A PROJECT REPORT

ON

“Empherical study on the impact of Advertisement and Media

Exposure on the Brand equity of Vodafone in Moradabad.

At

“
”

Project Report Submitted to Teerthankar Mahaveer University,

Moradabad
(for partial fulfillment of the requirements for the award of the Degree)

MASTER OF BUSINESS
ADMINISTRATION
Submitted by:

Amrit Kumar Shrivastava

Under the guidance of

Internal Guide
External Guide

Mr. Paritosh Sharma

 TEERTHANKAR MAHAVEER UNIVERSITY,
MORADABAD

ACKNOWLEDGEMENT

Successful completion of the Project and culmination of our

efforts reminds us for indebtedness & I also express my sincere
thanks to my parents and Shri Suresh Jain (Chairman), Mr.
Manish Jain (Vice Chairman), Dr. A.K. Garg (Executive
Director), M.P. Singh (HOD), Dr. Sonia Gupta (Course
coordinator & project in charge, MBA),Mr.Paritosh
Sharma(internal guide) and all faculty members, librarian & lab
staff, who have provided me the required information and
valuable feedback for completing this project report.

for his invaluable guidance and encouragement throughout the work. His rich
experience and everlasting patience saw us through many unforeseen hurdles. The
pleasure would not have been our without the firm support extended to us by him.
His lively appreciation blended with constructive criticism, constant queries and
suggestions for the foundation on which it is based. our gratitude also goes to our
internal guide Mr. Ajay Kumar Garg for equipping us with the knowledge
required for completion of the project.
Last but not the least, we also take this opportunity who have directly or indirectly
contributed through their valuable suggestion, and presence during completion of
this project.

PREFACE

This project reports had been prepared on “EMPERICAL STUDY ON

THE IMPACT OF ADVERTISEMENT AND MEDIA

EXPOSURE OF THE COMPANY VODAFONE AT

MORADABAD” The purpose of this research and preparation of

this report are to find out the various factors responsible for the

IMPACT OF ADVERTISEMENT AND MEDIA EXPOSURE at

VODAFONE . This project is carried out to the theoretical

knowledge of the subject into the practical field work.

This project is carried out in the MBA course of the institute

TEERTHANKAR MAHAVEER UNIVERSITY MORADABAD.

 Table of Contents

a) Introduction to the project.

b) Scope & importance.
c) Objective of the study.
d) Company profile.
e) Conceptual Framework.
f) SWOT Analysis of VODAFONE.
g) Research Methodology.
h) Data Collection.
i) Data Analysis.
j) Findings
k) Conclusions.
 l) Bibliography.
m) Annexture.
n) Questionnaire.

Introduction to the project.

What Does Brand Equity Mean?

An intangible value-added aspect of a particular good that is

otherwise not considered unique.

Brand equity refers to the marketing effects and outcomes that

accrue to a product with its brand name compared with those that
would accrue if the same product did not have the brand name.
Fact of the well-known brand name is that, the company can
sometimes charge premium prices from the consumer. And, at
the root of these marketing effects is consumers' knowledge. In
other words, consumers' knowledge about a brand makes
manufacturers and advertisers respond differently or adopt
appropriately adept measures for the marketing of the brand. The
study of brand equity is increasingly popular as some marketing
researchers have concluded that brands are one of the most
valuable assets a company has. Brand equity is one of the factors
which can increase the financial value of a brand to the brand
owner, although not the only one. Elements that can be included
in the valuation of brand equity include (but not limited to):
changing market share, profit margins, consumer recognition of
logos and other visual elements, brand language associations
made by consumers, consumers' perceptions of quality and other
relevant brand values.0

Measurement
There are many ways to measure a brand. Some measurements approaches are at
the firm level, some at the product level, and still others are at the consumer level.

Firm Level: Firm level approaches measure the brand as a financial asset. In short,
a calculation is made regarding how much the brand is worth as an intangible asset.
For example, if you were to take the value of the firm, as derived by its market
capitalization - and then subtract tangible assets and "measurable" intangible
assets- the residual would be the brand equity. One high profile firm level approach
is by the consulting firm Interbrand. To do its calculation, Interbrand estimates
brand value on the basis of projected profits discounted to a present value. The
discount rate is a subjective rate determined by Interbrand and Wall Street equity
specialists and reflects the risk profile, market leadership, stability and global reach
of the brand.

Product Level: The classic product level brand measurement example is to

compare the price of a no-name or private label product to an "equivalent" branded
product. The difference in price, assuming all things equal, is due to the brand.
More recently a revenue premium approach has been advocated.

Consumer Level: This approach seeks to map the mind of the consumer to find out
what associations with the brand the consumer has. This approach seeks to measure
the awareness (recall and recognition) and brand image (the overall associations
that the brand has). Free association tests and projective techniques are commonly
used to uncover the tangible and intangible attributes, attitudes, and intentions
about a brand. Brands with high levels of awareness and strong, favorable and
unique associations are high equity brands.
 SCOPE &IMPORTANCE
Mission:

Vodafone is primarily a user of technology rather than a developer of it, and this
fact is reflected in the emphasis of our work program on enabling new applications
of mobile communications, using new technology for new services, research for
improving operational efficiency and quality of our networks, and providing
technology vision and leadership that can contribute directly to business decisions.

Vision:

Our Vision is to be the world’s mobile communication leader – enriching

customers’ lives, helping individuals, businesses and Communities be more
connected in a mobile world.
 OBJECTIVE OF THE STUDY

Following are the main objective to study about the

customer satisfaction on Vodafone.

 To study telecommunication industry.

 To study the company profile of Vodafone.

 To study the impact f advertisement and media on the brand equity of

Vodafone.

 To study various Marketing activities provided by Vodafone.

 To study the various services provided by Vodafone.

 To know the expectation of Vodafone Customers.

 Benefits of study:

There are many benefits related to take this study. Some of the benefits of
taking this study are as follows:

 By analyzing this information, the company would be able to better design

schemes & services & target right prospects’ needs & wants.

 More people will get aware about Vodafone that will increase profit level of
Vodafone.

 This study helps to identify the behavior of consumer when there are no
offers & schemes from Vodafone.
COMPANY PROFILE

Type Public limited company

(LSE: VOD, NASDAQ: VOD)

Industry Telecommunications

Predecessor 1983–1991 Racal Telecom

Founded 1984

Headquarters Newbury, United Kingdom

Area served Worldwide

Key people Sir John Bond (Chairman)

Vittorio Colao (CEO)

John Buchanan (Deputy Chairman)

Andy Halford (CFO)

Services Telecommunications

Revenue £44.47 billion (2010)[1]

Operating income £9.480 billion (2010)[1]

Profit £8.645 billion (2010)[1]

Total assets £156.98 billion (2010)[1]

 Total equity £90.38 billion (2010)[1]

Employees 79,000 (March - 2009)[1]

Subsidiaries List[show]

Website Vodafone.com

Vodafone Group plc (LSE: VOD, NASDAQ: VOD) is a global

telecommunications company headquartered in Newbury, United Kingdom. It is
the world's largest mobile telecommunications company measured by revenues and
the world's second-largest measured by subscribers (behind China Mobile), with
around 332 million proportionate subscribers as at 30 September 2010. It operates
networks in over 30 countries and has partner networks in over 40 additional
countries. It owns 45% of Verizon Wireless, the largest mobile
telecommunications company in the United States measured by subscribers.

The name Vodafone comes from voice data fone, chosen by the company to
"reflect the provision of voice and data services over mobile phones".
Its primary listing is on the London Stock Exchange and it is a constituent of
the FTSE 100 Index. It had a market capitalisation of approximately £92 billion as
of November 2010, making it the third largest company on the London Stock
Exchange. It has a secondary listing on NASDAQ.
Evolution of the Industry - Important
Milestones:
 1851
First operational land lines were laid by the govt. near Calcutta(seat
of British Power)
1881
Telephone Service introduced in India
1883
Merger with the postal system
1923
Formation of Indian Radio Telegraph Company (IRT)
1932
Merger of ETC and IRT into the Indian Radio and Communication
Company(IRCC)
1947
Nationalization of all foreign telecommunication companies to form
the Posts, Telephone and Telegraph(PTT), a monopoly run by
the government’s Ministry of Communication

1985
Department of Telecommunications (DOT) established, an exclusive
provider of domestic and long-distance service that would be
its own regulator (separate from the postal system)
 1986
Conversion of DOT into two wholly government-owned companies:
the Videsh Sanchar Nigam Limited (VSNL) for international
telecommunications and Mahanagar Telephone Nigam Limited
(MTNL) for service in metropolitan areas.

1997

Telecom Regulatory Authority of India created

1999
Cellular Services are launched in India. New National Telecom
Policy is adopted.

2000
DoT becomes a corporation, BSNL

Growth of mobile technology:

India has the fastest growing mobile markets in the world. The mobile services
were commercially launched in August 1995 in India. In the initial 5-6 years the
average monthly subscribers additions were around 0.05 to 0.1 million only and the
total mobile subscribers base in December 2002 stood at 10.5 millions. However,
after the number of proactive initiatives taken by regulator and licensor, the
monthly subscriber additions increased to around 2 million per month in the year
2003-04 and 2004-05.

Although mobile telephones followed the New Telecom Policy 1994, growth was
tardy in the early years because of the high price of hand sets as well as the high
tariff structure of mobile telephones. The New Telecom Policy in 1999, the
industry heralded several pro consumer initiatives. Mobile subscriber additions
started picking up. The number of mobile phones added throughout the country in
2003 was 16 million, followed by 22 millions in 2004, 32 million in 2005 and 65
million in 2006. The only countries with more mobile phones than India with
156.31 million mobile phones are China – 408 million and USA – 170 million.

India has opted for the use of both the GSM (global system for mobile
communications) and CDMA (code-division multiple access) technologies in the
mobile sector.

The mobile tariffs in India have also become lowest in the world. A new mobile
connection can be activated with a monthly commitment of US$ 5 only. In 2005
alone 32 million handsets were sold in India. The data reveals the real potential for
growth of the Indian mobile market.
OTHER COMPETITORS OF THE MARKET
As on Apr 2007 India has 167 million mobile phone subscribers. Out of this 125 million are
GSM users and 41 million CDMA users. BSNL, Bharti Airtel, Hutch, Idea, Aircel, Spice and
MTNL are the main GSM providers in India. Reliance Communications and Tata Indicom are
the main CDMA providers in India.
Bharti Airtel

Airtel is providing cellular services in Delhi, Mumbai, Kolkata, Chennai, Andhra

Pradesh, Gujarat, Haryana, Himachal Pradesh, Jammu and Kashmir, Karnataka,
Kerala, Madhya Pradesh, Maharashtra, Goa, Orissa, Punjab, Rajasthan, Tamil
Nadu, UP and West Bengal. Airtel is the No.1 cellular service provider in India
using GSM technology. Airtel has 23% market share in India with a total
subscriber base of 38 million.

Reliance Communications

Reliance has both CDMA and GSM networks and total subscriber base of 29
million or 17% market share. It has GSM network in Assam, Bihar, Himachal
Pradesh, Kolkata, North East, Madhya Pradesh, Orissa and West Bengal. Reliance
has CDMA networks in other states and cities.

Bharat Sanchar Nigam Limited (BSNL)

BSNL is a state owned telecom company which has GSM presence in almost every
cities and towns. BSNL has 27 million subscribers with a market share of 16%.

Vodafone

Vodafone is another emerging GSM provider in India with coverage in Kerala,

Mumbai, Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh, Karnataka and Punjab
with a total subscriber base of 27 million.
Tata Indicom
Tata Indicom is a main CDMA provider in India with 16 million subscribers all
over India. Tata Indicom has presence in almost every state and cities in India.
 History:
In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd. won one of
two UK cellular telephone network licenses. The network, known as Racal
Vodafone was 80% owned by Racal, with Millicom and the Hambros Technology
Trust owning 15% and 5% respectively. Vodafone was launched on 1 January
1985. Racal Strategic Radio was renamed Racal Telecommunications Group
Limited in 1985. On 29 December 1986 Racal Electronics bought out the minority
shareholders of Vodafone for GB£110 million.

In September 1988 the company was again renamed Racal Telecom and on 26
October 1988 Racal Electronics floated 20% of the company. The flotation valued
Racal Telecom at GB£1.7 billion On 16 September 1991 Racal Telecom was
demerged from Racal Electronics as Vodafone Group.

In July 1996 Vodafone acquired the two thirds of Talkland it did not already own
for £30.6 million. On 19 November 1996, in a defensive move, Vodafone
purchased Peoples Phone for £77 million, a 181 store chain whose customers were
overwhelmingly using Vodafone's network. In a similar move the company
acquired the 80% of Astec Communications that it did not own, a service provider
with 21 stores.

In 1997 Vodafone introduced its Speech mark logo, as it is a quotation mark in a

circle; the O's in the Vodafone logotype are opening and closing quotation marks,
suggesting conversation.

On 29 June 1999 Vodafone completed its purchase of AirTouch Communications,

Inc. and changed its name to Vodafone Airtouch plc. Trading of the new company
commenced on 30 June 1999. To approve the merger, Vodafone sold its 17.2%
stake in E-Plus Mobilfunk. The acquisition gave Vodafone a 35% share of
Mannesmann, owner of the largest German mobile network.

Vodafone’s original logo used until the introduction of the speech mark logo in 1998.

On 21 September 1999 Vodafone agreed to merge its U.S. wireless assets with
those of Bell Atlantic Corp to form Verizon Wireless. The merger was completed
on 4 April 2000.

In November 1999 Vodafone made an unsolicited bid for Mannesmann, which was
rejected. Vodafone's interest in Mannesmann had been increased by the latter's
purchase of Orange, the UK mobile operator. Chris Gent would later say
Mannesmann's move into the UK broke a "gentleman's agreement" not to compete
in each other's home territory. The hostile takeover provoked strong protest in
Germany and a "titanic struggle" which saw Mannesmann resists Vodafone's
efforts. However, on 3 February 2000 the Mannesmann board agreed to an
increased offer of £112bn, then the largest corporate merger ever. The EU
approved the merger in April 2000. The conglomerate was subsequently broken up
and all manufacturing related operations sold off.

On 28 July 2000 the Company reverted to its former name, Vodafone Group Plc.
In April 2001 the first 3G voice call was made on Vodafone United Kingdom's 3G
network. In 2001 the Company took over Eircell, then part of eircom in Ireland,
and rebranded it as Vodafone Ireland. It then went on to acquire Japan's third-
largest mobile operator J-Phone, which had introduced camera phones first in
Japan.

On 17 December 2001 Vodafone introduced the concept of "Partner Networks" by

signing TDC Mobil of Denmark. The new concept involved the introduction of
Vodafone international services to the local market, without the need of investment
by Vodafone. The concept would be used to extend the Vodafone brand and
services into markets where it does not have stakes in local operators. Vodafone
services would be marketed under the dual-brand scheme, where the Vodafone
brand is added at the end of the local brand. (i.e., TDC Mobil-Vodafone etc.)

In February 2002 Finland was added into the mobile community, as Radiolinja is
signed as a Partner Network. Radiolinja later changed its named to Elisa. Later that
year the Company rebranded Japan's J-sky mobile internet service as Vodafone
live! and on 3 December 2002 the Vodafone brand was introduced in the Estonian
market with signing of a Partner Network Agreement with Radiolinja (Eesti).
Radiolinja (Eesti) later changed its name to Elisa.

On 7 January 2003 the Company signed a group-wide Partner agreement with

mobilkom Austria. As a result, Austria, Croatia, and Slovenia were added to the
community. In April 2003 Og Vodafone was introduced in the Icelandic market
and in May 2003 Vodafone Italy (Omnitel Pronto-Italia) was rebranded Vodafone
Italy. On 21 July 2003 Lithuania was added to the community, with the signing of
a Partner Network agreement with Bitė.
In February 2004 Vodafone signed a Partner Network Agreement with
Luxembourg's LuxGSM and a Partner Network Agreement with Cyta of Cyprus.
Cyta agreed to rename its mobile phone operations to Cytamobile-Vodafone. In
April 2004 the Company purchased Singlepoint airtime provider from John
Caudwell (Caudwell Group) and approx 1.5million customers onto its base for
£405million, adding sites in Stoke on Trent (England) to existing sites in Newbury
(HQ), Birmingham, Warrington and Banbury. In November 2004 Vodafone
introduced 3G services into Europe.

In June 2005 the Company increased its participation in Romania's Connex to 99%
and also bought the Czech mobile operator Oskar. On 1 July 2005 Oskar of the
Czech Republic was rebranded as Oskar-Vodafone. Later that year on 17 October
2005 Vodafone Portugal launched a revised logo, using new text designed by
Dalton Maag, and a 3D version of the Speech mark logo, but still retaining a red
background and white writing (or vice versa). Also, various operating companies
started to drop the use of the SIM card pattern in the company logo. (The
rebranding of Oskar-Vodafone and Connex-Vodafone also does not use the SIM
card pattern.) A custom typeface by Dalton Maag (based on their font family
InterFace) formed part of the new identity.

On 28 October 2005 Connex in Romania was rebranded as Connex-Vodafone and

on 31 October 2005 the Company reached an agreement to sell Vodafone Sweden
to Telenor for approximately €1 billion. After the sale, Vodafone Sweden became a
Partner Network. In December 2005 Vodafone won an auction to buy Turkey's
second-largest mobile phone company, Telsim, for $4.5 billion. In December 2005
Vodafone Spain became the second member of the group to adopt the revised logo:
it was phased in over the following six months in other countries.
In 2006 the Company rebranded its Stoke-on-Trent site as Stoke Premier Centre, a
centre of expertise for the company dealing with Customer Care for its higher
value customers, technical support, sales and credit control. All cancellations and
upgrades started to be dealt with by this call centre. On 5 January 2006 Vodafone
announced the completion of the sale of Vodafone Sweden to Telenor. On
February 2006 the Company closed its Birmingham Call Centre. In 1 February
2006 Oskar Vodafone became

Vodafone Czech Republic, adopting the revised logo and on 22 February 2006 the
Company announced that it was extending its footprint to Bulgaria with the signing
of Partner Network Agreement with Mobiltel, which is part of mobilkom Austria
group.

On 12 March 2006 former chief, Sir Christopher Gent, who was appointed the
honorary post Chairman for Life in 2003, quits following rumours of boardroom
rifts. In April 2006 the Company announced that it has signed an extension to its
Partner Network Agreement with BITE Group, enabling its Latvian subsidiary
"BITE Latvija" to become the latest member of Vodafone's global partner
community. Also in April 2006 Vodafone Sweden changed its name to Telenor
Sverige AB and Connex-Vodafone became Vodafone Romania, also adopting the
new logo. On 30 May 2006 Vodafone announced the biggest loss in British
corporate history (£14.9 billion) and plans to cut 400 jobs; it reported one-off costs
of £23.5 billion due to the revaluation of its Mannesmann subsidiary. On 24 July
2006 the respected head of Vodafone Europe, Bill Morrow, quit unexpectedly and
on 25 August 2006 the Company announced the sale of its 25% stake in Belgium's
Proximus for €2 billion. After the deal, Proximus was still part of the community
as a Partner Network. On 5 October 2006 Vodafone announced the first single
brand partnership with Og Vodafone which would operate under the name
Vodafone Iceland and on 19 December 2006 the Company announced the sale of
its 25% stake in Switzerland's Swisscom for CHF4.25 billion (£1.8 billion). After
the deal, Swisscom would still be part of the community as a Partner Network.
Finally in December 2006 the Company completed the acquisition of Aspective, an
enterprise applications systems integrator in the UK, signaling Vodafone's intent to
grow a significant presence and revenues in the ICT marketplace.

Early in January 2007 Telsim in Turkey adopted Vodafone dual branding as

Telsim Vodafone and on 1 April 2007 Telsim Vodafone Turkey dropped its
original brand and became Vodafone Turkey. On 1 May 2007 Vodafone added
Jersey and Guernsey to the community, as Airtel was signed as Partner Network in
both crown dependencies. In June 2007 the Vodafone live! Mobile Internet portal
in the UK was relaunched. Front page was now charged for and previously
"bundled" data allowance was removed from existing contract terms. All users
were given access to the "full" web rather than a Walled Garden and Vodafone
became the first mobile network to focus an entire media campaign on its newly
launched mobile Internet portal in the UK. On 1 August 2007 Vodafone Portugal
launched Vodafone Messenger, a service with Windows Live Messenger and
Yahoo! Messenger.

On 17 April 2008 Vodafone extended its footprint to Serbia as VIP mobile was
added to the community as a Partner Network and on 20 May 2008 the Company
added VIP Operator as a Partner Network thereby extending the global footprint to
Macedonia. In May 2008 Kall of the Faroe Islands rebranded as Vodafone Faroe
Islands.
On 30 October 2008, the company announced a strategic, non-equity partnership
with MTS group of Russia. The agreement adds Russia, Armenia, Turkmenistan,
Ukraine, and Uzbekistan to the group footprint.
 VODAFONE ESSAR

Newbury: New Vodafone Headquarters. This HQ is situated in the north western

section of the grid square and the picture was taken from the west side of the
building. Most of this square is residential with some farmland and some
commercial activity.
 Ownership:
Vodafone Essar is owned by Vodafone 52%, Essar Group 33%, and other Indian
nationals, 15%.

On February 11, 2007, Vodafone agreed to acquire the controlling interest of 67%
held by Li Ka Shing Holdings in Hutch-Essar for US$11.1 billion, pipping
Reliance Communications, Hinduja Group, and Essar Group, which is the owner of
the remaining 33%. The whole company was valued at USD 18.8 billion. The
transaction closed on May 8, 2007.

Conceptual frame work

 Customer Satisfaction

Introduction:

Customer satisfaction, a business term, is a measure of how products and services

supplied by a company meet or surpass customer expectation. It is seen as a key
performance indicator within business and is part of the four perspectives of a
Balanced Scorecard.

In a competitive marketplace where businesses compete for customers, customer

satisfaction is seen as a key differentiator and increasingly has become a key
element of business strategy.

There is a substantial body of empirical literature that establishes the benefits of

customer satisfaction for firms.

Measuring customer satisfaction

Organizations are increasingly interested in retaining existing customers while

targeting non-customers; measuring customer satisfaction provides an indication of
how successful the organization is at providing products and/or services to the
marketplace.

Customer satisfaction is an ambiguous and abstract concept and the actual

manifestation of the state of satisfaction will vary from person to person and
product/service to product/service. The state of satisfaction depends on a number
of both psychological and physical variables which correlate with satisfaction
behaviors such as return and recommend rate. The level of satisfaction can also
vary depending on other options the customer may have and other products against
which the customer can compare the organization's products.

Because satisfaction is basically a psychological state, care should be taken in the

effort of quantitative measurement, although a large quantity of research in this
area has recently been developed. Work done by Berry, Brodeur between 1990 and
1998 defined ten 'Quality Values' which influence satisfaction behavior, further
expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten
domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of
Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors,
Commitment to the Customer and Innovation. These factors are emphasized for
continuous improvement and organizational change measurement and are most
often utilized to develop the architecture for satisfaction measurement as an
integrated model. Work done by Parasuraman, Zeithaml and Berry between 1985
and 1988 provides the basis for the measurement of customer satisfaction with a
service by using the gap between the customer's expectation of performance and
their perceived experience of performance. This provides the measurer with a
satisfaction "gap" which is objective and quantitative in nature. Work done by
Cronin and Taylor propose the "confirmation/disconfirmation" theory of
combining the "gap" described by Parasuraman, Zeithaml and Berry as two
different measures (perception and expectation of performance) into a single
measurement of performance according to expectation. According to Garbrand,
customer satisfaction equals perception of performance divided by expectation of
performance.

The usual measures of customer satisfaction involve a survey with a set of

statements using a Likert Technique or scale. The customer is asked to evaluate
each statement and in term of their perception and expectation of performance of
the organization being measured.

Vodafone had highest customer satisfaction index in 2007

Lisbon, 25 August 2008 - Vodafone obtained the highest customer satisfaction

index in the telecommunications sector in 2007, according to annual results
published by Anacom. Vodafone achieved a satisfaction index of 74.4 (on a scale
of 0 to 100), the highest score of all the companies in the Portuguese
telecommunications market and considerably above the sector average of 67.6.

In the report published by Anacom, Vodafone is ranked in first place in all the
indicators included in the survey: Satisfaction with the operator, Image that
customers have of the operator, Customer Expectations, Perceived Quality of the
operator's network and services, Perceived Value for Money, Complaints received
and their handling, and Loyalty of customers to their operator.

In the Perceived Quality indicator, Vodafone obtained a score of 8.3 points for
overall quality, way ahead of the scores of the other two operators (both obtained
7.7 points). Vodafone comes top in all the indicators for perceived quality of
network and services: technical quality of the network (8.2 points); customer
service and advice capability (7.6 points); quality (8.2 points), diversity (8.0 points)
and reliability (7.9 points) of products and services offered; clarity and
transparency of information supplied (7.8 points); network coverage (7.9 points)
and clarity and transparency of price plans (7.9 points).
Similarly, in the indicators measuring the Image of mobile operators, Vodafone
comes top in the five categories analyzed (on a scale of 1 to 10): 'It is a reliable
company in terms of what it says and what it does' (8.1 points); 'It is stable and
well established in the market' (8.8 points); 'It contributes positively to society' (7.5
points); 'It cares about its customers' (7.6 points); and 'It is innovative and forward
looking' (8.5 points).

The methodology used in the ECSI Portugal 2007 survey (ECSI – European
Customer Satisfaction Index) is similar to that used by the European Commission
to survey customer satisfaction in 25 Member States, enabling comparisons to be
made between the results obtained in each country.

The ECSI Portugal 2007 Communications survey was carried out by the Higher
Institute of Statistics and Information Management at Lisbon's New University in
partnership with the Portuguese Quality Institute and the Portuguese Quality
Association, with sponsorship from Anacom.
 SWOT ANALYSIS OF VODAFONE
SWOT Analysis is a strategic planning method used to evaluate the
Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a
business venture. It involves specifying the objective of the business venture or
project and identifying the internal and external factors that are favorable and
unfavorable to achieving that objective. The technique is credited to Albert
Humphrey, who led a research project at Stanford University in the 1960s and
1970s using data from Fortune 500 companies.

Strengths Weaknesses

Leadership Position Centralized Control – Low

Flexibility
Global Brand Strength
High Consumer churn rates
Internal High Geographical reach

Opportunities Threats
Expanding marketing boundaries Increased Competition

Growth through 3G Market saturation in Europe

External Strategic Alliances Emergencies of Low cost

Brands

Strengths:
 The main strength of Vodafone within the telecommunications market lies in
its brand image and recognition. Vodafone, having established a global presence
and having invested highly in marketing a differentiated image by promoting a
Vodafone life style, currently enjoys a differentiating advantage that, if exploited
properly, can offer a lead in competition. The presence of Vodafone in numerous
countries within Europe as well as in all part of the world enhances this image. It
allows customers to travel and enjoy easily the services of their home country
operator. In the few countries that Vodafone is not physically present (e.g.
Norway) it has well established strategic alliances which allow for a better service
of mobile clients.

Weaknesses:

The expansion of Vodafone has been completed at the expense of direct

control of its operations. The company grew through a process of acquisitions of
national telecommunications companies (e.g. the acquisition of the third biggest
Czech mobile phone operator, Cesky mobile) rather than organic growth. This
increased its subscribers’ base quickly, offering direct market knowledge and
immediate additions of customer bases at the expense of direct effective control of
the subsidiaries. At the same time though, it implicitly imposed a centralized
operational structure for the group, nominating the UK headquarters as the leading
business unit running a much centralised marketing and handset procurement at
group level. This has resulted in the neglect of local markets and local differences,
allowing market share to be gained by smaller local competitors. Due to the highly
saturated Western European market this has resulted in an increase in the price
elasticity of demand, with consumers becoming continuously price oriented. This
has resulted in high customer churn rates reaching the level of 32.8% in the UK
compared to O2’s 24%.

Opportunities:

The telecommunications market, even though highly saturated in some

regions offers great potential due to the ageing population and the sophistication of
the consumers. It offers great opportunities through a careful market segmentation
and exploitation of particular profitable segments. Different strategies should be
pursued – simple phones and simplified pricing plans to the ageing population and
more updated, sophisticated solutions for younger generations. The expanding
Boundaries of the market could provide further opportunities by allowing
Vodafone to enter more aggressively into fixed‐line service and to better enjoy the
benefits of its high investment in 3G technology. Moreover the company has
undertaken its first steps in establishing strategic alliances to develop customized
solutions for end‐users: Vodafone recently announced two new partnerships, one
with supermarket group ASDA to launch an ASDA branded mobile service in the
UK, and another with electrical retailer DSG International to provide mobile
solutions to small businesses. This could further be enhanced to avoid being a late‐
entrant in this new method of distribution which offers access to a wide potential
customer base.

Threats:
 The European part of Vodafone’s market is characterized by existing high
levels of competition. Major brands such as O2 and T‐Mobile are exploiting the
price sensitivity of customers and in this way they are building a stronger image
and presence in the market. Indirect competition is also increasing further, through
the presence of Skype and other related (not only voice) Internet‐based services.
This combined with the upcoming European legislative measures is expected to
limit further the tariffs for the network providers imposing further need for price
cuts which could harm the bottom line profitability of the company.

RESEARCH METHODOLOGY
Introduction:

“Marketing research means the systematic gathering, recording,

analyzing of data about problems relating to the marketing of goods and
services”

Marketing research has proved an essential tool to make all the need of
marketing management. Marketing research therefore is the scientific process of
gathering and analyzing of marketing information to meet the needs of marketing
management. But gathering of observation is must be systematic. The systematic
conduct of research requires:

 Orderliness, in which the measurements are accurate.

 Impartiality in analysis and interpretation.

All of research can be categorized into basic and applied.

1. BASIC RESEARCH: - Basic Research is that intended to expand the body

of knowledge for the use of others.

2. APPLIED RESEARCH: - Applied Research is one, which is carried out to

find the solution for a particular problem or for guiding a specific decision. It
is usually private in nature.

My research on Vodafone is carried on for guiding specific decisions and its

results are useful only to Vodafone for taking particular decision regarding product
quality, staff and security. Hence the nature of my research study is “APPLIED
RESEARCH “.
Objective of Study:

Following are the main objective to study about the customer satisfaction on
Vodafone.

 To study telecommunication industry.

 To study the company profile of Vodafone.

 To study the impact of advertisement and media exposure n the brand equity

of Vodafone.

 To study various Marketing activities provided by Vodafone.

 To study the various services provided by Vodafone.

 To know the expectation of Vodafone Customers.

Benefits of study:
 There are many benefits related to take this study. Some of the benefits of
taking this study are as follows:

 By analyzing this information, the company would be able to better design

schemes & services & target right prospects’ needs & wants.

 More people will get aware about Vodafone that will increase profit level of
Vodafone.

 This study helps to identify the behavior of consumer when there are no
offers & schemes from Vodafone.

Process of Marketing Research:

 The marketing research is done in systematic process. The Researcher has
pursued the below process of marketing for my study at Vodafone:

Problem Identification

Research Design

Data Collection

Data Analysis & Interpretation

Research Report & Presentation

Problem Identification:
 The first and the most important step of marketing research is properly
defining the problem. In order to identify the research problem two categories of
problem should be carefully noticed.

Here the researcher’s problems are:-

 A number of customers are not satisfied with services, new schemes and
offers.

 A number of customers are not satisfied with the network coverage.

 A number of customers are not satisfied with the current call rates of
Vodafone.

 A number of customers are not satisfied with the Free SMS schemes.

 A number of customers are not satisfied with the service of customer care of
Vodafone.

RESEARCH DESIGN:

Research design indicates the methods and procedure of conducting research

study. Research design can be done in following three types:-

1 Exploratory Research:-

Exploratory research focuses on the discovery of new ideas and is generally

based on secondary data.

2 Descriptive Research:-
 Descriptive research is undertaken when the researcher want to know the
characteristics of certain groups.

3 Causal or Experimental Researches:-

An experimental research is undertaken to identify causes and effect

relationship between two variables.

The Research Design is: Descriptive Research Design

Data Collection and Sampling:

A) Sources of Data Collection:-

Basically there are two types of data i.e. secondary and primary:

I) Primary Data Collection:-

Primary data collection contains the following four types of methods: -

1 Observation Method:

It contains Causal observation, Systematic observation, direct observation

and contrived observation.

2 Survey Method:

It contains Personal Interview, Telephone Interview and Mail Interview.

3 Experimental Method.

4 Panel Method.

II) Secondary Data Collection: -

It can be collected from internal as well as external sources :

1 Internal Source:

Various internal sources like employee, books, sales activity, stock

availability, product cost, etc.

2 External Sources:

Libraries, trade publications, literatures, etc are some important sources of

external data.

The Researcher has used primary data for the core purpose of the project and
this primary data has been gathered by survey method. The researcher has also
used secondary data

B) Data collection Tools:

To conduct a survey, the Researcher has selected a structured questionnaire as

an instruction for gathering valuable information from the customers.
Questionnaire, which is used for the survey, is consisting of questions and checklist
questions to check the customer feedback.

C) Sampling Plan:

The researcher has design a sampling plan that is consist of five decisions.

I) Sampling unit:

Who is to be surveyed?
 The Researcher has selected youngsters, businessmen, and housewives,
employees to conduct survey and to measure satisfaction level.

II) Sampling types:

There are two types of sampling i.e. Probability Sampling and Non –
probability Sampling.

i) Probability Sampling : -

Probability sampling means each unit of the universe has equal chance of
getting selected. The most frequently used probability sampling methods are as
below:

a) Simple Random Sampling.

b) Stratified Random Sampling.

c) Multi-stage Random Sampling.

d) Cluster Sampling.

e) Multi – phase Sampling.

f) Replicated Sampling.
 ii) Non – Probability Sampling:-

Non – Probability sampling contains following methods:-

a) Judgment Sampling.

b) Convenience Sampling.

c) Panel Sampling.

d) Quota Sampling

For this purpose the researcher has used non probability convenience
sampling.

DATA COLLECTION
Sample Size:

Sample size means limited numbers of respondents covered under the

research study from a population and the researcher has taken a survey of 100
respondents to know the satisfaction level of customer.

Sampling Area:

The researcher’s area for survey was:

 Vodafone Store, Station Road.

 Moradabad and surroundings area.

 Sampling Unit:

Customers, Retailer, and Vodafone store

Sampling size:

100

Data Analysis and Interpretation

After all the above steps are completed now the important step is data
analyzing and interpretation. For this there are various analytical and statistical
tools. Some of these tools are Percentage, Average, Dispersion, Co-relation, Co-
efficient, etc.

DATA ANALYSIS
&
INTERPRETATION
Suggestions Ye N
s o
No. of 93 7
respondents

Q1) Do you have a mobile phone?

Purpose:

The main purpose of this question is to know how many respondents use
mobile phone.
Interpretation:

93% of the respondents are have a mobile phone while 7% of the

respondents do not have a mobile phone.

Q2) Are you aware about telecommunications services?

Purpose:
 The main purpose behind this question is to know about the awareness of
respondents regarding different telecommunications services and also to know
about which telecommunication(operator’s) service they use.

Interpretation:

Suggestions Ye N
s o
No. of 95 5
respondents

95% of the respondents are aware about telecommunications services while

5% are not aware.
Which operator’s service do you use?

Operator’s service No. of

name respondents
Vodafone 87
Airtel 29
Idea 17
Reliance 21
BSNL 5
Tata Indicom 3

Interpretation:

Major respondents using mobile are enjoying Vodafone

services. 16% of the respondents use Airtel, 6% respondents use
Idea while 12%, 4% and 2% respondents use Reliance, BSNL and
Tata Indicom respectively.

Q3) Are you aware about Vodafone?

Suggestions Ye N Purpose:
s o
The purpose behind this question is to
No. of 10 0
know about the awareness of Vodafone among
respondents 0
all the respondents.

Interpretation:
 Here 100% of respondents are aware about Vodafone Services.

Q4) From which source you came to know about

Vodafone?

Purpose:

The purpose behind this question is to know from which source the
respondents came to know about Vodafone.

Sources No. of
respondents
Advertisements 63
Hoardings 52
Newspapers 35
Mouth Publicity 26
Interpretation: 36% of the respondents are aware about
Vodafone through Advertisements, 29% are aware because of
Hoardings while 20% and 15% of the respondents are aware
because of Newspapers and Mouth Publicity respectively.

Q5) Since how long you are using Vodafone Services?

Purpose:

The purpose behind this question is to know about the usage time of
Vodafone customers i.e. since how long they are using Vodafone services.

Time period No. of respondents

Less than 1 12
month
2-6 months 19
6-12 months 22
More than 1 34
year
Interpretation:

Major Respondents using Vodafone are old customers. 39% of the

respondents use Vodafone services from past more than 1 year while the lowest is
14% respondents using Vodafone services less than 1 month.

Q6) Which of the following services do you use of

Vodafone?

Purpose:

The purpose behind this question is to know which services do the Vodafone
customer use, Pre-Paid or Post-Paid.

Services No. of respondents

Pre-Paid 73
Post-paid 14
Interpretation:

84% of the respondents use pre-paid services while only 16% of the
respondents use post-paid services.

Q7) Which services are more helpful to you while using

Vodafone Services?

Purpose:

The purpose behind this question is to know which services are more helpful
to the respondent while using Vodafone.

Services No. of
respondents
Call Rates 27
SMS Rates 48
Network 36
Value Added 19
Services
Interpretation:
Here major Respondents are youngsters so they mainly use SMS services of
Vodafone. 37% of the respondents use Vodafone for SMS services while only 14%
of the respondents use Vodafone for Value Added Services.

Q8) Do you call at customer care?

Purpose:

The purpose of this question is to know how many times and how often the
respondents call at customer care of Vodafone.
Suggestions Ye N
s o
No. of 76 1
respondents 1

Interpretation:
 87% of the respondent calls at customer care while 13% respondents do not
call at customer care.

If yes, how often you call at customer care?

Time Period No. of

respondents
Daily 5
Once a week 12
Once a month 24
Occasionally 35

Interpretation
 Major respondents here call customer care occasionally. 31% respondents
respondents call customer care once a month while 16% and 7% of respondents
call once a week and daily respectively.

Q9) For what reason you call at customer care?

Purpose:

The main purpose of this question is to know the reason of the respondents
regarding calling at customer care.

Reasons No. of
respondents
Value Added Services 21
Information regarding new 23
schemes
Complaining 42
Other queries 36

Interpretation:
34% of respondents call at customer care for complaining purpose while
30%, 19% and 17% of respondents call customer care for other queries,
information regarding new schemes and value added services respectively.
Q10) Rate the following on the basis of your satisfaction.

Services Excelle Very Fairly Avera Poo

nt Good Good ge r
Network 31 29 17 7 3
SMS Rates 6 19 35 24 3
New 3 14 27 33 10
schemes
and offers
Customer 6 32 29 15 5
Care
Recharge 12 28 31 14 2
Outlets
Call Rates 2 20 43 19 3
Value Added 9 24 29 19 6
Services
Network:

Purpose:

The purpose of this analysis is to know the perspective of the customers of

Vodafone regarding network service.

Service Excelle Very Fairly Avera Poo

nt Good Good ge r
Network 31 29 17 7 3
Interpretation:

Here major respondents are satisfy with the network coverage. 36% of the
respondents are rate the Vodafone’s network excellent, 33% rate it very good, 20%
rate it farely good while 8% and 3% rate it average and poor.

SMS Rates:

Purpose:

The purpose of this analysis is to know the perspective of the customers of

vodafone regarding Rates of SMS.
Service Excelle Very Fairly Avera Poor
nt Good Good ge
SMS 6 19 35 24 3
Rates

Interpretation:

Here major respondents are not much satisfied with the SMS rates of
Vodafone as major respondents are youngsters. 7% of respondents rate it excellent,
22% rate it very good, 40% rate it fairly good, 28% rate it average, 3% rate it poor.
New Schemes and Offers:

Purpose:

The main purpose of this analysis is to the respondent’s

perspective related to the new schemes and offers provided by
Vodafone.

Service Excelle Very Fairly Avera Poo

nt Good Good ge r
New 3 14 27 33 10
schemes
and offers
Interpretation:

Here major respondents are not much satisfied with new schemes and offers
of Vodafone. 38% respondents rate new schemes and offers as average, 31%
respondents rate it as fairly good, 16% rate it as very good while 12% and 3% rate
it as poor and excellent respectively.

Customer Care:

Purpose:

The main purpose of this analysis is to know about the satisfaction of

customer care service provided by Vodafone to their customers.

Service Excelle Very Fairly Avera Poo

nt Good Good ge r
Customer 6 32 29 15 5
Care
Interpretation:

Customer care service of Vodafone is better compared to some of the other

services. 37% respondents rate it as very good, 33% rate it as fairly good, 17% rate
it as average, and 6% and 7% rate it as poor and excellent respectively.

Recharge Outlets:

Purpose:

The purpose behind this analysis is to know about the satisfaction of the
Vodafone customers regarding recharge outlets.

Service Excelle Very Fairly Avera Poo

nt Good Good ge r
Recharge 12 28 31 14 2
Outlets
Interpretation:

Recharge outlets of Vodafone are majorly rated on fairly good and very
good basis. 36% of the respondents rate it as fairly good, 32% rate it as very good,
16% rate it as average, 14% rate it excellent and 2% respondents rate it as poor.

Call Rates:

Purpose:

The purpose behind this analysis is to know about the perception of

vodafone customers regarding different call rates.
Service Excelle Very Fairly Avera Poo
nt Good Good ge r
Call Rates 2 20 43 19 3

Interpretation:

Major percentage of respondents are not happy with the call rates of
Vodafone. 49% of respondents rate call rates of vodafone as fairly good, 23% rate
it as very good, 22% rate it as average while 4% and 2% respondent rate it as poor
and excellent respectively.

Value Added Services:

Purpose:

The purpose behind this analysis is to know about the perception of

vodafone customers regarding Value Added Services.

Service Excelle Very Fairly Avera Poo

nt Good Good ge r
Value 9 24 29 19 6
Added
Services

Interpretation:
 Value added services of Vodafone are quite feasible as compared to some of
the other services. 33% respondents rate it as fairly good, 28% rate it as very good,
22% rate it as average while 10% and 7% rate it as excellent and poor respectively.

Q12) Why you are not using Vodafone Services?

Purpose:
The purpose of this question is to know why other respondents do not use
Vodafone services.

Reasons No. of
respondents
Lack of 2
awareness
High Prices 6
Poor Services 3
Poor Network 2
Interpretation:
6 %on’t use Vodafone services because of high prices. 3 respondents don’t
use Vodafone services because of poor services while 2 respondents each don’t use
vodafone services because of lack of awareness and poor network.

Q13) Would you like to recommend Vodafone to others?

Suggestions Ye N Purpose:
s o
The purpose of this question is to know
No. of 78 9
the recommendations of the respondents
respondents
towards Vodafone, whether they would like to
recommend the Vodafone services to others or not.
Interpretation:

90% of the Vodafone customers would like to recommend Vodafone services

to others while 10% of the Vodafone Customers won’t recommend to others.

Age analysis:
Purpose:
The main purpose of this analysis is to know how many respondents belong
to a particular age of group.

Age Below 18-25 26-50 51 or

18 above
Responde 4 54 23 6
nts
Interpretation:
Major respondents are youngsters i.e. 62% of the respondents belong to age
group of 18-25, 26% respondents belong to age group of 26-50, 7% of respondents
belong to 51 or above age group while only 5% of the respondents belong to age
group of below 18 years.

Age wise analysis(NETWORK):

Purpose:

The main purpose of this analysis is to know the perception of different

respondents of differnet age groups regarding network service.
Age
Rating Below 18-25 26-50 51 or Total
18 above
s
Excellent 1 19 9 2 31
Very good 2 18 7 2 29
Fairly 0 10 6 1 17
 good
Average 1 5 1 0 7
Poor 0 2 0 1 3
Total 4 54 23 6 87

Interpretation:

Here major respondents rating network as excellent are youngsters that

include the age group of 18-25, the same is the case with all the rating of this
service.

Age wise analysis (SMS Rates):

Purpose:
The main purpose of this analysis is to know the perception of different
respondents of differnet age groups regarding rates of SMS.

Ratings Age
Below 18-25 26-50 51 or Total
18 above
Excellent 0 1 3 2 6
Very 1 12 5 1 19
good
Fairly 1 27 5 2 35
good
Average 2 11 10 1 24
Poor 0 3 0 0 3
Total 4 54 23 6 87
Interpretation:

Major respondents are youngsters and they are not much satisfied with the
SMS rates of Vodafone.

Age wise analysis (Call Rates):

Purpose:
The main purpose of this analysis is to know the perception of different
respondents of differnet age groups regarding call rates.
Ratings Age
Below 18 18-25 26-50 51 or Total
above
Excellent 0 2 0 0 2
Very good 1 11 6 2 20
Fairly good 2 26 12 3 43
Average 1 13 4 1 19
Poor 0 2 1 0 3
Total 4 54 23 6 87
Interpretation:

Major respondents rate charges of calls as fairly good. 26 respondents falling

in age group of 18-25 rate it as fairly good.

FINDINGS
 93% of the respondents are have a mobile phone while 7% of the
respondents do not have a mobile phone.

 100% of the respondents are aware about telecommunications

services.
 16% of the respondents use Airtel, 6% respondents use Idea while
12%, 4% and 2% respondents use Reliance, BSNL and Tata
Indicom respectively.

 100% of respondents are aware about Vodafone Services.

 36% of the respondents are aware about Vodafone through

Advertisements, 29% are aware because of Hoardings while 20%
and 15% of the respondents are aware because of Newspapers and
Mouth Publicity respectively.

 39% of the respondents use Vodafone services from past more than
1 year while the lowest is 14% respondents using Vodafone
services less than 1 month.

 84% of the respondents use pre-paid services while only 16% of

the respondents use post-paid services.

 37% of the respondents use Vodafone for SMS services while

only 14% of the respondents use Vodafone for Value Added
Services.
 87% of the respondent calls at customer care while 13%
respondents do not call at customer care.

 31% respondents respondents call customer care once a month

while 16% and 7% of respondents call once a week and daily
respectively.

 34% of respondents call at customer care for complaining purpose

while 30%, 19% and 17% of respondents call customer care for
other queries, information regarding new schemes and value added
services respectively

 5 respondents among the total no. of respondents don’t use

Vodafone services because of high prices. 3 respondents don’t use
Vodafone services because of poor services while 2 respondents
each don’t use vodafone services because of lack of awareness and
poor network.

 90% of the Vodafone customers would like to recommend

Vodafone services to others while 10% of the Vodafone Customers
won’t recommend to others.
 CONCLUSION
Follwing are the conclusion that the researcher found after the survey.

 From the above analysis the researcher concludes that major respondents are

dissatisfied with some of the major services like call rates, SMS rates and new

schemes & offers.

 Major respondents from all respondents use services of Vodafone.

 Major customers of Vodafone are old customers so many of the respondents

are satisfied with the services of Vodafone and thus they would like to

recommend Vodafone to others.

 Major respondents using Vodafone use pre-paid services compared to post-

paid services.
 Major respondents are youngsters so they need more SMS facilities and low

call rates, but Vodafone dissatisfies these age group (18-25) as their call rates

and SMS rates are much high.

SUGGESTION
S
 SUGGESTIONS
Following are some of the suggestions given by the researcher so that Vodafone

can serve people and its customers in an improved way:

 Vodafone should decrease call rates for local users.

 Vodafone should provide more offers to Post-Paid customers so that the

number of Post-Paid customers increase.

 Vodafone should bring introduce some new SMS schemes for the

youngsters.

 Vodafone should introduce more schemes and offers.

 Vodafone should provide more schemes and offers to its old customers.

 Vodafone should decrease call rates of STD and ISD.

 BIBLIOGRAPH
Y
 BIBLIOGRAPHY
Books:

 Marketing Management – Philip Kotler,

 Kevin Lane Keller.
 Research Methodology - Kothari
 Schiffman & Kanuk –Consumer behaviour

Websites:

 http://www.vodafone.com/start/media_relations/news/local_press_releases
/portugal/portugal_press_release/vodafone_had_highest.html
 http://en.wikipedia.org/wiki/Customer_satisfaction
 http://en.wikipedia.org/wiki/Hutch_(Indian_cellular_company)
 http://en.wikipedia.org/wiki/Vodafone
 http://bora.nhh.no/bitstream/2330/1919/1/Saplitsa%202008.pdf
 www.anacom.pt/render.jsp?contentId=606658
 www.iimcal.ac.in/community/consclub/reports/telecom.pdf
 www.scribd.com
ANNEXTURE
 QUESTIONAIRE
I (Amrit Shrivastava) student of TEERTHANKAR MAHVEER UNIVERSITY,
Moradabad presently pursuing our project with Empherical study on the
impact of Advertisement and Media Exposure on the Brand
equity of Vodafone in Moradabad as a part of our MBA project. Your
feedback will help us in upgrading our skills and completing project, this project is
a partial requirement of obtaining master degree. We will be highly obliged for the
act of your kindness. Information in the Questionnaire will be:-

a. Used for academic purposes only.

b. Kept strictly confidential.

Name:-______________________ Sex:-_______________________

Address:-____________________ Occupation:-_________________

Q1) Do you have a mobile phone?

o Yes
o No
Q2) Are you aware about telecommunications service?

o Yes
o No
If yes, then which operator’s Service do you use?

o Vodafone (Multi-choice)
o Airtel
o Idea
o Reliance
o BSNL
o Tata Indicom ( If not Vodafone then go to Q12 )
Q3) Are you aware about Vodafone?

o Yes
o No (If No, then go to Q11 )
Q4) From which source you came to know about Vodafone?

o Advertisement (Multi-choice)
o Hoardings
o Newspapers
o Mouth Publicity

Q5) Since how long you are using Vodafone services?

o Less than 1 month

o 2-6 months
 o 6-12 months
o More than 1 year
Q6) Which of the following services do you use of Vodafone?

o Pre-paid
o Post-paid

Q7) Which services are more helpful to you while using Vodafone services?

o Call rates (Multi-choice)

o SMS service
o Network
o Value Added Services

Q8) Dou you call at customer care?

o Yes
o No

If yes, how often you call at customer care?

o Daily
o Once a week
o Once a month
o Occasionally

Q9) For what reason you call at customer care?

o Value added services (Multi-choice)

 o Information regarding new schemes
o Other queries
o Complaining

Q10) Rate the following services on the basis of your satisfaction.

Services Excellen Very Fairly Average Poor

t Good good

Network

SMS rates

New schemes and

offers

Customer Care

Recharge outlets

Call Rates

Value Added Services

Q11) What makes you unaware about Vodafone?

o Less Advertisements
o Less Publicity
o Others
(If others then mention ________________________)

Q12) Why you are not using Vodafone services?

o Lack of awareness (Multi-choice)

 o High Prices
o Poor Services
o Poor network

Q13) Would you like to recommend Vodafone to others?

o Yes
o No

Q14) Give your suggestions to help in serve you better.

__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________

Name: ________________

Signature: _____________

Date:__________________

Place:__________________