01lokesh Final Project

CHAPTER 1
INTRODUCTION
BANGALORE INSTITUTES OF MANAGEMENT OF STUDY

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1.1 INTRODUCTION
The following are the activities done till date regarding the progress of the
market competition and customer attitude regarding the Vodafone postpaid and
prepaid SIM cards. My project is mainly followed by these steps:-
• Study of Competition about Vodafone Essar South Limited.
• Study about various functions and activities involved at Vodafone
Essar South limited.
• Discussion regarding proposal of the project.
• Selecting the appropriate SIM cards to the customers based on the key
elements.
• Collecting New Tariff Plans about Vodafone SIM cards.
• Collecting data from existing customers based on surveys.
• Selling and explaining the Vodafone post paid and prepaid SIM cards in
the office.
• Surveys are conducted in Bangalore zone only.

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1.2 BACKGROUND OF THE STUDY
CUSTOMER ATTITUDE OVERVIEW
As markets shrink, companies are scrambling to boost customer competition
and attitudes keep their current customers rather than devoting additional
resources to chase potential new customers. The claim that it costs five to eight
times as much to get new customers than to hold on to old ones is key to
understanding the drive toward benchmarking and tracking customer
satisfaction.
Measuring customer attitudes is a relatively new concept to many companies
that have been focused exclusively on income statements and balance sheets.
Companies now recognize that the new global economy has changed things
forever. Increased competition, crowded markets with little product
differentiation and years of continual sales growth followed by two decades of
flattened sales curves have indicated to today’s sharp competitors that their
focus must change.

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Competitors that are prospering in the new global economy recognize that
measuring customer satisfaction is key. Only by doing so can they hold on to
the customers they have and understand how to better attract new customers.
The competitors who will be successful recognize that customer satisfaction is a
critical strategic weapon that can bring increased market share and increased
profits.
The problem companies face, however, is exactly how to do all of this and do it
well. They need to understand how to quantify measure and track customer
satisfaction. Without a clear and accurate sense of what needs to be measured
and how to collect, analyze and use the data as a strategic weapon to drive the
business, no firm can be effective in this new business climate. Plans
constructed using customer satisfaction research results can be designed to
target customers and processes that are most able to extend profits.
Too many companies rely on outdated and unreliable measures of customer
satisfaction. They watch sales volume. They listen to sales reps describing their
customers’ states of mind. They track and count the frequency of complaints.
And they watch aging accounts receivable reports, recognizing that unhappy
customers pay as late as possible–if at all. While these approaches are not

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completely without value, they are no substitute for a valid, well-designed
customer satisfaction surveying program.
It’s no surprise to find that market leaders differ from the rest of the industry in
that they’re designed to hear the voice of the customer and achieve customer
satisfaction. In these companies:
• Marketing and sales employees are primarily responsible for designing
(with customer input) customer satisfaction surveying programs,
questionnaires and focus groups.
• Top management and marketing divisions champion the programs.
• Corporate evaluations include not only their own customer satisfaction
ratings but also those of their competitors.
• Satisfaction results are made available to all employees.
• Customers are informed about changes brought about as the direct result
of listening to their needs.
• Internal and external quality measures are often tied together.
• Customer satisfaction is incorporated into the strategic focus of the
company via the mission statement.

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• Stakeholder compensation is tied directly to the customer satisfaction
surveying program.
• A concentrated effort is made to relate the customer satisfaction
measurement results to internal process metrics.
• To be successful, companies need a customer satisfaction surveying
system that meets the following criteria:
• The system must be relatively easy to design and understand.
• It must be credible enough that employee performance and compensation
can be attached to the final results.
1.3 CONCEPT CUSTOMER ATTITUDE
Because the concept of customer attitude is new to many companies, it’s
important to be clear on exactly what’s meant by the term.
Customer attitude is the state of mind that customers have about a company
when their expectations have been met or exceeded over the lifetime of the
product or service. The achievement of customer attitude leads to company
loyalty and product repurchase.

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There are some important implications of this definition:
• Because customer attitude is a subjective, non-quantitative state,
measurement won’t be exact and will require sampling and statistical
analysis.
• Customer attitude measurement must be undertaken with an
understanding of the gap between customer expectations and attribute
performance perceptions.
• There should be some connection between customer satisfaction
measurement and bottom-line results.
“Attitude” itself can refer to a number of different facts and thoughts of the
relationship with a customer. For example, it can refer to any or all of the
following:
• Satisfaction with the quality of a particular product or service.
• Satisfaction with an ongoing business relationship.
• Satisfaction with the price-performance ratio of a product or service.
• Satisfaction because a product/service met or exceeded the customer’s
expectations.

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1.3.1 OBJECTIVES OF THE PROJECT ON SURVEYING THE
PROGRAM.
In addition to a clear statement defining customer attitude, any successful
surveying program must have a clear set of objectives that, once met, will lead
to improved performance. The most basic objectives that should be met by any
surveying program include the following:
• Understanding the expectations and requirements of all your customers.
• Determining how well your company and its competitors are satisfying
these expectations and requirements.
• Developing service and/or product standards based on your findings.
• Examining trends over time in order to take action on a timely basis.
• Establishing priorities and standards to judge how well you’ve met these
goals.

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Before an appropriate customer satisfaction surveying program can be designed,
the following basic questions must be clearly answered:
• How will the information we gather be used?
• How will this information allow us to take action inside the organization?
• How should we use this information to keep our customers and find new
ones?
Careful consideration must be given to what the organization hopes to
accomplish, how the results will be disseminated to various parts of the
organization and how the information will be used. There is no point asking
customers about a particular service or product if it won’t or can’t be changed
regardless of the feedback.
Conducting a customer satisfaction surveying program is a burden on the
organization and its customers in terms of time and resources. There is no point
in engaging in this work unless it has been thoughtfully designed so that only
relevant and important information is gathered. This information must allow the
organization to take direct action. Nothing is more frustrating than having
information that indicates a problem exists but fails to isolate the specific cause.

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Having the purchasing department of a manufacturing firm rate the sales and
service it received on its last order on a scale of 1 (terrible) to 7 (magnificent)
would yield little about how to improve sales and service to the manufacturer.
1.3.2 UNDERSTANDING DIFFERING CUSTOMER ATTITUDES.
The most basic objective of a customer satisfaction surveying program is to
generate valid and consistent customer feedback (i.e., to receive the voice of the
customer, which can then be used to initiate strategies that will retain customers
and thus protect the most valuable corporate asset–loyal customers).
As it’s determined what needs to be measured and how the data relate to loyalty
and repurchase, it becomes important to examine the mind-set of customers the
instant they are required to make a pre-purchase (or repurchase) decision or a
recommendation decision. Surveying these decisions leads to measures of
customer loyalty. In general, the customer’s pre-purchase mind-set will fall into
one of three categories–rejection (will avoid purchasing if at all possible),
acceptance (satisfied, but will shop for a better deal), and/or preference
(delighted and may even purchase at a higher price).

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This highly subjective system that customers themselves apply to their decisions
is based primarily on input from two sources:
 The customers’ own experiences–each time they experience a product or
service, deciding whether that experience is great, neutral or terrible.
These are known as “moments of truth.”
 The experiences of other customers–each time they hear something about
a company, whether it’s great, neutral or terrible. This is known as “word-
of-mouth.”
There is obviously a strong connection between these two inputs. An
exceptional experience leads to strong word-of-mouth recommendations. Strong
recommendations influence the experience of the customer, and many
successful companies have capitalized on that link.
How does a customer satisfaction surveying manager make the connection
between the survey response and the customer’s attitude or mind-set regarding
loyalty? Research conducted by both corporate and academic researchers shows
a relationship between survey measurements and the degree of preference or
rejection that a customer might have accumulated. When the customer is asked a

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customer satisfaction question, the customer’s degree of loyalty mind-set (or
attitude) will be an accumulation of all past experiences and exposures that can
be indicated as a score from 1 (very dissatisfied) to 5 (very satisfied).
It can also be captured with other response formats with an odd number of
choices (e.g., 1 to 3 or 1 to 7) to allow for a neutral response.
Obviously, the goal of every company should be to develop customers with a
preference attitude (i.e., we all want the coveted preferred vendor status such
that the customer, when given a choice, will choose our company), but it takes
continuous customer experience management, which means customer
satisfaction measurement, to get there–and even more effort to stay there.

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CHAPTER 2
RESEARCH METHODOLOGY

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2.1 TITLE OF THE PROJECT
“A study on market potential and customer attitudes” towards the Vodafone
Essar products and their services. The study is conducted through the survey
method by taking questionnaire as the instrument with the random sampling of
size 50 respondents from the Bangalore city.
2.2 OBJECTIVES OF THE PROJECT
 Main objective of the project is to analyze competitors and compare with
Vodafone SIM cards.
 To know and understanding the expectations and requirements of all
customers.
 Determining how well our company and its competitors are satisfying the
expectations and requirements of customer.
 To analyze the developing service and/or product standards based on our
findings
 To establishing priorities and standards to judge how well you’ve met
these goals.

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2.3 RESEARCH METHODOLOGY
The data will be collected by
• Conducting market survey of existing Vodafone customers.
• Interacting with the employees of Vodafone in various disciplines in the
office.
• Collecting references material from text books, websites and company
publications.
• Collecting the information’s from the company guide about the new
schemes that took by the Vodafone.
2.3.1 TYPES OF RESEARCH:

A project research may be of three types based on the objectives:
a) Exploratory
Its objective is to gather preliminary information that will help to analysis the
data and interpret the result.

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b) Descriptive
It involves talking with the employee and with HR head to get the information
after gaining their corporation.
c) Casual
The objective is to check the hypothesis about cause and effective relationship.
The project under the study to find out the worthiness of HR practices. In this
project the researcher is adopted exploratory and descriptive method
research.
2.3.2 MODE OF DATA COLLECTION
The data collection for the study was both from primary and secondary sources.
a) PRIMARY DATA
This consists of original information gathered for specific purpose at hand.

Primary data can be collected in four broad ways:
• Observation
• Focus group
• Survey
• Experimental

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In this study the primary data was collected by survey w.r.t admin employees
and by the observation.
The questionnaire was designed to collect the required information from the
respondents. Each question was framed keeping in mind of the objectives of the
project.
b) SECONDARY DATA
This consists of the information that already exists some where having been
collected for another purpose. Secondary data used in the study was collected
from internal sources like Company invokes prior research report and company
magazines and from external sources like books, magazines and websites.
Sources of secondary data as follows:
• Internal sources
• Government publications
• Periodicals and books
• Commercial books
In this study the secondary data is collected mainly from the internal resources
of the company, commercial related to the study, and through websites.

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2.3.3 RESEARCH APPROACH
Research approaches can be used for four types. Observational research, Survey
research, Focus group research, and Experimental research.
a) OBSERVATIONAL METHOD
It involves gathering information by observing people and situations either

manually or with mechanical devices by concealed camera or scanners.
b) SURVEY METHOD
It involves obtained answers from the people directly through personal

interview or sending questionnaire.
c) EXPERIMENTAL METHOD
It involves selecting match group of people giving them different treatment a

finding difference in their responses.
d) FOCUS GROUP RESEARCH
A focus group is the gathering of 6 to 10 people who are invited to spend a few
minutes with skilled moderator to discuss a product, service, organization, and
other marketing entity.
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In this study, the survey was carried out by a structure, close ended
questionnaire was distributed to employees as the data collection instrument
used for obtaining desired information.
In this study the researcher has done the study by using survey method.
2.3.4 RESEARCH INSTRUMENT

There are two main research instruments in collecting primary data those are;
• Questionnaire
• Mechanical instruments
I) QUESTIONNAIRE
The questionnaire is the common instrument in collecting primary data. This

consists of setoff questions presented to respondents for their answers. In
questionnaire the researcher has used both closed and open ended questions.
a) Closed-end questions:
Pre-specific all the possible answers and respondents make a choice among
them. In closed end questions the researcher has used dichotomous as well as
multiple choice questions.

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b) Open-ended questions:
Answers are not pre-specified any answer can be a source of information

sample questionnaire has been attached at the end of the report.
Researcher has used the questionnaire as a research instrument in order to
provide the relevant data. I have chosen the close-ended questions in the
questionnaire as it is more specific and easily understandable to the
respondents.
II) MECHANICAL INSTRUMENTS
Mechanical devices are occasionally used in the research. Galvanometer

measures the interest emotion aroused by exposure to a specific situation or
problem. In this survey questionnaire was use as research instrument and no
mechanical instruments were used.
2.3.5 SAMPLING PLAN
Sampling plan means how the group of customers can be chosen for study.
Designing the sample plan depends on three decisions.
a) SAMPLING UNIT
Sampling unit refers to “who should be surveyed”. In this study the researcher
selected admin employees of Bangalore unit as a sample unit.
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b) SAMPLING SIZE
Sample size refers to “How many people should be surveyed”. In this survey the
size of the sample was 50.
2.3.6 SAMPLING PROCEDURE
Sampling procedure refers to “How should be respondents to be chosen”. In this

survey the researcher has used the probability random sampling to these
respondents. In this study, the survey was also carried out by personal
interviews with the employees to explain the need of survey and to extract the
real opinions from them for obtaining desired information.
2.3.7 SATISTICAL REPRESENTATION
The statistical information generated can be communicated visually by graphic

representations. Such graphic summarizations are especially useful for
communicating quantitative information to individuals who may not have an
understanding of mathematical forms. Graphical methods are also used in many
research applications, instead of a statistical description, to emphasize and
dramatize various features of quantitative information. The statistical
representation for this research is tabulated and presented graphically in the next
chapter.

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2.3.8 INTERPRETATION
Interpretation in our usage of this world, means to bring out the meaning of data
or one might say to convert mere data into information. The climax of the
research process is approached as one prepares to draw conclusions from the
data analyzed the whole investigation culminates and reaches fruition drawing
inferences that leads to conclusions as to the cause of action or problem
solution. This phase calls for a high degree of interpretive skill, both
quantitative and logical.
2.4 LIMITATIONS OF STUDY:
Following are the main limitations of my sales and study:
 Data collected confined to Bangalore zone only.
 Survey on all the customers who are using mobile phones.
 Sitting in the office and explaining the new tariff plans to the customers.
 Solving the customer’s problems by dialing the customer care.
 Sales on post paid and pre paid SIM cards to all the customers who are
visiting the office.

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CHAPTER 3
COMPANY PROFILE

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3.1 INTRODUCTION TO CELLULAR INDUSTRY
3.1.1 CELLULAR INDUSTRY IN INDIA PARTICULARLY MOBILE
SERVICES
The Government of India recognizes that the provision of a world-class
telecommunications infrastructure and information is the key to rapid economic
and social development of the country. It is critical not only for the development
of the Information Technology industry, but also has widespread ramifications
on the entire economy of the country. It is also anticipated that going forward, a
major part of the GDP of the country would be contributed by this sector.
Accordingly, it is of vital importance to the country that there be a
comprehensive and forward looking telecommunications policy which creates
an enabling framework for development of this industry.

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3.1.2 NEW TELECOM POLICY 1999
Telecommunications is now universally recognized as one of the prime movers
of the modern economy; hence it’s vital importance for a developing country
like India. The availability of adequate infrastructure facilities is critical for
acceleration of the economic development of any country. In fact international
studies have established that for every 1% increase in tele-density, there is a 3%
increase in the growth of GDP.
Accordingly, the Government of India has accorded the highest priority to
investment and development of the telecommunications sector.
Telecom requires very heavy investment and it was not possible for the Indian
Government to organize public funding of this sector on such a massive scale.
In fact the national telecom Policy 1994, estimated a resource gap of Rs. 23,000
crores to meet the telecom targets of the eighth five-year plan of the
Government of India (1992-97).

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It was for this reason to bridge the resource gap between government funding
and the total projected funds requirement and to provide the additional resources
to achieve the nation’s telecom targets that the telecommunications sector was
liberalized in 1992 and the Government invited private sector participation in
telecommunications.
Cellular mobile services were one of the first areas to be opened up to private
competition. The whole country was divided into the 4 metropolitan cities of
and 19 telecom circles, which were roughly analogous with the States of India.
Cellular Licenses were awarded to the private sector – first in the metropolitan
cities of Delhi, Mumbai, Kolkata and Chennai in 1994 and then in the 19-
telecom circles in 1995.
The first metro cellular network started operating in August 1995 in Calcutta.

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When cellular mobile services were first introduced in 1994 it was as a duopoly
(that is a maximum of two cellular mobile operators could be licensed in each
telecom circle), under a fixed license fee regime and for a license period of 10
years.
The initial response of the private sector was very encouraging. The
attractiveness of the Indian market – the low tele density, the high latent demand
and a burgeoning middle class – brought in some of the largest global telecom
players, foreign institutional investors and the major Indian industrial houses to
invest in telecom, especially the “Indian Cellular Industry”:
Telecom proved to be a powerful attractor of foreign investment. The
cumulative FDI inflow into telecom since 1993 has exceeded Rs. 43,000
Million. Within telecom, the cellular industry has attracted most of the foreign
investment since 1993, accounting for almost 50% of the FDI inflow into
telecom – representing amongst the biggest investments in any one sector in
India.

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As a result of this, FDI inflow into telecom dropped sharply, declining by
almost 90% to Rs. 2126.7 Million in 1999. This dropped further in Year 2000 –
as until June 2000, only Rs. 918 Million had flown into the country.
One of the key factors responsible for the critical state of the telecom sector &
consequently also the cellular industry was that liberalization / deregulation was
undertaken in an inverted manner vis-à-vis international practices and generally
accepted norms. Usually, deregulation is preceded by tariff rebalancing,
institution of a strong and independent regulator and only then is private sector
participation invited.
In India, private sector participation was invited in 1992, the Regulatory
Authority was set up in 1997 and the tariff rebalancing exercise commenced in
1999 and is still far from complete. Further, even when the regulatory authority
was set up, there was considerable ambiguity on its powers, which resulted in
virtually each and every order of the Authority being challenged by the Licensor
/ incumbent. The ambiguities in the jurisdiction of TRAI resulted in a limbo in
the industry.

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Another important factor was the basic approach of the Government towards
liberalization. Consumer benefit was given the go-by and the telecom sector was
viewed as a revenue generator / cash cow for the Government exchequer.
NTP 94 was basically a good policy. It clearly identified that the primary
objective of the policy was to make available affordable telecom services.
However, in actual policy implementation, this key/ fundamental objective was
disregarded. Licenses were granted through an auction process and the
enthusiastic private sector deluded by the seemingly huge potential of the Indian
market were lured into bidding exorbitant sums of money for cellular licenses.
The huge license fees paid by the private operators resulted in a high cost
structure leading to un-affordable tariffs and lower growth of the market. By
end-1998, the cellular industry was on the verge of bankruptcy and at that time
it appeared that the liberalization dream was over & the nightmare had begun. It
was under the above circumstances that the Government undertook a review of
telecom policy & the role of the regulatory authority. The result was NTP 99,
which was announced in March 1999 & the amendment of the TRAI Act in
January 2000.

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NTP 99 is an extremely forward-looking policy. It significantly changed the
dynamics of the Indian telecom industry as it not only replaced the high cost
fixed licensing regime with a lower cost licensing structure through revenue
sharing, but also provides for greater degree of competition and more flexibility
in choice of technologies.
The amendments in the TRAI Act resulted in a considerable strengthening of
the Regulator & greater clarity on its role and powers. It also put in place a
separate dispute settlement mechanism in the form of the Telecom Dispute
Settlement and Appellate Tribunal to expeditiously deal with and resolve issues
relating to the telecom sector.
Existing private cellular operators migrated to the new telecom policy regime
with effect from August 1999. There can be no doubt that migration to a more
beneficial regime translated into tangible consumer benefits – lower tariffs,
greater subscriber uptake & increased coverage.

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3.2 COMPANY PROFILE
Vodafone is brought to you by Vodafone Telecom, one of the world’s leading
cellular service providers. We are known for our innovative approach and world
class technology. Our goal is to provide you superior products and services,
anytime and anywhere.
Our values are stated simply. To be fair and transparent in what we do and how
we do it. To provide you quality services with more customer friendly practices.
To make your communications experience simple, pleasurable and fun. Where
you don’t simply get technology – but technology that is relevant. Where
solutions are not just promised in the future – but delivered in the present.
3.2.1 CORPORATE PROFILE OF VODAFONE
Vodafone established its presence in India in 1994, through a joint venture with
Max India Limited. In 1995, Vodafone Max Telecom became the first operator
in India to launch its cellular service.

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Today, Vodafone is the one of the largest providers of cellular services in India
with presence in all the major regions - Orange in Mumbai and Vodafone in
Delhi, Karnataka, Andhra Pradesh, Chennai, Kolkata, Gujarat, Haryana,
Rajasthan, UP (E), Punjab, West Bengal, UP (W), Sikkim and Tamil Nadu.
It is also the country's largest roaming operator, with a more extensive network
in India and around the world than any other operator.
It is part of the Hong Kong based multinational conglomerate Vodafone
Whampoa Limited, a Fortune 500 company, and one of the largest companies
listed on the Hong Kong Stock Exchange. Its operations span 41 countries
across the Asia Pacific region, Europe and the Americas.
Vodafone affiliates jointly account for the largest number of cellular subscribers
in India numbering over 5.7 million.
3.2.2 VODAFONE WORLD WIDE
Vodafone Telecom is a wholly owned subsidiary of Vodafone Whampoa
Limited, a Hong Kong based industrial conglomerate. Vodafone Whampoa is a
Fortune 500 company, and one of the largest companies listed on the Hong

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Kong Stock Exchange. Its operations span 41 countries across the Asia Pacific
region, Europe and the Americas.
Vodafone Telecom is ranked among the global leaders in mobile
communications. It offers a wide range of integrated telecommunications
services including fixed line services, internet services, broadband networks,
mobile telephony (voice and data), trunked mobile radio and radio broadcasting
among others.
Vodafone has also bagged licenses to provide 3G cellular services in nine
European countries. It had a combined turnover of over $10 billion dollars in the
year 2000.
3.2.3 VODAFONE LAUNCHES MOBILE SERVICE IN KARNATAKA
BANGALORE

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Vodafone group announced the launch of cellular phone services in Karnataka
on Wednesday, marking a key step forward in one of the world’s fastest
growing telecoms markets.
Officials of Vodafone Essar told a news conference that the launch, coming
about three weeks after its move into Andhra Pradesh, was a strategic step after
its footholds in the north, west and east.
The two states are leading India’s software revolution and are seen powering a
strong emerging market. Vodafone officials said the group plans to invest Rs
1200 crores in the south, where the mobile service is also set to be launched in
Chennai.
In India, with a billion people, has only about seven million mobile connections
but the potential is considered huge, with many users choosing mobile where
fixed lines are scarce.
The industry expects mobile connections to rise to 12 million by the year-end
and touch 50 million by 2006, making it one of the world’s top five markets.
“The south is important because it completes a missing piece of our puzzle, said

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Asim Ghosh, director heading Vodafone Indian operations. “It gives a pan-
national Indian footprint.”
He declined to say how many subscribers Vodafone targeted in the south.
Vodafone, which offers mobile phone services under its Vodafone brand, is
banking on the success of the Orange brand it built in Europe, but faces an
increasingly competitive environment.
The widespread Airtel brand controlled by early-moving Bharti group has been
joined by state-run fixed line incumbents like Mahanagar Telephone Nigam Ltd.
branching into mobile telephony.
Vodafone officials are contemplating an initial public offer of shares sometime
in the future. Hong Kong-based Vodafone Whampoa is a conglomerate with
holdings in ports, telecoms and retailing.
Vodafone established its presence in India in 1994, through a joint venture with
Max India Limited. In 1995, Vodafone Max Telecom became the first operator
in India to launch its cellular service.

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Today, Vodafone is the one of the largest providers of cellular services in India
with presence in all the major regions – Orange in Mumbai and Vodafone in
Gujarat, Kolkata, Andhra Pradesh, Karnataka, Delhi, Chennai, Haryana,
Rajasthan and UP (E).
It is also the country’s largest roaming operator, with a more extensive network
in India and around the world than any other operator.
It is part of the Hong Kong based multinational conglomerate, Vodafone
Limited, a Fortune 500 company, and one of the largest companies listed on the
Hong Kong Stock Exchange. Its operations span 41 countries across the Asia
Pacific region, Europe and the Americas.
Vodafone affiliates jointly account for the largest number of cellular subscribers
in India numbering over 5 million.
3.2.4 SERVICE PROVIDERS OF TELECOM IN INDIA:
• Aircel Digilink India.
• Bharti cellular.
• Bharti mobile.

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• Bharti mobinet Ltd.
• Bharti mobitel Ltd.
• Bharti Telenet.
• BPL Cellular.
• BPL Mobile.
• Escotel Mobile.
• Hexacom India.
• Vodafone Essar South Limited.
• Vodafone Essar Telecom.
• Vodafone Max Telecom.
• Vodafone Telecom East.
• Idea Cellular.
• MTNL.
• Reliance Telecom.
• RPG Cellular.
• Spice Communications.
3.2.4 MAJOR COMPETITORS OF VODAFONE IN BANGALORE:

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• Airtel.
• Spice.
• Reliance (Cdma).
• Tata Indicom (Cdma).
3.2.5 PRODUCT PROFILE OF VODAFONE
• Prepaid SIM cards.
• Postpaid SIM cards.
• Corporate connections.
3.2.6 SERVICES OF THE VODAFONE
 Fun with sms.
 Languages sms.
 Yahoo. Messenger.
 Yahoo. Mail.
 Chat.
 Ring tones and logos.

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 Flash and blinks.
 Group messaging.
 Voice services.
 Voice Response.
 Voice messaging.
 Voice Mail.
 Cricket.
 Easy2get information.
 Vodafone Alive.
 Vodafone world.
 News.
 Dictionary.
 Astrology.
 City Guide.

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 Travel.
 Sports.
 Trivia.
 Health.
 Entertainment.
 Jokes.
 Games.
 TV schedule.
 Movies.
 More services.
 Call Management.
 Fax and Data.
 Itemized Billing.
 Unified Messaging Services.

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3.2.6 ALL INDIA CELLULAR SUBSCRIBER FIGURES FOR
NOVEMBER 2007
City Circle October November December
operators 2007 2007 2007

Metros:
Delhi Bharti Cellular 1390201 1405334 1439699
Vodafone Essar 1217407 1223510 1234801
MTNL 174423 182053 192774
Idea Cellular 508254 514271 500863
Mumbai BPL Mobile 1010643 1031743 1055840

Vodafone Max 1147008 1171205 1196280
MTNL 203496 214228 224099
Bharti Cellular 566297 567799 575811
Chennai Aircel Cellular 326711 343839 363048

Bharti Mobinet 392880 402474 402064
Vodafone Essar 189829 196065 203245
BSNL 130567 148893 177674
Kolkata Bharti Mobitel 380139 389723 395638

Vodafone 528040 547101 558131

Page 41
Telecom
BSNL 27874 59231 99286
All metros: Total 8193769 8397469 8619253
‘A’ circle:
Maharashtra BPL Cellular 395445 413272 441416

Idea Cellular 1057866 1099515 1136350
Bharti Cellular 383893 418896 438969
BSNL 610471 610471 610471
Gujarat Fascel 985080 1010162 1022195

Idea Cellular 426967 445633 457564
Bharti Cellular 245995 257489 279950
BSNL 482301 482429 482602
A.P. Idea Cellular 500592 501619 501494

Bharti Mobile 620886 653680 700916
Vodafone Essar 231293 246923 257967
BSNL 575966 579216 581564
Karnataka Bharti Mobile 809713 862458 890622

Spice Comm 333948 331008 341252
Vodafone Essar 347874 368248 395918
BSNL 337495 346200 366751
T.N. BPL Cellular 307285 323238 324820

Aircel Limited 746113 779475 808766
BSNL 402317 403343 403343
Bharti Cellular 242271 259924 261541
‘A’ circle: Total 10043771 10393199 10704471
‘B’ circle:
Kerala Escotel Mobile 441840 459782 473250

BPL Cellular 304407 319487 326317
Bharti Cellular 195367 215761 246827
Page 42
BSNL 376524 391874 413821
Punjab Spice Comm. 912896 939896 961745

Bharti Mobile 927702 986573 1039528
BSNL 295587 299809 304108
Vodafone Essar 180 210 230
Haryana Escotel Mobile 139839 140016 136850

Aircel Digilink 63506 69730 75838
Bharti Cellular 160277 168742 175668
BSNL 204551 206709 221461
U.P.(W) Escotel Mobile 449514 462459 479815

Bharti Cellular 228249 242635 263828
BSNL 379253 400414 419678
U.P.(E) Aircel Digilink 525501 585655 625755

BSNL 350773 373134 400611
Rajasthan Aircel Digilink 152747 173083 200233

Hexacom 265165 281320 296788
BSNL 234483 250486 275343
M.P. Idea Cellular 321262 338147 359257

Reliance
238998 243030 246963
Telecom
Bharti Cellular 126104 133414 156015
BSNL 153488 153860 156601
W.B. & Reliance

119100 126581 132392
A&N Telecom
BSNL 181512 185721 205068
‘B’ circle: Total 7748825 8148528 8593990

Page 43
‘c’
circle:
Hp Bharti Telenet 88730 97541 108259

Reliance Telecom 13908 15066 16220
BSNL 81674 84018 89340
Bihar Reliance Telecom 266380 276985 288832

BSNL 259653 266301 274273
Orissa Reliance Telecom 109100 113466 118116

BSNL 166024 168903 187105
Assam Reliance Telecom 61487 64702 67175
BSNL 39158 44823 49668
N.E Reliance Telecom 10538 11001 12012
Hexacom Nil Nil nil

BSNL 23131 27057 30404
Jammu
& BSNL 42888 44615 45962
Kashmir
C’
1162671 1214478
Circle
All India 27149036 28153674

Page 44
The latest annual study done by TNS Cell track reveals those cellular service providers;
Vodafone and Airtel have captured top rankings in meeting customer expectations.
CHAPTER 4
DATA ANALYSIS
AND
INTERPRETATION
Page 45
4.1 Customers using different mobile service providers.
Table. 1
Table showing the different mobile service using by the respondents
Mobile services No of respondents Percentage
Vodafone 33 66
Airtel 08 16
BSNL 06 12
Spice 03 06
Total 50 100

Page 46
Graph 1
Different mobile service preferred by the respondents:
35 33
30
25
20 Hutch
Airtel
15 Bsnl
Spice
10 8
6
5 3
0
No of respondents

Page 47
INFERENCE
From the above we can conclude that 66% of respondents go for Vodafone,
16% of respondents go for Airtel, and remaining 18% of respondents are using
BSNL and Spice services respectively.
Therefore it confirms that most respondents opt for Vodafone service, as

compared to market’s major players like Airtel, BSNL e.t.c.

Page 48
4.2 What are expectations from the telecom service providers?
Table: 2
Expectations of the respondents from the Telecom service providers
Expectations No. of Respondents Percentage
Good Network 27 54
Reasonable Rate 11 22
Clarity 09 18
Offers 03 06
TOTAL 50 100

Page 49
Graph 2
Expectations of the respondents from the Vodafone service:

Page 50
30
27
25
20 Good Network
Reasonable
15 Rate
Clarity
11
10 9
Offers
5
3
0
No. of Respodents
INFERENCE

Page 51
The above table concludes that 54% of respondents expects good network.
Followed by 22% of respondents expects reasonable rates and 18% of
respondents says that they want voice clarity and remaining 6% wants special
offers from the Vodafone service.
From the above analysis it is felt that the Vodafone should concentrate on the
good network and clarity from the service. By fulfilling the needs and
expectations of the customers, the Vodafone can attract more customers.
4.3 How you rate the packages of Vodafone products

Page 52
Table: 3
Rating the packages of Vodafone products.
Product Percentage
No. of Respondents
Good 18 36
Excellent 09 18
Satisfactory 06 12
Poor 00 00
Not known 17 34
TOTAL 50 100
Graph 3
Page 53
Rating the packages of Vodafone:
18
18
17
16
14
12
Good
10 Excellent
9
8 Satisfactory
Poor
6
6 Not known
2
0
0
No. Of Respodents
INFERENCE

Page 54
The above table concludes that 36% of respondents rate the Vodafone service as
good and 18% of respondent’s rates as excellent and remaining 12% of
respondents satisfied with Vodafone service and other 34% are not known.
Hence it is clear that the Vodafone Company is providing a good service to their
customers.

Page 55
4.4. What is your opinion about the new schemes introduced by the
Vodafone
Table 4
Opinion of the respondents about the new schemes that are introducing by
the Vodafone
Rating of Percentage
No. Of Respondents
Schemes
Good 21 42
Average 08 16
Excellent 04 08
Poor 00 00
Not known 17 34
TOTAL 50 100

Page 56
Graph 4
Opinion of the respondents about the new schemes:
25
21
20
17
15 Good
Average
Excellent
10 Poor
8
Not known
5 4
0
0
No. Of Respodents

Page 57
INFERENCE
From the above table concludes that 42% of respondents rate the new schemes
of Vodafone service as good and 16% of respondent’s rates as average and
remaining 08% of respondents says that Vodafone service is excellent and other
34% are not known.
Hence it is inferred that all the, respondents are happy about the new schemes
that are introduced by the Vodafone company compared to other services.

Page 58
4.5 Opinion about the prices
Table: 5
Sources of information about the prices of Vodafone compared to other

service providers.
Price No. Of Respondents Percentage
Costly 06 12
Better 44 88
Cheap 00 00
TOTAL 50 100

Page 59
Graph 5
About the prices of Vodafone:
44
45
40
35
30
25 Costly
20 Better
Cheap
15
10
6
5
0
0
No. of Respodents

Page 60
INFERENCE
The above table we can know that 88% of respondents says the Vodafone as
better and remaining 12% of respondents think that it is costly.
This clearly shows that the cost of the Vodafone product is better compare to
other telecom services.

Page 61
4.6 Customer satisfaction regarding the customer care and teleshops.
Table: 6
Table showing the satisfaction of the respondents regarding to customers

care center and Teleshops of the Vodafone:
Opinion No. Of respondents Percentage

Yes 12 37
No 21 63
Total 33 100
NOTE: This Analysis is made only from the feedback of the Vodafone
respondents.

Page 62
Graph 6
Satisfaction of the respondents regarding customers care center and
Teleshops of Vodafone:
25
21
20
15
12
10 Yes
No
5
No. Of
respondents

Page 63
INFERENCE
The above table inferred that the maximum numbers of respondents i.e. 63% are
not satisfied with the customer care center and Teleshops of the Vodafone and
remaining 37% of respondents are satisfied.
Therefore Vodafone should concentrate on the customer care center and

Teleshops in order to satisfy their customers. The response to the customers in
these units should be good.

Page 64
4.7 What are the problems encountering by the customers with the
Vodafone services
Table: 7
Problems encountered by the respondents with Vodafone service:
Problems No. Of Respondents Percentage
No Network 34 68
High Price 04 08
Call Disturbance 12 24
TOTAL 50 100

Page 65
Graph 7
Problems with Vodafone service:
35 34
30
25
No Network
20
High Price
15
12 Call
Disturbance
10
5 4
0
No. of Respodents

Page 66
INFERENCE
Respondents have some problems with the service as follows:
68% of respondents feel that there is no network outside the city.

08% of respondents feels initial price is also the problem and remaining 24% of
respondents faced call disturbance with Vodafone
From the above data analysis it can be inferred that the overall service of the
company averages because of the poor network and clarity problem.

Page 67
4.8 Will you recommend the Vodafone service to your friends/relatives?
Table: 8
Below table shows that will the respondents recommends the Vodafone
service to their friends/relatives.
Opinions No. Of Respondents Percentage
Definitely 37 74
May/may not 03 06
Probably 10 20
Never 00 00
TOTAL 50 100
NOTE: This analysis is made from both the subscribers and non-subscribers of
Vodafone

Page 68
Graph 8
Respondent’s recommendation to their friends/relatives about Vodafone:
40
37
35
30
25
Definitely
20 May/may not
Probably
15 Never
10
10
5 3
0
0
No. of Respodents

Page 69
INFERENCE
It can be absorbed from the above table that 74% of respondents recommends
the Vodafone service to their friends/relatives, 20% of respondents probably
recommends the Vodafone service and remaining 6% of respondents may/may
not recommends the Vodafone service.
It can be inferred that most of the respondents recommend the Vodafone

product to their friends/relatives, which shows the satisfactory level of the
customers, it indicates the growth of the company, and it also shows that the
non-subscribers of the Vodafone also recommends the Vodafone service to
their friends/relatives.

Page 70
4.9 Customer satisfaction towards Vodafone service
TABLE 9
Table showing the overall satisfaction the Vodafone service:
Opinion No. Of respondents Percentage
Very satisfied 10 30
Satisfied 23 70
Unsatisfied 00 00
Total 33 100
NOTE: This Analysis is made only from the Vodafone respondents.

Page 71
Graph 9
Overall satisfaction of the VODAFONE subscribers:
35 33
30
25 Very satisfied
23
20 Satisfied
15 Unsatisfied
10 Total
10
0
0
No. Of respondents

Page 72
INFERENCE
From the above analysis we can conclude that all the Vodafone subscribers are
satisfied with the services and no one of the respondents is unsatisfied.
Therefore, we can say that, the respondents are satisfied with Vodafone service
and some respondents says that Vodafone should improve its service in the
areas like network, clarity, customer care unit and so no.

Page 73
CHAPTER 5
FINDINGS, RECOMMENDATIONS
AND
CONCLUSIONS

Page 74
5.1 SUMMARY
• Majority of the subscribers have satisfied the Vodafone services.
• The subscribers have attending to the Vodafone shops and Tele
shops regularly.
• Majority of the customers are taking the Value added services
providing by the Vodafone.
• Half of the customers feel that Vodafone has helped the subscribers
to pay their bills in different types of services.
• 65% of the Vodafone subscribers have satisfied the services of
Vodafone.
• Most of the subscribers have rated the over all program as good as
their services.
• Majority of the subscribers have that opinion that Network is very
essential while others believe that it is occasionally needed.

Page 75
5.2 FINDINGS
Vodafone customers are facing problems in Bangalore zone, why
because:
• From the above analysis we can fiend that majority of the
respondents are of Vodafone customers with 66%.
• 54% of respondents are saying Vodafone is providing good
network.
• Regarding the packages provided by the Vodafone 12%
respondents are satisfied. 36% respondents are saying good
packages and 34% are saying not known.
• New schemes which are introduced by the Vodafone are good and
average with 58%.
• 12% of the respondents are saying the prices of the Vodafone are
costly, where as 88% are saying better prices.
• Respondents of 63% are not satisfied with the tele shops and
customer care of the Vodafone.
• The main problem of the Vodafone service is network problem
with 68%.
• Customers are satisfied with the service provided by the Vodafone
with 70%.

Page 76
B. Customer Conclusions regarding Vodafone in Bangalore city
Nitesh Ramotra
Vodafone wins hands on. Just no competition. The recent Vodafone ad is an
ideal example of its class. Where as Airtel fails to create the magic (at least in
the ads)
Nikhil Pawan
I think Vodafone is more impressive as far as ads are concerned since they
convey their message very nicely. The recent ad coming on the TV channels is
the best proof.
Sanjay Sharma
Vodafone 4 sure!!! Vodafone has managed for itself as a gigantic corporate
image that endures class and confidence! The latest kid & Dog commercial and
the cartoon strips are the best examples! Whereas Airtel ...well, what's that?
What Airtel???

Page 77
5.3 RECOMMENDATIONS
Vodafone is very attractive in some position in advertisement and to introduce
new talk plans. But Vodafone is improve the following facilities automatically
Vodafone in top of the Bangalore in very short period.
 Need to Increase number of towers in Bangalore city
in view of tremendous increase in the use of Vodafone mobile phones
connections year by year.
 To avoid voice disturbances.
 To improve the net work all over the Bangalore area.
 To Increase quality of service from the Teleshops
and to improve the customer care centers to reply all answers to the
customers questions.
 To Encourage the Marketing Executives by giving
the Demo cards.
 To explain the current Tariff plans to the customers
with patience.
 To introduce more value added services to the
subscribers.

Page 78
 To give the more sms packages to the students that
to local numbers.
5.4 CONCLUSION
Study of competition and customer attitude is one of the important factors in
Marketing it has to be evaluated by the top management in every organization
according to their some norms and regulations which gets reflected on
Customers. Thus the development has to be improved appropriately which in
turn helps to achieve individual and organizational goals as a whole.
To conclude the overall Survey “Subscribers Interest towards their Good
network and to get Value added services. Subscribers are the biggest asset of the
organization, so that an asset has to be taken care and create a channel through
which the organizations goal has to be met.

Page 79
Page 80
ANNEXURE

Page 81
BIBLIOGRAPHY

Page 82
BIBLIOGRAPHY
Books Referred:
1) Research methodology by cooper schindler eighth edition (published by

Tata McGraw Hill )
2) Research methodology by Krishna swamy first edition(Himalaya
publication)
3) Marketing Management by Philip Kotler eleventh edition
(Published by Pearson education)
5) Marketing management by Czinkota kotable (Vikas publication house)
Others:
1. All India Cellular Subscribe Figures For November 2007
2. News Papers And magazine (Business World first edition of January
2008)
3. Collecting the information’s from the company guide.
Web Sites:
1. www.vodafone.com
2. www.google.com
3. www.yahoo.com

Page 83
QUESTIONNAIRE
NAME OF THE PERSON :
MOBILE NUMBER :
PLACE :
Sir/madam,
This study is undertaken as a part of our learning in MBA. Kindly fill in

the questionnaires. In most cases, you need only to tick mark. All that you
reveal will be kept confidential.

Page 84
Part-A
1) NAME:
2) AGE:
3) GENDER:
4) MOBILE NUMBER:
5) Which mobile service do you use?
VODAFONE ( ) AIRTEL ( )
SPICE ( ) BSNL ( )
6) Why have you preferred the particular service, specify?
7) What are your expectations from any service provider?
GOOD NETWORK ( ) CLARITY ( )

Page 85
REASONABLE RATE ( ) OFFERS ( )
8) How do you rate the package of the Vodafone?
GOOD ( ) SATISFACTORY ( )
EXCELLENT ( ) POOR ( )
NOT KNOWN ( )
9) What do you think about the new schemes that introducing by

Vodafone?
GOOD ( ) EXCELLENT ( )
NOT GOOD ( ) AVERAGE ( )
NOT KNOWN ( )
10) As compared to other service provider the cost for using Vodafone is?
CHEAP ( )
BETTER ( )
COSTLY ( )
11) If you are not a Vodafone subscriber go to question no.12.
Are you satisfied with the Customer care center and Teleshops of the
Vodafone?
YES ( )
NO ( )
Page 86
12) What are the problems that you encounter with Vodafone compared to
other service providers?
HIGH PRICE ( )
NO NETWORK ( )
CALL DISTURBANCES ( )
NETWORK IS BAD IN CITY ( )
13) Do you recommend Vodafone service for your Friends / Relatives?
DEFINITELY ( ) PROBABLY ( )
MAY / MAY NOT ( ) NEVER ( )
14) Only for Vodafone subscribers.

Overall how satisfied are you with Vodafone?
EXCELLENT ( ) GOOD ( )
SATISFIED ( ) UNSATISFIED ( )
15) Is there, anything you expect more from Vodafone? If so, please
Mention.

Page 87
THANK YOU FOR YOUR VALUABLE FEEDBACK
Which Mobile service do you use?
The people from the Bangalore that who are using the mobile phones that
what they are used their services whether the customer had used Vodafone,
Airtel, Spice or BSNL.
According to the usage of the customer I am going to survey the
Vodafone SIM cards in the Bangalore Zone.
Now a day’s most of the peoples in Bangalore are using the GSM
mobiles. Apart from that they are using according to the excellent Value added
services.
They are mainly searching the Network, for this reason most of the
customers are using the Airtel.

Page 88
Like that the survey and questions are asked to the customers. And by
taking them into task and to improve more in Bangalore and in the state.

Page 89
Page 90

01lokesh Final Project

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CHAPTER 1

BANGALORE INSTITUTES OF MANAGEMENT OF STUDY

prepaid SIM cards. My project is mainly followed by these steps:-

• Study of Competition about Vodafone Essar South Limited.

• Study about various functions and activities involved at Vodafone

Essar South limited.

• Discussion regarding proposal of the project.

• Collecting New Tariff Plans about Vodafone SIM cards.

• Collecting data from existing customers based on surveys.

• Surveys are conducted in Bangalore zone only.

BANGALORE INSTITUTES OF MANAGEMENT OF STUDY

CUSTOMER ATTITUDE OVERVIEW

As markets shrink, companies are scrambling to boost customer competition

understanding the drive toward benchmarking and tracking customer

Measuring customer attitudes is a relatively new concept to many companies

forever. Increased competition, crowded markets with little product

differentiation and years of continual sales growth followed by two decades of

focus must change.

BANGALORE INSTITUTES OF MANAGEMENT OF STUDY

measuring customer satisfaction is key. Only by doing so can they hold on to

The competitors who will be successful recognize that customer satisfaction is a

satisfaction. Without a clear and accurate sense of what needs to be measured

business, no firm can be effective in this new business climate. Plans

constructed using customer satisfaction research results can be designed to

Too many companies rely on outdated and unreliable measures of customer

BANGALORE INSTITUTES OF MANAGEMENT OF STUDY

customer satisfaction surveying program.

satisfaction. In these companies:

• Marketing and sales employees are primarily responsible for designing

(with customer input) customer satisfaction surveying programs,

questionnaires and focus groups.

• Top management and marketing divisions champion the programs.

• Corporate evaluations include not only their own customer satisfaction

ratings but also those of their competitors.

• Satisfaction results are made available to all employees.

of listening to their needs.

• Internal and external quality measures are often tied together.

• Customer satisfaction is incorporated into the strategic focus of the

company via the mission statement.

BANGALORE INSTITUTES OF MANAGEMENT OF STUDY

• A concentrated effort is made to relate the customer satisfaction

measurement results to internal process metrics.

• To be successful, companies need a customer satisfaction surveying

system that meets the following criteria:

• The system must be relatively easy to design and understand.

• It must be credible enough that employee performance and compensation

can be attached to the final results.

1.3 CONCEPT CUSTOMER ATTITUDE

Because the concept of customer attitude is new to many companies, it’s

important to be clear on exactly what’s meant by the term.

product or service. The achievement of customer attitude leads to company

loyalty and product repurchase.

BANGALORE INSTITUTES OF MANAGEMENT OF STUDY

• Because customer attitude is a subjective, non-quantitative state,

measurement won’t be exact and will require sampling and statistical

• Customer attitude measurement must be undertaken with an

understanding of the gap between customer expectations and attribute

• There should be some connection between customer satisfaction

measurement and bottom-line results.

• Satisfaction with the quality of a particular product or service.

• Satisfaction with an ongoing business relationship.

• Satisfaction with the price-performance ratio of a product or service.