Gautam vodafone (E&T)project

8/7/2019 Gautam vodafone (E&T)project

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EntrepreneurshipProject

OnMonitoring the billing and collectionsystem of Vodafone Communication

Guided By:

Ms.C.SenapatiLecturer I.T.

Presented By:

Gautam Prakash SinghRegd.No.-0401219043

INFORMATION TECHNOLOGY


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BIJU PATNAIK UNIVERSITY OF TECHNOLOGY

ROURKELA, ORISSA

Certified that this Entrepreneurship projectreport .... is the bonafied workof Gautam Prakash Singh (0401219043) who carriedout the project under my/our supervision.

SIGNATURE

GUIDE

Er.C.Senapati (Lecturer)

BONAFIEDCERTIFICATE

Vodafone Communication


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PREFACE

Dissertation for each and every student ofB-TECH is an essential

part of competition of the said course. Hence every student undergoes

this same training. The main objective of this dissertation is to expose

the student to the actual environment that prevails in

organizations. In this project a student watches how the theories of book

are put in to the practice and how much they are suitable and useful.

As per the dissertation is concerned I underwent in Vodafone

Communication Bhubaneswar. The topic of my dissertation is To

monitor and streamline the discrepancies in the Billing & Collection

system of Vodafone Communication.

This report starts with impartial and introduction, highlighting the

company scope, objectives, collection of data, undisguised fact and

figures.


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DECLARATION BY THE CANDIDATE

I Gautam Prakash Singh student ofB-Tech, College

of Engineering, Bhubaneswar bearing Reg.No.-0401219043, hereby

declare that the Research/Project Report entitled To monitor and

streamline the discrepancies in the Billing & Collection system of

Vodafone Communication is the outcome of my own work under the

guidance ofEr.C.Senapati, Senior Lecturer in Management, CEB

and the same has not been submitted to any University/Institute for the

award of any degree or any Professional diploma.

Date- .....

Place-.


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ACKNOWLEDGEMENT

I take this opportunity to place on record my grateful thanks

and sincere gratitude toEr.C.Senapati, Science & Humanitie

Department, who gave me valuable advice and inputs for my study. My

study could not have been completed if I had not been able to get the

reference materials from the company.

Last but not least, I would also like to express my thanks to

my family members who inspired me to put in my best efforts for the

Research/Project Report.


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CONTENTS

PAGE NO

INTRODUCTION

OBJECTIVE

TARGET

STRATEGIES

ANALYSIS

LIMITATION

LEARNING FROM THE ON JOB TRAINING

AWARDS/REWARDS

CONCLUSION

BIBLIOGRAPHY


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INTRODUCTION


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INTRODUCTION

We will be the communications leader in an increasinglyconnected world

Vodafone Group Plc is the world's leading

telecommunications company, with a significant presence in Europe, the

Middle East, Africa, Asia Pacific and the United States through the

Company's subsidiary undertakings, joint ventures, asso

undertakings and investments

The Group's mobile subsidiaries operate under the brand name 'Vodafone'.In the United States the Group's associated undertaking operates as

Verizon Wireless. During the last two financial years, the Group has also

entered into arrangements with network operators in countries where the

Group does not hold an equity stake. Under the terms of these Partner

Network Agreements, the Group and its partner networks co-operate in

the development and marketing of global services under dual brand logos.

At 31 December 2007, based on the registered customers of mobiletelecommunications ventures in which it had ownership interests at that

date, the Group had 252 million customers, excluding paging customers,

calculated on a proportionate basis in accordance with the Company's

percentage interest in these ventu

The Company's ordinary shares are listed on the London Stock Exchange

and the Company's American Depositary Shares ('ADSs') are listed on the

New York Stock Exchange. The Company had a tot

capitalisation of approximately 99 billion at 31 December

Vodafone Group Plc is a public limited company incorporated in England

under registered number 1833679. Its registered office is Vodafone

House, The Connection, Newbury, Berkshire, RG14 2FN, England.


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HISTORY

Vodafone over the years

Vodafone was formed in 1984 as a subsidiary of Racal Electronics Plc.

Then known as Racal Telecom Limited, approximately 20% of the

company's capital was offered to the public in October 1988. It was fully

demerged from Racal Electronics Plc and became an independent

company in September 1991, at which time it changed its name to

Vodafone Group Plc.

Following its merger with AirTouch Communications, Inc. (AirTouch),the company changed its name to Vodafone AirTouch Plc on 29 June

1999 and, following approval by the shareholders in General Meeting,

reverted to its former name, Vodafone Group Plc, on 28 July 2000.

Key milestones in the development of Vodafone can be found in the

following sections, organised by year:

2007

Vodafone agrees to acquire Tele2 Italia SpA and Tele2

Telecommunication Services SLU from Tele2 AB Group. (October)

Vodafone announces completion of the acquisition of Hutch Essar from

Hutchison Telecommunications International Limited. (May)

Safaricom, Vodafones partner in Kenya announces the launch of M-

PESA, an innovative new mobile payment solution that enables customers

to complete simple financial transactions by mobile phone. (February)

Vodafone agrees to buy a controlling interest in Hutchison Essar Limited,

a leading operator in the fast growing Indian mobile market, (February)

Vodafone announces agreements with both Microsoft and Yahoo! to bring

seamless Instant Messaging (IM) services to the mobile which can be

accessed from both the PC and mobile handsets. (February)


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Vodafone signs a series of ground-breaking agreements which will lead to

the mobilising of the internet. YouTube agrees to offer Vodafone

customers specially rendered YouTube pages on their mobile phones.

With Google, Vodafone announces its intention to develop a location-based version of Google Maps for. With eBay, Vodafone announces it is

to offer the new eBay mobile service to customers, With MySpace.com

Vodafone announces an exclusive partnership to offer Vodafone

customers a MySpace experience via their mobile phones. (February).

Vodafone reaches 200 million customers (January)

2006

Sale of 25% stake in Switzerland's Swisscom (December)Sale of 25% stake in Belgium's Proximus. (August)

The number of Vodafone live! customers with 3G reached 10 million in

March 2006.

We acquired Telsim Mobil Telekomunikasyon Hizmetleri (Turkey) in

May 2006.

Launch of mobile TV capability and Vodafone Radio DJ, which offers a

personalised, interactive radio service streamed to 3G phones and PCs.

3G broadband through HSDPA launched offering faster than 3G speeds.

Japan business sold to SoftBank.

Make the most of now global marketing campaign launched.

Sir John Bond succeeds Lord MacLaurin as Chairman.

2005

We completed the acquisition of MobiFon S.A. (Romania) and Oskar

Mobile a.c. (Czech Republic) (May).

Launch of Vodafone Simply, a new easy-to-use service for customers whowant to use voice and text services with minimum complexity (May).

Introduction of Vodafone Passport, a voice roaming price plan that

provides customers with greater price clarity when using mobile voice

services abroad (May).


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2004

We launched our first 3G service in Europe with Vodafone Mobile

Connect 3G/GPRS data card.

We have 14 Partner Networks with new agreements in Cyprus, Hong

Kong and Luxembourg.

Vodafone live! with 3G launched in 13 markets (November).

2003

At the GSM Association Awards Ceremony in Cannes, France, we won

the mobile industry's most prestigious awards in two categories, Best

Consumer Wireless Application or Service and Best Television or

Broadcast Commercial for its global consumer service, Vodafone live!Our premium handset for Vodafone live!, the Sharp GX10, won the Best

Wireless Handset Award for the Sharp Corporation.

Vodafone live! attracts 1 million customers in its first six months.

Verizon Wireless and Vodafone co-operate on laptop e-mail, internet and

corporate applications access for the US and Europe.

Arun Sarin succeeds Sir Christopher Gent as Chief Executive.

2002

We trial our global mobile payment system in the UK, Italy and Germany.

The trial enables customers to purchase physical and digital goods using

their mobile phone.

We launch the first commercial European GPRS roaming service.

Customers are able to seamlessly access services such as corporate e-mail,

intranet and personalised information on their mobile phones, laptops orPDAs over GPRS.

The Vodafone Group Foundation is launched, with plans to contribute 20

million to community programmes, guided by the Group Social

Investment Policy.


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In October, we announce the launch of Vodafone live!, a new consumer

proposition, and Mobile Office, a new business proposition. In November,

Vodafone Remote Access is launched as part of Mobile Office. The

service gives business customers an easy way to connect to their corporateLAN to access e-mail, calendar and other business specific applications

whilst on the move.

2001

We acquire Ireland's leading mobile communications company, Eircell.

Vodafone and China Mobile (Hong Kong) ltd (CHMK) sign a 'strategic

alliance agreement'.

The Group completes the acquisition of a 25% stake in Swisscom Mobile.We introduce instant messaging to our networks, a faster and more

efficient way to communicate using text messages via SMS or WAP.

First global communications campaign launched in August. The campaign

features TV, cinema, print, online and outdoor media, each version asking

the question, 'How are you?'.

First Vodafone Partner Agreement with TDC Mobil A/S, Denmark's

leading mobile operator. The agreement is the first of its kind in themobile industry and means Vodafone and TDC Mobil will cooperate in

developing, marketing and advertising international roaming products and

services to international travellers and corporate customers.

We make the word's first 3G roaming call (between Spain and Japan).

2000

On 4 February, terms are agreed with the Supervisory Board of

Mannesmann by which Mannesmann would become a part of the

Vodafone community. The transaction almost doubles the size of the

Vodafone Group.

The agreement to acquire Mannesmann AG receives European

Commission clearance on 12 April 2000.

Verizon Wireless is launched in May, the combination of Vodafone

AirTouch's and Bell Atlantic's US cellular, PCS and paging assets.


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ORGANISATION AND SHAREHOLDERSTRUCTURE

Find out about Vodafone's organisation and shareholder structure, as well

as details of our board members and executive committee.

Sir John Bond became Chairman of Vodafone Group Plc on 25 July 2006

having previously served as a Non-Executive Director.

Deputy Chairman, John Buchanan, is the nominated senior independent

director and his role includes being available for approach or

representation by directors or significant shareholders who may feelinhibited from raising issues with the Chairman.

The Company's Board of Directors has a further fourteen members. Find

their biographies and more information in the About Vodafone section.

Executive Committee

Information on the Executive Committee and biographies of members.

Organisation Structure

In April 2006 we announced changes to our organisational structure to

better focus the business according to the different market and customer

requirements.

Licensed Network Operators

We hold interests in 33 licensed network operators located in 27 countriesand spanning five continents.

Shareholder Structure

At 31 March 2007, approximately 56.02% of the Companys shares were

held in the UK, 30.60% in North America, 12.38% in Europe (excluding

the UK) and 1.00% in the Rest of the World.


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OBJECTIVES*

The objectives of Executive Training is to get a hands on

experience from the corporate world and to implement those managerial

skills learnt in the classroom in the company to make some value

addition towards the companys growth and profitability.

The tasks given by the company is to learn the flow of

business or how operational work is done inside the company with the

help of various softwares like Clarify, Simplify, Finnone, ICCM and

work on it to prepare MIS report regarding

Total Collection within the month

Unpaid during the month

Bad debt charges to be applied

Credit Verification of a newly registered customer

Address Verification of a newly registered customer

Segregation of the Customers:

Platinum

Gold

Silver

Blue

Entry

Billing Methodology and the billing dates

Commission given to the channel partners

Evaluation of the Debtor Age Bucket

* Specific to Bhubaneswar.


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What we do

More than mobile

Mobile is always at the heart of what we do, but now we are moving intointegrated mobile and PC communication services.

We are doing that in two ways wirelessly through 3G and HSDPA

(High-Speed Download Packet Access), but also using fixed line

broadband services like DSL (Digital Subscriber Line).

Our customers benefit from a complete Vodafone experience in and out oftheir homes and offices. They are notified about email with our consumer

push email service, access existing instant messaging services on the

move, and share images and video captured on their handsets.

We offer a suite of products that, starting with voice calls, offers our

customers an alternative to a traditional fixed telephone line. Vodafone

Zuhause in Germany and Vodafone Casa in Italy, provide our customers

with an easy-to-use mobile service, combined with low-cost fixed linetelephony and DSL (Digital Subscriber Line) broadband.

We have extended our reach into the office by delivering richer business

applications and integrated fixed and mobile services, such as higher

speed internet access.

With developments in technology we can provide integrated mobile and

PC offerings to give our customers a consistent experience whether they

are at home or on the move.


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TARGET


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TARGET ASSIGNED

TARGET/TASK

The task given to me in my training period is to monitor the

processes involved in the billing and collection mechanism of the post-paid connections. The target was to generate the highest collection

possible on the bill generated by the company to the customers as per

their usage and send the bills to the concerned channel partners under

whose purview the customer comes into to take care of them.

Target Assigned (value in crores)

0.69

1

1.1

1.32First Month

Second Month

Third MonthFourth Month


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First Month

Date Target assigned

Target achieved

19th -25th March 2007 15,82,250 8,86,060 26th -1stApril 2007 16,12,400 12,89,920

2nd- 8th April 2007 18,40,200 15,64,170

9th-15th April 2007 19,23,400 15,38,720

TOTAL 69,58,250 52,78

Second Month


Target achieved

16th-22ndApril 2007 20,72,400 14,20,800

23rd-29th April 2007 32,20,900 21,40,000 30th -6th May 2007 40,08,000 28,43,450

7th -13th May 2007 6,98,700 5,93,895

TOTAL 100,00,000 69,

Third Month


Target achieved

14th-20th May 2007 21,49,800 15,04,860

21st-27th May 2007 26,85,650 24,17,085

28th -3rdJune 2007 29,15,420 26,82,186

4th-10th June 2007 32,49,130 30,86,673

TOTAL 110,00,000 96,9

Fourth Month

Date Target

assigned

Target achieved

11th-17th June 2007 32,20,030 30,59,028

18th-24th June 2007 33,25,620 31,58,373

25th -1stJuly 2007 35,20,120 32,73,711

2nd-8th July 2007 32,10,120

TOTAL 132,10,210


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MWI has three focus areas(Best practices, device descriptions and outreach

activities)

Working Groups

Mobile Web Best Practice (MWBP) Working Group

To specify a set oftechnical best practices

and developassociated materials in support of a "mobileOK" trustmark forWeb sites that provide an appropriate user experience on mobiledevices

MWI Device Description Working Group (DDWG)

To enable the development of globally accessible,sustainable data and services that provide device descriptionsin support of Web-enabled applications having an appropriate userexperience on mobile devices

MWI Steering Council (SC)

To steer activities within the MWI working groups, coordinatemarketing and outreach activities (e.g. press events, marketingmaterials, and 3GSM activity)


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STRATEGY


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STRATEGY

We updated our strategy in 2006 to address changing customer needs, the

availability of new technologies, a growing demand for broadband

services and the greater growth potential of emerging markets. This new

strategy is positioning us well as competition and regulatory pressures

increase and our customers have greater choice in communications. Our

strategy is founded on five core strategic objectives:

Revenue stimulation and cost reduction in Europe

Innovate and deliver on our customers totalcommunications needs

Deliver strong growth in emerging markets Actively manage our portfolio to maximise returns Align capital structure and shareholder returns policy to

strategy

The past 12 months have been an important period for Vodafone. We

updated our strategy in 2006 to address changing customer needs, the

availability of new technologies, a growing demand for broadband

services and the greater growth potential of emerging markets. This new

strategy is positioning us well as competition and regulatory pressures

increase and our customers have greater choice in communications.

Operationally, we have grown new revenue streams across the Group and

implemented numerous programmes to significantly reduce our cost base.

Our emerging markets assets have continued to show strong growth and

our recent acquisition in India significantly increases our presence in highgrowth markets. Our customer franchise was further strengthened both

through organic growth and acquisition and now exceeds 206 million

proportionate customers. We have met or exceeded our stated financial

expectations for the year in all areas. Robust cash generation continues to

support returns to our shareholders, with dividends per share increasing by

11.4% to 6.76 pence per share, representing a payout of 60% of our

adjusted earnings per share of 11.26p.


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We have made good progress executing our updated strategy throughout

the year and we are now beginning to realise some positive early results.

We will remain focused on executing our strategic objectives in the year

ahead and believe your business is well positioned to be the leader in thecommunications industry.

Delivering on our strategy

Our focus on executing this strategy has generated positive results across

a number of areas.

Revenue stimulation and cost reduction in Europe

In Europe, our focus is to drive additional usage and revenue from coremobile voice and messaging services and to reduce our cost base.

Central to stimulating revenue is driving mobile usage through larger

minute bundles, innovative tariffs, prepaid to contract migrations and

targeted promotions. We are also focused on leveraging our market

leading position in the business segment, which represents 25% of our

service revenue in Europe. New tariff options have been launched in the

UK and Germany that stimulated usage and in Italy we ran successful

voice and messaging promotions during the year that increased revenueper customer. We also continued to perform well in Spain, driving an

increase in total voice minutes of around 30%. However, pricing pressure

is expected to remain strong in the year ahead and improving price

elasticity is core to our revenue stimulation objective in Europe.

Over 11 million customers now benefit from lower roaming pricing

through Vodafone Passport and our European customers are now

benefiting from our commitment to reduce roaming prices by 40%

compared to summer 2005. We expect roaming revenues to be lower year

on year in 2008 due to the combined effect of Vodafones own initiatives

and direct regulatory intervention.

During the year, we began implementing the core cost reduction

programmes we developed last year. We have successfully outsourced IT

application development and maintenance and we are well on track to


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deliver expected unit cost savings of approximately 25% to 30% within

two to four years. We have also made faster than expected progress on

data centre consolidation, with anticipated savings of 25% to 30% in one

to two years. Centralisation of our network supply chain management wasalso completed in April 2007 and is expected to reduce costs by around

250 million within one year.

In addition, we are seeking to reduce the longer term cost of ownership of

our networks through network sharing arrangements and have announced

initiatives in Spain and the UK.

While many of these cost initiatives are multi-year programmes that are

expected to deliver significant benefits over time, we are focused onrealising some early savings in the year ahead and, for Europe and

common functions, continue to target a 10% mobile capital expenditure to

revenue ratio next year, with broadly stable mobile operating expenses

compared to the 2006 financial year.

Innovate and deliver on our customers' total communications needs

There are several key initiatives underway in this area and we expect these

to begin to become more significant to the Group towards the end of next

year.

As part of our drive to substitute fixed line usage with mobile, we have

launched several fixed location pricing plans offering customers fixed line

prices when they call from within or around their home or office. These

offerings target fixed to mobile substitution from home and office

environments and are proving popular with customers. Vodafone At

Home and Vodafone Office are currently available in seven markets for

consumers and twelve markets for businesses, with over three million andover two million customers respectively.

Complementary to our high speed mobile broadband (HSDPA) offerings,

Vodafone is now offering fixed broadband services (DSL) in five markets.

With the exception of Arcor, our fixed line business in Germany, the

provision of these services to date has been on a resale basis. We will

continue to develop our approach for the provision and roll out of DSL


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services on a market by market basis and in some cases may complement

our resale approach by building or acquiring our own infrastructure where

the returns justify the investment.

We are also developing products and services to integrate the mobile and

PC environments by enhancing our Vodafone live! service and forming

partnerships with leading internet players. In the coming months, our

customers will be able to experience PC to mobile instant messaging with

Yahoo! and Microsoft, search with Google, auctions via eBay, videos

through YouTube and social networking with MySpace, all via their

mobile.

Mobile advertising is also a potentially significant future revenue streamfor our business. We have signed agreements with Yahoo! in the UK and

leading providers in Germany and Italy to enter into this new business

through banner and content based advertising.

Deliver strong growth in emerging markets

our focus is to build on our strong track record of creating value in

emerging markets. We have delivered further strong growth in our

existing operations in Egypt, Romania and South Africa. Our recent

acquisition in Turkey has performed ahead of our business plan at the timeof the acquisition, with strong revenue growth and better than expected

profitability.

The acquisition of interests in Hutchison Essar accelerates Vodafone's

move to a controlling position in a leading operator in India and

significantly increases our presence in emerging markets. With market

penetration of around 14% and with a population of over 1.1 billion, India

provides a very significant opportunity for future growth. We lookforward to bringing Vodafone's products, services and brand to the Indian

market.

Actively manage our portfolio to maximise returns

our strategy is to invest only where we can generate superior returns for

our shareholders. We look to invest in markets that offer a strong local


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position, with a focus on specific regions, with any transactions subject to

strict financial investment criteria.

In line with this strategy, we executed a number of transactions during the

year. We sold our non-controlling interests in Belgium and Switzerland at

attractive valuations, with cash proceeds of 1.3 billion and 1.8 billion

respectively. More recently, we increased our emerging markets presence

with an additional 4.8% interest in Vodafone Egypt and gained control in

India for 5.5 billion in May 2007.

We remain committed to our investment in Verizon Wireless in the US

which continues to deliver strong performances on all key metrics, with

record customer growth, due in part to a market leading low churn rate,and continued success in driving the uptake of non-voice services.

Align capital structure and shareholder returns policy to strategy

In May 2006, we outlined a new capital structure and returns policy

consistent with the operational strategy of the business, resulting in a

targeted annual 60% payout of adjusted earnings per share in the form of

dividends. We also moved to a higher level of gearing and, having

returned over 19 billion to shareholders excluding dividends in the two

previous financial years, including a 9 billion one-off return in August2006, we have no current plans for further share purchases or onetime

returns.

The Board remains committed to its existing policy of distributing 60% of

adjusted earnings per share by way of dividend. However, in recognition

of the earnings dilution arising from the Hutchison Essar acquisition, it

has decided that it will target modest increases in dividend per share in the

near term until the payout ratio returns to 60%.

Prospects for the year ahead

Our focus in the year ahead will be on improving price elasticity in

Europe, achieving more savings from our cost reduction programmes,

delivering on our total communications strategy and beginning to realise

the very significant growth opportunity in India.


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We expect market conditions to remain challenging for the year ahead in

Europe, notwithstanding continued positive trends in data revenue and

voice usage. Overall growth prospects for the EMAPA region remain

strong due to increasing market penetration and they are further enhancedby the recent acquisition in India.

Against this background, Group revenue is expected to be in the range of

33.3 billion to 34.1 billion, with adjusted operating profit in the range

of 9.3 billion to 9.8 billion. Capital expenditure on fixed assets is

anticipated to be in the range of 4.7 billion to 5.1 billion, including in

excess of 1.0 billion in India. Free cash fl ow is expected to be 4.0

billion to 4.5 billion, after taking into account 0.6 billion of payments

related to long standing tax issues, a net cash outflow of 0.8 billion inrespect of India and a 0.5 billion outflow from items rolling over from

2007.

We have completed the first year under our new strategy and I am excited

by the start we have made. We have made good progress towards

fulfilling our total communications vision and this is a journey that we are

all looking forward to taking at Vodafone.

We are well placed to continue executing our strategy in the year ahead, todeliver the core benefits of mobility to our customers and to generate

superior returns for our shareholders.


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ANALYSIS


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ANALYSIS OF ACHIEVEMENTS

Following are the details of the target Vs achievementsas per the tasks given by the company.

o Target for the month of March- To make collection of 69 lak

Achievements- Collected 63 lakhs.

Target for the month of April- To make collection of 100 lak


Target for the month of May- To make collection of 110 lakhs


Target for the month of June- To make collection of 132 lakhs


TARGET -To Collect 4crores

ACHIEVEMENTS- Collected 3.45 crores

6953

100

70

11097

132126

0

20

40

60

80100

120

140

Values in lakhs

First

Month

Second

Month

Third

Month

Fourth

Month

Target Vs Achievement

Target

Achievement


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Market Study:

Company name: Vodafone Grp.

CompanyDescription:

The group is a leading provider of international mobile telecommunications

services including cellular radio, wide area paging, packet data radio and valueadded network services.

EPIC: VOD NMS:

Market Sector: FE10 ISIN: GB00B16GWD56

Market Segment: SET1 Share Type: DE

WWW Address: http://www.vodafone.com/ Description:ORD USD0.11

3/7

Industry Sector:

Price Price Change [%] Bid Ask Open High Low Volume

157.00 -0.4 [-0.25] 156.40 156.50 157.40 158.10 156.10 94,396,512.00

Market Cap. [m] Shares In Issue [m] Beta EPS DPS PE Ratio Yield 52-Wks-Range

83,408.51 53,126.44 0.84 -9.84 6.76 - 4.31 197.50 -133.70

Historic ReturnsGiorni da oggi Open Change from today % Open Avg. Avg. Daily Vol [m] Total Volume [m]7 Days 156.00 1.40 0.90 155.00 18.48 73.91

4 Weeks 161.20 -3.80 -2.36 154.92 20.65 392.39

3 Months 186.80 -29.40 -15.74 169.87 19.57 1,213.08

6 Months 176.50 -19.10 -10.82 176.33 21.45 2,680.67

12 Months 140.50 16.90 12.03 165.57 28.24 7,117.05

3 Years 143.75 13.65 9.50 143.63 29.98 22,937.55

5 Years 115.00 42.40 36.87 138.24 28.73 36,575.66
http://www.vodafone.com/http://www.vodafone.com/


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Performance of Achievement

76%

70%87%

96%First Month

Second Month

Third Month

Fourth Month

FUNDAMENTALS

Profit and Loss Account 31 Mar 2004 (GBP) 31 Mar 2005 (GBP) 31 Mar 2006 (GBP) 31 Mar 2007 (GBP)

turnover 33,559.00 100.00% 26,678.00 100.00% 29,350.00 100.00% 31,104.00 100.00% m

pre tax profit -5,047.00 -15.04% 7,285.00 27.31% -14,853.00 -50.61% -2,383.00 -7.66% m

attributable profit -9,015.00 -26.86% 6,410.00 24.03% -21,916.00 -74.67% -5,426.00 -17.44% m

retained profit -10,393.00 -30.97% 3,661.00 13.72% -24,665.00 -84.04% -5,297.00 -17.03% m

eps - basic -15.13 11.06 -40.01 -9.84

eps - diluted -15.13 11.03 -40.01 -9.84

dividends per share 2.03 4.07 6.07 6.76
http://help/turnover-129.htmlhttp://help/pre-tax-profit-130.htmlhttp://help/attributable-profit-131.htmlhttp://help/retained-profit-132.htmlhttp://help/eps-basic-133.htmlhttp://help/eps-diluted-134.htmlhttp://help/dividends-per-share-135.htmlhttp://help/turnover-129.htmlhttp://help/pre-tax-profit-130.htmlhttp://help/attributable-profit-131.htmlhttp://help/retained-profit-132.htmlhttp://help/eps-basic-133.htmlhttp://help/eps-diluted-134.htmlhttp://help/dividends-per-share-135.html


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Customer Share within Orissa

34%

33%

10%9%

14%

Bhubaneswar

Cuttack

Balasore

Berhampur

Sambalpur


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Market Share within Channel Partners

21%

15%

11%10%

16%

10%2% 4%

11%

VT-Infotech

Laxmi

Royal

Sachin

Aman

Classic

Premier

WW Fortune

WW Sahid Nagar


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Financial Ratios(Leverage Ratios)

Debt Ratio 25.78 %

Debt-to-Equity Ratio 0.35

Debt-to-Equity Ratio (excl. Intgbl) 2.12

Debt-to-Equity Market Value 0.28

Net Gearing 31.79 %

Net Gearing (excl. Intangibles) 65.32 %

Gross Gearing 38.61 %

Gross Gearing (excl. Intangibles) 79.34 %

Gearing Under 1 Year 17.28 %

Gearing Under 1 Year (excl. Intgbl) 35.52 %

Assets/Equity 1.63

Cash/Equity 11.12

(Liquidity Ratios)

Net Working Capital to Total Assets -5.59 %

Current Ratio 0.68

Quick Ratio (Acid Test) 0.66

Liquidity Ratio 0.39

Cash & Equiv/Current Assets 58.39 %

(Solvency Ratios)

Enterprise Value 99,531.51 m

CFO/Sales 0.33

CFO/Attributable Profit -

CFO/Assets 0.09

CFO/Debt 0.24

Total Debt/Equity Market Value 0.51

Total Debt/Sales 1.36

Total Debt/Pre-Tax Profit -17.76

Beta coefficients

Beta (60-Mnth) Beta (36-Mnth)

0.8426 0.7537

Alpha coefficients

Alpha (60-Mnth) Alpha (36-Mnth)

0.0025 0.0011

DEEPER ANALYSIS

Investment Ratios

(Market value analysis) at previous day's close

PQ Ratio 11.46

PE Ratio -

Tobin's Q Ratio 0.71

Tobin's Q Ratio (excl. intangibles) 1.50

Dividend Yield 4.31 %

Market-to-Book Ratio 1.24

Price-to-Pre-Tax Profit PS-

35.00

Price-to-Retained Profit PS-

15.75

Price-to-Cash Flow PS 8.08

Price-to-Sales PS 2.68

Price-to-Net Tangible Asset Value PS 7.57

Price-to-Cash PS 11.15

Operating Ratios

(Profitability Ratios)

Return On Capital Employed (ROCE) -2.63 %

Return On Assets (ROA) -4.59 %

Net Profit Margin -17.44 %

Assets Turnover 0.26

Return On Equity (ROE) -8.09 %

Return On Investment (ROI) -5.38 %

Dividend Payout Ratio - %

Plowback Ratio 100.00 %

Growth from Plowback Ratio - %

Net Income Of Revenues -17.03 %

(Asset Utilisation Multiples)

Shareholders Equity Turnover 0.41

Fixed Assets Turnover 0.30

Current Assets Turnover 2.01

Net Working Capital Turnover -17.67

Inventory Turnover 106.34(Other Operating Ratios)

Total Assets-to-Sales 3.80

Debtors-to-Sales 15.26 %

Debt Collection Period 55.68 Days
http://help/debt-ratio-216.htmlhttp://help/debt-to-equity-ratio-94.htmlhttp://help/debt-to-equity-ratio-excl-intangibles-207.htmlhttp://help/debt-to-equity-market-value-323.htmlhttp://help/net-gearing-100.htmlhttp://help/net-gearing-excl-intangibles-205.htmlhttp://help/gross-gearing-97.htmlhttp://help/gross-gearing-excl-intangibles-204.htmlhttp://help/gearing-under-1-year-96.htmlhttp://help/gearing-under-1-year-excl-intangibles-206.htmlhttp://help/assets-equity-215.htmlhttp://help/cash-equity-114.htmlhttp://help/advfn-help-318.htmlhttp://help/current-ratio-186.htmlhttp://help/quick-ratio-acid-test-113.htmlhttp://help/liquidity-ratio-112.htmlhttp://help/cash-equv-current-assets-212.htmlhttp://help/enterprise-value-ev-324.htmlhttp://help/cfo-sales-325.htmlhttp://help/cfo-attributable-profit-326.htmlhttp://help/cfo-assets-227.htmlhttp://help/cfo-debt-220.htmlhttp://help/total-debt-equity-market-value-217.htmlhttp://help/total-debt-sales-225.htmlhttp://help/total-debt-pre-tax-profit-219.htmlhttp://help/price-quality-pq-ratio-304.htmlhttp://help/price-earnings-ratio-pe-ratio-117.htmlhttp://help/tobin-s-q-ratio-202.htmlhttp://help/tobin-s-q-ratio-excl-intangibles-203.htmlhttp://help/dividend-yield-105.htmlhttp://help/market-to-book-ratio-108.htmlhttp://help/price-to-pre-tax-profit-ps-228.htmlhttp://help/price-to-retained-profit-ps-229.htmlhttp://help/price-to-cash-flow-ps-167.htmlhttp://help/price-to-sales-ps-110.htmlhttp://help/price-to-net-tangible-asset-value-ps-107.htmlhttp://help/price-to-cash-ps-109.htmlhttp://help/return-on-capital-employed-roce-321.htmlhttp://help/return-on-assets-roa-230.htmlhttp://help/net-profit-margin-322.htmlhttp://help/assets-turnover-208.htmlhttp://help/return-on-equity-roe-115.htmlhttp://help/return-on-investment-roi-235.htmlhttp://help/dividend-payout-ratio-224.htmlhttp://help/plowback-ratio-299.htmlhttp://help/growth-from-plowback-300.htmlhttp://help/net-income-of-revenues-231.htmlhttp://help/shareholders-equity-turnover-234.htmlhttp://help/fixed-assets-turnover-223.htmlhttp://help/current-assets-turnover-222.htmlhttp://help/net-working-capital-turnover-301.htmlhttp://help/inventory-turnover-232.htmlhttp://help/total-assets-to-sales-233.htmlhttp://help/debtors-to-sales-226.htmlhttp://help/debt-collection-period-302.htmlhttp://help/price-quality-pq-ratio-304.htmlhttp://help/price-earnings-ratio-pe-ratio-117.htmlhttp://help/tobin-s-q-ratio-202.htmlhttp://help/tobin-s-q-ratio-excl-intangibles-203.htmlhttp://help/dividend-yield-105.htmlhttp://help/market-to-book-ratio-108.htmlhttp://help/price-to-pre-tax-profit-ps-228.htmlhttp://help/price-to-retained-profit-ps-229.htmlhttp://help/price-to-cash-flow-ps-167.htmlhttp://help/price-to-sales-ps-110.htmlhttp://help/price-to-net-tangible-asset-value-ps-107.htmlhttp://help/price-to-cash-ps-109.htmlhttp://help/debt-ratio-216.htmlhttp://help/debt-to-equity-ratio-94.htmlhttp://help/debt-to-equity-ratio-excl-intangibles-207.htmlhttp://help/debt-to-equity-market-value-323.htmlhttp://help/net-gearing-100.htmlhttp://help/net-gearing-excl-intangibles-205.htmlhttp://help/gross-gearing-97.htmlhttp://help/gross-gearing-excl-intangibles-204.htmlhttp://help/gearing-under-1-year-96.htmlhttp://help/gearing-under-1-year-excl-intangibles-206.htmlhttp://help/assets-equity-215.htmlhttp://help/cash-equity-114.htmlhttp://help/advfn-help-318.htmlhttp://help/current-ratio-186.htmlhttp://help/quick-ratio-acid-test-113.htmlhttp://help/liquidity-ratio-112.htmlhttp://help/cash-equv-current-assets-212.htmlhttp://help/enterprise-value-ev-324.htmlhttp://help/cfo-sales-325.htmlhttp://help/cfo-attributable-profit-326.htmlhttp://help/cfo-assets-227.htmlhttp://help/cfo-debt-220.htmlhttp://help/total-debt-equity-market-value-217.htmlhttp://help/total-debt-sales-225.htmlhttp://help/total-debt-pre-tax-profit-219.htmlhttp://help/return-on-capital-employed-roce-321.htmlhttp://help/return-on-assets-roa-230.htmlhttp://help/net-profit-margin-322.htmlhttp://help/assets-turnover-208.htmlhttp://help/return-on-equity-roe-115.htmlhttp://help/return-on-investment-roi-235.htmlhttp://help/dividend-payout-ratio-224.htmlhttp://help/plowback-ratio-299.htmlhttp://help/growth-from-plowback-300.htmlhttp://help/net-income-of-revenues-231.htmlhttp://help/shareholders-equity-turnover-234.htmlhttp://help/fixed-assets-turnover-223.htmlhttp://help/current-assets-turnover-222.htmlhttp://help/net-working-capital-turnover-301.htmlhttp://help/inventory-turnover-232.htmlhttp://help/total-assets-to-sales-233.htmlhttp://help/debtors-to-sales-226.htmlhttp://help/debt-collection-period-302.html


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Vodafone Group Plc Bond MaturitySchedule (at 3 January 2008)

Description Amount$m

Coupon %

VG $500m 3.95% due January 2008 500 3.950

VG 750m 4.625% due January 2008 1,108 4.625

VAI $250.199m 6.65% due May 2008** 250 6.650

VG 1.25bn FRN due July 2008 1,846 FRN

VG 400m 6.25% due July 2008 790 6.250

VAI 46.855m 5.5% due July 2008** 69 5.500

VG 300m 4% due Jan 2009 443 4.000

VG 150m FRN due Feb 2009 222 FRN

VG 1.9bn 4.25% due May 2009 2,806 4.250

VFBV 3bn 4.75% due May 2009* 1,268 4.750

VG $2.75bn 7.75% due February 2010* 2,725 7.750

VG 300m FRN due Feb 2010 443 FRN

VG $350m FRN due June 2011 350 FRN

VG $750m 5.5% due June 2011 750 5.500

VG 1.3bn FRN due Jan 2012 1,920 FRN

VG $500m 5.35% due Feb 2012 500 5.350VG $500m FRN due Feb 2012 500 FRN

VG 750m 3.625% due November 2012 1,108 3.625

VG AUD 265m 6.75% due January 2013 0 6.750

VG 850m FRN due September 2013 1,255 FRN

VG $1bn 5% due December 2013 1,000 5.000

VG 1.25bn FRN due June 2014 1,846 FRN

VG 350m 4.625% due September 2014 692 4.625

VG $900m 5.375% due January 2015 900 5.375

VG 500m 5.125% due April 2015 738 5.125VG $750m 5% due September 2015 750 5.000

VG $750m 5.75% March 2016 750 5.750

VG 500m 4.75% due June 2016 738 4.750

VG $1.3bn 5.625% due Feb 2017 1,300 5.625

VG 750m 5% due June 2018 1,108 5.000

VG $500m 4.625% due July 2018 500 4.625

VG 500m 4.375% due June 2022 738 4.375


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DescriptionAmount

$mCoupon %

VG 250m 5.625% due December 2025 494 5.625

VG $750m 7.875% due February 2030 750 7.875

VG 450m 5.90% due November 2032 889 5.900VG $495m 6.25% due November 2032 495 6.250

VG $1.7bn 6.15% due Feb 2037 1,700 6.150

Total bonds outstanding at 3 January 2008 $34,543 17,481

VG = Vodafone Group Plc $32,956 16,678

VFBV = Vodafone Finance BV (previouslyMannesmann Finance BV)

$1,268 642

VAI = Vodafone Americas Inc. (previously Air TouchCommunications Inc.) $319 162


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LIMITATIONS


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LIMITATIONS

The constraints in achieving the target are mostly minimal like

it depends on how you deal with the shortfall in collection with a

collaborative approach along with your channel partners by motivating

and pushing them hard to achieve target to be more than 92% so that they

can get a addition 1 % commission on their total turnover.

Secondly if we get stipend during our executive training with

the company it would be more motivational to thrive for achievement of

more than 97% of the total target within Bhubaneswar region.


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LEARNING


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STIPEND

I have not received any stipend from the company duringthis four month of SIP.

INCENTIVES

I have not received any incentives from the company

during this four month of SIP.

APPRECIATIONS

I have been appreciated for my work from ourCSD

Head (Mr.Bijan Bihari Mishra), Human & Research (Partha Sarathi

Dash) in the office and by our faculty guide in the college.


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CONCLUSION


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CONCLUSION

W3C helps addressing mobile-specific challenges related tomobile Internet,

This is a major step forward with several key players in the

Internet industry having joined the effort

The new, forthcoming .mobile domain names provide a new

opportunity for all participants in the industry

Greater name space, opportunity to achieve mobile-friendly

content, thus increasing attractiveness and usefulness to

customers and fostering the mobile content industry as a

whole.

Vodafone will continue the engagements in these initiatives.


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BIBLIOGRAPHY


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BIBLIOGRAPHY

Vodafone is active contributor in technical standardization

organization to achieve interoperability

ETSI (http://www.etsi.org)

3GPP (http://www.3gpp.org)

Open Mobile Alliance (http://www.openmobilealliance.org)

World Wide Web Consortium (http://www.w3.org)

DVB-H (http://www.dvb.org)--OASIS (http://www.oasis-open.org)

Vodafone is engaged in several industry initiatives

GSM Association (http://www.gsm.org)

Liberty Alliance (http://www.projectliberty.org)

Open Mobile Terminal Platform (http://www.omtp.org)

Mobile Top Level Domain (http://www.mtldinfo.com) Open Services Gateway Initiative (OSGi Alliance)

(http://www.osgi.org)
http://www.oasis-open.org/http://www.oasis-open.org/


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Gautam vodafone (E&T)project

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Transcript of Gautam vodafone (E&T)project