The American University in Cairo

Management 307

Vodafone Egypt
Alia Khaldoun Ahmed El Saka Hazem Mohsen Mohammed Abdo Mohamed Omar Hasseeb Mostafa Mohamed Ahmed Mohamed 900040725 900052000 900061907 900061943

Overview of the Company

25 Countries (Vodafone) 42 Countries (Partners) Voice data fone. Vodafone Vodafone Egypt, first known as Click GSM 1998.

Mission & Strategy

Vodafone Egypts mission statement

Is to connect and Develop people and communities accelerating the advancement of Egypt

Vodafones Vision
Vodafone Group's vision:

Is to Be the Communications Leader in an Increasingly Connected World

Vodafone Egypt's vision:

Is to Be the Role Model for How We Do Business in Egypt

Consistency of the vision

Vodafone Egypt's vision is a consistent one. Evaluated by Top Management

Objective of the Vision: To align the employees with a common goal which is very important in an organization as big as Vodafone.

Structure

CEO
Vodafone International Services

Consumer

Business

Finance

Human Resources

Customer Care

Technology

Corporate Affairs

Culture
Caring - Excellence - Freedom - Fairness and Integrity Joyful Belonging - Ma3a Ba3deena Mazzika

CSR (Corporate Social Responsibility)

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Specific Environment
Suppliers:
Telecom Egypt: Connections Ericsson: Equipments Universities: Human Resources

Customers:
Egyptian Different Sectors

Public Pressure Group:

Boycotting UK products: Due to some political disputes. Advocates for human health (anti radiations): Due to some claims that mobiles harm people.

Competitors:
Mobinil: Mobile Operator Etisalat: Mobile Operator TE-Data: Internet Provider Link Dot Net: Internet Provider Telecom Egypt: Land-line Provider

General Environment
Economic:
Economic Recession: In the Egyptian Market

Global:
Global Economic Recession Global Mobile Operators: Roaming Agreements

Cultural:
Mobiles as Luxury: The concept of people having mobiles as luxury

Technological:
Google: As an email provider Yahoo: As an email provider Facebook: As a social website

Growth Strategy
1- Concentration: Vodafone Egypt wants to continue to grow in its core business of mobile communications. 2- Diversification: Vodafone focuses on growing into internet and off shoring (providing services to companies abroad from Egypt).

SWOT (BCG Matrix)

Vodafone Egypt is currently a STAR Telecommunication market in Egypt is Vodafone Egypt's market share is increasing at the same rate as the market leadership in revenue compared to other players in the Egyptian market (Mobinil and Etisalat)

Competitive Advantage of Vodafone Egypt

The main two core competencies are: 1- Customer Service: Vodafone Egypt has a distinguished experience in the area of customer service. 2-Relevant innovation: Vodafone Egypt does not stick to a sole role which is providing mobile connections

Relevant innovations & Customer Service

Competitive Strategy of Vodafone Egypt

Differentiation strategy : Creating unique services and products to its customers Ex (Internet Packages, 3G, etc)

Organizing Function
Organizing can be defined as the process that involves creating an organizations structure. In order to ensure an organizations success, there has to be a defined and formal arrangement of tasks and jobs within the organization. This structure can be developed or changed, which involves a process called Organizational design.

Work specialization
The tasks are divided among the employees to a large extent. Each employee has a specific task in which he/she is required to perform. There are 3 types of managers; top managers, middle managers, first-line managers Top & middle manager's jobs and tasks are directed more towards delivering the companys objectives and developing the capabilities of the employees.

Departmentalization
Departmentalization is how work is grouped together. Work is divided by product departmentalization that groups several employees under one product line. This type of departmentalization gives room for much more concentration on the product lines and products.

Chain of Command
Chain of command can be explained as the line of authority that traces between upper and lower levels and sets who reports to whom. There is a clearly defined chain of command in Vodafone as responsibilities are clearly defined for everything and everyone. However, management is responsible for deciding upon the tasks for the employees. This is done through a Performance Dialogue exercise that is held every 6 months.

Span of Control
On average, a manager manages around 4-5 employees. Managers in Vodafone cannot manage a large number of employees efficiently and effectively. In the organization, the number of employees increases as we go down.

Centralization & Decentralization

Vodafone is decentralized but to a certain extent. Employees can take decisions without going back to managers in matters that are pre-agreed on in periodic meetings. Vodafone encourages decisions to be made by cooperation of all impacted stakeholders. The employees have the opportunity to have a say in the decision making process as long as they have the ability and the experience to do so,

Formalization
Formalization is the degree in which jobs are standardized and the extent to which employee behavior is guided by rules and procedures is flexible. Vodafone works by the values based organization, and all the employees are asked to work within these rules and procedures. There are also no specific procedures; there are common behaviors & tools that all the employees are trained to apply them to all interactions.

Controlling Function

Controlling is a four-step Process

Establishing performance standards based on the firm's objectives. Measuring and reporting actual performance. Comparing the two performances. Taking corrective or preventive action as necessary.

Vodafone Controlling Strategy

Managers and the controlling strategy Evaluating employees performance Supervision and control

Establishing Performance Standards

Customer Operations Performance Center (COPC) certification Key performance

Measuring Actual Performance

The quality assurance team Efficiency reports Performance Dialogue process

Comparing Standard Performance and Actual Performance

The third phase of the controlling function is comparing the standard performance that was established and the actual performance that is running so that managers can know whether the company is on track or not.

Taking corrective actions (Feedback )

Employees achieved the standard performance Underperforming employees

Vodafone
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