the
state exchequer, raising fundamental questions on the future business and operation model of
the Telecom sector.
The Indian Telecom Sector, like most other infrastructure sectors is controlled by the state.
The Department of Telecommunications (DoT), reporting to the Ministry of Communications
(MoC) is the key body for policy issues and regulation, apart from being a basic service
provider to rest of country. By an act of Parliament, the Telecom Regulatory Authority of
India (TRAI) was formed to be the regulatory agency.
2.4 The Indian telecom sector
India's telecommunication network is the third largest in the world on the basis of its customer
base and it has one of the lowest tariffs in the world enabled by the hyper-competition in its
market. Major sectors of the Indian telecommunication industry are telephony, internet and

broadcasting. The Telephonic network in the country, employs an extensive system of
network elements such as digital telephone exchanges, mobile switching centres, media
gateways and signalling gateways at the core, interconnected by a wide variety of
transmission systems using media, such as optical fibre or Microwave radio relay.
The Indian telecom industry underwent significant market liberalization in the 1990s,
and it has now become one of the most competitive telecom markets in the world. India has
the world's second-largest mobile phone user base with over 996.49 million users as of March
2015.
2.5 Current Scenario
Telecommunication services are globally recognised as one of the driving forces for overall
economic development in a nation. They are also one of the prime support services needed for
rapid growth and modernisation of various sectors of the economy. The Government of India
recognises this fact and hence, has taken several major initiatives to provide a business
friendly environment for companies in this sector.
Driven by 3G and 4G services, it is expected that there will be huge machine-to-
machine (M2M) growth in India in 2016-17, according to UST Global. There is also a lot of
scope for growth of M2M services in the government's ambitious US$ 1.1 billion Smart City
program The rapid strides in the telecom sector have been facilitated by liberal policies of the
Government of India that provide easy market access for telecom equipment and a fair
regulatory framework for offering telecom services at affordable prices. According to a study
by GSMA, it has been expected that smartphones will account for two out of every three
mobile connections globally by 2020 and India is all set to become the fourth largest
smartphone market.
Telecommunication has supported the socioeconomic development of India and has
played a significant role to narrow down the rural-urban digital divide to some extent. The
telecom sector in India is undergoing a major change with regards to growth drivers. Revenue
from voice is going to stabilize and with recent 20% hike in price by major telecom
companies, the tariff war over call rates may be coming to an end. As the telecom industry is
showing signs of slowing down in terms of subscriber growth, companies are looking at other
revenue streams to supplement their core services. Telecom operators are focusing on
innovative m-VAS services such as m-commerce, m-health, and m-education.

Figure 2: Highlights of Telecom subscription data
The number of telephone subscribers in
India increased from 987.30 million at the end of
Feb-15 to 996.49 million at the end of Mar-15,
thereby showing a monthly growth rate of 0.93%.
The urban subscription declined from 578.75
million at the end of Feb-15 to 577.18 million at the
end of Mar-15, whereas the rural subscription
increased from 408.55 million to 419.31 million
during the same period. The monthly growth rates
of urban and rural subscription were -0.27% and
2.63% respectively.
Figure 1: Total Telephone subscribers

The overall Tele-density in India increased from 78.73
at the end of Feb-15 to 79.38 at the end of Mar-15. The
Urban Tele-density declined from 149.25 to 148.61,
whereas Rural Tele-density increased from 47.16 to
48.37 in the month of Mar- 15. The shares of urban
subscribers and rural subscribers at the end of Mar-15
were 57.92% and 42.08% respectively.
Figure 3: Overall Tele-density
Figure 4: Overall Tele-density (Circle wise)

Total wireless subscriber base increased from 960.58
million at the end of Feb-15 to 969.89 million at the
end of Mar-15, thereby registering a monthly growth
rate of 0.97%. The Wireless subscription in urban
areas declined from 557.27 million at the end of Feb-
15 to 555.71 million at the end of Mar-15, whereas
wireless subscription in rural areas increased from
403.31 million to 414.18 million during the same
period. The monthly growth rates of urban and rural
wireless subscription were -0.28% and 2.70%
respectively.
The Wireless Tele-density in India increased from
76.60 at the end of Feb-15 to 77.27 at the end of Mar-
15. The Urban Wireless Tele-density declined from
143.71 to 143.08, whereas Rural Wireless Tele-
density increased from 46.56 to 47.78 in the month of
Mar-15. The shares of urban and rural wireless
subscribers were 57.30% and 42.70% respectively at
the end of Mar-15.
India saw the fastest growth in new mobile-phone
connections with 18 million net additions in the first
quarter of 2015, according to a report by Swedish mobile network equipment maker Ericsson.
The number of smart phones, which account for just 37 per cent of all mobile-phone
subscriptions, will reach 3,200 million by 2016, and growing at 15 per cent compounded
annual growth rate, will cross 6,100 by 2020. The falling cost of handsets, coupled with
improved usability and increasing network coverage, are factors that are making mobile
technology a popular phenomenon in the country. The broadband services user-base in India
Figure 5: Total wireless subscribers
Figure 6: Wireless Tele-density

is expected to grow to 250 million connections by 2017, according to GSMA. It also expects
to see increased mobile broadband penetration in India, with over 250 million on either 3G
/4G by 2017.
Composition of telephone subscribers in India -The wireless segment (96.9 per cent of
total telephone subscriptions) dominates the market, while the wireline segment accounts for
the rest.
 In the month of March, 2015, 3.84 million subscribers submitted their requests for
Mobile Number Portability (MNP). With this, the cumulative MNP requests increased
from 150.01 million at the end of February, 2015 to 153.85 million at the end of
March, 2015.
 Number of active wireless subscribers on the date of peak Visitor Location Register in
March, 2015 was 862.63 million (88.94% of the total wireless subscriber base).
Figure 7: Market share in wireless subscribers

2.6 Ministry of Communication
All the operations of this sector come under the control of MoC. It is responsible for all major
policy changes, planning, supervision, spectrum control, etc.
2.6.1 Department of Telecommunications
DoT was formed in 1985 when the Department of Posts and Telecommunications was
separated into Department of Posts and Department of Telecommunications. Till 1986, it was
the only telecom service provider in India. It played a role beyond service provider by acting
as a policy maker, planner, developer as well as an implementing body. In spite of being
profitable, non-corporate entity status ensured that it did not have to pay taxes. DoT depends
on Government of India for its expansion plans and funding. Its pivotal role in the Indian
telecom sector has got diluted after formation of TRAI- Telecom Regulatory Authority of
India.
2.6.2 Telecom Regulatory Authority of India
TRAI was founded to act as an independent regulatory body supervising telecom
development in India. This became important, as DoT was a regulator and a player as well.
Founded by an Act of Parliament, the main functions of the body was to finalize toll rates and
settle disputes between players. An independent regulator is critical at the present situation as
the sector witnesses‘ competition. The operations of this sector are determined as under the
Indian Telegraph Act of 1885 – A document buried in the sands of time. The next major
policy document, which was produced, was the National Telecom Policy of 1994, a
consequence of the on-going process of liberalization.
2.6.3 The telecom Commission
The Telecom Commission was set up by the government of India vide Notification dated
April 11, 1989 with administrative and financial powers of the government of India to deal
with various aspects of Telecommunications. The Telecom Commission and the DoT are
responsible for policy formulation, licensing, wireless spectrum management, administrative
monitoring of PSUs, research and development and standardization or validation of
equipment, etc. The multi-pronged strategies followed by the Telecom Commission have not

only transformed the very structure of this sector, but also have motivated all the partners to
contribute in accelerating the growth of the sector.
The other entities in the sector under the control of MoC are the two public sector
telecom equipment manufacturers, namely Indian Telephone Industries (ITI) and Hindustan
Tele printers Ltd. (HTL). Both these companies are facing financial problems because of
product obsolescence, poor management and over staffing. Telecommunications Consultants
India Ltd. (TCIL), another PSU was founded in 1978 to undertake consultancy services in the
field of telecom. (Source: www.dotindia.com.)
2.7 Objectives of the National Telecom Policy
The objectives of the NTP 1999 are as under:
 Access to telecommunications is of most importance for achievement of the country‘s
social and economic goals. Availability of affordable and effective communication for
the citizens is at the core of the vision and goal of the telecom policy.
 Strive to provide a balance between the provision of universal service to all uncovered
areas, including the rural areas, and the provision of high-level services capable of
meeting the needs of the country‘s economy.
 Encourage development of telecommunications facilities in remote, hilly and tribal
areas of the country.
 Create a modern and efficient telecommunications infrastructure taking into account
the convergence of IT, media, and telecom and consumer electronics and thereby
propel India into coming an IT superpower.
 Convert PCOs, wherever justified, into Public Tele information centres having
multimedia capability like ISDN services, remote database access, government and
community information systems, etc.
 Transform in a time bound manner, the telecommunications sector to a greater
competitive environment in both urban and rural areas providing equal opportunities
and level playing field for all players.
 Strengthen research and development efforts in the country and provide an importance
to build world-class manufacturing capabilities.
 Achieve efficiency and transparency in spectrum management.
 Protect defence and security interests of the country.

 Enable Indian telecom companies to become truly global players.
2.8 Telecommunication Services
Today tariff for telecommunication services in India is one of the lowest in the world. The
Indian consumer has immensely benefited from such lower tariffs which has also been a
major factor for explosive growth in the sector. Following is the list of services offered by
both GSM and CDMA operators:
Telephone services
 NSD/ISD services
 Computerized trunk services
 Pay phones
 National & international leased lines circuits
 Telex
 Telegraph services (manual & automatic)
 X-25 based Packer Switched Data Network (NET)
 Gateway Packet Switched Data Services (GPSS)
 Gateway Electronic Data Interchange Service (GEDIS)
 Gateway E-Mail and Store & Forward FAX Service (GEMS-400)
 Concert Packet Service (CPS)
 Satellite based remote area business message network
 Electronic Mail
 Voice
 Audio-text
 Radio paging
 Cellular mobile telephone
 Public mobile radio trunked service
 Video-text
 Video conferencing
 Internet
 ISDN
 INMARSAT mobile service
 INMARSAT data service

 Home country direct service
 Intelligent Network (IN) services
2.9 Major Players
There are three types of players in telecom services:
 State owned companies (BSNL and MTNL)
 Private Indian owned companies (Reliance Infocomm, Tata Teleservices,)
 Foreign invested companies (Vodafone, Bharti Aitel, Idea Cellular,
Communications)
 BSNL
On October 1, 2000 the Department of Telecom Operations, Government of India became a
corporation and was renamed Bharat Sanchar Nigam Limited (BSNL). BSNL is now India‘s
leading Telecommunications Company and the largest public sector undertaking. It has a
network of over 45 million lines covering 5000 towns with over 35 million telephone
connections. The state-controlled BSNL operates basic, cellular (GSM and CDMA) mobile,
Internet and long distance services throughout India (except Delhi and Mumbai). BSNL will
be expanding the network in line with the Tenth Five-Year Plan (1992-97). The aim is to
provide a telephone density of 9.9 per hundred by March 2007. BSNL, which became the
third operator of GSM mobile services in most circles, is now planning to overtake Bharti to
become the largest GSM operator in the country. BSNL is also the largest operator in the
Internet market, with a share of 21 per cent of the entire subscriber base.
 Vodafone
Vodafone, previously Hutchison Essar is a cellular operator in India that covers 23 telecom
circles in India. It offers both prepaid and postpaid GSM cellular phone coverage throughout
India with good presence in the metros. Vodafone provides 2.75 G services based on 900
MHz and 1800 MHz digital GSM technology, offering voice and data services in 23 of the
country's 23 license areas. It is among the top three GSM mobile operators of India.

 Bharti Airtel
Established in 1985, Bharti has been a pioneering force in the telecom sector with many first
sand innovations to its credit, ranging from being the first mobile service in Delhi, first
private basic telephone service provider in the country, first Indian company to provide
comprehensive telecom services outside India in Seychelles and first private sector service
provider to launch National Long Distance Services in India. Bharti Tele-Ventures Limited
was incorporated on July 7, 1995 for promoting investments in telecommunications services.
Its subsidiaries operate telecom services across India. Bharti‘s operations are broadly
handled by two companies: the Mobility group, which handles the mobile services in 16
circles out of total 23 circles across 19 the country; and the Infotel group, which handles the
NLD, ILD, fixed line, broadband, data, and satellite-based services. Together they have so
far deployed around 23,000 km of optical fiber cables across the country, coupled with
approximately 1,500 nodes, and presence in around 200locations. The group has a total
customer base of 6.45 million, of which 5.86 million are mobile and 588,000 fixed line
customers, as of January 31, 2004. In mobile, Bharti‘s footprint extends across 15 circles.
Bharti Tele-Ventures' strategic objective is ―to capitalize on the growth opportunities the
company believes are available in the Indian telecommunications market and consolidate its
position to be the leading integrated telecommunications services provider in key markets in
India, with a focus on providing mobile services‖.
 MTNL
MTNL was set up on 1st April 1986 by the Government of India to upgrade the quality
of telecom services, expand the telecom network, and introduce new services and to raise
revenue for telecom development needs of India‘s key metros – Delhi, the political capital,
and Mumbai, the business capital. In the past 17 years, the company has taken rapid strides
to emerge as India‘s leading and one of Asia‘s largest telecom operating companies. The
company has also been in the forefront of 5 technology induction by converting 100% of its
telephone exchange network into the state-of-the-art digital mode. The Govt. of India
currently holds 56.25% stake in the company. In the year 2003-04, the company's focus
would be not only consolidating the gains but also to focus on new areas of enterprise such
as joint ventures for projects outside India, entering into national long distance operation,
widening the cellular and CDMA-based WLL customer base, setting up internet and allied
services on an all India basis. MTNL has over 5million subscribers and 329,374 mobile

subscribers. While the market for fixed wire line phones is stagnating, MTNL faces intense
competition from the private players—Bharti, Hutchison and Idea Cellular, Reliance
Infocomm—in mobile services. MTNL recorded sales of Rs. 60.2 billion ($1.38 billion) in
the year 2002-03, a decline of 5.8 per cent over the previous year‘s annual turnover of Rs.
63.92 billion.
 IDEA
Indian regional operator IDEA Cellular Ltd. has a new ownership structure and grand
designs to become a national player, but in doing so is likely to become a thorn in the side of
Reliance Communications Ltd. IDEA operates in eight telecom ―circles,‖ or regions, in
Western India, and has received additional GSM licenses to expand its network into three
circles in Eastern India --the first phase of a major expansion plan that it intends to fund
through an IPO, according to parent company Aditya Birla Group .

CHAPTER 3
COMPANY PROFILE

COMPANY PROFILE
Vodafone name being derived from the firm's goal of establishing a voice and data services
over cellular telecommunication networks. Hence VO represented voice and DA symbolized
data — yielding the name Vodafone.
3.1 Background
Vodafone Group Is a British multinational telecommunications company headquartered in
London and with its registered office in Newbury, Berkshire. It is the world's 2nd-largest
mobile telecommunications company measured by both subscribers and revenues (in each
case behind China Mobile), and had 434 million subscribers as of 31 March 2014.
Vodafone owns and operates networks in 26 countries and has partner networks in
over 50 additional countries. Its Vodafone Global Enterprise division provides
telecommunications and IT services to corporate clients in over 65 countries. Launch of
Vodafone Essar, Vodafone is the world‘s leading international mobile communications
company.
Company provides a wide range of telecommunication services, including voice, messaging,
data across mobile and fixed networks. Vodafone have more than 438 million mobile
customers and 11 million fixed broadband customers.
3.2 History
In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd. won one of two UK
cellular telephone network licenses. The network, known as Racal Vodafone was 80% owned
by Racal, with Millicom and the Hambros Technology Trust owning 15% and 5%
respectively. Vodafone was launched on 1 January 1985. Racal Strategic Radio was renamed
Racal Telecommunications Group Limited in 1985. On 29 December 1986 Racal Electronics
bought out the minority shareholders of Vodafone for GB ￡110 million. In September 1988
the company was again renamed Racal Telecom and on 26 October 1988 Racal Electronics
floated 20% of the company. The flotation valued Racal Telecom at GB￡1.7 billion.
On 16 September 1991 Racal Telecom was demerged from Racal Electronics as
Vodafone Group. 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. In 1997 Vodafone introduced
its Speechmark logo, as it is a quotation mark in a circle; the O's in the Vodafone logotype are
opening and closing quotation marks, suggesting conversation. On 29 June 1999 Vodafone
completed its purchase of AirTouch Communications, Inc. and changed its name to Vodafone
airtouch plc. Trading of the new company commenced on 30 June 1999. To approve the
merger, Vodafone sold its 17.2% stake in E-Plus Mobilefunk. 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. The merger was completed on April 2004.
In November 1999 Vodafone made an unsolicited bid for Mannesmann, which was
rejected. Vodafone‘s interest in Mannesmann had been increased by the latter's 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 resists Vodafone‘s efforts. However on 3 February 2000 the Mannesmann
board agreed to an increased offer of ￡112bn, then the largest corporate merger ever. The EU
approved the merger in April 2000. The conglomerate was subsequently broken up and all
manufacturing related operations sold off.
3.3 Vodafone India
Vodafone India is a 100% subsidiary of Vodafone Group. It commenced operations in
1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai.
Brand Vodafone was launched in India in September 2007, after Vodafone Plc. acquired a
majority stake in Hutchinson Essar in May 2007. From a single operation base with 31
million customers, the company has expanded its operations across the country to cover all 23
telecom circles and service 180 million customers.
Hutchison Telecom announced that it had entered into a binding agreement with a
subsidiary of Vodafone Group Plc. to sell its 67% direct and indirect equity and loan interests
in Hutchison Essar Limited for a total cash consideration (before costs, expenses and
interests) of approximately $11.1 billion. In 2014 ownership of Vodafone India and Italy
increased to 100%.

Vodafone India is a member of the Vodafone Group and commenced operations in
1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. The
company now has operations across the country with over 180 million customers. Vodafone
India has firmly established a strong position within the Vodafone Group too, making it the
largest subscriber base globally. This journey is a strong testimony of Vodafone‘s success in a
highly competitive and price sensitive market.
Vodafone India has been awarded the Most Admired Telecom Operator and Best 3G
Operator at the recent Telecom Operator Awards 2012. The company has also received the
globally recognized prestigious ‗Product of the Year 2012‘ consumer award for Vodafone
Apps Store in the Mobile Services Category. In another survey conducted by Nielsen,
Vodafone India was the only telecom player in the Top 10 ‗Most Exciting Youth Brands‘ in
India. Vodafone India also features in the Top 10 ‗Most Trusted Brands in India‘ for 2011, in
a survey conducted by a leading financial daily.
Serving the needs of an enterprise, Vodafone Business Solutions is a total
communications offering that caters to all their voice and data, wireless and Fixed-line
requirements. With the advantage of global expertise and experience and the knowledge of
local markets, the business is run through the following verticals – Vodafone Global
Enterprise, SME division, National corporate and key accounts. Since its inception, Vodafone
Business Solutions has garnered over 3 million corporate customers in India and currently
provides services to over 6000 Global and national accounts equipped with a robust and
superior network infrastructure and a 24x7 NOC. Vodafone has been recently awarded the
'Enterprise Mobile Service Provider of the Year' at the 2012 Frost & Sullivan India ICT
Awards.
3.4 Vodafone India: Awards & Achievements
2007
 Acquires a 67% stake in Hutchison Essar for $11.1 billion with a subscriber base of 30
mn.
 The company is renamed Vodafone Essar and ‗Hutch‘ is rebranded as ‗Vodafone‘.
 Vodafone launches in India with massive multi-media campaign.

2008
 Vodafone crosses 50mn subscribers.
 Vodafone forays into enterprise and carrier business (Vodafone Business Services) in
India.
 Acquires the licences in remaining 7 circles – Orissa, Bihar, North East, Assam, J&K,
HP, MP – becomes a pan India player.
2010
 Vodafone crosses 100mn subscribers
 Vodafone acquires spectrum for 9 circles in India in the auction for 3G spectrum
 Soft launch of 3G in India
2011
 Vodafone commences launch of 3G in India in phased manner
 Vodafone India revenues stand at INR 27,000 ceores
 Vodafone Group buys out its partner Essar from its Indian mobile phone business.
 Vodafone Essar Limited becomes Vodafone India Limited.
2012
 Vodafone India is INR 32,000 crores in revenues, crosses the 150mn subscriber mark.
 Vodafone India recognized as the ‗Best marketing Company in India‘ by an Economic
Times survey.
 Vodafone India announces a strategic alliance with ICICI Bank to launch- mpesa-
unique mobile money transfer and payment service- facilitate financial inclusion.
 Vodafone India acquires additional spectrum in circles in the 2G auction.
2013
 Vodafone receives FIPB clearance to increase stake to 100% in India unit
 GSMA Innovation Fund Award for credibility in social innovation and impact
 Ranked 2nd in ‗Best Company in Telecommunications Industry‘ –
 Ranked 4th in ‗Best Company in Large Organisations‘ (more than 10,000 employees)
 Ranked 24th ‗among the Top 100 Companies in India‘
2014
 Vodafone India is fully owned by Vodafone Group.

 GSMA Global Mobile Award for Best Mobile Product, Initiative or Service in
Emerging Markets to the RUDI Sandesha Vyavhar (RSV) project in association with
the Self Employed Women‘s Association (SEWA) and the Cherie Blair Foundation
for Women (CBFW)
 Vodafone is ‗India‘s Most Admired Marketer‘ –recognised by Economic Times –
Brand Equity Agency Reckoner Study 2014.
 Vodafone India received Award for Excellence in Talent Management (exemplary
work ethic & HR practices) at Economic Times HR Excellence Summit.
 ‗Retailer of the Year‘ at the Asia Retail Congress
3.5 Vision & Mission of Vodafone
Vision:
 To lead the industry in responding to public concerns regarding mobile phones, masts
and health by demonstrating leading edge practices and encouraging others to follow.
 To enrich our customer's lives through the unique power of mobile communication
Mission:
 We will be the communications leader in an increasingly connected world
Figure 8: Vodafone network summary

3.6 Provided Services
3.6.1 Voice
Vodafone carried 1.2 trillion minutes of calls over our network last year – that‘s the
equivalent of everyone around the world talking for two and a half hours.
3.6.2 Messaging
Vodafone network carried 337 billion text, picture, music and video messages last year.
3.6.3 Data
Over 544 petabytes of data were sent across our network last year – that‘s enough data for
over 100 billion one minute video clips.
3.6.4 Fixed broadband
Vodafone have 9.3 million fixed broadband customers, mainly in Germany, Spain and Italy.
3.6.5 Other services
Includes revenue from mobile virtual network operators (‗MVNOs‘) using Vodafone network
in their markets and from operators outside their footprint using their products and services as
part of Vodafone partner market network that spans 48 countries.
3.7 Local markets
Vodafone Group Plc is one of the world's leading telecommunications groups, with a
significant presence in Europe, the Middle East, Africa and Asia Pacific through the
Company's subsidiary undertakings, joint ventures, associated undertakings and investments.
3.8 Partner markets
Vodafone Group has entered into arrangements with network operators in countries where the
Group does not hold an equity stake. Under the terms of these Partner Market Agreements,
Vodafone and its partner operators co-operate in the marketing of global products and
services with varying levels of brand association.

This strategy enables Vodafone to implement services in new territories and to create additional value
to their partners' customers and to Vodafone's travelling customers without the need for equity
investment in these countries.
Similar agreements also exist with a number of the Group‘s joint ventures, associated
undertakings and investments.
Highlights
 Unified communications strategy: acquisition of Kabel Deutschland and proposed
acquisition of Ono – two leading cable companies, ongoing fiber build in Spain and
Portugal, with Italy to commence this year.
 Project Spring underway, initially with increased network investment in India and
Germany.
 4.7 million 4G customers in 14 markets; early 4G data usage more than double that of 3G
data usage.
 European smartphone penetration 45%, up 7 percentage points year-on-year.
 Vodafone Red now in 20 markets; 12 million customers as at 31 March 2014.
 M-Pesa now in 10 markets, 17 million customers.
3.9 Quality Policy
Vodafone has a reputation for integrity, built through their business principles which they
apply in all of their business activities. Employing the business policies with every supplier
they work which ensures their business principles are put into practice.
International Standards
 ISO 14001: Environmental management systems. Requirements with guidance for
use
 ISO 9001: Quality management systems
 TL 9000: Requirements with Handbook and measurements handbook
 ISO 27001: Specification for the management of information security

 ISO 20000 IT Service Management Standard: Specification for service
management/ IT service management standard: Code of practice for service
management.
 OHSAS 18001: Occupational health and safety management systems. Requirements
 BS25999: Business continuity management. Code of practice/ Business continuity
management. Specification
 SA 8000: Social accountability
 PCI DSS: Payment Card Industry Data Security Standard
3.10 Key milestones in the development of Vodafone
 1982 As Racal Telecomm, awarded the first mobile license in the UK
 1984 Incorporated as Racal Strategic Radio Limited
 1985 First mobile analogue call in the UK
 1987 Launched Vodapage, a paging network covering 80% of the country
 1988 20% of the group floated on the London Stock Exchange as Racal Telecom Plc
 1991 Separated from Racal Electronics and since then quoted as Vodafone
 1993 Introduction of digital mobile services in the UK and first international
partnership.
 1999 Merged with Air Touch Communications, producing a new company,
Vodafone Air touch plc
 2000 Began operating as the Vodafone group Plc
 2002 Introduced Vodafone Live!
 2004 Commercially launched its 3G services in Europe
 2005 Launched fixed mobile convergence product in Germany called Zuhause.
 2006
 Sold its Japanese unit to Softbank and Swedish unit to Telenor.
 Acquisition of Telsim (Vodafone Turkey) for £2.6bn
 2007
 Entered the India mobile market and acquired a controlling stake in Hutchison
Essar for £5.5bn
 Acquired Tele2 fixed line operations in Italy and Spain.

 2009
 Vodacom Group became a subsidiary following the purchase of an additional
15.0% stake for £1.6bn.
 Vodafone Australia merged with Hutchinson 3G Australia to form a 50:50 joint
venture trading as Vodafone Hutchinson.
 2010 Disposal of our 3.2% interest in China Mobile for £4.3bn
 2011
 Acquired a further 11.0% of Vodafone Essar for £3.1bn
 Vodafone Group buys out its partner Essar from its Indian mobile phone business.
 Vodafone commences launch of 3G in India in phased manner
 Vodafone Essar Limited becomes Vodafone India Limited.
 2012
 Verizon Wireless pays $10bn dividend, £2.9bn received by Vodafone

CHAPTER 4
ORGANIZATION STRUCTURE

ORGANIZATION STRUCTURE
Every company has its own organizational structure. Vodafone South Limited has a well-
defined structure, with the following major departments namely HR, Technology, Sales &
Marketing, VBS, Finance & Accounts, Customer Service & Legal.
4.1 Structure of Vodafone India
Vodafone Global UK
Vodafone India
Directors
Sunil Sood
MD & CEO
HR
C.C.O
C.O.O
V.B.S Technology
External Affairs
& Regulatory
General
Councel
mPesa
O.D
South
O.D
West
O.D
East
O.D
North
Business Head
B.D.M
F.A
1. Karnataka
2. Andhra Pradesh
3. Kerala
4. Tamil Nadu
C.F.O

4.2 Structure of Karnataka Circle
Business Head
HR Technology
Sales &
Marketing
Vodafone
Business
Services
Finance &
Accounts
Customer
Service
Learning &
Development
HR
Operations
(HR BC 1)
Recruitment
Performance
Dialogue &
Rewards
Associate
Management
Properties &
Facilities
Management
I.T
Network
Operations
Zonal Heads
Sales Head
Marketing Head
Retail Head
mPesa Head
National
Corporate
SME
VGE
VBS CS
Government
A/C
Solutions
Financial
Accounting
FPNA
Credit &
Collection
Supply Chain
Management
Retention &
Relation
Customer
Support
Group
Quality SPM Training
Marketing

4.3 Zonal Structure of Karnataka
Karnataka has 8 zones
1. Bangalore East
2. Bangalore West
3. Davangere
4. Tumkur
5. Gulbarga
6. Mysore
7. Mangalore
8. Hubli
Zonal Manager
Distribution
Lead
Zonal
Marketing
Executive
Zonal Credit
& Collection
Zonal Retail
Lead
Zonal
Customer
Service Lead
Distribution Area Manager
Channel Manager
Channel Manager
Activation
Officers
Store In
charges (SIC)
VMS Leads
mPesa
BDM

CHAPTER 5
FUNCTIONAL DEPARTMENTS

FUNCTIONAL DEPARTMENTS
5.1 HR and Administration
The importance of human resources within the organization is becoming increasingly
understood in today‘s rapidly changing and uncertain business environment. In order to assist
employees in helping an organization to reach its strategic business goals, effective human
resource managers often gather job related information in a job analysis and job description,
which is vital to creating or re-designing jobs which provide employees with a high level job
satisfaction.
While empowering the employees, they focus on optimizing the roles of their key
touch point – the Human Resources function. Vodafone have implemented the HR Business
Partner for each function at corporate, to focus on the business strategy and launch of the HR
Shared Services for all employee queries and our Centre of Expertise (COEs) that brings in a
specialist experience in the HR functional domain, in areas of Rewards, OE (organization
effectiveness) and Talent.
Vodafone have an employee portal –Ask HR as a one-stop-shop for all employee
communication needs like HR Updates, Policies, Processes, Employee Self Service and
Manager Self Service. On an average, they have 15,000 hits per month, thus bringing in
complete transparency on all HR processes. Since the launch of the Ask HR portal in April
2011 till March 2012, company have recorded 157,724 hits on the website and registered
45,320 queries (calls and emails) to the service centre. Also their HR Systems enable
employee self-service in travel, medical claims, performance dialogue, leaves etc. Their
employee CSAT on HR services is at 85%+ on speed, quality and overall services, the team
provides to all the stakeholders.
The Human Resource Department is placed with the responsibility of ensuring that
it plans adequately for all the organization‘s future engagements that will involve people. One
important aspect of this is planning for employees in the organization. It is important that the
organization ensures that all the employees under its wing are just enough to increase value to
the organization.

The H.R department of Vodafone South Limited performs many important functions. The
Major functions include:
 Attract bright and relevant talent.
 Develop continuously by providing opportunities.
 Excite by creating a culture that is invigorating and creatively innovating.
 Retain the best talent by creating an environment of trust and bonding.
 Recruit right resources at the right cost and time.
 Develop overall organization human resources capabilities through relevant
interventions.
 Facilitate HR and Administration process and systems so as to enhance staff retention.
 Facilitate and sustain employee engagement through purposeful organization
communication process.
5.1.1 Administration
The major function of administration department is to maintain and to ensure a function of
high standards that conforms to workplace Ergonomics by adhering to:
 Cleanliness
 Comfort
 Aesthetics
 Hygiene
 Safety
Their overall responsibility includes maintenance of:
 Building / facilities
 Housekeeping
 Staff welfare
 Travel / Transportation
 Power / Infrastructure
 Printing
 Courier
 Concierge
 Hotel booking / conferences
 Support / Maintenance

5.1.2 Recruitment
This is one of the most fundamental roles of the HR department. This function ensures that
the Company under consideration selects the most skillful and competent person from a sea of
applicants at that time. This function involves evaluation of ability and competency of
potential employees in relation to what the Company needs. This role falls under the Staffing
role of management. If this function is performed well, then the organization will increase
value consequently being on the right pathway to achieve its organizational and departmental
goals and objectives.
 Job sites
 Consultants
 Referrals
 Campus recruitment
Selection process
 Sourcing CV
 Shortlisting
 Interview schedule
 Interviews
 Face to face interview
 Video conferencing
 Telephonic interview
 Offer
 Medical examination
 Joining formalities
 Appointment
Performance Dialogue
 Mid-year performance dialogue
 Annual performance dialogue- its process
 Goal setting
 Goal approval
 Self-assessment

 Manager assessment
 Communication of rating
 Employee feedback
 Survey
5.1.3 Talent Management
Vodafone recognise that it is necessary to create a sustainable environment for their
people so that they continue to be relevant to the business, as they grow. As a part of
Vodafone talent management initiatives, they primarily work on building sustainable
environment to manage succession plans for critical roles and groom the people for these
roles. They provide customised training programmes and plan career paths for their
employees, based on their potential, talent and performance. An employee with high
potential is groomed via development journeys that enable them to fast-track his/her
career within the function. Some of the flagship talent management programmes are:
 Senior Leadership Acceleration Series
 Building Leaders of Tomorrow
 Young Leaders Program
In acquiring, nurturing, integrating and retaining talent, Vodafone focus is not only around
‗what‘ of performance but also around ‗how‘ of performance, bringing a more mature
performance management system with a visible linkage to the Vodafone Way of Speed,
Simplicity and Trust. It is not just appraising their employees, but also about letting them set
SMART goals, coaching them for superior performances and ensuring continuous
development, through regular feedback and review – empowering them at every step.
Towards a Safer work Place
Safety of their employees is at the core for them. Vodafone believe that senior
management commitment is essential to make their work environment injury free and safe for
every individual associated with them. Senior Management Tours are conducted on a regular
basis to encourage safe working conditions and practices. Moreover, they are in the process of
establishing various standards and work practices for sustained safe working. Also Vodafone
believe in an open culture in incident reporting across all levels.

Employee Recognition
Vodafone value their employees and value their contributions. Vodafone workforce is
their strength and they want their employees to feel valued and realise that their work does
make a difference. At Vodafone, one of the best companies to work for in India as per a study
by The Economic Times, they acknowledge the priceless contributions made by their
employees under the following categories:
 Target or performance driven recognition programme
 Culture driven recognition programme
Some of the culture driven recognition programmes are:
 Vodafone Global Heroes
The Vodafone Way is about a consistent way of working, with Speed, Simplicity and
Trust. Vodafone Global Heroes is a quarterly initiative that identifies and recognises
employees (in band G and below) who contribute to and embody ―The Vodafone
Way‖.
 Vodafone sSTars
A sSTar is someone who operates with Speed, Simplicity and Trust. This programme
recognises the employees‘ contribution at three different levels:
Level 1: SSTars
An on-going exercise, it celebrates the demonstration of Speed, Simplicity and Trust
at work with a special SSTars e-card. Any employee can recognise a colleague or team
member across functions and circles through an instant SSTars e-card, any number of
times.
Level 2: SuperSSTars
A monthly exercise which celebrates the exemplary demonstration of Speed,
Simplicity and Trust at work. The chosen employee is awarded points from the
functional kitty that can be redeemed against gifts. Any functional or cross-functional

colleague or Line Manager across circles can nominate an employee with a proper
justification, any number of times during the month.
Level 3: MegaSSTars
A quarterly exercise which celebrates the consistent and outstanding demonstration of
Speed, Simplicity and Trust at work. The MegaSSTar finalist is shortlisted by the
Recognition Board comprising Business Head, HR Head and Functional Heads, every
quarter in every circle. The winner is awarded a lapel pin, a certificate and points that
can be redeemed against a pre-decided gift voucher.
5.1.4 HR Department Structure
HR Head
HR
Operations
Associate
Management
Learning &
Development
Administration
Recruitment
Performance
Dialogue &
Rewards
HSW &
Security
Facility
Management

5.2 Technology Department
5.2.1 Information Technology
The I.T department has been contracted to IBM. The main functions include:
 Providing IT support to all departments in order to meet business requirement.
 Understand business requirement, changing time to time, and provide automated
solutions to meet and compete in the market.
 Understand technology trends and apply to enhance efficiency and advantage to
business.
 Ensure I.T applications and systems availability and scalability to meet growth and
industry/market challenges.
 Participate in management to understand business goals and challenges and explore
and deploy technology.
 Define service levels (SLA) for centralized applications to meet business objectives,
monitor, review and enhance time to time.
 Define, monitor, review and enhance scope of work (SOW) SLA with service
partners/providers.
 Ensure alignment to national processes, with least compromise to circle business
needs.
 Participate in business projection process and prepare capacity planning, capex and
opex requirement and architecture to I.T preparedness in time for growth.
 Data security and IT process compliance to IT/Company policies and legal &
regulatory requirement.
 Understand end customer experience and influence central IT team to provide IT
solutions to enhance end customer experience.
 Prepare IT capacity, service and consumable plan for the year based on inputs from
functional heads.
 Influence service partner/ Central IT team verticals with circle business trends
requirement to provide solutions.
 Plan and deploy equipment capacities to meet requirement.
 Review existing and new IT infrastructure needs with service partner and enhance
systems availability and capacity.

5.2.2 Network Operations
The network operation department performs the functions of designing and getting the IP
MPLS network implemented as per the specifications provided by corporate. Their functions
are:
 Maintaining the MPLS network once it is commissioned for the carrying the circle
enterprise business (data & voice) traffic
 Timely site readiness, physical installation of PoP, acceptance test & commissioning
of Vodafone MPLS/Voice network.
 Perform the operation & maintenance of MPLS PoP.
 Execution of work order for network & customer circuit provisioning in coordination
with all stakeholders.
 Performance, capacity & network change management of MPLS network
 Maintenance of network & customer SLA as per the target
 Prepare and organize the strategy for Zonal – O & M setup
 Planning resources requirement for various sub functions like Manpower (employee +
outsource staff), cell sites logistics/ spare materials, test equipment etc…
5.2.3 24 x 7 Handling Network failures
To ensure fault free operation of network cell sites and network subsystem through preventive
maintenance. Managing 24 x 7 zonal and centralized level maintenance shift operation for
speedy network fault resolution. Their functions are:
 To ensure high network reliability/availability.
 Constant interactions with system vendors and sub-contractors for day to day
operational issues.
 Managing faulty spares repair and return process for various network sub systems
through various vendors.
 To handle and manage the catastrophic network failures due to various calamities
condition.
 To ensure fast recovery of network during unexpected/ uncertain scenario.
 Optimum utilization/ mutilation of zonal O &M resources for efficiently handling the
crisis.

 Planning day to day O & M cost saving/ reducing technique.
 Handling O&M related contractual/ outsourcing in lowest possible cost to produce
productive results in terms of cost /time and quality.
 Monitoring & tracking O&M process cost.
 Optimal and efficient utilization of available centralized /zonal O&M staff/ contractual
staff.
 Cell sites logistic / Spares materials and test equipment‘s usages and control
 To create better understanding and interpersonal relationship among the remotely
located zonal team members and sub functional centralized team members by way of
regular interaction / discussion with each individual team member.
 To drive synergies among all O&M zonal subgroup and other department for smooth/
flaw less handling of network operational issues.
 To provide technical direction to subordinate for fast network problem resolution and
root cause problem analysis.
5.2.4 Technology Department Structure
Technology Head
IT Projects
Switch
Transmission
Operations &
Management
(O&M)
Career
Business

5.3 Sales And Marketing Department
Sales and marketing is one of the most important department at Vodafone south ltd.
Marketing is the process by which companies create customer interest in products
or services. It generates the strategy that underlies sales techniques, business
communication, and business development. It is an integrated process through
which companies build strong customer relationships and create value for their customers
and for themselves.
They form the back bone of the entire organization. They are responsible for the
function of carrying out the function of marketing activities all around Karnataka. They
manage and monitor the entire sales force of VSL. The entire Karnataka state is divided into 8
zones. They are Bangalore East, Bangalore West, Mysore, Hubli, Gulbarga, Davangre,
Tumkur, Mangalore.
The main responsibilities of the marketing team are to:
 To define and manage the customer needs and expectations
 Deliver innovative products and services
 To implement business models for new products and services including capex spend
 To constantly design, deploy and manage campaigns for revenue management of both
voice and data product and services
 To develop strategic alliances in the circle to help SME business growth in the circle
 To develop and implement the tariff plans
 To identify the business solutions needs for SME in the circle and provide input for
solutions development.
 To support product penetration of accounts through targeted acquisitions.

5.3.1 Sales & Marketing Structure
Sales & Marketing Head
Marketing Retail Sales
Zonal
managers
Value added
services
Roaming
Campaign
Management
UNR
Data
Services
Sales
MIS
Projects
Sales
Program
Management
MIS
Modern
Trade
Distribution
Direct Sales
Marketing
Communications

5.4 Vodafone Business Services Department
The main function of Vodafone Business Services department is to manage and implement
the service strategy among corporates and Vodafone global enterprises customers in
Karnataka and attain high level of customer satisfaction through the cross functional teams,
service managers & channel partners whilst complying with agreed budget, timescales and
agreed policy guideline as also with all regulatory norms. Innovate and drive appropriate
changes in service delivery depending on market realities and demands. They must also align
with cross functional teams across circle and central. Back office matrix in terms of complaint
management resolutions and achieve customer satisfaction. Manage complaints from
customers within an agreed SLA.
They are responsible for:
 Service management in the accounts through team of service manager and channel
partner for servicing.
 Drive customer retention and comply to customers with customer credit policies.
 Engage in formal service reviews with corporates and VGE accounts and customer
forums.
 Provides feedbacks on evolving service needs.
 Set goals and targets for the service team in consultation with the head
 Monitor the performance of the teams periodically.
 Responsible for service communication for the corporates and VGE customers
handled in the allocated territory.
 Responsible for aligning and implementing norms and process laid.

5.4.1 Vodafone Business Service Department Structure
VBS Head
Customer
Operations
VBS
Solutions
VBS
Marketing
VGE
Small &
Medium
Enterprises
Government

5.5 Finance And Accounts Department
The finance department forms the backbone of every organization. The finance department
has a team of professionals which regularly review the company‘s practices and converts
personal skills into efforts to continually improve the financial statements of the company.
Through effective management practices and creative ideas, financial department team strives
to build a working environment that enables to use financial resources and capabilities to
serve customers better. The finance department staff shares the company‘s dedication to
customer satisfaction.
The major functions of the finance department include:
 Finalization of accounts.
 Cash flow (in flow) projections
 Supervision of billing, collections, banking, statutory compliances
 Periodical MIS
 Budgeting
 Returns filling
 Correspondence to bankers on financing
 Debt management
 Agreements and dispute resolution
 Supervision of costing
 Supervision of individual and functional performance
 Internal audit
5.5.1 Credit & Collection
Objectives
 Act as a catalyst for growth in revenue and subscriber base
 Balance risk v/s revenue
 Bring more customer focus and intelligence into the C & C processes
 Strive to reduce bad debts
 Equip credit and collections teams to be in line with business growth

1. Credit Team
The respiratory system of the Vodafone body. They do this by:
 Reviewing subscriber‘s credit worthiness before letting them into our system.
 Monitoring subscriber‘s dues.
 Retaining good subscribers and optimizing their usage.
Process in Credit
 Duplicate tracking
 Fraud Control
 Credit monitoring
 Return bill management
 Credit rating update
2. Collections Team
The blood circulatory system of the Vodafone body. They do this by:
 Ensuring customers, get their bills
 Giving reminders and collecting payments.
 Posting payments on time
 Informing customers who have overdue payments
 In field, understand subscriber issues, resolve issues
Processes in Collection
 Billing operations
 Bill payment processing
 Dunning
 Tele-calling agency
 Field collections

5.5.2 Supply chain management
Vodafone India has always taken adequate measures to ensure that the supply chain is
efficient, and has developed systems to optimize every step of the supply chain including
procurement, inventory management and effective waste disposal. Moreover, they have also
established processes that enable them to observe safety rules and conduct business
responsibly.
5.5.3 Finance & Accounts Department Structure
Finance & Accounts
Head
Finance
Planning &
Analysis
Financial
Accounting
Credit &
Collection
Supply Chain
Management
Zonal
Accounting
Tax

5.6 Customer Service Department
The Customer service department fulfills an important role for an organization. Customer
service is often the main point of contact for a customer, so representatives can paint the
company in a positive light by providing friendly and prompt service. In some cases, the
customer service department can even generate additional sales for the company. Customer
service requires a great deal of patience since customers may be rude or demanding at times.
The main focus of a customer service department should be to attempt to satisfy the
customer‘s needs.
The customer service department also includes the department of Retention and Relation.
They are responsible for:
 Reducing voluntary subscriber churn.
 To ensure recruitment, training, performance of all retention executives.
 To ensure communication of empowerment and approval matrixes at all touch points
for customer retention.
 Process management of store retentions.
 To increase first level retention at stores.
 Ensuring all retention executives are trained.
 To record all correct information and closure of retained/ not retained customers.
 Ensuring all support from the stores team to the retention executives.
 R & R are responsible for e-mail retention process – allocation, closure, performance,
as per set targets.
 Ensuring all cancellation requests are closed within the agreed SLA‘s by the retention
agents.
 Driving customers win back post cancellation through tele-calling and field and
ensures the targets are met.
 Driving the base management of the selected high ARPU base through the team of
relationship managers and ensuring the targets on customer visits, retention,
complaints, collection, churn etc are met.
 Drive the team‘s performance in productivity, training retention skills, performance,
quality, validation and settlement of invoice.

5.6.1 Customer Services Department Structure
Customer
Service Head
Retention &
Relation
Quality
Customer
Support
Group
Service
Partner
Management
Training

5.7 Legal Department
The Legal department is responsible for maintaining and protecting the interest of the
company to the fullest extent. Take disciplined actions & focus on business needs and
requirements. They must adopt best practices and easy ways and means while resolving
issues. They must access and manage all types of risks and handle crisis effectively and
efficiently.
The functions performed by the legal department are:
 Provide high quality legal services.
 To ensure situations are handled and controlled to meet end users requirements.
 Monitoring and focusing on driving the process as to collection against defaulters of
cheque bounces.
 Handling uncertain, complex situations and speedily resolve the issues.
 Defending the coercive actions taken by the government authorities for collecting
revenue is set aside.
 Defending the litigations filed against the company and ensuring the customer is not
paid any compensation as claimed for.
 Manage the risks and deliver results timely always, do not look for short term benefits
but long term solutions always.
 Manage to move with the entire industry always.
 All end users requirements have to be met timely so that business remains un-
hampered.
Taking the right decisions at the right time is important and implementation of the same is
also very critical aspect from business point of view in case of the legal department. Timely
action has to be taken against defaulters of cheque bounces and ensure that revenue is
enhanced for the company
At Vodafone, they have several functions that are a part of the control environment including
 Internal Audit
 Revenue Assessment
 Information Security

 Privacy
 Sarbanes- Oxley (SOX - also known as Corporate and Auditing Accountability and
Responsibility Act)
 Enterprise Risk Management (ERM)
 Fraud Risk and Security (FRS) and Compliance
However, recognizing the need for developing a simplified system for remaining compliant to
the large number of laws and regulations affecting them, they are in the process of creating a
framework encapsulating all the key laws and regulations that each circle is required to adhere
to in all situations.
5.7.1 Legal Department Structure
Legal Head
Assistant Manager

CHAPTER 6
SWOT ANALYSIS

SWOT ANALYSIS
6.1 Strength
1. World’s second largest mobile telecommunications company measured by both
subscribers and revenue.
Vodafone is the world's second-largest mobile telecommunications company
measured by both subscribers and revenues (in each case behind China Mobile).
Vodafone is either the market leader or is among the top 3 service providers in every
country. Such strong position often implies financial leverage, larger capacity to
absorb risks and greater capability to steer the market direction. Vodafone had 434
million subscribers and revenue of £43.6bn as of 31 March 2014.
2. Geographically diversified business.
It‘s easy to think of Vodafone as simply a European company, with its headquarters in
the UK, but the reality is that one third of their revenue comes from countries outside
Europe and most of this is in fast-growing emerging markets where data demand is
taking off. The company owns and operates networks in 26 countries and has partner
networks in over 50 additional countries. The Vodafone Global Enterprise division
provides telecommunications and IT services to corporate clients in over 65 countries.
Vodafone is the world‘s leading international mobile communications company.
3. Strong advertising and marketing strategy (Eg:Zoo Zoo concept).
Innovation is always a part of advertisements and the advertising agencies reach out
for new ways to capture the prospective consumer's heart. Vodafone capitalizes on the
innovative ideas and always came with the new advertisements that took the brand on
heights always.
O&M (Ogilvy and Mather) the mastermind behind Vodafone advertisements
and the main objective was to set the position of Vodafone as an innovative leader in
the mobile services sector. The promotion strategy was to hit massive levels by
maximizing the target audience.

Out of all the commercials launched by Vodafone, ZOOZOOZ are the best.
IPL-2 was the best option for Vodafone to do go for. The advertising strategy behind it
proved itself from the fact that the name Zoozooz got coupled with the brand
Vodafone and gathered more publicity and reception than IPL. Repetition of the
advertisements of Zoozooz may bore the viewers, so O&M came up with new
Zoozooz Ad every day. Zoozooz were the new brand ambassador for Vodafone, has
created a furore in the advertising industry. Zoozooz succeeded in giving the exact
makeover Vodafone was looking for along with amazing brand presence.
4. Vodafone’s leadership position and Strong brand recognition
Aggressive strategy, creative advertising, decent customer service and employee-
friendly policies have helped Vodafone in cementing its place among the better brands
of the world. This makes it easy for them to win new customers and retain the existing
base.
5. Developed and advanced network.
While not necessarily the trailblazer of LTE network launch in its areas of operation,
Vodafone deployed LTE and high-speed wireless networks in most of its markets
within a few years of spectrum allocation or ecosystem stabilization. In 2010,
Vodafone had LTE running in Germany for the first time. Within the next 2 years,
they followed it up by launching LTE in Portugal, Romania, Spain, UK, Australia,
South Africa and many other nations. Networks in India, Egypt and Turkey are also in
the process of upgradation. Similarly, in the first half of the last decade, the operator
was aggressive in providing 3G services. The overall perception of Vodafone‘s
wireless network is positive in most countries.

6.2 Weakness
1. High customer churn.
Customer churn happens to be the most challenging issue for mobile industry
irrespective of its rapid growth. India has more than 15 mobile operators in a highly
competitive, predominantly pre-paid market. About 96% of all mobile subscribers are
constantly transitioning between mobile service providers to realize incrementally
lower prices. The monthly churn rate in India averages approximately 6%. Reasons for
disloyalty vary for different operators as this market is highly competitive. Customer
loyalty generally declines and willingness to churn increases as market is subjected to
technological changes. Recent churners often switch because of promotional offers
from competing providers. The churn is very high especially in the youth segment.
Customer retention is a challenge as churn takes place in the short period of less than
24 months. Globally, India stands first in youth population. According to the recent
telecom statistics of 2014 young adults tend to churn in a higher rate when compared
with other age category. This is mainly due to their level of expectations and
preferences are varying according to the mobile market trend. Hence it is very difficult
even to Vodafone, a market giant to cut down churn.
2. 3G service is not available in all circles.
Out of the 23 telecom circles in India, Vodafone has acquired 3G spectrum only for 9
circles. For example, in Karnataka 3G is provided through the Airtel network and in
Kerala it is through Idea network. In order to resume offering 3G services in circles
where they do not have spectrum, Vodafone, invests a huge amount of over INR 280
crores per annum for ramping up network and distribution by taking up circles for
rent.
3. No proper network in rural areas.
This is due simply to limitations of technology. Customers can be tens of miles apart
in rural areas, making it difficult to propagate a signal to many homes around a base
station. Though the customers in the rural areas is a potential market for Vodafone, the
fact that homes are so sparse in rural areas also hinders from making the investments
necessary to supply rural areas with quality mobile network.

6.3 Opportunity
1. Fast expanding cellular market / Strong demand from emerging markets
The demand for mobile services continues to grow strongly. In the last three years the
number of users increased by an average of 9% each year. In 2009 global mobile
penetration was only 69%, and by 2013 it had risen to 98%. Emerging markets have
the most potential for future mobile customer and revenue growth driven by rising
populations, strong economic growth, lower mobile penetration and a lack of
alternative fixed line infrastructure. According to industry analysts, by 2017 there will
be 1.7 billion new mobile users across the globe, and most will be from emerging
markets. As a result by 2017, 77% of the world‘s mobile users will be from these
markets.
2. Good tariff packages.
Mobile service providers have the power to fix/give offers to the customers.
Vodafone‘s 3G data portfolio includes a variety of weekly packs, night packs and
monthly packs with limited and unlimited 3G data benefits, ranging from Rs 27 to Rs
1499.They are able to give such a wide and attractive packages while adhering to the
norms and rules of TRAI.
3. Growing importance of data and other new revenue areas
Mobile voice and texts are the traditional revenue sources for all telecom companies.
One of the major future growth opportunity revenue areas is data. It is estimated that
between 2013 and 2017 data revenue for the telecommunications sector is set to grow
by US$128 billion, compared to a US$38 billion decline in voice revenue over the
same period. The demand for data will continue to be driven by rising smartphone and
tablet penetration and usage, and improvements in mobile network capability. As the
demand for data grows, mobile networks have to be reconfigured to data, while still
meeting the need for traditional texts and calls. Already 91% of the world‘s total
traffic on mobile networks is data. The data services most used are video streaming
and internet browsing which require high speed networks.
New applications for mobile services are the use of mobile beyond everyday
communication and deliver new revenue streams, such as mobile payments via a

Organization Study at Vodafone South Ltd, Bangalore

Organization Study at Vodafone South Ltd, Bangalore

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