See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/280194316

Vodafone marketing communications

Article in Emerald Emerging Markets Case Studies · October 2012

DOI: 10.1108/20450621211304298

CITATIONS READS

6 1,288

All content following this page was uploaded by Namita Nath on 06 October 2023.

The user has requested enhancement of the downloaded file.

Vodafone marketing communications
Namita N. Kumar
Namita N. Kumar is a
Professor at the Ajay Kumar
Garg Institute of
Management, Ghaziabad,
India.
This teaching case has been
developed from both primary
and secondary sources of
information. The author wishes
to thank the management of
Vodafone for providing access
to information and talk with
senior executives. The
secondary sources generally
refer to the company’s
websites, articles appearing in
trade journals and newspapers,
TRAI (telecom Regulatory
Authority of India) reports,
company’s product literature,
advertisements in media, etc.
Some of these are mentioned
under the section Sources of
Information. The development
of this teaching case study has
been facilitated by Bimtech
Center for Management Case
Development at Birla Institute of
Management Technology,
Greater Noida (India).
Disclaimer. This case is written
solely for educational purposes
and is not intended to represent
successful or unsuccessful
managerial decision making.
The author/s may have
disguised names; financial and
other recognizable information
to protect confidentiality.
DOI 10.1108/20450621211304298
Vodafone has been extremely successful, from the beginning, in capturing the mind share of
Indian consumers with their attractive advertisements; adorable mascots – ‘‘Hutch’’ pug,
zoozoo’s; the story telling behind the changes in the logo; the brand name. As per the data
available on the customer base growth, Vodafone has been quite successful in its marketing
communication strategy. But the dilemma of Marten Pieters, CEO, Vodafone Essar Ltd, is
that despite this, the usage rate is low. Customers happily purchase the connection but are
very stringent as far as using the services are concerned. Vodafone, therefore, needs to
rethink and redefine the marketing communication approach.
Company background
Vodafone Essar formerly known as Hutchison Essar, is a Mumbai-based Indian subsidiary of
Vodafone group. The company has operations in India with over 152.664 million customers
(Boneless Research, 2012). It is the second largest mobile operator in terms of revenue
share, after Bharti Airtel, holding a revenue market share of 20.6 percent, and the second
largest in terms of subscribers’ base (Boneless Research, 2012).
Vodafone started its Indian operations in 1994 with the brand name Max Touch which was
renamed to Orange in the year 2000, followed by ‘‘Hutch’’ in 2006. The company initially
established its business in the major metropolitan cities, namely Mumbai, Delhi and Kolkata.
Soon it was able to establish a robust network, well-known brand and large distribution
network in these densely populated urban areas, targeting business users and high-end
post-paid customers.
In February 2007, Hutchison Telecom announced that it had entered into a binding
agreement with a subsidiary of Vodafone Group Plc to sell its 67 percent direct and indirect
equity and loan interests in Hutchison Essar Limited for a total cash consideration (before
costs, expenses and interests) of approximately $11.1 billion. On September 20, 2007, the
marketing brand of Hutch was officially changed to Vodafone.
All through the journey of its growth in India, Vodafone Essar, has followed a well thought and
carefully crafted communication propositions. The regular changes in the brand were
beautifully integrated in all its communication, thus enhancing the personality of the brand.
Launch of Max Touch in India
The story of Vodafone began in 1995 when it was launched in India by the name Max Touch.
This was the year when mobile services were introduced in the Indian market. As a result
Max Touch launched itself using the tagline ‘‘Hello Bombay’’ – the idea was to develop an
international brand personality (Rai, 2006). It was able to communicate this by using
celebrities from various backgrounds to endorse it. Until then mobile just meant carrying
cordless phones within the specified area. It became all the more necessary to educate the
VOL. 2 NO. 8 2012, pp. 1-8, Q Emerald Group Publishing Limited, ISSN 2045-0621 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 1
 consumers about what mobile telephony was all about? (Rai, 2006). Therefore, most of the
advertisements, such as ‘‘Can I call STD’’; ‘‘Can I use my phone in a lift?’’; ‘‘What is airtime’’,
educated the customers about the advantages of mobile phones’ services. It was also the
first cellular company to establish national roaming in the year 1996 (Rai, 2006).

Max Touch to Orange

The year 2001 saw Max Touch become Orange. The company had to redefine the Indian
communication strategies modifying its approach from the conventional educative
approach to a more competitive approach (Rai, 2006). As most of the brands during this
period were city or state specific and not national, most of the marketing and advertising
campaigns of Orange were accomplished without employing the broadcast medium (Rai,
2006). Advertising in the form of billboards and print media were used, engaging customers
through focused localized campaigns. Apart from this the company also adopted strategic
sponsorships to the events that held great resonance with the middle-class customers. This
helped in transforming the consumer perception of the brand with customers associating it
with leadership and innovation.

Introducing ‘‘Hutch’’ Pug

During 2000-2001, Hutchison group acquired a number of different telecom players,
primarily in Delhi, Kolkata and Gujarat regions to increase its hold in the Indian market.
Subsequently, Hutchison Essar Limited launched its umbrella brand ‘‘Hutch’’ in the year 2002
with a new mascot, ‘‘Hutch’’ pug. A series of advertisements flashed the electronic as well as
print media, communicating the arrival of a telecom service supported by very strong network
coverage – an attribute that was not ideally achievable by most telecom service providers.
The advertisements featured a pug following a small boy in most unlikely places. The tagline
given was ‘‘Wherever you go, our network follows’’. This simple message communicated
through pug with the backdrop of a beautiful song, helped generating interest in Hutch brand.
A series of advertisements highlighting the attribute were aired by Hutchison Essar Limited.
Apart from the advertisements, Hutchison Essar also promoted brand ‘‘Hutch’’ by introducing
a number of value-added services such as cricket scores, stock market information, Hutch
World (GPRS service), Hutch Alive and Hutch4Help. They also came up with ‘‘Chhota
Recharge’’ advertisements, highlighting the small value recharge coupons.
Towards the end of 2005, Hutch changed the colour of the tristar in its logo from orange to
pink. Once again, Hutch adopted a simple and minimalist approach to communication by
advertising on billboards that simply said ‘‘Bye’’. Within a week of the placement of these
billboards, the same place sported a new Hutch tristar in pink.
Some of the other memorable advertisements included ICC World Cup 2007, ‘‘Main to Chala
World Cup’’ contest ads and the pink ticker ads during World Cup 2007 – propagating the
non-stop news, highlights and other alerts being provided to the Hutch customers and the
educative and informative messages of pink Hutch highlighting the small, medium and large
(SML) plans for less, average and most talkative customers.

Vodafone’s arrival in India

The year 2007 saw Vodafone acquiring a 67 percent stake in Hutchison. What followed was
the re-branding of Hutchison Telecom to Vodafone. This was done beautifully with the help of
advertisements where the Hutch ‘‘pug’’ found a new kennel (all red in colour). The
advertisements communicated the message: Change is Good, ‘‘Hutch is now Vodafone’’.
The colour of the brand logo also changed from pink to red. Apart from the kennel
advertisement, there were ads showing a wet pug on a red rug; pug peeping out from a red
blanket and so on. All the ads created a distinct image of red colour to the viewer thus
helping them to start associating Hutch with Vodafone. The ‘‘Happy to Help’’ advertisement
was again one of the best aired advertisements on TV in 2008. Vodafone beautifully
incorporated the Hutch mascot – The Pug, as its own mascot. The ad used the friendship

j j
PAGE 2 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012
between a dog and human to creatively communicate – Vodafone is ‘‘Happy to Help’’ its
customers.
Created by O&M, the new campaign featured Vodafone’s trademark character – the young
girl and the pug (Lad, 2009). Speaking to Campaign India about the campaign, Rajiv Rao,
Executive Creative Director, O&M said, ‘‘This time, we started off wanting to refresh
Vodafone’s customer service promise (Lad, 2009). The promise itself was not new; it has
been a brand philosophy since its launch and the first time we stated this overtly was with the
Happy to Help campaign during the IPL in 2008’’ (Lad, 2009).
Vodafone came out with a series of ZooZoos advertisements, during IPL-2 season (Indian
Premier League – highly popular limited over cricket matches played in India on a league
basis), in 2009 (Rediff Business, 2011). The objective was to creatively communicate the
different value-added services by Vodafone, like phone back-up, cricket, stock market alerts,
fashion tips, and so on. It started off with a series of 30 advertisements which was aired each
day during the IPL Season 2.
ZooZoos became an instant hit in the market and to date they are the most admired
advertisement icons in India. They have scripted one of the most successful stories of brand
building in the country.
While the Vodafone ZooZoos were principally led by television, it was truly a 360 degree
campaign involving digital, outdoor, retail, radio and experiential media (Rao, 2012). The
campaign was a huge hit in the Indian market resulting in a spike of VAS. An exclusive line of
zoozoo merchandise became a regular feature at Shoppers’ Stop outlets. The campaign
was also the most viewed viral in the world (Rao, 2012).
The year 2009 also saw the launch of a digital campaign wherein a Facebook App allowed
users to guess what antics the zoozoos were up to in the new television commercials
(Chaudhuri, 2006). The concept was showing three different ad films in the Facebook App,
till a point when the film stopped and the users were prompted to guess what would happen
next (Chaudhuri, 2006). The Facebook users then could type in the text field, their version of
how the commercial should proceed and end. Vodafone then gave away its zoozoo
merchandise (T-shirts) and a BlackBerry Storm each week to the participants (Chaudhuri,
2006). Thus, in this way Vodafone were able to create a buzz amongst the Zoozoo fans on
Facebook and was able to give them the first taste of the TV commercials (Chaudhuri, 2006).

Role of ZooZoo ads in understanding the transformation of Vodafone from basic

voice transfer to 3G services
The year 2011, saw the advertisement based on the ‘‘Super Hero’’ ZooZoo, communicating
the launch of Vodafone 3G services in India. The advertisements showed ZooZoos as
Superman with a Vodafone 3G logo (Rediff Business, 2011). The ‘‘super’’ ZooZoos are able
to fly, stop a running train, run at the highest speed, and even stop lightning from hitting the
other ZooZoos (Rediff Business, 2011).
‘‘Fact or Fiction?’’, ‘‘UFO or Alien?’’, ‘‘Bird or Plane?’’ ‘‘Dream or Reality?’’ are some of the
punchy lines in the new super hero series of ads (Rediff Business, 2011). Each of these
advertisements comes with a short storyline and a message. The fascinating aspect is that
the ZooZoos talk gibberish, yet send out a clear message (Rediff Business, 2011). The
ZooZoos have emerged as the best brand ambassadors for the Vodafone brand so far. They
will always be remembered for their simple, smart and swift strategy to success (Rediff
Business, 2011), the strategy being living up to the brand’s image of great creative and
clever marketing.
As quoted by Anuradha Aggarwal, Vice President – Marketing, Vodafone:
The launch of ZooZoos during world cup will play an important role. We put the zoozoos out
whenever we think we have a strong message to communicate and this time we are reaching to
the consumer with the 3G. Vodafone 3G is live at many places in India like the services are
already up and running in Chennai and Gujarat and we are launching the 3G services in the

j j
VOL. 2 NO. 8 2012 EMERALD EMERGING MARKETS CASE STUDIES PAGE 3
 phased manner across the country. Faster, better and smarter is what we want to communicate
about our 3G services (Neha, 2011).

On the creative execution of all new, faster, smarter and better ZooZoos, Rajiv Rao, National
Creative Director, O&M India said:
The brief was a one liner and very simple to launch the 3G service. We wanted to make a big noise
about it because it is completely new for the consumer. It is a huge shift of technology from 2G to
3G and it is going to change the experience of consumers at all. So this is much superior
technology which needed to be communicated (Neha, 2011).

‘‘Right from the beginning, we were extremely clear about the execution. If you compare 3G
and 2G, then 3G is definitely better and faster. But as far as the consumers are concerned,
this is just another claim unless they experience it. We wanted to communicate it without
ridiculing the 2G as that too is much more important for basic users,’’ added Kapil Arora,
National Brand Head for Vodafone, Ogilvy & Mather (Neha, 2011).
Rajiv further added:
We were clearly toying with ZooZoos. We thought that if ZooZoo had represented 2G then 3G
should be represented by Super ZooZoos. With the birth of the Super ZooZoo idea, we came up
with the superior version of ZooZoo. After cracking that idea, everything became very simple for
further execution (Neha, 2011).

Story behind creation of ZooZoo

The entire concept of ZooZoo ads was conceived by Ogilvy & Mather, and the ads were shot
and produced by Nirvana Films in South Africa. The making of ZooZoos advertisements has
its own history. The idea was to make real people look like cartoon characters. Thin women
and children from the local theatres were chosen to wear appealing costumes (Rediff
Business, 2011). They were covered in layers of white fabric (Rediff Business, 2011). Each
facial expression was made of rubber and pasted on the actors to cut down on time and cost
(Rediff Business, 2011). The sets were made larger than life to make the characters look
small (Rediff Business, 2011). While the body was made using a special material stuffed with
foam in some places like the stomach, the head was created using a harder material called
Perspex (Rediff Business, 2011). The entire shoot cost about Rs 3 crore (Rs 30 million) for the
30 different ads (Rediff Business, 2011). It was money well spent and the brand building
exercise worked wonders (Rediff Business, 2011).

Vodafone’s promotional marketing efforts

To promote its new bonus card offer which was priced at Rs 4, Vodafone came out with a new
advertisement featuring an animated parrot, in 2010 (Chopra, 2010). The ad-film highlights
the fact of how nothing is available for four rupees in the present day (Chopra, 2010).
However, Vodafone launched a bonus card at Rs 4 targeting the users with lesser usage
(Chopra, 2010, SEC B and C).
The second half of 2011 (August) saw Vodafone becoming the title sponsor and official mobile
partner for the Vodafone McLaren Mercedes (VMM) team during the motor racing event held in
Noida. The initiative involved two different challenges – ‘‘Vodafone Race to Fame – Life in the
Fast Lane’’ and ‘‘Vodafone Drive into the Big League’’ (Campaign India Team, 2011).
‘‘Vodafone Race to Fame’’ offered the four winners – two consumers and two global
enterprise customers, a once in a lifetime opportunity, to spend the weekend with the VMM
team during the motor racing event scheduled to be held at Noida on the October 28-30,
2011 (Campaign India Team, 2011). The contest involved the Vodafone customers and
global enterprise customers to register themselves on the web site. The selected
contestants were then required to compete at Go-Karting tracks where they were tested on
their intellectual and physical caliber through various competitive activities (Campaign India
Team, 2011).

j j
PAGE 4 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012
The second challenge ‘‘Vodafone Drive into the Big League’’ extended an opportunity to
small and medium enterprises to have their logo on the McLaren F1 cars that participated in
the motor racing event. The SME’s were finalized based on the growth they registered in the
previous three years. Vodafone also hosted some of the other activities like Hot Laps with the
VMM drivers and road shows with VMM car before the grand finale in Delhi (Sports
Marketing, 2011).
Yet another effort by Vodafone to connect with youth came in September 2011, when it tied
up with Facebook to create and launch a new handset Vodafone Blue (Sports Marketing,
2011). The phone has been designed in a manner that it brings an affordable integrated
mobile experience to customers. It is an answer to the youth’s mobile social networking
needs at a pocket friendly price.
Very recently (around mid-March 2012) Vodafone has come back with the ‘‘BlackBerry
Boys’’ campaign. The new advertisement highlights its reasonably priced plan of
BlackBerry’s free messaging service, the BlackBerry Messenger (BBM) (Campaign India
Team, 2012).
The BlackBerry advertisement was launched in 2010 and had been extremely successful in
branding the BlackBerry handset amongst youth. The advertisement positioned the
BlackBerry user, whether he was a college going student or a businessman, to be cool and
trendy (Campaign India Team, 2012).
The new campaign focuses on the Vodafone’s latest affordable price plan for prepaid BBM
users. It also showcases the popularity and increased usability of BBM amongst youth.
Vodafone has also brought back its beloved character ‘‘the pug’’ in its new advertisements,
once again highlighting the instant connectivity of its network – a parameter effectively
carried out by the ‘‘pug’’.
July 2012 saw the coming back of the ‘‘Vodafone Delights’’ campaign that was launched in
October 2011. Running over six weeks, the campaign featured three commercials, in
addition to the promotions through radio, print, outdoor, on-ground and digital media. The
commercials highlighted offers from Vodafone such as free gifts every time you visit the
store, birthday gifts, Happy Hours. Anuradha Aggarwal, Senior Vice President – brand and
communication insights, Vodafone India, said, ‘‘Vodafone Delights is a platform that we use
to surprise our customers with little delights and show them that we care.’’
On the timing of this campaign, she explained:
We had taken a communication hiatus for a month post IPL before releasing a new campaign and
we are following the same timing strategy on the current campaign. We alternate between
category consumption driving and brand stickiness enhancement activities. The strategy for the
current campaign is the latter one.

‘‘The key measure of the effectiveness of the campaign will be hard numbers on the
penetration of our three products, namely Thank You card, Birthday Offer and Happy
Hours,’’ she added.
On the creative execution, Kapil Arora, Country Head – Team Vodafone, Ogilvy & Mather,
said:
The lead offerings chosen for this round of the Vodafone Delights program are little ways of
thanking our customers for being with us. And we chose to bring that to life using the story of a
wonderful friendship between a teenage boy and his neighbour.

In October 2012, Vodafone came out with an advertisement campaign, inviting its customers
and racing enthusiasts to become a part of the VMM Team during the 2012 Formula 1 Airtel
Indian Grand Prix. The campaign taking the animation routé to catch the viewers’ attention,
features the joy ride of two animated caterpillars.
Kapil Arora, Country Head – Team Vodafone, Ogilvy & Mather, explained:
We wanted to highlight speed and decided to present it in the context of two speed-loving
caterpillars who hitch a ride on the VMM car. Animation was then the only way to do justice to

j j
VOL. 2 NO. 8 2012 EMERALD EMERGING MARKETS CASE STUDIES PAGE 5
 these protagonists and their ensuing experience. Of course it helps that the treatment breaks
stereotypes associated with Formula One advertising and helps the Vodafone offering stand out.

Vodafone’s approach to communication strategy

Vodafone’s communication impact
As seen in the case, Vodafone’s advertisements always created a high-recall value in the
minds of consumers. Since the very beginning the company adopts a simplistic approach to
educating as well as communicating to consumers the different characteristics and
highlights of the product. Even the promotional efforts by Vodafone strongly reflected the
brand values defined by the company, namely strong network connection and customer
orientation.
Vodafone, so far, adopted a proper blend of strong cognitive and affective message
strategies in all forms of its marketing communications (Clow and Black, 2011). The cognitive
message strategies helped Vodafone to present arguments or pieces of information to
consumers. The key message of all its marketing communication activities has been about the
product’s attributes or benefits. The advertisements so designed have an impact on a
person’s beliefs and/or knowledge structure (Clow and Black, 2011).
Affective message strategies in the form of advertisements and other marketing activities
have helped Vodafone invoke feelings or emotions and match them with the good, service,
or the company. Advertisements with this message strategy have enhanced the likability of
the product, recall of the appeal, or comprehension of the advertisement (Clow and Black,
2011).
The latest Facebook advertisements of Vodafone reflect a strong sense of brand ownership
amongst customers – very much a part of the resonance advertising. The advertisement
depicts the importance and necessity of friends to remain connected 24 £ 7, via the largest
social networking web site, ‘‘Facebook’’. Thus, targeting its existing customers by highlighting
the importance of friends in one’s life and the necessity to remain connected with them.

Vodafone’s dilemma
The marketing communication of Vodafone Essar Ltd, so far, has created very strong brand
value amongst consumers – that of strong customer orientation. Majority of its
advertisements focus on this aspect of customer service and/or customer relationship.
The entertainment value provided by Vodafone ads has helped the brand occupy an
excellent recall value which in turn has resulted in increase of the market share in India – a
region dominated by a number of telecom players.
However, a major area of concern for Marten Pieters is low revenue generation (Pieters,
2011). As quoted in his interview to NDTV Profit:
I can’t pay my bills from customer numbers. I need to pay bills from the money coming in from my
customers. So, in the end it’s about revenues and I think that is the challenge for the industry in
general. In the last two years the industry added more than 400 million customers but actually the
total industry revenue only went up by 7% for all the players together. So we have to fight and cut
that cake and eat all of it. That makes it a challenging industry because our costs are related to
customers’ numbers. More customers means more network, more capacity. At the same time the
prices are under incredible pressure which means that overall these new customers do not use it
so much but also the existing customers pay less and less (Pieters, 2011).

Revenue generation in the telecom sector starts when the customers extensively use
different services offered by the company. Since its entry in the Indian market, a host of
services have been offered by the telecom giant.
The reason for increasing the revenue generation lies in the fact that the increasing customer
base results in increase in operational costs – the costs of setting the infrastructure and
running the telecom operations (Pieters, 2011). And unless the cost of maintaining the
infrastructure and services of the existing customers are derived from the revenues earned

j j
PAGE 6 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012

Keywords:
Marketing communication,
Brand attributes,
Brand image,
Message strategies,
Advertising effectiveness,
Promotion,
Telecommunication services,
India
by the service provider, it would be extremely difficult for Vodafone Essar Ltd to run its
business in India (Pieters, 2011). Hence profits can be generated only when the usage rate
of customers increases. To improve the usage, therefore, Vodafone requires promoting
various services to its existing customers.
The highlight of Vodafone’s marketing communication has always been the promotion of
these services in a manner which remains in the minds of consumers. The last few years has
seen the arrival of several high-technology services in the telecom sector. This has created a
lot of clutter in the market. The customers are unable to understand the distinctness of the
services provided by any one telecom brand.
Also, there has been a sense of disconnect between Vodafone’s communication of value
addition through its services and its importance in the customer’s lifestyle.
Launching ads and marketing programs in an innovative, creative manner where the
customer not only understands the relevance and importance of the particular service but
also adopts it in his/her lifestyle is the biggest challenge faced by Vodafone.
The road ahead
With the advent of 3G services in India, and excitement in the generations X and Y
demographic about this new found power on their mobile phones, VAS is an area where
Vodafone can develop its IMC around promotion to the Indian consumers. Vodafone,
therefore, needs to target the Indian youth, who are the most tech savvy population, with
efforts into areas that are least propagated under VAS (PwC Analysis, 2011).
As per PwC Analysis, a large chunk of customers (90 percent) have an understanding of VAS
usage as entertainment-based services like music, bollywood videos, internet browsing,
e-mails. The more useful services like bill payments, ticket booking, banking transactions,
online purchase, stock market trading have a much lower awareness. As far as the usage is
concerned, only a select few services like SMS and MMS services, ringtones/wallpapers,
listening to music, social networking have been able to penetrate the Indian user base. All
the advanced services especially the transactional services are less popular. Services like
purchasing products, banking, stock market trading has less usage rates (PwC Analysis,
2011).
Vodafone can integrate the high-end VAS in its communication, to make the consumers
accept and use these services. In other words, the future adoption of these services relates
closely to the current awareness levels of consumers. Trends show a growing demand for
entertainment services followed by high-potential information based VAS such as news
updates and medical services over mobile (PwC Analysis, 2011).
Till now Vodafone has promoted and advertised all the popular value-added services in its
marketing communications. However, there seems to be some disconnect between the
communication objective(s) and the users’ perception. There needs to be more
synchronization between the customer profile and the target mediums where these
value-added services can be propagated. Promoting its services in the various social
mediums where there is dominance of the Indian youths (18-45 year olds) seems to be a
better approach for Vodafone India (PwC Analysis, 2011).
The VAS market in the telecom sector is set to increase in the coming years. Therefore, it
becomes imperative for mobile operators to concentrate on the value addition their services
are going to bring in the consumers’ lifestyle. While most of the mobile operators in India at
present are concentrating on propagating the entertainment-based services with very less
effort on the transactional services, Vodafone can explore this area of VAS (PwC Analysis,
2011).
Some of the value-added services that are expected to show an increased adoption by the
consumers includes: mCommerce services; weather updates; news updates; video calling;
medical advice; profession updates; educational materials; location-based services to
name a few (PwC Analysis, 2011).
j j
VOL. 2 NO. 8 2012 EMERALD EMERGING MARKETS CASE STUDIES PAGE 7
 References
Boneless Research (2012), India Wireless Telecom Market: September 2012, August.
Campaign India Team (2011), Vodafone launches ‘‘Vodafone race to fame’’, filed under Marketing, India.
Campaign India Team (2012), Vodafone brings back the ‘‘Black Berry Boys’’.
Chaudhuri, A. (2006), The Zoozoos are back! filed under Digital, India, November.
Chopra, R. (2010), O&M uses a parrot in Vodafone’s latest TVC, filed under Advertising, India.
Clow, K.E. and Black, D. (2011), Integrated Advertising, Promotion, and Marketing Communications,
4th ed., Pearson, Harlow.
Lad, M. (2009), Vodafone rolls out latest ‘‘Happy to Help’’ campaign, filed under Advertising, India.
Nardini, E. (2009), Taking a ‘‘You Turn’’ at Madison and Vine; Chief Marketer Network, September.
Neha, S. (2011), ‘‘Vodafone ZooZoos are back; turn faster, smarter & better’’, Best Media Info, February.
Pieters, M. (2011), ‘‘5 players enough for India: Vodafone’’, uploaded by NDTV Profit ‘‘Power of One’’ on
YouTube.
PwC Analysis (2011), Connect with Consumers – Value Added Services: The Next Wave, March, Report
by PricewaterhouseCoopers, available at: www.pwc.com/india
Rai, C. (2006), Airtel vs Hutch: and the winner is . . . , Source Business Standard, available at: www.rediff.
com/money/2006/jan/04spec.htm
Rao, R. (2012), Ad Strat: Vodafone ‘‘Zoozoos’’, Ogilvy & Mather; Media, Marketing, available at:
mxmindia.com; www.mxmindia.com/2012/01/ad-strat-vodafone-zoozoos/
Rediff Business (2011), Zoozoos: India’s most adorable ad icons, available at: www.rediff.com/business/
. . ./slide-show-1-zoozoos-india-most-adorable-ad-icons/20110420.htm
Sports Marketing (2011), Vodafone bring new promotional activity to Indian Grand Prix, collected from:
www.isportconnect.com

Further reading
Bhatnagar, P. (2012), ‘‘Vodafone India reports highest incremental revenue market share amongst
operators’’, Economic Times Bureau, May.
Bhatt, S. (2012a), ‘‘Vodafone, ‘delights’, again’’, filed under Advertising, India, Available in Campaign
India, July.
Bhatt, S. (2012b), ‘‘Vodafone takes animation route for 2012 Formula 1 Airtel Indian Grand Prix
campaign’’, filed under Advertising, India, Available in Campaign India, October.
Chopra, R. (2011), Vodafone ties up with Facebook to create Vodafone Blue, filed under Advertising,
India.
CNBC-TV 18 (2010), ‘‘Your World at 10: Vodafone: 100 million & counting’’, collected from youtube.com
MaxusGlobal (2010), Vodafone Zoozoo Marathon Video, uploaded on Youtube.

Rediff Business Desk (2010), ‘‘All about 3G spectrum’’, April 9, available at: www.business.rediff.com/
slide-show/2010/apr/09/slide-show-1-tech-all-about-the-3g-spectrum.htm
Vodafone (2009), Vodafone Happy to Help Ad. May 19, 2009 posted on AdsCritics.com

Corresponding author
Namita N. Kumar can be contacted at: namita@akgim.edu.in

j j
PAGE 8 EMERALD EMERGING MARKETS CASE STUDIES VOL. 2 NO. 8 2012

View publication stats