Business Strategy: Telecommunication Sector (UK) - Vodafone Group Plc Analysis

This assignment provides a comprehensive analysis of Vodafone Group Plc, a major player in the UK telecommunication sector. It examines the external environment using PESTLE and Ansoff's matrix, analyzes internal capabilities through VRIO and SWOT, and evaluates the sector's competitiveness using Porter's Five Forces. The assignment concludes with a strategic management plan outlining tangible and tactical priorities for Vodafone to improve its competitive edge and market position.

Business Strategy: Telecommunication Sector (UK)
1

Table of Contents
Introduction........................................................................................................................3
Task 1 – The external environment...................................................................................4
1.1 PESTLE model for environmental analysis.................................................................4
1.2 Ansoff’s growth vector matrix to analyse the organisation’s strategic positioning......5
M1. Critically analyse the macro environment and how it determines your chosen
organisation’s strategic management decisions................................................................7
Task 2 – The internal environment and organisation capabilities.....................................9
2.1 Explain what strategic capability means......................................................................9
2.2 Apply the ‘VRIO/VRIN’ model to determine the strategic capabilities possessed by
your chosen organization...................................................................................................9
2.3 Identify the organisation’s strengths and weaknesses (SWOT analysis).................10
M2. Critically evaluate the strengths and weaknesses of an organisation’s internal
capabilities, structure and skill set...................................................................................13
Task 3 – Analysing the telecommunications sector........................................................14
3.1 evaluate the competitiveness of UK’s telecommunications sector using Porter’s five
forces model....................................................................................................................14
M3. Devise appropriate strategies to improve competitive edge and market position of
your chosen company......................................................................................................17
Conclusion.......................................................................................................................23
Reference List..................................................................................................................24
2

Introduction
Mobile telecommunication sector is considered one of the fastest growing sectors in the
global economy sector. With the advent of decentralised and globalised economical
narrative, the global market telecommunication sector has seen exponential growth,
coupled with efficient business strategy, which are adopted to further the market reach.
According to the seventh annual Mobile Consumer Survey (2017) conducted by
Deloitte, shows that more than 53% of the respondents in the 16-75 age group prefer
being engaged with smart phones while walking. The retail revenue generated by the
telecom company range in the first fiscal quarter of 2017 was £3.8bn, an appraisal of
£32m from the previous fiscal quarter. The challenge for the companies has been to
retain their brand image in the market and further their market bases in the international
shores. Vodafone Group Plc is a major player in the telecommunication sector,
providing a range of services such as voice, data and messaging. The company was
found in 1984 and acquired the license of using radio frequencies to deliver the mobile
services. Vodafone has shored out and opened up outlets in various domains,
perpetuating deep in the market sphere (Stirling, 2017).
This assignment will build forth a comprehensive and conclusive analysis, examining
the different nuances associated with the Vodafone telecom industry with the contextual
business strategy and suggesting, in process, the appropriate measures that must be
employed.
3

Task 1 – The external environment.
The micro and macro factors have an instrumental impact on influencing an affecting
the success potential of an organization. The efficacy of the business marketing
strategy being implemented and the discrepancies associated could be comprehended
with an in-depth understanding of the macro economy, which is concerned, with the
overall functioning of the economic functions (Boateng, 2016). The task will be
constructed with talking in accordance the models of environmental analysis and apply
the Ansoff’s growth matrix of growth to gauge the strategic positioning of the
organization.
1.1 PESTLE model for environmental analysis
Factors Analysis
Political After the recent occurrence of Brexit and the ensuing political instability in the
adjacent regions, the management and the operations process has been hit
tremendously. Vodafone is dependent on the infrastructure for the optimum
functioning of the processes, the political scenario are responsible for
influencing the narrative of a particular region which subsequently influence
the infrastructure and other aspects associated with the manufacturing and
supply chain management (Middlemiss, 2017).
Economic The fall of pound against the Euro has lead to financial insecurity in the social
stratums. The bank rates increase and the aggressive growth of the domestic
VAT rates, coupled with a unstable GDP tethering on the margins of economy
bankruptcy has majorly impacted the operation of Vodafone.
Social The social factors which influence the functioning of Vodafone, have been
influenced to a major extent by the dynamic nature of the domain and the
strategies adopted by Vodafone are flexible to accommodate the different
narratives of the local culture pertaining to the regions they function in.
Technological Vodafone has always operated with the primary motive to further the business
acumen and enhance the operation process, which is imperative. The
constant innovative approach employed by the organization has helped the
brand to take rapid strides in the directives, chalking up operational directives
4

and assessing the different forthcoming trends of the market, which helps
them to satiate the needs and the demands of the customer base in a more
competent manner. The initiative to display more innovative technological
offerings in a particular domain such as the Vodafone TObi, the revolutionary
chatbot, and the services for voice authentication currently tested by
Amazon’s Alexa has been conducted with efficiency in the new microsite,
Vodafone Labs.
Legal The EU regulations have had a major impact on the business expansion and
the profitability of Vodafone. The management at Vodafone has taken a very
strict assessment of the legal attributes and has dealt with piracy issues with
vigilance. The organisational structure incorporates the endemic legal
framework and functions with proper adherence of the domain. The
Companies Act of 2006 has been subjected to the change in legislative
structure following Brexit. The UK IPO (Initial Public Offering) has also been
amended with the Brexit and the services for filing patent have been
temporarily suspended which has acted as an hindrance to the operation and
thus affected the businesses of the telecommunication sector, especially
Vodafone (Haaker et al., 2017).
Environmental The advent of a global market space has brought forth a new genre of
customers who are effectively more ethics oriented and consider that the
company, which they associate with, must be especially responsible for
overall development of the society. The management structure at Vodafone
has been dynamic and external and the internal factors are incorporated with
due diligence.
Table 1: PESTLE analysis of Vodafone
(Source: Created by the learner)
1.2 Ansoff’s growth vector matrix to analyse the organisation’s strategic
positioning
Ansoff’s growth vector matrix is compiled for analsying the different alternative
corporate strategies for growth, with keeping in focus the different potential markets and
the products of the firms. Vodadfone has provided the customer base with a wide gamut
5

of services and products, effectively tapping in the dynmaics of the maklret to ensure
that the profitability of the organisation is sustained. The company mainly focuses on
bringing new products fore new market segments, relying on the matrix of diversification
for the operational processes. The ansoff matrix is shown below:
Figure 1: Ansoff’s growth vector matrix
(Source: Yin, 2016)
The four major strategies for growth elucidated in the matrix are:
Market penetration: Vodafone has effective incorporated various strategies, which
would essentially enable the organisation to achieve growth, with the aim of enhancing
the market share with the existing product portfolio in the present market segment.
Market penetration is the least risky aspect since the emphasis is on the existing
capabilities and the resources.
Market Development: The market development aspect is constructed with the inclusion
of the pursuit of the additional geographical regions and the unexplored markets
segments. IT is conducted with the consideration of the new market segments; the core
competencies of the organisation must be related to the product with the experiences
6

garnered from a specific market segment to be predominantly lower of value in
comparison.
Product Development: Vodafone has included varied range of innovative products in
their existing market base, which has propelled the organisation to a dominant position
in the telecommunication sector. Since Vodafone has strengths, which are relative to
the customers instead of the products and the approach is more customer-oriented than
the products. The process is significantly risky because it involves more complex
machinery than of simply attempting to enhance the market share (Hajir, 2015).
Diversification: Vodafone has taken an approach, which has enabled the firm to
branch off in new products and services for comparatively newer market segments,
effectively enhancing the business share. Vodafone has tested and tried new products
in new market segments with tremendous success potential, which has enabled the
organisation to enhance the business acumen, effectively gauging the opportunities for
market expansion with the competition. Diversification is especially risky if the core
competencies of the organisation do not adheres to the structure necessary for
diversification. The diversification of the firm into new businesses has helped Vodafone
to gain a substantial foothold in the industry and minimising the associate overall risk of
business portfolio. The company has branched off and entered other diverse forms of
innovative services and businesses for the firm, from mobile transactions to
entertainment services, which has enabled the firm to withstand the competitive nature
of the market and retain the position.
M1. Critically analyse the macro environment and how it determines your chosen
organisation’s strategic management decisions
The purpose of the analysis of the macro factors are to identify the possible threats and
the opportunities which will essentially help to determine the different attributes which
impact the strategic management decisions of Vodafone. For example, the generation Y
demographic tends to be updated with the market trends, thus Vodafone should bring
out products which are in tune with the demands and the ease of availing different
7

products in the same place in emphasis, thus enabling the firm to ensure that the
strategic decision in accordance with the demands (Grajek et al., 2017).
The management in Vodafone takes in consideration the different trends of the market
dynamics and compile strategies, which are incremental in according a credible position
for the company. The senior leaders network with the different executive and political
parties. The executives at Vodafone take in consideration the economic trends, which
will determine the trends such as the interest rates and the taxes being levied. The
different socio-cultural trends are analysed by the management, which helped sin
deducing the beliefs, values, behaviours and norms. The legal issues such as the
legislative norms are taken in consideration before opting for a approach.
Figure 2: Different Macro Forces
(Source: Created by the learner)
8

Task 2 – The internal environment and organisation capabilities.
2.1 Explain what strategic capability means
Strategic capability of an organisation refers to the firms’ ability to employ the strategies
with a competitive context successfully. The primary onus is on ensuring that the
business retains the sustainability and the value of the business increases over time.
The different aspects, which are taken in consideration, are the assets, market position
and the resources held by an organisation and the efficacy with which the firm employs
the attributes, essentially giving an overview in the future endeavours of the business
(Rahman et al., 2015.).
2.2 Apply the ‘VRIO/VRIN’ model to determine the strategic capabilities
possessed by your chosen organization
VRIO Analysis of Vodafone:
Basis Value Rare Imitable Organised
Physical
resources
yes no yes yes
Workforce
Strength
yes yes yes yes
Brand Image yes no yes yes
Market Position yes no yes yes
Financial
Resources
yes no yes yes
Table 2: VRIO Analysis of Vodafone
(Source: Created by the learner)
The physical resources are valuable, imitable and organised, which gives the company
a competitive conformity. The brand image and the market position too are not rare
which enable Vodafone to deduce that the competition is close and the firm is not worse
9

off. The resources of Vodafone were not valuable, then it should be outsourced and
thus will accord a temporary competitive advantage. The advantages if analysed
properly will help Vodafone gain Permanent Competitive Advantage.
2.3 Identify the organisation’s strengths and weaknesses (SWOT analysis)
Strengths
Vodafone commands a strategic position in the telecommunication sector due to the
strengths of the organisation. Vodafone is ranked 395th in the Forbes list of top 2000
brands and employs a network coverage with wide distribution, generating an estimate
of $88bn operating in about 25 countries. The marketing and the promotional strategies
employed by the organisation is effective and appealing, effectively enrapturing the
attention of a wide market base augmented by the brilliant campaigning of with the
Vodafone Zoozoos. The product and the services brought forth by Vodafone is
appealing and the differentiated along the market trends (Bhatti et al., 2017). The use of
cost effective strategies ahs ensured that Vodafone maintains premium costs while still
accumulating profit margins. The bran equity and the valuation of Vodafone is
comparatively higher with the firm valued at $28bn with 350m subscribers. The
customer base as evident from the graph is showing an increasing trend in Indian and
South African market.
10

Figure 3: Customer Base of Vodafone in different countries
(Source: Abushova, 2016)
Weaknesses
The political instability in the UK market has led to dropping revenue generation; the
negative trend has affected the company operations. The consequences of post 2008
depression along with Brexit has lead to a drop in the brand valuation of Vodafone, in
the wake of a struggling economy. The brand valuation and the subscriber brand were
significantly strong but the ensuing repercussions triggered by the political and
legislative amendments have changed the market dynamics which needs the better
incorporation of the core values and the strengths of the organisation. The table given
below states how the brand valuation of Vodafone suffered a hit with $27.82 in 2016 to
a drop to $21.83 in 2017. The overall fall in the three-year period has been from $29.61
in 2014 to $21.83 in 2017, an estimate collapse of $7.78.
11

Figure 4: Brand value depreciation of Vodafone
(Source: Abushova, 2016)
Opportunities
The opportunities of Vodafone are not domain specific. The emergence of rural market
in the Asiatic countries and the African market has helped enhance the sales. The high
percentage among the subscriber base pertaining to the overseas markets are from
rural areas, evidently showing a market which can be tapped in order to utilise the
market competition and increase the revenue generation. The Deloitte survey of annual
Mobile Consumer Survey states how the Smartphone market is showing an upwards
trend and subsequently the parallel dependency on the cellular dependency is showing
an increase. The network coverage of Vodafone is an opportunity to emphasize on, the
onus being on including as many regions in the company coverage to enable efficient
customer acquisition and thus retain and acquire new customers (Howard, 2015).
Threats
12

The approach of differentiation employed by Vodafone helped gain substantial grounds
for the organisation, but the mechanism of penetrative pricing has turned the tides
against the favour. The margins have been steadily dropping which has catapulted the
risk of increase competition in the market. The competition such as Verizon, AT&T and
Reliance Jio, has affected the company policy of generating premium pricing with
differentiation being employed. The saturation in term of the generated noise by the
competitors have led to more wastage of resources on promotion and campaigns.
Saturation has led to Vodafone expending more on the acquisition of customers with
lesser returns.
M2. Critically evaluate the strengths and weaknesses of an organisation’s internal
capabilities, structure and skill set.
The resources and the capabilities are the tangible aspects and the intangible aspects
associated with the organisational structure. The tangible aspects are the factories and
the products while the intangible aspects are the reputation. Vodafone encapsulates
the intangible and the tangible assets in the organisation methodology, which is used to
conceive and implement strategies. The capabilities are the subset of the resources,
which enable a firm to take advantage of the functioning resources (Labib et al., 2016).
The competitive advantage originates from the capabilities and the resources in
according to the VRIO criterions. The structure employed at Vodafone is hierarchical
which take in consideration the heterogeneity. The skill sets is business oriented which
would be imperative for the success of Vodafone.,
13

Task 3 – Analysing the telecommunications sector.
3.1 evaluate the competitiveness of UK’s telecommunications sector using
Porter’s five forces model.
The UK market, pertaining to the telecom sector, has 84.2 million subscribers at the end
of the fiscal quarter 2017, commanding an impressive revenue generation of £15.53 per
individual. The UK market share of Vodafone is stipulated at 25.40% with the nearest
competition being from O2 with 25.20%. The UK market had the teledensity of .
Figure 5: Teledensity in UK in different years
(Source: Ceicdata.com ,2018)
Bargaining Power of the Suppliers (Medium):
The bargaining power of the suppliers pertaining to the business method employed by
Vodafone is medium in attribute. This is due to the cumulative factors, which influence
14

the operational narrative to a major extent. The suppliers are relatively few in number
with the outsourcing networks overseas and the lack of substitutes. The presence of
common platform in the spectrum coupled with high switching costs is responsible for
moderating the bargaining power.
Bargaining Power of the Customers (High):
The consumer group in UK are presented with relatively low switching costs and high
competition, which ensures that the balance is titled in their favour. The absence or
relatively lack of the differentiation in the different service providers coupled with lack of
loyalty are the major reason for the bargaining power of the consumers being high.
Entry of New Competitors (Low):
The increase in the domestic VAT followed by the Companies ACT of 2006 being
amended Post-Brexit has resulted in the market being fiercely competitive and the
complex with the myriads of regulatory issues. The investment of huge capital with the
current deflation and the licensing fees, which needs to be paid to the consolidated
bodies upfront, has effectively deterred the entry of any new player (Adhikari, 2017).
Threats of alternative Products or Substitute services (Medium-High):
The decline in the number of the subscribers with the advent of modern technological
features such as E-mail and Social Networks has effectively lead to a decline in the
market reach, with videoconferencing and other features being provided with a
negligible amount. The number of subscriber using Voice Over LTE features has
doubled with the coming of 4G and the differentiated product pricing has contributed to
a massive degree.
15

25.20%
25.40%
4.50%
21.60%
23.40%
Sales
O2
Vodafone
3 UK
Orange
T-Mobile
Figure 6: Share in the UK Telecom market
(Source: Ceicdata.com, 2018)
Rivalry (High):
The negligible discrimination in between the strategies and other features provided by
the different has contributed to the industry rivalry. The major players in the UK telecom
sector, rivalling Vodafone are O2, T-Mobile, Orange and 3UK. The market in the UK
has been simplified to close, cut-throat competition with the various players aiming to
enhance their resume with the inclusion of different innovative policies and strategies.
The consumers are functioning with the absence of brand loyalty which also effects the
behavioural aspects of purchasing a particular product.
16

Figure 7: Porter’s five forces model
(Source: Created by the Learner)
M3. Devise appropriate strategies to improve competitive edge and market
position of your chosen company
Vodafone must invest in innovative and technological advancements which would
effectively enable the company to dictate the terms of the constrained market space and
eventually retain the market. The organisation should focus on the inclusion of new and
modern technology augmented with increasing the network coverage will help
Vodafone. Partnership with other telecommunication players will enable the firm to
conceive an intricate and elaborate network with substantially reduced capital
investment. The emphasis should be on the value added services with the consumers in
the high end, such as businesses, in the locus. Opting for diversifying the product
portfolio, investing in the DTH or VOIP (Voice over Internet Protocol) sectors and the
rural sectors would lead to appraisal of great potential. The perception should be always
to bring forth innovation and improve on the existing products or services to gain a
competitive edge (Santouridis and Veraki, 2017).
17
Rivalry

Task 4 – Understanding and interpreting strategic direction
4.1 Using Bowman’s strategy clock model, analyse the strategic direction and
options available for your chosen organisation.
Bowman’s Strategy Clock has been developed by Cliff Bowman in 1996. This strategic
clock can be used to design and analyze the marketing strategies of any business
organization (Haselwanter et al., 2016). The Bowman’s Strategy Clock is in the form of
pictorial representation which represents the relation between price and customer value.
The strategic clock helps to investigate the services and offers provided by business
organizations.
Figure 8: Bowman's Strategic Clock
(Source: Haselwanter et al., 2016)
18

Position 1: Low Price or low added Value:
In this position, a business organization does not belong to any competitive position. In
spite of the low price, customers perceive a low value and the products and services are
not differentiated.
Position 2: Low Price
This position helps organizations to implement cost reduction strategies. This strategy
helps an organization to succeed by producing high output as well as huge profit.
Position 3: Hybrid
Hybrid position includes both low price as well as differentiation of products. By
implementing this strategy, an organization can perform well and can produce effective
outcome (Eyvrigh, 2016).
Position 4: Differentiation
In this position, the customers can perceive high value of products. Brand image plays a
very significant part. The quality of product is equally important and should be taken
under consideration by business organizations. This is one of the most effective
strategies, which will help any organization to succeed.
Position 5: Focused Differentiation
In this position, products are kept at the highest level of price and value. The focused
differentiation strategies are generally adopted by top luxury brands. By implementing
this strategy, organizations can experience high profit margin.
Position 6: Increased Price and Standard Product
By following this strategy, price of a particular product is increased but the quality of
product remains in the same standard as before. In few cases, if the increase in price is
accepted by the customers, then organizations can gain but there are high chances that
the customers would not accept this strategy and thus the organization can face a high
downfall.
19

Position 7: High Price
The strategy in this position can only be implemented for those organizations, who offer
some unique goods and services, which are not provided by other organizations
(Shakhshir, 2014).
Position 8: Standard Price
By implementing the standard price strategy, any organization will have a reduction in
their market share and thus it is not much effective.
Vodafone must implement the Position 5: focused Differentiation strategy. By
implementing this strategy, the organization can keep their product at the highest level
of price. The customers will purchase the products and services because they will
experience a high perceived value of the products. If Vodafone can implement this
strategy in the most effective way, then they can experience high profit and will be able
to provide high customer satisfaction.
M4. Produce a strategic management plan that has tangible and tactical strategic
priorities and objectives.
The strategic plan is made to mitigate the issues raised in the strategic planning for the
Vodafone to work efficiently in increasing the revenue of the company (Bryson, 2018).
Strategic Plan
Mission
The mission refers to support the customers, shareholders, employees and company
while developing a specified new grade technology in the future data networking,
storage and processing. Moreover to increase the high quality revenue services
company to whom the customer can trust.
Vision
Vodafone vision states to be the leaders to communicate effectively in increasing the
connection with the business mission and to enrich the consumer lives.
20

Purpose
The main purpose of Vodafone is to focus on how it can face the ongoing challenges
and effectively deal with the problems related the political, economic and financial
issues. Considering this purpose would help the organisation to achieve the key
objectives and carry out its business objectives in a more successful manner.
Key Objectives
Given below are the key objectives for Vodafone UK that should be achieved by the
company in order to deal with the challenges and issues identified above-
 To develop new strategies to enhance the sales revenue and customer base
 To compete with the rival companies and create a steady position in the market
 To comply with relevant legal regulations and legislations for carrying out the
activities effectively
Tactical Strategic Priorities
1st Priority- It is to ensure the Better Legal Compliance with the government and with
the organisation to observe effectively the statutory laws while compiling both internal
and external statutory regulation.
2nd Priority- To compete more effectively in the market place it is important to focus and
improve the pricing strategy in the business operations. Hence the priority defines to
compete efficiently with the other network companies while providing better services to
the customers.
3rd Priority- The organisations influence the Better Sales and Pricing Strategy while
adopting the hybrid pricing strategy in the place to achieve differentiation and create low
pricing of services in terms to other competitors.
Key Performance Indicators
21

The indicator refers to the measurable value that effectively demonstrates the business
process in achieving the business objectives or goals effectively. The key performance
indicator evaluates Vodafone to reach its targets successfully. The following are the
indicators reflects the different areas that is adopted by the organisation are, Regular
legal compliance check, evaluating the sales strategy and comparing the sales of the
different quarters effectively in the place (Parmenter, 2015).
Future Implications
Regular legal compliance check helps the company to appraise the business operations
in order to determine the compliance the laws and regulations that is to be applied, such
checking helps the organisation to check the company performances in terms to the
legal standards and identifying the adherence needs of the organisation. Evaluating the
sales strategy effectively in the place can provide a beneficiary corner in attaining the
deserving sales objectives in the workplace.
22

Conclusion
A business organisation is able to find a right direction and focus on specific objectives
with the help of a proper strategy. This assignment deals with strategic growth and the
environmental analysis of Vodafone UK. Various models and tools have been used to
analyse the business environment of the chosen organisation. With the help of such
analysis, it has been found that there are certain factors, which affects an organisation
in a positive manner or a negative manner. These factors should be considered in order
to develop or redesign strategic plans, which would benefit the organisation in several
ways. This assignment provides an understanding about how business organisations
can mitigate specific issues with effective strategic plan.
23

Reference List
Abushova, E., Burova, E. and Suloeva, S., 2016. Strategic analysis in
telecommunication project management system. In Internet of Things, Smart Spaces,
and Next Generation Networks and Systems (pp. 76-84). Springer, Cham.
Adhikari, D., 2017. Leverage mobile wireless legacy products: case company: EXFO
OY.
Bhatti, H.S., Abareshi, A. and Pittayachawan, S., 2017, July. Towards the investigation
of the effect of customer satisfaction and customer experience on behavioural intention
in mobile telecommunication services in Australia. In Research and Innovation in
Information Systems (ICRIIS), 2017 International Conference on (pp. 1-6). IEEE.
Boateng, H., 2016. Customer knowledge management practices on a social media
platform: A case study of MTN Ghana and Vodafone Ghana. Information
Development, 32(3), pp.440-451.
Bryson, J.M., 2018. Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons.
Ceicdata.com. (2018). United Kingdom Teledensity: Mobile | Economic Indicators.
[online] Available at: https://www.ceicdata.com/en/indicator/united-kingdom/teledensity-
mobile [Accessed 4 Jun. 2018].
Deloitte United Kingdom. (2018). UK public are ‘glued to smartphones’ as device
adoption reaches new heights | Deloitte UK. [online] Available at:
https://www2.deloitte.com/uk/en/pages/press-releases/articles/uk-public-glued-to-
smartphones.html# [Accessed 4 Jun. 2018].
Eyvrigh, G.M., 2016. A review of marketing strategies. Kuwait Chapter of the Arabian
Journal of Business and Management Review, 6(1), p.77.
Grajek, M., Gugler, K.P., Kretschmer, T. and Miscisin, I., 2017. Static or dynamic
efficiency: Horizontal merger effects in the wireless telecommunications industry.
24

Haaker, T., Bouwman, H., Janssen, W. and de Reuver, M., 2017. Business model
stress testing: A practical approach to test the robustness of a business
model. Futures, 89, pp.14-25.
Hajir, J., Obeidat, B.Y., Al-dalahmeh, M.A. and Masa’deh, R., 2015. The role of
knowledge management infrastructure in enhancing innovation at mobile
telecommunication companies in Jordan. European Journal of Social Sciences, 50(3),
pp.313-330.
Haselwanter, S., Muskat, B. and Zehrer, A., 2016. Strategic Planning in Micro
Businesses: Adapting the Strategic Clock for Micro Firms.
Howard, P., Vodafone Group PLC, 2016. Telecommunications systems and methods
and smart cards for use therewith. U.S. Patent 9,357,375.
Labib, A., El-Salam, E.M.A. and Shaheen, A.Y.M., 2016. Measuring the impact of
service quality and service personalization on customer satisfaction, trust and loyalty in
telecommunication sector: an application on Vodafone Egypt. The Business &
Management Review, 7(2), p.145.
Middlemiss, L., 2017. Telecommunications industry in India: State, business and labour
in a global economy. Routledge.
Parmenter, D., 2015. Key performance indicators: developing, implementing, and using
winning KPIs. John Wiley & Sons.
Rahman, S.A., Taghizadeh, S.K., Ramayah, T. and Ahmad, N.H., 2015. Service
innovation management practices in the telecommunications industry: what does cross
country analysis reveal?. SpringerPlus, 4(1), p.810.
Santouridis, I. and Veraki, A., 2017. Customer relationship management and customer
satisfaction: the mediating role of relationship quality. Total Quality Management &
Business Excellence, 28(9-10), pp.1122-1133
Shakhshir, G., 2014. Positioning strategies development. The Annals Of The University
Of Oradea, 977, pp.416-437.
25

Stirling, A., 2017. UK finance needs radical reform to upgrade the post-Brexit
economy. LSE Brexit.
Yin, N., 2016. Application of AHP-Ansoff Matrix Analysis in Business Diversification:
The case of Evergrande Group. In MATEC Web of Conferences (Vol. 44). EDP
Sciences.
26