Study of Consumer Attitude toward Mobile Phones

(Term Project)

Md. Mesbah Uddin Md. Iftekharul Islam Lalon Karim

December 19, 2011

Study of Consumer Attitude toward Mobile Phones (Term Project)

Prepared For Professor Dr. Humayun Kabir Chowdhury Course Instructor Marketing Management (MKT 501) Department of Business Administration East West University, Dhaka

Prepared By Section-1, Fall 2011 Name of the Group Members Md. Mesbah Uddin Md. Iftekharul Islam Lalon Karim ID 2010-3-95-078 2010-2-95-047 2008-3-95-053

East West University, Bangladesh

December 19, 2011

Letter of Transmittal
December 19, 2011 Dr. Humayun Kabir Chowdhury Professor & Chairman Department of Business Administration Course Instructor- Marketing Management (MKT 501) East West University, Dhaka Subject: Submission of project report on Study of Consumer Attitude toward Mobile Phones.

Dear Sir, Here is the project report on Study of Consumer Attitude toward Mobile Phones as you asked us to prepare for the partial fulfillment of the Marketing Management course. With great pleasure we are submitting this report as an integral part of the course. Working for this report has definitely enriched our knowledge about the Marketing Research, Consumer Buying Process, Development of Competitive Marketing Strategies and writing project reports, which ultimately strengthened our overall understanding of Marketing Management. We are really thankful to you for giving us such a splendid opportunity to present you the report, which is authentically based on team efforts. We appreciate this kind of project work by our heart. We tried to gather a collection of information to make our report specific and coherent, and make the report as reflective as possible. We appreciate to provide any information or clarification if necessary. Thank you for your consideration.

Sincerely Yours, __________________ Md. Mesbah Uddin 2010-3-95-078 __________________ Md. Iftekharul Islam 2010-2-95-047 __________________ Lalon Karim 2008-3-95-053

Acknowledgement

At this opportune moment, at first with the name of Almighty Allah, we are delighted to offer our heartiest thanks and deep gratitude to our course coordinator Prof. Dr. Humayun Kabir Chowdhury, Department of Business Administration, East West University, for his invaluable guidance and continuous encouragement in carrying out the present project in different stages of work. His constructive advice, appropriate opinion and suggestion helped us to avoid confusions and inconsistency. We are also thankful to all the respondents for their spontaneous participation in the survey and giving their thoughtful observation in answering all the twenty four questions presented in the questionnaire. Last but not the least, we are very much grateful to our group members for mutual understanding and open ended support to complete this project work.

The Authors December 19, 2011

Executive Summary

Mobile phone has become an indispensable part of Bangladeshi's everyday-life. Today mobile phone markets are one of the most turbulent markets due to the increased competition and rapid change of technology. Bangladesh has a big market for mobile handset and the industry is expanding quickly. Currently, 57.93% of total population of Bangladesh uses mobile phones. It is also becoming increasingly important in the growth of GDP of the country, with its benefits such as increased employment and wages. Considering all the potential of mobile handset industry in Bangladesh, the objective of this study was to evaluate the consumer attitude formation toward particular mobile phone brand using the Expectancy-Value model. The Expectancy-Value model was used to study consumer attitudes (judgments, preferences) toward various brands through an attribute evaluation procedure. In this study, four brands of mobile handset were considered and consumer preference for mobile brand was determined. The study involves 30 respondents filling a questionnaire incorporating 24 questions to evaluate overall attitude toward the given four mobile phone brands. From the survey findings, attitude toward Nokia is highest and Motorola is lowest. According to the consumer attitude toward mobile brands, Nokia is the market leader, Sony Ericsson is the market challenger, Samsung is the market follower and Motorola is the market nicher. This study can substantially contribute to the theoretical and managerial understanding of consumer attitudes towards mobile handset in Bangladesh. Despite some limitations of this study, mobile handset vendors could consider this analysis as an informative document about their target group, if it is student. Mobile handset vendors should make sure that their future strategies are not made simply on the basis of cost optimization or speed to market. Mobile handset manufacturers should act quickly to build brand equity, manufacturing efficiency, supply chain efficiency, service and other dimensions of value, which will provide points for future competitive advantage. All brands should maintain their brand quality and also offer some incentive to survive in competitive market. Further study on data collected from different strata of people, considering large sample size, could be the recommendation from this work, to overcome the limitations of this study and for greater external validity of the work.

Table of Contents

Title Letter of Transmittal Acknowledgement Executive Summary Table of Contents Chapter One: Introduction Chapter Two: Methodology Chapter Three: Results Chapter Four: Discussion & Concluding Remarks Chapter Research Chapter Six: References Appendix A Appendix B Five: Limitations & Future

Page No. 3 4 5 6 7-8 9-10 11-12 13-17

18

19 20-21 22-25

Chapter One: Introduction

1.1 Background
Mobile phone has become an indispensable part of Bangladeshi's everyday-life and we never want to leave this device at home while we head for our work. Thanks to the telecom-revolution and its relentless evolution that together have made it possible even in developing country like Bangladesh. This is the dominant device that we now express ourselves through, get our work done and share our pains and pleasures with[1]. A mobile phone (also known as a cellular phone, cell phone and a hand phone) is a device which can make and receive telephone calls over a radio link whilst moving around a wide geographic area[2]. It does so by connecting to a cellular network provided by a mobile network operator. The calls are to and from the public telephone network which includes other mobiles and fixed-line phones across the world. By contrast, a cordless telephone is used only within the short range of a single, private base station. In addition to telephony, modern mobile phones also support a wide variety of other services such as text messaging, MMS, email, Internet access, short range wireless communications (infrared, Bluetooth), business applications, gaming and photography. Mobile phones that offer these and more general computing capabilities are referred to as Smartphone. Mobile phone markets are one of the most turbulent market environments today due to the increased competition and rapid change of technology[3]. The mobile market is also becoming increasingly important in developing countries, with benefits such as increased employment and wages[4]. Bangladesh has a big market for mobile handset industry and the industry is expanding quickly. The population of Bangladesh is 142,319,000 [5] and the total number of active mobile phone subscribers are 82,442,000 [6], i.e. 57.93% of total population use mobile phones. There are many mobile handset brands available in Bangladesh e.g. Nokia, Samsung, Sony Ericsson, Motorola, LG, BenQ Siemens, Alcatel, Panasonic etc and consumers choose their preferred brand from this pool. Research suggests that customers go through a five-stage decision-making process in any purchase [7]. This model (Fig 1.1) is important for anyone making marketing decisions. It forces the marketer to consider the whole buying process rather than just the purchase decision. The model implies that customers pass through all stages in every purchase. However, in more routine purchases, customers often skip or reverse some of the stages.

The buying process starts with need recognition. At this stage, the buyer recognizes a problem or need or responds to a marketing stimulus. An aroused customer then needs to decide how much information (if any) is required. If the need is strong and there is a product or service that meets the need close to hand, then a purchase decision is likely to be made there and then. If not, then the process of information search begins.

Fig 1.1: Five-Stage Model of consumer decision-making process

Total Set
Nokia Samsung Sony Ericsson Motorola LG BenQ Siemens Alcatel Panasonic . .

Awareness
Nokia Samsung Sony Ericsson Motorola LG BenQ Siemens Panasonic

Set

Consideratio n Set
Nokia Samsung Sony Ericsson Motorola BenQ Siemens

Choice Set
Nokia Samsung Sony Ericsson Motorola

Decision

Fig 1.2: Successive sets (of mobile phones) involved in Consumer Decision Making Through gathering information, the consumer learns about competing brands and their features[8]. The first box in Figure 1.2 shows the total set of brands available to the consumer. The individual consumer will come to know only a subset of these brands (awareness set). Some brands will meet initial buying criteria (consideration set). As the consumer gathers more information, only a few will remain as strong contenders (choice set). The consumer makes a final choice from this set. Figure 1.2 makes it clear that a company must strategize to get its brand into the prospect's awareness set, consideration set, and choice set.

1.2 Objective
The objective of this study is to evaluate the consumer attitude formation towards particular mobile phone brand using the Fishbeins Expectancy-Value model.

Chapter Two: Methodology

2.1 Fishbeins Expectancy-Value Model
This study is based on Fishbeins Expectancy-Value Theory. Expectancy-value theory was originally created in order to explain and predict individual's attitudes toward objects and actions. This theory has proved useful in the explanation of social behaviors, achievement motivation, and work motivation[9]. According to the theory, a persons attitude toward any object is a function of his beliefs about the object and the implicit evaluative responses associated with those beliefs[10]. The central equation of the theory can be expressed as follows:

Where Ao = the attitude toward some object O, bi = the belief i about O, i.e., the subjective probability that O is related to attribute i, ei = the evaluation of attribute i, and n = the number of beliefs The consumer arrives at attitudes (judgments, preferences) toward various brands through an attribute evaluation procedure. He or she develops a set of beliefs about where each brand stands on each attribute. The expectancy-value model of attitude formation posits that consumers evaluate products and services by combining their brand beliefsthe positives and negativesaccording to importance[8].

2.2 Sample & Procedure

It is a survey based research for studying the consumer attitude toward mobile handset brand. Private university students were the target population of the sample and a sample of 30 students of a leading private university were considered for the convenience of the study. The questionnaires were distributed among the 30 MBA students of Marketing Management and Financial Management course (50:50

ratio) and the distribution of questionnaires within the sample were based on convenience and judgment of their understanding about the subject matter of the survey.

This study considered four mobile phone brands e.g. Nokia, Samsung, Motorola and Sony Ericsson and six attributes, e.g. Brand value/ Quality, Price, Model/Style, Multimedia options & Memory Capacity, Camera & Video Recorder and Web Browser, of each brand. The value of belief strength of all the attributes was in a constant sum scale of one (1.00), which was set by literature review[11, 12] and group discussion (Table 3.1). For collecting data on consumer evaluation of each brands attribute, a survey was conducted. The study involves 30 respondents filling a questionnaire incorporating 24 questions as shown in the Appendix A. From these data, necessary calculations were done following the Fishbeins theory.

Chapter Three: Results

Belief strength (bi) of all the attributes were considered in a constant sum scale of one (1.00) and distributed among the six attributes in the following way (Table 3.1). Table 3.1: Belief Strength (bi) of the Attributes Attribute Brand value/ Quality Price Multimedia Options and Memory Capacity Camera and Video Recorder Web Browser Model/Style Belief Strength (bi) 0.30 0.225 0.20 0.15 0.075 0.05

1. 2. 3. 4. 5. 6.

Consumers evaluations (ei) on attributes of each brand were collected by questionnaires (Appendix A & Appendix B) and the average value (Table 3.2) for each attribute was considered for the calculation of attitude towards the brand.

Table 3.2: Consumers evaluation (ei) on attributes (Average value)* Mobile Handset Brand Attribute Multimedia Camera options & & Video Memory Recorder Capacity 4.17 3.83 3.77 3.83 3.93 4.17 3.23 3.23

Brand value / Quality 4.53 3.80 4.07 3.13

Price

Web Browser

Model / Style

Nokia Samsung Sony Ericsson Motorola

4.07 4.00 3.67 3.53

4.20 3.53 3.77 3.30

3.90 3.80 4.07 3.33

* Average value calculation can be found in the Appendix B Note: Each attribute is rated from 1 to 5; where 5 represent very good and 1 represent very bad. For price, 5 represent lowest price because consumers prefer a low price to a high price.

Calculation of Attitude:
Fishbeins equation (2.1) for calculating attitude towards the mobile phone brand:

Attitude towards Nokia Phone,

= 4.19

Attitude towards Samsung Phone,

= 3.82

Attitude towards Sony Ericsson Phone,

= 3.94

Attitude towards Motorola Phone,

= 3.28

From the results it is evident that attitude toward Nokia is highest and Motorola is lowest. According to the consumer attitude toward mobile brands, Nokia is the market leader, Sony Ericsson is the market challenger, Samsung is the market follower and Motorola is the market nicher.

Chapter Four: Discussion & Concluding Remarks

From the Expectancy-Value model it is known that consumer arrives at attitudes (judgments, preferences) toward various brands through an attribute evaluation procedure. In this study, four brands of mobile handset were considered and consumer preference for mobile brand was determined. From the survey findings, attitude toward Nokia is highest and Motorola is lowest. According to the consumer attitude toward mobile brands, Nokia is the market leader, Sony Ericsson is the market challenger, Samsung is the market follower and Motorola is the market nicher. The average perceived values for each attributes also support the overall attitude formation toward the brand. The highest weight (30%) was given to Brand value/quality and lowest weight (5%) was given to Model/style (Table 3.1). Hence the highest contribution was by brand value/quality, then by price, multimedia options & memory capacity, camera & video recorder subsequently. The result indicates that the leader in the brand value/quality was also the leader in the overall attitude toward brand. Now we can suggest strategies for each of brand based on their market position to maintain or improve competitive market position.

4.1 Strategies for Market Leader (Nokia)

Strength: Nokia is in strong position for attributes e.g. Brand value/quality, Price, Multimedia options & memory capacity and Web browser. Weakness: Nokia has weakness in attributes e.g. Model/style and camera & video recorder. The market leader can take action like (i) finding ways to expand total market demand; (ii) protecting its current market share through good defensive and offensive actions and (iii) trying to increase its market share, even if market size remains constant.

4.1.1 Expanding the Total Market The dominant firm normally gains the most when the total market expands. In general, the market leader should look for new customers or more usage from existing customers. Nokia can consider any of the two strategies to expand its total market. New Customers: Every product class has the potential of attracting buyers who are unaware of the product or who are resisting it because of price or lack

of certain features. Nokia can search for new users among three groups: those who might use it but do not (market-penetration strategy), those who have never used it (new-market segment strategy), or those who live elsewhere (geographical-expansion strategy). More Usage: Usage can be increased by increasing the level or quantity of consumption or increasing the frequency of consumption of Nokia mobile phones. To generate additional usage opportunities, a marketing program can communicate the appropriateness and advantages of using the brand more frequently in new or existing situations and/or remind consumers to actually use the brand as close as possible to those situations.

4.1.2 Defending Market Share While trying to expand total market size, Nokia must continuously defend its current business. The most constructive response to defend market is continuous innovation. Nokia should lead the mobile industry in developing new product and customer services, distribution effectiveness, and cost cutting. Position Defense: Nokia should protect its current market position by position defense; it involves occupying the most desirable market space in the minds of the consumers, making the brand almost impregnable. Flank Defense: Although position defense is important, Nokia should also erect outposts to protect its weakness in attributes e.g. Model/style and camera & video recorder. Model/Style is so important to attract the consumer. According to Freuds, when a person ready to buy any product they react not only to their state of their capabilities but also to shape, size, weight, material and color also. So, Nokia provider should uplift their model/style to remain leader in consistence. Now-a-days camera and video recorder of mobile handset get much popularity in young generation, so Nokia should consider this attribute also. Preemptive Defense: A more aggressive maneuver is to attack before the enemy starts its offense. A company can launch a preemptive defense in several ways. It can wage guerrilla action across the markethitting one competitor here, another there and keep everyone off balance; or it can try to achieve grand market envelopment. Nokia can consider adding completely new attributes and features in its upcoming models. Counteroffensive Defense: Nokia should be ready for any kind of attack by the competitors. When attacked, Nokia can meet the attacker frontally or hit its flank or launch a pincer movement.

4.1.3 Expanding Market Share Nokia can improve their profitability by increasing their market share.

4.2 Strategies for Market Challenger (Sony Ericsson)

Strength: Sony Ericsson is in strong position for attributes e.g. Brand value/quality, Camera & video recorder and Model/style. Weakness: Sony Ericsson has weakness in attributes e.g. Price, Multimedia options & memory capacity and Web browser. Here we can see that it is difficult for Sony Ericsson to compete with Nokia, because it has weakness in some important attributes. In such situation, the marketer of Sony Ericsson could apply the following strategies to stimulate greater interest in Sony Ericsson: Redesign the mobile handset. This technique is called real repositioning. Alter beliefs about the brand. Attempting to alter beliefs about the brand is called psychological repositioning. Alter beliefs about competitors' brands. This strategy, called competitive depositioning, makes sense when buyers mistakenly believe a competitor's brand has more quality than it actually has. Alter the importance weights. The marketer could try to persuade buyers to attach more importance to the attributes in which the brand excels. Call attention to neglected attributes. The marketer could draw buyers' attention to neglected attributes. Shift the buyer's ideals. The marketer could try to persuade buyers to change their ideal levels for one or more attributes.

4.3 Strategies for Market Follower (Samsung)

Strength: Samsung is in strong position for only in price. Weakness: But it has weakness in all other attributes e.g. Brand value/quality, Multimedia options & memory capacity, Web browser, Model/style and camera & video recorder. As a follower of the mobile market, Samsung can follow either the Imitator or adapter strategy. Imitator: Samsung can copy the attributes from the leader Nokia, in which it has lacking, but maintains differentiation in terms of packaging, advertising,

pricing, or location. Nokia does not mind the imitator Samsung as long as the imitator does not attack the leader aggressively.

Adapter:

Samsung can follow the strategy of adapt. The adapter takes the leader's products and adapts or improves them. The adapter may choose to sell to different markets, but often the adapter grows into the future challenger.

4.4 Strategies for Market Nicher (Motorola)

Strength & Weakness: Motorola has very poor position in terms of every attributes and overall consumer attitude; average value for attributes ranging from 3.13 to 3.53 while the overall attribute toward Motorola is 3.28. As a result, it is the market nicher. An alternative to being a follower in a large market is to be a leader in a small market, or niche. So Motorola can normally avoid competing with larger firms by targeting small markets of little or no interest to the larger firms. The key idea in successful nichemanship is specialization. Here are some possible niche roles which can be adopted by Motorola: End-user specialist: The firm specializes in serving one type of end-use customer. Vertical-level specialist: The firm specializes at some vertical level of the production-distribution value chain. Customer-size specialist: The firm concentrates on selling to small, mediumsized, or large customers. Many nichers specialize in serving small customers who are neglected by the majors. Specific-customer specialist: The firm limits its selling to one or a few customers. Geographic specialist: The firm sells only in a certain locality, region, or area of the world. Product or product-line specialist: The firm carries or produces only one product line or product. Product-feature specialist: The firm specializes in producing a certain type of product or product feature Job-shop specialist: The firm customizes its products for individual customers. Quality-price specialist: The firm operates at the low- or high-quality ends of the market. Service specialist: The firm offers one or more services not available from other firms. Channel specialist: The firm specializes in serving only one channel of distribution.

Despite some limitations of this study, mobile handset vendors could consider this analysis as an informative document about their target group if it is student. Mobile handset vendors should make sure that their future strategies are not made simply on the basis of cost optimization or speed to market. Mobile handset manufacturers should act quickly to build brand equity, manufacturing efficiency, supply chain efficiency, service and other dimensions of value, which will provide points for future competitive advantage. All brands should maintain their brand quality and also offer some incentive to survive in competitive market.

Chapter Five: Limitations & Future Research

This study can substantially contribute to the theoretical and managerial understanding of consumer attitudes towards mobile handset in Bangladesh. There are some limitations in this study and thus future research should be conducted to get the accurate picture of consumer attitudes. The limitations of this study are: The sample population was private university students, and sample size of the survey was 30; which does not show the accurate attitude of consumers, even for all the private university students of Bangladesh. Only six (6) attributes of mobile handset were considered for questioning; adding more attributes could have different result. Most of the respondents rated their perceived values for brands which they have not yet experienced and they were mostly biased to their current brand and given random response to the other three brands. Further study on data collected from different strata of people, considering large sample size, could be the recommendation from this work, to overcome these limitations and for greater external validity of the study.

Chapter Fix: References

1.

2. 3. 4.

5.

6.

7.

8. 9.

10. 11.

12.

Moon, R.M., S. Fahmi, and S. Mortuza. Mobile telecom industry in Bangladesh. 2010 [cited 2011 December 3]; Available from: http://www.weeklyblitz.net/988/mobile-telecom-industry-in-bangladesh. Wikipedia. Mobile phone. 2011 [cited 2011 December 3]; Available from: http://en.wikipedia.org/wiki/Mobile_phone. Karjaluoto, H., et al., Factors Affecting Consumer Choice of Mobile Phones: Two Studies from Finland. Journal of Euromarketing, 2005. 14(3): p. 59-82. Chowdhury, H.K., et al., Consumer attitude toward mobile advertising in an emerging market: An empirical study. International Journal of Mobile Marketing, 2006. 1(2): p. 33-42. Bangladesh Bureau of Statistics, Population & Housing Census: Preliminary Results. 2011: Statistics Division, Ministry of Planning, Government of the Peoples Republic of Bangladesh. BTRC. Mobile Phone Subscribers in Bangladesh. [cited 2011 December 3 ]; Available from: http://www.btrc.gov.bd/newsandevents/mobile_phone_subscribers/mobile_ph one_subscribers_october_2011.php. tutor2u. Buyer behaviour - The decision-making process [cited 2011 December 3]; Available from: http://tutor2u.net/business/marketing/buying_decision_process.asp. Kotler, P. and K.L. Keller, Marketing Management. 12 ed. 2006, New Jersey: Pearson Prentice Hall. University of Twente. Expectancy Value Model. 2010 [cited 2011 December 3]; Available from: http://www.utwente.nl/cw/theorieenoverzicht/Theory%20clusters/Interpersona l%20Communication%20and%20Relations/Expectancy_Value_Theory.doc/. Fishbein, M. and I. Ajzen, Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research. 1975, Reading, MA: Addison-Wesley. Liaogang, H., G. Chongyan, and L. Zian, Customer-based Brand Equity and Improvement Strategy for Mobile Phone Brands: Foreign versus Local in the Chinese Market. International Management Review, 2007. 3(3): p. 76-83. Siddiqui, F.A. and M.S. Awan, Analysis of Consumer Preference of Mobile Phones through the use of Conjoint Analysis. Market Forces, 2008. 3(4).

Appendix A
Consumer Survey Questionnaire
This questionnaire is prepared for collecting data, on consumers value assignment to each attribute of a particular mobile handset brand, for calculating the attitude formation towards particular brand. This project is assigned for the partial fulfillment of Marketing Management course. Instruction: Please give your ratings*, for all the given attributes of four Mobile Phone brands, by circling ONLY ONE number for each attribute. Name of Respondent:. Address:
*Rating Scale Very Good 5 Somewhat Good 4 Neither Good nor Bad 3 Somewhat Bad 2 Very Bad 1

A.

Questions for Nokia Mobile Phone

Very Good 5 5 5 5

Somewhat Good 4 4 4 4

1. 2. 3. 4.

5.

6.

How you will rate the Brand value/ Quality of Nokia Mobile Phone? How you will rate the Price of Nokia Mobile Phone? How you will rate the Model/Style of Nokia Mobile Phone? How you will rate the Multimedia Options and Memory Capacity of Nokia Mobile Phone How you will rate the Camera and Video Recorder of Nokia Mobile Phone How you will rate the Web Browser of Nokia Mobile Phone Questions Phone for Samsung Mobile

Neither Good Nor Bad 3 3 3 3

Somewhat Bad 2 2 2 2

Very Bad 1 1 1 1

B.

Very Good 5 5 5 5

Somewhat Good 4 4 4 4

How you will rate the Brand value/ Quality of Samsung Mobile Phone? 8. How you will rate the Price of Samsung Mobile Phone? 9. How you will rate the Model/Style of Samsung Mobile Phone? 10. How you will rate the Multimedia Options and Memory Capacity of Samsung Mobile Phone 11. How you will rate the Camera and Video Recorder of Samsung Mobile Phone 12. How you will rate the Web Browser of Samsung Mobile Phone 7.

Neither Good Nor Bad 3 3 3 3

Somewhat Bad 2 2 2 2

Very Bad 1 1 1 1

C.

Questions for Sony Ericsson Mobile Phone

Very Good 5

Somewhat Good 4

13. How you will rate the Brand value/ Quality of Sony Ericsson Mobile Phone? 14. How you will rate the Price of Sony Ericsson Mobile Phone? 15. How you will rate the Model/Style of Sony Ericsson Mobile Phone? 16. How you will rate the Multimedia Options and Memory Capacity of Sony Ericsson Mobile Phone 17. How you will rate the Camera and Video Recorder of Sony Ericsson Mobile Phone 18. How you will rate the Web Browser of Sony Ericsson Mobile Phone

Neither Good Nor Bad 3

Somewhat Bad 2

Very Bad 1

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

D.

Questions Phone

for

Motorola

Mobile

Very Good 5 5 5 5

Somewhat Good 4 4 4 4

19. How you will rate the Brand value/ Quality of Motorola Mobile Phone? 20. How you will rate the Price of Motorola Mobile Phone? 21. How you will rate the Model/Style of Motorola Mobile Phone? 22. How you will rate the Multimedia Options and Memory Capacity of Motorola Mobile Phone 23. How you will rate the Camera and Video Recorder of Motorola Mobile Phone 24. How you will rate the Web Browser of Motorola Mobile Phone

Neither Good Nor Bad 3 3 3 3

Somewhat Bad 2 2 2 2

Very Bad 1 1 1 1

Appendix B
Appendix B (i): Consumers perceived value (ei) on attributes of Nokia
Respondent No. Brand Value/Quality Price Multimedia options & Memory capacity 4 5 4 4 5 4 4 5 5 4 4 4 3 4 4 3 5 4 3 2 4 4 5 5 4 5 5 4 4 5 4.17 Camera & Video Recorder 2 5 3 3 5 4 3 4 5 4 4 4 3 3 4 3 4 4 4 3 4 4 5 4 4 4 3 5 5 3 3.83 Web Browser Model/Style

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Average

5 5 5 3 5 5 5 5 5 5 5 4 4 5 4 3 5 4 4 4 4 5 5 5 5 5 4 3 5 5 4.53

4 4 5 2 4 4 4 4 5 3 5 3 3 4 4 4 5 3 5 3 4 4 5 4 5 4 5 5 4 4 4.07

5 5 3 2 5 4 5 5 5 4 5 5 4 5 3 3 4 5 3 4 4 4 5 3 5 4 5 4 5 3 4.2

3 5 4 4 5 3 4 4 4 4 4 4 3 4 3 3 4 3 4 4 3 5 5 4 4 4 4 4 4 4 3.90

Appendix B (ii): Consumers perceived value (ei) on attributes of Samsung

Respondent No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Average Brand Value/Quality 4 3 4 5 4 4 4 4 4 4 5 4 3 4 3 3 5 3 2 3 3 4 5 4 4 4 3 4 5 3 3.8 Multimedia options & Memory capacity 2 4 4 3 4 2 4 4 4 4 4 4 4 3 3 3 5 4 3 4 4 4 5 3 4 5 3 4 4 5 3.77 Camera & Video Recorder 3 3 4 4 4 3 3 4 3 4 5 5 3 5 4 3 5 4 2 3 3 4 4 4 5 5 3 3 5 5 3.83 Web Browser 3 2 4 4 4 2 4 4 3 3 4 4 3 4 3 3 5 3 3 3 3 3 4 4 3 5 3 4 5 4 3.53

Price 5 4 5 4 5 4 5 5 4 3 3 4 3 5 4 3 5 3 3 4 4 3 5 4 3 4 5 3 4 4 4

Model/Style 3 3 4 4 5 3 5 5 3 4 3 4 2 3 4 4 5 4 2 4 4 3 4 4 3 4 4 5 4 5 3.8

Appendix B (iii): Consumers perceived value (ei) on attributes of Sony Ericsson

Respondent No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Average Brand Value/Quality 4 4 3 4 4 5 4 5 4 4 4 4 4 4 4 4 5 3 5 4 3 3 4 4 5 4 5 5 4 3 4.07 Multimedia options & Memory capacity 3 4 3 3 4 4 4 4 4 4 3 4 5 5 3 3 4 4 5 4 4 3 4 4 4 4 5 4 4 5 3.93 Camera & Video Recorder 5 5 3 5 4 4 4 3 4 4 3 4 5 5 4 4 5 3 5 3 5 3 5 4 4 3 5 5 4 5 4.17 Web Browser 4 4 3 4 4 3 4 4 4 4 2 3 3 4 3 4 4 4 4 3 4 3 4 4 3 4 5 5 4 5 3.77

Price 2 4 4 3 5 4 4 3 2 4 4 4 4 4 3 4 5 3 4 3 3 3 4 4 3 4 4 4 4 4 3.67

Model/Style 3 4 3 4 4 4 5 2 5 4 4 4 4 5 5 4 4 3 4 4 4 3 4 5 5 3 5 5 4 5 4.07

Appendix B (iv): Consumers perceived value (ei) on attributes of Motorola

Respondent No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Average Brand Value/Quality 2 2 4 5 4 3 3 3 2 2 3 3 2 4 3 3 4 3 3 4 4 3 3 3 3 3 4 3 3 3 3.13 Multimedia options & Memory capacity 3 3 4 4 3 2 2 4 3 3 3 4 3 2 4 3 4 3 3 3 4 3 3 3 3 3 4 4 3 4 3.23 Camera & Video Recorder 2 4 4 4 3 2 2 3 3 4 3 3 2 5 3 3 5 3 3 3 3 3 4 4 3 4 3 3 3 3 3.23 Web Browser 3 3 4 4 3 3 3 3 4 3 2 3 3 2 3 3 5 3 4 4 4 3 3 4 3 4 3 2 4 4 3.30

Price 3 3 4 5 4 4 4 4 3 5 3 4 2 3 4 4 5 3 4 4 3 3 4 4 3 4 3 2 3 2 3.53

Model/Style 3 3 5 4 4 2 3 3 3 4 2 3 2 4 3 3 4 4 3 3 4 3 3 3 3 4 5 3 4 3 3.33