CONTENTS

TITLE PAGE NO.

INTTODUCATION TO IDEA 1-4

MAJOR EVENTS 4-10

BOARD OF DIRECTORS 10-13

CONSUMER BEHAVIOUR 14-17

REVIEW OF LITRATURE 18-22

OBJECTIVES OF THE PROJECT 23-23

SCOPE OF THE STUDY 24 -24

NEED OF THE STUDY 25-25

REASERCH METHODLOGY 26-27

DATA ANALYSIS AND INTERPOTATION 28-49

OBSERVATIONS AND FINDINGS 50-50

LIMITATIONS OF THE STUDY 51-51

RECOMMENDATIONS / SUGGESTIONS 52-53

OPPERUNITIES 54-54

CONCLUSION OF THE STUDY 55-55

QUESTNARIES 56-59

REFRENCE 60-60

DECLARATION

I RAM PARSHAD, The student of MBA(IC) 3rd in the Punjabi University School of

Business Studies, Guru Kashi Campus, Talwandi Sabo have completed my traning in

IDEA CELLULAR LTD. MOHALI for the period of 12 to 14 weeks and submitted my

training project of “CUSTOMER BEHAVIOUR TOWORDS IDA CELLULAR” as

assigned by the company to me as a part of MBA(IC) 3RD.

Further I want to convey that no copy of this project is submitted by me in other

university for award of any other degree or diploma etc.

RAM PARSHAD

INTRODUCTION TO IDEA

IDEA Cellular is a publicly listed company, having listed on the Bombay Stock

Exchange (BSE) and the National Stock Exchange (NSE) in March 2007.

Idea is the 3rd largest mobile services operator in India, in revenue terms, and recorded a

subscriber base of over 93.75 mn as of 31st May 2011. It became a pan-India integrated

GSM operator covering the entire telephony landscape of the country, and expanded its

NLD and ILD operations in FY 2010. During the year, Idea increased its revenue market

share by over 1%, despite stiff tariff war in the market.

The company has won license to offer 3G services in 11 service areas, which generate

over 81% of the company’s total revenue. Idea’s 3G services will be launched in the year

2011.

Idea’s strong growth in the Indian telephony market comes from its deep penetration in

the non-urban and rural markets. Idea has the highest share of rural subscribers as a

percentage of total subscribers, amongst other GSM players. In fact, two out of every

three new subscribers now come from non-urban market.

Idea’s innovative and revolutionary VAS offering has been a major growth driver. Be it

Mobile TV, which was launched for the first time in India on the Idea network;

exhaustive Music library in multiple languages; DTs/ RBTs; and other content download

from the world of Cinema, Music, Cricket etc. – Idea has consistently grown its VAS

revenue. Its revenue share of VAS is now higher than the industry average.

Idea offers seamless coverage to roaming customers traveling to any part of the country,

as well as to international traveling customers across over 200 countries. Idea’s

partnership with over 400 operators ensures that customers are always connected while

on the move, within the country or other parts of the world.

IDEA is the winner of ‘The Emerging Company of the Year Award’ at The Economic

Times Corporate Excellence Awards 2009. IDEA Cellular also received the prestigious

Avaya Global Connect Award for being the ‘Most Customer Responsive Company’ in

the Telecom sector in the year 2010. The company has received several other national

and international recognitions for its path-breaking innovations in mobile telephony

products & services. It won the GSM Association Award for ‘Best Billing and Customer

Care Solution’ for 2 consecutive years. It was awarded ‘Mobile Operator of the Year

Award – India’ for 2007 and 2011 at the Annual Asian Mobile News Awards.

IDEA Cellular is an Aditya Birla Group Company, India’s first truly multinational

corporation. The group operates in 26 countries, and is anchored by over 130,600

employees belonging to 40 nationalities. The Group has been adjudged the ‘6th Top

Company for Leaders in Asia Pacific Region’ in 2009, in a survey conducted by Hewitt

Associates, in partnership with The RBL Group, and Fortune. The Group has also been

rated ‘The Best Employer in India and among the Top 20 in Asia’ by the Hewitt-

Economic Times and Wall Street Journal Study 2007.

We were incorporated as Birla Communications Limited on March 14, 1995 and granted

a certificate of commencement of business on August 11, 1995. Our registered office

was in Mumbai, Maharashtra. Our name was changed to Birla AT&T Communications

Limited on May 30, 1996 following the execution of a joint venture agreement dated

December 5, 1995 between AT&T Corporation and Grasim Industries Limited pursuant

to which the Aditya Birla Group held 51% of our Equity Share capital and AWS Group

held 49% of our Equity Share capital. Our registered office was transferred from

Industry House, 1st Floor, 159 Church Gate Reclamation, Mumbai 400 020, Maharashtra

to Suman Tower, Plot No. 18, Sector 11, Gandhinagar 382011 Gujarat on October 22,

1996. With effect from January 1, 2001 following our merger with Tata Cellular Limited

the joint venture agreement between AT&T Corporation and Grasim Industries Limited

dated December 5, 1995 was replaced by a shareholders agreement dated December 15,

2000 entered into between Grasim Industries Limited on behalf of the Aditya Birla

Group, Tata Industries Limited on behalf of the Tata Group and AT&T Wireless Services

Inc. on behalf of the AWS Group following which our name was changed to Birla Tata

AT&T Limited on November 6, 2001. Consequent to the introduction of the “Idea”

brand, our name was changed to Idea Cellular Limited on May 1, 2002. The AWS Group

exited from the Company on September 28, 2005 by selling 371,780,740 Equity Shares

of the Company, which constituted 50% of the holding of AT&T Cellular Private

Limited in our equity share capital, to ABNL and by transferring the remaining

371,780,750 Equity Shares to Tata Industries Limited.

The Tata Group ceased to be a shareholder of the Company on June 20, 2006 when Tata

Industries Limited and Apex Investments (Mauritius) Holding Private Limited (formerly

known as AT&T Cellular Private Limited) sold all their shares in the Company to the

Aditya Birla Group.

On October 26, 2006, P5 Asia Investments (Mauritius) Limited (“P5 Asia”) acquired

14.60% of our Equity Share capital. Under a Governance and Exit Rights Agreement

dated October 23, 2006 between P5 Asia, ABNL and Birla TMT, so long as an initial

public offering has not occurred and P5 Asia holds no less than 10% of our Equity

Shares, ABNL and Birla TMT are required to procure that (a) our Company and its

Subsidiaries shall not take or pursue any of the following actions without P5 Asia’s prior

consent (such consent to be obtained in a board and/or shareholders resolution) including

in respect of (i) any merger with, acquisition of, or amalgamation or consolidation with

another company or business; (ii) assuming or permitting to exist any borrowings or

indebtedness in the nature of borrowings if the amount of all such borrowings of our

Company and its Subsidiaries would exceed Rs. 6,800 million; (iii) entering into a new

line of business; (iv) increasing our authorized or issued share capital; or (v) entering

into a joint venture and (b) our Company makes available to P5 Asia certain financial

information relating to our Company and its Subsidiaries such as monthly management

accounts, quarterly unconsolidated balance sheet and profit and loss account and the

annual audited consolidated balance sheets and profit and loss accounts.

P5 Asia also has a right to appoint one director to our Board so long as it holds at least

10% of our total issued and outstanding Equity Shares. Mr. Biswajit Subramanian has

been appointed to our Board by P5 Asia pursuant to the exercise of the above right. In

addition, any IPO of our Equity Shares requires P5 Asia’s written consent, and, further, in

any such IPO, P5 Asia has the right to offer for sale such number of Equity Shares

representing up to 10% of the total Equity Shares which are held by it. By its letters

dated December 2, 2006 to ABNL and Birla TMT, P5 Asia has given its written consent

for the Issue and has confirmed that it does not intend to offer for sale any of the Equity

Shares held by it in such Issue.

We, either directly or through our Subsidiaries, provide mobile services in the Andhra

Pradesh, Delhi, Gujarat, Haryana, Kerala, Madhiya Pradesh, Maharashtra and Uttar

Pradesh (West) Circles, and have recently launched services and as such are in the

process of fully rolling-out our network in the Uttar Pradesh (East), Rajasthan and

Himachal Pradesh Circles pursuant to licenses issued by the DoT.

MAJOR EVENTS

The chronology of key events of the Company from incorporation is set out below:

1995:

Incorporated as Birla Communications Limited Obtained licenses for providing GSM-

based services in the Gujarat and Maharashtra Circles following the original GSM license

bidding process

1996:

Changed name to Birla AT&T Communications Limited following joint venture between

Grasim Industries and AT&T Corporation

1997:

Commenced operations in the Gujarat and Maharashtra Circles

1999:

Migrated to revenues share license fee regime under New Telecommunications Policy

(“NTP”)

2000:

Merged with Tata Cellular Limited, thereby acquiring original license for the Andhra

Pradesh Circle

2001:

Acquired RPG Cellular Limited and consequently the license for the Madhya Pradesh

(including Chattisgarh) Circle Changed name to Birla Tata AT&T Limited

2001:

Obtained license for providing GSM-based services in the Delhi Circle following the

fourth operator GSM license bidding process

2002:

Changed name to Idea Cellular Limited and launched “Idea” brand name Commenced

commercial operations in Delhi Circle Reached the one million subscriber mark

2003:

Reached the two million subscriber mark

2004:

Completed debt restructuring for the then existing debt facilities and additional funding

for the Delhi Circle.

Acquired Escotel Mobile Communications Limited (subsequently renamed As Idea

Mobile Communications Limited)

Reached the four million subscriber mark

First operator in India to commercially launch EDGE services

2005:

-Reached the five million subscriber mark

-Turned profit positive

-Won an award for the “Bill Flash” service at the GSM Association Awards in

Barcelona, Spain Sponsored the International Indian Film Academy Awards

-Sponsored the International Indian Film Academy Awards

2006:

-Became part of the Aditya Birla Group subsequent to the TATA Group transferring its

entire shareholding in the Company to the Aditya Birla Group

-Acquired Escorts Telecommunications Limited (subsequently renamed as Idea

Telecommunications Limited)

-Restructuring of debt

-Launch of the New Circles

-Reached the 10 million subscriber mark

-Received Letter of Intent from the DoT for a new UAS License for the Mumbai Circle.

-Received Letter of Intent from the DoT for a new UAS License for the Bihar

-Circle through Aditya Birla Telecom Limited. ABNL, the parent of Aditya

-Birla Telecom Limited, pursuant to a letter dated November 22, 2006, agreed to

transfer its entire shareholding in Aditya Birla Telecom Limited to the Company for the

consideration of Rs. 100 million.

2007

-Won an award for the CARE service in the Best Billing or Customer Care Solution at

the GSM Association Awards in Barcelona, Spain

-Initial Public Offering aggregating to Rs. 28,187 million and Listing of Equity Shares

on the Bombay Stock Exchange and the National Stock Exchange

-Merger of seven subsidiaries with Idea Cellular Limited

-Reached the twenty million subscriber mark

2011

- Idea Cellular Ltd has informed that the Board of Directors of the Company at its

meeting held on October 20, 2011, inter alia, has appointed the following persons as

Directors on the Board of the Company:

1. Mr. R C Bhargava - Independent Director (Additional Director)

2. Mr. P Murari - Independent Director - (Additional Director)

3. Dr. Hans Wijayasuriya - Non Executive Director (Nominee of TM International Bhd).

-Idea acquired 9 licences for Punjab, Karnataka, Tamil Nadu & Chennai, West Bengal,

Orissa, Kolkata, Assam, North East and Jammu & Kashmir

-Acquired Spice Communications with the operating circles of Punjab and Karnataka

-Launched services in Mumbai metro in the largest single metro city launch, ever

-Launched services in Bihar

2009

-Subscriber base as on December 31, 2009: 57,611,872

-Idea becomes a pan-India operator

-Emerging Company of the Year - fastest growing mobile operator in the world’s fastest

growing telecom market

Values

Integrity - honesty in every action

At Aditya Birla Group, Integrity is defined as: Acting and taking decisions in a manner

that is fair, honest, following the highest standards of professionalism and also perceived

to be so. Integrity for us means not only financial and intellectual integrity, but in all

other forms as are commonly understood.

Key words that connote Integrity are:

Ethical

Truthful

Principled

Transparent

Respectful

Commitment - deliver on the promise

At Aditya Birla Group Commitment is defined as: On the foundation of integrity, doing

whatever it takes to deliver value to all stakeholders. In the process, taking ownership of

our actions and decisions, those of our team and that part of the organization that we are

responsible for.

Key words that connote commitment are:

Accountability

Discipline

Responsibility

Result -orientation

Self-confidence

Reliability

Passion - energized action

At Aditya Birla Group Passion is defined as: A missionary zeal arising out of emotional

engagement with the organization that makes work joyful and inspires each one to give

his or her best. Relentless pursuit of goals and objectives with the highest level of energy

and enthusiasm, that is voluntary and spontaneous.

Key words that connote passion are:

Intensity

Innovation

Transformational

Fire-in-the-belly

Inspirational

Deep sense of purpose

Seamlessness - boundryless in letter and spirit

At Aditya Birla Group, Seamlessness is defined as: Thinking and working together across

functional silos, hierarchies, business and geographies. Leveraging the available diversity

to garner synergy benefits and promote openness through sharing and collaborative

efforts.

Key words that connote Seamlessness are:

Teamwork

Integration

Involvement

Openness

Global

Learning from the best

Empowering

Speed - one step ahead always

At Aditya Birla Group, Speed is defined as: Responding to internal and external

customers with a sense of urgency. Continuously seeking to crash timelines and choosing

the right rhythm to optimize organization efficiencies.

Key words that connote Speed are:

Response time

Agile

Accelerated

Timelines

Nimble

Prompt

Proactive

Decisive

BOARD OF DIRECTORS

Name Destination

Kumar Mangalam Birla Chairman / Chair

person

Rajashree Birla Non-Executive

Director

Biswajit A Subramanian Non-Executive Director

Sanjeev Aga Non-Executive Director

Gian Prakash Gupta Independent Director

P Murari Independent Director

Madhabi Puri Buch Independent Director

Rakesh Jain Non-Executive Director

Juan Villalonga Navarro Non-Executive Director

Arun Thiagarajan Independent Director

Mohan Gyani Independent Director

CONSUMER BEHAVIOR

Consumer behavior is the study of how people buy, what they buy, when they buy and

why they buy. It blends elements from psychology, sociology, sociopsychology,

anthropology and economics. It attempts to understand the buyer decision

processes/buyer decision making process, both individually and in groups. It studies

characteristics of individual consumers such as demographics, psychographics, and

behavioural variables in an attempt to understand people's wants. It also tries to assess

influences on the consumer from groups such as family, friends, reference groups, and

society in general. Belch and Belch define consumer behavior as 'the process and

activities people engage in when searching for, selecting, purchasing, using, evaluating,

and disposing of products and services so as to satisfy their needs and desires'.

Basic model of consumer decision making

Table 1.1 : Basic model of consumer decision making

Stage Brief description

Problem

recognition

The consumer perceives a need and becomes

motivated to solve a problem.Motivation

Information

search

The consumer searches for information required to

make a purchase decisionPerception

Information

evaluationThe consumer compares various brands and products

Attitude

formation

Decision The consumer decides which brand to purchase Integration

Post-purchase

evaluationThe consumer evaluates their purchase decision Learning

PROBLEM RECOGNITION:

Problem recognition is that result when there is a difference between one's desired state

and one's actual state. Consumers are motivated to address this discrepancy and therefore

they commence the buying process.

Sources of problem recognition include:

An item is out of stock

Dissatisfaction with a current product or service

Consumer needs and wants

Related products/purchases

Marketer-induced

New products

The relevant internal psychological process that is associated with problem recognition is

motivation. A motive is a factor that compels action. Belch and Belch (2007) provide an

explanation of motivation based on Maslow's hierarchy of needs and Freud's

psychoanalytic theory.

INFORMATION SEARCH

Once the consumer has recognised a problem, they search for information on products

and services that can solve that problem. Belch and Belch (2007) explain that consumers

undertake both an internal (memory) and an external search.

Sources of information include:

Personal sources

Commercial sources

Public sources

Personal experience

The relevant internal psychological process that is associated with information search is

perception. Perception is defined as 'the process by which an individual receives, selects,

organises, and interprets information to create a meaningful picture of the world'

The selective perception process Stage Description Selective exposure consumers select

which promotional messages they will expose themselves to. Selective attention

consumers select which promotional messages they will pay attention to Selective

comprehension consumer interpret messages in line with their beliefs, attitudes, motives

and experiences Selective retention consumers remember messages that are more

meaningful or important to them

You should consider the implications of this process on the development of an effective

promotional strategy. First, which sources of information are more effective for the brand

and second, what type of message and media strategy will increase the likelihood that

consumers are exposed to our message, that they will pay attention to the message, that

they will understand the message, and remember our message.

INFORMATION EVALUATION

At this time the consumer compares the brands and products that are in their evoked set.

How can the marketing organization increase the likelihood that their brand is part of the

consumer's evoked (consideration) set? Consumers evaluate alternatives in terms of the

functional and psychological benefits that they offer. The marketing organization needs

to understand what benefits consumers are seeking and therefore which attributes are

most important in terms of making a decision. The relevant internal psychological

process that is associated with the alternative evaluation stage is attitude formation. Belch

and Belch (2007, p.117) note that attitudes are 'learned predispositions' towards an object.

Attitudes comprise both cognitive and affective elements - that is both what you think

and how you feel about something. The multi-attribute attitude model explains how

consumers evaluate alternatives on a range of attributes. Belch and Belch (2007) identify

a number of strategies that can be used to influence the process (attitude change

strategies). Finally, there are a range of ways that consumers apply criteria to make

decisions. Belch and Belch (2007) explain how information is integrated and how

decision rules are made including the use of heuristics. The marketing organisation

should know how consumers evaluate alternatives on salient or important attributes and

make their buying.

PURCHASE DECISION

Once the alternatives have been evaluated, the consumer is ready to make a purchase

decision. Sometimes purchase intention does not result in an actual purchase. The

marketing organization must facilitate the consumer to act on their purchase intention.

The provision of credit or payment terms may encourage purchase, or a sales promotion

such as the opportunity to receive a premium or enter a competition may provide an

incentive to buy now. The relevant internal psychological process that is associated with

purchase decision is integration.

POSTPURCHASE EVALUATION

The EKB model was further developed by Rice (1993) which suggested there should be a

feedback loop, Foxall (2005) further suggests the important of the post purchase

evaulation and that the post purchase evaluation is key due to its influences on future

purchase patterns.

REVIEW OF LITERATURE

Reviews are on the consumer behaviour on the various fast moving consumer goods

which includes consumer satisfaction, perception, loyalty , buying intention etc. it also

revealed that advertisement effect, income effect on the purchase of fast moving

consumer goods.

Mitchell et. al. (1994), studied the perceived risk in consumer decision-making process

Tests this assumption in a study of 180 breakfast cereal shoppers, half of whom were

interviewed prior to purchase and half immediately after. The results showed that risk

perceptions and risk-reducing strategy usefulness did vary between the two states. The

differences were not large, but were sufficient to allow rejection of the proposed null

hypothesis and to cast doubt on the assumptions made in many studies.

Ataman et.al. (2003),studied the relationship between the sales volume of a firm and its

brand image. Consumers self-perception and perception of brand image, with respect to

congruency models, have a strong influence on their behavior in the marketplace.

Therefore it is expected that the fluctuations in image attributes will explain the

fluctuations in sales figures. In order to test this hypothesis, consecutive surveys were

carried out from 231 respondents, on a monthly basis to collect image data. Factor

analysis was performed on the image attributes over time and three main image factors

were attained. To determine the net effect of image attributes on sales, multiple

regression analysis was performed, using the time series data, and all three image factors

were found to be significant in the model.

Shoham et.al. (2003), revealed that consumer compulsive buying is an important area of

inquiry in consumer behavior research. The importance of studying compulsive buying,

stems, in part, from its nature as a negative aspect of consumer behavior. Specifically,

exploring negative consumption phenomena could provide modified or new perspectives

for the study of positive consumption behaviors. Moreover, research on negative facets of

consumption is useful because it can potentially contribute to society’s wellbeing, an

important criterion for usefulness of any research. This paper builds on earlier papers to

propose a model of compulsivity antecedents. Gender, consumers’ tendency to make

unplanned purchases, and their tendency to buy products not on shopping lists, serve to

predict compulsive tendencies in a sample of 435 Israeli consumers. The findings suggest

that these antecedents affect compulsive tendencies.

Ahmed et. al. (2004), said that In the 1970s, the early marketing activities of Hindustan-

Lever in India tended to focus upon the urban middle class and elite. Meanwhile, an

Indian entrepreneur produced and marketed a detergent, Nirma, targeting the poor rural

sector. By 1977, Nir ma was the second largest volume seller in the country. The paper

suggests that the common description of the bottom-of-pyramid market segment as the

disorganised sector can have a psychological impact on marketing strategy formulation,

over and above the real effects of absent infrastructures. The classic Nirma story helps us

to re-frame and re-describe prospects for serving this market segment. For example, it

can be a base-camp from which an MNC can launch a very effective attack upon all

levels of the pyramid.

Dupre et. al. (2004), revealed that despite massive efforts of suppliers and retailers in the

fast-moving-consumer-goods (FMCG) channel to adopt the efficient consumer response

(ECR) practices, many of the expected benefits have not been realized. This study

examines the history and implementation practices of ECR in the USA and in Germany

and presents conceptual models that compare the likely outcomes when ECR-based

category management practices are initiated either by the supplier or by the retailer

channel partner. A series of interviews conducted with 43 industry experts. The study

found that how a strategic competitive advantage can be realized through the combination

of both supplier and retailer views and expertise in category management practices.

Suggests ways to overcome barriers to implementation of category management plan.

Fandos et. al. (2006), examine the influence of the perceived quality of a protected

designation of origin (PDO) product on consumer loyalty and buying intentions. It

examines the relationships between intrinsic and extrinsic quality attributes, loyalty and

buying intention. Information was obtained from an initial qualitative approach based on

a group dynamic to allow the development of scales to quantify the different concepts.

Personal interviews were then conducted with 251 consumers based on a structured

questionnaire. The study reveals the existence of a positive and significant relationship

between the extrinsic attributes of a traditional food product and loyalty expressed by

consumers. It also shows that the perceived quality associated with the intrinsic attributes

of the product has a positive and significant influence on buying intentions

Teng et. al. (2007), conducted research to show how the dual mediation model has been

used to explain consumer responses toward an ad and a brand. This study attempts to

incorporate ad affect and competition into the framework and examine the effects of

advertising on consumers' attitudes and purchase intentions in multiple-ad and multiple-

brand environments. A total of 165 usable data (54 percent female, mean age=36.2) were

collected from an experiment conducted in North America. The findings revealed that the

higher level of affective responses to a focal ad significantly leads to a higher evaluation

of that ad. It also indicated that information about a competing ad and brand is processed

comparatively and that evaluations of the competing ad and brand negatively influence

evaluations of a focal ad and brand. The study says that an ad affect is an important

determinant in the formation of ad attitude and it can be incorporated into the dual

mediation model to explain the effects of advertising on consumer behavior.

Celebi (2007), conducted a research to examine the credibility of advertising including a

promotional endorser (APE) and publicity including a promotional endorser (PPE); to

compare the credibility of advertising across the different demographic segments; and to

explore the important factors affecting consumers' shopping considerations of new fast

moving consumer goods (FMCGs) in Turkey. The data was gathered by a telephone

survey from a sample of 717 of which 348 respondents wanted to participate from three

of Turkey's largest cities, Istanbul, Ankara, and Izmir. The systematic sampling was

exercised to select the sample. Chi-square and t-tests were computed and the results of

them were significant at 0.05 level. It found that advertising was more credible by the

participants with higher income. Respondents' shopping decisions of new FMCGs were

affected by price and quality more than the other factors. Consumers tended to rely on

publicity more than advertising; more than APE; and more than PPE. They also tended to

count PPE more credible than APE. The findings suggest that it would be appropriate for

advertising managers, who wish to market to Turkey, to consider recipients' income

levels in regard to the credibility of advertising for new FMCGs. It is also important to

note for international companies that price and quality play a major role on Turkish

consumers' shopping decisions of new FMCGs among the other factors including

experiments, organizational trust, and word-of-mouth.

Sehrawet et. al. (2007), conducted a study which aims to establish whether the

residential background of consumers has a varying influence on their buying decisions. A

survey of 1090 urban and rural respondents was carried out of which 523 were rural and

567 were urban. The gathered data were analysed by applying counts, percentages,

means, and analysis of variance. Rural residents found that packaging is more helpful in

buying, that better packaging contains a better product and that they are more influenced

by the ease of storing a package than their urban counterparts. Ease of carriage, package

weight, simplicity, transparency and similarity of packaging have comparatively less

impact on purchase decisions of rural consumers than urban ones. However, rural

consumers are more critical about packaging as they strongly consider that it contributes

to misleading buyers and is also an environmental hazard

Zokaei et. al. (2007), studied to further define and explore the demarcation between

supply chain effectiveness and supply chain efficiency. A case-study research method is

adopted to discuss an approach for the improvement of supply chain effectiveness, i.e.

Supply Chain Kano-QFD. “Supply Chain Kano-QFD” is an integrative method which

helps drive effectiveness by focusing on how the various supply chain members might

jointly develop innovative solutions to create unique, individualized sources of consumer

value. It proposed that “Supply Chain Kano-QFD” technique can be deployed to engage

the capabilities and enthusiasm of the firms along the chain to enhance the value of the

final consumable.

Hlavinka et. al. (2007), examined how consumer packaged goods (CPG) companies are

harnessing the power of loyalty marketing to improve their sales and branding

effectiveness. The paper cites examples of CPG loyalty efforts from Procter & Gamble,

Tazo Tea, Huggies diapers, Moet Hennessey, Maker's Mark, Purina dog food and others,

it outlines two primary models that CPG marketers are pursuing, each with their own

approaches, levels of investment and possible outcomes. The paper explores the many

obstacles CPG marketers must overcome if they desire to shift from mass advertising to a

more customer-centric marketing model and cites examples of successes and failures

from a variety of organizations. It suggest specific ideas for improving the effectiveness

of their private label credit card program.

OBJECTIVES OF THE PROJECT

To know the feedback of customers regarding the services which are being provided

by the company.

To understand the importance of client relationship with the company.

To understand customer behavior regarding the plans offered by the company.

To understand the reasons for demand of a particular plan.

To find out the problems faced by customer.

SCOPE OF THE STUDY

The scope of the study is limited to the cellular services offered by Idea Cellular. Study

objective is to examine the various factors which play their part in customer buying

behavior and the major dissatisfaction areas for the customers. The study considered the

urban area of Chandigarh city. The sample under consideration consisted of the existing

customers of Idea Cellular.

NEED OF THE STUDY

The project I chose was a study on customer behaviour and satisfaction for Idea Cellular

pre paid products.

The title is very much significant considering the present global scenario. The behaviour

level is the basic requirement for a company to sell its products in the market because if

the customers are not aware of the products, there would be no sale. Along with the

awareness, the companies have to keep a regular check on the satisfaction level of its

customers to retain them. The survey helps to find out the loopholes is the area of service

being offered by the company. Identifying those areas would help the company to

minimize them and then they can go for increasing customers.

RESEARCH METHODOLOGY

Research methodology

Research means a search for knowledge or gain some new knowledge and methodology

can properly refer to the theoretical analysis of the methods appropriate to a field of study

or to the body of methods and principles particular to a branch of knowledge.

Research Design :

A research design is the arrangement of conditions for the collections and analysis of data

in a manner that aims to combine relevance to research purpose with economy in

procedure. Universe. The universe of the study is chandigarh

Sample Unit

The sample unit pertaining to the study is 100 respondents of chandigarh region.

Sample Size

The sample size of 100 served the purpose of the study.

Sample Method

The sampling method used is non-probability convenience sampling

Methods of Data collection

The word data means any raw information, which is either quantitative or qualitative in

nature, which is of practical or theoretical use. The task of data collection begins after a

research problem has been defined and research design chalked out. While deciding

about the method of data collection, the researcher should keep in mind that there are two

types of data primary and secondary.

Primary data

This is those, which are collected afresh and for the first Time, and thus happen to be

original in character. There are many ways of data collection of primary data like

observation method,

interview method, through schedules, pantry Reports, distributors audit, consumer panel

etc. The Team Managers and employees of both the Department were consulted to get

information about procedure of both the online and off line share trading. But the method

used by us for the primary data collection was through questionnaires.

Questionnaire method

For the collection of primary data I used questionnaire method. A formal list of questions,

which are to be asked, is prepared in a questionnaire and questions are asked on those

bases. There are some merits and demerits of this method. These as under: -

Merits: -

1. Low cost even when universe is large.

2. It is free from bias of interviewer.

3. Respondents have proper time to answer.

4. Respondents who are not easily approachable can also be reachable.

5. Large samples can be made.

Secondary data

These are those data, which are not collected afresh and are used earlier also and thus

they cannot be considered as original in character. There are many ways of data

collection of secondary data like publications of the state and central government, reports

prepared by researchers, reports of various associations connected with business,

Industries, banks etc. And the method, which was used by me, was with the help of

reports of the company.

DATA ANALYSIS AND INTERPRETATION

Table: 1

Q. Age group of respondents

Age Group Number of Respondents Percentage

20-25 44 44%

25-35 32 32%

35-45 18 18%

Above 45 6 6%

Total 100 100%

20-2540%

25-3529%

35-4516%

above 4515%

20-25

25-35

35-45

above 45

Figure 1: Age group of the respondents

INTERPRETATION:

44% of the respondents are between the age group 20 – 25.

32% of the respondents are between the age group 25 – 35.

18% of the respondents are between the age group 35 – 45.

6% of the respondents are above 45 years of age.

Table: 2

Q. Occupation of the respondents.

Occupation Number of Respondents Percentage

Students 34 34%

Business 52 52%

Govt. Services 10 10%

Professionals 4 4%

Total 100 100%

Students34%

Businessmen52%

Govt. Service10%

Professionals4%

Students

Businessmen

Govt. Service

Professionals

Figure 2 : Occupation of the respondents

INTERPRETATION:

34% of the respondents are Students.

52% of the respondents are Businessmen.

10% of the respondents are from Govt. Services.

4% of the respondents are Professionals

Table: 3

Q. Phone/internet is being used for

Usage No. of Respondents Percentage

Business 54 54%

Official 10 10%

Personal 36 36%

Total 100 100%

Business54%

Official10%

Personal36% Business

Official

Personal

Figure 3 : Purpose of the use of phone/internet

INTERPRETATION:

54% of the respondents are using Phone/internet for business purpose.

10% of the respondents are using Phone/internet for official purpose.

36% of the respondents are using Phone/internet for personal purpose.

Table: 4

Q. Which of the Idea Cellular post paid products are customers aware of?

Products No. of Respondents Percentage

Post Paid 92 92%

FWP 60 60%

Broadband 74 74%

HSDC 47 47%

Total 100 100%

RIM Post Paid, 92

FWP, 60

Broadband, 74

HSDC, 47

0

10

20

30

40

50

60

70

80

90

100

RIM Post Paid FWP Broadband HSDC

Series1

Figure 4 : Awareness of the products

INTERPRETATION:

92% of the respondents are aware of Post Paid.

60% of the respondents are aware of FWP.

74% of the respondents are aware of Broadband.

47% of the respondents are aware of HSDC.

Table: 5

Q. How do you come to know about the products?

Medium No. of Respondents Percentage

Television 52 52%

Print 34 34%

Sales Executives 5 5%

Friends and existing users 9 9%

Total 100 100%

Television52%Print

34%

Sales Executives

5%

Friends and existing users

9% Television

Print

Sales Executives

Friends and existingusers

Figure 5 : Medium through which customers came to know about the products

INTERPRETATION:

52% of the respondents came to know about the products through television.

34% of the respondents came to know about the products through print.

5% of the respondents came to know about the products through sales executives.

9% of the respondents came to know about the products through friends and

existing users.

Table: 6

Q. Which of the following products are you using?

Products No. of Respondents Percentage

Post Paid 13 13%

FWP 41 41%

Broadband 20 20%

HSDC 26 26%

Total 100 100%

RIM Post Paid13%

FWP41%

Broadband20%

HSDC26% RIM Post Paid

FWP

Broadband

HSDC

Figure 6 : No. of respondents using the products

INTERPRETATION:

13% of the respondents were using Post Paid.

41% of the respondents were using FWP.

20% of the respondents were using Broadband.

26% of the respondents were using HSDC.

Table: 7

Q. Are you satisfied with the service provided by the company?

Level No. of Respondents Percentage

Fully Satisfied 38 38%

Partially Satisfied 51 51%

Not Satisfied 11 11%

Total 100 100%

Fully Satisfied38%

Partially Satisfied

51%

Not Satisfied11%

Fully Satisfied

Partially Satisfied

Not Satisfied

Figure 7 : Satisfaction level of the respondents

INTERPRETATION:

38% of the respondents were fully satisfied with the services.

51% of the respondents were partially satisfied with the services.

11% of the respondents were not satisfied with the services.

Table: 8

Q. What are the major reasons for dissatisfaction?

Reasons No. of Respondents Percentage

Poor quality of signals/ network 15 15%

Poor voice quality 4 04%

Higher cost 27 27%

Slow speed 13 13%

Billing errors 19 19%

Poor customer care service 22 22%

Total 100 100%

Poor quality of signals/network

15%

Poor voice quality

4%

Higher cost27%

Slow speed13%

Billing errors19%

Poor customer care service

22%

Poor quality ofsignals/network

Poor voice quality

Higher cost

Slow speed

Billing errors

Poor customer careservice

Figure 8 : Major reasons for dissatisfaction

INTERPRETATION:

15% of the respondents were dissatisfied by poor signals/network.

4% of the respondents were dissatisfied by poor voice quality.

27% of the respondents were dissatisfied by higher cost of services.

13% of the respondents were dissatisfied by slow speed.

19% of the respondents were dissatisfied by the billing errors.

22% of the respondents were dissatisfied by poor customer care service.

Table: 9

Q. Which of the following products does a sales executive tells you about when he

visits you?

Products No. of Respondents Percentage

Post Paid 73 73%

FWP 59 59%

Broadband 41 41%

HSDC 46 46%

Total 100 100%

RIM Post Paid, 73

FWP, 59

Broadband, 41HSDC, 46

0

10

20

30

40

50

60

70

80

RIM Post Paid FWP Broadband HSDC

Series1

Figure 9 : Products told by sales executives to the respondents

INTERPRETATION:

73% of the respondents were told about the Post Paid by the visiting sales

executives.

59% of the respondents were told about the FWP by the visiting sales executives.

41% of the respondents were told about the broadband by the visiting sales

executives.

46% of the respondents were told about the HSDC by the visiting sales

executives.

Table: 10

Q. What channel would you prefer to buy a telecom/internet service?

Channel No. of respondents Percentage

Home delivery 18 18%

Customer care 57 57%

Online 9 9%

Franchisee & utility shops 16 16%

Total 100 100%

Figure 10: Respondents’ preference of buying channels

INTERPRETATION:

18% of the respondents would prefer to buy the service through home delivery.

57% of the respondents would prefer to buy the service through customer care.

9% of the respondents would prefer to buy the service online.

16% of the respondents would prefer to buy the service through franchisee &

utility shops.

Table: 11

Q. Which of the following services you look before choosing the product?

Home delivery18%

Customer care 57%

Online9%

Franchisee & Utility shops

16%Home delivery

Customer care

Online

Franchisee & utility shops

Service No. of respondents Percentage

Price 84 84%

Connectivity 46 46%

Speed 51 51%

Value added service 23 23%

After sales service 62 62%

Total 100 100%

Price, 84

Connectivity, 46Speed, 51

Value added service, 23

After sales service, 62

0

10

20

30

40

50

60

70

80

90

Price Connectivity Speed Value addedservice

After salesservice

Series1

Figure 11: Features considered by the customers

INTERPRETATION:

84% of the respondents consider price before choosing the product.

46% of the respondents consider connectivity before choosing the product.

51% of the respondents consider speed before choosing the product.

23% of the respondents consider value added services before choosing the

product.

62% of the respondents consider after sales service before choosing the product.

Table: 12

Q. If price and mobility is not a concern, which of the following would a customer

buy?

Product No. of respondents Percentage

Land line phone 06 6%

Fixed wireless phone 17 17%

Mobile based on GSM

technology 77 77%

Mobile based on CDMA

technology 0 0%

Total 100 100%

Land line phone, 6

Fixed wireless phone, 17

Mobile based on GSM

technology, 77

Mobile based on CDMA

technology, 0

Land line phone

Fixed wireless phone

Mobile based on GSMtechnology

Mobile based on CDMAtechnology

Figure12: Customers' preferences

INTERPRETATION:

6% of the respondents would buy land line phone, if price and mobility is not a

concern.

17% of the respondents would buy fixed wireless phone, if price and mobility is

not a concern.

77% of the respondents would buy mobile based on GSM technology, if price and

mobility is not a concern.

0% of the respondents would buy mobile based on CDMA technology, if price

and mobility is not a concern.

Table: 13

Q. Would a customer like to recommend Idea Cellular services to others?

Opinion No. of respondents Percentage

Yes 63 63%

No 37 37%

Total 100 100%

yes63%

no37%

yes

no

Figure 13: Opinion on recommending to others

INTERPRETATION:

63% of the respondents would recommend Idea Cellular services to others.

37% of the respondents would not recommend Idea Cellular services to others.

Table: 14 (a)

Q. Rate the following services on the basis of your satisfaction.

1) Network:

Satisfaction Level No. of respondents Percentage

Excellent 11 11%

Very good 18 18%

Good 21 21%

Average 32 32%

Poor 18 18%

Total 100 100%

Excellent11%

Very good18%

Good21%

Average32%

Poor18%

Excellent

Very good

Good

Average

Poor

Figure14-a: Satisfaction level for network

INTERPRETATION:

11% of the respondents rated excellent for the network.

18% of the respondents rated very good for the network.

21% of the respondents rated good for the network.

32% of the respondents rated average for the network.

18% of the respondents rated poor for the network.

Table: 14 (b)

2) SMS Rates:

Satisfaction Level No. of respondents Percentage

Excellent 5 5%

Very good 27 27%

Good 41 41%

Average 18 18%

Poor 9 9%

Total 100 100%

Excellent5%

Very good27%

Good41%

Average18%

Poor9%

Excellent

Very good

Good

Average

Poor

Figure14-b: Satisfaction level for SMS rates

INTERPRETATION:

5% of the respondents rated excellent for SMS rates.

27% of the respondents rated very good for SMS rates.

41% of the respondents rated good for SMS rates.

18% of the respondents rated average for SMS rates.

9% of the respondents rated poor for SMS rates.

Table: 14 (c)

3) New schemes and offers:

Satisfaction Level No. of respondents Percentage

Excellent 6 6%

Very good 20 20%

Good 27 27%

Average 34 34%

Poor 13 13%

Total 100 100%

Excellent6% Very good

20%

Good27%

Average34%

Poor13%

Excellent

Very good

Good

Average

Poor

Figure 14-c: Satisfaction level for new schemes and offers

INTERPRETATION:

6% of the respondents rated excellent for new schemes and offers.

20% of the respondents rated very good for new schemes and offers.

27% of the respondents rated good for new schemes and offers.

34% of the respondents rated average for new schemes and offers.

13% of the respondents rated poor for new schemes and offers.

Table: 14 (d)

4) Internet speed:

Satisfaction Level No. of respondents Percentage

Excellent 4 9%

Very good 7 15%

Good 21 46%

Average 8 17%

Poor 6 13%

Total 46 100%

Excellent9% Very good

15%

Good46%

Average17%

Poor13%

Excellent

Very good

Good

Average

Poor

Figure 14-d: Satisfaction level for internet speed

INTERPRETATION:

9% of the respondents rated excellent for internet speed.

15% of the respondents rated very good for internet speed.

46% of the respondents rated good for internet speed.

17% of the respondents rated average for internet speed.

13% of the respondents rated poor for internet speed.

Table: 14 (e)

5) Cost:

Satisfaction Level No. of respondents Percentage

Excellent 2 2%

Very good 14 12%

Good 16 16%

Average 63 63%

Poor 5 5%

Total 100 100%

Excellent2%

Very good14%

Good16%

Average63%

Poor5% Excellent

Very good

Good

Average

Poor

Figure14-e: Satisfaction level for cost

INTERPRETATION:

2% of the respondents rated excellent for cost.

14% of the respondents rated very good for cost.

16% of the respondents rated good for cost.

63% of the respondents rated average for cost.

5% of the respondents rated poor for cost.

Table: 14 (f)

6) Customer care:

Satisfaction Level No. of respondents Percentage

Excellent 0 0%

Very good 14 14%

Good 23 23%

Average 31 31%

Poor 32 32%

Total 100 100%

Excellent0%

Very good14%

Good23%

Average31%

Poor32%

Excellent

Very good

Good

Average

Poor

Figure14-f: Satisfaction level for customer care

INTERPRETATION:

0% of the respondents rated excellent for customer care.

14% of the respondents rated very good for customer care.

23% of the respondents rated good for customer care.

31% of the respondents rated average for customer care.

32% of the respondents rated poor for customer care.

Table: 14 (g)

7) Recharge outlets:

Satisfaction Level No. of respondents Percentage

Excellent 10 10%

Very good 19 19%

Good 51 51%

Average 13 13%

Poor 7 7%

Total 100 100%

Excellent10%

Very good19%

Good51%

Average13%

Poor7%

Excellent

Very good

Good

Average

Poor

Figure 14-g: satisfaction level for recharge outlets

INTERPRETATION:

10% of the respondents rated excellent for recharge outlets.

19% of the respondents rated very good for recharge outlets.

51% of the respondents rated good for recharge outlets.

13% of the respondents rated average for recharge outlets.

7% of the respondents rated poor for recharge outlets.

Table: 14 (h)

8) Call Rates:

Satisfaction Level No. of respondents Percentage

Excellent 7 7%

Very good 11 11%

Good 59 59%

Average 33 33%

Poor 0 0%

Total 100 100%

Excellent6%

Very good10%

Good54%

Average30%

Poor0%

Excellent

Very good

Good

Average

Poor

Figure14-h: Satisfaction level for call rates

INTERPRETATION:

7% of the respondents rated excellent for call rates.

11% of the respondents rated very good for call rates.

59% of the respondents rated good for call rates.

33% of the respondents rated average for call rates.

0% of the respondents rated poor for call rates.

Table: 14 (i)

9) Value added services:

Satisfaction Level No. of respondents Percentage

Excellent 43 43%

Very good 39 39%

Good 11 11%

Average 7 7%

Poor 0 0%

Total 100 100%

Excellent43%

Very good39%

Good11%

Average7%

Poor0%

Excellent

Very good

Good

Average

Poor

Figure 14-i: Satisfaction level for value added services

INTERPRETATION:

43% of the respondents rated excellent for value added services.

39% of the respondents rated very good for value added services.

11% of the respondents rated good for value added services.

7% of the respondents rated average for value added services.

0% of the respondents rated poor for value added services.

OBSERVATION & FINDINGS

55% of the people use only mobile, and 40% of respondents use both the services &

only 5% people use the telephone service. It shows the popularity of cellular phone

services.

34% of respondents are using the Airtel services, which is the highest percentage of

users of cellular phone. Idea takes 2nd place in Chandigarh with 28% of users.

Prepaid service is most popular in the cellular services with 95% of customers. The

remained uses postpaid services.

In current situation 63% of respondents are using lifetime plans, where the rest are

using general plan of the cellular companies.

Peoples wants to good schemes for the maximum talk time at the minimum cost from

idea cellular.

The mostly people’s views idea is great quality provide in internet services.

LIMITATIONS of the Study’

The study was restricted to only those clients who were related to Idea Cellular’

products.

The study was confined within specific regions of Chandigarh city only.

The sample size was limited so the results obtained from the study may not be

generalized for the whole population.

The time period of the study was not sufficient to measure the consumers’ response

effectively and reach to a more valid conclusion.

Many of the respondents may not have given the correct information due to personal

bias.

RECOMMENDATIONS/SUGGESTIONS

The company should emphasize more on the spreading the nice behavior for their

products but the level of awareness of their FWP, Broadband, HSDC is very low.

The sales executives should play a major part in spreading awareness because only

5% of the people came to know about the products through sales executives. Sales

executives may also help the company generating prospects, hence sales for the

company.

The post paid has seen a major decline in its users because of the tough competition

given by the prepaid services. Hence the company should now focus more on the

internet services as there is a huge market for them to cover.

Around 2/3rd of the people are dissatisfied and majority of them reasons are poor

customer care service, billing errors and higher cost. So the company should train

their employees properly so that they have sufficient knowledge about the products

and the bills should be made more transparent so that the customers could easily

understand them.

The sales executives are not properly trained as they could not explain the schemes

properly so they just try to tell to the customer about their post paid service and not

about other three services. This is the main reason for the lack in sales of their

internet services.

A majority of the customers look for the price and after sales services before choosing

the products. So the company should plan accordingly to increase their sales.

As seen from the survey results, more than 3/4th of the population prefer to buy a

mobile based on GSM technology. So the newly launched GSM based mobile phones

should be promoted accordingly.

Half of the population interviewed rated either average or poor for the network. So

network can be improved by planting more towers in different parts of the city where

the company does not have the signals.

More than 3/4th of the population does not like the new schemes and offers introduced

by the company. So a proper survey should be conducted and more attractive and

useful schemes must be introduced.

The cost of the products is too high for the customer to buy them. Moreover the major

problem is that several packs are activated without any prior intimation and their

price is included in the bills later, which is the major reason for dissatisfaction.

Around 2/3rd of the people gave average or poor ratings to the customer care and said

that their complaints are either not heard or they are dealt very late.

The company should emphasize more on reducing the call rates and introducing

attractive value added services which would help them improve their sales.

OPPORTUNITIES

The Indian telecommunications industry is one of the fastest growing in the world and

India is projected to become the second largest telecom market globally by 2010.India

added 113.26 million new customers in 2011, the largest globally. In fact, in April 2011,

India had already overtaken the US as the second largest wireless market. To put this

growth into perspective, the country’s cellular base witnessed close to 50 per cent growth

in 2011, with an average 9.5 million customers added

every month. According to the Telecom Regulatory Authority of India (TRAI), the total

number of telephone connections (mobile as well as fixed) had touched 385 million as of

December 2011, taking the telecom penetration to over 33 per cent.

This means that one out of every three Indians has a telephone connection, and telecom

companies expect this pace of growth to continue in 2009 as well.With the rural India

growth story unfolding, the telecom sector is likely to see tremendous growth in India's

rural and semi-urban areas in the years to come. By 2012, India is likely to have 200

million rural telecom connections at a penetration rate of 25 per cent. And according to a

report jointly released by Confederation of Indian Industry (CII) and Ernst & Young, by

2012, rural users will account for over 60 per cent of the total telecom subscriber base.

According to Business Monitor International, India is currently adding 8-10 million

mobile subscribers every month. It is estimated that by mid 2012, around half the

country's population will own a mobile phone. This would translate into 612 million

mobile subscribers, accounting for a tele-density of around 51 per cent by 2012. With

only 33% tele density yet achieved the best is yet to come with the increase in per capita

income of people,the multinational telecom companies are eyeing

india as the potential market for investments as it has given a growth of more than 50% in

a condition when global economy has taken a downward plunge. Thus their exists galores

of opportunities for Indian telecom operators, the need is just to identify the opportunities

at the right time and exploit them.

CONCLUSION:

As there is a healthy competition given by the existing players in the industry, lack or

degradation in any of the services may affect the company badly. With the excellent rural

awareness and rural market share in telecom services, the company should also try to

boost up their urban market share. This could only be done with the help of a team of

properly trained and dedicated employees. Moreover there is a huge market for the

internet sector which can be captured by giving the customer, the services according to

their needs.

Indian economy is an emerging one and is growing very fast at the average GDP rate 8-

9% so in this emerging market competition level among telecommunication services

provides new players are coming who will necessarily intensify the competition. New

products and new schemes are being offered by the telecom service providers. The need

for large information capacity has grown tremendously due to the demand of real time

information. Telecommunication has now become a major information transmission

system and telecom has undoubtedly emerged as the most important industry in India.

Indian telecom companies are putting in their best offer to rope in major telecom

operators of the world e.g. Vodafone, Aircel and MTN etc. are playing their role in

synergy with the operation of the Indian companies. Process of acquisition and merger

are in process and future will be only for those companies who have an edge over others

in the field. Service provided and the better quality of network etc. is provided at

affordable cost. In this process of competition it is assumed that only those companies

will survive who adopt suitable market strategy and technology innovation and up

gradation to suit the aspiration and demand of the consumer. Idea cellular ltd. is very fast

catching up with the market by providing cheaper calling rates. The market strategies

adopted by its executives are bearing fruits and the company although being the Second

one to enter the market of Delhi has found a suitable niche and recognition in the

consumer. But this is not a thing for self contentment as the survey reveals that in

network, service and distributor, its place is very far behind to other competitors viz.

Airtel, MTNL, and Tata

QUESTIONNAIRE

PERSONAL DETAILS

1) Name:

2) Age:

3) Gender:

4) Address:

5) Contact Number:

6) Phone/Internet is used for following purpose:

a) Business b) Official c) Personal

Q1. Which of the following Idea Cellular post paid products are you aware of?

1). Idea Cellular India Mobile ( Post Paid)

2). Fixed Wireless Phone (FWP)

3). Broadband

4). High Speed Data Card (HSDC)

Q2. How did you come to know about the products?

1). Television

2). Print

3). Sales Executives

4). Friends and Existing Users

5). Other (Please Specify) ………………………………………

Q3. Which of the following products are you using?

1). Idea Cellular India Mobile ( Post Paid)

2). Fixed Wireless Phone (FWP)

3). Broadband

4). High Speed Data Card (HSDC)

Q4. Are you satisfied with the service provided by the subscriber?

1). Fully Satisfied

2). Partially Satisfied

3). Not Satisfied

Q5. If your response to the above is partially satisfied or not satisfied, then what are

the reasons for your dissatisfaction?

1). Poor Quality of Signals/Network

2). Poor Voice Quality

3). Higher Cost

4). Slow Speed

5). Billing Errors

6). Poor Customer Care Service

7). Any Other (Please Specify) …………………………………

Q6. When a sales executive comes to you, which of the following products does he

frequently tells about?

1). Idea Cellular India Mobile ( Post Paid)

2). Fixed Wireless Phone (FWP)

3). Broadband

4). High Speed Data Card (HSDC)

Q7. What channel would you prefer to buy a telecom/internet service?

1). Home Delivery

2). Customer Care

3). Online

4). Franchisee & Utility Shops

Q8. Which of the following service you look before choosing the product?

1). Price

2). Connectivity

3). Speed

4). Value Added Services

5). After Sales Service

6). Any Other (Please Specify) ……………………………..

Q9. If Price and mobility is not a concern, which of the following would you prefer

to buy?

1). Land Line Phone

2). Fixed Wireless Phone

3). Mobile based on GSM Technology

4). Mobile based on CDMA Technology

Q10. Would you like to recommend Idea Cellular services to others?

1). Yes

2). No

11). Rate the following services on the basis of your satisfaction.

Services Excellent Very Good Good Average Poor

Network

SMS Rates

New Schemes & Offers

Internet Speed

Cost

Customer Care

Recharge Outlets

Call Rates

Value Added Services

12). Suggestions (If Any):

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

………………………………………………………………………………………………

REFERENCES

NEWSPAPERS, BOOKS

Marketing Management - Phillip Kotler

Marketing Research - Tull & Hawkins

MAGAZINES

Business Today

Advertising & Management

Economic Times

Hindustan Times

WEBSITES

http://www.indiaonestop.com/fdi-telecom.htm

http://www.trai.gov.in/Default.asp

http://www.rcom.co.in/webapp/Communications/rcom/index.jsp

http://trak.in/Tags/Business/category/telecommunication

www.Idea Cellularcommunications.com

www.businessballs.com/pestanalysisfreetemplate.htm

www.businessballs.com/swotanalysisfreetemplate.htm

www.oppapers.com/topics/swot-analysis-Idea Cellular-communication

www.google.com etc.