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I n d u s t r y p r o f i l e

1 ) I n t r o d u c t i o n :The telecom network in India is the fifth largest network in the world meeting up

withglobal standards. Presently, the Indian telecom industry is currently slated to anestimatedcontribution of nearly 1% to Indias GDP.The Indian Telecommunicationsnetwork with 110.01 million connections is the fifthlargest in the world and thes econd l a r ges t among t he emer g i ng e conomi es o f As i aToday, it is the fastest growing market in the world and represents unique opportunitiesfor U.S.

companies in the stagnant global scenario. The total subscriber base, which

hasgrown by 40% in 2005, is expected to reach 250 million in 2007.According to Broadband

Policy 2004, Government of India aims at 9 million broadbandconnections and 18 mill ion

internet connections by 2007. The wireless subscriber basehas jumped from 33.69

million in 2004 to 62.57 million in FY2004- 2005. In the last 3yea rs , tw o ou t of

eve r y t h r ee new t e l ephone s ubs c r i be r s wer e w i r e l e s ss ub sc r i be rs . Consequently, wireless now accounts for 54.6% of the total telephone subscriber

base, ascompared to only 40% in 2003. Wireless subscriber growth is expected to

bypass 2.5million new subscribers per month by 2007. The wireless technologies

cur rent ly in useare G lobal Sys tem for Mo bi le Com munic a t ions (GSM) and

C ode Di vi s i on Mul t ip l e Access (CDMA). There are primarily 9 GSM and 5 CDMA

operators providing mobileservices in 19 telecom circles and 4 metro cities, covering 2000 towns

across the country.

elecommunications is the backbone of our future economy. Internationalcompetitiveness

increasingly depends on the development of a telecommunicationsinfrastructure that is compatiblewith international standards".The cellular industry all over the world has been witnessing very highgrowth rates insubscriber base in recent years. For developing countries in particular, cellularservicesare becoming a very significant proportion of the overall telecom infrastructure.Themechanics of competition within this market involve complex feedback effectsbetweenindividual service providers and with their operating environment, and these forcesplayan important role in governing the growth of this industry.The Indian telecommunications sector has undergone a major process of transformation because of significantGovernment policy reforms during the recentyears. The New Telecom Policy, 1999 focused on creating an idealenvironment forinvestment, establishing communication infrastructure by leveraging ontechnologicaldevelopment and providing affordable telecom services to all. Theseobjectives of the policies have resulted in

rapid growth of subscribers and lowertariffs. We believe that with these major initiatives of the Government, themobilemarket in India will have a promising future.In a country like India which is not yet telephone-saturated and the ongoing changesin re l a t ed a r eas a r e r e s u l t i ng i n a r ap i d l y chang i ng p r o f i l e o f u s e r s ,pr ov id er s an d th ei r respective needs, continuous revision of the telecom policy isimperative. Given theemerging new technologies and the integrating economies there must befairness amongcompetitors.T h e t e l e - d e n s i ty i n In d i a i s a b o u t f o u r p e rh u n d r e d p e o p l e i n r e s p e c t o f t h e f i x e d telephones and a little less than one in


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respect of the mobile telephony. The low densitiesare not because there is no need for atelephone but because of its high cost that manycan no t af for d th at on e. Th es i t ua t i on he r e i s no t h i ng bu t ho l d i ng t r ue o f t he l aw o f demand. Isnt it?

The cost for the companies can come down if the revenue share imposed on them asa cond it ion

of license is abolished or drasticall y reduced. Today every telephone company isbound to pay a share out of its revenue to the exchequer. These costsare, however, not to bescheduled to take a step further in the development of thetelecom. In addition when we go through thetelephone bill there is a 5 to 8% servicecharge. This amount also does not go for the telecomdevelopment. If these externalcost are removed there can be seen a spurt indemand of not less then 40% asexpected.While taking the side of suppliers a lot of new companies are coming into the battlefieldresultingin reduction of prices and hence a little less burdensome on to the customer. Thecost ofinterconnection with the incumbent is proving to be contributory to the high costof servicesprovided by the competitors.Th e de la y in th e in te rc on ne ct io n di sr eg ar ds th eq u al i t y o f s e rv i ce an d h i gh co st wi ll detract from affordability. This is an area in

which no consumer body can knowledgeablycontribute unless it has the assistant of experts oreconomists who alone can discover allthe relevant fact of all the contesting companies. Itindicates the pre-eminent domain of TRAI (Telecom Regulatory Authority of India).Ast he d r i ven down o f t he p r i ces f o r l ong d i s t ance i nc l ud i ng i n t e r na t i ona ls e r v i ces reduces the amount available for subsidizing the local service, the rental for localservicesare being increased. Considering that abou t 90% of the long distance callsare made byless t han 2 0% of cus tome rs , 80% of cus tomers a re ha ving t opay h i ghe r r en t a l t h i s

depresses the demand for telephones and affordability. The urban business

subscriberswill be bearing the bond of the subsidies to be given to the rural private consumers.

1 . 1 H i s t o r y o f C e l l u l a r T e l e p h o n y i n I n d i a :The technology that gives a person the power to communicate anytime, anywhere -hass pawned an en t i r e i ndus t r y i n mob i l e t e l ecommuni ca t i on . Mob i l et e l eph on es h av e become an integral part of the growth, success and efficiency of anybusiness / economy.The most prevalent wireless standard in the world today, is GSM. The GSMAssociation(Global System for Mobile Communications) was instituted in 1987 topromote andexpedite the adoption, development and deployment and evolution of the GSMstandardfor digital wireless communications.The GSM Association was formed as a resultof a European Communi ty agreement onth e n e e d t o a d o p t c o m m o n

s t a n d a r d s s u i t a b l e f o r c r o s s b o r d e r E u r o p e a n m o b i l e communications.Starting off primarily as a European standard, the Groupe SpecialeMobile as itwas t hen ca l l ed , s oon came t o r ep r es en t t he G l oba l Sys t em f o rMo b il e Communications as it achieved the status of a world-wide standard. GSM istoday, thewor ld ' s l ead ing d ig i t a l s t an dard ac count i ng for 6 8 .5% o f theglobal digital wirelessmarket. The Indian Government when considering the

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introd uction of cellu lar servi ces into the country,made a landmark decision to introduce the GSM standard, leapfroggingobsolescenttechnologies / standards. Although cellular licenses were made technology

neutral in September 1999, all the private operators are presently offering only

GSM based mobile services. The new licensees for the 4th cellular licenses that were awardedinJuly 2001 too, have opted for GSM technology to offer their mobile services.

1 . 2 C e l l u l a r I n d u s t r y i n I n d i aT h e G o v e r n m e n t o f I n d i a r e c o g n i z e s t h a t t h e p r o v i s i o no f a w o r l d - c l a s s telecommunica tions inf rast ructure and information i s thekey to rapid economic andsoc ial dev elop men t o f th e co unt ry. I t i s cr i t i cal noton ly fo r th e de ve lop me nt of th e Information Technology industry, but also haswidespread ramifications on the entireeconomy of the country. It is also anticipated thatgoing forward, a major part of the GDPof the country would be contributed by this sector.Accordingly, it is of vital importanceto the count ry tha t there be a comprehensive andforward looking telecommunications policy which creates an enabling framework for

development of this industry.

1 . 3 C e l l u l a r M a r k e t S t r u c t u r e i n I n d i aAs i n o t he r coun t r i e s , i n I nd i a , t he Ce l l u l a r Mobi l e Se r v i ce P r ov i de r s(CMSPs) arelicensed to operate in designated geographical operating areas. The service areasincludefour metro areas and 18 circles categorized as A, B and C. (Thecategor izat ion is basedon t he r eve nue Pro cee din gs o f th e 36 th H awa i iInte rna t ion al Con fere nce on Syst em Sciences).

The po t en t i a l w i t h ca t egor y C c i r c l e s i n t he l ower end o f t he s ca l e . Fo re xa mp le t he m e t r o s a c c o u n t f o r 4 0 % o f t h e s u b s c r i b e r p o p u l a t i o n ,

w i t h C a t e g o r y - A , B a n d C account ing for 33%, 23% and 4% respect ively. TheCMSPs had to pay an entry fee andsubsequently annual license fee as a percentageof their revenue to the Department of Telecommunications.The entry and license feesvaried according to the service area, highest for metros andl ow es t fo r Ca te go ry -Cci rc les . Som e of the C MSPs could not f u l f i l l t he i r l i cens in g obl igat ions andtheir licenses were revoked leading to a monopoly situation in certaina re as . Ap ar tf r om t hes e cha r ges , each CMSP h as t o s ha r e t he r evenue wi t h t hel on gdistance operators for carrying inter-service area calls.In profitable metros and circles, thecompetition is severe and the market is split betweenthe two operators. In a price-cap regulatedmarket, the operators use appropriate pricingstrategy to win customers and win market share.Inhighly price-elastic markets, such as in India, as the service provider reduces the price,the

subscriber base increases considerably, and so is the network traffic. Theincreasednetwork traffic decreases the performance and the quality of service, invitingcus tomers to swi tch. Being a new entrant in a metro area, the governmentop er at or re du ce d th e airtime charges to such an extent that the subscriber baseincreased suddenly leading to poor network performance. The operator did not have enoughnetwork capacity to handlecalls leading to blocking of calls, with frustrated customers switchingover immediatelyto competitors.The operators also have to resort to non-pricing competition


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strategies to win customers.In India, CMSPs offer a variety of service plans as a meansto attract new customers.

Different service plans include: pre-paid calling card schemes, discounted airtimeratesfor evening and night time calls, discounted roaming charges, no or minimum

activationfees, and reduced mobile to mobile long distance call rates.T h e s e r v i c ep r o v i d e r s i n c u r a d d i t i o n a l a d v e r t i s i n g a n d i n f r a s t r u c t u r ec o s t f o r i m p l e m en t i n g t h e s e p l a n s. S ho r t M e s s a ge S e r v i c e ( S M S ) a n dW i r e l e s s App l i ca t io n Protocol (WAP) service are fast catching up. For example, in India,about 500,000 SMSme ssa ge s a re be in g c arr ied by a s er vi ce pro vi de r i n o nemetro area alone. When thesector moves over to an oligopoly market, the operators haveto provide improved qualityof service and value added services in order to survive and gainmarket share.Larger operators who have experience and infrastructure may be able to provide ahigher quality of service and other value-added service at a lower price. They also have accesstolarger project financing for enlarging their networks and services. For example, a singlel a r geoper a t o r now has l i cens e t o ope r a t e i n 14 s e r v i ce a r eas i n t he coun t r y

wi th th e largest footprint to cover most of the areas of the country. Mergers andacquisitions arecommonplace as the operators are consolidating their revenues tosurvive in the market places.Cellular subscribers and those with a propensity to go mobile inDelhi have never had itso good. They now have four service providers to choose from, eachoffering an array of both pre- and post-paid schemes. More importantly, average tariffs acrossplans have, bysom e reck onin g, dro ppe d by at lea s t 50 per cen t i n t he las t s i xm on th s . Th e en t r y o f Vodafone saw a further drop in tariffs and the operators have comeout with new schemesto retain their subscribers and attract fresh ones.

What does this mean for subscribers and for the cellular industry in Delhi? All thefour opera tor s Essar Mobi le Serv ices Ltd . , Bhar t i Cel luar Ltd , MTNL andIdea Cellular services are convinced that the market will only expand and thesubscribers wil l benef iteven more . T hei r re aso nin g i s t hat cel lul arpen etra t io n in Del hi , whi ch t rad i t io nal l yoccupies the third pos it ion in otherareas, is less than fifty per cent. Therefore, entry of new players will only increaseawareness about the facility, the companies say.Moreover, the state-owned MTNL has also beenplaying with its cellular service for quites om e ti m e . t h a t , wi t h th e im min en t l au nchof limited mobility using CDMA (codedivision multiple access) technology bycompanies like Tata Tele Services will only addto the subscriber base, probably result in furtherreduction of tariffs, and an even greater widening of the cel lul ar market, according t oofficials in four cellular companies nowservicing Delhi.However, the companies alsosound a note of caution any further drop in tar iffs wil l be harmful to the companies,points out one of the officials taking care of theSales &Marketing division of the, EssarMobile Services Ltd, average tariffs in Delhi acrossdifferent plans have fallen by 30per cent since December with launching of the CDMAservices.Bes id es th e fa ll int a r i f f s , wha t has r ea l l y happened wi t h t he en t r y o f CDMA i s ahe i gh t enedawar enes s i n t he mar ke t . Mobi l e pene t r a t i on i n De l h i and i t s s ubur bsi s estimated to be less than twenty-five percent of the population and the cellularoperators believe that this number should definitely go up.


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It is here that Vodafone decided to target the customers with what it believes areunique products and features. Its emphasis has been on value proposition an d brandbuilding.M o b i l i t y i s n o t o n l y a b o u t c a r r y i n g v o i c e , a s p e r t h er e p o r t s f r o m t h e m a r k e t in g department and adds tha t the unif ied messagingsys tem for the pos t-paid cus tomers of (now Vodafone) is one such unique

product.Accordingl y, Vodafone signed in its subscribers i n lakhs from the yearonwards it has been launched in Delhi. Industry analysts say that a majority of themwill be pre-paidcustomers, whose loyalty to a particular brand is always in doubt. However,pre-paid for the cellular is nothing but the engine for growth and there is always apossibility thatmost of them will shift to post-paid once they are convinced of thequality o f service provided.On the other hand the entry of a new operator lends mor evisibility to the service andthere is also increased trade activity that is thenumber of dealers wil l increase andmore people wil l be on the road trying tosel l the serv ice and pro duc t . The re i s also greater consumer awareness of whatcel lular service can deliver and exp ectations go upin terms of pricing or service standardsor network availability.

1.4The Churn in the Cellular Industry:As like the other products Cellular industry has not been left untouched from theChurn(switching over). During the survey this fact comes to the fore. According to thecellular operators, there is a normal seven to eight percent churn in the customers,especially in

the pre-paid category. Among the post-paid customers, the Churn is much lowerabouttwo-three percent.They say that one significant change that has happened in thelast few months, more sosince lowering of the tariffs, is that the bias in favour ofincoming calls as far as callch ar ge s ar e co nc ern ed i ncomi ng ca l l s has beens e t f re e wh il e t h ey a re cha rg in g reasonably only for the outgoing oneshas changed.

A tariff re-balancing has definitelytaken place.This means that the cellular operators areencouraging their subscribers to not just receivecal ls, but also make calls increasing theusage of the service. With falling tariffs,cellular operators are convinced thatincreasing usage is one way to ensure that averagere ve nu e pe r us er (A RP U)do es no t fa l l ve ry lo w. Th e in du str y f igu re for ARP U i s believed to be aboutRs.1,100 while it may vary from operator to operator. The operatorsare also concentrating onintroducing more value added services to the customers. Value-added services have notreall y taken off. Only the SMS (s hort messaging servi ce) has really caught on, butoperators like Bharti are bringing in services like music messagingand concierge facility for itssubscribers.MOBILE SUBSCRIBER STATISTICS

Recently, mobile phone connections in India have crossed the 400-million mark,whichmeans over forty in 100 Indians have a phone. Adding on to this benevolentand happyinformation, telecom companies are anticipating the number will nearly treble in thenexttwo years. According to a survey, by 2010, the cellular networks are expected tocover 4,50,000 (out of 6,07,000) villages, covering 550 million people.


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2.1 GSM SubscribersThe cumulative All India GSM subscriber base rose to 72.12 million in April2006from 69.19 million in March 2006 which is a growth of 4.23% for a monthunder review [4]. Table I shows the subscribers growth rate for one month alongwith marketshare of each provider with coverage

2.2 CDMA Mobile SubscribersThe total cumulative all India CDMA subscriber base rose by 0.97 million from23.25million in March 2009 to 24.22 million in April 2009, representing a growth of 4.2 % i nt he mon t h under r ev i ew . A s ummar y p i c t u r e o f t he companywise performance is given in Table II.

India has anurban population of about 26.% andrural population isabout73.2%. And there are over 600,000 villages in India. But a vast section of the rural sector is stillcut off from the benefits of telecom services. The rural population of around 700million iswaiting for its share of economic growth. Initially the big telephone companiesf oc use d onl yon u r ban cen t r e s , wh i ch t he y f e l t wer e mor e p r o f i t ab l e . However , t h i smindset is gradually changing with the realisation that there is equal, if not bigger moneyin ruralareas.

It is estimated that a one per cent increase in rural connectivity can generate 0.5 percenteconomic growth. Thus a well-planned 10 per cent increase in rural connectivitycan propel India into double-digit growth and unprecedented prosperity.Rural India possessesenormous potential in terms of economy and human resources.R e c e n te x p e r i m e n t s h a v e c o n f i r m e d t h a t I C T ( i n f o r m a t i o n a n dc o m m u n i c a t i o n technology) helps improve the t imeliness and eff iciency of ruralfarm operations andenhance income through producer-oriented markets. Hence the


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communication ministryha s r eq ue st ed th e fi na nc e mi ni st ry fo r hi gh era ll o cat i ons fr o m t he US O Fu nd f o r executing rural telephony network. The financeministry has made a budgetary allocationof 15 b i ll io n f ro m t h e US O Fund . Th er u r a l t e l ephony t a r ge t s i nc l ude , p r ov i d i ng 50

million telephones by 2009(i.e. one phone per three rural households) and 80 million by2012(i.e. one phone per two rural households) and provisioning mobile access toall v i l l ages w i t h popu l a t i on mor e t ha t 5 ,000 by 2009 a nd mor e t han 1 ,000b y 2 0 10 .The Government is confident that the Bharat Nirman Programme target of providingcoverageto remaining 41,000 villages would be met b y March 2010 which w ill bemuch earlier than a schedule of November 2010.India plans to establish 0.25 million,vil lage knowledge centres. The ICT indust ry can establish rural call centres modelled onthe Kisan Call Centre established by the Ministryo f A g r i c u l t u r e t o p r o v i d ed o m a i n k n o w l e d g e i n t h e s e r v i c e s , a g r i c u l t u r ea n d manufacturing sectors. This spread will increase the volume of users andautomatically b r i n g d o w n b a n d w i d t h c o s t , w i t h a s p i r a l l i n g e f f e c t o n

e f f i c i e n c y a n d e c o n o m y. Advanced telecom services are no longer cons idereda luxury but a necessity for all.Thus, providing telecom services to every individualin a country like India is a hugechallenge, and at the same time holds immenseopportunities for those in the telecomindustry.

2 . 3 ) M a j o r P l a y e r s :There are three types of players in telecom services:

State owned companies (BSNL and MTNL)

Private Indian owned companies (Reliance Infocomm, Tata Teleservices)

Foreign invested companies (Vodafone-Essar, Bharti Tele-Ventures, Escotel, IdeaCellular, BPLMobile, Spice Communications)India's mobile telecom sector is one of the fastestgrowing sectors. Unlike in the 1990swhen the mobile phone was an elitist product,mobile operators now tap a mass marketwith ma ss ma rke tin g te ch niq ue s."Uni f i ed l i cens i ng" r u l e s a l l ow bas i c and mob i l eope r a t o r s i n t o eacho t he r s t e r r i t o r y , and have us he r ed i n pe r haps t he f i na l phas e o f industryconsolidation.It seems that only companies with deep pockets can effectively competeas primaryoperators mobile markets. Economies of scale, scope, and end-to-endpresence in long-distance as well as local telecom, are desirable.There are, besides, newchallenges. Operators have to find new growth drivers for thewire line business.

There are problems of getting broadband to take off, of technologyc h oi c e, o fwhen t o i n t r oduce new t echno l og i es , and o f deve l op i ng a v i ab l eb us ine ss model in an era of convergence.

1 . 4 ) G r o w t h o f m o b i l e t e c h n o l o g y :India has the fastest growing mobile markets in the world. The mobile serviceswerecommer c i a l l y l aunched i n Augus t 1995 i n I nd i a . I n t he i n i t i a l 5 - 6yea r s t h e a ve ra ge monthly subscribers additions were around 0.05 to 0.1 million only andthe total mobilesubscribers base in December 2002 stood at 10.5 millions. However, after the


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number of proactive in itiatives taken by regulato r and licensor, the monthl ysubscriber additionsincreased to around 2 million per month in the year 2003-04 and 2004-05.Although mobile telephones followed the New Telecom Policy 1994, growth wastardyin the early years because of the high price of hand sets as well as the high tariffstructureof mobile telephones. Th e New Telecom Policy in 1999, the industr y

heralded several pro consumer initiatives. Mobile subscriber additions started picking up. Thenumber of mobile phones added throu ghout the cou ntry in 2003 was 16 million,followed by 22

Company profile

2.1 Mission:Vodafone is primarily a user of technology rather than a developer of it, and thisfact isreflected in the emphasis of our work program on enabling new applicationsof mobi lecommunica t ions , us ing new technology for new serv ices , r esearchf o r imp rov in g operational efficiency and quality of our networks, and providing technologyvision andleadership that can contribute directly to business decisions.

2.2) Vision:

Our Vision is to be the worlds mobile communication leader enrichingcustomerslives, helping individuals, businesses and Communities be more

connected in a mobileworld.

2.3) History:


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In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd. won one of twoUK cellular telephone network licenses. The network, known as Racal Vodafone was80%owned by Racal, with Millicom and the Hambros Technology Trust owning 15% and5%r es pec t i ve l y . Vodaf one was l aunched on 1 J anuar y 1985 . Raca l

S t r a t eg i c Rad i o was r enamed Rac a l Te l ecommuni ca t i ons Gr oup L i mi t ed i n1985. On 29 December 1986Racal Electronics bought out the minority shareholders ofVodafone for GB110 million.In September 1988 the company was again renamedRacal Telecom and on 26 October 1988 Racal Electronics floated 20% of the company. Theflotation valued Racal Telecomat GB1.7 billion On 16 September 1991 RacalT el ec om wa s de me rg ed fr om Ra c al Electronics as Vodafone Group.In July 1996Vodafone acquired the two thirds of Talkland it did not already own for 30.6million. On 19 November 1996, in a defensive move, Vodafone purchased PeoplesPhone for77 million, a 181 store chain whose customers were overwhelminglyu s i n g V o d a f o n e ' s n e t w o r k . I n a s i m i l a r m o v e t h e c o m p a n y a c q u i r e dt h e 8 0 % o f A s t e c Communications that it did not own, a service provider with 21 stores.In

1997 Vodafone introduced itsSpeech marklogo, as it is a quotation mark in a circle;the O's in the Vodafone logotype areopening and closing quotation marks, suggestingconversation.On 29 June 1999Vodafone completed its purchase of AirTouch Communications, Inc.a n dc h a n g e d i t s n a m e t o V o d a f o n e A i r t o u c h p l c . T r a d i n g o f t h en e w c o m p a n y commenced on 30 June 1999. To approve the merger, Vodafonesold its 17.2% stake inE-Plus Mobilfunk. The acquisition gave Vodafone a 35%share of Mannesmann, owner of the largest German mobile 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 thoseof Be l l A t l an t i c Cor p t o f o r m Ver i zon W i r e l e s s . The mer ge r wascomple ted on 4 Apr i l2000. In November 1999 Vodafone made an unsol i c i t ed

b id fo r Man n esma nn , wh i ch was rejected. Vodafone's interest in Mannesmann had beenincreased by the latter's purchaseof Orange, the UK mobile operator. Chris Gent would later sayMannesmann's move intothe UK broke a "gentl eman 's agreement" not to compete ineach other's home territory.The hostile takeover provoked strong protest inGermany and a "t it an ic st ruggle" whichs a w M a n n e s m a n n re s i s t sV o d a f o n e ' s e f f o r t s . H o w e v e r , o n 3 F e b r u a r y 2 0 0 0 t h e Mannesmannboard agreed to an increased offer of 112bn, then the largest corporatem e r g e re v e r . T h e E U a p p r o v e d t h e m e r g e r i n A p r i l 2 0 0 0 . T h ec o n g l o m e r a t e w a s subsequently broken up and all manufacturing related operations soldoff.On 28 July 2000 the Company reverted to its former name, Vodafone Group Plc. InApril2001 the first 3G voice call was made on Vodafone Unit ed Kingdom's 3G

network. In2001 the Company took over Eircell, then part of eircom in Ireland, andrebranded it asVodafone Ireland. It then went on to acquire Japan's third-largestmobile operator J-Phone, which had introduced camera phones first in Japan.On 17December 2001 Vodaf one i n t r oduced t he concep t o f "Pa r t ne r Ne t wor ks "b ysigning TDC Mobil of Denmark. The new concept involved the introduction ofVodafoneinternational services to th e local market, without the need of investmentby Vodafone.The conc ept wou ld be us ed to ex tend th e Voda fone br and andse rv ic es in to ma rk et s where it does not have stakes in local operators. Vodafoneservices would be marketedunder the dual-brand scheme, where the Vodafone brandis added at the end of the local brand. (i.e., TDC Mobil-Vodafone etc.)

In February 2002 Finland was added into the mobile community, as Radiolinja is signedas aPartner Network. Radiolinja later changed its named to Elisa. Later that yeartheCompany rebranded Japan's J-sky mobile internet service as Vodafone live! andon 3December 2002 the Vodafone brand was introduced in the Estonian market with signingof aPartner Network Agreement with Radiolinja (Eesti). Radiolinja (Eesti) later changedits name toElisa.On 7 January 2003 the Company signed a group-wide Partner agreement withmobilkomAustria. As a result, Austria, C roatia, and Slovenia were added t o thecommuni ty. InApr i l 20 03 O g Vod afone was in t roduc ed in the I ce land icma rk et an d in Ma y 2 00 3 Vodafone Italy (Omnitel Pronto-Italia) was rebrandedVodafone Italy. On 21 July 2003 Lithuania was added to the community, with the signing ofa Partner Network agreementwith Bit.In February 2004 Vodafone signed a PartnerNetwork Agreement with Luxembourg' sLuxGSM and a Partner Network Agreement withCyta of Cyprus. Cyta agreed to renameits mo bi le ph o ne op e ra ti on s to C yt am o bi le -Vodaf one . I n Apr i l 2004 t he Company p ur chas ed S i ng l epo i n t a i r t i mepr ov id er fr om Jo hn Ca ud we ll (C au dw el l Gr ou p) an d approx 1.5million customersonto its base for 405million, adding sites in Stoke on Trent(England) to existing sites inNewbury (HQ), Birmingham, Warrington and Banbury. In November 2004 Vodafone introduced3G services into Europe.In June 2005 the Company increased its par ticipation inRomania 's Connex to 99% andals o bou ght the Cze ch mob i le ope rato r O ska r .


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O n 1 Ju ly 2 0 05 Os k ar of th e C z ec h R e p u b l i c w a s r e b r a n d e d a s O s k a r -V o d a f o n e . L a t e r t h a t y e a r o n 1 7 O c t o b e r 2 0 0 5 Vodafone Portugallaunched a revised logo, using new text designed by Dalton Maag,and a 3D version ofthe Speech mark logo, but still retaining a red background and whitewriting (or vice versa).Also, various opera ting companies start ed to drop the use of the SIM card pattern in the

company logo. (The rebranding of Oskar-Vodafone and Connex-Vodafone also does not usethe SIM card patt ern. ) A custom typeface by Dalton Maag(based on their font familyInterFace) formed part of the new identity.On 28 October 2005 Connex in Romania was rebranded as Connex-Vodafone and on

31October 2005 the Company reached an agreement to sell Vodafone Sweden to

Telenor f o r a p p r o x i m a t e l y 1 b i l l i o n . A f t e r t h e s a l e , V o d a f o n e

S w e d e n b e c a m e a P a r t n e r Network . In December 2005 Vodafone won an

auction to buy Turkey's second-largestmobile phone company, Telsim, for $4.5

bil lion. 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 centreof expertise for

the company dealing with Customer Care for its higher value customers,techni cal support ,

sales and credit control. All cancellations and upgrades started to bedealt with by this

call centre. On 5 January 2006 Vodafone announced the completion of the s a l e o f

Vodaf one Sweden t o Te l enor . On Febr ua r y 2006 t he Compa ny c l os ed

i t s Birmingham Call Centre. In 1 February 2006 Oskar Vodafone becameVo da fo n e Cz ech

Repub l i c , adop t i ng t he r ev i s ed l ogo and on 22 Febr ua r y 2006 t he Company

announced that it was ex tending its footp rint to Bulgaria wit h the signing of Partner

Network Agreement with Mobiltel, which is part of mobilkom Austria group.On 12 March 2006

former chief, Sir Christopher Gent, who was appointed the honorary post Chairman for Lifein 2003, quits following rumours of boardroom rifts. In April2 00 6 th e Co mp an y

anno unced tha t i t ha s s ig ned an extens i on t o i t s Par tne r Net work Agreement

with BITE Group, enabling its Latvian subsidiary "BITE Latvija" to becomethe latest member of

Vodafone's global partner community. Also in April 2006 VodafoneS w e d e n c h a n g e d i t s

n a m e t o T e l e n o r S v e r i g e A B a n d C o n n e x - V o d a f o n e b e c a m e Vodafone

Romania, also adopting the new logo. On 30 May 2006 Vodafone announcedthe

biggest loss in British corporate history (14.9 billion) and plans to cut 400 jobs;

itr e p o r t e d o n e - o f f c o s t s o f 2 3 . 5 b i l l i o n d u e t o t h e r e v a l u a t i o n o f

i t s M a n n e s m a n n subsidiary. On 24 July 2006 the respected head of Vodafone

Europe, Bill Morrow, quitunexpectedly and on 25 August 2006 the Company

announced the sale of its 25% stakei n Be l g i um ' s P r ox i mus f o r 2 b i l l i on .

Af t e r t he dea l , P r ox i mus was s t i l l pa r t o f t hecommuni t y a s a P a r t ne r

Ne t wor k . On 5 Oc t obe r 2006 Vodaf one announced t he f i r s t s i ng l e b r and

par t ne r s h i p w i t h Og Vodaf one wh i ch wou l d ope r a t e under t he

n am eVodafone Iceland and on 19 December 2006 the Company announced the sale of its

25%stake in Swi tzer l and ' s Swisscom for CHF4.25 b i l l ion (1 .8 b i l l ion) .


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A ft er t he d ea l, S w i s s c o m w o u l d s t i l l b e p a r t o f t h e c o m m u n i t y a s a

P a r t n e r N e t w o r k . F i n a l l y i n D e ce m b er 2 0 0 6 t h e C o mp a n y c o m pl e te d t h e

acqu i s i t i on o f As pec t i ve , an en t e r p r i s eapp l i ca t i ons s ys t ems i n t eg r a t o r i n

th e UK , si gn al in g Vo da fo n e' s in te n t to gr ow a significant presence and revenues in

the ICT marketplace.Ea rl y i n Jan ua ry 20 07 Te lsi m in Tu rk ey ad op ted Vod af on e

du al br an di ng as Te ls im Vodafone and on 1 April 2007 Telsim Vodafone Turkey

dropped its original brand and became Vodafone Turkey. On 1 May 2007 Vodafone

added Jerse y and Guernsey to thecommunity, as Airtel was signed as Partner Network in

both crown dependencies. In June2007 the Vodafone live! Mobile Internet portal in the

UK was relaunched. Front pagewas now cha rge d for and prev iou s ly "bu ndl ed"

d a t a a l lo wan ce was r em ov ed f r om existing contract terms. All users were given access

to the "full" web rather than a WalledG a r d e n a n d V o d a f o n e b e c a m e t h e f i r s t

m o b i l e n e t w o r k t o f o c u s a n e n t i r e m e d i a campaign on its newl y launched

mobile Internet portal in the UK. On 1 August 2007Vodafone Portugal launched

Vo da fon e Me sse ng er , a ser vi ce wit h Wi nd ow s Liv e Messenger and Yahoo!Messenger.On 17 April 2008 Vodafone extended its footprint to Serbia as VIP mobile was added

tot he communi t y a s a Pa r t ne r Ne t wor k an d on 20 May 2008 t he Company

a dd ed VI P Operator as a Partner Network thereby extending the global footprint to

Macedonia . InMay 2008 Kall of the Faroe Islands rebranded as Vodafone Faroe Islands.On 30

October 2008, the company announced a strategic, non-equity partnership withMTS

group of Russia. The agreement adds Russia, Armenia, Turkmenistan, Ukraine, andUzbekistan

to the group footprint.

VODAFONE:Today, in India, becomesVodafone. Now, the pink color logo of Hutch is replacedby VodafoneEssars corporate red colored one.In 2005-06, the Orange brand in Mumbai was phased out to introduce (now Vodafone).Thecompany also changed the colors of its logo from orange to pink and then red.After acqu ir ing67 per cent of stake (around Rs. 250 crores) in ison Essar from HongK o ng -b as edi s on W hampoa , Vodaf one Es s a r i s expec t i ng t o t ouch ove r 35mi l l i onc u s t o m e r s a c r o s s 4 0 0 , 0 0 0 s h o p s a n d t h o u s a n d s o f s o w ne m p l o y e e s a l o n g w i t h employees of its business associates.Vice chairman, Ravi Ruia, Vodafone Essar, s a i d We ve had a good i nn i ngs a s i n India and today marks a new beginning for us,not as a departure from the fundamentalsthat created , but an acceleration into the future withVodafones global expertise.Vodafone CEO, Marten Pieters of the Vodafone Essarwill be landing in India for themeeting that would discuss branding exercise, expansi onplans, spectrum requirementsfor its expanding subscriber base and future plans.Vodafoneoffers a host of premier value added services (VAS) including nationalandinternational roaming in over 70 countries in over 160 networks, WirelessApplicationProtocol (WAP), short message service, voice mail service, auto roam,
http://www.techgadgets.in/networking/2007/20/hutch-renamed-to-vodafone-in-india/http://www.techgadgets.in/networking/2007/20/hutch-renamed-to-vodafone-in-india/http://www.techgadgets.in/networking/2007/20/hutch-renamed-to-vodafone-in-india/http://www.techgadgets.in/networking/2007/20/hutch-renamed-to-vodafone-in-india/


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fax and data,cricket updates, M-banking, general information, tarot line, etc. Thecompany launched

WAP in Delhi in October 2000, much before its rival Bharti. It has 5000 WAP customers,as in

December 2000. The company has been a prime mover in introducing these value-added services in the Delhi circle.The values are stateds i ng l e b r and pa r t ne r s h i p w i t h Og Vodaf one wh i ch wou l d ope r a t e under t hen am eVodafone Iceland and on 19 December 2006 the Company announced the sale of its25%stake in Swi tzer l and ' s Swisscom for CHF4.25 b i l l ion (1 .8 b i l l ion) .A ft er t he d ea l, S w i s s c o m w o u l d s t i l l b e p a r t o f t h e c o m m u n i t y a s aP a r t n e r N e t w o r k . F i n a l l y i n D e ce m b er 2 0 0 6 t h e C o mp a n y c o m pl e te d t h eacqu i s i t i on o f As pec t i ve , an en t e r p r i s eapp l i ca t i ons s ys t ems i n t eg r a t o r i nth e UK , si gn al in g Vo da fo n e' s in te n t to gr ow a significant presence and revenues inthe ICT marketplace.Ea rl y i n Jan ua ry 20 07 Te lsi m in Tu rk ey ad op ted Vod af on edu al br an di ng as Te ls im Vodafone and on 1 April 2007 Telsim Vodafone Turkey

dropped its original brand and became Vodafone Turkey. On 1 May 2007 Vodafoneadded Jerse y and Guernsey to thecommunity, as Airtel was signed as Partner Network inboth crown dependencies. In June2007 the Vodafone live! Mobile Internet portal in theUK was relaunched. Front pagewas now cha rge d for and prev iou s ly "bu ndl ed"d a t a a l lo wan ce was r em ov ed f r om existing contract terms. All users were given accessto the "full" web rather than a WalledG a r d e n a n d V o d a f o n e b e c a m e t h e f i r s tm o b i l e n e t w o r k t o f o c u s a n e n t i r e m e d i a campaign on its newl y launchedmobile Internet portal in the UK. On 1 August 2007Vodafone Portugal launchedVo da fon e Me sse ng er , a ser vi ce wit h Wi nd ow s Liv e Messenger and Yahoo!Messenger.On 17 April 2008 Vodafone extended its footprint to Serbia as VIP mobile was addedtot he communi t y a s a Pa r t ne r Ne t wor k an d on 20 May 2008 t he Companya dd ed VI P Operator as a Partner Network thereby extending the global footprint toMacedonia . InMay 2008 Kall of the Faroe Islands rebranded as Vodafone Faroe Islands.On 30October 2008, the company announced a strategic, non-equity partnership withMTSgroup of Russia. The agreement adds Russia, Armenia, Turkmenistan, Ukraine, andUzbekistanVodafone CEO, Marten Pieters of the Vodafone Essarwill be landing in India for themeeting that would discuss branding exercise, expansionplans, spectrum requirementsfor its expanding subscriber base and future plans.Vodafoneoffers a host of premier value added services (VAS) including nationalandinternational roaming in over 70 countries in over 160 networks, WirelessApplicationProtocol (WAP), short message service, voice mail service, auto roam,fax and data,cricket updates, M-banking, general information, tarot line, etc. Thecompany launchedVodafone Messenger , a service wi th WindowsLi v eMessenger and Yahoo! Messenger.On 17 April 2008 Vodafone extended its footprint toSerbia as VIP mobile was added tothe co m mu n it y a s a P a rt n er Ne tw o rk an d o n 20Ma y 2 00 8 th e C omp an y a dd ed VIP Operator as a Partner Network therebyextending the global footprint to Macedonia. InMay 2008 Kall of the Faroe Islandsrebranded as Vodafone Faroe Islands.On 30 Octobe r 2008, the company announced astra tegic , non -equit y par tne rshi p withMTS group of Russia. The agreement adds Russia,Armenia, Turkmenistan, Ukraine, andUzbekistan to the group footprint.


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CORE VALUES :

W e s h a l l u p h o l d t h e d i g n i t y o f t h e i n d i v i d u a l .

W e s h a l l h o n o r a l l c o m m i t m e n t s .

W e s h a l l b e c o m m i t t e d t o Q u a l i t y , I n n o v a t i o na n d G r o w t h i n e v e r y e n d e a v o r .

W e s h a l l b e r e s p o n s i b l e c o r p o r a t e c i t i z e n s .Vodafone Logost promised in thefuture - but delivered in the present.

Accomplishments:- Over t he yea r s , Vodaf one Es s a r , unde r t he Hu t ch b r and , has been namedt h e Most Respected Telecom Company, the Best Mobile Service in the countryand the MostCreative and Most Effective Advertiser of the Year .-Vod afone is the world s leading

international mob ile communica tions group with approximately 315 million proportionatecustomers as at 30 June 2009.-Vodafone currently has equi ty interests in 31 coun triesacross five continent s andaround 40 partner networks worldwide- The Essar Group is adiversified business corporation with a balanced port folio of assets in the manufacturingand services sectors of Steel, Energy, Power,Communications, Shipping Ports & Logistics, andProjects.-Essar emplo ys more than 50,000 people across offices in Asia, Africa,Europe andthe Americas.

- The company now has ope r a t i ons ac r os s t he coun t r y w i t h ove r 78 .68millioncustomers.


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Services:Staying connected becomes a lot easier with Vodafone. We have a wide range of servicesyoucan access right from your Vodafone phone. From cell banking to flight updatestocall management services, get all that you want, instantly.

Prepaid services(latest):- V o d a f o n e E s s a r , o n e o f I n d i a s l e a d i n g c e l l u l a r s e r v i c ep r o v i d e r s a n n o u n c e d a new Bonus Card 25 for its prepaid customers in Punjab. Withthis new bonus card,Vodafone customers can enjoy the benefit of unlimited national SMS atjust20paisa/SMS. The new bonus card comes with 30 days validity.Rajiv Kohli, Chief Executive Officer, Vodafone Essar - Punjab said,We havealways aimed to provide value offering to our customers. The new Bonus Card

25facilitates Vodafone customers to stay connected with their loved ones across India ataneconomical rate.- Has i n t r oduced t wo new Bonus Car ds . Bonus Car d 17 andBonus Car d 27 comewi t h one mon t h va l i d i t y and a r e p r i ced a t Rs 17 andR s 27 r e sp ec t iv e l y. A l l Vodafone prepaid customers including the lifelong customers in

Kolkata and rest of Be ng al ca n e nj oy th e n ew Bo nu s C ar ds off er av ai lab leacross Stores andMinistores.- L i f e l o n g P r e p a i d @ R s . 4 6 p l a n f o r i t sp r e p a i d c us t om er s i n Ke r a l a . Th i s n e w p repa id o ffer comes with li fetimevalidi ty and a talk time of Rs.5. Vodafonecust om ers ca n ma ke lo ca l c al l s t o al lV o d af o ne n u m be r s, o t h er m o bi l es a n d l a n d l i n e s a t R e 1 p e r m i n u t e a n da l l S T D c a l l s a r e a t R s 1 . 5 0 p e r m i n u t e . C u s t o m e r s n e e d t o r e c h a r g ew i t h R s 2 0 0 c u m u l a t i v e i n 1 8 0 d a y s t o s t a y c o n n e c t e d .

Postpaid services(latest):-Vodafone Essar, one of Indias leading cellular services providers has

launchedthree new monthly rental plans - Budget 500, Budget 750 and Budget 1000- for its postpaid customers in Kolkata and West Bengal. These Budget plansoffer combinations of free minutes over local and STD calls along with free local SMS.Thisoffer is valid for new and existing customers.Sridhar Rao, Chief Executive Officer, Vodafone Essar East Limited, saidThese budget plans will specially appeal to customers with high usage who can nowmanagetheir mobile bills without compromising on talktime or SMS volume.-Announced a special offer for its customers in Madhya Pradesh and Chhattisgarh.Customers cannow avail free VIP numbers with every new post paid connection

Dial 600 to activate:To activate these values added services on your Vodafone phone simply dial 600andaccess our Interactive Voice Response system.SMS:


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Message your family and friends through Vodafone SMS Services. It's convenient andaffordable.Communicate with cell phone users in over 100 countries and anywhere inIndia - by sending andreceiving text msg.Pay just Rs. 1.50 per message for sending SMS anywhere across the country.SMS Chat:Now, you can cha t on your Vodaf one phone wi t h a s many peop l e a s

youwan t . I t s f un and as s i mpl e a s s end i n g an SMS. Your i den t i t y w i l lre m ai n anonymous as your phone number is never displayed during the chat.Youcan have your own profile and chat name.You can also create your o wn chat rooms orchat in the different rooms thatalready exist including:

Teens,20s,30s,

Office,Bollywood,Delhi.All you have to do is type in your messages and send them to2428. You willbe charged Rs. 2 per outgoing message. Incoming messages are free.

Vodafone Online:Get a l l t he us e f u l i n f o r ma t i on you need d i r ec t l y on your Vodaf one phone -w i t h Vodafone Online. Including cricket, finance, entertainment, weather, astrology andmore.Simply go to the Vodafone Online menu on your Vodafone phone.

If you do not seethe Vodafone Online menu on your phone, send HELP to 123. We will send youthe listof keywords.Scroll to the topic on which you need information.

S e l e c t t h e i n f o r m a t i o n a n d k e y i n p u t a sr e q u e s t e d o n t h e s c r e e n .

You will be charged Rs. 2 per outgoing message. Incoming messages are free.MTNL Directory:With this facility you can get to know the address and telephone no. of MTNL users.youwill becharged Rs.2 per outgoing message.

STD / ISD Codes:You don't need to look up your diary or a phone directory to find out STD and ISD codes.Youcan find it directly through your Vodafone phone.

Ringtones & Logos:Now you can change the ringtone on your Vodafone phone according to your

moods.Y o u c a n d o w n l o a d l o g o s a s w e l l . W i t h t h e V o d a f o n e a n dY a h o o ! t i e u p y o u h a v e hundreds of tunes and logos to choose from.For everyringtone downloaded, you will cha rged Rs. 7.00 (includi ng the cost of SMS sent). For


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every logo/picture message downloaded, you will charged Rs. 3.00 (includingthe cost of SMSsent).

Flash & BlinkVodafone now offers you two exciting ways to send messages. You can makeyour messageflash directly on your recipients screen instead of the inbox.You can also highlight

the important parts of your message through blinks.So your text messages become notonly more visible, but more effective too.Yo u wi ll be c ha rg ed Rs . 2 pe r o ut go i n gmessag e . Incomin g m essages are free.

Dial-in ServicesVodafone brings you more conveniences at your fingertips. Use our Dial-in-Services tocheck cricket scores, horoscope, up-to-the minute news and other relevantinformation onservices that touch your everyday life.A l l D i a l - i n - S e r v i c e sc a r r y a f l a t c h a r g e o f R s 6 p e r m i n u t e ( 1 m i np u l s e ) . Here's a shortlist of services you can access

The r e a r e occas i ons when you may no t wan t t o t ake a ca l l , o r yourVo da fo ne ph on emaybe busy or simply unreachable. By paying a nominal monthlyaccess f ee , you cannow re t r i ev e your messag es a t your conve nienc e . Even i f yo u a r e ro amin g, yo u ca n retrieve your messages from your voice mailbox through a fixedline, anywhere on earth.Your Vodafone voicemail canHold up over 17 messages at a time.

Receive a message that lasts up to 90 seconds.

Store a message for as long as you want.

You can also record your voice signature and welcome message.

Calling Line IdentificationYou can check your caller's telephone name and number on your phone screen whenever youreceive a call. This gives you the flexibility to either accept or reject anincomingcall. This service is also helpful in identifying your missed callsYo u can acc essth i s s erv ice by ju s t pa ying R s . 49 per m onth , i f you are a pos tpa id customer.This service is absolutely free if you are a Vodafone Prepaid customer.

Itemized BillingAs a Vodafone Postpaid customer, you can choose to receive an itemized bill at theendof each month. This is a detailed billing statement which helps you keep track of allyour calls. Your itemized bill includes:Origin of the call

Destination of the call

Duration of the call


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Toll charges

Airtime and total charge

Get your itemized bill.Via post: Pay a monthly rental of 49 only.

Via e-mail: Pay just Rs. 19 per itemized bill.

Fax & Data ServicesThis service enables you to constantly keep in touch with your office, colleaguesandi n f o r m a t i o n s o u r c e s . Y o u c a n s e n d o r r e c e i v e f a x e s a n dt r a n s m i t d a t a u s i n g y o u r Vodafone phone anytime, anywhere. Whether you areoperating from home,Hotels and airport lobbies.At speeds of up to 9600 bps within the network

or while roaming. You can even accessthe Internet.All you need is a handset compatible datacard (PC Card) or a GSM Software, and a datac h o r d c a b l ew i t h a P C t o s e t u p am o b i l e o f f i c e . You can also opt for either VodafoneFax or Vodafone Data services independently.Your Vodafone fax number can help youdifferentiate between incoming voice calls andfax transmissions. You can also send and receivefaxes anywhere on earth with your Vodafone phoneBy opting for the Vodafone Data Servicesyou can access e-mail, databases and theInternet. All on your single incoming data number.Chargesto activate the Vodafone Fax and Data service, you just need to pay a one-timeactivation fee ofRs 500. To access the Fax service, the fee is Rs. 250. The usage chargesare nominal at Re 1 per

minute.Call Management ServicesThere may be occasions when you need to conference with up to six people at atime or talk to just two. Or you are speaking to someone and want to forward an incoming callto another phone. With your Vodafone phone, you can do this and more.Vodafonehelpsyou manage your calls effortlessly so that you stay in control of yourconversations,

Voice ResponseGet your Vodafone phone to respond directly to your commands. Custom designedtorecognize Indian voices and accents, the Voice Response service makes your lifemoreconvenient. You can get the latest updates on news, stocks, cricket and yourhoroscope. Airtime charges will be Rs.6 per minute (1 minute pulse).Voice Messaging


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Voice Messaging has become even more affordable. You can now send voice messagestocellular phones as well as fixed telephone lines in USA or Canada for just Rs.3.95 per min* (asagainst Rs.4.95 per min earlier).Voice messages within India acrossselect networkswill cost you Rs. .95 per min only.Also, recipients of the cellular Voice Messaging service have

the option of replying back to the messages, which get returned back as return Voice Mailmessages, facilitating two-way (though not simultaneous) voice communication.

Yahoo! Messenger For SMS

You do not have to wait to get a PC to use the Yahoo! Messenger. With theexclusiveV o d a f o n e - Y a h o o ! t i e - u p , y o u c a n e a s i l y g e t c o n n e c t e dt h r o u g h y o u r V o d a f o n e phone.This unique messenger comes with a lot of excitingfeatures. You can connect withal l Ya ho o! Me ss en ge r us er s, se nd , re ce iv e an dr ep l y t o i n st an t mes sa ge s, v i ew and manage your friend list and also manageauthorization requests. All this and more just byusing SMS. You will be charged Rs. 2 per

outgoing message. Incoming messages arefree.

RoamingNow you can a l ways s t ay connec t ed , no ma t t e r wher e you a r e . W i t h t he

VodafoneRoaming facility, you can use your Vodafone phone in over 100 countriesworldwide andover 1000 cities, towns and highways across India. Vodafone Roamingmakes life easyand convenient for you.

Previous brands: Previous brands:In December 2006, Hutch Essar re-launched the "Hutch" brand nationwide, consolidatingi t ss e r v i ces under a s i ng l e i den t i t y . The Company en t e r ed i n t o ag r eemen twith NTTDoCoMo to launch i-mode mobile Internet service in India during 2007.Thecompany us ed t o be named Hut ch i s on Es s a r , r e f l ec t i ng t he name o f i t sp re vio us o w n e r , H u t c h i s o n . H o w e v e r , t h e b r a n d w a s m a r k e t e d a sH u t c h . A f t e r g e t t i n g t h e necessary government approvals with regards to theacquisition of a majority by theVodafone Group, the company was rebranded asVodafone Essar. The marketing brandwas officially changed to Vodafone on 20 September2007.On September 20, 2007 Hutch becomes Vodafone in one of t he biggest brand

transitionexercises in recent times.Vodafone Essar is spending somewhere in ther eg i on o f Rs 2 50 c ro r es on th is hi gh - profile transition being unveiled today. Alongwith the transition, cheap cell phones have been launched in the Indian market under theVodafone brand. There are plans to launchco-branded handsets sourced from global vendors aswell.A popu lar da i l y quote d a Vod afone E ssar d i r e c tor as sa ying t ha t " th eob je ct iv e is to leverage Vodafone Group's global scale in bringing millions of low-cost handsets from across-the-world into India."While there is no revealing the prices of thelow-cost Vodafone handsets, the industry isabuzz that prices might start at Rs 666,
http://www.hutch.co.in/delhihome/productsandservices/voiceMessaging.asphttp://www.hutch.co.in/delhihome/productsandservices/voiceMessaging.asphttp://www.hutch.co.in/delhihome/productsandservices/voiceMessaging.asp


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undercutt ing Reli ance Communica tions' much-hyped 'Rang Barse' with cheap handsetsbeginning at Rs 777.Me an wh ile , Vod afo ne Es sa r so ur ce s sa id th ere wo uld ben o d i s co unt s o r su bs i d i z ed handset offers -- rather handset-bundled schemes forcustomers.Incidentally, China's ZTE, which is looking to set-up a manufacturing unit in thecountry,is expected to provide several Vodafone hands ets in India. Earlier this year,

Vodafone penned a global low-cost handset procurement deal with ZTE

society' (7.5 points); 'It cares about itscustomers' (7.6 points); and 'It is innovative andforward looking' (8.5 points).The methodology used in the ECSI Portugal 2007 survey(ECSI European Customer Sat is fact ion Index) i s s imi lar to that used by theE uro pe an Co mmi ss i on t o su rv e ycustomer satisfaction in 25 Member States, enablingcomparisons to be made between theresults obtained in each country.The ECSI Portugal 2007Communications survey was carried out by the Higher Instituteof Statistics and InformationManagement at Lisbon's New University in partnership witht h e P o r t u g u e s e Q u a l i t yI n s t i t u t e a n d t h e P o r t u g u e s e Q u a l i t y A s s o c i a t i o n , w i t h sponsorship fromAnacom.

b e c o m e s a c o r p o r a t i o n , B S N L ent. If theseexternalven down of th e pr i ces for l ong d i s t an ce i nc ludi ng in tern a t ionals e r v i ces 1 H i s t o r y o f C e l l u l a r T e l e p h o n y i n I n d i a : wned an en t i r ei n d u s tr y i n m o b i le t e l e c o m mu n i c a ti o n . M o b i le t e l e p h o n es h a v e e n e e d t oa d o p t c o m m o n s t a n d a r d s s u i t a b l e f o r c r o s s b o r d e r E u r o p e a nm o b i l e l d ' s l e a di n g d i g i t al s t a n d a r d a c c o un t i n g f o r 6 8 . 5 % o f t h e g l o b ald i g i t a l w i re l e s s . 2 C e l l u l a r I n d u s t r y i n I n d i a e G o v e r n m e n to f I n d i a r e c o g n i z e s t h a t t h e p r o v i s i o n o f a w o r l d -c l a s s 3 C e l l u l a r M a r k e t S t r u c t u r e i n I n d i a e r co un t r i e s , i nI n d i a , th e C e l lu l a r M o bi l e S e rv i c e P r ov i d e r s (C M S P s ) a r e t r o s a c c o u n tf o r 4 0 % o f t h e s u b s c r i b e r p o p u l a t i o n , w i t h C a t e g o r y - A , B a n d C ingfor 33%, 23% and 4% respectively. The CMSPs had to pay an entry fee andmecharges to such an extent that the subscriber base increased suddenly leading toes e r v i c e p r o v i d e r s i n c u r a d d i t i o n a l a d v e r t i s i n g a n di n f r a s t r u c t u r e c o s t f o r l em en ti ng t he se pl an s. S ho rt M es sa ge S erv ic e(S MS ) an d Wi rel es s Ap pli ca tio nplace as the operators are consolidating theirrevenues to survive in the marketato rs Essar Mob i le Ser vic es Ltd. , Bha r t iCe ll ua r L td , MTN L an d Ide a Ce llu la r ces are convinced that the market wil lonly expand and the subscribers wil l benefite. Th ei r rea son in g is th at ce l lu la rpene t r a t i on i n De l h i , wh i ch t r ad i t i ona l l ye t i me . t ha t , w i t h t he i mmi nen tlau nch of l imi ted mob i l i t y u s in g C DMA (co deng of the cellular market,according to officials in four cellular companies nowing division of the, EssarMobile Services Ltd, average tariffs in Delhi acrossrent plans have fallen by 30 percent s ince December with launching of the CDMAi l i t y i s n o t o n l y a b o u tc a r r y i n g v o i c e , a s p e r t h e r e p o r t s f r o m t h e m a r k e t i n g a r industry hasnot been left untouched from the Churnly, mobile phone connections in India havecrossed the 400-million mark, which% e n t e x p e r i m e n t s h a v e c o n f i r m e dt h a t I C T ( i n f o r m a t i o n a n d c o m m u n i c a t i o n u e st e d t he f in an c e m in is tr yf or h ig he r a ll oc a ti on s f ro m t he U SO F un d f or r i c u l t u r e t o p r o v i d ed o m a i n k n o w l e d g e i n t h e s e r v i c e s , a g r i c u l t u r e a n d i n g d o w n


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b a n d w i d t h c o s t , w i t h a s p i r a l l i n g e f f e c t o n e f f i c i e n c y a n de c o n o m y . . 3 ) M a j o r P l a y e r s : h mass m arke t i n g t e ch ni qu es . "Uni f i e dl i ce n si n g" r u le s a ll o w ba s ic a n d mo b il e 4 ) G r o w t h o f m o b i l et e c h n o l o g y : gh mobile telephones followed the New Telecom Policy 1994, growthwas tardye m o b i l e t a r i f f s i n I n d i a h a v e a l s o b e c o m e l o w e s t i n t h e

w o r l d . A n e w m o b i l e 5 ) C e l l u l a r S e r v i c e P r o v i d e r s : t el i s p ro vi di ngce llu la r ser vi ce s in De lh i , Mum ba i, Ko lk ata , Ch en na i , And hra icedatafonemun ica t io ns , us in g n ew tec hno log y fo r n ew serv ice s , rese arc h fori mp ro vi ng a f o n e ' s n e t w o r k . I n a s i m i l a r m o v e t h e c o m p a n y a c q u i r e dt h e 8 0 % o f A s t e c d c h a n g e d i t s n a m e t o V o d a f o n e A i r t o u c hp l c . T r a d i n g o f t h e n e w c o m p a n y ny and a "titanic struggle" whichwM a n n e s m a n n r e s i s t s V o d a f o n e ' s e f f o r t s . H o w e v e r , o n 3 F e b r u a r y2 0 0 0 t h e r g e r e v e r . T h e E U a p p r o v e d t h e m e r g e r i n A p r i l 2 0 0 0 . T h ec o n g l o m e r a t e w a s m b e r 2 00 1 V o da f on e i n tr o du c e d th e c o nc e pt o f "P ar tn er Ne tw or ks " b yd scheme, where the Vodafone brand is added at the end ofthe locale Italy (Omnitel Pronto-Italia) was rebranded Vodafone Italy. On 21 July

2003i l e phon e ope r a t i ons t o Cy t amobi l e - Vodaf one . I n Apr i l 2004 t heCompanychas ed S i ng l epo i n t a i r t i me p r ov i de r f r om J ohn Caudwel l( Ca ud we ll Gr ou p) a nd u b l i c w a s r e b r a n d e d a s O s k a r - V o d a f o n e . L a t e rt h a t y e a r o n 1 7 O c t o b e r 2 0 0 5 r a p p r o x i m a t e l y 1 b i l l i o n . A f t e r t h es a l e , V o d a f o n e S w e d e n b e c a m e a P a r t n e r d e n c h a n g e d i t s n a m e t oT e l e n o r S v e r i g e A B a n d C o n n e x - V o d a f o n e b e c a m e e Romania, alsoadopting the new logo. On 30 May 2006 Vodafone announcedp o r t e d o n e - o f f c o s t s o f 2 3 . 5 b i l l i o n d u e t o t h e r e v a l u a t i o n o f i t s M a n n e s m a n n g l eb r and pa r t ne r s h i p w i t h Og Vodaf one wh i ch wou l d ope r a t e und er t henameke i n Swi t ze r l and ' s Swi s s com f o r CHF4 .25 b i l l i on ( 1 .8 b i l l i on ) .A ft er t he d ea l, s s c o m w o u l d s t i l l b e p a r t o f t h e c o m m u n i t y a s a

Cus t omer s a t i s f ac t i on , a bus i nes s t e r m, i s a meas u r e o f how p r oduc t s ands er vi ce ss u p p l i e d b y a c o m p a n y m e e t o r s u r p a s s c u s t o m e re x p e c t a t i o n . I t i s s e e n a s a k e y performance indicator within business and is partof the four perspectives of a BalancedScorecard.In a c om pe ti t iv e m ar ke t p l ac e wh er ebu si ne ss es co mp et e fo r cu st om er s, cu st om er satisfaction is seen as a keydifferentiator and increasingly has become a key element of business strategy.There is asubstantial body of empirical literature that establishes the benefits of customer satisfaction forfirms.

Customer Satisfaction3.1) Introduction:Cus t omer s a t i s f ac t i on , a bus i nes s t e r m, i s a meas u r e o f how p r oduc t s ands er vi ce ss u p p l i e d b y a c o m p a n y m e e t o r s u r p a s s c u s t o m e re x p e c t a t i o n . I t i s s e e n a s a k e y performance indicator within business and is partof the four perspectives of a BalancedScorecard.In a c om pe ti t iv e m ar ke t p l ac e wh er ebu si ne ss es co mp et e fo r cu st om er s, cu st om er satisfaction is seen as a keydifferentiator and increasingly has become a key element of business strategy.There is asubstantial body of empirical literature that establishes the benefits of customer satisfaction forfirms.


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3.2) Measuring customer satisfactionOrganizations are increasingly interested in retaining existing customers while targetingnon-customers; measuring customer satisfaction provides an indication of how successfultheorganization is at providing products and/or services to the marketplace.Customer satisfaction isan ambiguous and abstract concept and the actual manifestationof t h e s t a t e o f

s a t i s f ac t i on wi l l va r y f r om pe r s on t o pe r s on and p r oduc t / s e r v i cet o product/service. The state of satisfaction depends on a number of both psychologicaland phys ica l var i ab les which cor re la te wi th sa t i s f ac t ion behavior s such asre tu rn an drecommend rate. The level of satisfaction can also vary depending onother opt ions thecus tomer may have and o ther produc t s a gains t which thecustomer can compare theorganization's products.Because satisfaction is basically apsychological state, care should be taken in the efforto f q u an t i t a t iv e me as u re men t ,a l thou gh a l a rge quan t i ty of r esearch in th i s a rea has recently beendeveloped. Work done by Berry, Brodeur between 1990 and 1998 defined

ten 'Quality Values' which influence satisfaction behavior, further expanded by Berry in2002and known as the ten domains of satisfaction. These ten domains ofsatisfactioninclude: Quality, Value, Timeliness, Efficiency, Ease of Access,Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment tothe Customer andInnovation. These factors are emphasized for continuous improvement ando r g a n i z a t i o n a l c h a n g e m e a s u r e m e n t a n d a r e m o s t o f t e n u t i l i z e d t od e v e l o p t h e a r c h i t e c t u r e f o r satisfaction measurement as an integrated model. Workdone by Parasuraman, Zeithamland Berry between 1985 and 1988 provides the basis forthe measurement of cus tomer sat i s fa ct io n wi th a s ervi ce by us i ng the gapb e tw een t h e c us t om er 's ex pe ct a t io n o f performance and their perceived experienceof performance. This provides the measurer with a sat isfaction "gap" which is obj ect ive

and quantitative in nature. Work done byCronin and Taylor propose the"confirmation/disconfirmation" theory of combining the" g a p " d e s c r i b e d b yP a r a s u r a m a n , Z e i t h a m l a n d B e r r y a s t w o d i f f e r e n tm e a s u r e s (perception and expectation of performance) into a single measurementof pe rformanceaccording to expectation. According to Garbrand, customer satisfaction equalsperceptionof performance divided by expectation of performance.The usual measures ofcustomer satisf action involve a survey with a set of s tatementsusing a Likert Techniqueor scale. The customer is asked to evaluate each statement andin term of their perceptionand expectation of performance o f the organization beingmeasured.

3.3) Vodafone had highest customer satisfaction index in2007Lisbon, 25 August 2008 - Vodafone obtained the highest customer satisfactionindex in the telecommunications sector in 2007, according to annual results published byAnacom.Vodafone achieved a satisfaction index of 74.4 (on a scale of 0 to 100), the highestscoreof all the companies in the Portuguese telecommunications market andconsiderablyabove the sector average of 67.6.


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In the report published by Anacom, Vodafone is ranked in first place in all theindicatorsincluded in t he surve y: Satisfaction with the operator, Image that customershave of theopera tor , C us tomer Expec ta t ions , Per ce ived Qual i t y of theoper a t o r ' s ne t wor k ands e r v i ces , Pe r ce i ved Va l ue f o r Money , Compl a i n t s

r ece iv ed and th e ir h and l in g , and Loyalty of customers to their operator.In thePerceived Quality indicator, Vodafone obtained a score of 8.3 points foroverallquality, way ahead of the scores of the other two operators (both obtained7.7 points).Vodafone comes top in all the indicators for perceived quality ofnetwork and services:technical quality of the network (8.2 points); customer service andadvice capability (7.6 points); quality (8.2 points), diversity (8.0 points) and reliability (7.9points) of productsan d se rvi ce s of fer ed ; cl ari ty an d tra nsp ar en cy of i n fo rm a t io n su ppl ie d (7 .8 p oi n t s) ; network coverage (7.9 points) and clarity andtransparency of price plans (7.9 points).Similarly, in the indica tor s measuring the Imageof mobile operators, Vodafone comestop in the five categories analyzed (on a scaleof 1 to 10): 'It is a reliable company interms of what it says and what it does' (8.1 points);

'It is stable and well established in themarket' (8.8 poi nts ); 'It contri butes posit ive ly tosociety' (7.5 points); 'It cares about itscustomers' (7.6 points); and 'It is innovative andforward looking' (8.5 points).The methodology used in the ECSI Portugal 2007 survey(ECSI European Customer Sat is fact ion Index) i s s imi lar to that used by theE uro pe an Commi ss i on t o su rv e ycustomer satisfaction in 25 Member States, enablingcomparisons to be made between theresults obtained in each country.The ECSI Portugal 2007Communications survey was carried out by the Higher Instituteof Statistics and InformationManagement at Lisbon's New University in partnership witht h e P o r t u g u e s e Q u a l i t yI n s t i t u t e a n d t h e P o r t u g u e s e Q u a l i t y A s s o c i a t i o n , w i t h sponsorship from

Anacom.

Swot analysis of Vodafone

4.1) Strengths:The main strength of Vodafone within the telecommunications market lies inits brand image and recognition. Vodafone, having established a global presence andhavinginvested highly in marketing a differentiated image by promoting a Vodafone lifestyle,currently enjoys a differentiating advantage that, if exploited properly, can offer a leadincompetition. The presence of Vodafone in numerous countries within Europe aswell asin all part of the world enhances this image. It allows customers to travel and enjoy

easilythe services of their home countr y operator. In the few countries that Vodafoneis not physically present (e.g. Norway) it has well established strategic allianceswhich allowfor a better service of mobile clients.

4.2) Weaknesses:The expansion of Vodafone has been completed at the expense of direct control of i t so p e r a t i o n s . T h e c o m p a n y g r e w t h r o u g h a p r o c e s s o f a c q u i s i t i o n so f n a t i o n a l telecommunications companies (e.g. the acquisition of the thirdbiggest Czech mobile phone operator, Cesky mobile) rather than organic growth. This


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increased its subscribers base quickly, offering direct market knowledge andimmediate additions of customer bases at the expense of direct effective control ofthe subsidiaries. At the same timethough, it implicitly imposed a centralized operationalstructure for the group, nominatingthe UK headquar ters as the leading business uni trunning a much centralised marketingand handset procurement at group level. This has

resulted in the neglect of local marketsand local dif ferences , allowing mark et share to begained by smaller local competitors.Due to the highly saturated Western European marketthis has resulted in an increase inthe price elasti cit y of demand, with consumersbecoming continuously price oriented.This has resulted in high customer churn ratesreaching the level of 32.8% in the UK compared to O2s 24%.

4.3) Opportunities:

The telecommunications market, even though highly saturated in some

regionso f f e r s g r e a t p o t e n t i a l d u e t o t h e a g e i n g p o p u l a t i o n a n d t h e

s o p h i s t i c a t i o n o f t h e c o n su m er s . It o f fe r s gr e at o p po r tu n i ti e s th r ou g h a

ca re ful ma rke t se gm en tat io n an d exploitat ion of particular profi table segments.

Different strategies should be pursued simple phones and simplified pricing plans

to the ageing populat ion and more updat ed, sophisticated solutions for younger

generations. The expanding Boundaries of the marketcould provide further opportunities by

allowing Vodafone to enter more aggressively intofixed

line service and to better enjoy the benefits of its high investment in 3G technology.Moreover thecompany has undertaken its first steps in establishing strategic alliances todevelop customizedsolutions for end

use rs : Voda fon e re cen t ly a nno unc ed t wo new par tnerships, one wi th

supermarket group ASDA to launch an ASDA branded mobilese rv ic e in th e UK ,and a no t he r w i t h e l ec t r i ca l r e t a i l e r DSG I n t e r na t i ona l t o p r ov i de mobilesolutions to small businesses. This could further be enhanced to avoid being alate

entrant in this new method of distribution which offers access to a widepotentialcustomer base.

4.4) Threats:The European part of Vodafones market is characterized by existing high levelso fc o m p e t i t i o n . M a j o r b r a n d s s u c h a s O 2 a n d T

Mob i l e a r e ex p lo i t in g t he p ri ce sensitivity of customers and in this way they arebuilding a stronger image and presencein the market. Indi rec t compet ition is alsoincreasing fur the r, through the presence of Skype and other related (not only voice)Internet

based services. This combined with theupcoming European legisl ative measures isexpected to l imit further the tarif fs fo r thenetwork providers


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RESEARCH METHODOLOGY

5.1) Introduction:

Marketing research means the systematic gathering, recording, analyzing of dataabout problemsrelating to the marketing of goods and servicesMarketing research has proved an essential toolto make all the need of marketingmanagement. Marketing research therefore is thescientific process of gathering andanalyzing of marketing information to meet theneeds of marketing management. Butga th eri ng of ob se rv ati on is mu st besys temat ic . The sys temat ic conduct of researchrequires :

Orderliness, in which the measurements are accurate.

Impartiality in analysis and interpretation.All of research can be categorized into basic andapplied.1.BASIC RESEARCH

: - Basic Research is that in tended to expand the body of knowledge for the use ofothers.2.APPLIED RESEARCH: - Applied Research is one, which is carried out to findt h e so l u t io n for a p a r t i cu l a rpr ob le m or fo r gu id in g a sp ec if ic de ci si on . It is usually private in nature.Myr es ea r ch on Vodaf one i s ca r r i ed on f o r gu i d i ng s pec i f i c dec i s i ons andi t s r e s u l t s a r e us e f u l on l y t o Vodaf one f o r t ak i ng pa r t i cu l a r dec i s i onr eg ar di ng p ro du ct q u a l i t y , s t a f f a n d s e c u r i t y . H e n c e t h e n a t u r e o f m yr e s e a r c h s t u d y i sAPPLIEDRESEARCH .

5 . 2 ) O b j e c t i v e o f S t u d y :Following are the main objective to study about the customer satisfaction onVodafone.

To study telecommunication industry.

To study the company profile of Vodafone.

To study customer satisfaction of Vodafone.

To study various Marketing activities provided by Vodafone.

To study the various services provided by Vodafone.

To know the expectation of Vodafone Customers.5 . 3 ) B e n e f i t s o f s t u d y :There are many benefits related to take this study. Some of the benefits of takingthis study are asfollows:


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By analyzing this information, the company would be able to better designschemes & services &target right prospects needs & wants.

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

This study helps to identify the behavior of consumer

when there are no offers &schemes from Vodafone.

5.3) Problem Identification:The first and the most important step of marketing research is properly definingtheproblem. In order to identify the research problem two categories of problem should be carefullynoticed.Here the researchers problems are:-

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

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

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

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

A number o f cus t omer s a r e no t s a t i s f i ed w i t h t h e s e r v i ce o f cus t omer ca r eof Vodafone.

RESEARCH DESIGN:Res ea r ch des i gn i nd i ca t e s t he me t hods and p r ocedur e o f conduc t i ngresearchstudy. Research design can be done in following three types:-1 Exploratory Research:-Exploratory r esearch focuses on the dis covery of new ideas and is generally based onsecondary data.2 Descriptive Research:-D e s c r i p t i v e r e s e a r c h i s u n d e r t a k e n w h e n t h e r e s e a r c h e r w a n t t ok n o w t h e characteristics of certain groups.3 Causal or Experimental Researches:-An experimental research is undertaken to identify causes and effect relationship between twovariables.The Research Design is:

Descriptive Research Design

5.4.3) Data Collection and Sampling:A) Sources of Data Collection:-Basically there are two types of data i.e. secondary and primary:I ) P r i mar y Da t a Co l l ec t i on : -Primary data collection contains the following four types of methods: -1 Observation Method:


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It contains Causal observation, Systematic observation, direct observationandcontrived observation.2 Survey Method:It contains Personal Interview, Telephone Interview and Mail Interview.3 Experimental Method.4 Panel Method.II) Secondary Data Collection: -

It can be collected from internal as well as external sources1 Internal Source:Various internal sources like employee, books, sales activity, stock availability, product cost, etc.External Sources:L i b r a r i e s , t r ade pub l i ca t i ons , l i t e r a t u r es , e t c a r e s ome i mpor t an t s ou r ceso f external data.The Researcher has used primary data for the core purpose of the project andthis p r i m a r y d a t a h a s b e e n g a t h e r e d b y s u r v e y m e t h o d . T h er e s e a r c h e r h a s a l s o u s e d secondary dataB)Data collection Tools:To conduct a survey, the Researcher has selected a structured questionnaire asaninstruction for gathering valuable information from the customers. Questionnaire, whichis

used for the survey, is consisting of questions and checklist questions to checkthecustomer feedback.C)Sampling Plan:The researcher has design a sampling plan that is consist of five decisions.I)Sampling unit :Who is to be surveyed?The Researcher has selected youngsters, businessmen, and housewives,employees toconduct survey and to measure satisfaction level.II)Sampling types:There are two types of sampling i.e. Probability Sampling and Non probabilitySampling.i ) P r o b a b i l i t y S a m p l i n g : -Probability sampling means each unit of the universe has equal chance ofgettingselected. The most frequently used probability sampling methods are as below:a) SimpleRandom Sampling. b) Stratified Random Sampling.c) Multi-stage Random Sampling.d) ClusterSampling.e) Multiphase Sampling.f) Replicated Sampling.ii)Non Probability Sampling:-NonProbability sampling contains following methods:-a) Judgment Sampling. b) ConvenienceSampling.c) Panel Sampling.d) Quota SamplingFor this purpose the researcher has used nonprobability convenience sampling.I I I ) S a m p l e S i z e :

Sample size means limited numbers of respondents covered under the researchstudyfrom a population and the researcher has taken a survey of 100 respondents toknowthe satisfaction level of customer.IV)Sampling Area:The researchers area for survey was:

The S.P.B. College of Business Administration, Udhna.


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Vodafone Store, Ghod Dod Road.

Outside Big Bazaar, Piplod.V)Sampling Unit:Here the researcher has randomly selected the respondents of the

Suratcity.Data Analysis and InterpretationAfter all the above steps are completed now the important step is data analyzingandinterpretation. For this there are various analytical and statistical tools. Some of thesetools arePercentage, Average, Dispersion, Co-relation, Co-efficient, etc.

DO U HAVE A MOBILE PHONE?ANS : THE PURPOSE IS TO KNW HOW MANY PEOPLE HAVE MOBILE PHONES

Interpretation:93% of the respondents are have a mobile phone while 7% of the respondents donot have amobile phone.

Are you aware about telecommunications services?Purpose:T h e m a i n p u r p o s e b e h i n d t h i s q u e s t i o n i s t o k n o w a b o u t t h eawareness of respondents regarding different telecommunications services andalso to know aboutwhich telecommunication(operators) service they use.Interpretation:9 5 % o f t h e r e s p o n d e n t s a r e a w a r ea b o u t telecommunications services while 5% are not aware


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Findings and conclusions93% of the respondents are have a mobile phone while 7% of the respondents donot have a

mobile phone.

100% of the respondents are aware about telecommunications services.

16% of the respondents use Airtel, 6% respondents use Idea while 12%, 4% and2% respondentsuse Reliance, BSNL and Tata Indicom respectively.

100% of respondents are aware about Vodafone Services.

36% of the respondents are aware about Vodafone through Advertisements, 29%are awarebecause of Hoardings while 20% and 15% of the respondents are aware because of Newspapers

and Mouth Publicity respectively.

39% of the respondents use Vodafone services from past more than 1 year whilethe lowest is14% respondents using Vodafone services less than 1 month.

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

37% of the respondents use Vodafone for SMS services while only 14% of therespondents useVodafone for Value Added Services.

87% of the respondent calls at customer care while 13% respondents do not callat customer care.

31% respondents respondents call customer care once a month while 16% and7% of respondentscall once a week and daily respectively.

34% of respondents call at customer care for complaining purpose while 30%,19% and 17% ofrespondents call customer care for other queries, informationregarding new schemes and valueadded services respectively

5 respondents among the total no. of respondents dont use Vodafone services because of highprices. 3 respondents dont use Vodafone services because of poor services while 2 respondents

each dont use vodafone services because oflack of awareness and poor network.

90% of the Vodafone customers would like to recommend Vodafone services toothers while10% of the Vodafone Customers wont recommend to others.ConclusionFollwing are the conclusion that the researcher found after the survey.


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Fr om t he above ana l ys i s t he r e s ea r che r conc l udes t ha t ma j o r r e s ponden t sa r ed i s s a t i s f i ed w i t h s ome o f t he ma j o r s e r v i ces l i ke ca l l r a t e s , SMS r a t e sand newschemes & offers.

Major respondents from all respondents use services of Vodafone.

Major customers of Vodafone are old customers so many of the respondentsaresatisfied with the services of Vodafone and thus they would like torecommendVodafone to others.

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

Major respondents are youngsters so they need more SMS facilities and lowcallrates, but Vodafone dissatisfies these age group (18-25) as their call rates and SMSrates aremuch high.


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Table of content

1)Industry profile and company profile.. 1-8

2)marketing strategies 16

3)customer satisfaction 22

4)SWOT analysis.. 24

5)research methodology. 26

6)findings and conclusion. 30

7)bibliography. 32

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