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{\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft480\shptop479\shpright489\shpbottom489\shpfhdr0\shpbxpa ge\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz137\shplid1 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 9}}{\sp{\sn geoBottom}{\sv 10}} {\sp{\sn pVerticies}{\sv 8;4;(0,10);(9,10);(9,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft489\shptop479\shpright11752\shpbottom499\shpfhdr0\shpbx page\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz139\shplid2 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 11263}}{\sp{\sn geoBottom}{\sv 20}} {\sp{\sn pVerticies}{\sv 8;4;(0,20);(11263,20);(11263,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft11752\shptop479\shpright11762\shpbottom489\shpfhdr0\shp bxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz141\shplid3 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 10}}{\sp{\sn geoBottom}{\sv 10}} {\sp{\sn pVerticies}{\sv 8;4;(0,10);(10,10);(10,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft11752\shptop479\shpright11762\shpbottom489\shpfhdr0\shp bxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz143\shplid4 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 10}}{\sp{\sn geoBottom}{\sv 10}} {\sp{\sn pVerticies}{\sv 8;4;(0,10);(10,10);(10,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft480\shptop489\shpright500\shpbottom15352\shpfhdr0\shpbx page\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz145\shplid5 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 20}}{\sp{\sn geoBottom}{\sv 14863}} {\sp{\sn pVerticies}{\sv 8;4;(0,14863);(20,14863);(20,0);(0,0)}}

{\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft11752\shptop489\shpright11772\shpbottom15352\shpfhdr0\s hpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz147\shplid6 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 20}}{\sp{\sn geoBottom}{\sv 14863}} {\sp{\sn pVerticies}{\sv 8;4;(0,14863);(20,14863);(20,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft480\shptop15352\shpright489\shpbottom15362\shpfhdr0\shp bxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz149\shplid7 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 9}}{\sp{\sn geoBottom}{\sv 10}} {\sp{\sn pVerticies}{\sv 8;4;(0,10);(9,10);(9,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft480\shptop15352\shpright489\shpbottom15362\shpfhdr0\shp bxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz151\shplid8 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 9}}{\sp{\sn geoBottom}{\sv 10}} {\sp{\sn pVerticies}{\sv 8;4;(0,10);(9,10);(9,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft489\shptop15352\shpright11752\shpbottom15372\shpfhdr0\s hpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz153\shplid9 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 11263}}{\sp{\sn geoBottom}{\sv 20}} {\sp{\sn pVerticies}{\sv 8;4;(0,20);(11263,20);(11263,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft11752\shptop15352\shpright11762\shpbottom15362\shpfhdr0 \shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz155\shplid10 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 10}}{\sp{\sn geoBottom}{\sv 10}} {\sp{\sn pVerticies}{\sv 8;4;(0,10);(10,10);(10,0);(0,0)}}

{\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft11752\shptop15352\shpright11762\shpbottom15362\shpfhdr0 \shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz157\shplid11 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 10}}{\sp{\sn geoBottom}{\sv 10}} {\sp{\sn pVerticies}{\sv 8;4;(0,10);(10,10);(10,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P g2}{\bkmkend Pg2}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0 \sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb228 \sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Chapte r -2: Literature Review \par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2 160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb174\sl-322\slmult0 \up0 \expndtw-4\ charscalex100 \ul0\nosupersub\cf5\f6\fs28 2.1: STUDY RELATED TO TELECOM SECTOR \ par\pard\ql \li2160\ri1660\sb227\sl-360\slmult0\tx2880 \up0 \expndtw-4\charscale x100 2.1.1: Studies Related to Growth And Developments in Indian Telecom \line \tab \up0 \expndtw-4\charscalex100 Sector \par\pard\ql \li2160\sb252\sl-322\slmu lt0 \up0 \expndtw-4\charscalex100 2.1.2: Studies Related To Technology Up grada tion In Telecom Sector \par\pard\ql \li2160\sb238\sl-322\slmult0 \up0 \expndt w-4\charscalex100 2.1.3: Studies on Investment Policy of Telecom Sector \par\pa rd\ql \li2160\sb258\sl-322\slmult0 \up0 \expndtw-3\charscalex100 2.1.4: Studies Relating To Competition in Indian Telecom Service Sector \par\pard\ql \li2160\s b238\sl-322\slmult0 \up0 \expndtw-4\charscalex100 2.1.5: studies related to CRM in services sector \par\pard\ql \li2160\sb258\sl-322\slmult0 \up0 \expndtw-4\ch arscalex100 2.2: STUDY RELATED TO MARKETING STRATEGY \par\pard\ql \li2160\sb238\ sl-322\slmult0 \up0 \expndtw-4\charscalex100 2.2.1: Study Related To Marketing Strategy \par\pard\ql \li2160\sb258\sl-322\slmult0 \up0 \expndtw-4\charscalex100 2.2.2: Study Related To Consumer Behavior \par\pard\ql \li2160\ri2150\sb191\sl -380\slmult0\tx2880 \up0 \expndtw-4\charscalex100 2.3: STUDY RELATED TO SURVEY P ROJECTS ON TELECOM \line\tab \up0 \expndtw-4\charscalex100 SERVICES. \par\pard\q l \li2160\ri2970\sb181\sl-380\slmult0\tx2880 \up0 \expndtw-4\charscalex100 2.4: STUDY RELATED TO MARKETING STRATEGY IN \line\tab \up0 \expndtw-4\charscalex100 T ELECOM SECTOR. \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0 \sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb5 8\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 65 \p ar\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg3}{ \bkmkend Pg3}\par\pard\ql \li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb0\sl828\slmult0 \par\pard\ql\li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb0\sl-82 8\slmult0 \par\pard\ql\li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb816\sl-82 8\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf2\f3\fs72 2.1: \par\pard \ql \li3550\sb332\sl-828\slmult0 \up0 \expndtw0\charscalex97 STUDY RELATED \par\ pard\ql \li6000\sb332\sl-828\slmult0 \up0 \expndtw0\charscalex97 TO \par\pard\ql

\li3310\sb312\sl-828\slmult0 \up0 \expndtw0\charscalex97 TELECOM SECTOR \par\pa rd\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\p ard\ql\li10578\sb47\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub \cf1\f2\fs22 66 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-24 0{\bkmkstart Pg4}{\bkmkend Pg4}\par\pard\ql \li2220\sb0\sl-322\slmult0 \par\pard \ql\li2220\sb0\sl-322\slmult0 \par\pard\ql\li2220\sb0\sl-322\slmult0 \par\pard\q l\li2220\sb228\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf4\ f5\fs28 INTRODUCTION \par\pard\qj \li2160\ri1183\sb226\sl-482\slmult0 \up0 \expn dtw0\charscalex100 \ul0\nosupersub\cf5\f6\fs28 The growth in demand for telecom services in India is not limited to basic \line \up0 \expndtw0\charscalex103 tel ephone services. India has witnessed rapid growth in cellular, radio \line \u p0 \expndtw0\charscalex100 paging; value added services, internet and global com munication by satel \line \up0 \expndtw-4\charscalex100 item \up0 \expndtw0\char scalex104 (GMPCS) services. The agents of change, as observed from \line \up0 \expndtw-5\charscalex100 international perspective, have been broadly cate gorized into economic \line \up0 \expndtw0\charscalex100 structure, competi tion policy and technology. Economic reforms and \line \up0 \expndtw-1\cha rscalex100 liberalization have driven telecom sector through several tran smission \line \up0 \expndtw-4\charscalex100 channels of which these three cate gories are of major significance. \par\pard\qj \li2160\ri1217\sb220\sl-480\slmul t0 \up0 \expndtw0\charscalex100 The effective research cannot be accomplished wi thout critically studying \line \up0 \expndtw0\charscalex103 what already exists in the form of general literature and specific studies. \line \up0 \expndtw0\ch arscalex103 Therefore, it is considered as an important pre-requisite f or actual \par\pard\li2160\sb140\sl-322\slmult0\fi0\tx9003\tx9712 \up0 \expndt w-3\charscalex100 planning and execution of research project. This helps\tab \up0 \expndtw-3\charscalex100 to\tab \up0 \expndtw-3\charscalex100 formulate\par \pard\ql \li2160\sb149\sl-322\slmult0 \up0 \expndtw-5\charscalex100 hypotheses a nd framework for further investigation. In this research, the \par\pard\qj \li 2160\ri1197\sb28\sl-480\slmult0 \up0 \expndtw0\charscalex102 survey of literatur e has been classified into two parts - studies related to \up0 \expndtw-4\chars calex100 telecom sector and studies related to marketing strategies. \par\pard\q j \li2160\ri1203\sb220\sl-480\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosuper sub\cf4\f5\fs28 2.1.1: STUDIES RELATED TO GROWTH AND DEVELOPMENTS \up0 \expndt w-4\charscalex100 IN INDIAN TELECOM SECTOR \par\pard\qj \li2160\ri1221\sb200\sl480\slmult0 \up0 \expndtw0\charscalex104 Muller (1990)\ul0\super\cf6\f7\fs27 1\ ul0\nosupersub\cf5\f6\fs28 in his a research focuses that the success of the mo bile \line \up0 \expndtw-3\charscalex100 commerce can be attributed to the personal nature of wireless devices. \line \up0 \expndtw-4\charscalex100 Add ing to this are its unique features of voice and data transmission and \p ar\pard\li2160\sb149\sl-322\slmult0\fi0\tx7921\tx10367 \up0 \expndtw-4\charscale x100 distinct features like localization, feasibility and\tab \up0 \expndtw-4\ch arscalex100 convenience.\tab \up0 \expndtw-4\charscalex100 The\par\pard\qj \li21 60\ri1182\sb30\sl-480\slmult0 \up0 \expndtw-3\charscalex100 sustained growth of the mobile commerce around the world has been more \line \up0 \expndtw-2\chars calex100 because of the transfer of technology according to the needs of local \up0 \expndtw-3\charscalex100 geography. \par\pard\ql \li10578\sb0\sl253\slmult0 \par\pard\ql\li10578\sb155\sl-253\slmult0 \up0 \expndtw-3\charscalex 100 \ul0\nosupersub\cf1\f2\fs22 67 {\shp {\*\shpinst\shpleft6310\shptop10059\shpright10802\shpbottom10086\shpfhdr0\

shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz227\shplid0 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 4492}}{\sp{\sn geoBottom}{\sv 27}} {\sp{\sn pVerticies}{\sv 8;4;(0,27);(4492,27);(4492,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P g5}{\bkmkend Pg5}\par\pard\qj \li2160\sb0\sl-480\slmult0 \par\pard\qj\li2160\sb0 \sl-480\slmult0 \par\pard\qj\li2160\ri1216\sb104\sl-480\slmult0 \up0 \expndtw0\c harscalex100 \ul0\nosupersub\cf4\f5\fs28 National Telecom Policy (1999)\ul0\supe r\cf6\f7\fs27 2\ul0\nosupersub\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 projecte d a target 75 million telephone \line \up0 \expndtw-4\charscalex100 lines by the year \up0 \expndtw0\charscalex100 2005 and 175 million telephone lines by 2010 has been \par\pard\ql \li2160\sb131\sl-322\slmult0\tx7911 \up0 \expndtw-5\charsc alex100 set. Indian telecom sector has already achieved \tab \up0 \expndtw-3 \charscalex100 100 million lines. With \par\pard\qj \li2160\ri1193\sb48\sl-48 0\slmult0 \up0 \expndtw-2\charscalex100 over 100 million telephone connectio ns and an annual turnover of Rs. \up0 \expndtw-3\charscalex100 61,000 crore s, our present teledensity is around 9.1%. The growth of Indian \up0 \expndtw-4\ charscalex100 telecom network has been over 30% consistently during last 5 years . \par\pard\qj \li2160\ri1196\sb196\sl-485\slmult0 \up0 \expndtw-3\charscalex100 According to \ul0\nosupersub\cf4\f5\fs28 Wellenius and Stern (2001)\ul0\super\c f6\f7\fs27 3\ul0\nosupersub\cf5\f6\fs28 information is regarded today as \line \up0 \expndtw0\charscalex100 a fundamental factor of production, alongside capital and labor. The \line \up0 \expndtw-3\charscalex100 information econ omy accounted for one-third to one-half of gross domestic \line \up0 \expndtw-4\ charscalex100 product \up0 \expndtw0\charscalex101 (GDP) and of employment in Organization for Economic \line \up0 \expndtw-4\charscalex100 Cooperatio n and Development \up0 \expndtw-3\charscalex100 (OECD) countries in the \up 0 \expndtw-2\charscalex100 1980s and is \par\pard\qj \li2160\ri1197\sb0\sl-480 \slmult0 \up0 \expndtw-3\charscalex100 expected to reach 60 percent for the Euro pean Community in the year 2000. \line \up0 \expndtw-2\charscalex100 Information also accounts for a substantial proportion of GDP in the newly \line \up0 \expn dtw-2\charscalex100 industrialized economies and the modern sectors of developin g countries. \par\pard\qj \li2160\ri1175\sb239\sl-482\slmult0 \up0 \expndtw-1\ch arscalex100 \ul0\nosupersub\cf4\f5\fs28 Videsh Sanchar Nigam Limited (VSNL) 16 \ul0\super\cf6\f7\fs27 th\ul0\nosupersub\cf4\f5\fs28 Annual Report (2002)\ul0\ super\cf6\f7\fs27 4 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs28 In dia like many other countries has adopted a gradual approach to telecom \up0 \ expndtw0\charscalex100 sector reform through selective privatization and managed competition in \up0 \expndtw0\charscalex105 different segments of the telec om sector. India introduced private \up0 \expndtw0\charscalex102 competition in value-added services in 1992 followed by opening up of \up0 \expndtw0\chars calex100 cellular and basic services for local area to competition. Competition was \up0 \expndtw0\charscalex100 also introduced in National Long Distance (NLD) and International Long \up0 \expndtw-4\charscalex100 Distance (ILD) at the st art of the current decade. \par\pard\qj \li2160\ri1217\sb200\sl-480\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs28 World Telecommunication Dev elopment Report (2002)\ul0\super\cf6\f7\fs27 5\ul0\nosupersub\cf4\f5\fs28 \ul0 \nosupersub\cf5\f6\fs28 explains that \line \up0 \expndtw-4\charscalex100 networ k expression in India was accompanied by an increase in productivity \line \up0 \expndtw-5\charscalex100 of telecom staff measured in terms of ratio of number o f main lines in \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb 0\sl-253\slmult0 \par\pard\ql\li10578\sb82\sl-253\slmult0 \up0 \expndtw-3\charsc alex100 \ul0\nosupersub\cf1\f2\fs22 68 \par\pard\sect\sectd\fs24\paperw12240\pap erh15840\pard\sb0\sl-240{\bkmkstart Pg6}{\bkmkend Pg6}\par\pard\ql \li2160\sb0\s l-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-

322\slmult0 \par\pard\ql\li2160\sb228\sl-322\slmult0 \up0 \expndtw-4\charscalex1 00 \ul0\nosupersub\cf5\f6\fs28 operation to total number of staff. \par\pard\qj \li2160\ri1208\sb220\sl-490\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub \cf4\f5\fs28 Indian Telecommunication Statistics (2002)\ul0\super\cf6\f7\fs27 6 \ul0\nosupersub\cf5\f6\fs28 in its study showed the long \line \up0 \expndtw-1\c harscalex100 run trend in supply and demand of Direct Exchange Lines (DEL). Pot ential \line \up0 \expndtw-4\charscalex100 demand for telecom \up0 \expndtw-2\ch arscalex100 services is much more than its supply. In eventful \par\pard\qj \li2 160\ri1218\sb0\sl-480\slmult0 \up0 \expndtw0\charscalex100 decade of sect oral r eforms, there has been significant growth in supply of \up0 \expndtw-4\charscal ex100 DEL. \par\pard\qj \li2160\ri1188\sb196\sl-484\slmult0 \up0 \expndtw-5\char scalex100 \ul0\nosupersub\cf4\f5\fs28 Economic Survey, Government of India (2002 -2003)\ul0\super\cf6\f7\fs27 7\ul0\nosupersub\cf5\f6\fs28 has mentioned two \l ine \up0 \expndtw-3\charscalex100 very important goals of telecom sector as de livering low-cost telephony to \line \up0 \expndtw0\charscalex100 the largest nu mber of individuals and delivering low cost high speed \line \up0 \expnd tw0\charscalex100 computer networking to the largest number of firms. The number of \line \up0 \expndtw0\charscalex100 phone lines per 100 persons of t he population which is called teledensity, \line \up0 \expndtw-4\charscalex100 h as improved rapidly from 43.6 in March 2001 to 4.9 in December 2002. \par\pard\q j \li2160\ri1219\sb196\sl-485\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosuper sub\cf4\f5\fs28 Adam Braff, Passmore and Simpson (2003)\ul0\super\cf6\f7\fs27 8\ ul0\nosupersub\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 focus that telecom servi ce \line \up0 \expndtw0\charscalex100 providers even in United States face a sea of troubles. The outlook for US \line \up0 \expndtw-3\charscalex100 wireless ca rriers is challenging. They can no longer grow by acquiring new \line \up0 \exp ndtw-3\charscalex100 customers; in fact, their new customers are likely to be mi grated from other \line \up0 \expndtw-4\charscalex100 carriers. Indeed, churning will account for as much as \up0 \expndtw-4\charscalex100 80% of new \p ar\pard\qj \li2160\ri1210\sb0\sl-480\slmult0 \up0 \expndtw0\charscalex100 custom ers in 2005. At the same time, the carrier\u8223?s Average Revenue per \up0 \exp ndtw-4\charscalex100 User (ARPU) is falling because customers have. \par\pard\qj \li2160\ri1216\sb197\sl-484\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupers ub\cf4\f5\fs28 Dutt and Sundram (2004)\ul0\super\cf6\f7\fs27 9\ul0\nosupersub\cf 5\f6\fs28 studied that in order to boost communication \line \up0 \expndtw0\cha rscalex102 for business, new modes of communication are now being introduced in \line \up0 \expndtw-4\charscalex100 various cities of the country. Cellular Mobi le Phones, Radio Paging, E-mail, \line \up0 \expndtw-4\charscalex100 Voice-mail, Video, Text and Video-Conferencing now operational in many \line \up0 \expndtw2\charscalex100 cities, are a boon to business and industry. Value- added hi-t ech services, \line \up0 \expndtw-5\charscalex100 access to Internet and Introd uction of Integrated Service Digital Network are \par\pard\ql \li10578\sb0\sl-25 3\slmult0 \par\pard\ql\li10578\sb154\sl-253\slmult0 \up0 \expndtw-3\charscalex10 0 \ul0\nosupersub\cf1\f2\fs22 69 \par\pard\sect\sectd\fs24\paperw12240\paperh158 40\pard\sb0\sl-240{\bkmkstart Pg7}{\bkmkend Pg7}\par\pard\ql \li2160\sb0\sl-322\ slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\sl mult0 \par\pard\ql\li2160\sb228\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul 0\nosupersub\cf5\f6\fs28 being introduced in various places in the country. \par \pard\qj \li2160\ri1202\sb225\sl-484\slmult0 \up0 \expndtw0\charscalex102 A stud y by \ul0\nosupersub\cf4\f5\fs28 Jeanette Carless on and Salvador Arias (2004)\ ul0\super\cf6\f7\fs27 10\ul0\nosupersub\cf5\f6\fs28 wireless \up0 \expndtw0\cha rscalex100 substitution is producing significant traffic migration from wi re line to \up0 \expndtw0\charscalex102 wireless and helping to fuel fierce pric e competition, resulting in margin \up0 \expndtw0\charscalex100 squeezes for bot h wire line voice tariffs in organization for Economic Co\up0 \expndtw-2\charsca lex100 operation and Development Countries have fallen by an average of thre e \up0 \expndtw-3\charscalex100 percent per year between 1999 and 2003. \par\par d\qj \li2160\ri1189\sb197\sl-483\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosup ersub\cf4\f5\fs28 T.V. Ramachandran (2005)\ul0\super\cf6\f7\fs27 11\ul0\nosuper sub\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 analysed performance of Indian Tele

com \line \up0 \expndtw0\charscalex100 Industry which is based on volumes r ather than margins. The Indian \line \up0 \expndtw-1\charscalex100 consumer is extremely price sensitive. Various socio-demographic factors-\line \up0 \expn dtw-3\charscalex100 high GDP growth, rising income levels, booming knowledge sector and \line \up0 \expndtw-1\charscalex100 growing urbanization have cont ributed towards tremendous growth of this \line \up0 \expndtw0\charscalex104 sec tor. The instrument that will tie these things together and deliver the \line \u p0 \expndtw-4\charscalex100 mobile revolution to the masses will be 3 Generation (3G) services. \par\pard\qj \li2160\ri1199\sb191\sl-491\slmult0 \up0 \expndtw-4 \charscalex100 \ul0\nosupersub\cf4\f5\fs28 Rajan Bharti Mittal (2005)\ul0\super\ cf6\f7\fs27 12\ul0\nosupersub\cf5\f6\fs28 explains the paradigm shift in the wa y people \up0 \expndtw0\charscalex100 communicate. There are over 1.5 billion mo bile phone users in the world \up0 \expndtw-2\charscalex100 today, more than thr ee times the number of PCOs. India today has the sixth \up0 \expndtw0\charscalex 103 largest telecom network in the world up from 14\ul0\super\cf7\f8\fs27 th\ul 0\nosupersub\cf5\f6\fs28 in 1995, and second \up0 \expndtw0\charscalex100 larg est among the emerging economies. It is also the world\u8223?s 12\ul0\super\cf7\ f8\fs27 th\ul0\nosupersub\cf5\f6\fs28 biggest \up0 \expndtw-4\charscalex100 mar ket with a large pie of $ 6.4 billion. The telecom revolution is propelling \up0 \expndtw0\charscalex100 the growth of India as an economic powerhouse w hile bridging the \up0 \expndtw-4\charscalex100 developed and the developing e conomics. \par\pard\qj \li2160\ri1216\sb219\sl-480\slmult0 \up0 \expndtw0\charsc alex103 \ul0\nosupersub\cf4\f5\fs28 ASEAN India Synergy Sectors (2005)\ul0\supe r\cf6\f7\fs27 13\ul0\nosupersub\cf5\f6\fs28 point out that high quality of \lin e \up0 \expndtw0\charscalex103 telecommunication infrastructure is the pillar of growth for information \line \up0 \expndtw-3\charscalex100 technology (IT) and IT enabled services. Keeping this in view, the focus of \par\pard\ql \li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb95\sl-253\slmult0 \up0 \expndtw-3\chars calex100 \ul0\nosupersub\cf1\f2\fs22 70 \par\pard\sect\sectd\fs24\paperw12240\pa perh15840\pard\sb0\sl-240{\bkmkstart Pg8}{\bkmkend Pg8}\par\pard\qj \li2160\sb0\ sl-486\slmult0 \par\pard\qj\li2160\sb0\sl-486\slmult0 \par\pard\qj\li2160\ri1195 \sb87\sl-486\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf5\f6\fs28 te lecom policy is vision of world class telecommunication services at \li ne \up0 \expndtw0\charscalex107 reasonable rates. Provision of telecom services in rural areas would be \line \up0 \expndtw0\charscalex100 another thrust area t o attain the goal of accelerated economic development \line \up0 \expndtw-3\char scalex100 and social change. Convergence of services is a major new emerging are a. \par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb8\sl-322\slmult 0\tx7185 \up0 \expndtw0\charscalex102 \ul0\nosupersub\cf4\f5\fs28 Aisha Khan a nd Ruche Chaturvedi \tab \up0 \expndtw0\charscalex104 (2005)\ul0\super\cf6\f7\ fs27 14\ul0\nosupersub\cf5\f6\fs28 explain that as the \par\pard\qj \li2160 \ri1184\sb25\sl-484\slmult0 \up0 \expndtw0\charscalex102 competition in telecom area intensified, service providers took new \line \up0 \expndtw0\charsc alex103 initiatives to customers. Prominent among them were celebr ity \line \up0 \expndtw-3\charscalex100 endorsements, loyalty rewards, discount coupons, business solutions and talk \line \up0 \expndtw-4\charscalex100 time sc hemes. The most important consumer segments in the cellular market \line \up0 \e xpndtw-1\charscalex100 were the youth segment and business class segment. The yo uth segment at \line \up0 \expndtw-2\charscalex100 the inaugural session of cell ular summit, \up0 \expndtw-2\charscalex100 2005, the Union Minister for \par\pa rd\ql \li2160\sb130\sl-322\slmult0\tx5041 \up0 \expndtw-4\charscalex100 Communic ations and \tab \up0 \expndtw-3\charscalex100 Information Technology, Dayanidh i Maran had \par\pard\qj \li2160\ri1207\sb23\sl-486\slmult0 \up0 \expndtw-3\ch arscalex100 proudly stated that Indian telecom had reached the landmark of 100 m illion \up0 \expndtw0\charscalex101 telecom subscribers of which 50% were mobile phone users. Whereas in \up0 \expndtw-2\charscalex100 African countries like To go and Cape Verde have a coverage of 90% while \up0 \expndtw-3\charscalex100 Ind ia manages a merely mobile coverage of 20%. \par\pard\qj \li2160\ri1157\sb198\sl -482\slmult0 \up0 \expndtw0\charscalex100 In overview in \ul0\nosupersub\cf4\f5\ fs28 Indian infrastructure Report (2005)\ul0\super\cf6\f7\fs27 15\ul0\nosupersu

b\cf5\f6\fs28 explains India\u8223?s \up0 \expndtw-3\charscalex100 rapidly expa nding telecom sector is continuing to witness stiff competition. \up0 \expndtw0 \charscalex104 This has resulted in lower tariffs and better quality of services . Various \up0 \expndtw0\charscalex104 telecom services-basic, mobile, intern et, national long distance and \up0 \expndtw-4\charscalex100 international l ong distance have seen tremendous growth in year 2005 and \line \up0 \expndtw0\ charscalex102 this growth trend promises to continue electronics and home applia nces \up0 \expndtw0\charscalex102 businesses each of which are expected to be $ 2.5 bn in revenues by that \up0 \expndtw0\charscalex103 year. So, driving forces for manufacturing of handsets by giants in India \up0 \expndtw-3\charscalex100 include-sheer size of India market, its frantic growth rates and above all the \ up0 \expndtw-4\charscalex100 fact that its conforms in global standards. \par\pa rd\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb75\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 71 \par\pard\sect\sectd\fs2 4\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg9}{\bkmkend Pg9}\par\pard \qj \li2160\sb0\sl-482\slmult0 \par\pard\qj\li2160\sb0\sl-482\slmult0 \par\pard\ qj\li2160\ri1212\sb98\sl-482\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupers ub\cf4\f5\fs28 Marine and Blanchard (2005)\ul0\super\cf6\f7\fs27 16\ul0\nosupers ub\cf5\f6\fs28 identifies the reasons for the unexpected \line \up0 \expndtw-3\ charscalex100 boom in mobile networks. According to them, cell phones, based on Global \line \up0 \expndtw-5\charscalex100 System for Mobile Communication (GSM) standard require less investment \line \up0 \expndtw-1\charscalex100 as compare d to fixed lines. Besides this, a wireless infrastructure has more \line \up0 \e xpndtw-4\charscalex100 mobility, sharing of usage, rapid profitability. Besides this, usage of prepaid \line \up0 \expndtw1\charscalex100 cards is the extent of 90% simplifies management of customer base. \line \up0 \expndtw-2\chars calex100 Moreover, it is suitable to people\u8223?s way of life-rural, urban, an d sub-urban \line \up0 \expndtw-4\charscalex100 subscribers. \par\pard\qj \li216 0\ri1203\sb196\sl-485\slmult0 \up0 \expndtw-1\charscalex100 Illustrating the l ead achieved by Gujarat. According to \ul0\nosupersub\cf4\f5\fs28 Business and \up0 \expndtw-4\charscalex100 Economy (2005)\ul0\super\cf6\f7\fs27 17\ul0\ super\cf7\f8\fs27 \ul0\nosupersub\cf5\f6\fs28 the catalyst for Indian mobile o perators in the future will \up0 \expndtw-1\charscalex100 undoubtedly be increas ed marketing and advertisement expenditure, along \up0 \expndtw-1\charscalex100 with better deals for mobile phone users like the previously mentioned full \up0 \expndtw0\charscalex105 talk time Rs. 10 recharge card, will go a long way in n ot only retaining \up0 \expndtw-2\charscalex100 customers but also acquiring the vast market of lowered customers who are \up0 \expndtw0\charscalex100 extremely sticky about value for money and have extremely low loyalties \up0 \expndtw-4\c harscalex100 and almost non-existent switching costs. \par\pard\qj \li2160\ri119 0\sb200\sl-480\slmult0 \up0 \expndtw-3\charscalex100 According to \ul0\nosupersu b\cf4\f5\fs28 Oliver Stehmann (2005)\ul0\super\cf6\f7\fs27 18\ul0\nosupersub\cf5 \f6\fs28 the telecommunications industry is \line \up0 \expndtw-2\charscalex100 characterized by rapid innovation in the service and the transmission market. \l ine \up0 \expndtw0\charscalex100 The legally protected public or private monopol ist does not have the same \line \up0 \expndtw-4\charscalex100 incentive to fost er innovation that would exist in a competitive environment. \line \up0 \expndtw -3\charscalex100 Thus, state intervention based on the natural monopoly argume nt neglects \line \up0 \expndtw-4\charscalex100 dynamic aspects, which are cruc ial in the telecommunications sector. \par\pard\qj \li2160\ri1221\sb220\sl-480\s lmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Marketing White book (2005)\ul0\super\cf6\f7\fs27 19\ul0\nosupersub\cf5\f6\fs28 explains with s upport of detailed data that \line \up0 \expndtw-1\charscalex100 bigger players are close to 20% of the market each. In CDMA market, it is \line \up0 \expndtw-1 \charscalex100 Reliance Infocom and Tata Teleservices are dominating the scene w hereas \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\ slmult0 \par\pard\ql\li10578\sb102\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 72 \par\pard\sect\sectd\fs24\paperw12240\paperh15840 \pard\sb0\sl-240{\bkmkstart Pg10}{\bkmkend Pg10}\par\pard\li2160\sb0\sl-322\slmu lt0\par\pard\li2160\sb0\sl-322\slmult0\par\pard\li2160\sb0\sl-322\slmult0\par\pa

rd\li2160\sb242\sl-322\slmult0\fi0\tx7642\tx8965 \up0 \expndtw0\charscalex101 \u l0\nosupersub\cf5\f6\fs28 Airtel is lead in GSM operators. Between\tab \up 0 \expndtw0\charscalex101 2003 and\tab \up0 \expndtw0\charscalex101 2004, the total\par\pard\qj \li2160\ri1194\sb10\sl-485\slmult0 \up0 \expndtw0\charscalex1 05 subscriber base of the private GSM operators doubled. It rose from 12.6 \line \up0 \expndtw0\charscalex102 million subscribers at the end of March 2003 to 26 .1 million by the end of \line \up0 \expndtw0\charscalex100 March 2004. And yet that 100% growth rate notwithstanding, total industry \line \up0 \expndtw-4\char scalex100 revenue for \up0 \expndtw0\charscalex103 2003-04 was around Rs. 8308 c rores. Compared to Rs. 6400 \line \up0 \expndtw-4\charscalex100 crores that indu stry grossed in 2002-2003, that is an increase of 30%. \par\pard\qj \li2160\ri11 80\sb195\sl-486\slmult0 \up0 \expndtw0\charscalex100 According \ul0\nosupersub\c f4\f5\fs28 Economic Times (2005)\ul0\super\cf6\f7\fs27 20\ul0\nosupersub\cf5\f6\ fs28 Indian mobile phone market is set to \up0 \expndtw-3\charscalex100 surge ah ead since urban India has a teledensity of 30 whereas rural India has \up0 \exp ndtw-2\charscalex100 a teledensity of 1.74. It indicates that the market is on a scent, with more than \up0 \expndtw-4\charscalex100 85000 villages yet is come u nder teleconnectivity. \par\pard\qj \li2160\ri1192\sb198\sl-482\slmult0 \up0 \ex pndtw0\charscalex100 According to a paper released by the \ul0\nosupersub\cf4\f5 \fs28 Associated Chambers of commerce \line \up0 \expndtw0\charscalex105 and Ind ustry of India (2005)\ul0\super\cf6\f7\fs27 21\ul0\nosupersub\cf5\f6\fs28 , it i s stated that 30% of the new mobile \line \up0 \expndtw0\charscalex100 subscribe rs added by the operators worldwide will come from India by \line \up0 \e xpndtw0\charscalex104 2009.10% of the third generation (3G) subscribers will be from India by \line \up0 \expndtw-3\charscalex100 2011, Indian handset segment c ould be between US $ 13 billion and US $ 15 \line \up0 \expndtw0\charscalex100 b illion by 2016.It offers a great opportunity for equipment vendors to make \line \up0 \expndtw-1\charscalex100 India a manufacturing hub. Indian infrastruc ture capital expenditure on \line \up0 \expndtw-1\charscalex100 cellular equi pment will be between 10 to 20% of the investment that will be \line \up0 \expnd tw0\charscalex105 made by international operators by 2015. The other proposals included \line \up0 \expndtw0\charscalex103 setting up of hardware manufacturing cluster parks, conforming to global \line \up0 \expndtw-3\charscalex100 standar ds and fiscal incentives for telecom manufacturing among others. \par\pard\qj \l i2160\ri1193\sb195\sl-486\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\ cf4\f5\fs28 Virat Bahri (2006)\ul0\super\cf6\f7\fs27 22\ul0\nosupersub\cf5\f6\fs 28 explains the viewpoint of Sam Pitroda the Chairman of \line \up0 \expndtw-3\ charscalex100 Worldtel that identifies opportunities for investments in telecomm unications. \line \up0 \expndtw-2\charscalex100 He analyses that there is an i ncreasing role for telecom in e-governance in \line \up0 \expndtw-2\charscalex10 0 India. According to him, technology can be leveraged to take India\u822 3?s \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slm ult0 \par\pard\ql\li10578\sb101\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul 0\nosupersub\cf1\f2\fs22 73 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pa rd\sb0\sl-240{\bkmkstart Pg11}{\bkmkend Pg11}\par\pard\ql \li2160\sb0\sl-322\slm ult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmul t0 \par\pard\ql\li2160\sb228\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\n osupersub\cf5\f6\fs28 development to next level. \par\pard\qj \li2160\ri1189\sb2 25\sl-484\slmult0 \up0 \expndtw0\charscalex103 According to\ul0\nosupersub\cf4\f 5\fs28 Snyder (2006)\ul0\super\cf6\f7\fs27 23\ul0\nosupersub\cf5\f6\fs28 Comm unications is a process that allows \line \up0 \expndtw0\charscalex104 informati on to pass between a sender and one or more receivers and. the \line \up0 \expnd tw0\charscalex103 transfer of meaningful information or ideas from one location to a second \line \up0 \expndtw0\charscalex103 location. Communications is a hum an process; humans communicate by \line \up0 \expndtw0\charscalex102 sending inf ormation between themselves. Whereas, telecommunication is \line \up0 \expndtw-2 \charscalex100 the transmission of data or information over a distance. Tele is a Greek word \line \up0 \expndtw-1\charscalex100 meaning at a distance, far of f. Thus, it classifies smoke signals, semaphore \line \up0 \expndtw0\charscalex1 00 flags, lanterns and signal flares, telegraph systems, televisions, telephones

, \line \up0 \expndtw0\charscalex109 written letters, and hand signals as capabilities that support \line \up0 \expndtw0\charscalex102 telecommu nications. The problems with these communications forms \line \up0 \expndt w-3\charscalex100 include reliability, speed of transmission, and comprehension purposes. \par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb8\sl-322 \slmult0\tx7229 \up0 \expndtw-2\charscalex100 According to \ul0\nosupersub\cf4\f 5\fs28 Rohit Prasad & V.Sridhar \tab \up0 \expndtw0\charscalex101 (2007)\ul0\sup er\cf6\f7\fs27 24\ul0\nosupersub\cf5\f6\fs28 this is one of the first \par\pard \qj \li2160\ri1201\sb23\sl-486\slmult0 \up0 \expndtw-2\charscalex100 such attem pt to analyse the tradeoffs between low market power and \line \up0 \ex pndtw-1\charscalex100 economics of scale for sustained growth of mobile services in the country. \line \up0 \expndtw-1\charscalex100 Our analysis of the data on mobile services in India indicates the existence \line \up0 \expndtw-4\charscal ex100 of economies of scale in this sector. We also calculate the \up0 \expndtw4\charscalex100 upper bound \par\pard\qj \li2160\ri1220\sb0\sl-480\slmult0 \up0 \expndtw0\charscalex105 on the optimal number of operators in each license servi ce area so that \up0 \expndtw-4\charscalex100 policies that make appropriate tra deoffs between competition and efficiency \up0 \expndtw-5\charscalex100 can be f ormulated. \par\pard\qj \li2160\ri1198\sb195\sl-485\slmult0 \up0 \expndtw-4\char scalex100 \ul0\nosupersub\cf4\f5\fs28 Narinder K Chhiber ( 2008)\ul0\super\cf6\f 7\fs27 25\ul0\nosupersub\cf5\f6\fs28 the mobile telecommunication technology is \line \up0 \expndtw-4\charscalex100 evolving \up0 \expndtw0\charscalex101 rapid ly in the world as more people demand mobile services \line \up0 \expndtw0\chars calex100 with longer bandwidth and new innovative services like connecti vity \line \up0 \expndtw0\charscalex100 anywhere, anytime for feature like T.V., Multimedia, Interoperability and \line \up0 \expndtw-3\charscalex100 seamless c onnectivity with all types of protocols and standards, while the 3G \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\q l\li10578\sb101\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1 \f2\fs22 74 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\b kmkstart Pg12}{\bkmkend Pg12}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\q l\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\ li2160\sb228\sl-322\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6 \fs28 services are yet to fully come up. Serious discussion on 4G has started \ par\pard\qj \li2160\ri1220\sb28\sl-480\slmult0 \up0 \expndtw0\charscalex102 .WLA N hot spot have made inroads along with 3G to offer an alternative \up0 \expndtw -4\charscalex100 form of mobile access. \par\pard\qj \li2160\ri1197\sb220\sl-480 \slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf4\f5\fs28 2.1.2: STUD IES RELATED TO TECHNOLOGY UPGRADATION IN \up0 \expndtw-4\charscalex100 TELECOM S ECTOR \par\pard\qj \li2160\ri1193\sb199\sl-482\slmult0 \up0 \expndtw-2\charscale x100 Uehara (1990); King (1990); Glynn (1992); Mutoh (1994)\ul0\super\cf6\f7\fs2 7 26\ul0\super\cf7\f8\fs27 \ul0\nosupersub\cf5\f6\fs28 emphasized \up0 \expndtw 0\charscalex103 that technological changes in the telecom and computers have rad ically \up0 \expndtw0\charscalex100 changed the business scenario. In turn, the new demands of business have \up0 \expndtw-1\charscalex100 spurred many telecom based technological innovations. In order to exploit \up0 \expndtw-3\charscalex1 00 these innovations for competing in global markets, business community has \up 0 \expndtw-1\charscalex100 been putting pressures on governments to revise the p olicy, regulation and \up0 \expndtw0\charscalex104 structure of the telecom sect or. Several countries across the world have \up0 \expndtw-3\charscalex100 respon ded by restructuring the state controlled telecom provider, increasing \up0 \exp ndtw-4\charscalex100 private participation and deregulating service provisions. \par\pard\qj \li2160\ri1201\sb197\sl-484\slmult0 \up0 \expndtw0\charscalex104 \u l0\nosupersub\cf4\f5\fs28 Business Today (1992)\ul0\super\cf6\f7\fs27 27\ul0\no supersub\cf5\f6\fs28 pointed out that due to lack of technical and \up0 \expndt w-1\charscalex100 financial resources especially foreign exchange, the DOT gener ally lagged \up0 \expndtw0\charscalex103 behind in its level of technology. Indi a\u8223?s indigenization program in the \up0 \expndtw-3\charscalex100 switching segment carried out by C-DOT was successful in the introduction \up0 \expndtw0\c harscalex100 of rural exchanges designed especially for Indian conditions charac

terized \up0 \expndtw-4\charscalex100 by dust, heat and humidity. \par\pard\qj \ li2160\ri1218\sb196\sl-485\slmult0 \up0 \expndtw-4\charscalex100 According to \u l0\nosupersub\cf4\f5\fs28 Economic Commission for Europe (2000)\ul0\super\cf6\f7 \fs27 28\ul0\nosupersub\cf5\f6\fs28 this transition of \line \up0 \expndtw0\cha rscalex101 the telecommunication area is mainly technology driven. The borderlin e \line \up0 \expndtw0\charscalex111 between computers and electronics, on the one hand, and \line \up0 \expndtw0\charscalex100 telecommunicatio ns, on the other, is disappearing. This convergence of \line \up0 \expndtw-1\ charscalex100 technologies has led to the acceleration of the innovation process , which is \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb154\s l-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 75 {\shp {\*\shpinst\shpleft6178\shptop3379\shpright10413\shpbottom3405\shpfhdr0\sh pbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz79\shplid0 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 4235}}{\sp{\sn geoBottom}{\sv 26}} {\sp{\sn pVerticies}{\sv 8;4;(0,26);(4235,26);(4235,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P g13}{\bkmkend Pg13}\par\pard\qj \li2160\sb0\sl-480\slmult0 \par\pard\qj\li2160\s b0\sl-480\slmult0 \par\pard\qj\li2160\ri1208\sb104\sl-480\slmult0 \up0 \expndtw0 \charscalex100 \ul0\nosupersub\cf5\f6\fs28 constantly bringing forward new produ cts and services. Besides expanding \up0 \expndtw0\charscalex104 the market pote ntial, this innovation process has also given rise to major \up0 \expndtw-4\char scalex100 changes in industry and the institutional structure. \par\pard\qj \li2 160\ri1157\sb219\sl-482\slmult0 \up0 \expndtw1\charscalex100 \ul0\nosupersub\cf4 \f5\fs28 E Pedersen and Methlie (2002)\ul0\super\cf6\f7\fs27 29\ul0\nosupers ub\cf5\f6\fs28 studied the technology aspect and \line \up0 \expndtw-3\cha rscalex100 explained a comparative view. According to them, a comparison of th e slow \line \up0 \expndtw0\charscalex102 adoption of WAP services in Europe with the successful adoption of \line \up0 \expndtw0\charscalex102 compara ble I-mode services in Japan and technological y simple SMS \line \up0 \ex pndtw-1\charscalex100 based services in Scandinavian suggest that aggregate and technology based \line \up0 \expndtw0\charscalex103 models are insufficient to e xplain the mobile service. Thus, technological \line \up0 \expndtw0\charscalex10 6 models of the supply side need to be supplemented with the views and \line \up 0 \expndtw0\charscalex102 impact of perceptions from the demand side of the mobi le commerce end \line \up0 \expndtw-4\charscalex100 user. \par\pard\qj \li2160\r i1157\sb198\sl-483\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\ fs28 World Telecommunication Development Report (2002)\ul0\super\cf6\f7\fs27 30\ ul0\nosupersub\cf5\f6\fs28 technologies of \up0 \expndtw0\charscalex105 mobile telecommunications and internet are going to set the contours of \up0 \expndtw0\ charscalex107 further technological progress in the current decade. The most rec ently \up0 \expndtw0\charscalex105 initiatives aims at convergence of voice and data received from multiple \up0 \expndtw0\charscalex100 sources both web based and real time video streams in mobile handsets and \up0 \expndtw-4\charscalex100 calling cards have virtual presence possible almost everywhere overcoming \up 0 \expndtw-5\charscalex100 the barriers of distance, topography and remoteness. \par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb8\sl-322\slmult0\t x4299 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Prithipal Singh \tab \up0 \expndtw0\charscalex101 (2004)\ul0\super\cf6\f7\fs27 31\ul0\nosupersu b\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 with the convergence of technolo gies, data \par\pard\qj \li2160\ri1194\sb24\sl-485\slmult0 \up0 \expndtw-2\char scalex100 services are expected to grow exponentially in the years to come. Broa dband \line \up0 \expndtw0\charscalex105 is likely to take a lead in the deve lopment of Indian Telecom Sector. \line \up0 \expndtw0\charscalex106 Broadband

is growing market and offers immense possibilities for \line \up0 \expn dtw0\charscalex100 investment. In Broadband policy, India has envisaged a target of 40 million \line \up0 \expndtw-4\charscalex100 Internet subscribers and 20 m illion broadband subscribers by 2010. \par\pard\ql \li10578\sb0\sl-253\slmult0 \ par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb101\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 76 \par\pard\sect\sec td\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg14}{\bkmkend Pg14}\ par\pard\qj \li2160\sb0\sl-485\slmult0 \par\pard\qj\li2160\sb0\sl-485\slmult0 \p ar\pard\qj\li2160\ri1212\sb90\sl-485\slmult0 \up0 \expndtw0\charscalex100 \ul0\n osupersub\cf4\f5\fs28 P.S. Saran (2004)\ul0\super\cf6\f7\fs27 32\ul0\nosupersub\ cf5\f6\fs28 the telecom technology in India has transformed from \up0 \expndtw0 \charscalex104 manual and electro-mechanical systems to the digital systems. In dia has \up0 \expndtw0\charscalex100 stepped into new millennium by having 100% electronic switching system. \up0 \expndtw-1\charscalex100 The technological cha nges have made way for new services and economics \up0 \expndtw-4\charscalex100 in the provision of telecom services. \par\pard\qj \li2160\ri1213\sb196\sl-484\s lmult0 \up0 \expndtw0\charscalex100 According to \ul0\nosupersub\cf4\f5\fs28 Mat her (2005)\ul0\super\cf6\f7\fs27 33\ul0\nosupersub\cf5\f6\fs28 the challenge, o f course, is that a competitor \line \up0 \expndtw-1\charscalex100 can show up i n one of your established markets with new technology, better \line \up0 \expndt w0\charscalex100 people, a better network of companies for support and a better management \line \up0 \expndtw0\charscalex107 style and steal huge chunks of you r business before you can respond. \line \up0 \expndtw0\charscalex108 Staying at the forefront of all these issues will be the only way to stay \line \up0 \e xpndtw-4\charscalex100 successful. \par\pard\qj \li2160\ri1213\sb200\sl-480\slmu lt0 \up0 \expndtw0\charscalex101 \ul0\nosupersub\cf4\f5\fs28 2.1.3: STUDIES O N INVESTMENT POLICY OF TELECOM \up0 \expndtw-4\charscalex100 SECTOR \par\p ard\qj \li2160\ri1217\sb200\sl-480\slmult0 \up0 \expndtw-1\charscalex100 Moto ( 1990)\ul0\super\cf6\f7\fs27 34\ul0\nosupersub\cf5\f6\fs28 researched the nee d of separate policy, regulation and \line \up0 \expndtw-2\charscalex100 op eration which require changes in legislation \up0 \expndtw-2\charscalex100 - for example the \par\pard\qj \li2160\ri1216\sb0\sl-490\slmult0 \up0 \expndt w0\charscalex103 restructuring the Japanese Nippon Telegraph and Telephone Public \up0 \expndtw0\charscalex102 Corporation and Kokusai Denshin Dewwa was preceded by appropriate \up0 \expndtw-4\charscalex100 changes in legal framework . \par\pard\qj \li2160\ri1200\sb187\sl-485\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Melody (1990)\ul0\super\cf6\f7\fs27 35\ul0\nosupersu b\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 points out that the Indian Government had not addressed \up0 \expndtw-4\charscalex100 the basic \up0 \expndtw-5\chars calex100 requirement necessary for reform and there was no pre-planned \up0 \exp ndtw0\charscalex103 sequence of structural changes which are basic determinants of reform. \up0 \expndtw-1\charscalex100 Therefore, the government, investors and subscribes could expect only \up0 \expndtw-4\charscalex100 marginal bene fits from the reform process. \par\pard\qj \li2160\ri1203\sb200\sl-480\slmult0 \ up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5\fs28 MTNL Report (1991)\ul0\ super\cf6\f7\fs27 36\ul0\nosupersub\cf5\f6\fs28 explains that international bod ies had supplemented \line \up0 \expndtw-4\charscalex100 government resources an d funded expansion and technology up gradation \par\pard\ql \li10578\sb208\sl-25 3\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 77 {\shp {\*\shpinst\shpleft5223\shptop7443\shpright8459\shpbottom7469\shpfhdr0\shp bxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz170\shplid0 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 3236}}{\sp{\sn geoBottom}{\sv 26}} {\sp{\sn pVerticies}{\sv 8;4;(0,26);(3236,26);(3236,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}}

}}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P g15}{\bkmkend Pg15}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\s b0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb2 28\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf5\f6\fs28 prog rammes. \par\pard\qj \li2160\ri1185\sb225\sl-484\slmult0 \up0 \expndtw-3\charsca lex100 \ul0\nosupersub\cf4\f5\fs28 Akwule (1992)\ul0\super\cf6\f7\fs27 37 \ul0\n osupersub\cf5\f6\fs28 researched that in comparison Kenya, which had almost the \up0 \expndtw-1\charscalex100 same level of gross domestic investment as perce ntage of GDP from 1981-\line \up0 \expndtw0\charscalex100 89 raided the telecom investment as a share of GDP from 3.28% to 8.67 in \up0 \expndtw0\charscalex102 1978.The effect of under investment in these sectors was compounded by \up0 \ex pndtw0\charscalex106 the diffusion of these scarce resources over a number of ar eas where no \up0 \expndtw-4\charscalex100 specific area in telecom was develope d. \par\pard\qj \li2160\ri1201\sb196\sl-484\slmult0 \up0 \expndtw-1\charscalex10 0 \ul0\nosupersub\cf4\f5\fs28 Jain and Chhokar (1993)\ul0\super\cf6\f7\fs27 3 8\ul0\nosupersub\cf5\f6\fs28 points out the limitations of capital and \ up0 \expndtw-5\charscalex100 manpower as key constraints. The Athreya\u8223?s Committee\u8223?s report may be \up0 \expndtw0\charscalex102 viewed as an initia tion of a process of examining organizational options. \up0 \expndtw-3\charscale x100 Management incentives which would allow these organizations to increase \u p0 \expndtw-5\charscalex100 profitability and the structural mechanisms which would allow then to raise \up0 \expndtw-6\charscalex100 capital from markets had been sketchily outlined. \par\pard\qj \li2160\ri1200\sb183\sl-500\slmult0 \up0 \expndtw0\charscalex103 \ul0\nosupersub\cf4\f5\fs28 2.1.4: STUDIES RELATING T O COMPETITION IN INDIAN \up0 \expndtw-4\charscalex100 TELECOM SERVICE SECTOR \par\pard\qj \li2160\ri1199\sb197\sl-480\slmult0 \up0 \expndtw-5\charscalex100 Melody (1990)\ul0\super\cf6\f7\fs27 39\ul0\nosupersub\cf5\f6\fs28 points out va rious concerns for the telecom sector covering \up0 \expndtw0\charscalex100 comp etition as important one. Competition is considered more important \up0 \expndt w-3\charscalex100 factor than ownership in introducing efficiency. Further the order in which \up0 \expndtw-4\charscalex100 structural adjustments take place determine the effectiveness. \par\pard\qj \li2160\ri1188\sb197\sl-484\slmult0 \u p0 \expndtw-1\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Donaldson(1994), Jussawa la (1992); Jain, (1995); Wellenius (1995),\ul0\super\cf6\f7\fs27 40 \up0 \exp ndtw0\charscalex102 \ul0\nosupersub\cf5\f6\fs28 recognize that developing countr ies feel the important role a responsive, \up0 \expndtw-3\charscalex100 business oriented, and technologically advanced telecom sector plays in the \up0 \expndt w-2\charscalex100 growth of the economy. Many developing countries accept the limitations \up0 \expndtw-1\charscalex100 of a monolith state monopoly in r esponding to the twin challenges of \up0 \expndtw-4\charscalex100 spurring i nternal growth and competing in global economy. \par\pard\ql \li10578\sb207\sl-2 53\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 78 {\shp {\*\shpinst\shpleft6911\shptop8610\shpright8965\shpbottom8636\shpfhdr0\shp bxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz213\shplid0 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 2054}}{\sp{\sn geoBottom}{\sv 26}} {\sp{\sn pVerticies}{\sv 8;4;(0,26);(2054,26);(2054,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 0}}{\s p{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\s p{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P g16}{\bkmkend Pg16}\par\pard\qj \li2160\sb0\sl-483\slmult0 \par\pard\qj\li2160\s b0\sl-483\slmult0 \par\pard\qj\li2160\ri1207\sb95\sl-483\slmult0 \up0 \expndtw-2 \charscalex100 \ul0\nosupersub\cf5\f6\fs28 According \ul0\nosupersub\cf4\f5\fs28 to Stephen Y. Walters (2003)\ul0\super\cf6\f7\fs27 41\ul0\nosupersub\cf5\f6\fs2 8 the telecommunications industry \up0 \expndtw-2\charscalex100 is being rocked by change fueled by the advent of the tremendous success of \up0 \expndtw1\char

scalex100 the internet and its technologies.. For quite some time, there has been \up0 \expndtw0\charscalex102 competition in the telephony business . Long-distance rates have seen \up0 \expndtw0\charscalex105 continuous decr eases for two decades as new carriers sought to capture \up0 \expndtw0\charscale x102 greater and greater market share. Local carriers have seen competition for \up0 \expndtw-2\charscalex100 interconnecting the networks of large corporate cu stomers and for providing \up0 \expndtw0\charscalex100 them access to long-dis tance services. So, competition and change are not \up0 \expndtw0\charscalex103 new issues in telecommunications. But the internet has forced an entirely \up0 \ expndtw0\charscalex106 new set of changes on the phone business. There are new c arriers, new \up0 \expndtw0\charscalex100 business scenarios, new technologies, and new ways of thinking about end \up0 \expndtw-4\charscalex100 users and the s ervices they seek. \par\pard\qj \li2160\ri1217\sb196\sl-485\slmult0 \up0 \expndt w0\charscalex101 \ul0\nosupersub\cf4\f5\fs28 Shyamal Ghosh (2003)\ul0\super\cf6\ f7\fs27 42\ul0\nosupersub\cf5\f6\fs28 mentions that the most significant develo pment \up0 \expndtw0\charscalex105 since 1999 has been the progressive reductio n in tariffs which has been \up0 \expndtw0\charscalex104 facilitated by competit ion through multi operator environment. The most \up0 \expndtw-2\charscalex100 d ramatic reduction in tariff has been from very high Rs. 16 per minute to Rs. \up 0 \expndtw-4\charscalex100 2 per minute. \par\pard\qj \li2160\ri1194\sb196\sl-48 4\slmult0 \up0 \expndtw0\charscalex106 \ul0\nosupersub\cf4\f5\fs28 N.M. Shanthi( 2005)\ul0\super\cf6\f7\fs27 43\ul0\nosupersub\cf5\f6\fs28 throws light on the fa ctors that contributed to the \line \up0 \expndtw0\charscalex103 growth of telec om sectors. The studies various initiatives take by \line \up0 \exp ndtw-1\charscalex100 government in lien of liberalization, privatization and de-monopolization \line \up0 \expndtw0\charscalex100 initiatives. The trend is expected to continue in the segment as prices are \line \up0 \expndtw0\char scalex102 falling as a result of competition in the segments. The beneficiaries of the \line \up0 \expndtw-3\charscalex100 competition are the consumers who are given a wide variety of services. \par\pard\qj \li2160\ri1201\sb200\sl-480\slmu lt0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Kushan Mitra (2005 )\ul0\super\cf6\f7\fs27 44\ul0\nosupersub\cf5\f6\fs28 analyses various factors contributing to competition \line \up0 \expndtw-2\charscalex100 to Indian Teleco m Industry. Besides lowering of prices, increased efficiency, \par\pard\ql \li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb102\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs 22 79 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmksta rt Pg17}{\bkmkend Pg17}\par\pard\qj \li2160\sb0\sl-480\slmult0 \par\pard\qj\li21 60\sb0\sl-480\slmult0 \par\pard\qj\li2160\ri1214\sb104\sl-480\slmult0 \up0 \expn dtw0\charscalex100 \ul0\nosupersub\cf5\f6\fs28 greater innovation, highly tech i ndustry better quality services are some of \up0 \expndtw0\charscalex103 the rea sons which are boosting competition amongst various telecom \up0 \expndtw -4\charscalex100 service providers. \par\pard\qj \li2160\ri1186\sb220\sl-480\slm ult0 \up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Michael Meltzer (2005)\ul0\nosupersub\cf5\f6\fs28 \ul0\super\cf6\f7\fs27 45\ul0\nosupersub\cf 5\f6\fs28 explain that in electronic age, the need to \up0 \expndtw-2\ch arscalex100 manage customer relationships for profit is a marketing dilemma that many \up0 \expndtw-4\charscalex100 telecommunication companies face. \par\par d\qj \li2160\ri1215\sb199\sl-482\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosu persub\cf4\f5\fs28 Arindham Mukherjee (March, 2006)\ul0\super\cf6\f7\fs27 46\ul0 \nosupersub\cf5\f6\fs28 takes out various case studies like \line \up0 \expndtw 0\charscalex103 Vodafone, Maxis, Telekopm Malaysia, Tatatele etc. to study the rising \line \up0 \expndtw-4\charscalex100 interest of foreigners for investme nt in Indian telecom industry. Various \line \up0 \expndtw-5\charscalex100 reasons of stemming growth can be rising subscriber base, rising teledensity, \l ine \up0 \expndtw-3\charscalex100 rising handset requirements, saturated telecom markets of other countries, \line \up0 \expndtw0\charscalex100 stiff compet ition, requirement of huge capital, high growth curve on \line \up0 \exp ndtw-4\charscalex100 telecom, changing regulatory environment, conducive FDI lim its in telecom \line \up0 \expndtw-5\charscalex100 sector. \par\pard\qj \li2160\

ri1217\sb200\sl-480\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf4\f5 \fs28 OECD (2007)\ul0\super\cf6\f7\fs27 47\ul0\nosupersub\cf4\f5\fs28 \ul0\nosu persub\cf5\f6\fs28 by increasing competition uptake can be mainly realized by \l ine \up0 \expndtw-5\charscalex100 then following incentives \up0 \expndtw-5\ch arscalex100 ; \up0 \expndtw-5\charscalex100 (1) bundling of services, such as offering \par\pard\qj \li2160\ri1155\sb19\sl-482\slmult0 \up0 \expndtw-1\cha rscalex100 telephone line plus broadband access to internet ADSL at signif icantly \line \up0 \expndtw0\charscalex103 reduced price, introducing triple pla y services on the subscriber line and \line \up0 \expndtw-4\charscalex100 promot ing digital T.V. as a revenue source for the fixed line operator. These \line \u p0 \expndtw-2\charscalex100 would however depend on the distance of the subscrib er line from the local \line \up0 \expndtw0\charscalex100 exchange and the quali ty of the copper line. Reducing cost for the second \line \up0 \expndtw0\charsca lex107 line would also be effective. This would lead to reduce prices for the \l ine \up0 \expndtw-3\charscalex100 consumer and reduce churn. (2) Increasing comp etition between broadband \line \up0 \expndtw-3\charscalex100 service providers. (3) Reducing the monthly rates of increased speed internet \line \up0 \expndtw -3\charscalex100 access using ADSL. (4) increasing awareness of the benefits o f ADSL to \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl -253\slmult0 \par\pard\ql\li10578\sb102\sl-253\slmult0 \up0 \expndtw-3\charscale x100 \ul0\nosupersub\cf1\f2\fs22 80 \par\pard\sect\sectd\fs24\paperw12240\paperh 15840\pard\sb0\sl-240{\bkmkstart Pg18}{\bkmkend Pg18}\par\pard\qj \li2160\sb0\sl -486\slmult0 \par\pard\qj\li2160\sb0\sl-486\slmult0 \par\pard\qj\li2160\ri1170\s b87\sl-486\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf5\f6\fs28 the society.(5) increasing the local content on the internet so to attract more \up0 \expndtw1\charscalex100 users in attempt to find killer application that would attract user to \up0 \expndtw-1\charscalex100 indispensable ADS L experience.(6) adopting convergence between wireless \up0 \expndtw-4\charscale x100 or mobile and fixed services. \par\pard\ql \li2230\sb0\sl-322\slmult0 \par\ pard\ql\li2230\sb8\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\ cf4\f5\fs28 2.1.5: STUDIES RELATED TO CRM IN SERVICES SECTOR \par\pard\qj \li2 160\ri1185\sb225\sl-484\slmult0 \up0 \expndtw0\charscalex105 \ul0\nosupersub\cf5 \f6\fs28 As \ul0\nosupersub\cf4\f5\fs28 Navin (1995)\ul0\super\cf6\f7\fs27 4 8\ul0\nosupersub\cf5\f6\fs28 points out, these terms have been used to reflect a \line \up0 \expndtw0\charscalex104 variety of themes and perspectives. Some of these themes offer a narrow \line \up0 \expndtw0\charscalex105 functional marke ting perspective while others offer a perspective that is \line \up0 \expndtw0\c harscalex102 broad and somewhat paradigmatic in approach and orientation. A narr ow \line \up0 \expndtw0\charscalex100 perspective of customer relationship man agement is database marketing \line \up0 \expndtw-3\charscalex100 emphasizing the promotional aspects of marketing linked to database efforts. \par\pard\qj \ li2160\ri1200\sb200\sl-480\slmult0 \up0 \expndtw0\charscalex104 \ul0\nosupersub\ cf4\f5\fs28 (Bickert, 1992)\ul0\super\cf6\f7\fs27 49\ul0\nosupersub\cf5\f6\fs28 Another narrow, yet relevant, viewpoint is to consider \line \up0 \expndtw-2\c harscalex100 CRM only as customer retention in which a variety of after marketin g tactics \line \up0 \expndtw-2\charscalex100 is used for customer bonding or st aying in touch after the sale is made. \par\pard\qj \li2160\ri1203\sb196\sl-486\ slmult0 \up0 \expndtw1\charscalex100 \ul0\nosupersub\cf4\f5\fs28 (Vavra 1992).\ ul0\super\cf6\f7\fs27 50\ul0\nosupersub\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 A more popular approach with recent application of \up0 \expndtw0\chars calex100 information technology is to focus on individual or one-to-one relatio nship \up0 \expndtw-2\charscalex100 with customers that integrate database knowl edge with a long-term customer \up0 \expndtw-3\charscalex100 retention and growt h strategy \par\pard\qj \li2160\ri1214\sb196\sl-484\slmult0 \up0 \expndtw-2\char scalex100 \ul0\nosupersub\cf4\f5\fs28 (Peppers and Rogers, 1993)\ul0\super\cf6\f 7\fs27 51\ul0\nosupersub\cf5\f6\fs28 . Thus, \ul0\nosupersub\cf4\f5\fs28 Shani a nd Chalasani (1992)\ul0\nosupersub\cf5\f6\fs28 define \line \up0 \expndtw0\char scalex100 relationship marketing as \u8220?an integrated effort to identify, m aintain, and \line \up0 \expndtw0\charscalex102 build up a network with indivi dual consumers and to continuously \line \up0 \expndtw0\charscalex100 st

rengthen the network for the mutual benefit of both sides, through \li ne \up0 \expndtw0\charscalex100 interactive, individualized and value-added cont acts over a long period of \line \up0 \expndtw-4\charscalex100 time\ul0\nosupers ub\cf4\f5\fs28 \u8221?. \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li 10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb181\sl-253\slmult0 \up0 \expndtw -3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 81 \par\pard\sect\sectd\fs24\paperw 12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg19}{\bkmkend Pg19}\par\pard\qj \l i2160\sb0\sl-480\slmult0 \par\pard\qj\li2160\sb0\sl-480\slmult0 \par\pard\qj\li2 160\ri1168\sb104\sl-480\slmult0\tx3306 \up0 \expndtw-4\charscalex100 \ul0\nosupe rsub\cf4\f5\fs28 Jackson \tab \up0 \expndtw-1\charscalex100 (1985)\ul0\super\cf6 \f7\fs27 52\ul0\nosupersub\cf5\f6\fs28 applies the individual account conc ept in industrial \line\up0 \expndtw-3\charscalex100 markets to suggest CRM t o mean, \u8220?Marketing oriented toward strong lasting \line \up0 \expndtw-4\ch arscalex100 relationships with individual accounts\u8221?. \par\pard\qj \li2160\ ri1214\sb220\sl-480\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf4\f5 \fs28 McKenna (1991)\ul0\super\cf6\f7\fs27 53\ul0\nosupersub\cf5\f6\fs28 profes ses a more strategic view by putting the customer \up0 \expndtw0\charscalex104 f irst and shifting the role of marketing from manipulating the customer \up0 \exp ndtw-2\charscalex100 (telling and selling) to genuine customer involvement (comm unicating and \up0 \expndtw-3\charscalex100 sharing the knowledge). \par\pard\qj \li2160\ri1215\sb199\sl-482\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupers ub\cf4\f5\fs28 Berry (1995\ul0\nosupersub\cf5\f6\fs28 )\ul0\super\cf6\f7\fs27 54 \ul0\nosupersub\cf5\f6\fs28 , in somewhat broader terms, also has a strategic vi ewpoint \line \up0 \expndtw0\charscalex101 about CRM. He stresses that attractin g new customers should be viewed \line \up0 \expndtw-4\charscalex100 only as an intermediate step in the marketing process. Developing closer \line \up0 \ expndtw0\charscalex105 relationship with these customers and turning them into l oyal ones are \line \up0 \expndtw-1\charscalex100 equally important aspects of marketing. Thus, he proposed relationship \line \up0 \expndtw-2\charscalex10 0 marketing as \u8220?attracting, maintaining, and - in multi-service organizati ons -\line \up0 \expndtw-4\charscalex100 enhancing customer relationships\u8221? . Berry\u8223?s notion of customer relationship \line \up0 \expndtw-4\charscalex 100 management -resembles that of other scholars studying services marketing, \p ar\pard\qj \li2160\ri1167\sb197\sl-484\slmult0\fi69 \up0 \expndtw-5\charscalex10 0 \ul0\nosupersub\cf4\f5\fs28 Gronroos (1990),Gummesson (1987), and Levitt (1981 )\ul0\super\cf6\f7\fs27 55\ul0\nosupersub\cf5\f6\fs28 . Although each \line \up0 \expndtw0\charscalex102 of them is espousing the value of interactions in marketing and its \line \up0 \expndtw0\charscalex100 consequent impact on customer relationships, Gronroos and Gummesson \line \up0 \expndtw-3\charscalex1 00 take a broader perspective and advocate that customer relationships ought to \line \up0 \expndtw0\charscalex101 be the focus and dominant paradigm of market ing. For Gronroos (1990) \line \up0 \expndtw-3\charscalex100 states: \u8220?Mar keting is to establish, maintain and enhance relationships with \line \up0 \ex pndtw-3\charscalex100 customers and other partners, at a profit, so that the obj ectives of the parties \line \up0 \expndtw-2\charscalex100 involved are met. Thi s is achieved by a mutual exchange and fulfillment of \line \up0 \expndtw0\chars calex100 promises\u8221?. The implication of Gronroos\u8223? definition is that customer \line \up0 \expndtw0\charscalex100 relationships is the \u8222? raison de enter\u8223? of the firm and marketing should be \par\pard\ql \li10578 \sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578 \sb101\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 82 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg20}{\bkmkend Pg20}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\ sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb 228\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf5\f6\fs28 dev oted to building and enhancing such relationships. \par\pard\qj \li2160\ri1210\s b224\sl-485\slmult0\fi69 \up0 \expndtw0\charscalex103 \ul0\nosupersub\cf4\f5\fs2 8 Morgan and Hunt (1994)\ul0\super\cf6\f7\fs27 56\ul0\nosupersub\cf5\f6\fs28 , draw upon the distinction made between \up0 \expndtw0\charscalex100 transactiona l exchanges and relational exchanges by \ul0\nosupersub\cf4\f5\fs28 Dwyer,Schurr

, and \up0 \expndtw-2\charscalex100 Oh (1987)\ul0\super\cf6\f7\fs27 57\ul0\nosup ersub\cf5\f6\fs28 , to suggest that relationship marketing \u8220?refers to all marketing \up0 \expndtw0\charscalex104 activities directed toward establishin g, developing, and maintaining \up0 \expndtw-4\charscalex100 successful relat ionships.\u8221? \par\pard\qj \li2160\ri1207\sb195\sl-486\slmult0 \up0 \expndtw0 \charscalex100 The core theme of all CRM and relationship marketing perspectives is its \line \up0 \expndtw-4\charscalex100 focus on \up0 \expndtw-5\charscalex1 00 cooperative and collaborative relationship between the firm and \line \up0 \e xpndtw-3\charscalex100 its customers, and/or other marketing actors. \ul0\n osupersub\cf4\f5\fs28 Dwyer, Schurr, and Oh \line \up0 \expndtw-4\charscalex 100 (1987)\ul0\super\cf6\f7\fs27 58\ul0\nosupersub\cf5\f6\fs28 have characteriz ed such \up0 \expndtw-4\charscalex100 cooperative relationships as being \par \pard\qj \li2160\ri1211\sb0\sl-484\slmult0 \up0 \expndtw-3\charscalex100 interde pendent and long-term oriented rather than being concerned with \line \up0 \expndtw0\charscalex104 short-term discrete transactions. The long-term or ientation is often \line \up0 \expndtw0\charscalex100 emphasized because it is believed that marketing actors will not engage in \line \up0 \expndtw0\charscal ex102 opportunistic behavior if they have a long-term orientation and that such \line \up0 \expndtw-3\charscalex100 relationships will be anchored on mutual g ains and cooperation \ul0\nosupersub\cf4\f5\fs28 (Ganesan, \line \up0 \expndtw-4 \charscalex100 1994)\ul0\super\cf6\f7\fs27 59\ul0\nosupersub\cf4\f5\fs28 . \par\ pard\qj \li2160\ri1217\sb194\sl-482\slmult0 \up0 \expndtw-3\charscalex100 \ul0\n osupersub\cf5\f6\fs28 Another important facet of CRM is \u8220?Customer se lectivity\u8221?. As several \line \up0 \expndtw0\charscalex100 research studi es have shown not al customers are equally profitable for an \line \up0 \expndtw -1\charscalex100 individual company (\ul0\nosupersub\cf4\f5\fs28 Storbacka, 2000 )\ul0\super\cf6\f7\fs27 60\ul0\nosupersub\cf4\f5\fs28 .\ul0\nosupersub\cf5\f6\fs 28 The company therefore must be \line \up0 \expndtw0\charscalex100 selective i n tailors its program and marketing efforts by segmenting and \line \up0 \expn dtw-3\charscalex100 selecting appropriate customers for individual marketing pro grams. In some \line \up0 \expndtw-2\charscalex100 cases, it could even lead to \u8220?outsourcing of some customers\u8221? so that a \line \up0 \expnd tw0\charscalex100 company better utilize its resources on those customers it can serve better \line \up0 \expndtw0\charscalex103 and create mutual value. Howeve r, the objective of a company is not to \line \up0 \expndtw-3\charscalex100 real ly prune its customer base but to identify appropriate programs and \par \pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \pa r\pard\ql\li10578\sb102\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupe rsub\cf1\f2\fs22 83 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\s l-240{\bkmkstart Pg21}{\bkmkend Pg21}\par\pard\qj \li2160\sb0\sl-480\slmult0 \pa r\pard\qj\li2160\sb0\sl-480\slmult0 \par\pard\qj\li2160\ri1220\sb104\sl-480\slmu lt0 \up0 \expndtw0\charscalex107 \ul0\nosupersub\cf5\f6\fs28 methods that would be profitable and create value for the firm and the \up0 \expndtw-4\charscalex10 0 customer. \par\pard\qj \li2160\ri1206\sb220\sl-480\slmult0 \up0 \expndtw0\char scalex100 As observed by \ul0\nosupersub\cf4\f5\fs28 Sheth and Parvatiyar (1995)\ul0\super\cf6\f7\fs27 61\ul0\nosupersub\cf4\f5\fs28 , \ul0\nosupersub\cf5 \f6\fs28 developing customer \line \up0 \expndtw0\charscalex104 relationships has historical antecedents going back into the pre-industrial \line \up0 \expndt w0\charscalex104 era. Much of it was due to direct interaction between producers of \line \up0 \expndtw-3\charscalex100 agricultural products and the ir consumers. Similarly artisans often developed \par\pard\li2160\sb144\sl-322\s lmult0\fi0\tx10584 \up0 \expndtw-4\charscalex100 customized products for each cu stomer. Such direct interaction led\tab \up0 \expndtw-4\charscalex100 to\par\pa rd\qj \li2160\ri1192\sb12\sl-483\slmult0 \up0 \expndtw-4\charscalex100 relationa l bonding between the producer and the consumer. It was only after \line \up0 \e xpndtw-2\charscalex100 industrial era\u8223?s mass production society and the ad vent of middlemen that \line \up0 \expndtw-4\charscalex100 there were less fr equent interactions between producers and consumers \line \up0 \expndtw-3\c harscalex100 leading to transactions oriented marketing. The production and con sumption \line \up0 \expndtw-2\charscalex100 functions got separated leading to

marketing functions being performed by \line \up0 \expndtw-2\charscalex100 the m iddlemen. And middlemen are in general oriented towards economic \line \up0 \exp ndtw-3\charscalex100 aspects of buying since the largest cost is often the cost of goods sold. \par\pard\qj \li2160\ri1216\sb236\sl-460\slmult0 \up0 \expndtw0\c harscalex100 \ul0\nosupersub\cf4\f5\fs28 Berry and Parsuraman (1991); Bitner ( 1995); Crosby and Stephens \line \up0 \expndtw-4\charscalex100 (1987); Crosby,\ ul0\nosupersub\cf8\f9\fs28 et al. \up0 \expndtw-5\charscalex100 \ul0\nosupersub \cf4\f5\fs28 (1990); Gronroos (1995)\ul0\super\cf6\f7\fs27 62\ul0\nosupersub\c f4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 the de-intermediation \par\pard\qj \li 2160\ri1205\sb21\sl-483\slmult0 \up0 \expndtw-4\charscalex100 process and conseq uent prevalence of CRM is also due to the growth of the \up0 \expndtw-3\charsc alex100 service economy. Since services are typically produced and delivered at the \up0 \expndtw0\charscalex100 same institutions, it minimizes the role of the middlemen. A greater \up0 \expndtw0\charscalex103 emotional bond betw een the service provider and the service users also \up0 \expndtw0\charscalex105 develops the need for maintaining and enhancing the relationship. It is \up0 \e xpndtw-1\charscalex100 therefore not difficult to see that CRM is import ant for scholars and \up0 \expndtw-4\charscalex100 practitioners of services marketing. \par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb8\sl322\slmult0\tx8115 \up0 \expndtw-3\charscalex100 According to \ul0\nosupersub\c f4\f5\fs28 Frazier, Speakman and O\u8217?Neal \tab \up0 \expndtw-3\charscale x100 (1988)\ul0\super\cf6\f7\fs27 63\ul0\nosupersub\cf5\f6\fs28 another force \par\pard\ql \li2160\sb158\sl-322\slmult0 \up0 \expndtw0\charscalex100 driving the adoption of CRM has been the total quality movement. When \par\pard\ql \li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb129\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs 22 84 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmksta rt Pg22}{\bkmkend Pg22}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li21 60\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160 \sb228\sl-322\slmult0\tx8140 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf5\f 6\fs28 companies embraced Total Quality Management \tab \up0 \expndtw-1\char scalex100 (TQM) philosophy to \par\pard\ql \li2160\sb158\sl-322\slmult0 \up0 \ expndtw-1\charscalex100 improve quality and reduce costs, it became necessary to involve suppliers \par\pard\li2160\sb177\sl-322\slmult0\fi0\tx9361\tx10195 \up0 \expndtw-4\charscalex100 and customers in implementing the program at all level s of\tab \up0 \expndtw-4\charscalex100 the\tab \up0 \expndtw-4\charscalex100 val ue\par\pard\qj \li2160\ri1217\sb29\sl-480\slmult0 \up0 \expndtw0\charscalex100 c hain. This needed close working relationships with customers, suppliers, \line \ up0 \expndtw-4\charscalex100 and other members of the marketing infrastructure. Thus, several companies \line \up0 \expndtw0\charscalex102 formed partnering rel ationships with suppliers and customers to practice \line \up0 \expndtw-3\charsc alex100 TQM. Other programs such as Just-in-time \up0 \expndtw-3\charscalex 100 (JIT) supply and Material \par\pard\li2160\sb147\sl-322\slmult0\fi0\tx720 1\tx8239\tx9136 \up0 \expndtw-4\charscalex100 Resource Planning (MRP) also made the\tab \up0 \expndtw-4\charscalex100 use\tab \up0 \expndtw-4\charscalex100 of\t ab \up0 \expndtw-4\charscalex100 interdependent\par\pard\ql \li2160\sb142\sl-322 \slmult0 \up0 \expndtw-4\charscalex100 relationships between suppliers and custo mers. \par\pard\qj \li2160\ri1155\sb246\sl-482\slmult0 \up0 \expndtw0\charscalex 100 According to \ul0\nosupersub\cf4\f5\fs28 (Shapiro and Posner, 1979)\ul0\supe r\cf6\f7\fs27 64\ul0\nosupersub\cf5\f6\fs28 with the advent of the digital \lin e \up0 \expndtw0\charscalex102 technology and complex products, systems sel ling approach became \line \up0 \expndtw-1\charscalex100 common. This approach emphasized the integration of parts, supplies, and \line \up0 \expndtw-2\charsc alex100 the sale of services along with the individual capital equipment. Custom ers \line \up0 \expndtw-3\charscalex100 liked the idea of systems integration an d sellers were able to sell augmented \line \up0 \expndtw-1\charscalex100 produc ts and services to goods, as well as services. At the same time some \line \up0 \expndtw-3\charscalex100 companies started to insist upon new purchasing approac hes such as national \line \up0 \expndtw-2\charscalex100 contracts and master purchasing agreements, forcing major vendors to \line \up0 \expndtw-4\char

scalex100 develop key account management programs Similarly, in the current er a of \line \up0 \expndtw0\charscalex102 hyper-competition, marketers are forc ed to be more concerned with \line \up0 \expndtw0\charscalex100 customer re tention and loyalty \ul0\nosupersub\cf4\f5\fs28 (Dick and Basu, 1994);Reicheld, 1996)\ul0\super\cf6\f7\fs27 65\ul0\nosupersub\cf5\f6\fs28 . \line \up0 \expndtw3\charscalex100 As several studies have indicated, retaining customers is less e xpensive and \line \up0 \expndtw-3\charscalex100 perhaps a more sustainable comp etitive advantage than acquiring new ones. \line \up0 \expndtw-3\charscalex100 Marketers are realizing that it costs less to retain customers than to compete \ line \up0 \expndtw0\charscalex100 for new ones \ul0\nosupersub\cf4\f5\fs28 (Rose nberg and Czepiel, 1984)\ul0\super\cf6\f7\fs27 66\ul0\nosupersub\cf4\f5\fs28 .\u l0\nosupersub\cf5\f6\fs28 On the supply side it pays \line \up0 \expndtw0\charsc alex100 more to develop closer relationships with a few suppliers than to develo p \line \up0 \expndtw-4\charscalex100 more vendors \ul0\nosupersub\cf4\f5\fs28 ( Hayes\ul0\nosupersub\cf8\f9\fs28 et al.,\ul0\nosupersub\cf4\f5\fs28 1998; Spekm an, 1988)\ul0\super\cf6\f7\fs27 67\ul0\nosupersub\cf5\f6\fs28 . \par\pard\ql \li 10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li 10578\sb22\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\f s22 85 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkst art Pg23}{\bkmkend Pg23}\par\pard\qj \li2160\sb0\sl-480\slmult0 \par\pard\qj\li2 160\sb0\sl-480\slmult0 \par\pard\qj\li2160\ri1215\sb104\sl-480\slmult0 \up0 \exp ndtw-2\charscalex100 \ul0\nosupersub\cf5\f6\fs28 In addition, several marketers are also concerned with keeping customers for \line \up0 \expndtw-4\charscalex10 0 life, rather than making a ne0time sale \up0 \expndtw-4\charscalex100 \ ul0\nosupersub\cf4\f5\fs28 (Cannie and Caplin, 1991)\ul0\super\cf6\f7\fs27 68 \ul0\nosupersub\cf4\f5\fs28 . \par\pard\qj \li2160\ri1212\sb0\sl-485\slmult0 \up 0 \expndtw0\charscalex102 \ul0\nosupersub\cf5\f6\fs28 There is greater opportuni ty for cross-selling and up-selling to a customer \line \up0 \expndtw0\charscale x105 who is loyal and committed to the firm and its offerings. Also, customer \l ine \up0 \expndtw-1\charscalex100 expectations have rapidly changed over the las t two decades. Fueled by new \line \up0 \expndtw0\charscalex100 technology and growing availability of advanced product features and \line \up0 \expndtw 0\charscalex100 services, customer expectations are changing almost on a daily basis. \line \up0 \expndtw-2\charscalex100 Consumers are less willing to make compromises or trade-off in product and \line \up0 \expndtw0\charscalex103 service quality. In the world of ever changing customer expectations, \l ine \up0 \expndtw0\charscalex104 cooperative and collaborative relationship with customers seem to be the \line \up0 \expndtw-4\charscalex100 most prudent way t o keep track of their changing expectations and \par\pard\ql \li2160\sb126\sl322\slmult0 \up0 \expndtw-4\charscalex100 appropriately influencing it \ul0\nosu persub\cf4\f5\fs28 (Sheth and Sisodia, 1995)\ul0\super\cf6\f7\fs27 69\ul0\nosupe rsub\cf4\f5\fs28 . \par\pard\qj \li2160\ri1218\sb226\sl-482\slmult0 \up0 \expndt w0\charscalex101 \ul0\nosupersub\cf5\f6\fs28 According to \ul0\nosupersub\cf4\f5 \fs28 Yip and Madsen (1996)\ul0\super\cf6\f7\fs27 70\ul0\nosupersub\cf5\f6\fs28 today, many large internationally \line \up0 \expndtw0\charscalex103 oriented companies are trying to become global by integrating their \line \up0 \e xpndtw0\charscalex100 worldwide operations. To achieve this they are seeking coo perative and col \line \up0 \expndtw-1\charscalex100 aborative solutions for global operations from their vendors instead of \line \up0 \expndtw-2\char scalex100 merely engaging in transactional activities with them. Such customers needs \line \up0 \expndtw0\charscalex104 make it imperative for marketers intere sted in the business of companies \line \up0 \expndtw0\charscalex103 who are g lobal to adopt CRM programs, particularly global account \line \up0 \expn dtw0\charscalex103 management programs). Global Account Management \up0 \expndtw0\charscalex103 (GAM) is \par\pard\qj \li2160\ri1219\sb0\sl-485\slmult 0 \up0 \expndtw-2\charscalex100 conceptually similar to national account managem ent programs except that \up0 \expndtw-2\charscalex100 they have to be global in scope and thus they are more complex. Managing \up0 \expndtw0\charscalex106 cus tomer relationships around the world cal s for external and internal \up0 \expnd tw0\charscalex100 partnering activities, including partnering across a fir

m\u8223?s worldwide \up0 \expndtw-4\charscalex100 organization. \par\pard\ql \l i10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\l i10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb244\sl-253\slmult0 \up0 \expndt w-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 86 \par\pard\sect\sectd\fs24\paper w12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg24}{\bkmkend Pg24}\par\pard\qj \ li2160\sb0\sl-482\slmult0 \par\pard\qj\li2160\sb0\sl-482\slmult0 \par\pard\qj\li 2160\ri1194\sb98\sl-482\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf 5\f6\fs28 According to \ul0\nosupersub\cf4\f5\fs28 David L. Kurtz (2003)\ul0\sup er\cf6\f7\fs27 71\ul0\nosupersub\cf5\f6\fs28 the purpose of relationship market ing \line \up0 \expndtw0\charscalex100 is to build long-term connections betw een the company and its customers \line \up0 \expndtw0\charscalex103 and to deve lop brand and firm loyalty. Relationship marketing works wel \line \up0 \expndtw -2\charscalex100 for services where transactions tend to be continuous and switc hing costs for \line \up0 \expndtw0\charscalex105 customers are high. Firms oper ating in the customization and functional \line \up0 \expndtw0\charscalex104 ser vice quality sector do well with relationship marketing programs. The \line \up0 \expndtw0\charscalex100 long-term goal of relationship marketing is to build br and loyalty. Personal \line \up0 \expndtw-1\charscalex100 interaction with servi ce personnel is critical in the development of the long-\line \up0 \expndtw-4\ch arscalex100 term relationship. \par\pard\qj \li2160\ri1206\sb220\sl-480\slmult 0 \up0 \expndtw0\charscalex103 Marketing strategy formulation, incorporating ideas from economics, \up0 \expndtw-1\charscalex100 sociology, psychology, co nsumer behavior, organization behavior, business \up0 \expndtw-4\charscalex100 s trategy, and information systems and decisions sciences. \par\pard\ql \li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\s b204\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 87 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg 25}{\bkmkend Pg25}\par\pard\ql \li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb 0\sl-828\slmult0 \par\pard\ql\li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb0\ sl-828\slmult0 \par\pard\ql\li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb0\sl -828\slmult0 \par\pard\ql\li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb20\sl828\slmult0 \up0 \expndtw0\charscalex97 \ul0\nosupersub\cf2\f3\fs72 2.2: \par\pa rd\ql \li3550\sb312\sl-828\slmult0 \up0 \expndtw0\charscalex97 STUDY RELATED \pa r\pard\ql \li6000\sb332\sl-828\slmult0 \up0 \expndtw0\charscalex97 TO \par\pard\ ql \li2350\sb312\sl-828\slmult0 \up0 \expndtw0\charscalex97 MARKETING STRATEGY \ par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb219\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nos upersub\cf1\f2\fs22 88 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb 0\sl-240{\bkmkstart Pg26}{\bkmkend Pg26}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \p

ar\pard\ql\li2160\sb228\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupe rsub\cf4\f5\fs28 2.2.1: STUDY RELATED TO MARKETING STRATEGY \par\pard\qj \li216 0\ri1205\sb223\sl-486\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf5\f 6\fs28 Strategy is the fundamental pattern of present and planned objec tives, \line \up0 \expndtw0\charscalex102 resources, developments and intraction s of an organizations with markets, \line \up0 \expndtw0\charscalex102 competito rs and other environmental factors.(\ul0\nosupersub\cf4\f5\fs28 Mullins, Walker,Beyd \line \up0 \expndtw-4\charscalex100 &Larreche, 2002 )\ul0\super\cf6\ f7\fs27 72\ul0\nosupersub\cf5\f6\fs28 for this reason , a \up0 \expndtw0\charsc alex102 good strategy should always \par\pard\ql \li2160\sb130\sl-322\slmult0 \up0 \expndtw-4\charscalex100 specify; \par\pard\ql \li3240\sb0\sl-322\slmult0 \par\pard\ql\li3240\sb36\sl-322\slmult0 \up0 \expndtw-4\charscalex100 1.\ul0\nos upersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 What is to be accomplished \ par\pard\li3240\sb173\sl-322\slmult0\fi0\tx4510 \up0 \expndtw0\charscalex100 2.\ ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Where\tab \up0 \expnd tw0\charscalex100 - the product, market, or industries that are to be\p ar\pard\li3240\sb163\sl-322\slmult0\fi360 \up0 \expndtw0\charscalex100 focused.\ par\pard\ql \li3240\ri1222\sb28\sl-480\slmult0\tx3600 \up0 \expndtw0\charscalex1 04 3.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 How - resources and activities that will be allocated to each \line\tab \up0 \expndtw-3\charsca lex100 market/ product to gain sustainable competitive advantage. \par\pard\qj \li2160\ri1156\sb200\sl-480\slmult0 \up0 \expndtw0\charscalex105 Marketing is a process for analyzing, planning and managing the \up0 \expndtw-4\chars calex100 organization\u8223?s resources while identifying and serving current and potential \up0 \expndtw-5\charscalex100 client group and their needs profita bility. \par\pard\qj \li2160\ri1204\sb197\sl-484\slmult0 \up0 \expndtw0\charscal ex102 Reason for developing marketing strategy \ul0\nosupersub\cf4\f5\fs28 Dirks & Danniel(1991)\ul0\super\cf6\f7\fs27 73 \up0 \expndtw-3\charscalex100 \ ul0\nosupersub\cf5\f6\fs28 mention that company managers choose to introduced an d / or reemphasize \up0 \expndtw-3\charscalex100 marketing strategy for a number of reasons, which may range from personal \up0 \expndtw-5\charscalex100 interes ts to corporate policies. However the reason usually centers around \up0 \e xpndtw0\charscalex101 an opportunities or an identified problem that the company management \up0 \expndtw-4\charscalex100 needs to explore. For example : \par\p ard\ql \li3240\sb0\sl-322\slmult0 \par\pard\ql\li3240\sb8\sl-322\slmult0 \up0 \e xpndtw-4\charscalex100 1.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\f s28 Introducing new products or services \par\pard\ql \li3240\sb158\sl-322\slmu lt0 \up0 \expndtw-4\charscalex100 2.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupers ub\cf5\f6\fs28 Expanding into new markets. \par\pard\ql \li3240\sb178\sl-322\sl mult0 \up0 \expndtw-4\charscalex100 3.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupe rsub\cf5\f6\fs28 Differentiating products or services. \par\pard\ql \li3240\sb1 58\sl-322\slmult0 \up0 \expndtw-4\charscalex100 4.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Revitalizing products, services or markets. \par\p ard\ql \li3240\sb158\sl-322\slmult0 \up0 \expndtw-7\charscalex100 5.\ul0\nosuper sub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Deleting or \u8222?demarketing\u 8223? product or service \par\pard\ql \li10578\sb235\sl-253\slmult0 \up0 \expndt w-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 89 \par\pard\sect\sectd\fs24\paper w12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg27}{\bkmkend Pg27}\par\pard\ql \ li3240\sb0\sl-322\slmult0 \par\pard\ql\li3240\sb0\sl-322\slmult0 \par\pard\ql\li 3240\sb0\sl-322\slmult0 \par\pard\ql\li3240\sb228\sl-322\slmult0 \up0 \expndtw-4 \charscalex100 \ul0\nosupersub\cf5\f6\fs28 6.\ul0\nosupersub\cf10\f11\fs28 \ul0 \nosupersub\cf5\f6\fs28 Responding to a drop in sales or profits. \par\pard\ql \li3240\sb158\sl-322\slmult0 \up0 \expndtw-4\charscalex100 7.\ul0\nosupersub\cf1 0\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Evaluating financial or legal risks of opportunities. \par\pard\ql \li3240\sb158\sl-322\slmult0 \up0 \expndtw-4\charsca lex100 8.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Enhancing c ompany image, brand or reputation. \par\pard\qj \li2160\ri1215\sb248\sl-480\slmu lt0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf4\f5\fs28 According Armstron g\ul0\super\cf6\f7\fs27 74\ul0\nosupersub\cf5\f6\fs28 , kotler, Cunningham & Mit chell(2004) strategic \up0 \expndtw0\charscalex103 marketing planning are doc

uments that outline in detail the marketing \up0 \expndtw0\charscalex105 strateg ies which will help a company, product or brand accomplish its \up0 \expndtw-4\c harscalex100 overall business objectives. \par\pard\qj \li2160\ri1212\sb196\sl-4 85\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf4\f5\fs28 The article published by vargo and lusch (2004)\ul0\super\cf6\f7\fs27 75\ul0\nosupersu b\cf5\f6\fs28 in the journal of \line \up0 \expndtw-4\charscalex100 marketi ng comes up with a proactive \u8220? new dominant logic \u8220? for the field of \line \up0 \expndtw-2\charscalex100 marketing. It questions the differences bet ween the marketing of goods and \line \up0 \expndtw-2\charscalex100 services. S ome of the main arguments made by these authors are the \line \up0 \ex pndtw-3\charscalex100 following; \par\pard\ql \li3240\ri1220\sb200\sl-480\slmult 0\tx3600 \up0 \expndtw0\charscalex101 1.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosu persub\cf5\f6\fs28 Material goods are only distribution mechanisms for service \line\tab \up0 \expndtw-4\charscalex100 distribution. \par\pard\ql \li3240\ri121 9\sb0\sl-480\slmult0\tx3600 \up0 \expndtw0\charscalex100 2.\ul0\nosupersub\cf10\ f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Knowledge is the fundamental sour ce of competetive \line\tab \up0 \expndtw-4\charscalex100 advantage. \par\pa rd\ql \li3240\sb151\sl-322\slmult0 \up0 \expndtw-4\charscalex100 3.\ul0\nosupers ub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 All economies are service economi es. \par\pard\ql \li3240\sb158\sl-322\slmult0 \up0 \expndtw-4\charscalex100 4.\u l0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 The customer is always a co-producer. \par\pard\qj \li2160\ri1215\sb225\sl-484\slmult0 \up0 \expndtw0\ charscalex101 \ul0\nosupersub\cf4\f5\fs28 According to Nagasimha kanagal\ul0\nos upersub\cf5\f6\fs28 \ul0\nosupersub\cf4\f5\fs28 (2006)\ul0\super\cf6\f7\fs27 7 6\ul0\nosupersub\cf5\f6\fs28 , relationships as a focus on \line \up0 \expndtw-5 \charscalex100 marketing aids in the understanding of consumer needs and wants , which is \line \up0 \expndtw-2\charscalex100 useful to implement profitable exchanges. Relationship marketing helps \line \up0 \expndtw0\charscalex103 cu stomising solutions to important customers, more efficiently than \line \ up0 \expndtw0\charscalex102 otherwise, knowledge and application of relationship marketing helps in \line \up0 \expndtw-2\charscalex100 achieving customer s atisfaction \up0 \expndtw0\charscalex100 ,customer retention and customer \par\pard\ql \li2160\sb130\sl-322\slmult0 \up0 \expndtw-2\charscalex100 acquisit ion. Relationship marketing a tool of furthering the customer \par\par d\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb182\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 90 \par\pard\sect\sectd\fs2 4\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg28}{\bkmkend Pg28}\par\pa rd\qj \li2160\sb0\sl-486\slmult0 \par\pard\qj\li2160\sb0\sl-486\slmult0 \par\par d\qj\li2160\ri1219\sb87\sl-486\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosupe rsub\cf5\f6\fs28 understanding and interactive processes. Relationship marketing outputs can \line \up0 \expndtw0\charscalex103 thus be usefully used, as inputs in product design and development, want \line \up0 \expndtw-1\charscalex100 ide ntification, improving selling systems, pricing strategies. It is one of the \ line \up0 \expndtw-1\charscalex100 supports to systematic action setting in comp etitive marketing strategy. \par\pard\qj \li2160\ri1217\sb199\sl-480\slmult0 \ up0 \expndtw-2\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Author such as stanton, etzel & walker\ul0\nosupersub\cf5\f6\fs28 \ul0\nosupersub\cf4\f5\fs28 (1991;13) \ul0\super\cf6\f7\fs27 77\ul0\nosupersub\cf4\f5\fs28 ,\ul0\nosupersub\cf5\f6\fs2 8 McCartly & Perrearelt \line \up0 \expndtw-3\charscalex100 (1993;46) and Kot ler & armstrong \up0 \expndtw-3\charscalex100 (1997;52) agree that the tra ditional \par\pard\qj \li2160\ri1208\sb0\sl-486\slmult0 \up0 \expndtw0\charscale x107 marketing mix has been defined as a set of controllable instruments to \up0 \expndtw-2\charscalex100 manage the uncontrollable and dynamic marketing envir onment and consist \up0 \expndtw0\charscalex105 of four major element pr ice, product, promotion or marketing \up0 \expndtw-4\charscalex100 commu nication and place. \par\pard\qj \li2160\ri1200\sb195\sl-480\slmult0 \up0 \expnd tw0\charscalex104 According to Donath (1999;14)\ul0\super\cf7\f8\fs27 78\ul0\no supersub\cf5\f6\fs28 there is an overemphasis on price and \up0 \expndtw0\chars calex100 product as marketing instruments and an underemphasis on place and \up0 \expndtw0\charscalex103 promotion. A danger exists that organizat

ions will there for make a \up0 \expndtw-2\charscalex100 misallocation of o rganizational resources between the four marketing mix \up0 \expndtw-3\chars calex100 instruments ( Chintaganta & vikassinh,1994;87)\ul0\super\cf7\f8\fs27 79 \ul0\nosupersub\cf5\f6\fs28 . \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard \ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb82\sl-253\slmult0 \up0 \ex pndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 91 \par\pard\sect\sectd\fs24\p aperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg29}{\bkmkend Pg29}\par\pard\ ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\q l\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb228\sl-322\slmult0 \up0 \expnd tw-4\charscalex100 \ul0\nosupersub\cf4\f5\fs28 2.2.2: STUDY RELATED TO CONSUMER BEHAVIOUR \par\pard\qj \li2160\ri1205\sb224\sl-485\slmult0 \up0 \expndtw0\chars calex104 \ul0\nosupersub\cf5\f6\fs28 Consumer decision making process is usually guided by already formed \up0 \expndtw-2\charscalex100 preferences for a partic ular alternative. This means that consumers are likely \up0 \expndtw-2\charscale x100 to make the choice between alternatives based on limited information search \up0 \expndtw0\charscalex100 activity and without detailed evaluation of the ot her alternatives \ul0\nosupersub\cf4\f5\fs28 (alba and \up0 \expndtw-4\charscale x100 Hutchinson,2000;Chernev,2003)\ul0\super\cf6\f7\fs27 80\ul0\nosupersub\cf4\f 5\fs28 . \par\pard\qj \li2160\ri1209\sb191\sl-490\slmult0 \up0 \expndtw0\charsca lex100 \ul0\nosupersub\cf5\f6\fs28 The researcher found that many decision strat egies used by consumers can \up0 \expndtw0\charscalex103 change due to person, c ontext and task specific factor (\ul0\nosupersub\cf4\f5\fs28 Dhar,Nowlis and \up 0 \expndtw-4\charscalex100 Sherman, 2000).\ul0\super\cf6\f7\fs27 81 \par\pard\qj \li2160\ri1193\sb199\sl-480\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupers ub\cf5\f6\fs28 It is widely accepted that the traditional problem solving approa ch involving, \up0 \expndtw0\charscalex103 rational decision making to the s tudy of consumer choice may not be \up0 \expndtw0\charscalex100 suitable for all situations, or is at least incomplete understand choice \up0 \expn dtw0\charscalex100 behavior. Limited information search and evaluation of altern atives led to a \up0 \expndtw-1\charscalex100 situation in which consumer choice is also driven by hedonic considerations \up0 \expndtw-4\charscalex100 \ul0\nos upersub\cf4\f5\fs28 (Dhar and Wertenbroch,2000)\ul0\super\cf6\f7\fs27 82\ul0\nos upersub\cf5\f6\fs28 . \par\pard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb135\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs 22 92 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmksta rt Pg30}{\bkmkend Pg30}\par\pard\ql \li5931\sb0\sl-828\slmult0 \par\pard\ql\li59 31\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931 \sb0\sl-828\slmult0 \par\pard\ql\li5931\sb624\sl-828\slmult0 \up0 \expndtw0\char scalex97 \ul0\nosupersub\cf2\f3\fs72 2.3: \par\pard\ql \li3550\sb312\sl-828\slmu lt0 \up0 \expndtw0\charscalex97 STUDY RELATED \par\pard\ql \li6000\sb612\sl-828\

slmult0 \up0 \expndtw0\charscalex97 TO \par\pard\ql \li3228\sb632\sl-828\slmult0 \up0 \expndtw0\charscalex97 SURVEY PROJECTS \par\pard\ql \li5960\sb612\sl-828\s lmult0 \up0 \expndtw0\charscalex97 ON \par\pard\ql \li2988\sb612\sl-828\slmult0 \up0 \expndtw0\charscalex97 TELECOM SERVICES \par\pard\ql \li10578\sb0\sl-253\sl mult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\sl mult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\sl mult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\sl mult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\sl mult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb137\sl-253\ slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 93 \par\pard\s ect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg31}{\bkmkend Pg31}\par\pard\qj \li2160\sb0\sl-500\slmult0 \par\pard\qj\li2160\sb0\sl-500\slm ult0 \par\pard\qj\li2160\ri1217\sb47\sl-500\slmult0 \up0 \expndtw-1\charscalex10 0 \ul0\nosupersub\cf4\f5\fs28 2.3.1: STUDY RELATED TO SURVEY PROJECTS ON TELEC OM \up0 \expndtw-4\charscalex100 SERVICES \par\pard\qj \li2160\ri1158\sb197\sl-4 80\slmult0 \up0 \expndtw-1\charscalex100 Kalavani (2006)\ul0\super\cf6\f7\fs27 8 3\ul0\nosupersub\cf5\f6\fs28 in their study\ul0\nosupersub\cf4\f5\fs28 \ul0\no supersub\cf5\f6\fs28 analyzed that majority of the respondents \line \up0 \expnd tw-4\charscalex100 have given favorable opinion towards the services but some problems exist \line \up0 \expndtw-2\charscalex100 that deserve the attention o f the service providers. They need to bridge the \line \up0 \expndtw0\charscalex 100 gap between the services promised and services offered. The overall \line \up0 \expndtw-4\charscalex100 customers\u8223? attitude towards cell phon e services is that they are satisfied with \line \up0 \expndtw-4\charscalex100 t he existing services but still they want more services to be provided. \par\pard \qj \li2160\ri1196\sb236\sl-485\slmult0 \up0 \expndtw-2\charscalex100 \ul0\nosup ersub\cf4\f5\fs28 Seth et al (2008)\ul0\super\cf6\f7\fs27 84\ul0\nosupersub\cf4\ f5\fs28 ,\ul0\nosupersub\cf5\f6\fs28 in their study titled \u8220?Managing the Customer Perceived \up0 \expndtw-3\charscalex100 Service Quality for Cellular Mo bile Telephone: an Empirical Investigation\ul0\nosupersub\cf4\f5\fs28 \u8221? \u p0 \expndtw0\charscalex100 \ul0\nosupersub\cf5\f6\fs28 analyzed that there is re lative importance of service quality attributes and \up0 \expndtw-3\charscalex10 0 showed that responsiveness is the most importance dimension followed by \up0 \expndtw-3\charscalex100 reliability, customer perceived network quality, assurance, convenience, \up0 \expndtw0\charscalex102 empathy and tangibles. Thi s would enable the service providers to focus \up0 \expndtw0\charscalex106 their resources in the areas of importance. The research resulted in the \up0 \expndt w-3\charscalex100 development of a reliable and valid instrument for ass essing customer \up0 \expndtw-4\charscalex100 perceived service quality for c ellular mobile services. \par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li 2160\sb48\sl-322\slmult0\tx9294 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf 4\f5\fs28 Kalpana and Chinnadurai (2006)\ul0\super\cf6\f7\fs27 85\ul0\nosuper sub\cf5\f6\fs28 in their study titled \tab \up0 \expndtw-4\charscalex100 \u 8220?Promotional \par\pard\qj \li2160\ri1155\sb24\sl-485\slmult0 \up0 \expndtw-1 \charscalex100 Strategies of Cellular Services: A Customer Perspective\u8221? an alyzed that the \up0 \expndtw-3\charscalex100 increasing competition and changin g taste and preferences of the customer\u8223?s \up0 \expndtw-4\charscalex100 al l over the world are forcing companies to change their targeting strategies. \up 0 \expndtw-1\charscalex100 The study revealed the customer attitude and their sa tisfaction towards the \up0 \expndtw-4\charscalex100 cellular services in Coimba tore city. \par\pard\qj \li2160\ri1223\sb240\sl-480\slmult0 \up0 \expndtw0\chars calex103 \ul0\nosupersub\cf4\f5\fs28 Rick (2008)\ul0\super\cf6\f7\fs27 86\ul0\n osupersub\cf4\f5\fs28 :\ul0\nosupersub\cf5\f6\fs28 in his study found that comp anies with sound customer \line \up0 \expndtw0\charscalex102 strategies can use that ultimate loyalty program as a differentiator in an \par\pard\ql \li10578\ sb0\sl-253\slmult0 \par\pard\ql\li10578\sb35\sl-253\slmult0 \up0 \expndtw-3\char scalex100 \ul0\nosupersub\cf1\f2\fs22 94 \par\pard\sect\sectd\fs24\paperw12240\p aperh15840\pard\sb0\sl-240{\bkmkstart Pg32}{\bkmkend Pg32}\par\pard\qj \li2160\s b0\sl-485\slmult0 \par\pard\qj\li2160\sb0\sl-485\slmult0 \par\pard\qj\li2160\ri1 199\sb90\sl-485\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub\cf5\f6\fs2

8 increasingly muddled market. In an increasingly competitive market, \ up0 \expndtw0\charscalex107 customer loyalty efforts can play a major part in th e attraction of new \up0 \expndtw-3\charscalex100 customers and the retention of current ones. As consumers' choices expand, \up0 \expndtw-4\charscalex100 the i mportance of a sound customer relationship strategy becomes more and \up0 \expnd tw-5\charscalex100 more important for the success of the company. \par\pard\qj \ li2160\ri1197\sb236\sl-484\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub \cf4\f5\fs28 Shikha Ojha (2009)\ul0\super\cf6\f7\fs27 87\ul0\nosupersub\cf5\f6\f s28 conducted a study on \u8220?Consumer Awareness of VAS \up0 \expndtw-1\chars calex100 of Telecom Sector of India\u8221?. She analyzed the contribution of t he mobile \up0 \expndtw-3\charscalex100 phone services not only at the national or state level, but also its involvement \up0 \expndtw0\charscalex100 in an indi vidual's life. She found out that the less number of users are \up0 \exp ndtw-3\charscalex100 aware of all the VAS provided by the service provi ders and thus the \up0 \expndtw-4\charscalex100 companies should focus on the awareness campaign. \par\pard\qj \li2160\ri1212\sb240\sl-480\slmult0 \up0 \expn dtw-2\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Shirshendu Ganguli (2008)\ul0\su per\cf6\f7\fs27 88\ul0\super\cf7\f8\fs27 \ul0\nosupersub\cf5\f6\fs28 conducted a study on \u8220?Drivers of Customer \up0 \expndtw0\charscalex100 Satisfaction in Indian Cellular services Market \u8220?in which he discussed the \up0 \expndt w0\charscalex103 impact of service quality and features on customer satisfaction from the \up0 \expndtw-4\charscalex100 cellular users viewpoint. \par\pard\qj \ li2160\ri1198\sb236\sl-485\slmult0 \up0 \expndtw0\charscalex101 \ul0\nosupersub\ cf4\f5\fs28 J D Power(2009)\ul0\super\cf6\f7\fs27 89\ul0\nosupersub\cf5\f6\fs28 conducted a study on \u8220?Customers increasingly want \up0 \expndtw-4\charsc alex100 telecom services and products to be bundled\u8221? based on responses collected \up0 \expndtw-3\charscalex100 from 11,911 customers nationwide an d examined the overall customer \up0 \expndtw-3\charscalex100 satisfaction o n six factors - customer service, reliability, billing, image, cost \up0 \expn dtw-4\charscalex100 of service, offers & promotions. \par\pard\ql \li2160\sb0\sl -322\slmult0 \par\pard\ql\li2160\sb48\sl-322\slmult0\tx6865 \up0 \expndtw0\chars calex101 \ul0\nosupersub\cf4\f5\fs28 Girish Taneja & Neeraj Kaushik \tab \up 0 \expndtw0\charscalex103 (2007)\ul0\super\cf6\f7\fs27 90\ul0\nosupersub\cf5\f6\ fs28 conducted a study on \par\pard\qj \li2160\ri1193\sb20\sl-490\slmult0 \ up0 \expndtw0\charscalex100 \u8220?Customers perception towards Mobile servic e providers: An analytical \up0 \expndtw0\charscalex102 study\u8221? aims to ded uce the factors that customers perceive to be the most \up0 \expndtw-4\charscale x100 important while utilizing the services of a mobile service provider. \par\p ard\ql \li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\ pard\ql\li10578\sb220\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupers ub\cf1\f2\fs22 95 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl240{\bkmkstart Pg33}{\bkmkend Pg33}\par\pard\qj \li2160\sb0\sl-486\slmult0 \par\ pard\qj\li2160\sb0\sl-486\slmult0 \par\pard\qj\li2160\ri1203\sb87\sl-486\slmult0 \fi69 \up0 \expndtw0\charscalex104 \ul0\nosupersub\cf4\f5\fs28 Anita Seth (2007 )\ul0\super\cf6\f7\fs27 91\ul0\nosupersub\cf5\f6\fs28 in his study on \u8220?Q uality of service parameters in \up0 \expndtw-3\charscalex100 cellular mobile co mmunication\u8221? developed a model of service quality and a \up0 \expndtw0\cha rscalex100 set of dimensions for comparative evaluation which could provide usef ul \up0 \expndtw-4\charscalex100 directions to regulators and service providers. \par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb48\sl-322\slmult0 \up0 \expndtw0\charscalex104 \ul0\nosupersub\cf4\f5\fs28 Swadeshkumar Samanta (2007)\ul0\super\cf6\f7\fs27 92\ul0\nosupersub\cf5\f6\fs28 did as study on impa ct of price on \par\pard\li2160\sb167\sl-322\slmult0\fi0\tx5041 \up0 \expndtw0\c harscalex100 mobile subscription\tab \up0 \expndtw0\charscalex100 and revenue ac cess price or fixed monthly fee for\par\pard\li2160\sb160\sl-322\slmult0\fi0\tx7 201 \up0 \expndtw0\charscalex100 mobile services is the major factor that\tab \u p0 \expndtw0\charscalex100 governs the percentage of\par\pard\qj \li2160\r i1212\sb13\sl-485\slmult0 \up0 \expndtw-5\charscalex100 people subscribing ( pen etration ) to the services. Empirical analysis shows a \up0 \expndtw-2\charscale x100 strong correlation between access price and penetration for developing and

\up0 \expndtw0\charscalex100 developed countries. They demonstrate a tradeoff be tween price of access \up0 \expndtw-4\charscalex100 and per minute call and sh ow how subscription and revenue to the operator \up0 \expndtw-5\charscalex100 ca n be increased. \par\pard\qj \li2160\ri1191\sb238\sl-482\slmult0 \up0 \expndtw-1 \charscalex100 \ul0\nosupersub\cf4\f5\fs28 Wilska (2003)\ul0\super\cf6\f7\fs27 9 3\ul0\nosupersub\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 according to survey of finish young people aged 16-20, it \line \up0 \expndtw-4\charscalex100 was foun d that mobile phones choice and especially usage is consistent with \line \up0 \ expndtw-1\charscalex100 respondents\u8223? general consumption styles. The researcher showed that \line \up0 \expndtw-1\charscalex100 addictive use was c ommon among females and was related to trendy and \line \up0 \expndtw-2\charsc alex100 impulsive consumption styles. Instead, males were found to have m ore \line \up0 \expndtw0\charscalex102 technology enthusiasm and trend - consci ousness. These attributes were \line \up0 \expndtw-3\charscalex100 then linked t o impulsive consumption. the study concluded that genders are \line \up0 \expndt w0\charscalex102 becoming more alike in telecom service choice. Because individual \line \up0 \expndtw-4\charscalex100 differences in consumption patter ns are obviously identifiable. \par\pard\qj \li2160\ri1221\sb195\sl-486\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Requelme(2001)\ul0\supe r\cf6\f7\fs27 94\ul0\nosupersub\cf4\f5\fs28 \ul0\nosupersub\cf5\f6\fs28 examine d how much self knowledge consumers have \line \up0 \expndtw0\charscalex100 when choosing between different telecom service brands. The study was \line \up0 \ expndtw-1\charscalex100 built upon six key attributes ( service features, connec tion fee, access cost, \line \up0 \expndtw-1\charscalex100 cell to cell phone ra tes, call rates and free calls )related to mobile. The \par\pard\ql \li10578\sb 0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb 21\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 96 \ par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg34 }{\bkmkend Pg34}\par\pard\qj \li2160\sb0\sl-480\slmult0 \par\pard\qj\li2160\sb0\ sl-480\slmult0 \par\pard\qj\li2160\ri1220\sb104\sl-480\slmult0 \up0 \expndtw0\ch arscalex100 \ul0\nosupersub\cf5\f6\fs28 research showed that consumers with prio r experience about a product can \line \up0 \expndtw0\charscalex100 predict the ir choices relatively well \up0 \expndtw0\charscalex100 , although responde nts tended to \par\pard\qj \li2160\ri1196\sb0\sl-486\slmult0 \up0 \expndtw0\ch arscalex102 overestimate the importance of features, call rates and free calls and \up0 \expndtw0\charscalex102 underestimate the importance of a mo nthly access fee , mobile to mobile \up0 \expndtw0\charscalex100 phones rates an d the connection fee. Mobile phone choice and use has also \up0 \expndtw-4\chars calex100 been found to be related to prior consumption style. \par\pard\ql \li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10 578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb10\sl-253\slmult0 \up0 \expndtw-3\

charscalex100 \ul0\nosupersub\cf1\f2\fs22 97 \par\pard\sect\sectd\fs24\paperw122 40\paperh15840\pard\sb0\sl-240{\bkmkstart Pg35}{\bkmkend Pg35}\par\pard\ql \li59 31\sb0\sl-828\slmult0 \par\pard\ql\li5931\sb0\sl-828\slmult0 \par\pard\ql\li5931 \sb0\sl-828\slmult0 \par\pard\ql\li5931\sb552\sl-828\slmult0 \up0 \expndtw0\char scalex97 \ul0\nosupersub\cf2\f3\fs72 2.4: \par\pard\ql \li3550\sb332\sl-828\slmu lt0 \up0 \expndtw0\charscalex97 STUDY RELATED \par\pard\ql \li6000\sb612\sl-828\ slmult0 \up0 \expndtw0\charscalex97 TO \par\pard\ql \li2350\sb612\sl-828\slmult0 \up0 \expndtw0\charscalex97 MARKETING STRATEGY \par\pard\ql \li6099\sb612\sl-82 8\slmult0 \up0 \expndtw0\charscalex97 IN \par\pard\ql \li3310\sb612\sl-828\slmul t0 \up0 \expndtw0\charscalex97 TELECOM SECTOR \par\pard\ql \li10578\sb0\sl-253\s lmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\s lmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\s lmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\s lmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\s lmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\s lmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb0\sl-253\s lmult0 \par\pard\ql\li10578\sb0\sl-253\slmult0 \par\pard\ql\li10578\sb25\sl-253\ slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 98 \par\pard\s ect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg36}{\bkmkend Pg36}\par\pard\qj \li2160\sb0\sl-483\slmult0 \par\pard\qj\li2160\sb0\sl-483\slm ult0 \par\pard\qj\li2160\ri1200\sb95\sl-483\slmult0 \up0 \expndtw0\charscalex103 \ul0\nosupersub\cf4\f5\fs28 Leonard L. Berry and A. Parasuraman (1991)\ul0\sup er\cf6\f7\fs27 95\ul0\nosupersub\cf5\f6\fs28 showed that inspired \up0 \expndtw 0\charscalex102 leadership, a customer-minded corporate culture, excellent servi ce-system \up0 \expndtw-1\charscalex100 design and efficient use of informa tion and technology are crucial for \up0 \expndtw0\charscalex100 achieving superior service quality and service marketing. They argued that \up0 \expndtw0\ charscalex103 superior quality is vital to sustaining success. They insisted tha t customer \up0 \expndtw0\charscalex105 satisfaction through integration of serv ice quality throughout the system \up0 \expndtw-4\charscalex100 must be the focu s of any company. \par\pard\qj \li2160\ri1157\sb0\sl-484\slmult0 \up0 \expndtw-1 \charscalex100 \ul0\nosupersub\cf4\f5\fs28 Ruth M. Bolton and James H. Drew (199 1)\ul0\super\cf6\f7\fs27 96\ul0\nosupersub\cf4\f5\fs28 ,\ul0\nosupersub\cf5\f6\f s28 developed a model of how \line \up0 \expndtw0\charscalex102 customers wit h prior experiences and expectations assess service \line \up0 \expn dtw0\charscalex103 performance levels, overall service quality, and service valu e. The model \line \up0 \expndtw-2\charscalex100 was applied to residential cust omers' assessments of local telephone service. \line \up0 \expndtw-2\charscalex1 00 The model was estimated with a two-stage least squares procedure through \ line \up0 \expndtw-2\charscalex100 survey data. Results indicated that residenti al customers' assessments of \par\pard\qj \li2160\ri1209\sb0\sl-486\slmult0 \u p0 \expndtw0\charscalex102 quality and value are primarily a function of disconf irmation arising from \up0 \expndtw0\charscalex104 discrepancies between antic ipated and perceived performance levels. \up0 \expndtw0\charscalex103 Howeve r, perceived performance levels also were found to have an \up0 \expndt w-4\charscalex100 important direct effect on quality and value assessments. \pa r\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb280\sl-322\slmult0\tx 4175 \up0 \expndtw0\charscalex101 \ul0\nosupersub\cf4\f5\fs28 Kenneth Teas \tab \up0 \expndtw0\charscalex102 (1993)\ul0\super\cf6\f7\fs27 97\ul0\nosupersub\cf5 \f6\fs28 examined conceptual and operational issues \par\pard\ql \li2160\s b158\sl-322\slmult0\tx8896 \up0 \expndtw-1\charscalex100 associated with the "perceptions minus-expectations" \tab \up0 \expndtw-2\charscalex100 (P-E) perc eived \par\pard\qj \li2160\ri1186\sb20\sl-490\slmult0 \up0 \expndtw0\charscalex1 00 service quality model. The examination indicated that the P-E framework \line \up0 \expndtw-2\charscalex100 was of questionable validity because of a number of conceptual and \line \up0 \expndtw-2\charscalex100 definitional p roblems involving the (1) conceptual definition of expectations, \par\pard\qj \l i2160\ri1212\sb0\sl-480\slmult0 \up0 \expndtw-1\charscalex100 (2) theoretical justification of the expectations component of the P-E \line \up0 \expndt w-3\charscalex100 framework, and (3) measurement validity of the expectation (E)

and revised \line \up0 \expndtw-4\charscalex100 expectation \up0 \expndtw0\char scalex101 (E*) measures specified in the published service quality \line \up0 \expndtw-1\charscalex100 literature. Consequently, alternative perceived q uality models that address \par\pard\ql \li10578\sb247\sl-253\slmult0 \up0 \expn dtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 99 \par\pard\sect\sectd\fs24\pap erw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg37}{\bkmkend Pg37}\par\pard\qj \li2160\sb0\sl-480\slmult0 \par\pard\qj\li2160\sb0\sl-480\slmult0 \par\pard\qj\ li2160\ri1218\sb104\sl-480\slmult0 \up0 \expndtw-1\charscalex100 \ul0\nosupersub \cf5\f6\fs28 the problems of the traditional framework were developed and empi rically \up0 \expndtw-4\charscalex100 tested. \par\pard\qj \li2160\ri1190\sb0\sl -485\slmult0 \up0 \expndtw0\charscalex104 \ul0\nosupersub\cf4\f5\fs28 Pratibha A . Dabholkar (1993)\ul0\super\cf6\f7\fs27 98\ul0\nosupersub\cf5\f6\fs28 iterate d that customer satisfaction and \line \up0 \expndtw-1\charscalex100 service qua lity are both important tools for creating competitive advantage. \line \up0 \e xpndtw0\charscalex107 However, there is a lack of consensus on whether the two a re separate \line \up0 \expndtw0\charscalex106 constructs and how they should be measured. The research presented a \line \up0 \expndtw0\charscalex102 number of conceptualizations of customer satisfaction and service quality \line \up0 \exp ndtw0\charscalex102 based on disconfirmation, a transactional versus globa l view and the \line \up0 \expndtw0\charscalex105 inclusion of cognitive and/ or affective factors. Possible antecedents and \line \up0 \expndtw0\charscalex10 0 consequences of both constructs were examined, and suggestions for future \lin e \up0 \expndtw-4\charscalex100 conceptualization and measurement of the constru cts were provided. \par\pard\qj \li2160\ri1210\sb0\sl-482\slmult0 \up0 \expndtw0 \charscalex100 Eugene W. Anderson (1996) investigated the association between cu stomer \up0 \expndtw0\charscalex104 satisfaction and willingness-to-pay or pri ce tolerance. The goal was not \up0 \expndtw0\charscalex100 only to determine wh ether the association between customer satisfaction \up0 \expndtw0\charscal ex103 and price tolerance is positive or negative but also to gauge the degree o f \up0 \expndtw-2\charscalex100 association. The empirical analysis indicated a negative association between \up0 \expndtw0\charscalex104 the level of customer satisfaction provided by the firm and the degree of \up0 \expndtw0\charscalex100 price tolerance exhibited by its customers. However, a positive association \up 0 \expndtw0\charscalex105 was found between year-to-year changes in the l evels of customer \up0 \expndtw-4\charscalex100 satisfaction and price toleran ce. \par\pard\qj \li2160\ri1192\sb0\sl-483\slmult0 \up0 \expndtw1\charscalex100 \ul0\nosupersub\cf4\f5\fs28 Stephen S. Tax et al. (1998)\ul0\super\cf6\f7\fs27 9 9\ul0\super\cf7\f8\fs27 \ul0\nosupersub\cf5\f6\fs28 said that many companies ar e considering \line \up0 \expndtw0\charscalex102 investments in complaint han dling as means of increasing customer \line \up0 \expndtw0\charscalex100 co mmitment and building customer loyalty. Firms are not well informed, \line \up0 \expndtw-3\charscalex100 however, on how to deal successfully with service fail ures or the impact of \line \up0 \expndtw0\charscalex102 complaint handling stra tegies. The results of the paper supported a quasi \line \up0 \expndtw-3\charsca lex100 \u8220?brand equity\u8221? perspective-whereas satisfaction with complain t handling had \line \up0 \expndtw-3\charscalex100 a direct impact on trust and commitment, to a limited extent, on the effects \par\pard\ql \li10468\sb239\sl-2 53\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 100 \par\pa rd\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg38}{\bkm kend Pg38}\par\pard\qj \li2160\sb0\sl-480\slmult0 \par\pard\qj\li2160\sb0\sl-480 \slmult0 \par\pard\qj\li2160\ri1216\sb104\sl-480\slmult0 \up0 \expndtw0\charscal ex103 \ul0\nosupersub\cf5\f6\fs28 of poor complaint handling. Implications for m anagers and scholars were \up0 \expndtw-4\charscalex100 also discussed. \par\par d\qj \li2160\ri1216\sb0\sl-485\slmult0 \up0 \expndtw0\charscalex100 \ul0\nosuper sub\cf4\f5\fs28 Bepko (2000)\ul0\super\cf6\f7\fs27 100\ul0\nosupersub\cf5\f6\fs2 8 says that among the areas which need to be addressed in \line \up0 \expndtw0\ charscalex100 service quality research is the nature of consumer expectations ac ross the \line \up0 \expndtw-4\charscalex100 range of intangibility. Previous r esearch had compared consumers\u8223? service \line \up0 \expndtw0\charscalex100 quality expectations across services, but different groups of subjects were \li

ne \up0 \expndtw-6\charscalex100 evaluated for each different service. The probl em with using \up0 \expndtw-4\charscalex100 different \par\pard\qj \li2160\r i1209\sb0\sl-485\slmult0 \up0 \expndtw0\charscalex100 subjects for each service is that the subject\u8223?s demographic characteristics \up0 \expndtw0\charscale x100 may be responsible for the significant differences in expectations of \up0 \expndtw0\charscalex100 quality. The paper used a controlled, repea ted measures design where \up0 \expndtw-2\charscalex100 subjects were each as ked to evaluate three services, varying in their degree \up0 \expndtw-3\charscal ex100 of intangibility, over a ten week period. \par\pard\qj \li2160\ri1154\sb0\ sl-483\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf4\f5\fs28 David M . Szymanski and David H. Henard (2001)\ul0\super\cf6\f7\fs27 101\ul0\super\cf7\f 8\fs27 \ul0\nosupersub\cf5\f6\fs28 said that the growing \line \up0 \expndtw-4\ charscalex100 number of academic studies on customer satisfaction and the mixed findings \line \up0 \expndtw0\charscalex100 they report complicate efforts among managers and academics to identify \line \up0 \expndtw0\charscalex102 the antec edents to, and outcomes of, businesses having more versus less-\line \up0 \expnd tw0\charscalex102 satisfied customers. These mixed findings and the growing emph asis by \line \up0 \expndtw0\charscalex102 managers on having satisfied customer s point to the value of empirically \line \up0 \expndtw0\charscalex102 synthesiz ing the evidence on customer satisfaction to assess current \line \up0 \ expndtw-2\charscalex100 knowledge. To this end, the authors conducted a meta-analysis of the \line \up0 \expndtw-5\charscalex100 reported findings on customer satisfaction. They documented that equity and \line \up0 \expndtw0\char scalex102 disconfirmation are most strongly related to customer satisfactio n on \line \up0 \expndtw-1\charscalex100 average. They also found that measurem ent and method factors that \line \up0 \expndtw-3\charscalex100 chara cterize the research often moderated relationship strength between \par\pard\q j \li2160\ri1221\sb0\sl-480\slmult0 \up0 \expndtw0\charscalex102 satisfaction an d its antecedents and outcomes. The authors discussed the \up0 \expndtw0\charsca lex103 implications surrounding these effects and offered several directions for \up0 \expndtw-4\charscalex100 future research. \par\pard\ql \li10468\sb237\sl-2 53\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 101 \par\pa rd\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg39}{\bkm kend Pg39}\par\pard\qj \li2160\sb0\sl-482\slmult0 \par\pard\qj\li2160\sb0\sl-482 \slmult0 \par\pard\qj\li2160\ri1157\sb98\sl-482\slmult0 \up0 \expndtw0\charscale x100 \ul0\nosupersub\cf12\f13\fs28 Carsten Fink et al. (2001)\ul0\super\cf13\ f14\fs27 102\ul0\nosupersub\cf14\f15\fs28 examined t\ul0\nosupersub\cf5\f6\fs 28 he liberalization of the basic \line \up0 \expndtw0\charscalex105 telecom munications sector in Asian countries in their research paper for \line \up0 \ex pndtw0\charscalex100 World Bank,with a view to identify the elements of good policy and \line \up0 \expndtw0\charscalex103 examine how it can be prom oted through multilateral negotiations. They \line \up0 \expndtw-3\charscalex100 found that despite the move away from traditional public monopolies, most \lin e \up0 \expndtw0\charscalex100 Asian governments are still unwilling to allow un restricted entry, eliminate \line \up0 \expndtw0\charscalex102 limits on privat e and foreign ownership, and establish strong independent \line \up0 \expndtw-2\ charscalex100 regulators. Where comprehensive reform \up0 \expndtw0\charscal ex102 - including privatization, \par\pard\qj \li2160\ri1184\sb0\sl-484\slmu lt0 \up0 \expndtw-1\charscalex100 competition and regulation - has been implemen ted, there are significantly \up0 \expndtw-3\charscalex100 higher levels of main line availability, service quality and labor productivity. \up0 \expndtw-1\char scalex100 \ul0\nosupersub\cf4\f5\fs28 Maran et al. (2004)\ul0\super\cf6\f7\fs 27 103\ul0\nosupersub\cf5\f6\fs28 studied the consumer perceptions about fixed \up0 \expndtw0\charscalex100 telephone lines in Chennai. The objectives of the study was (1) to find the \up0 \expndtw-2\charscalex100 most influencing fa ctor in selection of service provider, and (2) to measure \up0 \expndtw0\charsca lex100 customer perception and satisfaction as regards the service provided. The \up0 \expndtw-4\charscalex100 study on a sample of 550 telephone users indicate d that some problems exist \up0 \expndtw-3\charscalex100 that deserve the attent ion of the company. The company needs to bridge the \up0 \expndtw0\charscalex100

gap between the services promised and services offered. And to conclude, \up0 \ expndtw0\charscalex100 \u8220?Delivering service without measuring the impact on the customer is like \up0 \expndtw-4\charscalex100 driving a car without a win dshield\u8221?. \par\pard\qj \li2160\ri1204\sb0\sl-486\slmult0 \up0 \expndtw-3\c harscalex100 \ul0\nosupersub\cf4\f5\fs28 Shanthi (2005)\ul0\super\cf6\f7\fs27 10 4\ul0\nosupersub\cf5\f6\fs28 throws light on the telecommunications market of I ndia -\line \up0 \expndtw0\charscalex100 post privatization. In the scenario of falling prices, hyper-competition and \up0 \expndtw-4\charscalex100 increasing a ttrition rates and the author says that the study aims to bridge the \up0 \expnd tw-6\charscalex100 research gaps identified as above. \par\pard\ql \li10468\sb0\ sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\ sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\ sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\ sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb13 5\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 102 \ par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg40 }{\bkmkend Pg40}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\ sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb228\ sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf4\f5\fs28 REFEREN CES; \par\pard\ql \li1800\ri1192\sb223\sl-486\slmult0\tx2160\tx2160\tx2160 \up0 \expndtw-6\charscalex100 \ul0\nosupersub\cf5\f6\fs28 1. \tab \up0 \expndtw-5\cha rscalex100 Miettila, A. and Moller, K. (1990), \u8220?Interaction perspective in to professional \line\tab \up0 \expndtw0\charscalex100 business services: a conc eptual analysis\u8221?, paper presented at the Research \line \tab \up0 \expndtw -3\charscalex100 Development on International Industrial Marketing and Purchasin g, Milan. \line \up0 \expndtw-6\charscalex100 2. \up0 \expndtw-4\charscalex100 National telecom policy 1999 \par\pard\li1800\sb138\sl-322\slmult0\fi0\tx2160 \u p0 \expndtw-2\charscalex100 3.\tab \up0 \expndtw-2\charscalex100 Bjorn welenius and Peter A Stern(2001) \u8220?Implementing Reforms in the\par\pard\li1800\sb16 3\sl-322\slmult0\fi359 \up0 \expndtw-2\charscalex100 Telecommunications sector\u 8221?, The world bank, Washington DC.\par\pard\li1800\sb161\sl-322\slmult0\fi0\t x2160 \up0 \expndtw-2\charscalex100 4.\tab \up0 \expndtw-2\charscalex100 VSNL 16 \ul0\super\cf7\f8\fs27 TH\ul0\nosupersub\cf5\f6\fs28 annual report 2002\par\par d\li1800\sb160\sl-322\slmult0\fi0\tx2160 \up0 \expndtw-2\charscalex100 5.\tab \u p0 \expndtw-2\charscalex100 World telecommunication development report 2002\par\ pard\li1800\sb160\sl-322\slmult0\fi0\tx2160 \up0 \expndtw-2\charscalex100 6.\tab \up0 \expndtw0\charscalex100 \u8220?Indian Telecommunication Statistics 2002\u8 221?, Ministry of Communications,\par\pard\li1800\sb163\sl-322\slmult0\fi359 \up 0 \expndtw-2\charscalex100 Government of India.\par\pard\li1800\sb161\sl-322\slm ult0\fi0\tx2160 \up0 \expndtw-2\charscalex100 7.\tab \up0 \expndtw-2\charscalex1 00 Economic survey, GOI,2002 - 3\par\pard\ql \li1800\ri1199\sb20\sl-480\slmult0\ tx2160\tx2160 \up0 \expndtw-6\charscalex100 8. \tab \up0 \expndtw-4\charscalex10 0 Braff Adam, Passmore William,J, and Simpson Michael (2003), \u8220?Going the \ line\tab \up0 \expndtw-4\charscalex100 distance with telecom customers\u8221?, T he Mckinsey Quarterly,No.4,Pg.83. \line \up0 \expndtw-6\charscalex100 9. \up0 \e xpndtw-4\charscalex100 Dutt and Sundaram, Indian Economy, Edition, 2004 \par\par d\qj \li1800\ri1209\sb20\sl-480\slmult0\tx2160 \up0 \expndtw-5\charscalex100 10. \ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Carlsson Jeanette and Arias Salvador, \u8220?Transforming Wireline Telecom\u8221?,E-\line\tab \up0 \e xpndtw-6\charscalex100 business, Feb. 2004, pg. 13. \par\pard\qj \li1800\ri1204\ sb0\sl-480\slmult0\tx2160 \up0 \expndtw-3\charscalex100 11.\ul0\nosupersub\cf10\ f11\fs28 \ul0\nosupersub\cf5\f6\fs28 T.V.Ramchandran (2005), Director-Genaral, Cellular operators association \line\tab \up0 \expndtw-4\charscalex100 of india, Trends and Development, may-15, 2005. \par\pard\qj \li1800\ri1210\sb0\sl-480\sl mult0\tx2160 \up0 \expndtw0\charscalex100 12.\ul0\nosupersub\cf10\f11\fs28 \ul0 \nosupersub\cf5\f6\fs28 Rajan Bharti Mittal(2005),Joint Managing Director,Bh arti televenture \line\tab \up0 \expndtw-4\charscalex100 limited, Trends and De velopment, feb-15,2005. \par\pard\ql \li1800\sb131\sl-322\slmult0 \up0 \expndtw5\charscalex100 13.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 AS EAN India synergy sectors Report 2005. \par\pard\qj \li1800\ri1223\sb48\sl-480\s

lmult0\tx2160 \up0 \expndtw0\charscalex102 14.\ul0\nosupersub\cf10\f11\fs28 \ul 0\nosupersub\cf5\f6\fs28 Mukesh Chaturvedi, Abhinav Chaturvedi, Customer Relationship \line\tab \up0 \expndtw-5\charscalex100 Management - An India Pe rspective, Excel Books. \par\pard\ql \li1800\sb131\sl-322\slmult0 \up0 \expndtw6\charscalex100 15.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 In dian Infrastructure, Oct. 2005, pg. 26. \par\pard\ql \li1800\sb158\sl-322\slmult 0 \up0 \expndtw-1\charscalex100 16.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersu b\cf5\f6\fs28 Marine Souheil and Blanchard Jean-Marie (2005), \u8220?Bridging the Digital \par\pard\ql \li10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\sl -253\slmult0 \par\pard\ql\li10468\sb49\sl-253\slmult0 \up0 \expndtw-3\charscalex 100 \ul0\nosupersub\cf1\f2\fs22 103 \par\pard\sect\sectd\fs24\paperw12240\paperh 15840\pard\sb0\sl-240{\bkmkstart Pg41}{\bkmkend Pg41}\par\pard\ql \li2160\sb0\sl -322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-3 22\slmult0 \par\pard\ql\li2160\sb228\sl-322\slmult0 \up0 \expndtw-4\charscalex10 0 \ul0\nosupersub\cf5\f6\fs28 Divide\u8221?,E-Business. \par\pard\ql \li1800\sb1 98\sl-322\slmult0 \up0 \expndtw-5\charscalex100 17.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Business & Economy, \u8220?Telecom Czar\u8221? 30\ ul0\super\cf7\f8\fs27 th\ul0\nosupersub\cf5\f6\fs28 July 2005. \par\pard\qj \li 1800\ri1202\sb48\sl-480\slmult0\tx2160 \up0 \expndtw-3\charscalex100 18.\ul0\nos upersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Oliver Stehmann, \u8220?Netwo rk Competition for European Telecommunication-\line\tab \up0 \expndtw-4\charscal ex100 s\u8221?, Oxford University Press. \par\pard\ql \li1800\sb131\sl-322\slmul t0 \up0 \expndtw-4\charscalex100 19. BW Marketing whitebook, 2005, pg.54. \par\p ard\ql \li1800\sb158\sl-322\slmult0 \up0 \expndtw-6\charscalex100 20.\ul0\nosupe rsub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Economics Times 2005. \par\pard\ ql \li1800\sb158\sl-322\slmult0 \up0 \expndtw-6\charscalex100 21.\ul0\nosupersub \cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Associated chambers of commerce and industry of india 2005. \par\pard\qj \li1800\ri1195\sb11\sl-500\slmult0\tx2160 \up0 \expndtw-3\charscalex100 22.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub \cf5\f6\fs28 Virat Bahri (2006), \u8220?The Database Revolution,\u8221? Target M arketing, May, pp. \line\tab \up0 \expndtw-4\charscalex100 14-18. \par\pard\qj \ li1800\ri1198\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-3\charscalex100 23. Donald A Snyder (2006), \u8220?Technology transfer; Lessons from experience -\line \ta b \up0 \expndtw-4\charscalex100 The telecommunication process\u8221? 16.dec.2006 . \par\pard\ql \li1800\ri1210\sb0\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw0\ch arscalex100 24.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Rohit Prasad and V.Sridhar (2008), \u8220?Optimal number of mobile service \line\tab \up0 \expndtw-4\charscalex100 provider in India: international journal of busin ess data communications and \line \tab \up0 \expndtw-5\charscalex100 networking, volume-4, issue-3, pg.no.69-88. \par\pard\qj \li1800\ri1167\sb0\sl-480\slmult0\ tx2160 \up0 \expndtw-3\charscalex100 25.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosu persub\cf5\f6\fs28 Narindar K Chhiber (2008) \u8220?Fast growth of mobile commu nication in india: \line\tab \up0 \expndtw-5\charscalex100 lesson for emerging m arkets\u8221? excel books, new delhi. \par\pard\ql \li1800\sb148\sl-322\slmult0 \up0 \expndtw-4\charscalex100 26.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\ cf5\f6\fs28 Mutoh (1994), \u8220?The Database Revolution,\u8221? Target Marketin g, May, pp. 14-\par\pard\ql \li2160\sb158\sl-322\slmult0 \up0 \expndtw-4\charsca lex100 18. \par\pard\li1800\sb167\sl-322\slmult0\fi0\tx4500\tx5542 \up0 \expndtw 0\charscalex100 27.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Sa ngani Priyanka\tab \up0 \expndtw0\charscalex100 (2005),\tab \up0 \expndtw0\char scalex100 \u8220?Cell commix\u8221? Mythology comes to the\par\pard\li1800\ sb160\sl-322\slmult0\fi359 \up0 \expndtw0\charscalex100 mobile\u8221?,Business T oday, Feb., pg. 18.\par\pard\qj \li1800\ri1215\sb17\sl-480\slmult0\tx2160 \up0 \ expndtw0\charscalex100 28.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\ fs28 Economic Commission for Europe, \u8220?The Telecommunication Industry -\l ine \tab \up0 \expndtw-5\charscalex100 Growth & Structural Change - United Natio ns, New York. \par\pard\ql \li1800\ri1206\sb20\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw-1\charscalex100 29.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\ f6\fs28 E Pedersen and Methlie (2002), A taxonomy of intermediately integration \line\tab \up0 \expndtw-4\charscalex100 strategies in online markets, presented

at the 15\ul0\super\cf7\f8\fs27 th\ul0\nosupersub\cf5\f6\fs28 Bled Electronic C ommerce \line \tab \up0 \expndtw-5\charscalex100 Conference, Bled, Slovenia, Jun e-pp.17-19. \par\pard\ql \li1800\sb131\sl-322\slmult0 \up0 \expndtw-5\charscalex 100 30.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 World telecomm unication development report 2002. \par\pard\ql \li1800\sb158\sl-322\slmult0\tx5 896 \up0 \expndtw-4\charscalex100 31.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosuper sub\cf5\f6\fs28 N.P. Singh and R.K. Gupta, \tab \up0 \expndtw-1\charscalex10 0 \u8220?Use of Data Mining Tools\u8221?, Effective \par\pard\ql \li10468\s b235\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 10 4 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P g42}{\bkmkend Pg42}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\s b0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb2 28\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf5\f6\fs28 Exec utive, Nov. 2004, pg. 59-67. \par\pard\li1800\sb175\sl-322\slmult0\fi0\tx3432\tx 4359 \up0 \expndtw-9\charscalex100 32.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupe rsub\cf5\f6\fs28 P.S.Saran\tab \up0 \expndtw-2\charscalex100 (2004)\tab \up0 \ex pndtw-2\charscalex100 \u8220?Developing Buyer Seller Relationships\u8221?, J ournal of\par\pard\li1800\sb160\sl-322\slmult0\fi359 \up0 \expndtw-2\charscalex 100 Marketing, Vol 51,\par\pard\qj \li1800\ri1221\sb29\sl-480\slmult0\tx2160 \up 0 \expndtw-4\charscalex100 33.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5 \f6\fs28 Hal Mather, \u8220?How to Profitably Delight your Customers\u822 1?, Butterworth \line\tab \up0 \expndtw-6\charscalex100 Heinemann. \par\pard\ql \li1800\ri1214\sb0\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw-1\charscalex100 3 4.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Motto (1990), \u822 0?Privatization and Reorganization of Nippon telegraph and \line\tab \up0 \expnd tw-1\charscalex100 telephone\u8221? in in restructuring and managing the telecom munication sector, \line \tab \up0 \expndtw-3\charscalex100 pp.67-69. \par\pard\ ql \li1800\ri1200\sb0\sl-490\slmult0\tx2160\tx2160 \up0 \expndtw0\charscalex100 35.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Melody .W.H. (1990 ), 9 Communication policy in the global information \line\tab \up0 \expndtw0\cha rscalex100 economy. Whither the public interest? In M.Ferguson(ed) public \line \tab \up0 \expndtw-4\charscalex100 communication; the new imperati ves, pp.16-30. \par\pard\ql \li1800\sb121\sl-322\slmult0 \up0 \expndtw-7\charsca lex100 36.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 MTNL Report -1991. \par\pard\qj \li1800\ri1201\sb28\sl-480\slmult0\tx2160 \up0 \expndtw-1\ch arscalex100 37.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Akwule R U (1992), \u8220?Telecommunications in Kenya; Development and \line\tab \up 0 \expndtw-4\charscalex100 policy issue\u8221? in telecommunication policy, sept - oct.pp.603-11. \par\pard\ql \li1800\sb131\sl-322\slmult0\tx4459\tx5439 \up0 \e xpndtw-5\charscalex100 38.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\ fs28 Jain and Chhokar \tab \up0 \expndtw-6\charscalex100 (1993), \tab \up0 \ex pndtw-4\charscalex100 \u8220?Reorganization of telecom sector, Past and \pa r\pard\ql \li2160\sb158\sl-322\slmult0 \up0 \expndtw-4\charscalex100 Future\u822 1?, Vikas Publication, New delhi. \par\pard\ql \li1800\ri1208\sb48\sl-480\slmult 0\tx2160\tx2160 \up0 \expndtw-4\charscalex100 39.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Melody .W.H. (1994), \u8220?The information society; implications for economic \line\tab \up0 \expndtw0\charscalex104 institutions a nd market theory\u8221?. In E Comer (ed) , The global political \line \tab \up 0 \expndtw-4\charscalex100 economy of communication,pp.21-36. \par\pard\ql \li18 00\ri1203\sb0\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw-4\charscalex100 40.\ul0 \nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Donald H (1994) , \u8220? Telecommunication libralisation and privatization ; the \line\tab \up0 \expndtw -2\charscalex100 New Zealand experience in B.Wellenius and P.A.Stern (ed) Implem enting \line \tab \up0 \expndtw-4\charscalex100 reforms in the telecom sector, w orld bank, Washington, DC, PP.253-60. \par\pard\qj \li1800\ri1199\sb20\sl-480\sl mult0\tx2160 \up0 \expndtw-4\charscalex100 41.\ul0\nosupersub\cf10\f11\fs28 \ul 0\nosupersub\cf5\f6\fs28 Stephen M. Watters, The New Telephony - Technolo gy, Convergence, \line\tab \up0 \expndtw-5\charscalex100 Industry Collision, Pr entice Hall PTR, NJ07458. \par\pard\ql \li1800\sb131\sl-322\slmult0 \up0 \expndt w-4\charscalex100 42.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28

Shymal Ghosh (2003), \u8220?The Resurging Telecom Sector\u8221?, pib.nic.in, Apr il. \par\pard\qj \li1800\ri1218\sb28\sl-480\slmult0\tx2160 \up0 \expndtw-2\chars calex100 43.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Shanthi N .M. (2005), \u8220?Indian Telecom: Growth and Transition\u8221?, Business \line\ tab \up0 \expndtw-3\charscalex100 Today,January 2. \par\pard\ql \li10468\sb248\s l-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 105 \par \pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg43}{\ bkmkend Pg43}\par\pard\ql \li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb0\sl322\slmult0 \par\pard\ql\li1800\sb0\sl-322\slmult0 \par\pard\ql\li1800\sb228\sl322\slmult0 \up0 \expndtw-5\charscalex100 \ul0\nosupersub\cf5\f6\fs28 44.\ul0\no supersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Kushan Mitra (2005), Busines s Today, 5 June 2005. \par\pard\qj \li1800\ri1210\sb28\sl-480\slmult0\tx2160 \up 0 \expndtw-1\charscalex100 45.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5 \f6\fs28 Michael Meltzer (2005), \u8220? are your customer profitable and segmen t your \line\tab \up0 \expndtw-4\charscalex100 customer based on profitability. \par\pard\qj \li1800\ri1204\sb20\sl-480\slmult0\tx2160 \up0 \expndtw-4\charscale x100 46.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Mukherjee Ar indham (2006), \u8220?Mobile service providers-perspective and \line\tab \up 0 \expndtw-5\charscalex100 practice\u8221? , ICFAI University press. \par\pard\q j \li1800\ri1201\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-2\charscalex100 47.\ul0 \nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 OECD (2007) \u8220?Mobi le multiple play; new service pricing and policy \line\tab \up0 \expndtw3\charscalex100 implications,OECD digital economy papers no.126. \par\pard\ql \l i1800\ri1205\sb0\sl-490\slmult0\tx2160\tx2160 \up0 \expndtw0\charscalex100 48.\u l0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Donthu, Naveen and Jose ph chrain (1995), \u8220?impact of strength of Ethnic \line\tab \up0 \expndtw0\ charscalex100 identification on Hispanic shopping Behavior\u8221?, Journal of Re tailing, Vol-\line \tab \up0 \expndtw-4\charscalex100 70(4), 383-393. \par\pard\ qj \li1800\ri1213\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-2\charscalex100 49.\ul 0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Bickert, Jock (1992), \u 8220?The Database Revolution,\u8221? Target Marketing, May, \line\tab \up0 \expn dtw-3\charscalex100 pp. 14-18. \par\pard\qj \li1800\ri1200\sb0\sl-480\slmult0\tx 2160 \up0 \expndtw-2\charscalex100 50.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupe rsub\cf5\f6\fs28 Vavra, Terry G. (1992), after marketing: How to Keep Customers for Life \line\tab \up0 \expndtw-3\charscalex100 through Relationship Marketing, Homewood, IL: Business One-Irwin. \par\pard\qj \li1800\ri1193\sb0\sl-480\slmult 0\tx2160 \up0 \expndtw-2\charscalex100 51.\ul0\nosupersub\cf10\f11\fs28 \ul0\no supersub\cf5\f6\fs28 Peppers, Don and Martha Rogers (1993), The One to One Futur e Building \line\tab \up0 \expndtw-3\charscalex100 Relationships One Customer at a Time, New York, NY: Doubleday. \par\pard\ql \li1800\ri1214\sb11\sl-480\slmult 0\tx2160\tx2160 \up0 \expndtw-3\charscalex100 52.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Jacksopn, Barbara B. (1985). Winning and Keeping I ndustrial Customers: \line\tab \up0 \expndtw-5\charscalex100 The Dynamics of Cus tomer Relationships, Lexington, MA: D.C. Health and \line \tab \up0 \expndtw-5\c harscalex100 Company. \par\pard\qj \li1800\ri1198\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-4\charscalex100 53.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\ f6\fs28 McKenna, Regis (1991), Relationship Marketing : Successful Strategies fo r \line\tab \up0 \expndtw-5\charscalex100 Age of the Customers, Addison Wesley P ublishing Company. \par\pard\ql \li1800\ri1207\sb0\sl-490\slmult0\tx2160\tx2160 \up0 \expndtw-3\charscalex100 54.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\ cf5\f6\fs28 Berry, L.L. (1995), \u8220?Relationship marketing of services: growi ng interests, \line\tab \up0 \expndtw-3\charscalex100 emerging perspectives\u822 1?, Journal of the Academy of Marketing Science, \line \tab \up0 \expndtw -4\charscalex100 Vol.23, No.4, pp.236-45. \par\pard\ql \li1800\ri1156\sb0\sl-480 \slmult0\tx2160\tx2160 \up0 \expndtw-3\charscalex100 55.\ul0\nosupersub\cf10\f11 \fs28 \ul0\nosupersub\cf5\f6\fs28 Gronroos, Christian (1990), \u8220?Relationsh ip Approach to Marketing in Service \line\tab \up0 \expndtw-2\charscalex100 Cont exts: The Marketing and Organizational Behaviour Interface,\u8221? Journal \line \tab \up0 \expndtw-3\charscalex100 of Business Research, 20 (January), pp. 8-11 . \par\pard\ql \li10468\sb239\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\

nosupersub\cf1\f2\fs22 106 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\par d\sb0\sl-240{\bkmkstart Pg44}{\bkmkend Pg44}\par\pard\qj \li1800\sb0\sl-480\slmu lt0 \par\pard\qj\li1800\sb0\sl-480\slmult0 \par\pard\qj\li1800\ri1197\sb104\sl-4 80\slmult0\tx2160 \up0 \expndtw0\charscalex100 \ul0\nosupersub\cf5\f6\fs28 56.\u l0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Morgan, R.M. and Hunt, S.D. (1994), \u8220?The commitment-trust theory of \line\tab \up0 \expndtw-4\c harscalex100 relationship marketing, Journal of Marketing, Vol.58, July, pp.20-3 0. \par\pard\qj \li1800\ri1205\sb0\sl-500\slmult0\tx2160 \up0 \expndtw0\charscal ex102 57.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 F. Robert Dw yer, Paul H. Schurr and Sej Oh, \u8220?Developing Buyer Sel er \line\tab \up0 \e xpndtw-3\charscalex100 Relationships\u8221?, Journal of Marketing, Vol 51, (Apri l, 1987), pp. 11-27. \par\pard\qj \li1800\ri1205\sb0\sl-480\slmult0\tx2160 \up0 \expndtw0\charscalex102 58.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6 \fs28 F. Robert Dwyer, Paul H. Schurr and Sej Oh, \u8220?Developing Buyer Sel er \line\tab \up0 \expndtw-3\charscalex100 Relationships\u8221?, Journal of Market ing, Vol 51, (April, 1987), pp. 11-27. \par\pard\qj \li1800\ri1202\sb0\sl-480\sl mult0\tx2160 \up0 \expndtw-2\charscalex100 59.\ul0\nosupersub\cf10\f11\fs28 \ul 0\nosupersub\cf5\f6\fs28 Ganesan, S. (1994), \u8220?Determinants of long-term or ientation in buyer-seller \line\tab \up0 \expndtw-4\charscalex100 relationships\ u8221? Journal of Marketing, Vol. 58, pp. 1-19. \par\pard\ql \li1800\sb112\sl-32 2\slmult0\tx4158\tx5175 \up0 \expndtw-4\charscalex100 60.\ul0\nosupersub\cf10\f1 1\fs28 \ul0\nosupersub\cf5\f6\fs28 Storbacka, Kaj \tab \up0 \expndtw-4\charsca lex100 (2000), \tab \up0 \expndtw-1\charscalex100 \u8220?Customer Profitability : Analysis and Design \par\pard\qj \li2160\ri1197\sb48\sl-480\slmult0 \up0 \e xpndtw-2\charscalex100 Issues\u8221?, in Handbook of Relationship Marketing,Jagd ish N. Sheth and Atul \up0 \expndtw-3\charscalex100 Parvatiyar, Eds., Thousand O aks, CA: Sage Publications, pp. 565-586. \par\pard\ql \li1800\ri1202\sb0\sl-480\ slmult0\tx2160\tx2160 \up0 \expndtw-2\charscalex100 61.\ul0\nosupersub\cf10\f11\ fs28 \ul0\nosupersub\cf5\f6\fs28 Naidu, G.M., Atul Parvatiyar, Jagdish N. Sheth and Lori Westgate (1999). \line\tab \up0 \expndtw0\charscalex103 \u8220?Does R elationship Marketing Pay? An Empirical Investigation of \line \tab \up0 \ expndtw-4\charscalex100 Relationship Marketing Practices in Hospitals,\u8221? 46 (3), pp. 207-218. \par\pard\ql \li1800\ri1196\sb0\sl-490\slmult0\tx2160\tx2160 \ up0 \expndtw-4\charscalex100 62.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\c f5\f6\fs28 Crosby, Lawrence, A. and Nancy Stephens (1987), \u8220?Effects of Rel ationship \line\tab \up0 \expndtw0\charscalex104 Marketing and Satisfaction, Ret ention, and Prices in the Life Insurance \line \tab \up0 \expndtw-4\charscalex10 0 Industry,\u8221? Journal of Marketing Research, (November), pp. 404-411. \par\ pard\ql \li1800\ri1209\sb0\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw-1\charscal ex100 63.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Frazier, Gar y, Robert E. Spekman, and Charles O\u8223?Neal (1988), \u8220?Just in \line\ta b \up0 \expndtw-4\charscalex100 Time Exchange System and Industrial Marketing\u8 221?, Journal of Marketing, 52 \line \tab \up0 \expndtw-5\charscalex100 (October ), pp. 52-67. \par\pard\qj \li1800\ri1202\sb0\sl-480\slmult0\tx2160 \up0 \expndt w0\charscalex100 64.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 S hapiro, B.P. and R.S. Posner (1979), \u8220?Making the Major Sale\u8221?, Harvar d \line\tab \up0 \expndtw-4\charscalex100 Business Review (March- April), pp. 68 -79. \par\pard\ql \li1800\ri1211\sb11\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw 0\charscalex102 65.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Di ck, Alan S. and Kunal Basu (1994), \u8220?Customer Loyality: Toward an \line\t ab \up0 \expndtw-1\charscalex100 Integrated Conceptual Framework\u8221?,Journal of the Academy of Marketing \line \tab \up0 \expndtw-4\charscalex100 Science,22 (Spring), pp. 99-113. \par\pard\qj \li1800\ri1205\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-4\charscalex100 66.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\ f6\fs28 Rosenberg, Larry and John Czepiel (1984), \u8220?A Marketing app roach to \line\tab \up0 \expndtw-5\charscalex100 Customer retention\u8221?, Jou rnal of Consumer Marketing (Spring), pp.45-51. \par\pard\ql \li10468\sb248\sl-25 3\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 107 \par\par d\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg45}{\bkmk end Pg45}\par\pard\ql \li1800\sb0\sl-480\slmult0 \par\pard\ql\li1800\sb0\sl-480\

slmult0 \par\pard\ql\li1800\ri1211\sb104\sl-480\slmult0\tx2160\tx2160 \up0 \expn dtw-1\charscalex100 \ul0\nosupersub\cf5\f6\fs28 67.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Frazier, Gary, Robert E. Spekman, and Charles O\u8 223?Neal (1988), \u8220?Just in \line\tab \up0 \expndtw-4\charscalex100 Time E xchange System and Industrial Marketing\u8221?, Journal of Marketing, 52 \line \ tab \up0 \expndtw-5\charscalex100 (October), pp. 52-67. \par\pard\qj \li1800\ri1 207\sb20\sl-480\slmult0\tx2160 \up0 \expndtw-4\charscalex100 68.\ul0\nosupersub\ cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Rosenberg, Larry and John Czepiel (1984), \u8220?A Marketing approach to \line\tab \up0 \expndtw-5\charscale x100 Customer retention\u8221?, Journal of Consumer Marketing (Spring), pp. \par \pard\qj \li1800\ri1216\sb0\sl-480\slmult0\tx2160 \up0 \expndtw0\charscalex100 6 9.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Sheth, Jagdish N. a nd Rajendra S. Sisodia (1995), \u8220?Improving Marketing \line\tab \up0 \expndt w-1\charscalex100 Productivity\u8221?, in Encyclopedia of Marketing in the year \up0 \expndtw-1\charscalex100 2000. J. \par\pard\qj \li2160\ri1218\sb0\s l-480\slmult0 \up0 \expndtw0\charscalex100 Heilbrunn,Ed., Chicago, IL: Ame rican Marketing Association/NTC \up0 \expndtw-4\charscalex100 Publishing. \p ar\pard\li1800\sb152\sl-322\slmult0\fi0\tx7695\tx8741 \up0 \expndtw0\charscalex1 01 70.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Yip, George S . and Tammy L. Madsen\tab \up0 \expndtw0\charscalex101 (1996),\tab \up0 \exp ndtw0\charscalex101 \u8220?Global Account\par\pard\li1800\sb161\sl-322\slmult0\ fi359 \up0 \expndtw0\charscalex102 Management:The Frontier in Relationship Marketing,\u8221? International\par\pard\li1800\sb162\sl-322\slmult0\fi359 \up0 \expndtw0\charscalex101 Marketing Review,13(3), pp. 24-42.\par\pard\qj \li1 800\ri1161\sb20\sl-480\slmult0\tx2160 \up0 \expndtw-4\charscalex100 71.\ul0\nosu persub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 David L. Kurtz, Kenneth L. Clo w (2002). Services Marketing, John Wiley & \line\tab \up0 \expndtw-5\charscalex1 00 Sons. \par\pard\ql \li1800\sb131\sl-322\slmult0\tx5681 \up0 \expndtw-2\charsc alex100 72.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Boyd, Wal ker & Larrch \tab \up0 \expndtw0\charscalex100 (1995). Advertising, personal selling and \par\pard\qj \li2160\ri1217\sb20\sl-490\slmult0 \up0 \expndtw-4\cha rscalex100 salesPromotion, Define PR on (p 352) as non-paid, non-personal stimul ation \line \up0 \expndtw0\charscalex103 of demand for a product, service or bus iness unit by planting significant \line \up0 \expndtw0\charscalex103 news abou t it or favourable presentation of it in the media \up0 \expndtw-5\char scalex100 (looks \par\pard\qj \li2160\ri1213\sb0\sl-480\slmult0 \up0 \expndtw-4\ charscalex100 suspiciously similar to other definitions of publicity). Later on publicity and \up0 \expndtw-5\charscalex100 PR is used interchangeably (p374/375 ). \par\pard\ql \li1800\sb130\sl-322\slmult0\tx4653 \up0 \expndtw-5\charscalex10 0 73.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Dirks and Dann iel \tab \up0 \expndtw-1\charscalex100 (1991), Advertising and promotion; an integrated \par\pard\ql \li2160\sb158\sl-322\slmult0 \up0 \expndtw-4\charscale x100 marketing communications perspective, 3\ul0\super\cf7\f8\fs27 rd\ul0\nosupe rsub\cf5\f6\fs28 Canadian edition. \par\pard\ql \li1800\sb178\sl-322\slmult0\tx 4775 \up0 \expndtw-5\charscalex100 74.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupe rsub\cf5\f6\fs28 Kotler &Armstrong \tab \up0 \expndtw0\charscalex103 (1997). A dvertising, personal selling and sales \par\pard\ql \li2160\sb158\sl-322\slm ult0 \up0 \expndtw-4\charscalex100 promotion (p 428) direct marketing is added a s a growth trend (p 444). \par\pard\qj \li1800\ri1205\sb28\sl-480\slmult0\tx2160 \up0 \expndtw-3\charscalex100 75.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub \cf5\f6\fs28 Vargo, Stephen L. and Robert F. Lusch (2004a), \u8220?Evolvi ng to a New \line\tab \up0 \expndtw-3\charscalex100 Dominant Logic for Market ing,\u8221? Journal of Marketing, 68 (January), 1-17. \par\pard\ql \li1800\sb131 \sl-322\slmult0 \up0 \expndtw-3\charscalex100 76.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Nagasimha Kanagal (2006) \u8220?Role of relationship marketing in competitive \par\pard\ql \li10468\sb0\sl-253\slmult0 \par\pard\ql\ li10468\sb22\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2 \fs22 108 \par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkm kstart Pg46}{\bkmkend Pg46}\par\pard\ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\ li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li

2160\sb228\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf5\f6\f s28 marketing strategy,\u8221? Journal of management and research. \par\pard\qj \li1800\ri1220\sb28\sl-480\slmult0\tx2160 \up0 \expndtw0\charscalex100 77.\ul0\n osupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Stanton, Etzel & Walker (1 994). Advertising, personal selling and sales \line\tab \up0 \expndtw-4\charscal ex100 promotion (p 456). \par\pard\ql \li1800\sb151\sl-322\slmult0 \up0 \expndtw -4\charscalex100 78.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 D onath B (1999), \u8220?Consumer marketing trends\u8221?, marketing news 28, pp.1 4-\par\pard\ql \li2160\sb158\sl-322\slmult0 \up0 \expndtw-4\charscalex100 27. \p ar\pard\qj \li1800\ri1201\sb28\sl-480\slmult0\tx2160 \up0 \expndtw-2\charscalex1 00 79.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Vikas sinh and chintaganta (1994), \u8220?Strengthening the Satisfaction-Profit \line\tab \up 0 \expndtw-3\charscalex100 Chain,\u8221? \ul0\nosupersub\cf15\f16\fs28 Journal o f Service Research\ul0\nosupersub\cf5\f6\fs28 , 3 (2), 107-120. \par\pard\qj \li 1800\ri1200\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-4\charscalex100 80.\ul0\nosu persub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Joe alba, \u8220?knowledge cal ibration; what consumer know and what they think \line\tab \up0 \expndtw-5\chars calex100 they know,\u8221? journal of consumer research , spring 2006. \par\pard \qj \li1800\ri1231\sb20\sl-480\slmult0\tx2160 \up0 \expndtw-2\charscalex100 81.\ ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Dhar, Ravi.Stephen M.N owlis, and steven J Sherman (1999), \u8220?comparison \line\tab \up0 \expndtw-2\ charscalex100 effect on preference construction\u8221?, Journal of consume r research \up0 \expndtw-3\charscalex100 26\ul0\super\cf7\f8\fs27 th \par\pard\ ql \li2160\sb131\sl-322\slmult0 \up0 \expndtw-4\charscalex100 \ul0\nosupersub\cf 5\f6\fs28 dec.pp.293-306. \par\pard\qj \li1800\ri1219\sb28\sl-480\slmult0\tx2160 \up0 \expndtw-1\charscalex100 82.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub \cf5\f6\fs28 Dhar, Ravi and Klaus Wertenbroach92006), \u8220?Consumer choice be tween \line\tab \up0 \expndtw-1\charscalex100 hedonic and utilitarian goods\u 8221?, Journal of consumer research \up0 \expndtw-5\charscalex100 ,37 \par\p ard\ql \li2160\sb131\sl-322\slmult0 \up0 \expndtw-4\charscalex100 (Feb.),pp.60-7 1. \par\pard\qj \li1800\ri1217\sb11\sl-500\slmult0\tx2160 \up0 \expndtw-1\charsc alex100 83. Kalavani (2006), \u8220?To study the gap between service promised an d service \line\tab \up0 \expndtw-4\charscalex100 offered by service provider\u8 221?. \par\pard\qj \li1800\ri1197\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-5\char scalex100 84.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Seth et al (2008), \u8220?Managing customer perceived service quality for cellular \line \tab \up0 \expndtw-6\charscalex100 mobile telephony; an empirical investigation\ u8221? Vikalp.2008. \par\pard\li1800\sb138\sl-322\slmult0\fi0\tx5507\tx6538 \up0 \expndtw0\charscalex100 85.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f 6\fs28 Kalpana and Chinnadurai\tab \up0 \expndtw0\charscalex100 (2006),\tab \u p0 \expndtw0\charscalex100 \u8220?Promotional strategies of cellular\par\pard \li1800\sb163\sl-322\slmult0\fi359 \up0 \expndtw0\charscalex100 services: A cu stomer perspective\u8221?, Indian Journal of marketing, may-\par\pard\li18 00\sb161\sl-322\slmult0\fi359 \up0 \expndtw0\charscalex100 2006.pp.29.\par\pard\ ql \li1800\ri1211\sb30\sl-480\slmult0\tx2160\tx2160\tx2160\tx2160 \up0 \expndtw4\charscalex100 86. \up0 \expndtw-1\charscalex100 Rick Kazman (2008). \u8220?The Affective and Cognitive Impacts of Perceived \line\tab \up0 \expndtw-3\charscal ex100 Touch on Online Customers\u8223? Intention to Return in the Web-based eCRM \line \tab \up0 \expndtw0\charscalex100 environment,\u8221? Chapter 5.19 in S. A. Backer ed., Electronic Commerce: \line \tab \up0 \expndtw-4\charscalex100 Concepts, Methodologies, Tools and Applications, Information Science \lin e \tab \up0 \expndtw-5\charscalex100 Reference, 2008. \par\pard\ql \li10468\sb24 8\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 109 {\shp {\*\shpinst\shpleft2160\shptop12059\shpright10801\shpbottom12388\shpfhdr0\ shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz499\shplid0 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 8641}}{\sp{\sn geoBottom}{\sv 329}} {\sp{\sn pVerticies}{\sv 8;4;(0,329);(8641,329);(8641,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768}

} {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 167772 15}}{\sp{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\sp{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft2160\shptop12542\shpright10801\shpbottom12870\shpfhdr0\ shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz532\shplid1 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 8641}}{\sp{\sn geoBottom}{\sv 328}} {\sp{\sn pVerticies}{\sv 8;4;(0,328);(8641,328);(8641,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 167772 15}}{\sp{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\sp{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft2160\shptop13026\shpright10801\shpbottom13355\shpfhdr0\ shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz555\shplid2 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 8641}}{\sp{\sn geoBottom}{\sv 329}} {\sp{\sn pVerticies}{\sv 8;4;(0,329);(8641,329);(8641,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 167772 15}}{\sp{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\sp{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft2160\shptop13509\shpright10801\shpbottom13838\shpfhdr0\ shpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz605\shplid3 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 8641}}{\sp{\sn geoBottom}{\sv 329}} {\sp{\sn pVerticies}{\sv 8;4;(0,329);(8641,329);(8641,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 167772 15}}{\sp{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\sp{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }} {\shp {\*\shpinst\shpleft2160\shptop13991\shpright4066\shpbottom14320\shpfhdr0\s hpbxpage\shpbypage\shpwr3\shpwrk0\shpfblwtxt1\shpz641\shplid4 {\sp{\sn shapeType}{\sv 0}}{\sp{\sn fFlipH}{\sv 0}}{\sp{\sn fFlipV}{\sv 0}}{\sp{ \sn geoRight}{\sv 1906}}{\sp{\sn geoBottom}{\sv 329}} {\sp{\sn pVerticies}{\sv 8;4;(0,329);(1906,329);(1906,0);(0,0)}} {\sp{\sn pSegmentInfo}{\sv 2;10;16384;45824;1;45824;1;45824;1;45824;24577;32768} } {\sp{\sn fFillOK}{\sv 1}}{\sp{\sn fFilled}{\sv 1}}{\sp{\sn fillColor}{\sv 167772 15}}{\sp{\sn fLine}{\sv 0}}{\sp{\sn lineType}{\sv 0}}{\sp{\sn fArrowheadsOK}{\sv 1}}{\sp{\sn fBehindDocument}{\sv 1}}{\sp{\sn lineColor}{\sv 0}} }}\par\pard\sect\sectd\fs24\paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart P g47}{\bkmkend Pg47}\par\pard\qj \li1800\sb0\sl-480\slmult0 \par\pard\qj\li1800\s b0\sl-480\slmult0 \par\pard\qj\li1800\ri1202\sb104\sl-480\slmult0\tx2160 \up0 \e xpndtw0\charscalex102 \ul0\nosupersub\cf5\f6\fs28 87.\ul0\nosupersub\cf10\f11\fs 28 \ul0\nosupersub\cf5\f6\fs28 Shikha Oja (2009), \u8220?Customer awareness o f VAS of telecom sector of \line\tab \up0 \expndtw-4\charscalex100 India\u8221?, The ICFAI University, Journal of Infrastructure,pp;1-14. \par\pard\ql \li1800\s b131\sl-322\slmult0\tx4591 \up0 \expndtw-7\charscalex100 88.\ul0\nosupersub\cf10

\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Ganguli,Shirshendu \tab \up0 \expndtw0\ch arscalex100 (2008),\u8221? changing face of relationship marketing; \par\pa rd\ql \li2160\sb178\sl-322\slmult0 \up0 \expndtw-4\charscalex100 Evaluation of C RM to EMM \u8220?, Effective executive,april-pp.54. \par\pard\qj \li1800\ri1199\ sb28\sl-480\slmult0\tx2160 \up0 \expndtw-2\charscalex100 89.\ul0\nosupersub\cf10 \f11\fs28 \ul0\nosupersub\cf5\f6\fs28 J.D.Power and associate reports; Exceptio nal service satisfaction enhances \line\tab \up0 \expndtw-2\charscalex100 dealer and manufacturer profibility through improved customer retention,\u8221? \par\p ard\ql \li1800\ri1214\sb0\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw0\charscalex 100 90. Girish Taneja and Neeraj Kaushik(2007) \u8220?customer perception towa rds \line\tab \up0 \expndtw0\charscalex103 mobile service providers; An analytic al overview\u8221?, The IUP Journal of \line \tab \up0 \expndtw-4\charscalex100 services marketing,pp.14. \par\pard\li1800\sb152\sl-322\slmult0\fi0\tx3624\tx463 7 \up0 \expndtw0\charscalex101 91.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub \cf5\f6\fs28 Anita seth\tab \up0 \expndtw0\charscalex101 (2007),\tab \up0 \expn dtw0\charscalex101 \u8220?quality of service parameters in cellular mobile \par\pard\li1800\sb161\sl-322\slmult0\fi359 \up0 \expndtw0\charscalex102 communi cation\u8221?, international journal of mobile communications, vol-5,\par\pard\ li1800\sb162\sl-322\slmult0\fi359 \up0 \expndtw0\charscalex101 issue 1, jan-2007 .\par\pard\ql \li1800\ri1212\sb20\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw-2\c harscalex100 92.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Swade shkumar Samanta (2007), \u8220?Impact of price on mobile subscription \line\ta b \up0 \expndtw0\charscalex102 and revenue\u8221?, Dept. of computing and electr onic systems, University of \line \tab \up0 \expndtw-4\charscalex100 essex, Colc hester,UK. \par\pard\ql \li1800\ri1193\sb0\sl-490\slmult0\tx2160\tx2160 \up0 \ex pndtw-3\charscalex100 93.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\f s28 Wilska(2001), \u8220? New technology and young people\u8223?s consumer ident ities; \line\tab \up0 \expndtw0\charscalex102 Acomparative study between Finland and Brazil\u8221? - Seniar researcher in \line \tab \up0 \expndtw-4\charscalex 100 economic sociology at the Turku School of economics, Finland. \par\pard\qj \ li1800\ri1210\sb0\sl-480\slmult0\tx2160 \up0 \expndtw-5\charscalex100 94.\ul0\no supersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Heman Requelme (2001), \u822 0? Do consumers know what they want? \u8220?, Journal \line\tab \up0 \expndtw-6\ charscalex100 of consumer marketing, Vol.18,Iss-5,pp 437- 448. \par\pard\li1800\ sb137\sl-322\slmult0\fi0\tx7163\tx10662 \up0 \expndtw-1\charscalex100 95.\ul0\no supersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Berry, Leonard L. and A. Parsuraman\tab \up0 \expndtw-1\charscalex100 (1991), Marketing Services\tab \up0 \expndtw-1\charscalex100 -\par\pard\li1800\sb161\sl-322\slmult0\fi359 \up0 \expndtw-1\charscalex100 Competing Through Quality, New York: Free Press.\par\pa rd\ql \li1800\sb160\sl-322\slmult0\tx4296\tx5298 \up0 \expndtw-5\charscalex100 9 6.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Ruth N. Bolton \t ab \up0 \expndtw-4\charscalex100 (1991), \tab \up0 \expndtw0\charscalex100 \u822 2?A Dynamic Model of the Duration of the \par\pard\qj \li2160\ri1159\sb28 \sl-480\slmult0 \up0 \expndtw-3\charscalex100 Customer\u8223?s Relationship with a Continuous Service Provider: The Role of \up0 \expndtw-6\charscalex100 Satisf action\u8223?, The Maryland Business School, University of Maryland. \par\pard\q j \li1800\ri1217\sb0\sl-480\slmult0\tx2160 \up0 \expndtw0\charscalex106 97.\ul0\ nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Crosby, Lawrence, A., K enneth R Teas, and Deboprah Gowles, \line\tab \up0 \expndtw0\charscalex100 (1993),\u8220?Relationship Quality in Services Selling \up0 \expndtw0\charsc alex104 - An interpersonal \par\pard\ql \li10468\sb248\sl-253\slmult0 \up0 \ex pndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\fs22 110 \par\pard\sect\sectd\fs24\ paperw12240\paperh15840\pard\sb0\sl-240{\bkmkstart Pg48}{\bkmkend Pg48}\par\pard \ql \li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb0\sl-322\slmult0 \par\pard\ ql\li2160\sb0\sl-322\slmult0 \par\pard\ql\li2160\sb228\sl-322\slmult0 \up0 \expn dtw-4\charscalex100 \ul0\nosupersub\cf5\f6\fs28 influence Perspective\u8221?, Jo urnal of Marketing, 52 (April), pp. 21-34. \par\pard\ql \li1800\ri1204\sb20\sl-4 90\slmult0\tx2160\tx2160 \up0 \expndtw-3\charscalex100 98.\ul0\nosupersub\cf10\f 11\fs28 \ul0\nosupersub\cf5\f6\fs28 Pratibha A Dabholkar (1995), \u8220? A co ntingency Frame work for predicting \line\tab \up0 \expndtw0\charscalex100 causa

lity between customer satisfaction and service quality,\u8221? Advances in \line \tab \up0 \expndtw-4\charscalex100 consumer research , Vol.22, 1995 ; Pg.101- 1 08. \par\pard\ql \li1800\ri1208\sb0\sl-480\slmult0\tx2160\tx2160 \up0 \expndtw-2 \charscalex100 99.\ul0\nosupersub\cf10\f11\fs28 \ul0\nosupersub\cf5\f6\fs28 Rob ert C. Ford, Cherill P. Heaton, Stephen W. Brown (2001), \u8220?Delivering \line \tab \up0 \expndtw-3\charscalex100 Excellent Service. Lessons From The Best Firm s\u8221?, California Management \line \tab \up0 \expndtw-3\charscalex100 Review, Vol. 44, No.1, Fall. \par\pard\ql \li1800\ri1211\sb0\sl-490\slmult0\tx2880\tx21 60\tx2160 \up0 \expndtw-4\charscalex100 100. \tab \up0 \expndtw-4\charscalex100 Bepko and Charlene Pleger (2002), \u8222?Service Intangibility and Its \ line\tab \up0 \expndtw-2\charscalex100 Impact on Consumer Expectations of Servic e Quality\u8223?, Journal of Service \line \tab \up0 \expndtw-3\charscalex100 Ma rketing, Vol. 14, No. 2, pp. 9-26. \par\pard\ql \li1800\ri1195\sb0\sl-480\slmult 0\tx2880\tx2160 \up0 \expndtw-4\charscalex100 101. \tab \up0 \expndtw-2\charscal ex100 Gummerson, E. (1987), \u8220?The new marketing developing long-term \lin e\tab \up0 \expndtw-3\charscalex100 interactive relationships\u8221?, Long-range Planning, Vol.20, No.4, pp.10-20. \line \up0 \expndtw-4\charscalex100 102. \up0 \expndtw-4\charscalex100 Carsten Fink, Aaditya Mattoo and Randeep Rathind ran \up0 \expndtw-4\charscalex100 (2001), \par\pard\qj \li2160\ri1209\sb0\sl-480 \slmult0 \up0 \expndtw-4\charscalex100 \u8222?Liberalizing Basic Telecommunicat ions: The Asian Experience\u8223?, World \up0 \expndtw-4\charscalex100 Bank Pol icy Research Working Paper 2718. \par\pard\ql \li1800\ri1161\sb0\sl-490\slmult0\ tx2986\tx2160\tx2160 \up0 \expndtw-4\charscalex100 103. \tab \up0 \expndtw-5\cha rscalex100 Maran K., Madhavi C. and Thilagavathi K. (2004), \u8222?Custo mer's \line\tab \up0 \expndtw-3\charscalex100 Perception on Telephone: A Study w ith Special Reference to Chennai City\u8223?, \line \tab \up0 \expndtw-4\charsca lex100 Journal of Marketing Management, ICFAI Press. \par\pard\ql \li1800\ri1206 \sb0\sl-480\slmult0\tx2880\tx2160\tx2160 \up0 \expndtw-4\charscalex100 104. \tab \up0 \expndtw-3\charscalex100 Shanthi N.M. (2005), \u8222?Effectiveness of Pred ictive Churn Models for \line\tab \up0 \expndtw-4\charscalex100 sustaining marke t share in telecom industry -An Appraisal\u8223?, ICFAI Journal \line \tab \up0 \expndtw-5\charscalex100 of Services Marketing, September 2005. \par\pard\ql \li 10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li 10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li 10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li 10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li 10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li 10468\sb0\sl-253\slmult0 \par\pard\ql\li10468\sb0\sl-253\slmult0 \par\pard\ql\li 10468\sb93\sl-253\slmult0 \up0 \expndtw-3\charscalex100 \ul0\nosupersub\cf1\f2\f s22 111 \par\pard\sect\sectd\fs24}