Vodafone Finds Up to 1,660 Extra Monthly Orders Already Inside Its Funnel
Addvery ran a joint digital and CVM health check with Vodafone's teams and turned the findings into seven costed growth initiatives worth up to +1,660 orders a month.
Vodafone Czech Republic, part of the global Vodafone Group, provides mobile, internet and TV services to millions of consumers and businesses.
Addvery ran a joint digital and CVM health check with Vodafone's teams and turned the findings into seven costed growth initiatives worth up to +1,660 orders a month.
The next thousand orders were already in the funnel
The fastest growth rarely comes from new demand. It comes from the demand a business already has. Every lead, visit and existing customer carries an order that is one step away.
Vodafone's sales model was built around its call centres, and for good reason: a complex telco purchase often benefits from a human conversation. But more and more customers were starting their journey online. So Vodafone asked a forward-looking question: how much more of that intent could it capture, and where should it invest first?
- A growing share of customer journeys started online, while most orders were still completed with a call-centre agent.
- Web and CVM leads offered clear room for sharper scoring, prioritisation and follow-up.
- Parts of the prepaid and postpaid base could be reached with more targeted offers.
- Online and CVM teams wanted faster campaigns and a shared, near real-time view of performance.
Mapping every path from interest to order
14 workshops, one shared picture
Addvery worked alongside 16 Vodafone stakeholders from the CVM and Online teams across 14 workshops. Together they assessed the sales engine across four pillars and 20 topics:
- Sales Management
- Tools & Technology
- Reporting & Data
- Team & Governance
Findings grouped where the value sits
The results were organised into three areas: lead conversion, CVM potential and governance. Each recommendation linked directly to a commercial outcome, not to process for its own sake.
A menu, not a mandate
Vodafone received seven initiatives, each with estimated commercial impact, deliverables and resourcing:
- Digital self-care through Bank ID identification and e-signature
- Lead conversion process excellence
- Lead-processing reporting and controlling
- Offer availability optimisation
- Campaign execution excellence
- A consolidated sales-efforts dashboard
- Segment-driven management
One roadmap across Online, CVM and channels
The initiatives were sequenced into a single roadmap, so teams could move in step and Vodafone could choose what to fund, and in what order.
Up to 1,660 more orders a month, already in the funnel
Key benefits
- Up to +1,660 orders/month in total, net of overlap between initiatives
- Lead conversion excellence on its own: +1,107 orders/month
- Offer availability optimisation on its own: +969 orders/month
- Digital identity with Bank ID on its own: +553 orders/month
Each initiative was modelled separately. Many of them reach the same customers, so the individual figures overlap and the combined total is lower than their sum.
Digital identity, straight to the order
Letting customers identify and sign online with Bank ID was modelled at +553 orders a month on its own, by letting more customers finish their purchase without a call.
Every lead gets a next step
Lead conversion excellence (+1,107/month) and offer availability (+969/month) turn existing interest into orders, while campaign execution excellence adds +400 to 600/month and targets campaign time-to-market under one month. Together, after removing the overlap, the initiatives add up to +1,660 orders a month.
Growth Vodafone can choose to fund
Vodafone now holds a quantified, prioritised plan. Every initiative carries its expected payoff, so each investment decision rests on numbers, not assumptions.
Facing a similar problem?
Tell us where your numbers stop being trustworthy. We'll tell you whether it's worth a project.
.png){kind=logo}
