a comaparive study of customer satisfaction of airtel and vodafone as service providers in delhi and...
TRANSCRIPT
Chapter 1
INTRODUCTION
This chapter explains the nature of the Brands and its business. It begins with a brief
overview of Airtel and Vodafone. It also includes the vision and mission of the two brands,
its presence in the Indian market and the strategies followed by the brands, its strengths and
weaknesses. The contents bring out the aims and objectives of this research work. The scope
of the study has been mentioned and it includes the period of study and volume of work
carried out in the study. It presents a detailed roadmap of how the research has been
conducted. The chapter discusses the details of the research design used, the sampling
technique employed, data collection methods to achieve the objectives and the tools and
techniques used for analysing the data. The chapter also throws light upon the research
instrument used. Finally, the hypotheses to be tested during the course of the project have
been presented.
1.1 Telecom sector in India
In the today’s competitive world communication plays a very important role. Communication
has become an integral part of the growth, success and efficiency of any business. This is the
technology that gives a person the power to communicate anytime, anywhere. Due to
advancement in technology, now communication becomes easy and faster. India's telecom
sector has shown massive upsurge in the recent years in all respects of industrial growth. The
telecom network in India is the fifth largest network in the world meeting with global
standards. . A revolution in wireless telecommunications began in the first decade of the 20th
century with pioneering developments in wireless radio communications by Nikola Tesla and
Guglielmo Marconi. Marconi won the Nobel Prize in Physics in 1909 for his efforts. Other 1
highly notable pioneering inventors and developers in the field of electrical and electronic
telecommunications include Charles Wheatstone and Samuel Morse (telegraph), Alexander
Graham Bell (telephone), Edwin Armstrong, and Lee de Forest (radio), as well as John Logie
Baird and Philo Farnsworth (television). From the status of state monopoly with very limited
growth, it has grown in to the level of an industry. With 125 million telephone networks,
India has one of the largest communication networks in the world, which continues to grow at
a blistering pace. The rapid growth in the telecom sector can be attributed to the various pro-
active and positive policy measures taken by the government as well as the dynamic and
entrepreneurial spirit of the various telecom service providers both in private and public
sectors. The telecom sector has shown impressive growth during the past decade. Cellular
telephone services have achieved great commercial success; because users recognize the
mobile telephone access can improve productivity and enhance safety. A new subscriber is
opting for cellular services for personal security, safety and convenience. Today, more
striking features of this growth viz. increasing preference for mobile phones and higher
contribution of private sector in the incremental growth have pre-dominated the telecom
sector. The share of mobile phones (including WLL mobile) has overtaken the share of
landlines with 62% in the total number of phones. The total number of telephones in the
country stands at 904.56 million, while the overall teledensity has increased to 73.32% as of
31 October 2013 and the total numbers of mobile phone subscribers have reached 875.48
million as of October 2013. The mobile teledensity had increased to 70.96% in October 2013.
In the wireless segment, 4.90 million subscribers were added in October 2013. The wire line
segment subscriber base stood at 29.08 million.
India has witnessed the largest growth in the wireless mobile subscriber base worldwide only
next to China. For the urban masses mobile has become a necessity and for the wealthy a
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gizmo to flaunt. Increase in demand and the poor quality of existing telecommunication
services led mobile service providers to find out ways to improve the quality of service and to
support more users in their systems. With over 900 million telephone connections, India
remained the world's second-largest telecommunications market in 2013, recovering from the
bumpy ride the year before, but made little progress to jump to the next generation of
services. The year under review had already equipped the government with a roadmap,
following the release of the National Telecom Policy of 2012. But legal issues, like the
ongoing battle over allotment of airwaves, or spectrum, in 2008, kept decision-making in
check. Nevertheless, the government did announce some significant initiatives - like the
much-awaited policy on mergers and acquisitions and permitted 100 per cent foreign
investment in the sector - which will drive Indian telecom in the years to come, analysts feel.
More importantly, the share of urban subscribers declined from 62.20 per cent in December
to 60.26 per cent in October-end, while rural telecom penetration rose from 39.64 per cent to
39.74 per cent in October. According to analysts, one principal area where the government
faltered in 2013 was in the area of auctioning precious airwaves, or radio frequency spectrum.
This, they said, did not materialise in March 2013 due to artificially-high reserve price.
Now, all eyes are on January 23 next year when the next round of spectrum auctions is set to
begin. The government, this time, feels it has kept the reserve price at a moderate level and
hopes it will fetch the exchequer some $650 million. The history of Indian telecom can be
started with the introduction of telegraph. The Indian postal and telecom sectors are one of
the world’s oldest. In 1850, the first experimental electric telegraph line was started
between Calcutta and Diamond Harbour. In 1851, it was opened for the use of the British
East India Company. The Posts and Telegraphs department occupied a small corner of the
Public Works Department, at that time.
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Subsequently, the construction of 4,000 miles (6,400 km) of telegraph lines connecting
Kolkata (then Calcutta) and Peshawar in the north along with Agra, Mumbai (then Bombay)
through Sindwa Ghats, and Chennai (then Madras) in the south, as well
as Ootacamund and Bangalore was started in November 1853. William O'Shaughnessy, who
pioneered the telegraph and telephone in India, belonged to the Public Works Department,
and worked towards the development of telecom throughout this period. A separate
department was opened in 1854 when telegraph facilities were opened to the public.
In 1880, two telephone companies namely The Oriental Telephone Company Ltd. and The
Anglo-Indian Telephone Company Ltd. approached the Government of India to
establish telephone exchanges in India. The permission was refused on the grounds that the
establishment of telephones was a Government monopoly and that the Government itself
would undertake the work. In 1881, the Government later reversed its earlier decision and a
licence was granted to the Oriental Telephone Company Limited of England for opening
telephone exchanges at Calcutta, Bombay, Madras and Ahmedabad and the first formal
telephone service was established in the country. On 28 January 1882, Major E. Baring,
Member of the Governor General of India's Council declared open the Telephone Exchanges
in Calcutta, Bombay and Madras. The exchange in Calcutta named the "Central Exchange"
had a total of 93 subscribers in its early stage. Later that year, Bombay also witnessed the
opening of a telephone exchange. Liberalisation of Indian telecommunication industry started
in 1981 when Prime Minister Indira Gandhi signed contracts with Alcatel CIT of France to
merge with the state owned Telecom Company (ITI), in an effort to set up 5,000,000 lines per
year. But soon the policy was let down because of political opposition. Attempts to liberalise
the telecommunication industry were continued by the following government under the
prime-minister-ship of Rajiv Gandhi. He invited Sam Pitroda, a US-based Non-resident
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Indian NRI and a former Rockwell International executive to set up a Centre for
Development of Telematics (C-DOT) which manufactured electronic telephone exchanges in
India for the first time. Sam Pitroda had a significant role as a consultant and adviser in the
development of telecommunication in India. This was a gateway to many foreign investors to
get entry into the Indian Telecom Markets. After March 2000, the government became more
liberal in making policies and issuing licences to private operators. The government further
reduced licence fees for cellular service providers and increased the allowable stake to 74%
for foreign companies. Because of all these factors, the service fees finally reduced and the
call costs were cut greatly enabling every common middle-class family in India to afford a
cell phone. Nearly 32 million handsets were sold in India. The data reveals the real potential
for growth of the Indian mobile market. Many private operators, such as Reliance
Communications, Tata Indicom, Vodafone, Loop Mobile, Airtel, Idea etc., successfully
entered the high potential Indian telecom market.
1.2 Airtel
Bharti Airtel Limited founded on 7 July 1995, by Sunil Bharti Mittal commonly known
as Airtel, is an Indian multinational telecommunications services’ company headquartered in
New Delhi, India. It operates in 20 countries across South Asia, Africa, and the Channel
Islands. Airtel has a GSM network in all countries in which it operates,
providing 2G, 3G and 4G services depending upon the country of operation. Airtel is
the world's second largest mobile telecommunications company by subscribers, with over
275 million subscribers across 20 countries as of July 2013. It is the largest cellular service
provider in India, with 192.22 million subscribers as of August 2013. Airtel is the Second
largest in-country mobile operator by subscriber base, behind China Mobile. Airtel is the
largest provider of mobile telephony and second largest provider of fixed telephony in India,
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and is also a provider of broadband and subscription television services. Bharti Airtel owns
the Airtel brand and provides the following services under the brand name
Airtel: Mobile Services, Broadbandand Telephone Services, Long Distance Services and
Enterprise Services (Telecommunications consulting for corporate). It has presence in all 23
telecom circles of the country and covers 71% of the current population. Bharti Airtel is the
first Indian telecom service provider to achieve Cisco Gold Certification. It also acts as a
carrier for national and international long distance communication services. The company has
a submarine cable landing station at Chennai, which connects the submarine cable
connecting Chennai and Singapore.
Airtel operates in all telecom circles of India. Its network is present in 5,121 census towns
and 457,053 non-census towns and villages, covering approximately 86.6% of the country’s
population as of September 2012. Airtel is the largest operator in rural India with 83.82
million subscribers as of April 2013. On October 22nd 2012 Bharti Airtel, a leading
telecommunications service provider with operations in 20 countries across South Asia and
Africa moved up one notch in the world wide ranking to be the fourth largest mobile operator
in the world in terms of subscribers. On the network quality part, Bharti Airtel was the first
telecom operator to start a print campaign in Delhi.
Bharti Airtel has been ranked amongst the top five firms in corporate reputation in India and
second on the innovation parameter amongst all companies. It became the fastest private
telecom company in the world to cross the 50 million mark and entered the league of top five
mobile companies in the world in the year 2007. Established in 1985, Bharti has been a
pioneering force in the telecom sector. With many firsts and innovations to its credit, ranging
from being the first mobile service in Jaipur, first private basic telephone service provider in
the country, first Indian company to provide comprehensive telecom services outside India in
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Seychelles and first private sector service provider to launch National Long Distance Services
in India. The Company is also implementing a submarine cable project connecting Chennai-
Singapore for providing international bandwidth. .Bharti Enterprises also manufactures and
exports telephone terminals and cordless phones.
Pioneering force in the telecom sector with many firsts and innovations to its credit, Bharti
provides a range of telecom services, which include Cellular, Basic, Internet and recently
introduced National Long Distance. Bharti also manufactures and exports telephone terminals
and cordless phones. Apart from being the largest manufacturer of telephone instruments in
India, it is also the first company to export its products to the USA. Bharti is the leading
cellular service provider, with a footprint in 16 states covering all four metros. It has over 12
million satisfied customers. Bharti Enterprises has successfully focused its strategy on
telecom while straddling diverse fields of business. From the creation of Airtel, one of India’s
finest brands, to becoming the largest manufacturer and exporter of world class telecom
terminals under its Beetle brand, Bharti has created a significant position for itself in the
global telecommunications sector. Bharti Tele-Ventures is today acknowledged as one of
India’s finest companies, and its flagship brand Airtel, has over 12 million customers across
the length and breadth of India. While a joint venture with Tele Tech Inc., USA marked
Bharti’s successful foray into the Customer Management Services business, Bharti
Enterprises’ dynamic diversification has continued with the company venturing into telecom
software development. Recently, Bharti has successfully launched an international venture
with EL Roths’ child Group owned ELRO Holdings India Ltd., to export fresh Agri products
exclusively to markets in Europe and USA "What other operators have achieved in one to
two years, Bharti has done in just over a month. In July2002, one out of every two people
buying a mobile across India chose Airtel. We are truly proud to be spearheading the mobile
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revolution in the country."- Sunil Bharti Mittal, Chairman, Bharti Tele-Ventures in 2002.
Airtel is focused on functionality and efficiency. Airtel chooses to use music for
advertisement.
On 18 November 2010, Airtel rebranded itself in India in the first phase of a global
rebranding strategy. The company unveiled a new logo with 'Airtel' written in lower case.
Designed by London-based brand agency, The Brand Union, the new logo is the letter 'a' in
lowercase, with 'Airtel' written in lowercase under the logo. On 23 November 2010, Airtel's
Africa operations were rebranded to 'Airtel'. Sri Lanka followed on 28 November 2010 and
on 20 December 2010, Warid Telecom rebranded to 'Airtel' in Bangladesh. Bharti Infratel is
the only telecom tower company, which has installed almost 3 MWT of solar capacity on
their network, generating more than 5 million units of electricity every year. The Green
Towers P7 program is scoped for 22,000 tower sites (primarily rural areas having low or
no Grid Power availability) out of which 5,500 sites have already been implemented in the
first year as a part of this 3-year program. Once completed, the initiative will reduce diesel
consumption by 66 million litres per year with a significant carbon dioxide reduction of
around 150,000 MT per year. Bharti Infratel bagged the 2011 'Green Mobile Award ' at the
GSMA Mobile World Congress at Barcelona and was also awarded the 2010 innovative
infrastructure company of the year award at the CNBC Infrastructure Awards for this
groundbreaking initiative. Bharti remains the first company in the world to introduce the
practice of sharing of passive infrastructure by collaborating with their competition to share
mobile towers and to reduce the collective carbon footprint of the industry. This has become
a subject of case studies in institutions including the Harvard Business School.
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1.21 Vision and Mission
A. Vision: The main vision of Bharti Airtel is to provide global telecom services and delight
customers. “We at Airtel always think in fresh and innovative ways about the needs of our
customers and how we want them to feel. We deliver what we promise and go out of our way
to delight the customer with a little bit more.”
B. Mission
i. To provide error free service delivery.
ii. To provide innovative products and services.
iii. To achieve cost efficiency.
iv. To provide unified messaging solutions.
1.22 Organisation structure
Airtel initial corporate structure concentrated on the hierarchy of the operations inside the
company as a whole. The structure depicted the corresponding operation/region of different
in-charges and it didn't hold anyone responsible for each of its services. So, the company
found it better to restructure its corporate hierarchy. The transformed organisational structure
has two distinct Customer Business Units (CBU) with clear focus on B2C (Business to
Customer) and B2B (Business to Business) segments. Bharti Airtel B2C business unit will
comprehensively service the retail consumers, homes and small offices, by combining the
erstwhile business units - Mobile, Telemedia, Digital TV, and other emerging businesses
(like M-commerce, M-health, M-advertising etc.). The B2C organization will consist of
Consumer Business and Market Operations.
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ChairmanSunil Bharti Mittal
JMD and CEO (India)
Gopal Vittal
MD and CEO
(International)
Manoj Kohli
Director- Consumer
Business
Srinivasan Gopalan
Director and CEO,
Global Voice and
Data Business
Ajay Chitkara
Director - Human
Resources
TBD
Supply Chain*
Director, Market
Operations
Ajai Puri
Director - Enterprise
and Government
Manish Prakash
Director Network
Services Group
Jagbir Singh
CFO
Nilanjan Roy
Director -Customer
Experience
Raghunath Mandava
CEO- DTH
Shashi Arora
Director
Legal and Regulatory
Jyoti Pawar
CIO
Harmeen Mehta
*Moti Gyamlani (Global Head – Supply Chain ) reports to the MD of Bharti Airtel
Ltd with direct responsibility for India SCM function
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Figure 1.1- Organisation Structure of Airtel
1.23 Market share of Airtel: Airtel has a market share of 28.01% in the industry of telecom
sector of India.
1.24 Strengths and Weaknesses of Airtel:
A. Strengths
i. Biggest mobile service provider in world’s second largest telecom market.
ii. Well-established nationwide infrastructure.
iii. High brand equity.
iv. Superior overall network quality and reliability.
B. Weaknesses
i. High competition in the telecom market.
ii. Debt and finances.
iii. Late adoption of 3G and advanced wireless technologies.
1.25 Company’s Core Values
The core values that govern the working of the company are as follows:
a. Empowering People - to do their best
b. Being Flexible - to adapt to the changing environment and evolving customer needs11
c. Making it Happen - by striving to change the status quo, innovate and energize new
ideas with a strong passion and entrepreneurial spirit
d. Openness and transparency - with an innate desire to do good
e. Creating Positive Impact – with a desire to create a meaningful difference in society.
1.26 Company’s Objectives/Goals
a. To undertake transformational projects those have a positive impact on the society
and contribute to the nation building process.
b. To Diversify into new businesses in agriculture , financial services and retail business
with world-class partners
c. To lay the foundation for building a “conglomerate” of future
1.27 Product range
The various services being offered by Airtel are as follows:
a. Prepaid, Post-paid, Value-added services: Airtel operates in all telecom circles of India.
Its network is present in 5,121 census towns and 457,053 non-census towns and villages,
covering approximately 86.6% of the country's population as of September 2012. Airtel is
the largest operator in rural India with 83.82 million subscribers as of April 2013.
b. Wi-Fi Services: Airtel has plans to launch Wi-Fi services in India. It intends to start
offering Wi-Fi services in Delhi NCR, Mumbai and Bangalore in initial phase. All plans will
be on secure wireless broadband internet with unlimited usage and will be session or time
based. Users can use the service by finding a hotspot, selecting 'Airtel Wi-Fi Zone', activating
the voucher and then login to start browsing. Airtel intends to partner with establishments to
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set up hotspots which will be termed Wi-Fi Hangout for an establishment owner and Wi-Fi
Partner for the café and restaurant owners. Airtel Wi-Fi Partners can offer services at zero
investments and can earn commission on every Wi-Fi session sold
c. Airtel Money: Airtel has started a new m-Commerce platform called Airtel Money in
collaboration with Infosys and Smart Trust (now Giesecke and Devrient). The platform was
launched on 5 April 2012, at Infosys' headquarters in Bangalore. Using Airtel Money, users
can transfer money, pay bills and perform other financial transactions directly on the mobile
phone. It has an all India presence. Certain charges are levied per Airtel Money transaction.
d. Smart Drive: Smart Drive is navigation app exclusive to Airtel customers. The app
features voice-based turn by turn navigation, real time information update on traffic,
approximate time of the travel on the basis of the traffic situation on the various routes and
also lets users see their location on the map and plan the journey accordingly. It also suggests
the subscriber an alternate route in case of traffic congestion on the normal route. According
to Airtel, Smart Drive calculates the traffic on the basis of the number of GPS devices used
on a particular road, their average speed, as well as historical trends of traffic on that route.
Smart Drive also allows users to search for points of interest like restaurants, theatres and
shopping malls. The app also allows users to keep a record of all trips they make when using
voice navigation for later reference through the 'Trip Recorder' feature, Wikipedia
information of places for which information is available and the ability to add frequently
visited locations to favourites, in addition to weather information about the place.
e. Network Experience Centre: Airtel has a Network Experience Centre (NEC) which
observes end to end customer experience, in near real time, along with the standard network
elements on Airtel's operations. The NEC houses a video wall with 3600 square feet of solid
state LED screen to monitor Airtel's telecom network. This is the world's biggest video wall 13
for a telecom operator. Each cube in this wall is 1.6mx1.2 m and there are 175 cubes arranged
in a 25x7 matrix. The clear span of the roof is 49 m x 18 m and the beams, which are
fireproof and about 8 feet deep, have been specially designed to hold the structure without
columns. The NEC was designed specifically to be used as a command centre in case of
national emergencies and natural catastrophes. The facility is earthquake proof and also
provides for a single control of command and a fully redundant technology layout.
f. iPhone 3G: The iPhone 3G was rolled out in India in 2008 by Airtel. However, high prices
and contract bonds discouraged consumers and it was not as successful as the iPhone is in
other markets of the world. Airtel introduced the iPhone 4 on 27 May 2011 and the iPhone
5 on 2 November 2012.
g. Digital Television: The Digital TV business provides Direct-to-Home (DTH) TV services
across India under the brand name Airtel digital TV. It started services on 9 October 2008
and had about 7.9 million customers at the end of December 2012.
1.3 Vodafone
Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 16
telecom circles in India. On September 20, 2007 Hutch was rebranded to Vodafone in one of
the biggest brand transition exercises in recent times. The rebranding campaign was created
by Ogilvy and Mather, India who created the popular advertisement campaign for HEL
(Hutchison Essar Limited) with a pug. After successfully rebranding Hutch as Vodafone,
Vodafone Essar started expanding its presence in India. Despite the official name being
Vodafone Essar, its products are simply branded Vodafone. Vodafone Essar started its
operations in India in 1994 and is under the Vodafone Group. The company Vodafone Essar
Limited has become one of the leading companies in the telecom sector in India due to its
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high standard of services that it provides to its customers. It offers both prepaid and post paid
GSM cellular phone coverage throughout India and is especially strong in major metros. It is
owned by Vodafone 52%, Essar group 33% and other Indian nationals 15%. It is the world's
third-largest mobile telecommunications company measured by both subscribers and 2011
revenues (in each case behind China Mobile) and had 439 million subscribers as of December
2011. A product with many different features provides customers with opportunities to chat,
play games, send and receive pictures, change ring tones, receive information about travel
and sporting events, obtain billing information - and soon view video clips and send video
messages. Whereas, Vodafone live provides on-the-move information services. Vodafone
India provides 2.75G services based on 900 MHz and 1800 MHz digital GSM technology.
Vodafone India launched 3G services in the country in the January–March quarter of 2011
and plans to spend up to $500 million within two years on its 3G networks. The marketing
campaigns of Vodafone include Zoozoos, BlackBerry Boys, Pug (network campaign), Chota
Recharge, Delights, etc. It offers both prepaid and post paid GSM cellular phone coverage
throughout India and is especially strong in the major metros. Vodafone’s Wire line Services
are backed by a state-of-the-art network infrastructure, comprising of over 120,000 km of
strong fibre backbone, over 300 Pops spread across more than 130 cities and a Network
Operations Centre for 24x7 performance management. Vodafone Essar Limited has received
many awards over the years such as the Best Mobile Service in India, Most Effective and
Most Creative Advertiser of the Year, and Most Respected Telecom Company. Vodafone
works with icons such as David Beckham to communicate its brand values. The question that
arose was Why David Beckham? Was it because he is a legendary footballer but is that all??
No, he is also a fashion icon and he appeals to many females because of his lifestyle and
fashion icon. Advertising on TV, on billboards, in magazines and in other media outlets
reaches large audiences and spreads the brand image and the message very effectively. This
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is known as above the line promotion. Stores have special offers, promotions and point of
sale posters to attract those inside the stores to buy. Vodafone’s stores, its products and its
staff all project the brand image. Vodafone actively develops good public relations by
sending press releases to national newspapers and magazines to explain new products and
ideas. Vodafone Essar is one of the topmost companies in the telecom sector in India and is
well known for the best quality of products and services offered to its customers. And this is
the reason that the customer base of the company Vodafone Essar Limited has been
increasing at a very rapid pace. The company is planning to launch low price cell phones in
the country and also expand its operations. This is sure to help the company Vodafone Essar
to grow and prosper even more in the future. Vodafone Angel Store is a first of its kind retail
concept store, that is completely managed and run by women employees, including security,
pantry staff, customer service resources and management level personnel. As of 3 September
2013, there are 16 Vodafone Angel Stores across 14 states of India. Stores are currently
operating in Agra, Ahmadabad, Bhubaneswar, Chennai, Delhi, Goa, Haryana, Hyderabad,
Jaipur, Kerala, Kolkata, Lucknow, Mumbai, Mysore, Pune, Shillong, Vadodara and Rajkot.
According to Marten Pieters, Managing Director and CEO, Vodafone India, "The Angel
Stores are a part of Vodafone’s commitment to provide our women employees with one of
the most secure and productive work environment. Additionally, our women customers feel
more welcomed while visiting the store.”
Competitive Analysis Vodafone has veered towards warmth and emotions. Vodafone uses the
powerful visual aspect of advertisement like ZOOZOO and emotional aspect of dog. They are
targeting middle class persons as well the elite as their target audience. ZooZoos are the latest
creation of Vodafone ads, showed during IPL matches. It was created by Ogilvy and Mather,
an international advertising, marketing, and public relations agency. It is aimed at showing
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various value added services of Vodafone. 30 TV commercials for ZooZoo were shot in 10
days. In September 2010, an investigation by Private Eye magazine revealed certain details
of Vodafone's tax avoidance activities. It was reported that Vodafone routed the acquisition
of Mannesmann through a Luxembourg subsidiary, set up to avoid paying tax on the deal,
and continued to place its profits in Luxembourg. Following a long legal struggle
with HMRC (during which a senior HMRC official, John Connors, switched sides to become
head of tax at Vodafone), it was eventually agreed that Vodafone would pay £1.25 billion
related to the acquisition. Based on Vodafone's accounts, experts have estimated the potential
tax bill written off as a result of the negotiations was over £6 billion.
The news of this legal tax avoidance sparked angry protests, beginning in October 2010 and
ongoing as of April 2011, outside Vodafone shops across the UK, organised under the banner
of UK Uncut. The first protests caused the simultaneous closure of over a dozen stores,
including the flagship Oxford Street branch.
In 2011, Private Eye magazine and The Bureau of Investigative Journalism alleged that
Vodafone's Swiss branches were run by a single part-time bookkeeper. The report claimed
hardly any business was done from there, indicating that the main purpose of the Zug office
was tax avoidance. The report claimed the money was borrowed from the Swiss branch of the
Luxembourg company allowing it to take advantage of Luxembourg’s laws, which exempts
foreign branches of companies from tax, and Swiss laws, which almost completely exempt
local branches of foreign companies. According to the expose, this would have otherwise
generated a British tax bill on a little over £2 billion. It said Vodafone publishes a single,
combined set of accounts for its Luxembourg subsidiaries and their Swiss branches. For the
one company, profits worth £1.6 billion were taxed at less than one per cent in 2011, and the
profits are likely to have been attributed to Switzerland. In its response to these allegations,
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Vodafone has said the Swiss branch has not been involved in Vodafone’s global financing for
a number of years. It is, therefore, irrelevant in respect to global financing arrangements.
1.31 Vision and Mission
A. Vision: The vision of Vodafone is to be the world’s mobile communication leader –
enriching customers’ lives, helping individuals, businesses and communities be more
connected in a mobile world.
B. Mission
i. To enhance value for the stakeholders and contribute to society by providing
customers with innovative, affordable and customer friendly communication service.
ii. Through excellence in their services Vodafone aspires to be the most respected and
successful telecommunications company in India.
iii. They aspire to help people of the world to have fuller lives – both through their
services and through the impact they have on the world around them.
1.32 Organisation structure
NAME TITLE
Mr. Marten Pieters CEO
Mr. Analjit Singh Non-Executive Chairman and Partner
Mr. Sunil Sood Chief Operating Officer
Mr. Vittorio A. Colao Independent Director and Chief Executive
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Officer of Vodafone Group
Table 1.1- Organisation Structure of Vodafone
1.33 Market share of Vodafone: Vodafone has a market share of 22.46% in the industry of
telecom sector of India as on January 2013.
1.34 Strength and Weaknesses of Vodafone
A. Strengths
i. It is one of the most popular cellular service providers in India.
ii. High brand visibility.
iii. Strong advertising with ZooZoo concept.
iv. Vodafone is the only Indian operator, with VSNL, that has an international submarine
cable.
B. Weaknesses
i. Untapped Rural Market.
ii. Price competition from BSNL and MTNL.
1.35 Company’s Core Values: Vodafone claims to be obsessed with giving exceptional
customer service. It is hands-on, positive and always looking for fresh ways to deliver. The
essence of who they are underpins their core values. And by listening to the people, they've
found that three things sum up what they're all about:
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a. Speed – we’re focused on bringing innovative new products and services onto the market
quickly
b. Simplicity – we make things easy for our customers, partners and colleagues
c. Trust – we’re reliable and transparent to deal with
1.36 Company’s Objectives/ goals
a. To focus on the customer and lead the product
b. Staying as a leading brand
1.37 Product Range
The various services being offered by Vodafone are as follows:
a. Prepaid, Post-paid, Value-added services: Vodafone owns and operates networks in 21
countries and has partner networks in over 40 additional countries. Its Vodafone Global
Enterprise division provides telecommunications and IT services to corporate clients in over
65 countries.
b. Vodafone Mobile connect USB Modem: Vodafone Mobile Connect USB
Modem branded as Vodem is a product of Vodafone that connects to the broadband internet.
It is connected to the computer via USB which makes the product usable to virtually any
computer, desktop or laptop.
c. Mobile money transfer service: In March 2007, Safari com, which is part owned by
Vodafone and the leading mobile communication provider in Kenya, launched a mobile
payment solution developed by Vodafone. M-PESA is aimed at mobile customers who do not
have a bank account, typically because they do not have access to a bank or their income is
20
insufficient to justify a bank account. The M-PESA system allows customers to deposit and
withdraw cash via local agents, and transfer money to other mobile phone users via SMS. In
February 2012, Vodafone announced a worldwide partnership with Visa. "The Vodafone
mobile wallet represents the next stage of the smart phone revolution," says Vittorio Colao,
Vodafone's group CEO. This will enable Vodafone subscribers to pay for goods and services
using their mobile phones instead of coins and banknotes.
d. mHealth Services: In November 2009, Vodafone announced the creation of a new
business unit focused on the emerging mHealth market (the application of mobile
communications and network technologies to healthcare). One of its early success stories is
with the Novartis-led "SMS for Life" project in Tanzania, for which Vodafone developed and
deployed a text-message based system that enables all of the country’s 4,600 public health
facilities to report their levels of anti-malarial medications so that stock level data can be
viewed centrally in real-time, enabling timely re-supply of stock. During the SMS for Life
pilot, which covered 129 health facilities over six months, stock-outs dropped from 26% to
0.8%, saving thousands of lives. Vodafone has also been active in mHealth from a
philanthropic perspective. The Vodafone Group Foundation is a founder member of the
mHealth Alliance, supporting the adoption of mHealth through policy research and advocacy
and the development of interoperable and sustainable mHealth solutions.
e. Vodafone Live: Vodafone live is a service by which you can use internet on your mobile
and access WAP enabled sites. Vodafone's advanced Mobile X-change email and messaging
services enhance collaboration and keep the colleagues in sync wherever they are. With its
robust nationwide and global network infrastructure, Vodafone has the data and voice
solutions to meet the connectivity needs, whatever they are. Based on Vodafone’s global
21
expertise of the machine-to-machine arena, we customise each solution to suit your business
needs.
1.4 Objective of the study
The basic objective of this research is to study the factors that lead to customer satisfaction
while choosing between Airtel and Vodafone as service providers in Delhi and NCR region.
Moreover the specific objective is:
a. To determine the factors that lead to customer satisfaction in Vodafone and Airtel.
b. To compare the customer satisfaction level of for Vodafone and Airtel as service
providers.
c. To give recommendation to Airtel and Vodafone so as to improve their services.
1.5 Scope of the Study
The focus of the study is limited to the study of consumer behaviour of Airtel and Vodafone
as service providers’ thorough examination of prior research work and secondary data on the
subject to be undertaken. Primary data is proposed to be collected during February – March
2014, to identify the factors of delight. The reliability and validity of the survey instrument
shall be established using SPSS to calculate Cronbach Alpha. The study is focused on the
telecom sector. Geographically study is confined to Delhi and NCR region. . A sample of 100
plus respondents is proposed to be studied for this research. The main scope of this study is to
22
study the comparison between the customer satisfaction of Airtel and Vodafone as service
providers.
1.6 Research Methodology
To achieve the above objectives, it was important to prepare a detailed roadmap of how the
research had to be conducted. This section discusses the details of the research design used,
the sampling technique employed, data collection methods to achieve the objectives and the
tools and techniques used for analysing the data. The research instrument used and its
reliability have also been presented in the succeeding paragraphs.
1.61 Data collection: Both primary and secondary data collection methods will be employed
to conduct the research work. The survey shall be carried out by means of a self-
administered, structured questionnaire.
Other data collection tools:
a. Articles
b. Research Papers
c. Interaction and feedback of customer
1.62 Sampling Technique: Hayes (2008) suggested that sometimes for organizations/firms
that have tens of thousands of customers, it is not possible to get survey data from all their
customers. In fact, for getting the reliable picture of customer’s level of satisfaction and
loyalty, it may not be necessary to survey each and every client. The best approach to analyze
views of a particular land, community or large number of people about a specific product or
service is to develop a sample. This sample represents the entire population. Results from
these samples are used to calculate the customer satisfaction and loyalty for particular
product or service. The sampling technique chosen for the research work is non-probability
convenience sampling. This is because respondents were selected based on their availability
23
for the study. Sampling units are customers of Vodafone and Airtel residing in Delhi and
NCR region.
1.63 Data Analysis: The above aims and objectives were achieved using the methods of
statistical analysis and through investigation of primary and secondary data. The collected
data was analysed by using SPSS software package.
1.64 Tools Used: Data was coded and tabulated using MS Excel. SPSS was used to check
reliability of the research instrument and to carry out the paired T test of the project.
The research methodology can be summarised as under:
Population Customers of Vodafone and Airtel
Sampling frame All customers of Vodafone and Airtel ,Delhi and
NCR Region
Sampling unit Sample unit will be the network users of Vodafone
and Airtel and they were chosen on the basis of
convenience sampling.
Sample size 100 plus (Expected)
Sampling Technique Convenience Sampling
Type of questions Closed ended questions
Statistical tool Paired T test
Table 1.2 - Research Methodology
1.7 Hypothesis
24
The hypothesis that is proposed to be tested during the course of this research work is listed
in this section.
1.81 Association between the customer satisfaction of Vodafone and Airtel:
H10: There is no significant difference between the customer satisfaction of Vodafone and
Airtel.
H11: There is a significant difference between the customer satisfaction of Vodafone and
Airtel.
25
Chapter 2
LITERATURE REVIEW
The focus of this literature review is on the theories and studies associated with the factors
affecting the customer satisfaction while choosing for a telecom service provider. It
endeavours to determine the factors that influence and are used to measure customer
satisfaction in telecom service sectors. All these concepts have been explained using
secondary research on literature available from other researchers.
2.1 A critique on previous research on Customer satisfaction in the Telecom sector in
India
The growth in demand for telecom services in India is not limited to basic telephone services.
India has witnessed rapid growth in cellular, radio paging; value added services, internet and
global communication by sated item (GMPCS) services. The agents of change, as observed
from international perspective, have been broadly categorized into economic structure,
competition policy and technology. Economic reforms and liberalization have driven telecom
sector through several transmission channels of which these three categories are of major
significance.
26
R.C. Upadhyaya and Vashundhra Sharma (2012) in their paper titled ‘A Comparative
Study Of Telecommunication Service Providers BSNL And Airtel Operating In
Gwalior Division India’ state India's telecom sector has shown massive upsurge in the
recent years in all respects of industrial growth. From the status of state monopoly with very
limited growth, it has grown in to the level of an industry. Cellular telephone services have
achieved great commercial success; because users recognize the mobile telephone access can
improve productivity and enhance safety. A new subscriber is opting for cellular services for
personal security, safety and convenience. Increase in demand and the poor quality of
existing telecommunications landline services.
Ali Mohammadi, Kaveh Alikhani, Hoseyn Sariri, Fariborz Parandin, Mehrshad Shamsi
(2012) in their paper titled ‘The Comparison of Global Optimization Methods for Design
of Time Signal in Digital Telecommunication and Introduction of LSA Algorithm’ state
that in digital telecommunication to send symbols corresponding with each symbol, a time
signal is sent and in receiver side, these signals being gathered by channel noise are received
and demodulated. Demodulation is gaining components of time signals on base vectors.
According to the achieved components, the receiver detects the sent symbol. The noise
causes error in detection and in this way optimization equation reduces error probability. The
way to define the sent signals in vector space has direct link with error probability and by
good selection, we can minimize this error. The design of two-dimensional optimized signals
in digital telecommunication was analyzed and simulated by three global optimization
methods. According to the results of simulation, MLSL algorithm does better and had access
to better results.
27
A study titled ‘Exploring the Relationships among Service Quality, Satisfaction, Trust
and Store Loyalty among Retail Customers’ was conducted by Shpetim (2012). The study
aimed to investigate the relationships among service quality, satisfaction,trust, and store
loyalty in a retailing context.The focus of this study was to identify what consumers consider
to be important in terms of the services they receive in a retail setting, and to explore possible
explanations of consumer attitudes and intentions (customer satisfaction, customer trust, and
customer loyalty) due to the perceived services quality. An integrated model which provided
a clear structure of service quality and its impacts on customer satisfaction, customer trust,
and customer loyalty in the retailing setting was presented in the study. Confirmatory factor
analysis (CFA) and structural equation modelling (SEM) were used to analyse the data
collected from a sample of 258 respondents and to empirically test the relationships among
model constructs. The study uncovered relationships between service quality and customer
satisfaction, trust, and loyalty, which retailers can effectively use to allocate their resources
and develop a rational plan to improve their service quality under specific business
circumstances.
Joita Sen (2011) in her paper titled ‘ Rapid emergence of Indian Telecom on the world
map: A study to explore factors accountable for galloping growth of mobile services in
India’ confirms that the most important factors contributing to the success story of mobile
growth is GDP and number of players. However, it invalidated the belief that rising
demographics kindle mobile subscriptions.
Prof. Chetan G. Chaudhari (2011) in his paper titled ‘Determinants of Customer’s
Dissatisfaction for mobile services’ identifies that although the wireless telecommunication
28
services market is growing drastically, mobile service churn is at alarming stage in India. The
most prominent reason for switching mobile services was found to be dissatisfaction with the
mobile services. Growing customer dissatisfaction in mobile services are attributed to many
factors- insufficient network coverage, poor connectivity, call drops etc.
Ashish Dash and Sukesh Kumar (2011) in their paper titled ‘Understanding Users of
Mobile Services in Rural Area: A case of Bishalkhinda village in Odisha’ estimate that
the telecom sector has witnessed significant changes in the policy approach, during the last
two decades. Dash estimated price elasticises of usage demand for cellular phone services in
India for prepaid and post paid subscribers of various categories of circles using panel data.
The findings of this study indicate that the welfare implications of price changes were
positive for India during the study period in 2008.
Kanagasabai Kajendra (2010) in his paper titled ‘Customer Perception of Delivered
Value: A Study of Customers and Vendors of Mobile Phones’ state that reactive
marketers wait to respond to changes as they occur, such as when they are asked by
customers. In contrast, proactive marketers actively influence the changes in the customer’s
desired value by helping the customers interpret the changes in their environment and
respond to those changes.
Oliver (2010) in his paper titled ‘Satisfaction: A Behavioural Perspective on the
Consumer’ brought out that satisfaction was the consumer’s fulfilment response. He
amplified that it was a judgement that a product/service feature, or the product or service
itself, provide (or is providing) a pleasurable level of consumption-related fulfilment,
including levels of over or under fulfilment.
29
Shruti Jain and Kirti Swarup (2009) in their paper titled ‘Effect of advertising on
enhancing Brand personality and consumer buying decisions: A case of Vodafone- A
journey from pug to ZOOZOO’ state that consumers perceive the brands on the dimensions
that typically captures personality of individuals and extent to the domain of brands. The case
study in the paper depicts the advertising strategies of Vodafone; how they have moved from
one campaign to other to influence the brand personalities and carving a market position, it
has also gained competitive advantage along with opening of new segment for the company.
The paper also reflects that the youngsters were the segment which was able to relate to the
personality of ZOOZOO.
Shikha Ojha (2009) conducted a study on “Consumer Awareness of VAS of Telecom
Sector of India”. She analyzed the contribution of the mobile phone services not only at the
national or state level, but also its involvement in an individual's life. She found out that the
less number of users are aware of all the VAS provided by the service providers and thus the
companies should focus on the awareness campaign.
Seth et al (2008), in his study titled “Managing the Customer Perceived Service Quality
for Cellular Mobile Telephone: an Empirical Investigation” analyzed that there is relative
importance of service quality attributes and showed that responsiveness is the most
importance dimension followed by reliability, customer perceived network quality,
assurance, convenience, empathy and tangibles. This would enable the service providers to
focus their resources in the areas of importance. The research resulted in the development of
a reliable and valid instrument for assessing customer perceived service quality for cellular
mobile services.
30
Güngör (2007) in his paper titled ‘Emotional Satisfaction of Customer Contacts’ has
identified four dimensions as part of the customer satisfaction and loyalty process:
Emotional, Cognitive, Transactional and General satisfaction. According to him, while
cognitive satisfaction represented the rational and thinking side of the satisfaction; emotional
satisfaction represented the experiential and feeling side. General satisfaction represented the
overall satisfaction of customers, whereas transactional satisfaction represented the last
transactions, namely the satisfaction with last contact with firms.
Anita Seth (2007) in his study on “Quality of service parameters in cellular mobile
communication” developed a model of service quality and a set of dimensions for
comparative evaluation which could provide useful directions to regulators and service
providers. She explains that in electronic age, the need to manage customer relationships for
profit is a marketing dilemma that many telecommunication companies face.
Girish Taneja and Neeraj Kaushik (2007) conducted a study on “Customers perception
towards Mobile service providers: An analytical study” aims to deduce the factors that
customers perceive to be the most important while utilizing the services of a mobile service
provider. They throw light on the factors that contributed to the growth of telecom sectors.
The studies various initiatives take by government in lien of liberalization, privatization and
de-monopolization initiatives. The trend is expected to continue in the segment as prices are
falling as a result of competition in the segments. The beneficiaries of the competition are the
consumers who are given a wide variety of services.
31
Kalpana and Chinnadurai (2006) in their study titled “Promotional Strategies of Cellular
Services: A Customer Perspective” analyzed that the increasing competition and changing
taste and preferences of the customer’s all over the world are forcing companies to change
their targeting strategies. The study revealed the customer attitude and their satisfaction
towards the cellular services in Coimbatore city
Marine and Blanchard (2005) identifies the reasons for the unexpected boom in mobile
networks. According to them, cell phones, based on Global System for Mobile
Communication (GSM) standard require less investment as compared to fixed lines. Besides
this, a wireless infrastructure has more mobility, sharing of usage, rapid profitability. Besides
this, usage of prepaid cards is the extent of 90% simplifies management of customer base.
Moreover, it is suitable to people’s way of life-rural, urban, and sub-urban subscribers.
According to a paper released by the Associated Chambers of commerce and Industry of
India (2005) it is stated that 30% of the new mobile subscribers added by the operators
worldwide will come from India by 2009.10% of the third generation (3G) subscribers will
be from India by 2011, Indian handset segment could be between US $ 13 billion and US $
15 billion by 2016.It offers a great opportunity for equipment vendors to make India a
manufacturing hub. Indian infrastructure capital expenditure on cellular equipment will be
between 10 to 20% of the investment that will be made by international operators by 2015.
The other proposals included setting up of hardware manufacturing cluster parks, conforming
to global standards and fiscal incentives for telecom manufacturing among others.
B. Hayes (2008) in his book titled Measuring Customer Satisfaction and Loyalty: Survey,
Design, Use and Statistical Analysis Methods states that while cognitive satisfaction
represented the rational and thinking side of the satisfaction; emotional satisfaction
32
represented the experiential and feeling side. General satisfaction represented the overall
satisfaction of customers, whereas transactional satisfaction represented the last transactions,
namely the satisfaction with last contact with firms.
S. Thakur and A. P Singh (2012, May) in their paper titled Brand image, customer
satisfaction and loyalty intention: a study in the context of cosmetic product among the
people of Central India state that satisfaction was the consumer’s fulfilment response. He
amplified that it was a judgement that a product/service feature, or the product or service
itself, provide (or is providing) a pleasurable level of consumption-related fulfilment,
including levels of over or under fulfilment. They mention that the most significant
development since 1999 has been the progressive reduction in tariffs which has been
facilitated by competition through multi operator environment. The most dramatic reduction
in tariff has been from very high Rs. 16 per minute to Rs. 2 per minute.
A.G. Kumar and S.J Manjunath (2012) in their paper titled Customer Satisfaction
derived through Product, Service and Store Image – A Study at Khadims Footwear
Store what consumers consider to be important in terms of the services they receive in a
retail setting, and to explore possible explanations of consumer attitudes and intentions
(customer satisfaction, customer trust, and customer loyalty) due to the perceived services
quality.
2.2 Theoretical Description
The definition of the different variables that researcher came across during the study are
discussed below:
33
2.21 Customer Satisfaction: The Oxford Dictionaries Online states that the word
‘satisfaction’ is derived from Latin word ‘satisfacere’ and means fulfilment of one’s wishes,
expectations, or needs, or the pleasure derived from this. Different authors view customer
satisfaction in different perspectives. Some view it as an outcome, others view it as a process,
and yet others believe it to be a perception, while the rest think it is a measure of how
products and services supplied by a company meet or surpass customer expectation.
Customer satisfaction is a measurement of how pleased customers are with a particular
product or service. Satisfied customers are likely to make repeat purchases and often refer
others. Since a lot of research has been performed in the field of customer satisfaction, many
definitions have been formulated as to what Customer Satisfaction entails. Satisfied
customers are more likely to stay loyal, consume more and are more likely to recommend
their friends to the business.
34
Chapter 3
DATA PRESENTATION AND ANALYSIS
This chapter covers the statistical analysis on data collected using the research instrument.
Analysis of the data was carried out using both MS Excel and SPSS (Statistical Package for
Social Sciences) to understand the difference between the Customer Satisfaction for
Vodafone and Airtel.
3.1 Research Instrument Reliability
A pilot test was carried out to establish the reliability of the research instrument. The
questionnaire was filled by 30 respondents and reliability was checked using SPSS to
calculate the value of Cornbach Alpha. Cronbach's alpha indicates how well the items in a set
are positively correlated to one another. For assessing the internal consistency reliability,
Cronbach’s Alpha was calculated to examine the stability of each factor separately.
Reliability coefficients for each factor were considered acceptable if their value was greater
than or equal to 0.70. The details of the Reliability statistics are as follows:
Case Processing Summary
N %
Cases Valid 30 100.0
Excludeda 0 .0
35
Total 30 100.0
a. List wise deletion based on all variables in the procedure.
Reliability Statistics
Cronbach's
Alpha
N of Items
.827 35
Item-Total Statistics
Scale Mean
if Item
Deleted
Scale
Variance if
Item Deleted
Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
VAR00002 86.7667 168.668 .344 .823
VAR00003 86.2333 169.909 .359 .824
VAR00004 87.3000 173.459 .000 .828
VAR00005 87.3000 173.459 .000 .828
VAR00006 86.6667 170.575 .206 .826
VAR00007 86.7333 169.306 .297 .824
VAR00008 86.2000 171.269 .101 .828
VAR00009 85.6667 165.195 .327 .822
VAR00010 85.2000 159.890 .521 .816
VAR00011 85.2667 154.478 .488 .816
VAR00012 85.5000 156.672 .534 .815
36
VAR00013 85.4333 158.392 .497 .816
VAR00014 85.4333 154.875 .532 .814
VAR00015 85.6000 163.145 .370 .821
VAR00016 85.3000 163.321 .382 .821
VAR00017 85.6000 167.490 .195 .826
VAR00018 85.6667 166.161 .207 .827
VAR00019 85.6667 155.333 .715 .810
VAR00020 85.5333 159.223 .501 .816
VAR00021 85.4000 163.559 .336 .822
VAR00022 85.4667 165.085 .280 .824
VAR00023 85.7333 163.099 .324 .822
VAR00024 85.5333 162.051 .309 .823
VAR00025 85.4333 162.875 .388 .820
VAR00026 85.4333 160.323 .399 .820
VAR00027 85.5000 163.293 .394 .820
VAR00028 85.5333 166.257 .194 .827
VAR00029 85.6000 168.248 .174 .827
VAR00030 85.5000 171.431 .036 .832
VAR00031 85.6667 159.057 .447 .818
VAR00032 85.8000 169.269 .103 .830
VAR00033 85.6667 163.057 .317 .823
VAR00034 85.7000 164.562 .282 .824
VAR00035 85.7333 169.375 .140 .828
VAR00036 85.4333 165.909 .179 .828
37
The pilot test was conducted and relatively high-stability coefficients have been found. These
coefficients indicated the internal consistency of the study. For the pilot test, the value of
Cronbach’s Alpha is .827 of the survey. Since, any instrument having Cornbach Alpha value
greater than 0.7 is acceptable, the questionnaire was found to be reliable to be used for the
study.
3.2 Demographic Profile
Questionnaires were distributed between both male and female having the percentage 60%
and 40% respectively. The respondents, from which data were collected having different
level of age and income. Some of the respondents were single while some were married. The
demographic profile of the 125 respondents is summarised as follows:
Demographic Profile of the respondents
Age No. of Respondents Percentage
Below 18 years 2 1%
18 years – 30 years 65 52%
30 years – 50 years 36 29%
Above 50 years 22 18%
Total 125 100%
Gender No. of Respondents Percentage
Male 75 60%
Female 50 40%
38
Total 125 100%
Monthly income No. of Respondents Percentage
Less than 25000 52 42%
25000- 50000 39 31%
50000- 75000 30 24%
More than 75000 4 3%
Total 125 100%
Marital Status No. of Respondents Percentage
Married 66 53%
Unmarried 59 47%
Total 125 100%
Source: Primary Data
Table 3.1 Demographic Profile of the Respondents
Analysis
Majority of the respondents appear to be youth and middle aged individuals. Though the
sample chosen was a convenience sample, but it appears that both Airtel and Vodafone has
fewer customers in the older age group (above 50 years). This could be due to the reason that
today, mostly youngsters are inclined towards using the tech savvy mobile technologies out
in the market and hence require the mobile services to compliment those, be it for socialising, 39
working or even listening to music. The composition of the sample indicates that the majority
of the respondents are male with 60% as against female with 40%. India, today is still a male
dominated society and so its the man who is the bread earner in most of the houses and hence
requires telecommunication services for the same purposes maybe. 42% of respondents
belong to the lower income bracket (monthly income less than Rs 25,000) and only 3%
respondents belong to the higher income group (monthly income more than Rs 75,000). 53%
of the total respondents for the study were married and 47% were unmarried.
3.3 Mobile Service Brand purchased by respondents
The customers were enquired about the mobile service they are currently using, the one they
prefer and the time period for which they have been using their current mobile services. This
was done in order to get information about the preferences and the market share of the brands
in the selected sample.
Mobile Service Brand purchased by respondents
Brand currently using No. of Respondents Percentage
Airtel 69 55%
Vodafone 56 45%
Others 0 0%
Total 125 100%
Brand Preferred No. of Respondents Percentage
Airtel 69 55%
Vodafone 56 45%
Others 0 0%
40
Total 125 100%
Using for how long No. of Respondents Percentage
Less than 2 yrs 20 16%
2 – 5 yrs 52 42%
5- 10 yrs 45 36%
More than 10 yrs 8 6%
Total 125 100%
Source: Primary Data
Table 3.2 Mobile Service Brand purchased by respondents
Analysis
A majority of 69 respondents are currently using and prefer Airtel over a minority of 56 using
and preferring Vodafone. 42% respondents have been static with their mobile service
provider for 2- 5 yrs, while 36% for 5-10 yrs, 16% for less than 2 yrs and a minimal of 6% of
respondents have stayed with their current mobile service provider for more than 10 yrs.
3.4 Paired T test
Paired T Test was conducted on the primary data that was conducted by the respondents. The
paired t-test is used to compare the values of means from two related samples in this case
sample for Airtel and Vodafone subscribers. The difference between the means of the
samples is unlikely to be equal to zero (due to sampling variation) and the hypothesis test is
designed to answer the question "Is the observed difference sufficiently large enough to
41
indicate that the alternative hypothesis is true?" The answer comes in the form of a
probability - the p-value.
Paired Samples Test
Paired Differences t Df Sig. (2-
tailed)Mean Std.
Deviation
Std.
Error
Mean
95% Confidence
Interval of the
Difference
Lower Upper
Pair 1
VAR00005
-
VAR00006
-.688 8.443 .755 -2.183 .807 -.911 124 .364
Paired Samples Correlations
N Correlatio
n
Sig.
Pair 1VAR00005 and
VAR00006125 -.475 .000
Analysis:
It is seen in the above table that the p value is .364 which is more than 0.05 and hence the
null hypothesis is being accepted indicating there is no significant difference between the
customer satisfaction of Airtel and Vodafone.
3.5 Descriptive Statistics42
The sample mean is the average and is computed as the sum of all the observed outcomes
from the sample divided by the total number of events. The Standard Deviation is a measure
of how spread out the data is from the mean value.
3.51 Comparison of descriptive statistics for various factors constituting Customer
Satisfaction: The following is a tabular representation of all the various aspects that were
ranked by the repondents pretaining to the main services and the supplementary services
being provided by both Airtel and Vodafone.
Objective No. 1: To determine the factors that lead to customer satisfaction in Vodafone
and Airtel.
a. Time taken for restoration of connection
Main Service No of Respondents Total score
Airtel125 296
Vodafone 125 331
Table 3.3 Time taken for restoration of connection
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Vodafone out of 625
was 331 whereas Airtel scored 296 for time taken by them for restoration of their service
connections. Respondents preferred Airtel over Vodafone by a mere difference of 35 points.
b. Problem Solving ability of the executive
43
Main Service No of Respondents Total score
Airtel125 326
Vodafone 125 344
Table 3.4 Problem solving ability of the executive
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Vodafone out of 625
was 344 whereas Airtel scored 326 for the problem solving abilities of their executives.
Respondents preferred Airtel over Vodafone by a mere difference of 18 ponts.
c. Availability of signals/ network
Main Service No of Respondents Total score
Airtel125 310
Vodafone 125 344
Table 3.5 Availability of signals/network
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Vodafone out of 625
was 344 whereas Airtel scored 310 for the availibilty of their signals. Respondents preferred
Airtel over Vodafone by a mere difference of 34 points.
44
d. Voice Clarity
Main Service No of Respondents Total score
Airtel 125 331
Vodafone 125 322
Table 3.6 Voice Clarity
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Airtelout of 625 was
331 whereas Vodafone scored 322 for their network’s voice clarity. Respondents preferred
Vodafone over Airtel by a mere difference of 9 points.
e. Quality of fault repair services
Main Service No of Respondents Total score
Airtel 125 320
Vodafone 125 347
Table 3.7 Quality of fault repair services
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Vodafone out of 625
45
was 347 whereas Airtel scored 320 for their quality of fault repair services. Respondents
preferred Airtel over Vodafone by a mere difference of 27 points.
f. The net pack services
Supplementary
ServiceNo of Respondents Total score
Airtel125 347
Vodafone125 320
Table 3.8 Net pack services
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Airtel out of 625
was 347 whereas Vodafone scored 320 for the supplementary net pack services. Respondents
preferred Vodafone over Airtel by a mere difference of 27 points.
g.The message card (SMS) service
Supplementary
ServiceNo of Respondents Total score
Airtel125 347
Vodafone 125 320
Table 3.9 The message card (SMS) service
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Airtel out of 625
46
was 347 whereas Vodafone scored 320 for their SMS services. Respondents preferred
Vodafone over Airtel by a mere difference of 27 points.
h.The ease of setting a caller tune to one’s contact number
Supplementary
ServiceNo of Respondents Total score
Airtel 125 351
Vodafone 125 317
Table 3.10 The ease of setting a caller tune to one’s contact number
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Airtel out of 625
was 351 whereas Vodafone scored 317 for the ease insetting caller tunes from their telecom
networks. Respondents preferred Vodafone over Airtel by a mere difference of 34 points.
i. The various call rate packages being offered time to time
Supplementary
ServiceNo of Respondents Total score
Airtel125 323
Vodafone 125 338
Table 3.11 the various call rate packages being offered time to time
Interpretation: The 125 respondents marked their level of satisfaction on a scale of 1(very
satisfied) to 5(not satisfied) for both Airtel and Vodafone. Total score of Vodafone out of 625
47
was 338 whereas Airtel scored 323 for the various call rate packages being offered by them to
the subscribers of their respective networks. Respondents preferred Airtel over Vodafone by
a mere difference of 15 points.
3.6 Testing the hypothesis
The test used to test the various hypotheses is paired T test. The test has been applied using
MS Excel and SPSS.
The paired t-test is used to compare the values of means from two related samples in this case
sample for Airtel and Vodafone subscribers. The difference between the means of the
samples is unlikely to be equal to zero (due to sampling variation) and the hypothesis test is
designed to answer the question "Is the observed difference sufficiently large enough to
indicate that the alternative hypothesis is true?" The answer comes in the form of a
probability - the p-value. The p value tells you how likely the difference observed would
occur if sampling from a population in which there is no actual difference. A small p value
tells you that it would be rare to observe such a difference if there is no actual difference
between the variables. From this we might reject the null hypothesis in favour of the
alternative hypothesis - namely, that there is a difference.
Objective No. 2: To compare the customer satisfaction level of for Vodafone and Airtel
as service providers.
3.61 Association between the customer satisfaction of Vodafone and Airtel
H10: There is no significant difference between the customer satisfaction of Vodafone and
Airtel.
48
H11: There is a significant difference between the customer satisfaction of Vodafone and
Airtel.
For testing Hypothesis Paired T test has been applied, the formula for it is:
The top of the formula is the sum of the differences (i.e. the sum of d). The bottom of the
formula reads as:
The square root of the following: n times the sum of the differences squared minus the sum of
the squared differences, all over n-1.
a. The sum of the squared differences: ∑d2 means take each difference in turn,
square it, and add up all those squared numbers.
b. The sum of the differences squared: (∑d)2 means add up all the differences and
square the result.
Brackets around something in a formula mean (do this first), so (∑d)2 means add up all the
differences first, then square the result.
Paired Samples Correlations
N Correlatio
n
Sig.
Pair 1VAR00005 and
VAR00006125 -.475 .000
Paired Samples Test
49
Paired Differences T Df Sig. (2-
tailed)Mean Std.
Deviation
Std.
Error
Mean
95% Confidence
Interval of the
Difference
Lower Upper
Pair 1
VAR00005
-
VAR00006
-.688 8.443 .755 -2.183 .807 -.911 124 .364
Paired Samples Statistics
Mean N Std.
Deviation
Std. Error
Mean
Pair 1
VAR00005 12.87 125 5.059 .453
VAR00006 13.56 125 4.771 .427
Interpretation
It is seen in the above table that the p value is .364 which is more than 0.05 and hence the
null hypothesis is being accepted and Alternate Hypothesis is rejected. The above tables
depict that there is a no significant difference between the customer satisfaction of Airtel and
Vodafone as service providers.
3.7 Summary
50
The chapter attempts to present and analyse the data collected from 125 respondents by
means of a questionnaire. Data collected has been summarised and tabulated using Microsoft
Excel. The data has been presented using tabular representation for ease of understanding.
Descriptive statistics were calculated using Microsoft Excel. Paired T Test was carried out
using SPSS software.
51
Chapter 4
SUMMARY AND CONCLUSION
The present chapter aims to recollect the various phases of the study. A summary of the
research with the main findings has also been presented. Revisiting of objectives is essential
to understand whether the purpose and aim of research has been achieved. Limitations of the
study have been pointed out. Recommendations based on the study have also been presented.
Finally, the chapter throws light on directions for future research.
4.1 Result of the study
The review of previous research work on the subject helped to determine the association of
customer satisfaction for Airtel and Vodafone. The questionnaires were filled by 125
respondents who are or have been subscribers of both Airtel and Vodafone. The descriptive
statistics viz. Paired T test was calculated for each of the service provider. After data was
analyzed,the association and differences between the various services and supplementaryy
services offered by both Airtel and Vodafone was derived. Thus, there was no significant
difference that was analysed between the levels of customer satisfaction that were being
offered by both the service providers. This showed that both the companies have been
successful in catering to the needs of their respective customers.
However, Vodafone has had an upper hand by a very slim margin when it comes to the
supplementary services being offered by it in contrast to those being offered by Airtel. Airtel
should provide better standard of supplemntary services to their customers in order to
increase the customer satisfaction level pertaining to those areas. Whereas, t was determined
that Vodafone lagged behind Airtel when it came to the main services being offered by them.
52
4.2 Findings of the Study
a. It has been statistically verified that there is no significant difference between the customer
satisfaction of Airtel and Vodafone.
b. Majority of consumers are happy with the network services provided by their telecom
service providers.
c. About 47.75% of the customers are satisfied and 18% are extremely satisfied with the
network services provided to them by their respective service providers.
d. It has been observed that Airtel has a slightly upper hand over Vodafone when it comes to
providing the main services such as the time taken for restoration of connection, problem
solving ability of their executives, availability of networks and quality of fault repair.
e. It has been observed that Vodafone has slightly upper hand over Airtel when it comes to
providing supplementary services such as the net pack services, the message card services,
the ease of setting a caller tune to one’s contact number and the voice clarity of the networks.
f. It has been statistically proved through paired T Test that there is no significant difference
between the main services being offered by Airtel and Vodafone.
g. Airtel and Vodafone both give cut-throat competition to each other in the Indian telecom
industry and are well established and trusted by their subscribers. So in order to get ahead of
their competitor they would have to opt for a marketing strategy that is fresh and innovative
enough to lure more customers from the market since the customers that are already using
their respective services are well satisfied with each of their performances.
4.3 Limitations of the Study
The methodology that has been employed might have a few limitations which have been
mentioned as below:
a. Due to limited available time, convenience sampling was used.
53
b. The sample size was restricted to 125 only which acted as a constraint.
c. The sample of research was selected based upon the criterion of being the current or a past
subscriber of both Airtel and Vodafone in Delhi and NCR region.
d. The study was carried out in a very limited time and under a very strict budget so this acts
as a limitation.
e. The responses given by respondents are not always accurate because the respondents give
the response according to their interpretation.
f. Though quantitative approach has been followed in this research, it is still questionable
whether the results are generalizable among all types of consumers each of who have
different intrinsic and extrinsic characteristics that affect their customer satisfaction.
g. Survey is a time consuming process but the time to collect the data for research was very
less.
h. Evaluation is based on the primary data generated through questionnaire and accuracy of
the findings entirely depends on the accuracy of such data and unbiased responses of the
customers.
i. Lack of expertise on the part of the researcher act as a limitation for the researcher.
4.4 Managerial Implications
a. The problem solving ability of its executives needs to be improved and looked into by
Vodafone.
b. Vodafone needs to improve the time taken by it for restoration of connection.
c. Airtel needs to improve the voice clarity of its services.
d. Airtel needs to improve the net pack services that it offers to the customers
e. Vodafone needs to improve the quality of its repair services.
f. Vodafone needs to improve that availability of its networks/signals
54
g. Airtel needs to provide better quality of supplementary services in the message card (SMS)
services, and make the process of setting caller tunes to one’s contact number simpler to use.
4.5 Scope for Future Research
The scope of the present is that the focus of the study is limited to the study of consumer
satisfaction in terms of the main services and the supplementary services being offered by
Airtel and Vodafone. The study is focused on the telecom sector of India. Geographically
study is confined to Delhi and NCR region. The researcher of the present study believes that
the basic questions of the study have been answered. The current study was aimed at yielding
descriptive result of the difference in the customer satisfaction of Airtel and Vodafone.
In view of the above mentioned limitations, there should be mentioned some future avenues
for investigations:
a. The further studies need to refine the sampling method. It would be better if a stratified
random sample would be selected through telephone catalogues and a larger number of
consumers would participate. Of course, such an approach would be time consuming and
involve cost.
b. The further studies can be carried out using longitudinal study design so that the dynamics
of customer satisfaction can be ascertained over time.
c. Future research need to explore and analyse the other variables that impact customer
satisfaction, so as to gain better insight into the factors that drive customer satisfaction in a
telecom sector. Such research should be aimed at arriving at predictive models to analyse the
satisfied behaviour and attitude exhibited by the customer.
d. Future researchers need to keep in mind that time does not become a hindrance for their
research i.e. the research is conducted with ample of time and not with constraint so as to
derive the results fast.
55
e. Finally, it would be of great scientific value if the participants came from all over India,
including both urban and rural areas. Thus, it could be also examined how people other than
citizens of Delhi and NCR perceive the services offered by Airtel and Vodafone and how
their satisfaction is related to it.
f. Since most of the subscribers are young and middle aged people, Airtel and Vodafone can
introduce services focussing on the needs of those age groups.
4.6 Summary
The chapter attempts to summarise and present the findings of this research work. The
limitations of this study have also been enumerated. Further, the avenues for future research
in relation to the subject of the study have also been listed.
56
Chapter 5
RECOMMENDATIONS
The present chapter aims to make some suggestions based on the Analysis and findings of the
study. These suggestions are aimed at improving the service quality of Airtel and Vodafone,
thereby impacting the Customer Satisfaction.
5.1 Recommendations of the study
This research study suggests that managers of Airtel and Vodafone study customer
satisfaction for three reasons. First, managers do not know what aspects of the service have
satisfied the customers and what aspects of the service rendered need improvement. By
measuring customer satisfaction on various dimensions, managers of Airtel and Vodafone
may be able to explain, predict and account for factors that enhance and reduce Customer
satisfaction. Second, Managers of Airtel and Vodafone need to understand what drives a
customer from being satisfied differently by their services as compared to the services being
offered by their competitors in the market. This requires an understanding and exploration of
the various behavioural and attitudinal indicators and factors leading to Customer
satisfaction. Third, Managers may be able to develop a systematic model for establishing a
relationship between Customer satisfaction and the factors affecting them, so as to devise
effective strategies for the future.
The study recommends that the following steps be instituted at Airtel and Vodafone in order
to enhance and differentiate Customer Satisfaction:
a. Since there is no difference in the customer satisfaction of Airtel and Vodafone, both the
service providers must try and differentiate their services from the other in order to have the
competitive advantage of product differentiation.
57
b. Attracting customers is one thing but retaining them is a tedious task which requires great
effort. So in order to maintain a large customer base both these companies have to introduce
new main and supplementary services to enhance their brand.
c. Excessive sales promotions erode quality and image of brand therefore sales promotion as
a strategy should be used in precautious manner so as to balance between its immediate and
long term effects
d. Both Airtel and Vodafone need to bring a change in their services, since they both offer
services of the same nature, which makes the customers indifferent between the two at times.
e. Airtel has a slightly upper hand over Vodafone in main services and so in order to catch up
Vodafone must take the necessary measures in the time taken for restoration of connection,
problem solving ability of their executives, availability of networks and quality of fault
repair.
f. Vodafone has a slightly upper over Airtel in the supplementary services and so in order to
catch up Airtel must take the necessary measures in net pack services, the message card
services, the ease of setting a caller tune to one’s contact number and the voice clarity of the
networks.
g. For those subscribers who have been with the same service provider for a long period of
time an appropriate reward programs that recognise the loyal customers and encourage them
to remain loyal need to be instituted and implemented.
h. The marketing Mix must address the needs of this target segment, so as to improve
Satisfaction. To a large extent this is being achieved, but marketing programs need to be
continuously innovative to stay ahead of the competition.
i. Analysis of buying patterns of various Target segments needs to be carried out and
carefully studied in order to launch appropriate promotional strategies as well as to constantly 58
improve the service variety offered. This will go a long way in enhancing customer
satisfaction.
5.2 Summary
The chapter discusses certain suggestions on the basis of the researcher’s findings. It is
believed that the implementation of these suggestions will lead to a differential customer
satisfaction for Airtel and Vodafone.
59
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62
Appendix ‘A’
Questionnaire
I, Esther Qureshi, a student of Gitarattan International Business School affiliated to Guru
Gobind Singh Indraprastha University, New Delhi. As a part of our academic curriculum I
am undertaking this research titled “A comparative study of customer satisfaction in
Vodafone and Airtel as service providers in Delhi and NCR region.” I would request your
cooperation in form of honest responses. The information provided by you will be kept
confidential and used for research purpose only.
Q1. Name ___________________________________
Q2. Gender:
Male
Female
Q3. Age:
Below 18 years
18-30 years
30-50 years
Above 50 years
63
Q4. Marital Status:
Single
Married
Q5. Income:
Below 25,000 per month
25,000- 50,000 per month
50,000-75,000 per month
Above 75000 per month
Q6. Which mobile company services you are using now a days??
Airtel
Vodafone
Others
Q7. Among them, which Brand you, prefer most?
Airtel
Vodafone
Others
64
Q8. How long you have been using this Brand?
0-2 years
2-5 years
5-10 years
More than 10 years
Please indicate your level of opinion by circling the best option on scale of 1 to 5.
1(Very Satisfied), 2(Satisfied), 3(neutral), 4 (Little satisfied), 5 (not satisfied)
AIRTEL
65
66
MAIN SERVICES
Time taken for restoration of connection 1 2 3 4 5
Problem solving ability of the executive 1 2 3 4 5
Availability of signals/ network 1 2 3 4 5
Voice clarity 1 2 3 4 5
Quality of fault repair service 1 2 3 4 5
SUPPLEMENTARY SERVICES
The net pack services 1 2 3 4 5
The message card (SMS) services 1 2 3 4 5
The ease of setting a caller tune to one’s contact number 1 2 3 4 5
The various call rate packages being offered time to time 1 2 3 4 5
CUSTOMER SATISFACTION
Are you satisfied with the billing performance 1 2 3 4 5
Are you satisfied with the overall service quality 1 2 3 4 5
Are you satisfied with ,maintainability 1 2 3 4 5
Are you satisfied with the grievance redressal 1 2 3 4 5
Are you satisfied with the supplementary and value added
services
1 2 3 4 5
VODAFONE
67
MAIN SERVICES
Time taken for restoration of connection 1 2 3 4 5
Problem solving ability of the executive 1 2 3 4 5
Availability of signals/ network 1 2 3 4 5
Voice clarity 1 2 3 4 5
Quality of fault repair service 1 2 3 4 5
SUPPLEMENTARY SERVICES
The net pack services 1 2 3 4 5
The message card (SMS) services 1 2 3 4 5
The ease of setting a caller tune to one’s contact number 1 2 3 4 5
The various call rate packages being offered time to time 1 2 3 4 5
CUSTOMER SATISFACTION
Are you satisfied with the billing performance 1 2 3 4 5
Are you satisfied with the overall service quality 1 2 3 4 5
Are you satisfied with ,maintainability 1 2 3 4 5
Are you satisfied with the grievance redressal 1 2 3 4 5
Are you satisfied with the supplementary and value added
services
1 2 3 4 5
THANK YOU FOR YOUR PARTICIPATION AND SUPPORT
Annexure ‘B’
Name Gender AgeMarital status Income Q6 Q7
Nitisha 2 2 1 1 2 2Ajayata Jain 2 2 1 1 1 1Reema Mishra 2 2 1 1 2 2Yogita Solanki 2 2 1 1 1 1Utkarsha Aggarwal 2 2 1 1 2 2Gaurav Jindal 1 2 1 1 1 1Vidur 1 2 1 1 2 2Arun Sharma 1 2 1 1 2 2Kartik Arya 1 2 1 1 2 2Vaibhav Sharma 1 2 1 1 2 2Jasminder 1 2 1 1 2 2Seema Garg 2 2 1 1 1 1Shikha Chawla 2 2 1 1 1 1Jagmeet Singh 1 2 1 1 2 2Vinod Kumar 2 2 1 1 2 2Gursimar Kaur 2 2 1 1 1 1Kanika 2 2 1 1 1 1Alok Phartyal 1 2 1 1 1 1Kanika 2 2 1 1 2 2Gurpreet Kaur 2 2 1 1 2 1Khushboo 2 2 1 1 2 2Smriti Khanna 2 2 1 1 2 1Abhishek Bharadwaj 1 2 1 1 2 2Pranav Khullar 1 2 1 1 1 1Shelja 2 2 1 1 1 1Ravi Kapoor 1 2 1 1 2 2Abhishek Rawat 1 2 1 1 2 2Naveen Yadav 1 2 1 1 1 1Varun Sahni 1 2 1 1 2 2
68
Morvena Massey 2 4 1 1 2 2M. Mariappan 1 4 2 1 1 1Ramesh Maseeh 1 4 2 1 1 1Vijay Kumar 1 3 2 1 1 1Prerna Angel Lall 2 2 1 1 2 2Shirley Joseph 2 4 2 2 1 1Franklin John 1 4 2 2 1 1Peter Lal 1 3 2 2 2 2Raj Gupta 1 2 1 2 1 1Hitesh Kumar 1 2 2 2 1 1Rohtash 1 3 2 3 1 1Stuti Pal 2 2 1 1 2 2Abhishek Pal 1 2 1 1 1 1Sushil Vishkarma 1 1 1 1 1 1Dambahadur 1 4 2 1 1 1Vaibhav Sinha 1 2 2 2 1 1Rita Samson Singh 2 3 2 2 1 1Lalita Peter Lal 2 3 2 2 2 2Hemant Singh 1 3 2 2 2 2Pradeep Kumar 1 2 1 1 1 1Subhash Dua 1 2 1 1 1 1Johny RV 1 3 2 4 1 1Sicily John 2 4 2 2 1 1Josy Varghese 2 3 2 2 1 2Edison Philip 1 4 2 2 2 2Sahil Jain 1 2 1 1 2 2Manish Samuel 2 3 2 2 1 1Ajay Pawar 1 3 2 4 1 2Jaya Masih 2 4 2 2 1 2Azeem Qureshi 1 2 1 2 1 1Simone Sunil Pal 2 3 2 2 1 1Prateek Joy Lal 1 2 1 1 2 2Sangeeta Pal 2 3 2 3 2 2Deepika Shivpuri 2 4 2 3 1 1Deepika Mehlawat 2 2 1 1 1 1Sashi Devi 2 3 2 2 2 2Swati Ranjan 2 2 1 2 2 2Anumeha Varma 2 4 2 3 1 1Mira Mathur 2 4 2 3 2 2S. Manoj 1 3 2 3 2 2Kamlesh Rani 2 3 1 3 1 1Surbhi Sabarwal 2 2 1 3 2 2V.P. Semwal 1 4 2 4 1 1
69
Chanchal Bhatnagar 2 4 2 4 1 1Inderpal Singh 1 4 2 4 2 2Neeraj 1 3 2 4 1 1Deepak Joyal 1 2 2 4 1 1Sunita sood 2 4 2 2 2 2Anoop Kumar 1 2 2 2 1 1Annamma 2 4 2 3 2 2Pooja Juyal 1 2 2 2 1 1Mahinder Singh 1 3 2 2 2 1Anil Kumar 1 3 2 4 1 1Lokesh 1 4 2 4 2 2Varun Kumar 1 4 1 4 2 2Rajesh Sumeri 1 4 2 2 1 1Ram Babu 1 4 2 1 2 2Ashok Kumar 1 4 2 1 2 2Dharam Pal 1 3 2 2 1 1A.K. Das 1 3 2 2 1 1Sherey Chopra 1 2 1 2 1 1Katrina 2 2 1 1 1 1Rohan Kotwal 1 2 1 1 2 2Rakesh Mittal 1 2 1 1 1 1Mohan Singh 1 3 2 2 1 1Edward 1 3 2 2 2 2Jagan Thomas 1 3 2 3 2 2Wilson 1 3 2 3 1 1Esther Wilson 2 2 2 2 1 1Miangal Singh 1 3 2 2 1 1Dharam Kapoor 1 3 2 2 1 1Brian Alfred Boye 1 3 1 2 2 2Shahbaz Malhi 1 2 1 4 1 1Mujtaba Khan 1 2 1 3 1 1Harsh Bedi 1 2 1 3 2 2Siddhant Krishan Singh 1 2 1 3 1 1Sushant Singh 1 2 1 3 1 1Humzaa Ali Khan 1 2 1 3 2 2Karan Godara 1 2 1 3 2 2Anas Khan 1 2 1 3 1 1Sakshi Abrol 2 3 2 2 1 1Sonakshi Singh 2 3 2 2 2 2Prerna Peter 2 3 2 2 1 1Sundhus Khan 2 3 2 2 1 1Himani Mittal 2 3 2 2 2 2Sneha Jheetay 2 3 2 2 2 2
70
Deepali Apprajita 2 3 2 2 2 2Ashmita Singh 2 3 2 2 1 1Samreen Wazir 2 3 2 1 1 1Gunraj Singh 1 2 1 1 1 1Kabir Nath 1 2 1 4 2 2Carrisma Dennis 2 2 1 2 2 2Jyoti Burrett 2 2 1 2 1 1Vedant Munshi 1 2 1 2 2 2Sanjay Rao Ayde 1 2 1 4 1 1Rishabh Nagpal 1 2 1 2 2 2
Name Q8 Q9 Q10 Q11 Q12 Q13 Q14Nitisha 3 2 4 5 3 5 3Ajayata Jain 1 2 2 1 1 2 2Reema Mishra 2 3 4 4 3 3 5Yogita Solanki 1 2 2 3 2 2 2Utkarsha Aggarwal 2 3 4 5 4 5 4Gaurav Jindal 3 2 2 1 1 2 3Vidur 1 4 5 5 4 3 2Arun Sharma 3 2 3 1 1 2 3Kartik Arya 3 2 2 3 2 3 1Vaibhav Sharma 2 2 4 3 5 3 5Jasminder 1 3 4 2 2 3 3Seema Garg 2 2 3 2 4 4 3Shikha Chawla 1 2 2 2 2 2 1Jagmeet Singh 3 4 4 5 3 3 2Vinod Kumar 2 3 4 4 4 4 3Gursimar Kaur 2 3 2 3 4 2 1Kanika 3 2 2 1 1 2 2Alok Phartyal 3 1 2 2 2 2 1Kanika 2 3 3 5 3 2 4Gurpreet Kaur 2 3 3 4 2 2 2Khushboo 2 2 3 1 2 3 3Smriti Khanna 2 2 3 2 3 2 3Abhishek Bharadwaj 2 4 3 5 5 4 4Pranav Khullar 2 1 2 3 2 5 1Shelja 2 3 4 4 3 3 4Ravi Kapoor 2 4 3 3 4 3 5Abhishek Rawat 2 4 3 4 3 2 5Naveen Yadav 2 2 2 2 2 2 2Varun Sahni 2 3 4 2 3 1 3Morvena Massey 3 4 5 4 4 5 4
71
M. Mariappan 4 2 2 1 1 1 2Ramesh Maseeh 4 1 2 1 1 2 1Vijay Kumar 4 1 1 1 1 1 1Prerna Angel Lall 2 2 2 3 2 2 1Shirley Joseph 3 1 2 1 2 2 3Franklin John 4 2 3 1 1 2 4Peter Lal 3 2 2 2 4 2 2Raj Gupta 3 2 2 2 2 2 2Hitesh Kumar 2 3 3 2 3 3 3Rohtash 4 1 1 1 1 2 1Stuti Pal 2 2 3 3 2 3 3Abhishek Pal 2 1 1 1 2 2 3Sushil Vishkarma 2 1 1 2 1 2 2Dambahadur 3 2 2 1 2 1 1Vaibhav Sinha 3 1 1 1 1 1 1Rita Samson Singh 2 1 1 1 1 1 1Lalita Peter Lal 3 4 5 4 5 5 5Hemant Singh 2 2 2 3 3 2 2Pradeep Kumar 2 1 1 2 1 1 1Subhash Dua 3 1 1 1 1 2 2Johny RV 2 2 3 2 4 2 2Sicily John 2 2 1 2 1 2 1Josy Varghese 4 4 3 4 4 4 3Edison Philip 4 3 2 2 2 3 3Sahil Jain 2 2 1 2 1 2 2Manish Samuel 4 1 1 1 1 1 1Ajay Pawar 3 4 5 5 5 3 5Jaya Masih 3 1 3 4 4 3 2Azeem Qureshi 3 1 1 1 5 3 2Simone Sunil Pal 2 2 2 3 3 2 2Prateek Joy Lal 1 3 4 4 3 4 3Sangeeta Pal 2 2 3 3 3 3 2Deepika Shivpuri 3 2 3 2 3 3 3Deepika Mehlawat 3 1 2 3 2 2 2Sashi Devi 3 4 4 4 3 3 3Swati Ranjan 2 2 2 2 3 3 2Anumeha Varma 2 2 3 1 1 2 2Mira Mathur 2 4 4 4 4 4 4S. Manoj 2 5 5 5 5 5 5Kamlesh Rani 2 2 2 2 2 2 3Surbhi Sabarwal 2 3 4 3 4 4 4V.P. Semwal 3 2 3 3 3 3 1Chanchal Bhatnagar 3 1 1 1 1 1 1
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Inderpal Singh 3 4 4 4 4 5 3Neeraj 3 2 2 3 2 3 3Deepak Joyal 1 2 3 1 2 1 1Sunita sood 1 3 3 3 3 3 4Anoop Kumar 1 2 1 2 2 3 2Annamma Qureshi 1 2 2 2 2 2 2Pooja Juyal 1 2 2 2 1 2 3Mahinder Singh 1 3 3 3 3 3 3Anil Kumar Sharma 1 2 2 2 3 3 3Lokesh 3 3 3 2 2 2 3Varun Kumar 3 4 4 4 4 4 4Rajesh Sumeri 1 1 1 2 2 1 1Ram Babu 3 4 3 3 5 4 4Ashok Kumar 3 3 2 4 4 4 5Dharam Pal 2 2 3 1 3 3 3A.K. Das 2 1 2 1 1 2 1Sherey Chopra 4 3 3 3 3 3 3Katrina 1 1 2 1 2 2 1Rohan Kotwal 1 3 3 3 3 3 4Rakesh Mittal 2 1 2 1 1 2 2Mohan Singh 3 3 2 1 2 1 2Edward 3 3 3 2 3 2 3Jagan Thomas 3 3 4 2 3 2 3Wilson 3 1 1 2 2 1 2Esther Wilson 3 2 1 1 2 2 2Miangal Singh 3 2 2 1 3 3 3Dharam Kapoor 3 3 3 1 2 3 2Brian Alfred Boye 2 3 3 3 3 2 3Shahbaz Malhi 2 1 1 1 2 1 2Mujtaba Khan 2 2 2 2 1 2 3Harsh Bedi 2 3 3 3 3 3 3Siddhant Krishan Singh 2 1 1 1 1 1 1Sushant Singh 2 2 2 1 1 2 1Humzaa Ali Khan 2 5 5 5 5 5 5Karan Godara 2 4 3 4 4 3 3Anas Khan 2 1 1 1 1 1 1Sakshi Abrol 3 2 3 2 3 3 2Sonakshi Singh 3 3 3 3 3 3 4Prerna Peter 3 1 1 1 1 1 1Sundhus Khan 3 2 3 3 3 2 3Himani Mittal 3 5 5 5 5 5 5Sneha Jheetay 3 2 3 3 3 2 3
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Deepali Apprajita 3 4 4 4 4 4 2Ashmita Singh 3 1 1 1 1 1 1Samreen Wazir 3 2 2 2 2 2 1Gunraj Singh 1 1 1 1 1 1 1Kabir Nath 3 3 4 4 3 3 3Carrisma Dennis 1 4 4 3 3 3 3Jyoti Burrett 1 1 1 1 1 1 1Vedant Munshi 2 5 5 5 5 4 4Sanjay Rao Ayde 3 1 1 1 1 2 2Rishabh Nagpal 1 5 5 5 5 5 5
Name Q15 Q16 Q17 Q18 Q19 Q20 Q21Nitisha 3 4 2 2 4 4 4Ajayata Jain 2 3 2 2 2 2 3Reema Mishra 2 4 2 2 3 2 4Yogita Solanki 3 2 3 2 3 2 2Utkarsha Aggarwal 3 4 5 4 2 3 3Gaurav Jindal 3 2 3 3 2 2 3Vidur 3 2 2 2 2 3 2Arun Sharma 4 2 2 1 2 4 5Kartik Arya 1 2 1 2 1 1 1Vaibhav Sharma 2 3 2 3 2 4 3Jasminder 2 3 2 4 3 3 3Seema Garg 4 2 3 5 4 3 2Shikha Chawla 2 2 2 1 2 1 1Jagmeet Singh 3 3 2 4 3 4 3Vinod Kumar 2 4 2 3 3 4 2Gursimar Kaur 2 2 4 1 3 4 2Kanika 2 2 2 3 2 2 2Alok Phartyal 1 2 2 1 2 2 2Kanika 3 4 3 2 3 4 4Gurpreet Kaur 2 4 2 4 2 1 2Khushboo 4 4 2 2 2 3 3Smriti Khanna 4 4 4 4 2 2 3Abhishek Bharadwaj 3 4 4 4 4 3 3Pranav Khullar 1 3 3 1 1 3 4Shelja 3 2 2 2 3 2 3Ravi Kapoor 4 3 4 3 4 2 3Abhishek Rawat 3 3 4 3 4 3 4Naveen Yadav 2 2 2 2 2 2 2Varun Sahni 3 4 4 3 2 3 4
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Morvena Massey 5 5 4 4 5 5 5M. Mariappan 3 2 2 3 2 2 2Ramesh Maseeh 2 1 1 1 1 2 1Vijay Kumar 1 1 1 1 1 1 1Prerna Angel Lall 2 3 3 3 4 4 4Shirley Joseph 1 2 2 3 3 2 3Franklin John 3 2 3 2 1 1 2Peter Lal 2 2 2 2 2 3 4Raj Gupta 2 2 2 2 2 2 2Hitesh Kumar 3 3 3 3 3 3 2Rohtash 1 1 1 1 1 1 1Stuti Pal 4 2 3 4 3 2 3Abhishek Pal 3 2 2 1 1 2 1Sushil Vishkarma 1 1 1 1 1 2 2Dambahadur 2 2 1 2 2 2 3Vaibhav Sinha 1 1 2 1 1 1 2Rita Samson Singh 3 1 5 1 1 1 3Lalita Peter Lal 3 3 3 4 3 2 3Hemant Singh 2 3 2 2 3 3 3Pradeep Kumar 1 1 2 2 1 1 2Subhash Dua 1 2 2 1 1 1 2Johny RV 1 1 3 2 3 2 2Sicily John 1 2 2 1 1 1 1Josy Varghese 5 4 3 3 3 2 3Edison Philip 1 1 1 3 2 2 3Sahil Jain 1 2 1 3 3 3 3Manish Samuel 1 1 1 1 1 1 1Ajay Pawar 4 5 4 5 4 5 5Jaya Masih 1 4 5 2 1 1 2Azeem Qureshi 3 3 5 1 2 1 3Simone Sunil Pal 2 2 3 2 2 2 2Prateek Joy Lal 3 3 3 3 3 3 3Sangeeta Pal 2 2 3 2 4 5 3Deepika Shivpuri 2 2 3 3 3 2 2Deepika Mehlawat 1 2 3 2 3 3 2Sashi Devi 3 3 3 3 3 3 3Swati Ranjan 2 4 4 4 4 4 4Anumeha Varma 2 2 2 1 1 2 2Mira Mathur 4 4 4 4 4 4 4S. Manoj 5 5 5 5 5 5 5Kamlesh Rani 3 2 1 2 2 2 1Surbhi Sabarwal 3 3 3 3 4 2 3V.P. Semwal 1 1 1 1 1 1 1
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Chanchal Bhatnagar 1 1 1 1 1 1 1Inderpal Singh 3 3 2 3 4 2 3Neeraj 2 1 1 1 2 1 2Deepak Joyal 2 2 2 3 4 3 4Sunita sood 4 4 4 4 3 4 3Anoop Kumar 2 2 2 2 2 2 2Annamma Qureshi 2 2 2 2 2 2 2Pooja Juyal 3 2 3 2 3 1 2Mahinder Singh 3 3 3 3 3 3 3Anil Kumar Sharma 1 1 1 3 3 2 3Lokesh 3 2 2 2 3 3 2Varun Kumar 5 5 3 3 3 3 3Rajesh Sumeri 1 2 2 2 2 2 2Ram Babu 3 4 4 5 4 5 4Ashok Kumar 5 5 5 4 5 4 4Dharam Pal 2 2 3 3 3 3 2A.K. Das 2 1 3 2 1 2 3Sherey Chopra 3 3 3 3 3 3 3Katrina 1 1 1 1 1 1 1Rohan Kotwal 4 4 4 4 4 4 4Rakesh Mittal 1 1 1 1 2 2 2Mohan Singh 1 1 2 2 1 2 1Edward 2 3 4 4 3 4 3Jagan Thomas 2 4 3 5 5 4 3Wilson 1 1 1 2 2 1 1Esther Wilson 1 2 3 3 3 1 2Miangal Singh 2 1 2 3 3 2 3Dharam Kapoor 1 1 2 3 3 2 2Brian Alfred Boye 3 3 4 4 4 4 4Shahbaz Malhi 2 2 1 2 2 3 3Mujtaba Khan 2 3 1 2 3 1 2Harsh Bedi 3 3 3 3 3 3 3Siddhant Krishan Singh 1 1 1 1 1 1 1Sushant Singh 2 1 2 1 1 2 2Humzaa Ali Khan 5 5 5 5 5 5 5Karan Godara 4 4 4 4 4 4 2Anas Khan 1 1 1 1 1 1 1Sakshi Abrol 1 2 3 3 2 2 2Sonakshi Singh 4 4 5 4 5 4 3Prerna Peter 1 1 1 1 1 1 1Sundhus Khan 2 3 2 3 3 2 2Himani Mittal 5 5 5 5 5 4 4
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Sneha Jheetay 4 4 4 3 4 2 4Deepali Apprajita 3 3 3 3 3 4 4Ashmita Singh 1 1 1 1 1 1 1Samreen Wazir 1 1 1 1 2 1 2Gunraj Singh 1 1 1 1 1 1 1Kabir Nath 4 4 5 5 5 5 4Carrisma Dennis 3 3 2 3 2 3 3Jyoti Burrett 1 1 1 2 2 2 2Vedant Munshi 3 4 4 3 3 3 5Sanjay Rao Ayde 1 3 2 2 3 1 1Rishabh Nagpal 5 5 5 5 5 5 5
Name Q22 Q23 Q24 Q25 Q26 Q27 Q28Nitisha 5 4 5 5 5 4 4Ajayata Jain 2 3 3 2 2 3 3Reema Mishra 2 3 4 4 3 3 3Yogita Solanki 2 3 3 3 3 3 3Utkarsha Aggarwal 3 1 2 3 2 4 1Gaurav Jindal 3 1 2 2 2 3 3Vidur 5 2 3 3 2 2 2Arun Sharma 2 3 2 3 2 3 2Kartik Arya 2 2 2 3 3 2 2Vaibhav Sharma 3 2 2 3 2 4 5Jasminder 2 1 1 1 2 2 1Seema Garg 2 4 5 4 5 3 3Shikha Chawla 2 3 3 3 4 3 3Jagmeet Singh 4 1 1 2 3 3 2Vinod Kumar 2 5 5 5 5 5 3Gursimar Kaur 4 3 2 3 2 3 4Kanika 2 1 3 4 5 4 4Alok Phartyal 2 2 3 4 3 2 4Kanika 3 4 2 3 2 2 3Gurpreet Kaur 3 4 2 2 2 1 3Khushboo 2 2 3 2 2 3 1Smriti Khanna 3 3 2 2 1 2 1Abhishek Bharadwaj 4 1 1 2 1 1 2Pranav Khullar 4 3 4 3 4 3 2Shelja 2 2 4 4 3 4 4Ravi Kapoor 3 2 5 2 3 2 3Abhishek Rawat 3 2 4 2 3 2 5Naveen Yadav 2 3 2 3 4 3 4
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Varun Sahni 2 3 2 2 2 2 1Morvena Massey 5 4 1 2 4 3 2M. Mariappan 1 1 5 4 4 4 4Ramesh Maseeh 2 3 4 5 4 5 4Vijay Kumar 1 5 5 5 5 5 5Prerna Angel Lall 4 4 1 2 3 2 2Shirley Joseph 2 4 5 5 3 3 4Franklin John 3 1 2 3 1 2 2Peter Lal 3 3 1 1 1 1 1Raj Gupta 2 2 2 3 2 2 3Hitesh Kumar 3 2 1 1 1 2 2Rohtash 1 1 3 3 3 3 4Stuti Pal 2 2 3 3 3 3 4Abhishek Pal 1 1 4 1 2 3 4Sushil Vishkarma 1 2 3 3 3 4 4Dambahadur 2 4 5 4 4 3 5Vaibhav Sinha 2 4 4 2 4 4 3Rita Samson Singh 1 3 3 3 3 3 3Lalita Peter Lal 4 2 2 2 2 2 2Hemant Singh 3 1 1 1 2 1 2Pradeep Kumar 2 3 2 3 3 3 3Subhash Dua 2 3 2 3 3 4 3Johny RV 2 3 3 4 2 3 3Sicily John 2 4 3 3 4 4 4Josy Varghese 3 2 3 3 3 5 3Edison Philip 3 2 1 2 2 1 1Sahil Jain 3 4 2 1 1 3 3Manish Samuel 1 3 4 3 2 3 2Ajay Pawar 4 5 3 3 4 4 5Jaya Masih 5 5 5 4 5 4 4Azeem Qureshi 1 5 3 2 4 4 2Simone Sunil Pal 2 2 3 3 2 3 2Prateek Joy Lal 3 1 1 2 2 2 1Sangeeta Pal 2 2 1 2 2 3 2Deepika Shivpuri 3 3 2 4 3 2 2Deepika Mehlawat 2 2 3 4 5 3 2Sashi Devi 3 2 2 2 2 2 1Swati Ranjan 4 2 2 2 3 3 2Anumeha Varma 2 4 4 4 4 4 4Mira Mathur 4 2 2 2 2 2 3S. Manoj 5 1 1 1 1 1 1Kamlesh Rani 4 4 4 4 4 4 4Surbhi Sabarwal 3 2 2 1 1 2 3
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V.P. Semwal 1 2 3 3 3 3 3Chanchal Bhatnagar 1 4 4 4 4 3 4Inderpal Singh 3 1 1 1 1 2 2Neeraj 3 3 3 2 1 2 4Deepak Joyal 3 4 4 3 4 2 3Sunita sood 4 3 3 2 2 2 2Anoop Kumar 2 3 4 3 3 2 4Annamma Qureshi 2 1 1 1 1 1 1Pooja Juyal 3 3 4 4 4 5 4Mahinder Singh 3 3 3 3 3 3 3Anil Kumar Sharma 2 3 2 4 3 4 3Lokesh 2 2 3 3 2 2 2Varun Kumar 3 1 1 1 1 2 2Rajesh Sumeri 2 3 3 3 3 3 3Ram Babu 4 2 2 1 1 3 2Ashok Kumar 5 1 2 1 1 1 1Dharam Pal 2 3 3 3 4 3 4A.K. Das 1 4 4 4 4 4 4Sherey Chopra 3 3 3 3 3 3 3Katrina 1 3 3 3 3 3 4Rohan Kotwal 4 2 2 2 2 2 2Rakesh Mittal 1 3 4 4 3 5 5Mohan Singh 1 4 3 3 4 3 3Edward 5 3 2 1 3 3 2Jagan Thomas 4 2 1 1 2 2 1Wilson 1 3 3 4 3 3 4Esther Wilson 3 3 3 3 4 4 2Miangal Singh 2 3 4 4 3 4 5Dharam Kapoor 3 3 4 5 3 3 4Brian Alfred Boye 3 4 3 2 2 2 2Shahbaz Malhi 2 3 3 3 3 4 3Mujtaba Khan 3 3 3 4 2 3 4Harsh Bedi 3 2 2 2 1 2 2Siddhant Krishan Singh 1 4 4 4 4 4 4Sushant Singh 2 3 4 4 2 3 3Humzaa Ali Khan 5 1 1 1 1 2 1Karan Godara 2 2 2 2 2 2 2Anas Khan 1 5 5 5 3 4 3Sakshi Abrol 1 2 3 3 2 2 2Sonakshi Singh 3 2 1 1 1 1 1Prerna Peter 1 2 2 2 2 2 2Sundhus Khan 2 3 3 4 3 4 4
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Himani Mittal 4 3 3 2 2 3 2Sneha Jheetay 5 2 3 3 2 2 2Deepali Apprajita 4 2 2 2 1 2 2Ashmita Singh 1 3 3 3 3 3 3Samreen Wazir 2 4 4 4 3 3 4Gunraj Singh 1 1 1 1 1 1 1Kabir Nath 4 2 2 1 1 1 1Carrisma Dennis 2 2 2 1 1 1 1Jyoti Burrett 1 4 4 4 4 4 4Vedant Munshi 5 1 2 2 2 1 2Sanjay Rao Ayde 2 4 4 5 4 3 4Rishabh Nagpal 5 1 1 1 1 1 1
Name Q29 Q30 Q31 Q32 Q33 Q34 Q35 Q36Nitisha 2 4 5 2 3 4 3 4Ajayata Jain 3 2 2 3 2 1 2 3Reema Mishra 2 3 3 5 4 3 4 4Yogita Solanki 4 3 2 3 5 4 4 5Utkarsha Aggarwal 3 2 3 1 1 4 2 3Gaurav Jindal 2 1 3 2 3 2 1 4Vidur 3 1 1 1 1 2 1 3Arun Sharma 4 1 2 4 2 1 1 4Kartik Arya 1 3 2 1 1 2 2 2Vaibhav Sharma 3 2 4 3 2 2 3 4Jasminder 1 1 1 5 2 3 3 2Seema Garg 4 2 4 4 4 2 3 4Shikha Chawla 2 4 4 4 4 2 3 4Jagmeet Singh 3 3 2 2 1 2 3 4Vinod Kumar 4 2 2 3 4 3 2 3Gursimar Kaur 1 5 5 1 1 2 4 1Kanika 3 4 3 3 3 4 4 3Alok Phartyal 2 3 2 2 3 3 3 2Kanika 2 4 3 2 4 3 2 4Gurpreet Kaur 4 4 2 1 2 1 2 1Khushboo 3 3 1 2 2 2 3 1Smriti Khanna 3 3 2 2 2 2 2 1Abhishek Bharadwaj 2 3 2 2 2 3 1 2Pranav Khullar 2 3 1 2 3 2 3 3Shelja 4 3 4 2 4 5 3 5Ravi Kapoor 2 4 2 2 3 2 3 2Abhishek Rawat 2 3 2 3 2 2 3 2
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Naveen Yadav 4 3 4 3 4 5 3 4Varun Sahni 3 3 2 2 2 3 2 1Morvena Massey 3 2 4 3 3 2 2 1M. Mariappan 4 5 5 5 5 5 3 3Ramesh Maseeh 5 4 4 4 5 5 4 4Vijay Kumar 5 5 5 5 5 5 5 5Prerna Angel Lall 2 1 1 1 1 1 2 2Shirley Joseph 4 3 3 3 3 3 3 2Franklin John 2 3 2 2 3 2 2 1Peter Lal 3 3 2 2 3 2 2 2Raj Gupta 2 2 3 2 3 3 3 3Hitesh Kumar 2 1 2 2 2 1 1 1Rohtash 3 2 2 3 3 2 3 3Stuti Pal 2 4 2 2 3 2 2 1Abhishek Pal 5 4 2 1 2 3 1 2Sushil Vishkarma 4 3 3 3 3 4 4 4Dambahadur 2 4 2 3 4 3 5 3Vaibhav Sinha 2 4 4 4 4 4 4 4Rita Samson Singh 3 3 3 3 3 3 3 3Lalita Peter Lal 1 1 1 1 1 2 2 2Hemant Singh 2 2 2 2 1 1 2 3Pradeep Kumar 3 3 3 3 3 4 4 4Subhash Dua 5 4 3 2 2 4 4 5Johny RV 3 4 2 2 3 3 3 2Sicily John 4 4 4 5 5 4 5 5Josy Varghese 3 3 4 4 5 5 4 3Edison Philip 1 1 1 3 3 3 3 3Sahil Jain 1 3 3 1 1 3 1 3Manish Samuel 3 2 2 3 3 3 4 3Ajay Pawar 4 5 5 4 5 4 5 5Jaya Masih 3 3 3 4 3 4 3 5Azeem Qureshi 3 1 4 5 3 2 3 4Simone Sunil Pal 2 2 2 3 2 3 3 3Prateek Joy Lal 1 1 1 2 3 3 2 3Sangeeta Pal 2 3 2 1 1 2 3 1Deepika Shivpuri 3 4 3 4 4 5 4 3Deepika Mehlawat 4 4 4 3 2 3 2 3Sashi Devi 2 3 2 2 3 2 2 2Swati Ranjan 2 2 2 2 2 2 2 2Anumeha Varma 4 4 4 4 4 4 4 4Mira Mathur 2 2 2 3 3 2 2 2S. Manoj 1 1 1 1 1 1 1 1Kamlesh Rani 4 4 4 4 4 4 4 4
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Surbhi Sabarwal 4 3 4 3 1 2 3 1V.P. Semwal 3 2 4 3 3 4 5 5Chanchal Bhatnagar 3 2 3 3 2 2 3 2Inderpal Singh 2 3 2 3 2 1 1 1Neeraj 4 3 3 3 2 3 2 1Deepak Joyal 3 2 3 4 4 4 4 4Sunita sood 2 2 2 2 2 2 2 2Anoop Kumar 3 4 3 4 4 5 5 5Annamma Qureshi 1 1 1 1 1 1 1 1Pooja Juyal 4 4 5 2 3 3 2 4Mahinder Singh 3 3 3 3 3 3 3 3Anil Kumar Sharma 4 3 4 3 3 3 3 3Lokesh 3 3 1 1 1 1 1 1Varun Kumar 2 1 2 1 2 1 2 2Rajesh Sumeri 3 3 3 3 3 3 3 3Ram Babu 2 2 1 2 1 3 1 1Ashok Kumar 1 2 1 2 1 1 1 2Dharam Pal 4 3 4 4 3 3 4 4A.K. Das 3 4 3 3 3 3 3 3Sherey Chopra 3 3 3 3 3 3 3 3Katrina 3 4 3 3 4 4 3 3Rohan Kotwal 2 2 2 2 2 2 2 2Rakesh Mittal 3 3 3 4 3 5 3 3Mohan Singh 4 3 3 4 3 3 3 4Edward 2 3 2 1 1 2 2 3Jagan Thomas 2 2 2 1 1 2 2 2Wilson 3 3 4 4 3 4 3 3Esther Wilson 2 2 3 2 3 4 2 2Miangal Singh 5 4 3 3 3 3 4 5Dharam Kapoor 4 3 3 4 5 4 3 3Brian Alfred Boye 2 2 2 3 2 1 2 2Shahbaz Malhi 3 3 3 3 3 3 3 3Mujtaba Khan 5 5 4 2 3 3 4 2Harsh Bedi 1 2 2 2 1 1 2 1Siddhant Krishan Singh 4 4 4 4 4 4 4 4Sushant Singh 3 3 2 3 3 3 4 1Humzaa Ali Khan 1 2 2 2 2 2 2 2Karan Godara 2 1 1 1 2 2 3 3Anas Khan 3 3 3 3 3 3 3 3Sakshi Abrol 2 4 4 4 3 4 2 3Sonakshi Singh 2 2 2 1 1 1 1 1Prerna Peter 2 2 2 2 2 2 2 2
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Sundhus Khan 3 5 5 5 2 3 4 3Himani Mittal 2 1 2 1 1 3 2 2Sneha Jheetay 1 1 1 3 1 2 4 2Deepali Apprajita 3 2 3 3 2 2 1 1Ashmita Singh 4 4 4 3 2 3 3 4Samreen Wazir 3 5 5 4 3 5 5 5Gunraj Singh 1 1 1 1 1 1 1 1Kabir Nath 2 1 2 2 1 2 2 2Carrisma Dennis 2 2 2 3 3 3 2 2Jyoti Burrett 4 4 4 4 4 4 4 4Vedant Munshi 3 3 2 2 2 3 2 1Sanjay Rao Ayde 4 5 4 3 3 3 4 4Rishabh Nagpal 1 1 1 1 1 1 1 1
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