A Comaparive Study of Customer Satisfaction of Airtel and Vodafone As Service Providers in Delhi and NCR Region.

Chapter 1
INTRODUCTION
This chapter explains the nature of the Brands and its business. It begins with a brief
overview of Airtel and Vodafone. It also includes the vision and mission of the two brands,
its presence in the Indian market and the strategies followed by the brands, its strengths and
weaknesses. The contents bring out the aims and obectives of this research work. The scope
of the study has been mentioned and it includes the period of study and volume of work
carried out in the study. It presents a detailed roadmap of how the research has been
conducted. The chapter discusses the details of the research design used, the sampling
techni!ue employed, data collection methods to achieve the obectives and the tools and
techni!ues used for analysing the data. The chapter also throws light upon the research
instrument used. "inally, the hypotheses to be tested during the course of the proect have
been presented.
1.1 Telecom sector in India
In the today#s competitive world communication plays a very important role. $ommunication
has become an integral part of the growth, success and efficiency of any business. This is the
technology that gives a person the power to communicate anytime, anywhere. %ue to
advancement in technology, now communication becomes easy and faster. India&s telecom
sector has shown massive upsurge in the recent years in all respects of industrial growth. The
telecom network in India is the fifth largest network in the world meeting with global
standards. . A revolution in wireless telecommunications began in the first decade of the '(th
century with pioneering developments in wireless radio communications by )ikola Tesla and
1
*uglielmo +arconi. +arconi won the )obel ,ri-e in ,hysics in ./(/ for his efforts. 0ther
highly notable pioneering inventors and developers in the field of electrical and electronic
telecommunications include $harles 1heatstone and 2amuel +orse 3telegraph4, Alexander
*raham Bell 3telephone4, 5dwin Armstrong, and 6ee de "orest 3radio4, as well as 7ohn 6ogie
Baird and ,hilo "arnsworth 3television4. "rom the status of state monopoly with very limited
growth, it has grown in to the level of an industry. 1ith .'8 million telephone networks,
India has one of the largest communication networks in the world, which continues to grow at
a blistering pace. The rapid growth in the telecom sector can be attributed to the various pro9
active and positive policy measures taken by the government as well as the dynamic and
entrepreneurial spirit of the various telecom service providers both in private and public
sectors. The telecom sector has shown impressive growth during the past decade. $ellular
telephone services have achieved great commercial success: because users recogni-e the
mobile telephone access can improve productivity and enhance safety. A new subscriber is
opting for cellular services for personal security, safety and convenience. Today, more
striking features of this growth vi-. increasing preference for mobile phones and higher
contribution of private sector in the incremental growth have pre9dominated the telecom
sector. The share of mobile phones 3including 166 mobile4 has overtaken the share of
landlines with ;'< in the total number of phones. The total number of telephones in the
country stands at /(=.8; million, while the overall teledensity has increased to >?.?'< as of
?. 0ctober '(.? and the total numbers of mobile phone subscribers have reached @>8.=@
million as of 0ctober '(.?. The mobile teledensity had increased to >(./;< in 0ctober '(.?.
In the wireless segment, =./( million subscribers were added in 0ctober '(.?. The wire line
segment subscriber base stood at '/.(@ million.
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India has witnessed the largest growth in the wireless mobile subscriber base worldwide only
next to $hina. "or the urban masses mobile has become a necessity and for the wealthy a
gi-mo to flaunt. Increase in demand and the poor !uality of existing telecommunication
services led mobile service providers to find out ways to improve the !uality of service and to
support more users in their systems. 1ith over /(( million telephone connections, India
remained the world&s second9largest telecommunications market in '(.?, recovering from the
bumpy ride the year before, but made little progress to ump to the next generation of
services. The year under review had already e!uipped the government with a roadmap,
following the release of the )ational Telecom ,olicy of '(.'. But legal issues, like the
ongoing battle over allotment of airwaves, or spectrum, in '((@, kept decision9making in
check. )evertheless, the government did announce some significant initiatives 9 like the
much9awaited policy on mergers and ac!uisitions and permitted .(( per cent foreign
investment in the sector 9 which will drive Indian telecom in the years to come, analysts feel.
+ore importantly, the share of urban subscribers declined from ;'.'( per cent in %ecember
to ;(.'; per cent in 0ctober9end, while rural telecom penetration rose from ?/.;= per cent to
?/.>= per cent in 0ctober. According to analysts, one principal area where the government
faltered in '(.? was in the area of auctioning precious airwaves, or radio fre!uency spectrum.
This, they said, did not materialise in +arch '(.? due to artificially9high reserve price.
)ow, all eyes are on 7anuary '? next year when the next round of spectrum auctions is set to
begin. The government, this time, feels it has kept the reserve price at a moderate level and
hopes it will fetch the exche!uer some A;8( million. The history of Indian telecom can be
started with the introduction of telegraph. The Indian postal and telecom sectors are one of
the world#s oldest. In .@8(, the first experimental electric telegraph line was started
between $alcutta and %iamond Barbour. In .@8., it was opened for the use of the British
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5ast India $ompany. The ,osts and Telegraphs department occupied a small corner of the
,ublic 1orks %epartment, at that time.
2ubse!uently, the construction of =,((( miles 3;,=(( km4 of telegraph lines connecting
Colkata 3then $alcutta4 and ,eshawar in the north along with Agra, +umbai 3then Bombay4
through 2indwa *hats, and $hennai 3then +adras4 in the south, as well
as 0otacamund and Bangalore was started in )ovember .@8?. 1illiam 0&2haughnessy, who
pioneered the telegraph and telephone in India, belonged to the ,ublic 1orks %epartment,
and worked towards the development of telecom throughout this period. A separate
department was opened in .@8= when telegraph facilities were opened to the public.
In .@@(, two telephone companies namely The 0riental Telephone $ompany 6td. and The
Anglo9Indian Telephone $ompany 6td. approached the *overnment of India to
establish telephone exchanges in India. The permission was refused on the grounds that the
establishment of telephones was a *overnment monopoly and that the *overnment itself
would undertake the work. In .@@., the *overnment later reversed its earlier decision and a
licence was granted to the 0riental Telephone $ompany 6imited of 5ngland for opening
telephone exchanges at $alcutta, Bombay, +adras and Ahmedabad and the first formal
telephone service was established in the country. 0n '@ 7anuary .@@', +aor 5. Baring,
+ember of the *overnor *eneral of India&s $ouncil declared open the Telephone 5xchanges
in $alcutta, Bombay and +adras. The exchange in $alcutta named the D$entral 5xchangeD
had a total of /? subscribers in its early stage. 6ater that year, Bombay also witnessed the
opening of a telephone exchange. 6iberalisation of Indian telecommunication industry started
in ./@. when ,rime +inister Indira *andhi signed contracts with Alcatel $IT of "rance to
merge with the state owned Telecom $ompany 3ITI4, in an effort to set up 8,(((,((( lines per
year. But soon the policy was let down because of political opposition. Attempts to liberalise
4
the telecommunication industry were continued by the following government under the
prime9minister9ship of Eaiv *andhi. Be invited 2am ,itroda, a F29based )on9resident
Indian )EI and a former Eockwell International executive to set up a $entre for
%evelopment of Telematics 3$9%0T4 which manufactured electronic telephone exchanges in
India for the first time.

2am ,itroda had a significant role as a consultant and adviser in the
development of telecommunication in India. This was a gateway to many foreign investors to
get entry into the Indian Telecom +arkets. After +arch '(((, the government became more
liberal in making policies and issuing licences to private operators. The government further
reduced licence fees for cellular service providers and increased the allowable stake to >=<
for foreign companies. Because of all these factors, the service fees finally reduced and the
call costs were cut greatly enabling every common middle9class family in India to afford a
cell phone. )early ?' million handsets were sold in India. The data reveals the real potential
for growth of the Indian mobile market. +any private operators, such as Eeliance
$ommunications, Tata Indicom, Vodafone, 6oop +obile, Airtel, Idea etc., successfully
entered the high potential Indian telecom market.
1.2 Airtel
Bharti Airtel Limited founded on > 7uly .//8, by 2unil Bharti +ittal commonly known
as Airtel, is an Indian multinational telecommunications services# company head!uartered in
)ew %elhi, India. It operates in '( countries across 2outh Asia, Africa, and the $hannel
Islands. Airtel has a *2+ network in all countries in which it operates,
providing '*, ?* and =* services depending upon the country of operation. Airtel is
the world&s second largest mobile telecommunications company by subscribers, with over
'>8 million subscribers across '( countries as of 7uly '(.?. It is the largest cellular service
provider in India, with ./'.'' million subscribers as of August '(.?. Airtel is the 2econd
5
largest in9country mobile operator by subscriber base, behind $hina +obile. Airtel is the
largest provider of mobile telephony and second largest provider of fixed telephony in India,
and is also a provider of broadband and subscription television services. Bharti Airtel owns
the Airtel brand and provides the following services under the brand name
AirtelG +obile 2ervices, Broadbandand Telephone 2ervices, 6ong %istance 2ervices and
5nterprise 2ervices 3Telecommunications consulting for corporate4. It has presence in all '?
telecom circles of the country and covers >.< of the current population. Bharti Airtel is the
first Indian telecom service provider to achieve $isco *old $ertification. It also acts as a
carrier for national and international long distance communication services. The company has
a submarine cable landing station at $hennai, which connects the submarine cable
connecting $hennai and 2ingapore.
Airtel operates in all telecom circles of India. Its network is present in 8,.'. census towns
and =8>,(8? non9census towns and villages, covering approximately @;.;< of the country#s
population as of 2eptember '(.'.

Airtel is the largest operator in rural India with @?.@'
million subscribers as of April '(.?. 0n 0ctober ''
nd
'(.' Bharti Airtel, a leading
telecommunications service provider with operations in '( countries across 2outh Asia and
Africa moved up one notch in the world wide ranking to be the fourth largest mobile operator
in the world in terms of subscribers. 0n the network !uality part, Bharti Airtel was the first
telecom operator to start a print campaign in %elhi.
Bharti Airtel has been ranked amongst the top five firms in corporate reputation in India and
second on the innovation parameter amongst all companies. It became the fastest private
telecom company in the world to cross the 8( million mark and entered the league of top five
mobile companies in the world in the year '((>. 5stablished in ./@8, Bharti has been a
pioneering force in the telecom sector. 1ith many firsts and innovations to its credit, ranging
6
from being the first mobile service in 7aipur, first private basic telephone service provider in
the country, first Indian company to provide comprehensive telecom services outside India in
2eychelles and first private sector service provider to launch )ational 6ong %istance 2ervices
in India. The $ompany is also implementing a submarine cable proect connecting $hennai9
2ingapore for providing international bandwidth. .Bharti 5nterprises also manufactures and
exports telephone terminals and cordless phones.
,ioneering force in the telecom sector with many firsts and innovations to its credit, Bharti
provides a range of telecom services, which include $ellular, Basic, Internet and recently
introduced )ational 6ong %istance. Bharti also manufactures and exports telephone terminals
and cordless phones. Apart from being the largest manufacturer of telephone instruments in
India, it is also the first company to export its products to the F2A. Bharti is the leading
cellular service provider, with a footprint in .; states covering all four metros. It has over .'
million satisfied customers. Bharti 5nterprises has successfully focused its strategy on
telecom while straddling diverse fields of business. "rom the creation of Airtel, one of India#s
finest brands, to becoming the largest manufacturer and exporter of world class telecom
terminals under its Beetle brand, Bharti has created a significant position for itself in the
global telecommunications sector. Bharti Tele9Ventures is today acknowledged as one of
India#s finest companies, and its flagship brand Airtel, has over .' million customers across
the length and breadth of India. 1hile a oint venture with Tele Tech Inc., F2A marked
Bharti#s successful foray into the $ustomer +anagement 2ervices business, Bharti
5nterprises# dynamic diversification has continued with the company venturing into telecom
software development. Eecently, Bharti has successfully launched an international venture
with 56 Eoths# child *roup owned 56E0 Boldings India 6td., to export fresh Agri products
exclusively to markets in 5urope and F2A D1hat other operators have achieved in one to
7
two years, Bharti has done in ust over a month. In 7uly'((', one out of every two people
buying a mobile across India chose Airtel. 1e are truly proud to be spearheading the mobile
revolution in the country.D9 2unil Bharti +ittal, $hairman, Bharti Tele9Ventures in '(('.
Airtel is focused on functionality and efficiency. Airtel chooses to use music for
advertisement.
0n .@ )ovember '(.(, Airtel rebranded itself in India in the first phase of a global
rebranding strategy. The company unveiled a new logo with &Airtel& written in lower case.
%esigned by 6ondon9based brand agency, The Brand Fnion, the new logo is the letter &a& in
lowercase, with &Airtel& written in lowercase under the logo. 0n '? )ovember '(.(, Airtel&s
Africa operations were rebranded to &Airtel&. 2ri 6anka followed on '@ )ovember '(.( and
on '( %ecember '(.(, 1arid Telecom rebranded to &Airtel& in Bangladesh. Bharti Infratel is
the only telecom tower company, which has installed almost ? +1T of solar capacity on
their network, generating more than 8 million units of electricity every year. The *reen
Towers ,> program is scoped for '',((( tower sites 3primarily rural areas having low or
no *rid ,ower availability4 out of which 8,8(( sites have already been implemented in the
first year as a part of this ?9year program. 0nce completed, the initiative will reduce diesel
consumption by ;; million litres per year with a significant carbon dioxide reduction of
around .8(,((( +T per year. Bharti Infratel bagged the '(.. &*reen +obile Award & at the
*2+A +obile 1orld $ongress at Barcelona and was also awarded the '(.( innovative
infrastructure company of the year award at the $)B$ Infrastructure Awards for this
groundbreaking initiative. Bharti remains the first company in the world to introduce the
practice of sharing of passive infrastructure by collaborating with their competition to share
mobile towers and to reduce the collective carbon footprint of the industry. This has become
a subect of case studies in institutions including the Barvard Business 2chool.
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1.21 Vision and Mission
A. Vision The main vision of Bharti Airtel is to provide global telecom services and delight
customers. H1e at Airtel always think in fresh and innovative ways about the needs of our
customers and how we want them to feel. 1e deliver what we promise and go out of our way
to delight the customer with a little bit more.I
B. Mission
i. To provide error free service delivery.
ii. To provide innovative products and services.
iii. To achieve cost efficiency.
iv. To provide unified messaging solutions.
1.22 Or!anisation str"ct"re
Airtel initial corporate structure concentrated on the hierarchy of the operations inside the
company as a whole. The structure depicted the corresponding operationJregion of different
in9charges and it didn&t hold anyone responsible for each of its services. 2o, the company
found it better to restructure its corporate hierarchy. The transformed organisational structure
has two distinct $ustomer Business Fnits 3$BF4 with clear focus on B'$ 3Business to
$ustomer4 and B'B 3Business to Business4 segments. Bharti Airtel B'$ business unit will
comprehensively service the retail consumers, homes and small offices, by combining the
erstwhile business units 9 +obile, Telemedia, %igital TV, and other emerging businesses
9
3like +9commerce, +9health, +9advertising etc.4. The B'$ organi-ation will consist of
$onsumer Business and +arket 0perations.
Chairman
#"nil Bharti Mittal
7+% and $50 3India4
*opal Vittal

+% and $50
3International4
+ano Cohli
%irector9 $onsumer
Business
2rinivasan *opalan
%irector and $50,
*lobal Voice and
%ata Business
Aay $hitkara

%irector 9 Buman
Eesources
TB%
2upply $hainK
%irector, +arket
0perations
Aai ,uri
%irector 9 5nterprise
and *overnment
+anish ,rakash

%irector )etwork
2ervices *roup
7agbir 2ingh
$"0
)ilanan Eoy
%irector 9$ustomer
5xperience
Eaghunath +andava
$509 %TB
2hashi Arora

%irector
6egal and Eegulatory
7yoti ,awar
$I0
Barmeen +ehta

K+oti *yamlani 3*lobal Bead L 2upply $hain 4 reports to the +% of Bharti Airtel
6td with direct responsibility for India 2$+ function

10
$i!"re 1.1% Or!anisation #tr"ct"re o& Airtel
1.2' Mar(et share o& Airtel Airtel has a market share of '@.(.< in the industry of telecom
sector of India.
1.2) #tren!ths and *ea(nesses o& Airtel
A. #tren!ths
i. Biggest mobile service provider in world#s second largest telecom market.
ii. 1ell9established nationwide infrastructure.
iii. Bigh brand e!uity.
iv. 2uperior overall network !uality and reliability.
B. *ea(nesses
i. Bigh competition in the telecom market.
ii. %ebt and finances.
iii. 6ate adoption of ?* and advanced wireless technologies.
1.2+ Compan,-s Core Val"es
The core values that govern the working of the company are as followsG
a. 5mpowering ,eople 9 to do their best
b. Being "lexible 9 to adapt to the changing environment and evolving customer needs
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c. +aking it Bappen 9 by striving to change the status !uo, innovate and energi-e new
ideas with a strong passion and entrepreneurial spirit
d. 0penness and transparency 9 with an innate desire to do good
e. $reating ,ositive Impact L with a desire to create a meaningful difference in society.
1.2. Compan,-s O/0ecti1es23oals
a. To undertake transformational proects those have a positive impact on the society
and contribute to the nation building process.
b. To %iversify into new businesses in agriculture , financial services and retail business
with world9class partners
c. To lay the foundation for building a HconglomerateI of future
1.24 5rod"ct ran!e
The various services being offered by Airtel are as followsG
a. 5repaid6 5ost%paid6 Val"e%added ser1ices Airtel operates in all telecom circles of India.
Its network is present in 8,.'. census towns and =8>,(8? non9census towns and villages,
covering approximately @;.;< of the country&s population as of 2eptember '(.'.

Airtel is
the largest operator in rural India with @?.@' million subscribers as of April '(.?.
/. *i%$i #er1ices Airtel has plans to launch 1i9"i services in India. It intends to start
offering 1i9"i services in %elhi )$E, +umbai and Bangalore in initial phase. All plans will
be on secure wireless broadband internet with unlimited usage and will be session or time
based. Fsers can use the service by finding a hotspot, selecting &Airtel 1i9"i Mone&, activating
the voucher and then login to start browsing. Airtel intends to partner with establishments to
12
set up hotspots which will be termed 1i9"i Bangout for an establishment owner and 1i9"i
,artner for the cafN and restaurant owners. Airtel 1i9"i ,artners can offer services at -ero
investments and can earn commission on every 1i9"i session sold
c. Airtel Mone, Airtel has started a new m9$ommerce platform called Airtel +oney in
collaboration with Infosys and 2mart Trust 3now *iesecke and %evrient4. The platform was
launched on 8 April '(.', at Infosys& head!uarters in Bangalore. Fsing Airtel +oney, users
can transfer money, pay bills and perform other financial transactions directly on the mobile
phone. It has an all India presence. $ertain charges are levied per Airtel +oney transaction.
d. #mart Dri1e 2mart %rive is navigation app exclusive to Airtel customers. The app
features voice9based turn by turn navigation, real time information update on traffic,
approximate time of the travel on the basis of the traffic situation on the various routes and
also lets users see their location on the map and plan the ourney accordingly. It also suggests
the subscriber an alternate route in case of traffic congestion on the normal route. According
to Airtel, 2mart %rive calculates the traffic on the basis of the number of *,2 devices used
on a particular road, their average speed, as well as historical trends of traffic on that route.
2mart %rive also allows users to search for points of interest like restaurants, theatres and
shopping malls. The app also allows users to keep a record of all trips they make when using
voice navigation for later reference through the &Trip Eecorder& feature, 1ikipedia
information of places for which information is available and the ability to add fre!uently
visited locations to favourites, in addition to weather information about the place.
e. Net7or( 89perience Centre Airtel has a )etwork 5xperience $entre 3)5$4 which
observes end to end customer experience, in near real time, along with the standard network
elements on Airtel&s operations. The )5$ houses a video wall with ?;(( s!uare feet of solid
state 65% screen to monitor Airtel&s telecom network. This is the world&s biggest video wall
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for a telecom operator. 5ach cube in this wall is ..;mx..' m and there are .>8 cubes arranged
in a '8x> matrix. The clear span of the roof is =/ m x .@ m and the beams, which are
fireproof and about @ feet deep, have been specially designed to hold the structure without
columns. The )5$ was designed specifically to be used as a command centre in case of
national emergencies and natural catastrophes. The facility is earth!uake proof and also
provides for a single control of command and a fully redundant technology layout.
&. i5hone '3 The i,hone ?* was rolled out in India in '((@ by Airtel. Bowever, high prices
and contract bonds discouraged consumers and it was not as successful as the i,hone is in
other markets of the world. Airtel introduced the i,hone = on '> +ay '(.. and the i,hone
8 on ' )ovember '(.'.
!. Di!ital Tele1ision The %igital TV business provides %irect9to9Bome 3%TB4 TV services
across India under the brand name Airtel digital TV. It started services on / 0ctober '((@
and had about >./ million customers at the end of %ecember '(.'.
1.' Voda&one
Voda&one 8ssar, previously Butchison 5ssar is a cellular operator in India that covers .;
telecom circles in India. 0n 2eptember '(, '((> Butch was rebranded to Vodafone in one of
the biggest brand transition exercises in recent times. The rebranding campaign was created
by 0gilvy and +ather, India who created the popular advertisement campaign for B56
3Butchison 5ssar 6imited4 with a pug. After successfully rebranding Butch as Vodafone,
Vodafone 5ssar started expanding its presence in India. %espite the official name being
Vodafone 5ssar, its products are simply branded Vodafone. Vodafone 5ssar started its
operations in India in .//= and is under the Vodafone *roup. The company Vodafone 5ssar
6imited has become one of the leading companies in the telecom sector in India due to its
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high standard of services that it provides to its customers. It offers both prepaid and post paid
*2+ cellular phone coverage throughout India and is especially strong in maor metros. It is
owned by Vodafone 8'<, 5ssar group ??< and other Indian nationals .8<. It is the world&s
third9largest mobile telecommunications company measured by both subscribers and '(..
revenues 3in each case behind $hina +obile4 and had =?/ million subscribers as of %ecember
'(... A product with many different features provides customers with opportunities to chat,
play games, send and receive pictures, change ring tones, receive information about travel
and sporting events, obtain billing information 9 and soon view video clips and send video
messages. 1hereas, Vodafone live provides on9the9move information services. Vodafone
India provides '.>8* services based on /(( +B- and .@(( +B- digital *2+ technology.
Vodafone India launched ?* services in the country in the 7anuaryL+arch !uarter of '(..
and plans to spend up to A8(( million within two years on its ?* networks. The marketing
campaigns of Vodafone include Moo-oos, BlackBerry Boys, ,ug 3network campaign4, $hota
Eecharge, %elights, etc. It offers both prepaid and post paid *2+ cellular phone coverage
throughout India and is especially strong in the maor metros. Vodafone#s 1ire line 2ervices
are backed by a state9of9the9art network infrastructure, comprising of over .'(,((( km of
strong fibre backbone, over ?(( ,ops spread across more than .?( cities and a )etwork
0perations $entre for '=x> performance management. Vodafone 5ssar 6imited has received
many awards over the years such as the Best +obile 2ervice in India, +ost 5ffective and
+ost $reative Advertiser of the Oear, and +ost Eespected Telecom $ompany. Vodafone
works with icons such as %avid Beckham to communicate its brand values. The !uestion that
arose was 1hy %avid BeckhamP 1as it because he is a legendary footballer but is that allPP
)o, he is also a fashion icon and he appeals to many females because of his lifestyle and
fashion icon. Advertising on TV, on billboards, in maga-ines and in other media outlets
reaches large audiences and spreads the brand image and the message very effectively. This
15
is known as above the line promotion. 2tores have special offers, promotions and point of
sale posters to attract those inside the stores to buy. Vodafone#s stores, its products and its
staff all proect the brand image. Vodafone actively develops good public relations by
sending press releases to national newspapers and maga-ines to explain new products and
ideas. Vodafone 5ssar is one of the topmost companies in the telecom sector in India and is
well known for the best !uality of products and services offered to its customers. And this is
the reason that the customer base of the company Vodafone 5ssar 6imited has been
increasing at a very rapid pace. The company is planning to launch low price cell phones in
the country and also expand its operations. This is sure to help the company Vodafone 5ssar
to grow and prosper even more in the future. Vodafone Angel 2tore is a first of its kind retail
concept store, that is completely managed and run by women employees, including security,
pantry staff, customer service resources and management level personnel. As of ? 2eptember
'(.?, there are .; Vodafone Angel 2tores across .= states of India. 2tores are currently
operating in Agra, Ahmadabad, Bhubaneswar, $hennai, %elhi, *oa, Baryana, Byderabad,
7aipur, Cerala, Colkata, 6ucknow, +umbai, +ysore, ,une, 2hillong, Vadodara and Eakot.
According to +arten ,ieters, +anaging %irector and $50, Vodafone India, DThe Angel
2tores are a part of Vodafone#s commitment to provide our women employees with one of
the most secure and productive work environment. Additionally, our women customers feel
more welcomed while visiting the store.I
$ompetitive Analysis Vodafone has veered towards warmth and emotions. Vodafone uses the
powerful visual aspect of advertisement like M00M00 and emotional aspect of dog. They are
targeting middle class persons as well the elite as their target audience. MooMoos are the latest
creation of Vodafone ads, showed during I,6 matches. It was created by 0gilvy and +ather,
an international advertising, marketing, and public relations agency. It is aimed at showing
16
various value added services of Vodafone. ?( TV commercials for MooMoo were shot in .(
days. In 2eptember '(.(, an investigation by Private Eye maga-ine revealed certain details
of Vodafone&s tax avoidance activities. It was reported that Vodafone routed the ac!uisition
of +annesmann through a 6uxembourg subsidiary, set up to avoid paying tax on the deal,
and continued to place its profits in 6uxembourg. "ollowing a long legal struggle
with B+E$ 3during which a senior B+E$ official, 7ohn $onnors, switched sides to become
head of tax at Vodafone4, it was eventually agreed that Vodafone would pay Q..'8 billion
related to the ac!uisition. Based on Vodafone&s accounts, experts have estimated the potential
tax bill written off as a result of the negotiations was over Q; billion.
The news of this legal tax avoidance sparked angry protests, beginning in 0ctober '(.( and
ongoing as of April '(.., outside Vodafone shops across the FC, organised under the banner
of FC Fncut. The first protests caused the simultaneous closure of over a do-en stores,
including the flagship 0xford 2treet branch.
In '(.., ,rivate 5ye maga-ine and The Bureau of Investigative 7ournalism alleged that
Vodafone&s 2wiss branches were run by a single part9time bookkeeper. The report claimed
hardly any business was done from there, indicating that the main purpose of the Mug office
was tax avoidance. The report claimed the money was borrowed from the 2wiss branch of the
6uxembourg company allowing it to take advantage of 6uxembourg#s laws, which exempts
foreign branches of companies from tax, and 2wiss laws, which almost completely exempt
local branches of foreign companies. According to the expose, this would have otherwise
generated a British tax bill on a little over Q' billion. It said Vodafone publishes a single,
combined set of accounts for its 6uxembourg subsidiaries and their 2wiss branches. "or the
one company, profits worth Q..; billion were taxed at less than one per cent in '(.., and the
profits are likely to have been attributed to 2wit-erland. In its response to these allegations,
17
Vodafone has said the 2wiss branch has not been involved in Vodafone#s global financing for
a number of years. It is, therefore, irrelevant in respect to global financing arrangements.
1.'1 Vision and Mission
A. Vision The vision of Vodafone is to be the world#s mobile communication leader L
enriching customers# lives, helping individuals, businesses and communities be more
connected in a mobile world.
B. Mission
i. To enhance value for the stakeholders and contribute to society by providing
customers with innovative, affordable and customer friendly communication service.
ii. Through excellence in their services Vodafone aspires to be the most respected and
successful telecommunications company in India.
iii. They aspire to help people of the world to have fuller lives L both through their
services and through the impact they have on the world around them.
1.'2 Or!anisation str"ct"re
NAM8 TITL8
+r. +arten ,ieters $50
+r. Analit 2ingh )on95xecutive $hairman and ,artner
+r. 2unil 2ood $hief 0perating 0fficer
18
+r. Vittorio A. $olao Independent %irector and $hief 5xecutive
0fficer of Vodafone *roup

Ta/le 1.1% Or!anisation #tr"ct"re o& Voda&one
1.'' Mar(et share o& Voda&one Vodafone has a market share of ''.=;< in the industry of
telecom sector of India as on 7anuary '(.?.
1.') #tren!th and *ea(nesses o& Voda&one
A. #tren!ths
i. It is one of the most popular cellular service providers in India.
ii. Bigh brand visibility.
iii. 2trong advertising with MooMoo concept.
iv. Vodafone is the only Indian operator, with V2)6, that has an international submarine
cable.
B. *ea(nesses
i. Fntapped Eural +arket.
ii. ,rice competition from B2)6 and +T)6.
1.'+ Compan,-s Core Val"es Vodafone claims to be obsessed with giving exceptional
customer service. It is hands9on, positive and always looking for fresh ways to deliver. The
essence of who they are underpins their core values. And by listening to the people, they&ve
found that three things sum up what they&re all aboutG
19
a. 2peed L we#re focused on bringing innovative new products and services onto the market
!uickly
b. 2implicity L we make things easy for our customers, partners and colleagues
c. Trust L we#re reliable and transparent to deal with
1.'. Compan,-s O/0ecti1es2 !oals
a. To focus on the customer and lead the product
b. 2taying as a leading brand
1.'4 5rod"ct Ran!e
The various services being offered by Vodafone are as followsG
a. 5repaid6 5ost%paid6 Val"e%added ser1ices Vodafone owns and operates networks in '.
countries and has partner networks in over =( additional countries. Its Vodafone *lobal
5nterprise division provides telecommunications and IT services to corporate clients in over
;8 countries.
/. Voda&one Mo/ile connect U#B Modem Vodafone +obile $onnect F2B
+odem branded as Vodem is a product of Vodafone that connects to the broadband internet.
It is connected to the computer via F2B which makes the product usable to virtually any
computer, desktop or laptop.
c. Mo/ile mone, trans&er ser1ice In +arch '((>, 2afari com, which is part owned by
Vodafone and the leading mobile communication provider in Cenya, launched a mobile
payment solution developed by Vodafone. +9,52A is aimed at mobile customers who do not
have a bank account, typically because they do not have access to a bank or their income is
20
insufficient to ustify a bank account. The +9,52A system allows customers to deposit and
withdraw cash via local agents, and transfer money to other mobile phone users via 2+2. In
"ebruary '(.', Vodafone announced a worldwide partnership with Visa. DThe Vodafone
mobile wallet represents the next stage of the smart phone revolution,D says Vittorio $olao,
Vodafone&s group $50. This will enable Vodafone subscribers to pay for goods and services
using their mobile phones instead of coins and banknotes.
d. m:ealth #er1ices In )ovember '((/, Vodafone announced the creation of a new
business unit focused on the emerging mBealth market 3the application of mobile
communications and network technologies to healthcare4. 0ne of its early success stories is
with the )ovartis9led D2+2 for 6ifeD proect in Tan-ania, for which Vodafone developed and
deployed a text9message based system that enables all of the country#s =,;(( public health
facilities to report their levels of anti9malarial medications so that stock level data can be
viewed centrally in real9time, enabling timely re9supply of stock. %uring the 2+2 for 6ife
pilot, which covered .'/ health facilities over six months, stock9outs dropped from ';< to
(.@<, saving thousands of lives. Vodafone has also been active in mBealth from a
philanthropic perspective. The Vodafone *roup "oundation is a founder member of the
mBealth Alliance, supporting the adoption of mBealth through policy research and advocacy
and the development of interoperable and sustainable mBealth solutions.
e. Voda&one Li1e Vodafone live is a service by which you can use internet on your mobile
and access 1A, enabled sites. Vodafone&s advanced +obile R9change email and messaging
services enhance collaboration and keep the colleagues in sync wherever they are. 1ith its
robust nationwide and global network infrastructure, Vodafone has the data and voice
solutions to meet the connectivity needs, whatever they are. Based on Vodafone#s global
21
expertise of the machine9to9machine arena, we customise each solution to suit your business
needs.
1.) O/0ecti1e o& the st"d,
The basic obective of this research is to study the factors that lead to customer satisfaction
while choosing between Airtel and Vodafone as service providers in %elhi and )$E region.
+oreover the specific obective isG
a. To determine the factors that lead to customer satisfaction in Vodafone and Airtel.
b. To compare the customer satisfaction level of for Vodafone and Airtel as service
providers.
c. To give recommendation to Airtel and Vodafone so as to improve their services.
1.+ #cope o& the #t"d,
The focus of the study is limited to the study of consumer behaviour of Airtel and Vodafone
as service providers# thorough examination of prior research work and secondary data on the
subect to be undertaken. ,rimary data is proposed to be collected during "ebruary L +arch
'(.=, to identify the factors of delight. The reliability and validity of the survey instrument
shall be established using 2,22 to calculate $ronbach Alpha. The study is focused on the
telecom sector. *eographically study is confined to %elhi and )$E region. . A sample of .((
plus respondents is proposed to be studied for this research. The main scope of this study is to
22
study the comparison between the customer satisfaction of Airtel and Vodafone as service
providers.
1.. Research Methodolo!,
To achieve the above obectives, it was important to prepare a detailed roadmap of how the
research had to be conducted. This section discusses the details of the research design used,
the sampling techni!ue employed, data collection methods to achieve the obectives and the
tools and techni!ues used for analysing the data. The research instrument used and its
reliability have also been presented in the succeeding paragraphs.
1..1 Data collection Both primary and secondary data collection methods will be employed
to conduct the research work. The survey shall be carried out by means of a self9
administered, structured !uestionnaire.
0ther data collection toolsG
a. Articles
b. Eesearch ,apers
c. Interaction and feedback of customer
1..2 #amplin! Techni;"e Bayes 3'((@4 suggested that sometimes for organi-ationsJfirms
that have tens of thousands of customers, it is not possible to get survey data from all their
customers. In fact, for getting the reliable picture of customer#s level of satisfaction and
loyalty, it may not be necessary to survey each and every client. The best approach to analy-e
views of a particular land, community or large number of people about a specific product or
service is to develop a sample. This sample represents the entire population. Eesults from
these samples are used to calculate the customer satisfaction and loyalty for particular
product or service. The sampling techni!ue chosen for the research work is non9probability
convenience sampling. This is because respondents were selected based on their availability
23
for the study. 2ampling units are customers of Vodafone and Airtel residing in %elhi and
)$E region.
1..' Data Anal,sis The above aims and obectives were achieved using the methods of
statistical analysis and through investigation of primary and secondary data. The collected
data was analysed by using 2,22 software package.
1..) Tools Used %ata was coded and tabulated using +2 5xcel. 2,22 was used to check
reliability of the research instrument and to carry out the paired T test of the proect.
The research methodology can be summarised as underG
5op"lation $ustomers of Vodafone and Airtel
#amplin! &rame All customers of Vodafone and Airtel ,%elhi and )$E
Eegion
#amplin! "nit 2ample unit will be the network users of Vodafone and
Airtel and they were chosen on the basis of
convenience sampling.
#ample si<e .(( plus 35xpected4
#amplin! Techni;"e $onvenience 2ampling
T,pe o& ;"estions $losed ended !uestions
#tatistical tool ,aired T test
Ta/le 1.2 % Research Methodolo!,
1.4 :,pothesis
24
The hypothesis that is proposed to be tested during the course of this research work is listed
in this section.
1.=1 Association /et7een the c"stomer satis&action o& Voda&one and Airtel
B.
(
G There is no significant difference between the customer satisfaction of Vodafone and
Airtel.
B.
.
G There is a significant difference between the customer satisfaction of Vodafone and
Airtel.

25
Chapter 2
LIT8RATUR8 R8VI8*
The focus of this literature review is on the theories and studies associated with the factors
affecting the customer satisfaction while choosing for a telecom service provider. It
endeavours to determine the factors that influence and are used to measure customer
satisfaction in telecom service sectors. All these concepts have been explained using
secondary research on literature available from other researchers.
2.1 A criti;"e on pre1io"s research on C"stomer satis&action in the Telecom sector in
India
The growth in demand for telecom services in India is not limited to basic telephone services.
India has witnessed rapid growth in cellular, radio paging: value added services, internet and
global communication by sated item 3*+,$24 services. The agents of change, as observed
from international perspective, have been broadly categori-ed into economic structure,
competition policy and technology. 5conomic reforms and liberali-ation have driven telecom
sector through several transmission channels of which these three categories are of maor
significance.
26
R.C. Upadh,a,a and Vash"ndhra #harma >2?12@ in their paper titled SA Comparati1e
#t"d, O& Telecomm"nication #er1ice 5ro1iders B#NL And Airtel Operatin! In
37alior Di1ision India- state India&s telecom sector has shown massive upsurge in the
recent years in all respects of industrial growth. "rom the status of state monopoly with very
limited growth, it has grown in to the level of an industry. $ellular telephone services have
achieved great commercial success: because users recogni-e the mobile telephone access can
improve productivity and enhance safety. A new subscriber is opting for cellular services for
personal security, safety and convenience. Increase in demand and the poor !uality of
existing telecommunications landline services.
Ali Mohammadi6 Aa1eh Ali(hani6 :ose,n #ariri6 $ari/or< 5arandin6 Mehrshad #hamsi
>2?12@ in their paper titled BThe Comparison o& 3lo/al Optimi<ation Methods &or Desi!n
o& Time #i!nal in Di!ital Telecomm"nication and Introd"ction o& L#A Al!orithm- state
that in digital telecommunication to send symbols corresponding with each symbol, a time
signal is sent and in receiver side, these signals being gathered by channel noise are received
and demodulated. %emodulation is gaining components of time signals on base vectors.
According to the achieved components, the receiver detects the sent symbol. The noise
causes error in detection and in this way optimi-ation e!uation reduces error probability. The
way to define the sent signals in vector space has direct link with error probability and by
good selection, we can minimi-e this error. The design of two9dimensional optimi-ed signals
in digital telecommunication was analy-ed and simulated by three global optimi-ation
methods. According to the results of simulation, +626 algorithm does better and had access
to better results.
27
A study titled B89plorin! the Relationships amon! #er1ice C"alit,6 #atis&action6 Tr"st
and #tore Lo,alt, amon! Retail C"stomers- was conducted by #hpetim >2?12@. The study
aimed to investigate the relationships among service !uality, satisfaction,trust, and store
loyalty in a retailing context.The focus of this study was to identify what consumers consider
to be important in terms of the services they receive in a retail setting, and to explore possible
explanations of consumer attitudes and intentions 3customer satisfaction, customer trust, and
customer loyalty4 due to the perceived services !uality. An integrated model which provided
a clear structure of service !uality and its impacts on customer satisfaction, customer trust,
and customer loyalty in the retailing setting was presented in the study. $onfirmatory factor
analysis 3$"A4 and structural e!uation modelling 325+4 were used to analyse the data
collected from a sample of '8@ respondents and to empirically test the relationships among
model constructs. The study uncovered relationships between service !uality and customer
satisfaction, trust, and loyalty, which retailers can effectively use to allocate their resources
and develop a rational plan to improve their service !uality under specific business
circumstances.
Doita #en >2?11@ in her paper titled B Rapid emer!ence o& Indian Telecom on the 7orld
map A st"d, to e9plore &actors acco"nta/le &or !allopin! !ro7th o& mo/ile ser1ices in
India- confirms that the most important factors contributing to the success story of mobile
growth is *%, and number of players. Bowever, it invalidated the belief that rising
demographics kindle mobile subscriptions.
5ro&. Chetan 3. Cha"dhari >2?11@ in his paper titled BDeterminants o& C"stomer-s
Dissatis&action &or mo/ile ser1ices- identifies that although the wireless telecommunication
28
services market is growing drastically, mobile service churn is at alarming stage in India. The
most prominent reason for switching mobile services was found to be dissatisfaction with the
mobile services. *rowing customer dissatisfaction in mobile services are attributed to many
factors9 insufficient network coverage, poor connectivity, call drops etc.
Ashish Dash and #"(esh A"mar >2?11@ in their paper titled BUnderstandin! Users o&
Mo/ile #er1ices in R"ral Area A case o& Bishal(hinda 1illa!e in Odisha- estimate that
the telecom sector has witnessed significant changes in the policy approach, during the last
two decades. %ash estimated price elasticises of usage demand for cellular phone services in
India for prepaid and post paid subscribers of various categories of circles using panel data.
The findings of this study indicate that the welfare implications of price changes were
positive for India during the study period in '((@.
Aana!asa/ai Aa0endra >2?1?@ in his paper titled SC"stomer 5erception o& Deli1ered
Val"e A #t"d, o& C"stomers and Vendors o& Mo/ile 5hones- state that reactive
marketers wait to respond to changes as they occur, such as when they are asked by
customers. In contrast, proactive marketers actively influence the changes in the customer#s
desired value by helping the customers interpret the changes in their environment and
respond to those changes.
Oli1er >2?1?@ in his paper titled B#atis&action A Beha1io"ral 5erspecti1e on the
Cons"mer- brought out that satisfaction was the consumer#s fulfilment response. Be
amplified that it was a udgement that a productJservice feature, or the product or service
itself, provide 3or is providing4 a pleasurable level of consumption9related fulfilment,
including levels of over or under fulfilment.
29
#hr"ti Dain and Airti #7ar"p >2??E@ in their paper titled B8&&ect o& ad1ertisin! on
enhancin! Brand personalit, and cons"mer /",in! decisions A case o& Voda&one% A
0o"rne, &rom p"! to FOOFOO- state that consumers perceive the brands on the dimensions
that typically captures personality of individuals and extent to the domain of brands. The case
study in the paper depicts the advertising strategies of Vodafone: how they have moved from
one campaign to other to influence the brand personalities and carving a market position, it
has also gained competitive advantage along with opening of new segment for the company.
The paper also reflects that the youngsters were the segment which was able to relate to the
personality of M00M00.
#hi(ha O0ha >2??E@ conducted a study on GCons"mer A7areness o& VA# o& Telecom
#ector o& IndiaH. 2he analy-ed the contribution of the mobile phone services not only at the
national or state level, but also its involvement in an individual&s life. 2he found out that the
less number of users are aware of all the VA2 provided by the service providers and thus the
companies should focus on the awareness campaign.
#eth et al >2??=@6 in his study titled GMana!in! the C"stomer 5ercei1ed #er1ice C"alit,
&or Cell"lar Mo/ile Telephone an 8mpirical In1esti!ationI analy-ed that there is relative
importance of service !uality attributes and showed that responsiveness is the most
importance dimension followed by reliability, customer perceived network !uality,
assurance, convenience, empathy and tangibles. This would enable the service providers to
focus their resources in the areas of importance. The research resulted in the development of
a reliable and valid instrument for assessing customer perceived service !uality for cellular
mobile services.
30
3In!Jr >2??4@ in his paper titled B8motional #atis&action o& C"stomer Contacts- has
identified four dimensions as part of the customer satisfaction and loyalty processG
5motional, $ognitive, Transactional and *eneral satisfaction. According to him, while
cognitive satisfaction represented the rational and thinking side of the satisfaction: emotional
satisfaction represented the experiential and feeling side. *eneral satisfaction represented the
overall satisfaction of customers, whereas transactional satisfaction represented the last
transactions, namely the satisfaction with last contact with firms.
Anita #eth >2??4@ in his study on HC"alit, o& ser1ice parameters in cell"lar mo/ile
comm"nicationH developed a model of service !uality and a set of dimensions for
comparative evaluation which could provide useful directions to regulators and service
providers. 2he explains that in electronic age, the need to manage customer relationships for
profit is a marketing dilemma that many telecommunication companies face.
3irish Tane0a and Neera0 Aa"shi( >2??4@ conducted a study on GC"stomers perception
to7ards Mo/ile ser1ice pro1iders An anal,tical st"d,H aims to deduce the factors that
customers perceive to be the most important while utili-ing the services of a mobile service
provider. They throw light on the factors that contributed to the growth of telecom sectors.
The studies various initiatives take by government in lien of liberali-ation, privati-ation and
de9monopoli-ation initiatives. The trend is expected to continue in the segment as prices are
falling as a result of competition in the segments. The beneficiaries of the competition are the
consumers who are given a wide variety of services.
31
Aalpana and Chinnad"rai >2??.@ in their study titled G5romotional #trate!ies o& Cell"lar
#er1ices A C"stomer 5erspecti1eH analy-ed that the increasing competition and changing
taste and preferences of the customer#s all over the world are forcing companies to change
their targeting strategies. The study revealed the customer attitude and their satisfaction
towards the cellular services in $oimbatore city
Marine and Blanchard >2??+@ identifies the reasons for the unexpected boom in mobile
networks. According to them, cell phones, based on *lobal 2ystem for +obile
$ommunication 3*2+4 standard re!uire less investment as compared to fixed lines. Besides
this, a wireless infrastructure has more mobility, sharing of usage, rapid profitability. Besides
this, usage of prepaid cards is the extent of /(< simplifies management of customer base.
+oreover, it is suitable to people#s way of life9rural, urban, and sub9urban subscribers.
According to a paper released by the Associated Cham/ers o& commerce and Ind"str, o&
India >2??+@ it is stated that ?(< of the new mobile subscribers added by the operators
worldwide will come from India by '((/..(< of the third generation 3?*4 subscribers will
be from India by '(.., Indian handset segment could be between F2 A .? billion and F2 A
.8 billion by '(.;.It offers a great opportunity for e!uipment vendors to make India a
manufacturing hub. Indian infrastructure capital expenditure on cellular e!uipment will be
between .( to '(< of the investment that will be made by international operators by '(.8.
The other proposals included setting up of hardware manufacturing cluster parks, conforming
to global standards and fiscal incentives for telecom manufacturing among others.
B. :a,es >2??=@ in his book titled Meas"rin! C"stomer #atis&action and Lo,alt, #"r1e,6
Desi!n6 Use and #tatistical Anal,sis Methods states that while cognitive satisfaction
represented the rational and thinking side of the satisfaction: emotional satisfaction
32
represented the experiential and feeling side. *eneral satisfaction represented the overall
satisfaction of customers, whereas transactional satisfaction represented the last transactions,
namely the satisfaction with last contact with firms.
#. Tha("r and A. 5 #in!h >2?126 Ma,@ in their paper titled Brand ima!e6 c"stomer
satis&action and lo,alt, intention a st"d, in the conte9t o& cosmetic prod"ct amon! the
people o& Central India state that satisfaction was the consumer#s fulfilment response. Be
amplified that it was a udgement that a productJservice feature, or the product or service
itself, provide 3or is providing4 a pleasurable level of consumption9related fulfilment,
including levels of over or under fulfilment. They mention that the most significant
development since ./// has been the progressive reduction in tariffs which has been
facilitated by competition through multi operator environment. The most dramatic reduction
in tariff has been from very high Es. .; per minute to Es. ' per minute.
A.3. A"mar and #.D Man0"nath >2?12@ in their paper titled C"stomer #atis&action
deri1ed thro"!h 5rod"ct6 #er1ice and #tore Ima!e K A #t"d, at Ahadims $oot7ear
#tore what consumers consider to be important in terms of the services they receive in a
retail setting, and to explore possible explanations of consumer attitudes and intentions
3customer satisfaction, customer trust, and customer loyalty4 due to the perceived services
!uality.
2.2 Theoretical Description
The definition of the different variables that researcher came across during the study are
discussed belowG
33
2.21 C"stomer #atis&action The O9&ord Dictionaries Online states that the word
Ssatisfaction# is derived from 6atin word Ssatisfacere# and means fulfilment of one#s wishes,
expectations, or needs, or the pleasure derived from this. %ifferent authors view customer
satisfaction in different perspectives. 2ome view it as an outcome, others view it as a process,
and yet others believe it to be a perception, while the rest think it is a measure of how
products and services supplied by a company meet or surpass customer expectation.
$ustomer satisfaction is a measurement of how pleased customers are with a particular
product or service. 2atisfied customers are likely to make repeat purchases and often refer
others. 2ince a lot of research has been performed in the field of customer satisfaction, many
definitions have been formulated as to what $ustomer 2atisfaction entails. 2atisfied
customers are more likely to stay loyal, consume more and are more likely to recommend
their friends to the business.
34
Chapter '
DATA 5R8#8NTATION AND ANALL#I#
This chapter covers the statistical analysis on data collected using the research instrument.
Analysis of the data was carried out using both +2 5xcel and 2,22 32tatistical ,ackage for
2ocial 2ciences4 to understand the difference between the $ustomer 2atisfaction for
Vodafone and Airtel.
'.1 Research Instr"ment Relia/ilit,
A pilot test was carried out to establish the reliability of the research instrument. The
!uestionnaire was filled by ?( respondents and reliability was checked using 2,22 to
calculate the value of $ornbach Alpha. $ronbach&s alpha indicates how well the items in a set
are positively correlated to one another. "or assessing the internal consistency reliability,
$ronbach#s Alpha was calculated to examine the stability of each factor separately.
Eeliability coefficients for each factor were considered acceptable if their value was greater
than or e!ual to (.>(. The details of the Eeliability statistics are as followsG
Case 5rocessin! #"mmar,
) <
$ases
Valid ?( .((.(
5xcluded
a
( .(
Total ?( .((.(
a. 6ist wise deletion based on all variables in the procedure.
Relia/ilit, #tatistics
35
$ronbach&s
Alpha
) of Items
.@'> ?8
Item%Total #tatistics
2cale +ean
if Item
%eleted
2cale
Variance if
Item %eleted
$orrected
Item9Total
$orrelation
$ronbach&s
Alpha if Item
%eleted
VAE((((' @;.>;;> .;@.;;@ .?== .@'?
VAE((((? @;.'??? .;/./(/ .?8/ .@'=
VAE((((= @>.?((( .>?.=8/ .((( .@'@
VAE((((8 @>.?((( .>?.=8/ .((( .@'@
VAE((((; @;.;;;> .>(.8>8 .'(; .@';
VAE((((> @;.>??? .;/.?(; .'/> .@'=
VAE((((@ @;.'((( .>..';/ ..(. .@'@
VAE((((/ @8.;;;> .;8../8 .?'> .@''
VAE(((.( @8.'((( .8/.@/( .8'. .@.;
VAE(((.. @8.';;> .8=.=>@ .=@@ .@.;
VAE(((.' @8.8((( .8;.;>' .8?= .@.8
VAE(((.? @8.=??? .8@.?/' .=/> .@.;
VAE(((.= @8.=??? .8=.@>8 .8?' .@.=
VAE(((.8 @8.;((( .;?..=8 .?>( .@'.
VAE(((.; @8.?((( .;?.?'. .?@' .@'.
VAE(((.> @8.;((( .;>.=/( ../8 .@';
VAE(((.@ @8.;;;> .;;..;. .'(> .@'>
VAE(((./ @8.;;;> .88.??? .>.8 .@.(
VAE((('( @8.8??? .8/.''? .8(. .@.;
VAE((('. @8.=((( .;?.88/ .??; .@''
VAE((('' @8.=;;> .;8.(@8 .'@( .@'=
VAE((('? @8.>??? .;?.(// .?'= .@''
VAE((('= @8.8??? .;'.(8. .?(/ .@'?
VAE((('8 @8.=??? .;'.@>8 .?@@ .@'(
VAE((('; @8.=??? .;(.?'? .?// .@'(
VAE((('> @8.8((( .;?.'/? .?/= .@'(
VAE((('@ @8.8??? .;;.'8> ../= .@'>
VAE((('/ @8.;((( .;@.'=@ ..>= .@'>
VAE(((?( @8.8((( .>..=?. .(?; .@?'
VAE(((?. @8.;;;> .8/.(8> .==> .@.@
VAE(((?' @8.@((( .;/.';/ ..(? .@?(
VAE(((?? @8.;;;> .;?.(8> .?.> .@'?
VAE(((?= @8.>((( .;=.8;' .'@' .@'=
36
VAE(((?8 @8.>??? .;/.?>8 ..=( .@'@
VAE(((?; @8.=??? .;8./(/ ..>/ .@'@

The pilot test was conducted and relatively high9stability coefficients have been found. These
coefficients indicated the internal consistency of the study. "or the pilot test, the value of
$ronbach#s Alpha is .@'> of the survey. 2ince, any instrument having $ornbach Alpha value
greater than (.> is acceptable, the !uestionnaire was found to be reliable to be used for the
study.
'.2 Demo!raphic 5ro&ile
Tuestionnaires were distributed between both male and female having the percentage ;(<
and =(< respectively. The respondents, from which data were collected having different
level of age and income. 2ome of the respondents were single while some were married. The
demographic profile of the .'8 respondents is summarised as followsG
Demo!raphic 5ro&ile o& the respondents
A!e No. o& Respondents 5ercenta!e
Below .@ years ' .<
.@ years L ?( years ;8 8'<
?( years L 8( years ?; '/<
Above 8( years '' .@<
Total 12+ 1??M
3ender No. o& Respondents 5ercenta!e
+ale >8 ;(<
37
"emale 8( =(<
Total 12+ 1??M
Monthl, income No. o& Respondents 5ercenta!e
6ess than '8((( 8' ='<
'8(((9 8(((( ?/ ?.<
8((((9 >8((( ?( '=<
+ore than >8((( = ?<
Total 12+ 1??M
Marital #tat"s No. o& Respondents 5ercenta!e
+arried ;; 8?<
Fnmarried 8/ =><
Total 12+ 1??M
#o"rce 5rimar, Data

Ta/le '.1 Demo!raphic 5ro&ile o& the Respondents
Anal,sis
+aority of the respondents appear to be youth and middle aged individuals. Though the
sample chosen was a convenience sample, but it appears that both Airtel and Vodafone has
fewer customers in the older age group 3above 8( years4. This could be due to the reason that
today, mostly youngsters are inclined towards using the tech savvy mobile technologies out
38
in the market and hence re!uire the mobile services to compliment those, be it for socialising,
working or even listening to music. The composition of the sample indicates that the maority
of the respondents are male with ;(< as against female with =(<. India, today is still a male
dominated society and so its the man who is the bread earner in most of the houses and hence
re!uires telecommunication services for the same purposes maybe. ='< of respondents
belong to the lower income bracket 3monthly income less than Es '8,(((4 and only ?<
respondents belong to the higher income group 3monthly income more than Es >8,(((4. 8?<
of the total respondents for the study were married and =>< were unmarried.
'.' Mo/ile #er1ice Brand p"rchased /, respondents
The customers were en!uired about the mobile service they are currently using, the one they
prefer and the time period for which they have been using their current mobile services. This
was done in order to get information about the preferences and the market share of the brands
in the selected sample.
Mo/ile #er1ice Brand p"rchased /, respondents
Brand c"rrentl, "sin! No. o& Respondents 5ercenta!e
Airtel ;/ 88<
Vodafone 8; =8<
0thers ( (<
Total 12+ 1??M
Brand 5re&erred No. o& Respondents 5ercenta!e
Airtel ;/ 88<
Vodafone 8; =8<
0thers ( (<
Total 12+ 1??M
Usin! &or ho7 lon! No. o& Respondents 5ercenta!e
6ess than ' yrs '( .;<
' L 8 yrs 8' ='<
39
89 .( yrs =8 ?;<
+ore than .( yrs @ ;<
Total 12+ 1??M
#o"rce 5rimar, Data
Ta/le '.2 Mo/ile #er1ice Brand p"rchased /, respondents
Anal,sis
A maority of ;/ respondents are currently using and prefer Airtel over a minority of 8; using
and preferring Vodafone. ='< respondents have been static with their mobile service
provider for '9 8 yrs, while ?;< for 89.( yrs, .;< for less than ' yrs and a minimal of ;< of
respondents have stayed with their current mobile service provider for more than .( yrs.
'.) 5aired T test
,aired T Test was conducted on the primary data that was conducted by the respondents. The
paired t9test is used to compare the values of means from two related samples in this case
sample for Airtel and Vodafone subscribers. The difference between the means of the
samples is unlikely to be e!ual to -ero 3due to sampling variation4 and the hypothesis test is
designed to answer the !uestion DIs the observed difference sufficiently large enough to
indicate that the alternative hypothesis is truePD The answer comes in the form of a
probability 9 the p9value.
5aired #amples Test
,aired %ifferences t %f 2ig. 3'9
tailed4
+ean 2td.
%eviation
2td.
5rror
+ean
/8< $onfidence
Interval of the
%ifference
6ower Fpper
40
,air .
VAE((((8
9
VAE((((;
9.;@@ @.==? .>88 9'..@? .@(> 9./.. .'= .?;=
5aired #amples Correlations
) $orrelatio
n
2ig.
,air .
VAE((((8 and
VAE((((;
.'8 9.=>8 .(((
Anal,sis
It is seen in the above table that the p value is .?;= which is more than (.(8 and hence the
null hypothesis is being accepted indicating there is no significant difference between the
customer satisfaction of Airtel and Vodafone.
'.+ Descripti1e #tatistics
The sample mean is the average and is computed as the sum of all the observed outcomes
from the sample divided by the total number of events. The 2tandard %eviation is a measure
of how spread out the data is from the mean value.
'.+1 Comparison o& descripti1e statistics &or 1ario"s &actors constit"tin! C"stomer
#atis&action The following is a tabular representation of all the various aspects that were
ranked by the repondents pretaining to the main services and the supplementary services
being provided by both Airtel and Vodafone.
41
O/0ecti1e No. 1 To determine the &actors that lead to c"stomer satis&action in Voda&one
and Airtel.
a. Time ta(en &or restoration o& connection
Main #er1ice No o& Respondents Total score
Airtel
.'8 '/;
Voda&one
.'8 ??.
Ta/le '.' Time ta(en &or restoration o& connection
Interpretation The .'8 respondents marked their level of satisfaction on a scale of .3very
satisfied4 to 83not satisfied4 for both Airtel and Vodafone. Total score of Vodafone out of ;'8
was ??. whereas Airtel scored '/; for time taken by them for restoration of their service
connections. Eespondents preferred Airtel over Vodafone by a mere difference of ?8 points.
/. 5ro/lem #ol1in! a/ilit, o& the e9ec"ti1e
Airtel
.'8 ?';
Voda&one
.'8 ?==
Ta/le '.) 5ro/lem sol1in! a/ilit, o& the e9ec"ti1e
42
was ?== whereas Airtel scored ?'; for the problem solving abilities of their executives.
Eespondents preferred Airtel over Vodafone by a mere difference of .@ ponts.
c. A1aila/ilit, o& si!nals2 net7or(
Airtel
.'8 ?.(
Voda&one
.'8 ?==
Ta/le '.+ A1aila/ilit, o& si!nals2net7or(
was ?== whereas Airtel scored ?.( for the availibilty of their signals. Eespondents preferred
Airtel over Vodafone by a mere difference of ?= points.
d. Voice Clarit,
Airtel
.'8 ??.
43
Voda&one
.'8 ?''
Ta/le '.. Voice Clarit,
satisfied4 to 83not satisfied4 for both Airtel and Vodafone. Total score of Airtelout of ;'8 was
??. whereas Vodafone scored ?'' for their network#s voice clarity. Eespondents preferred
Vodafone over Airtel by a mere difference of / points.
e. C"alit, o& &a"lt repair ser1ices
Airtel
.'8 ?'(
Voda&one
.'8 ?=>
Ta/le '.4 C"alit, o& &a"lt repair ser1ices
was ?=> whereas Airtel scored ?'( for their !uality of fault repair services. Eespondents
preferred Airtel over Vodafone by a mere difference of '> points.
&. The net pac( ser1ices
#"pplementar,
#er1ice
No o& Respondents Total score
44
Airtel
.'8 ?=>
Voda&one
.'8 ?'(
Ta/le '.= Net pac( ser1ices
satisfied4 to 83not satisfied4 for both Airtel and Vodafone. Total score of Airtel out of ;'8
was ?=> whereas Vodafone scored ?'( for the supplementary net pack services. Eespondents
preferred Vodafone over Airtel by a mere difference of '> points.
!.The messa!e card >#M#@ ser1ice
#"pplementar,
#er1ice
Airtel
.'8 ?=>
Voda&one
.'8 ?'(
Ta/le '.E The messa!e card >#M#@ ser1ice
was ?=> whereas Vodafone scored ?'( for their 2+2 services. Eespondents preferred
Vodafone over Airtel by a mere difference of '> points.
h.The ease o& settin! a caller t"ne to one-s contact n"m/er
45
#"pplementar,
#er1ice
Airtel
.'8 ?8.
Voda&one
.'8 ?.>
Ta/le '.1? The ease o& settin! a caller t"ne to one-s contact n"m/er
was ?8. whereas Vodafone scored ?.> for the ease insetting caller tunes from their telecom
networks. Eespondents preferred Vodafone over Airtel by a mere difference of ?= points.
i. The 1ario"s call rate pac(a!es /ein! o&&ered time to time
#"pplementar,
#er1ice
Airtel
.'8 ?'?
Voda&one
.'8 ??@
Ta/le '.11 the 1ario"s call rate pac(a!es /ein! o&&ered time to time
was ??@ whereas Airtel scored ?'? for the various call rate packages being offered by them to
the subscribers of their respective networks. Eespondents preferred Airtel over Vodafone by
a mere difference of .8 points.
46
'.. Testin! the h,pothesis
The test used to test the various hypotheses is paired T test. The test has been applied using
+2 5xcel and 2,22.
The paired t9test is used to compare the values of means from two related samples in this case
sample for Airtel and Vodafone subscribers. The difference between the means of the
samples is unlikely to be e!ual to -ero 3due to sampling variation4 and the hypothesis test is
designed to answer the !uestion DIs the observed difference sufficiently large enough to
indicate that the alternative hypothesis is truePD The answer comes in the form of a
probability 9 the p9value. The p value tells you how likely the difference observed would
occur if sampling from a population in which there is no actual difference. A small p value
tells you that it would be rare to observe such a difference if there is no actual difference
between the variables. "rom this we might reect the null hypothesis in favour of the
alternative hypothesis 9 namely, that there is a difference.
O/0ecti1e No. 2 To compare the c"stomer satis&action le1el o& &or Voda&one and Airtel
as ser1ice pro1iders.
'..1 Association /et7een the c"stomer satis&action o& Voda&one and Airtel
B.
(
G There is no significant difference between the customer satisfaction of Vodafone and
Airtel.
B.
.
G There is a significant difference between the customer satisfaction of Vodafone and
Airtel.
"or testing Bypothesis ,aired T test has been applied, the formula for it isG
47
The top of the formula is the sum of the differences 3i.e. the sum of d4. The bottom of the
formula reads asG
The s!uare root of the followingG n times the sum of the differences s!uared minus the sum of
the s!uared differences, all over n9..
a. The sum of the s!uared differencesG Ud
'
means take each difference in turn,
s!uare it, and add up all those s!uared numbers.
b. The sum of the differences s!uaredG 3Ud4
'
means add up all the differences and
s!uare the result.
Brackets around something in a formula mean 3do this first4, so 3Ud4
'
means add up all the
differences first, then s!uare the result.
5aired #amples Correlations
) $orrelatio
n
2ig.
,air .
VAE((((8 and
VAE((((;
.'8 9.=>8 .(((
5aired #amples Test
,aired %ifferences T %f 2ig. 3'9
tailed4
+ean 2td.
%eviation
2td.
5rror
+ean
/8< $onfidence
Interval of the
%ifference
6ower Fpper
48
,air .
VAE((((8
9
VAE((((;
9.;@@ @.==? .>88 9'..@? .@(> 9./.. .'= .?;=
5aired #amples #tatistics
+ean ) 2td.
%eviation
2td. 5rror
+ean
,air .
VAE((((8 .'.@> .'8 8.(8/ .=8?
VAE((((; .?.8; .'8 =.>>. .='>
Interpretation
It is seen in the above table that the p value is .?;= which is more than (.(8 and hence the
null hypothesis is being accepted and Alternate Bypothesis is reected. The above tables
depict that there is a no significant difference between the customer satisfaction of Airtel and
Vodafone as service providers.
'.4 #"mmar,
The chapter attempts to present and analyse the data collected from .'8 respondents by
means of a !uestionnaire. %ata collected has been summarised and tabulated using +icrosoft
5xcel. The data has been presented using tabular representation for ease of understanding.
%escriptive statistics were calculated using +icrosoft 5xcel. ,aired T Test was carried out
using 2,22 software.
49
Chapter )
#UMMARL AND CONCLU#ION
The present chapter aims to recollect the various phases of the study. A summary of the
research with the main findings has also been presented. Eevisiting of obectives is essential
to understand whether the purpose and aim of research has been achieved. 6imitations of the
study have been pointed out. Eecommendations based on the study have also been presented.
"inally, the chapter throws light on directions for future research.
50
).1 Res"lt o& the st"d,
The review of previous research work on the subect helped to determine the association of
customer satisfaction for Airtel and Vodafone. The !uestionnaires were filled by .'8
respondents who are or have been subscribers of both Airtel and Vodafone. The descriptive
statistics vi-. ,aired T test was calculated for each of the service provider. After data was
analy-ed,the association and differences between the various services and supplementaryy
services offered by both Airtel and Vodafone was derived. Thus, there was no significant
difference that was analysed between the levels of customer satisfaction that were being
offered by both the service providers. This showed that both the companies have been
successful in catering to the needs of their respective customers.
Bowever, Vodafone has had an upper hand by a very slim margin when it comes to the
supplementary services being offered by it in contrast to those being offered by Airtel. Airtel
should provide better standard of supplemntary services to their customers in order to
increase the customer satisfaction level pertaining to those areas. 1hereas, t was determined
that Vodafone lagged behind Airtel when it came to the main services being offered by them.
).2 $indin!s o& the #t"d,
a. It has been statistically verified that there is no significant difference between the customer
satisfaction of Airtel and Vodafone.
b. +aority of consumers are happy with the network services provided by their telecom
service providers.
c. About =>.>8< of the customers are satisfied and .@< are extremely satisfied with the
network services provided to them by their respective service providers.
51
d. It has been observed that Airtel has a slightly upper hand over Vodafone when it comes to
providing the main services such as the time taken for restoration of connection, problem
solving ability of their executives, availability of networks and !uality of fault repair.
e. It has been observed that Vodafone has slightly upper hand over Airtel when it comes to
providing supplementary services such as the net pack services, the message card services,
the ease of setting a caller tune to one#s contact number and the voice clarity of the networks.
f. It has been statistically proved through paired T Test that there is no significant difference
between the main services being offered by Airtel and Vodafone.
g. Airtel and Vodafone both give cut9throat competition to each other in the Indian telecom
industry and are well established and trusted by their subscribers. 2o in order to get ahead of
their competitor they would have to opt for a marketing strategy that is fresh and innovative
enough to lure more customers from the market since the customers that are already using
their respective services are well satisfied with each of their performances.
).' Limitations o& the #t"d,
The methodology that has been employed might have a few limitations which have been
mentioned as belowG
a. %ue to limited available time, convenience sampling was used.
b. The sample si-e was restricted to .'8 only which acted as a constraint.
c. The sample of research was selected based upon the criterion of being the current or a past
subscriber of both Airtel and Vodafone in %elhi and )$E region.
d. The study was carried out in a very limited time and under a very strict budget so this acts
as a limitation.
e. The responses given by respondents are not always accurate because the respondents give
the response according to their interpretation.
52
f. Though !uantitative approach has been followed in this research, it is still !uestionable
whether the results are generali-able among all types of consumers each of who have
different intrinsic and extrinsic characteristics that affect their customer satisfaction.
g. 2urvey is a time consuming process but the time to collect the data for research was very
less.
h. 5valuation is based on the primary data generated through !uestionnaire and accuracy of
the findings entirely depends on the accuracy of such data and unbiased responses of the
customers.
i. 6ack of expertise on the part of the researcher act as a limitation for the researcher.
).) Mana!erial Implications
a. The problem solving ability of its executives needs to be improved and looked into by
Vodafone.
b. Vodafone needs to improve the time taken by it for restoration of connection.
c. Airtel needs to improve the voice clarity of its services.
d. Airtel needs to improve the net pack services that it offers to the customers
e. Vodafone needs to improve the !uality of its repair services.
f. Vodafone needs to improve that availability of its networksJsignals
g. Airtel needs to provide better !uality of supplementary services in the message card 32+24
services, and make the process of setting caller tunes to one#s contact number simpler to use.
).+ #cope &or $"t"re Research
The scope of the present is that the focus of the study is limited to the study of consumer
satisfaction in terms of the main services and the supplementary services being offered by
Airtel and Vodafone. The study is focused on the telecom sector of India. *eographically
study is confined to %elhi and )$E region. The researcher of the present study believes that
53
the basic !uestions of the study have been answered. The current study was aimed at yielding
descriptive result of the difference in the customer satisfaction of Airtel and Vodafone.
In view of the above mentioned limitations, there should be mentioned some future avenues
for investigationsG
a. The further studies need to refine the sampling method. It would be better if a stratified
random sample would be selected through telephone catalogues and a larger number of
consumers would participate. 0f course, such an approach would be time consuming and
involve cost.
b. The further studies can be carried out using longitudinal study design so that the dynamics
of customer satisfaction can be ascertained over time.
c. "uture research need to explore and analyse the other variables that impact customer
satisfaction, so as to gain better insight into the factors that drive customer satisfaction in a
telecom sector. 2uch research should be aimed at arriving at predictive models to analyse the
satisfied behaviour and attitude exhibited by the customer.
d. "uture researchers need to keep in mind that time does not become a hindrance for their
research i.e. the research is conducted with ample of time and not with constraint so as to
derive the results fast.
e. "inally, it would be of great scientific value if the participants came from all over India,
including both urban and rural areas. Thus, it could be also examined how people other than
citi-ens of %elhi and )$E perceive the services offered by Airtel and Vodafone and how
their satisfaction is related to it.
f. 2ince most of the subscribers are young and middle aged people, Airtel and Vodafone can
introduce services focussing on the needs of those age groups.
).. #"mmar,
54
The chapter attempts to summarise and present the findings of this research work. The
limitations of this study have also been enumerated. "urther, the avenues for future research
in relation to the subect of the study have also been listed.
Chapter +
R8COMM8NDATION#
The present chapter aims to make some suggestions based on the Analysis and findings of the
study. These suggestions are aimed at improving the service !uality of Airtel and Vodafone,
thereby impacting the $ustomer 2atisfaction.
+.1 Recommendations o& the st"d,
55
This research study suggests that managers of Airtel and Vodafone study customer
satisfaction for three reasons. "irst, managers do not know what aspects of the service have
satisfied the customers and what aspects of the service rendered need improvement. By
measuring customer satisfaction on various dimensions, managers of Airtel and Vodafone
may be able to explain, predict and account for factors that enhance and reduce $ustomer
satisfaction. 2econd, +anagers of Airtel and Vodafone need to understand what drives a
customer from being satisfied differently by their services as compared to the services being
offered by their competitors in the market. This re!uires an understanding and exploration of
the various behavioural and attitudinal indicators and factors leading to $ustomer
satisfaction. Third, +anagers may be able to develop a systematic model for establishing a
relationship between $ustomer satisfaction and the factors affecting them, so as to devise
effective strategies for the future.
The study recommends that the following steps be instituted at Airtel and Vodafone in order
to enhance and differentiate $ustomer 2atisfaction
a. 2ince there is no difference in the customer satisfaction of Airtel and Vodafone, both the
service providers must try and differentiate their services from the other in order to have the
competitive advantage of product differentiation.
b. Attracting customers is one thing but retaining them is a tedious task which re!uires great
effort. 2o in order to maintain a large customer base both these companies have to introduce
new main and supplementary services to enhance their brand.
c. 5xcessive sales promotions erode !uality and image of brand therefore sales promotion as
a strategy should be used in precautious manner so as to balance between its immediate and
long term effects
56
d. Both Airtel and Vodafone need to bring a change in their services, since they both offer
services of the same nature, which makes the customers indifferent between the two at times.
e. Airtel has a slightly upper hand over Vodafone in main services and so in order to catch up
Vodafone must take the necessary measures in the time taken for restoration of connection,
problem solving ability of their executives, availability of networks and !uality of fault
repair.
f. Vodafone has a slightly upper over Airtel in the supplementary services and so in order to
catch up Airtel must take the necessary measures in net pack services, the message card
services, the ease of setting a caller tune to one#s contact number and the voice clarity of the
networks.
g. "or those subscribers who have been with the same service provider for a long period of
time an appropriate reward programs that recognise the loyal customers and encourage them
to remain loyal need to be instituted and implemented.
h. The marketing +ix must address the needs of this target segment, so as to improve
2atisfaction. To a large extent this is being achieved, but marketing programs need to be
continuously innovative to stay ahead of the competition.
i. Analysis of buying patterns of various Target segments needs to be carried out and
carefully studied in order to launch appropriate promotional strategies as well as to constantly
improve the service variety offered. This will go a long way in enhancing customer
satisfaction.
+.2 #"mmar,
57
The chapter discusses certain suggestions on the basis of the researcher#s findings. It is
believed that the implementation of these suggestions will lead to a differential customer
satisfaction for Airtel and Vodafone.
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'@. httpGJJwww'.fiu.eduJXereserveJ(.((./''?9..pdf last accessed on .=.(=.'(.=
29. httpGJJournal9archieves?(.webs.comJ=;89=>=.pdf last accessed on .=.(=.'(.=
?(.http://www.slideshare.net/ZK22/vodafone13790812!"id#2de3185378f140839702
$$1943003$d3andv#"f1and$#andfro%&sear'h#7 last accessed on .8.(=.'(.=
?.. http://www.slideshare.net/ir't'135/(irtelppt last accessed on .8.(=.'(.=
61
Appendi9 BA-
C"estionnaire
I, 5sther Tureshi, a student of *itarattan International Business 2chool affiliated to *uru
*obind 2ingh Indraprastha Fniversity, )ew %elhi. As a part of our academic curriculum I
am undertaking this research titled GA comparati1e st"d, o& c"stomer satis&action in
Voda&one and Airtel as ser1ice pro1iders in Delhi and NCR re!ion.H I would re!uest your
cooperation in form of honest responses. The information provided by you will be kept
confidential and used for research purpose only.
C1. Name NNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNNN
C2. 3ender
+ale
"emale
C'. A!e
Below .@ years
.@9?( years
?(98( years
62
Above 8( years
C). Marital #tat"s
2ingle
+arried
C+. Income
Below '8,((( per month
'8,(((9 8(,((( per month
8(,(((9>8,((( per month
Above >8((( per month
C.. *hich mo/ile compan, ser1ices ,o" are "sin! no7 a da,sOO
Airtel
Vodafone
0thers
C4. Amon! them6 7hich Brand ,o"6 pre&er mostO
Airtel
63
Vodafone
0thers
C=. :o7 lon! ,o" ha1e /een "sin! this BrandO
(9' years
'98 years
89.( years
+ore than .( years
5lease indicate ,o"r le1el o& opinion /, circlin! the /est option on scale o& 1 to +.
1>Ver, #atis&ied@6 2>#atis&ied@6 '>ne"tral@6 ) >Little satis&ied@6 + >not satis&ied@
AIRT8L
64
65
MAIN #8RVIC8#
Time taken for restoration of connection 1 2 ' ) +
,roblem solving ability of the executive 1 2 ' ) +
Availability of signalsJ network 1 2 ' ) +
Voice clarity 1 2 ' ) +
Tuality of fault repair service 1 2 ' ) +
#U55L8M8NTARL #8RVIC8#
The net pack services 1 2 ' ) +
The message card 32+24 services 1 2 ' ) +
The ease of setting a caller tune to one#s contact number 1 2 ' ) +
The various call rate packages being offered time to time 1 2 ' ) +
CU#TOM8R #ATI#$ACTION
Are you satisfied with the billing performance 1 2 ' ) +
Are you satisfied with the overall service !uality 1 2 ' ) +
Are you satisfied with ,maintainability 1 2 ' ) +
Are you satisfied with the grievance redressal 1 2 ' ) +
Are you satisfied with the supplementary and value added
services
1 2 ' ) +
VODA$ON8
66
MAIN #8RVIC8#
Time taken for restoration of connection 1 2 ' ) +
,roblem solving ability of the executive 1 2 ' ) +
Availability of signalsJ network 1 2 ' ) +
Voice clarity 1 2 ' ) +
Tuality of fault repair service 1 2 ' ) +
#U55L8M8NTARL #8RVIC8#
The net pack services 1 2 ' ) +
The message card 32+24 services 1 2 ' ) +
The ease of setting a caller tune to one#s contact number 1 2 ' ) +
The various call rate packages being offered time to time 1 2 ' ) +
CU#TOM8R #ATI#$ACTION
Are you satisfied with the billing performance 1 2 ' ) +
Are you satisfied with the overall service !uality 1 2 ' ) +
Are you satisfied with ,maintainability 1 2 ' ) +
Are you satisfied with the grievance redressal 1 2 ' ) +
Are you satisfied with the supplementary and value added
services
1 2 ' ) +

T:ANA LOU $OR LOUR 5ARTICI5ATION AND #U55ORT
Anne9"re BB-
67
)ame *ender Age
+arital
status Income T; T>
Nitisha ' ' . . ' '
A0a,ata Dain ' ' . . . .
Reema Mishra ' ' . . ' '
Lo!ita #olan(i ' ' . . . .
Ut(arsha
A!!ar7al ' ' . . ' '
3a"ra1 Dindal . ' . . . .
Vid"r . ' . . ' '
Ar"n #harma . ' . . ' '
Aarti( Ar,a . ' . . ' '
Vai/ha1 #harma . ' . . ' '
Dasminder . ' . . ' '
#eema 3ar! ' ' . . . .
#hi(ha Cha7la ' ' . . . .
Da!meet #in!h . ' . . ' '
Vinod A"mar ' ' . . ' '
3"rsimar Aa"r ' ' . . . .
Aani(a ' ' . . . .
Alo( 5hart,al . ' . . . .
Aani(a ' ' . . ' '
3"rpreet Aa"r ' ' . . ' .
Ah"sh/oo ' ' . . ' '
#mriti Ahanna ' ' . . ' .
A/hishe(
Bharad7a0 . ' . . ' '
5rana1 Ah"llar . ' . . . .
#hel0a ' ' . . . .
Ra1i Aapoor . ' . . ' '
A/hishe( Ra7at . ' . . ' '
Na1een Lada1 . ' . . . .
Var"n #ahni . ' . . ' '
Mor1ena Masse, ' = . . ' '
M. Mariappan . = ' . . .
Ramesh Maseeh . = ' . . .
Vi0a, A"mar . ? ' . . .
5rerna An!el Lall ' ' . . ' '
#hirle, Doseph ' = ' ' . .
$ran(lin Dohn . = ' ' . .
5eter Lal . ? ' ' ' '
Ra0 3"pta . ' . ' . .
:itesh A"mar . ' ' ' . .
Rohtash . ? ' ? . .
#t"ti 5al ' ' . . ' '
A/hishe( 5al . ' . . . .
68
#"shil Vish(arma . . . . . .
Dam/ahad"r . = ' . . .
Vai/ha1 #inha . ' ' ' . .
Rita #amson
#in!h ' ? ' ' . .
Lalita 5eter Lal ' ? ' ' ' '
:emant #in!h . ? ' ' ' '
5radeep A"mar . ' . . . .
#"/hash D"a . ' . . . .
Dohn, RV . ? ' = . .
#icil, Dohn ' = ' ' . .
Dos, Var!hese ' ? ' ' . '
8dison 5hilip . = ' ' ' '
#ahil Dain . ' . . ' '
Manish #am"el ' ? ' ' . .
A0a, 5a7ar . ? ' = . '
Da,a Masih ' = ' ' . '
A<eem C"reshi . ' . ' . .
#imone #"nil 5al ' ? ' ' . .
5ratee( Do, Lal . ' . . ' '
#an!eeta 5al ' ? ' ? ' '
Deepi(a #hi1p"ri ' = ' ? . .
Deepi(a
Mehla7at ' ' . . . .
#ashi De1i ' ? ' ' ' '
#7ati Ran0an ' ' . ' ' '
An"meha Varma ' = ' ? . .
Mira Math"r ' = ' ? ' '
#. Mano0 . ? ' ? ' '
Aamlesh Rani ' ? . ? . .
#"r/hi #a/ar7al ' ' . ? ' '
V.5. #em7al . = ' = . .
Chanchal
Bhatna!ar ' = ' = . .
Inderpal #in!h . = ' = ' '
Neera0 . ? ' = . .
Deepa( Do,al . ' ' = . .
#"nita sood ' = ' ' ' '
Anoop A"mar . ' ' ' . .
Annamma ' = ' ? ' '
5oo0a D",al . ' ' ' . .
Mahinder #in!h . ? ' ' ' .
Anil A"mar . ? ' = . .
Lo(esh . = ' = ' '
Var"n A"mar . = . = ' '
Ra0esh #"meri . = ' ' . .
69
Ram Ba/" . = ' . ' '
Asho( A"mar . = ' . ' '
Dharam 5al . ? ' ' . .
A.A. Das . ? ' ' . .
#here, Chopra . ' . ' . .
Aatrina ' ' . . . .
Rohan Aot7al . ' . . ' '
Ra(esh Mittal . ' . . . .
Mohan #in!h . ? ' ' . .
8d7ard . ? ' ' ' '
Da!an Thomas . ? ' ? ' '
*ilson . ? ' ? . .
8sther *ilson ' ' ' ' . .
Mian!al #in!h . ? ' ' . .
Dharam Aapoor . ? ' ' . .
Brian Al&red Bo,e . ? . ' ' '
#hah/a< Malhi . ' . = . .
M"0ta/a Ahan . ' . ? . .
:arsh Bedi . ' . ? ' '
#iddhant Arishan
#in!h . ' . ? . .
#"shant #in!h . ' . ? . .
:"m<aa Ali Ahan . ' . ? ' '
Aaran 3odara . ' . ? ' '
Anas Ahan . ' . ? . .
#a(shi A/rol ' ? ' ' . .
#ona(shi #in!h ' ? ' ' ' '
5rerna 5eter ' ? ' ' . .
#"ndh"s Ahan ' ? ' ' . .
:imani Mittal ' ? ' ' ' '
#neha Dheeta, ' ? ' ' ' '
Deepali Appra0ita ' ? ' ' ' '
Ashmita #in!h ' ? ' ' . .
#amreen *a<ir ' ? ' . . .
3"nra0 #in!h . ' . . . .
Aa/ir Nath . ' . = ' '
Carrisma Dennis ' ' . ' ' '
D,oti B"rrett ' ' . ' . .
Vedant M"nshi . ' . ' ' '
#an0a, Rao A,de . ' . = . .
Risha/h Na!pal . ' . ' ' '
Name T@ T/ T.( T.. T.' T.? T.=
Nitisha ? ' = 8 ? 8 ?
70
A0a,ata Dain . ' ' . . ' '
Reema Mishra ' ? = = ? ? 8
Lo!ita #olan(i . ' ' ? ' ' '
Ut(arsha A!!ar7al ' ? = 8 = 8 =
3a"ra1 Dindal ? ' ' . . ' ?
Vid"r . = 8 8 = ? '
Ar"n #harma ? ' ? . . ' ?
Aarti( Ar,a ? ' ' ? ' ? .
Vai/ha1 #harma ' ' = ? 8 ? 8
Dasminder . ? = ' ' ? ?
#eema 3ar! ' ' ? ' = = ?
#hi(ha Cha7la . ' ' ' ' ' .
Da!meet #in!h ? = = 8 ? ? '
Vinod A"mar ' ? = = = = ?
3"rsimar Aa"r ' ? ' ? = ' .
Aani(a ? ' ' . . ' '
Alo( 5hart,al ? . ' ' ' ' .
Aani(a ' ? ? 8 ? ' =
3"rpreet Aa"r ' ? ? = ' ' '
Ah"sh/oo ' ' ? . ' ? ?
#mriti Ahanna ' ' ? ' ? ' ?
A/hishe( Bharad7a0 ' = ? 8 8 = =
5rana1 Ah"llar ' . ' ? ' 8 .
#hel0a ' ? = = ? ? =
Ra1i Aapoor ' = ? ? = ? 8
A/hishe( Ra7at ' = ? = ? ' 8
Na1een Lada1 ' ' ' ' ' ' '
Var"n #ahni ' ? = ' ? . ?
Mor1ena Masse, ? = 8 = = 8 =
M. Mariappan = ' ' . . . '
Ramesh Maseeh = . ' . . ' .
Vi0a, A"mar = . . . . . .
5rerna An!el Lall ' ' ' ? ' ' .
#hirle, Doseph ? . ' . ' ' ?
$ran(lin Dohn = ' ? . . ' =
5eter Lal ? ' ' ' = ' '
Ra0 3"pta ? ' ' ' ' ' '
:itesh A"mar ' ? ? ' ? ? ?
Rohtash = . . . . ' .
#t"ti 5al ' ' ? ? ' ? ?
A/hishe( 5al ' . . . ' ' ?
#"shil Vish(arma ' . . ' . ' '
Dam/ahad"r ? ' ' . ' . .
71
Vai/ha1 #inha ? . . . . . .
Rita #amson #in!h ' . . . . . .
Lalita 5eter Lal ? = 8 = 8 8 8
:emant #in!h ' ' ' ? ? ' '
5radeep A"mar ' . . ' . . .
#"/hash D"a ? . . . . ' '
Dohn, RV ' ' ? ' = ' '
#icil, Dohn ' ' . ' . ' .
Dos, Var!hese = = ? = = = ?
8dison 5hilip = ? ' ' ' ? ?
#ahil Dain ' ' . ' . ' '
Manish #am"el = . . . . . .
A0a, 5a7ar ? = 8 8 8 ? 8
Da,a Masih ? . ? = = ? '
A<eem C"reshi ? . . . 8 ? '
#imone #"nil 5al ' ' ' ? ? ' '
5ratee( Do, Lal . ? = = ? = ?
#an!eeta 5al ' ' ? ? ? ? '
Deepi(a #hi1p"ri ? ' ? ' ? ? ?
Deepi(a Mehla7at ? . ' ? ' ' '
#ashi De1i ? = = = ? ? ?
#7ati Ran0an ' ' ' ' ? ? '
An"meha Varma ' ' ? . . ' '
Mira Math"r ' = = = = = =
#. Mano0 ' 8 8 8 8 8 8
Aamlesh Rani ' ' ' ' ' ' ?
#"r/hi #a/ar7al ' ? = ? = = =
V.5. #em7al ? ' ? ? ? ? .
Chanchal Bhatna!ar ? . . . . . .
Inderpal #in!h ? = = = = 8 ?
Neera0 ? ' ' ? ' ? ?
Deepa( Do,al . ' ? . ' . .
#"nita sood . ? ? ? ? ? =
Anoop A"mar . ' . ' ' ? '
Annamma C"reshi . ' ' ' ' ' '
5oo0a D",al . ' ' ' . ' ?
Mahinder #in!h . ? ? ? ? ? ?
Anil A"mar #harma . ' ' ' ? ? ?
Lo(esh ? ? ? ' ' ' ?
Var"n A"mar ? = = = = = =
Ra0esh #"meri . . . ' ' . .
Ram Ba/" ? = ? ? 8 = =
Asho( A"mar ? ? ' = = = 8
72
Dharam 5al ' ' ? . ? ? ?
A.A. Das ' . ' . . ' .
#here, Chopra = ? ? ? ? ? ?
Aatrina . . ' . ' ' .
Rohan Aot7al . ? ? ? ? ? =
Ra(esh Mittal ' . ' . . ' '
Mohan #in!h ? ? ' . ' . '
8d7ard ? ? ? ' ? ' ?
Da!an Thomas ? ? = ' ? ' ?
*ilson ? . . ' ' . '
8sther *ilson ? ' . . ' ' '
Mian!al #in!h ? ' ' . ? ? ?
Dharam Aapoor ? ? ? . ' ? '
Brian Al&red Bo,e ' ? ? ? ? ' ?
#hah/a< Malhi ' . . . ' . '
M"0ta/a Ahan ' ' ' ' . ' ?
:arsh Bedi ' ? ? ? ? ? ?
#iddhant Arishan
#in!h ' . . . . . .
#"shant #in!h ' ' ' . . ' .
:"m<aa Ali Ahan ' 8 8 8 8 8 8
Aaran 3odara ' = ? = = ? ?
Anas Ahan ' . . . . . .
#a(shi A/rol ? ' ? ' ? ? '
#ona(shi #in!h ? ? ? ? ? ? =
5rerna 5eter ? . . . . . .
#"ndh"s Ahan ? ' ? ? ? ' ?
:imani Mittal ? 8 8 8 8 8 8
#neha Dheeta, ? ' ? ? ? ' ?
Deepali Appra0ita ? = = = = = '
Ashmita #in!h ? . . . . . .
#amreen *a<ir ? ' ' ' ' ' .
3"nra0 #in!h . . . . . . .
Aa/ir Nath ? ? = = ? ? ?
Carrisma Dennis . = = ? ? ? ?
D,oti B"rrett . . . . . . .
Vedant M"nshi ' 8 8 8 8 = =
#an0a, Rao A,de ? . . . . ' '
Risha/h Na!pal . 8 8 8 8 8 8
Name T.8 T.; T.> T.@ T./ T'( T'.
Nitisha ? = ' ' = = =
73
A0a,ata Dain ' ? ' ' ' ' ?
Reema Mishra ' = ' ' ? ' =
Lo!ita #olan(i ? ' ? ' ? ' '
Ut(arsha A!!ar7al ? = 8 = ' ? ?
3a"ra1 Dindal ? ' ? ? ' ' ?
Vid"r ? ' ' ' ' ? '
Ar"n #harma = ' ' . ' = 8
Aarti( Ar,a . ' . ' . . .
Vai/ha1 #harma ' ? ' ? ' = ?
Dasminder ' ? ' = ? ? ?
#eema 3ar! = ' ? 8 = ? '
#hi(ha Cha7la ' ' ' . ' . .
Da!meet #in!h ? ? ' = ? = ?
Vinod A"mar ' = ' ? ? = '
3"rsimar Aa"r ' ' = . ? = '
Aani(a ' ' ' ? ' ' '
Alo( 5hart,al . ' ' . ' ' '
Aani(a ? = ? ' ? = =
3"rpreet Aa"r ' = ' = ' . '
Ah"sh/oo = = ' ' ' ? ?
#mriti Ahanna = = = = ' ' ?
A/hishe( Bharad7a0 ? = = = = ? ?
5rana1 Ah"llar . ? ? . . ? =
#hel0a ? ' ' ' ? ' ?
Ra1i Aapoor = ? = ? = ' ?
A/hishe( Ra7at ? ? = ? = ? =
Na1een Lada1 ' ' ' ' ' ' '
Var"n #ahni ? = = ? ' ? =
Mor1ena Masse, 8 8 = = 8 8 8
M. Mariappan ? ' ' ? ' ' '
Ramesh Maseeh ' . . . . ' .
Vi0a, A"mar . . . . . . .
5rerna An!el Lall ' ? ? ? = = =
#hirle, Doseph . ' ' ? ? ' ?
$ran(lin Dohn ? ' ? ' . . '
5eter Lal ' ' ' ' ' ? =
Ra0 3"pta ' ' ' ' ' ' '
:itesh A"mar ? ? ? ? ? ? '
Rohtash . . . . . . .
#t"ti 5al = ' ? = ? ' ?
A/hishe( 5al ? ' ' . . ' .
#"shil Vish(arma . . . . . ' '
Dam/ahad"r ' ' . ' ' ' ?
74
Vai/ha1 #inha . . ' . . . '
Rita #amson #in!h ? . 8 . . . ?
Lalita 5eter Lal ? ? ? = ? ' ?
:emant #in!h ' ? ' ' ? ? ?
5radeep A"mar . . ' ' . . '
#"/hash D"a . ' ' . . . '
Dohn, RV . . ? ' ? ' '
#icil, Dohn . ' ' . . . .
Dos, Var!hese 8 = ? ? ? ' ?
8dison 5hilip . . . ? ' ' ?
#ahil Dain . ' . ? ? ? ?
Manish #am"el . . . . . . .
A0a, 5a7ar = 8 = 8 = 8 8
Da,a Masih . = 8 ' . . '
A<eem C"reshi ? ? 8 . ' . ?
#imone #"nil 5al ' ' ? ' ' ' '
5ratee( Do, Lal ? ? ? ? ? ? ?
#an!eeta 5al ' ' ? ' = 8 ?
Deepi(a #hi1p"ri ' ' ? ? ? ' '
Deepi(a Mehla7at . ' ? ' ? ? '
#ashi De1i ? ? ? ? ? ? ?
#7ati Ran0an ' = = = = = =
An"meha Varma ' ' ' . . ' '
Mira Math"r = = = = = = =
#. Mano0 8 8 8 8 8 8 8
Aamlesh Rani ? ' . ' ' ' .
#"r/hi #a/ar7al ? ? ? ? = ' ?
V.5. #em7al . . . . . . .
Chanchal Bhatna!ar . . . . . . .
Inderpal #in!h ? ? ' ? = ' ?
Neera0 ' . . . ' . '
Deepa( Do,al ' ' ' ? = ? =
#"nita sood = = = = ? = ?
Anoop A"mar ' ' ' ' ' ' '
Annamma C"reshi ' ' ' ' ' ' '
5oo0a D",al ? ' ? ' ? . '
Mahinder #in!h ? ? ? ? ? ? ?
Anil A"mar #harma . . . ? ? ' ?
Lo(esh ? ' ' ' ? ? '
Var"n A"mar 8 8 ? ? ? ? ?
Ra0esh #"meri . ' ' ' ' ' '
Ram Ba/" ? = = 8 = 8 =
Asho( A"mar 8 8 8 = 8 = =
75
Dharam 5al ' ' ? ? ? ? '
A.A. Das ' . ? ' . ' ?
#here, Chopra ? ? ? ? ? ? ?
Aatrina . . . . . . .
Rohan Aot7al = = = = = = =
Ra(esh Mittal . . . . ' ' '
Mohan #in!h . . ' ' . ' .
8d7ard ' ? = = ? = ?
Da!an Thomas ' = ? 8 8 = ?
*ilson . . . ' ' . .
8sther *ilson . ' ? ? ? . '
Mian!al #in!h ' . ' ? ? ' ?
Dharam Aapoor . . ' ? ? ' '
Brian Al&red Bo,e ? ? = = = = =
#hah/a< Malhi ' ' . ' ' ? ?
M"0ta/a Ahan ' ? . ' ? . '
:arsh Bedi ? ? ? ? ? ? ?
#iddhant Arishan
#in!h . . . . . . .
#"shant #in!h ' . ' . . ' '
:"m<aa Ali Ahan 8 8 8 8 8 8 8
Aaran 3odara = = = = = = '
Anas Ahan . . . . . . .
#a(shi A/rol . ' ? ? ' ' '
#ona(shi #in!h = = 8 = 8 = ?
5rerna 5eter . . . . . . .
#"ndh"s Ahan ' ? ' ? ? ' '
:imani Mittal 8 8 8 8 8 = =
#neha Dheeta, = = = ? = ' =
Deepali Appra0ita ? ? ? ? ? = =
Ashmita #in!h . . . . . . .
#amreen *a<ir . . . . ' . '
3"nra0 #in!h . . . . . . .
Aa/ir Nath = = 8 8 8 8 =
Carrisma Dennis ? ? ' ? ' ? ?
D,oti B"rrett . . . ' ' ' '
Vedant M"nshi ? = = ? ? ? 8
#an0a, Rao A,de . ? ' ' ? . .
Risha/h Na!pal 8 8 8 8 8 8 8
Name T'' T'? T'= T'8 T'; T'> T'@
Nitisha 8 = 8 8 8 = =
76
A0a,ata Dain ' ? ? ' ' ? ?
Reema Mishra ' ? = = ? ? ?
Lo!ita #olan(i ' ? ? ? ? ? ?
Ut(arsha A!!ar7al ? . ' ? ' = .
3a"ra1 Dindal ? . ' ' ' ? ?
Vid"r 8 ' ? ? ' ' '
Ar"n #harma ' ? ' ? ' ? '
Aarti( Ar,a ' ' ' ? ? ' '
Vai/ha1 #harma ? ' ' ? ' = 8
Dasminder ' . . . ' ' .
#eema 3ar! ' = 8 = 8 ? ?
#hi(ha Cha7la ' ? ? ? = ? ?
Da!meet #in!h = . . ' ? ? '
Vinod A"mar ' 8 8 8 8 8 ?
3"rsimar Aa"r = ? ' ? ' ? =
Aani(a ' . ? = 8 = =
Alo( 5hart,al ' ' ? = ? ' =
Aani(a ? = ' ? ' ' ?
3"rpreet Aa"r ? = ' ' ' . ?
Ah"sh/oo ' ' ? ' ' ? .
#mriti Ahanna ? ? ' ' . ' .
A/hishe( Bharad7a0 = . . ' . . '
5rana1 Ah"llar = ? = ? = ? '
#hel0a ' ' = = ? = =
Ra1i Aapoor ? ' 8 ' ? ' ?
A/hishe( Ra7at ? ' = ' ? ' 8
Na1een Lada1 ' ? ' ? = ? =
Var"n #ahni ' ? ' ' ' ' .
Mor1ena Masse, 8 = . ' = ? '
M. Mariappan . . 8 = = = =
Ramesh Maseeh ' ? = 8 = 8 =
Vi0a, A"mar . 8 8 8 8 8 8
5rerna An!el Lall = = . ' ? ' '
#hirle, Doseph ' = 8 8 ? ? =
$ran(lin Dohn ? . ' ? . ' '
5eter Lal ? ? . . . . .
Ra0 3"pta ' ' ' ? ' ' ?
:itesh A"mar ? ' . . . ' '
Rohtash . . ? ? ? ? =
#t"ti 5al ' ' ? ? ? ? =
A/hishe( 5al . . = . ' ? =
#"shil Vish(arma . ' ? ? ? = =
Dam/ahad"r ' = 8 = = ? 8
77
Vai/ha1 #inha ' = = ' = = ?
Rita #amson #in!h . ? ? ? ? ? ?
Lalita 5eter Lal = ' ' ' ' ' '
:emant #in!h ? . . . ' . '
5radeep A"mar ' ? ' ? ? ? ?
#"/hash D"a ' ? ' ? ? = ?
Dohn, RV ' ? ? = ' ? ?
#icil, Dohn ' = ? ? = = =
Dos, Var!hese ? ' ? ? ? 8 ?
8dison 5hilip ? ' . ' ' . .
#ahil Dain ? = ' . . ? ?
Manish #am"el . ? = ? ' ? '
A0a, 5a7ar = 8 ? ? = = 8
Da,a Masih 8 8 8 = 8 = =
A<eem C"reshi . 8 ? ' = = '
#imone #"nil 5al ' ' ? ? ' ? '
5ratee( Do, Lal ? . . ' ' ' .
#an!eeta 5al ' ' . ' ' ? '
Deepi(a #hi1p"ri ? ? ' = ? ' '
Deepi(a Mehla7at ' ' ? = 8 ? '
#ashi De1i ? ' ' ' ' ' .
#7ati Ran0an = ' ' ' ? ? '
An"meha Varma ' = = = = = =
Mira Math"r = ' ' ' ' ' ?
#. Mano0 8 . . . . . .
Aamlesh Rani = = = = = = =
#"r/hi #a/ar7al ? ' ' . . ' ?
V.5. #em7al . ' ? ? ? ? ?
Chanchal Bhatna!ar . = = = = ? =
Inderpal #in!h ? . . . . ' '
Neera0 ? ? ? ' . ' =
Deepa( Do,al ? = = ? = ' ?
#"nita sood = ? ? ' ' ' '
Anoop A"mar ' ? = ? ? ' =
Annamma C"reshi ' . . . . . .
5oo0a D",al ? ? = = = 8 =
Mahinder #in!h ? ? ? ? ? ? ?
Anil A"mar #harma ' ? ' = ? = ?
Lo(esh ' ' ? ? ' ' '
Var"n A"mar ? . . . . ' '
Ra0esh #"meri ' ? ? ? ? ? ?
Ram Ba/" = ' ' . . ? '
Asho( A"mar 8 . ' . . . .
78
Dharam 5al ' ? ? ? = ? =
A.A. Das . = = = = = =
#here, Chopra ? ? ? ? ? ? ?
Aatrina . ? ? ? ? ? =
Rohan Aot7al = ' ' ' ' ' '
Ra(esh Mittal . ? = = ? 8 8
Mohan #in!h . = ? ? = ? ?
8d7ard 8 ? ' . ? ? '
Da!an Thomas = ' . . ' ' .
*ilson . ? ? = ? ? =
8sther *ilson ? ? ? ? = = '
Mian!al #in!h ' ? = = ? = 8
Dharam Aapoor ? ? = 8 ? ? =
Brian Al&red Bo,e ? = ? ' ' ' '
#hah/a< Malhi ' ? ? ? ? = ?
M"0ta/a Ahan ? ? ? = ' ? =
:arsh Bedi ? ' ' ' . ' '
#iddhant Arishan
#in!h . = = = = = =
#"shant #in!h ' ? = = ' ? ?
:"m<aa Ali Ahan 8 . . . . ' .
Aaran 3odara ' ' ' ' ' ' '
Anas Ahan . 8 8 8 ? = ?
#a(shi A/rol . ' ? ? ' ' '
#ona(shi #in!h ? ' . . . . .
5rerna 5eter . ' ' ' ' ' '
#"ndh"s Ahan ' ? ? = ? = =
:imani Mittal = ? ? ' ' ? '
#neha Dheeta, 8 ' ? ? ' ' '
Deepali Appra0ita = ' ' ' . ' '
Ashmita #in!h . ? ? ? ? ? ?
#amreen *a<ir ' = = = ? ? =
3"nra0 #in!h . . . . . . .
Aa/ir Nath = ' ' . . . .
Carrisma Dennis ' ' ' . . . .
D,oti B"rrett . = = = = = =
Vedant M"nshi 8 . ' ' ' . '
#an0a, Rao A,de ' = = 8 = ? =
Risha/h Na!pal 8 . . . . . .
Name T'/ T?( T?. T?' T?? T?= T?8 T?;
Nitisha ' = 8 ' ? = ? =
79
A0a,ata Dain ? ' ' ? ' . ' ?
Reema Mishra ' ? ? 8 = ? = =
Lo!ita #olan(i = ? ' ? 8 = = 8
Ut(arsha A!!ar7al ? ' ? . . = ' ?
3a"ra1 Dindal ' . ? ' ? ' . =
Vid"r ? . . . . ' . ?
Ar"n #harma = . ' = ' . . =
Aarti( Ar,a . ? ' . . ' ' '
Vai/ha1 #harma ? ' = ? ' ' ? =
Dasminder . . . 8 ' ? ? '
#eema 3ar! = ' = = = ' ? =
#hi(ha Cha7la ' = = = = ' ? =
Da!meet #in!h ? ? ' ' . ' ? =
Vinod A"mar = ' ' ? = ? ' ?
3"rsimar Aa"r . 8 8 . . ' = .
Aani(a ? = ? ? ? = = ?
Alo( 5hart,al ' ? ' ' ? ? ? '
Aani(a ' = ? ' = ? ' =
3"rpreet Aa"r = = ' . ' . ' .
Ah"sh/oo ? ? . ' ' ' ? .
#mriti Ahanna ? ? ' ' ' ' ' .
A/hishe( Bharad7a0 ' ? ' ' ' ? . '
5rana1 Ah"llar ' ? . ' ? ' ? ?
#hel0a = ? = ' = 8 ? 8
Ra1i Aapoor ' = ' ' ? ' ? '
A/hishe( Ra7at ' ? ' ? ' ' ? '
Na1een Lada1 = ? = ? = 8 ? =
Var"n #ahni ? ? ' ' ' ? ' .
Mor1ena Masse, ? ' = ? ? ' ' .
M. Mariappan = 8 8 8 8 8 ? ?
Ramesh Maseeh 8 = = = 8 8 = =
Vi0a, A"mar 8 8 8 8 8 8 8 8
5rerna An!el Lall ' . . . . . ' '
#hirle, Doseph = ? ? ? ? ? ? '
$ran(lin Dohn ' ? ' ' ? ' ' .
5eter Lal ? ? ' ' ? ' ' '
Ra0 3"pta ' ' ? ' ? ? ? ?
:itesh A"mar ' . ' ' ' . . .
Rohtash ? ' ' ? ? ' ? ?
#t"ti 5al ' = ' ' ? ' ' .
A/hishe( 5al 8 = ' . ' ? . '
#"shil Vish(arma = ? ? ? ? = = =
Dam/ahad"r ' = ' ? = ? 8 ?
80
Vai/ha1 #inha ' = = = = = = =
Rita #amson #in!h ? ? ? ? ? ? ? ?
Lalita 5eter Lal . . . . . ' ' '
:emant #in!h ' ' ' ' . . ' ?
5radeep A"mar ? ? ? ? ? = = =
#"/hash D"a 8 = ? ' ' = = 8
Dohn, RV ? = ' ' ? ? ? '
#icil, Dohn = = = 8 8 = 8 8
Dos, Var!hese ? ? = = 8 8 = ?
8dison 5hilip . . . ? ? ? ? ?
#ahil Dain . ? ? . . ? . ?
Manish #am"el ? ' ' ? ? ? = ?
A0a, 5a7ar = 8 8 = 8 = 8 8
Da,a Masih ? ? ? = ? = ? 8
A<eem C"reshi ? . = 8 ? ' ? =
#imone #"nil 5al ' ' ' ? ' ? ? ?
5ratee( Do, Lal . . . ' ? ? ' ?
#an!eeta 5al ' ? ' . . ' ? .
Deepi(a #hi1p"ri ? = ? = = 8 = ?
Deepi(a Mehla7at = = = ? ' ? ' ?
#ashi De1i ' ? ' ' ? ' ' '
#7ati Ran0an ' ' ' ' ' ' ' '
An"meha Varma = = = = = = = =
Mira Math"r ' ' ' ? ? ' ' '
#. Mano0 . . . . . . . .
Aamlesh Rani = = = = = = = =
#"r/hi #a/ar7al = ? = ? . ' ? .
V.5. #em7al ? ' = ? ? = 8 8
Chanchal Bhatna!ar ? ' ? ? ' ' ? '
Inderpal #in!h ' ? ' ? ' . . .
Neera0 = ? ? ? ' ? ' .
Deepa( Do,al ? ' ? = = = = =
#"nita sood ' ' ' ' ' ' ' '
Anoop A"mar ? = ? = = 8 8 8
Annamma C"reshi . . . . . . . .
5oo0a D",al = = 8 ' ? ? ' =
Mahinder #in!h ? ? ? ? ? ? ? ?
Anil A"mar #harma = ? = ? ? ? ? ?
Lo(esh ? ? . . . . . .
Var"n A"mar ' . ' . ' . ' '
Ra0esh #"meri ? ? ? ? ? ? ? ?
Ram Ba/" ' ' . ' . ? . .
Asho( A"mar . ' . ' . . . '
81
Dharam 5al = ? = = ? ? = =
A.A. Das ? = ? ? ? ? ? ?
#here, Chopra ? ? ? ? ? ? ? ?
Aatrina ? = ? ? = = ? ?
Rohan Aot7al ' ' ' ' ' ' ' '
Ra(esh Mittal ? ? ? = ? 8 ? ?
Mohan #in!h = ? ? = ? ? ? =
8d7ard ' ? ' . . ' ' ?
Da!an Thomas ' ' ' . . ' ' '
*ilson ? ? = = ? = ? ?
8sther *ilson ' ' ? ' ? = ' '
Mian!al #in!h 8 = ? ? ? ? = 8
Dharam Aapoor = ? ? = 8 = ? ?
Brian Al&red Bo,e ' ' ' ? ' . ' '
#hah/a< Malhi ? ? ? ? ? ? ? ?
M"0ta/a Ahan 8 8 = ' ? ? = '
:arsh Bedi . ' ' ' . . ' .
#iddhant Arishan
#in!h = = = = = = = =
#"shant #in!h ? ? ' ? ? ? = .
:"m<aa Ali Ahan . ' ' ' ' ' ' '
Aaran 3odara ' . . . ' ' ? ?
Anas Ahan ? ? ? ? ? ? ? ?
#a(shi A/rol ' = = = ? = ' ?
#ona(shi #in!h ' ' ' . . . . .
5rerna 5eter ' ' ' ' ' ' ' '
#"ndh"s Ahan ? 8 8 8 ' ? = ?
:imani Mittal ' . ' . . ? ' '
#neha Dheeta, . . . ? . ' = '
Deepali Appra0ita ? ' ? ? ' ' . .
Ashmita #in!h = = = ? ' ? ? =
#amreen *a<ir ? 8 8 = ? 8 8 8
3"nra0 #in!h . . . . . . . .
Aa/ir Nath ' . ' ' . ' ' '
Carrisma Dennis ' ' ' ? ? ? ' '
D,oti B"rrett = = = = = = = =
Vedant M"nshi ? ? ' ' ' ? ' .
#an0a, Rao A,de = 8 = ? ? ? = =
Risha/h Na!pal . . . . . . . .
82

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