Vodafone needed a strategic position in the connected home, where network connectivity was becoming a commodity and the value was moving to the smart home services built on top of it. In Project Jetson, Vivaldi Group combined consumer research, technology trend analysis and strategic scenario planning to define who to serve and where to play. The work identified seven consumer segments and eight growth platforms and gave Vodafone an innovation roadmap for product development and partnerships.
Vodafone needed to define its strategic position in the fast-changing connected home market, where network connectivity was becoming a commodity and the real value lay in the smart home services and experiences built on top of that infrastructure.
Through Project Jetson, Vivaldi combined consumer research, technology trend analysis and strategic scenario planning to develop a comprehensive innovation roadmap, identifying seven consumer segments and eight distinct growth platforms for Vodafone's connected home strategy.
Vodafone emerged with a clear strategic framework for the connected home: seven consumer segments defining who to serve and eight growth platforms defining where to play. The roadmap gave actionable direction for product development and partnership strategy.
| Client | Vodafone Group |
|---|---|
| Industry | Telecom |
| Region | Europe; headquartered in London |
| Project | Project Jetson, the home of the future |
| Vivaldi scope | Consumer research, technology trend analysis, scenario planning, segmentation, growth platform definition, innovation roadmap (growth strategy and innovation) |
| Outcome | 7 consumer segments (who to serve), 8 growth platforms (where to play), roadmap for products and partnerships |
As homes filled with connected devices, the broadband line underneath them was turning into a utility that customers compared on price. The value, and the customer relationship, was moving to the services and experiences on top: security, energy, entertainment, care and the devices that tie them together.
For a network operator, that shift is a threat and an opening. Vodafone needed to know which households to serve and which service territories it could credibly own before committing to products and partners.
Vivaldi combined three inputs. Consumer research showed how different households lived with technology and what they wanted from it. Technology trend analysis mapped what would be possible and when. Strategic scenario planning tested how the market could evolve and what that meant for Vodafone’s role.
Together these produced seven consumer segments, defining who Vodafone should serve, and eight growth platforms, defining where it should play, organized into a roadmap for product development and partnerships. Vivaldi’s guide to brand ecosystem strategy, platforms and partnerships explains the platform logic.
Vodafone is one of the 15 innovation strategy examples Vivaldi has published with their outcomes.
Vodafone partnered with Vivaldi on Project Jetson to define its strategic position in the connected home market beyond commodity network connectivity. Vivaldi identified seven consumer segments and eight growth platforms through consumer research, technology trend analysis, and strategic scenario planning, giving Vodafone a comprehensive innovation roadmap and clear direction for product development and partnership strategy in the home-of-the-future category.
Vodafone Group plc is one of the world's largest telecommunications companies, providing mobile and broadband services to over 300 million customers across Europe, Africa, Asia Pacific, and the Middle East. Headquartered in London, Vodafone generates annual revenues of approximately £44 billion and operates some of the world's most extensive 4G and 5G networks. The company is listed on the London Stock Exchange and is a constituent of the FTSE 100.
A connected home strategy with seven consumer segments defining who to serve and eight growth platforms defining where to play. The work combined consumer research, technology trend analysis and scenario planning into a roadmap for product development and partnerships.
Consumer research showed how households live with technology, trend analysis mapped what would become possible, and scenario planning tested how the market could evolve. The overlap defined the segments worth serving and the service territories where Vodafone could credibly lead.
Because connectivity becomes a utility that customers compare on price, while the value and the relationship move to the services built on top of it. An operator that only sells the line risks becoming invisible infrastructure beneath other companies’ brands.
Decide who to serve and where to play before choosing products and partners. Vodafone’s seven segments and eight platforms gave it a framework to evaluate opportunities consistently, rather than reacting to each new device or service as it appeared.
