a comaparive study of customer satisfaction of airtel and vodafone as service providers in delhi and...

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 objectives 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

technique employed, data collection methods to achieve the objectives and the tools and

techniques used for analysing the data. The chapter also throws light upon the research

instrument used. Finally, the hypotheses to be tested during the course of the project have

been presented.

1.1 Telecom sector in India

In the today’s competitive world communication plays a very important role. Communication

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. Due 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 20th

century with pioneering developments in wireless radio communications by Nikola Tesla and

Guglielmo Marconi. Marconi won the Nobel Prize in Physics in 1909 for his efforts. Other 1

highly notable pioneering inventors and developers in the field of electrical and electronic

telecommunications include Charles Wheatstone and Samuel Morse (telegraph), Alexander

Graham Bell (telephone), Edwin Armstrong, and Lee de Forest (radio), as well as John Logie

Baird and Philo Farnsworth (television). From the status of state monopoly with very limited

growth, it has grown in to the level of an industry. With 125 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 pro-

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. Cellular

telephone services have achieved great commercial success; because users recognize 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 viz. increasing preference for mobile phones and higher

contribution of private sector in the incremental growth have pre-dominated the telecom

sector. The share of mobile phones (including WLL mobile) has overtaken the share of

landlines with 62% in the total number of phones. The total number of telephones in the

country stands at 904.56 million, while the overall teledensity has increased to 73.32% as of

31 October 2013 and the total numbers of mobile phone subscribers have reached 875.48

million as of October 2013. The mobile teledensity had increased to 70.96% in October 2013.

In the wireless segment, 4.90 million subscribers were added in October 2013. The wire line

segment subscriber base stood at 29.08 million.

India has witnessed the largest growth in the wireless mobile subscriber base worldwide only

next to China. For the urban masses mobile has become a necessity and for the wealthy a

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gizmo to flaunt. Increase in demand and the poor quality of existing telecommunication

services led mobile service providers to find out ways to improve the quality of service and to

support more users in their systems. With over 900 million telephone connections, India

remained the world's second-largest telecommunications market in 2013, recovering from the

bumpy ride the year before, but made little progress to jump to the next generation of

services. The year under review had already equipped the government with a roadmap,

following the release of the National Telecom Policy of 2012. But legal issues, like the

ongoing battle over allotment of airwaves, or spectrum, in 2008, kept decision-making in

check. Nevertheless, the government did announce some significant initiatives - like the

much-awaited policy on mergers and acquisitions and permitted 100 per cent foreign

investment in the sector - which will drive Indian telecom in the years to come, analysts feel.

More importantly, the share of urban subscribers declined from 62.20 per cent in December

to 60.26 per cent in October-end, while rural telecom penetration rose from 39.64 per cent to

39.74 per cent in October. According to analysts, one principal area where the government

faltered in 2013 was in the area of auctioning precious airwaves, or radio frequency spectrum.

This, they said, did not materialise in March 2013 due to artificially-high reserve price.

Now, all eyes are on January 23 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 exchequer some $650 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 1850, the first experimental electric telegraph line was started

between Calcutta and Diamond Harbour. In 1851, it was opened for the use of the British

East India Company. The Posts and Telegraphs department occupied a small corner of the

Public Works Department, at that time.

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Subsequently, the construction of 4,000 miles (6,400 km) of telegraph lines connecting

Kolkata (then Calcutta) and Peshawar in the north along with Agra, Mumbai (then Bombay)

through Sindwa Ghats, and Chennai (then Madras) in the south, as well

as Ootacamund and Bangalore was started in November 1853. William O'Shaughnessy, who

pioneered the telegraph and telephone in India, belonged to the Public Works Department,

and worked towards the development of telecom throughout this period. A separate

department was opened in 1854 when telegraph facilities were opened to the public.

In 1880, two telephone companies namely The Oriental Telephone Company Ltd. and The

Anglo-Indian Telephone Company Ltd. approached the Government of India to

establish telephone exchanges in India. The permission was refused on the grounds that the

establishment of telephones was a Government monopoly and that the Government itself

would undertake the work. In 1881, the Government later reversed its earlier decision and a

licence was granted to the Oriental Telephone Company Limited of England for opening

telephone exchanges at Calcutta, Bombay, Madras and Ahmedabad and the first formal

telephone service was established in the country. On 28 January 1882, Major E. Baring,

Member of the Governor General of India's Council declared open the Telephone Exchanges

in Calcutta, Bombay and Madras. The exchange in Calcutta named the "Central Exchange"

had a total of 93 subscribers in its early stage. Later that year, Bombay also witnessed the

opening of a telephone exchange. Liberalisation of Indian telecommunication industry started

in 1981 when Prime Minister Indira Gandhi signed contracts with Alcatel CIT of France to

merge with the state owned Telecom Company (ITI), in an effort to set up 5,000,000 lines per

year. But soon the policy was let down because of political opposition. Attempts to liberalise

the telecommunication industry were continued by the following government under the

prime-minister-ship of Rajiv Gandhi. He invited Sam Pitroda, a US-based Non-resident

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Indian NRI and a former Rockwell International executive to set up a Centre for

Development of Telematics (C-DOT) which manufactured electronic telephone exchanges in

India for the first time. Sam Pitroda 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 Markets. After March 2000, 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 74%

for foreign companies. Because of all these factors, the service fees finally reduced and the

call costs were cut greatly enabling every common middle-class family in India to afford a

cell phone. Nearly 32 million handsets were sold in India. The data reveals the real potential

for growth of the Indian mobile market. Many private operators, such as Reliance

Communications, Tata Indicom, Vodafone, Loop Mobile, Airtel, Idea etc., successfully

entered the high potential Indian telecom market.

1.2 Airtel

Bharti Airtel Limited founded on 7 July 1995, by Sunil Bharti Mittal commonly known

as Airtel, is an Indian multinational telecommunications services’ company headquartered in

New Delhi, India. It operates in 20 countries across South Asia, Africa, and the Channel

Islands. Airtel has a GSM network in all countries in which it operates,

providing 2G, 3G and 4G services depending upon the country of operation. Airtel is

the world's second largest mobile telecommunications company by subscribers, with over

275 million subscribers across 20 countries as of July 2013. It is the largest cellular service

provider in India, with 192.22 million subscribers as of August 2013. Airtel is the Second

largest in-country mobile operator by subscriber base, behind China Mobile. Airtel is the

largest provider of mobile telephony and second largest provider of fixed telephony in India,

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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

Airtel: Mobile Services, Broadbandand Telephone Services, Long Distance Services and

Enterprise Services (Telecommunications consulting for corporate). It has presence in all 23

telecom circles of the country and covers 71% of the current population. Bharti Airtel is the

first Indian telecom service provider to achieve Cisco Gold Certification. It also acts as a

carrier for national and international long distance communication services. The company has

a submarine cable landing station at Chennai, which connects the submarine cable

connecting Chennai and Singapore.

Airtel operates in all telecom circles of India. Its network is present in 5,121 census towns

and 457,053 non-census towns and villages, covering approximately 86.6% of the country’s

population as of September 2012. Airtel is the largest operator in rural India with 83.82

million subscribers as of April 2013. On October 22nd 2012 Bharti Airtel, a leading

telecommunications service provider with operations in 20 countries across South 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. On the network quality part, Bharti Airtel was the first

telecom operator to start a print campaign in Delhi.

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 50 million mark and entered the league of top five

mobile companies in the world in the year 2007. Established in 1985, Bharti has been a

pioneering force in the telecom sector. With many firsts and innovations to its credit, ranging

from being the first mobile service in Jaipur, first private basic telephone service provider in

the country, first Indian company to provide comprehensive telecom services outside India in

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Seychelles and first private sector service provider to launch National Long Distance Services

in India. The Company is also implementing a submarine cable project connecting Chennai-

Singapore for providing international bandwidth. .Bharti Enterprises also manufactures and

exports telephone terminals and cordless phones.

Pioneering force in the telecom sector with many firsts and innovations to its credit, Bharti

provides a range of telecom services, which include Cellular, Basic, Internet and recently

introduced National Long Distance. 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 USA. Bharti is the leading

cellular service provider, with a footprint in 16 states covering all four metros. It has over 12

million satisfied customers. Bharti Enterprises has successfully focused its strategy on

telecom while straddling diverse fields of business. From 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 Tele-Ventures is today acknowledged as one of

India’s finest companies, and its flagship brand Airtel, has over 12 million customers across

the length and breadth of India. While a joint venture with Tele Tech Inc., USA marked

Bharti’s successful foray into the Customer Management Services business, Bharti

Enterprises’ dynamic diversification has continued with the company venturing into telecom

software development. Recently, Bharti has successfully launched an international venture

with EL Roths’ child Group owned ELRO Holdings India Ltd., to export fresh Agri products

exclusively to markets in Europe and USA "What other operators have achieved in one to

two years, Bharti has done in just over a month. In July2002, one out of every two people

buying a mobile across India chose Airtel. We are truly proud to be spearheading the mobile

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revolution in the country."- Sunil Bharti Mittal, Chairman, Bharti Tele-Ventures in 2002.

Airtel is focused on functionality and efficiency. Airtel chooses to use music for

advertisement.

On 18 November 2010, 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.

Designed by London-based brand agency, The Brand Union, the new logo is the letter 'a' in

lowercase, with 'Airtel' written in lowercase under the logo. On 23 November 2010, Airtel's

Africa operations were rebranded to 'Airtel'. Sri Lanka followed on 28 November 2010 and

on 20 December 2010, Warid Telecom rebranded to 'Airtel' in Bangladesh. Bharti Infratel is

the only telecom tower company, which has installed almost 3 MWT of solar capacity on

their network, generating more than 5 million units of electricity every year. The Green

Towers P7 program is scoped for 22,000 tower sites (primarily rural areas having low or

no Grid Power availability) out of which 5,500 sites have already been implemented in the

first year as a part of this 3-year program. Once completed, the initiative will reduce diesel

consumption by 66 million litres per year with a significant carbon dioxide reduction of

around 150,000 MT per year. Bharti Infratel bagged the 2011 'Green Mobile Award ' at the

GSMA Mobile World Congress at Barcelona and was also awarded the 2010 innovative

infrastructure company of the year award at the CNBC 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 subject of case studies in institutions including the Harvard Business School.

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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. “We at Airtel always think in fresh and innovative ways about the needs of our

customers and how we want them to feel. We deliver what we promise and go out of our way

to delight the customer with a little bit more.”

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 Organisation structure

Airtel initial corporate structure concentrated on the hierarchy of the operations inside the

company as a whole. The structure depicted the corresponding operation/region of different

in-charges and it didn't hold anyone responsible for each of its services. So, the company

found it better to restructure its corporate hierarchy. The transformed organisational structure

has two distinct Customer Business Units (CBU) with clear focus on B2C (Business to

Customer) and B2B (Business to Business) segments. Bharti Airtel B2C business unit will

comprehensively service the retail consumers, homes and small offices, by combining the

erstwhile business units - Mobile, Telemedia, Digital TV, and other emerging businesses

(like M-commerce, M-health, M-advertising etc.). The B2C organization will consist of

Consumer Business and Market Operations.

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ChairmanSunil Bharti Mittal

JMD and CEO (India)

Gopal Vittal

MD and CEO

(International)

Manoj Kohli

Director- Consumer

Business

Srinivasan Gopalan

Director and CEO,

Global Voice and

Data Business

Ajay Chitkara

Director - Human

Resources

TBD

Supply Chain*

Director, Market

Operations

Ajai Puri

Director - Enterprise

and Government

Manish Prakash

Director Network

Services Group

Jagbir Singh

CFO

Nilanjan Roy

Director -Customer

Experience

Raghunath Mandava

CEO- DTH

Shashi Arora

Director

Legal and Regulatory

Jyoti Pawar

CIO

Harmeen Mehta

*Moti Gyamlani (Global Head – Supply Chain ) reports to the MD of Bharti Airtel

Ltd with direct responsibility for India SCM function

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Figure 1.1- Organisation Structure of Airtel

1.23 Market share of Airtel: Airtel has a market share of 28.01% in the industry of telecom

sector of India.

1.24 Strengths and Weaknesses of Airtel:

A. Strengths

i. Biggest mobile service provider in world’s second largest telecom market.

ii. Well-established nationwide infrastructure.

iii. High brand equity.

iv. Superior overall network quality and reliability.

B. Weaknesses

i. High competition in the telecom market.

ii. Debt and finances.

iii. Late adoption of 3G and advanced wireless technologies.

1.25 Company’s Core Values

The core values that govern the working of the company are as follows:

a. Empowering People - to do their best

b. Being Flexible - to adapt to the changing environment and evolving customer needs11

c. Making it Happen - by striving to change the status quo, innovate and energize new

ideas with a strong passion and entrepreneurial spirit

d. Openness and transparency - with an innate desire to do good

e. Creating Positive Impact – with a desire to create a meaningful difference in society.

1.26 Company’s Objectives/Goals

a. To undertake transformational projects those have a positive impact on the society

and contribute to the nation building process.

b. To Diversify into new businesses in agriculture , financial services and retail business

with world-class partners

c. To lay the foundation for building a “conglomerate” of future

1.27 Product range

The various services being offered by Airtel are as follows:

a. Prepaid, Post-paid, Value-added services: Airtel operates in all telecom circles of India.

Its network is present in 5,121 census towns and 457,053 non-census towns and villages,

covering approximately 86.6% of the country's population as of September 2012. Airtel is

the largest operator in rural India with 83.82 million subscribers as of April 2013.

b. Wi-Fi Services: Airtel has plans to launch Wi-Fi services in India. It intends to start

offering Wi-Fi services in Delhi NCR, Mumbai and Bangalore in initial phase. All plans will

be on secure wireless broadband internet with unlimited usage and will be session or time

based. Users can use the service by finding a hotspot, selecting 'Airtel Wi-Fi Zone', activating

the voucher and then login to start browsing. Airtel intends to partner with establishments to

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set up hotspots which will be termed Wi-Fi Hangout for an establishment owner and Wi-Fi

Partner for the café and restaurant owners. Airtel Wi-Fi Partners can offer services at zero

investments and can earn commission on every Wi-Fi session sold

c. Airtel Money: Airtel has started a new m-Commerce platform called Airtel Money in

collaboration with Infosys and Smart Trust (now Giesecke and Devrient). The platform was

launched on 5 April 2012, at Infosys' headquarters in Bangalore. Using Airtel Money, users

can transfer money, pay bills and perform other financial transactions directly on the mobile

phone. It has an all India presence. Certain charges are levied per Airtel Money transaction.

d. Smart Drive: Smart Drive is navigation app exclusive to Airtel customers. The app

features voice-based 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 journey accordingly. It also suggests

the subscriber an alternate route in case of traffic congestion on the normal route. According

to Airtel, Smart Drive calculates the traffic on the basis of the number of GPS devices used

on a particular road, their average speed, as well as historical trends of traffic on that route.

Smart Drive 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 Recorder' feature, Wikipedia

information of places for which information is available and the ability to add frequently

visited locations to favourites, in addition to weather information about the place.

e. Network Experience Centre: Airtel has a Network Experience Centre (NEC) which

observes end to end customer experience, in near real time, along with the standard network

elements on Airtel's operations. The NEC houses a video wall with 3600 square feet of solid

state LED screen to monitor Airtel's telecom network. This is the world's biggest video wall 13

for a telecom operator. Each cube in this wall is 1.6mx1.2 m and there are 175 cubes arranged

in a 25x7 matrix. The clear span of the roof is 49 m x 18 m and the beams, which are

fireproof and about 8 feet deep, have been specially designed to hold the structure without

columns. The NEC was designed specifically to be used as a command centre in case of

national emergencies and natural catastrophes. The facility is earthquake proof and also

provides for a single control of command and a fully redundant technology layout.

f. iPhone 3G: The iPhone 3G was rolled out in India in 2008 by Airtel. However, high prices

and contract bonds discouraged consumers and it was not as successful as the iPhone is in

other markets of the world. Airtel introduced the iPhone 4 on 27 May 2011 and the iPhone

5 on 2 November 2012.

g. Digital Television: The Digital TV business provides Direct-to-Home (DTH) TV services

across India under the brand name Airtel digital TV. It started services on 9 October 2008

and had about 7.9 million customers at the end of December 2012.

1.3 Vodafone

Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 16

telecom circles in India. On September 20, 2007 Hutch was rebranded to Vodafone in one of

the biggest brand transition exercises in recent times. The rebranding campaign was created

by Ogilvy and Mather, India who created the popular advertisement campaign for HEL

(Hutchison Essar Limited) with a pug. After successfully rebranding Hutch as Vodafone,

Vodafone Essar started expanding its presence in India. Despite the official name being

Vodafone Essar, its products are simply branded Vodafone. Vodafone Essar started its

operations in India in 1994 and is under the Vodafone Group. The company Vodafone Essar

Limited 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

GSM cellular phone coverage throughout India and is especially strong in major metros. It is

owned by Vodafone 52%, Essar group 33% and other Indian nationals 15%. It is the world's

third-largest mobile telecommunications company measured by both subscribers and 2011

revenues (in each case behind China Mobile) and had 439 million subscribers as of December

2011. 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 - and soon view video clips and send video

messages. Whereas, Vodafone live provides on-the-move information services. Vodafone

India provides 2.75G services based on 900 MHz and 1800 MHz digital GSM technology.

Vodafone India launched 3G services in the country in the January–March quarter of 2011

and plans to spend up to $500 million within two years on its 3G networks. The marketing

campaigns of Vodafone include Zoozoos, BlackBerry Boys, Pug (network campaign), Chota

Recharge, Delights, etc. It offers both prepaid and post paid GSM cellular phone coverage

throughout India and is especially strong in the major metros. Vodafone’s Wire line Services

are backed by a state-of-the-art network infrastructure, comprising of over 120,000 km of

strong fibre backbone, over 300 Pops spread across more than 130 cities and a Network

Operations Centre for 24x7 performance management. Vodafone Essar Limited has received

many awards over the years such as the Best Mobile Service in India, Most Effective and

Most Creative Advertiser of the Year, and Most Respected Telecom Company. Vodafone

works with icons such as David Beckham to communicate its brand values. The question that

arose was Why David Beckham? Was it because he is a legendary footballer but is that all??

No, 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 magazines and in other media outlets

reaches large audiences and spreads the brand image and the message very effectively. This

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is known as above the line promotion. Stores 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 project the brand image. Vodafone actively develops good public relations by

sending press releases to national newspapers and magazines to explain new products and

ideas. Vodafone Essar is one of the topmost companies in the telecom sector in India and is

well known for the best quality of products and services offered to its customers. And this is

the reason that the customer base of the company Vodafone Essar Limited 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 Essar

to grow and prosper even more in the future. Vodafone Angel Store 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 3 September

2013, there are 16 Vodafone Angel Stores across 14 states of India. Stores are currently

operating in Agra, Ahmadabad, Bhubaneswar, Chennai, Delhi, Goa, Haryana, Hyderabad,

Jaipur, Kerala, Kolkata, Lucknow, Mumbai, Mysore, Pune, Shillong, Vadodara and Rajkot.

According to Marten Pieters, Managing Director and CEO, Vodafone India, "The Angel

Stores 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.”

Competitive Analysis Vodafone has veered towards warmth and emotions. Vodafone uses the

powerful visual aspect of advertisement like ZOOZOO and emotional aspect of dog. They are

targeting middle class persons as well the elite as their target audience. ZooZoos are the latest

creation of Vodafone ads, showed during IPL matches. It was created by Ogilvy and Mather,

an international advertising, marketing, and public relations agency. It is aimed at showing

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various value added services of Vodafone. 30 TV commercials for ZooZoo were shot in 10

days. In September 2010, an investigation by Private Eye magazine revealed certain details

of Vodafone's tax avoidance activities. It was reported that Vodafone routed the acquisition

of Mannesmann through a Luxembourg subsidiary, set up to avoid paying tax on the deal,

and continued to place its profits in Luxembourg. Following a long legal struggle

with HMRC (during which a senior HMRC official, John Connors, switched sides to become

head of tax at Vodafone), it was eventually agreed that Vodafone would pay £1.25 billion

related to the acquisition. Based on Vodafone's accounts, experts have estimated the potential

tax bill written off as a result of the negotiations was over £6 billion.

The news of this legal tax avoidance sparked angry protests, beginning in October 2010 and

ongoing as of April 2011, outside Vodafone shops across the UK, organised under the banner

of UK Uncut. The first protests caused the simultaneous closure of over a dozen stores,

including the flagship Oxford Street branch.

In 2011, Private Eye magazine and The Bureau of Investigative Journalism alleged that

Vodafone's Swiss branches were run by a single part-time bookkeeper. The report claimed

hardly any business was done from there, indicating that the main purpose of the Zug office

was tax avoidance. The report claimed the money was borrowed from the Swiss branch of the

Luxembourg company allowing it to take advantage of Luxembourg’s laws, which exempts

foreign branches of companies from tax, and Swiss 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 £2 billion. It said Vodafone publishes a single,

combined set of accounts for its Luxembourg subsidiaries and their Swiss branches. For the

one company, profits worth £1.6 billion were taxed at less than one per cent in 2011, and the

profits are likely to have been attributed to Switzerland. In its response to these allegations,

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Vodafone has said the Swiss 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.

1.31 Vision and Mission

A. Vision: The vision of Vodafone is to be the world’s mobile communication leader –

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 – both through their

services and through the impact they have on the world around them.

1.32 Organisation structure

NAME TITLE

Mr. Marten Pieters CEO

Mr. Analjit Singh Non-Executive Chairman and Partner

Mr. Sunil Sood Chief Operating Officer

Mr. Vittorio A. Colao Independent Director and Chief Executive

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Officer of Vodafone Group

Table 1.1- Organisation Structure of Vodafone

1.33 Market share of Vodafone: Vodafone has a market share of 22.46% in the industry of

telecom sector of India as on January 2013.

1.34 Strength and Weaknesses of Vodafone

A. Strengths

i. It is one of the most popular cellular service providers in India.

ii. High brand visibility.

iii. Strong advertising with ZooZoo concept.

iv. Vodafone is the only Indian operator, with VSNL, that has an international submarine

cable.

B. Weaknesses

i. Untapped Rural Market.

ii. Price competition from BSNL and MTNL.

1.35 Company’s Core Values: Vodafone claims to be obsessed with giving exceptional

customer service. It is hands-on, 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 about:

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a. Speed – we’re focused on bringing innovative new products and services onto the market

quickly

b. Simplicity – we make things easy for our customers, partners and colleagues

c. Trust – we’re reliable and transparent to deal with

1.36 Company’s Objectives/ goals

a. To focus on the customer and lead the product

b. Staying as a leading brand

1.37 Product Range

The various services being offered by Vodafone are as follows:

a. Prepaid, Post-paid, Value-added services: Vodafone owns and operates networks in 21

countries and has partner networks in over 40 additional countries. Its Vodafone Global

Enterprise division provides telecommunications and IT services to corporate clients in over

65 countries.

b. Vodafone Mobile connect USB Modem: Vodafone Mobile Connect USB

Modem branded as Vodem is a product of Vodafone that connects to the broadband internet.

It is connected to the computer via USB which makes the product usable to virtually any

computer, desktop or laptop.

c. Mobile money transfer service: In March 2007, Safari com, which is part owned by

Vodafone and the leading mobile communication provider in Kenya, launched a mobile

payment solution developed by Vodafone. M-PESA 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 justify a bank account. The M-PESA system allows customers to deposit and

withdraw cash via local agents, and transfer money to other mobile phone users via SMS. In

February 2012, Vodafone announced a worldwide partnership with Visa. "The Vodafone

mobile wallet represents the next stage of the smart phone revolution," says Vittorio Colao,

Vodafone's group CEO. This will enable Vodafone subscribers to pay for goods and services

using their mobile phones instead of coins and banknotes.

d. mHealth Services: In November 2009, Vodafone announced the creation of a new

business unit focused on the emerging mHealth market (the application of mobile

communications and network technologies to healthcare). One of its early success stories is

with the Novartis-led "SMS for Life" project in Tanzania, for which Vodafone developed and

deployed a text-message based system that enables all of the country’s 4,600 public health

facilities to report their levels of anti-malarial medications so that stock level data can be

viewed centrally in real-time, enabling timely re-supply of stock. During the SMS for Life

pilot, which covered 129 health facilities over six months, stock-outs dropped from 26% to

0.8%, saving thousands of lives. Vodafone has also been active in mHealth from a

philanthropic perspective. The Vodafone Group Foundation is a founder member of the

mHealth Alliance, supporting the adoption of mHealth through policy research and advocacy

and the development of interoperable and sustainable mHealth solutions.

e. Vodafone Live: Vodafone live is a service by which you can use internet on your mobile

and access WAP enabled sites. Vodafone's advanced Mobile X-change email and messaging

services enhance collaboration and keep the colleagues in sync wherever they are. With 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 machine-to-machine arena, we customise each solution to suit your business

needs.

1.4 Objective of the study

The basic objective of this research is to study the factors that lead to customer satisfaction

while choosing between Airtel and Vodafone as service providers in Delhi and NCR region.

Moreover the specific objective is:

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.

1.5 Scope of the Study

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

subject to be undertaken. Primary data is proposed to be collected during February – March

2014, to identify the factors of delight. The reliability and validity of the survey instrument

shall be established using SPSS to calculate Cronbach Alpha. The study is focused on the

telecom sector. Geographically study is confined to Delhi and NCR region. . A sample of 100

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.

1.6 Research Methodology

To achieve the above objectives, 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 technique employed, data collection methods to achieve the objectives and the

tools and techniques used for analysing the data. The research instrument used and its

reliability have also been presented in the succeeding paragraphs.

1.61 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 self-

administered, structured questionnaire.

Other data collection tools:

a. Articles

b. Research Papers

c. Interaction and feedback of customer

1.62 Sampling Technique: Hayes (2008) suggested that sometimes for organizations/firms

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 analyze

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. Results from

these samples are used to calculate the customer satisfaction and loyalty for particular

product or service. The sampling technique chosen for the research work is non-probability

convenience sampling. This is because respondents were selected based on their availability

23

for the study. Sampling units are customers of Vodafone and Airtel residing in Delhi and

NCR region.

1.63 Data Analysis: The above aims and objectives were achieved using the methods of

statistical analysis and through investigation of primary and secondary data. The collected

data was analysed by using SPSS software package.

1.64 Tools Used: Data was coded and tabulated using MS Excel. SPSS was used to check

reliability of the research instrument and to carry out the paired T test of the project.

The research methodology can be summarised as under:

Population Customers of Vodafone and Airtel

Sampling frame All customers of Vodafone and Airtel ,Delhi and

NCR Region

Sampling unit Sample unit will be the network users of Vodafone

and Airtel and they were chosen on the basis of

convenience sampling.

Sample size 100 plus (Expected)

Sampling Technique Convenience Sampling

Type of questions Closed ended questions

Statistical tool Paired T test

Table 1.2 - Research Methodology

1.7 Hypothesis

24

The hypothesis that is proposed to be tested during the course of this research work is listed

in this section.

1.81 Association between the customer satisfaction of Vodafone and Airtel:

H10: There is no significant difference between the customer satisfaction of Vodafone and

Airtel.

H11: There is a significant difference between the customer satisfaction of Vodafone and

Airtel.

25

Chapter 2

LITERATURE REVIEW

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 critique on previous research on Customer satisfaction 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 (GMPCS) services. The agents of change, as observed

from international perspective, have been broadly categorized into economic structure,

competition policy and technology. Economic reforms and liberalization have driven telecom

sector through several transmission channels of which these three categories are of major

significance.

26

R.C. Upadhyaya and Vashundhra Sharma (2012) in their paper titled ‘A Comparative

Study Of Telecommunication Service Providers BSNL And Airtel Operating In

Gwalior Division India’ state India's telecom sector has shown massive upsurge in the

recent years in all respects of industrial growth. From the status of state monopoly with very

limited growth, it has grown in to the level of an industry. Cellular telephone services have

achieved great commercial success; because users recognize 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 quality of

existing telecommunications landline services.

Ali Mohammadi, Kaveh Alikhani, Hoseyn Sariri, Fariborz Parandin, Mehrshad Shamsi

(2012) in their paper titled ‘The Comparison of Global Optimization Methods for Design

of Time Signal in Digital Telecommunication and Introduction of LSA Algorithm’ 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. Demodulation 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 optimization equation 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 minimize this error. The design of two-dimensional optimized signals

in digital telecommunication was analyzed and simulated by three global optimization

methods. According to the results of simulation, MLSL algorithm does better and had access

to better results.

27

A study titled ‘Exploring the Relationships among Service Quality, Satisfaction, Trust

and Store Loyalty among Retail Customers’ was conducted by Shpetim (2012). The study

aimed to investigate the relationships among service quality, 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 (customer satisfaction, customer trust, and

customer loyalty) due to the perceived services quality. An integrated model which provided

a clear structure of service quality and its impacts on customer satisfaction, customer trust,

and customer loyalty in the retailing setting was presented in the study. Confirmatory factor

analysis (CFA) and structural equation modelling (SEM) were used to analyse the data

collected from a sample of 258 respondents and to empirically test the relationships among

model constructs. The study uncovered relationships between service quality and customer

satisfaction, trust, and loyalty, which retailers can effectively use to allocate their resources

and develop a rational plan to improve their service quality under specific business

circumstances.

Joita Sen (2011) in her paper titled ‘ Rapid emergence of Indian Telecom on the world

map: A study to explore factors accountable for galloping growth of mobile services in

India’ confirms that the most important factors contributing to the success story of mobile

growth is GDP and number of players. However, it invalidated the belief that rising

demographics kindle mobile subscriptions.

Prof. Chetan G. Chaudhari (2011) in his paper titled ‘Determinants of Customer’s

Dissatisfaction for mobile services’ 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. Growing customer dissatisfaction in mobile services are attributed to many

factors- insufficient network coverage, poor connectivity, call drops etc.

Ashish Dash and Sukesh Kumar (2011) in their paper titled ‘Understanding Users of

Mobile Services in Rural Area: A case of Bishalkhinda village in Odisha’ estimate that

the telecom sector has witnessed significant changes in the policy approach, during the last

two decades. Dash 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 2008.

Kanagasabai Kajendra (2010) in his paper titled ‘Customer Perception of Delivered

Value: A Study of Customers and Vendors of Mobile Phones’ 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.

Oliver (2010) in his paper titled ‘Satisfaction: A Behavioural Perspective on the

Consumer’ brought out that satisfaction was the consumer’s fulfilment response. He

amplified that it was a judgement that a product/service feature, or the product or service

itself, provide (or is providing) a pleasurable level of consumption-related fulfilment,

including levels of over or under fulfilment.

29

Shruti Jain and Kirti Swarup (2009) in their paper titled ‘Effect of advertising on

enhancing Brand personality and consumer buying decisions: A case of Vodafone- A

journey from pug to ZOOZOO’ 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 ZOOZOO.

Shikha Ojha (2009) conducted a study on “Consumer Awareness of VAS of Telecom

Sector of India”. She analyzed the contribution of the mobile phone services not only at the

national or state level, but also its involvement in an individual's life. She found out that the

less number of users are aware of all the VAS provided by the service providers and thus the

companies should focus on the awareness campaign.

Seth et al (2008), in his study titled “Managing the Customer Perceived Service Quality

for Cellular Mobile Telephone: an Empirical Investigation” analyzed that there is relative

importance of service quality attributes and showed that responsiveness is the most

importance dimension followed by reliability, customer perceived network quality,

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 quality for cellular

mobile services.

30

Güngör (2007) in his paper titled ‘Emotional Satisfaction of Customer Contacts’ has

identified four dimensions as part of the customer satisfaction and loyalty process:

Emotional, Cognitive, Transactional and General satisfaction. According to him, while

cognitive satisfaction represented the rational and thinking side of the satisfaction; emotional

satisfaction represented the experiential and feeling side. General satisfaction represented the

overall satisfaction of customers, whereas transactional satisfaction represented the last

transactions, namely the satisfaction with last contact with firms.

Anita Seth (2007) in his study on “Quality of service parameters in cellular mobile

communication” developed a model of service quality and a set of dimensions for

comparative evaluation which could provide useful directions to regulators and service

providers. She explains that in electronic age, the need to manage customer relationships for

profit is a marketing dilemma that many telecommunication companies face.

Girish Taneja and Neeraj Kaushik (2007) conducted a study on “Customers perception

towards Mobile service providers: An analytical study” aims to deduce the factors that

customers perceive to be the most important while utilizing 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 liberalization, privatization and

de-monopolization 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

Kalpana and Chinnadurai (2006) in their study titled “Promotional Strategies of Cellular

Services: A Customer Perspective” analyzed 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 Coimbatore city

Marine and Blanchard (2005) identifies the reasons for the unexpected boom in mobile

networks. According to them, cell phones, based on Global System for Mobile

Communication (GSM) standard require 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 90% simplifies management of customer base.

Moreover, it is suitable to people’s way of life-rural, urban, and sub-urban subscribers.

According to a paper released by the Associated Chambers of commerce and Industry of

India (2005) it is stated that 30% of the new mobile subscribers added by the operators

worldwide will come from India by 2009.10% of the third generation (3G) subscribers will

be from India by 2011, Indian handset segment could be between US $ 13 billion and US $

15 billion by 2016.It offers a great opportunity for equipment vendors to make India a

manufacturing hub. Indian infrastructure capital expenditure on cellular equipment will be

between 10 to 20% of the investment that will be made by international operators by 2015.

The other proposals included setting up of hardware manufacturing cluster parks, conforming

to global standards and fiscal incentives for telecom manufacturing among others.

B. Hayes (2008) in his book titled Measuring Customer Satisfaction and Loyalty: Survey,

Design, Use and Statistical Analysis Methods states that while cognitive satisfaction

represented the rational and thinking side of the satisfaction; emotional satisfaction

32

represented the experiential and feeling side. General satisfaction represented the overall

satisfaction of customers, whereas transactional satisfaction represented the last transactions,

namely the satisfaction with last contact with firms.

S. Thakur and A. P Singh (2012, May) in their paper titled Brand image, customer

satisfaction and loyalty intention: a study in the context of cosmetic product among the

people of Central India state that satisfaction was the consumer’s fulfilment response. He

amplified that it was a judgement that a product/service feature, or the product or service

itself, provide (or is providing) a pleasurable level of consumption-related fulfilment,

including levels of over or under fulfilment. They mention that the most significant

development since 1999 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 Rs. 16 per minute to Rs. 2 per minute.

A.G. Kumar and S.J Manjunath (2012) in their paper titled Customer Satisfaction

derived through Product, Service and Store Image – A Study at Khadims Footwear

Store 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

(customer satisfaction, customer trust, and customer loyalty) due to the perceived services

quality.

2.2 Theoretical Description

The definition of the different variables that researcher came across during the study are

discussed below:

33

2.21 Customer Satisfaction: The Oxford Dictionaries Online states that the word

‘satisfaction’ is derived from Latin word ‘satisfacere’ and means fulfilment of one’s wishes,

expectations, or needs, or the pleasure derived from this. Different authors view customer

satisfaction in different perspectives. Some 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.

Customer satisfaction is a measurement of how pleased customers are with a particular

product or service. Satisfied customers are likely to make repeat purchases and often refer

others. Since a lot of research has been performed in the field of customer satisfaction, many

definitions have been formulated as to what Customer Satisfaction entails. Satisfied

customers are more likely to stay loyal, consume more and are more likely to recommend

their friends to the business.

34

Chapter 3

DATA PRESENTATION AND ANALYSIS

This chapter covers the statistical analysis on data collected using the research instrument.

Analysis of the data was carried out using both MS Excel and SPSS (Statistical Package for

Social Sciences) to understand the difference between the Customer Satisfaction for

Vodafone and Airtel.

3.1 Research Instrument Reliability

A pilot test was carried out to establish the reliability of the research instrument. The

questionnaire was filled by 30 respondents and reliability was checked using SPSS to

calculate the value of Cornbach Alpha. Cronbach's alpha indicates how well the items in a set

are positively correlated to one another. For assessing the internal consistency reliability,

Cronbach’s Alpha was calculated to examine the stability of each factor separately.

Reliability coefficients for each factor were considered acceptable if their value was greater

than or equal to 0.70. The details of the Reliability statistics are as follows:

Case Processing Summary

N %

Cases Valid 30 100.0

Excludeda 0 .0

35

Total 30 100.0

a. List wise deletion based on all variables in the procedure.

Reliability Statistics

Cronbach's

Alpha

N of Items

.827 35

Item-Total Statistics

Scale Mean

if Item

Deleted

Scale

Variance if

Item Deleted

Corrected

Item-Total

Correlation

Cronbach's

Alpha if Item

Deleted

VAR00002 86.7667 168.668 .344 .823

VAR00003 86.2333 169.909 .359 .824

VAR00004 87.3000 173.459 .000 .828

VAR00005 87.3000 173.459 .000 .828

VAR00006 86.6667 170.575 .206 .826

VAR00007 86.7333 169.306 .297 .824

VAR00008 86.2000 171.269 .101 .828

VAR00009 85.6667 165.195 .327 .822

VAR00010 85.2000 159.890 .521 .816

VAR00011 85.2667 154.478 .488 .816

VAR00012 85.5000 156.672 .534 .815

36

VAR00013 85.4333 158.392 .497 .816

VAR00014 85.4333 154.875 .532 .814

VAR00015 85.6000 163.145 .370 .821

VAR00016 85.3000 163.321 .382 .821

VAR00017 85.6000 167.490 .195 .826

VAR00018 85.6667 166.161 .207 .827

VAR00019 85.6667 155.333 .715 .810

VAR00020 85.5333 159.223 .501 .816

VAR00021 85.4000 163.559 .336 .822

VAR00022 85.4667 165.085 .280 .824

VAR00023 85.7333 163.099 .324 .822

VAR00024 85.5333 162.051 .309 .823

VAR00025 85.4333 162.875 .388 .820

VAR00026 85.4333 160.323 .399 .820

VAR00027 85.5000 163.293 .394 .820

VAR00028 85.5333 166.257 .194 .827

VAR00029 85.6000 168.248 .174 .827

VAR00030 85.5000 171.431 .036 .832

VAR00031 85.6667 159.057 .447 .818

VAR00032 85.8000 169.269 .103 .830

VAR00033 85.6667 163.057 .317 .823

VAR00034 85.7000 164.562 .282 .824

VAR00035 85.7333 169.375 .140 .828

VAR00036 85.4333 165.909 .179 .828

37

The pilot test was conducted and relatively high-stability coefficients have been found. These

coefficients indicated the internal consistency of the study. For the pilot test, the value of

Cronbach’s Alpha is .827 of the survey. Since, any instrument having Cornbach Alpha value

greater than 0.7 is acceptable, the questionnaire was found to be reliable to be used for the

study.

3.2 Demographic Profile

Questionnaires were distributed between both male and female having the percentage 60%

and 40% respectively. The respondents, from which data were collected having different

level of age and income. Some of the respondents were single while some were married. The

demographic profile of the 125 respondents is summarised as follows:

Demographic Profile of the respondents

Age No. of Respondents Percentage

Below 18 years 2 1%

18 years – 30 years 65 52%

30 years – 50 years 36 29%

Above 50 years 22 18%

Total 125 100%

Gender No. of Respondents Percentage

Male 75 60%

Female 50 40%

38

Total 125 100%

Monthly income No. of Respondents Percentage

Less than 25000 52 42%

25000- 50000 39 31%

50000- 75000 30 24%

More than 75000 4 3%

Total 125 100%

Marital Status No. of Respondents Percentage

Married 66 53%

Unmarried 59 47%

Total 125 100%

Source: Primary Data

Table 3.1 Demographic Profile of the Respondents

Analysis

Majority 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 (above 50 years). This could be due to the reason that

today, mostly youngsters are inclined towards using the tech savvy mobile technologies out

in the market and hence require the mobile services to compliment those, be it for socialising, 39

working or even listening to music. The composition of the sample indicates that the majority

of the respondents are male with 60% as against female with 40%. 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

requires telecommunication services for the same purposes maybe. 42% of respondents

belong to the lower income bracket (monthly income less than Rs 25,000) and only 3%

respondents belong to the higher income group (monthly income more than Rs 75,000). 53%

of the total respondents for the study were married and 47% were unmarried.

3.3 Mobile Service Brand purchased by respondents

The customers were enquired 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.

Mobile Service Brand purchased by respondents

Brand currently using No. of Respondents Percentage

Airtel 69 55%

Vodafone 56 45%

Others 0 0%

Total 125 100%

Brand Preferred No. of Respondents Percentage

Airtel 69 55%

Vodafone 56 45%

Others 0 0%

40

Total 125 100%

Using for how long No. of Respondents Percentage

Less than 2 yrs 20 16%

2 – 5 yrs 52 42%

5- 10 yrs 45 36%

More than 10 yrs 8 6%

Total 125 100%

Source: Primary Data

Table 3.2 Mobile Service Brand purchased by respondents

Analysis

A majority of 69 respondents are currently using and prefer Airtel over a minority of 56 using

and preferring Vodafone. 42% respondents have been static with their mobile service

provider for 2- 5 yrs, while 36% for 5-10 yrs, 16% for less than 2 yrs and a minimal of 6% of

respondents have stayed with their current mobile service provider for more than 10 yrs.

3.4 Paired T test

Paired T Test was conducted on the primary data that was conducted by the respondents. The

paired t-test 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 equal to zero (due to sampling variation) and the hypothesis test is

designed to answer the question "Is the observed difference sufficiently large enough to

41

indicate that the alternative hypothesis is true?" The answer comes in the form of a

probability - the p-value.

Paired Samples Test

Paired Differences t Df Sig. (2-

tailed)Mean Std.

Deviation

Std.

Error

Mean

95% Confidence

Interval of the

Difference

Lower Upper

Pair 1

VAR00005

-

VAR00006

-.688 8.443 .755 -2.183 .807 -.911 124 .364

Paired Samples Correlations

N Correlatio

n

Sig.

Pair 1VAR00005 and

VAR00006125 -.475 .000

Analysis:

It is seen in the above table that the p value is .364 which is more than 0.05 and hence the

null hypothesis is being accepted indicating there is no significant difference between the

customer satisfaction of Airtel and Vodafone.

3.5 Descriptive Statistics42

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 Standard Deviation is a measure

of how spread out the data is from the mean value.

3.51 Comparison of descriptive statistics for various factors constituting Customer

Satisfaction: 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.

Objective No. 1: To determine the factors that lead to customer satisfaction in Vodafone

and Airtel.

a. Time taken for restoration of connection

Main Service No of Respondents Total score

Airtel125 296

Vodafone 125 331

Table 3.3 Time taken for restoration of connection

Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very

satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Vodafone out of 625

was 331 whereas Airtel scored 296 for time taken by them for restoration of their service

connections. Respondents preferred Airtel over Vodafone by a mere difference of 35 points.

b. Problem Solving ability of the executive

43


Airtel125 326

Vodafone 125 344

Table 3.4 Problem solving ability of the executive



was 344 whereas Airtel scored 326 for the problem solving abilities of their executives.

Respondents preferred Airtel over Vodafone by a mere difference of 18 ponts.

c. Availability of signals/ network


Airtel125 310

Vodafone 125 344

Table 3.5 Availability of signals/network



was 344 whereas Airtel scored 310 for the availibilty of their signals. Respondents preferred

Airtel over Vodafone by a mere difference of 34 points.

44

d. Voice Clarity


Airtel 125 331

Vodafone 125 322

Table 3.6 Voice Clarity


satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Airtelout of 625 was

331 whereas Vodafone scored 322 for their network’s voice clarity. Respondents preferred

Vodafone over Airtel by a mere difference of 9 points.

e. Quality of fault repair services


Airtel 125 320

Vodafone 125 347

Table 3.7 Quality of fault repair services



45

was 347 whereas Airtel scored 320 for their quality of fault repair services. Respondents

preferred Airtel over Vodafone by a mere difference of 27 points.

f. The net pack services

Supplementary

ServiceNo of Respondents Total score

Airtel125 347

Vodafone125 320

Table 3.8 Net pack services


satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Airtel out of 625

was 347 whereas Vodafone scored 320 for the supplementary net pack services. Respondents

preferred Vodafone over Airtel by a mere difference of 27 points.

g.The message card (SMS) service

Supplementary


Airtel125 347

Vodafone 125 320

Table 3.9 The message card (SMS) service



46

was 347 whereas Vodafone scored 320 for their SMS services. Respondents preferred

Vodafone over Airtel by a mere difference of 27 points.

h.The ease of setting a caller tune to one’s contact number

Supplementary


Airtel 125 351

Vodafone 125 317

Table 3.10 The ease of setting a caller tune to one’s contact number



was 351 whereas Vodafone scored 317 for the ease insetting caller tunes from their telecom

networks. Respondents preferred Vodafone over Airtel by a mere difference of 34 points.

i. The various call rate packages being offered time to time

Supplementary


Airtel125 323

Vodafone 125 338

Table 3.11 the various call rate packages being offered time to time



47

was 338 whereas Airtel scored 323 for the various call rate packages being offered by them to

the subscribers of their respective networks. Respondents preferred Airtel over Vodafone by

a mere difference of 15 points.

3.6 Testing the hypothesis

The test used to test the various hypotheses is paired T test. The test has been applied using

MS Excel and SPSS.

The paired t-test 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 equal to zero (due to sampling variation) and the hypothesis test is

designed to answer the question "Is the observed difference sufficiently large enough to

indicate that the alternative hypothesis is true?" The answer comes in the form of a

probability - the p-value. 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. From this we might reject the null hypothesis in favour of the

alternative hypothesis - namely, that there is a difference.

Objective No. 2: To compare the customer satisfaction level of for Vodafone and Airtel

as service providers.

3.61 Association between the customer satisfaction of Vodafone and Airtel

H10: There is no significant difference between the customer satisfaction of Vodafone and

Airtel.

48

H11: There is a significant difference between the customer satisfaction of Vodafone and

Airtel.

For testing Hypothesis Paired T test has been applied, the formula for it is:

The top of the formula is the sum of the differences (i.e. the sum of d). The bottom of the

formula reads as:

The square root of the following: n times the sum of the differences squared minus the sum of

the squared differences, all over n-1.

a. The sum of the squared differences: ∑d2 means take each difference in turn,

square it, and add up all those squared numbers.

b. The sum of the differences squared: (∑d)2 means add up all the differences and

square the result.

Brackets around something in a formula mean (do this first), so (∑d)2 means add up all the

differences first, then square the result.

Paired Samples Correlations

N Correlatio

n

Sig.

Pair 1VAR00005 and

VAR00006125 -.475 .000

Paired Samples Test

49

Paired Differences T Df Sig. (2-

tailed)Mean Std.

Deviation

Std.

Error

Mean

95% Confidence

Interval of the

Difference

Lower Upper

Pair 1

VAR00005

-

VAR00006

-.688 8.443 .755 -2.183 .807 -.911 124 .364

Paired Samples Statistics

Mean N Std.

Deviation

Std. Error

Mean

Pair 1

VAR00005 12.87 125 5.059 .453

VAR00006 13.56 125 4.771 .427

Interpretation

It is seen in the above table that the p value is .364 which is more than 0.05 and hence the

null hypothesis is being accepted and Alternate Hypothesis is rejected. The above tables

depict that there is a no significant difference between the customer satisfaction of Airtel and

Vodafone as service providers.

3.7 Summary

50

The chapter attempts to present and analyse the data collected from 125 respondents by

means of a questionnaire. Data collected has been summarised and tabulated using Microsoft

Excel. The data has been presented using tabular representation for ease of understanding.

Descriptive statistics were calculated using Microsoft Excel. Paired T Test was carried out

using SPSS software.

51

Chapter 4

SUMMARY AND CONCLUSION

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. Revisiting of objectives is essential

to understand whether the purpose and aim of research has been achieved. Limitations of the

study have been pointed out. Recommendations based on the study have also been presented.

Finally, the chapter throws light on directions for future research.

4.1 Result of the study

The review of previous research work on the subject helped to determine the association of

customer satisfaction for Airtel and Vodafone. The questionnaires were filled by 125

respondents who are or have been subscribers of both Airtel and Vodafone. The descriptive

statistics viz. Paired T test was calculated for each of the service provider. After data was

analyzed,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.

However, 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. Whereas, t was determined

that Vodafone lagged behind Airtel when it came to the main services being offered by them.

52

4.2 Findings of the Study

a. It has been statistically verified that there is no significant difference between the customer

satisfaction of Airtel and Vodafone.

b. Majority of consumers are happy with the network services provided by their telecom

service providers.

c. About 47.75% of the customers are satisfied and 18% are extremely satisfied with the

network services provided to them by their respective service providers.

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 quality 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 cut-throat competition to each other in the Indian telecom

industry and are well established and trusted by their subscribers. So 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.

4.3 Limitations of the Study

The methodology that has been employed might have a few limitations which have been

mentioned as below:

a. Due to limited available time, convenience sampling was used.

53

b. The sample size was restricted to 125 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 Delhi and NCR 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.

f. Though quantitative approach has been followed in this research, it is still questionable

whether the results are generalizable among all types of consumers each of who have

different intrinsic and extrinsic characteristics that affect their customer satisfaction.

g. Survey is a time consuming process but the time to collect the data for research was very

less.

h. Evaluation is based on the primary data generated through questionnaire and accuracy of

the findings entirely depends on the accuracy of such data and unbiased responses of the

customers.

i. Lack of expertise on the part of the researcher act as a limitation for the researcher.

4.4 Managerial 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 quality of its repair services.

f. Vodafone needs to improve that availability of its networks/signals

54

g. Airtel needs to provide better quality of supplementary services in the message card (SMS)

services, and make the process of setting caller tunes to one’s contact number simpler to use.

4.5 Scope for Future 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. Geographically

study is confined to Delhi and NCR region. The researcher of the present study believes that

the basic questions 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 investigations:

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. Of 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. Future 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. Such research should be aimed at arriving at predictive models to analyse the

satisfied behaviour and attitude exhibited by the customer.

d. Future 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.

55

e. Finally, 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

citizens of Delhi and NCR perceive the services offered by Airtel and Vodafone and how

their satisfaction is related to it.

f. Since most of the subscribers are young and middle aged people, Airtel and Vodafone can

introduce services focussing on the needs of those age groups.

4.6 Summary

The chapter attempts to summarise and present the findings of this research work. The

limitations of this study have also been enumerated. Further, the avenues for future research

in relation to the subject of the study have also been listed.

56

Chapter 5

RECOMMENDATIONS

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 quality of Airtel and Vodafone,

thereby impacting the Customer Satisfaction.

5.1 Recommendations of the study

This research study suggests that managers of Airtel and Vodafone study customer

satisfaction for three reasons. First, 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 Customer

satisfaction. Second, Managers 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 requires an understanding and exploration of

the various behavioural and attitudinal indicators and factors leading to Customer

satisfaction. Third, Managers may be able to develop a systematic model for establishing a

relationship between Customer 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 Customer Satisfaction:

a. Since 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.

57

b. Attracting customers is one thing but retaining them is a tedious task which requires great

effort. So in order to maintain a large customer base both these companies have to introduce

new main and supplementary services to enhance their brand.

c. Excessive sales promotions erode quality 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

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 quality 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. For 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 Mix must address the needs of this target segment, so as to improve

Satisfaction. 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 58

improve the service variety offered. This will go a long way in enhancing customer

satisfaction.

5.2 Summary

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.

59

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62

Appendix ‘A’

Questionnaire

I, Esther Qureshi, a student of Gitarattan International Business School affiliated to Guru

Gobind Singh Indraprastha University, New Delhi. As a part of our academic curriculum I

am undertaking this research titled “A comparative study of customer satisfaction in

Vodafone and Airtel as service providers in Delhi and NCR region.” I would request your

cooperation in form of honest responses. The information provided by you will be kept

confidential and used for research purpose only.

Q1. Name ___________________________________

Q2. Gender:

Male

Female

Q3. Age:

Below 18 years

18-30 years

30-50 years

Above 50 years

63

Q4. Marital Status:

Single

Married

Q5. Income:

Below 25,000 per month

25,000- 50,000 per month

50,000-75,000 per month

Above 75000 per month

Q6. Which mobile company services you are using now a days??

Airtel

Vodafone

Others

Q7. Among them, which Brand you, prefer most?

Airtel

Vodafone

Others

64

Q8. How long you have been using this Brand?

0-2 years

2-5 years

5-10 years

More than 10 years

Please indicate your level of opinion by circling the best option on scale of 1 to 5.

1(Very Satisfied), 2(Satisfied), 3(neutral), 4 (Little satisfied), 5 (not satisfied)

AIRTEL

65

66

MAIN SERVICES

Time taken for restoration of connection 1 2 3 4 5

Problem solving ability of the executive 1 2 3 4 5

Availability of signals/ network 1 2 3 4 5

Voice clarity 1 2 3 4 5

Quality of fault repair service 1 2 3 4 5

SUPPLEMENTARY SERVICES

The net pack services 1 2 3 4 5

The message card (SMS) services 1 2 3 4 5

The ease of setting a caller tune to one’s contact number 1 2 3 4 5

The various call rate packages being offered time to time 1 2 3 4 5

CUSTOMER SATISFACTION

Are you satisfied with the billing performance 1 2 3 4 5

Are you satisfied with the overall service quality 1 2 3 4 5

Are you satisfied with ,maintainability 1 2 3 4 5

Are you satisfied with the grievance redressal 1 2 3 4 5

Are you satisfied with the supplementary and value added

services

1 2 3 4 5

VODAFONE

67

MAIN SERVICES

Time taken for restoration of connection 1 2 3 4 5

Problem solving ability of the executive 1 2 3 4 5

Availability of signals/ network 1 2 3 4 5

Voice clarity 1 2 3 4 5

Quality of fault repair service 1 2 3 4 5

SUPPLEMENTARY SERVICES

The net pack services 1 2 3 4 5

The message card (SMS) services 1 2 3 4 5

The ease of setting a caller tune to one’s contact number 1 2 3 4 5

The various call rate packages being offered time to time 1 2 3 4 5

CUSTOMER SATISFACTION

Are you satisfied with the billing performance 1 2 3 4 5

Are you satisfied with the overall service quality 1 2 3 4 5

Are you satisfied with ,maintainability 1 2 3 4 5

Are you satisfied with the grievance redressal 1 2 3 4 5

Are you satisfied with the supplementary and value added

services

1 2 3 4 5

THANK YOU FOR YOUR PARTICIPATION AND SUPPORT

Annexure ‘B’

Name Gender AgeMarital status Income Q6 Q7

Nitisha 2 2 1 1 2 2Ajayata Jain 2 2 1 1 1 1Reema Mishra 2 2 1 1 2 2Yogita Solanki 2 2 1 1 1 1Utkarsha Aggarwal 2 2 1 1 2 2Gaurav Jindal 1 2 1 1 1 1Vidur 1 2 1 1 2 2Arun Sharma 1 2 1 1 2 2Kartik Arya 1 2 1 1 2 2Vaibhav Sharma 1 2 1 1 2 2Jasminder 1 2 1 1 2 2Seema Garg 2 2 1 1 1 1Shikha Chawla 2 2 1 1 1 1Jagmeet Singh 1 2 1 1 2 2Vinod Kumar 2 2 1 1 2 2Gursimar Kaur 2 2 1 1 1 1Kanika 2 2 1 1 1 1Alok Phartyal 1 2 1 1 1 1Kanika 2 2 1 1 2 2Gurpreet Kaur 2 2 1 1 2 1Khushboo 2 2 1 1 2 2Smriti Khanna 2 2 1 1 2 1Abhishek Bharadwaj 1 2 1 1 2 2Pranav Khullar 1 2 1 1 1 1Shelja 2 2 1 1 1 1Ravi Kapoor 1 2 1 1 2 2Abhishek Rawat 1 2 1 1 2 2Naveen Yadav 1 2 1 1 1 1Varun Sahni 1 2 1 1 2 2

68

Morvena Massey 2 4 1 1 2 2M. Mariappan 1 4 2 1 1 1Ramesh Maseeh 1 4 2 1 1 1Vijay Kumar 1 3 2 1 1 1Prerna Angel Lall 2 2 1 1 2 2Shirley Joseph 2 4 2 2 1 1Franklin John 1 4 2 2 1 1Peter Lal 1 3 2 2 2 2Raj Gupta 1 2 1 2 1 1Hitesh Kumar 1 2 2 2 1 1Rohtash 1 3 2 3 1 1Stuti Pal 2 2 1 1 2 2Abhishek Pal 1 2 1 1 1 1Sushil Vishkarma 1 1 1 1 1 1Dambahadur 1 4 2 1 1 1Vaibhav Sinha 1 2 2 2 1 1Rita Samson Singh 2 3 2 2 1 1Lalita Peter Lal 2 3 2 2 2 2Hemant Singh 1 3 2 2 2 2Pradeep Kumar 1 2 1 1 1 1Subhash Dua 1 2 1 1 1 1Johny RV 1 3 2 4 1 1Sicily John 2 4 2 2 1 1Josy Varghese 2 3 2 2 1 2Edison Philip 1 4 2 2 2 2Sahil Jain 1 2 1 1 2 2Manish Samuel 2 3 2 2 1 1Ajay Pawar 1 3 2 4 1 2Jaya Masih 2 4 2 2 1 2Azeem Qureshi 1 2 1 2 1 1Simone Sunil Pal 2 3 2 2 1 1Prateek Joy Lal 1 2 1 1 2 2Sangeeta Pal 2 3 2 3 2 2Deepika Shivpuri 2 4 2 3 1 1Deepika Mehlawat 2 2 1 1 1 1Sashi Devi 2 3 2 2 2 2Swati Ranjan 2 2 1 2 2 2Anumeha Varma 2 4 2 3 1 1Mira Mathur 2 4 2 3 2 2S. Manoj 1 3 2 3 2 2Kamlesh Rani 2 3 1 3 1 1Surbhi Sabarwal 2 2 1 3 2 2V.P. Semwal 1 4 2 4 1 1

69

Chanchal Bhatnagar 2 4 2 4 1 1Inderpal Singh 1 4 2 4 2 2Neeraj 1 3 2 4 1 1Deepak Joyal 1 2 2 4 1 1Sunita sood 2 4 2 2 2 2Anoop Kumar 1 2 2 2 1 1Annamma 2 4 2 3 2 2Pooja Juyal 1 2 2 2 1 1Mahinder Singh 1 3 2 2 2 1Anil Kumar 1 3 2 4 1 1Lokesh 1 4 2 4 2 2Varun Kumar 1 4 1 4 2 2Rajesh Sumeri 1 4 2 2 1 1Ram Babu 1 4 2 1 2 2Ashok Kumar 1 4 2 1 2 2Dharam Pal 1 3 2 2 1 1A.K. Das 1 3 2 2 1 1Sherey Chopra 1 2 1 2 1 1Katrina 2 2 1 1 1 1Rohan Kotwal 1 2 1 1 2 2Rakesh Mittal 1 2 1 1 1 1Mohan Singh 1 3 2 2 1 1Edward 1 3 2 2 2 2Jagan Thomas 1 3 2 3 2 2Wilson 1 3 2 3 1 1Esther Wilson 2 2 2 2 1 1Miangal Singh 1 3 2 2 1 1Dharam Kapoor 1 3 2 2 1 1Brian Alfred Boye 1 3 1 2 2 2Shahbaz Malhi 1 2 1 4 1 1Mujtaba Khan 1 2 1 3 1 1Harsh Bedi 1 2 1 3 2 2Siddhant Krishan Singh 1 2 1 3 1 1Sushant Singh 1 2 1 3 1 1Humzaa Ali Khan 1 2 1 3 2 2Karan Godara 1 2 1 3 2 2Anas Khan 1 2 1 3 1 1Sakshi Abrol 2 3 2 2 1 1Sonakshi Singh 2 3 2 2 2 2Prerna Peter 2 3 2 2 1 1Sundhus Khan 2 3 2 2 1 1Himani Mittal 2 3 2 2 2 2Sneha Jheetay 2 3 2 2 2 2

70

Deepali Apprajita 2 3 2 2 2 2Ashmita Singh 2 3 2 2 1 1Samreen Wazir 2 3 2 1 1 1Gunraj Singh 1 2 1 1 1 1Kabir Nath 1 2 1 4 2 2Carrisma Dennis 2 2 1 2 2 2Jyoti Burrett 2 2 1 2 1 1Vedant Munshi 1 2 1 2 2 2Sanjay Rao Ayde 1 2 1 4 1 1Rishabh Nagpal 1 2 1 2 2 2

Name Q8 Q9 Q10 Q11 Q12 Q13 Q14Nitisha 3 2 4 5 3 5 3Ajayata Jain 1 2 2 1 1 2 2Reema Mishra 2 3 4 4 3 3 5Yogita Solanki 1 2 2 3 2 2 2Utkarsha Aggarwal 2 3 4 5 4 5 4Gaurav Jindal 3 2 2 1 1 2 3Vidur 1 4 5 5 4 3 2Arun Sharma 3 2 3 1 1 2 3Kartik Arya 3 2 2 3 2 3 1Vaibhav Sharma 2 2 4 3 5 3 5Jasminder 1 3 4 2 2 3 3Seema Garg 2 2 3 2 4 4 3Shikha Chawla 1 2 2 2 2 2 1Jagmeet Singh 3 4 4 5 3 3 2Vinod Kumar 2 3 4 4 4 4 3Gursimar Kaur 2 3 2 3 4 2 1Kanika 3 2 2 1 1 2 2Alok Phartyal 3 1 2 2 2 2 1Kanika 2 3 3 5 3 2 4Gurpreet Kaur 2 3 3 4 2 2 2Khushboo 2 2 3 1 2 3 3Smriti Khanna 2 2 3 2 3 2 3Abhishek Bharadwaj 2 4 3 5 5 4 4Pranav Khullar 2 1 2 3 2 5 1Shelja 2 3 4 4 3 3 4Ravi Kapoor 2 4 3 3 4 3 5Abhishek Rawat 2 4 3 4 3 2 5Naveen Yadav 2 2 2 2 2 2 2Varun Sahni 2 3 4 2 3 1 3Morvena Massey 3 4 5 4 4 5 4

71

M. Mariappan 4 2 2 1 1 1 2Ramesh Maseeh 4 1 2 1 1 2 1Vijay Kumar 4 1 1 1 1 1 1Prerna Angel Lall 2 2 2 3 2 2 1Shirley Joseph 3 1 2 1 2 2 3Franklin John 4 2 3 1 1 2 4Peter Lal 3 2 2 2 4 2 2Raj Gupta 3 2 2 2 2 2 2Hitesh Kumar 2 3 3 2 3 3 3Rohtash 4 1 1 1 1 2 1Stuti Pal 2 2 3 3 2 3 3Abhishek Pal 2 1 1 1 2 2 3Sushil Vishkarma 2 1 1 2 1 2 2Dambahadur 3 2 2 1 2 1 1Vaibhav Sinha 3 1 1 1 1 1 1Rita Samson Singh 2 1 1 1 1 1 1Lalita Peter Lal 3 4 5 4 5 5 5Hemant Singh 2 2 2 3 3 2 2Pradeep Kumar 2 1 1 2 1 1 1Subhash Dua 3 1 1 1 1 2 2Johny RV 2 2 3 2 4 2 2Sicily John 2 2 1 2 1 2 1Josy Varghese 4 4 3 4 4 4 3Edison Philip 4 3 2 2 2 3 3Sahil Jain 2 2 1 2 1 2 2Manish Samuel 4 1 1 1 1 1 1Ajay Pawar 3 4 5 5 5 3 5Jaya Masih 3 1 3 4 4 3 2Azeem Qureshi 3 1 1 1 5 3 2Simone Sunil Pal 2 2 2 3 3 2 2Prateek Joy Lal 1 3 4 4 3 4 3Sangeeta Pal 2 2 3 3 3 3 2Deepika Shivpuri 3 2 3 2 3 3 3Deepika Mehlawat 3 1 2 3 2 2 2Sashi Devi 3 4 4 4 3 3 3Swati Ranjan 2 2 2 2 3 3 2Anumeha Varma 2 2 3 1 1 2 2Mira Mathur 2 4 4 4 4 4 4S. Manoj 2 5 5 5 5 5 5Kamlesh Rani 2 2 2 2 2 2 3Surbhi Sabarwal 2 3 4 3 4 4 4V.P. Semwal 3 2 3 3 3 3 1Chanchal Bhatnagar 3 1 1 1 1 1 1

72

Inderpal Singh 3 4 4 4 4 5 3Neeraj 3 2 2 3 2 3 3Deepak Joyal 1 2 3 1 2 1 1Sunita sood 1 3 3 3 3 3 4Anoop Kumar 1 2 1 2 2 3 2Annamma Qureshi 1 2 2 2 2 2 2Pooja Juyal 1 2 2 2 1 2 3Mahinder Singh 1 3 3 3 3 3 3Anil Kumar Sharma 1 2 2 2 3 3 3Lokesh 3 3 3 2 2 2 3Varun Kumar 3 4 4 4 4 4 4Rajesh Sumeri 1 1 1 2 2 1 1Ram Babu 3 4 3 3 5 4 4Ashok Kumar 3 3 2 4 4 4 5Dharam Pal 2 2 3 1 3 3 3A.K. Das 2 1 2 1 1 2 1Sherey Chopra 4 3 3 3 3 3 3Katrina 1 1 2 1 2 2 1Rohan Kotwal 1 3 3 3 3 3 4Rakesh Mittal 2 1 2 1 1 2 2Mohan Singh 3 3 2 1 2 1 2Edward 3 3 3 2 3 2 3Jagan Thomas 3 3 4 2 3 2 3Wilson 3 1 1 2 2 1 2Esther Wilson 3 2 1 1 2 2 2Miangal Singh 3 2 2 1 3 3 3Dharam Kapoor 3 3 3 1 2 3 2Brian Alfred Boye 2 3 3 3 3 2 3Shahbaz Malhi 2 1 1 1 2 1 2Mujtaba Khan 2 2 2 2 1 2 3Harsh Bedi 2 3 3 3 3 3 3Siddhant Krishan Singh 2 1 1 1 1 1 1Sushant Singh 2 2 2 1 1 2 1Humzaa Ali Khan 2 5 5 5 5 5 5Karan Godara 2 4 3 4 4 3 3Anas Khan 2 1 1 1 1 1 1Sakshi Abrol 3 2 3 2 3 3 2Sonakshi Singh 3 3 3 3 3 3 4Prerna Peter 3 1 1 1 1 1 1Sundhus Khan 3 2 3 3 3 2 3Himani Mittal 3 5 5 5 5 5 5Sneha Jheetay 3 2 3 3 3 2 3

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Deepali Apprajita 3 4 4 4 4 4 2Ashmita Singh 3 1 1 1 1 1 1Samreen Wazir 3 2 2 2 2 2 1Gunraj Singh 1 1 1 1 1 1 1Kabir Nath 3 3 4 4 3 3 3Carrisma Dennis 1 4 4 3 3 3 3Jyoti Burrett 1 1 1 1 1 1 1Vedant Munshi 2 5 5 5 5 4 4Sanjay Rao Ayde 3 1 1 1 1 2 2Rishabh Nagpal 1 5 5 5 5 5 5

Name Q15 Q16 Q17 Q18 Q19 Q20 Q21Nitisha 3 4 2 2 4 4 4Ajayata Jain 2 3 2 2 2 2 3Reema Mishra 2 4 2 2 3 2 4Yogita Solanki 3 2 3 2 3 2 2Utkarsha Aggarwal 3 4 5 4 2 3 3Gaurav Jindal 3 2 3 3 2 2 3Vidur 3 2 2 2 2 3 2Arun Sharma 4 2 2 1 2 4 5Kartik Arya 1 2 1 2 1 1 1Vaibhav Sharma 2 3 2 3 2 4 3Jasminder 2 3 2 4 3 3 3Seema Garg 4 2 3 5 4 3 2Shikha Chawla 2 2 2 1 2 1 1Jagmeet Singh 3 3 2 4 3 4 3Vinod Kumar 2 4 2 3 3 4 2Gursimar Kaur 2 2 4 1 3 4 2Kanika 2 2 2 3 2 2 2Alok Phartyal 1 2 2 1 2 2 2Kanika 3 4 3 2 3 4 4Gurpreet Kaur 2 4 2 4 2 1 2Khushboo 4 4 2 2 2 3 3Smriti Khanna 4 4 4 4 2 2 3Abhishek Bharadwaj 3 4 4 4 4 3 3Pranav Khullar 1 3 3 1 1 3 4Shelja 3 2 2 2 3 2 3Ravi Kapoor 4 3 4 3 4 2 3Abhishek Rawat 3 3 4 3 4 3 4Naveen Yadav 2 2 2 2 2 2 2Varun Sahni 3 4 4 3 2 3 4

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Morvena Massey 5 5 4 4 5 5 5M. Mariappan 3 2 2 3 2 2 2Ramesh Maseeh 2 1 1 1 1 2 1Vijay Kumar 1 1 1 1 1 1 1Prerna Angel Lall 2 3 3 3 4 4 4Shirley Joseph 1 2 2 3 3 2 3Franklin John 3 2 3 2 1 1 2Peter Lal 2 2 2 2 2 3 4Raj Gupta 2 2 2 2 2 2 2Hitesh Kumar 3 3 3 3 3 3 2Rohtash 1 1 1 1 1 1 1Stuti Pal 4 2 3 4 3 2 3Abhishek Pal 3 2 2 1 1 2 1Sushil Vishkarma 1 1 1 1 1 2 2Dambahadur 2 2 1 2 2 2 3Vaibhav Sinha 1 1 2 1 1 1 2Rita Samson Singh 3 1 5 1 1 1 3Lalita Peter Lal 3 3 3 4 3 2 3Hemant Singh 2 3 2 2 3 3 3Pradeep Kumar 1 1 2 2 1 1 2Subhash Dua 1 2 2 1 1 1 2Johny RV 1 1 3 2 3 2 2Sicily John 1 2 2 1 1 1 1Josy Varghese 5 4 3 3 3 2 3Edison Philip 1 1 1 3 2 2 3Sahil Jain 1 2 1 3 3 3 3Manish Samuel 1 1 1 1 1 1 1Ajay Pawar 4 5 4 5 4 5 5Jaya Masih 1 4 5 2 1 1 2Azeem Qureshi 3 3 5 1 2 1 3Simone Sunil Pal 2 2 3 2 2 2 2Prateek Joy Lal 3 3 3 3 3 3 3Sangeeta Pal 2 2 3 2 4 5 3Deepika Shivpuri 2 2 3 3 3 2 2Deepika Mehlawat 1 2 3 2 3 3 2Sashi Devi 3 3 3 3 3 3 3Swati Ranjan 2 4 4 4 4 4 4Anumeha Varma 2 2 2 1 1 2 2Mira Mathur 4 4 4 4 4 4 4S. Manoj 5 5 5 5 5 5 5Kamlesh Rani 3 2 1 2 2 2 1Surbhi Sabarwal 3 3 3 3 4 2 3V.P. Semwal 1 1 1 1 1 1 1

75

Chanchal Bhatnagar 1 1 1 1 1 1 1Inderpal Singh 3 3 2 3 4 2 3Neeraj 2 1 1 1 2 1 2Deepak Joyal 2 2 2 3 4 3 4Sunita sood 4 4 4 4 3 4 3Anoop Kumar 2 2 2 2 2 2 2Annamma Qureshi 2 2 2 2 2 2 2Pooja Juyal 3 2 3 2 3 1 2Mahinder Singh 3 3 3 3 3 3 3Anil Kumar Sharma 1 1 1 3 3 2 3Lokesh 3 2 2 2 3 3 2Varun Kumar 5 5 3 3 3 3 3Rajesh Sumeri 1 2 2 2 2 2 2Ram Babu 3 4 4 5 4 5 4Ashok Kumar 5 5 5 4 5 4 4Dharam Pal 2 2 3 3 3 3 2A.K. Das 2 1 3 2 1 2 3Sherey Chopra 3 3 3 3 3 3 3Katrina 1 1 1 1 1 1 1Rohan Kotwal 4 4 4 4 4 4 4Rakesh Mittal 1 1 1 1 2 2 2Mohan Singh 1 1 2 2 1 2 1Edward 2 3 4 4 3 4 3Jagan Thomas 2 4 3 5 5 4 3Wilson 1 1 1 2 2 1 1Esther Wilson 1 2 3 3 3 1 2Miangal Singh 2 1 2 3 3 2 3Dharam Kapoor 1 1 2 3 3 2 2Brian Alfred Boye 3 3 4 4 4 4 4Shahbaz Malhi 2 2 1 2 2 3 3Mujtaba Khan 2 3 1 2 3 1 2Harsh Bedi 3 3 3 3 3 3 3Siddhant Krishan Singh 1 1 1 1 1 1 1Sushant Singh 2 1 2 1 1 2 2Humzaa Ali Khan 5 5 5 5 5 5 5Karan Godara 4 4 4 4 4 4 2Anas Khan 1 1 1 1 1 1 1Sakshi Abrol 1 2 3 3 2 2 2Sonakshi Singh 4 4 5 4 5 4 3Prerna Peter 1 1 1 1 1 1 1Sundhus Khan 2 3 2 3 3 2 2Himani Mittal 5 5 5 5 5 4 4

76

Sneha Jheetay 4 4 4 3 4 2 4Deepali Apprajita 3 3 3 3 3 4 4Ashmita Singh 1 1 1 1 1 1 1Samreen Wazir 1 1 1 1 2 1 2Gunraj Singh 1 1 1 1 1 1 1Kabir Nath 4 4 5 5 5 5 4Carrisma Dennis 3 3 2 3 2 3 3Jyoti Burrett 1 1 1 2 2 2 2Vedant Munshi 3 4 4 3 3 3 5Sanjay Rao Ayde 1 3 2 2 3 1 1Rishabh Nagpal 5 5 5 5 5 5 5

Name Q22 Q23 Q24 Q25 Q26 Q27 Q28Nitisha 5 4 5 5 5 4 4Ajayata Jain 2 3 3 2 2 3 3Reema Mishra 2 3 4 4 3 3 3Yogita Solanki 2 3 3 3 3 3 3Utkarsha Aggarwal 3 1 2 3 2 4 1Gaurav Jindal 3 1 2 2 2 3 3Vidur 5 2 3 3 2 2 2Arun Sharma 2 3 2 3 2 3 2Kartik Arya 2 2 2 3 3 2 2Vaibhav Sharma 3 2 2 3 2 4 5Jasminder 2 1 1 1 2 2 1Seema Garg 2 4 5 4 5 3 3Shikha Chawla 2 3 3 3 4 3 3Jagmeet Singh 4 1 1 2 3 3 2Vinod Kumar 2 5 5 5 5 5 3Gursimar Kaur 4 3 2 3 2 3 4Kanika 2 1 3 4 5 4 4Alok Phartyal 2 2 3 4 3 2 4Kanika 3 4 2 3 2 2 3Gurpreet Kaur 3 4 2 2 2 1 3Khushboo 2 2 3 2 2 3 1Smriti Khanna 3 3 2 2 1 2 1Abhishek Bharadwaj 4 1 1 2 1 1 2Pranav Khullar 4 3 4 3 4 3 2Shelja 2 2 4 4 3 4 4Ravi Kapoor 3 2 5 2 3 2 3Abhishek Rawat 3 2 4 2 3 2 5Naveen Yadav 2 3 2 3 4 3 4

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Varun Sahni 2 3 2 2 2 2 1Morvena Massey 5 4 1 2 4 3 2M. Mariappan 1 1 5 4 4 4 4Ramesh Maseeh 2 3 4 5 4 5 4Vijay Kumar 1 5 5 5 5 5 5Prerna Angel Lall 4 4 1 2 3 2 2Shirley Joseph 2 4 5 5 3 3 4Franklin John 3 1 2 3 1 2 2Peter Lal 3 3 1 1 1 1 1Raj Gupta 2 2 2 3 2 2 3Hitesh Kumar 3 2 1 1 1 2 2Rohtash 1 1 3 3 3 3 4Stuti Pal 2 2 3 3 3 3 4Abhishek Pal 1 1 4 1 2 3 4Sushil Vishkarma 1 2 3 3 3 4 4Dambahadur 2 4 5 4 4 3 5Vaibhav Sinha 2 4 4 2 4 4 3Rita Samson Singh 1 3 3 3 3 3 3Lalita Peter Lal 4 2 2 2 2 2 2Hemant Singh 3 1 1 1 2 1 2Pradeep Kumar 2 3 2 3 3 3 3Subhash Dua 2 3 2 3 3 4 3Johny RV 2 3 3 4 2 3 3Sicily John 2 4 3 3 4 4 4Josy Varghese 3 2 3 3 3 5 3Edison Philip 3 2 1 2 2 1 1Sahil Jain 3 4 2 1 1 3 3Manish Samuel 1 3 4 3 2 3 2Ajay Pawar 4 5 3 3 4 4 5Jaya Masih 5 5 5 4 5 4 4Azeem Qureshi 1 5 3 2 4 4 2Simone Sunil Pal 2 2 3 3 2 3 2Prateek Joy Lal 3 1 1 2 2 2 1Sangeeta Pal 2 2 1 2 2 3 2Deepika Shivpuri 3 3 2 4 3 2 2Deepika Mehlawat 2 2 3 4 5 3 2Sashi Devi 3 2 2 2 2 2 1Swati Ranjan 4 2 2 2 3 3 2Anumeha Varma 2 4 4 4 4 4 4Mira Mathur 4 2 2 2 2 2 3S. Manoj 5 1 1 1 1 1 1Kamlesh Rani 4 4 4 4 4 4 4Surbhi Sabarwal 3 2 2 1 1 2 3

78

V.P. Semwal 1 2 3 3 3 3 3Chanchal Bhatnagar 1 4 4 4 4 3 4Inderpal Singh 3 1 1 1 1 2 2Neeraj 3 3 3 2 1 2 4Deepak Joyal 3 4 4 3 4 2 3Sunita sood 4 3 3 2 2 2 2Anoop Kumar 2 3 4 3 3 2 4Annamma Qureshi 2 1 1 1 1 1 1Pooja Juyal 3 3 4 4 4 5 4Mahinder Singh 3 3 3 3 3 3 3Anil Kumar Sharma 2 3 2 4 3 4 3Lokesh 2 2 3 3 2 2 2Varun Kumar 3 1 1 1 1 2 2Rajesh Sumeri 2 3 3 3 3 3 3Ram Babu 4 2 2 1 1 3 2Ashok Kumar 5 1 2 1 1 1 1Dharam Pal 2 3 3 3 4 3 4A.K. Das 1 4 4 4 4 4 4Sherey Chopra 3 3 3 3 3 3 3Katrina 1 3 3 3 3 3 4Rohan Kotwal 4 2 2 2 2 2 2Rakesh Mittal 1 3 4 4 3 5 5Mohan Singh 1 4 3 3 4 3 3Edward 5 3 2 1 3 3 2Jagan Thomas 4 2 1 1 2 2 1Wilson 1 3 3 4 3 3 4Esther Wilson 3 3 3 3 4 4 2Miangal Singh 2 3 4 4 3 4 5Dharam Kapoor 3 3 4 5 3 3 4Brian Alfred Boye 3 4 3 2 2 2 2Shahbaz Malhi 2 3 3 3 3 4 3Mujtaba Khan 3 3 3 4 2 3 4Harsh Bedi 3 2 2 2 1 2 2Siddhant Krishan Singh 1 4 4 4 4 4 4Sushant Singh 2 3 4 4 2 3 3Humzaa Ali Khan 5 1 1 1 1 2 1Karan Godara 2 2 2 2 2 2 2Anas Khan 1 5 5 5 3 4 3Sakshi Abrol 1 2 3 3 2 2 2Sonakshi Singh 3 2 1 1 1 1 1Prerna Peter 1 2 2 2 2 2 2Sundhus Khan 2 3 3 4 3 4 4

79

Himani Mittal 4 3 3 2 2 3 2Sneha Jheetay 5 2 3 3 2 2 2Deepali Apprajita 4 2 2 2 1 2 2Ashmita Singh 1 3 3 3 3 3 3Samreen Wazir 2 4 4 4 3 3 4Gunraj Singh 1 1 1 1 1 1 1Kabir Nath 4 2 2 1 1 1 1Carrisma Dennis 2 2 2 1 1 1 1Jyoti Burrett 1 4 4 4 4 4 4Vedant Munshi 5 1 2 2 2 1 2Sanjay Rao Ayde 2 4 4 5 4 3 4Rishabh Nagpal 5 1 1 1 1 1 1

Name Q29 Q30 Q31 Q32 Q33 Q34 Q35 Q36Nitisha 2 4 5 2 3 4 3 4Ajayata Jain 3 2 2 3 2 1 2 3Reema Mishra 2 3 3 5 4 3 4 4Yogita Solanki 4 3 2 3 5 4 4 5Utkarsha Aggarwal 3 2 3 1 1 4 2 3Gaurav Jindal 2 1 3 2 3 2 1 4Vidur 3 1 1 1 1 2 1 3Arun Sharma 4 1 2 4 2 1 1 4Kartik Arya 1 3 2 1 1 2 2 2Vaibhav Sharma 3 2 4 3 2 2 3 4Jasminder 1 1 1 5 2 3 3 2Seema Garg 4 2 4 4 4 2 3 4Shikha Chawla 2 4 4 4 4 2 3 4Jagmeet Singh 3 3 2 2 1 2 3 4Vinod Kumar 4 2 2 3 4 3 2 3Gursimar Kaur 1 5 5 1 1 2 4 1Kanika 3 4 3 3 3 4 4 3Alok Phartyal 2 3 2 2 3 3 3 2Kanika 2 4 3 2 4 3 2 4Gurpreet Kaur 4 4 2 1 2 1 2 1Khushboo 3 3 1 2 2 2 3 1Smriti Khanna 3 3 2 2 2 2 2 1Abhishek Bharadwaj 2 3 2 2 2 3 1 2Pranav Khullar 2 3 1 2 3 2 3 3Shelja 4 3 4 2 4 5 3 5Ravi Kapoor 2 4 2 2 3 2 3 2Abhishek Rawat 2 3 2 3 2 2 3 2

80

Naveen Yadav 4 3 4 3 4 5 3 4Varun Sahni 3 3 2 2 2 3 2 1Morvena Massey 3 2 4 3 3 2 2 1M. Mariappan 4 5 5 5 5 5 3 3Ramesh Maseeh 5 4 4 4 5 5 4 4Vijay Kumar 5 5 5 5 5 5 5 5Prerna Angel Lall 2 1 1 1 1 1 2 2Shirley Joseph 4 3 3 3 3 3 3 2Franklin John 2 3 2 2 3 2 2 1Peter Lal 3 3 2 2 3 2 2 2Raj Gupta 2 2 3 2 3 3 3 3Hitesh Kumar 2 1 2 2 2 1 1 1Rohtash 3 2 2 3 3 2 3 3Stuti Pal 2 4 2 2 3 2 2 1Abhishek Pal 5 4 2 1 2 3 1 2Sushil Vishkarma 4 3 3 3 3 4 4 4Dambahadur 2 4 2 3 4 3 5 3Vaibhav Sinha 2 4 4 4 4 4 4 4Rita Samson Singh 3 3 3 3 3 3 3 3Lalita Peter Lal 1 1 1 1 1 2 2 2Hemant Singh 2 2 2 2 1 1 2 3Pradeep Kumar 3 3 3 3 3 4 4 4Subhash Dua 5 4 3 2 2 4 4 5Johny RV 3 4 2 2 3 3 3 2Sicily John 4 4 4 5 5 4 5 5Josy Varghese 3 3 4 4 5 5 4 3Edison Philip 1 1 1 3 3 3 3 3Sahil Jain 1 3 3 1 1 3 1 3Manish Samuel 3 2 2 3 3 3 4 3Ajay Pawar 4 5 5 4 5 4 5 5Jaya Masih 3 3 3 4 3 4 3 5Azeem Qureshi 3 1 4 5 3 2 3 4Simone Sunil Pal 2 2 2 3 2 3 3 3Prateek Joy Lal 1 1 1 2 3 3 2 3Sangeeta Pal 2 3 2 1 1 2 3 1Deepika Shivpuri 3 4 3 4 4 5 4 3Deepika Mehlawat 4 4 4 3 2 3 2 3Sashi Devi 2 3 2 2 3 2 2 2Swati Ranjan 2 2 2 2 2 2 2 2Anumeha Varma 4 4 4 4 4 4 4 4Mira Mathur 2 2 2 3 3 2 2 2S. Manoj 1 1 1 1 1 1 1 1Kamlesh Rani 4 4 4 4 4 4 4 4

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Surbhi Sabarwal 4 3 4 3 1 2 3 1V.P. Semwal 3 2 4 3 3 4 5 5Chanchal Bhatnagar 3 2 3 3 2 2 3 2Inderpal Singh 2 3 2 3 2 1 1 1Neeraj 4 3 3 3 2 3 2 1Deepak Joyal 3 2 3 4 4 4 4 4Sunita sood 2 2 2 2 2 2 2 2Anoop Kumar 3 4 3 4 4 5 5 5Annamma Qureshi 1 1 1 1 1 1 1 1Pooja Juyal 4 4 5 2 3 3 2 4Mahinder Singh 3 3 3 3 3 3 3 3Anil Kumar Sharma 4 3 4 3 3 3 3 3Lokesh 3 3 1 1 1 1 1 1Varun Kumar 2 1 2 1 2 1 2 2Rajesh Sumeri 3 3 3 3 3 3 3 3Ram Babu 2 2 1 2 1 3 1 1Ashok Kumar 1 2 1 2 1 1 1 2Dharam Pal 4 3 4 4 3 3 4 4A.K. Das 3 4 3 3 3 3 3 3Sherey Chopra 3 3 3 3 3 3 3 3Katrina 3 4 3 3 4 4 3 3Rohan Kotwal 2 2 2 2 2 2 2 2Rakesh Mittal 3 3 3 4 3 5 3 3Mohan Singh 4 3 3 4 3 3 3 4Edward 2 3 2 1 1 2 2 3Jagan Thomas 2 2 2 1 1 2 2 2Wilson 3 3 4 4 3 4 3 3Esther Wilson 2 2 3 2 3 4 2 2Miangal Singh 5 4 3 3 3 3 4 5Dharam Kapoor 4 3 3 4 5 4 3 3Brian Alfred Boye 2 2 2 3 2 1 2 2Shahbaz Malhi 3 3 3 3 3 3 3 3Mujtaba Khan 5 5 4 2 3 3 4 2Harsh Bedi 1 2 2 2 1 1 2 1Siddhant Krishan Singh 4 4 4 4 4 4 4 4Sushant Singh 3 3 2 3 3 3 4 1Humzaa Ali Khan 1 2 2 2 2 2 2 2Karan Godara 2 1 1 1 2 2 3 3Anas Khan 3 3 3 3 3 3 3 3Sakshi Abrol 2 4 4 4 3 4 2 3Sonakshi Singh 2 2 2 1 1 1 1 1Prerna Peter 2 2 2 2 2 2 2 2

82

Sundhus Khan 3 5 5 5 2 3 4 3Himani Mittal 2 1 2 1 1 3 2 2Sneha Jheetay 1 1 1 3 1 2 4 2Deepali Apprajita 3 2 3 3 2 2 1 1Ashmita Singh 4 4 4 3 2 3 3 4Samreen Wazir 3 5 5 4 3 5 5 5Gunraj Singh 1 1 1 1 1 1 1 1Kabir Nath 2 1 2 2 1 2 2 2Carrisma Dennis 2 2 2 3 3 3 2 2Jyoti Burrett 4 4 4 4 4 4 4 4Vedant Munshi 3 3 2 2 2 3 2 1Sanjay Rao Ayde 4 5 4 3 3 3 4 4Rishabh Nagpal 1 1 1 1 1 1 1 1

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a comaparive study of customer satisfaction of airtel and vodafone as service providers in delhi and...

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