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Training Project Report On

A STUDY ON MERCHANDISE AND RETAIL

SHARE OF VODAFONE

Submitted towards the partial fulfillment of requirement of Maha Maya Technical

University, Noida for the award of degree of Master of Business Administration

(MBA).

Session (2011-2012)

Submitted by:

PARVEEN GOSWAMI

MBA IV Semester

1060670020

VIDYA INSITITUTE OF TRAINING AND DEVELOPMENT

BAGHPAT RAOD, MEERUT

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INDEX

CONTENTS PAGE NO

Acknowledgement

Preface 5

Todays Retail in India 6 -14

Key Points of Indian Organized Retail Industry 15 -16Formats in Indian Organized Retail Sector 17 - 18

Top Major Retail Players in India 19

Objectives of the Study 20

PHASE-I

Scope of the Study 22

Research Methodology 23 - 24

Research problem and its relevance 25

Name of the Stores 26

Vishal Mega Mart 27 - 37

Big Bazaar 38 - 48

Lifestyle 49- 64

Limitations of the Study 65

Questionnaire 66 72

PHASE-II

Great India Place 73 - 77

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ACKNOWLEDGEMENT

First of all we would like to thankMs Anshu Sharma (Faculty Member) for giving us the

opportunity to do the project on comparative study on A STUDY ON MERCHANDISE

AND RETAIL SHARE OF VODAFONE. Her extended views on the Indian Retail

Industry help us with assistance, support and council without, which this project would not

have been materialized.

We would also like to express our special thanks to all the Staffs of the Vishal Mega Mart,

Big Bazaar, Life Style and Pantaloon Retails and also the various owners of Kirana Stores

for their excellent support and co-ordination without which this study could not be fulfilled.

Thanks

PARVEEN GOSWAMI

PREFACE

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INTRODUCTION ABOUT TELECOMMUNICATION INDUSTRY

The telecommunication companies in India went through a huge make-over during the

implementation of the open-market policy of India.

The erstwhile closed market policy was replaced by a more liberal form of economic

policy. A whole new form of Indian Telecommunication Policy was drafted to compliment

the change effected in the economic policy of India. The amendment effected the new

telecommunication policy of India made huge changes with respect to investments and

entry of Foreign Direct Investments (FDI) and Foreign Institution Investors (FII)

respectively, into the virgin Indian telecommunication market. This resulted entry of

private, domestic and foreign telecommunication companies in India.

The economic contribution made by these newly formed telecommunication companies of

India is really mentioned worthy and this industry witnessed highest growth after the Indian

Information Technology industry. The robust growth of Indian economy after the economic

liberalization in the 1990s induced massive change in the telecom policy and new draft was

framed and implemented by the 'Telecom Regulatory Authority of India' (TRAI) and

'Department of Telecommunication' (DOT), under the Ministry of Telecommunication

government of India. The main aim of these telecommunication companies in India is to

provide basic telephony services to each and every Indian.

With the advent of private telecommunication companies in India, the industry witnessed

introduction of mobile telephones into the Indian market and it became popular amongst

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the Indian masses in no time. Today two types of mobile phone service providers operates

in the Indian market, like the following -

Global System for Mobile Communications (GSM)

Code Division Multiple Access (CDMA)

The main binding objective for all the telecommunication companies operating in India are

as follows -

To facilitate telecommunication for all

Ensuring quick availability of telephone connectivity

Achieve universal service access at affordable price covering all Indian villages, as

early as possible

Providing world class telecommunication services

Solving consumer complaints, resolve disputes, and special attention to be given to

public interface

To provide widest possible range of services at reasonable prices

TELECOMMUNICATION SCENARIO IN INDIA

India is the world's fastest growing Wireless market, with 752 Million mobile phone

subscribers as of February, 2011. It is also the second largest telecommunication network in

the world in terms of number of wireless connections after China. The Indian Mobile

subscriber base has increased in size by a factor of more than one hundred since 2001 when

the number of subscribers in the country was approximately 5 million

to 752 Million byFeb 2011.

As the fastest growing telecommunications industry in the world, it is projected that India

will have 1.159 billion mobile subscribers by 2013. Furthermore, projections by several

leading global consultancies indicate that the total number of subscribers in India will

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exceed the total subscriber count in the China by 2013. The industry is expected to reach a

size of 344,921 crore (US$74.85 billion) by 2012 at a growth rate of over 26 per cent, and

generate employment opportunities for about 10 million people during the same period.

According to analysts, the sector would create direct employment for 2.8 million people

and for 7 million indirectly. In 2008-09 the overall telecom equipments revenue in India

stood at 136,833 crore (US$ 29.69 billion) during the fiscal, as against 115,382 crore

(US$25.04 billion) a year before.

HISTORY OF TELECOM INDUSTRY IN INDIA

The history of telephone services in India found its beginning when a 50-line manual

telephone exchange was commissioned in Kolkata in the year 1882 in less than five years

after Alexander Graham Bell invented the telephone. While India became independent in

the year 1947, the country had about 82,000 telephone connections, which slowly rose up

to 3.05 million by the year 1984. The telecom sector in India was a government monopoly

until the year 1994 when liberalization was gradually unrolled. For the first time, cellular

services were launched in India in Kolkata in the year 1995.

THE IMPACT OF TELECOM INDUSTRY IN INDIA ON INDIAN

ECONOMY

The telecom industry in India has witnessed a phenomenal and manifold growth over the

recent years. In the country, personalized telecom access has become an essential necessity

of life for a growing number of people. The telecom sector in India holds unlimited

potential talking of future growth. In the nation, both Public as well as private firms are

vigorously enhancing their technologies in a venture to take the telecom industry in the

country to a much higher development. In addition to this, the manufacturers of mobile

handsets are significantly contributing to the telecom industry in the country and the

economy of India.

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Telecom industry plays a major role in contributing to the Indian economy. As a highly

encouraging factor, the Indian government is also introducing some highly beneficial and

effective telecom policies and regulative measures from time to time for the growth of

infrastructure connected to this industry. Owing to these measures, a large number of

multinational telecommunication leaders are pouring into the nation and expressing their

interest to invest in the telecom industry in India.

EVOLUTION OF THE INDUSTRY - IMPORTANT MILESTONES:

Year Description

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

governments 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

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REVENUE AND GROWTH

The total revenue in the telecom service sector was 86,720 crore (US$18.8 billion) in

2005-06 as against 71,674 crore (US$15.6 billion) in 2004-2005, registering a growth of

21%. The total investment in the telecom services sector reached 200,660 crore (US$43.5

billion) in 2005-06, up from 178,831 crore (US$38.8 billion) in the previous fiscal.

Telecommunication is the lifeline of the rapidly growing Information Technology industry.

Internet subscriber base has risen to 100 million in 2010. Out of this 10.52 million were

broadband connections.More than a billion people use the internet globally.

Under the Bharat Nirman Programme, the Government of India will ensure that 66,822

revenue villages in the country, which have not yet been provided with a Village Public

Telephone (VPT), will be connected. However doubts have been raised about what it would

mean for the poor in the country.

It is difficult to ascertain fully the employment potential of the telecom sector but the

enormity of the opportunities can be gauged from the fact that there were 3.7 million Public

Call Offices in December 2005 up from 2.3 million in December 2004.

The value added services (VAS) market within the mobile industry in India has the

potential to grow from US$500 million in 2006 to a whopping US$10 billion by 2009.

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ABOUT TELEPHONE

On landlines, intra-circle calls are considered local calls while inter-circle are considered

long distance calls. Currently Government is working to integrate the whole country in one

telecom circle. For long distance calls, the area code prefixed with a zero is dialed first

which is then followed by the number (i.e. To call Delhi, 011 would be dialed first followed

by the phone number). For international calls, "00" must be dialed first followed by the

country code, area code and local phone number. The country code for India is 91.

Telephone Subscribers (Wireless and Landline): 787.28 million (Oct 2010)

Land Lines: 35.09 million (Oct 2010)

Cell phones: 752.19 million (Oct 2010)

Monthly Cell phone Addition: 22.62 million (Dec 2010)

Teledensity: 66.16% (Dec 2010)

Projected Teledensity: 1 billion, 84% of population by 2012.

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MOBILE TELEPHONES

With a subscriber base of more than 680 million, the Mobile telecommunications system in

India is the second largest in the world and it was thrown open to private players in the

1990s. The country is divided into multiple zones, called circles (roughly along state

boundaries). Government and several private players run local and long distance telephone

services. Competition has caused prices to drop and calls across India are one of the

cheapest in the world. The rates are supposed to go down further with new measures to be

taken by the Information Ministry.In September 2004, the number of mobile phone

connections crossed the number of fixed-line connections and presently dwarfs the wireline

segment by a ratio of around 20:1 The mobile subscriber base has grown by a factor of over

a hundred and thirty, from 5 million subscribers in 2001 to over 680 million subscribers as

of Sep 2010 (a period of less than 9 years) . India primarily follows the GSM mobile

system, in the 900 MHz band. Recent operators also operate in the 1800 MHz band. The

dominant players are Airtel, Reliance Infocomm, Vodafone, Idea cellular and

BSNL/MTNL. There are many smaller players, with operations in only a few states.

International roaming agreements exist between most operators and many foreign carriers.

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GROWTH OF MOBILE TECHNOLOGY

India has become one of 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 mobile

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. In addition to landline and mobile phones, some of the companies also provide the

WLL service. 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.

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CELLULAR SERVICE PROVIDERS:

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.

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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.

THE TOP PLAYERS IN THE INDUSTRY ARE:

1) Reliance Communications Limited2) Bharti Airtel Limited3) BSNL4) MTNL5) Hutchison Essar6) Ericsson7) Nokia8) Siemens Communications

9) Idea Cellular Limited10Tata Teleservices

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INTRODUCTION:

Vodafone is a mobile network operator headquartered in Berkshire, England, UK. It is the

largest mobile telecommunications network company in the world by turnover and has a

market value of about 75 billion (August 2008). Vodafone currently has operations in 25

countries and partner networks in a further 42 countries.

The name Vodafone comes from Voice data fone, chosen by the company to "reflect the

provision of voice and data services over mobile phones."

As of 2006 Vodafone had an estimated 260 million customers in 25 markets across 5

continents. On this measure, it is the second largest mobile telecom group in the world

behind China Mobile.

In the United States, Vodafone owns 45% of Verizon Wireless.

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 worlds mobile communication leader enriching customers lives,

helping individuals, businesses and Communities be more connected in a mobile world.

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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 GB110 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

GB1.7 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 marklogo, 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 Germanmobile network.

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Vodafones 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 2001the 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.)

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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 saleof 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 honorarypost 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

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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.

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.

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VODAFONE ESSAR

INTRODUCTION:

Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 21

telecom circles in India. Despite the official name being Vodafone Essar, its products are

simply branded Vodafone. It offers both prepaid and postpaid GSM cellular phone

coverage throughout India and is especially strong in the major metros.

Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM

technology, offering voice and data services in 22 of the country's 23 licence areas.

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 remaining33%. The whole company was valued at USD 18.8 billion. The transaction closed on May

8, 2007.

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PREVIOUS BRANDS:

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In December 2006, Hutch Essar re-launched the "Hutch" brand nationwide, consolidating

its services under a single identity. The Company entered into agreement with NTT

DoCoMo to launch i-mode mobile Internet service in India during 2007.

The company used to be named Hutchison Essar, reflecting the name of its previous owner,

Hutchison. However, the brand was marketed as Hutch. After getting the necessary

government approvals with regards to the acquisition of a majority by the Vodafone Group,

the company was rebranded as Vodafone Essar. The marketing brand was officially

changed to Vodafone on 20 September 2007.

On September 20, 2007 Hutch becomes Vodafone in one of the biggest brand transition

exercises in recent times.

Vodafone Essar is spending somewhere in the region of Rs 250 crores on this high-profile

transition being unveiled today. Along with the transition, cheap cell phones have been

launched in the Indian market under the Vodafone brand. There are plans to launch co-

branded handsets sourced from global vendors as well.

While there is no revealing the prices of the low-cost Vodafone handsets, the industry is

abuzz that prices might start at Rs 666, undercutting Reliance Communications' much-

hyped 'Rang Barse' with cheap handsets beginning at Rs 777.

Meanwhile, Vodafone Essar sources said there would be no discounts or subsidized

handset offers -- rather handset-bundled schemes for customers.

Incidentally, China's ZTE, which is looking to set-up a manufacturing unit in the country, is

expected to provide several Vodafone handsets in India. Earlier this year, Vodafone penned

a global low-cost handset procurement deal with ZTE.

FINANCIAL RESULTS

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Vodafone reports its results in accordance with International Financial Reporting Standards

(IFRS).

Vodafone has some large minority stakes, which are not included in its consolidated

turnover. In order to provide additional information on the overall scale and growth trends

of its business, it publishes "proportionate turnover" figures, and these are included in the

tables below. For example, if a business in which it owns a 45% stake has turnover of 10

billion, that equals 4.5 billion of proportionate turnover for Vodafone. Proportionate

turnover is not an official accounting measure, and Vodafone's proportionate turnover

should be compared with other companies' statutory turnover.

Vodafone also produces proportionate customer number figures on a similar basis, e.g. if an

operator in which it has a 30% stake has 10 million customers that equals 3 million

proportionate Vodafone customers. This is a common practice in the mobile

telecommunications industry.

Year ended

31 March

Turnover

m

Profit before

tax m

Profit for the

year m

Basic eps

(pence)

Proportionate

customers (m)

2009 41,017 4,189 3,080 5.81 302.6

2008 35,478 9,001 6,756 12.56 260

2007 31,104 (2,383) (5,297) (8.94) 206.42006* 29,350 (14,835) (21,821) (35.01) 170.6

2005 34,073 7,951 6,518 9.68 154.8

2004 36,492 9,013 6,112 8.70 133.4

*Losses for year to 31 March 2006 reflect write downs of assets, principally in relation to the Mannesmann

acquisition. Proportionate turnover includes 7,100 million from discontinued operations.

The group's recent first quarter trading update (24 July 2009) saw management reiterating

its profit guidance for the full year. Whilst revenues across Europe had been relatively

weak, mirroring general economic conditions, there had been a positive showing from

South Africa, with the company's Indian purchase of Hutchison Essar continuing to

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generate returns. Meanwhile, its joint venture with Verizon in the US had strengthened

further, with Vodafone's overall customer base now standing at 315 million - 8 million

having been added during the first quarter. In addition, management noted that its cost

reduction programme, targeted to save 1bn in operating costs by the end of the 2011

financial year, would reach 65pc of its target by the end of the current financial year.The

Group admitted in August 2010 that 1.25 billion in tax that should have been paid in

Britain was actually paid in Luxembourg and elsewhere.

SWOT ANALYSIS

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

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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.

Internal

Strengths Weaknesses

Leadership Position

Global Brand Strength

High Geographical reach

Centralized Control Low

Flexibility

High Consumer churn rates

External

Opportunities Threats

Expanding marketing boundaries

Growth through 3G

Strategic Alliances

Increased Competition

Market saturation in Europe

Emergencies of Low cost Brands

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SWOT ANALYSIS OF VODAFONE

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

O2s 24%.

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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 ofperformance 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.

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Managing Customer Expectations to Improve Satisfaction

Encourage Customer Complaints

One public agency found that three quarters of its customers had no idea who to talk to if

they had a problem. Many customers think it's simply not worth the hassle to complain.

They are skeptical that the organization will do anything or they may even fear retribution.

Best-in-business organizations actively encourage customer complaints. Some companies

even refer to what they do to encourage complaints as "marketing" their complaint system.

Companies make consumer service cards available at the place of business. Many solicit

feedback wherever they post or publish customer service standards, on all correspondence,

on bills, and in the telephone directory. Some offer discount coupons to encourage

customer feedback. Many publish information on how they can be contacted in more than

one language. They publish 1-800 and other numbers for the company where consumers

are most likely to see them, e.g., on the product packaging. Companies also market their

complaint handling systems during conferences and meetings, in annual reports,

newspapers, association circulars, videos, audio tapes, letters, press releases, speeches,

training sessions and via electronic mail.

Seek to Delight Their Customers

The benchmarking partners often use the phrase "delight the customer" and go out of their

way to exceed expectations. Often this means a compassionate ear. An insurance company

has a special team that deals with the needs of grieving spouses. Companies give front-line

employees the authority to award customers who have complaints with products, coupons,

or even cash when it is necessary to resolve a complaint. Even public sector employees are

able to give certain products and services to customers with complaints.

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1. Understand Customer Expectations

These organizations demonstrate a commitment to understanding the customer's

perspective. Most of the benchmarking partners send surveys to customers who have

complained recently to see how satisfied they were with how the complaint was handled.

Some call the customers to determine satisfaction. One organization surveys every fourth

customer with a complaint. Another described complaints as "free information" about their

customers needs and expectations.

These organizations supplement surveys of people who complain with routine and often

extensive data collection tools in order to understand their customers. Customers are

surveyed to determine their level of satisfaction with existing services. Surveys are sent

with questions, often in a Likert Scale format where the customer can select the degree of

satisfaction on a scale, e.g., from one to five.

These surveys assess customer satisfaction with existing services, delivery of services,

helpfulness of employees, and overall performance of the organization. Some companies

add a few short questions to the end of customer calls or correspondence. Companies also

survey their front-line employees for their attitudes as well as for their ideas for improved

service, asking their employees to take the customer's perspective. After the nearbycommunity complained about noise levels, the Red River Army Depot changed the times

they detonated ammunition and put "listeners" (members of the community) at check-

points throughout the surrounding area to monitor noise levels.

The partners focus on clear customer target groups. One company that serves a wide variety

of customers decided to focus on its high-volume business customers. Three months after a

high-volume business customer has complained, the company follows up to find out

whether they are still using their services and, if not, the reasons for dissatisfaction.

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2. Manage Customer Expectations

These organizations do not wait for complaints to come in the door. They try to anticipate

the needs and problems of customers and to set realistic expectations through customer

education and communication strategies. Research shows that 40 percent of complaints

come from customers having inadequate information about a product or a service.(5) Using

customer feedback to understand customer expectations and needs, organizations educate

their customers and/or the public on what they can expect from their products and services

and what obligations and responsibilities their customers have. For example, one

enforcement/ regulatory partner has extensive education on the requirements and reasons

for utilizing their services.

Know How to Say No

Both companies and government agencies, especially regulatory agencies, need to draw

limits. When it is not possible to give the customer what they would like, it is still possible

for a customer to feel that he or she has been heard and has been treated fairly. A number of

techniques convey concern--calling customers and telling them the company understands;

giving the customer the best explanation they can; and being open and honest with

customers concerning laws and policies of the organization. Being professional and

considerate of customers enhances their view of the organization--even when the customer

may be disappointed with the outcome. A recent taxpayer letter to the Internal Revenue

Service shows that the techniques cited above really work:

"For the first time in a long time, a communication from IRS is clear, concise, informative

and user friendly. . . The attached--while I'd preferred not to have made the mistake--points

out exactly what happened and what needed to be done."

In a small percentage of cases, it will be necessary to close a complaint when it is felt that

the company or agency has done everything that can be done.

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3. Keep the Human Touch

One company found that it made a major mistake when it introduced enhanced information

technology. Employees lost eye contact with their customers. Keep the human touch--don't

let automation get between the front-line employee and the customer. Eye-to-eye contact

may be lost with computers.

Lessons Learned

Customer education is key to managing customer expectations.

Know how to say no.

Exceeding customer expectations for customers who have problems improves

loyalty.

Make it easy to complain.

Understand what customers want.

Maintain a one-on-one relationship with customers

How Does Your Organization Measure Up?

How do you delight customers who have problems?

What access do customers have to your organization so that it is easy for them tocomplain?

How do you make sure that you understand what your customers want?

How do you manage the expectations of your customers?

How do you train and prepare the people who work for your organization to say

"no"?

What do you do to make sure that information technology doesn't stand between

your front-line employees and customers who have a problem?

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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).

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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.

VODAFONE CONTINUES TO HAVE THE MOST SATISFIED

CUSTOMERS IN THE COMMUNICATIONS SECTOR

16 September 2010

National Customer Satisfaction Index published by Anacom

Lisbon, 16 August 2010 Vodafone Portugal has once again obtained the highest

customer satisfaction rating in the telecommunications sector, according to a survey

published by the regulatory authority, Anacom. Vodafone achieved a satisfaction rating of

7.93 (on a scale from 1 to 10), the highest in the whole of the communications sector.

Carried out annually, the ECSI Portugal Report published by Anacom presents the National

Customer Satisfaction Index in the telecommunications sector, covering mobile, fixed

phone, Internet and pay-TV operators. As in the previous two years, Vodafone was ranked

in first place in all the indicators reported in this survey: the Image that customers have of

the operator, Customer Expectations, the Perceived Quality of the operator's network and

services, Perceived Value for Money, Satisfaction with the Operator, Complaints Received

and how they are handled, and Customer Loyalty to their operator.

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In this years survey, Vodafone saw its already high customer satisfaction ratings improve

further on last year, with considerable rises in the results achieved in all indicators.

Vodafone customers continue to be those most satisfied with their operator.

In the mobile communications subsector, the Report states that "Overall, Vodafone has the

highest ratings (...)", and specifically that "Vodafone has the highest ratings in the seven

variables surveyed. TMN has the lowest performance overall in the estimated ratings (...)".

According to the report, "Vodafone remains in top position in the satisfaction index and

in the loyalty index, Vodafone is once again in top position, well ahead of Optimus and

TMN (...)".

The ECSI Portugal National Customer Satisfaction Index stems from Portugalsmembership of the ECSI (European Customer Satisfaction Index) project, initiated in 1999

by the European Commission and EOQ (European Organization for Quality). The aim of

the project is to analyse customer satisfaction using the same methodology in all Member

States so as to provide a comparative analysis for the various business sectors in each

country.

The ECSI Portugal survey was carried out by the Higher Institute of Statistics and

Information Management at the New University of Lisbon in partnership with the

Portuguese Association for Quality and the Portuguese Quality Institute, with sponsorship

from Anacom.

The publication of this survey by the telecommunications sector regulator (at

www.anacom.pt/render.jsp?contentId=1036739) contributes once again to informing the

general public about the customer satisfaction ratings of individual operators.

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OBJECTIVES OF THE STUDY

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Primary objective- To know the customer satisfaction on Vodafone.

Secondary objective- Following are the main objective to study about the customersatisfaction on Vodafone.

To study telecommunication industry.

To study the company profile of Vodafone.

To study customer satisfaction of Vodafone.

To study the various services provided by Vodafone.

To know the expectation of Vodafone Customers.

IMPORTANCE OF THE STUDY

In this competitive era communication plays a vital role so the Telecom Industries are the

major source for communication. Vodafone, being on the top obviously have to compete

with various players like Airtel, Aircel, Reliance, Tata Indicom, Idea etc.,with their

stringent rules and regulations guided by TRAI. Hence in order to understand about the

customers satisfaction is sine-quo-non for Vodafone.

This study would be helpful to various people like student, outsiders, Vodafone staff etc to

know the satisfaction level.

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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 consumerwhen 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:

42

Problem Identification

Research Design

Data Collection

Data Analysis & Interpretation

Research Report & Presentation

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RESEARCH METHODOLOGY:

1 - Type of research design descriptive Descriptive research is undertaken when

the researcher want to know the characteristics of certain groups.

2 - Collection of data - In this study Primary data and secondary data have been used.

Primary data have been collected through surveys. Personal interview technique has been

used for conducting the survey. Data collection has been done through the use of structured

questionnaire.

Secondary data have been collected from Internet.Primary data have been collected

through surveys. Personal interview technique has been used for conducting the survey.

Data collection has been done through the use of Structured questionnaire.

3 - Data collection techniques:

Sampling size - The sampling size to study the consumer satisfaction of Vodafone is

100. The numbers of respondent are 100 in sample size for the study.

Sampling Method -Convenient Sampling method has been adopted for this study.

Sampling frame- To check the customer satisfaction of Vodafone the sampling frame is

Surat city only. Only within the Surat city that to the area is Varacha, Pipload / vesu,

Bhatar, City light, Adajan and Parvatpatiya to check the level of customer satisfaction the

survey is being conducted.

Sampling element- The sampling element for the study is the target audience that is

who are using Vodafone. Students are the main respondents in the survey conducted

between the age group of 18-30.

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Survey tool - The survey tool used for the study of customer satisfaction for Vodafone is

questionnaire.

The questionnaire is prepared and the Questionnaire is both open and close ended questions

to elicit responses for the following areas:

i. Location.

ii. Age.

iii. Occupation.

iv. Monthly Income.

v. Mobile Usage.

vi. Mobile service Usage.

4 - Analysis of data - The complete analysis is done through Pie charts and columngraphs in different questions.

SCOPE OF THE STUDY:

This research study is useful forVODAFONE to understand the expectations and

requirements of Customers and can serve them in a better way.

This research was conducted from December 2010- February 2011.

The respondents from surat city have been taken for this study.

The satisfaction level is measured in terms of various attributes.

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LIMITATIONS OF THE STUDY:

Time was not sufficient to conduct detailed study.

Respondent are very less in sample size to draw the conclusion.

Some of the respondents were not willing to answer.

Real answers were not given.

Like any other research the limitation of personal bias of respondents limits the

scope of study.

Findings are based on the survey done in month of Jan.-Feb. so the results may

differ in other months.

For few proper response was there so analysis was difficult which are as follows:

i. Chances of Switching

ii. Reason for Switching.

iii. Monthly Income.

iv. Comparative questions

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1. From which source did you come to know about Vodafone? (Multiple Choice)

Purpose: The purpose behind this question is to know from which source the respondents

came to know about Vodafone.

Sources Number of respondents

Advertisement 69

Hoarding 17

Newspaper 14

Mouth publicity 26

Employees at office 20

Mobile messages 4

47%

11%

9%

17%

13%3%

AdvertisementHoarding

Newspaper

Mouth publicity

Employees at office

Mobile mes sages

Interpretation:

47% of the respondents are aware about Vodafone through Advertisements, 11%

are aware because of Hoardings, 9% are aware through newspaper, 17% are aware through

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mouth publicity, 13% are aware through employees at office and 3% are aware through

mobile messages.

2. Since how long are you 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 Number of respondents

Less than 1 month 9

2-6 months 17

6-12 months 18

More than 1 year 56

9%

17%

18%

56%

Less than 1

month

2-6 Month

6-12 Month

More than 1

year

Interpretation:

Major Respondents using Vodafone are old customers. 56% of the respondents use

Vodafone services from past more than 1 year while the lowest is 9% respondents using

Vodafone services less than 1 month.

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3. 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.

64%

36%

Pre-Paid services

Post-Paid services

Interpretation:

64% of the respondents use pre-paid services while only 36% of the respondents use

post-paid services.

Services Number of respondents

Pre-Paid 64

Post-paid 36

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4. Are you using any other mobile services along with Vodafone?

Purpose: The purpose behind this question is to know that along with Vodafone do they

use any other mobile services.

Suggestions Yes No

Number of

respondents

59 41

59%

41%

Yes

No

Interpretation:

59% of the respondents use other mobile services along with vodafone while 41% of

the respondents do not use any other mobile services along with vodafone.

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If yes than which one:

Operators service name Number of respondentsAirtel 23

Reliance 16

Aircel 1

Idea 6

Docomo 10

BSNL 2

Uninor 1

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39%

27%

2%

10%

17%

3%2%

Airtel

Reliance

Aircel

Idea

Docomo

BSNL

Uninor

Interpretation:

Major respondents are using other mobile services along with Vodafone is Airtel

with 39%, 27% of the respondents use Reliance, 2%% respondents use Aircel, 10% of the

respondent use Idea, 17% of the respondent use Docomo, 3% of the respondent use BSNL

while remaining 2% of the respondent use Uninor services respectively.

5. 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 Yes No

Number of

respondents

77 23

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77%

23%

Yes

No

Interpretation:

77% of the respondent calls at customer care while 23% respondents do not call at

customer care.

If yes than,

a) How often you call at customer care?

Purpose:The main purpose of this question is to know how often do the respondents call

at customer care.

Time Period No. of respondents

Daily 1

Once a week 2

Once a month 23

Occasionally 51 53

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1%3%

30%

66%

Daily

Once a week

Once a month

Occassionaly

Interpretation

Major respondents call customer care occasionally that is 66% of the respondent,

30% of the respondents call customer care once a month while 3% and 1% of respondents

call once a week and daily respectively.

b) For what reason you call at customer care? (Multiple choice)

Purpose: The main purpose of this question is to know the reason of the respondents

regarding calling at customer care.

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12%

20%

35%

9%

7%

17%

Value added services

Information regarding

new schemes

Complaining

Other schemes

Recharge outlets

Caller tunes

Interpretation:

12% of respondents call at customer care for value added services, 20% of them call

to know information regarding new schemes, 35% of them call customer care for

Reasons No. of respondents

Value Added Services 16

Information regarding new schemes 27

Complaining 48

Other queries 12

Recharge outlets 9

Caller tunes 23

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complaining purpose while 9% call to know other schemes, 7% call to knoe about recharge

outlets and 17% of respondents call customer care for caller respectively.

c) Are you satisfied with the customer care services?

Purpose:The main purpose of this question is to know how much the respondents are

satisfied regarding the customer care services.

Satisfaction level Number of respondents

Highly satisfied 12

Satisfied 39

Neutral 23

Dis-satisfied 3

Highly dis-satisfied -

16%

50%

30%

4%

Highly satisfied

Satisfied

Neutral

Dis-satisfied

Interpretation:

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16% of the respondents are highly satisfied with the customer care services, 50% of

the respondent are just satisfied, 30% of the respondent have neutral response regarding

customer care services while 4% of the respondent are dis-satisfied with the customer care

services.

d) What is your opinion regarding the response given by the customer care

executives?

Purpose:The main purpose of this question is to know the response level given by

customer care executives.

Response level Number of respondents

Excellent response 12

Fairly good response 42

Average response 21

Bad response -

No response 2

16%

54%

27%

3%

Excellent response

Fairly good response

Average response

No response

Interpretation:

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16% of the respondent had excellent response regarding customer care executives,

54% of the major respondents had fairly good response towards customer care executives,

27% respondent had average response while 3% of the respondent said that thare is no

response of the customer care executives.

6. What is satisfaction level in terms of price of Vodafone? (Call rates, SMS rates, Caller

tunes, Value added services, Recharge outlets, etc.)

Purpose:The main purpose of this question is to know the satsfaction level in terms of

price of vodafone.

Response level Number of respondents

Excellent 13

Good 55

Average 27

Poor 5

13%

55%

27%

5%

Excellent

Good

Average

Poor

Interpretation:

13% of the respondent had excellent satisfaction level in terms of price, 55% of the

respondent had good response, 27% of the respondent had an average satisfaction level in

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terms of price while remianing 5% had pood response towards satisfaction level in terms of

price.

7. Do you have internet connection?

Purpose:The purpose of this question is to know how many have internet connection in

their mobile phones.

Suggestions Yes No

Number of

respondents

50 50

50%50%Yes

No

Interpretation:

50% of the respondent have internet connection while 50% of the respondent do not

have internet connection respectively.

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If yes than,

a) How many times do you login to internet per day?

Purpose:The purpose of this question is to know how many times they login to internet

per day.

Time period Number of respondentOnce 14

Twice 15

More than two times 17

Not even once 4

28%

30%

34%

8%

Once

Twice

More than 1 times

Not even once

Interpretation:

28% of the respondent login to the internet only once in per day, 30% of the

respondnet login twice, 34% of the respondent login more than two times per day while

only 8% of the respondent who have intenet connection but not even login to in one time

also.

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b) Rate the internet speed:

Ratings Number of respondent

* * * * * 6* * * * 17

* * * 24

* * 3

* -

12%

34%48%

6%

5star

4star

3star

2star

Interpretation:

12% of the respondent rate internet speed as 5 satr, 34% of the respondent rate

speed as 4star, 48% of the respondent rate 3star while 6% of the respondent rate as 2 star

respectively and there was none who rate for 1star for the internet speed.

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8. Rate the following services on the basis of your satisfaction:

SERVICES

010203040506070

Excellent G

ood

Average Po

or

Network avail abili ty

SMS rates

New schemes & offers

Customer care

Recharge outlets

Call rates

Value added servicesInternet connectivity

Services Excellent Good Average PoorNetworkavailability

57 37 6 -

SMS rates 25 40 29 6

New schemes& offers

12 59 27 2

Customer care 11 44 17 5

Rechargeoutlets

17 51 28 4

Call rates 20 50 25 5

Value addedservices

12 51 32 5

Internetconnectivity

9 31 9 1

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GOOD:

Services Rattings

Network availability 37

SMS rates 40

New schemes & offers 59

Customer care 44

Recharge outlets 51

Call rates 50

Value added services 51

Internet connectivity 31

GOOD

10%

11%

16%

12%14%

14%

14%

9%

Network availability

SMS rates


Customer care

Recharge outlets

Call rates


Internet connectivity

Interpretation:

10% of the respondent rate network availability as good, 11% of the respondent rate

SMS rates as good, 16% of the respondent rate new schemes and offers as good, 12% of

the respondent customer care as good, 14% of the respondent rate recharge outlets, callrates, and value added services as good, and 9% of the responent rate internet connectivity

as good.

AVERAGE :

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Services Rattings

Network availability 6

SMS rates 29


Customer care 17

Recharge outlets 28Call rates 25

Value added services 32

Internet connectivity 9

AVERAGE

3%

17%

16%

10%16%

14%

19%

5%

Network availabili ty

SMS rates


Customer care

Recharge outlets

Call rates

Value added se rvices


Interpretation:

3% of the respondent rate network availability as average, 17% of the respondent

rate SMS rates as average, 16% of the respondent rate new schemes and offers as average,

10% of the respondent customer care as average, 16% of the respondent rate recharge

outlets as average, 14% of the respondnet rate call rates as average, 19% of the respondent

rate value added services as average, and %5 of the responent rate internet connectivity as

average.

POOR :

Services Rattings

Network availability -

SMS rates 6

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Customer care 5

Recharge outlets 4

Call rates 5

Value added services 5Internet connectivity 1

POOR

21%

7%

18%

14%

18%

18%

4%

SMS rates


Customer care

Recharge outlets

Call rates



Interpretation:

21% of the respondent rate SMS rates as poor, 7% of the respondent rate new

schemes and offers as poor, 18% of the respondent rate customer care, call rates and value

added services as poor, 14% of the respondent rate recharge outlets as poor, and 4% of the

respondent rate value added services as poor.

9. Vodafone image and overall impression?

Purpose:The main purpose behind this question is to know the Vodafone image and

overall impression among the respondents.

Image Number of respondents

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Very attractive 45

Some what attractive 36

Neutral 18

Some what unattractive -

Not at all attractive 1

45%

36%

18%1% Very attractive

Some what

attractiveNeutral

Not at all attractive

Interpretation:

Vodafone image and overall impression is very attractive among the

respondent.45% of the respondents have very attractive image of vodafone and overall

impression, 36% have some what attractive, 18% have neutal respone while remaining 1%

have not at all attractive response of vodafone and overall impression and none of them

said that it is some what unattractive.

10. How likely are you going to use company brand in future?

Purpose:The main purpose behind this question is to know the Vodafone image and

overall impression among the respondents.

Views Number of respondents

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Probably will use 29

Definitely will use 38

Not sure 32

Probably will not use 1

Definitely will not use -

29%

38%

32%

1%Probably will use

Definitely will use

Not sure

Probably will not

use

Interpretation:

29% of the respondents said they will probably use vodafone company brand in

future, 38% of the respondents said they will definitely use, 32% of the respondents said

they are not sure while 1% of the respondents said they will probably will not use and none

of the respondent said that they will definitely not use company brand in future.

11. Would you like to recommend Vodafone to others?

Purpose: The purpose of this question is to know the recommendations of the respondents

towards Vodafone, whether they would like to recommend the Vodafone services to others

or not.

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Recommendations Number of respondents

Definitely will recommend 40

Probably will recommend 33

Not sure 24

Probably will not recommend 1

Definitely will not recommend 2

40%

33%

24%

1%2%

Definitely will

recommend

Probably will

recommend

Not sure

Probably will not

recommend

Definitely will not

recommend

Interpretation:40% of the respondents said they will definitely recommend vodafone to others,

33% of the respondents said they will probably recommend, 24% of the respondents said

they are not sure wherther they will recommend or not while 1% and 2% of the

respondents said they will probably will not recommend and definitely will not recommend

to others.

12. If not Vodafone than which other mobile service would you use at present?

Purpose:The main purpose behind this question is to know if the respondent donot use

vodafone than which other mobile service would they use.

Operators service name Number of respondentsBSNL 6

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Airtel 39

Reliance 26

Docomo 16

Idea 11

Uninor 2

6%

39%

26%

16%

11%2%

BSNL

Airtel

Reliance

DocomoIdea

Uninor

Interpretation:6% of the respondents will use BSNL service if not vodafone, 39% of the

respondents will use Airtel service, 26% of the respondents will use Reliance, 16% of the

respondents will use Docomo, 11% of the respondents will use Idea and 2% of the

respondents will use Uninor.

13. Would you like to give any suggestion for better service for Vodafone?

Purpose:The main purpose behind this question is to know what the suggestions for better

service for Vodafone.

Suggestions Number of respondents

SMS rates 15

Call rates 8

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Internet speed 7

Network problem 2

47%

25%

22%

6%

SMS Rates

Call rates

Internet speed

Network

Interpretation:

47% of the respondent said that vodafone SMS charges are too high and it should

be reduced, 25% of the respondent said that vodafone call rates are too high and they

should minimize it to attract more customers, 22% of the respondent said that vodafone

should increase their internet speed because it is at satisfactory level, 6% of the respondent

said that vodafone should work on there network problem.

ADDRESS:

Area Number of respondents

Varacha 4

Pipload / vesu 17

Bhatar 15

City light 18

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Adajan 44

Parvatpatiya 2

4%

17%

15%

18%

44%

2%

Varacha

Pipload / vesu

Bhatar

City light

Adajan

Parvatpatiya

Interpretation:

4% of the respondents are taken from varacha, 17% of the respondents are taken

from pipload / vesu, 15% of the respondents are taken from bhatar, 18% of the respondents

are taken from city light, 44% of the respondents are taken from adajan area while 2% of

the respondents are taken from parvatpatiya.

AGE:

Age Number of respondents10-18 29

18-30 54

30-40 12

40+ 5

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29%

54%

12%

5%

10_18

18-30

30-40

40+

Interpretation:

29% of the respondents belongs to the age group between 10-18, 54% of the

respondent belongs to the age group between 18-30, 12% of the respondent belongs to the

age group between 30-40 and remaining 5% of the respondent belongs to the age group of

40+.

OCCUPATION:

Occupation Number of respondentsJob 17

Business man 2

Student 78

Professional 3

Retired -

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17%

2%

78%

3%

Job

Business men

Student

Professional

Interpretation:

17% of the respondents belongs to the occupation of job, 2% of the respondents

belongs to the occupation of business man, 78% of the respondents belongs to the

occupation of student while remaining 3% of the respondents belongs to the occupation of

professional and none of them belong to the occupation of retired.

SEX:

Sex Number of respondentsMale 38

Female 62

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38%

62%

Male

Female

Interpretation:

38% of the respondents are male while remaining 62% of the respondents are

female.

FINDINGS:

1. Most of the respondents are aware about Vodafone through Advertisements, and least

followed by 3% are aware through mobile messages.

2. Major Respondents are old customers followed by 56% of the respondents use

Vodafone services from past more than 1 year.

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3. Major of the respondents use pre-paid services while only few of the respondents use

post-paid services.

4. Most of the respondents use other mobile services along with vodafone that is 39%

with airtel the highest.

5. 77% of the respondent calls at customer care while 23% respondents do not call.

Major respondents call customer care occasionally.

Most of the respondent call customer care for complaining.

50% of the respondent are just satisfied while 4% of the respondent are dis-

satisfied with the customer care services.

Most of the major respondents had fairly good response towards customer care

executives.

6. 27% of the respondent had an average satisfaction level in terms of price.

7. 50% of the respondent have internet connection while 50% of the do not have.

Most of the respondent login more than two times per day.

Most of the respondent rate internet speed as 3star.

8. Satisfaction level:

Major of the respondents rate the Vodafones network as excellent

Major of the respondent rate new schemes and offers as good.

Major of the respondent rate value added services as average.

Major of the respondent rate SMS rates as poor.

9. Major of the respondents have very attractive image of vodafone and overall impression.

10. Most of the respondents said they will definitely use vodafone

11. Most of the respondents said they will definitely recommend vodafone to others.

12. Major 39% of the respondents will use Airtel service if not vodafone at present

13. Major of the respondent said that vodafone SMS charges are too high.

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14. Major of the respondents are taken from adajan area.

15. Most of the respondent belongs to the age group between 18-30.

16. Most of the respondents belongs to the occupation of student.

17. Few of the respondents are male while remaining major of the respondents are female.

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CONCLUSION:

Follwing are the conclusion that the researcher found after the survey.

From the above analysis the 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.

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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.

RECOMMENDATIONS:

Following are some of the recommendations to Vodafone which can serve people and its

customers in an improved wayare the following:

Vodafone should decrease call rates for local users to attract more customers.

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

of Post-Paid customers increase.

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Vodafone should bring introduce some new SMS schemes and should reduce

SMS rates also because they are too high.

Vodafone should introduce more schemes and offers to attract more customers.

Vodafone should decrease call rates of STD and ISD because there are large

number of competitors in the market.

Vodafone should increase internet speed.

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BIBLIOGRAPHY

Philpi Kotler, 13th edition, published by Dorling

Kindersely(India) pvt. Ltd., licensees of Pearson Education in

South Asia, year of publication is 2009.

WEBSITE:

http://www-pp.vodafone.com/content/index/press/local_press_releases/portugal/portugal_press_release/vodafone_continues.html

81
http://www-pp.vodafone.com/content/index/press/local_press_releases/portugal/portugal_press_release/vodafone_continues.htmlhttp://www-pp.vodafone.com/content/index/press/local_press_releases/portugal/portugal_press_release/vodafone_continues.htmlhttp://www-pp.vodafone.com/content/index/press/local_press_releases/portugal/portugal_press_release/vodafone_continues.htmlhttp://www-pp.vodafone.com/content/index/press/local_press_releases/portugal/portugal_press_release/vodafone_continues.htmlhttp://www-pp.vodafone.com/content/index/press/local_press_releases/portugal/portugal_press_release/vodafone_continues.htmlhttp://www-pp.vodafone.com/content/index/press/local_press_releases/portugal/portugal_press_release/vodafone_continues.html

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http://www.vodafone.in/pages/index.aspx http://www.google.com http://www.customerexpressions.com/cex/cexweb.nsf/%28GetPages%29/fb0e21c03e1a1fbb85257011006e6396

82
http://www.vodafone.in/pages/index.aspxhttp://www.google.com/http://www.customerexpressions.com/cex/cexweb.nsf/(GetPages)/fb0e21c03e1a1fbb85257011006e6396http://www.customerexpressions.com/cex/cexweb.nsf/(GetPages)/fb0e21c03e1a1fbb85257011006e6396http://www.vodafone.in/pages/index.aspxhttp://www.google.com/http://www.customerexpressions.com/cex/cexweb.nsf/(GetPages)/fb0e21c03e1a1fbb85257011006e6396http://www.customerexpressions.com/cex/cexweb.nsf/(GetPages)/fb0e21c03e1a1fbb85257011006e6396

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Respected sir/madam

I Kanchan K Gupta the student of Navnirman Institute Of Management

(NIM) college conducting survey for winter training project as requirement of partial

fulfillment of semester (VI) on CUSTOMER SATISFACTION ON VODAFONRE.I

assure that the information given by you are strictly used for academic purpose only.

I request you to help me in gathering required information. I will be greatly thankful for

your kind co-operation.

1. From which source did you come to know about Vodafone? (Multiple Choice)

Advertisement Hoarding

Newspaper Mouth publicity

Employees at office mobile messages

Other sources specify

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2. Since how long are you using Vodafone services?

Less than one month 6-12 month2-6 month More than one year

3. Which of the following services do you use of Vodafone?Pre-paid services Post-paid services

4. Are you using any other mobile services along with Vodafone?

Yes No

If yes than which one:

Airtel Reliance

Aircel Idea

Docomo Other specify

5. Do you call at customer care?

Yes No

If yes than:

a) How often you call at customer care?Daily Once a week

Once a month Occasionally

e) For what reason you call at customer care? (Multiple choice)

Value added services Information regarding new schemes

Complaining Other schemes

Recharge outlets caller tunes

Other reason

f) Are you satisfied with the customer care services?Highly satisfied Satisfied

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Neutral Dis-satisfied

Highly dis-satisfied

g) What is your opinion regarding the response given by the customer care executives?

Excellent response Fairly good response

Average response Bad response

No response

6. What is satisfaction level in terms of price of Vodafone? (Call rates, SMS rates, Caller tunes,Value added services, Recharge outlets, etc.)

Excellent Good

Average Poor

7. Do you have internet connection?

Yes No

If yes than:

c) How many times do you login to internet per day?

Once Twice

More than two times Not even once

d) Rate the internet speed:

* * * * * * * * *

* * * * *

*

8. Rate the following services on the basis of your satisfaction:

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9. Vodafone image and overall impression?

Very attractive Some what attractive

Neutral Some what unattractive

Services Excellent Good Average Poor

Networkavailability

SMS rates

New schemes& offers

Custom

Documents

78937199-vodafone