a stuyd on Nokia mba project

7/28/2019 a stuyd on Nokia mba project

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The project has been done in Vijayawada city only. How people are influenced by the brand

and what made them aware of the brand. After the survey was done the data was analyzed

and also relevant suggesting was made in order to improve its brand awareness towardsNokia.

METHODOLOGY OF THE STUDY

The following methodology was used to meet the present study titled A Study of

Consumer Behavior in then Nokia product cells. The sample size for the study has been

restricted 50 responders only. Random sampling technique has been used to ensure that thesample chosen is representative of various sections of customers Data and information for the

study has been collected from both primary and secondly sources. The primary data for the study

were collected through a questionnaire and holding interviews with the customers of Vijayawada

in order to supplement the primary data obtained, secondary data were collected from various

sources such as periodicals, publications and published reports of the company and various

associations.

The results obtained from the study can be applied to comparable cities and

situations only. As the numbers of respondents are restricted to 50 the results obtained may not

represent the universe. In addition, the personnel of above limitations, every effort has been

made to make the study reliable and relevant.

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LIMITATIONS OF THE STUDY

1. The Nokia Company may introduce hundreds of models with different features. This

study may not cover all to satisfy all the customers.

2. The sample taken is small when compared to the total population and hence the results

may not depict the true nature of whole population.

3. Analysis among the competitors restricted to Vijayawada only, those may change in other

places and the preference of the customer may also change.

4. The time allotted for the study is not sufficient considering the size of the company,

volume of the transactions and detailed investigation may not be possible.

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ORGANIZATIONAL PROFILE

Overview of the Nokia Company

Follow the story of Nokia - a century and a half of innovation, from a

riverside paper mill in southwestern Finland to a global

telecommunications leader.

From roots in paper, rubber, and cables, in just over 100 years Nokia

becomes a powerful industrial conglomerate...

The newly formed Nokia Corporation is ideally positioned for a pioneering role

in the early evolution of mobile communications...

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As mobile phone use booms, Nokia makes the sector its core business. By

the turn of the century, the company is the world leader...

Nokia sells its billionth mobile phone as the third generation of mobile

technology emerges...

How it all began

Nokia started by making paper the original communications technology.

The history of Nokia goes back to 1865. That was when Fredrik Idestam

built a wood pulp mill on the banks of the Tammerkoski rapids, in

southern Finland. A few years later, he built a second mill by the

Nokianvirta river the place that gave Nokia its name.

A mining engineer by trade, Idestam brought a new, cheaper paper

manufacturing process to Finland from Germany. It was a great success.

Idestams invention won a bronze medal at the Paris World Exposition in

1867, and he is considered to be the father of

Finlands paper industry. Idestam named his companyNokia Ab in 1871. Nokia Ab

added electricity generation to its business activities in 1

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Nokia today:-

World leader

Today, Nokia is still the worlds number one manufacturer of mobile

phones, and one of the leading makers of mobile networks.

A new President

In 2006, Olli-Pike Kallasvuo, formerly Nokias Chief Financial Officer,

took over as CEO from Jorma Ollila, who became chairman of Nokias

Board of Directors.

The next step: Nokia Siemens Networks

The next step in Nokias continuing evolution is already under way. In

June 2006, Nokia and Siemens announced plans to merge

Nokias networks business and the carrier-related operations of Siemens

into a new company, to be called Nokia Siemens Networks.

Nokias future:-

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As mobile usage grows in the worlds emerging markets, Nokia will

continue to develop affordable mobile devices that can contribute to

increased economic growth and quality of life.

At the same time, mobile communications is converging with computing,

digital imaging and the internet, making it possible for people to use

handheld devices for filming video, listening to music, playing games,

surfing the web and more. Nokia is shaping this converging industry,

pushing it forward with cutting-edge products and the development of

open standards.

Nokias success story is built on constant innovation. Our very human

technology is all about enhancing communication and exploring new ways

to exchange information. Thats why Nokia will never stop finding new

ways of connecting people.

The key focus areas of Nokias environmental strategy are to drive the use

of safe substances and materials in its products, improve the energy

efficiency of its products and in its operations, and to create effective take-

back and recycling programs.

At the heart of substance management at Nokia is the Nokia Substance

List (NSL). This identifies substances that Nokia has banned, restricted, or

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targeted for reduction with the aim of phasing out their use in its products.

Nokia works with its suppliers to investigate alternative materials and

solutions and to help eliminate restricted or monitored substances from its

total product line.

Energy efficiency is an important area for continuous performance

improvement at Nokia. Focusing on its products and services, operations,

offices, and work and management practices, Nokias climate strategy

covers all relevant areas focusing on the reduction of its CO2 emissions.

Effective end-of-life practices close the lifecycle loop, returning energy

and materials back into circulation. Nokias approach to take-back and

recycling is to offer easy access to collection points for the return of used

mobile devices and accessories. Nokia looks for ways to optimize the re-

cyclability of mobile devices from the initial design phase in order to

ensure the possibility of extracting valuable materials for re-use and

recycling in a safe and efficient manner.

In June 2006, Nokia and Siemens announced their intention to merge the Networks business

group of Nokia with the carrier-related operations of Siemens into a new company, to be

called Nokia Siemens Networks. Nokia and Nokia Siemens Networks will align their

activities and work in close cooperation regarding environmental issues.

The Business Of Being Responsible Involves All:-

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Customer satisfaction stems not only from our products but also from how

effectively we interact with our community. As Nokia becomes more and

more of a global entity, our obligations in terms of how we satisfy our

stakeholders grow.

Our corporate responsibility programming reflects an increasing interest

(both internally and externally) in the impact our business actions have on

communities from societal, environmental, and economic perspectives.

We both acknowledge and understand that our responsibilities go beyond

simply providing quality communication products.

As a market leader, the best contribution we can make to the global

community is to conduct our business in a responsible way. This belief

drives our commitment to creating ethically sound policies and principles

that guide us in our work. Our Corporate Responsibility (CR) agenda is

framed around the Nokia Values and is carried out in all aspects of our

work to ensure customer satisfaction and respect, and also to assist us in

embracing renewal and striving for achievement.

Our values are put into action with the help of the Nokia Code of Conduct,

which aims to reach beyond legal compliance or reactionary positioning

by taking a leading role in the various areas where society is affected by

the mobile communication business.

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This translates into further action as we integrate CR ideas and work

practices throughout our various business channels. By striving to include

all members of Nokias community in this process, we are demonstrating

our overall commitment to the belief that responsibility is everybodys

business.

The efforts to build universal access as more than just a

goal

Shaping corporate culture, minimizing risk, enhancing efficiency, and

building reputation are all aspects of CR which give it a significant

position when setting agendas to increase our business value. We have

long understood that this added value is the result of taking responsible

corporate actions. Our goal is to establish proactive, integrated programswithin our core business which always keep sustainability in mind.

Transparency

Consistent communication with respect to our CR efforts, both internally

and externally, builds trust and helps to develop our reputation. We

understand how important it is to communicate clearly and accurately to

the outside world the ways in which our business affects society. There is

an increasing demand from our stakeholders for this information which we

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accommodate through our reporting, corporate website, and other external

information sources.

Driving internal efficiency:-

What works externally also has benefits within the company. While it is

sometimes challenging to quantify cause and effect, we have seen that:

waste management programs reduce manufacturing costs

diversity training enhances project management

eco-efficiency measures reduce costs

volunteering increases employee satisfaction

New growth markets:-

Nokia Company has been working closely with the UNICT task force and

a range of industry, government, and non-governmental organizations on

the theme of universal access. The number of new mobile phone users in

high-growth markets is growing dramatically and we aim to play a leading

role in boosting this growth. As a market leader, we estimate that there

will be available and affordable mobile communications for half the

world's population by 2015.

An effective tool for managing risk:-

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Responsible business practices improve risk management and ease the

task of establishing legal compliance. Through engagement with

governments and authorities we can avoid legislation that is counter-

productive for society or anti-competitive.

Nokias supply-chain management reduces risks to the categories of

quality and productivity. Nokias quick and effective management of

conflicts of interest encourages employee satisfaction and protect our

brand image.

CR enriches our brand reputation:-

Nokias behavior towards and relationship with society is part of our

brand personality. CR has a significant impact on our brand reputation and

the value which our stakeholders place on it.

Nokias brand responsibility means building positive value into every

stage of the customer experience, developing more sustainable products

and services, and effectively communicating such developments to our

customers. Consumers increasingly demand 'higher order' image attributes

from a brand and in doing so look towards a companys CR track record.

The public increasingly expects more transparency about the way a

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business operates within society, seeking a demonstration of its good

corporate citizenship. Expectations go beyond simply meeting legal

requirements, but to creating a more caring business order.

Nokias innovative use of technology, with a focus on improving peoples

lives, raises the brand promise of "very human technology" to a new level.

Nokias various community activities help people feel close to each other

and to their communities.

Nokias future success depends on delivering great experiences to our

customers by creating products and solutions that work seamlessly and are

appealing. Nokias strategy contains the core elements required to

accomplish this, and is optimized for tapping into the mobile industrys

global growth potential as it unfolds.

.

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Nokia comprises three business groups:

Mobile Phones connect people by providing expanding mobile voice and

data capabilities across a wide range of mobile devices. Multimedia gives

people the ability to create, access, experience and share multimedia in the

form of advanced mobile multimedia computers and applications with

connectivity over multiple technology standards.

Enterprise Solutions offers businesses and institutions a broad range of

products and solutions, including enterprise grade mobile devices,

underlying security infrastructure, software and services.

Nokias business groups are supported by various horizontal

entities:Customer and Market Operations is responsible for sales and marketing,

manufacturing and logistics, and sourcing and procurement for mobile

devices from Mobile Phones, Multimedia and Enterprise Solutions.

Technology Platforms delivers leading technologies and platforms to

Nokia's business groups and external customers. Many other Nokia-wide

horizontal units drive and manage specific Nokia assets. These include

Brand and Design, Developer Support, Research and Venturing, and

Business Infrastructure.

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Corporate functions (support Nokia's businesses with company-wide

strategies and services). Nokia Siemens Networks, which started

operations on April 1, 2007, combines Nokias networks business and

Siemens carrier-related operations for fixed and mobile networks into a

company owned approximately 50% by each of Nokia and Siemens, and

consolidated by Nokia.

Company profile of Lorvins cell world

Lorvins cell world started with 300000 initial investment as non

dealership in the year of 2003 , march at Sri Satya complex ,G.T.Road

Srikakulam

Monthly sale of lorvins cell world around 120-150 per month slowly

they increase the sale of Nokia products. That why they are turned by the

Nokia Company and they turned as dealers of the Nokia company

products. It happens in the year of 2004. they on word lorvins cell world

are the dealers of the Nokia products

As the dealer of the Nokia products there sales in 2004 year 200to 250

products purchase, 2005 year 250 to 400 products purchase, 2006 year

600to 650 products purchase to will now. Monthly their turnover 800000

to 850000 yearly 1.2 crores. Now it is increase to monthly 13, 00,000 to

15, 00,000, yearly turnover 1.5 crores to 1.55 criers.

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Lorvins cell world dealers the sale of product to reach the second highest

place in three district i.e. v ijayawada, Viz, Visakhapatnam. In 2006

Jan highest product sales 550 to 600, first place dealers every month Avg

sales 600 to 650. This showroom is monthly Avg sales 550 to 600. 2006

year no. of customer buy the mobiles 5,500 minimum, monthly turnover

13 lakhs to 16n lakhs. The highest annual turnover in 2006, 1.6 crores to

1,7 crores .

Nokia companys dealers in A.P. 100 out let showrooms, in

Vijayawada, Srikakulam district only one i.e. , Lorvins cell world. Under

this five distributors different locations/areas like Vijayawada, Hyderabad,

Khammam, Rajahmundry, Vizianagram. The highest distributor center in

Hyderabad.

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CUSTOMER SATISFACTION

CUSTOMER VALUE

Nokias premise is that customer will buy from the firm that they perceive

offers the highest customer delivered value. Customer delivered value is

the difference between total customer value and total customer cost. Totalcustomer value is the bundle of benefits customers expect from a given

product or service. Total customer cost is the bundle of costs customer

expect to incur in evaluating, obtaining, using, and disposing of product or

service.

An example will help here. Suppose the buyer for a large construction

company to buy a tractor. He will buy it from caterpillar or komatsu. The

competing sales people carefully describe their respective offers to the

buyer. The buyer has a particular application in mind. He wants to use the

tractor in residential construction work. He would like the tractor to

deliver certain levels of reliability, durability, performance, and resale

value. He evaluates the two tractors and decides that caterpillar has a

higher product value based on perceived reliability, durability,

performance, and resale value. He also perceives differences in the

accompanying services delivery, training, and maintenance and

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decides that Caterpillar provides better service. He also perceives

Caterpillars personnel to more knowledgeable and responsive. Finally, he

places higher value on Caterpillars corporate image. He adds all the

values from these four sources product, services, personnel and image

and perceives Caterpillar as offering more total customer value.

CUSTOMER SATISFACTION

Whether the buyer is satisfied after purchase depends on the offers

performance in relation to the buyers expectations. In general:

Satisfaction is a persons feelings of pleasure or disappointment resulting

from comparing a products perceived performance (or out come) in

relation to his her expectations.

As this definition makes clear, satisfaction is a function of perceived

performance and expectations. If the performance falls short of

expectations, the customer is dissatisfied. If the performance matches the

expectations, the customer as satisfied. If the performance exceeds

expectations, the customer is highly satisfied or delighted.

Many companies are aiming for high satisfaction because customers who

are just satisfied still find it easy to switch when a better offer comes

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along. Those who are highly satisfied are much less ready to switch. High

satisfaction or delight creates an emotional bond with the brand, not just a

rational preference. The result is high customer loyalty. Xeroxs senior

management believes that a very satisfied or delighted customer is worth

10 times as much to the company as a satisfied customer. A very satisfied

customer is likely to stay with Xerox many more years and buy more than

a satisfied customer will.

How do buyers from their expectations? From past buying experience,

friends and associates advice, and marketers and competitors

information and promises. If marketers raise expectations too high, the

buyer is likely to be disappointed. For example, Holiday inn ran a

campaign a few years ago called No surprises. Yet hotel guests still

encountered a host of problems, and Holiday inn had to withdraw the

camping However, if the company sets expectations too low, it wont

attract enough buyers (although it will satisfy those who do buy).

Some of todays must successful companies are raising expectations and

delivering performance to match. These companies aiming for TCS-total

customer satisfaction. Xerox, for example, guarantees total satisfaction

and will replace at its expense any dissatisfied customers equipment

with in a period of three years after purchase. Cigna advertises well

never be 100% satisfied until you ate, too. And one of Hondas ads says.

One reason our customers are so satisfied is that we arent. Nissan

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invites potential infinite buyers to drop in for a guest drive (not a test

drive), because the Japanese word for customer is honored guest.

ATTRACTING AND RETAINING CUSTOMERS

In addition to improving their telethons with their partners in the supply

chain, many companies are intent on developing stronger bonds and

loyalty with their ultimate customers. In the past, many companies took

their customers for granted. Their customers may not have had many

alternative sources of supply, or all suppliers were equally deficient in

service, or the market was growing so fast that the company did not worry

about satisfying its customers. Clearly, things have changed.

Todays customers are harder to please. They are smarter, mote price

conscious, more demanding, less forgiving, and approached by more

competitors with equal or better offers. The challenges, according to

Jeffrey Gitomer, is not to produce satisfied customers; several competitors

can do this. The challenge is to produce loyal customers.

ATTRACTING CUSTOMER

Companies seeking to grow their profits and sales have to spend

considerable time and resources searching for new customers. Customer

acquisition requires substantial skills in lead generation, lead

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qualifications, and account conversion. To generate leads, the company

develops ads and places them in media that will reach new prospects; its

seconds direct mail makes phone calls to possible new prospects ; its sales

people participate in trade shows where they might find new ideas; and so

on. All this activities produces a list of suspects. The next task is to qualify

which of the suspect are really good prospects and this is done by

interviewing them, checking on their financial standing, and so on. The

prospects may be graded as hot, warm, and cool. The sales people first

contact a the hot prospects and work on account conversion which

involves making presentations, answering objections and negotiating final

terms.

THE NEED FOR CUSTOMER RETENTION

Unfortunately, most marketing theory and practice center on the art of

attracting new customers rather than on retaining existing ones. The

emphasis traditionally has been on making sales rather than building

relationships; on pre-selling and selling rather than caring for the customer

afterward.

Some companies, however, have always carried passionately about

customer loyalty and retention.

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Know exactly how much their improved retention of customers is worth to

them in dollars. The company has constructed a model that can be use to

calculate how much more each dealership could earn by achieving higher

level of repurchase and service loyalty. One Lexus automobile executive

told the author: Our companys aim goes beyond satisfying the

customers. Our aim is to delight the customer.

The key to customer retention is customers satisfaction. A highly satisfied

customer:

Stays loyal longer

Buys more as the company introduces new products and upgrades

existing products.

Talks favorably about the company and its products

Pays less attention to competing brands and advertising and is less

sensitive to price

Offers products or service ideas to the company

Costs less to serve than new customers because transactions are

reutilized.

At Nokia, creating customer satisfaction is the basis of all our strategies

and actions. Customers and end-users are the most important people for

Nokia, and its commitment to them is reflected not only in the quality of

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its products, but also its approach to the various environmental, social, and

ethical issues which affect consumers.

Nokia recognizes that it has a duty of care to all of its customers and other

stakeholders. This duty of care involves an awareness of environmental

and ethical issues, both during the design and production phases of our

products, and also in terms of creating services to assist and inform

customers about products and how to use them safely and effectively.

Nokia continually strives to create a business culture in which work practices not only meet

existing standards of practice but go beyond, driving best practices on a global level. For this

to happen, sound environmental and ethical principals need to be incorporated into all areas

of our work. Nokia then extends these principles throughout the supplier net

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DATA ANALYSIS AND INTERPRETATION

Brand of the mobile phone

s.no Name .of the

product

Percentage of

customers

1 Nokia 60

2 Samsung 10

3 Sony Ericsson 10

4 Motorola 10

5 Others 10Table No.4.

Analysis & interpretation:

From the above table no.4.1 is the comparison of different mobile systems.

Here simple random sampling method has been selected for 50 sample size.

Among those 30 out 50 i.e. 60 per cent are shown interest purchase the Nokia

brand mobile. Remaining 10 percent for Samsung, another 10 per cent for

Sony Erickson and 10 per cent for Motorola and other brands. Among all

most of the customers are interests on Nokia brand only.

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Brand of the mobile phone

MOBILE PHONE USERS

0

10

20

30

40

50

60

70

Nokia Samsung Sony

Ericsson

Motorola Others

1 2 3 4 5

MOBILE PHONES

NO

.OF.CUSTOME

Chart no 4.1

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Purpose of using mobile phones

s.no Purpose of using Percentage of

customers

1 Communication 80

2 Fashion 10

3 Entertainment 10

4 Others 0

Table No.4.2

Analysis & interpretation :

From the table no 4.2 is the comparison of different purpose of the use the

customers. Here simple random sampling method has been selected for 50

samples size. Among the 40 out 50 i.e. 80 percent are shown interest

communication purpose using the mobile. Remaining 10 percent

entertainment and another 10 percent fashion. Among the all most all of the

customers are interest on communication purpose only.

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Purpose of using mobile phones

PURPOSE OF USING MOBILE PHONES

0

10

20

30

40

50

60

70

80

90

Communication Fashion Entertainment Others

PURPOSE

NO.OF.CUSTO

Chart no 4.2

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Model of the Mobile phone

S.no Prefer to the nokia

modals

Percentage of

customers prefer of

models

1 N-series 40

2 E-series 10

3 Multimedia 20

4 3-Gtechnology 10

5 Others 10Table No.4.3


From above table no 4.3 is the comparison of different modal using the

customers. Here simple random sampling method has been selected for 50samples size. Among these 25 out 50 i.e. 50 percent are shown interest

purchase N-series modals. Remaining 10 for E-series modals, another 20

percent multimedia and 10 percent 3G technology modals and 10 percent

other modals using. Among almost of the customers are interests on N- series

modals only.

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Chart no 4.3

0

2

4

6

8

10

12

14

16

18

20

no.of

customers

N-series multimedia others

product models


Series1

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Place of purchasing mobile

s.no Customers where

purchase mobile

Percentage of

location

1 Priority dealers 40

2 Retailers 20

3 Internet 10

4 Friends 30

5 others 10Table No.4.4


From above table no 4.4 is the comparison of the customers purchase

the different locations. Here simple random sampling method has been

selected for 50 sample size. Among these 20 out 50 i.e. 40 percent people

purchase the mobile in priority dealers are shown. Remaining 20 percent

people purchase the retailers and 10 percent people through the internet,

among 30 percent people for through the friends. Among all most all of the

people purchase the mobile priority dealers only.

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Place of purchasing mobile

0

2

4

6

8

10

1214

16

18

20

no.of

customers

1.

Prioritaydealer

3.

Internet

5. Others

places

where do you purchase the mobiles

Series2

Series1

Chart no 4.4

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Interested features

s.no Future of nokia mobile Percentage of

customers like

futures

1 Size 20

2 Color 30

3 Mp3and FMsongs 104 Camera & video 20

5 All 20

Table No.4.5


From the above table 4.5 is what features mostly liked by the

customers. Here simple random sampling method has been selected for 50

sample size. Among those 30 out 50 i.e. 60 percent are show interest people

buy the color pieces. Remaining 20 percent size prepare, another 10 percent

people prepare the MP3&FM Songs future, another 20 percent people camera

& video future prepare and all future prefer only 10 percent peoples. Among

all most of the people are interests on color pieces only.

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Factors for purchasing mobile

s.no Factors for

purchasing mobile

Percentage customers

1 cost 10

2 Brand 203 Battery back- up 20

4 Signal catch up 10

5 All 40

Table No.4.6


From the above table no 4.6 is that how the customers are attracted to

purchase the Nokia mobile phone. Here simple random sampling method has

been selected for 50 sample size. Among those all future like to the

customers. So the Nokia product all futures interest random sample is 40

percent. Remaining cost makes purchase 10 percent, another battery-back up

and brand purpose buy the product 20 percent and 20 percent customers and

signal catch up purpose purchase the product 10 percent. Among all most

of the customers purchase the Nokia products because all factures effective

work to the customers.

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Factors for purchasing mobile

0

2

4

6

8

10

12

14

16

1820

no of

customers

1 2 3 4 5

brands

brands of mobile phones

a. cost

b.brand

C.battarey back- up

D.signal catch upe.all

Chart no 4.6

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Knowing of the mobiles

s.no Customers know

about model

Percentage of know

1 Advertisement 20

2 Executive of thecompany

20

3 Word of mouth 10

4 Through friends 40

Table No.4.7


From the above table no 4.7 is that how the customers are knowing

about the Nokia models. Here simple sample random method has been

selected systems. Among those 20 out 50 i.e. 40 percent people know the

through the friends are shown .Remaining 20 percent know the customers

through the advertisement, another 20 percent know the executive of the

company. Another 10 percent through the word of the mouth. Among all

most know the customers through the friends only.

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KNOWING OF THE MOBILES

0

5

10

15

20

25

30

35

40

45

Advertisement Executive of the

company

Word of mouth Through friends

NO.OF.CUSTOMERS

Percentage of know

Chart no 4.7

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Preferable network service

s.no Preferable network

service

Percentage of the

network services

1 BSNL 342 Aritel 26

3 Hutch 30

4 Idea 10

5 other 0

Table No.4.8


From the above table no 4.8 is the most people prefer the net work

services in mobile system. Here simple sampling method has been selected

for 50 sample size. Among those BSNL service 18 out 50 i.e. 34 percent are

shown interest BSNL services. Remaining 26 percent Airtel services another

30 percent service is Hutch network and 10 percent service is Idea network.

All most prepare net work services use the BSNL only.

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Preferable network service

network service prefer

.BSNL

34%

2. Aritel

26%

3. Hutch

30%

4. Idea

10%

5. Other

0%.BSNL

2. Aritel

3. Hutch

4. Idea5. Other

Chart no 4.8

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Satisfaction according to the service

s.no Satisfaction

according to the

service

No of customers

satisfied in

percentage

1 Yes 80

2 No 20

Table No.4.9


From the above table no 4.9 is the level of customer satisfaction about

the company services. Here random sampling method has been selected for

50 sample size. Among the 40 out 50 i.e. 80 percent customers are satisfied.

Only 20 percent customers not satisfied to Nokia company services.

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Satisfaction according to the service

0 0

40

10

0

5

1015

20

25

30

35

40

45

1 2 3

Series1

Series2

Chart no 4.9

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Type of services required by the customers

s.no Type of services

required by the

customers

Percentage of service

needs

1 Transparent 302 Nearest 30

3 Timeliness 20

4 Others 20

Table No.4.10


From the above table 4.10 is the comparison of the different types of

services needed by the customers. Here random sampling has been selected

for 50 samples size. Among the15 out 50 i.e. 30 percent customers

transparent and nearest. Remaining 20 timeliness and others. All most all

customers needs of company transparent and nearest .

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Type of services required by the customers

company services. Transparent,15 2. Nearest, 15

3. Timeliness,

10 4. Others, 10

0

24

6

8

10

12

14

16

. Transparent 2. Nearest 3. Timeliness 4. Others

services

customers

Series1

Chart no 4.10

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Age group of customers

S.no Age group of

customers

Percentage using

mobile

1 Less than 15 years 20

2 15 to 30 years 30

3 30 to 45 years 304 40 years above 20

Table No.4.11


From the above table 4.11 is the comparison of the different age groupsof the customers who are using different mobiles. Here random sampling has

been selected for 50 samples size. Among the10 out 50 i.e. 20 percent

customers are in the age group of less than 15 years. Remaining 30 percent in

15 to 30 years and another 30 per cent are between 30 to 45 years. Hence

most of the customers are in the age group of 15 to 45 years.

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Age group of customers

. less than 15

years, 10

2. 15 to30

years, 15

3.30 to 45

years, 15

4. 40 years

above, 10

0

2

4

6

8

10

12

14

16

. less than 15

years

2. 15 to30

years

3.30 to 45

years

4. 40 years

above

Series1

Chart no 4.11

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Educational qualifications of the customers

s.no Customers

education

qualification

Percentage of

customers

1 Below 10th class 10

2 10th

to degree 203 Degree 20

4 PG 20

5 Professional 30

Table No.4.12


From the above table 4.12 is the comparison of the different

educational qualifications of the customers who are using different mobiles.

Here random sampling has been selected for 50 samples size. Among the5

out 50 i.e. 10 percent customers are below 10 th class. Remaining 20 percent

are degree and post graduation. Hence most of the customers are having the

professional qualification.

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Educational qualifications of the customers

Below 10th

class, 5

2. 10th to

degree, 103. Degree , 104. PG, 10

5. Professional,

15

0

2

4

6

8

1012

14

16

Below

10th

class

2.10th

tode

gree

3.Degre

e

4.PG

5.Profe

ssion

al

Series1

Chart no 4.12

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Monthly income of the customers

S.no Customers monthly

income

Percentage of

customers1 Less than Rs 5000 40

2 RS 50000-10000 30

3 RS 10000-20000 10

4 RS 20000 above 20

Table No.4.13


From the above table 4.13 is the comparison of the income groups of

the customers who are using different mobiles. Here random sampling has

been selected for 50 samples size. Among the20 out 50 i.e. 40 percent

customers are getting less than Rs. 5000 as monthly income. Remaining 30

percent are Rs. 5000 to Rs. 10000. Hence most of the customers are in the

income group of less than Rs. 10000.

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Monthly income of the customers

customer's income

1, 0 2, 0 3, 0 4, 0 5,

1, 20

2, 15

3, 5

4, 10

5,0

5

10

15

20

25

1 2 3 4 5

income

customers

Chart no 4.13

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Occupation of the customers

s.no Customer s

occupation

No of customers

1 Students 10

2 Housewife 10

3 Business 204 Employees 60

Table No.4.14


From the above table 4.14 is the comparison of the occupations of the

customers who are using different mobiles. Here random sampling has beenselected for 50 samples size. Among the5 out 50 i.e. 10 percent customers are

students. Remaining 10 percent are housewives and 20 per cent are business

people. Hence most of the customers are Employees of both public sector and

private sector only.

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Occupation of the customers

Chart no 4.14

students, 52. housewife , 5

3. business, 10

4. employees,

30

0

5

10

15

20

2530

customers

students 3. business

occupation

Series1

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SUMMARY

Chapter 1 is the introduction while includes the introduction and

significance of communication system and customer loyalty. Here it

includes the scope of the study, methodology and limitations of the study.

Chapter-2 is the information related to the Nokia companys total

organization profile. Here it includes the growth and development of

Nokia mobile company especially in the Indian market. Here it also

includes the information relating to the Nokia priority dealers where this

project has done.

Chapter-3 is the information relates to the customer satisfaction and in

the communication patterns how the customers has to be satisfied

completely and also how the Nokia company is taking the measures to

satisfy the customers.

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Chapter-4 is relates to the analysis and interpretation of the data which is

carried out as primary data conducting as customers survey through

questionnaire and so as the sample size is taken in all the parameters what

kind of customers and in what percent are interest in the particulars futures

of the mobile.

Chapter-5 includes the summary and finding in the organization and

this project study and suggestions are given to overcome serve of the

limitations and finding the conclusions are there.

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FINDINGS

1. It is observed that in the Lorvins Nokia Priority Dealers, V ijayawada

total supervision is centralized by the Managing Director and every

time it is difficult to him to control all.

2. In the absence of Managing Director nobody is taking the initiation to

successful receiving of the organization.

3. Environment which is there in the organization is most of the satisfying

the customers.

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SUGGESTIONS

1. Nokia Company has to concentrate on the models of low price and to

add some simple and necessary features to those models.

2. Company must concentrate for the promotional activities and the

executives of the company have to meet the customers directly.

3. In the abuse of the Managing Director must give the instructions to the

next level of employees to receive the customer in proper manner.

4. Good environment must be created where noise less and dust less

system must be there and it may not disturb the users.

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CONCLUSION

In the study I try to evaluate A study of customer satisfaction

of Nokia priority dealers, lorvins cell world . I issued two

approaches in this study. They are :

Observing recording and critical examination of the exist in

customer satisfaction.

Sampling of customer suggestions

The observed customer satisfaction are found to be satisfactoryin lorvins cell world . The organization times to improve the

customers satisfaction. The nokia product position and proportion

is good.

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Bibilogra

phy

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Bibilography

1. S.A Sherlekar Marketing Management

Himalaya Publishing House

2. Philip Keller Marketing Management

Prentice-hall of India Limited,1999.

New Delhi.

3.C.R Kotari Research Methodology.

Websites

www,mouthshut .com

www.market management .in.com

www. Nokia India.co.in

www.nokia asian .com

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Thankyou

a stuyd on Nokia mba project

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