Vodafone New Zealand has enjoyed one of the largest market shares to the tune of 50% but that was before a myriad of problems arose. When it got to 56%, it stagnated. The ramifications of stagnation resulted in two challenges; one, the number of new customers increasingly reduced to a point of constancy and two, revenue to the company stagnated as well since no new customers were coming aboard.

New competitors came in to thrust the monopoly a tad downwards. This meant that Vodafone no longer enjoyed the advantage of being the only vibrant provider to its customer; a new threat of competition was in the offing. In addition to new service providers, the variety of choices offered to the customer meant that returns per customer to Vodafone also went down or stagnated. Another challenge that the company faced was the increasing compliance costs of government regulations that came up.

With the new challenges coming up the way forward for the company became apparent. Vodafone had to come up with a strategic plan to retain existing customers, increase profits, and provide incentives at the same time for its customer base.

Facing these issues for the company meant that they would have to think fast and act quickly. The company had to study the market trends, the customers’ needs, and strategic competition from its rivals through a dynamic and up-to-date tracking of information. A new department within sales and marketing was created to specifically handle thematic market analysis. Analytical marketing was therefore to be done using Business Intelligence (hereinafter referred to as BI) in order to provide Fact-based decision support. The department needed to achieve the highest form of information circulation by providing correct and relevant information to the customer, when needed and through the most efficient and reliable channel. The Department, called the Customer Knowledge and Analysis Department, was to ensure that it analyzed the information on the market, created models for conducting, interpreting and presenting market data, as well as competitor’s intelligence retrieval. A new application called the Enterprise Data Warehouse (EDW) was thus developed. The software initiated a new leaf in the marketing industry; it eliminated all the strenuous and exhaustive manual data collection.

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