The following paper entitled 'Comparison of Telecom South Africa and Vodafone Europe' is a perfect example of a business assignment. This report is to compare two different companies found in South Africa and Europe. The companies under comparison analysis include Telecom South Africa and Vodafone Europe. All these companies are operating within the Tec communication industry and therefore have the same operation style. Telecom started to operate in 2004 with the aim to improve mobile connectivity across South Africa. Vodafone is another telecommunication company with it’ s headquartering in London (Cooper and Coulson, 2014).
It is considered the second largest telecommunication company across the globe. This is because it has more than 434 million subscribers. Its network operates in more than 21countries and partners with 40 additional countries (Andrea et al, 2015). Since these companies operate within the same industry, it is easy to compare their performance and environmental impacts it has on the local communities and stakeholders. The business model of Vodafone and Telecom. Vodafone and Telecom use corporate social responsibility as a vital model to improve its value. This makes them act responsibly towards their environment and also to treat employees as very important assets of the company (Cooper and Taylor, 2011).
Vodafone Company is also responsible for the environment it operates in. It uses a device that cannot pollute the environment and ensure that there is a close relationship between different stakeholders. This company is also able to offer quality services and treats its employees with great care as they reward them handsomely and also offer incentives to motivate the employees (Andrea et al, 2015). The incentives it offers and the reward to employees in better than that of Telecom.
This makes it to be seen as a company that has a social responsibility than Telecom South Africa. The company also recruits its employees through the right employment procedure. This prevents discrimination which hinders the selection of employees with required skills and proficiencies (Cooper and Coulson, 2014). Vodafone also participates in other social activities such as sports and even sponsors the education of other students in Europe. This increases its industrial relationship with the local communities. It also provides job opportunities for different people.
This also contributes to its strong corporate sustainability. How did the firm enhance its engagement with stakeholders? Vodafone Europe and Telecom South Africa use different stakeholders ranging which include shareholders, employees, customers, creditors, debtors, potential investors, local communities, and even employees. These companies improve their engagement with their stakeholders by ensuring that there is an efficient communication system that enables stakeholders to communicate freely. This, therefore, ensures that there is closer engagement between the company and other stakeholders (Cooper and Coulson, 2014). The engagement is also improved by allowing all the stakeholders to participate in the budget preparation.
This ensures that all employees in every department contribute towards the budget preparation and other planning activities. This allows stakeholders to come together and participate in one a single activity. These two companies also foster a positive engagement with their stakeholders by ensuring that they participate in an annual general meeting (Cooper and Taylor, 2011). This, therefore, allows all the stakeholders to participate in annual general meeting discussions. It can also be done by allowing all the stakeholders to participate in company projects such as the development of new affiliate companies (Choo and Nick, 2002).
These two companies can also allow stakeholders to participate in sports activities. This will allow most of the stakeholders to involve in games thereby engaging in sports events. These activities and events are very important to foster positive relations between the company and all the stakeholders.
Andrea B et al (2015) “Exploring metaphors of capitals and the framing of multiple capitals: challenges and opportunities for
Cooper, C. and P. Taylor (2011) “Accounting for human rights: Doxic health and safety practices – The accounting lessons from ICL”. Critical Perspectives on Accounting, Vol. 22, pp. 738-758.
Cooper, C. and Coulson A (2014) “Accounting activism and Bourdieu’s ‘collective intellectual’ – Reflections on the ICL case.” Critical Perspectives on Accounting, Vol. 25, No. 3, pp. 237-254.
Choo W and Nick B (2002).The strategic management of intellectual capital and organizational knowledge. Oxford University Press
Gio Wiederhold (2013) Valuing Intellectual Capital, Multinationals and Taxhavens; Management for Professionals, Springer Verlag.
Khavandkar J & Khavandkar M (2009), "Intellectual Capital: Managing, Development and Measurement Models". Iran Ministry of Science, Research and Technology Press.
Sward, David (2006). Measuring the Business Value of Information Technology. Intell Press
Vikas et al (2005). "Dual Emphasis and the Long-Term Financial Impact of Customer Satisfaction". Marketing Science, 24(4)