Table of Contents Introduction: 4 Vodafone’s Core Business and Strategies: 6 Vodafone International Strategy: 8 Risk on the Business Activities of Vodafone 8 Financial Risk: 8 Strategic Risk: 9 Operational Risk: 9 Hazard Risk: 9 Information Risk: 9 Traditional Risk Management: 10 Enterprise Risk Management: 12 Benefits and Limitation in ERM 15 Benefits: 15 Limitations: 16 Roles and Responsibilities of ERM 16 Risk Management Key Items: 17 Employment systems: 17 Prevention from Fraud: 18 Health and Safety policy: 18 Product and Process Management 18 Benchmarking: 18 Disaster Management: 18 Recommendation 19 Corporate Strategy 19 Marketing Strategy: 20 BoP Strategy in markets: 20 International Strategy: 21 Conclusion: 22 References: 23

Introduction
In this case study, we are going to discuss an organization named Vodafone. In research, we required to identify the risk management of this company and have to provide some practical recommendations for the risk management Vodafone.

This case study uses to look at where the international Vodafone was in 2012, how the company in progress, the path through its development, growth, breakdown, and achievement. It takes an overview of the successes and challenges of Vodafone. Chief Executive Officers, Sir Gerald Whent, Arun Sarin and Vittorio Colao controlled and maintained the company’s divestments, investments, mergers, acquisitions, and other strategies.

The global strategy will be used in the relevant model, and these contain the CAGE framework of Ghemawat’s, The Parenting Fit Matrix, and the Life Cycle Stage, among others, and The Boston Consulting Group (BCG) matrix. This document will also discuss others like Industry Life Cycle. Vodafone surprised people in 2012 by the results of its annual, which determined the positive expansion in spite of competitors that have been competing from 2008 for the reason of the new CEO, named Vittorio Colao had fixed a strategic decision that changed from that of his antecedents. In terms of that, Colao had not made any pronouncement and announcement on Vodafone’s strategic view ever since considering the top job in this organization.

There is a total of three major areas that the new CEO of the Vodafone, Vittorio Colao, focused as the leading developer of performance. They are

• Cost reduction and enhanced customer services for the development of operational performance.

• For business and customers, growth opportunities are pursuance in the major areas of mobile data service, emerging market, and comprehensive business solution.

At the end of March in 2012, it suggests that the speculate for the CEO had paid off as financial results showed a noticeable enlargement in revenue flows of the company. The strategy of Vodafone in 2012, clearly define the changes and the shifting of policy by Vittorio Colao is the main argument and subject of this case study. The assignment objectives at this evaluating case study and offering some possible recommendations for the improvement of risk management of Vodafone.

The main objective of the assignment would be to discuss the risk management and recommendation of risks that Vodafone has used in terms of infiltration into emerging markets and how these succeed in increasing Vodafone’s commercial portfolio. The company can succeed in the long run if all parts of weakness will be figured out, and design recommendations of risk will be designed by following the core objectives of Vodafone’s strategy. To explain scenarios and related them with a real-life situation, some relevant models will be used. There are different types of the model, but some extraordinary models used in international trade contain the AAA triangle which determines for the following:

Arbitrage: developing distinctions by offshoring a few procedures to have economies of specialization and countries with cheap labor.

Adaptation: modifying procedures and providing to meet the local market’s requirements for boosting the market share.

Aggregation: Standardizing regional or global operations and spreading the cost in the various countries in the world helps to sustain the scale of economies.

Vodafone’s Core Business and Strategies
Corporate strategy is mostly implemented in the corporate center. The main objective of this organizational strategy is to provide value to shareholders. It is depended on the executive directors, CEO, and various specialist functions in the organization. In 2005, this company compromised total six, geographically determined business that submitted to the CEO. The contained Germany, United Kingdom, Italy, Middle East and Africa, Asia-Pacific, and another Europe. (Khan & Suhaib, 2019).

This commercial center assumes three significant roles: Administration of presented businesses, growth of new companies as well as act as a warden or agent for persons who have an investment in the businesses that are the shareholders. Vodafone set up two top organization committees to supervise the implementation of the strategy set by the mainboard. The administrative Committee would focus on financial structure, policy, and organizational structure. To attempt to expand new businesses, Vodafone moved importance to promising markets in Africa and Asia, such as Ghana, South Africa, and India, among others (Khan & Suhaib, 2019). The last primary function of the Corporate Centre is to act as a warden or agent for those who have funded the businesses that are the shareholders, Vodafone striped non-profiteering markets, and then enhanced prepared performance, pursuing growth opportunity and approaching speculation in a restricted manner.