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Vodafone presents

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by

Ite Rogema

on 20 November 2013

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Transcript of Vodafone presents

Vodafone presents

V
-Pay

AGENDA
COMPETITIVE LANDSCAPE
Vodafone Future Strategic Goals
Revenue growth

Reputation

Customer relationships

Improved perception of network reliability

Bigger footprint in the Generation Y segment



V
-Pay Strategic Objectives
Creates new revenue streams

Reputation proliferation due to innovative technology

Strengthen existing, and create new customer relationships

Network unaffected by new technology

Gen Y most adoptive to new technology


INTERNAL STRATEGIC FIT
WHY IS
V
-PAY IMPORTANT FOR VODAFONE?
GENERATION-Y
SEGMENT
BUSINESS TO BUSINESS MARKET
FINANCIAL IMPORTANCE
Is
V
-Pay a 'smart growth' strategy?
International Reach
Branding
Infrastructure
Existing customer base
Responsiveness
Management team
Business structure
Vodafone Core Compentencies
National Broadband Network
Telstra Ventures - Silicon Valley
Development of enterprise solutions within the B2B network
2012 Vodafone lost AU$ 817.6 million
New revenue streams of $150 million by 2015 through
V
-Pay
V
-Pay IMPLEMENTATION
Who is
V
-Pay targeting?
Australian market
Generation-Y users
V
-Pay Partnerships and Alliances
Westpac, Commonwealth Bank, NAB, ANZ
Visa
Coles and Woolworths
V
-Pay Differentiators
New and convenient payment method
Accessibility
International compatibility
V
-Pay 3 Horizon Process
Low-cost provider for customers
Premium advertising for companies

PHASE 1:
Pre-paid mobile banking facility
PHASE 2:
Merchant transactions
PHASE 3:
Selling of big data
Economic Logic
COSTS
MARKETING - $3.16M

MANUFACTURING - $2.69M

TRAINING AND DEVELOPMENT - $2.3M

NEW STAFF - $1.55M

TOTAL - $9.7M


REVENUE
INTEREST EARNED FROM CASH - $7.5M

ADVERTISING REVENUE- $52.5M

FEES PAID BY BANKS - $45M

SHORT TERM LOANS - $15M

TRANSACTION FEES - $30M

TOTAL - $150M


V
-Pay FINANCIAL FORECAST
Does V-Pay fit into the environment ?
Does V-Pay exploit key resources ?
Does V-Pay have internally consistent elements?
Does V-Pay have sustainable differentiators?
Does Vodafone have enough resources to support V-Pay?
SUMMARY
1)
Internal fit
2)
Vodafone core competencies
3)
Competitive landscape
4)
Importance to Vodafone



5)
Implementation of
V
-Pay
6)
Sources of revenue
7)
Financial forecast
8)
Is
V
-Pay a smart growth strategy
9)
Summary
V
-Pay is a great fit within Vodafone's strategy

Vodafone has the potential to gain a sustained competitive advantage through
V
-Pay

Key success factors: Generation Y
Partnerships
Revenue streams

V
-Pay has the potential to increase revenues by $150million

V
-Pay will significantly improve Vodafone's current reputation in Australia

GROUP MEMBERS

Matt Jackson -
1.Identification of revenue streams.
2. Research around bank policy and protection laws
3. Research into contactless payments in Australian market
4. Completed a VRIO on Vodafone Australia.
5. Researeched international transaction methods.
6. Assisted with environmental anaylsis

Wiliam Giovas -
1. Worked on speech presentation
2. Research into existing competitors in NFC market
3. Research Around Commonwealth NFC Product
4. Research into NFC trends with bank cards.
5. Financial anaylsis on revenue streams.
6. Assisted with VRIO anaylsis

John Bromhead -
1. Worked on content in speech
2. Analysis on financial performance of Vofafone from Dec period.
3. V-PAY strategic fit with Vodafone
4. Porters Five Forces anaylsis on Australian market around NFS technology
5. Marketing Data Research
6. Assisted with PESTLE analysis

Eti Amegor -
1. PESTLE Anaylsis
2. US banks selling Data Research
3. Adoption rate for Vodafone customers
4. Worked on speech presentation
5. Strategic Alliances comparison
6. Helped with Porters Analysis
REFERENCES

Barney, J. 1991, ‘Firm Resources and Sustained Competitive Advantage’, Journal of Management, vol. 17, no. 1, pp. 99-120, viewed 6 September 2013, ProQuest, <http://search.proquest.com.ezproxy2.library.usyd.edu.au/docview/215258436>

Bingemann, M. 2013, ‘Class action threatens Vodafone recovery’, The Australian, 27 February, viewed 6 October 2013, <http://www.theaustralian.com.au/technology/class-action-threatens-vodafone-recovery/story-fn4iyzsr-1226586371685#>

Fitzsimmons, C. 2013, ‘Eight myths about gen y that leaders must understand’, BRW, 22 August, viewed 6 October 2013, <http://www.brw.com.au/p/tech-gadgets/eight_myths_about_gen_that_leaders_iiKiTLM7sXGLAGy0HJcXDM>

Flood, D., West, T. and Wheadon, D. 2013, ‘Trends in mobile payments in developing and advanced economies’, Reserve Bank of Australia, Sydney, viewed 6 September 2013, <http://www.rba.gov.au/publications/bulletin/2013/mar/8.html>

Hoskisson, R. E., Hitt, M.E, Wam, W. P., Yiu, D. 1999, ‘Theory and researching strategic management: Swings of a pendulum’, Journal of Management, vol. 25, no. 3, pp. 417-456, viewed 6 September 2013, <http://web.ebscohost.com.ezproxy2.library.usyd.edu.au/ehost/detail?sid=5fac9fc8-9bed-4b74-9b3b-37dc6d300354%40sessionmgr198&vid=1&hid=114&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=buh&AN=2012392>

Lill, J. 2013, ‘Latest Vodafone ads under investigation after viewers complain to advertising board’, The Australian, 24 September, viewed 6 October 2013, <http://www.theaustralian.com.au/news/latest-vodafone-ads-under-investigation-after-viewers-complain-to-advertising-standards-board/story-e6frg6n6-1226726327483>

Vodafone Annual Report 2012, viewed 6 September 2013, Vodafone Group Plc, <http://www.vodafone.com/content/annualreport/annual_report12/downloads/business_review_vodafone_ar2012_sections/our_people_vodafone_ar2012.pd>

Hambrick, D. C., and Fredrickson, J. W. 2001, 'Are you sure you have a strategy?', The Acadamy of Management Executive, vol. 15, no. 4, pp. 48-59, <http://www.uco.edu/central/strategicplanning/files/documents/public/Strategic%20Planning%20in%20General/Hambrick%20-%20Are%20You%20Sure%20You%20have%20a%20Strategy.pdf>
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