INTRODUCTION

In the past companies concentrated on excellence and quality as the means to success. More emphasis was laid on product driven expansion. But from the onset of the 1990s, an increasing number of companies have acknowledged the importance of being customer oriented and customer driven in their offering s. in the recent past, in the light of vast global, technological, economic and social challenges facing todays companies, they have realized the importance of knowing the customers needs, wants, habits and attitudes in order to succeed. Further, with the steady growth of consumerism in society, the need for customer satisfaction has gradually become the top priority of companies.

Relatively recently speculation about possible effects of radio waves on human health have been made. At Nokia we are sensitive to concerns about mobile communications safety issues, and have committed resources not only to sponsor ongoing research programs, but also to provide customers with good quality information on the subject.

NEED FOR THE STUDY

The importance of marketing in any business organization cannot be over emphasized. Whether it is small or big organization the long-term survival of the organization depends upon the sales & channel effectiveness. As of now, the Indian economy has slowly changed a primary condition of scarcity to a gradual stage of affluence, largely giving consumer the opportunity to choose from, among many varied alternatives. Given the intense competition prevailing in every industry of the economy, the race to satisfy the customers is on. The customers on the other hand are increasingly demanding better value for their money.

So customer focus and customer satisfaction has become the driving force for companies striving for survival and growth in the 21st century. Keeping in this view its importance, the present study entitled A study on customer satisfaction with reference to Nokia Priority dealer, Vijayawada has been taken up.

OBJECTIVES OF THE STUDY

The objective of the study is to determine the level of customer satisfactions among Nokia products accordingly the subsidiary objectives are: To provide a connectional framework for the study by review of relevant literature To determine the customers opinion regarding the reception at Nokia product cells To gather information regarding the services provided by Nokia product cell To gain an insight into the level of satisfaction of Nokia product To summarize the study findings with a view to evaluate them and make suitable suggestions based on them.

SCOPE OF THE STUDY

The overall scope of the present study considers all the variables and factors that have major impact over the customers in considering particular Models of Nokia and other brands. This especially includes how a customer regally evaluate, recognizes the brand and what position particular brand occupies in the customer mind.

This includes how a customer gets attracted towards the brands and what makes a brand highly significant over their competitive brand. The study includes how brand awareness among potential customers can be maintained and improves.

The project has been done in Vijayawada city only. How people are influenced by the brand and what made them aware of the brand. After the survey was done the data was analyzed and also relevant suggesting was made in order to improve its brand awareness towards Nokia.

METHODOLOGY OF THE STUDY

The following methodology was used to meet the present study titled A Study of Consumer Behavior in then Nokia product cells. The sample size for the study has been restricted 50 responders only. Random sampling technique has been used to ensure that the sample chosen is representative of various sections of customers Data and information for the study has been collected from both primary and secondly sources. The primary data for the study were collected through a questionnaire and holding interviews with the customers of Vijayawada in order to supplement the primary data obtained, secondary data were collected from various sources such as periodicals, publications and published reports of the company and various associations. The results obtained from the study can be applied to comparable cities and situations only. As the numbers of respondents are restricted to 50 the results obtained may not represent the universe. In addition, the personnel of above limitations, every effort has been made to make the study reliable and relevant.

LIMITATIONS OF THE STUDY

1. The Nokia Company may introduce hundreds of models with different features. This study may not cover all to satisfy all the customers. 2. The sample taken is small when compared to the total population and hence the results may not depict the true nature of whole population. 3. Analysis among the competitors restricted to Vijayawada only, those may change in other places and the preference of the customer may also change. 4. The time allotted for the study is not sufficient considering the size of the company, volume of the transactions and detailed investigation may not be possible.

ORGANIZATIONAL PROFILE
Overview of the Nokia Company
Follow the story of Nokia - a century and a half of innovation, from a riverside paper mill in southwestern Finland to a global telecommunications leader.

From roots in paper, rubber, and cables, in just over 100 years Nokia becomes a powerful industrial conglomerate...

The newly formed Nokia Corporation is ideally positioned for a pioneering role in the early evolution of mobile communications...

As mobile phone use booms, Nokia makes the sector its core business. By the turn of the century, the company is the world leader...

Nokia sells its billionth mobile phone as the third generation of mobile technology emerges...

How it all began Nokia started by making paper the original communications technology. The history of Nokia goes back to 1865. That was when Fredrik Idestam built a wood pulp mill on the banks of the Tammerkoski rapids, in southern Finland. A few years later, he built a second mill by the Nokianvirta river the place that gave Nokia its name. A mining engineer by trade, Idestam brought a new, cheaper paper manufacturing process to Finland from Germany. It was a great success. Idestams invention won a bronze medal at the Paris World Exposition in 1867, and he is considered to be the father of Finlands paper industry. Idestam named his company Nokia Ab in 1871. Nokia Ab
added electricity

generation to its business activities in 1

Nokia today:World leader Today, Nokia is still the worlds number one manufacturer of mobile phones, and one of the leading makers of mobile networks.

A new President
In 2006, Olli-Pike Kallasvuo, formerly Nokias Chief Financial Officer, took over as CEO from Jorma Ollila, who became chairman of Nokias Board of Directors.

The next step: Nokia Siemens Networks

The next step in Nokias continuing evolution is already under way. In June 2006, Nokia and Siemens announced plans to merge Nokias networks business and the carrier-related operations of Siemens into a new company, to be called Nokia Siemens Networks.

Nokias future:-

As mobile usage grows in the worlds emerging markets, Nokia will continue to develop affordable mobile devices that can contribute to increased economic growth and quality of life. At the same time, mobile communications is converging with computing, digital imaging and the internet, making it possible for people to use handheld devices for filming video, listening to music, playing games, surfing the web and more. Nokia is shaping this converging industry, pushing it forward with cutting-edge products and the development of open standards. Nokias success story is built on constant innovation. Our very human technology is all about enhancing communication and exploring new ways to exchange information. Thats why Nokia will never stop finding new ways of connecting people.

The key focus areas of Nokias environmental strategy are to drive the use of safe substances and materials in its products, improve the energy efficiency of its products and in its operations, and to create effective takeback and recycling programs. At the heart of substance management at Nokia is the Nokia Substance List (NSL). This identifies substances that Nokia has banned, restricted, or

targeted for reduction with the aim of phasing out their use in its products. Nokia works with its suppliers to investigate alternative materials and solutions and to help eliminate restricted or monitored substances from its total product line. Energy efficiency is an important area for continuous performance improvement at Nokia. Focusing on its products and services, operations, offices, and work and management practices, Nokias climate strategy covers all relevant areas focusing on the reduction of its CO2 emissions. Effective end-of-life practices close the lifecycle loop, returning energy and materials back into circulation. Nokias approach to take-back and recycling is to offer easy access to collection points for the return of used mobile devices and accessories. Nokia looks for ways to optimize the recyclability of mobile devices from the initial design phase in order to ensure the possibility of extracting valuable materials for re-use and recycling in a safe and efficient manner.
In June 2006, Nokia and Siemens announced their intention to merge the Networks business group of Nokia with the carrier-related operations of Siemens into a new company, to be called Nokia Siemens Networks. Nokia and Nokia Siemens Networks will align their activities and work in close cooperation regarding environmental issues.

The Business Of Being Responsible Involves All:-

Customer satisfaction stems not only from our products but also from how effectively we interact with our community. As Nokia becomes more and more of a global entity, our obligations in terms of how we satisfy our stakeholders grow. Our corporate responsibility programming reflects an increasing interest (both internally and externally) in the impact our business actions have on communities from societal, environmental, and economic perspectives. We both acknowledge and understand that our responsibilities go beyond simply providing quality communication products. As a market leader, the best contribution we can make to the global community is to conduct our business in a responsible way. This belief drives our commitment to creating ethically sound policies and principles that guide us in our work. Our Corporate Responsibility (CR) agenda is framed around the Nokia Values and is carried out in all aspects of our work to ensure customer satisfaction and respect, and also to assist us in embracing renewal and striving for achievement. Our values are put into action with the help of the Nokia Code of Conduct, which aims to reach beyond legal compliance or reactionary positioning by taking a leading role in the various areas where society is affected by the mobile communication business.

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This translates into further action as we integrate CR ideas and work practices throughout our various business channels. By striving to include all members of Nokias community in this process, we are demonstrating our overall commitment to the belief that responsibility is everybodys business.

The efforts to build universal access as more than just a goal

Shaping corporate culture, minimizing risk, enhancing efficiency, and building reputation are all aspects of CR which give it a significant position when setting agendas to increase our business value. We have long understood that this added value is the result of taking responsible corporate actions. Our goal is to establish proactive, integrated programs within our core business which always keep sustainability in mind.

Transparency
Consistent communication with respect to our CR efforts, both internally and externally, builds trust and helps to develop our reputation. We understand how important it is to communicate clearly and accurately to the outside world the ways in which our business affects society. There is an increasing demand from our stakeholders for this information which we

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accommodate through our reporting, corporate website, and other external information sources.

Driving internal efficiency:What works externally also has benefits within the company. While it is sometimes challenging to quantify cause and effect, we have seen that: waste management programs reduce manufacturing costs diversity training enhances project management eco-efficiency measures reduce costs volunteering increases employee satisfaction

New growth markets:Nokia Company has been working closely with the UNICT task force and a range of industry, government, and non-governmental organizations on the theme of universal access. The number of new mobile phone users in high-growth markets is growing dramatically and we aim to play a leading role in boosting this growth. As a market leader, we estimate that there will be available and affordable mobile communications for half the world's population by 2015.

An effective tool for managing risk:-

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Responsible business practices improve risk management and ease the task of establishing legal compliance. Through engagement with governments and authorities we can avoid legislation that is counterproductive for society or anti-competitive. Nokias supply-chain management reduces risks to the categories of quality and productivity. Nokias quick and effective management of conflicts of interest encourages employee satisfaction and protect our brand image.

CR enriches our brand reputation:Nokias behavior towards and relationship with society is part of our brand personality. CR has a significant impact on our brand reputation and the value which our stakeholders place on it. Nokias brand responsibility means building positive value into every stage of the customer experience, developing more sustainable products and services, and effectively communicating such developments to our customers. Consumers increasingly demand 'higher order' image attributes from a brand and in doing so look towards a companys CR track record. The public increasingly expects more transparency about the way a

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business operates within society, seeking a demonstration of its good corporate citizenship. Expectations go beyond simply meeting legal requirements, but to creating a more caring business order. Nokias innovative use of technology, with a focus on improving peoples lives, raises the brand promise of "very human technology" to a new level. Nokias various community activities help people feel close to each other and to their communities. Nokias future success depends on delivering great experiences to our customers by creating products and solutions that work seamlessly and are appealing. Nokias strategy contains the core elements required to accomplish this, and is optimized for tapping into the mobile industrys global growth potential as it unfolds. .

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ORGANIZATIONAL STRUCTURE

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Nokia comprises three business groups:

Mobile Phones connect people by providing expanding mobile voice and data capabilities across a wide range of mobile devices. Multimedia gives people the ability to create, access, experience and share multimedia in the form of advanced mobile multimedia computers and applications with connectivity over multiple technology standards. Enterprise Solutions offers businesses and institutions a broad range of products and solutions, including enterprise grade mobile devices, underlying security infrastructure, software and services.

Nokias business groups are supported by various horizontal entities:

Customer and Market Operations is responsible for sales and marketing, manufacturing and logistics, and sourcing and procurement for mobile devices from Mobile Phones, Multimedia and Enterprise Solutions. Technology Platforms delivers leading technologies and platforms to Nokia's business groups and external customers. Many other Nokia-wide horizontal units drive and manage specific Nokia assets. These include Brand and Design, Developer Support, Research and Venturing, and Business Infrastructure.

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Corporate functions (support Nokia's businesses with company-wide strategies and services). Nokia Siemens Networks, which started operations on April 1, 2007, combines Nokias networks business and Siemens carrier-related operations for fixed and mobile networks into a company owned approximately 50% by each of Nokia and Siemens, and consolidated by Nokia.

Company profile of Lorvins cell world

Lorvins cell world started with 300000 initial investment as non dealership in the year of 2003 , march at Sri Satya complex ,G.T.Road Srikakulam Monthly sale of lorvins cell world around 120-150 per month slowly they increase the sale of Nokia products. That why they are turned by the Nokia Company and they turned as dealers of the Nokia company products. It happens in the year of 2004. they on word lorvins cell world are the dealers of the Nokia products As the dealer of the Nokia products there sales in 2004 year 200to 250 products purchase, 2005 year 250 to 400 products purchase, 2006 year 600to 650 products purchase to will now. Monthly their turnover 800000 to 850000 yearly 1.2 crores. Now it is increase to monthly 13, 00,000 to 15, 00,000, yearly turnover 1.5 crores to 1.55 criers.

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Lorvins cell world dealers the sale of product to reach the second highest place in three district i.e. v ijayawada, Viz, Visakhapatnam. In 2006 Jan highest product sales 550 to 600, first place dealers every month Avg sales 600 to 650. This showroom is monthly Avg sales 550 to 600. 2006 year no. of customer buy the mobiles 5,500 minimum, monthly turnover 13 lakhs to 16n lakhs. The highest annual turnover in 2006, 1.6 crores to 1,7 crores . Nokia companys dealers in A.P. 100 out let showrooms, in Vijayawada, Srikakulam district only one i.e. , Lorvins cell world. Under this five distributors different locations/areas like Vijayawada, Hyderabad, Khammam, Rajahmundry, Vizianagram. The highest distributor center in Hyderabad.

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CUSTOMER SATISFACTION
CUSTOMER VALUE

Nokias premise is that customer will buy from the firm that they perceive offers the highest customer delivered value. Customer delivered value is the difference between total customer value and total customer cost. Total customer value is the bundle of benefits customers expect from a given product or service. Total customer cost is the bundle of costs customer expect to incur in evaluating, obtaining, using, and disposing of product or service. An example will help here. Suppose the buyer for a large construction company to buy a tractor. He will buy it from caterpillar or komatsu. The competing sales people carefully describe their respective offers to the buyer. The buyer has a particular application in mind. He wants to use the tractor in residential construction work. He would like the tractor to deliver certain levels of reliability, durability, performance, and resale value. He evaluates the two tractors and decides that caterpillar has a higher product value based on perceived reliability, durability, performance, and resale value. He also perceives differences in the accompanying services delivery, training, and maintenance and

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decides that Caterpillar provides better service. He also perceives Caterpillars personnel to more knowledgeable and responsive. Finally, he places higher value on Caterpillars corporate image. He adds all the values from these four sources product, services, personnel and image and perceives Caterpillar as offering more total customer value.

CUSTOMER SATISFACTION
Whether the buyer is satisfied after purchase depends on the offers performance in relation to the buyers expectations. In general: Satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance (or out come) in relation to his her expectations. As this definition makes clear, satisfaction is a function of perceived performance and expectations. If the performance falls short of expectations, the customer is dissatisfied. If the performance matches the expectations, the customer as satisfied. If the performance exceeds expectations, the customer is highly satisfied or delighted. Many companies are aiming for high satisfaction because customers who are just satisfied still find it easy to switch when a better offer comes

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along. Those who are highly satisfied are much less ready to switch. High satisfaction or delight creates an emotional bond with the brand, not just a rational preference. The result is high customer loyalty. Xeroxs senior management believes that a very satisfied or delighted customer is worth 10 times as much to the company as a satisfied customer. A very satisfied customer is likely to stay with Xerox many more years and buy more than a satisfied customer will. How do buyers from their expectations? From past buying experience, friends and associates advice, and marketers and competitors information and promises. If marketers raise expectations too high, the buyer is likely to be disappointed. For example, Holiday inn ran a campaign a few years ago called No surprises. Yet hotel guests still encountered a host of problems, and Holiday inn had to withdraw the camping However, if the company sets expectations too low, it wont attract enough buyers (although it will satisfy those who do buy). Some of todays must successful companies are raising expectations and delivering performance to match. These companies aiming for TCS-total customer satisfaction. Xerox, for example, guarantees total satisfaction and will replace at its expense any dissatisfied customers equipment with in a period of three years after purchase. Cigna advertises well never be 100% satisfied until you ate, too. And one of Hondas ads says. One reason our customers are so satisfied is that we arent. Nissan
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invites potential infinite buyers to drop in for a guest drive (not a test drive), because the Japanese word for customer is honored guest.

ATTRACTING AND RETAINING CUSTOMERS

In addition to improving their telethons with their partners in the supply chain, many companies are intent on developing stronger bonds and loyalty with their ultimate customers. In the past, many companies took their customers for granted. Their customers may not have had many alternative sources of supply, or all suppliers were equally deficient in service, or the market was growing so fast that the company did not worry about satisfying its customers. Clearly, things have changed. Todays customers are harder to please. They are smarter, mote price conscious, more demanding, less forgiving, and approached by more competitors with equal or better offers. The challenges, according to Jeffrey Gitomer, is not to produce satisfied customers; several competitors can do this. The challenge is to produce loyal customers.

ATTRACTING CUSTOMER
Companies seeking to grow their profits and sales have to spend considerable time and resources searching for new customers. Customer acquisition requires substantial skills in lead generation, lead

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qualifications, and account conversion. To generate leads, the company develops ads and places them in media that will reach new prospects; its seconds direct mail makes phone calls to possible new prospects ; its sales people participate in trade shows where they might find new ideas; and so on. All this activities produces a list of suspects. The next task is to qualify which of the suspect are really good prospects and this is done by interviewing them, checking on their financial standing, and so on. The prospects may be graded as hot, warm, and cool. The sales people first contact a the hot prospects and work on account conversion which involves making presentations, answering objections and negotiating final terms. THE NEED FOR CUSTOMER RETENTION Unfortunately, most marketing theory and practice center on the art of attracting new customers rather than on retaining existing ones. The emphasis traditionally has been on making sales rather than building relationships; on pre-selling and selling rather than caring for the customer afterward. Some companies, however, have always carried passionately about customer loyalty and retention.

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Know exactly how much their improved retention of customers is worth to them in dollars. The company has constructed a model that can be use to calculate how much more each dealership could earn by achieving higher level of repurchase and service loyalty. One Lexus automobile executive told the author: Our companys aim goes beyond satisfying the customers. Our aim is to delight the customer. The key to customer retention is customers satisfaction. A highly satisfied customer: Stays loyal longer Buys more as the company introduces new products and upgrades existing products. Talks favorably about the company and its products Pays less attention to competing brands and sensitive to price Offers products or service ideas to the company Costs less to serve than new customers because transactions are reutilized. advertising and is less

At Nokia, creating customer satisfaction is the basis of all our strategies and actions. Customers and end-users are the most important people for Nokia, and its commitment to them is reflected not only in the quality of

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its products, but also its approach to the various environmental, social, and ethical issues which affect consumers. Nokia recognizes that it has a duty of care to all of its customers and other stakeholders. This duty of care involves an awareness of environmental and ethical issues, both during the design and production phases of our products, and also in terms of creating services to assist and inform customers about products and how to use them safely and effectively.
Nokia continually strives to create a business culture in which work practices not only meet existing standards of practice but go beyond, driving best practices on a global level. For this to happen, sound environmental and ethical principals need to be incorporated into all areas of our work. Nokia then extends these principles throughout the supplier net

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DATA ANALYSIS AND INTERPRETATION

Brand of the mobile phone

s.no 1 2 3 4 5 Name .of the product Nokia Samsung Sony Ericsson Motorola Others Percentage of customers 60 10 10 10 10 Table No.4.

Analysis & interpretation:

From the above table no.4.1 is the comparison of different mobile systems. Here simple random sampling method has been selected for 50 sample size. Among those 30 out 50 i.e. 60 per cent are shown interest purchase the Nokia brand mobile. Remaining 10 percent for Samsung, another 10 per cent for Sony Erickson and 10 per cent for Motorola and other brands. Among all most of the customers are interests on Nokia brand only.
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Brand of the mobile phone

MOBILE PHONE USERS

70 NO. OF. CUSTOMERS 60 50 40 30 20 10 0 Nokia 1 Samsung 2 Sony Ericsson 3 MOBILE PHONES Motorola 4 Others 5

Chart no 4.1

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Purpose of using mobile phones

s.no 1 2 3 4 Percentage of customers Communication 80 Fashion 10 Entertainment 10 Others 0 Table No.4.2 Purpose of using

Analysis & interpretation :

From the table no 4.2 is the comparison of different purpose of the use the customers. Here simple random sampling method has been selected for 50 samples size. Among the 40 out 50 i.e. 80 percent are shown interest communication purpose using the mobile. Remaining 10 percent entertainment and another 10 percent fashion. Among the all most all of the customers are interest on communication purpose only.

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Purpose of using mobile phones

PURPOSE OF USING MOBILE PHONES

90 NO.OF.CUSTOMERS 80 70 60 50 40 30 20 10 0 Communication Fashion Entertainment PURPOSE Others

Chart no 4.2

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Model of the Mobile phone

S.no 1 2 3 4 5 Prefer to the nokia modals Percentage of customers prefer of models N-series 40 E-series 10 Multimedia 20 3-Gtechnology 10 Others 10 Table No.4.3

Analysis & interpretation:

From above table no 4.3 is the comparison of different modal using the customers. Here simple random sampling method has been selected for 50 samples size. Among these 25 out 50 i.e. 50 percent are shown interest purchase N-series modals. Remaining 10 for E-series modals, another 20 percent multimedia and 10 percent 3G technology modals and 10 percent other modals using. Among almost of the customers are interests on N- series modals only.

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Model of the Mobile phone

Model of the Mobile phone

20 18 16 14 12 no.of 10 customers 8 6 4 2 0 N-series multimedia product models others Series1

Chart no 4.3

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Place of purchasing mobile

s.no 1 2 3 4 5 Customers where purchase mobile Priority dealers Retailers Internet Friends others Table No.4.4 Percentage of location 40 20 10 30 10

Analysis & interpretation:

From above table no 4.4 is the comparison of the customers purchase the different locations. Here simple random sampling method has been selected for 50 sample size. Among these 20 out 50 i.e. 40 percent people purchase the mobile in priority dealers are shown. Remaining 20 percent people purchase the retailers and 10 percent people through the internet, among 30 percent people for through the friends. Among all most all of the people purchase the mobile priority dealers only.

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Place of purchasing mobile

where do you purchase the mobiles
20 18 16 14 12 no.of 10 customers 8 6 4 2 0

Series2 Series1

1. Prioritay dealer

3. Internet places

5. Others

Chart no 4.4

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Interested features
s.no 1 2 3 4 5 Future of nokia mobile Percentage of customers like futures Size 20 Color 30 Mp3and FMsongs 10 Camera & video 20 All 20 Table No.4.5

Analysis & interpretation:

From the above table 4.5 is what features mostly liked by the customers. Here simple random sampling method has been selected for 50 sample size. Among those 30 out 50 i.e. 60 percent are show interest people buy the color pieces. Remaining 20 percent size prepare, another 10 percent people prepare the MP3&FM Songs future, another 20 percent people camera & video future prepare and all future prefer only 10 percent peoples. Among all most of the people are interests on color pieces only.

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Interested features
INTERESTED FEATURES
NO.OF.CUSTOMERS 35 30 25 20 15 10 5
o n g id e o

0
iz e lo r C o S F

M s

n d

p 3 a

C a

m e

ra

&

ll

NO.OF.FUTURES

Percentage of customers like futures

Chart no 4.5

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Factors for purchasing mobile

s.no 1 2 3 4 5 Factors for purchasing mobile Percentage customers 10 20 20 10 40

cost Brand Battery back- up Signal catch up All Table No.4.6

Analysis & interpretation:

From the above table no 4.6 is that how the customers are attracted to purchase the Nokia mobile phone. Here simple random sampling method has been selected for 50 sample size. Among those all future like to the customers. So the Nokia product all futures interest random sample is 40 percent. Remaining cost makes purchase 10 percent, another battery-back up and brand purpose buy the product 20 percent and 20 percent customers and signal catch up purpose purchase the product 10 percent. Among all most of the customers purchase the Nokia products because all factures effective work to the customers.

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Factors for purchasing mobile

brands of mobile phones
20 18 16 14 12 no of 10 customers 8 6 4 2 0

a. cost b.brand C.battarey back- up D.signal catch up e.all 1 2 3 brands 4 5

Chart no 4.6

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Knowing of the mobiles

s.no 1 2 3 4 Customers know Percentage of know about model Advertisement 20 Executive of the 20 company Word of mouth 10 Through friends 40 Table No.4.7

Analysis & interpretation:

From the above table no 4.7 is that how the customers are knowing about the Nokia models. Here simple sample random method has been selected systems. Among those 20 out 50 i.e. 40 percent people know the through the friends are shown .Remaining 20 percent know the customers through the advertisement, another 20 percent know the executive of the company. Another 10 percent through the word of the mouth. Among all most know the customers through the friends only.

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KNOWING OF THE MOBILES

45 40 35 NO. OF. CUSTOMERS 30 25 20 15 10 5 0 Advertisement Executive of the Word of mouth Through friends company Percentage of know

Chart no 4.7

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Preferable network service

s.no 1 2 3 4 5 Preferable network service BSNL Aritel Hutch Idea other Table No.4.8 Percentage of the network services 34 26 30 10 0

Analysis & interpretation:

From the above table no 4.8 is the most people prefer the net work services in mobile system. Here simple sampling method has been selected for 50 sample size. Among those BSNL service 18 out 50 i.e. 34 percent are shown interest BSNL services. Remaining 26 percent Airtel services another 30 percent service is Hutch network and 10 percent service is Idea network. All most prepare net work services use the BSNL only.

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Preferable network service

network service prefer

4. Idea 5. Other 0% 10%

.BSNL 34%

.BSNL 2. Aritel 3. Hutch 4. Idea 5. Other

3. Hutch 30% 2. Aritel 26%

Chart no 4.8

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Satisfaction according to the service

s.no Satisfaction according to the service Yes No Table No.4.9 No of customers satisfied in percentage 80 20

1 2

Analysis & interpretation:

From the above table no 4.9 is the level of customer satisfaction about the company services. Here random sampling method has been selected for 50 sample size. Among the 40 out 50 i.e. 80 percent customers are satisfied. Only 20 percent customers not satisfied to Nokia company services.

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Satisfaction according to the service

45 40 35 30 25 20 15 10 5 0 0 1 0 2 3 10 Series1 Series2 40

Chart no 4.9

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Type of services required by the customers

s.no 1 2 3 4 Type of services Percentage of service required by the needs customers Transparent 30 Nearest 30 Timeliness 20 Others 20 Table No.4.10

Analysis & interpretation:

From the above table 4.10 is the comparison of the different types of services needed by the customers. Here random sampling has been selected for 50 samples size. Among the15 out 50 i.e. 30 percent customers transparent and nearest. Remaining 20 timeliness and others. All most all customers needs of company transparent and nearest .

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Type of services required by the customers

company services
. Transparent, 15 2. Nearest, 15 16 14 12 customers 10 8 6 4 2 0 . Transparent 2. Nearest 3. Timeliness 4. Others services 3. Timeliness, 10 4. Others, 10 Series1

Chart no 4.10

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Age group of customers

S.no 1 2 3 4 Age group of Percentage using customers mobile Less than 15 years 20 15 to 30 years 30 30 to 45 years 30 40 years above 20 Table No.4.11

Analysis & interpretation:

From the above table 4.11 is the comparison of the different age groups of the customers who are using different mobiles. Here random sampling has been selected for 50 samples size. Among the10 out 50 i.e. 20 percent customers are in the age group of less than 15 years. Remaining 30 percent in 15 to 30 years and another 30 per cent are between 30 to 45 years. Hence most of the customers are in the age group of 15 to 45 years.

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Age group of customers

16 14 12 10 8 6 4 2 0 . less than 15 years 2. 15 to30 years 3.30 to 45 years 4. 40 years above . less than 15 years, 10 4. 40 years above, 10 Series1 2. 15 to30 years, 15 3.30 to 45 years, 15

Chart no 4.11

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Educational qualifications of the customers

s.no 1 2 3 4 5 Customers Percentage of education customers qualification Below 10th class 10 th 10 to degree 20 Degree 20 PG 20 Professional 30 Table No.4.12

Analysis & interpretation:

From the above table 4.12 is the comparison of the different educational qualifications of the customers who are using different mobiles. Here random sampling has been selected for 50 samples size. Among the5 out 50 i.e. 10 percent customers are below 10 th class. Remaining 20 percent are degree and post graduation. Hence most of the customers are having the professional qualification.

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Educational qualifications of the customers

16 14 12 10 8 Below 10th 6 class, 5 4 2 0
3. De gr ee 5. Pr ofe ss ion al to de gre e 4. PG ss

5. Professional, 15 2. 10th to degree, 103. Degree , 104. PG, 10 Series1

10 th Be low

2. 10 th

cla

Chart no 4.12

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Monthly income of the customers

S.no 1 2 3 4 Customers monthly Percentage of income customers Less than Rs 5000 40 RS 50000-10000 30 RS 10000-20000 10 RS 20000 above 20 Table No.4.13

Analysis & interpretation:

From the above table 4.13 is the comparison of the income groups of the customers who are using different mobiles. Here random sampling has been selected for 50 samples size. Among the20 out 50 i.e. 40 percent customers are getting less than Rs. 5000 as monthly income. Remaining 30 percent are Rs. 5000 to Rs. 10000. Hence most of the customers are in the income group of less than Rs. 10000.

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Monthly income of the customers customer's income

25 20 customers 15 10 5 0 1, 0 1 2, 0 2 3, 5 3, 0 3 income 1, 20 2, 15 4, 10 4, 0 4 5, 5

Chart no 4.13

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Occupation of the customers

s.no 1 2 3 4 Customer s No of customers occupation Students 10 Housewife 10 Business 20 Employees 60 Table No.4.14

Analysis & interpretation:

From the above table 4.14 is the comparison of the occupations of the customers who are using different mobiles. Here random sampling has been selected for 50 samples size. Among the5 out 50 i.e. 10 percent customers are students. Remaining 10 percent are housewives and 20 per cent are business people. Hence most of the customers are Employees of both public sector and private sector only.

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Occupation of the customers

30 25 20 customers 15 10 5 0

4. employees, 30

3. business, 10 students, 2. housewife 5 ,5

Series1

students

3. business occupation

Chart no 4.14

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SUMMARY

Chapter 1 is the introduction while includes the introduction and significance of communication system and customer loyalty. Here it includes the scope of the study, methodology and limitations of the study. Chapter-2 is the information related to the Nokia companys total organization profile. Here it includes the growth and development of Nokia mobile company especially in the Indian market. Here it also includes the information relating to the Nokia priority dealers where this project has done. Chapter-3 is the information relates to the customer satisfaction and in the communication patterns how the customers has to be satisfied completely and also how the Nokia company is taking the measures to satisfy the customers.

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Chapter-4 is relates to the analysis and interpretation of the data which is carried out as primary data conducting as customers survey through questionnaire and so as the sample size is taken in all the parameters what kind of customers and in what percent are interest in the particulars futures of the mobile. Chapter-5 includes the summary and finding in the organization and this project study and suggestions are given to overcome serve of the limitations and finding the conclusions are there.

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FINDINGS
1. It is observed that in the Lorvins Nokia Priority Dealers, V ijayawada total supervision is centralized by the Managing Director and every time it is difficult to him to control all. 2. In the absence of Managing Director nobody is taking the initiation to successful receiving of the organization. 3. Environment which is there in the organization is most of the satisfying the customers.

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SUGGESTIONS
1. Nokia Company has to concentrate on the models of low price and to add some simple and necessary features to those models. 2. Company must concentrate for the promotional activities and the executives of the company have to meet the customers directly. 3. In the abuse of the Managing Director must give the instructions to the next level of employees to receive the customer in proper manner. 4. Good environment must be created where noise less and dust less system must be there and it may not disturb the users.

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CONCLUSION
In the study I try to evaluate A study of customer satisfaction of Nokia priority dealers, lorvins cell world . I issued two approaches in this study. They are : Observing recording and critical examination of the exist in customer satisfaction. Sampling of customer suggestions The observed customer satisfaction are found to be satisfactory in lorvins cell world . The organization times to improve the customers satisfaction. The nokia product position and proportion is good.

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Bibilogra phy

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Bibilography

1. S.A Sherlekar 2. Philip Keller

Marketing Management Himalaya Publishing House Marketing Management Prentice-hall of India Limited,1999. New Delhi.

3.C.R Kotari

Research Methodology.

Websites www,mouthshut .com www.market management .in.com www. Nokia India.co.in www.nokia asian .com

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Thank you
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