Company Name and page strapline

About us

Our strategy

Our Strategy

Grow passionate promoters by dramatically improving the customer experience

Why this is so important to us
Holding on to our customers is vital to our sustainability, especially in a highly competitive industry. We want all our customers to keep on doing business with us and to recommend us to others. This means we have to deliver an excellent experience. We have to provide our customers with a super-connected global network, great value and excellent service. When customers interact with us we must delight them, even surprise them, never disappoint them.

Goal

What we want to achieve
		Create a culture that empowers employees to make every customer smile				Excellent service across all touchpoints
		Build wider, deeper, faster, better, smarter networks				Build trust by protecting our customers and partnering with them to do good
		Provide more value

How we measure our performance?

Our most important measure is what we call our Net Promoter Score (‘NPS’). Vodafone uses this to monitor customer happiness in most of its markets. It is simply a measure of how likely our customers are to recommend us to their family, friends and colleagues – and how likely they are to recommend our competitors. We implemented NPS in South Africa and DRC in 2011. In the year ahead we’ll implement it in the other markets we operate in.

Actively create an environment for our people to excel and grow

Why this is so important to us
We strive to make it easy and exciting for our employees to delight our customers. We’re putting more effort into developing talent, which is vital in an increasingly competitive industry. We’re also investing more in developing the technical skills we need for a more data-focused future.

Goal

What we want to achieve
		Build a customer-focused culture that celebrates innovation, success and diversity				Give fair, competitive and transparent reward and recognition
		Encourage honest dialogue and work together more effectively				Encourage, coach and grow talented leaders
		Radically improve how we do things to put our customers fi rst				Develop people’s capabilities
						Create a safer place to work

How we measure our performance?

We do an annual People Survey that tracks how engaged, well-managed and included our employees feel. Independent consultants do the survey and compare our scores to a highperforming peer group and to Vodafone. We use the Engagement index measure from the survey to check if, overall, we’re creating the right environment or not.

Put the power of the internet in people’s hands

Why this is so important to us
Access to mobile data services puts a world of opportunity in people’s hands through the power of the internet, wherever they are. As was the case with voice, mobile data is set to play a vital role in driving economic growth, creating jobs and improving the quality of life in underdeveloped countries. Because mobile data use in sub-Saharan Africa is tiny compared to other regions, this is a huge opportunity for Vodacom. And a revolution we intend to lead.

Goal

What we want to achieve
		Build wider, deeper, faster, better, smarter networks				Work with partners to develop relevant content
		Provide affordable devices and services that meet customers’ needs				Develop and refi ne our data support model
		Make internet usage simpler and more affordable

How we measure our performance?

We measure our success by the number of data customers we have, how good their experience is and whether we have the cheapest devices, best network and most relevant content.

Together drive operational excellence

Why this is so important to us
Operational excellence is about innovating, fi nding new ways to do things better and faster to benefi t our customers. Importantly, it’s also about balancing this with responsible behaviour, especially in protecting the environment and the health and safety of our employees and contractors. Operational excellence also means getting good returns on the capital we use to deliver our products and services.

Goal

What we want to achieve
		The best turnaround times on all our key customer interactions				Drive efficiency and reduce cost
		Streamline, simplify and integrate our systems and processes				Minimise our environmental impact

How we measure our performance?

We measure our operational performance by how effective and efficient our systems and processes are, and how good we are at helping customers. We measure our environmental footprint and how effective we are in reducing it. Lastly, we aim to keep our financial checks in place to make sure our operating expenses (‘opex’)1 relative to service revenue and our total return on capital are respectable.

Proactively partner with our stakeholders

Why this is so important to us
Our operations impact directly on our stakeholders, and they in turn impact directly on everything we do. They are the people that keep us in business and they’re all vitally important to us. Responding to what our stakeholders want from us, we will be taking a more active lead on industry issues and building meaningful long-term partnerships.

Goal

What we want to achieve
		Take the lead on industry issues				Partner with suppliers to drive innovation, effi ciency and sustainability
		Work with governments on health and education				Build a reputation as a company that all our stakeholders want to deal with
		Work with distribution partners to make every customer smile

How we measure our performance?

During 2010 we commissioned a Reputation Survey across all our key stakeholder groups in all our mobile operations. The survey asked what people thought of us on a variety of issues. We use the ‘likelihood to recommend’ question to measure our progress and benchmark it against our competitors and other leading brands. The Reputation Survey will be repeated yearly.

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