The customer needs are more complex than ever and when there are more options to select, the customer preferences also change to a new level which is sometimes difficult to match and deliver. With rapid shift in brand loyalty, acceptance and rejection of new products and services which does not align with the customer preferences, the market can become unpredictable and the organisations intention to form a relevant and suitable strategy may be hit with the uncertainty of the customer needs (Kotler, 2000).
Customer needs are the prime factor of consideration in organisational strategy and when that factor is shaky, it is difficult to ensure the success of the strategy irrespective of the size of investments. The strategic element of Product is used here and Vodafone must be an analyser for its product offering for the future. Though it is understood that communication will not be a luxury but a necessity, it is the most advantageous situation for the telecom industry, and it can remain invested since there will never be a drop in the basic services of voice calls.
Competitors are few and the market is more monopolistic in nature with Vodafone and Spark enjoying a premium market share, but this could soon lead to consolidation and one or the other trying to make a buyout of its competitor. This may change the market entirely and it may have two or three major players. This can spark a new regulatory challenge for preventing anti-competitive practices and also avoid formation of monopolies. The competition may get more personal and product quality is only assumed to improve in such a market where few players dominate and differentiation is pre-dominantly based on the overall quality and not on one particular service. The strategic element of being balanced in the differentiation quotient is suggested for Vodafone.