study of consumer attitude toward mobile phones
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Study of Consumer Attitude toward Mobile Phones (Term Project)
December 19, 2011
Md. Mesbah Uddin
Md. Iftekharul Islam
Lalon Karim
Study of Consumer Attitude toward Mobile
Phones
(Term Project)
Prepared For
Professor Dr. Humayun Kabir Chowdhury
Course Instructor
Marketing Management (MKT 501)
Department of Business Administration
East West University, Dhaka
Prepared By
Section-1, Fall 2011
Name of the Group Members ID
Md. Mesbah Uddin 2010-3-95-078
Md. Iftekharul Islam 2010-2-95-047
Lalon Karim 2008-3-95-053
East West University, Bangladesh
December 19, 2011
Letter of Transmittal
December 19, 2011
Dr. Humayun Kabir Chowdhury
Professor & Chairman
Department of Business Administration
Course Instructor- Marketing Management (MKT 501)
East West University, Dhaka
Subject: Submission of project report on “Study of Consumer Attitude toward
Mobile Phones”.
Dear Sir,
Here is the project report on “Study of Consumer Attitude toward Mobile Phones”
as you asked us to prepare for the partial fulfillment of the “Marketing Management”
course. With great pleasure we are submitting this report as an integral part of the
course.
Working for this report has definitely enriched our knowledge about the Marketing
Research, Consumer Buying Process, Development of Competitive Marketing
Strategies and writing project reports, which ultimately strengthened our overall
understanding of Marketing Management.
We are really thankful to you for giving us such a splendid opportunity to present you
the report, which is authentically based on team efforts. We appreciate this kind of
project work by our heart. We tried to gather a collection of information to make our
report specific and coherent, and make the report as reflective as possible. We
appreciate to provide any information or clarification if necessary. Thank you for your
consideration.
Sincerely Yours,
__________________
Md. Mesbah Uddin
2010-3-95-078
__________________
Md. Iftekharul Islam
2010-2-95-047
__________________
Lalon Karim
2008-3-95-053
Acknowledgement
At this opportune moment, at first with the name of Almighty Allah, we are delighted
to offer our heartiest thanks and deep gratitude to our course coordinator Prof. Dr.
Humayun Kabir Chowdhury, Department of Business Administration, East West
University, for his invaluable guidance and continuous encouragement in carrying out
the present project in different stages of work. His constructive advice, appropriate
opinion and suggestion helped us to avoid confusions and inconsistency.
We are also thankful to all the respondents for their spontaneous participation in the
survey and giving their thoughtful observation in answering all the twenty four
questions presented in the questionnaire.
Last but not the least, we are very much grateful to our group members for mutual
understanding and open ended support to complete this project work.
The Authors
December 19, 2011
Executive Summary
Mobile phone has become an indispensable part of Bangladeshi's everyday-life.
Today mobile phone markets are one of the most turbulent markets due to the
increased competition and rapid change of technology. Bangladesh has a big market
for mobile handset and the industry is expanding quickly. Currently, 57.93% of total
population of Bangladesh uses mobile phones. It is also becoming increasingly
important in the growth of GDP of the country, with its benefits such as increased
employment and wages. Considering all the potential of mobile handset industry in
Bangladesh, the objective of this study was to evaluate the consumer attitude
formation toward particular mobile phone brand using the Expectancy-Value model.
The Expectancy-Value model was used to study consumer attitudes (judgments,
preferences) toward various brands through an attribute evaluation procedure. In this
study, four brands of mobile handset were considered and consumer preference for
mobile brand was determined. The study involves 30 respondents filling a
questionnaire incorporating 24 questions to evaluate overall attitude toward the given
four mobile phone brands. From the survey findings, attitude toward Nokia is highest
and Motorola is lowest. According to the consumer attitude toward mobile brands,
Nokia is the market leader, Sony Ericsson is the market challenger, Samsung is the
market follower and Motorola is the market nicher.
This study can substantially contribute to the theoretical and managerial
understanding of consumer attitudes towards mobile handset in Bangladesh. Despite
some limitations of this study, mobile handset vendors could consider this analysis as
an informative document about their target group, if it is student. Mobile handset
vendors should make sure that their future strategies are not made simply on the basis
of cost optimization or speed to market. Mobile handset manufacturers should act
quickly to build brand equity, manufacturing efficiency, supply chain efficiency,
service and other dimensions of value, which will provide points for future
competitive advantage. All brands should maintain their brand quality and also offer
some incentive to survive in competitive market.
Further study on data collected from different strata of people, considering large
sample size, could be the recommendation from this work, to overcome the
limitations of this study and for greater external validity of the work.
Table of Contents
Title Page No.
Letter of Transmittal 3
Acknowledgement 4
Executive Summary 5
Table of Contents 6
Chapter One: Introduction 7-8
Chapter Two: Methodology 9-10
Chapter Three: Results 11-12
Chapter Four: Discussion & Concluding
Remarks
13-17
Chapter Five: Limitations & Future
Research
18
Chapter Six: References 19
Appendix A 20-21
Appendix B 22-25
Chapter One: Introduction
1.1 Background
Mobile phone has become an indispensable part of Bangladeshi's everyday-life and
we never want to leave this device at home while we head for our work. Thanks to the
telecom-revolution and its relentless evolution that together have made it possible
even in developing country like Bangladesh. This is the dominant device that we now
express ourselves through, get our work done and share our pains and pleasures
with[1].
A mobile phone (also known as a cellular phone, cell phone and a hand phone) is a
device which can make and receive telephone calls over a radio link whilst moving
around a wide geographic area[2]. It does so by connecting to a cellular network
provided by a mobile network operator. The calls are to and from the public telephone
network which includes other mobiles and fixed-line phones across the world. By
contrast, a cordless telephone is used only within the short range of a single, private
base station. In addition to telephony, modern mobile phones also support a wide
variety of other services such as text messaging, MMS, email, Internet access, short
range wireless communications (infrared, Bluetooth), business applications, gaming
and photography. Mobile phones that offer these and more general computing
capabilities are referred to as Smartphone.
Mobile phone markets are one of the most turbulent market environments today due
to the increased competition and rapid change of technology[3]. The mobile market is
also becoming increasingly important in developing countries, with benefits such as
increased employment and wages[4]. Bangladesh has a big market for mobile handset
industry and the industry is expanding quickly. The population of Bangladesh is
142,319,000 [5] and the total number of active mobile phone subscribers are
82,442,000 [6], i.e. 57.93% of total population use mobile phones. There are many
mobile handset brands available in Bangladesh e.g. Nokia, Samsung, Sony Ericsson,
Motorola, LG, BenQ Siemens, Alcatel, Panasonic etc and consumers choose their
preferred brand from this pool.
Research suggests that customers go through a five-stage decision-making process in
any purchase [7]. This model (Fig 1.1) is important for anyone making marketing
decisions. It forces the marketer to consider the whole buying process rather than just
the purchase decision. The model implies that customers pass through all stages in
every purchase. However, in more routine purchases, customers often skip or reverse
some of the stages.
The buying process starts with need recognition. At this stage, the buyer recognizes a
problem or need or responds to a marketing stimulus. An “aroused” customer then
needs to decide how much information (if any) is required. If the need is strong and
there is a product or service that meets the need close to hand, then a purchase
decision is likely to be made there and then. If not, then the process of information
search begins.
Fig 1.1: Five-Stage Model of consumer decision-making process
Fig 1.2: Successive sets (of mobile phones) involved in Consumer Decision Making
Through gathering information, the consumer learns about competing brands and their
features[8]. The first box in Figure 1.2 shows the total set of brands available to the
consumer. The individual consumer will come to know only a subset of these brands
(awareness set). Some brands will meet initial buying criteria (consideration set). As
the consumer gathers more information, only a few will remain as strong contenders
(choice set). The consumer makes a final choice from this set. Figure 1.2 makes it
clear that a company must strategize to get its brand into the prospect's awareness set,
consideration set, and choice set.
1.2 Objective
The objective of this study is to evaluate the consumer attitude formation towards
particular mobile phone brand using the Fishbein’s Expectancy-Value model.
Total Set
• Nokia
• Samsung
• Sony Ericsson
• Motorola
• LG
• BenQ Siemens
• Alcatel
• Panasonic
• .
• .
AwarenessSet
• Nokia
• Samsung
• Sony Ericsson
• Motorola
• LG
• BenQ Siemens
• Panasonic
Consideration Set
• Nokia
• Samsung
• Sony Ericsson
• Motorola
• BenQ Siemens
Choice Set
• Nokia
• Samsung
• Sony Ericsson
• Motorola
Decision
• ?
Chapter Two: Methodology
2.1 Fishbein’s Expectancy-Value Model
This study is based on Fishbein’s Expectancy-Value Theory. Expectancy-value theory
was originally created in order to explain and predict individual's attitudes toward
objects and actions. This theory has proved useful in the explanation of social
behaviors, achievement motivation, and work motivation[9].
According to the theory, a person’s attitude toward any object is a function of his
beliefs about the object and the implicit evaluative responses associated with those
beliefs[10]. The central equation of the theory can be expressed as follows:
Where Ao = the attitude toward some object O,
bi = the belief i about O, i.e., the subjective probability that O is related to
attribute i,
ei = the evaluation of attribute i, and
n = the number of beliefs
The consumer arrives at attitudes (judgments, preferences) toward various brands
through an attribute evaluation procedure. He or she develops a set of beliefs about
where each brand stands on each attribute. The expectancy-value model of attitude
formation posits that consumers evaluate products and services by combining their
brand beliefs—the positives and negatives—according to importance[8].
2.2 Sample & Procedure
It is a survey based research for studying the consumer attitude toward mobile handset
brand. Private university students were the target population of the sample and a
sample of 30 students of a leading private university were considered for the
convenience of the study. The questionnaires were distributed among the 30 MBA
students of “Marketing Management” and “Financial Management” course (50:50
ratio) and the distribution of questionnaires within the sample were based on
convenience and judgment of their understanding about the subject matter of the
survey.
This study considered four mobile phone brands e.g. Nokia, Samsung, Motorola and
Sony Ericsson and six attributes, e.g. Brand value/ Quality, Price, Model/Style,
Multimedia options & Memory Capacity, Camera & Video Recorder and Web
Browser, of each brand. The value of belief strength of all the attributes was in a
constant sum scale of one (1.00), which was set by literature review[11, 12] and group
discussion (Table 3.1). For collecting data on consumer evaluation of each brand’s
attribute, a survey was conducted. The study involves 30 respondents filling a
questionnaire incorporating 24 questions as shown in the Appendix A. From these
data, necessary calculations were done following the Fishbein’s theory.
Chapter Three: Results
Belief strength (bi) of all the attributes were considered in a constant sum scale of one
(1.00) and distributed among the six attributes in the following way (Table 3.1).
Table 3.1: Belief Strength (bi) of the Attributes
Attribute Belief Strength (bi)
1. Brand value/ Quality 0.30
2. Price 0.225
3. Multimedia Options and
Memory Capacity
0.20
4. Camera and Video Recorder 0.15
5. Web Browser 0.075
6. Model/Style 0.05
Consumer’s evaluations (ei) on attributes of each brand were collected by
questionnaires (Appendix A & Appendix B) and the average value (Table 3.2) for
each attribute was considered for the calculation of attitude towards the brand.
Table 3.2: Consumer’s evaluation (ei) on attributes (Average value)*
Mobile
Handset
Brand
Attribute
Brand
value /
Quality
Price Multimedia
options &
Memory
Capacity
Camera
& Video
Recorder
Web
Browser
Model /
Style
Nokia 4.53 4.07 4.17 3.83 4.20 3.90
Samsung 3.80 4.00 3.77 3.83 3.53 3.80
Sony
Ericsson
4.07 3.67 3.93 4.17 3.77 4.07
Motorola 3.13 3.53 3.23 3.23 3.30 3.33
* Average value calculation can be found in the Appendix B
Note: Each attribute is rated from 1 to 5; where 5 represent very good and 1 represent very
bad. For price, 5 represent lowest price because consumers prefer a low price to a high price.
Calculation of Attitude:
Fishbein’s equation (2.1) for calculating attitude towards the mobile phone brand:
Attitude towards Nokia Phone,
= 4.19
Attitude towards Samsung Phone,
= 3.82
Attitude towards Sony Ericsson Phone,
= 3.94
Attitude towards Motorola Phone,
= 3.28
From the results it is evident that attitude toward Nokia is highest and Motorola is
lowest. According to the consumer attitude toward mobile brands, Nokia is the market
leader, Sony Ericsson is the market challenger, Samsung is the market follower and
Motorola is the market nicher.
Chapter Four: Discussion & Concluding Remarks
From the Expectancy-Value model it is known that consumer arrives at attitudes
(judgments, preferences) toward various brands through an attribute evaluation
procedure. In this study, four brands of mobile handset were considered and consumer
preference for mobile brand was determined. From the survey findings, attitude
toward Nokia is highest and Motorola is lowest. According to the consumer attitude
toward mobile brands, Nokia is the market leader, Sony Ericsson is the market
challenger, Samsung is the market follower and Motorola is the market nicher.
The average perceived values for each attributes also support the overall attitude
formation toward the brand. The highest weight (30%) was given to “Brand
value/quality” and lowest weight (5%) was given to “Model/style” (Table 3.1). Hence
the highest contribution was by “brand value/quality”, then by “price”, “multimedia
options & memory capacity”, “camera & video recorder” subsequently. The result
indicates that the leader in the “brand value/quality” was also the leader in the overall
attitude toward brand. Now we can suggest strategies for each of brand based on their
market position to maintain or improve competitive market position.
4.1 Strategies for Market Leader (Nokia)
Strength: Nokia is in strong position for attributes e.g. “Brand value/quality”,
“Price”, “Multimedia options & memory capacity” and “Web browser”.
Weakness: Nokia has weakness in attributes e.g. “Model/style” and “camera & video
recorder”.
The market leader can take action like (i) finding ways to expand total market
demand; (ii) protecting its current market share through good defensive and offensive
actions and (iii) trying to increase its market share, even if market size remains
constant.
4.1.1 Expanding the Total Market
The dominant firm normally gains the most when the total market expands. In
general, the market leader should look for new customers or more usage from existing
customers. Nokia can consider any of the two strategies to expand its total market.
New Customers: Every product class has the potential of attracting buyers
who are unaware of the product or who are resisting it because of price or lack
of certain features. Nokia can search for new users among three groups: those
who might use it but do not (market-penetration strategy), those who have
never used it (new-market segment strategy), or those who live elsewhere
(geographical-expansion strategy).
More Usage: Usage can be increased by increasing the level or quantity of
consumption or increasing the frequency of consumption of Nokia mobile
phones. To generate additional usage opportunities, a marketing program can
communicate the appropriateness and advantages of using the brand more
frequently in new or existing situations and/or remind consumers to actually
use the brand as close as possible to those situations.
4.1.2 Defending Market Share
While trying to expand total market size, Nokia must continuously defend its current
business. The most constructive response to defend market is continuous innovation.
Nokia should lead the mobile industry in developing new product and customer
services, distribution effectiveness, and cost cutting.
Position Defense: Nokia should protect its current market position by position
defense; it involves occupying the most desirable market space in the minds of
the consumers, making the brand almost impregnable.
Flank Defense: Although position defense is important, Nokia should also
erect outposts to protect its weakness in attributes e.g. “Model/style” and
“camera & video recorder”. Model/Style is so important to attract the
consumer. According to Freud’s, when a person ready to buy any product they
react not only to their state of their capabilities but also to shape, size, weight,
material and color also. So, Nokia provider should uplift their model/style to
remain leader in consistence. Now-a-days camera and video recorder of
mobile handset get much popularity in young generation, so Nokia should
consider this attribute also.
Preemptive Defense: A more aggressive maneuver is to attack before the
enemy starts its offense. A company can launch a preemptive defense in
several ways. It can wage guerrilla action across the market—hitting one
competitor here, another there— and keep everyone off balance; or it can try
to achieve grand market envelopment. Nokia can consider adding completely
new attributes and features in its upcoming models.
Counteroffensive Defense: Nokia should be ready for any kind of attack by
the competitors. When attacked, Nokia can meet the attacker frontally or hit its
flank or launch a pincer movement.
4.1.3 Expanding Market Share
Nokia can improve their profitability by increasing their market share.
4.2 Strategies for Market Challenger (Sony Ericsson)
Strength: Sony Ericsson is in strong position for attributes e.g. “Brand value/quality”,
“Camera & video recorder” and “Model/style”.
Weakness: Sony Ericsson has weakness in attributes e.g. “Price”, “Multimedia
options & memory capacity” and “Web browser”.
Here we can see that it is difficult for Sony Ericsson to compete with Nokia, because
it has weakness in some important attributes. In such situation, the marketer of Sony
Ericsson could apply the following strategies to stimulate greater interest in Sony
Ericsson:
Redesign the mobile handset. This technique is called real repositioning.
Alter beliefs about the brand. Attempting to alter beliefs about the brand is
called psychological repositioning.
Alter beliefs about competitors' brands. This strategy, called competitive
depositioning, makes sense when buyers mistakenly believe a competitor's
brand has more quality than it actually has.
Alter the importance weights. The marketer could try to persuade buyers to
attach more importance to the attributes in which the brand excels.
Call attention to neglected attributes. The marketer could draw buyers'
attention to neglected attributes.
Shift the buyer's ideals. The marketer could try to persuade buyers to change
their ideal levels for one or more attributes.
4.3 Strategies for Market Follower (Samsung)
Strength: Samsung is in strong position for only in “price”.
Weakness: But it has weakness in all other attributes e.g. “Brand value/quality”,
“Multimedia options & memory capacity”, “Web browser”, “Model/style” and
“camera & video recorder”.
As a follower of the mobile market, Samsung can follow either the Imitator or adapter
strategy.
Imitator: Samsung can copy the attributes from the leader Nokia, in which it
has lacking, but maintains differentiation in terms of packaging, advertising,
pricing, or location. Nokia does not mind the imitator Samsung as long as the
imitator does not attack the leader aggressively.
Adapter: Samsung can follow the strategy of adapt. The adapter takes the
leader's products and adapts or improves them. The adapter may choose to sell
to different markets, but often the adapter grows into the future challenger.
4.4 Strategies for Market Nicher (Motorola)
Strength & Weakness: Motorola has very poor position in terms of every attributes
and overall consumer attitude; average value for attributes ranging from 3.13 to 3.53
while the overall attribute toward Motorola is 3.28. As a result, it is the market nicher.
An alternative to being a follower in a large market is to be a leader in a small market,
or niche. So Motorola can normally avoid competing with larger firms by targeting
small markets of little or no interest to the larger firms. The key idea in successful
nichemanship is specialization. Here are some possible niche roles which can be
adopted by Motorola:
End-user specialist: The firm specializes in serving one type of end-use
customer.
Vertical-level specialist: The firm specializes at some vertical level of the
production-distribution value chain.
Customer-size specialist: The firm concentrates on selling to small, medium-
sized, or large customers. Many nichers specialize in serving small customers
who are neglected by the majors.
Specific-customer specialist: The firm limits its selling to one or a few
customers.
Geographic specialist: The firm sells only in a certain locality, region, or area
of the world.
Product or product-line specialist: The firm carries or produces only one
product line or product.
Product-feature specialist: The firm specializes in producing a certain type of
product or product feature
Job-shop specialist: The firm customizes its products for individual
customers.
Quality-price specialist: The firm operates at the low- or high-quality ends of
the market.
Service specialist: The firm offers one or more services not available from
other firms.
Channel specialist: The firm specializes in serving only one channel of
distribution.
Despite some limitations of this study, mobile handset vendors could consider this
analysis as an informative document about their target group if it is student. Mobile
handset vendors should make sure that their future strategies are not made simply on
the basis of cost optimization or speed to market. Mobile handset manufacturers
should act quickly to build brand equity, manufacturing efficiency, supply chain
efficiency, service and other dimensions of value, which will provide points for future
competitive advantage. All brands should maintain their brand quality and also offer
some incentive to survive in competitive market.
Chapter Five: Limitations & Future Research
This study can substantially contribute to the theoretical and managerial
understanding of consumer attitudes towards mobile handset in Bangladesh. There are
some limitations in this study and thus future research should be conducted to get the
accurate picture of consumer attitudes. The limitations of this study are:
The sample population was private university students, and sample size of the
survey was 30; which does not show the accurate attitude of consumers, even
for all the private university students of Bangladesh.
Only six (6) attributes of mobile handset were considered for questioning;
adding more attributes could have different result.
Most of the respondents rated their perceived values for brands which they
have not yet experienced and they were mostly biased to their current brand
and given random response to the other three brands.
Further study on data collected from different strata of people, considering large
sample size, could be the recommendation from this work, to overcome these
limitations and for greater external validity of the study.
Chapter Fix: References
1. Moon, R.M., S. Fahmi, and S. Mortuza. Mobile telecom industry in
Bangladesh. 2010 [cited 2011 December 3]; Available from:
http://www.weeklyblitz.net/988/mobile-telecom-industry-in-bangladesh.
2. Wikipedia. Mobile phone. 2011 [cited 2011 December 3]; Available from:
http://en.wikipedia.org/wiki/Mobile_phone.
3. Karjaluoto, H., et al., Factors Affecting Consumer Choice of Mobile Phones:
Two Studies from Finland. Journal of Euromarketing, 2005. 14(3): p. 59-82.
4. Chowdhury, H.K., et al., Consumer attitude toward mobile advertising in an
emerging market: An empirical study. International Journal of Mobile
Marketing, 2006. 1(2): p. 33-42.
5. Bangladesh Bureau of Statistics, Population & Housing Census: Preliminary
Results. 2011: Statistics Division, Ministry of Planning, Government of the
People’s Republic of Bangladesh.
6. BTRC. Mobile Phone Subscribers in Bangladesh. [cited 2011 December 3 ];
Available from:
http://www.btrc.gov.bd/newsandevents/mobile_phone_subscribers/mobile_ph
one_subscribers_october_2011.php.
7. tutor2u. Buyer behaviour - The decision-making process [cited 2011
December 3]; Available from:
http://tutor2u.net/business/marketing/buying_decision_process.asp.
8. Kotler, P. and K.L. Keller, Marketing Management. 12 ed. 2006, New Jersey:
Pearson Prentice Hall.
9. University of Twente. Expectancy Value Model. 2010 [cited 2011 December
3]; Available from:
http://www.utwente.nl/cw/theorieenoverzicht/Theory%20clusters/Interpersona
l%20Communication%20and%20Relations/Expectancy_Value_Theory.doc/.
10. Fishbein, M. and I. Ajzen, Belief, Attitude, Intention, and Behavior: An
Introduction to Theory and Research. 1975, Reading, MA: Addison-Wesley.
11. Liaogang, H., G. Chongyan, and L. Zi’an, Customer-based Brand Equity and
Improvement Strategy for Mobile Phone Brands: Foreign versus Local in the
Chinese Market. International Management Review, 2007. 3(3): p. 76-83.
12. Siddiqui, F.A. and M.S. Awan, Analysis of Consumer Preference of Mobile
Phones through the use of Conjoint Analysis. Market Forces, 2008. 3(4).
Appendix A
Consumer Survey Questionnaire This questionnaire is prepared for collecting data, on consumer’s value assignment to each
attribute of a particular mobile handset brand, for calculating the attitude formation towards
particular brand. This project is assigned for the partial fulfillment of “Marketing Management” course.
Instruction: Please give your ratings*, for all the given attributes of four Mobile Phone
brands, by circling ONLY ONE number for each attribute.
Name of Respondent:………………………………………………………………………….
Address:………………………………………………………………………………………
*Rating Scale
Very Good Somewhat Good Neither Good
nor Bad
Somewhat Bad Very Bad
5 4 3 2 1
A. Questions for Nokia Mobile Phone Very
Good
Somewhat
Good
Neither
Good
Nor Bad
Somewhat
Bad
Very
Bad
1. How you will rate the “Brand value/
Quality” of Nokia Mobile Phone?
5 4 3 2 1
2. How you will rate the “Price” of
Nokia Mobile Phone?
5 4 3 2 1
3. How you will rate the “Model/Style”
of Nokia Mobile Phone?
5 4 3 2 1
4. How you will rate the “Multimedia
Options and Memory Capacity” of
Nokia Mobile Phone
5 4 3 2 1
5. How you will rate the “Camera and
Video Recorder” of Nokia Mobile
Phone
5 4 3 2 1
6. How you will rate the “Web Browser”
of Nokia Mobile Phone
5 4 3 2 1
B. Questions for Samsung Mobile
Phone
Very
Good
Somewhat
Good
Neither
Good Nor
Bad
Somewhat
Bad
Very
Bad
7. How you will rate the “Brand value/
Quality” of Samsung Mobile Phone?
5 4 3 2 1
8. How you will rate the “Price” of
Samsung Mobile Phone?
5 4 3 2 1
9. How you will rate the “Model/Style”
of Samsung Mobile Phone?
5 4 3 2 1
10. How you will rate the “Multimedia
Options and Memory Capacity” of
Samsung Mobile Phone
5 4 3 2 1
11. How you will rate the “Camera and
Video Recorder” of Samsung Mobile
Phone
5 4 3 2 1
12. How you will rate the “Web Browser”
of Samsung Mobile Phone
5 4 3 2 1
C. Questions for Sony Ericsson Mobile
Phone
Very
Good
Somewhat
Good
Neither
Good
Nor Bad
Somewhat
Bad
Very
Bad
13. How you will rate the “Brand value/
Quality” of Sony Ericsson Mobile
Phone?
5 4 3 2 1
14. How you will rate the “Price” of Sony
Ericsson Mobile Phone?
5 4 3 2 1
15. How you will rate the “Model/Style” of
Sony Ericsson Mobile Phone?
5 4 3 2 1
16. How you will rate the “Multimedia
Options and Memory Capacity” of
Sony Ericsson Mobile Phone
5 4 3 2 1
17. How you will rate the “Camera and
Video Recorder” of Sony Ericsson
Mobile Phone
5 4 3 2 1
18. How you will rate the “Web Browser”
of Sony Ericsson Mobile Phone
5 4 3 2 1
D. Questions for Motorola Mobile
Phone
Very
Good
Somewhat
Good
Neither
Good
Nor Bad
Somewhat
Bad
Very
Bad
19. How you will rate the “Brand value/
Quality” of Motorola Mobile Phone?
5 4 3 2 1
20. How you will rate the “Price” of
Motorola Mobile Phone?
5 4 3 2 1
21. How you will rate the “Model/Style” of
Motorola Mobile Phone?
5 4 3 2 1
22. How you will rate the “Multimedia
Options and Memory Capacity” of
Motorola Mobile Phone
5 4 3 2 1
23. How you will rate the “Camera and
Video Recorder” of Motorola Mobile
Phone
5 4 3 2 1
24. How you will rate the “Web Browser”
of Motorola Mobile Phone
5 4 3 2 1
Appendix B
Appendix B (i): Consumer’s perceived value (ei) on attributes of Nokia
Respondent
No.
Brand
Value/Quality
Price Multimedia
options &
Memory
capacity
Camera
& Video
Recorder
Web
Browser
Model/Style
1 5 4 4 2 5 3
2 5 4 5 5 5 5
3 5 5 4 3 3 4
4 3 2 4 3 2 4
5 5 4 5 5 5 5
6 5 4 4 4 4 3
7 5 4 4 3 5 4
8 5 4 5 4 5 4
9 5 5 5 5 5 4
10 5 3 4 4 4 4
11 5 5 4 4 5 4
12 4 3 4 4 5 4
13 4 3 3 3 4 3
14 5 4 4 3 5 4
15 4 4 4 4 3 3
16 3 4 3 3 3 3
17 5 5 5 4 4 4
18 4 3 4 4 5 3
19 4 5 3 4 3 4
20 4 3 2 3 4 4
21 4 4 4 4 4 3
22 5 4 4 4 4 5
23 5 5 5 5 5 5
24 5 4 5 4 3 4
25 5 5 4 4 5 4
26 5 4 5 4 4 4
27 4 5 5 3 5 4
28 3 5 4 5 4 4
29 5 4 4 5 5 4
30 5 4 5 3 3 4
Average 4.53 4.07 4.17 3.83 4.2 3.90
Appendix B (ii): Consumer’s perceived value (ei) on attributes of Samsung
Respondent
No.
Brand
Value/Quality Price
Multimedia
options &
Memory
capacity
Camera
& Video
Recorder
Web
Browser Model/Style
1 4 5 2 3 3 3
2 3 4 4 3 2 3
3 4 5 4 4 4 4
4 5 4 3 4 4 4
5 4 5 4 4 4 5
6 4 4 2 3 2 3
7 4 5 4 3 4 5
8 4 5 4 4 4 5
9 4 4 4 3 3 3
10 4 3 4 4 3 4
11 5 3 4 5 4 3
12 4 4 4 5 4 4
13 3 3 4 3 3 2
14 4 5 3 5 4 3
15 3 4 3 4 3 4
16 3 3 3 3 3 4
17 5 5 5 5 5 5
18 3 3 4 4 3 4
19 2 3 3 2 3 2
20 3 4 4 3 3 4
21 3 4 4 3 3 4
22 4 3 4 4 3 3
23 5 5 5 4 4 4
24 4 4 3 4 4 4
25 4 3 4 5 3 3
26 4 4 5 5 5 4
27 3 5 3 3 3 4
28 4 3 4 3 4 5
29 5 4 4 5 5 4
30 3 4 5 5 4 5
Average 3.8 4 3.77 3.83 3.53 3.8
Appendix B (iii): Consumer’s perceived value (ei) on attributes of Sony Ericsson
Respondent
No.
Brand
Value/Quality Price
Multimedia
options &
Memory
capacity
Camera
& Video
Recorder
Web
Browser Model/Style
1 4 2 3 5 4 3
2 4 4 4 5 4 4
3 3 4 3 3 3 3
4 4 3 3 5 4 4
5 4 5 4 4 4 4
6 5 4 4 4 3 4
7 4 4 4 4 4 5
8 5 3 4 3 4 2
9 4 2 4 4 4 5
10 4 4 4 4 4 4
11 4 4 3 3 2 4
12 4 4 4 4 3 4
13 4 4 5 5 3 4
14 4 4 5 5 4 5
15 4 3 3 4 3 5
16 4 4 3 4 4 4
17 5 5 4 5 4 4
18 3 3 4 3 4 3
19 5 4 5 5 4 4
20 4 3 4 3 3 4
21 3 3 4 5 4 4
22 3 3 3 3 3 3
23 4 4 4 5 4 4
24 4 4 4 4 4 5
25 5 3 4 4 3 5
26 4 4 4 3 4 3
27 5 4 5 5 5 5
28 5 4 4 5 5 5
29 4 4 4 4 4 4
30 3 4 5 5 5 5
Average 4.07 3.67 3.93 4.17 3.77 4.07
Appendix B (iv): Consumer’s perceived value (ei) on attributes of Motorola
Respondent
No.
Brand
Value/Quality Price
Multimedia
options &
Memory
capacity
Camera
& Video
Recorder
Web
Browser Model/Style
1 2 3 3 2 3 3
2 2 3 3 4 3 3
3 4 4 4 4 4 5
4 5 5 4 4 4 4
5 4 4 3 3 3 4
6 3 4 2 2 3 2
7 3 4 2 2 3 3
8 3 4 4 3 3 3
9 2 3 3 3 4 3
10 2 5 3 4 3 4
11 3 3 3 3 2 2
12 3 4 4 3 3 3
13 2 2 3 2 3 2
14 4 3 2 5 2 4
15 3 4 4 3 3 3
16 3 4 3 3 3 3
17 4 5 4 5 5 4
18 3 3 3 3 3 4
19 3 4 3 3 4 3
20 4 4 3 3 4 3
21 4 3 4 3 4 4
22 3 3 3 3 3 3
23 3 4 3 4 3 3
24 3 4 3 4 4 3
25 3 3 3 3 3 3
26 3 4 3 4 4 4
27 4 3 4 3 3 5
28 3 2 4 3 2 3
29 3 3 3 3 4 4
30 3 2 4 3 4 3
Average 3.13 3.53 3.23 3.23 3.30 3.33
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