Name: Roll No.

Semester Project Topic: Distribution mapping and Dealer Satisfaction survey for Nokia Phones Project is to be submitted Nokia Industries Ltd. as in 2010

DECLARATION I hereby declare that this Project Report entitled Customer Satisfaction of NOKIA Mobile in Kolkata Submitted by me to the Sikkim Manipal University, is a bonafide work undertaken by me and it is not submitted to any other University.
Name: Signature of the Student Roll No: Semester: Date Certificate
This is to certify that this Report entitled Customer Satisfaction of NOKIA Mobile in Kolkata which is submitted by Amit Kumar Pal in partial fulfillment of the requirement for the award of degree MBA (Marketing), to SMU University, Sikkim is a record of the candidate own work carried out by him under my supervision. The matter embodied in this thesis is original and has not been submitted for the award of any other degree.

Date: Signature of the Manager

Abstract
The main objective of the project is to study the satisfaction levels of customers, Product awareness and Consumer Behavior with reference to NOKIA mobile handset users. Nokia has played a pioneering role in the growth of cellular technology in India, starting with the first-ever cellular call a decade ago, made on a Nokia mobile phone over a Nokia- Deployed network. Nokia started its India operations in 1995, and presently operates out of offices in New Delhi, Mumbai, Kolkata, Jaipur, Lucknow, Chennai, Bangalore, Hyderabad, Pune and Ahmedabad. The Indian operations comprise of the handsets business; R&D facilities in Bangalore, Hyderabad and Mumbai; a manufacturing plant in Chennai and a Design Studio in Bangalore. Over the years, the company has grown manifold with its manpower strength increasing from450 people in the year 2004 to over 15000 employees in March 2008 (including Nokia Siemens Networks). Today, India holds the distinction of being the second largest market for the company globally. The most common way of research design is the Descriptive research design is use andmethodology primary source of data were utilized for study. Sampling Design For the purpose of the study, the data has been collected in different places of market especially in Retail shops, metro station & Shopping mall.100 customers were randomly selected for study By this project Ill be able: Find out the satisfaction levels of customers, towards the Product attributes like Features, Appearances, Battery backup, audio output and Softwarecompatibility of Mobile. This study helps the NOKIA to recognize the factor which have more satisfaction level and which factor have more dissatisfaction level

Table of Contents
Chapter 1 P. No. Introduction a. Background b. Purpose of this Study c. Scope and focus

9 11 11

Chapter 2 Literature Survey Chapter 3 Analysis a. Introduction b. Research Designs c. Assumptions, Constraints and Limitations d. Statistical Analysis (Percentage analysis) e. Statistical Analysis (Chi-square) Chapter 4. Conclusions and Discussion a) Summary of Findings b) Suggestions & Recommendations c) Conclusions 34 35 35 18 20 21 22 24 13

LIST OF TABLE
TABLE Name
P. No.

1. Comparing Shaded Boxes to Total Boxes 2. Chi-Square Test Table a) Sex and satisfaction with feature of Nokia phone. b) Sex and satisfaction with appearances of Nokia phone c) Age and their satisfaction with appearances of Nokia phone d) Age and their satisfaction with battery backup of Nokia phone 3. Classification based on satisfactory level table

18

22 22 23 23 33

List of Figure
P.No.

1. Brand Value Model 2. Preference for buying 3. Satisfied with price 4. satisfied with Advertisements 5. satisfied with Features of Nokia 6. satisfied with Audio output 7. satisfied with Software compatibility 8. satisfied with Built in memory 9. satisfied with Camera/video quality 10. satisfied with Accessories 11. satisfied with Appearances 12. satisfied with services 13. satisfied with Battery backup 14. satisfied with Brand image 15. satisfied with its life 16. fully aware all the Features

15 24 24 25 25 26 26 27 27 28 28 29 29 30 30 31

Introduction

Background Dr. Martin Cooper of Motorola, made the first US analogue mobile phone call on a larger Prototype model in 1973. On April 3, 1973, Motorola employee Dr. Martin Cooper placed a call to Dr. Joel S. Engel,head of research at AT&T's Bell Labs, while walking the streets of New York City talking onthe first Motorola DynaTAC prototype in front of reporters. Motorola has a long history ofmaking automotive radios, especially two-way radios for taxicabs and police cruisers. Nokia has played a pioneering role in the growth of cellular technology in India, starting with the first-ever cellular call a decade ago, made on a Nokia mobilephone over a Nokia deployed network. Nokia started its India operations in 1995, and presently operates out of offices in New Delhi, Mumbai, Kolkata, Jaipur, Lucknow, Chennai, Bangalore, Hyderabad, Pone and Ahmedabad. The Indian operations comprise of the handsets business; R&D facilities in Bangalore,Hyderabad and Mumbai; a manufacturing plant in Chennai and a Design Studio inBangalore. Over the years, the company has grown manifold with its manpower strength increasing from450 people in the year 2004 to over 15000 employees in March

2008 (including Nokia Siemens Networks). Today, India holds the distinction of being the second largest market for the company globally. Devices business: Nokia has established itself as the market and brand leader in the mobiledevices market in India. The company has built a diverse product portfolio to meet the needsof different consumer segments and therefore offers devices across five categories ie. Entry,Live, Connect, Explore and Achieve. These include products that cater to first timesubscribers to advanced business devices and high performance multimedia devices forimaging, music andgaming. Nokia has been working closely with operators in India to increase the geographical coverage and lower the total cost of ownership for consumers. Today, Nokia has one of the largest distribution network with presence across 1,30,000 outlets. In addition, the company also has Nokia Priority Dealers across the country and Nokia Concept stores in Bangalore, Delhi, Jaipur, Hyderabad, Chandigarh, Ludhiana, Chennai, Indore and Mumbai to provide customers a complete mobile experience.

Services business
With the global launch of Ovi, the company's Internet services brand name, Nokia is renewing itself to be at the forefront of the convergence of internet and mobility. From being a product centric company, Nokia is now focusing to become solutions centric. The strategic shift is built on Nokias bid to retain consumers and empower Nokia device owners to realize the full potential of the Internet. Nokia will build a suite of Internet based services like Nokia Maps, the Nokia Music Store and Nokia N-Gage around its Ovi brand.

Infrastructure business
Nokia Siemens Networks is a leading global enabler of communications services. The company provides a complete, well-balanced product portfolio of mobile and fixed network infrastructure solutions and addresses the growing demand for services with 20,000 service professionals worldwide. Its operations in India include Sales Marketing, Research &Development, Manufacturing and Global Networks Solutions Centre. Headquartered in Gurgaon, Nokia Siemens Networks has 47 offices and presence in over 170 locations across the country.

R & D centers
Nokia has three Research & Development centers in India, based in Hyderabad, Bangalore and Mumbai. These R&D hubs are staffed by engineers who are

working on next-generation packet-switched mobile technologies and communications solutions to enhance corporate productivity. The Center in Bangalore, the biggest R&D site in the country comprises S60 Software Organization, Common Technologies, Next Generation now called Maemo Software, Productization and Software & Services.

Design Studio
Nokia has set up its first Design Studio in Bangalore in partnership with Srishti School of Art, Design and Technology. The first of its kind, the design studio will give Nokia designers and Indias talented youth the opportunity to work together on new design ideas for India and the global markets. Manufacturing in India Nokia has set up its mobile device manufacturing facility in Chennai, India to meet the burgeoning demand for mobile devices in the country. The manufacturing facility is operational with an investment of USD 210 million and currently employs 8000 people.Nokia has recently announced fresh investments to the tune of US $ 75 million towards its manufacturing plant in Sriperumbudur, Chennai for the year 2010

Purpose of this Study

To study the satisfaction level of consumers towards the NOKIA Mobile in East Delhi. Scope and focus 1. This study focus on Features, Appearances, Battery backup and Software Compatibility of Nokia. 2. This study helps NOKIA to recognize the factor which is most satisfied and which Factors have more dissatisfaction influencing the consumers to buy the NOKIA Mobile

Literature Survey
Customers satisfaction
When we talk about customer satisfaction, we talk about creativity. Creativity allows us to handle or diffuse problems at hand or later on in the process of conducting the everyday business. We talk about how, or rather what, does the organization have to do to gain not only the sale but also the loyalty of the customer. We want to know the payoff of the transaction both in the short and long term. We want to know what our customers want. We want to know if our customers are satisfied. Satisfaction, of course, means that what we delivered to a customer met the customers approval. We want to know if customers are delighted and willing to comeback, and so on. Fleiss and Feldman present examples of that delightful-ness in their writings. Fleiss has written about Ben and Jerrys ice cream and Feldman has discussed excellence in a cab ride. As important as delightfulness is, some of us minimize it, or even totally disregard it. At this point, we fail. Some of the issues that will guarantee failure in sales, satisfaction, and loyalty are: Employees must adhere to a rigid chain of command Employees are closely Supervised Conflictin whatever formis not allowed Rewards are based on carrot-and- stick Level 1. Expectations are very simple and take the form of assumptions, must have, or take it for granted For example, I expect the airline to be able to take off, fly to my destination, and land safely. I expect to get the correct blood for my blood transfusion. And I expect the bank to deposit my money to my account and to keep a correct tally for me. Level2. Expectations are a step higher than that of level 1 and they require some form of satisfaction through meeting the requirements and/or specifications .For example, I expect to be treated courteously by all airline personnel. I went to the hospital expecting to have my hernia repaired, to be in some pain after it was done, to be out on the same day, and to receive a correct bill. And I went to the bank expecting the bank teller to be friendly, informative, and helpful with my transactions

Level 3. Expectations are much higher than for levels 1 and 2.Level 3 requires some kind of delightfulness or a service that is so good that it attracts me to it For example, an airline gives passengers traveling coach class the same superior food service that other airlines provide only for first-class passengers. In fact, I once took a flight where the flight attendants actually baked cookies for us right there on the plane. When went to the hospital, I expected staff to treat me with respect and they carefully explained things to me. But I was surprised when they called me at home the next day to find out how I was doing. And at my house closing, the bank officer, representing the bank holding my mortgage, not only treated me with respect and answered all my questions about my new mortgage, but just before we shook hands to close the deal, he gave me a housewarming gift.

Brand image
Hide links within definitions Show links within definitions. Impression in the consumers' mind of a brand's total personality (real and imaginary qualities and shortcomings). Brand image is developed over time through advertising campaigns with a consistent theme, and is authenticated through the consumers' direct experience. See also corporate image

Brand Value Model

Buyers who are considering a purchase scan their service options and develop a consideration set. Within the consideration set, they develop a hierarchy of brands based on their assessment of Price, Product or Service Features, and Brand Name. Typically, they choose the brand at the top of their hierarchy, if available. If a brand is consistently at the top of their hierarchy, the buyer will be loyal to that brand. We believe consumers try to optimize value within a product or service category. Consumers therefore assign utilities (worth) to price, each relevant performance attribute, and brand equity. Consumers then trade off performance attributes and brand equity against price in order to optimize value. The relationships between the individual values of price, performance attributes and brand equity is summative and equal to total brand value. The values each respondent places on price, performance attributes, and brand equity define their value equation for a product or service category.

We can derive these values at the respondent level using modified trade-off exercises. A key advantage of the Brand Value Model is that it allows the calculation of utilities and importances at the individual consumer level. This acknowledges the highly individual nature of the evaluation of products and services in many categories. Furthermore, it permits an exploration of value structures across existing consumer segments or the development of new segments based on the components of the value equation. We believe the total value of a brand in a particular product/service category is composed of three parts. One part is due to the physical and readily identifiable (and replicable) features of the brand that delivers specific, tangible benefits to the purchaser, thus impacting purchase choice. We call these the tangible product features. The second part is due to some perceived intrinsic value associated with the brand name due to such things as the image transferred to the purchaser, trust, longevity in the marketplace, social

responsibility, consistent performance, and so forth (i.e. the intangibles), and impacting purchase choice. We refer to this as the brand's equity. The third component is the price/cost of the product. Thus, the total value (or utility) of a product or service is a function of 1.) Its physical, tangible, deliverable features, 2.) Its brand equity and 3.) Its price. In addition, we believe that a brand's value is directly related to customer loyalty. That is, if a particular brand maintains a significantly higher perception of value to a consumer than any other brand in the category, that consumer will consistently purchase that brand and consistently recommend that brand to others. Conversely, as brands in a

category become less differentiated in terms of both tangible and intrinsic features, price becomes the major differentiator of value, and thus, there is little loyalty. We observe that people tend to trade off price against the combined bundle of tangible product features and brand equity in order to optimize total utility or total value. We also note that the intrinsic part of a brand's value, brand equity, may be positive or negative, meaning that a brand name can be used to increase overall utility of a choice, or may detract from the overall utility of a choice. Said differently, positive brand equity allows a marketer to charge a premium in the market place over the value of the bundle of tangible features alone, or over the value of an unbranded product/service. And, some branded names in a particular category could have such a negative value among some purchasers such that the brand's equity could be below that of an unbranded, or base line, product/service. The estimate of brand equity is relative to the other brands in the measured competitive set. Therefore, to obtain an estimate of absolute brand equity we often recommend that the study include an unbranded product, a store brand, or a dummy brand name, whichever is most appropriate for thecategory. This provides the base price point for estimating brand equity in terms of its absolute dollar value. The advantages of this modeling approach are: 1. The model is not dependent on internal financial data. 2. It is relatively fast and easy to execute using proven research methods. 3. It can be executed at any time in the business cycle. That is, it is not dependent on internal cyclical accounting changes. 4. It takes into account all major relevant brands in a defined product/service category. 5. It measures brand equity relative to other current and potential brands in the category, including unbranded items when they exist in the category. 6. It recognizes that value of any one brand's equity can be defeated in the marketplace by competitor pricing strategies, at least in the short run. 7. It allows the firm to assess price elasticity and cross elasticity of their own brands and competitor brands in a category.

8. Results can be projected to estimate the total value of a brand name under alternative sales projections. Thus, this modeling approach can be used to evaluate the total dollar value of a brand name for purposes of evaluation and acquisition.