TABLE OF CONTENTS

Page No
CHAPTER-1 1-11
INTRODUCTION
NEED FOR THE STUDY
SCOPE OF THE STUDY
OB1ECTIVES OF THE STUDY
CHAPTER-2 12-35
LITERATURE REVIEW
CHAPTER-3 36-47
INDUSTRY PROFILE
COMPANY PROFILE
CHAPTER-4 48-59
DATA ANALYSIS & INTERPRETATION
CHAPTER-5 60-62
FINDINGS
RECOMMENDATIONS
APPENDEX 63-65
QUESTIONNAIRE
BIBLIOGRAPHY
1
CHAPTER-1
INTRODUCTION
Customer satisfaction, a business term, is a measure of how products and services
supplied 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 Balanced
Scorecard.
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.
here is a substantial body of empirical literature that establishes the benefits of customer
satisfaction for firms.
Customer satisfaction is one of the main ob!ectives of any organi"ation. #very
organi"ation tries to know the customer satisfaction about their products. So a study on
customer satisfaction helps the organi"ation as well as me to gain a vast knowledge over
the real world tastes and preferences of customer
$hether the buyer is satisfied after purchase depends on the offers performance in
relation to the buyer%s expectations. In general satisfaction is a person%s feelings of
pleasure or disappointment resulting from comparing a products perceived performance
in relation to his or her expectations.
NEED FOR THE STUDY
Customer Satisfaction plays a ma!or role for the growth of the company in the modern
market scenario. he basic idea of this study is to find the customer satisfaction towards
&
Idea cellular ltd. he needs have to be recogni"ed and necessary steps have to be taken to
make the changes.
India is growing rapidly and changes are dynamic. 'eople are changing, the preference
and the demand is changing. he market also has to change accordingly.
he purpose of customer satisfaction is not only for retaining the customers but also
attracting new customers and increasing the sales also creating and maintenance of brand
awareness.

In this competitive market the level of customer satisfaction decides the success of any
product and any company. he right customers have to be targeted and the right strategy
should be implemented at the right time. his will give the desired results.

OB1ECTIVES OF THE STUDY
o measure the satisfaction level of the customers.
o analy"e factors influencing the customers.
o improve the retention of the customers.
o find out the problems faced by the customers in the process.
o identify what type of strategies are suitable for the company to reach the
targeted customers.

SCOPE OF THE STUDY
Idea cellular ltd is spread all over ('. )y Scope is limitation to (nanthapur *one . he
scope of the study is to identify the customer satisfaction towards Idea cellular ltd. It is
aimed at enlightening the company about different steps to be taken up to increase the
share of Idea cellular with regard other competitors and also to make the company to
provide better customer satisfaction.
+
he scope of the study is only confined to the area covered under (nantapur "one and
only confined in studying about the customer satisfaction towards Idea cellular.
METHODOLOGY OF THE STUDY
(fter the ob!ective of the study has been clearly stated, the next step in formal research
pro!ect is to determine the sources from which the data is re,uired to be collected. he
data collection is an interesting aspect of the study. -or the purpose of achieving data
effectively the information consists of two kinds of data.
REASONS FOR WIDE USE OF THIS METHOD:
It can secure both ,uantitative and ,ualitative information directly from the
respondents.
It is the only method of directly measuring attitudes and motivations.
Sample Size. /
Sample si"e of 100 respondents was taken.
Sampling technique. /
(ll the respondents were selected on random basis. So far every surveyed entity, the
respondents are an essential prere,uisite. -or broader perspective the customers were
contacted directly and by there association.
Research Instrument. /
( standard ,uestionnaire was prepared for the collection of data from the various
respondents. he ,uestionnaire was designed to keep ob!ectives of the study with the aim
of collecting important information for the study.
1
It is ,uite flexible in terms of the types of data to be assembled, the method
of collection or the timing of research
'rimary data.
Secondary data
he primary data are those, which are collected freshly and for the first time, from
the customers directly.
he secondary data are those which have already been collected by someone or
else which have been passed through statistical process.
Collection of Primary Data. /
'rimary data has been collected directly from the customers of various age groups
by using the following methods.
2uestionnaire.
Interview.
Customers are often reluctant to take the time to respond the surveys. -or this, the
,uestionnaire is made interesting, ob!ective, unambiguous and easy to complete truthfully
and completely. In interview, oral discussion is used as a tool for data collection.
3
Secondary data./
hese are collected from the compendiums, 4ournals, annual reports, manuals,
organi"ation chart, materials from net and the theoretical concept compiled from various
books has been properly verified for the relevance of the study.
LIMITATIONS OF THE STUDY
he report to know customer satisfaction levels was constructed after a study was as in
all visits inputs were collected to give a clear picture on the sub!ect. 5owever, a more
accurate and comprehensive study could have been made but for the constrains
mentioned below.
he survey results are based on the information gathered from respondents. It
may possible that information supplied might be other biased or exaggerated and the
results might be influenced by various factors, which are beyond the control of the
survey.
he sample selected is limited to 100 customers only.
he time was a ma!or constraint, as the time is restricted to a short period it is not
possible to gather more information.
)any of the respondents were busy with their work.
6
CHAPTER-2
LITERATURE REVIEW
INTRODUCTION
7ne thing that we have in common is that we all are Consumers. In
-act everybody in this world is a consumer. #very day of our life we are buying and
consuming an incredible variety of goods and services. 5owever, we all have different
tastes, likes, dislikes, and adopt different behavior patterns while making purchase
decisions.

he term Consumer Behavior refers to the Behavior that Consumers display in searching
for purchasing using evaluation and disposing in searching for purchasing using
evaluating and disposing of products and services that they exact will satisfy of how
individuals make decisions to send their available resources 8time, money and effort9 on
consumption related items. It includes the study of :$hat they buy;, :$hy they buy;,
:$hen they buy it;, :$here they buy it;, :how often they by it; and :how often they use
it;.

<
Customer Satisfaction Articles from MarketingProfs
(s competition continues to increase, businesses are forced to find new and innovative
ways of creating and keeping new customers. =oyalty means profitability. ake the first
step toward developing positive relationships with your customers by allowing us to
share our experience and knowledge about the art of customer satisfaction with you. $e
have accumulated customer satisfaction articles and other relevant articles into an easily
navigated database which is readily available whenever you need a fresh perspective.
By (drian hompson
-ebruary 11th &006
It>s a well known fact that no business can exist without customers. In the business of
$ebsite design, it>s important to work closely with your customers to make sure the site
or system you create for them is as close to their re,uirements as you can manage.
Because it>s critical that you form a close working relationship with your client, customer
service is of vital importance. $hat follows are a selection of tips that will make your
clients feel valued, wanted and loved.
1. Encourage Face-to-Face Dealings
his is the most daunting and downright scary part of interacting with a customer. If
you>re not used to this sort of thing it can be a pretty nerve/wracking experience. ?est
assured, though, it does get easier over time. It>s important to meet your customers face to
face at least once or even twice during the course of a pro!ect.
)y experience has shown that a client finds it easier to relate to and work with someone
they>ve actually met in person, rather than a voice on the phone or someone typing into an
email or messenger program. $hen you do meet them, be calm, confident and above all,
@
take time to ask them what they need. I believe that if a potential client spends over half
the meeting doing the talking, you>re well on your way to a sale.
2. Respond to Messages Promptly & Keep Your Clients Informed
his goes without saying really. $e all know how annoying it is to wait days for a
response to an email or phone call. It might not always be practical to deal with all
customers> ,ueries within the space of a few hours, but at least email or call them back
and let them know you>ve received their message and you>ll contact them about it as soon
as possible. #ven if you>re not able to solve a problem right away, let the customer know
you>re working on it.
( good example of this is my $eb host. hey>ve had some trouble with server hardware
which has caused a fair bit of downtime lately. (t every step along the way I was emailed
and told exactly what was going on, why things were going wrong, and how long it
would be before they were working again. hey also apologi"ed repeatedly, which was
nice. Aow if they server had !ust gone down with no explanation I think I>d have been
pretty annoyed and may have moved my business elsewhere. But because they took time
to keep me informed, it didn>t seem so bad, and I at least knew they were doing
something about the problems. hat to me is a prime example of customer service.
3. Be Friendly and Approachable
( fellow Site 'ointer once told me that you can hear a smile through the phone. his is
very true. It>s very important to be friendly, courteous and to make your clients feel like
you>re their friend and you>re there to help them out. here will be times when you want
to beat your clients over the head repeatedly with a blunt ob!ect / it happens to all of us.
It>s vital that you keep a clear head, respond to your clients> wishes as best you can, and at
all times remain polite and courteous.
B
4. Have a Clearly-Defined Customer Service Policy
his may not be too important when you>re !ust starting out, but a clearly defined
customer service policy is going to save you a lot of time and effort in the long run. If a
customer has a problem, what should they doC If the first option doesn>t work, then whatC
Should they contact different people for billing and technical en,uiriesC If they>re not
satisfied with any aspect of your customer service, who should they tellC here>s nothing
more annoying for a client than being passed from person to person, or not knowing who
to turn to. )aking sure they know exactly what to do at each stage of their en,uiry should
be of utmost importance. So make sure your customer service policy is present on your
site // and anywhere else it may be useful.
5. Attention to Detail (also known as 'The Little Niceties')
5ave you ever received a 5appy Birthday email or card from a company you were a
client ofC 5ave you ever had a personali"ed sign/up confirmation email for a service that
you could tell was typed from scratchC hese little niceties can be time consuming and
aren>t always cost effective, but remember to do them.
#ven if it>s as small as sending a 5appy 5olidays email to all your customers, it>s
something. It shows you careD it shows there are real people on the other end of that
screen or telephoneD and most importantly, it makes the customer feel welcomed, wanted
and valued.
6. Anticipate Your Client's Needs & Go Out Of Your Way to Help
Them Out
Sometimes this is easier said than doneE 5owever, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
10
ake this as an example. you>re working on the front/end for your client>s exciting new
ecommerce endeavor. Fou have all the images, originals and files backed up on your
desktop computer and the site is going really well. Guring a meeting with your client
heHshe happens to mention a hard/copy brochure their internal marketing people are
developing. (s if by magic, a couple of weeks later a CG/?7) arrives on their doorstep
complete with high resolution versions of all the images you>ve used on the site. ( note
accompanies it which reads.
I5i, you mentioned a hard/copy brochure you were working on and I wanted to provide
you with large/scale copies of the graphics I>ve used on the site. 5opefully you>ll be able
to make use of some in your brochure.I
Four client is heartily impressed, and remarks to his colleagues and friends how very
helpful and considerate his $eb designers are. )eanwhile, in your office, you lay back in
your chair drinking your <th cup of coffee that morning, safe in the knowledge this happy
customer will send several referrals your way.
7. Honour Your Promises
It>s possible this is the most important point in this article. he simple message. when you
promise something, deliver. he most common example here is pro!ect delivery dates.
Clients don>t like to be disappointed. Sometimes, something may not get done, or you
might miss a deadline through no fault of your own. 'ro!ects can be late, technology can
fail and sub/contractors don>t always deliver on time. In this case a ,uick apology and
assurance it>ll be ready (S(' wouldn>t go amiss.
Conclusion
Customer service, like any aspect of business, is a practiced art that takes time and effort
to master. (ll you need to do to achieve this is to stop and switch roles with the customer.
$hat would you want from your business if you were the clientC 5ow would you want to
be treatedC reat your customers like your friends and they>ll always come back.
11
Customer satisfaction
Customer satisfaction, a business term, is a measure of how products and services
supplied 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 Balanced
Scorecard.
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.
here is a substantial body of empirical literature that establishes the benefits of customer
satisfaction for firms.
Customer satisfaction is one of the main ob!ectives of any organi"ation. #very
organi"ation tries to know the customer satisfaction about their products. So a study on
customer satisfaction helps the organi"ation as well as me to gain a vast knowledge over
the real world tastes and preferences of customer
$hether the buyer is satisfied after purchase depends on the offers performance in
relation to the buyer%s expectations. In general satisfaction is a person%s feelings of
pleasure or disappointment resulting from comparing a products perceived performance
in relation to his or her expectations.
(s this definition makes clear, satisfaction is a function of perceived performance and
expectations. If the performance falls short of expectations, the customer is dissatisfied. If
the performance matches the expectations, the customer is satisfied. If the performance
exceeds expectations, the customer is highly satisfied or delighted.
)any companies are aiming for high satisfaction because customers who are !ust
satisfied still find it easy to switch when a better offer comes along. hose who are highly
satisfied are much less ready to switch. 5igh satisfaction or delight creates an emotional
bond with the brand, not !ust a rational preference. he result is high customer loyalty.
Jerox%s senior management believes that a very satisfied or delighted customer is worth
1&
10 times as much to the company as a satisfied customer. ( very satisfied customer is
likely to stay with Jerox many more years and buy more than a satisfied customer will.
5ow do buyers form their expectationsC -rom past buying experience, friends and
associates advice and marketers and competitors information and promises. If marketers
raise expectations too high, the buyer is likely to be disappointed, -or example, 5oliday
Inn ran a campaign a few years ago called KAo Surprises% Fet hotel guests still
encountered a host of problems, and 5oliday Inn had to withdraw the campaign.
5owever, if the company sets expectations too low, it won%t attract enough buyers
8although it will satisfy those who do buy9.
Some of today%s most successful companies are raising expectations and delivering
performances to match. hese companies are aiming for CS/ total customer satisfaction.
Jerox for example, guarantees Ktotal satisfaction% and will replace at its expense any
dissatisfied customer%s e,uipment within a period of three years after purchase. Cigna
advertises :$ell never be 100L satisfied until you are, too.; (nd one of 5onda%s ads
says. :7ne reason our customers are so satisfied is that we aren%t.; Aissan invites
potential infinity buyers to drop in for a :guest drive; 8not a :test drive;9 because the
4apanese word for customer is :honored guest.; =ook at what high satisfaction can do
Saturn In the late 1B@0s, Saturn 8Meneral )otors% newest car division9 changed the whole
buyer N seller relationship with a Aew Geal for car buyers here would be a fixed price
8none of the traditional haggling9D a +0/day guarantee or money backD salespeople on
salary, not on commission 8none of the traditional hard sell9. 7nce a sale is made, the
sales staff surrounds the new owner for commemorative photo, with everyone smiling.
he company%s fifth anniversary celebration at the ennessee head,uarters was attended
by more than 1000 Saturn from all across the country. Said Saturn%s president :Saturn is
more than a car it%s a whole new way of doing things, of working with our customers and
with one another.;
( customer%s decision to be loyal or to defect is the sum of many small encounters with
the company. Consulting firm -orum Corporation says that in order for all these small
1+
encounters to add up to customer loyalty, companies need to create a :branded customer
experience;. 5ere%s how Canadian 'acific 5otels, a chain with &< properties, did !ust
that.
1.2.1 Assuring Customer Satisfaction:
Ihose who enter to buy, support me. hose who come to flatter, please me. hose who
complain, teach me how I may please others so that more will come. 7nly those who hurt
me are displeased but do not complain. hey refuse me permission to correct my errors
and thus improve my service.I / )arshall -ield.
he attitude of the professional is summed up in this statement. It establishes the
customer as the person to whom you are responsible. Customers support youD therefore,
they deserve OI' treatment.
$hen your customers are happy, you are happy. $hen they complain, you are unhappy,
but you examine the complaint calmly and see it as an opportunity to learn as well as
satisfy their needs. he ,uote echoes the fear that customers will not vocali"e their
dissatisfaction, but instead take their business elsewhere.
here>s another ,uote that>s even more important to salespeople and companies
immediately upon making a sale//
Ihe Sale Begins $hen the Customer Says...Fes.I
In the old days, It used to be, Ihe Sale Begins $hen the Customer Says...A7,I but that>s
a totally Inappropriate attitude to embrace in today>s customer/driven business
environment.
11
1.2.2 Keeping Your Customers Happy
Since your first concern is customer satisfaction you should be aware of some emotional
stumbling blocks in your path. selective perception, user error and buyer>s remorse.
Selective perception is the process in which a person sees only selected details from the
entire picture. his attention to detail is sometimes petty. -or example, a customer may
have a new copying machine that works like a charm, but he is irritated by the sound of
the motor. 5e focuses only on what is wrong rather than what is right.
his occurs because buyers expect their purchases to be perfect. ?egardless of the
purchase price, they figure that for what they spent, they deserve perfection. $hen you
encounter someone who practices selective perception, evaluate the situation to
determine if the complaint is reasonable or exaggerated.
If it is exaggerated, try to resolve the problem by pointing out benefits and features that
compensate. 'ut the negative detail in a different perspective for your client so that it
becomes one small part of the total picture.
)any sales involve the installation of a new system or piece of e,uipment, and the buyer
or their employees must be trained to use it. heir successful use of the e,uipment
depends upon the effectiveness of the training, and it is imperative that the salesperson
follows through after the training period to make sure the client uses the purchase
properly.
It is not uncommon for people to forget <3 percent of what they hear after two days. his
can cause Iuser errorI, which will significantly affect the outcome of your test and may
prevent your client from reaching his success criteria.
7ften a client will be unhappy about a purchase and not reali"e that it is due to improper
operation. he more complex something is, the more training it re,uires using it
properly. In the interest of implementing the product ,uickly, users may settle for
incomplete training or become sloppy in their application of good training. In any case,
look for user error whenever a success criterion is not reached.
13
IBuyer>s remorseI refers to the regret that a buyer feels after making a purchase. It could
be caused by selective perception, user error, or the client>s error. $hatever the reason,
the full benefits of the product are not reali"ed.
Buyer>s remorse can also be caused by the economics of the purchase. until the benefits
prove themselves to be cost effective, a buyer regrets having made the purchase. It is the
responsibility of the salesperson to assuage these fears by assuring the client that his
investment is wise and sound. ?eiterate some of the selling points that convinced him to
buy it originally, present data, and put him at ease.
1.&.+ 5andling Customer Complaints
$hether your customer>s complaint is legitimate or not, follow it up with a service call.
$henever possible, do it personally instead of sending someone from the customer
service department. It provides the personal service that your customer appreciates and it
may obviate the need for a technician or serviceman to call. (s an alternative, both of you
can go together to handle customer complaints. Peep the following guidelines in mind.
1. Gon>t procrastinate making the call.
7ften the problem is not as serious as it sounds. Some customers Iread the riot actI when
they call about a complaint. ( delay in responding will only irritate your client more.
&. (dmit mistakes and apologi"e.
4ust because you made the sale does not mean you can become defensive about your
company, product or service. #ven the most reputable companies make mistakes and
have problems with their products. Fou may want to restate the customer>s complaint to
show that you are listening and have an understanding of the problem.
+. Show compassion for your customer.
16
$hether the complaint proves to be true or false, show your customer that you are
concerned and will investigate the problem immediately. 5elp the customer calm down
by saying, II can understand why you feel the way you do.I
1. (ctively listen to your customer>s complaint.
alking will make him feel less anxious about it. =et your customer IventI his feelings
before you react to the situation. Be sympathetic and encourage the customer to Iblow
up.I (fterward, he>ll feel betterD this means he>ll be in a better frame of mind.
3. Gon>t pass the buck to your company or someone else within it.
his may take the blame off you, but it undermines the integrity and organi"ation of the
company, and your customer will lose confidence in your firm.
1.&.1 )aintaining Customer Satisfaction
he philosophy behind maintaining your customers is simpleD now that you have them,
maintain them. $hen you consider the amount of time and money invested in them, you
cannot afford to lose them. his investment goes beyond your personal expenditures. It
also includes your firm>s advertising and marketing costs to reach that particular market
segment. Four customers, therefore, should be treated as if the life of your business
depended on them / which it doesE
1.&.3 13 $ays to Peep Four Customer Satisfied
1. Show them that you think of them.
Send them helpful newspaper clippings or articles, cartoons related to their business and
I5ere>s an idea I thought you>d en!oyI notes. Send your clients ChristmasHAew Fear>s
cards, birthday cards, and thank you notes.
1<
&. Grop by to show them new products and brochures and offer additional services.
(lways make an appointment before making your callE ?espect your clients> time as you
do your own.
+. 7ffer a sample gift to enhance the use of your product.
See how they are utili"ing your product or service and suggest other ways that they can
benefit from it. hey may not be reali"ing its full potential.
1. 7ffer Icustomer discountsI on new products or services to encourage additional
business.
3. $hen new employees are hired, offer to train them free of charge in the use of your
product.
6. ?epay or compensate them for lost time or money caused by problems encountered
with your product.
If you pinch pennies, your customer may do the same.
<. Be personal.
?ecord details about your client>s life and enter these in your file. It>s so much nicer to
say to someone, I5ow is BobCI rather than, I5ow>s your husbandCI
@. ell the truth.
=ies have a way of coming back to haunt you.
B. (ccept returns without batting an eyelash.
In the long run, they are much less expensive than finding a new customer.
10. Be ethical.
1@
Peep all your information about the account confidential.
11. Be certain that your company follows through on its commitment.
his includes delivery, installation, packaging, and so on.
1&. Show your appreciation for their referrals by reporting back to them on the outcome.
1+. If your company has a newsletter, obtain permission from your successful clients to
write about them in it.
Aaturally, you would send them a copy.
11. Peep track of their results with your product and meet periodically to review the
entire picture 8their business, industry, trends, competition, etc.9
13. Peep the lines of communication forever open.
(s in any relationship, you must be able to exchange grievances, ideas praises, losses,
and victories.
$hat all of this comes down to is that you should be willing to Igo the extra mileI for
your accounts. hey extra effort you expend now will be repaid handsomely in the future.
he bottom line in maintaining your clients is service, service and more service. Be there
for your customers and they>ll want to stick with you. If you meet their needs, they>ll
think twice before switching to another company, even if they>ve voiced some serious
concerns. I)ake new clients, but keep the old. 7ne is silver and the other gold.I Gevelop
the IgoldI you have and the silver may take care of itself.
1.&.6 Customer satisfaction measurement.
1B
In the final phase of the pro!ect, research findings will be used to build a model of
customer satisfaction management for each customer segment. Qltimately, 2IC will be
able to give its members an ob!ective measurement of the industry>s ,uality as perceived
by the customer. hat overall index will serve as a benchmark on the state of ,uality for
the 'HC industry. )embers will also be able to use this information to determine which
areas of product and service performance have the greatest impact on overall ,uality, and
will be able to target improvement efforts in an informed and efficient manner. -or the
first time, the industry as a whole will have addressed customer/perceived value, as other
sectors of the Q.S. economy have done.
IOoice of the systemI preliminary research results
Surveys and in/depth interviews with industry leaders revealed general agreement that
the market is in a tumultuous state, with pricing very soft for all but the most catastrophic
coverage. (s revenue thins, expense concerns rise. =eaders cite inefficiencies in
technology and product delivery both within and across firms. Coupled with this internal
change, customer demands and expectations for value and service continue to evolve.
he senior managers expressed genuine concern for customer/perceived ,uality and
value, as well as the need to better understand and measure it.
1.&.< Customer Satisfaction in < Steps
It>s a well/known fact that no business can exist without customers. In the business of
$ebsite design, it>s important to work closely with your customers to make sure the site
or system you create for them is as close to their re,uirements as you can manage.
Because it>s critical that you form a close working relationship with your client, customer
service is of vital importance. $hat follows are a selection of tips that will make your
clients feel valued, wanted and loved.
1. #ncourage -ace/to/-ace Gealings
&0
his is the most daunting and downright scary part of interacting with a customer. If
you>re not used to this sort of thing it can be a pretty nerve/wracking experience. ?est
assured, though, it does get easier over time. It>s important to meet your customers face to
face at least once or even twice during the course of a pro!ect.
)y experience has shown that a client finds it easier to relate to and work with someone
they>ve actually met in person, rather than a voice on the phone or someone typing into an
email or messenger program. $hen you do meet them, be calm, confident and above all,
take time to ask them what they need. I believe that if a potential client spends over half
the meeting doing the talking, you>re well on your way to a sale.
&. ?espond to )essages 'romptly R Peep Four Clients Informed
his goes without saying really. $e all know how annoying it is to wait days for a
response to an email or phone call. It might not always be practical to deal with all
customers> ,ueries within the space of a few hours, but at least email or call them back
and let them know you>ve received their message and you>ll contact them about it as soon
as possible. #ven if you>re not able to solve a problem right away, let the customer know
you>re working on it.
( good example of this is my $eb host. hey>ve had some trouble with server hardware
which has caused a fair bit of downtime lately. (t every step along the way I was emailed
and told exactly what was going on, why things were going wrong, and how long it
would be before they were working again. hey also apologies repeatedly, which was
nice. Aow if they server had !ust gone down with no explanation I think I>d have been
pretty annoyed and may have moved my business elsewhere. But because they took time
to keep me informed, it didn>t seem so bad, and I at least knew they were doing
something about the problems. hat to me is a prime example of customer service.
+. Be -riendly and (pproachable
( fellow Site 'ointer once told me that you can hear a smile through the phone. his is
very true. It>s very important to be friendly, courteous and to make your clients feel like
&1
you>re their friend and you>re there to help them out. here will be times when you want
to beat your clients over the head repeatedly with a blunt ob!ect / it happens to all of us.
It>s vital that you keep a clear head, respond to your clients> wishes as best you can, and at
all times remain polite and courteous.
1. 5ave a Clearly Gefined Customer Service 'olicy
his may not be too important when you>re !ust starting out, but a clearly defined
customer service policy is going to save you a lot of time and effort in the long run. If a
customer has a problem, what should they doC If the first option doesn>t work, then
whatC Should they contact different people for
billing and technical en,uiriesC If they>re not satisfied with any aspect of your customer
service, whom should they tellC
here>s nothing more annoying for a client than being passed from person to person, or
not knowing who to turn to. )aking sure they know exactly what to do at each stage of
their en,uiry should be of utmost importance. So make sure your customer service policy
is present on your site // and anywhere else it may be useful.
3. (ttention to Getail 8also known as >he =ittle Aiceties>9
5ave you ever received a 5appy Birthday email or card from a company you were a
client ofC 5ave you ever had a personali"ed sign/up confirmation email for a service that
you could tell was typed from scratchC hese little niceties can be time consuming and
aren>t always cost effective, but remember to do them.
#ven if it>s as small as sending a 5appy 5olidays email to all your customers, it>s
something. It shows you careD it shows there are real people on the other end of that
screen or telephoneD and most importantly, it makes the customer feel welcomed, wanted
and valued.
&&
6. (nticipate Four Client>s Aeeds R Mo 7ut 7f Four $ay to 5elp hem
7ut
Sometimes this is easier said than doneE 5owever, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
ake this as an example. you>re working on the front/end for your client>s exciting new
ecommerce endeavor. Fou have all the images, originals and files backed up on your
desktop computer and the site is going really well. Guring a meeting with your client
heHshe happens to mention a hard/copy brochure their internal marketing people are
developing. (s if by magic, a couple of weeks later a CG/?7) arrives on their doorstep
complete with high/resolution versions of all the images you>ve used on the site. ( note
accompanies it, which reads.
I5i, you mentioned a hard/copy brochure you were working on and I wanted to provide
you with large/scale copies of the graphics I>ve used on the site. 5opefully you>ll be able
to make use of some in your brochure.I
Four client is heartily impressed, and remarks to his colleagues and friends how very
helpful and considerate his $eb designers are. )eanwhile, in your office, you lay back in
your chair drinking your <th cup of coffee that morning, safe in the knowledge this happy
customer will send several referrals your way.
<. 5onor Four 'romises
It>s possible this is the most important point in this article. he simple message. when you
promise something, deliver. he most common example here is pro!ect delivery dates.
Conclusion
Customer service, like any aspect of business, is a practiced art that takes time and
effort to master. (ll you need to do to achieve this is to stop and switch roles with the
&+
customer. $hat would you want from your business if you were the clientC 5ow would
you want to be treatedC reat your customers like your friends and they>ll always come
back.
Measuring customer satisfaction
7rgani"ations are increasingly interested in retaining existing customers while targeting
non/customersD measuring customer satisfaction provides an indication of how
successful the organi"ation is at providing products andHor services to the marketplace.
Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and productHservice to
productHservice. he state of satisfaction depends on a number of both psychological and
physical variables which correlate with satisfaction behaviors such as return and
recommend rate. he level of satisfaction can also vary depending on other options the
customer may have and other products against which the customer can compare the
organi"ation>s products.
Because satisfaction is basically a psychological state, care should be taken in the effort
of ,uantitative measurement, although a large ,uantity of research in this area has
recently been developed. $ork done by Berry, Brodeur between 1BB0 and 1BB@ defined
ten >2uality Oalues> which influence satisfaction behavior, further expanded by Berry in
&00& and known as the ten domains of satisfaction. hese ten domains of satisfaction
include. 2uality, Oalue, imeliness, #fficiency, #ase of (ccess, #nvironment, Inter/
departmental eamwork, -ront line Service Behaviors, Commitment to the Customer and
Innovation. hese factors are emphasi"ed for continuous improvement and organi"ational
change measurement and are most often utili"ed to develop the architecture for
satisfaction measurement as an integrated model. $ork done by 'arasuraman, *eithaml
and Berry between 1B@3 and 1B@@ 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. his provides the measurer
with a satisfaction IgapI which is ob!ective and ,uantitative in nature. $ork done by
Cronin and aylor propose the IconfirmationHdisconfirmationI theory of combining the
IgapI described by 'arasuraman, *eithaml and Berry as two different measures
&1
8perception and expectation of performance9 into a single measurement of performance
according to expectation. (ccording to Marbrand, customer satisfaction e,uals perception
of performance divided by expectation of performance.
he usual measures of customer satisfaction involve a survey with a set of statements
using a =ikert echni,ue or scale. he customer is asked to evaluate each statement and
in term of their perception and expectation of performance of the organi"ation being
measured.
Methodologies
he Qniversity of )ichigan>s (merican Customer Satisfaction Index 8(CSI9 is the
scientific standard of customer satisfaction. (cademic research has shown that the
national (CSI score is a strong predictor of Mross Gomestic 'roduct 8MG'9 growth, and
an even stronger predictor of 'ersonal Consumption #xpenditure 8'C#9 growth. 7n the
microeconomic level, research has shown that (CSI data predicts stock market
performance, both for market indices and for individually traded companies. Increasing
(CSI scores has been shown to predict loyalty, word/of/mouth recommendations, and
purchase behavior. he (CSI measures customer satisfaction annually for more than &00
companies in 1+ industries and 10 economic sectors. In addition to ,uarterly reports, the
(CSI methodology can be applied to private sector companies and government agencies
in order to improve loyalty and purchase intent. wo companies have been licensed to
apply the methodology of the (CSI for both the private and public sector. C-I Mroup,
Inc.applies the methodology of the (CSI offline, and -oresee ?esults applies the (CSI to
websites and other online initiatives.
he Aet 'romoter? score is a management tool that can be used to gauge the loyalty of a
firm>s customer relationships. It serves as an alternative to traditional customer
satisfaction research. Companies obtain their Aet 'romoter Score by asking customers a
single ,uestion 8usually, I5ow likely is it that you would recommend us to a friend or
colleagueCI9. Based on their responses, customers can be categori"ed into one of three
groups. 'romoters, 'assives, and Getractors. In the net promoter framework, 'romoters
are viewed as valuable assets that drive profitable growth because of their
repeatHincreased purchases, longevity and referrals, while Getractors are seen as liabilities
&3
that destroy profitable growth because of their complaints, reduced purchasesHdefection
and negative word/of/mouth. Companies calculate their Aet 'romoter Score by
subtracting their L Getractors from their L 'romoters.
he Pano model is a theory of product development and customer satisfaction developed
in the 1B@0>s by 'rofessor Aoriaki Pano that classifies customer preferences into five
categories. (ttractive, 7ne/Gimensional, )ust/Be, Indifferent, ?everse. he Pano model
offers some insight into the product attributes which are perceived to be important to
customers. Pano also produced a methodology for mapping consumer responses to
,uestionnaires onto his model.
S#?O2Q(= or ?(#? is a service/,uality framework that has been incorporated into
customer/satisfaction surveys 8e.g., the revised Aorwegian Customer Satisfaction
Barometer9 to indicate the gap between customer expectations and experience.
4.G. 'ower and (ssociates is another measure of customer satisfaction, known for its top/
box approach and automotive industry rankings. 4.G. 'ower and (ssociates> marketing
research consists primarily of consumer surveys and is publicly known for the value of its
product awards.
7ther research and consulting firms have customer satisfaction solutions as well. hese
include (.. Pearney>s Customer Satisfaction (udit process, which incorporates the
Stages of #xcellence framework and which helps define a company%s status against eight
critically identified dimensions.
Customer Satisfaction - a Critical Component of Profitability
#xceptional customer service results in greater customer retention, which in turn results
in higher profitability. Customer loyalty is a ma!or contributor to sustainable profit
growth. o achieve success, you must make superior service second nature of your
organi"ation. ( seamless integration of all components in the service/profit chain N
employee satisfaction, value creation, customer satisfaction, customer loyalty, and profit
and growth N links all the critical dynamics of top customer service.
&6
Sadly, mature companies often forget or forsake the thing that made them successful in
the first place. a customer/centric business model.
hey lose focus on the customer and start focusing on the bottom line and ,uarterly
results. hey look for ways to cut costs or increase revenues, often at the expense of the
customer.
hey forget that satisfying customer needs and continuous value innovation is the only
path to sustainable growth. his creates opportunities for new, smaller companies to
emulate and improve upon what made their bigger competitors successful in the first
place and steal their customers.
Customer Expectations
Customer is defined as anyone who receives that which is produced by the individual or
organi"ation that has value. Customer expectations are continuously increasing. Brand
loyalty is a thing of the past. Customers seek out products and producers that are best
able to satisfy their re,uirements. ( product does not need to be rated highest by
customers on all dimensions, only on those they think are important.
Kaizen Mindset
Customer/driven strategy for improvement N any management activity should
eventually lead to increased customer satisfaction... )ore
Canon Production System (C'S9
he Canon 'roduction System 8C'S9 is about.
1. #nvironmentally/conscious manufacturing and logistics
&. 2uality/oriented methods
+. =ower costs
1. Shorter deadlines
3. (ll aim for maximum customer satisfaction.
&<
Customers for Life
By. Brian racy
he purpose of a business is to create and keep a customer. If a business successfully
creates and keeps customers in a cost/effective way, it will make a profit while
continuing to survive and thrive. If, for any reason, a business fails to attract or sustain a
sufficient number of customers, it will experience losses. oo many losses will lead to the
demise of the enterprise.
(ccording to Gun and Bradstreet, the single, most important reason for the failure of
businesses in (merica is lack of sales. (nd, of course, this refers to resale%s as well as
initial sales. So your company%s !ob is to create and keep a customer, and your !ob is
exactly the same. ?emember, no matter what your official title is, you are a salesperson
for yourself and your company...
Customer Satisfaction Illusion and Trap
oday, Iit would be difficult to find a company that doesn>t proudly claim to be a
customer/oriented, customer/focused, or even/customer driven enterprise. But look closer
at how these companies put their assertions into practice, and often you discover an array
of notions and assumptions that range from superficial and incomplete to misguided.I
+
Some examples of customer satisfaction illusion include.
believing that by conducting market surveys and focus groups you know all there
is to know about your customers
believing that investing in awareness programs for employees and putting
customers> pictures on the cover of your annual report is enough to achieve customer
satisfaction
believing that the !ob of C#7 is done by giving his or her direct phone number to
some valued customers
&@
(ll these approaches are well intentioned, but Iall of them offer, at best, partial solutions
to their customer satisfaction, and all, as a result, fall short.I
+

here is nothing wrong with the notion of customer satisfaction per se. Ihe problem
comes with its pursuit, which if fraught with peril. )ost plans to improve customer
satisfaction stand on two shaky N and dangerous N assumptions.I $hat they create is an
illusion N the customer satisfaction trap. oo often, measurements of customer
satisfaction are misleading N they tell you very little about where you are, and they can>t
show you where to go.
Process-managed Enterprise
( process/managed enterprise supports, empowers and energi"es employees, encourages
their initiative, enables and allows its people to perform process work. I'rocess work is
work that is focused on the customer, work that is directed toward achieving results
rather than being an end in itself, work that follows a disciplined and repeatable design.
'rocess work is work that delivers the high/level of performance that customers now
demand.I
6
... )ore
Benefits of Business Process Management
he payoffs of process mastery can be breathtaking. Costs melt away, ,uality goes
through the roof, and time spans shrink to a fraction of what they were. In 1BBB 5ammer
and Company
6
surveyed do"ens of companies that had adopted the process approach to
work and business.
In order fulfilment, cycle times had typically decreased by 60L to B0L
I'erfect ordersI 8those delivered on time, with no mistakes9 had increased by
&3L
hese improvements in process performance paid off in the critical enterprise currencies
of customer satisfaction, customer retention, and corporate profits...
Customer Satisfaction is Paramount
Customer Satisfaction
5ow important are your customers to youC
&B
I have had a couple of my readers on my Give site email me saying how they had
contacted a particular Give shop that I recommended, only to get a blunt negative
response.
Fou see they rang the shop to get more information # mailed to them as they were too
busy to get in for themselves. 7ne of these gentlemen was going to spend in excess of
S+000.00 and to get the response that he did was very off putting, not to mention making
me ending up looking a bit stupid for the ?ecommendation.
his annoys me no end as I hear how tight and how hard some shops have had it over the
winter period only to be treated like this really makes me start to wonder. 5ere are a few
,uestions that I would like to put forward to the Give Shops of Aew *ealand.
5ow important are your customers to youC
$ould you not do your best to provide info that could lead to a repeat customerC
5ow many shops would not email information to a potential customerC
(re your customers only important to you when you are not busyC
Go you think summers coming so no worries nowC
$hy complain about how slow things are then not trying to do your best to please a
customerC
'lease send me your opinions as I will eagerly await your replies.
$hen I am asked for advice on what Give Shops are best to deal with I look at all the
shops in the local area and recommend the closest to the customer that I know will
provide a good service. aking this very negative feedback I have had it will be
interesting to see this shops response.
Give 'lanet aims to build a one on one relationship not only with business owners but
also the potential customers that fre,uent these services. I spend on average 1@ hours a
day on the computer and Internet 6 days a week with -our hours a day responding to my
visitors. his is not a way of earning money as I am doing my best to promote my
country to the world.
)y firm belief is to build solid relationships, friendships and trust. 7nce you have these
key factors in place and maintain a good rapport both with customers and businesses, will
you be able to make small profits along the way.
+0
BB.BBL of the Give Shops and Charter operators in A* I am sure will do their best to
look after customers or potential customers within reason. But the above in my personal
opinion is atrocious. 5opefully this would have been a miscommunication on both
parties.
CHAPTER-3
INDUSTRY PROFILE & COMPANY PROFILE
INDUSTRY PROFILE
Introduction
he Indian elecommunications network with 36&.&1 million connections is the fifth
largest in the world and the second largest among the emerging economies of (sia.
oday, it is the fastest growing market in the world and represents uni,ue opportunities
for Q.S. companies in the stagnant global scenario. he total subscriber base, which has
grown by 10L in &003, is expected to reach @B+ million in &01&. (ccording to
Broadband 'olicy &001, Movernment of India aims at B million broadband connections
and 1@ million internet connections by &011. he wireless subscriber base has !umped
from ++.6B million in &001 to 3&3.13 million in &011. Conse,uently, wireless now
accounts for B0L of the total telephone subscriber base, as compared to only 10L in
&00+. $ireless subscriber growth is expected to bypass &1 million new subscribers per
month by &01&. he wireless technologies currently in use are Mlobal System for )obile
Communications 8MS)9 and Code Givision )ultiple (ccess 8CG)(9. here are
primarily B MS) and 3CG)( operators providing mobile services in 1B telecom circles
and 1 metro cities, covering &000 towns across the country.
+1
Evolution of the industry-Important Milestones
5istory of Indian elecommunications
Fear
1@31 -irst operational land lines were laid by the government near Calcutta
8seat of British power9
1@@1 elephone service introduced in India
1@@+ )erger with the postal system
1B&+ -ormation of Indian ?adio elegraph Company 8I?9
1B+& )erger of #C and I? into the Indian ?adio and Cable Communication
Company 8I?CC9
1B1< Aationali"ation of all foreign telecommunication companies to form the
'osts, elephone and elegraph 8'9, a monopoly run by the
Movernment%s )inistry of Communications
1B@3 Gepartment of elecommunications 8G79 established, an exclusive
'rovider of domestic and long/distance service that would be its own
regulator 8separate from the postal system9
1BB< elecom ?egulatory (uthority of India created.
1BBB Cellular Services are launched in India. Aew Aational elecom 'olicy is
adopted.
&000 Go becomes a corporation, BSA=
&00& (nother ma!or step was to set up the Qniversal Service 7bligation -und
with effect from (pril 1, &00&
&00+ Qnified access license regime was introduced in Aovember%&00+
&011 Introduction of +M.
+&
Major Players
here are three types of players in telecom services.
T /State owned companies 8BSA= and )A=9
T /'rivate Indian owned companies 8Idea Cellular ,?eliance and ata eleservices .9
T /-oreign invested companies 8Oodafone, Bharti ele/Oentures,
#scotel, B'= )obile, Spice Communications9
Telephony Subscribers (Wireless and Landline). 36&.&1 million 8Gec &0119
Cellphones. 3&3.13 million 8Gec &0119
Land Lines. +<.06 million 8Gec &0119
Broad Band Subscription. <.@+ million 8Gec &0119
Monthly Cell phone Addition. 1B.&0 million 8Gec &0119
Teledensity. 1<.@BL 8Gec &0119
Projected teledensity. @B+ million, 61.6BL of population by &01&.
Wireless telephones
he )obile telecommunications system in India is the second largest in the world and it
was thrown open to private players in the 1BB0s. he country is divided into multiple
"ones, called circles 8roughly along state boundaries9. Movernment and several private
players run local and long distance telephone services. Competition has caused prices to
drop and calls across India are one of the cheapest in the world. he rates are supposed to
go down further with new measures to be taken by the Information )inistry. he mobile
service has seen phenomenal growth since &000. In September &001, the numbers of
mobile phone connections has crossed fixed/line connections. India primarily follows the
MS) mobile system, in the B00 )5" band. ?ecent operators also operate in the
1@00 )5" band. he dominant players are (irtel, ?eliance Infocomm, Oodafone, Idea
cellular and BSA=H)A=. here are many smaller players, with operations in only a few
states. International roaming agreements exist between most operators and many foreign
carriers.
++
he breakup of wireless subscriber base in India as of Gecember &01+ is given below
7perator Subscriber base
Bharti (irtel 11@,@61,0+1
?eliance Communications B+,<B3,61+
Oodafone #ssar B1,101,B3B
BSA= 6&,@61,&11
Idea Cellular 3<,611,@<&
ata eleservices 3<,+&B,11B
(ircel +1,0&+,BB<
)A= 1,@<3,B1+
)S India +,01&,<11
=oop )obile India &,61B,<+0
Qninor 1,&0@,1+0
5-C= Infotel +11,@6&
Stel 111,111
(ll India 3&3,11<,B&&
he list of ten states 8including the metros )umbai, Polkata and Chennai in their
respective states9 with largest subscriber base as of april &01+ is given below
State Subscriber base $ireless density>I
)aharashtra 3@,<@B,B1B 31.B6
Qttar 'radesh 3<,0++,31+ &6.+&
amil Aadu 13,11B,160 6+.66
(ndhra 'radesh +<,1&6,01@ 1&.3@
$est Bengal +&,310,01B +1.&@
Parnataka &@,@6<,<+1 16.<6
?a!asthan &<,<1&,+B3 +B.0B
Mu!arat &<,1<3,3@3 13.1B
Bihar &<,1+1,@B6 &3.01
)adhya 'radesh &1,B&+,<+B ++.0B
(ll India 1<1,<&6,&03 +<.<1
+1
$ireless density was calculated using pro!ected population of states from the natural
growth rates of &001/&011 and population of &011 census.
Landlines
=andline service in India is primarily run by BSA=H)A= and ?eliance Infocomm
though there are several other private players too, such as ouchtel and ata
eleservices. =andlines are facing stiff competition from mobile telephones. he
competition has forced the landline services to become more efficient. he landline
network ,uality has improved and landline connections are now usually available on
demand, even in high density urban areas. he breakup of wire line subscriber base in
India as of September &011 is given below
7perator Subscriber base
BSA= &@,116,B6B
)A= +,311,131
Bharti (irtel &,B&@,&31
?eliance Communications 1,13&,&+<
ata eleservices 1,00+,&61
5-C= Infotel 163,B<@
eleservices =td B3,1@1
(ll India +<,+06,++1
he list of eight states 8including the metros )umbai, Polkata and Chennai in their
respective states9 with largest subscriber base as of September &011 is given below.
State Subscriber base
)aharashtra 3,BB6,B1&
amil Aadu +,6&0,<&B
Perala +,3+1,&11
Qttar 'radesh &,@0+,01B
Parnataka &,<31,&B6
Gelhi &,6+&,&&3
$est Bengal &,1B0,&3+
+3
(ndhra 'radesh &,1<<,<33

IdeaN (n Idea can change your life.
Type N subsidiary of (dithya Birla group
Founded N 1BB3
Headquarters N )umbai, )aharashtra, India.
Industry N elecommunication
+6
s
Products N Sim Cards, Gata card, mobiles.

Website Nhttp.HHwww.ideacellular.com

BOARD OF DIRECTORS
)r.Pumar )angala Birla8Chairman9
Smt.?a!ashree Birla
)r.San!eev (ga8)anaging Girector9
)r.(run hiagara!an
)s.ar!ani Oakil
)r.)ohan Myani
)r.Mian'rakash Mupta
)r.?.C.Bhargava
)r.'.)urari
)r.Biswa!it (.Subramanian
Gr.?akesh 4ain
)r. 4uan Oillalonga Aavarro
Gr. 5ansa $i!ayasuriya8(lternate to )r.4uan Oillalonga Aavarro9
+<
Management Team
Corporate Leadership Team
)r.San!eeva(ga, )anaging Girector
)r.(kshaya )oondra, Chief -inancial 7fficer
)r.(nil P.andan, Chief echnalogy 7fficer
)r.'rakash P.'aran!ape, Chief Information 7fficer
)r.'radeep Shrivastava, Chief )arketing 7fficer
)r.Aavanit Aarayan,Chief Service Gelivery 7fficer
)r.Oinay P.?a"dan, Chief 5uman?esource 7fficer
)r.?a!at P.)ukar!i, Chief Corporate (ffairs 7fficer
)r.?a!esh P.Srivastava, Chief )aterialsR 'rocurement 7fficer
)r.(mbrish 4ain, Girector/7perations
)r. 5imanshu Papania, Girector N 7perations
Circle Heads
)r. Iyer Subbaraman S., Chief 7perating 7fficer, (ndhra 'radesh
)r. ?a!endra Chourasia, Chief 7perating 7fficer, )adhya 'radesh R Chattisgarh
)r. Oirad Paul, Chief 7perating 7fficer, Qttar 'radesh 8$est9, Gelhi R 5aryana
)r. . M. B. ?amakrishna, Chief 7perating 7fficer, Perala
)r. Sashi Shankar, Chief 7perating 7fficer, )umbai
)r. '.=akshminarayana, Chief 7perating 7fficer, )aharashtra R Moa
)r. Aao"er -iro"e (ibara, Chief 7perating 7fficer, Qttar 'radesh 8#ast9
)r. Sunil Pataria, Senior Oice 'resident / 7perations, ?a!asthan
)r. (rul Bright, Senior Oice 'resident / 7perations, Mu!arat
)r. ). G. 'rasad, Senior Oice 'resident / 7perations, Bihar
)r. ). Srinivas, Senior Oice 'resident / 7perations, amil Aadu R Chennai
)r. Siva Manapathi, Chief 7perating 7fficer, Parnataka
)r. (nish ?oy, Chief 7perating 7fficer, 'un!ab, 4RP and 5imachal 'radesh
+@
)r. Oi!ay Mrover, Chief 7perating 7fficer, #ast 8Polkata, ?est of $est Bengal, 7rissa R
A#S(9
MA1OR MILE STONES
1995
Incorporated as Birla Communications =imited
7btained licenses for providing MS)/based services in the Mu!arat and )aharashtra
Circles following the original MS) license bidding process.
1996
Changed name to Birla (R Communications =imited following !oint venture
between Mrasim Industries and (R Corporation
1997
Commenced operations in the Mu!arat and )aharashtra Circles
1999
)igrated to revenues share license fee regime under Aew elecommunications 'olicy
8IA'I9
2000
)erged with ata Cellular =imited, thereby ac,uiring original license for the (ndhra
'radesh Circle
2001
(c,uired ?'M Cellular =imited and conse,uently the license for the )adhya 'radesh
8including Chattisgarh9 Circle
Changed name to Birla ata (R =imited
7btained license for providing MS)/based services in the Gelhi Circle following the
fourth operator MS) license bidding process
2002
+B
Changed name to Idea Cellular =imited and launched IIdeaI brand name
Commenced commercial operations in Gelhi Circle
?eached the one million subscriber mark
2003
?eached the two million subscriber mark
2004
Completed debt restructuring for the then existing debt facilities and additional funding
for the Gelhi Circle.
(c,uired #scotel )obile Communications =imited 8subse,uently renamed as Idea
)obile Communications =imited9
?eached the four million subscriber mark
-irst operator in India to commercially launch #GM# services &003
2005
Subscriber base as on Gecember +1, &003. 6,1<+,B6&
?eached the five million subscriber mark
urned 'rofit 'ositive
$on an (ward for the IBill -lashI service at MS) (ssociation (wards in Barcelona,
Spain
Sponsored the International Indian -ilm (cademy (wards
2007
Subscriber base as on Gecember +1, &00<. 1&,11&,130
Became part of the (ditya Birla Mroup subse,uent to the (( Mroup transferring its
entire shareholding in the Company to the (ditya Birla Mroup
(c,uired #scorts elecommunications =imited 8subse,uently renamed as Idea
elecommunications =imited9
?estructuring of debt
10
=aunch of the Aew Circles
?eached the 10 million subscriber mark
?eceived =etter of Intent from the Go for a new Q(S =icense for the )umbai Circle
?eceived =etter of Intent from the Go for a new Q(S =icense for the Bihar Circle
through (ditya Birla elecom =imited. (BA=, the parent of (ditya Birla elecom
=imited, pursuant to a letter dated Aovember &&, &00<, agreed to transfer its entire
shareholding in (ditya Birla elecom =imited to the Company for the consideration of
?s. 100 million.
2009
Subscriber base as on Gecember +1, &00B. &1,031,0&<
$on an award for the IC(?#I service in the IBest Billing or Customer Care SolutionI
at the MS) (ssociation (wards in Barcelona, Spain
Initial 'ublic 7ffering aggregating to ?s.&@,1@< million and =isting of #,uity Shares on
the Bombay Stock #xchange and the Aational Stock #xchange
)erger of seven subsidiaries with Idea Cellular =imited
?eached the twenty million subscriber mark
2010
Subscriber base as on Gecember +1, &010. 10,016,13+
Idea ac,uired B licences for 'un!ab, Parnataka, amil Aadu R Chennai, $est Bengal,
7rissa, Polkata, (ssam, Aorth #ast and 4ammu R Pashmir
(c,uired Spice Communications with the operating circles of 'un!ab and Parnataka
=aunched services in )umbai metro in the largest single metro city launch, ever
=aunched services in Bihar
2011
Subscriber base as on Gecember +1, &011. 3<,611,@<&
Idea becomes a pan/India operator
11
#merging Company of the Fear / fastest growing mobile operator in the world%s fastest
growing telecom market
CHAPTER-4
DATA ANALYSIS & INTERPRETATION

1. DISTRIBUTOR SCHEMES

Distributor Schemes No. of customers
Yes 62 62
No 38 38
Total

1&
Distributor Schemes
62%
38%
Yes
No
-rom the above table we can observe that among 100 customers, 6& were
Satisfied with the schemes provided by the distributor and +@ were Aot satisfied.
2. RECHARGE SCHEMES:
Recharge Schemes No. of customers
Good 22 22
Average 54 54
Need to Improve 24 24
1+
Recharge Schemes
22%
54%
24%
Good
Average
Need to
Imrove
-rom the above table we can observe that among 100 customers, && were
Satisfied with the ?echarge Schemes and there is need to improve in this area.
3. BEST COMPETITOR FOR IDEA:
Competitor for Idea No. of customers
Airtel 39 39
Vodafone 26 26
Docomo 21 21
Reliance 14 14

11

!ometitor
3"%
2#%
26%
#4%
Airte$
%oda&o'e
Docomo
Re$ia'ce
-rom the (bove table, we came to say that (irtel is the best competitor for idea followed by
Oodafone, Gocomo and ?eliance.
4. AWARENESS OF SCEMES UPDATES:
Awareness of
Schemes Updates
No. of Customers
Yes 1@ 1@
No 3& 3&
13
A(are'ess o& Schemes udates
48%
52%
Yes
No

-rom the (bove table, we can say that it has a mixed reaction with almost e,ual number of yes
and no.
5. HIGHEST RECHARGE PER DAY:
Highest Recharge
Per Day
No. of customers
< 500 21 21
>500 67 67
>1000 12 12
16
)ighest Recharge
#5%
2*%
65%
+5**
,5**
,#***
-rom the above table, we can observe that our customers has greater that 300 has there highest
recharge per day.
6. RECHARGES FLEXIBLE TO YOU:
Recharges flexible to you No. of Customers
Yes 72 72
No 28 28

1<
Recharge -$e.ib$e
/2%
28%
Yes
No
-rom the above data, we can conclude that <&L of customers are satisfied with the flexibility of
recharge and &@L of customers are not satisfied with it.
7. MARGIN COMPARITIVE WITH OTHERS.
Margin Comparative with others No. of Customers
Yes 64 64
No 36 36
1@
0argi' !omaritive
64%
36%
Yes
No

-rom the (bove data, it reveals that 61L of customers are satisfied with the margin comparative
with others and +6L of the customers are expecting more margins. )a!ority of the people i.e. 61L
are satisfied with the margin.
8. DISTRIBUTOR MEETS:
Distributor Meets No. of Customers
Daily 0 0
Weekly 18 18
Monthly 82 82
1B
Distributor 0eets
*%
#8%
82%
Dai$1
2ee3$1
0o'th$1

-rom the above data, it shows that Gistributor meets the retailer monthly.
9. ADVERTISEMENT STRATEGY:
Advertisement
Strategy
No. of customers
Good 21 21
Average 43 43
Need to Improve 36 36
30
Advertiseme't Strateg1
2#%
43%
36%
Good
Average
Need to
Imrove
-rom the above collected data, we can say that the maximum of the customers were not satisfied
with the advertisement strategy.
10. DEACTIVATION PROBLEMS:
Deactivation Problems No. of Customers
Yes 59 59
No 41 41


31
Deactivatio' 4rob$ems
5"%
4#%
Yes
No
-rom the above information, we can say that the 3BL of our customers faced the deactivation
problems even after submitting the document and 11L of our customers didn%t face any problems.

11. HIGHEST ACTIVATION THIS MONTH:
Highest Activation No. of customers
Airtel 24 24
Idea 27 27
Vodafone 15 15
Docomo 34 34

3&
)ighest Activatio' &or this 0o'th
24%
2/%
#5%
34%
Airte$
Idea
%oda&o'e
Docomo
-rom the above collected data, we can say that the +1L of our customers have Gocomo has the
highest activation this month, followed by Idea with &<L, (irtel with &1L and Oodafone with
13L.
12. HIGHEST REVENUE SALE THIS MONTH:
Highest Revenue No. of customers
Airtel 30 30
Idea 26 26
Vodafone 20 20
Docomo 24 24
3+
)ighest Reve'ue
3*%
26%
2*%
24%
Airte$
Idea
%oda&o'e
Docomo
-rom the above collected data, we can say that the +0L of our customers have (irtel has the
highest revenue this month, followed by Idea with &6L, Gocomo with &1L and Oodafone with
&0L.
CHAPTER-5
FINDINGS
From the responses of 100 customers the findings can be listed as:
19 (s per findings, )a!ority of the ?espondents were satisfied with the schemes provided
by distributor.
&9 (s per findings, )a!ority of the ?espondents were not satisfied with the recharge
schemes.
31
+9 (s per findings, )a!ority of the ?espondents feels that (irtel is the best competitor for
Idea. Some of them feel that Gocomo is the best competitor.

19 (s per findings, we can say that it has a mixed reaction. Some of the ?espondents are
aware of the updates of schemes and some are not aware of them.
39 (s per findings, )a!ority of our ?espondents have above 300 has highest recharge per
day.
69 (s per findings, )a!ority of the ?espondents were satisfied with the flexibility of
recharges.
<9 (s per findings, )a!ority of the ?espondents are satisfied with the margin
provided by Idea. Some of the ?espondents are expecting more margins from us.
@9 (s per findings, we can say that our distributor meets them monthly.
B9 (s per findings, )a!ority of the ?espondents are satisfied with our advertisement
strategy. Some of the ?espondents are not satisfied with our advertisement strategy.
109 (s per findings, )a!ority of the ?espondents are facing deactivation problems even
after submitting the documents.
119 (s per findings, we can say that Gocomo has the highest activation that month
and Idea comes second.
1&9 (s per findings, we can say that our ?espondent has highest revenue with
Gocomo that month and Idea comes second.

33
RECOMMENDATIONS
(n attempt has been made to suggest to the Idea Cellular ltd a few measures. hese
suggestions have been made within the preview of the data available.
19 Innovative recharge schemes must be introduced to attract the customers.
&9 he company must reach out to the customers to give them updates about the new
schemes.
+9 Innovative efforts must be launched to improve the advertisement strategy.
36
19 Gocuments have to be cleared regularly from the retailers and must give prior
notice to the retailers about the documents which are accepted by company.
39 Innovative packaging can give a company an advantage over
Competitors.
69 (dditional benefits must be given to customers to improve the activations.

QUESTIONNAIRE
8he information furnished by the respondent is strictly for (cademic year purpose only9
Dear Responded, as a part of research, a survey is taken up to study the Customer
Satisfaction towards the Idea cellular ltd. kindly provide the following information.
Aame. =ocation.
(ge. Mender )H-.
219 Is our Gistributor providing enough servicesC FesHAo
2&9 5ow is our recharge schemesC
(9 Mood
3<
B9 (verage
C9 Aeed to Improve
2+9 Since how long you have been using idea cellular ltd C
a9 Below 1 year
b9 Below & years
c9 Below + years
d9 (bove + years
219 (re you aware of our schemes updatesC FesHAo
239 what is your highest recharge per monthC
(9 U300
B9 V300
C9 V1000
269 Is our recharges flexible to youC FesHAo
2<9 5ow many times you visit distributor pointC
(9 Gaily
b9 $eekly
C9 )onthly
2@9 5ow is our advertisement strategyC
(9 Mood
B9 (verage
C9 Aeed o Improve
2B9 Go you have any deactivation problem after submitting the documentsC
FesHAo
2109 (re you satisfying with idea cellular ltd. 'roductsC
a9 5ighly satisfied
3@
b9 Satisfied
c9 )oderate
d9 Gissatisfied
2119 are you facing any network problemsC
a9 Fes
b9 Ao
21&9 are you satisfy with the customer care serviceC
a9 5ighly satisfied
b9 Satisfied
c9 )oderate
d9 Gissatisfied
21+9 why you are using idea cellular ltd.C
a9 -or network
b9 -or brand image
c9 -or offers
d9 -or others
2119 Go you have any suggestionsC
Thank you
BIBLIOGRAPHY
Text Books
'hilips Potler
)arketing )anagement by ?a!anSaxsena
)arketing )anagement by ?amaswamy and Aamakumari
3B
Websites:
www.ideacellular.com
http.HHwww.tradechakra.comHindian/economyHindustriesHtelecom.html
http.HHwww.iimcal.ac.inHcommunityHconsclubHreportsHtelecom.pdf
60