Discussing Mobile Phones with Vodafone India

Our final day in Chennai started with a morning meeting with Kumar Ramanathan, the former Chief Marketing Officer of Vodafone India who now heads Vodafone’s Asian Data Analytics Group.  Mr. Ramanathan’s description of Vodafone’s strategy and its level of sophistication were quite remarkable and led to an interactive conversation of business issues and strategies resulting in us gaining a greater appreciation for the opportunities and challenges of doing business in India.  At a very high level, the nature of India’s mobile telecommunications market is drastically different to America in terms of industry dynamics, technology and marketing; but nevertheless, Vodafone has applied many skills from our MBA toolkit to successfully tackle the environment.

Industry Dynamics:   The most unique aspect of the Indian telecom market is the size and nature of its subscriber base.  Of India’s 900 million mobile subscribers (The 2nd largest in the world), 94% are pre-paid customers meaning they transfer money to an account and draw upon this balance based on usage.  The average Indian consumer spends just $2 USD per month on mobile phones (compared to ~$40 in the US) but yet recharges their balance approximately 10 times a month at one of India’s 4 million retail mobile outlets, of which Vodafone has a presence at 1.3 million outlets. The high rebalance rate has resulted in a price war as well as a high consumer churn rate as consumers simply seek the cheapest plan.  This has led to a fragmented carrier base as 10-15 operators having a “meaningful presence” in different parts of the country with no carrier achieving greater than 30% market share, resulting in one of the most competitive telecom markets in the world.

Technology:  As our group has observed quite often, India’s infrastructure is vastly underdeveloped and the same can be said for its telecom industry.  Due to both the political environment and feasibility challenges, India’s mobile network is deployed through satellites as opposed to laying cables in the ground.  With the highly probative capital costs associated with deploying satellites and with average revenue per user at just $2, launching new technologies is highly unprofitable and the country remains largely penetrated with just 2G wireless network technology (voice and texting, no internet).

Marketing:  Since telecom services are largely a commodity as operators are unable to differentiate on technology and services, Vodafone has focused its efforts on marketing.  With the bottom 55% of subscribers generating just 5% of Vodafone India’s revenue, Mr. Ramanathan’s marketing strategy focused primarily on high value customers through a data intensive approach.  Mr. Ramanathan and his team have stratified their high value consumers base through 180 different usage characteristics in order to offer customized usage plans.  The goal of such an approach is to profitably increase the rate of usage for existing high value customers as well as to gain customers away from other carriers.  Vodafone’s results have been quite impressive.

Thoughts on the Future:  Without the prevalence of credit cards, telecom operators are the single largest source of consumer transaction information.  This information base can be leveraged not just through customized data plans, but outside the telecom industry including delivering financial services such as banking.  This approach has been successful in other developing countries, most notably in Kenya by telecom operator Safaricom (A Vodafone subsidiary).

Additionally, it is not hard to imagine a consolidation wave amongst operators similar to those previously observed in developed countries.  Consolidation would allow operators to scale both new technology costs across a larger consumer base and combine the operators’ large retail channels.  Vodafone India has been acquisitive in the past and will likely be a leader in the future.

Overall, the visit was tremendously rich as Mr. Ramanathan’s business insights and marketing strategy were quite impressive and well-articulated.  While the problems faced by India’s wireless telecom operators are quite different from operators in America and the rest of the developed approach, it was both interesting and refreshing to hear how Vodafone has applied many of the same strategies and business acumen which we have studied at Tuck to their business in India.

Categories: Chennai, Company Visits | 1 Comment

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One thought on “Discussing Mobile Phones with Vodafone India

  1. philipdykim

    It’s interesting to note that customers in India face lower switching costs in terms of switching carriers compared to customers in the US, who often become bound to certain carriers through contracts that generally last 2 years in order to obtain the latest model of smartphones. It will be interesting to see how Vodafone will be able to retain its existing customers using their prepaid revenue model instead of the long term contracts or the subscription model.

    Another interesting fact is that only 3G is available in India. While my first impression was that India lacked the technology to launch newer technology, it turns out that anything beyond 3G is not in mass demand currently and therefore does not make economical sense for many of the carriers in India to adopt such technologies. I thought it was a good case example of understanding the customers’ needs properly.

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