Nokia has played a pioneering role in the growth of cellular technology in India, starting with the first-ever cellular call a decade ago, made on a Nokia mobile phone over a Nokia deployed network. Nokia started its India operations in 1995, and presently operates out of offices in New Delhi,Mumbai, Kolkata, Jaipur, Lucknow, Chennai, Bangalore, Hyderabad, Pune and Ahmedabad. The Indian operations comprise of the handsets business; R&D facilities in Bangalore, Hyderabad and Mumbai; a manufacturing plant in Chennai and a Design Studio inBangalore.
Over the years, the company has grown manifold with its manpower strength increasing from 450 people in the year 2004 to over 15000 employees in March 2008 (including Nokia Siemens Networks). Today, India holds the distinction of being the second largest market for the company globally. With the global launch of Ovi, the company’s Internet services brand name, Nokia is renewing itself to be at the forefront of the convergence of internet and mobility. From being a product centric company, Nokia is now focusing to become solutions centric.
The strategic shift is built on Nokia‘s bid to retain consumers and empower Nokia device owners to realize the full potential of the Internet. Nokia will build a suite of Internet based services like Nokia Maps, the Nokia Music Store and Nokia N-Gage around its Ovi brand.
Infrastructure business Nokia Siemens Networks is a leading global enabler of communications services. The company provides a complete, well-balanced product portfolio of mobile and fixed network infrastructure solutions and addresses the growing demand for services with 20,000 service professionals worldwide. Its operations in India include Sales & Marketing, Research & Development, Manufacturing and Global Networks Solutions Centre. Headquartered in Gurgaon, Nokia Siemens Networks has 47 offices and presence in over 170 locations across the country.
R & D centers Nokia has three Research & Development centers in India, based in Hyderabad, Bangalore and Mumbai. These R&D hubs are staffed by engineers who are working on next-generation packet-switched mobile technologies and communications solutions to enhance corporate productivity. The Center in Bangalore, the biggest R&D site in the country comprises S60 Software Organization, Common Technologies, Next Generation now called Maemo Software, Productization and Software & Services. Design Studio
Nokia has set up its first Design Studio in Bangalore in partnership with Srishti School of Art, Design and Technology. The first of its kind, the design studio will give Nokia designers and India‘s talented youth the opportunity to work together on new design ideas for India and the global markets. Manufacturing in India
Nokia has set up its mobile device manufacturing facility in Chennai, India to meet the burgeoning demand for mobile devices in the country. The manufacturing facility is operational with an investment of USD 210 million and currently employs 8000 people. Nokia has recently announced fresh investments to the tune of US $ 75 million towards its manufacturing plant in Sriperumbudur, Chennai for the year 2008.
* To know about the customer satisfaction level associated with the Nokia product and the customer Expectation level. * To increase customer satisfaction and recapture the market share by fulfilling the customer needs. * To study the factors affecting the consumption pattern
Need of the study To study the satisfaction level of consumers towards the Nokia Mobile at Kaliyappa nagar, Sivakasi. Scope 1.This study focus on Features, Appearances, Battery backup and Software compatibility of Nokia. 2. This study help Nokia to recognize the factor which is most satisfied and which factor have more dissatisfaction influencing the consumers to buy the Nokia Mobile Customer’s satisfaction
When we talk about customer satisfaction, we talk about creativity. Creativity allows us to handle or diffuse problems at hand or later on in the process of conducting the everyday business. We talk about how, or rather what, does the organization have to do to gain not only the sale but also the loyalty of the customer. We want to know the payoff of the transaction both in the short and long term. We want to know what our customers want. We want to know if our customers are satisfied. Satisfaction, of course, means that what we delivered to a customer met the customer‘s approval. We want to know if customers are delighted and willing to comeback, and so on. Fleiss and Feldman present examples of that delightful-ness in their writings. Fleiss has written about Ben and Jerry‘s ice cream and Feldman has discussed excellence in a cab ride.As important as delightfulness is, some of us minimize it, or even totally disregard it.
Expectations are very simple and take the form of assumptions, must have, or take it for granted. For example, I expect the airline to be able to take off, fly to my destination, and land safely. I expect to get the correct blood for my blood transfusion. And I expect the bank to deposit my money to my account and to keep a correct tally for me.
Expectations are a step higher than that of level 1 and they require some form of satisfaction through meeting the requirements and/or specifications .For example, I expect to be treated courteously by all airline personnel. I went to the hospital expecting to have my hernia repaired, to be in some pain after it was done, to be out on the same day, and to receive a correct bill. And I went to the bank expecting the bank teller to be friendly, informative, and helpful with my transactions.
Expectations are much higher than for levels 1 and 2.Level 3 requires some kind of delightfulness or a service that is so good that it attracts me to it For example, an airline gives passengers traveling coach class the same superior food service that other airlines provide only for first-class passengers. In fact, I once took a flight where the flight attendants actually baked cookies for us right there on the plane. When I went to the hospital, I expected staff to treat me with respect and they carefully explained things to me. But I was surprised when they called me at home the next day to find out how I was doing. And at my house closing, the bank officer, representing the bank holding my mortgage, not only treated me with respect and answered all my questions about my new mortgage, but just before we shook hands to close the deal, he gave me a housewarming gift.
Hide links within definitions Show links within definitions. Impression in the consumers’ mind of a brand’s total personality (real and imaginary qualities and shortcomings). Brand image is developed over time through advertising campaigns with a consistent theme, and is authenticated through the consumers’ direct experience.
Buyers who are considering a purchase scan their service options and develop a consideration set. Within the consideration set, they develop a hierarchy of brands based on their assessment of Price, Product or Service Features, and Brand Name. Typically, they choose the brand at the top of their hierarchy, if available. If a brand is consistently at the top of their hierarchy, the buyer will be loyal to that brand. We believe consumers try to optimize value within a product or service category. Consumers therefore assign utilities (worth) to price, each relevant performance attribute, and brand equity. Consumers then trade off performance attributes and brand equity against price in order to optimize value. The relationships between the individual values of price, performance attributes and brand equity is summative and equal to total brand value.
The values each respondent places on price, performance attributes, and brand equity define their value equation for a product or service category. We can derive these values at the respondent level using modified trade-off exercises. A key advantage of the Brand Value Model is that it allows the calculation of utilities and importance‘s at the individual consumer level. This acknowledges the highly individual nature of the evaluation of products and services in many categories. Furthermore, it permits an exploration of value structures across existing consumer segments or the development of new segments based on the components of the value equation. We believe the total value of a brand in a particular product/service category is composed of three parts.
One part is due to the physical and readily identifiable (and replicable) features of the brand that delivers specific, tangible benefits to the purchaser, thus impacting purchase choice. We call these the tangible product features. The second part is due to some perceived intrinsic value associated with the brand name due to such things as the image transferred to the purchaser, trust, longevity in the marketplace, social responsibility, consistent performance, and so forth (i.e. the intangibles), and impacting purchase choice. We refer to this as the brand’s equity. The third component is the price/cost of the product. Thus, the total value (or utility) of a product or service is a function of 1.) Its physical, tangible, deliverable features, 2.) its brand equity, and 3.) its price.