WHY?

Vodafone (Telecom Industry)

• Has its operations in 16 telecom circles of the country, which
covers around 86% of the customer mobile base in India.
• Offers both postpaid and prepaid GSM cellular mobile
coverage all across India and its hold is especially strong in
the metropolitan cities.
• Services like 2G, which are based on 1800Mhz and 900Mhz
GSM digital technology, also offers voice and data services.

STILL …….
Vodafone is at NO 3..
This was the main reason as to why we chose Vodafone as our
research product to analyze as in what is it that which could take
our product to the no 1 position.
Aim for Our Research:- Identifying the target audience
(location wise) and implementing the existing key strategies
specifically (sufficing the particular target) with the help of a
survey (sample size 154) and also suggesting future plans on the
basis of the survey conducted.
Introduction to Objectives of Market Research and the
KNOWN Facts and Figures:-
1. Market Attractiveness Evaluation:
○ Market sizing - estimating the size of a total market,
how much is accessible by the business, and/or what
market share ambitions would be realistic.
Over 130 million customers, with subscriber bases in
the major cities as:
• Kolkata - 1,632,875
• Mumbai - 2,989,970
• Delhi - 3,002,442
• Chennai - 981,996
 ○ Competitive presence (Bharti Airtel no.1 and BSNL no.2)
and customer preference.
○ Customer spending patterns(Prepaid / Postpaid),
1. Customer Insight:
○ Specific customer needs (options in recharge amounts,
monthly rentals etc)
○ Buying behaviors, usage patterns etc.

1. Competitive Forces:
○ Current (3G, Broadband, DTC) and potential basis
(4G, VOP-voice over protocol) of competition in a
market.

1. Communications Planning:
○ Modes to which prospective customers pay attention
(TV add’s, pamphlets, paper add’s etc)
○ How to reach them (Customer touch points).
1. List Building:
Compilation of information for direct / mass marketing
purposes

Introduction

Vodafone is the world’s largest mobile telecommunication

community with over 130 million customers has fully arrived in
India. The Vodafone brand was launched in India on 21st
September, 2007. It is the best known brand and aims its growth
through high volume of sales and through means of meeting the
customer needs by providing value addition to its products.

Vodafone's logo is a true representation of that belief - The start

of a new conversation, a trigger, a catalyst, a mark of true
pioneering.
Today’s world is a global market with few barriers, so Vodafone
has to be highly visible as 'the brand to buy'. Effective marketing
is the key to this high visibility.
Marketing involves anticipating customers' needs and finding the
right product or service to meet those needs, thereby
encouraging high sales levels. Vodafone goes further by looking
to impress on its customers not merely what its products are i.e.
features, but also what they can increasingly do i.e, benefits. This
involves effective communication.
There is a slowdown in sales of mobile handsets, in some markets
like the UK, as the mature part of the product lifecycle is reached.
Customers are becoming aware of different brands and their
varied handsets through different sources one of which includes
the messages sent by mobile phone companies and thus the
competition is getting tougher. Thus Vodafone started appealing
new customers and aiming to keep the existing ones by
emphasizing the uniqueness of the brand.
Thus Vodafone's aim is to grow its revenue and improve its profit
margin by adding value to its products and services i.e. earning
more from each product sold. The 'Vodafone live!' service enables
customers to use picture messaging and to download polyphonic
ring tones, colour games, images and information, through an
icon-driven menu.
This service will soon be further enhanced by picture messaging
libraries, video clips and video telephony (seeing the person
you're calling) and improving download speeds. Another service is
the Vodafone Mobile Connect Card, which enables customers to
access their normal business applications on a laptop when out of
the office. Such services add value to the product, and high
profile effective promotion will help sell these services to existing
and new customers.

WHY DO I EXIST

India is the world's second largest mobile operator in terms of

subscribers and largest in terms of revenue. Indian telephone
subscriber bases crosses 700 million
India is having high customer base with low penetration level.
Hence VODAFONE has tapped this opportunity to gain revenue.

There exist Scope for expansion and thus Vodafone had a deal to
acquire controlling stake in Hutch-Essar, which it renamed as
Vodafone-Essar for about 11.1 billion dollar in cash.

Fast, secure and undisturbed network coverage is a must for a

telecom and Vodafone provides them all.

WHERE AM I TODAY

Vodafone’s Q2 revenue of 954£ million for year 2010 has grown

13.7% over last year. Market share of Vodafone-Essar GSM is
ranked 3rd, 1st is Airtel GSM and 2nd is reliance CDMA/GSM.

Existence:- Has a presence in all 23 Indian telecom circles, over

78,000 base stations across India and around 2,600 new base
stations deployed each month.
CRM: Network deployment and maintenance of 56,933 base
stations in 16 circles covering 86% of India’s mobile customer
base, with over 34.1 million customers outsourced to Indus
Towers, of which Vodafone-Essar has a 42% shareholding.

It has the operator market share of 18%.

As per COAI’s (Cellular Operators Association of India) March 2010

data, Vodafone added 36 lakh users and emerged as the number
1 player in mobile subscriber additions.

WHERE I HAVE TO REACH

To become the market leader with gaining the maximum market

capitalization in India.
To capture both the urban and the rural segment and maximize
the network in India.

POTENTIAL MARKET:

THE RURAL YOUTH

• When you consider India you have to consider the rural

youth. There are 100+ million rural mobile owners in India.
• Rural youth has already been targeted by mobile companies
where mobile has ben penetrated so service Vodafone has a
big opportunity there.
• Even if services where consumers spend < Rs. 50 a month
make money, there is a potential market condsidering 600
million people living in rural India makes vodafone‐margins
potentially profitable.

CHALLENGES:

• Entering of new service providers with low pricing in call and

sms rates.

• Moving segmention :
Already Vodafone has captured its previous segmented market ie.
16-40 but to shift its its positioning of target group is a major
challenge for Vodafone.

• To tap the customers of airtel which is having the highest

customer base in india and highest market share.

To exist and grow in the cluttered market with competitors like:

Airtel
Reliance
Bsnl
Aircel
 Idea
Uninor
Docomo
Loop
Spice
Bpl

WHAT I HAVE TO DO TO REACH THERE

Cost reduction: Vodafone, which recently tied up Chinese handset

maker ZTE, may also bring low cost mobile phones to India
starting at retail price of Rs 850.
Pursue growth opportunities in total communications
• Mobile data
Vodafone have made significant progress on mobile data,
with huge annualized revenue. This is still a large
opportunity, with the penetration of data devices is almost
nil in emerging markets.

• Broadband
There will be 275 Million High speed Broadband Users in
India by 2015. Vodafone has a good opportunity to generate
revenue by providing this service to the end users.

• The unique U

Can create a Vodafone service portal for customers through

messages similar to the portal on the websites.

• Emphasizing more on the i-CRM

Through more advanced customer care service it can

emphasize more on customer relationship management
which will help it to tout their tagline “happy to help” which
is currently not practiced.

WITH RESPECT TO OUR QUESTIONNAIRE

Value grid is the one where attributes vs brands is taken into
consideration. When customers are taken into consideration,
while choosing a mobile service provider they will look for all the
possible brands and all the attributes available with those brands.
For example, when a customer wants to buy Vodafone, attributes
which interest him/her in buying this would include Network, Call
rates, New schemes and offers, SMS rates, value added services,
recharge outlets, customer care and internet services.
Market was analyzed by a survey answered by 152 respondents,
who were asked for their preferences over 8 attributes in 8
different brands. Thus it serves as a starting point for the
development of the positioning study, which was in fact the
original purpose behind the survey.
Perceptions vary in consumer’s mind according to different offers
found in the market, generally basing their buying decisions in
those products which are better classified in their own scale. Thus
a product which has many positive attributes for a particular
customer will be much more likely chosen than other which only
satisfies him/her.
This is because all the customers want high quality products at
best prices. None of the customers want to overpay. Regardless
of the product category, it is the customer’s perception of value
which will determine which company gets their business. For this
reason it is important for Vodafone to understand how much their
products are worth.
A product’s worth depends upon where is its position with respect
to competing products. If it is better-than the average product,
then it’s worth more than average. Such products could be sold
for a premium price. Value grid is a structured approach for
comparing a product against the competition to understand its
competitive strengths and weaknesses, assets its worth and
provide a rational basis for setting its price.

Let’s look at the grid of attributes vs brands for a sample

Questionnaire.
Relian Idea Airte Vodafo BSN Doco Airc Unio
ce l ne L mo el r
Networ ✔ ✔ ✔ ✔
k
Call ✔ ✔ ✔ ✔
rates
New ✔ ✔ ✔ ✔
scheme
s &
offers
SMS ✔ ✔ ✔
rates
Value ✔ ✔
added
service
s
Rechar ✔ ✔ ✔ ✔ ✔ ✔
ge
outlets
Custom ✔
er care
Value ✔ ✔
added
service
s
When we see in the above grid, different brands differ in different
attributes or services provided by them. Thus the brand having
more positive attributes make it worth compared to the other.
Here when we see the respondent is in favor of Airtel as he/she is
attracted towards the services it is providing and also other new
entrants like Docomo and Aircel are attracting the customers by
providing better attributes more or less similar to the leading
brands like Airtel, Vodafone and Reliance. Thus Vodafone should
identify its competitors, its strengths and weaknesses, understand
opportunities to improve the product and should set priorities for
improvement according to the customer needs and finally set
prices accordingly to not only retain existing customers but also
attract new ones.
Questionnaire Scaling
Questionnaire is used to statistically obtain information about the
topic of our concern. It is the valuable method of collecting a wide
range of information from a large number of individuals, often
referred to as respondents. Therefore a proper Questionnaire
construction is critical to the success of the survey. Inappropriate
questions, incorrect ordering of questions, incorrect scaling or a
bad questionnaire can make the survey valueless, as it may not
exactly reflect the views and opinions of the target respondents.
Therefore in our questionnaire two different types of scaling has
been used namely Nominal Scale and Ordinal Scale.
Nominal Scale: In this scale the response sets are nominal i.e.
response can be of following types:
1. Yes/No (Dichotomous)
In our Questionnaire, this kind of a response is used in the
questions like
• Do u call the Customer Care – Yes/No
• Do u use internet service on your mobile – Yes/No

1. Response can also be of the type: ‘choose one’, ‘choose all

that apply’, ‘choose all and specify’, choose one and specify’
from the list of characteristics.
In our Questionnaire, this kind of response is used in the
questions like
• Age Group
• Profession
• Current service provider
• Brands you are aware of
• Brands you have ever used
Ordinal scale:
Used to rank objects according to the amount of characteristic the
object possesses. Here Order reflects varying amounts of levels
and Rank reflects range from high to low levels.
Likert scales are ordinal but sometimes treated as interval scales.
In our Questionnaire, question like rate according to your
expenditure is an example of ordinal scale where ranking system
is used and in the question, which of the following brands you like
or dislike the most Likert scaling has been used.
A Likert item is simply a statement which the respondent is asked
to evaluate according to any kind of subjective or objective
criteria; generally the level of agreement or disagreement is
measured. In our question where Likert scaling is used, seven
ordered response levels are used.

WITH RESPECT TO OUR QUESTIONNAIRE

Demographic Details of the Sample:
Customer / Sample Size : 154
Row Count of
Labels location
ahmdaba
d 1
alvar 1
bangalor
e 24
chattisga
rh 2
chennai 4
hyderaba
d 21
kerela 4
kolkata 28
lucknow 1
mumbai 66
patna 1
raipur 1
Grand 154
 Total

Basis of “Customer segmentation”

Vodafone is adopting a multi-segment approach. They are offering differentiated products to
their respective markets.
○ Home calling cards for the family of those professionals whos family members work
abroad.
○ Rs 10 Rechange for the small users.
○ Cheap SMS facility for the youth.
○ Facilities for circle users.

SEG 1
BRAND

SUPPLI A
BRAND SEG 2
B
ER BRAND
BRAND
C
SEG 3
C
BRAND
C SEG 4
SEG 5
1. Voice usage
2. Recharge
3. Revenue
4. Usage of value added services
5. Usage of data services.
Examples of Segmentation
• ARPU (Average revenue per user) can be classified as high
revenue earning customer. Specific campaigns can be
designed and executed to satisfy this group of customers
which will be entirely different from the campaigns to be
executed for low usage customers.
 • The customers having high STD call usage (National Long
distance calls) can be targeted with specific STD tariff packs.

Analysis on the basis of Market Research:

IDENTIFICATION OF TARGET GROUP WITH RESPECT TO
DIFFERENT SEGMENTS IN OUR QUSTIONNAIRE.
TARGET GROUP WITH RESPECT TO AGE

Looking at the service provider loyalty, from our questionnaire,

1. Airtel has the most loyal customer base, as they want to wait even if the
other service provider offer with a better service. This is directly been
seen from the graphs shown in the figure.
2. Compare to it, the Vodafone has got more volatile in loyalty basis.
 3. Accordingly, if we will compare the ‘change the service provider’(csp)
option, Vodafone is been losing its customers with respect to Airtel, in
terms of loyalty.
4. Also, reliance has got good customer loyalty, but lower than Vodafone.

Now, looking at the next graph, we can interpret the loyalty in

terms of the age group. Accordingly, Vodafone have to tap it’s
target group.

The different age group differs in its loyalty base which can be
seen in its behavior. The different age group has been very
volatile about its volatility. As we move further, we will look upon
the different reasons of vodafone’s less volatility and accordingy,
it will help to target its customers.

• As is been seen from the questionnaire sample, the age

group between 16-25, is the most volatile group as the ‘wait’
option is been the least in that group.ACcordingly, it
increases in the 16-25 group and again it began decreasing
after that.
• There could be a reason because of their precious number,
they don’t want to change their number or service. But if we
consider the age group of 10-16, it is much more volatile and
want to change its service if there is a better service been
provided.

This analysis has a support from the next graph where the
vodafone is lacking in its some of the services, to tap this 16-25
age group, where this age group is been penetrated by some of
the new companies with its new services to attract.

Also, if we’ll consider the perceptual map, Vodafone is lacking in

its services like rates, where the other service providers are
penetrating. It can gain enough revenue, if Vodafone captures
this young market which we can see in the expenditure graph
shown later.

Now if we’ll see at different service providers regarding the offers,

call rates and sms rates which is largely been used by the 16-25
age group. Vodafone is lacking in its strategy to attract them as it
is very low with respect to new service providers which is
penetrating the market with this group like uninor, aircel,
docomo.

The segment which is been targeted by Vodafone till now is the

25-40 age group and Vodafone has grown enough potential in it,
if we consider this group with respect to brands.

Now, from this graphical analysis, the age group between 16-40
has been captured by Vodafone and it is the maximum revenue
gainer for Vodafone, as can be seen in the expenditure graph
further.

Now, for strategies Vodafone have to target this major group 10-
16, which is the most volatile group.

Loyalty for the same servive provider

 Wait
for
upgrad
ation of
service
provide Tot
r al
Age
grou airt bsn doco Ide loo relia uni vodaf
p aircel el l mo a p nce nor one
10—
16 1 1 2
16-
25 1 12 1 2 1 4 1 5 27
25-
40 6 4 1 2 3 16
40-
60 2 1 1 1 1 2 8
Gran
d
Tota
l 1 21 5 1 4 2 7 1 11 53

Number of Vodafone users who are willing to wait for vodafone to

upgrade their service are pretty less as compared to airtel. If we
consider the age-group of 16-25 loyalty is quite higher in case of
airtel.the scenario is somewhat similar in case of 25-40 age group
also. This is where Vodafone have to strategise to increase its
loyalty and omit its weak points. Airtel by customer service is
more upgraded than Vodafone according to customers which
directy affects Vodafone with change in its service.

Multi
ple Tot
Sim al
Age
grou airce airt bsn doco Ide relia vodaf
p l el l mo a nce one
10--
16 1 1
16-
25 5 1 7 5 18
25-
40 1 3 3 4 3 14
40-
60 1 1 2
Gran
d
Tota
l 1 8 1 1 3 12 9 35

When it comes to multiple sim, we find that there is a significant

number of users who are loyal to Vodafone for some of its
offerings but they find certain features more attractive in other
brands which is why they are willing to keep multiple sims. Now,
the weak points have to be taken care of, there is a lesser market
of multiple sim which can affect Vodafone if there is an attraction
from the 2nd service provider. The major of the weakness as been
discussed is in call rates, sms rates, network and customer care.

Give
feedb
ack
throu
gh
porta Tot
ls al
Age
Geo Ide relia vodaf
up airtel bsnl a nce one
10--
16
16-
25 3 1 1 1 6
25-
40 2 1 1 3 2 9
40-
60 1 3 4
Gran
d
Tota
l 6 2 1 4 6 19

We see that the number of people willing to give feedback

through portal is very few overall .But in this table, Vodafone has
a good share amongst all age groups which again speaks of the
possibility of keeping a customer loyal through portals. Now, this
is major strategy as we have discussed in the synopsis about the
strategy called ‘ unique U ‘. it is about the toll free messaging
portal where customers can give their feedbacks as there is
always a busy line in customer s care service, the customers can
make Vodafone inform about the offers and services which the
other service provider offering and want Vodafone to implement.
This will give Vodafone a insight on the views of the customers
and help it to change its strategy according to customers to make
them loyal. As there is still an emerging base in usage of internet
in india so it is not been held a the internet portal rather kept as a
message portal. This kind of strategy will help Vodafone to retain
its customers and increase the loyalty as we can see there is still
a potential customers who are changing and can made tem wait
to provide better service.
 Chan
ge
the
curre
nt
servi
ce
provi Tot
der al
Age
grou bsn doco ide relia vodaf
p airtel l mo a nce one
10--
16 1 1
16-
25 4 1 3 13 21
25-
40 4 2 1 8 15
40-
60 1 1 1 1 4
Gran
d
Tota
l 9 1 1 3 5 22 41

While observing the above chart ,we find that customers are of
schizophrenic mindset and cannot stay loyal to their brands when
other brands are offering better options. In this case, Vodafone
customers seem to be pretty volatile in terms of loyalty.In total
there are 41 people who are willing to to change their current
service provider, out of which 22 people are Vodafone consumers.
This suggests that Vodafone needs to take initiatives to retain its
customers.

STRATEGY TO INCREASE THE BRAND LOYALTY FOR

VODAFONE
Improve on feedback portal

Fig. change current provider

We see that Vodafone users are wanting to change their service

provider compared to other brands.so we should try to maintain
loyalty of these users which would definitely help the company to
grow in terms of customer base as well as in terms of revenue in
the long run.

There is a remarkable thing to notice in the above graph that

users are willing to wait and give a feedback through the portal
which leaves a scope of improvement for Vodafone to introduce a
portal system to gather feedback and retain loyalty of certain
customers. The portal should be user interactive so that it
becomes a unique feature for the provider.

Churn management
By the usage of business analytics and data mining, the telecom
operator can build a predictive modeling on the basis of
customers' past behavior and a score is assigned to the individual
customers. This score indicates the probability of the customer to
leave the services of the operator. Moreover, by identifying the
major contributing factors to the generated churn score, the
reasons for his/her probable churn can be detected. By
addressing those issues successfully, the customer can be made
more loyal to the company and can be eventually prevented from
churning.
Increase Internet Customer Base

From the above chart, we can see that the number of the
Vodafone consumers who are not using the internet with
comparison to other brands is higher .So there lies a segment of
people where vodafone needs to penetrate with its internet
service by providing better internet schemes.

We also find out that current Vodafone users of age-group 16-25

prefer the “per data usage “ scheme which shows that they are
usage sensitive and they prefer this to top-up cards.people opting
for monthly rental are also large in number . This should be taken
into account and Vodafone should introduce a system being a
combination of monthly billing and per data usage.

They should not miss out on upcoming generation segment i.e.

age group 10-16 which is new market segment with telecom
becoming cheaper day by day. They can introduce special
internet schemes at reasonable price with free access to certain
educational site.

Expenditure

Pre-Paid Customers’Expenditures

In following charts, we compare the monthly expenditure

pattern in different slabs for pre-paid customers.

The major part of expenditure is from the part of consumers in

expenditure slab 100-300 and followed by 300-600 slab of
expenditure next. Airtel from our survey seems to be popular
amongst low income level people which also include students.

From the Vodafone expenditure pattern, we see that it also

covers the middle-income people as majority of expenditure
falling in the slab of 100-300.Although the 300-600 slab plays a
significant part but when compared to brands like airtel it is a bit
less percentage wise. But when comes to higher expenditure slab
of 600-1000 then Vodafone leads in percentage figures.In prepaid
it seems to be earning less than airtel which is its main rival in
terms of revenues earned.

Post-Paid Customers’Expenditures

In the below charts , we can observe the expenditure based on

different slabs by post –paid consumers. Accordingly, we can
calculate and identify the age grouo where maximum postpaid is
been used with an expenditure in different slabs.

Although the number of post paid customers is less compared to

prepaid customers,the major expenditure is done by people
spending in the range of greater than 1000. This signifies a major
contribution in post paid criteria comes from high income people
rather than middle-income people as in case of prepaid
customers. The 600-1000 also signifies almost same contribution
to company’s revenue and this is also higher when compared with
prepaid customers expenditure slab.
In post paid expenditure , it seems to have been surpassing its
rival airtel in terms of number of people spending greater than
Rs1000 monthly.This shows that high-income people prefer post
paid schemes rather than prepaid in both the rival companies.

In Vodafone’s post paid expenditure pattern, the second major

contribution comes from slab of 600-1000 which is same as
airtel’s pattern.

Customer Care Call Frequency

as we can see from the charts we have shown, the major

measurity of the consumers frequency to call at the customer
care is once in a month in both airtel and Vodafone. But as we
consider the categories regarding the ‘once in a week’, ‘twice in
a week’, Vodafone has a greater amount of call with respect to
airtel which is quite low ie. Around 1.2 % compare to vodafone’s
4.8%. this signifies vofdafone customers have more complains or
queries regarding different problems compared to airtel, which
automatically affects vodafone’s loyalty.

MARKETING STRATEGY

Considering the different consumption pattern in Indian youth in

media. Accordingly, Vodafone have to tap his group with
promotional strategies. Let us discuss about the graph of
consumption of Vodafone target group per day.
The maximum usage is in television and texting in mobile.
Vodafone have to grab this group by having the maximum
advertising in tv, online and sms.

Uptill now, Vodafone has grabbed enough of its customers

through television and online through zoo-zoo ads and taglines,
but the upcoming market of texting in mobile has a major role to
play in the future in terms of our target group ie. 10-16. As been
discussed earlier, the market penetration of upcoming brands
through its cheap call rates and sms rates is grabbing this youth
under 16, which could be a heavy base for Vodafone in future.

STP ANALYSIS

Vodafone have to adapt a multi segment approach. They are

offering a series of diffentiated products to different segments
and different age groups.

As we already been discussed about target group with respect to

the expenditure and age. Vodafone has different segments to look
upon.
 w.r.t
age

vodafo
ne w.r.t
expendit
ure

professi
on

As seen in the figure, with respect to different segments,

Vodafone can target different segments seeing the expenditure,
profession and age group.

As discussed before, age group from 10-16 can be attracted with

new offers on calls and sms, who has less to expend on services.
As the age group is increasing in segmentation, the expenditure is
increasing and accordingly, the customers are becoming more
discern and speculative in choosing a brand by seeing its quality.
So this segments needs the better services and should be more
attracted by customer touch points like recharge outlets,
customer services, customer care. This can be seen by the
preference map as been drawn.

IDENTIFYING THE TARGET GROUP

YOUTH:

The most volatile group wih easy attraction with lifestyle using
mobile in school.

DEMOGRAPHICS:

• Male, female with 10-25 years.

• Student or just been salaried.
• Staying in metros, mini metros, semi urban areas.

PSYCHOGRAPHICS:

• Cheap call rates and sms rates for youth.

• Like to have special offers.
• Like to change their sim very frequently.
• Like to have good network for travelling.
• Very sensitive about customer touch points.
• Frequent calling abroad.

OWNERSHIP:

• 1st time or 2nd time buyer

• Have used quite a few service earlier.

PROFESSION:

Student in school. ( attract by new offers)

Student in college. ( attract by new offers)

Just started with salary. (attract with good calling rates)

High class businessmen. ( good post paid facility)

WHY DO TARGET GROUP USE MOBILE FOR?

If we have to consider and tap the target group ie. Upcoming
youth, the marketing its maximum usage is in text and then call,
Vodafone have to strategise accordingly targeting its call rates
and sms rates. As in our questionnaire, the maximum usage of
text and and sms rates is attracting the maximum youth, where
Vodafone is lacking in and we compare with the actual market
scenario, then texting and calling is the best potential market and
write now and internet service to follow in future with upcoming
of 3G and 4G services. So considering the major market potential
in telecom sector, Vodafone in all the way lacking in these
attributes.

As our perceptual is having the data:

F1 F2 F3 F4 F5 F6 F7
Eigenva 0.06 0.01 0.00 0.00 0.00 0.00
lue 6 8 5 2 1 0 0.000
Inertia 71.1 19.6 5.69 2.19 1.08 0.21
(%) 17 70 6 0 8 2 0.027
Cumula 71.1 90.7 96.4 98.6 99.7 99.9 100.0
tive % 17 87 83 73 61 73 00

And out of 8 attributes, considered only the f1 and f1 with two

degree of freedom having the highest percentage. We have
interpreted f1 and f2 as combination of attributes to have the full
coordination of mao upon.
 Technological services

Discerning customers F1 Price-sensitive customers

F2

Touchpoint Services

As per understanding, we have labeled f1 as on the scale of price

sensitive customers on right extreme and discerning customers
on left. F2as on the scale of technological services on top and
touch point services at the bottom.

Our brand Vodafone lies in the quartile of discerning customers

and touchpoint services, and its rival is in the same quartile. Airtel
is having more weightage in discerning customers where
Vodafone is in touch point services.

New brand like uninor, docomo are attracting price sensitive

customers with cheaper call rates and sms rates as we can see
from perceptual map. From the perceptual map, we can
interprete the BSNL attribute ie. Technological services is been
the best compared to other service providers because of its
proximity to the internet service attributes.

Reliance is best perceived for its new schemes and offers and sms
rates as we can see it comes under the quartile of price sensitive
customers and touch point services.

Experience related to field work

• Marketing is a subject where customer is treated as god.

Customer needs and satisfaction is of utmost importance for
any brand to survive in the competitive market. It is very
important to know where the brand stands, who are its
competitors and its position in the market. In order to know
these one should meet the customers personally to find out
the customer needs and wants.
• To know the Brand Positioning of Vodafone Questionnaire
survey is done. It was a wonderful experience while doing
the field work; however we faced several problems while
getting these questionnaires filled.
• This survey is done at different locations all over India
namely: Mumbai, Hyderabad, Bangalore, Chennai, Kolkata,
Kerala, Patna, etc.
• We visited places like malls, railway stations, cinema
theatres, different households, offices and survey was done
in the train also while we were going home during the Diwali
vacation.
• We had a great experience as we got to meet people from
different backgrounds. We interacted with people of different
age groups which include students, salaried people, business
men, professionals and housewives.
• However, collection of this data was not so easy as we faced
problems in the malls and office as people were not willing
to give their time in filling the Questionnaire and few ended
up filling incompletely which made us repeat those samples
again but on the other hand few found it quite interesting
and started filling it genuinely.

Limitations of the study

✔ Since Questionnaire is a structured instrument, it allowed

little flexibility to the respondent with respect to response
format.
✔ This is not suited for some people who are not capable of
reading.
✔ Some of the respondents answered superficially and some
are not willing to reveal the information because they think
that it will not benefit them even if they give their real
opinion.
✔ As it was only for a short duration of time, analysis could not
be done to a great extent.
✔ Some people were not able to understand the questions and
it was difficult to explain everyone what the question
demanded them to do. There was problem of
misinterpretation of questions.
✔ As the sample size is very small compared to the total
number of Vodafone service users, the survey might not give
the exact analysis of the position of Vodafone in the market.
✔ Have not tapped the rural market or rural people in our
questionnaire which has a big potential in telecom sector.
✔ Have not covered all the upcoming brands addition of whose
makes only 3-4% of market share to keep the simplicity of
the questionnaire. We have covered the major eight brands
which has the highest coverage of market share.
 ✔ Due to different number of samples for different brands, it is
quite difficult to have an comparison directly in between
brands through our questionnaire.

Future scope of Research :

• Since the analyises is based complete the very small sample

size, firstly the study should be carried out once again with
the correct sample size and on the sample which represents
the populatin.
• As te technology is advanving, questionare should also
included future expectation from the customer in one of the
questions.
•