Chapter - 3 Literature Review

3.1 Indian Telecom Sector Study

3.2 Brands and Image
3.2.1 Benefits of Strong Brand Image
3.2.2 Benefits to the Customer
3.2.3 Factors Influencing Brand Image
3.3 Brand Image and Company Performance
3.4 Consumer Perception QoS Study
3.4.1 Service Concept
3.4.2 Customer Epectation and Perception to!ards Service
3.4.3 Basics of "o#ile Services
3.4.4 Cellular "o#ile Services
3.4.4.1 First $eneration% &$
3.4.4.2 Second $eneration% '$
3.4.4.3 Third generation% 3$
3.4.4.4 $S" ( C)"* technology
3.4.5 Service Quality Concept ( Quality Parameters
3.4.5.1 Service Quality
3.4.5.2 "easuring the Service Quality
3.4.5.3 Factors ( Parameters affecting the +uality of Cellular
"o#ile Services
3.4.6 Service Quality ( Customer Satisfaction
3.4.7 Quality "etrics
3.5 Brand Image ( Service Quality
3.6 Perceived Service Quality
3.7 Company Performance Study
3.7.1 *,P- ( "ar.et Share /Su#scri#ers0
3.7.1.1 *,P-
3.7.1.2 Su#scription ,ates in )ifferent ,egions
3.7.1.3 Stage of the Su#scription
3.8 ,eferences
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3.1 Indian Telecom Sector Study
Telecommunications has #een recogni1ed the !orld-over as an important tool for
socio-economic development for a nation2 It is one of the prime support services
needed for rapid gro!th and moderni1ation of various sectors of the economy2 It
has #ecome especially important in recent years #ecause of enormous gro!th of
information technology and its significant potential for the impact on the rest of
the economy2 The Telecom Sector3 !hich has the multiplier effect on the
economy3 has a vital role to play in economy #y !ay of contri#uting to the
increased efficiency2 The availa#le studies suggest that income of #usiness
entities and households increases #y the use of telecom services2
4ational Telecom Policy /&5550 the introduction of the 4e! Telecom Policy in
&5553 Indian telecom industry has !itnessed eponential gro!th3 especially in
the !ireless segment2 The industry has evolved as a #asic infrastructure on
the similar lines of electricity3 roads3 !ater etc2
The overall tele-density has increased from 623 in "arch '77' to 892& in Fe#ruary
'7&'3 !herein the rural areas registered an increase from &2' in "arch '77' to 392:
in Fe#ruary '7&'3 according to a report titled ;Telecom Sector in India% * )ecadal
Profile< prepared #y the Telecom ,egulatory *uthority of India /T,*I02 *lso3 the share
of telecommunication services /ecluding postal and miscellaneous services03 as a
per cent of the total gross domestic product /$)P03 has increased from 725= in '777-
7& to 3289 in '775 -&72 The $overnment has given estimates that every &7 per cent
increase in access of #road#and connectivity #oosts the $)P #y &239 per cent2
International comparisons /among ''' countries0 in the same report sho! that India
has the second largest num#er of telephone su#scri#ers in the !orld accounting for
&' per cent of the !orld<s total telephone su#scri#ers2
>idesh Sanchar 4igam ?imited />S4?0 &=th *nnual ,eport /'77'0 India li.e many
other countries has adopted a gradual approach to telecom sector reform through
selective privati1ation and managed competition in different segments of the telecom
sector2 India introduced private competition in value-added services in &55' follo!ed
#y opening up of cellular and #asic services for local area to competition2 Competition
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!as also introduced in 4ational ?ong )istance /4?)0 and International ?ong
)istance /I?)0 at the start of the current decade2
@orld Telecommunication )evelopment ,eport /'77'0 eplains that net!or.
epression in India !as accompanied #y an increase in productivity of telecom staff
measured in terms of ratio of num#er of main lines in operation to total no2 of staff2
Indian Telecommunication Statistics /'77'0 in its study sho!ed the long run
trend in supply and demand of )irect Echange ?ines /)E?02 Potential
demand for telecom services is much more than its supply2 In eventful decade
of sector reforms3 there has #een significant gro!th in supply of )E?2
Economic Survey3 $overnment of India /'77'-'7730 has mentioned t!o very
important goals of telecom sector as delivering lo!-cost telephony to the
largest num#er of individuals and delivering lo! cost high speed computer
net!or.ing to the largest num#er of firms2
*dam Braff3 Passmore and Simpson /'7730 state that telecom service providers
even in -nited States face a sea of trou#les2 The outloo. for -S !ireless carriers
is challenging2 They can no longer gro! #y ac+uiring ne! customersA in fact3 their
ne! customers are li.ely to #e migrated from other carriers2 Indeed3 churning
may account for as much as 97B of ne! customers in '77:2
)utt and Sundaram /'7760 studied that in order to #oost communication for
#usiness3 ne! modes of communication are no! #eing introduced in various
cities of the country2 Cellular "o#ile Phones3 ,adio Paging3 E-mail3 >oice-
mail3 >ideo3 Tet and >ideo-Conferencing no! operational in many cities3 are
a #oon to #usiness and industry2 >alue- added hi-tech services3 access to
Internet and Introduction of Integrated Service )igital 4et!or. are #eing
introduced in various places in the country2
* study #y Ceanette Carless on and Salvador *rias /'7760 !ireless su#stitution is
producing significant traffic migration from !ire line to !ireless and helping to fuel
fierce price competition3 resulting in margin s+uee1es for #oth !ire line voice tariffs
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in organi1ation for Economic Co-operation and )evelopment Countries have
fallen #y an average of three percent per year #et!een &555 and '7732
T2 >2 ,amachandran /'77:0 analy1ed performance of Indian Telecom Industry !hich is
#ased on volumes rather than margins2 The Indian consumer is etremely price sensitive2
>arious socio-demographic factors - high $)P gro!th3 rising income levels3 #ooming
.no!ledge sector and gro!ing ur#ani1ation have contri#uted to!ards tremendous gro!th
of this sector2 The instrument that !ill tie these things together and deliver the mo#ile
revolution to the masses !ill #e 3
rd
$eneration /3$0 services2
,aDan Bharti "ittal /'77:0 eplains the paradigm shift in the !ay people
communicate2 There are over &2: #illion mo#ile phone users in the !orld today3 more
than three times the num#er of PCEs2 India today has the sith largest telecom
net!or. in the !orld up from &6th in &55:3 and second largest among the emerging
economies2 It is also the !orld<s &'th #iggest mar.et !ith a large pie of F =26 #illion2
The telecom revolution is propelling the gro!th of India as an economic po!erhouse
!hile #ridging the developed and the developing economics2
*SE*4 India Synergy Sectors /'77:0 point out that high +uality of
telecommunication infrastructure is the pillar of gro!th for information
technology /IT0 and IT ena#led services2 Geeping this in vie!3 the focus of
telecom policy is vision of !orld class telecommunication services at
reasona#le rates2 Provision of telecom services in rural areas !ould #e
another thrust area to attain the goal of accelerated economic development
and social change2 Convergence of services is a maDor ne! emerging area2
In overvie! in Indian infrastructure ,eport /'77:0 eplains India<s rapidly epanding
telecom sector is continuing to !itness stiff competition2 This has resulted in lo!er tariffs
and #etter +uality of services2 >arious telecom services-#asic3 mo#ile3 internet3 national
long distance and international long distance have seen tremendous gro!th in year '77:
and this gro!th trend promises to continue electronics and home appliances #usinesses
each of !hich are epected to #e F '2: #n in revenues #y that year2 So3 driving forces for
manufacturing of handsets #y giants in India include-sheer si1e of
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India mar.et3 its frantic gro!th rates and a#ove all the fact that its conforms in
glo#al standards2
"arine and Blanchard /'77:0 identifies the reasons for the unepected #oom in
mo#ile net!or.s2 *ccording to them3 cell phones3 #ased on $lo#al System for
"o#ile Communication /$S"0 standard re+uire less investment as compared to
fied lines2 Besides this3 a !ireless infrastructure has more mo#ility3 sharing of
usage3 rapid profita#ility2 Besides this3 usage of prepaid cards is the etent of
57B simplifies management of customer #ase2 "oreover3 it is suita#le to people<s
!ay of life-rural3 ur#an3 and su#-ur#an su#scri#ers2
Illustrating the lead achieved #y $uDarat2 *ccording to Business and Economy
/'77:0 the catalyst for Indian mo#ile operators in the future !ill undou#tedly #e
increased mar.eting and advertisement ependiture3 along !ith #etter deals for
mo#ile phone users li.e the previously mentioned full tal. time ,s2 &7 recharge
card3 !ill go a long !ay in not only retaining customers #ut also ac+uiring the vast
mar.et of lo!ered customers !ho are etremely stic.y a#out value for money
and have etremely lo! loyalties and almost non-eistent s!itching costs2
"ar.eting @hite#oo. /'77:0 eplains !ith support of detailed data that #igger
players are close to '7B of the mar.et each2 In C)"* mar.et3 it is ,eliance
Infocom and Tata Teleservices are dominating the scene !hereas *irtel is lead
in $S" operators2 Bet!een '773 and '7763 the total su#scri#er #ase of the
private $S" operators dou#led2 It rose from &'2= million su#scri#ers at the
end of "arch '773 to '=2& million #y the end of "arch '7762 *nd yet that
&77B gro!th rate not!ithstanding3 total industry revenue for '773-76 !as
around ,s2 9379 crores2 Compared to ,s2 =677 crores that industry grossed
in '77'-'7733 that is an increase of 37B2
*ccording Economic Times /'77:0 Indian mo#ile phone mar.et is set to surge
ahead since ur#an India has a teledensity of 37 !hereas rural India has a
teledensity of &2862 It indicates that the mar.et is on ascent3 !ith more than
9:777 villages yet is to come under tele-connectivity2
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*ccording to a paper released #y the *ssociated Cham#ers of Commerce and
Industry of India /'77:03 it is stated that 37B of the ne! mo#ile su#scri#ers added #y
the operators !orld!ide !ill come from India #y '7752 The &7B of the third
generation /3$0 su#scri#ers !ill #e from India #y '7&&3 Indian handset segment
could #e #et!een -S F &3 #illion and -S F &: #illion #y '7&=2It offers a great
opportunity for e+uipment vendors to ma.e India a manufacturing hu#2 Indian
infrastructure capital ependiture on cellular e+uipment !ill #e #et!een &7 to '7B of
the investment that !ill #e made #y international operators #y '7&:2 The other
proposals included setting up of hard!are manufacturing cluster par.s3 conforming to
glo#al standards and fiscal incentives for telecom manufacturing among others2
>irat Bahri /'77=0 eplains the vie!point of Sam Pitroda the Chairman of @orldtel
that identifies opportunities for investments in telecommunications2 He analyses that
there is an increasing role for telecom in e-governance in India2 *ccording to him3
technology can #e leveraged to ta.e India<s development to net level2
4arinder G Chhi#er / '7790 the mo#ile telecommunication technology is evolving
rapidly in the !orld as more people demand mo#ile services !ith longer
#and!idth and ne! innovative services li.e connectivity any!here3 anytime for
feature li.e T2>23 "ultimedia3 Interopera#ility and seamless connectivity !ith all
types of protocols and standards3 !hile the 3$ services are yet to fully come up2
Serious discussion on 6$ has started 2@?*4 hot spot have made inroads along
!ith 3$ to offer an alternative form of mo#ile access2
-ehara /&5570A Ging /&5570A $lynn /&55'0A "utoh /&5560 emphasi1ed that technological
changes in the telecom and computers have radically changed the #usiness scenario2 In
turn3 the ne! demands of #usiness have spurred many telecom #ased technological
innovations2 In order to eploit these innovations for competing in glo#al mar.ets3
#usiness community has #een putting pressures on governments to revise the policy3
regulation and structure of the telecom sector2 Several countries across the !orld have
responded #y restructuring the state controlled telecom provider3 increasing private
participation and deregulating service provisions2
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Business Today /&55'0 pointed out that due to lac. of technical and financial
resources especially foreign echange3 the )ET generally lagged #ehind in its
level of technology2 India indigeni1ation program in the s!itching segment carried
out #y C-)ET !as successful in the introduction of rural echanges designed
especially for Indian conditions characteri1ed #y dust3 heat and humidity2
*ccording to Economic Commission for Europe /'7770 this transition of the
telecommunication area is mainly technology driven2 The #orderline #et!een
computers and electronics3 on the one hand3 and telecommunications3 on the other3
is disappearing2 This convergence of technologies has led to the acceleration of the
innovation process3 !hich is constantly #ringing for!ard ne! products and services2
Besides epanding the mar.et potential3 this innovation process has also given rise
to maDor changes in industry and the institutional structure2
E Pedersen and "ethlie /'77'0 studied the technology aspect and eplained a
comparative vie!2 *ccording to them3 a comparison of the slo! adoption of @*P services
in Europe !ith the successful adoption of compara#le I-mode services in Capan and
technologically simple S"S #ased services in Scandinavian suggest that aggregate and
technology #ased models are insufficient to eplain the mo#ile service2 Thus3
technological models of the supply side need to #e supplemented !ith the vie!s and
impact of perceptions from the demand side of the mo#ile commerce end user2
@orld Telecommunication )evelopment ,eport /'77'0 technologies of mo#ile
telecommunications and internet are going to set the contours of further technological
progress in the current decade2 The most recently initiatives aims at convergence of
voice and data received from multiple sources #oth !e# #ased and real time video
streams in mo#ile handsets and calling cards have virtual presence possi#le almost
every!here overcoming the #arriers of distance3 topography and remoteness2
Prithipal Singh /'7760 !ith the convergence of technologies3 data services are
epected to gro! eponentially in the years to come2 Broad#and is li.ely to ta.e a
lead in the development of Indian Telecom Sector2 Broad#and is gro!ing mar.et and
offers immense possi#ilities for investment2 In Broad#and policy3 India has envisaged
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a target of 67 million Internet su#scri#ers and '7 million #road#and
su#scri#ers #y '7&72
P2S2 Saran /'7760 the telecom technology in India has transformed from manual and
electro-mechanical systems to the digital systems2 India has stepped into ne!
millennium #y having &77B electronic s!itching system2 The technological changes
have made !ay for ne! services and economics in the provision of telecom services2
"otto /&5570 researched the need of separate policy3 regulation and operation
!hich re+uire changes in legislation - for eample restructuring the Capanese
4ippon Telegraph and Telephone Pu#lic Corporation and Go.usai )enshin
)e!!a !as preceded #y appropriate changes in legal frame!or.2
"elody /&5570 points out that the Indian $overnment had not addressed the #asic
re+uirement necessary for reform and there !as no pre-planned se+uence of structural
changes !hich are #asic determinants of reform2 Therefore3 the government3 investors
and su#scri#es could epect only marginal #enefits from the reform process2
"T4? ,eport /&55&0 eplains that international #odies had supplemented
government resources and funded epansion and technology up gradation
programmes2
Cain and Chho.ar /&5530 points out the limitations of capital and manpo!er as .ey
constraints2 The *threya Committee report may #e vie!ed as an initiation of a
process of eamining organi1ational options2 "anagement incentives !hich !ould
allo! these organi1ations to increase profita#ility and the structural mechanisms
!hich !ould allo! then to raise capital from mar.ets had #een s.etchily outlined2
"elody /&5560 points out various concerns for the telecom sector covering
competition as important one2 Competition is considered more important
factor than o!nership in introducing efficiency2
)onaldson/&55603 Cussa!ala /&55'0A Cain3 /&55:0A @ellenius /&55:0 recogni1e that
developing countries feel the important role a responsive3 #usiness oriented3 and
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technologically advanced telecom sector plays in the gro!th of the economy2
"any developing countries accept the limitations of a monolith state monopoly
in responding to the t!in challenges of spurring internal gro!th and competing
in glo#al economy2
Shyamal $hosh /'7730 mentions that the most significant development since
&555 has #een the progressive reduction in tariffs !hich has #een facilitated #y
competition through multi operator environment2 The most dramatic reduction in
tariff has #een from very high ,s2 &= per minute to ,s2 ' per minute2
42 "2 Shanthi /'77:0 thro!s light on the factors that contri#uted to the gro!th
of telecom sectors2 There are various initiatives ta.en #y government in lien of
li#erali1ation3 privati1ation and de-monopoli1ation initiatives2 The trend is
epected to continue in the segment as prices are falling as a result of
competition in the segments2 The #eneficiaries of the competition are the
consumers !ho are given a !ide variety of services2
Gushan "itra /'77:0 analyses various factors contri#uting to competition to
Indian Telecom Industry2 Besides lo!ering of prices3 increased efficiency3 greater
innovation3 high tech industry and #etter +uality services are some of the reasons
!hich are #oosting competition amongst various telecom service providers2
*rindham "u.herDee /"arch3 '77=0 ta.es out various case studies li.e
>odafone3 "ais3 Tele.opm "alaysia3 Tatatele etc2 to study the rising interest
of foreigners for investment in Indian telecom industry2 >arious reasons of
stemming gro!th can #e rising su#scri#er #ase3 rising teledensity3 rising
handset re+uirements3 saturated telecom mar.ets of other countries3 stiff
competition3 re+uirement of huge capital3 high gro!th curve on telecom3
changing regulatory environment3 conducive F)I limits in telecom sector2
Bic.ert /&55'0 another narro! yet relevant vie!point is to consider C," only
as customer retention in !hich a variety of after mar.eting tactics is used for
customer #onding or staying in touch after the sale is made2
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>avra /&55'0 a more popular approach !ith recent application of information
technology is to focus on individual or one-to-one relationship !ith customers
that integrate data#ase .no!ledge !ith a long-term customer retention and
gro!th strategy
Cac.son /&59:0 applies the individual account concept in industrial mar.ets to
suggest C," to mean3 I"ar.eting oriented to!ard strong lasting relationships
!ith individual accountsJ2
"cGenna /&55&0 professes a more strategic vie! #y putting the customer first and
shifting the role of mar.eting from manipulating the customer /telling and selling0 to
genuine customer involvement /communicating and sharing the .no!ledge02
Berry /&55:0 in some!hat #roader terms also has a strategic vie!point a#out C,"2
He stresses that attracting ne! customers should #e vie!ed only as an intermediate
step in the mar.eting process2 )eveloping closer relationship !ith these customers
and turning them into loyal ones are e+ually important aspects of mar.eting2 Thus3 he
proposed relationship mar.eting as Iattracting3 maintaining3 and K in multi-service
organi1ations K enhancing customer relationshipsJ2
$ronroos /&55703 $ummesson /&5980 and ?evitt /&59&0 although each of
them is espousing the value of interactions in mar.eting and its conse+uent
impact on customer relationships3 $ronroos and $ummesson ta.e a #roader
perspective and advocate that customer relationships ought to #e the focus
and dominant paradigm of mar.eting2 For $ronroos /&5570 states% I"ar.eting
is to esta#lish3 maintain and enhance relationships !ith customers and other
partners3 at a profit3 so that the o#Dectives of the parties involved are met2 This
is achieved #y a mutual echange and fulfillment of promisesJ2
The core theme of all C," and relationship mar.eting perspectives is its focus on
cooperative and colla#orative relationship #et!een the firm and its customers3 andLor
other mar.eting actors2 )!yer3 Schurr3 and Eh /&5980 have characteri1ed such
cooperative relationships as #eing interdependent and long-term oriented rather than
#eing concerned !ith short-term discrete transactions2 The long-term orientation is
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often emphasi1ed #ecause it is #elieved that mar.eting actors !ill not engage in
opportunistic #ehavior if they have a long-term orientation and that such
relationships !ill #e anchored on mutual gains and cooperation /$anesan3 &55602
*nother important facet of C," is ICustomer selectivityJ2 *s several research studies
have sho!n not al customers are e+ually profita#le for an individual company
/Stor#ac.a3 '77702 The company therefore must #e selective in tailors its program
and mar.eting efforts #y segmenting and selecting appropriate customers for
individual mar.eting programs2 In some cases3 it could even lead to Ioutsourcing of
some customersJ so that a company #etter utili1e its resources on those customers it
can serve #etter and create mutual value2 Ho!ever3 the o#Dective of a company is not
to really prune its customer #ase #ut to identify appropriate programs and methods
that !ould #e profita#le and create value for the firm and the customer2
The telecom su#scri#er #ase stood at 56629& million in Culy '7&'3 according
to data released #y T,*I2
*nother report #y C*$ has revealed that telecom users in rural India have increased
at a faster pace as against ur#an users2 "oreover3 the capital investment in the
sector increased from ,s '678&& crore /-SF 632=3 #illion0 in '77=-78 to ,s 685'89
crore /-SF 9=299 #illion0 in '7&7-&&3 !hile the capital employed gre! to ,s 338=93
crore /-SF =&2' #illion0 from ,s &597&& crore /-SF 3= #illion0 in the same period3
indicating a tremendous gro!th in investment in the telecom sector2
Furthermore3 mo#ile data traffic in India has increased #y :6 per cent #et!een
)ecem#er '7&& and Cune '7&'3 according to a report #y 4o.ia Siemens
4et!or.s2 The statistics reveal that data traffic generated #y 3$ services has
increased #y 89 per cent !hile that of '$ services has increased #y 68 per cent
during the period2 @hile '$ users in India are consuming three-fourth of the total
mo#ile data traffic on average3 3$ users consume four times more data than '$
users2 Considering such a tremendous gro!th3 4o.ia Siemens 4et!or.s epects
the country<s mo#ile data consumption to dou#le #y Cune '7&32
E!ing to ;#an.ing-on-the-go< initiatives ta.en #y #an.s such as SBI and ICICI3 the
value of mo#ile #an.ing transactions increased five-fold to ,s &&672= crore /-SF
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'7=28: million0 #et!een Canuary and "ay '7&' as against the same period a
year ago2 Service providers li.e *irtel have promoted mo#iles as medium for
#ill payments and fund transfers in a #ig !ay3 due to !hich the volume of
transactions also rose significantly /from 72: crore in Canuary-"ay '7&& to &2:
crore mo#ile transactions in Canuary-"any '7&'02
In terms of su#scri#er #ase3 Bharti *irtel made the lead in the month of Culy
'7&' !ith &9929 million su#scri#ers follo!ed #y >odafone !ith &:625 million2
Idea Cellular added 63::35&' su#scri#ers to have &&82= users and State-run
Bharat Sanchar 4igam ?td /BS4?0 added 638&3::' users to have 5928:
million su#scri#ers2 Tata Teleservices has a total num#er of 8829 million
su#scri#ers3 !hile -ninor has 662: million2
@ith regards to the handsets mar.et3 mo#ile phone sales increased 52& per cent
/crossing the :7-million-mar.0 in Canuary-"arch '7&' +uarter as against the same
+uarter in '7&&3 according to the latest data released #y Cy#ermedia ,esearch India2
Smartphones accounted for :23 per cent of the handsets sold and a#out a +uarter of
the handset revenues in the country2 "ulti-SI" handsets captured t!o-thirds of the
total sales3 !hile 3$ handsets accounted for less than &7 per cent of it2
Finnish handset ma.er 4o.ia maintained its leadership position !ith '3 per
cent of the handset mar.et share3 follo!ed #y Samsung !ith &62& per cent
and Indian #rand "icroma at third position !ith :29 per cent of the pie3 in
terms of sales /unit shipments0 during the Canuary-"arch '7&' +uarter2
China-#ased telecom e+uipment ma.er Hua!ei has planned to invest -SF
&:7 million in its research and development /,()0 centre in Bengaluru2 The
ne! facility !ill ac.no!ledge Hua!ei<s enterprise3 telecom operators and
cellphone #usiness segments2
Thiruvananthapuram-#ased provider of real-time closed-loop mo#ile mar.eting solutions
Flytt3 has #agged t!o deals !ith *frican telecom companies @arid -ganda and @arid
Congo B !herein the firm !ill provide its campaign management solution to the latter2
The technology collects and integrates su#scri#er insights #ased
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on service consumption trends and helps cellular service providers to
customi1e service offerings2
The $overnment of India is focusing on improving rural tele-density and #road#and
connectivity3 effective epansion of the net!or.s !ith efficient utili1ation of scarce
spectrum and ensuring e+ual sharing of highly capital intensive infrastructure2
T,*I3 the telecom sector regulator3 intends to create standards to ensure +uality
of service for mo#ile phone companies !hich deliver mo#ile data services to the
users2 Considering the fact that roll out of 3$ and 6$ high-speed data access
services across the country !ill lead to +uantum Dump in the num#er of mo#ile
internet users3 the authority is see.ing comments from sta.eholders in the sector2
*ccording to the draft regulations issued3 T,*I has created nine parameters
#enchmar.s including service activation clause /that the service !ould #e
activated !ithin three hours !ith a 5: per cent success rate03 drop rate /or the
net!or.Ms ina#ility to upload or do!nload3 should #e #elo! ' per cent0 etc2
Telecom service providers !ould #e re+uired to collect and maintain
compliance records of each of the nine parameters and su#mit them to T,*I
!ithin =7 days of notification of these ne! rules2
Time-)ivision long-Term evolution /T)-?TE0 mar.et in India is at a nascent
stage and epected to pic. up in the net couple of years2 *nalysts predict
that T)-?TE su#scri#ers in India !ould reach : million in '7&33 !ith the focus
on mo#ile #road#and2 Further3 smartphone launches #y companies such as
4o.ia3 Samsung and *pple !ill spur significant surge in data consumption2
T)-?TE3 also called as ?ong-Term Evolution Time-)ivision )uple /?TE T))03 is
a 6$ mo#ile telecommunication technology !hich !as developed in China2
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3.2 Brands and image
The values !hich ma.e up a #rand eist #ecause they are perceived2 They
are also evaluated positively or negatively #y customers and potential
customers2 These evaluations come together to form the #randMs image2
The first thing to accept a#out image is that it is a perception and need not
necessarily #e fact2 Buyers cannot .no! in a factual sense all there is to .no!
a#out a company2 @hat they do not .no! they may assume or epect !ithout
any o#Dective evidenceA in simple terms they !ill hold an opinion2 But these
perceptions are to the #uyer3 Dust as real as those #ased on harder evidence
and almost certainly !ill influence the purchasing decision2
Companies have touch points !ith their mar.et !hich create these perceptions2
For eample there is the company representative2 ?etMs assume that he or she is
smart and drives a ne! car and al!ays ma.es a good impression2 He calls on
companies !ho3 !ithout any further .no!ledge3 thin. !ell of the supplier #ecause
he proDects a positive image and this is etended to his company2 The company
#enefits from the halo of the representative2 *ll other points of contact !ith the
customer !ill produce a reaction of some sort or another in the #uyer2 Some of
the other touch points !ill also influence the relationship2 The speed3 courtesy
and friendliness of the s!itch#oard !ill have an impact2 The appearance of the e-
mails or the letterhead3 literature and promotions !ill influence the image2 Ence
the relationship #et!een a supplier and customer gets deeper3 then many other
opportunities !ill arise in !hich the image can #e affected3 including the chance
to demonstrate the companyMs performance on su#stantial issues such as the
product +uality3 relia#ility of deliveries3 after sales service and so on2
* positive image is one !hich !ill continue to !or. for a company3 even !hen things
start to go !rong2 * company !ith an ecellent reputation can suffer an occasional
slippage in one area or another and the customer !ill #e forgiving2 In contrast3 a
company !ith a poor image !ill #e castigated for any default and there !ill #e no
eoneration2 The strength of the Perrier #rand pulled it through after a disastrous
11
0
contamination of the product #y #en1ene re+uired the complete recall of all its
stoc. of #ottles in !arehouses3 shops and homes2 "ercedes !ere more
defensive !hen it<s ne! * class failed the Nmoose testN3 #laming the driving
s.ills of the S!edish Dournalists rather than the design of the carMs suspension2
Cad#ury !ere slo! to admit to and recall products that !ere infected !ith
salmonella and this undou#tedly cost them heavily in lost sales2
Image is something !hich can #e ta.en in the round2 This overall image is the
pooling of the all the perceptions and feelings !hich people hold on a company2
@hen !e enter the #allot #o to place our cross against a politician3 it is the
overall pac.age !e vote for2 There !ill #e some things a#out the politician !e
disli.e #ut these seem to #e out!eighed #y the virtues2 The Duggling of the pros
and cons are distilled into Dust one decision - one #o3 one cross2
So it is !ith #randsA perceptions - image - are translated into a purchase decision2
* company !ill #e chosen as a supplier if it is at least accepta#le on all the
essentials /price3 delivery3 +uality0 and seen positively for most of the nice to have
/innovative3 good !arranty3 easy to do #usiness !ith02 It can even have a
negative image in some areas as long as they are not ones critical to the
decision2 Companies !ith ecellent products !hich are reasona#ly priced may
get a!ay !ith long delivery dates2 They may even ma.e a feature of their !aiting
lists #y suggesting that they are an indicator of their popularity2
Buyers act on perceptions as if they !ere facts2 @hat else have they got to go onO
They cannot #e all .no!ledgea#le2 They cannot .no! every noo. and cranny of the
products they are #uying2 They cannot #e +ualified3 nor epected to .no! all a#out
the guts of a machine they are considering #uying2 The guts of a machine may ma.e
it relia#le #ut it is the appearance of the outer casing3 the ergonomics of the design
and the favora#le /or other!ise0 comments from service engineers !hich guide
#uying Dudgments2 The composition of a cleaning fluid may #e a mystery to a #uyer
#ut it is #ought #ecause it smells po!erful3 it loo.s thic. and po!erful3 and on the
pac. it says that it is used for cleaning components in the aerospace industry !here
specifications are .no!n to #e amongst the highest2
11
1
Images are therefore #ased on less than complete .no!ledge #ut still shape action in
relation to a supplier even if in only a negative !ay2 * company may not #e used as a
supplier #ecause of a negative /and in an o#Dective sense3 erroneous0 image2 It is
often not understood that potential customers !ho have never had any dealings !ith
a supplier may hold a strong image of that company2 Far from #eing determined #y
purchasing eperience3 image may decide !hether a supplier is used at all2
The achievement of a positive image3 on core values - the really important issues -
and any other values !hich differentiate it should #e of the highest priority to any
company2 Ho!ever3 a very dangerous ploy is to try to alter a companyMs image
!ithout materially improving the underlying defects2 In the 87s and 97s *lfa ,omeo
cars offered heart thro##ing design and spar.ling performance tinged !ith a varia#le
reputation for relia#ility2 T!enty years later3 !hen the pro#lems have long #een
solved3 many motorists consider relia#ility to #e a !ea.ness of *lfa cars2
3.2.1 Benefits of Strong Brand Image
High levels of #rand a!areness and a positive image increase the pro#a#ility of a
product #eing chosen and decrease the vulnera#ility to competitive forces2 Here
are nine specific #enefits !hich a company !ill o#tain from a strong #rand image2
1 Premium prices can #e o#tained2 * #rand !ith a positive image !ill
command larger margins and #e less suscepti#le to competitive forces2
There !ill #e less pressure to sell at lo! prices or offer discounts2
2 The product !ill #e demanded2 * #rand !hich people thin. is
good !ill #e as.ed for specifically2 People !ill search out a
#rand they really !ant2
3 Competitive #rands !ill #e reDected2 * strong #rand !ill act as a
#arrier to people s!itching to competitors products2 * #rand is a
defense !hich is permanently erected2
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2
1 Communications !ill #e more readily accepted2 Positive feelings
a#out a product !ill result in people #eing a#le to accept ne!
claims on its performance and they !ill !arm them up so that
they can #e more easily persuaded to #uy more2
2 The #rand can #e #uilt on2 * #rand !hich is !ell .no!n and !ell
regarded #ecomes a platform for adding ne! products as some
aspects of the positive imagery !ill cross over and help in the
launch of ne! products2
3 Customer satisfaction !ill #e improved2 * positive image !ill
give customers enhanced satisfaction !hen they use the
product2 They !ill feel more confident a#out #uying it2
4 The product !ill #e pulled through the distri#ution net!or.2 *
#rand !hich people as. for can more easily #e sold into
!holesalers and distri#utors !ho are etremely responsive to
!hat their customers !ant2
5 ?icensing opportunities can #e opened up2 * strong #rand may
support Doint venture deals or allo! the #rand to #e licensed for
use in ne! applications or in other countries2
6 The company !ill #e !orth more !hen it is sold2 * company !ith
a good #rand name !ill o#tain a higher premium for the
good!ill3 if and !hen it is sold2
4ot only are there considera#le #enefits for industrial companies in #uilding
strong #rands3 there are serious penalties for those !ho do not2 The alternative is
to rely on price cutting3 discounts and cost-reduction programmes2 Customers !ill
find no reason to #uy other than on strongly functional factors !hich3 no dou#t3
they can find to profusion in any num#er of suppliers2
11
3
3.2.2 Benefits to the Customer
@e should not close this chapter !ith the impression that the gains from strong
#randing are all on the part of the supplier and at the epense of the customer2
The customer too o#tains #enefits2 There are three important reasons !hy
customers #enefit from products and services !ith strong #rands%
1 * strong #rand is a summary of all the values associated !ith it2
"a.ing industrial #uying decisions is complicated #y the need to
!eigh up all the details of a productMs performance3 its price3 the
delivery3 the guarantee etc2 * #rand !ith a strong image is a synthesis
to the #uyer of everything that a supplier stands for and offers2
2 * strong #rand ma.es customers feel confident in their choice2
People shop at "ar.s ( Spencer often !ithout comparing
products from else!here #ecause they trust the #rand2 Strong
industrial #randing gives customers the same comforts2
3 * strong #rand ma.es customers feel more satisfied !ith their
purchase2 The +uality perceptions translate to a feel good factorM
!hich ma.es customers happier than if the product had come
from an un.no!n supplier2
3.2.3 actors Influencing Brand Image
Ene of the fundamental tenets of mar.eting is that #rand images are an important
determinant of #uying #ehavior /*a.er3 &55&A Fischer et al23 '77602 The construct of
#rand image can #e understood as the associations eternal target groups have in their
minds a#out #rands2 These associations can #e further divided into those concerning the
functional attri#utes of a #rand and those concerning the sym#olic attri#utes of a #rand
/Burmann and "effert3 '77:02 )ue to the importance of #rand images for the #ehavior of
various target groups3 considera#le attention has #een paid to factors that possi#ly
influence #rand images2 These influencing factors can #e divided into three
11
4
groups% /&0 determinants that originate directly from the internal #rand identity and
can thus #e directly influenced #y #rand management /Burmann3 and "effert3 '77:03
/'0 personal L individual determinants3 for eample3 the motives and eperiences
of those !ho perceive the #rand /Fopp3 &58: A @illiams and "ofitt3 &55803 and /30
eternal factors3 that is determinants that affect the #rand image from outside and
!hich cannot #e directly influenced #y #rand management3 for eample industry
image /Blinda3 '773 A )o!ling3 &5533 '77&02
Buyers respond to #randing #y purchasing the same products or #rands or #y
sho!ing preference to!ard a particular #rand3 #ringing firms higher mar.et share3
higher profits3 or share value2 Geller /&55303 *a.er /&55=03 Helman3 de Chernatony3
)rury3 and Segal-Horn /&55503 and de Chernatony3 )rury3 and Segal-Horn /'7730
have #een focusing on ho! to #uild3 create3 populari1e3 and manage strong #rands2
*cademic researchers o#served that manufacturers can esta#lish a strong #rand
image and rule the dealersM perception #y offering a num#er of etra #enefits2 It has
#een claimed that manufacturer support programs are related positively3 so !hen a
manufacturer provides many support programs3 dealers may have some incentive to
Doin and remain in the channel system2 Boundary personnel /salespeople0 had a
significant positive effect on relative dealer satisfaction !ith the relationship2 This lin.
is a .ey factor in effective communication /$assenheimer3 &55=02
*ccording to Gahn et al2 /'77603 communication and cooperation !ill promote
sales distri#ution effectiveness2 "ar.eters must carefully consider
characteristics of middlemanMs mar.eting #ehavior in order to avoid the ris. of
lin.ing incapa#le distri#utors /?u.3 &55902 "anagers at all level in the channel
have a !ealth of information2 This diffusion of information technology into
channels is having a profound effect on ho! managers loo. at the pro#lem of
managing channels and the resultant channel relations /"ent1er3 &55302
If !e move to!ard further studies to advance our understanding on this
phenomenon and to identify the gaps #et!een mo#ile operator and dealer
relationship3 a long term profita#le #elief system in the channel can #e
esta#lished #y assessing dealersM need and align o#Dectives3 #y motivating
them to attain the agreed -upon goals and provide appropriate support2
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5
3.3 Brand Image and Com!any "erformance
,esearch on #rand e+uity and #rand image management /e2g2 *a.er and Geller3
&557A Geller3 &553A Par.3 Ca!ors.i3 and "acInnis3 &59=A Par.3 "il#er3 and ?a!son3
&55&A ,oth3 &55'3 &55:0 suggests that mar.eters should develop #rand image
strategies #efore focusing on tactical mar.eting mi issues2 In general3 !hen the
name of a #rand is mentioned3 the first idea that comes to the consumerMs mind is the
corporate image associated !ith it2 Thus3 a #rand image not only implies an actual
#rand meaning3 !hich is set up in the #eginning3 and managed over time3 #ut also is
reflected #y a consumerMs perception of the producing company reputation2
Therefore3 the image of a #rand is mainly determined #y corporate reputation3 !hich
means that corporate reputation can influence the performance of a #randed product2
Therefore3 this study !ill investigate instances !here #rand image strategy and
performance are moderated #y corporate reputation2
*t the same time3 many researchers have investigated on strategic-performance
relationship2 The literature on strategic-performance dates #ac. to the #eginning
of the &587s2 For many years3 mar.eting and advertising managers and
researchers have !restled !ith the issue of #rand image strategy applications2
Ho!ever3 significant differences #et!een consumers3 corporate cultures3 and
mar.et structures3 pro#a#ly Dustify some additional pro#lems over #rand image
strategy /Par.3 Ca!ors.i3 and "aclnnis3 &59=A ,oth3 &55:02
*s stated a#ove3 #rand image in consumerMs mind reflects a series association of the
corporation it #elongs to2 Thus it is important to discover #rand image concepts in this
study2 Brand image has #een ac.no!ledged as an important area of research2 This is
#ecause companies can increase their mar.et share and gro!th rates #y esta#lishing a
strong #rand image in the minds of their customers /,oth3 &55:02 In this !ay3 a good
#rand image can increase #rand loyalty2 Brand image is defined as perceptions a#out a
#rand as reflected #y the #randMs associations held in the consumerMs memory /Her1og3
&5=3A 4e!man3 &5:80A it is constituted #y a series of pictures and ideas in peopleMs
minds that sum up their .no!ledge of a #rand /?evy3 &58903 that3 ta.en together3 imply
certain epectations of the customers /$ensch3 &58902 Ho!ever3 Par.3
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6
Ca!ors.i3 and "aclnnis /&59=0 propose #rand image as a strategic device for helping the
#rand concept to #e implemented #y means of an eercise in #rand management2
In most previous studies3 performance has usually #een seen as a direct and o#Dective
phenomenon /"atsuno and "ent1er3 '777A Smith and @right3 '776A ,o#erts and
)o!ling3 '77'0 that can #e assessed #y simply measuring the outcome of a companyMs
revenue and sales volume2 It can #e divided into t!o parts% financial and non-financial2
Financial performance is usually used as a general measure of a firmMs overall financial
health over a given period of time3 and can #e used to compare similar firms across the
same industry or in order to compare industries or sectors in aggregation2 4on-financial
performances are those such as MvalueM3 MsuccessM3 and MsignificanceM /*mir and ?ev3
&55=02 *s stated #y ,oth /&55:03 the success of #rand image strategies is contingent on
their MfitM !ith local mar.et conditions2
Corporate reputation has #een tested as an influential factor of a companyMs financial
performance /)un#ar and Sch!al#ach3 '777A ,o#erts and )o!ling3 '77'02 It is a
representation of corporate history and serves as a means of conveying strategic
information a#out the +uality of a firmMs products or services in comparison !ith those
of its competitors /Poon et al23 &55302 Her#ig and "ile!ic1 /&5530 defined it as the
totality of a firmMs consistent attri#utes over a period of time2 Similarly3 @artic. /&55'0
argued that corporate reputation is the summation of a single stoc.holderMs
impression of corporate performance2 *s mentioned previously3 there is evidence that
similarly constructed aggregated measures of reputation spea. most directly of a
firmMs reputation as an investment2
The revie! of eisting literature indicates that these disciplines have #een
addressed as distinct areas in the study and are independent of one another2
Conse+uently3 very little is .no!n regarding the relationship that #rings these
concepts together2 Therefore3 it is apparent that there is insufficient research
in this area of study2 *s such3 this study attempts to #ridge this gap #y
#ringing #randing issues into the strategic-performance literature2
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7
3.# Consumer "erce!tion $oS Study
T!enty first century has spread a technological revolutionary !ave in India2 @ith
upcoming !ireless communication technologies people are #ecoming more (
more mo#ile addict2 The #ooming revolution in Information Technology sector has
pushed the IndiaMs telecom mar.et significantly2 Since past fe! years consumers
prefer !ireless mode of telephone services to !ire line services2 "o#ility has
#ecome an integral part of customerMs life2 India has sho!n tremendous gro!th in
past fe! years in terms of cellular services2 *s per the survey report conducted
#y >oice ( )ata #y the end of Fe# '779 the mo#ile su#scri#ers num#er has
reached to '6=2= mn compared to !ire line services3 !hich is only 67 mn in
num#ers2 Invention of Cell phones is a maDor improvement over the
telecommunications technology of the past3 and it has no! #ecome an essential
commodity in todayMs #usy life2 Cell phones have #ecome the necessity in todayMs
competitive environment to meet the emerging glo#al economy2
3.#.1 Service Conce!t
Service is a patch up activity to fulfill some oneMs need in the mar.et2 Service is some
thing3 !hich can #e eperienced #ut cannot #e touched or seen2 Services offered #y
service providers cannot #e seen ( touched3 as they are intangi#le activities2
Some of #asic definitions of service as defined #y "anagement $urus are%
N* service is any activity or #enefit that one party can offer to another !hich is
essentially intangi#le and does not result in the o!nership of anything2N
/Gotler3 *rmstrong3 Saunders and @ong0
NServices are economic activities that create value and provide #enefits for
customers at specific times and places as a result of #ringing a#out a desired
change in or on #ehalf of the recipient of the service2N
/Christopher ?oveloc.0
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8
NServices are the production of essentially intangi#le #enefits and eperience3
either alone or as part of a tangi#le product through some form of echange3 !ith
the intention of satisfying the needs3 !ants and desires of the consumers2N
/C2 Bhattachargee0
The #asic difference #et!een service ( product is that services are intangi#le
#ut products are tangi#le and are re+uired to follo! some standardi1ed
procedures2 Service user can specify a#out that particular service satisfaction
only after availing it for some period of time2 Some of the common service
areas are% ,etailing3 Transportation3 Cell phones3 Education3 Health (
hospitality Services3 BPE and many more2
3.#.2 Customer %&!ectation and "erce!tion towards Service
*s per the gap model given #y Persuraman ( Qeithaml there eists a gap
#et!een the customer perception ( customer epectation2 This gap is called
as the customer gap2 Customer Epectation represents the actual epected
service ( Customer Perception reveals the actual received service2
Customer epectations are the standards against !hich the perceived
services are chec.ed in order to assess the +uality of a service2 This #asically
gives !hat is epected ( !hat is actually received2 If any difference eists
#et!een the epected service and actually received service then that
difference is called as a gap3 !hich needs to #e reduced2
3.#.3 Basics of 'o(ile Services
"o#ile means something in motion2 @hen it com#ines !ith services then it indicates
that availing of the delivered service !hen in motion2 Communication through
telephonic media !hile roaming is referred as mo#ile or cell phone service/s02
"o#ile services are nothing #ut ,adio-communications services #et!een
ships3 aircraft3 road vehicles3 or hand-held terminal stations for use !hile in
motion or #et!een such stations and fied points on land2
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9
Cellular service is a glo#al radio-#ased service providing t!o-!ay communications #y
dividing the serving area into a regular pattern of su#-areas called as cells2 Each has
a #ase station having a lo!-po!er transmitter and receiver2
Cellular "o#ile service means availing the telecommunication services/s0 any
time and any !here even if the user is not stationary #ut roaming some!here2
*ccording to some specific communication characteristics the entire transmission
range is divided into small areas3 !hich are called as cells2 These cells are
responsi#le for transmitting and receiving the radio fre+uency signal2
3.#.# Cellular 'o(ile Services
Cellular mo#ile phone is a !ireless telecommunication device comes !ith
in#uilt mo#ility feature2 "o#ile communication technology allo!s mo#ile users
to avail the roaming facility2
Cell phones L mo#ile phones are simple hand-held phones !ith #uilt-in antennas
:
2
Sender ( receiver transmit their voice3 !hich is converted into sound !aves3 ( then
these !aves travel through net!or. to #ase station3 from !here it goes to respective
destination2 Base Station is a transmittingL receiving unit responsi#le for controlling
the transmission of a small geographical area called as a cell2
In )ecem#er &5683 )ouglas H2 ,ing and @2 ,ae Poung #oth Bell ?a#s engineers3
proposed heagonal cells for mo#ile phones2 The first fully automatic mo#ile phone
system3 called "T* /"o#ile Telephone system *03 !as developed #y Ericsson and
!as commercially released in S!eden in &5:=2 Ene of the first truly successful pu#lic
commercial mo#ile phone net!or.s !as the *,P /*utoradiopuhelin3 or Car ,adio
Phone in English0 net!or. in Finland3 launched in &58&2 *,P is vie!ed as a
zero generation /7$0 cellular net!or.3 #eing slightly a#ove previous
proprietary and limited coverage net!or.s2 )ifferent "o#ile generations are%
&
st
generation - *nalog system
'
nd
generation - T)"* /Time )ivision "ultiple *ccess0 C)"* /Code )ivision
"ultiple *ccess0
12
0
3
rd
generation - $S" &977 "H1 /$lo#al System for "o#ile Communications0
6
th
generation - -"Ts &577 "H1 /-niversal "o#ile Telephone System0
3.#.#.1 irst )eneration* 1)
The first commercial cellular telecom !as launched #y 4TT /4ippon Telegraph
and Telephone0 in To.yo Capan in &5852 In &59& the 4"T /4ordic "o#ile
Telephone System0 system !as launched in )enmar.3 Finland3 4or!ay and
S!eden2 This !as the first mo#ile phone technology that allo!ed international
use of the mo#ile phone or so-called NroamingN2 The first handheld mo#ile
phone in the -S mar.et !as the "otorola )ynaT*C 9777R2
The introduction of NcellularN phones3 #ased on cellular net!or.s !ith multiple #ase
stations3 started from &597s2 These #ase stations are located relatively close to each
other3 and service automatically NhandoverN #et!een t!o cells !hen a phone moved
from one cell to the other2 This generation phones !ere !or.ing on analog system2
3.#.#.2 Second )eneration* 2)
In the &557s3 MSecond $enerationM /'$0 mo#ile phone system !as introduced2 This
generation introduced ne! communication feature #y sending tet messages through
phone2 This service !as named as S"S /Short "essage Service02 The first machine-
generated S"S message !as sent in the -G in &55&2 The first person-to-person
S"S tet message !as sent in Finland in &5532 It also introduced some ne!
additional features li.e ring tone do!nloading and game do!nloading2
3.#.#.3 Third generation* 3)
The third generation mo#ile phone system /commonly .no!n as 3$0 !as launched
!ith the inclusion of standardi1ation process2 It !as standardi1ed in the International
"o#ile Telecommunications - '777 /I"T-'7770 standardi1ation processing2 This
process did not standardi1e on a technology3 #ut focuses on communication
12
1
re+uirements2 Based on @C)"* /@ide#and Code )ivision "ultiple *ccess0
technology the third generation phone !as launched2
Bet!een '$ ( 3$ an intermediate system !as developed3 called as '2:$ system2
This generation mo#ile phones include some of the features of 3$3 not all and so
does not fulfill the promised high data rates or full range of multimedia services2
3.#.#.# )S' + C,'- technology
)igital cellular net!or.s are the need of !ireless etensions to esta#lish the
connection across the glo#e2 For performing the transmission among the
mo#ile users3 it uses the concept of multiple accesses2 "ultiple access means
simultaneous transmission or access from many sources to one2 "ultiple
access transmission can #e achieved through%
S)"* - Space )ivision "ultiple *ccess
F)"* - Fre+uency )ivision "ultiple *ccess
T)"* - Time )ivision "ultiple *ccess
C)"* - Code )ivision "ultiple *ccess
S)"*3 F)"* ( T)"* technologies are #ased on fied assignment li.e
fre+uency and time duration2 But C)"* is #ased on different codes to separate
different users in code space ( so this technology allo!s multiple users to access
the net!or. through the shared medium !ithout any interference2
$S" - the $roup Special "o#ile !as founded in &59' to support the digital
transmissions ( no! popularly .no!n as $lo#al System for "o#ile
Communications2 $S" !as primarily used to support the transmission to
users in roaming environment2 $S" is todayMs most successful digital
telecommunication system2
12
2
3.#.. Service $uality Conce!t + $uality "arameters
Service is an intangi#le thing3 !hich needs to #e eperienced #efore assessing it2
*ny thing can #e measured #y measuring their respective service attri#utes (
factors2 There are certain Service Quality parameters as defined #y the professional
#odies in order to measure the service +uality of corresponding service sector2
3.#...1 Service $uality
Quality is a .ey re+uirement in every field2 In terms of Industrial gro!th +uality
plays an important role ( so should #e understood and defined properly2
)ifferent management $uruMs in different !ays defines +uality2 But the #asic
concept remains same i2e2 N"eeting to the 4eed of CustomerN2
In most generali1ed !ay the Quality term can #e defined as NThe inclusion of all
specified features and characteristics as defined for product or service and its
a#ility to satisfy the given needs as per the re+uirement of user !hile using it2N
N* predicta#le degree of uniformity ( dependa#ility to lo! cost and suited to
the mar.etN /By )r2 Ed!ard )eming0
NQuality is conformance to re+uirements2N /Philips Cros#y0
NQuality is a degree to !hich a set of inherent characteristics fulfills the
re+uirements2N SISE 5777T
Customer !ants to avail different services offered to them #y service
providers2 )elivered service !ill #ecome as the Quality Service if it meets the
customer epectations2 But customer epectation depends upon the customer
perception3 !hich may differ from person to person2
*s per Parasuraman3 Qeithaml ( Berry the service +uality is defined as%
Service Quality U Perception - Epectation
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3
Service +uality is nothing #ut the difference #et!een the service epectation (
service actually received #y the customer2 Customer has certain epectation
a#out the service2 If the customer eperience the same service as they epect
then this difference !ill #e 1ero and !e can say that the service +uality is very
good2 Higher the difference of a#ove e+uation lo!er !ill #e the service +uality2
The customer perception is influenced #y various factors3 !hich may result in
change in service +uality as !ell2 >arious such factors could #e li.e% *ge3 gender3
Eccupation3 $lo#al competition ( Technological changes2 The perception of
younger generation of service +uality could #e different from the older one2
Similarly a !or.ing corporate professional perception could #e different from a
#usinessperson or from a housemaid2 That is !hy the perception should #e ta.en
into consideration #y service providers to meet the customer re+uirements2
3.#...2 'easuring the Service $uality
"easuring could #e done +ualitatively or +uantitatively2 *ny thing can #e
measured #y evaluating the related factors ( respective attri#utes2
Considering various related attri#utes !e can monitor the Service +uality2
*ttri#ute needs to #e measured to get the +uality2
Quality measurement is concerned !ith the o#served value for some service
attri#utes ( then #y comparing these values against standards3 it is possi#le
to get the +uality status of respective product or process2
* num#er of large companies have introduced the +uality metrics for
improving the +uality management processes2 In general #y collecting metrics
on several attri#utes and defects3 the entire Quality "anagement Process can
#e improved #ecause metrics may help to identify the strong ( !ea.
attri#utes2 By improving the !ea. area/s0 companies can improve the +uality2
12
4
* metric is a type of measurement3 !hich relates to a system3 process or
related documentation2 The use of systematic service measurement and
careful monitoring of metric definitely can improve the overall service +uality2
In terms of cellular mo#ile services3 various service providers !ho provide cellular
services are assessed !ith respect to the process metrics parameters2 Service
providers give cellular services li.e customer care3 data transmission3 multimedia
service3 #illing service etc2 to their customer2 They measure the +uality of service
given #y them to customer in terms of service parameters2 >arious general service
parameters are li.e% relia#ility3 usa#ility3 efficiency3 porta#ility2 Quality "etrics is
designed against such parameters2 Specific to cellular mo#ile services the Quality
"etrics includes follo!ing factors ( attri#utes3 !hich affects the service +uality2
3.#...3 actors + "arameters affecting the /uality of Cellular 'o(ile Services
"o#ility3 Connectivity3 call drops3 Porta#ility3 customer-care3 Billing service3
"essages Services3 fare information3 4um#er of complaints3 *ctivation time3
>oice Quality3 faults repairing3 "ean Time to ,epair /"TT,03 Billing Credi#ility
The technical savvy pu#lic no! demands for high +uality of product as !ell as
service2 *s defined in IT--T /International Telecommunication -nion0
,ecommendation E2977 the Quality of mo#ile phones can #e measured in
terms of Quality of Service /QoS0 performance parameters and 4et!or.
Performance parameters2 QoS parameter depends upon user perception2 *nd
perceptions are al!ays referred against epectations2 Epectations are
dynamic ( changes over time3 age3 gender2
Service Quality "easurement re+uires the measuring of respective service
+uality attri#utes and factors2 The "o#ile service +uality is measured through
cellular service parameters ( factors3 !hich are mentioned a#ove2
12
5
3.#.0 Service $uality + Customer Satisfaction
Service Quality and customer satisfaction are t!o closely related terms2
Service +uality can #e assessed in t!o !ays% &0 Is it meeting standardO ( '0
Is it satisfying the customerO
*s defined #y Eliver
NSatisfaction is the consumerMs fulfillment response2 It is a Dudgment that a
product or service feature3 or the product or service itself3 provides a
pleasura#le level of consumption-related fulfillment2N
Customer satisfaction is related !ith the type of service +uality3 if the +uality of
service provided #y the service provider is good then this leads to the higher
customer satisfaction2 *s defined #y Parasuraman3 Qeithaml ( Berry the
service +uality depends upon customer perception ( customer epectation2
For measuring the service +uality3 it is necessary that the service provider !ith
respect to the customer epectation as !ell as the customer perception
should understand the service +uality parameters2 This !ill help in getting the
#etter service +uality and hence higher level of customer satisfaction2
The customer epectation !ith reference to various service +uality parameters differs
from person to person2 Such change in perception can affect the customer satisfaction2
Quality is defined3 as meeting customer needs2 "eeting customer needs
re+uires that those needs #e understood2 >EC N>oice of CustomerN is one of
the !ays for understanding the customers need ( so measuring the service
+uality2 The Nvoice of the customerN is the term used to descri#e the stated
and unstated customer needs or re+uirements2
12
6
3.#.1 $uality 'etrics
Quality measurement is concerned !ith calculating some value for related
service +uality attri#utes2 By comparing these values against standards3 it is
possi#le to get the +uality status of any process2 Quality "etrics are #asically
defined for improving the +uality management processes2 "etrics can #e
defined #y collecting the o#served values of Quality of Service attri#utes2
"etrics can #e classified in t!o #road categories% the product metrics ( the
process "etrics2 But as per the #asic definition the service +uality is associated
!ith the customer satisfaction2 *nd so +uality metrics can #e classified as% "ean
Time to Failure3 "ean Time to ,epair3 Customer Complaints ( Customer
Satisfaction "etrics2 Service Quality "etrics of mo#ile services can #e designed
#y o#serving the eperienced service on mo#ile service parameters2
12
7
3.. Brand Image + Service $uality
In recent years3 #rand management and #randing have esta#lished its
importance strategically for different companies /Post3 '779A Gapferer3 '779A
Geller3 '77902 Smith /'7760 suggested that in service industry N#rand
management re+uires #rand managers to ta.e a holistic vie! of the #rand that
transcends the mar.eting and service function and ma.es it a rallying cry for the
firmN2 Brand has also #een descri#ed as Nthe impressions received #y consumers
resulting in a distinctive position in their mindMs eye #ased on perceived emotional
and functional #enefitsN /Shoema.er3 ?e!is3 Pesa!ich3 '77802
Service +uality defined #y $ronroos /&5960 as Nthe result of an evaluation
process3 !hich helps consumer compare his epectations !ith his perception
of the service receivedA in other !ords3 he places the perceived service and
the epected service opposite one another2N Cavalgi et al23 /'77=0 claimed that
during the decision ma.ing process3 customers have very fe! cues !hile
#uying services !hile an esta#lished #rand performed as crucial role in form
of ris. reducer and purveyor !hich ma.es the decision ma.ing process more
easier /)avis3 '778A Gayaman ( *rasli3 '77802 Forgacs /'7730 argued that
hotel industry is heavily used #randing strategies #ecause of their success2
Consumers perceive the same service +uality in different !ays2 This difference in
perception is most li.ely influenced #y corporate image2 Companies can plan
corporate #rand image #efore implementing mar.eting communications3 and
shape #rand image through various mar.eting strategies2 ThatMs !hy Bailey and
Ball /'77=0 suggested that N#rand management can #e improved through more
effective #rand differentiation strategiesN li.e their service +uality3 !ord-of-mouth
communication3 advertising techni+ues etc2
Brand image is a set of associations !ith the #rand3 revealing #oth association and
image represented perceptions of either o#Dective or su#Dective reality /*a.er3 &55&02
Geller /&5530 clarifies the concept3 defining it as Nperceptions a#out a #rand as
reflected #y the #rand association held in memoryN2 Brand image management is
12
8
significant in deciding !hether or not the employee is connected !ith the
organi1ation #y influencing the strength of an individualMs identification3 and the
evolving trend of #rand image is noted in strategic importance /)utton3 )u.erich3
( Har+uail3 &556A $ray ( Smelt1er3 &59:02 Geller3 /'7730 treated the concept of
#rand image the reasoned or emotional perceptions of the customers !hich they
associate !ith a particular #rand2 Therefore3 #rand image is one of the .ey
components that ena#le hotel companies to gain a superior advantage among
others2 Some scholars vie!ed #rand image to #e Ndirectly related to the product
category !ithin !hich the #rand is mar.etedN /"artine13 Chernatony3 '77602
En the other hand3 "artiMne1 and de Chernatony /'7760 found out that there !as no
agreea#le consensus in literature for the empirical measurement of #rand image and
the #asic reason for this is the multi-dimensionality of the concept2 "ore or less same
!ere the findings of )o#ni and Qin.han /&5570 !ho claimed that #ecause of the
confusing variety of !or. on defining the concept of #rand image3 at first it may result
to am#iguity in selecting the #est scale for its measurement2 To eemplify its multi-
dimensionality3 #rand image has also #een ta.en as an element of #rand personality
/Hosany3 E.inci3 ( -ysal3 '77=0 and there are eamples in !hich literature
significantly relates it to customersM self-concepts /Bel.3 &599A *a.er3 &55=A de
Chernatony ( )allMElmo ,iley3 &559A Solomon3 &55502
* very interesting study of Pitt3 Epo.u3 Hultman3 *#ratt3 and Spyropoulou /'7780
maintained the notion that even #randing is itself is entirely the process of creating
and #uilding a #rand image2 *nd according to them3 Mcreating a #rand image meansM
an effort that Nengages the hearts and minds of customersN2 $ronroos /&5960
emphasi1ed the etreme importance of #rand image for service firms #ecause !hen
the customers use service3 they see the firm and its resources #y their Dudgment of
the interaction #et!een them and their service providers2 His findings depicted that
the customers formulate image as they see the components of the firm and develop
their perceptions2 The definition #y Gurt1 and Clo! /&55903 Nthe overall or glo#al
opinion customers have of a firm or organi1ationN depicts threat customers sho! high
tendency of patroni1ing the firm if they develop high perceptions of its image2
12
9
Service serves as the most salient phenomenon that customers can eperience
and perceive2 Hence3 +uality of firmMs service mainly #uilds up the image of that
particular #rand2 Similarly3 4guyen and ?eBlanc /&5590 eplained that overall
#rand image of the company is formed #y the com#ined perceptions of service
+uality as a result of fre+uent service eperiences2 "any researchers /e2g2
$ummesson and $ronroos3 &5990 reported #rand image to #e the .ey factor in
the evaluation of overall service +uality2 Geller /&5530 studied #rand image as a
perception3 held in consumer memory3 of an organi1ation !hich serves as a filter
to influence the perceptions related to operational aspects of the organi1ation2 In
his study of airline service3 Estro!s.i et al2 /&5530 argued3 Npositive eperience
over time /follo!ing several good eperiences0 !ill ultimately lead to positive
imageN2 Gim and Gim /'77:0 o#served that N#rand image and service +uality
perceptions share too many featuresN2 *ydin and E1er /'77:0 found that
perceived service +uality directly determines the perception of #rand image2
13
0
3.0 "erceived Service $uality
*ccording to many researchers declared perceived service +uality model3 it
has appeared that !hen customers measure service +uality3 they !ill
compare their perceptions !ith real performance from the service provider
!ith !hat they #elieve to #e the epectations of service performance in their
eperience /Parasuraman et al23 &59:A Qeithaml et al23 &59902
SnoD et al2 /'7760 defined perceived service +uality as ho! !ell the clientMs
measurement of the overall of the service2 It acts as the mental comparison
#et!een price and +uality that is offered #y service providers2
The communication method #et!een the service provider and the receiver of
a service is affected #y the environment in a specific location !here they !or.
together and operate /Ford et al23 &559A Qineldin3 '776A ,o#icheau and El-
*nsary3 &58:02 Thus3 perceived service +uality of communication can sho! a
patientMs level of overall satisfaction or overall service +uality /$anesan3
&55602 ?im and Tang /'7770 stated that !hen customers decide to choose a
hospital3 perceptions of service +uality is a #asic element2 The perception of
patients a#out health care +uality is important to health care providerMs
success3 #ecause it !ill affect patientsM satisfaction and profita#ility of hospital
/Gos.a3 &557A )ona#edian3 &5==A @illiams and Calnan3 &55&02
Parasuraman et al2 /&5990 supported that SE,>Q-*? scale can provide an
instrument for evaluating service +uality2 There are five dimensions !hich are
tangi#le3 relia#ility3 responsiveness3 assurance3 and empathy2 SE,>Q-*?
scale can #e applied to fit the characteristics or the re+uirements of a specific
investigation of a particular organi1ation2
Qineldin /'77=0 stated that SE,>Q-*? +uality is a classification system concept2
"oreover3 the five +uality dimensions /:Qs0 model is an instrument that insures a
reasona#le level of relia#ility3 validity and significance2 Qineldin /'7770 epanded
13
1
SE,>Q-*? models into a frame!or. of five +uality dimensions% +uality of
o#Dect3 process3 infrastructure3 interaction and atmosphere2
The atmosphere in a particular environment !here the service provider and receiver
co-operate and operate !ill affect the interaction procedure #et!een #oth of them
/Ford et al23 &559A Qineldin3 '777A ,o#icheau and E?-ansary3 &58:02
Qineldin /'77=0 supported that the environment or atmosphere can influence
the perceived service +uality #y developing or ma.ing it !orse2
132
3.1 Com!any "erformance Study
3.1.1 -R"2 and 'ar3et Share 4Su(scri(ers5
*verage revenue per user /*,P-0 and num#er of ne! su#scri#ers are the
most commonly used performance metric for telecommunication firms2 *,P-
is the average revenue a company generates from a user and gives an
indication of the areas driving revenue gro!th2
Ever the years3 telecom companies have relied on these metrics to Dudge their
performance and trac. the position of their competitors2 Strategies for mar.et entry
and decision to launch ne! products and services are heavily reliant on *,P-2
Companies generally tie up their #usiness models in a move to increase their *,P-
and on the other hand change them if it reports a lo!er *,P-2 ,ecently companies
have raised their concerns on declining *,P- in many regions2
Eperators are increasingly concentrating on data services and other value added
services /!hich are considered to #e high revenue earning than voice traffic0 in order
to increase their *,P-2 The tool should #e used cautiously for follo!ing aspects2
3.1.1.1 -R"2
*,P- is simply calculated as total revenue divided #y the total num#er of su#scri#ers
over a certain period of time2 The anomalies arise !hile measuring total revenue and
num#er of su#scri#ers to calculate *,P-2 First3 the time period of the calculation varies
form company to company2 Some companies +uote the figures yearly3 +uarterly3 half
yearly or on a monthly #asis !hich can #e a source of discrepancy !hen comparing the
results over a certain period of time2 *s for the num#er of su#scri#ers3 ideally those
su#scri#ers should #e ta.en into account !ho contri#utes to the revenue during that
period2 But in some cases the num#er of su#scri#ers at the #eginning of the period is
considered !hile in some the num#er of su#scri#ers at the end of the period or the
average of the t!o is considered2 Total revenue is the amount received #y the operator
!hich may not #e !holly retained2 For eample3 the mo#ile termination rate is also
included under the total revenue !hich is not a part of the
13
3
revenue of the firm2 It may also include the revenues generated from sources
other than su#scri#ers such as advertising etc2 !hich tends to overestimate
the *,P- figure and give !rong signals for gro!th synergies2
3.1.1.2 Su(scri!tion Rates in ,ifferent Regions
*,P- depends on the penetration level of particular region2 In a country !here the
penetration level is lo!3 *,P- is a good measure since at this stage one connection
generally e+uates to one su#scri#er and it is easy to identify the revenue earning areas2
*t this stage even su#scri#er #ase gives a good indication a#out the mar.et share2 But
as the penetration rate gro!s the num#er of MactualM su#scri#ers may fall #ehind the
num#er of connections as individuals use more than one connection2 This implies that
the telecom ependiture of one su#scri#er is divided among t!o connections leading to a
do!n!ard #ias in the estimation of performance and unidentified areas of gro!th2
In addition to this3 relative penetration rate in rural and ur#an areas !ill have an
impact on the level of *,P- especially in countries li.e India literacy rate is lo!
among the rural population2 For eample3 if a company is adding ne! su#scri#ers
mostly in rural areas3 potential to generate revenues through data oriented
services li.e mo#ile or internet !ill #e lo! due to lo! literacy rates in these areas2
Therefore3 in developing countries li.e India3 *,P- !ill give a #etter picture of
future revenue potential !hen segmented #et!een rural and ur#an2
3.1.1.3 Stage of the Su(scri!tion
* commonly held vie! is that a decreasing *,P- is associated !ith a declining
profit !hich actually may not #e the case2 *s penetration rate gro!s3 more and
more lo!-end su#scri#ers i2e23 pre-paid su#scri#ers come into eistence that are
regarded as non-revenue earners2 But they may generate higher profits since no
additional costs li.e #illing and collection costs3 handsets su#sidies have to #e
incurred as compared to the post-paid su#scri#ers2 En the other hand3 increased
data services are thought to #e high revenue earning !hich may incur higher
costs /li.e upgrading the net!or.03 putting pressure on the profita#ility2
13
4
Companies in an effort to #ring do!n the churn rate often give out incentives to
high-end customers in order to retain them and on the other hand leave out the
inactive prepaid accounts !ho do not contri#ute much to the revenue2 *s a result
of this3 *,P- may sho! an increase not #ecause of the additional revenues
generated #y the high end customers #ut only #ecause the total num#er of
su#scri#ers has gone do!n2 This may give !rong signals to the gro!th strategies
adopted #y the operators2 *lso the high costs of incentive plans are not ta.en into
account !hich may have a negative impact on the profits2
@hen penetration level reaches the saturation level3 companies tend to add customers
!ho are highly price sensitive and tend to shift to other service providers for very small
decreases in price2 Thus *,P- may not #e good performance metric !hen the mar.et is
driven #y price !ars and is inherently characteri1ed #y lo! *,P-2
13
5
3.8 References
1 IIndian Telecommunication Statistics '77'J3 "inistry of
Communications3 $overnment of India2
2 *a.er3 )2 /&55=02 "easuring #rand e+uity across products and
mar.ets2 California "anagement ,evie!3 39/303 &7'-&&52
3 *a.er3 )2 *2 /&55&0 M"anaging Brand E+uity% Capitali1ing on the >alue
of a Brand 4ameM3 4e! Por.3 Free Press2
4 *a.er3 )2*2 /&55=02 Building Strong Brands3 The Free Press3 4e! Por.3
4P2 *SHE Higher Education ,eport3 '77:3 3&/'03 '8-382
5 *a.er3 )2*23 /&55&02 "anaging Brand E+uity2 Free Press3 4e! Por.3
4P3 &5-3'2
6 *a.er3 )avid *2 and Gevin ?ane Geller /&5570 Consumer Evaluations of
#rand etensions3 Cournal of "ar.eting3 :6 /Canuary03 pp2 '6-6&2
7 *mir3 Eli and ?ev3 Baruch /&55=0 >alue-relevance of nonfinancial
information% The !ireless communications industry2 Cournal of
*ccounting and Economics3 ''/&-303 *ugust-)ecem#er3 pp23-37
8 *ndreassen3 T2 @23 ( ?indestad3 B2 /&55902 Customer loyalty and comple
services% The impact of corporate image on +uality3 customer satisfaction
and loyalty for customers !ith varying degrees of service epertise2
International Cournal of Service Industry "anagement3 5/&03 8-'32
9 *SE*4 India synergy sectors ,eport '77:2
10 *ssociated cham#ers of commerce and industry of India '77:2
11 *ydin3 S23 ( E1er3 $2 /'77:02 The analysis of antecedents of customer
loyalty in the Tur.ish mo#ile telecommunication mar.et2 European
Cournal of "ar.eting3 35/8L903 5&7-5':2
13
6
1 Berry3 ?2?2 /&55:03 I,elationship mar.eting of services% gro!ing
interests3 emerging perspectivesJ3 Cournal of the *cademy of "ar.eting
Science3 >ol2'33 4o263 pp2'3=-6:2
2 Berry3 ?2?2 /'77703 NCultivating service #rand e+uityN3 Cournal of the
*cademy of "ar.eting Science3 >ol2 '93 pp2 &'9-382
3 Bic.ert3 Coc. /&55'03 IThe )ata#ase ,evolution3J Target "ar.eting3
"ay3 pp2 &6-&92
4 Biel3 *2?2 /&55'02 Ho! #rand image drives #rand e+uity2 Cournal of
*dvertising ,esearch3 3'/=03 ,C=-,C&'
5 Blinda3 ?2 /'7730 M,elevan1 der "ar.enher.unft f u r die identit a
ts#asierte "ar.enf ii hrungM3 in Burmann3 C2 /ed20 M*r#eits papier 4r2 '
des ?i"M3 -niversit at Bremen2
6 Braff *dam3 Passmore @illiam3 C3 and Simpson "ichael /'77303 I$oing the
distance !ith telecom customersJ3 The "c.insey Quarterly3 4o263 Pg2932
7 Bunthu!un ?23 Sirion ( Ho!ard C2 /'7&70 NEffective Customer
,elationship "anagement Ef Health Care% * Study Ef The Perceptions
Ef Service Quality3 Corporate Image3 Satisfaction3 *nd ?oyalty Ef Thai
Eutpatients Ef Private Hospitals In ThailandN
8 Burmann3 C2 and "effert3 H2 /'77:a0 MTheoretisches $rund.on1ept der identit
a tsorientierten "ar.enf u hrungM3 in "effert3 H23 Burmann3 C23 Goers3 "2 /eds20
M"ar.en-"anagement M3 '
nd
edn3 @ies#aden3 $a#ler3 38 - 8'2
9 Business ( Economy3 ITelecom C1arJ 37th Culy '77:2
10 B@ "ar.eting !hite#oo.3 '77:3 pg2:62
11 C2 BhattacharDee NService "ar.eting % Concepts3 planning (
implementationN Ecel Boo.3 &
st
edition3 Pg2 :
12 C2 BhattacharDee NService "ar.eting % Concepts3 planning ( implementationN3
Ecel Boo.3 &
st
edition 3 the +uality definition Dointly developed #y *merican
13
7
4ational Standards Institute /*4SI0 and the *merican Society for Quality
/*SQ0 pg2 656
1 C2 ,2 Gothari % N,esearch "ethodology "ethods ( Techni+uesN3
revised '
nd
edition3 4e! *ge Pu#lication
2 Camp#ell3 G2 /&55302 ,esearching #rands2 In )2*2 *a.er ( *2?2 Biel /Eds203
Brand e+uity and advertising /pp2 :=-='02 Hillsdale3 4C% ?a!rence Erl#aum2
3 Carlsson Ceanette and *rias Salvador3 ITransforming @ireline
TelecomJ3 E-#usiness3 Fe#2 '7763 pg2 &32
4 Cell phone #asics ,etrieved on '6L7:L'779 from !i.ipedia
LLsimple2!i.ipedia2orgL!i.iLCellVphone and en2!i.ipedia2orgL
!i.iLmo#ilephones
5 Cellular Eperators *ssociation of India3 !!!2coai2comLrevenue2php
/"arch 3&3 '7&70
6 Cespedes3 F2 >23 /'77=03 Channel "anagement is $eneral
"anagement2 Harvard Business Cases2 California "anagement
,evie!V3&3 no2 & /fall &5990% 59-&'72
7 Chang3 H2 H2 and ?iu3 P2 "2 /'77502 NThe impact of #rand e+uity on
#rand preference and purchase intentions in the service industriesN3
The Service Industries Cournal3 '5/&'03 &=98-&87=
8 Chang3 H2H2 /'77=02 )evelopment of performance measurement
systems in +uality management organi1ations2 The Service Industries
Cournal3 '=/803 8=:-89=2
9 Cronin C2 Coseph Cr2 ( Steven Taylor /&5560 % SE,>PE,F vs2
SE,>Q-*?3 ,econciling Performance #ased ( Perceptions minus
Epectations3 "easurement of Service Quality 3 Cournal of "ar.eting
Canuary3 Pg2 &'= - &'82
13
8
1 )avis3 C2 C2 /'77803 N* conceptual vie! of #randing for servicesN3
Innovative "ar.eting3 >ol2 3 4o2&3 pp2 8-&62
2 de Chernatony3 ?23 Cottam3 S23 ( Segal-Horn3 S2 /'77=02
Communicating services #randsM values internally and eternally2 The
Service Industries Cournal3 '=/903 9&5-93=2
3 )e Chernatony3 ?23 )rury3 S23 ( Segal-Horn3 S2 /'77302 Building a
services #rand% Stages3 people and orientations2 The Service
Industries Cournal3 '3/303 & -'&
4 )e-Chernatony3 ?23 ( "c)onald3 "23 /&55902 Creating Po!erful Brands in
Customer3 Service and Industrial "ar.ets2 Butter!orth Heinemann3 @o#urn2
5 )epartment of telecommunication statistics given in >oice ( )ata
"aga1ine /Cy#er media Pu#lication0 >ol2 63 Issue &73 *pril '779 Pg2 67
6 )o#ni3 )23 ( Qin.han3 $2 "2 /&55702 In search of #rand image% *
foundation analysis2
7 )onald H /&5560 3 I Telecommunication li#erali1ation and privati1ation A the
4e! Qealand eperience in B2 @ellenius and P2 *2 Stern /ed0 Implementing
reforms in the telecom sector3 !orld #an.3 @ashington3 )C3 PP2':3-=72
8 )o!ling3 $2 ,2 / &553 0 M )eveloping your company image into a
corporate assetM3 ?ong ,ange Planning 3 >ol2 '= 3 4o2 ' 3 pp2 &7& - &752
9 )o!ling3 $2 ,2 /'77&0 MCreating Corporate ,eputations3 Identity3 Image3
and PerformanceM3 Eford3 Eford -niversity Press2
10 )un#ar3 , ? " and Sch!al#ach3 C /'7770 Corporate ,eputation and
Performance in $ermany2 Corporate ,eputation ,evie!3 3/'0 *pril3 pp2
&&:-&'3
11 )utt and Sundaram3 Indian Economy3 Edition3 '776
12 )utton3 C23 )u.erich3 C23 ( Har+uail3 C23 /&55602 Ergani1ational images and
mem#er identification2 *dministrative Science Quarterly3 353 '35 - =32
13
9
1 E Pedersen and "ethlie /'77'03 * taonomy of intermediately
integration strategies in online mar.ets3 presented at the &:th Bled
Electronic Commerce Conference3 Bled3 Slovenia3 Cune-pp2&8-&52
2 Economic Commission for Europe3 IThe Telecommunication Industry K
$ro!th ( Structural Change K -nited 4ations3 4e! Por.2
3 Economic survey3 $EI3 '77' K 3
4 Economics Times '77:2
5 F2 ,o#ert )!yer3 Paul H2 Schurr and SeD Eh3 I)eveloping Buyer Seller
,elationshipsJ3 Cournal of "ar.eting3 >ol2 :&3 /*pril3 &59803 pp2 &&-'82
6 Faircloth3 C2B23 Capella3 ?2"23 ( *lford3 B2?2 /'77&02 The effect of #rand
attitude and #rand image on #rand e+uity2 Cournal of "ar.eting Theory
and Practice3 5/303 =& -8:2
7 Fischer3 "23 "effert3 H2 and Perrey3 C2 /'7760 M"ar.enpoliti.% &st sie f u r
Dedes -nternehmen gleicherma B en relevantO M)ie Betrie#s!irtschaft3
>ol2 =63 4o2 33 pp2 333 - 3:=2
8 Fopp3 ?2 /&58:0 M)ie Bedeutung des Branchen-Images f u r Stellen!ahl
und Stellen!echselM3 Bern3 H2 ?ang2
9 $anesan3 S2 /&55603 I)eterminants of long-term orientation in #uyer-
seller relationshipsJ Cournal of "ar.eting3 >ol2 :93 pp2 &-&52
10 $assenheimer3 C2 B23 Cay3 -2 S2 and ,o#icheau3 *2 ,23 /&55=02 ?ong-
term channel mem#er relationships2 International Cournal of Physical
)istri#ution ( ?ogistics "anagement3 '=/:0% 56-&&=2
11 $ensch3 )ennis H2 /&5890 Image-"easurement Segmentation2 Cournal
of "ar.eting ,esearch3 &:/*ugust0 pp2396-3562
12 $erpott3 T2C23 ,ams3 @2 and Schindler3 *2 /'77&02 Customer retention3
loyalty and satisfaction in the $erman mo#ile cellular
telecommunications mar.et2 Telecommunications Policy3 /':0% '65-=52
14
0
1 $i#son3 *2 /'77302 The International Hospitality Industry Structure3
Characteristics and Issues2
W $ C Fogarty N"easuring Service Quality for measuring consumer
perceptions of service +uality2N ,etrieved on &'L7:L'778 from
eprints2us+2edu2auL533L&LFogartyVCattsVForlinV"easuringVserviceV+uality2pd
f
1 $orchels3 ?23 "arien3 E23 @est3 C23 /'77602 The managers guide to
distri#ution channels3 4e! Por.3 The "c$ra!-Hill Companies3 Inc2
2 $ordon3 @2 /&55302 *ccessing the #rand through research2 In )2*2
*a.er ( *2?2 Biel /Eds203 Brand e+uity and advertising /pp2 33:=02
Hillsdale3 4C% ?a!rence Erl#aum2
3 $ray3 E2 ,23 ( Smelt1er3 ?2 ,23 /&59:02 Corporate imageA *n integral
part of strategy2 Sloan "anagement ,evie!3 '=/603 83-892
4 $ronroos3 C /&59603 Strategic "anagement and "ar.eting in the
Service Sector3 Chart!ell Bratt3 ?ondon2
5 $ronroos3 C2 /&59602 * service +uality model and its mar.eting
implications2 European $ummesson3 E23 ( $ronroos3 C2 /&59902
Quality of services% ?essons from the product sector2
6 $ronroos3 Christian /&55703 I,elationship *pproach to "ar.eting in
Service Contets% The "ar.eting and Ergani1ational Behaviour
Interface3J Cournal of Business ,esearch3 '7 /Canuary03 pp2 9-&&2
7 Helman3 )23 de Chernatony3 ?23 )rury3 S23 ( Segal-Horn3 S2 /&55502
Eploring the development of lifestyle retail #rands2 The Service
Industries Cournal3 &5/'03 65-=9
8 Her#ig3 P2 and "ile!ic13 C2 /&5530 The relationship of reputation and credi#ility
to #rand success2 Cournal of Consumer "ar.eting3 &'/603 pp2 :-&72
14
1
1 Hosany3 S23 E.inci3 P2 and -ysal3 "2 '77=2 )estination image and
destination personality% *n application of #randing theories to tourism
places2 Cournal of Business ,esearch :5/:0% =39-=6'2
2 Hu3 H2 H2 S23 Gandampully3 C23 ( Cu!aheer3 T2 )2 /'77502 ,elationships and
impacts of service +uality3 perceived value3 customer satisfaction3 and
image% *n empirical study2 The Service Industries Cournal3 '5/'03 &&&-&':2
3 In B2 Brotherton /Ed202 Eford% Butter!orth-Heinemann2
4 In C2 Surprenant /Ed203 *dd value to your service2 Chicago3 I?%
*merican "ar.eting *ssociation2
5 In "2 E2 $old#erg3 ( ,2 @2 Pollay /Eds203 *dvances in consumer
research2 *ssociation for consumer research3 &&7-&&503 -T% Provo2
6 Indian Infrastructure3 Ect2 '77:3 pg2 '=2
7 Cac.son3 Bar#ara B2 /&59:02 @inning and Geeping Industrial
Customers% The )ynamics of Customer ,elationships3 ?eington3 "*%
)2C2 Health and Company2
8 Cain and Chho.ar /&55303 I,eorgani1ation of telecom sector3 Past and
FutureJ3 >i.as Pu#lication3 4e! delhi2
9 Cavalgi3 ,2 $23 "artin3 C2 ?23 ( Poung3 ,2 B2 /'77=03 N"ar.eting
research3 mar.et orientation and customer relationship management% a
frame!or. and implications for service providersN3 Cournal of Services
"ar.eting3 >ol2 '7 4o2&3 pp2 &'-'32
10 Cohn Ternin.o % NStep By Step QF) % Customer )riven Product
)esignN3 Taylor ( Francis Pu#lication3 '
nd
edition
11 Gahn3 G2B23 ,ichard3 C2 ,23 Coseph3 E23 /'77603 Sales-distri#ution inter-
functional climate and relationship effectiveness2 Cournal of Business
,esearch3 :8 /&70% &79:-&75&2
14
2
1 Gapferer3 C242 /'77903 The 4e! Strategic Brand "anagement% Creating
and Sustaining Brand E+uity ?ong-Term3 Gogan Page3 ?ondon2
2 Gapil3 G2 and Gapil3 S2 /'7&70 M*ntecedents of #rand loyalty% an
empirical study in mo#ile telecom sectorM3 International Cournal of
Indian Culture and Business "anagement3 >ol2 33 4o2 &3 Pp2& -''2
3 Gayaman3 ,23 ( *rasli3 H2 /'77802 Customer #ased #rand e+uity% Evidence
from the hotel industry2 "anaging Service Quality3 &8/&03 5'-&752
4 Geller3 G2 ?2 /'77302 Strategic #rand management% Building3 measuring3
and managing #rand e+uity2 -pper Saddle ,iver3 4C% Prentice-Hall2
5 Geller3 G2?2 /&55302 Conceptuali1ing3 measuring3 and managing
customer-#ased #rand e+uity2 Cournal of "ar.eting3 :8/&03 &-''2
6 Geller3 G2?2 /&55902 Strategic #rand management% Building3 measuring3
and managing #rand e+uity2 Engle!ood Cliffs3 4C% Prentice-Hall
7 Geller3 G2?2 /'77903 Strategic Brand "anagement% Building3 "easuring3
and "anaging Brand
8 Geller3 G2?23 /&55302 Conceptuali1ing3 measuring and managing
customer-#ased #rand e+uity2 Cournal of "ar.eting3 :83 &-''2
9 Geller3 ?2 G2 /'77602 Strategic #rand management% Building3 measuring3
and managing #rand e+uity2 Pearson Education3 Inc2
10 Genneth Cro!3 )," *ssociates N>EICE EF THE C-STE"E,N
,etrieved on '7L&'L'778 from LL!!!2npd-solutions2comLvoc2html
11 Gim3 H23 ( Gim3 @2$23 /'77:02 The relationship #et!een #rand e+uity
and firmsM performance in luury hotels and restaurants2 Tourism
"anagement3 '=3 :65-=72
12 Gim3 @2$23 Cin-Sun3 B2 and Gim3 H2C2 /'77903 N"ultidimensional customer-
#ased #rand e+uity and its conse+uences in midpriced hotelsN3 Cournal of
Hospitality and Tourism ,esearch3 >ol2 3' 4o2 '3 pp2 '3:-:62
14
3
1 Girmani3 *23 ( Qeithaml3 >2 /&55302 *dvertising3 perceived +uality3 and
#rand image2 In )2*2 *a.er ( *2?2 Biel /Eds203 Brand e+uity and
advertising /pp2 &63-&=&02 Hillsdale3 4C% ?a!rence Erl#aum2
2 Gotler3 P23 ( *rmstrong3 $2 /&55=02 Principles of mar.eting2 4e! Cersey%
Prentice-Hall2
3 Gushan "itra /'77:03 Business Today3 : Cune '77:2
4 ?am#art3 )23 Stoc.3 C23 Ellram3 ?2 "23 /&55903 Fundamentals of ?ogistics
"anagement3 4e! Por.3 Ir!inL "c$ra!-Hill2
5 ?u.3 T2 G2 S23 /&55903 Structural changes in ChinaMs distri#ution System2
International Cournal of Physical )istri#ution and ?ogistics
"anagement3 '9/&0% 66-982
6 "arine Souheil and Blanchard Cean-"arie /'77:03 IBridging the )igital
)ivideJ e-Business2
7 "artine13 E23 Chernatony3 ?2 /'77602 The effect of #rand etension
strategies upon #rand image2 Cournal of Consumer mar.eting3 '&3 35-:72
8 "cGenna3 ,egis /&55&03 ,elationship "ar.eting% Successful Strategies
for *ge of the Customers3 *ddison @esley Pu#lishing Company2
9 "easuring Customer Satisfaction3 * revie! of approaches By Ide*
Gno!ledge '3
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"arch '77= on !!!2idea2gov2u.
10 "elody 2@2 H2 /&55703 5 Communication policy in the glo#al information
economy2 @hither the pu#lic interestO In "2 Ferguson pu#lic
communicationA the ne! imperatives3 pp2&=-372
11 "elody 2@2 H2 /&55603 IThe information societyA implications for
economic institutions and mar.et theoryJ2 In E Comer3 The glo#al
political economy of communication3 pp2 '&-3=2
12 "ent1er3 T2 C23 /&55303 "anaging Channel relations in the '&st Century2
Cournal of Business ?ogistics3 &6/&0% '8-662
14
4
1 "o#ile -serMs Satisfaction Survey '778 >oice ( )ata3 The #usiness of
Communications3 Cy#er "edia Pu#lication *pril '779 Pg2 67
2 "otto /&55703 IPrivati1ation and ,eorgani1ation of 4ippon telegraph
and telephoneJ in restructuring and managing the telecommunication
sector3 pp2=8-=52
3 "T4? ,eport-&55&2
4 "u.herDee *rindham /'77=03 I"o#ile service providers-perspective and
practiceJ3 ICF*I -niversity press2
5 "utoh /&55603 IThe )ata#ase ,evolution3J Target "ar.eting3 "ay3 pp2 &6-&92
6 42P2 Singh and ,2G2 $upta3 I-se of )ata "ining ToolsJ3 Effective
Eecutive3 4ov2 '7763 pg2 :5-=82
7 4arindar G Chhi#er /'7790 IFast gro!th of mo#ile communication in
India% lesson for emerging mar.etsJ ecel #oo.s3 4e! )elhi2
8 4ational telecom policy &555
9 4guyen3 42 ( ?e#lanc3 $2 /'77&02 Corporate image and corporate
reputation in customers< retention decisions in services2 Cournal of
,etailing and Consumer Services3 93 ''8-3=2
10 EM4eill3 C2 @23 *2 S2 "attila3 and Q2 Riao2 '77=2 Hotel guest satisfaction
and #rand performance% The effect of franchising strategy2 Cournal of
Quality *ssurance in Hospitality ( Tourism 8 /30% ':-352
11 P2 S2 Saran /'7760 I)eveloping Buyer Seller ,elationshipsJ3 Cournal of
"ar.eting3 >ol2 :&3
12 Parasuraman ( >alarie *2 Qeithaml and ?2 ?2 Berry3 N* Conceptual
"odel of Service Quality ( its Implications for Future ,esearchN
Cournal of "ar.eting 65 /Fall &59:0 Pg2 6&:72
14
5
1 Parasuraman *2 ( >alarie *2 Qeithaml and ?eonard Berry &59: -
SE,>Q-*? - * "ultiple Item Scale for Customer Perceptions of Service2
2 Parasuraman3 *23 Qeithaml3 >2*2 ( Berry3 ?2?23 /&59902 SE,>Q-*?% a
multiple item scale for measuring customer perception of service
+uality2 Cournal of ,etailing3 =63 &'-382
3 Pelton3 E2 ?23 Strutton3 )23 ?ump.in3 C2 ,23 /'77'0 "ar.eting Channels3
a relationship management approach3 4e! Por.3 "c$ra!-Hill Higher
Education2
4 Pitt3 ?2F23 Epo.u3 ,23 Hultman3 "23 *#ratt3 ,23 and Spyropoulou3 S23
'7782 @hat I Say *#out "yself% Communication of Brand Personality
#y *frican Countries Through Their Tourism @e#sites3 Tourism
"anagement3 '93 93:-966
5 Post3 ,2S2 /'77903 $lo#al Brand Integrity "anagement% Ho! to Protect Pour
Product in TodayMs Competitive Environment3 "c$ra!-Hill3 4e! Por.3 4P2
6 ,aDan Bharti "ittal /'77:03 Coint "anaging )irector3 Bharti televenture
limited3 Trends and )evelopment3 fe#-&:3 '77:2
7 ,aDendra 4argund.ar % NService "ar.eting3 Tet *nd CasesN '
nd
edition3 Tata "c$ra! Hill Pu#lication
8 ,avichandran3 423 /&55503 Competition in Indian Industries- * Strategic
Perspective3 4e! )elhi3 >ices Pu#lishing House Pvt ?td2 ,omaniu.3 C23
( Sharp3 B2 /'77302 "easuring #rand perceptions% Testing +uantity and
+uality2 Cournal of Targeting3 "easurement and *nalysis for "ar.eting3
&&/303 '&9-''5
9 ,ichard I2 ?evin3 Tet #oo. on NStatistics for "anagementN3 =
th
edition3
Prentice Hall Pu#lication
10 ,ogger Pressmen NSoft!are Engineering Tet Boo.N =
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edition3 Tata
"c$ra! Hill Pu#lication3 Pg 63'
14
6
1 Sandeep Bud.i ( *rpita Prem NThe "agic FigureN /pg2 380 on >oice (
)ata "aga1ine /Cy#er media Pu#lication0 >ol2 63 Issue &73 *pril '779
2 Sangani Priyan.a /'77:03 ICell commiJ "ythology comes to the
mo#ileJ3 Business Today3 Fe#23 pg2 &92
3 Scott C2 For#es3 N"etrics% @hat To Believe3N Connected Planet Enline3
Ect2 &:3 '77&
4 Shanthi 42 "2 /'77:03 IIndian Telecom% $ro!th and TransitionJ3
Business Today3 Canuary '2
5 Shoema.er3 S23 ?e!is3 ,2 and Pesa!ich3 P2 /'77802 "ar.eting
leadership in hospitality and tourism% Strategies and tactics for
competitive advantage2 -pper Saddle ,iver3 4e! Cersey% Prentice Hall2
6 Shymal $hosh /'77303 IThe ,esurging Telecom SectorJ3 pi#2nic2in3 *pril2
7 Smith3 S2?2C2 /'77603 NBrand eperienceN3 in Clifton3 ,2 and Simmons3
C2 /Eds03 Brands and Branding3 Bloom#erg Press3 Princeton3 4C2
8 Solomon3 "23 Stuart3 E2 /'77'02 "ar.eting% ,eal People3 ,eal Choice3
'nd ed23 Prentice-Hall3 Engle!ood Cliffs3 4C23 p2 '832
9 Statistics on CE*I Cellular Eperators *uthority of India ,etrieved on
&&L&&L'77= from Cellular Eperators *ssociation of India @e#site2
!!!2coai2com
10 Stor#ac.a3 GaD /'77703 ICustomer Profita#ility% *nalysis and )esign IssuesJ3 in
Hand#oo. of ,elationship "ar.eting3 Cagdish 42 Sheth and *tul Parvatiyar3
Eds23 Thousand Ea.s3 C*% Sage Pu#lications3 pp2 :=:-:9=2
11 T2 >2 ,amchandran /'77:03 )irector-$eneral3 Cellular operators
association of India3 Trends and )evelopment3 may-&:3 '77:2
12 Taylor3 S2*3 Celuch3 G2 and $ood!in3 S2 /'7760 MThe importance of
#rand e+uity to customer loyaltyM3 Cournal of Product ( Brand
"anagement3 >ol2 &33 pp2'&8-''82
14
7
1 Telecom ,egulatory *uthority of India mission ,etrieved on '6L7:L'778
from home page of !!!2trai2gov2in
2 TE?ECE""-4IC*TIE4S SE,>ICES% $?ESS*,P ,etrieved on
&3L7:L'77= and &=L&&L78 from http%LL!!!2!to2orgLenglishL
tratopVeLservVeLtelecomVeL tel&'Ve2htm
3 The Financial Epress3 N*,P- Is an Effective @ay of Benchmar.ing
Players3N The Financial Epress3 "arch &'3 '773
4 Tom Farley ( "ar. van der Hoe. Cell Sector Terminology Posted at
79%:: P" on Canuary 7&3 '77= on Private Telecommunication
Epertise3 ,etrieved on '6L7:L'779 from
LL!!!2privateline2comLmtVcell#asicsL'77=L7&LcellVandVsectort
erminology2html
1 Turley3 ?2@2 and "oore3 P2*2 /&55:02 Brand name strategies in the service
sector2 Cournal of Consumer "ar.eting3 &'/603 6'-:72 @illiams3 S2 ?2 and
"offitt3 "2 *2 / &558 0 M Corporate image as an impression formation process%
Prioriti1ing personal3 organi1ational3 and environmental audience factors M 3
Cournal of Pu#lic ,elations ,esearch 3 >ol2 5 3 4o2 6 3 pp2 '38 - ':92
2 @ils.a3 T2 * /'77302 "o#ile phone use as part of young peopleMs
consumption styles3 Cournal of Consumer Policy3 '=3 /603 66&-6=32
1 >alarie *2 Qeithaml ( "ary Co Bitner NCustomer satisfaction definitionN in
NServices "ar.eting % Integrating Customer focus *cross the FirmN page 9=
2 >alarie *2 Qeithaml 3 "ary Co Bitner3 NService "ar.etingN- Integrating
Customer Focus *cross The Firm3 3
rd
edition3 Tata "c$ra!-Hill
Pu#lication Pg2 33
3 >alarie *2 Qeithaml 3 "ary Co Bitner3 NService "ar.etingN- Integrating
Customer Focus *cross The Firm3 3
rd
edition3 Tata "c$ra!-Hill
Pu#lication page 3'
14
8
1 >avra3 Terry $2 /&55'03 after mar.eting% Ho! to Geep Customers for ?ife
through ,elationship "ar.eting3 Home!ood3 I?% Business Ene-Ir!in2
2 >irat Bahri /'77=03 IThe )ata#ase ,evolution3J Target "ar.eting3 "ay3
pp2 &6-&92
3 >oice ( )ata "aga1ine The #usiness of Communications3 Cy#er
"edia Pu#lication >ol2 63 Issue &73 *pril '779 page &7
4 >S4? &=TH annual report '77'
5 @inter2 Berry3 ?2?2 /'77703 NCultivating service #rand e+uityN3 Cournal of
the *cademy of "ar.eting Science3 >ol2 '93 pp2 &'9-382
6 @inter2 Brodie3 ,2 C2A @hittome3 C2 ,2"2 and Brush3 $2 C2 /'77902
NInvestigating the service #rand% * customer value perspectiveN2
Cournal of Business ,esearch3 =' /'77503 pp2 36:-3::
7 @orld telecommunication development report '77'
8 @orld telecommunication development report '77'2
9 Qeithaml3 >2 *23 ( Binter3 "2C2 /&55=03 NService "ar.etingN3 4e! Por.%
The "c$ra!-Hill Companies3 I4C2
10 Qeithaml3 >2*2 /&59902 Consumer perceptions of price3 +uality3 and
value% a means-end model and synthesis of evidence2 Cournal of
"ar.eting3 :'3 '-''3 Culy2
11 http%LLconnectedplanetonline2comL!irelessLmagL!ireless metrics
#elieveL /"arch 3&3'7&70
12 http%LL!!!2developingtelecoms2comLemerging -vs-mature-mar.et-
operators-!ho-is-#eing-hit-hardest-#y-the-do!nturnhtml /"arch 3&3 '7&70
13 http%LL!!!2financialepress2comLne!sLarpu -is-an-erfective-!ay-of-
#enchmar.ing-playersL8=37:L7 /accessed "arch 3&3 '7&70
14
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