A study of brand image of nokia

TABLE OF CONTENTS
S. No.

Chapter Name

1.

Introduction of the topic

2.

Company Profile

3.

Objectives of the Market Survey Report

4.

Literature Review

5.

Research Methodology

6.

Data Analysis & Interpretation

7.

Findings of the study

8.

Conclusion

9.

Suggestions

10.

Limitations

11.

Bibliography

12.

Annexure - Questionnaire

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Page No.

INTRODUCTION

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INTRODUCTION
This Market Survey Report is based on the survey, which has been done in the
Moradabad market. The main objective of the survey is to study the customer satisfaction for
Nokia handset. The data used for the analysis is primary data and collected through the use of
questionnaire. The respondents were the customer of Mobile. The sample size of my research
is 50, and the respondents are customers, a questionnaire consisting of 11 questions has been
used to make this Market Survey Report. The data have been tabulated and shown in the
form of a pie chart. Then it is interpreted and analyzed and further the conclusion of the study
is drawn and I will also ask some questions to customers through which I am avail to conduct
this Market Survey Report. I believe that this Market Survey Report will help to the reader
for better understanding of the attitude of the customer.
Customer satisfaction, a business term, is a measure of how products and services supplied
by a company meet or surpass customer expectation. It is seen as a key performance indicator
within business and is part of the four of a Balanced Scorecard. In a competitive marketplace
where businesses compete for customers, customer satisfaction is seen as a key differentiator
and increasingly has become a key element of business strategy.
However, the importance of customer satisfaction diminishes when a firm has increased
bargaining power. For example, cell phone plan providers, such as AT&T and Verizon,
participate in an industry that is an oligopoly, where only a few suppliers of a certain product
or service exist. As such, many cell phone plan contracts have a lot of fine print with
provisions that they would never get away if there were, say, a hundred cell phone plan
providers, because customer satisfaction would be way too low, and customers would easily
have the option of leaving for a better contract offer.

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Measuring customer satisfaction
Organizations need to retain existing customers while targeting non-customers. Measuring
customer satisfaction provides an indication of how successful the organization is at
providing products and/or services to the marketplace.
Customer satisfaction is an abstract concept and the actual manifestation of the state of
satisfaction will vary from person to person and product/service to product/service. The state
of satisfaction depends on a number of both psychological and physical variables which
correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other factors the customer, such as other products
against which the customer can compare the organization's products.
The usual measures of customer satisfaction involve a survey with a set of statements using a
Likert Technique or scale. The customer is asked to evaluate each statement in terms of their
perception and expectation of performance of the service being measured. Arguably,
consumers are less complex than some of these surveys tend to portend. They are basically in
two simple states; satisfied or not satisfied. On or off, just like a switch. A business can
measure its customer satisfaction index by relating the aggregates of satisfied customers
versus dissatisfied customers.
Measuring customer satisfaction is a relatively new concept to many companies that have
been focused exclusively on income statements and balance sheets. Companies now
recognize that the new global economy has changed things forever. Increased competition,
crowded markets with little product differentiation and years of continual sales growth
followed by two decades of flattened sales curves have indicated to today's sharp competitors
that their focus must change.

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Competitors that are prospering in the new global economy recognize that measuring
customer satisfaction is key. Only by doing so can they hold on to the customers they have
and understand how to better attract new customers. The competitors who will be successful
recognize that customer satisfaction is a critical strategic weapon that can bring increased
market share and increased profits.
The problem companies face, however, is exactly how to do all of this and do it well. They
need to understand how to quantify, measure and track customer satisfaction. Without a clear
and accurate sense of what needs to be measured and how to collect, analyze and use the data
as a strategic weapon to drive the business, no firm can be effective in this new business
climate. Plans constructed using customer satisfaction research results can be designed to
target customers and processes that are most able to extend profits.
Too many companies rely on outdated and unreliable measures of customer satisfaction.
They watch sales volume. They listen to sales reps describing their customers' states of mind.
They track and count the frequency of complaints. And they watch aging accounts receivable
reports, recognizing that unhappy customers pay as late as possible--if at all. While these
approaches are not completely without value, they are no substitute for a valid, well-designed
customer satisfaction surveying program.
It's no surprise to find that market leaders differ from the rest of the industry in that they're
designed to hear the voice of the customer and achieve customer satisfaction. In these
companies:
•

Marketing and sales employees are primarily responsible for designing (with
customer input) customer satisfaction surveying programs, questionnaires and focus
groups.

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•

Top management and marketing divisions champion the programs.

•

Corporate evaluations include not only their own customer satisfaction ratings but
also those of their competitors.

•

Satisfaction results are made available to all employees.

•

Customers are informed about changes brought about as the direct result of listening
to their needs.

•

Internal and external quality measures are often tied together.

•

Customer satisfaction is incorporated into the strategic focus of the company via the
mission statement.

•

Stakeholder compensation is tied directly to the customer satisfaction surveying
program.

•

A concentrated effort is made to relate the customer satisfaction measurement results
to internal process metrics.

To be successful, companies need a customer satisfaction surveying system that meets
the following criteria:
•

The system must be relatively easy to design and understand.

•

It must be credible enough that employee performance and compensation can be
attached to the final results.

•

It must generate actionable reports for management.

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Defining customer satisfaction
Because the concept of customer satisfaction is new to many companies, it's important to be
clear on exactly what's meant by the term.
Customer satisfaction is the state of mind that customers have about a company when their
expectations have been met or exceeded over the lifetime of the product or service. The
achievement of customer satisfaction leads to company loyalty and product repurchase. There
are some important implications of this definition:
•

Because customer satisfaction is a subjective, non quantitative state, measurement
won't be exact and will require sampling and statistical analysis.

•

Customer satisfaction measurement must be undertaken with an understanding of the
gap between customer expectations and attribute performance perceptions.

•

There should be some connection between customer satisfaction measurement and
bottom-line results.

"Satisfaction" itself can refer to a number of different facts of the relationship with a
customer. For example, it can refer to any or all of the following:
•

Satisfaction with the quality of a particular product or service

•

Satisfaction with an ongoing business relationship

•

Satisfaction with the price-performance ratio of a product or service

•

Satisfaction because a product/service met or exceeded the customer's expectations

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Each industry could add to this list according to the nature of the business and the specific
relationship with the customer. Customer satisfaction measurement variables will differ
depending on what type of satisfaction is being researched. For example, manufacturers
typically desire on-time delivery and adherence to specifications, so measures of satisfaction
taken by suppliers should include these critical variables.
Clearly defining and understanding customer satisfaction can help any company identify
opportunities for product and service innovation and serve as the basis for performance
appraisal and reward systems. It can also serve as the basis for a customer satisfaction
surveying program that can ensure that quality improvement efforts are properly focused on
issues that are most important to the customer.
Customer Satisfaction Measurement Facts
•

A 5-percent increase in loyalty can increase profits by 25%-85%.

•

A very satisfied customer is nearly six times more likely to be loyal and to repurchase
and/or recommend your product than is a customer who is just satisfied.

•

Only 4 percent of dissatisfied customers will complain.

•

The average customer with a problem eventually tells nine other people.

•

Satisfied customers tell five other people about their good treatment.

Objectives of a customer satisfaction surveying program
In addition to a clear statement defining customer satisfaction, any successful surveying
program must have a clear set of objectives that, once met, will lead to improved
performance. The most basic objectives that should be met by any surveying program include
the following:

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•

Understanding the expectations and requirements of all your customers

•

Determining how well your company and its competitors are satisfying these
expectations and requirements

•

Developing service and/or product standards based on your findings

•

Examining trends over time in order to take action on a timely basis

•

Establishing priorities and standards to judge how well you've met these goals

Before an appropriate customer satisfaction surveying program can be designed, the
following basic questions must be clearly answered:
•

How will the information we gather be used?

•

How will this information allow us to take action inside the organization?

•

How should we use this information to keep our customers and find new ones?

Careful consideration must be given to what the organization hopes to accomplish, how the
results will be disseminated to various parts of the organization and how the information will
be used. There is no point asking customers about a particular service or product if it won't or
can't be changed regardless of the feedback.
Conducting a customer satisfaction surveying program is a burden on the organization and
its customers in terms of time and resources. There is no point in engaging in this work unless
it has been thoughtfully designed so that only relevant and important information is gathered.
This information must allow the organization to take direct action. Nothing is more
frustrating than having information that indicates a problem exists but fails to isolate the

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specific cause. Having the purchasing department of a manufacturing firm rate the sales and
service it received on its last order on a scale of 1 (terrible) to 7 (magnificent) would yield
little about how to improve sales and service to the manufacturer.
The lesson is twofold. First, general questions are often not that helpful in customer
satisfaction measurement, at least not without many other more specific questions attached.
Second, the design of an excellent customer satisfaction surveying program is more difficult
than it might first appear. It requires more than just writing a few questions, designing a
questionnaire, calling or mailing some customers, and then tallying the results.

Understanding differing customer attitudes
The most basic objective of a customer satisfaction surveying program is to generate valid
and consistent customer feedback (i.e., to receive the voice of the customer, which can then
be used to initiate strategies that will retain customers and thus protect the most valuable
corporate asset--loyal customers).
As it's determined what needs to be measured and how the data relate to loyalty and
repurchase, it becomes important to examine the mind-set of customers the instant they are
required to make a pre-purchase (or repurchase) decision or a recommendation decision.
Surveying these decisions leads to measures of customer loyalty. In general, the customer's
pre-purchase mind-set will fall into one of three categories--rejection (will avoid purchasing
if at all possible), acceptance (satisfied, but will shop for a better deal), and/or preference
(delighted and may even purchase at a higher price).
This highly subjective system that customers themselves apply to their decisions is based
primarily on input from two sources:
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The customers' own experiences--each time they experience a product or service, deciding
whether that experience is great, neutral or terrible. These are known as "moments of truth."
The experiences of other customers--each time they hear something about a company,
whether it's great, neutral or terrible. This is known as "word-of-mouth."

Customer Satisfaction In 7 Steps
It’s a well known fact that no business can exist without customers. In the business of
Website design, it’s important to work closely with your customers to make sure the site or
system you create for them is as close to their requirements as you can manage. Because it’s
critical that you form a close working relationship with your client, customer service is of
vital importance. What follows are a selection of tips that will make your clients feel valued,
wanted and loved.
1. Encourage Face-to-Face Dealings
This is the most daunting and downright scary part of interacting with a customer. If you’re
not used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured,
though, it does get easier over time. It’s important to meet your customers face to face at least
once or even twice during the course of a project.
My experience has shown that a client finds it easier to relate to and work with someone
they’ve actually met in person, rather than a voice on the phone or someone typing into an
email or messenger program. When you do meet them, be calm, confident and above all, take
time to ask them what they need. I believe that if a potential client spends over half the
meeting doing the talking, you’re well on your way to a sale.
2. Respond to Messages Promptly & Keep Your Clients Informed

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This goes without saying really. We all know how annoying it is to wait days for a response
to an email or phone call. It might not always be practical to deal with all customers’ queries
within the space of a few hours, but at least email or call them back and let them know
you’ve received their message and you’ll contact them about it as soon as possible. Even if
you’re not able to solve a problem right away, let the customer know you’re working on it.
A good example of this is my Web host. They’ve had some trouble with server hardware
which has caused a fair bit of downtime lately. At every step along the way I was emailed
and told exactly what was going on, why things were going wrong, and how long it would be
before they were working again. They also apologised repeatedly, which was nice. Now if
they server had just gone down with no explanation I think I’d have been pretty annoyed and
may have moved my business elsewhere. But because they took time to keep me informed, it
didn’t seem so bad, and I at least knew they were doing something about the problems. That
to me is a prime example of customer service.
3. Be Friendly and Approachable
A fellow SitePointer once told me that you can hear a smile through the phone. This is very
true. It’s very important to be friendly, courteous and to make your clients feel like you’re
their friend and you’re there to help them out. There will be times when you want to beat
your clients over the head repeatedly with a blunt object – it happens to all of us. It’s vital
that you keep a clear head, respond to your clients’ wishes as best you can, and at all times
remain polite and courteous.
4. Have a Clearly-Defined Customer Service Policy
This may not be too important when you’re just starting out, but a clearly defined customer
service policy is going to save you a lot of time and effort in the long run. If a customer has a
problem, what should they do? If the first option doesn’t work, then what? Should they
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contact different people for billing and technical enquiries? If they’re not satisfied with any
aspect of your customer service, who should they tell?
There’s nothing more annoying for a client than being passed from person to person, or not
knowing who to turn to. Making sure they know exactly what to do at each stage of their
enquiry should be of utmost importance. So make sure your customer service policy is
present on your site — and anywhere else it may be useful.

5. Attention to Detail (also known as ‘The Little Niceties’)
Have you ever received a Happy Birthday email or card from a company you were a client
of? Have you ever had a personalised sign-up confirmation email for a service that you could
tell was typed from scratch? These little niceties can be time consuming and aren’t always
cost effective, but remember to do them.
Even if it’s as small as sending a Happy Holidays email to all your customers, it’s something.
It shows you care; it shows there are real people on the other end of that screen or telephone;
and most importantly, it makes the customer feel welcomed, wanted and valued.
6. Anticipate Your Client’s Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
Take this as an example: you’re working on the front-end for your client’s exciting new
ecommerce Endeavour. You have all the images, originals and files backed up on your
desktop computer and the site is going really well. During a meeting with your client he/she
happens to mention a hard-copy brochure their internal marketing people are developing. As
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if by magic, a couple of weeks later a CD-ROM arrives on their doorstep complete with high
resolution versions of all the images you’ve used on the site. A note accompanies it which
reads:
“”Hi, you mentioned a hard-copy brochure you were working on and I wanted to provide you
with large-scale copies of the graphics I’ve used on the site. Hopefully you’ll be able to make
use of some in your brochure.”"
Your client is heartily impressed, and remarks to his colleagues and friends how very helpful
and considerate his Web designers are. Meanwhile, in your office, you lay back in your chair
drinking your 7th cup of coffee that morning, safe in the knowledge this happy customer will
send several referrals your way.
7. Honour Your Promises
It’s possible this is the most important point in this article. The simple message: when you
promise something, deliver. The most common example here is project delivery dates.

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COMPANY
PROFILE

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COMPANY PROFILE

Nokia Corporation (NYSE: NOK) is one of the world's largest telecommunications
equipment manufacturers. With headquarters in Keilaniemi of Espoo, Finland, this Finnish
telecommunications company is best known today for its leading range of mobile phones.
Nokia also produces mobile phone infrastructure and other telecommunications equipment
for applications such as traditional voice telephony, ISDN, broadband access, professional
mobile radio, voice over IP, wireless LAN and a line of satellite receivers.
Nokia provides mobile communication equipment for every major market and protocol,
including GSM, CDMA, and WCDMA.
Nokia was established in 1865 as a wood-pulp mill by Fredrik Idestam on the banks of
Nokia rapids. Finnish Rubber Works established its factories in the beginning of 20th
century nearby and began using Nokia as its brand. Shortly after World War I Finnish
Rubber Works acquired Nokia wood mills as well as Finnish Cable Works, a producer of
telephone and telegraph cables. All three companies were merged as Nokia Corporation in
1967. The name Nokia originated from the river which flowed through the town of the
same name (Nokia).

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In the 1970s Nokia became more involved in the telecommunications industry by
developing the Nokia DX 200, a digital switch for telephone exchanges. In the 1980s,
Nokia offered a series of personal computers called MikroMikko [1], however, these
operations were sold to International Computers, Ltd. (ICL), which was later merged with
Fujitsu-Siemens AG. Nokia also began developing mobile phones for the NMT network;
unfortunately, the company ran afoul of serious financial problems in the 1990s and
streamlined its manufacturing of mobile phones, mobile phone infrastructure, and other
telecommunications areas, divesting itself of other items, such as televisions and personal
computers.
In 2004, Nokia resorted to similar streamlining practices with layoffs and organizational
restructuring, although on a significantly smaller scale. This, however, diminished Nokia's
public image in Finland, and produced a number of court cases along with, at least, one
television show critical of Nokia.
Recently, Nokia joined other mobile phone manufacturers to embrace Taiwanese Original
Device Manufacturers. Nokia signed a contract with BenQ, a Taiwanese Original Device
Manufacturer, to develop three high-end mobile phones, which are scheduled to retail by
the end of 2005.

Nokia in the Region of Asia – Pacific
A leading player in mobile communications in the Asia Pacific, Nokia first started
operations in the region in the early 1980s. It has since established a leading brand presence
in many local markets, and business has expanded considerably in all areas to support
customer needs and the growth of the telecommunications industry in the region.
Nokia's regional corporate headquarters is located at Alexandra Technopark in Singapore.
As the regional hub for Nokia, it is a base from which over 700 staff provide leading-edge

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technology, product and solutions support to the 20 diverse markets and Nokia offices in
the Asia Pacific.
Nokia's regional treasury center - Nokia Treasury Asia - operates out of Singapore as an inhouse bank for Nokia subsidiaries in the Asia Pacific region, while Nokia Research Centre
- the corporate research unit - has offices in Japan and China. Nokia also manufactures
products out of three major facilities in Masan, Korea, and Beijing and Dongguan in China.
As of January 2004, Nokia streamlined its global organizational structure to strengthen its
focus on convergence, new mobility markets and growth. To address emerging new
business areas in the Mobility era while continuing to grow its leadership in mobile voice
communications, Nokia has four business groups to best meet the unique dynamics of each
business.
Mobile Phones offers a global range of highly competitive mobile phones for large
consumer segments, and develops mobile phones for all major standards and customer
segments in over 130 countries. It is responsible for Nokia's core mobile phones business,
based mainly on WCDMA, GSM, CDMA and TDMA technologies. Mobile Phones
focuses on bringing feature-rich, segmented mobile phones to the global market.
Multimedia brings mobile multimedia to consumers in the form of advanced mobile
devices and applications. Its products have features and functionality such as imaging,
games, music, media and a range of other attractive content, as well as innovative mobile
enhancements and solutions.
Networks continues to offer leading-edge network infrastructure, technology and related
services, based on major wireless standards to mobile operators and service providers.
Focusing on the GSM family of technologies, the group aims at leadership in GSM, EDGE
and WCDMA radio networks. Our networks have been installed in all major global
markets that have adopted these standards. Networks is also a leading provider of

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broadband access and TETRA networks for professional users in the public safety and
security sector.
Enterprise Solutions provides a range of terminals and seamless mobile connectivity
solutions based on end-to-end mobility architecture, dedicated to helping businesses and
institutions worldwide improve their performance through extended mobility. Its end-toend solution offerings range from business optimized mobile devices on the front end, to a
robust portfolio of mobile business optimized gateways in the back end including: wireless
email and internet, application mobility, message protection, virtual private networks,
firewalls, and intrusion protection.
Nokia Corporation manufactures mobile devices principally based on global system for
mobile communications, code division multiple access (CDMA), and wideband CDMA
(WCDMA) technologies. The company operates in three divisions: Multimedia, Enterprise
Solutions, and Networks. The Multimedia division focuses on bringing connected mobile
multimedia to consumers in the form of advanced mobile devices, including 3G WCDMA
mobile devices and solutions. The Enterprise Solutions division enables businesses and
institutions extend their use of mobility from mobile devices for voice and basic data to
secure mobile access, content, and applications. Its solutions include business-optimized
mobile devices for end users, a portfolio of Internet portfolio network perimeter security
gateways, and mobile connectivity offerings. The Networks division provides network
infrastructure, communications, and networks service platforms and professional services
to operators and service providers. Nokia connects people to each other and the information
that matters to them with mobile devices and solutions for voice, data, imaging, games,
multimedia, and business applications. The company also provides equipment, solutions,
and services for its operator and enterprise customers. It sells its mobile devices primarily

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to operators, distributors, independent retailers, and enterprise customers worldwide. Nokia
Corporation is based in Espoo, Finland.

Product
Historically, the thinking was: a good product will sell itself. However there are no bad
products anymore in today's highly competitive markets. Plus there are many laws giving
customers the right to send back products that he perceives as bad. Therefore the question
on product has become: does the organization create what its intended customers want?
Define the characteristics of your product or service that meets the needs of your
customers.

Functionality:
•

Quality

•

Appearance

•

Packaging

•

Brand

•

Service

•

Support

•

Warranty

New Products Launching & Operating Highlights
The Mobile Phones business group increased its consumer offering during the quarter with
the introduction of new models in a range of form factors and designs. Highlights include:

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•

Nine new GSM models, including the Nokia 6280, our first mid-range WCDMA/3G
phone.

•

Four new CDMA models, growing our mid-range offering in CDMA.

•

Premium category devices: the Nokia 8800 and Nokia 8801 stainless steel slide
phones.

•

The Nokia 6270 slide phone: one of two new models with 2 mega pixel cameras.

•

The Nokia 5140i camera phone: Nokia's first mobile device to comply with upcoming
EU environmental legislation.

•

Two entry-level mobile phones, the Nokia 1110 and Nokia 1600, each offering
technological features designed to reduce the total cost of ownership for users.

SWOT Analysis of the Company: Nokia
Strengths:
Nokia has largest network of distribution and selling as compared to other mobile
phone company in the world. It is backed with the high quality and professional team in the
HRD Dept. The financial aspect is very strong in case of Nokia as it has many more
profitable business. The product being user friendly and have all the accessories one want
that is why is in great demand making it No-1 selling mobile phones in the world. Wide
range of products for all class. The re-sell value of Nokia phones are high compared to
other company’s product.

Weakness:
Nokia has many strengths and some weakness. Some of the weakness includes the
price of the product offered by the company. Some of the products are not user friendly.

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Not concern about the lower class f the society people. Not targeting promotion toward
them. The price of the product is the main issue. The service centers in India are very few
and scare. So after sales service is not good.

Opportunity:
Nokia has ample of opportunity to expand its business. With the wide range in
products, features and different price range for different people, it has an advantage over
the competitors around. With the opportunity like ‘Telecom penetration in India’ being at
the peak time, Nokia has an opportunity to increase its sales as well as the market share. As
the standard of living in India has increased the purchasing power of the people as
increased as well, so Nokia has to target right customer at right time to gain the most out of
the situation.

Threats:
Nokia has many threats to tackle to maintain its position as market leader. The threats
like emerging of other mobile companies in the market. The companies like Motorola,
Sony Eriksson, Cingular (U.S) etc. these companies have come to the stand of tough
competition with Nokia in the field of Mobile Phones. Threats can be like providing cheap
phones, new features, new style and type, good after sales service etc. So, Nokia has to
keep in mind the growing competition around. Nokia has to make strategies to tackle
problems in the present and the near future. The growing demand of WLL network can
cause drop in sales for Nokia, as Nokia provides many less CDMA phones to the customer.

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VISION
The business of being responsible involves us all
Customer satisfaction stems not only from our products but also from how effectively we
interact with our community. As Nokia becomes more and more of a global entity, our
obligations in terms of how we satisfy our stakeholders grow.
Our corporate responsibility programming reflects an increasing interest (both internally and
externally) in the impact our business actions have on communities from societal,
environmental, and economic perspectives. We both acknowledge and understand that our
responsibilities go beyond simply providing quality communication products.
As a market leader, the best contribution we can make to the global community is to conduct
our business in a responsible way. This belief drives our commitment to creating ethically
sound policies and principles that guide us in our work. Our Corporate Responsibility (CR)
agenda is framed around the Nokia Values and is carried out in all aspects of our work to
ensure customer satisfaction and respect, and also to assist us in embracing renewal and
striving for achievement.
Our values are put into action with the help of the Nokia Code of Conduct, which aims to
reach beyond legal compliance or reactionary positioning by taking a leading role in the
various areas where society is affected by the mobile communication business.
This translates into further action as we integrate CR ideas and work practices throughout our
various business channels. By striving to include all members of Nokia’s community in this
process, we are demonstrating our overall commitment to the belief that responsibility is
everybody’s business.
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COMMITMENT
As approximately one in three phones in use is a Nokia phone, it’s safe to say our
products influence the lives of hundreds of millions of people.
Maximizing the benefits of mobile communication and minimizing potentially negative
effects requires commitment from governments, civil society, and the business sector.
However, we recognize that as a market leader with global operations, our potential impact,
and therefore our responsibility, is great.
From a social growth and economic development perspective, we acknowledge our impact
and responsibilities throughout our value chain: in our sourcing, product design,
manufacturing,

employee

well-being,

business

partnerships,

recycling,

community

involvement, and communications. Through our product lifecycle we respond to various
environmental needs. Through employee relations, supply-chain management, and consumer
offerings we aim to have a positive social influence.
Our overall response to our stakeholders is to produce high-quality, safe products while
upholding the law, protecting the environment, and following sound best practices. It is an
expectation we strive to meet.

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VISION & STRATEGY
Our promise is to help people feel close to what is important to them
Nokia is a consumer led company. There is a progressive and continuous increase in
consumer involvement with technology and communications globally. People are broadening
their modes of communication to include the web and, social networks are becoming central
to how people communicate.
People want to be truly connected, independent of time and place, in a way that is very
personal to them. And, Nokia’s promise is to connect people in new and better ways.
Nokia’s strategy is to build trusted consumer relationships by offering compelling and valued
consumer solutions that combine beautiful devices with context enriched services

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PRODUCT PROFILE
NOKIA LUMIA 620

The Nokia Lumia 620 is a smartphone designed, developed and marketed by Nokia. It is the
successor to the Lumia 610, and is one of the first Nokia phones to implement Windows
Phone 8 alongside theNokia Lumia 920 and Nokia Lumia 820. Although sharing a similar
name with the Lumia 610, the Lumia 620 is a major overhaul over its predecessor, sporting a
1.0 GHz dual-core processor. It was announced in December 2012 and is expected to sell in
January 2013 in Asia, followed by Europe and the Middle East at an estimated street price of
USD 249.
Nokia Lumia 620
Manufacturer

Nokia

Series

Nokia Lumia

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Compatible networks GSM/GPRS/EDGE 850/900/1800/1900
HSPA 850/900/1900/2100
Wi-Fi, NFC
Predecessor

Nokia Lumia 610

Type

Smartphone

Form factor

Slate

Dimensions

115.4 mm (4.54 in) H
61.1 mm (2.41 in) W
11.0 mm (0.43 in) D

Weight

127 g (4.5 oz)

Operating system

Windows Phone 8

SoC

Qualcomm Snapdragon S4

CPU

1.0 GHz dual-core Qualcomm

Memory

8 GB internal flash
512 MB RAM

Removable storage

MicroSD (up to 64GB)

Battery

Rechargeable BL-4J 1300mAh

Data inputs

Multi-touch capacitive touchscreen, proximity sensor, ambient
light sensor,

Display

3.8" LCD ClearBlack capacitive touchscreen
800x480 px 16.7m-color

Rear camera

5.0 Megapixel, 2592 x 1936 pixels, LED flash,autofocus 720p
video

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Front camera

VGA, 640x480 pixels

Connectivity

Bluetooth 3.0 802.11a/b/g/n

Other

Talk time: Up to 14 hours (3G), 9.9 hours (WCDMA)
Standby time: Up to 330 hours (approx. 13.8 days)
Music playback time: Up to 61 hours

Website

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www.nokia.com/global/products/phone/lumia620/

NOKIA N9

The Nokia N9 (codename 'Lankku', Finnish for "a flat plank of wood") is a smartphonemade
by Nokia based on the Linux MeeGo "Harmattan" mobile operating system, the first from
Nokia on the MeeGo OS. It was released in three colors: black, cyan and magenta, after
Nokia announced on Nokia World 2011 the white version of the phone it was available
before the end of the 2011 year.
Nokia N9
Nokia N9 phone running Meego 1.2 Harmattan software
Manufacturer

Nokia

Series

Nseries

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•

GSM 850 / 900 / 1800 / 1900

•

Compatible networks

GPRS/EDGE class B, multislot class 33

•

HSDPA (Pentaband)

•

HSDPA/UMTS 850 / 900 / 1700 / 1900 / 2100

•

HSDPA Cat10, up to 14.4 Mbps

•

HSUPA Cat6, up to 5.7 Mbps

Predecessor

Nokia N900

Dimensions

•

Width: 61.2 mm

•

Height: 116.45 mm

•

Thickness: 7.6 to 12.1 mm

•

colored (unpainted) polycarbon unibody

Weight

135 g

Operating system

MeeGo 1.2 "Harmattan"[1]

CPU

•

1 GHz ARM Cortex-A8 SoCprocessor; TI OM
AP3630

•

3D Graphics PowerVRSGX530 GPU

•

430 MHz TI TMS320C64xDigital signal
processor

Memory

1 GB Mobile DDR

Storage

16 or 64 GB

Removable storage

none

Battery

•

BV-5JW 1450 mAh Li-Ion battery (removable
by service)

•

Capacitive multi-touchdisplay
External functional hardware keys

•

Accelerometer (3-axis)

•

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•
•

Data inputs

micro USB charging

Magnetometer (3-axis)

•

Proximity sensor

•

Ambient light detector

•

Stereo microphone + 2nd microphone for
active noise cancellation

Display

"Clear Black" AMOLED 854 × 480 px (FWVGA),
3.9" (99.1 mm), 16.7 million colors (24 bits)

Rear camera

8 MP (CMOS sensor of 1/3.0" size) with Carl Zeiss
optics (F2.2, Focal length: 3.77mm / 28mm), 720p at
30 FPS, Digital zoom 4X for camera and video

Front camera

VGA[2]

Connectivity

•

WLAN IEEE 802.11 a/b/g/n (2.4 and 5GHz)

•

bluetooth 2.1 +EDR

•

micro USB 2.0

•

GPS and A-GPS

•

3.5 mm AV connector (audio in/out, video
in/out, tv-set out))

•
•

micro SIM card

•

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Digital Living Network Alliance (DLNA)

•

Development status

Near Field Communication (NFC)

FM receiver

Released (29, September 2011), discontinued

NOKIA LUMIA 710

Nokia Lumia 710 is a Windows Phone 7 smartphone. Its release is part of a change in
company's direction which has resulted in a move around from the Symbian platform towards
Windows Phone for premium devices (running the Mango version of the Windows Phone
OS). While the Nokia Lumia 800 targets the high-end of the smartphone marketplace, the
Nokia Lumia 710 is intended to target the mid-range by offering a device at a lower price
point. It has been released in Brazil and some Western European and Asian countries.
On 14 December 2011, T-Mobile and Nokia officially announced their plan to sell the Lumia
710 from 11 January 2012, for $349.99 prepaid or $49.99 with a 2 year contract with
minimum of $60 per month plan and $35 per line activation fee. At CES 2012, Nokia
announced that Rogers would have exclusivity for the Lumia 710 in Canada. The phone,
alongside the Nokia Lumia 800, is promised to get an update to add wi-fi hotspot
capabilities. The Nokia Lumia 830, has from Chinese media, been reported to be the Lumia
710 successor.

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Nokia Lumia 710
Manufacturer

Nokia

Compatible networks

GSM, HSDPA, Wi-Fi

Availability by country

November 2011 (Europe) December 2011 (Asia)
January 2012 (USA)

Related

Nokia Lumia 800
Nokia Lumia

Dimensions

119 mm (4.7 in) H
62.4 mm (2.46 in) W
12.5 mm (0.49 in) D

Weight

126 g (4.4 oz)

Operating system

Windows Phone 7.5 (not able to be updated to
Windows Phone 8)

SoC

Qualcomm Snapdragon S2 MSM8255

CPU

1.4 GHz single-core QualcommScorpion

GPU

Qualcomm Adreno 205

Memory

8 GB internal flash
512 MB ROM
512 MB RAM

Battery

Rechargeable BP-3L 3.7V 1300mAh Li-ion
battery (up to 400 hrs standby, 6.9 hrs 2Gtalk time/7.6
hrs 3G talk time)

Data inputs

Multi-touch capacitivetouchscreen, proximity
sensor,ambient light sensor, 3-axisaccelerometer,
digital compass

Display

3.7 in. TFT capacitive touchscreen
480x800 px at 252 ppi

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16m-color WVGA
Rear camera

5 MP 2592x1944 pixels, LEDflash, autofocus

Connectivity

Bluetooth 2.1, 802.11b/g/n, G-Sensor, Digital
Compass, A-GPS, micro-USB, 3.5mm audio jack

Other

micro-SIM[3]

Website

Nokia Lumia 710

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NOKIA LUMIA 800

Nokia Lumia 800 (codenamed 'Sea Ray') is a Windows Phone 7-OS poweredsmartphone,
first unveiled on 26 October 2011 at the Nokia World 2011 event. [6] It was Nokia's first
mobile phone to run the Windows Phone OS and marked the company's shift of focus in
favor of Windows Phone for its premium-priced phones.
Lumia 800 shares its design with the previously released Meego-based Nokia N9. The
outward differences are one added physical button dedicated to the camera on the right side
of the phone, and a dual LED flash moved directly above the Carl Zeiss camera lens. Despite
a similar exterior, the Lumia 800 has a different interior than N9. Lumia 800's chipset comes
from Qualcomm, whereas the N9 is based on a Texas InstrumentsOMAP chipset and CPU.
Like the N9, it has a convex curved Gorilla Glass AMOLED PenTile screen with a
ClearBlack antiglare filter. The screen diagonal is 3.7 inches (800 x 480 pixels) compared
with 3.9 inches (854 x 480 pixels) for N9, to conform with the Windows Phone specifications

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list, which includes three capacitive softkeys placed under the glass. A through-colored
unibody shell is made from polycarbonate plastic.
Nokia outsourced the production of its Qualcomm-based Lumia 800 to Compal Electronics.
According to Nokia, this was due to time constraints and Compal's experience with the
chipset. Future models, starting from Lumia 710, would be built in a Nokia factory, according
to the same source. Devices for the European and Northern American markets are configured,
tested and packed by Nokia's factory in Salo, Finland.

Nokia Lumia 800
Manufacturer

Nokia

Slogan

Connecting People

Compatible networks

GSM, HSDPA, Wi-Fi, 3G


November 2011 (Europe) December 2011
March 2012 (Australia, Brazil)

Successor

Nokia Lumia 820

Related

Nokia Lumia 710
Nokia Lumia 900
Nokia N9
Nokia Lumia

Dimensions

116.5 mm (4.59 in) H
61.2 mm (2.41 in) W
12.1 mm (0.48 in) D

Weight

142 g (5.0 oz)

Operating system

Windows Phone 7 7.5 (not able to be updated to Windows
Phone 8)[3]

SoC

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Qualcomm Snapdragon S2MSM8255T

CPU

1.4 GHz single-core QualcommScorpion

GPU

Qualcomm Adreno 205

Memory

16 GB internal flash
512 MB ROM
512 MB RAM

Battery

Rechargeable BV-5JW 3.7V 1450mAh Li-ion battery:
• Standby for
up to 265 h on 2G,
up to 335 h on 3G;
• Talk time for
up to 13 h on 2G,
up to 9 h 30 min on 3G;
• Music playback for up to 55 hours.

Data inputs

Multi-touch capacitivetouchscreen, proximity
sensor,ambient light sensor, 3-axisaccelerometer,
digital compass

Display

3.7" ClearBlack, Gorilla GlassAMOLED PenTile at 252
ppi capacitive touchscreen
480x800 px 16M-color WVGA

Rear camera

8 Megapixel, 3264x2448 pixels, dual-LED
flash, autofocus Carl Zeiss optics, 720p video capture

Front camera

No

Connectivity

Bluetooth 2.1, 802.11b/g/n, G-Sensor, Digital Compass, AGPS, micro-USB, 3.5mm audio jack

Other

Available in cyan, magenta, black and white[5]

Development status

In production

Website

Nokia Lumia 800

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NOKIA ASHA 311

The Nokia Asha 311 is a "Full Touch" smartphone powered by Nokia's Series 40 operating
system. It was announced at Bangkok by Nokia along with two others Asha Full Touch
phones - the Nokia Asha 305 and 306. The 311 is considered to be the flagship of the Asha
Full Touch family. Its main features are the Full Touch capacitive touchscreen, the pentaband
3G radio, SIP VoIP over 3G and Wi-Fi and the ability to play Angry Birds.

Nokia Asha 311
Manufacturer

Nokia

Series

Full Touch
GSM 850 / 900 / 1800 / 1900

•

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•
•

Compatible networks

UMTS 850 / 900 / 1700 / 1900 / 2100

•

HSDPA Cat10, 14.4 Mbps

•

HSUPA Cat6 5.7 Mbps


Global

Form factor

Full Touch candybar

Dimensions

•

Width: 52 mm

•

Height: 106 mm

•

Thickness: 12.9 mm

Weight

95 g

Operating system

Nokia Asha Series 40 OS

CPU

•

1 GHz ARM11

Memory

•

128 MB RAM

•

256 MB ROM

•

256MB ROM memory (140MB available to end

Storage

user)
Removable storage

up to 32 GB microSDHC

Battery

•

BP-4U 1100 mAh Li-Ion battery (removable)

•

micro USB and 2 mm DC plug charging

•

Capacitive multi point-touch display

•


Data inputs

Display

400 x 240 px (WQVGA), 3.0", 18 bits

Rear camera

3.2 MP (CMOS sensor) EDoF

Front camera

No

Connectivity

•

WLAN IEEE 802.11 b/g/n (2.4 GHz)

•

bluetooth 2.1 +EDR

•

micro USB 2.0

•

USB On-the-Go 1.3

•

3.5 mm AV connector (audio in/out)

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•

•

Development status

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SIM card
FM receiver with RDS

Announced

NOKIA ASHA 306

The Nokia Asha 306 is a "Full Touch" phone powered by Nokia's Series 40 operating system.
It was announced at Bangkok by Nokia along with two others Asha Full Touch phones - the
Nokia Asha 305 and 311. The 306 is considered to be the little brother of Asha 311 as it lacks
3G and capacitive touch screen. Its main features are the Full Touch resistive touchscreen and
WLAN.

Nokia Asha 306
Manufacturer

Nokia

Series

Full Touch
•

GSM 850 / 900 / 1800 / 1900

•

Compatible networks



Global

Form factor

Full Touch candybar

Dimensions

•

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Width: 53.8 mm

•

Height: 110.3 mm

•

Thickness: 12.8 mm

Weight

96 g

Operating system


CPU

•

ringtone = Nokia Tune

Memory

•

32 MB RAM

•

64 MB ROM

•

64MB ROM memory, 10 MB available for

Storage

user
Removable storage


Battery

•


•


•

Resistive multipoint-touch display

•


Data inputs

Display

240 x 400 px (WQVGA), 3.0 inch (155 ppi) , 18 bits

Rear camera

2 MP (CMOS sensor) EDoF

Front camera

No

Connectivity

•

WLAN IEEE 802.11 b/g/n (2.4 GHz)

•

bluetooth 2.1 +EDR

•

micro USB 2.0

•

USB On-the-Go 1.3

•


•

SIM card

•


Development status

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Announced

NOKIA ASHA 308

Nokia Asha 308 is a mid range phone and the successor to the Nokia Asha 305. It was
announced in September, 2012 and was released in October, 2012. The phone features dualsim over the Wi-Fi feature seen in Nokia Asha 309.
Nokia Asha 308
Manufacturer

Nokia

Series

Full Touch
•

GSM 900 / 1800

•

Compatible networks



Global

Predecessor

Nokia Asha 305

Form factor

Full Touch candybar

Dimensions

•

Width: 54 mm

•

Height: 109.9 mm

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•

Thickness: 13 mm

Weight

104 g

Operating system


Memory

•

64 MB RAM

•

128 MB ROM

Storage

•

128MB ROM memory

Removable storage


Battery

•


•


•

Capacitive multipoint-touch display

•


Data inputs

Display

240 x 400 px (WQVGA), 3.0 inch (155 ppi), 18 bits,
Capacitive touch screen

Rear camera

2 MP (CMOS sensor) EDoF

Front camera

No

Connectivity

•

bluetooth 3.0 + A2DP

•

micro USB 2.0

•


•

SIM card

•


Development status

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Announced

There is hoard of mobile phones in our markets so search a best mobile phone is not less than
a heard nut to crack. The problem of searching best mobile phone degenerates when you fins
practically all the companies claiming that they are they best mobile phone providers. But,
however, exhaustive study reveals that there is one company whom you can bank upon.
Would you like to know the name of that company? Well. It is not an outlandish company!!
And perhaps you must have heard its name number of times in news papers and other
advertisement sources. Yes, I am talking about Nokia or Nokia Phones.
All the Nokia Phones are furnished with immense research and toil. Before giving final shape
or making an appliance a massive research is done that is based on views of the existing and
prospective users. That is why it is said that Nokia Mobiles phones are trusted name and
tested products. And to furnish Nokia Mobile Phones expert’s assistance is taken so that it fits
to every individual needs.
Latest study shows that Nokia Mobile Phones are on top of the demand. Perhaps this
accumulating demand is due to their latest ground breaking innovation Nokia N-series
mobiles device. This N-series Nokia Mobile Phones are perfect choice for the businessmen
since they are furnished with all the latest technologies and specifications required by the
businessmen.

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There are some features of the Nokia Mobile Phones those have won the confidence of
people around the glob. All the latest Nokia Mobile Phones are offered with outsized memory
that is for general use for the users and this broaden memory is offered in addition to mobile
phone memory. This memory can be used for up loading and downloading all MP3 and
visual videos those you can enjoy while getting bore.
Now a days, almost all the Nokia Mobile Phones are provided with FM radio that one can
avail himself with while walking down on the road. Thus, Nokia assist you minimize your
distance and to reduce boring moments. Furthermore, these days Nokia mobiles are offered
with TFT display that gives extra charm to your pictures.

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OBJECTIVES
OF THE
MARKET SURVEY
REPORT

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OBJECTIVES OF THE MARKET SURVEY REPORT
•

To study the brand image of Nokia handset on the basis of consumer perception

•

To show the customer preference towards the brand perception of customers for
Nokia.

•

To know the customer satisfaction towards Nokia handset in Moradabad market.

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LITERATURE
REVIEW

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LITERATURE REVIEW
Consumer behaviour refers to the activities in which people acquire, consume and dispose
products and services (Blackwell et al., 2001). Owing to the proliferation of brands in the
recent decades, there is a growing number of research conducted in the field of consumer
buying behaviour. However, most of them concentrate on a single country study, regardless
of the importance of cross-country comparisons which will inspire innovative ideas for
understanding the fast-changing consumer habits. This dissertation is going to investigate the
differences of British and Chinese in purchasing clothes under the influence of brand image.
In this chapter, the literatures concerning the roles of brand and brand equity are to be
reviewed so as to provide a theoretical framework for the aforementioned analysis. Brand
serves a pivotal role for distinguishing goods and services from those of the competitors
(Aaker, 1991; Murphy, 1998). The emergence of brand equity underlies the importance of
brand in marketing tactics and hence provides useful insights for managers and further
research (Keller, 2003).
Brand is a name in every consumer’s mind (Mooij, 1998) and it is characterized by a
noticeable name or symbol which can differentiate the goods and services from the rivals’
(Aaker, 1991; Keller, 1998). In addition to a specific brand name, a brand is also composed
of products, packaging, promotion, advertising, as well as its overall presentation (Murphy,
1998).
From the consumers’ perspective, brand is a guarantor of reliability and quality 11 in
consumer products (Roman et al., 2005). Added to this, consumers would like to buy and use
brand-name products with a view to highlight their personality in different situational
contexts (Aaker, 1999; Fennis and Pruyn, 2006).
Nowadays, consumers have a wide range of choice to choose from when they enter a
shopping mall. It is found that consumers’ emotions are one of the major determinants which
affect their buying behaviour (Berry, 2000).
According to a research conducted by Freeride Media LLC (1998) on shopping habits, nearly
one-forth of the respondents are likely to impulse-buy clothes and accessories. When

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deciding which products to purchase, consumers would have their preferences, which are
developed in accordance with their perceptions towards the brand. Successful branding could
make consumers aware of the presence of the brand and hence could increase the chance of
buying the company’s products and services (Doyle, 1999).
A brand can be an everlasting and lucrative asset as long as it is maintained in a good manner
that can continue satisfying consumers’ needs (Batchelor, 1998; Murphy, 1998). Although
successful brands can be totally different in nature, they share something in common, for
instances well-priced products and consistent quality (Murphy, 1998).
As mentioned by Levitt (1983), there are four elements for building a successful brand,
namely tangible product, basic brand, augmented brand and potential brand. Tangible product
refers to the commodity which meets the basic needs of the customers. Basic brand, on the
other hand, considers the packaging of the tangible product so as to attract the attention from
the potential customers. The brand can be further augmented with the provision of credibility,
effective after-sales services and the like. Finally and most importantly, a potential brand is
established through engendering customer preference and loyalty. By doing so, the image of
the brand could be well instilled in the customers’ mind.
The term ‘brand equity’ refers to a set of assets and liabilities associated with a brand,
including its name and symbol, which could impose beneficial or detrimental effects on the
values arising from the products or services (Aaker, 1991; Yasin et al., 2007). Added to this,
Keller (1998) points out that brand equity signifies the unique marketing effects imposed on
the brand.
Concerning the positive side of brand equity, it happens when consumers are willing to pay
more for the same level of quality just because of the attractiveness of the name attached to
the product (Bello and Holbrook, 1995).
However, brand equity could be ruined if it is not properly managed. For instance, poor
product quality and customer services could adversely affect the brand image, giving rise to a
reduction in sales volume.
One of the quintessential examples regarding brand as a kind of equity is the imposition of
laws to protect intellectual property (Murphy, 1998). In countries with well-established legal
system, the values of brands have been recognized to both the consumers and producers. In
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order to combat piracy, many countries have set up laws to protect trade marks, patents,
designs as well as copyright. In addition, brand is also a tradable product with measurable
financial value (Murphy, 1998). It is not uncommon to find some familiar brands listed on the
stock markets in which they could be bought or sold. Brands like HSBC, Marks and Spencer,
Vodafone, Sainsbury and Tesco are all listed on the FTSE 100 index (London Stock
Exchange, 2007). It is found that the volatility of stock market could affect consumers’
purchasing mood, not to mention the growth or declines of retail sales (Blackwell, 2002).
This is supported by the fact that brand equity depends on the number of people with regular
purchase (Aaker, 1996).
The above examples highlight the values of brand equity for both consumers and the firm.
For the consumers, brand equity could provide them with information about the brand which
influences their confidence during the purchasing process. There is a high propensity for
consumers with good perceptions to buy from the same shop again than those with poor
perceptions. Past purchasing experiences and familiarity with the brand could be attributable
to the perceptions generated from the consumers (Aaker, 1991).
As for the firm, brand equity could also be a source for the firm to generate cash flow. For
instance, the merger between adidas and Reebok in 2005 not only increased their market
share so as to compete with Nike in the US sports apparel market, but also attracted more
people to invest in the bigger company with high potential (Business Week, 2005). Besides,
brand equity could also allow higher margins through premium pricing and reduced reliance
upon promotional activities (Aaker, 1991). Owning to the positive image, consumers no
longer focus on the short-term promotion but the brand on the whole.
Brand equity is a broad concept which can be further subdivided into four mainareas, namely
brand loyalty, name awareness, perceived quality and brand associations (Aaker, 1991;
Keller, 1998). These four main areas are to be discussed in the coming sections.
Brand awareness is one of major determinants of brand equity. It refers to the ability of a
potential consumer to recall and recognize the brand, linking the brand with its corresponding
product class (Aaker, 1991). The level of brand awareness lies in a continuum, with brand
recognition being the lowest level and the first named brand with unaided recall being the
highest level. It is important for the potential consumers to be aware of a product so that it
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can become one of the purchasing choices. This is due to the fact that the product needs to
enter the awareness set before it comes to the consideration set (Blackwell et al., 2001) and
an increase in brand awareness is conducive to a higher chance of entering the later set
(Nedungadi, 1990). In this way, brands with higher level of awareness would be more likely
to be purchased (Yasin et al., 2007). This could probably explain why consumers tend to buy
a recognizable brand rather than an unfamiliar one (Hoyer, 1990; Macdonald and Sharp,
2000).
Several factors can alter the level of brand awareness. In case of China, its geographical
location and politics could affect the consumer brand awareness level seriously. According to
research conducted by Delong et al. (2004), owing to geographical differences, Chinese
consumers cannot distinguish US apparel brand names from the European ones. In addition,
brands from Taiwan and Hong Kong are sometimes confused, due to their political
separations. For long time, Taiwan would like to become politically independent from China
owing to their different political standpoint whereas Hong Kong, being a special
administrative region since 1997, has once been a colony of the UK. As mentioned by Keller
(1998), brand awareness can be enhanced through repeat exposure to the brand. In order to
achieve brand awareness, two tasks are to be accomplished, namely increasing brand name
identity and associating it with the product class. Advertising and celebrity endorsement
could be some useful tools for raising brand awareness. It is found that advertisement attitude
is attributable to the influence on brand attitudes, affecting consumer’s intention to purchase
(Mackenzie et al., 1986; Tsai et al., 2007). In recent decades, there is an increasing number of
advertising campaigns around the world. Consumers are hence well-equipped with
comparative elements to judge which product or service to purchase (Alvarez and Casielles,
2005). Moreover, celebrity endorsement can give rise to source credibility and source
attractiveness. For source credibility, as pointed out by McGuire (1978), celebrities can
disseminate messages to particular consumers and hence increase the brand awareness. As for
source attractiveness, successful endorsement can associate the culture of the celebrity world
with the endorsed product (McCracken, 1989). This association can raise the public
awareness towards the brand.

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RESEARCH
METHODOLOGY

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RESEARCH METHODOLOGY
Data sources

:

Primary and Secondary.

Data approaches

:

Questionnaire.

Sample size

:

100

Sample procedure :

Convenience sampling.

Research Design

Descriptive.

:

Research design: Research design is simply the framework or plan for a study, Used guide
in collecting and analyzing data.
For the study: for conducting that research I selected the Descriptive research design.

Descriptive research design: Descriptive research is also called Statistical Research. The
main goal of this type of research is to describe the data and characteristics about what is
being studied. The idea behind this type of research is to study frequencies, averages, and
other statistical calculations. Although this research is highly accurate, it does not gather the
causes behind a situation. Descriptive research is mainly done when a researcher wants to
gain a better understanding of a topic. that is, analysis of the past as opposed to the future.
Descriptive research is the exploration of the existing certain phenomena. The details of the
facts wont be known. The existing phenomena’s facts are not known to the persons.

1. Sampling design:
I. Sample Unit:
Customers of Life insurance.
II. Sample size:
The sample size of the report is 100 in numbers.
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Data collection method:
Primary data:
The primary data are those which are collected afresh and for the first time, and thus
happened to be original in character. There are several methods of collecting primary data
particularly in surveys.
For the study: Questionnaire method is used for collecting the data while conducting the
research.

Secondary data:
The secondary data are those which have already been collected by someone and which have
already been passed through the statistical process. Secondary data may either be published
data or un- published data.
For the study: Internet is used for collecting the data while conducting the research.

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DATA ANALYSIS
&
INTERPRETATION

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DATA ANALYSIS & INTERPRETATIONS
Q.1. Which company’s mobile you use?
1. Nokia ( )

34

2. Samsung ( )

12

3.Other ( )

4

8%
24%

. Nokia
68%

Samsung
Other

INTERPRETATION:
This chart shown out of 50 respondents 68% respondents are using Nokia Mobile, 24%
respondents are using Samsung Mobile & 8% respondents are using other company mobile.

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Q2. Are you satisfied with the price of Nokia handset?
1. High satisfied ( )

14

2. Satisfied ( ) 34

3.Not satisfied ( ) 2

4%
28%

68%

High satisfied
Satisfied
Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 28% respondents High Satisfied with the price of
Nokia handset, 68% respondents Satisfied with the price of Nokia handset & 4% respondents
Not Satisfied with the price of Nokia handset.

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Q3. Are you satisfied with advertisements of Nokia handset?

10

2. Satisfied ( ) 38


4%
20%
High satisfied
Satisfied
76%

Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 20% respondents High Satisfied with advertisements
of Nokia handset, 76% respondents Satisfied with advertisements of Nokia handset & 4%
respondents Not Satisfied with advertisements of Nokia handset

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Q4. Are you satisfied with color & design of Nokia handset?

12

2. Satisfied ( ) 34


8%
24%
High satisfied
Satisfied
68%

Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 24% respondents High Satisfied with color & design
of Nokia handset, 68% respondents Satisfied with color & design of Nokia handset & 8%
respondents Not Satisfied with color & design of Nokia handset.

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Q5. Are you satisfied with audio output of Nokia handset?

16%

10

2. Satisfied ( ) 32


20%
High satisfied
Satisfied

64%

Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 20% respondents High Satisfied with audio output of
Nokia handset, 64% respondents Satisfied with audio output of Nokia handset & 16%
respondents Not Satisfied with audio output of Nokia handset.

MALAY SRIVASTAVA

Q6. Are you satisfied with software compatibility of Nokia handset?

12%

8

2. Satisfied ( ) 34


17%
High satisfied
Satisfied

71%

Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 16% respondents High Satisfied with software
compatibility of Nokia handset, 68% respondents Satisfied with software compatibility of
Nokia handset & 12% respondents Not Satisfied with software compatibility of Nokia
handset.

MALAY SRIVASTAVA

Q7. Are you satisfied with camera/video quality of Nokia handset?
1. .High satisfied ( )

12

2. Satisfied ( ) 36


4%
24%
High satisfied
72%

Satisfied
Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 24% respondents High Satisfied with camera/video
quality of Nokia handset, 72% respondents Satisfied with camera/video quality of Nokia
handset & 4% respondents Not Satisfied with camera/video quality of Nokia handset.

MALAY SRIVASTAVA

Q8. Are you satisfied with accessories provided with Nokia handset?

16%

6

2. Satisfied ( ) 36


12%
High satisfied
Satisfied
72%

Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 12% respondents High Satisfied with accessories
provided with Nokia handset, 72% respondents Satisfied with accessories provided with
Nokia handset & 16% respondents Not Satisfied with accessories provided with Nokia
handset.

MALAY SRIVASTAVA

Q9. Are you satisfied with battery backup of Nokia handset?

18

2. Satisfied ( ) 30

3.Not satisfied ( )2

4%
36%
60%

High satisfied
Satisfied
Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 32% respondents High Satisfied with battery backup
of Nokia handset, 60% respondents Satisfied with battery backup of Nokia handset & 4%
respondents Not Satisfied with battery backup of Nokia handset.

MALAY SRIVASTAVA

Q10. Are you satisfied with its services provided by Nokia service centre?

18%

16

2. Satisfied ( ) 25

32%


High satisfied
Satisfied

50%

Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 32% respondents High Satisfied with its services
provided by Nokia service centre, 50% respondents Satisfied with its services provided by
Nokia service centre & 18% respondents Not Satisfied with its services provided by Nokia
service centre.

MALAY SRIVASTAVA

Q11. Are you satisfied with its brand image?

16%

14

2. Satisfied ( ) 28

28%


High satisfied
Satisfied

56%

Not satisfied

INTERPRETATION:
This chart shown out of 50 respondents 28% respondents High Satisfied with its brand image,
56% respondents Satisfied with its brand image & 16% respondents Not Satisfied with its
brand image.

MALAY SRIVASTAVA

FINDINGS
o Most of the respondents are using Nokia Mobile
o Most of the respondents Satisfied with the price of Nokia handset
o Most of the respondents Satisfied with advertisements of Nokia handset
o Most of the respondents Satisfied with color & design of Nokia handset
o Most of the respondents Satisfied with audio output of Nokia handset
o Most of the respondents Satisfied with software compatibility of Nokia
handset
o Most of the respondents Satisfied with camera/video quality of Nokia handset
o Most of the respondents Satisfied with accessories provided with Nokia
handset
o Most of the respondents Satisfied with battery backup of Nokia handset
o Most of the respondents Satisfied with its services provided by Nokia service
centre
o Most of the respondents Satisfied with its brand image

MALAY SRIVASTAVA

CONCLUSION
According to the survey and analysis performed, the result concluded that that Nokia is the
most preferred brand among all the companies. It is providing a huge variety of services to
the lower, middle and upper citizens making an overall winning performance in the Indian
cell phone market. Other companies also providing a good variety of mobile phones but they
are not competent to the Nokia. Nokia is Preferred because:
 Wide Range of mobile handsets
 Prices that suits to all category of people
 Customer satisfaction
 After sale service
 Market position
 Features
However, now the sales of Nokia is continually falling because of Chinese mobiles and other
local Indian mobile cellular phone manufacturers but most of the people still preferred Nokia
mobile because of good market position and customer satisfaction level. Nokia have still lots
of opportunities to grab. The company continually doing market research and soon it will
again make growth in the market.
It is also essential to treat the services and the products as equally important. The provision of
a service can be attractive in itself. Developing a good understanding of how your products
and services will be used and how they will change is important. Operators may well find
themselves positioning R&D as a means to promote the use of bandwidth and focusing on
service creation.

MALAY SRIVASTAVA

While remaining flexible and alert to change, a company should build on standards. In a
world where services will be delivered across a variety of components, one needs their
component to ‘fit in.’

MALAY SRIVASTAVA

SUGGESTIONS
1. Nokia has to control market skimming as it negatively attacks the brand
2. Nokia should be innovative on style and looks front of the cell phones as it has recently
sprung up in the present in order to attract youth.
3. High end mobile phones from Nokia have a hanging problem they must be tweaked to
perform as desired.
4. The price of Nokia cell phones is high as compared to the grown up twins available so the
buyer is unable to buy the latest available.
5. Nokia should work on a phone for the masses as it has a lot of scope, just like bird and
Motorola did.
6. The infrared present on the low end phones of Nokia lack compatibility with the non
Nokia phones.
7. Nokia should work upon their combination of price and features in an instrument
8. The user interfaces present in both brands of phones are each of a type and are acceptable
by the users.

MALAY SRIVASTAVA

LIMITATIONS
Although the study was carried out with extreme enthusiasm and careful planning there are
several limitations, which handicapped the research viz,

1.

Time Constraints: The time stipulated for the project to be completed is less and thus
there are chances that some information might have been left out, however due care is taken
to include all the relevant information needed.

2.

Sample size: Due to time constraints the sample size was relatively small and would
definitely have been more representative if I had collected information from more
respondents.

3.

Accuracy: It is difficult to know if all the respondents gave accurate information; some
respondents tend to give misleading information.

4.

Availability: It was difficult to find respondents as they were busy in their schedule, and
collection of data was very difficult

MALAY SRIVASTAVA

BIBLIOGRAPHY

MALAY SRIVASTAVA

BIBLIOGRAPHY
Books:
•

Kothari, C.R., Research Methodology, New Age Publications.

•

Malhotra, Naresh K., Marketing Research, An Applied Orientation, Fourth Edition,
Pearson Prentice Hall, 2005, Part II, pp. 71-340.

•

Chisnall, P.M. (1985). Marketing: A Behavioural Analysis. 2nd edn. McGraw-Hill.

•

Zeithaml, V.A. and Bitner, M.J. (1996), Services Marketing,
international edition, McGraw Hill, New York, NY and London.

Magazines:
•

IIMB Management Review – Volume 16 No.3 September 2007

•

Business Today “Depression In landline phone Sector” Page 25 March 2007.

•

Business Today, November 21, 2007 issue

•

Business Today, November 21, 2007 issue

Newspapers
•

Times Of India

•

Financial Express

•

Economic Times

WEBLIOGRAPHY
•

www.nokia.in

MALAY SRIVASTAVA

(CUSTOMER SATISFACTION SURVEY OF NOIKA HANDSET IN
MORADABAD MARKET)
QUESTIONNAIRE
Dear respondent,
I am the student of TMU University conducting a market survey report.
Kindly spare few minutes to fill up this questionnaire. Any information provided by you will
be used for academic purpose only.

RESPONDENT PROFILE


Name of the respondent :................................................................................................



Residential/ office address :............................................................................................
........................................................................................................................................
........................................................................................................................................



Contact no. :..................................................................................................................



Age group of the respondent : 18-25 ( )



Education/ qualification: .............................................................................................



Occupation :.................................................................................................................



Designation :................................................................................................................

25-35 (

)

35-45 ( ) 45 or More(

Q.1. Which company’s mobile you use?
1. Nokia ( )

2. Samsung ( )

Q2. Are you satisfied with the price of Nokia handset?

MALAY SRIVASTAVA

3.Other ( )

)


2. Satisfied ( )

3.Not satisfied ( )

Q3. Are you satisfied with advertisements of Nokia handset?

2. Satisfied ( )

3.Not satisfied ( )

Q4. Are you satisfied with color & design of Nokia handset?

2. Satisfied ( )

3.Not satisfied ( )

Q5. Are you satisfied with audio output of Nokia handset?

2. Satisfied ( )

3.Not satisfied ( )

Q6. Are you satisfied with software compatibility of Nokia handset?

2. Satisfied ( )

3.Not satisfied ( )

Q7. Are you satisfied with camera/video quality of Nokia handset?
1. .High satisfied ( )

2. Satisfied ( )

3.Not satisfied ( )

Q8. Are you satisfied with accessories provided with Nokia handset?

2. Satisfied ( )

3.Not satisfied ( )

Q9. Are you satisfied with battery backup of Nokia handset?

2. Satisfied ( )

3.Not satisfied ( )

Q10. Are you satisfied with its services provided by Nokia service centre?

2. Satisfied ( )

3.Not satisfied ( )

Q11. Are you satisfied with its brand image?

Signature
Thank You

MALAY SRIVASTAVA

2. Satisfied ( )

3.Not satisfied ( )

A study of brand image of nokia

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