Vodafone Services Center Koppal Customer Satisfaction: Smt. S.V.K BBM Bca & Bcom College Koppal

VODAFONE SERVICES CENTER KOPPAL CUSTOMER SATISFACTION
CONTENTS
Chapter 1
 About project
 Statement of problem
 Objectives of study
 Scope of study
 Research methodology
 Limitations of study
Chapter 2
 Industrial profile
 Company profile (vision, Mission ,...etc)
 Product Profile
Chapter 3
 Theoretical background of study

Chapter 4
 Data Analysis and Interpretation

Chapter 5
 Findings
 Suggestions
 Conclusion
Chapter6
 Bibliography
 Questionnaire
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SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL
Chapter 1
1.1 INTRUDUCTION:
Competitive holds immense importance in today's marketing scenario and the companies
should try to satisfy their customers. Satisfied customers usually return and buy more,
they tell other people about their experiences, and they may well pay a premium for the
privilege of doing business with a supplier they trust. Statistics are bandied around that
suggest that the cost of keeping a customer is only one tenth of winning a new one.
Therefore, when we win customers, we should hang on to them. Customer satisfaction

and loyalty research has become an essential business tool to help retain and increase the
customer base. The main principal of any successful customer satisfaction programmed
is to establish the issues that are of greatest importance to ones target audience. The
research programmers develop focused customer strategies and provide intelligence to
help identify and priorities management objectives.
The research here is carried to know the customer satisfaction of mobile users in the
telecom industry. The whole Telecom industry is undergoing a stupendous growth
especially after so many players taking a plunge into in the mobile service business. Now
buying mobile is not a rich man's possession any more. The mobile industry is
Telecommunications industry. The telecommunications industries within the sector of
information and communication technology is made up of all
Telecommunications/telephone companies and internet service providers and plays the
crucial role in the evolution of mobile communications and the information society. On
whopping high with various technologies creeping in every day you always are on a back
seat to keep yourself update. With a major chunk of the users being teenagers it makes
the situation more dynamic and helps to create a niche market in itself. Looking at the
industry trends in mobile segment, the growth is tremendous in Tele-communications
industry. The telecommunications industries within the sector of information and
communication technology is made up of all Telecommunications/telephone companies
and internet service providers and plays the crucial role in the evolution of mobile
communications and the information society.

The current and dynamism in this field invoked me to carry on a research to know the
factors that influence the customer satisfaction in the telecom industry. Hutch, which is
hot favourite among students, encouraged me to take to study on hutch because of their
promotions and marketing strategy. This study deals swath exploring the factors that
affect the satisfaction of customer Vodafone and also tries to discord the satisfaction
level of mobile service customer other than Vodafone who can be the prospective
customer for VODAFONE in future. The research has also led to understand the current
market situation in term of customer preferences, customer attitude, available alternative,
price sensitivity, buying decision, and product attributes etc.
It has been a sincere effort to explore the factor that can lead to total customer
expectation of the VODAFONE service users. Also the study of the customer perception
and attitude of other mobile service users has resulted to highlight those issues that the
customers give value to and regard important as, which will help the company to attract
more and more new prospective customers.
Customer is the real asset to any organization and the satisfaction occupies an important
place for business and management. Every firm is expected to maximize the satisfaction
in order to get more market share and profit.
1.2 OBJECTIVES OF THE STUDY:

The study has set the following objectives
 To know about the awareness level of the customer towards Vodafone sim
 To know customer preferences and expectation from mobile services provider
 To identify the reason to buy the Vodafone sim
 To find out the factors influencing the customer
 To identify the customer satisfaction level towards Vodafone sim
1.3 SCOPE OF THE STUDY:
The present study is confined to selected respondents and the study area is confined to
koppal city only. It focuses on present customer satisfaction and preference towards the
Vodafone telecommunication services.
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1.4 RESEARCH DESIGN:
A research work will be successful only with a sound design. The research design for the
purpose of the study is analytical in nature. The major purpose of analytical research
includes survey & in - depth analysis of variables. The research plan calls for gathering
primary & secondary data. The sampling method adopted for the present study is
Convenient sampling.
1.5 RESEARCH METHODOLOGY:

Type of Data: In order to achieve the objectives of the study the required data was
collected through primary and secondary sources.
 Primary data:
The primary data collected through well prepared questionnaire. Majority of the
respondents filled questionnaire and returned and few of them were illiterates so
asked the opinion and filled by the researcher.
 Secondary data:
The secondary data is collected from various sources like annual reports, company
websites, news papers, magazines, articles etc.
Sample size: The sample size is taken as 50 respondents
Type of respondents: Customers of Vodafone
Method of sampling: Convenient sampling
Tools used: Average and Likert Scale
Presentation of data: Tables & charts are used to present the analyzed data
1.6 LIMITATION OF THE STUDY:

 Sample size of the study is limited to 50 respondents only
 The accuracy of the study depends on the information given by the customers
 Time constraints
 Few respondents were not ready to answer all the questions in the
questionnaire.

Chapter 2
Profile of the Vodafone Company

2.1 HISTORY
The evolution of Vodafone started in 1982 with the establishment of the Racal Strategic
Radio Ltd subsidiary of Racal Electronics, the UK's largest maker of military radio
technology, which formed a joint venture with Millicom called 'Racal', which evolved
into the present day Vodafone.
Evolution as a Racal Telecom brand: 1980 to 1991
1980, Ernest Harrison, the then chairman of Racal Electronics, agreed to a deal In with
Lord Weinstocks of the General Electric Company to allow Racal to access some of
GEC's tactical battlefield radio technology. The head of Racal's military radio division,
Gerry Went, was briefed by Ernest Harrison to drive the company into commercial
mobile radio. Went visited a mobile radio factory run by General Electric (unrelated to
GEC) in Virginia, USA the same year to understand the commercial use of military radio
technology.
Jan Steinbeck, head of a growing Swedish conglomerate, set up an American company,

Millicom, Inc. and approached Racal's Went in July 1982 about bidding jointly for the
UK's second cellular radio licence. The two struck a deal giving Racal 60% of the new
company, Racal-Millicom, Ltd, and Millicom 40%. Due to UK concerns about foreign
ownership, the terms were revised, and in December 1982, the Racal-Millicom
partnership was awarded the second UK mobile phone network license. Final ownership
of Racal-Millicom, Ltd was 80% Racal, with Millicom holding 15% plus royalties and
venture firm Hambros Technology Trust holding 5%. According to the UK Secretary of
State for Industry, "the bid submitted by Racal-Millicom Ltd… provided the best prospect
for early national coverage by cellular radio.
Vodafone's original logo, used from 1991 to 1997
5
Vodafone was launched on 1 January 1985 under the new name, Racal-Vodafone
(Holdings) Ltd, with its first office based in the Courtyard in Newbury, Berkshire, and
shortly thereafter Racal Strategic Radio was renamed Racal Telecommunications Group
Limited. On 29 December 1986, Racal Electronics issued shares to the minority
shareholders of Vodafone worth GB£110 million, and Vodafone became a fully owned
brand of Racal. On 26 October 1988, Racal Telecom, majority held by Racal Electronics,
went public on the London Stock Exchange with 20% of its stock floated. The successful
flotation led to a situation where Racal's stake in Racal Telecom was valued more than
the whole of Racal Electronics. Under stock market pressure to realise full value for
shareholders, Racal demerged Racal Telecom in 1991.
2.2 FOUNDER ERNEST HARRISON
Sir Ernest Harrison

Born: Ernest Thomas Harrison
11 May 1926
Hackney, east London, England
Died 16 February 2009 (aged 82)
Surrey, England
Occupation Chair of Racal
For the Australian cricketer, see Ernest Harrison (cricketer). For the English journalist,
author and judoka, see Ernest John Harrison.

Sir Ernest Thomas Harrison (11 May 1926 – 16 February 2009)was an English
businessman, best known as chairman of electronics company Racal and the first
chairman of its spun-out mobile telephony division, Vodafone.
2.3 CHARITY AND AWARDS

Harrison was chairman of the Cancer Research Trust at the Royal Free Hospital.
Appointed OBE for services to National Savings in 1972, he was knighted in 1981. He
was the first recipient in 1992 of the Mountbatten Medal.
A generous benefactor to the Conservative Party, and a friend and admirer of Margaret
Thatcher, when Sir John Major put him up for a peerage, Prime Minister Tony Blair
turned it down. Harrison was said to be more successful than his two great competitors in
business who both gained ennoblement – Lord Weinstocks and Lord Hanson.
2.4 Vodafone Group, then Vodafone Air touch plc: 2000 to present
On 28 July 2000, the Company reverted to its former name, Vodafone Group plc. On
17
December 2001, Vodafone introduced the concept of "Partner Networks", by signing
TDC Mobil of Denmark. The new concept involved the introduction of Vodafone
international services to the local market, without the need of investment by Vodafone.
The concept would be used to extend the Vodafone brand and services into markets
where it does not have stakes in local operators. Vodafone services would be marketed
under the dual-brand scheme, where the Vodafone brand is added at the end of the local
brand. (i.e., TDC Mobil-Vodafone etc.) In 2007, Vodafone entered into a title
sponsorship deal with the McLaren Formula One team, which traded as "Vodafone
McLaren Mercedes" until the sponsorship ended at the end of the 2013 season.
On 1 December 2011, it acquired the Reading based Bluefish Communications Ltd, an

ICT consultancy company. The acquired operations formed the nucleus of a new
Unified Communications and Collaboration practice within its subsidiary Vodafone
Global Enterprise, which will focus on implementing strategies in cloud computing, and
strengthen its professional services offering. In April 2012, Vodafone announced an
agreement to acquire Cable & Wireless Worldwide (CWW) for £1.04 billion. Vodafone
was advised by UBS AG, while Barclays and Rothschild advised Cable & Wireless. The
acquisition will give Vodafone access to CWW's fibre network for businesses, enabling
7
it to take unified communications to large enterprises in the UK and globally; and

expand its enterprise service offerings in emerging markets. On 18 June 2012, Cable &
Wireless' shareholders voted in favour of the Vodafone offer, exceeding the 75% of
shares necessary for the deal to go ahead. On 2 September 2013, Vodafone announced it
would be selling its 45% stake in Verizon Wireless to Verizon Communications for
$US130 billion, in one of the biggest deals in corporate history. With the proceeds from
the deal, it announced a £19 billion Project Spring initiative to improve network quality
in Europe and emerging markets like India.
In June 2017, the company took measures to prevent its advertising from appearing
within outlets focused on creating and sharing hate speech and fake news. In January
2020 Vodafone confirmed that it has pulled out of the Libra Association, the
governing council for the Face book created global digital currency initiative.

2.5 VISION AND MISSION ALSO COMPANY CAMPUS
Operations
Africa and In November 1998, the Vodafone Egypt network went live under the name
On 8 November 2006, the company announced a deal with Telecom Egypt, resulting in
further co-operation in the Egyptian market and increasing its stake in Vodafone Egypt.
After the deal, Vodafone Egypt was 55% owned by the group, while the remaining 45%
was owned by Telecom Egypt.
On 29 January 2020, Saudi Telecom Company STC and Vodafone Group signed a
Memorandum of Understanding for the sale of Vodafone’s entire 55 percent stake in
Vodafone Egypt to STC. With the sale, Vodafone will be exiting Egypt (as a telecom
operator) as the rest of the 45 percent stake in Vodafone Egypt is owned by Telecom
Egypt. Telecom Egypt has said that it has no plans to sell its stake.
In September 2010, an investigation by Private Eye magazine revealed certain details of

Vodafone's tax avoidance activities. It was reported that Vodafone routed the acquisition
of Mannesmann through a Luxembourg subsidiary, set up to avoid paying tax on the
deal, and continued to place its profits in Luxembourg. Following a long legal struggle
2.6 Tax avoidance:

9
With HMRC (during which a senior HMRC official, John Connors, switched sides to
become head of tax at Vodafone), it was eventually agreed that Vodafone would pay
£1.25 billion related to the acquisition. Based on Vodafone's accounts, experts have
estimated the potential tax bill written off as a result of the negotiations was over £6
billion. The news of this legal tax avoidance sparked angry protests, beginning in
October 2010 and ongoing as of April 2011, outside Vodafone shops across the UK,
organised under the banner of UK Uncut. The first protests caused the simultaneous
closure of over a dozen stores, including the flagship Oxford Street branch.
In 2011, Private Eye magazine and The Bureau of Investigative Journalism alleged that
Vodafone's Swiss branches were run by a single part-time bookkeeper. The report
claimed hardly any business was done from there, indicating that the main purpose of
the Zug office was tax avoidance. The report claimed the money was borrowed from the
Swiss branch of the Luxembourg Company, allowing it to take advantage of
Luxembourg's laws, which exempts foreign branches of companies from tax, and Swiss
laws, which almost completely exempt local branches of foreign companies. According
to the expose, this would have otherwise generated a British tax bill of a little over £2
billion. It said Vodafone publishes a single, combined set of accounts for its
Luxembourg subsidiaries and their Swiss branches. For the one company, profits worth
£1.6 billion were taxed at less than 1% in 2011, and the profits are likely to have been
attributed to Switzerland. In its response to these allegations, Vodafone has said the
Swiss branch has not been involved in Vodafone's global financing for a number of
years. It is, therefore, irrelevant in respect to global financing arrangements.
Vodafone was also assessed a US$2.5 billion tax over its acquisition of Hutchison
Whampoa's Indian assets in 2007, a demand that it contests. In January 2012, the
highest Indian court ruled that Vodafone is not liable for taxes and penalties of up to
£2.8 billion.
However, in February 2016 India's tax department sent Vodafone a renewed tax notice
of £1.4bn. Following the siding of the Indian court with Vodafone in 2012, the
government changed the law to allow firms to be retrospectively taxed.
2.7 Communications blackout during the Arab Spring

Vodafone was implicated in the violent suppression of pro-democracy protests in
Egypt's 2011 demonstrations. On 27 January, Vodafone, responsible for much of
Egypt's telecommunication infrastructure, shut off all voice and data services for
Egyptian citizens and businesses at the request of the Egyptian Government under Hosni
Mubarak. On 28 January 2011, Vodafone complied with Egyptian government
instructions to suspend Internet service "in selected areas" during a period of
antiMubarak protests. The company issued a statement that "Under Egyptian legislation,
the authorities have the right to issue such an order and we are obliged to comply with
it. Vodafone also received public and media criticism for allowing the authorities to
send mass pro-government messages via SMS over their network during the protests.
One such message requested that "honest and loyal men" should "confront the traitors
and criminals". Vodafone later issued a statement asserting that they had no choice but
to allow the messages to be broadcast, and that they had complained to the Egyptian
authorities about the practice. The Daily Telegraph of the UK reported, "The Egyptian
government's action is unprecedented in the history of the internet. US-based Internet
intelligence firm Rennes’s stated, "In an action unprecedented in Internet history, the
Egyptian government appears to have ordered service providers to shut down all
international connections to the Internet. Vodafone Group CEO Vitoria Coal said the
company was obliged by law to comply with the instructions of the Egyptian
government. At the company's annual general meeting, on 26 June, the campaign groups
Access and FairPensions asked Vodafone to endorse a plan to prevent the company
facing similar demands in the future.
2.8 VODAFONE ESSAR LIMITED INDIA

Vodafone Essar started its operations in India in 1994 and is under the Vodafone
Group. The company Vodafone Essar Limited has become one of the leading companies
in the telecom sector in India due to its high standard of services that it provides to its
customers.
The company Vodafone Essar has its operations in 16 telecom circles of the country,
which covers around 86% of the customer mobile base in India. The company offers
both post-paid and prepaid GSM cellular mobile coverage all across India and its hold is
especially strong in the metropolitan cities. The company Vodafone Essar Limited
provides services like 2G, which are based on 1800 MHz and 900 MHz GSM digital
technology. The company Vodafone Essar also offers voice and data services.
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VODAFONE ESSAR: is one of the topmost companies in the telecom sector in India
and is well known for the best quality of products and services offered to its customers.
And this is the reason that the customer base of the company Vodafone Essar Limited
has been increasing at a very rapid pace. The company is planning to launch low price
cell phones in the country and also expand its operations. This is sure to help the
company Vodafone Essar to grow and prosper even more in the future.
VODAFONE ESSAR LIMITED

Peninsula corporate park
Ganpatrao kadam marg
Lower parel, Mumbai 400013
India
T+919619215000
F+912224963645
Nodal Officer :-
Name: Sushma Khanna
Address: C48, Okhla Industrial Area, phaseII, NewDelhi110020
Phone:+91981169931
Fax:+919811000009/+919811098114
Email: Sushma.nodal@vodafone.com
2.9 Awards & Achievements

We have an extraordinary team of talented and hard-working individuals. Our high
employee morale has led to us being recognized as a “Great Place to Work” by industry
experts and the media, year on year.
Vodafone India ranked 20th in the LinkedIn Top Attractors 2017 Award- The only
telecom service provider to be featured.
Brand Leadership Recognized as one of the Most Trusted Brands in India
Brand Leadership
Vodafone India amongst the Top 10 Most Trusted Brands in India by Brand Trust
Report

2018
Business Services CIO Choice 2018 Award winner
Vodafone Business Services recognized as the chosen leader for Telecom Carrier -
Leased Lines & Mobile Access (fourth year in a row).
Vodafone won two GOLDs at the Sabre Asia Pacific 2018 in recognition for the PR
work for the campaign Green Goodbye (eco-friendly immersion of Ganesha) in
Telecommunication category and Sabrimala initiative (use of tech to keep children
protected at Sabrimala) in “Marketing to Men” category
Vodafone won Silver at the PR Awards Asia Pacific 2018 for the PR campaign around
“Green Goodbye” – the eco-friendly immersion of Ganesha
Vodafone won GOLD at The ABBYs 2018 in recognition of the PR work for the
campaign “Green Goodbye”, about the eco-friendly immersion of Ganesha
Vodafone Business Services wins Frost and Sullivan ‘Best Enterprise Service Provide -
SMB’ award 2016Mobile Connect India Consortium received GSMA’s highest award -
the Chairman’s Award at MWC 2016.
This is to recognize the collective industry level effort by all operators to make Mobile
Connect successful in India. Vodafone India together with GSMA led and created an all
operator industry consortium in India for a successful Mobile Connect launch.
Mobile Connect India Consortium received GSMA’s highest award – the Chairman’s
Award at MWC 2016
Vodafone Business Services (VBS) recognized as the chosen leader for Telecom Carrier
(Leased Lines) and Telecom Carrier (Mobile Access) at CIO CHOICE 2016 awards
VODAFONE recognized one among the Best Corporate Brands at the ET Best
Corporate Brands Summit
Voice and Data Telecom Leadership Awards 2015Jury award for CTO of the Year to
Vishant Vera
13
Marten Pieter’s recognized as INFOCOM 2014 CEO of the Year by ABP Group in the
category of Telecom/Communications. This award is for his exceptional vision,
creativity, business acumen and extraordinary contributions to the development of the
Indian ICT industry 2014Marten Pieter’s receives a special recognition award of
Excellence at ET Telecom Awards 2014 for his outstanding contribution to the Telecom
Industry. Award presented by Shri Ravi Shankar Prasad, Union Minister of IT and
Telecom
Anthony Thomas, CIO Vodafone receives award for Excellence in Customer

Experience at IDC Insights Award 2014
Kumar Das, General Counsel, Vodafone India awarded as one of the six In-House
Counsel of Distinction in the 2014 Emerging Markets Awards by The Asian Lawyer,
sister publication of American Lawyer
Telecom Operator Awards 2012 by tele.net:
1) CEO of the Year - Marten Pieter’s
2) Most Admired Telecom Operator
3) Best 3G Service Operator
 VODAFONE is rated as ‘Best mobile service in the country’ by the national TNS
survey of mobile users
 VODAFONE is named ‘Most Respected Telecom Company’ by business world.
 VODAFONE has been named ‘creative advertiser of the year’ and as won the
‘campaign of the year’ award annual Abby 2010 advertising awards function.
 Diagrammatic representation of VODAFONE Essar’s presents in India.

2.10 THE Mc KINSEY 7-S FRAMEWORK
structre
strategy systems
shared
values
skills style
staff
The above figure 7-s modal is better known as Mckinsey 7-s. this is because the two
persons who developed this module, tom peters and Robert waterman, have consultants
at Mckinsey is not organization (1980) and in their books the art japans management
(1981) and in search of excellence (1982).
2.11 CUSTOMERS, MARKETING AND DISTRIBUTION
Vodafone endeavours to ensure that customers’ needs are at the core of all products and
services. Understanding these needs and continuing to serve them is key to Vodafone’s
customer strategy.
CUSTOMERS
Vodafone has 302.6 million proportionate mobile customers across the globe. The
Group seeks to use its understanding of customers to deliver relevance and value and
communicate on an individual, household, community or business level. In delivering
solutions that meet customers’ changing needs in a manner that is easy to access and is
available when required, Vodafone aims to build a longer and deeper customer
relationship. Vodafone continues to use a customer measurement system called
15
“customer delight” to monitor and drive customer satisfaction in the Group’s controlled
markets at a local and global level. This is a proprietary diagnostic system which tracks
customer satisfaction across all points of interaction with Vodafone and identifies the
drivers of customer delight and their relative impact. This information is used to identify
any areas for improvement and focus.
CUSTOMER SEGMENTATION
Customer segments are targeted through many different tariffs and propositions, which
are adapted for any localized customer preferences and needs. These often bundle
together voice, messaging, data and, increasingly, fixed line services.
CONSUMER
Customers are typically classified as prepaid or contract customers. Prepaid customers

pay in advance and are generally not bound to minimum contractual commitments,
while contract customers usually sign up for a predetermined length of time and are
invoiced for their services, typically on a monthly basis. Increasingly, Vodafone offers
SIM only tariffs allowing customers to benefit from the Vodafone network whilst
keeping their existing handset.
2.12 ENTERPRISE
The Group continues to grow usage and penetration across all business segments. VGE
manages the Group’s relationship with Vodafone’s 270 largest multinational corporate
customers. VGE simplifies the provision of fixed, mobile and broadband services for
MNCs who need a single operational and commercial relationship with Vodafone
worldwide. It provides a range of managed services such as central ordering, customer
self-serve web portals, telecommunications expense management tools and device
management coupled with a single contract and guaranteed service level agreements.
The Group continues to expand its portfolio of innovative solutions offered to small
office home office (‘Soho’), SME and corporate customers. Increasingly these combine
fixed and mobile voice and data services integrated with productivity tools. Marketing
and brand Vodafone has continued to build brand value by delivering a superior,
consistent and differentiated customer experience. Communication activities are focused
on delivering the promise of “helping customers make the most of their time”. The
Group’s vision is “to be the communications leader in an increasingly connected world”
expanding the Group’s category from mobile only to total communications. To enable
the consistent use of the Vodafone brand in all customer interactions, a set of detailed
guidelines has been developed in areas such as advertising, retail, online and
merchandising.
Vodafone regularly conducts brand health tracking, which is designed to measure the
brand performance against a number of key metrics and generate insights to assist the
management of the Vodafone brand across all Vodafone branded operating companies.
An external accredited and independent market research organization provides global
coordination of the methodology, reporting and analysis.
Vodafone’s global sponsorship strategy has delivered a strong set of results across all
Vodafone markets, with central sponsorship agreements such as the title sponsorship of
the Vodafone McLaren Mercedes F1 team. The winning performance of the Vodafone
McLaren Mercedes F1 team during the 2008 season enabled Vodafone to maintain a
dominant presence in one of the world’s most popular sporting events. Vodafone
successfully integrated the sponsorship into a wide variety of business activities
including communications, events, content and acquisition and retention promotions.
2.13 DISTRIBUTION
Vodafone directly owns and manages over 1,800 stores selling services to customers
and providing customer support. The store footprint is constantly reviewed in response
to market conditions. The Group also has 5,200 Vodafone branded stores, which sell
Vodafone products and services exclusively through franchise and exclusive dealer
arrangements. Additionally, in most operating companies, sales forces are in place to
sell directly to business customers. The internet is increasingly a key channel to promote
and sell Vodafone’s products and services and to provide customers with an easy, user
friendly and accessible way to manage their services and access support, whilst reducing
costs for the Group.
The extent of indirect distribution varies between markets but may include using third
party service providers, independent dealers, distributors and retailers. The Group hosts
17
MVNOs in a number of markets, selling access to the Vodafone network at a wholesale

level. Where appropriate, Vodafone seeks to enter mutually profitable relationships with
MVNO partners as an additional route to market.
2.14 ORGANIZATIONAL STRUCTURE OF VODAFONE

2.15 VODAFONE IN FUTURE
2.16 POST PAID RECHARGE PLANS OF VODAFONE

Post paid 1 line 1 line 2 line 3 line 4 line 5 line
plans
Monthly 399 499 598 749 899 999
rental
Rental/line 399 499 299 250 225 200
Total data 40 GB 75 GB 80 GB 120 GB 160 GB 200 GB

quota
Primary 40 GB 75 GB 50 GB 60 GB 70 GB 80 GB
members
data quota
Each family NA NA 30GB 30GB 30GB 30GB
data quota
Local/std/ UNLIM UNLIMI UNLIMI UNLIMI UNLIMI UNLIMI

NR ITED TED TED TED TED TED
2.17 Latest Questions about Vodafone Recharge Plans

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Which are the best Vodafone Karnataka Unlimited Talk time Plans?
Best 4G Plans by Vodafone in Karnataka are: 1. Rs 48:- 1 GB 4G Data, Validity: 1 Day

2. Rs 96:- 1 GB 4G Data, Validity: 28 Days 3. Rs 265 :- 3 GB 4G Data, Validity: 28
Days 4.Rs 458: 1 GB 4G Data/Day + Unlimited Local, STD & Roaming Calling + 100
SMS/Day, Validity: 70 Days 5.Rs 509: 1 GB 4G Data/Day + Unlimited Local, STD &
Roaming Calling + 100 SMS/Day, Validity: 84 Days
Which are the best Vodafone Karnataka Full Talk time Plans?
Best Full Talk time Plans by Vodafone in Karnataka region are: 1.Rs 300:- Talk time:
Rs 300, Validity: Unlimited 2.Rs 400:- Talk time: Rs 400, Validity: Unlimited 3.Rs
500:-
Talk time: Rs 500, Validity: Unlimited
Which are the best Vodafone Karnataka Unlimited Talk time Plans?
Following are the best Unlimited Talk time Plans by Vodafone in Region: 1.Rs. 69:
Unlimited Local, STD Calling + 500 MB Data, Validity: 7 Days 2.Rs 195: Unlimited
Local, STD & Roaming Calling + 1 GB 4G Data, Validity: 28 Days 3.Rs 458:
Unlimited Local, STD & Roaming Calling + 1 GB 4G Data/Day + 100 SMS/Day,
Validity: 70 Days 4.Rs 509: Unlimited Local, STD & Roaming Calling + 1 GB 4G
Data/Day + 100 SMS/Day, Validity: 84 Days
How can I reach Vodafone Customer care for help or feedback in Karnataka?
Vodafone provide 24x7 support for any queries related to their product and services.
Vodafone Karnataka Customer Care 1. Using Vodafone SIM Just dial "199" or
"198"(toll free) to reach out to Vodafone Customer Care. 2. Using another Network SIM
From other network sim you need to dial "+91 9886098860" to reach out to Vodafone
Customer Care. Alternatively, for complaints and regarding other services you can
email at vodafonecare.kar@vodafone.com
Which are the Vodafone Karnataka Local and STD call charges?
Best SMS Plans by Vodafone in Karnataka region are: 1. Rs 23: 260 L+N SMS,
Validity: 30 Days 2. Rs 52: 580 L+N SMS, Validity: 60 Days

PRE PAID RECHARGE PLANS
2.18 Vodafone idea

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Vodafone idea limited
type public
traded as base: 532822 nse:

idea
21
isin ine669e01016
Industry telecommunications
Predecessor Vodafone India

Idea cellular limited
Founded 31 august 2018; 20 months ago
Headquarters Mumbai (corp.) gandhinagar

(reg.)
Key people Kumar mangalam Birla
Products mobile telephony wireless

broadband internet services
Revenue ₹378,236 million (us$5.3

billion) (2019)
operating income ₹-192,243 million (us$−2.7

billion) (2019)
net income ₹-145,711 million (us$−2.0

billion) (2019)
total assets ₹2,296,995 million (us$32

billion) (2019)
total equity ₹596,348 million (us$8.4

billion) (2019)

Owners Vodafone group (45.1%) aditya

Birla group (26.0%) axiata group
berhad (8.17%) private equity
(20.73%)
Members 332.65 million
(31 December 2019)
Number of 13,520 (2019)

employees
subsidiaries You broadband limited
Website www.vodafoneidea.com
Vodafone idea limited is an Indian telecom operator with its headquarters based in
Mumbai, Maharashtra and gandhinagar, Gujarat. Vodafone idea is a pan-India
integrated gsm operator offering 2g, 3g and 4g, 4g+ and volte mobile services under two
brands named Vodafone and idea. Vodafone idea also provides services including
mobile payments, iota, enterprise offerings and entertainment, accessible via both digital
channels as well as on-ground touch points, centres across the country. As of 31
December 2019, Vodafone idea has a subscriber base of 332.65 million, making it
second largest mobile telecommunications network in India and fifth largest mobile
telecommunications network in the world. Vodafone idea has a broadband network of
340,000 sites, distribution reach of 1.7 million retail outlets.
On 31 august 2018, Vodafone India merged with idea cellular, and was renamed as
Vodafone idea limited. However, the merged entity continues using both the idea and
Vodafone brand. Currently, the Vodafone group holds a 45.1% stake in the combined
entity, the aditya Birla group holds 26% and the remaining shares will be held by the
public. Kumar mangalam Birla heads the merged company as the chairman and bales
Sharma used to be the ceo. After a plunge in share price of Vodafone idea by 80% on
NSE, balesh Sharma resigned citing personal reasons. Ravinder takkar, ex-ceo of
Vodafone Romania and the key deal negotiator from Vodafone has taken over the reigns
23
as ceo.
2.19 Contents
On 20 March 2017, Idea and Vodafone India announced that their respective boards had
approved a merger of the two companies. The merger got approval from Department of
Telecommunications in July 2018. On August 30, 2018, National Company Law
Tribunal gave the final nod to the Vodafone Idea merger the merger was completed on
31 August 2018, and the newly merged entity is named Vodafone Idea Ltd. The merger
created the largest telecom company in India by subscribers and by revenue. Under the
terms of the deal, the Vodafone Group holds a 45.2% stake in the combined entity, the
Aditya Birla Group holds 26% and the remaining shares will be held by the public.
Idea previously bought Spice Communications Ltd, operating as Spice Telecom, for
over Rs 2,700 crore.
Network
Radio frequency summary
Vodafone Idea Limited owns spectrum in 900 MHz, 1800 MHz, 2100 MHz, 2300 MHz
and 2500 MHz bands across the country.
Telecom circle E-GSM/ GSM / UMTS / TD-LTE TD-LTE

coverage
FD-LTE FD-LTE FD-LTE 2300mhz 2500mhz
900mhz 1800mhz 2100mhz Band 40 Band 41
Band 8 Band 3 Band 1
Delhi
Mumbai
Kolkata

Chennai
This table contains Vodafone Idea (merged entity) radio frequency details because they
share their networks with each other via ICR (intra-circle roaming agreement) in some
circles. For example, Idea has started 4G services in Delhi from May 2018 via the Vodafone
network.
Network consolidation
By March 2019, Vodafone Idea Limited announced its network consolidation across
major circles, easing network issues faced by consumers and also enhancing its 4G
coverage. Announcements of Network Consolidation were made as below
State No of Towns No of Villages Coverage area

%/kms
Covered Covered
Haryana 145 6520 99.5%
ROWB 878 37585 97%
Madhya Pradesh &

Chhattisgarh 664 53130 60%
Jammu and Kashmir 110 3301
AP & Telangana 391 19700 92.5%
25
Bihar & Jharkhand 431 43503 79%
HP 59 11929
Enhanced 4G coverage details

State No of Towns No of districts Population %
Covered Covered
Haryana 22 76.08%
ROWB 838 27 78%
Madhya Pradesh &

Chhattisgarh 633 77 52%
Jammu and Kashmir 48 9 23.6%
AP & Telangana 381 23 67%
Bihar & Jharkhand 343 56 45.3%
HP 45 8 43%

Turbo-net
Vodafone Idea has launched "turbonet" 4G services in select cities of Uttar Pradesh,
Rajasthan, Karnataka and Rest of Bengal (including Kolkata) circles. The launch of
turbonet 4G follows the consolidation of its radio network integration and the
deployment of technologies such as Dynamic Spectrum Re-farming (DSR), Spectrum
Re-farming, MMIMO, L900, TDD, and Small Cells to further boost network capacity
and coverage across large parts of the country.
Chapter 3
Theoretical frame work of the study
3.1 CONSUMER BEHAVIOR

Consumer behaviour is the study of individuals, groups, or organizations and all the
activities associated with the purchase, use and disposal of goods and services, including
the consumer's emotional, mental and behavioural responses that precede or follow
these activities. Consumer behaviour emerged in the 1940s and 50s as a distinct sub-
discipline in the marketing area.
Consumer behaviour is an inter-disciplinary social science that blends elements from

psychology, sociology, social anthropology, anthropology, ethnography, marketing and
economics, especially behavioural economics. It examines how emotions, attitudes and
preferences affect buying behaviour. Characteristics of individual consumers such as
demographics, personality lifestyles and behavioural variables such as usage rates,
usage occasion, loyalty, brand advocacy, willingness to provide referrals, in an attempt
to understand people's wants and consumption are all investigated in formal studies of
consumer behaviour. The study of consumer behaviour also investigates the influences,
on the consumer, from groups such as family, friends, sports, reference groups, and
society in general.
The study of consumer behaviour is concerned with all aspects of purchasing behaviour
– from pre-purchase activities through to post-purchase consumption, evaluation and
27
disposal activities. It is also concerned with all persons involved, either directly or
indirectly, in purchasing decisions and consumption activities including
brandinfluencers and opinion leaders. Research has shown that consumer behaviour is
difficult to predict, even for experts in the field. However, new research methods such
as ethnography and consumer neuroscience are shedding new light on how consumers
make decisions.
Customer relationship management (CRM) databases have become an asset for the
analysis of customer behaviour. The voluminous data produced by these databases
enables detailed examination of behavioural factors that contribute to customer
repurchase intentions, consumer retention, loyalty and other behavioural intentions such
as the willingness to provide positive referrals, become brand advocates or engage in
customer citizenship activities. Databases also assist in market segmentation, especially
behavioural segmentation such as developing loyalty segments, which can be used to
develop tightly targeted, customized marketing strategies on a one-to-one basis. (Also see
relationship marketing)
3.2 ORIGINS OF CONSUMER BEHAVIOR
In the 1940s and 50's, marketing was dominated by the so-called classical schools of
thought who were highly descriptive and relied heavily on case study approaches with
only occasional use of interview methods. At the end of the 1950s, two important
reports criticized marketing for its lack of methodological rigor, especially the failure to
adopt mathematically-oriented behavioral science research methods. The stage was set
for marketing to become more inter-disciplinary by adopting a consumer-behaviourist
perspective.
From the 1950s, marketing began to shift is reliance away from economics and towards
other disciplines, notably the behavioural sciences, including sociology, anthropology
and clinical psychology. This resulted in a new emphasis on the customer as a unit of
analysis. As a result, new substantive knowledge was added to the marketing discipline
– including such ideas as opinion leadership, reference groups and brand loyalty. Market
segmentation, especially demographic segmentation based on socioeconomic status
(SES) index and household life-cycle, also became fashionable. With the addition of

consumer behaviour, the marketing discipline exhibited increasing scientific

sophistication with respect to theory development and testing procedures.
In its early years, consumer behaviour was heavily influenced by motivation research,
which had increased the understanding of customers, and had been used extensively by
consultants in the advertising industry and also within the discipline of psychology in
the 1920s, '30s and '40s. By the 1950s, marketing began to adopt techniques used by
motivation researchers including depth interviews, projective techniques, thematic
apperception tests and a range of qualitative and quantitative research methods. More
recently, scholars have added a new set of tools including: ethnography, photo-
elicitation techniques and phenomenological interviewing. Today, consumer behaviour
(or CB as it is affectionately known) is regarded as an important sub-discipline within
marketing and is included as a unit of study in almost all undergraduate marketing
programs.
3.3 DEFINITION AND EXPLANATION
Consumer behaviour entails "all activities associated with the purchase, use and disposal
of goods and services, including the consumer's emotional, mental and behavioural
responses that precede or follow these activities. The term, consumer can refer to
individual consumers as well as organizational consumers, and more specifically, "an
end user, and not necessarily a purchaser, in the distribution chain of a good or service.
Consumer behaviour is concerned with:
purchase activities: the purchase of goods or services; how consumers acquire products
and services, and all the activities leading up to a purchase decision, including
information search, evaluating goods and services and payment methods including the
purchase experience
Use or consumption activities: concerns the who, where, when and how of consumption
and the usage experience, including the symbolic associations and the way that goods
are distributed within families or consumption units
Disposal activities: concerns the way that consumers dispose of products and packaging;
may also include reselling activities such as eBay and second-hand markets.
29
3.5 THE PURCHASE DECISION AND ITS CONTEXT
Understanding purchasing and consumption behaviour is a key challenge for marketers.

Consumer behaviour, in its broadest sense, is concerned with understanding both how
purchase decisions are made and how products or services are consumed or
experienced. Consumers are active decision-makers. They decide what to purchase,
often based on their disposable income or budget. They may change their preferences
related to their budget and a range of other factors. Some purchase decisions involve
long, detailed processes that include extensive information search to select between
competing alternatives. Other purchase decisions, such as impulse buys or habitual
purchases, are made almost instantaneously with little or no investment of time or effort
in information search.
Some purchase decisions are made by groups (such as families, households or

businesses) while others are made by individuals. When a purchase decision is made by
a small group, such as a household, different members of the group may become
involved at different stages of the decision process and may perform different roles. For
example, one person may suggest the purchase category, another may search for
product-related information while yet another may physically go to the store, buy the
product and transport it home. It is customary to think about the types of decision roles;
such as:

3.6 BUYER’S CHARACTERISTICS
The black box model considers the buyer's response as a result of a conscious, rational
decision process, in which it is assumed that the buyer has recognized a problem, and
seeks to solve it through a commercial purchase. In practice some purchase decisions,
such as those made routinely or habitually, are not driven by a strong sense of
problemsolving. Such decisions are termed low-involvement and are characterized by
relatively low levels of information search and evaluation activities. In contrast, high
involvement decisions require a serious investment of time and effort in the search and
evaluation process. Low involvement products are typically those that carry low levels
of economic or psycho-social risk. High involvement products are those that carry
higher levels of risk and are often expensive, infrequent purchases. Regardless of
whether the consumer faces a high or low involvement purchase, he or she needs to
work through a number of distinct stages of a decision process.
3.7 PROBLEM RECOGNITION
The first stage of the purchase decision process begins with problem recognition (also
known as category need or need arousal). This is when the consumer identifies a need,
typically defined as the difference between the consumer's current state and their desired
or ideal state. A simpler way of thinking about problem recognition is that it is where
the consumer decides that he or she is 'in the market' for a product or service to satisfy
31
some need or want. The strength of the underlying need drives the entire decision
process. Theorists identify three broad classes of problem-solving situation relevant for
the purchase decision:
Extensive problem-solving: Purchases that warrant greater deliberation, more extensive

information search and evaluation of alternatives. These are typically expensive
purchases, or purchases with high social visibility e.g. fashion, cars
Limited problem-solving
Known or familiar purchases, regular purchases, straight re-buys. Typically low-priced

items.
Reutilized problem-solving
Repeat purchases or habitual purchases
Consumers become aware of a problem in a variety of ways including:
Out-of-Stock/ Natural Depletion
When a consumer needs to replenish stocks of a consumable item e.g. ran out of milk or
bread.
Regular purchase
When a consumer purchases a product on a regular basis e.g. newspaper, magazine.

Dissatisfaction
When a consumer is not satisfied with the current product or service.
New Needs or Wants
Lifestyle changes may trigger the identification of new needs e.g. the arrival of a baby
may prompt the purchase of a cot, stroller and car-seat for baby.
Related products
The purchase of one product may trigger the need for accessories, spare parts or
complementary goods and services e.g. the purchase of a printer leads to the need for
ink cartridges; the purchase of a digital camera leads to the need for memory cards.
Marketer-induced problem recognition
When marketing activity persuades consumers of a problem (usually a problem that the
consumer did not realize they had). The consciously, and subconsciously, consumed
content in traditional as well as social media greatly plays the role of a stimulus for the
consumer's recognition of a new need.
3.8 NEW PRODUCTS OR CATEGORIES
When consumers become aware of new, innovative products that offer a superior means
of fulfilling a need. Disruptive technologies such as the advent of wireless free
communications devices can trigger a need for plethora of products such as a new
mouse or printer
Information search
33
During the information search and evaluation stages, the consumer works through
processes designed to arrive at a number of brands (or products) that represent viable
purchase alternatives. Typically consumers first carry out an internal search that is, a
scan of memory for suitable brands. The evoked set is the set of brands that a consumer
can elicit from memory and is typically a very small set of some 3- 5 alternatives.
Consumers may choose to supplement the number of brands in the evoked set by
carrying out an external search using sources such as the Internet, manufacturer/brand
websites, shopping around, product reviews, referrals from peers and the like. The
readiness of information availability has raised the informedness of the consumers; the
degree to which they know what is available in the marketplace, with precisely which
attributes and at precisely what price.
The fact that a consumer is aware of a brand does not necessarily mean that it is being
considered as a potential purchase. For instance, the consumer may be aware of certain
brands, but not favourably disposed towards them (known as the inept set). Such brands
will typically be excluded from further evaluation as purchase options. For other brands,
the consumer may have indifferent feelings (the inert set). As the consumer approaches
the actual purchase, he or she distils the mental list of brands into a set of alternatives
that represent realistic purchase options, known as the consideration set. By definition,
the consideration set refers to the “small set of brands which a consumer pays close
attention to when making a purchase decision”.

3.9 PURCHASE DECISION
Once the alternatives have been evaluated, the consumer firms up their resolve to
proceed through to the actual purchase. For example, the consumer might say to
his/herself, "Yes, I will buy Brand X one day." This self instruction to make a purchase
is known as purchase intent. Purchase intentions are a strong, yet imperfect predictor of
sales. Sometimes purchase intentions simply do not translate into an actual purchase and
this can signal a marketing problem. For instance, a consumer may wish to buy a new
product, but may be unaware of the retail outlets that stock it, so that purchasing cannot
proceed. The extent to which purchase intentions result in actual sales is known as the
sales conversion rate.
Organizations use a variety of techniques to improve conversion rates. The provision of

easy credit or payment terms may encourage purchase. Sales promotions such as the
opportunity to receive a premium or enter a competition may provide an incentive to
buy now rather than defer purchases for a later date. Advertising messages with a strong
callto-action are yet another device used to convert customers. A call-to-action is any
device designed to encourage immediate sale. Typically, a call-to-action includes
specific wording in an advertisement or selling pitch that employs imperative verbs such
as "Buy now!" or "Don't wait!". Other types of calls-to-action might provide consumers
with strong reasons for purchasing immediately such an offer that is only available for a
limited time (e.g. 'Offer must expire soon'; 'Limited stocks available') or a special deal
usually accompanied by a time constraint (e.g. 'Order before midnight to receive a free
gift with your order'; 'Two for the price of one for first 50 callers only'). Additionally,
service convenience is a saving of effort, in the way that it minimizes the activities that
customers may bear to buy goods and services. The key to a powerful call-to-action is to
provide consumers with compelling reasons to purchase promptly rather than defer
purchase decisions.
3.11 CUSTOMER LOYALTY
Customer loyalty, defined as “the relationship between an individual's relative attitude

and repeat patronage" (Dick and Basu, 1994: p. 99). Thus, by definition, loyalty has
both an attitudinal component and a behavioural component. Dick and Basu proposed
four types of loyalty based on relative attitude and patronage behaviour.
35
Loyalty
Characterized by favourable attitude and favourable patronage behaviour. For
marketers, true loyalty is the ideal situation.
No Loyalty
Characterized by low relative attitude and low repeat patronage behaviour. May occur
when competing brands are seen as similar or in the case of new brands (or categories)
where insufficient time has elapsed for loyalty to become established.
Spurious Loyalty
Characterized by low relative attitude and high repeat patronage. Spurious loyalty
occurs when the consumer undertakes repeat purchasing due to situational factors such
as access, convenience or shelf placement. Spurious loyalty can also occur when there
are no genuine alternatives or the consumer is ‘locked-in’ to purchasing a given brand
due to some quasi-contractual arrangement or membership status which creates
difficulties for switching. In other words, where switching costs are relatively high, high
patronage behaviour may be observed despite the absence of a favourable attitude
towards the brand. An example would be a consumer who always purchases petrol from
the same outlet on the way to work because there are no other outlets in the vicinity.

3.13 Buying behaviour of a consumer goes through five stages:
1. Need Recognition: When a consumer is aware of a need which may arise from
internal or external stimulus
2. Information Search: via Public, Personal, Commercial or Experiential process
3. Evaluation of alternatives: Consumers evaluate products and services by
combining their brand beliefs and attitudes according to importance using the
expectancy value model
4. Purchase decision: Influenced by brand, dealer, quantity, timing, attitude of
others, unanticipated situational factors and perceived risks
5. Post-purchase behavior: Related to customer satisfaction, action, usage and
disposal
Primary data is source from which the researcher collects the data. It is a firsthand
data, which is used directly for the analysis purposes. Primary data always gives the
researcher a fairer picture. In the present study primary data has been collected using
questionnaires. For the purpose of collecting the same, 100 respondents have been
randomly selected. Even the response of the respondents was taken into
consideration. In this study, primary data plays a vital role for analysis,
interpretation, conclusion and suggestions
the Most Creativeand Most Effective Advertiser of the Year. Vodafone is the world’s
leading international mobile communications company. It now has operations in 25
countries across 5 continents and 40 partner networks with over 200 million
customers worldwide. Vodafoneash partnered with the Essar Group as its principal
joint venture partner for the Indian market. The Essar Group is a diversified business
corporation with interests spanning the manufacturing and service sectors like Steel,
Energy, Power, Communications,hipping
S & Logistics and Construction.
3.14 Consumer’s purchase
37
3.15 SERVICE PROFILE
The name Vodafone comes from “Voice data fone” chosen by the company to reflect the
provision of voice and data over mobile phones.
Vodafone products are
Vodafone services are
• POST-PAID
• TUNES AND DOWN
• PRE-PAID LOADS
• SPORTS
• WORLDAND TRAVEL
CALLING CARDS
• NEWS AND UPDATES
• HOME CALLING CARDS
• FINANCE
• VODAFONE -HANDY PHONES
• CALL MANAGMT SERVICES
• VODAFONE- PCO
• DEVOTIONAL
• ASTROLOGY
1. Marketing campaigns
• MAIL, MESSAGE, etc
Marketing campaigns influence purchasing decisions a lot. If done right and regularly,
• ENTERTAINMENT
with the right marketing message, they can even persuade consumers to change brands
• BILL INFO
or opt for more expensive alternatives. Marketing campaigns can even be used as
reminders for products/services that need to be bought regularly but are not necessarily
on customers’ top of mind (like insurance for example). A good marketing message can
influence impulse purchases.
2. Economic conditions
For expensive products especially (like houses or cars) economic conditions play a big
part. A positive economic environment is known to make consumers more confident
and willing to indulge in purchases irrespective of their personal financial liabilities.
Consumers make decisions in a longer time period for expensive purchases and the
buying process can be influenced by more personal factors at the same time.
3. Personal preferences
Consumer behaviour can also be influenced by personal factors, likes, dislikes,

priorities, morals, and values. In industries like fashion or food personal opinions are
especially powerful. Advertisement can, of course, help but at the end of the day
consumers’ choices are greatly influenced by their preferences. If you’re vegan, it
doesn’t matter how many burger joint ads you see, you’re probably not gonna start
eating meat because of that.

4. Group influence
Peer pressure also influences consumer behaviour. What our family members,
classmates, immediate relatives, neighbours, and acquaintances think or do can play a
significant role in our decisions. Social psychology impacts consumer behaviour.
Choosing fast food over home-cooked meals, for example, is just one of such situations.
Education levels and social factors can have an impact.
5. Purchasing power
Last but not least, our purchasing power plays a significant role in influencing our
behaviour. Unless you are a billionaire, you will take your budget into consideration
before making a purchase decision. The product may be excellent, the marketing could
be on point, but if you don’t have the money for it, you won’t buy it. Segmenting
consumers based on their buying capacity will help marketers determine eligible
consumers and achieve better results.
39
Chapter 4
Data Analysis and Interpretations
INTRODUCTION
This study is confined to 50 different respondent’s selected convenient sampling basis in

koppal city in order to analyze the opinion of services on Vodafone. In order to recognize
I used structured questionnaire. The data has been analyzed and interpreted in order to
give to Vodafone the appropriated findings through drawing proper inferences.
In this chapter the statistical charts are used.
Table No. 4.1: Showing Demographic Profile of the Respondents

Demographics Variables Frequency Percentage (%)
Gender Male 38 76
Female 12 24
TOTAL 50 100
Marital status Married 26 52
single 24 48
TOTAL 50 100
Age 10-20 00 00
20-30 30 60
30-50 18 36
50 & above 02 04
TOTAL 50 100
Education Illiterate 12 24
Literate 38 76
TOTAL 50 100
Occupation Self employed 22 44
House wife 06 12
Student 12 24
Professional 02 04
Others 08 16

TOTAL 50 100
Monthly income 5000-10000 34 68

10000-15000 12 24
15000-20000 02 04
Above 20000 02 04
TOTAL 50 100
[Source: Field Survey]
Chart No 4.1.Showing Demographic Profile of Respondents
Interpretations:
The Table.4.1.Shows that the percentage of gender of male and female. Among 50
respondents, 76% are male, 24% respondents are female. Majority of the respondents
comes under gender for the male 76%. Age group of respondents, 60% of respondents
are of age group between below 20-30 years, 36% of respondents are of age groups
between 30-50 years, 4% of respondents are of age groups between above 50. Majority of
the respondents comes under age group for below 20-30 years 60%. Educational level of
respondents, 76% of the respondents have Literate, 24% of the respondents have
Illiterates. Majority of the respondents comes under for Literate 76%. From the
occupation table 44% of the respondents are self employed, 12% of them are house wife,
24% of them are student, 04% of them are professional and 16% of them are others.
Majority of the respondents comes under occupation for Self employed 44%. Among 50
Page 41
respondents of monthly income group, 68% respondents get below Rs.5000- 10000, 24%
respondents get Rs.10000-15000, 04% respondents get Rs. 15000-20000 and 04%
respondents get monthly salary for more than Rs. 20000. Majority of the respondents i.e.
68% come under monthly income for Rs.5000-10000.
Table No 4.2.Showing the Awareness level of Vodafone

Particulars No. of Respondent Percentage (%)
Fully aware 08 16
Aware 18 36
Little bit aware 18 36
Not aware 06 12
TOTAL 50 100
Chart No 4.2.Showing the Awareness level of Vodafone
100
80
60
No. of Respondent
40
Percentage (%)
20
0
Fully aware Aware Little bit Not aware TOTAL
aware
Interpretations:
Page 42
The above table no 4.2 shows that awareness level of Vodafone Customers are aware of
the VODAFONE providing Aware of 36%and little bit aware36%. This makes them to
possess more awareness work. This chart shows that Positive awareness of customers
Table No 4.3. Showing Factors for selecting Vodafone

price 20 40
easily availability 19 38
Coverage 05 10
Net work 06 12
TOTAL 50 100
Page 43
Chart No 4.3. Showing Factors for selecting Vodafone
100
90
80
70
60
50 No. of Respondent
40 Percentage (%)
30
20
10
0
price easily Coverage Net work TOTAL
availability
Interpretations:
The above table 4.3 shows that factors for selecting VODAFONE. The percentage of
feature of VODAFONE convinced to use of the respondents. Among the 50 respondents,
40% of respondents are Price, 38% of respondents are easily availability, 10% of
respondents are coverage, and 12% of respondents are net work. Majority of the
respondents comes under price 40%.

Table No 4.4. Showing problems in Vodafone services

Cost 08 16
poor network 12 24
Poor service 14 28
new schemes 10 20
other 06 12
TOTAL 50 100
Chart No 4.4. Showing problems in Vodafone services
100
90
80
70
60
40 Percentage (%)
30
20
10
0
Cost poor Poor new other TOTAL
network service schemes
Interpretations:
The above table 4.4 shows that the problems in Vodafone services poor service is the
main problem cited by 28% of respondents. The next biggest problem conveyed by the
respondents is poor network of 24% is serious as it could make people to think of
alternate service providers.

Table No 4.5. Showing source of information of Vodafone

Advertisement 22 44
hoardings 00 00
News paper 00 00
Mouth publicity 28 56
TOTAL 50 100
Chart No 4.5. Showing source of information of Vodafone
100
90
80
70
60
50
30
Percentage (%)
20
10
0
Interpretations:
The above Table.4.5S shows the percentage of source of information about the service
of the respondents. More information has been obtained from the mouth publicity and the
advertisement.
SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL Page 46

Table No 4.6.Showing using of Vodafone service

Less than 1 month 00 00
2-6 months 04 08
6-12 months 10 20
More than 1 year 36 72
TOTAL 50 100
Chart No 4.6. Showing using of Vodafone service

120
100
80
Percentage (%)
40
20
0
Less than 1 2-6 months 6-12 months More than 1 TOTAL
month year
Interpretations:
The above table 4.6 shows the percentage of customer using of Vodafone service since
how long are using Vodafone service is no one is use less than 1 month, 08% of members
are use 2-6 months, 20% of customers are use 6-12 months and 72% of customers are use
service more than 1 year. Majority of customers comes under using more than 1 year of
72%.

Table No 4.7. Showing reason for buying Vodafone

Call rates 18 36
SMS rates 08 16
Net work 14 28
value added services 10 20
TOTAL 50 100
Chart No 4.7. Showing reason for buying Vodafone

120
100
80
40 Percentage (%)
20
0
Call rates SMS rates Net work value added TOTAL
services
Interpretations:
The above table 4.7 shows the percentage of like most using Vodafone of the
respondents. Among the 50 respondents, 36% of respondents are call rates, 16% of
respondents are SMS service, 28% of respondents are network coverage, and 20% of
respondents are value added services. Majority of the respondents comes under for call
rates service 36%.

Table No 4.8. Showing those satisfaction level of Vodafone

Respondents
Highly satisfied 18 36
Satisfied 20 40
Neutral 08 16
Dissatisfied 04 08
TOTAL 50 100
Chart No 4.8. Showing those satisfaction level of Vodafone

Respondents
100 , 100
90
80
70 Particulars
Axis Title
60
, 50 Highly satisfied
50
40 Satisfied
, 36 , 40
30 Neutral
, 18, 20
20
,8 , 16 Dissatisfied
10 ,0 ,4
0 ,0 ,8 TOTAL
Axis Title
Interpretations:
The above table.4.8 shows the percentage of satisfaction level of Vodafone convinced to
use the respondents. 36% of respondents are highly satisfied, 40% of respondents are

satisfied, 16% of respondents are neutral and remaining 08% of respondents are
dissatisfied. Majority of the respondents comes under for satisfied 40%.

Chapter 5
Summary of Findings, Suggestions and Conclusion
FINDINGS:
 Most of the respondents are male (i.e., 76%)

 Most of the respondents are married persons (i.e.,52% )
 Majority of the respondents are under belong to age group are 20-30
years (i.e., 60%)

 44% of respondents are self employed.
 76% of respondents are Literates.
 Majority of the respondents (68%) are monthly income of Rs.5000 -
10000.
 44.66% of the respondents are fully aware of Vodafone.
 The factors for selecting Vodafone majority of the respondents are
under belonging to price (i.e., 40%)
 Most of the respondents are feel poor service is the problem of
Vodafone coverage to 28%.

 56% of the respondents feel satisfaction of mouth publicity.
 Most of the respondents are using Vodafone service more than one
year (i.e., 72%)
 Majority of the respondents of reason for buying Vodafone come
under call rates service to 36%.
 40% of the respondents are feeling satisfied.

SUGGESTIONS:
 Majority of the customer felt that they want to remove the problem
of call blocking and call drop and poor network.

 Company should improve the ambience of the service stations.
 The download and upload speed of the network has reduced
drastically in many places. The Vodafone users are expecting high
speed. So increasing network speed to great extent. It would be
better.
 Vodafone’s frequent update innovation technology when it’s
required.
 Giving continue offer on calls to customers at best possible levels
will be good.
 To develop 4G plan and value scheme.
 Vodafone business should introduce some new schemes for the
youngsters.
 Customers expect low cost Vodafone Sim  Development of
suitable advertisement strategy.

CONCLUSION:
This report helps in knowing that comparative study between Vodafone &
its competitor. With this report the company can capture its loopholes or
weaknesses and convert them in to their strengths and opportunities. From
the above study we come to a conclusion that in case of parameters of
selection, customer or the subscriber will first look at the network coverage,
tariffs and then other parameters. The subscriber also expects the company
to give in detail information of the service they are availing. An effective
sales person as to be employed in order to influence the buyer decision. The
company should have exciting offers with the service they provide. The
basic necessity of a mobile for the subscribers is not well defined.
This research study on “customer satisfaction towards Vodafone with special

reference to koppal district” is found that there is a significant relationship
between income and satisfaction and there is no significant relationship
between age and awareness level. From the overall study of identifying the
satisfaction level of customer service it may be concluded that the Vodafone
Customers are satisfied with the service of which company providing”, But
at the same time Service station environment has to be enhanced. Better
customer service will help the organization to be more efficient, in quality
services, avoid problem, maintaining the growth and customers attract new
schemes and so on.

BIBLOGRAPHY
1. Vodafone service center
2. Websites
3. Vodafone customer

QUESTIONAIRE
1. Awarness level
Fully aware aware
Littlebit aware Not aware
2. Factors for selecting Vodafone?

Price easily availability
Coverage Network problem
3. Problems in Vodafone.
Cost Poor network
Poor service New schemes
4. Sourse of information?
Advertisment News paper
Pomplents Mouth publicity
5. Since how long your using Vodafone service?

Less than 1 month 2-6 months
6-12 months more than one year
6. Reason for buying Vodafone service?

Call rates Sms rates
Network Value added services
7. Satisfaction level
Highly satisfied satisfied
Neutral Dissatisfied
8. Give your suggestions to help serve you better.


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VODAFONE SERVICES CENTER KOPPAL CUSTOMER SATISFACTION

 Theoretical background of study

 Data Analysis and Interpretation

Therefore, when we win customers, we should hang on to them. Customer satisfaction

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

1.2 OBJECTIVES OF THE STUDY:

1.3 SCOPE OF THE STUDY:

1.4 RESEARCH DESIGN:

1.5 RESEARCH METHODOLOGY:

Sample size: The sample size is taken as 50 respondents

Type of respondents: Customers of Vodafone

Method of sampling: Convenient sampling

Tools used: Average and Likert Scale

1.6 LIMITATION OF THE STUDY:

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

Profile of the Vodafone Company

Evolution as a Racal Telecom brand: 1980 to 1991

Jan Steinbeck, head of a growing Swedish conglomerate, set up an American company,

Vodafone's original logo, used from 1991 to 1997

2.2 FOUNDER ERNEST HARRISON

Sir Ernest Harrison

Hackney, east London, England

Died 16 February 2009 (aged 82)

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

2.3 CHARITY AND AWARDS

On 1 December 2011, it acquired the Reading based Bluefish Communications Ltd, an

it to take unified communications to large enterprises in the UK and globally; and

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

2.5 VISION AND MISSION ALSO COMPANY CAMPUS

In September 2010, an investigation by Private Eye magazine revealed certain details of

2.6 Tax avoidance:

2.7 Communications blackout during the Arab Spring

2.8 VODAFONE ESSAR LIMITED INDIA

VODAFONE ESSAR LIMITED

2.9 Awards & Achievements

Brand Leadership Recognized as one of the Most Trusted Brands in India

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

Anthony Thomas, CIO Vodafone receives award for Excellence in Customer

Telecom Operator Awards 2012 by tele.net:

1) CEO of the Year - Marten Pieter’s

2) Most Admired Telecom Operator

3) Best 3G Service Operator

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

2.10 THE Mc KINSEY 7-S FRAMEWORK

2.11 CUSTOMERS, MARKETING AND DISTRIBUTION

Customers are typically classified as prepaid or contract customers. Prepaid customers

MVNOs in a number of markets, selling access to the Vodafone network at a wholesale

2.14 ORGANIZATIONAL STRUCTURE OF VODAFONE

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

2.15 VODAFONE IN FUTURE

2.16 POST PAID RECHARGE PLANS OF VODAFONE

Total data 40 GB 75 GB 80 GB 120 GB 160 GB 200 GB

Local/std/ UNLIM UNLIMI UNLIMI UNLIMI UNLIMI UNLIMI

2.17 Latest Questions about Vodafone Recharge Plans

Best 4G Plans by Vodafone in Karnataka are: 1. Rs 48:- 1 GB 4G Data, Validity: 1 Day

SMT. S.V.K BBM BCA & BCOM COLLEGE KOPPAL

PRE PAID RECHARGE PLANS