A SUMMER TRAINING PROJECT REPORT ON “TO STUDY ON CUSTOMER SATISFACTION TOWARDS VODAFONE MOBILE SERVICE LTD.” Submitted To: MAHAMAYA TECHNICAL UNIVERSITY In The Partial Fulfillment Of MASTER OF BUSINESS ADMINISTRATION ACADEMIC SESSION (2012-2014) In The Supervision of Submitted by: Dr. Prachi Nagar Basant Kumar Verma PROFESSOR MBA (2012-14) IAMR INSTITUTE OF ADVANCED MANAGEMENT AND RESEARCH 9 TH MILESTONE DELHI MEERUT ROAD, DUHAI, GHAZIABAD 1
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ASUMMER TRAINING PROJECT REPORT
ON
“TO STUDY ON CUSTOMER SATISFACTION TOWARDS VODAFONE MOBILE SERVICE LTD.”
Submitted To:
MAHAMAYA TECHNICAL UNIVERSITY
In The Partial Fulfillment Of
MASTER OF BUSINESS ADMINISTRATION
ACADEMIC SESSION
(2012-2014)
In The Supervision of Submitted by:
Dr. Prachi Nagar Basant Kumar Verma
PROFESSOR MBA (2012-14)IAMR
INSTITUTE OF ADVANCED MANAGEMENT AND RESEARCH
9TH MILESTONE DELHI MEERUT ROAD,
DUHAI, GHAZIABAD
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DECLARATION
I Basant kumar verma pursuing Master of Business Administration (MBA) 2nd year from
institute of advanced management & research , Ghaziabad in the session 2012-14. I
hereby declare that this summer training research project report titled “TO STUDY ON
CUSTOMER SATISFACTION TOWARDS VODAFONE MOBILE SERVICE LTD.”
is the outcome of my own effort at Vodafone Mobile Service Ltd., organization under the
guidance of Shama Muradia the same report has not been submitted earlier to any
Institute/University for awarding any degree/diploma of MBA or any other professional
course. If there will be any violation of IPR than I will be solely responsible to that and
Institute/University has right to cancel my degree.
Date: …………. Signature in full: ……………..…
Place: Name: basant kumar verma
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ACKNOWLEDGEMENT
I take this opportunity to place on my grateful thanks and sincere gratitude to the
organization titled “TO STUDY ON CUSTOMER SATISFACTION TOWARDS
VODAFONE MOBILE SERVICE LTD.”for providing me a wonderful chance of
working in a prestigious company.
Any attempt at any level can never be satisfactorily completed without expert guidance. I
would like to thank Mr. Shama Muradia, (Area Sales Manager) for giving me a lot of
their precious time and inputs to make this project. Her deep knowledge and
understanding of the topic is an inspiration to one and all. My study could not have been
completed if I had not been able to get all the valuable data and reference materials from
the company.
I am also thankful to other members of the Marketing Department for making available all
the resources required for the completion of this project report.
BASANT KUMAR VERMA
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PREFACE
Progress is a continuous process. It is relative and absolute. We cannot stop at a certain
destination and declare that target has been achieved and we need not to go further.
In this new are all the countries & their companies are trying their best to improve
economic growth. This trend has created a very complex & competitive environment in
the field of business, trend & win the race a new system of management is much needed.
To fulfill this need a new field of modern science has developed very fast i.e. Master of
Business Administration. In this curriculum there are several phases, which have to be
covered & compelled properly. I was privileged enough to join “VODAFONE
GHAZIABAD”.
At the completion of the Second semester of MBA I got opportunity to provide them
particular knowledge about each and every aspect of market. It could be in related field’s
viz. Human Resource Management, Marketing or Finance as per their specialization in the
course. It is important because it provides the students about the practical knowledge of
the field, which is very essential beside the theoretical knowledge.
The experience that I have gathered during this period has certainly provided me with an
orientation which, I believe, will help me to shoulder my assignment successfully in near
future. During this period, I have collected all the information of “VODAFONE Corporate
Connections in Ghaziabad Region” through primary and secondary. On the basis of my
training program, However to cover the detailed information in such a short period was
not possible. Despite the inherent shortcomings of genuine attempt was made on my part
see that the study was carried out in the right respective
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CONTENTS
1. Introduction……………………………………………………..62. Objective of the study……………………………………….....73. Company profile…………………..…………………………....8
-Mission, Vission-History-About VODAFONE-Special services by VODAFONE
-Tele services
4. Customer satisfaction ………………………………………….31
5. SWOT Analysis………………………………………………. .35
6. Scope of study…………………………………………………39
7. Research Methodology………………………………………....40
8. Research design………………………………………………….41
9. Data analysis and interpretation………………………………….42
10.Findings………………………………………………….……….63
11.Conclusions…………………………………………………..….64
12.Suggestions………………………………………………………65
13.Limitation………………………………………………………..66
14.Questionnaire…………………………………………………….67
15.Bibliography……………………………………………………..72
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INTRODUCTION
"Telecommunications is the backbone of our future economy. International
competitiveness increasingly depends on the development of a telecommunications
infrastructure that is compatible with international standards"
The cellular industry all over the world has been witnessing very high growth rates in
subscriber base in recent years. For developing countries in particular, cellular services are
becoming a very significant proportion of the overall telecom infrastructure. The
mechanics of competition within this market involve complex feedback effects between
individual service providers and with their operating environment, and these forces play
an important role in governing the growth of this industry.
The Indian telecommunications sector has undergone a major process of transformation
because of significant Government policy reforms during the recent years. The New
Telecom Policy, 1999 focused on creating an ideal environment for investment,
establishing communication infrastructure by leveraging on technological development
and providing affordable telecom services to all. These objectives of the policies have
resulted in rapid growth of subscribers and lower tariffs. We believe that with these major
initiatives of the Government, the mobile market in India will have a promising future.
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In a country like India which is not yet telephone-saturated and the ongoing changes in
related areas are resulting in a rapidly changing profile of users, providers and their
respective needs, continuous revision of the telecom policy is imperative. Given the
emerging new technologies and the integrating economies there must be fairness among
competitors.
The tele-density in India is about four per hundred people in respect of the fixed
telephones and a little less than one in respect of the mobile telephony. The low densities
are not because there is no need for a telephone but because of its high cost that many
cannot afford that one. The situation here is nothing but holding true of the “law of
demand”. Isn’t it?
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Objective of study:
Following are the main objective to study about the customer satisfaction on Vodafone.
To study telecommunication industry.
To study the company profile of Vodafone.
To study customer satisfaction of Vodafone.
To study various Marketing activities provided by Vodafone.
To study the various services provided by Vodafone.
To know the expectation of Vodafone Customers.
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COMPANY PROFILE
Vodafone is a mobile network operator headquartered in Berkshire, England, UK. It is the
largest mobile telecommunications network company in the world by turnover and has a
market value of about £75 billion (August 2013). Vodafone currently has operations in 25
countries and partner networks in a further 42 countries.
The name Vodafone comes from Vo ice da ta fone , chosen by the company to "reflect the
provision of voice and data services over mobile phones."
As of 2013 Vodafone had an estimated 260 million customers in 25 markets across 5
continents. On this measure, it is the second largest mobile telecom group in the world
behind China Mobile.
In the United States, Vodafone owns 45% of Verizon Wireless.
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MISSION:
Vodafone is primarily a user of technology rather than a developer of it, and this fact is
reflected in the emphasis of our work program on enabling new applications of mobile
communications, using new technology for new services, research for improving
operational efficiency and quality of our networks, and providing technology vision and
leadership that can contribute directly to business decisions.
VISION:
Our Vision is to be the world’s mobile communication leader – enriching customers’
lives, helping individuals, businesses and Communities be more connected in a mobile
world.
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HISTORY:
In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd. won one of two UK
cellular telephone network licenses. The network, known as Racal Vodafone was 80%
owned by Racal, with Millicom and the Hambros Technology Trust owning 15% and 5%
respectively. Vodafone was launched on 1 January 1985. Racal Strategic Radio was
renamed Racal Telecommunications Group Limited in 1985. On 29 December 1986 Racal
Electronics bought out the minority shareholders of Vodafone for GB£110 million.
In September 1988 the company was again renamed Racal Telecom and on 26 October
1988 Racal Electronics floated 20% of the company. The flotation valued Racal Telecom
at GB£1.7 billion On 16 September 1991 Racal Telecom was demerged from Racal
Electronics as Vodafone Group.
In July 1996 Vodafone acquired the two thirds of Talkland it did not already own for
£30.6 million. On 19 November 1996, in a defensive move, Vodafone purchased Peoples
Phone for £77 million, a 181 store chain whose customers were overwhelmingly using
Vodafone's network. In a similar move the company acquired the 80% of Astec
Communications that it did not own, a service provider with 21 stores.
In 1997 Vodafone introduced its Speech mark logo, as it is a quotation mark in a circle;
the O's in the Vodafone logotype are opening and closing quotation marks, suggesting
conversation.
On 29 June 1999 Vodafone completed its purchase of AirTouch Communications, Inc.
and changed its name to Vodafone Airtouch plc. Trading of the new company commenced
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on 30 June 1999. To approve the merger, Vodafone sold its 17.2% stake in E-Plus
Mobilfunk. The acquisition gave Vodafone a 35% share of Mannesmann, owner of the
largest German mobile network.
On 21 September 1999 Vodafone agreed to merge its U.S. wireless assets with those of
Bell Atlantic Corp to form Verizon Wireless. The merger was completed on 4 April 2000.
In November 1999 Vodafone made an unsolicited bid for Mannesmann, which was
rejected. Vodafone's interest in Mannesmann had been increased by the latter's purchase
of Orange, the UK mobile operator. Chris Gent would later say Mannesmann's move into
the UK broke a "gentleman's agreement" not to compete in each other's home territory.
The hostile takeover provoked strong protest in Germany and a "titanic struggle" which
saw Mannesmann resists Vodafone's efforts. However, on 3 February 2000 the
Mannesmann board agreed to an increased offer of £112bn, then the largest corporate
merger ever. The EU approved the merger in April 2000. The conglomerate was
subsequently broken up and all manufacturing related operations sold off.
On 28 July 2000 the Company reverted to its former name, Vodafone Group Plc. In April
2001 the first 3G voice call was made on Vodafone United Kingdom's 3G network. In
2001 the Company took over Eircell, then part of eircom in Ireland, and rebranded it as
Vodafone Ireland. It then went on to acquire Japan's third-largest mobile operator J-
Phone, which had introduced camera phones first in Japan.
On 17 December 2001 Vodafone introduced the concept of "Partner Networks" by signing
TDC Mobil of Denmark. The new concept involved the introduction of Vodafone
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international services to the local market, without the need of investment by Vodafone.
The concept would be used to extend the Vodafone brand and services into markets where
it does not have stakes in local operators. Vodafone services would be marketed under the
dual-brand scheme, where the Vodafone brand is added at the end of the local brand. (i.e.,
TDC Mobil-Vodafone etc.)
In February 2002 Finland was added into the mobile community, as Radiolinja is signed
as a Partner Network. Radiolinja later changed its named to Elisa. Later that year the
Company rebranded Japan's J-sky mobile internet service as Vodafone live! and on 3
December 2002 the Vodafone brand was introduced in the Estonian market with signing
of a Partner Network Agreement with Radiolinja (Eesti). Radiolinja (Eesti) later changed
its name to Elisa.
On 7 January 2003 the Company signed a group-wide Partner agreement with mobilkom
Austria. As a result, Austria, Croatia, and Slovenia were added to the community. In April
2003 Og Vodafone was introduced in the Icelandic market and in May 2003 Vodafone
Italy (Omnitel Pronto-Italia) was rebranded Vodafone Italy. On 21 July 2003 Lithuania
was added to the community, with the signing of a Partner Network agreement with Bitė.
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In February 2004 Vodafone signed a Partner Network Agreement with Luxembourg's
LuxGSM and a Partner Network Agreement with Cyta of Cyprus. Cyta agreed to rename
its mobile phone operations to Cytamobile-Vodafone. In April 2004 the Company
purchased Singlepoint airtime provider from John Caudwell (Caudwell Group) and
approx 1.5million customers onto its base for £405million, adding sites in Stoke on Trent
(England) to existing sites in Newbury (HQ), Birmingham, Warrington and Banbury. In
November 2004 Vodafone introduced 3G services into Europe.
In June 2005 the Company increased its participation in Romania's Connex to 99% and
also bought the Czech mobile operator Oskar. On 1 July 2005 Oskar of the Czech
Republic was rebranded as Oskar-Vodafone. Later that year on 17 October 2005
Vodafone Portugal launched a revised logo, using new text designed by Dalton Maag, and
a 3D version of the Speech mark logo, but still retaining a red background and white
writing (or vice versa). Also, various operating companies started to drop the use of the
SIM card pattern in the company logo. (The rebranding of Oskar-Vodafone and Connex-
Vodafone also does not use the SIM card pattern.) A custom typeface by Dalton Maag
(based on their font family InterFace) formed part of the new identity.
On 28 October 2005 Connex in Romania was rebranded as Connex-Vodafone and on 31
October 2005 the Company reached an agreement to sell Vodafone Sweden to Telenor for
approximately €1 billion. After the sale, Vodafone Sweden became a Partner Network. In
December 2005 Vodafone won an auction to buy Turkey's second-largest mobile phone
company, Telsim, for $4.5 billion. In December 2005 Vodafone Spain became the second
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member of the group to adopt the revised logo: it was phased in over the following six
months in other countries.
In 2006 the Company rebranded its Stoke-on-Trent site as Stoke Premier Centre, a centre
of expertise for the company dealing with Customer Care for its higher value customers,
technical support, sales and credit control. All cancellations and upgrades started to be
dealt with by this call centre. On 5 January 2006 Vodafone announced the completion of
the sale of Vodafone Sweden to Telenor. On February 2006 the Company closed its
Birmingham Call Centre. In 1 February 2006 Oskar Vodafone became
Vodafone Czech Republic, adopting the revised logo and on 22 February 2006 the
Company announced that it was extending its footprint to Bulgaria with the signing of
Partner Network Agreement with Mobiltel, which is part of mobilkom Austria group.
On 12 March 2006 former chief, Sir Christopher Gent, who was appointed the honorary
post Chairman for Life in 2003, quits following rumours of boardroom rifts. In April 2006
the Company announced that it has signed an extension to its Partner Network Agreement
with BITE Group, enabling its Latvian subsidiary "BITE Latvija" to become the latest
member of Vodafone's global partner community. Also in April 2006 Vodafone Sweden
changed its name to Telenor Sverige AB and Connex-Vodafone became Vodafone
Romania, also adopting the new logo. On 30 May 2006 Vodafone announced the biggest
loss in British corporate history (£14.9 billion) and plans to cut 400 jobs; it reported one-
off costs of £23.5 billion due to the revaluation of its Mannesmann subsidiary. On 24 July
2006 the respected head of Vodafone Europe, Bill Morrow, quit unexpectedly and on 25
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August 2006 the Company announced the sale of its 25% stake in Belgium's Proximus for
€2 billion. After the deal, Proximus was still part of the community as a Partner Network.
Vodafone Iceland and on 19 December 2006 the Company announced the sale of its 25%
stake in Switzerland's Swisscom for CHF4.25 billion (£1.8 billion). After the deal,
Swisscom would still be part of the community as a Partner Network. Finally in December
2006 the Company completed the acquisition of Aspective, an enterprise applications
systems integrator in the UK, signaling Vodafone's intent to grow a significant presence
and revenues in the ICT marketplace.
Early in January 2007 Telsim in Turkey adopted Vodafone dual branding as Telsim
Vodafone and on 1 April 2007 Telsim Vodafone Turkey dropped its original brand and
became Vodafone Turkey. On 1 May 2007 Vodafone added Jersey and Guernsey to the
community, as Airtel was signed as Partner Network in both crown dependencies. In June
2007 the Vodafone live! Mobile Internet portal in the UK was relaunched. Front page was
now charged for and previously "bundled" data allowance was removed from existing
contract terms. All users were given access to the "full" web rather than a Walled Garden
and Vodafone became the first mobile network to focus an entire media campaign on its
newly launched mobile Internet portal in the UK. On 1 August 2007 Vodafone Portugal
launched Vodafone Messenger, a service with Windows Live Messenger and Yahoo!
Messenger.
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On 17 April 2008 Vodafone extended its footprint to Serbia as VIP mobile was added to
the community as a Partner Network and on 20 May 2008 the Company added VIP
Operator as a Partner Network thereby extending the global footprint to Macedonia. In
May 2008 Kall of the Faroe Islands rebranded as Vodafone Faroe Islands.
On 30 October 2008, the company announced a strategic, non-equity partnership with
MTS group of Russia. The agreement adds Russia, Armenia, Turkmenistan, Ukraine, and
Uzbekistan to the group footprint.
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About Vodafone:
Today, in India, becomes Vodafone. Now, the pink color logo of Hutch is replaced by
Vodafone Essar’s corporate red colored one.
In 2005-06, the Orange brand in Mumbai was phased out to introduce (now Vodafone).
The company also changed the colors of its logo from orange to pink and then red.
After acquiring 67 per cent of stake (around Rs. 250 crores) in ison Essar from Hong
Kong-based ison Whampoa, Vodafone Essar is expecting to touch over 35 million
customers across 400,000 shops and thousands of ’s own employees along with
employees of its business associates.
Vice chairman, Ravi Ruia, Vodafone Essar, said “We’ve had a good innings as in India
and today marks a new beginning for us, not as a departure from the fundamentals that
created , but an acceleration into the future with Vodafone’s global expertise.”
Vodafone CEO, Marten Pieters of the Vodafone Essar will be landing in India for the
meeting that would discuss branding exercise, expansion plans, spectrum requirements for
its expanding subscriber base and future plans.
Vodafone offers a host of premier value added services (VAS) including national and
international roaming in over 70 countries in over 160 networks, Wireless Application
Protocol (WAP), short message service, voice mail service, auto roam, fax and data,
cricket updates, M-banking, general information, tarot line, etc. The company launched
WAP in Delhi in October 2000, much before its rival Bharti. It has 5000 WAP customers,