1.1) Introduction: The telecom network in India is the fifth largest network in the world meeting up withglobal standards.

Presently, the Indian telecom industry is currently slated to an estimatedcontribution of nearly 1% to Indias GDP.The Indian Telecommunications network with 110.01 million connections is the fifthlargest in the world and the second largest among the emerging economies of Asia.Today, it is the fastest growing market in the world and represents unique opportunitiesThe Surat Peoples Co-op Bank College of Business Administration1 for U.S. companies in the stagnant global scenario. The total subscriber base, which hasgrown by 40% in 2005, is expected to reach 250 million in 2007.According to Broadband Policy 2004, Government of India aims at 9 million broadbandconnections and 18 million internet connections by 2007. The wireless subscriber basehas jumped from 33.69 million in 2004 to 62.57 million in FY20042005. In the last 3years, two out of every three new telephone subscribers were wireless subscribers.Consequently, wireless now accounts for 54.6% of the total telephone subscriber base, ascompared to only 40% in 2003. Wireless subscriber growth is expected to bypass 2.5million new subscribers per month by 2007. The wireless technologies currently in useare Global System for Mobile Communications (GSM) and Code Division MultipleAccess (CDMA). There are primarily 9 GSM and 5 CDMA operators providing mobileservices in 19 telecom circles and 4 metro cities, covering 2000 towns across the country

Major Players: There are three types of players in telecom services:

State owned companies (BSNL and MTNL)

Private Indian owned companies (Reliance Infocomm, Tata Teleservices)

Foreign invested companies (Vodafone-Essar, Bharti Tele-Ventures, Escotel, IdeaCellular, BPL Mobile, Spice Communications India's mobile telecom sector is one of the fastest growing sectors. Unlike in the 1990swhen the mobile phone was an elitist product, mobile operators now tap a mass marketwith mass marketing techniques. "Unified licensing" rules allow basic and mobileoperators into each others territory, and have ushered in perhaps the final phase of industry consolidation.It seems that only companies with deep pockets can effectively compete as primaryoperators mobile markets. Economies of scale, scope, and end-to-end presence in long-distance as well as local telecom, are desirable.There are, besides, new challenges. Operators have to find new growth drivers for thewire line business. There are problems of getting broadband to take off, of technologychoice, of when to introduce new technologies, and of developing a viable businessmodel in an era of convergence

 1.4)Growth of mobile technology: India has the fastest growing mobile markets in the world. The mobile services werecommercially launched in August 1995 in India. In the initial 56 years the averagemonthly subscribers additions were around 0.05 to 0.1 million only and the total mobilesubscribers base in December 2002 stood at 10.5 millions. However, after the number of proactive initiatives taken by regulator and licensor, the monthly subscriber additionsincreased to around 2 million per month in the year 2003-04 and 2004-05.The Surat Peoples Co-op Bank College of Business Administration 4 Although mobile telephones followed the New Telecom Policy 1994, growth was tardy inthe early years because of the high price of hand sets as well as the high tariff structure of mobile telephones. The New Telecom Policy in 1999, the industry heralded several proconsumer initiatives. Mobile subscriber additions started picking up. The number of mobile phones added throughout the country in 2003 was 16 million, followed by 22millions in 2004, 32 million in 2005 and 65 million in 2006. The only countries withmore mobile phones than India with 156.31 million mobile phones are China 408million and USA 170 million.India has opted for the use of both the GSM (global system for mobile communications)and CDMA (code-division multiple access) technologies in the mobile sector.The mobile tariffs in India have also become lowest in the world. A new mobileconnection can be activated with a monthly commitment of US$ 5 only. In 2005 alone 32million handsets were sold in India. The data reveals the real potential for growth of theIndian mobile market.

1.5)Cellular Service Providers: As on Apr 2007 India has 167 million mobile phone subscribers. Out of this 125 millionare GSM users and 41 million CDMA users. BSNL, Bharti Airtel, Hutch, Idea, Aircel,Spice and MTNL are the main GSM providers in India.

Reliance Communications andTata Indicom are the main CDMA providers in India. Bharti Airtel The Surat Peoples Co-op Bank College of Business Administration5 Airtel is providing cellular services in Delhi, Mumbai, Kolkata, Chennai, AndhraPradesh, Gujarat, Haryana, Himachal Pradesh, Jammu and Kashmir, Karnataka, Kerala,Madhya Pradesh, Maharashtra, Goa, Orissa, Punjab, Rajasthan, Tamil Nadu, UP and WestBengal. Airtel is the No.1 cellular service provider in India using GSM technology. Airtelhas 23% market share in India with a total subscriber base of 38 million.

Reliance Communications Reliance has both CDMA and GSM networks and total subscriber base of 29 million or 17% market share. It has GSM network in Assam, Bihar, Himachal Pradesh, Kolkata, North East, Madhya Pradesh, Orissa and West Bengal. Reliance has CDMA networks inother states and cities. Bharat Sanchar Nigam Limited (BSNL) BSNL is a state owned telecom company which has GSM presence in almost every citiesand towns. BSNL has 27 million subscribers with a market share of 16%. Vodafone Vodafone is another emerging GSM provider in India with coverage in Kerala, Mumbai,Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh, Karnataka and Punjab with a totalsubscriber base of 27 million. Tata Indicom Tata Indicom is a main CDMA provider in India with 16 million subscribers all over India. Tata Indicom has presence in almost every state and cities in India.

Company rebranded Japan's J-sky mobile internet service as Vodafone live! and on 3December 2002 the Vodafone brand was introduced in the Estonian market with signingof a Partner Network Agreement with Radiolinja (Eesti). Radiolinja (Eesti) later changedits name to Elisa.On 7 January 2003 the Company signed a group-wide Partner agreement with mobilkomAustria. As a result, Austria, Croatia, and Slovenia were added to the community. In April2003 Og Vodafone was introduced in the Icelandic market and in May 2003 VodafoneItaly (Omnitel Pronto-Italia) was rebranded Vodafone Italy. On 21 July 2003 Lithuaniawas added to the community, with the signing of a Partner Network agreement with Bit.In February 2004 Vodafone signed a Partner Network Agreement with Luxembourg'sLuxGSM and a Partner Network Agreement with Cyta of Cyprus. Cyta agreed to renameits mobile phone operations to CytamobileVodafone. In April 2004 the Company purchased Singlepoint airtime provider from John Caudwell (Caudwell Group) andapprox 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% andalso bought the Czech mobile operator Oskar. On 1 July 2005 Oskar of the CzechRepublic was rebranded as Oskar-Vodafone. Later that year on 17 October 2005Vodafone Portugal launched a revised logo, using new text designed by Dalton Maag, anda 3D version of the Speech mark logo, but still retaining a red background and whitewriting (or vice versa). Also, various operating companies started to drop the use of theSIM 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 31October 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. InThe Surat Peoples Co-op Bank College of Business Administration13

December 2005 Vodafone won an auction to buy Turkey's second-largest mobile phonecompany, Telsim, for $4.5 billion. In December 2005 Vodafone Spain became the secondmember of the group to adopt the revised logo: it was phased in over the following sixmonths in other countries.In 2006 the Company rebranded its Stoke-on-Trent site as Stoke Premier Centre, a centreof 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 bedealt 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 itsBirmingham Call Centre. In 1 February 2006 Oskar Vodafone becameVodafone Czech Republic, adopting the revised logo and on 22 February 2006 theCompany 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 April2006 the Company announced that it has signed an extension to its Partner Network Agreement with BITE Group, enabling its Latvian subsidiary "BITE Latvija" to becomethe latest member of Vodafone's global partner community. Also in April 2006 VodafoneSweden changed its name to Telenor Sverige AB and Connex-Vodafone becameVodafone Romania, also adopting the new logo. On 30 May 2006 Vodafone announcedthe biggest loss in British corporate history (14.9 billion) and plans to cut 400 jobs; itreported one-off costs of 23.5 billion due to the revaluation of its Mannesmannsubsidiary. On 24 July 2006 the respected head of Vodafone Europe, Bill Morrow, quitunexpectedly and on 25 August 2006 the Company announced the sale of its 25% stakein Belgium's Proximus for 2 billion. After the deal, Proximus was still part of thecommunity as a Partner Network. On 5 October 2006 Vodafone announced the firstsingle brand partnership with Og Vodafone which would operate under the nameVodafone 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,The Surat Peoples Co-op Bank College of Business Administration14 Swisscom would still be part of the community as a Partner Network. Finally inDecember 2006 the Company completed the acquisition of Aspective, an enterpriseapplications systems integrator in the UK, signaling Vodafone's intent to grow asignificant presence and revenues in the ICT marketplace.Early in January 2007 Telsim in Turkey adopted Vodafone dual branding as TelsimVodafone 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 thecommunity, as Airtel was signed as Partner Network in both crown dependencies. In June2007 the Vodafone live! Mobile Internet portal in the UK was relaunched. Front page wasnow charged for and previously "bundled" data allowance was removed from existingcontract terms. All users were given access to the "full" web rather than a Walled Gardenand Vodafone became the first mobile network to focus an entire media campaign on itsnewly launched mobile Internet portal in the UK. On 1 August 2007 Vodafone Portugallaunched Vodafone Messenger, a service with Windows Live Messenger and Yahoo!Messenger.On 17 April 2008 Vodafone extended its footprint to Serbia as VIP mobile was added tothe community as a Partner Network and on 20 May 2008 the Company added VIPOperator as a Partner Network thereby extending the global footprint to Macedonia. InMay 2008 Kall of the Faroe Islands rebranded as Vodafone Faroe Islands.On 30 October 2008, the company announced a strategic, nonequity partnership withMTS group of Russia. The agreement adds Russia, Armenia, Turkmenistan, Ukraine, andUzbekistan to the group footprint

 2.5.1) Introduction: Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 21telecom circles in India. Despite the official name being Vodafone Essar, its products areThe Surat Peoples Co-op Bank College of Business Administration17 simply branded Vodafone. It offers both prepaid and postpaid GSM cellular phonecoverage throughout India and is especially strong in the major metros.Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSMtechnology, offering voice and data services in 22 of the country's 23 licence areas.

2.5.2) Ownership: Vodafone Essar is owned by Vodafone 52%, Essar Group 33%, and other Indiannationals, 15%.On February 11, 2007, Vodafone agreed to acquire the controlling interest of 67% held byLi Ka Shing Holdings in Hutch-Essar for US$11.1 billion, pipping RelianceCommunications, Hinduja Group, and Essar Group, which is the owner of the remaining33%. The whole company was valued at USD 18.8 billion. The transaction closed onMay 8, 2007. 2.6) Previous brands:

The Surat Peoples Co-op Bank College of Business Administration19 In December 2006, Hutch Essar re-launched the "Hutch" brand nationwide, consolidatingits services under a single identity. The Company entered into agreement with NTTDoCoMo to launch i-mode mobile Internet service in India during 2007.The company used to be named Hutchison Essar, reflecting the name of its previousowner, Hutchison. However, the brand was marketed as Hutch. After getting thenecessary government approvals with regards to the acquisition of a majority by theVodafone Group, the company was rebranded as Vodafone Essar. The marketing brandwas officially changed to Vodafone on 20 September 2007.On September 20, 2007 Hutch becomes Vodafone in one of the

biggest brand transitionexercises in recent times.Vodafone Essar is spending somewhere in the region of Rs 250 crores on this highprofiletransition being unveiled today. Along with the transition, cheap cell phones have beenlaunched in the Indian market under the Vodafone brand. There are plans to launch co- branded handsets sourced from global vendors as well.A popular daily quoted a Vodafone Essar director as saying that "the objective is toleverage Vodafone Group's global scale in bringing millions of low-cost handsets fromacross-the-world into India."While there is no revealing the prices of the low-cost Vodafone handsets, the industry isabuzz that prices might start at Rs 666, undercutting Reliance Communications' much-hyped 'Rang Barse' with cheap handsets beginning at Rs 777.Meanwhile, Vodafone Essar sources said there would be no discounts or subsidizedhandset offers -- rather handset-bundled schemes for customers.Incidentally, China's ZTE, which is looking to set-up a manufacturing unit in the country,is expected to provide several Vodafone handsets in India. Earlier this year, Vodafone penned a global low-cost handset procurement deal with ZTEThe Surat Peoples Co-op Bank College of Business Administration20 The Surat Peoples Co-op Bank College of Business Administration21 Customer Satisfaction

3.1) Introduction: The Surat Peoples Co-op Bank College of Business Administration22

Customer satisfaction, a business term, is a measure of how products and servicessupplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a BalancedScorecard.In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy.There is a substantial body of empirical literature that establishes the benefits of customer satisfaction for firms.

3.2) Measuring customer satisfaction Organizations are increasingly interested in retaining existing customers while targetingnon-customers; measuring customer satisfaction provides an indication of how successfulthe organization is at providing products and/or services to the marketplace.Customer satisfaction is an ambiguous and abstract concept and the actual manifestationof the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return andrecommend rate. The level of satisfaction can also vary depending on other options thecustomer may have and other products against which the customer can compare theorganization's products.Because satisfaction is basically a psychological state, care should be taken in the effortof quantitative measurement, although a large quantity of research in this area hasrecently been developed. Work done by Berry, Brodeur between 1990 and 1998 definedten 'Quality Values' which influence satisfaction behavior, further expanded by Berry in2002 and known as the ten domains of satisfaction. These ten domains of satisfactioninclude: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-The Surat Peoples Co-op Bank College of Business Administration 23

departmental Teamwork, Front line Service Behaviors, Commitment to the Customer andInnovation. These factors are emphasized for continuous improvement and organizationalchange measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, Zeithamland Berry between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done byCronin and Taylor propose the "confirmation/disconfirmation" theory of combining the"gap" described by Parasuraman, Zeithaml and Berry as two different measures(perception and expectation of performance) into a single measurement of performanceaccording to expectation. According to Garbrand, customer satisfaction equals perceptionof performance divided by expectation of performance.The usual measures of customer satisfaction involve a survey with a set of statementsusing a Likert Technique or scale. The customer is asked to evaluate each statement andin term of their perception and expectation of performance of the organization beingmeasured.

3.3) Vodafone had highest customer satisfaction index in 2007 Lisbon, 25 August 2008 - Vodafone obtained the highest customer satisfaction index inthe telecommunications sector in 2007, according to annual results published by Anacom.Vodafone achieved a satisfaction index of 74.4 (on a scale of 0 to 100), the highest scoreof all the companies in the Portuguese telecommunications market and considerablyabove the sector average of 67.6.In the report published by Anacom, Vodafone is ranked in first place in all the indicatorsincluded in the survey: Satisfaction with the operator, Image that customers have of theoperator, Customer Expectations, Perceived Quality of the operator's network andThe Surat Peoples Co-op Bank College of Business Administration

24 services, Perceived Value for Money, Complaints received and their handling, andLoyalty of customers to their operator.In the Perceived Quality indicator, Vodafone obtained a score of 8.3 points for overallquality, way ahead of the scores of the other two operators (both obtained 7.7 points).Vodafone comes top in all the indicators for perceived quality of network and services:technical quality of the network (8.2 points); customer service and advice capability (7.6 points); quality (8.2 points), diversity (8.0 points) and reliability (7.9 points) of productsand services offered; clarity and transparency of information supplied (7.8 points);network coverage (7.9 points) and clarity and transparency of price plans (7.9 points).Similarly, in the indicators measuring the Image of mobile operators, Vodafone comes topin the five categories analyzed (on a scale of 1 to 10): 'It is a reliable company in terms of what it says and what it does' (8.1 points); 'It is stable and well established in the market'(8.8 points); 'It contributes positively to society' (7.5 points); 'It cares about its customers'(7.6 points); and 'It is innovative and forward looking' (8.5 points).The methodology used in the ECSI Portugal 2007 survey (ECSI European Customer Satisfaction Index) is similar to that used by the European Commission to surveycustomer satisfaction in 25 Member States, enabling comparisons to be made between theresults obtained in each country.The ECSI Portugal 2007 Communications survey was carried out by the Higher Instituteof Statistics and Information Management at Lisbon's New University in partnership withthe Portuguese Quality Institute and the Portuguese Quality Association, withsponsorship from Anacom

SWOT Analysisis a strategic planning method used to evaluate the Strengths,Weaknesses,Opportunities, and Threats involved in a project or in a business venture. Itinvolves specifying the objective of the business venture or project and identifying theinternal and external factors that are favorable and unfavorable to achieving thatobjective. The technique is credited to Albert Humphrey, who led a research project atStanford University in the 1960s and 1970s using data from Fortune 500 companies. SWOT

analysis of Vodafone 4.1) Strengths: The main strength of Vodafone within the telecommunications market lies in its brand image and recognition. Vodafone, having established a global presence and havinginvested highly in marketing a differentiated image by promoting a Vodafone life style,currently enjoys a differentiating advantage that, if exploited properly, can offer a lead incompetition. The presence of Vodafone in numerous countries within Europe as well as inall part of the world enhances this image. It allows customers to travel and enjoy easilyThe Surat Peoples Co-op Bank College of Business Administration 27 the services of their home country operator. In the few countries that Vodafone is not physically present (e.g. Norway) it has well established strategic alliances which allowfor a better service of mobile clients.

4.2) Weaknesses: The expansion of Vodafone has been completed at the expense of direct control of its operations. The company grew through a process of acquisitions of nationaltelecommunications companies (e.g. the acquisition of the third biggest Czech mobile phone operator, Cesky mobile) rather than organic growth. This increased its subscribers base quickly, offering direct market knowledge and immediate additions of customer bases at

the expense of direct effective control of the subsidiaries. At the same timethough, it implicitly imposed a centralized operational structure for the group, nominatingthe UK headquarters as the leading business unit running a much centralised marketingand handset procurement at group level. This has resulted in the neglect of local marketsand local differences, allowing market share to be gained by smaller local competitors.Due to the highly saturated Western European market this has resulted in an increase inthe price elasticity of demand, with consumers becoming continuously price oriented.This has resulted in high customer churn rates reaching the level of 32.8% in the UK compared to O2s 24%. 4.3) Opportunities: The telecommunications market, even though highly saturated in some regionsoffers great potential due to the ageing population and the sophistication of theconsumers. It offers great opportunities through a careful market segmentation andexploitation of particular profitable segments. Different strategies should be pursued simple phones and simplified pricing plans to the ageing population and more updated,sophisticated solutions for younger generations. The expanding Boundaries of the marketThe Surat Peoples Co-op Bank College of Business Administration 28 could provide further opportunities by allowing Vodafone to enter more aggressively intofixed

line service and to better enjoy the benefits of its high investment in 3G technology.Moreover the company has undertaken its first steps in establishing strategic alliances todevelop customized solutions for end

 users: Vodafone recently announced two new partnerships, one with supermarket group ASDA to launch an ASDA branded mobileservice in the UK, and another with electrical retailer DSG International to providemobile solutions to small businesses. This could further be enhanced to avoid being alate entrant in this new method of distribution which offers access to a wide potentialcustomer base. 4.4) Threats: The European part of Vodafones market is characterized by existing high levelsof competition. Major brands such as O2 and T Mobile are exploiting the pricesensitivity of customers and in this way they are building a stronger image and presencein the market. Indirect competition is also increasing further, through the presence of Skype and other related (not only voice) Internet based services. This combined with theupcoming European legislative measures is expected to limit further the tariffs for thenetwork providers imposing further need for price cuts which could harm the bottom line profitability of the company

5.1) Introduction:

Marketing research means the systematic gathering, recording, analyzing of dataabout problems relating to the marketing of goods and servicesMarketing research has proved an essential tool to make all the need of marketingmanagement. Marketing research therefore is the scientific process of gathering andanalyzing of marketing information to meet the needs of marketing management. Butgathering of observation is must be systematic. The systematic conduct of researchrequires:The Surat Peoples Co-op Bank College of Business Administration30 Orderliness, in which the measurements are accurate. Impartiality in analysis and interpretation.All of research can be categorized into basic and applied.1. BASIC RESEARCH : - Basic Research is that intended to expand the body of knowledge for the use of others.2. APPLIED RESEARCH : - Applied Research is one, which is carried out to findthe solution for a particular problem or for guiding a specific decision. It isusually private in nature.My research on Vodafone is carried on for guiding specific decisions and itsresults are useful only to Vodafone for taking particular decision regarding productquality, staff and security. Hence the nature of my research study is APPLIEDRESEARCH .

 5.2)Objective of Study: Following are the main objective to study about the customer satisfaction onVodafone. To study telecommunication industry. To study the company profile of Vodafone. To study customer satisfaction of Vodafone.The Surat Peoples Co-op Bank College of Business Administration To study various Marketing activities provided by Vodafone. To study the various services provided by Vodafone. To know the expectation of Vodafone Customers. 5.3)Benefits of study: There are many benefits related to take this study. Some of the benefits of takingthis study are as follows: By analyzing this information, the company would be able to better designschemes & services & target right prospects needs & wants. 31

 More people will get aware about Vodafone that will increase profit level of Vodafone. This study helps to identify the behavior of consumer when there are no offers &schemes from Vodafone. 5.4) Process of Marketing Research: The marketing research is done in systematic process. The Researcher has pursued the below process of marketing for my study at Vodafone:

 Problem Identification: The first and the most important step of marketing research is properly definingthe problem. In order to identify the research problem two categories of problem should be carefully noticed.Here the researchers problems are: A number of customers are not satisfied with services, new schemes and offers.The Surat Peoples Co-op Bank College of Business Administration33Research DesignData CollectionData Analysis & InterpretationResearch Report & Presentation A number of customers are not satisfied with the network coverage. A number of customers are not satisfied with the current call rates of Vodafone. A number of customers are not satisfied with the Free SMS schemes. A number of customers are not satisfied with the service of customer care of Vodafone. 5.4.2) RESEARCH DESIGN: Research design indicates the methods and procedure of conducting researchstudy. Research design can be done in following three types: 1 Exploratory Research:-

 Exploratory research focuses on the discovery of new ideas and is generally based on secondary data. 2 Descriptive Research: The Surat Peoples Co-op Bank College of Business Administration 34 Descriptive research is undertaken when the researcher want to know thecharacteristics of certain groups.

3 Causal or Experimental Researches: An experimental research is undertaken to identify causes and effect relationship between two variables.The Research Design is: Descriptive Research Design

2 External Sources:

Libraries, trade publications, literatures, etc are some important sources of external data.The Researcher has used primary data for the core purpose of the project and this primary data has been gathered by survey method. The researcher has also usedsecondary dataB) Data collection Tools: To conduct a survey, the Researcher has selected a structured questionnaire as aninstruction for gathering valuable information from the customers. Questionnaire, whichis used for the survey, is consisting of questions and checklist questions to check thecustomer feedback.C) Sampling Plan: The researcher has design a sampling plan that is consist of five decisions.I) Sampling unit : Who is to be surveyed?The Researcher has selected youngsters, businessmen, and housewives, employees toconduct survey and to measure satisfaction level. II)Sampling types: The Surat Peoples Co-op Bank College of Business Administration 37 There are two types of sampling i.e. Probability Sampling and Non probabilitySampling.

i)Probability Sampling : Probability sampling means each unit of the universe has equal chance of gettingselected. The most frequently used probability sampling methods are as below:a) Simple Random Sampling. b) Stratified Random Sampling.c)

Multi-stage Random Sampling.d) Cluster Sampling.e) Multi phase Sampling.f) Replicated Sampling. ii)Non Probability Sampling: Non Probability sampling contains following methods:-a) Judgment Sampling. b) Convenience Sampling.c) Panel Sampling.d) Quota SamplingFor this purpose the researcher has used non probability convenience sampling.The Surat Peoples Co-op Bank College of Business Administration38 III) Sample Size:

Sample size means limited numbers of respondents covered under the researchstudy from a population and the researcher has taken a survey of 100 respondents toknow the satisfaction level of customer.IV) Sampling Area: The researchers area for survey was: The S.P.B. College of Business Administration, Udhna. Vodafone Store, Ghod Dod Road. Outside Big Bazaar, Piplod.V) Sampling Unit: Here the researcher has randomly selected the respondents of the Surat city.

 Data Analysis and Interpretation After all the above steps are completed now the important step is data analyzingand interpretation. For this there are various analytical and statistical tools. Some of thesetools are Percentage, Average, Dispersion, Co-relation, Co-efficient, etc

 Findings 93% of the respondents are have a mobile phone while 7% of the respondents donot have a mobile phone. 100% of the respondents are aware about telecommunications services. 16% of the respondents use Airtel, 6% respondents use Idea while 12%, 4% and2% respondents use Reliance, BSNL and Tata Indicom respectively. 100% of respondents are aware about Vodafone Services. 36% of the respondents are aware about Vodafone through Advertisements, 29%are aware because of Hoardings while 20% and 15% of the respondents are aware because of Newspapers and Mouth Publicity respectively. 39% of the respondents use Vodafone services from past more than 1 year whilethe lowest is 14% respondents using Vodafone services less than 1 month. 84% of the respondents use pre-paid services while only 16% of the respondentsuse post-paid services.

 37% of the respondents use Vodafone for SMS services while only 14% of therespondents use Vodafone for Value Added Services. 87% of the respondent calls at customer care while 13% respondents do not callat customer care. 31% respondents respondents call customer care once a month while 16% and7% of respondents call once a week and daily respectively.The Surat Peoples Co-op Bank College of Business Administration 34% of respondents call at customer care for complaining purpose while 30%,19% and 17% of respondents call customer care for other queries, informationregarding new schemes and value added services respectively 5 respondents among the total no. of respondents dont use Vodafone services because of high prices. 3 respondents dont use Vodafone services because of poor services while 2 respondents each dont use vodafone services because of lack of awareness and poor network. 90% of the Vodafone customers would like to recommend Vodafone services toothers while 10% of the Vodafone Customers wont recommend to others. Conclusion Follwing are the conclusion that the researcher found after the survey. 67

 From the above analysis the researcher concludes that major respondents aredissatisfied with some of the major services like call rates, SMS rates and newschemes & offers. Major respondents from all respondents use services of Vodafone. Major customers of Vodafone are old customers so many of the respondents aresatisfied with the services of Vodafone and thus they would like to recommendVodafone to others. Major respondents using Vodafone use pre-paid services compared to postpaidservices.The Surat Peoples Co-op Bank College of Business Administration68 Major respondents are youngsters so they need more SMS facilities and low callrates, but Vodafone dissatisfies these age group (18-25) as their call rates and SMSrates are much high.The Surat Peoples Co-op Bank College of Business Administration69 Major respondents are youngsters so they need more SMS facilities and low callrates, but Vodafone dissatisfies these age group (18-25) as their call rates and SMSrates are much high

 Suggestions Following are some of the suggestions given by the researcher so that Vodafone can serve people and its customers in an improved way: Vodafone should decrease call rates for local users. Vodafone should provide more offers to Post-Paid customers so that the number of Post-Paid customers increase. Vodafone should bring introduce some new SMS schemes for the youngsters. Vodafone should introduce more schemes and offers. Vodafone should provide more schemes and offers to its old customers. Vodafone should decrease call rates of STD and ISD.

Books:

Marketing Management Philip Kotler, Kevin Lane Keller. Websites: http://www.vodafone.com/start/media_relations/news/local_press_releas es/por tugal/portugal_press_release/vodafone_had_highest.html http://en.wikipedia.org/wiki/Customer_satisfaction http://en.wikipedia.org/wiki/Hutch_(Indian_cellular_company) http://en.wikipedia.org/wiki/Vodafone http://bora.nhh.no/bitstream/2330/1919/1/Saplitsa%202008.pdf www.anacom.pt/render.jsp?contentId=606658 www.iimcal.ac.in/community/consclub/reports/ telecom .pdf

 www.scribd.com