PROJECT RESEARCH REPORT

Titled

“Digital Marketing Strategies: A Case of Vodafone Zoo

Zoo in Contribution to Vodafone's Growth”

SUBMITTED IN PARTIAL FULFILLMENT

FOR

MASTERS IN BUSINESS ADMINISTRATION

AT

CHANDIGARH UNIVERSITY
GHARUAN, PUNJAB
BATCH 2017-19

SUBMITTED TO: SUBMITTED BY:

Dr. Anupal Mongia Sanjeev Kumar
Assistant Professor 17MBA1367

1
 DECLARATION

I declare that this project titled “A Study of Marketing research for, has been worked on,
“Digital Marketing Strategies: A Case of Vodafone Zoo Zoo in Contribution to
Vodafone's Growth” drafted and finalised by me – Sanjeev Kumar, 17MBA1367 student of
MBA 4th semester of the batch 2017-2019. This project is an original piece of work and not
copied or plagiarised from any other source of literature, review article or published reference
in this regard. This is purely our Summer Internship Report being submitted in partial
fulfilment of the degree of Master in Business Administration from University School of
Business, Chandigarh University and has not been submitted for the reward of any certificate,
diploma, degree, fellowship with any college / university nor educational institute before this.

In case any part of this work is reported as copied from any another source, we shall be solely
responsible for the same and will be answerable for any action taken in this regard.

Sanjeev Kumar
17MBA1367
--DATE-

2
 CERTIFICATE

This is to certified that Mr. Sanjeev Kumar, UID No. 17MBA1367, a student of MBA
Marketing & IT, with University School of Business, Chandigarh University, Gharuan,
Punjab, has successfully completed his Final Research Project from 15-2-2019 to 5-4-2019
and his report is titled “A Study of Marketing research for “Digital Marketing Strategies: A
Case of Vodafone Zoo Zoo in Contribution to Vodafone's Growth” The student has carried
out the work satisfactorily under my supervision.

According the declaration submitted by the student, the report is an authentic work and may
be considered for partial fulfilment towards course credits.
I wish him success in life.

Dr. Anupal Mongia

Associate Professor

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 ACKNOWLEDGMENTS
The satiation and euphoria that accompany the successful completion of the project would be
incomplete without the mention of the people who made it possible.
First of all I am grateful to God who gives me sound health to accomplish my project report
on time. It is my pleasure to have opportunity for the preparation of this project. I am highly
obliged by Chandigarh University, Gharuan for giving me the opportunity. A grateful
thank you to our HOD Dr. Bhupinder Pal Singh Chahal for the enriching knowledge and
industrial exposure.
I owe my wholehearted thanks and appreciation to the entire staff of the college for their
cooperation and assistance during the course of my project.
I hope that it builds upon the great experience and knowledge that i have gained and make a
valuable contribution towards this industry in coming future.
I would also like to express my gratitude to my faculty guide Prof. Anupal Mongia for her
support during the preparation of my final report.

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 PREFACE

Digital marketing is all about the challenge of balancing both the sides of the marketing
wheel while walking tightrope on the rim. On one side lies any marketer’s owned media
(websites, apps, social media pages) while the other represents the ever-changing demands
and perceptions of his target customer. And this is just the start of the balancing act; one
which extends across an advertiser and a publisher’s needs, between CPM (Cost per mille)
and CPC (Cost per click) and extends to measuring data and managing privacy concerns. The
list is endless and so are the solutions available in the market.

It is these complexities and choices that makes digital marketing unique and renders a distinct
flavour to this field of study. This book aims at helping both digital marketing enthusiasts and
practioners discern such nuances to make informed decisions right from digital marketing
environment assessment and strategy development to marketing operations till refinement.

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 TABLE OF CONTENTS

S.NO TOPIC PAGE NO.

1 INTRODUCTION
Abstract
8

2 ABOUT THE COMPANY

History of Vodafone
9-19

3 REVIEW OF LITERATURE
20-24

4 RESEARCH METHODOLOGY
Objective of the study
25-34
Methods of Data Collection
Sampling Design
Instruments Used
Collection of Data through Questionnaire

5 DATA ANALYSIS AND INTERPRETATION

Limitations of the Study
35-40

6 FINDINGS
41-44

7 CONCLUSIONS AND SUGGESTIONS

45-48

6
8 REFERENCES
49-50

9 ANNEXURE
51-56

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ABSTRACT
In today’s world of competition, firms are selling goods and services through a variety of
direct and indirect channels. In mass advertising, marketers are exploring new forms of
communication, such as experimental, entertainment, and viral marketing. One such
innovative idea is Vodafone’s Zoozoo campaign. Never in the history of Indian advertising
we witnessed a campaign that generated so much interest and curiosity among all the
segments of the society whether it young or old. Vodafone is known for its unique
advertisement campaign such as pug, happy to help service and latest released “Zoozoo”
advertisement campaign. As Vodafone was a new brand in India, it had a challenging task to
develop its own entity and it has done it in a splendid way. Vodafone has benefitted
immensely by the zoozoo campaign and it has been proved as a great marketing story. This
paper analyzes the marketing strategies used by Vodafone, the efforts that have been put in
the making of Zoozoo, and the impact it had on the customers mind It caught the attention
and fancy of the consumers, aroused curiosity, told stories and made people retell the story.

KEYWORDS: Advertisement, Impact, Vodafone, Zoozoo.

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INTRODUCTION: A company’s new brand campaign should be extremely powerful
particularly when a new brand’s identity has to be established on top of an existing and
already quite established brand. Vodafone’s Zoozoo campaign was launched with much
fanfare and full of expectations and with the main motto of promoting its Value-Added
Services (VAS). However, Vodafone had another subtle motto of replacing brand Hutch with
that of the Vodafone.
Would Vodafone have come with the ‘Zoozoo’ campaign, if it did not have to supplant
Vodafone brand on Hutch (Pug)? One thing is to be kept in mind. In the absence of a clearly
defined value proposition and corporate strategy, would a well-articulated, deftly-executed
campaign yield the desired results? Set in 2009, this case study is intended to raise an erudite
discourse on ‘Marketing Campaign as a Brand Communication Strategy’. It provides a deep
understanding about the business strategy of Vodafone in India and its brand transformation
from basic communication services provider to VAS provider and in the meanwhile, its
efforts to make its own brand stand tall in the Indian telecom Industry.
Advertising has long been viewed as a method of mass promotion in that a single message
can reach a large number of people. But, this mass promotion approach presents problems
since many exposed to an advertising message may not be within the marketer’s target
market, and thus, may be an inefficient use of promotional funds. However, this is changing
as new advertising technologies and the emergence of new media outlets offer more options
for targeted advertising. Advertising also has a history of being considered a one-way form of
marketing communication where the message receiver is not in position to immediately
respond to the message. In fact, it is expected that over the next 10-20 years advertising will
move away from a one-way communication model and become one that is highly interactive.
Another characteristic that may change as advertising evolves is the view that advertising
does not stimulate immediate demand for the product advertised. That is, customers cannot
quickly purchase a product they see advertised. But as more media outlets allow customers to
interact with the messages being delivered the ability of advertising to quickly stimulate
demand will improve.
One of the leaders in India’s mobile company, Vodafone’s aggressive addition of mobile
customers and a more stable pricing environment by the end of fiscal 2011 led to revenues of
Vodafone India rising by 23.95 per cent to $6.16 billion for the fiscal year ended 31st March
2011 compared to $4.97 billion in the previous fiscal. Vodafone India’s EBITA stood at
$1.59 billion and the EBITDA margin was at 25.6 per cent. Voice revenues rose to $4.93
billion while messaging revenues registered at $277.32 million and data revenues at $400.58
million while fixed line revenues were at $11.35 million. The operator had 134.57 million
connections in India as of March 31, 2011, of which 95.3 per cent are pre-paid. Vodafone is
currently piloting its mobile money transfer platform in India. The platform has over 20
million customers globally. After the launch of ZooZoo ad campaigns Vodafone has added a
total of 3.68 million GSM subscribers which is the highest number of new mobile
subscriber’s additions in the month of March 2011. Vodafone’s GSM subscriber base now
reached 134.5 million, as per the COAI data.
Spending on advertising is huge. One often quoted statistic by market research firm Zenith
Optimedia estimates that worldwide spending on advertising exceeds (US) $400 billion. This
level of spending supports thousands of companies and millions of jobs. In fact, in many
countries most media outlets, such as television, radio and newspapers, would not be in
business without revenue generated through the sale of advertising. While worldwide
advertising is an important contributor to economic growth, individual marketing
organizations differ on the role advertising plays. For some organizations, little advertising
may be done, instead promotional money is spent on other promotion options such a personal
selling through a sales team. For some smaller companies advertising may consist of

9
occasional advertisement and on a very small scale, such as placing small ads in the classified
section of a local newspaper. But most organizations, large and small, that rely on marketing
to create customer interest are engaged in consistent use of advertising to help meet
marketing objectives.

The Story Behind:

ZooZoo, the new brand ambassador of Vodafone, has created a furore in the advertising
industry. Zoozoos have been successful in giving Vodafone a makeover and establishing
maximum brand presence. I consider it to be a perfect example of a well-laid out marketing
strategy for the following reasons: Vodafone chose the Indian Premier League 2 (IPL-2) as a
platform to launch their advertisement, which proved to be a great marketing strategy.
Cricket is considered to be a religion in India, and Zoozooz captured attention of nearly two
billion people during the IPL. People eagerly waited for breaks between matches to see more
stories about Zoozoo.
Zoozoos are small pseudo-animated characters with big egg-shaped head, round belly but
extremely thin arms and legs. It was a fresh and innovative concept and Vodafone
wonderfully promoted their services by creating different stories featuring Zoozoos. The
charm of the Zoozoo was itself a great self-marketing strategy and they were instant success
among masses. Within few days, Zoozooz created a huge audience for them, giving a boost
to the Vodafone brand. People were already in awe of those cute and lovable characters, but
the curiosity heightened when Vodafone disclosed that Zoozooz were not animated, rather
humans were playing those characters. People were even more hungry to know about their
favorite Zoozooz.
In the second phase, after the release of these ads, Vodafone promoted these characters on
social media sites, which was another wise decision. Zoozoo fan clubs are there on social
networking sites like Facebook, YouTube, Orkut, Twitter, and many more, where they have a
huge following.
Now Vodafone has announced to launch the Zoozoo goodies like zoozoo toys, zoozoo mugs,
zoozoo keychains, zoozoo t-shirts, etc. Zoozooz have themselves become a brand and it will
be interesting to see how Vodafone uses this concept in future to promote their services.

ABOUT THE COMPANY

Vodafone the 3rd largest telecom company both by number of subscribers and the total
revenues had its roller coaster journey right from the day of inception. The company that has
its presence in almost 30 countries and partnerships in about 20 more, had a very humble
beginning in Berkshire, United Kingdom.
History: The revolutionary idea of cellular boom began when Racal Electronics plc
and Millicom Inc. partnered in 1984 to offer mobile telephone services. This was the
beginning of the Vodafone brand. Over the next few years, the ownership structures and the
names changed a few times as the company grew. Vodafone Group plc had been finally
established as an independent company in 1991.
The name Vodafone is a portmanteau of voice data phone. Through the 90s, Vodafone
acquired few companies and expanded across the stretch of United Kingdom. It consolidated
its position and kept growing at a steady rate. In 1997, the company rebranded itself with the
‘speechmark’ logo that is its unique identity today.

10
The company later saw some major mergers. In 1999, it merged with AirTouch
Communications to form the world’s largest mobile telephony company. Vodafone entered
India in 2007 and by 2011, acquired a controlling stake in Vodafone India. In 2014,
Vodafone had acquired 100% stake in its Indian operations. Throughout its history, Vodafone
has remained committed to offering the best services to its customers. It runs on a
philosophy of ‘Power to You’ which means the company strives to empower the customer by
offering various services tailored to match his needs. The company always strives to innovate
and bring out new offerings to its customers. In a world where there is an increasing need of
communication and social networking, Vodafone, due to its technical competence and
innovation, is quickly becoming a preferred choice in many countries. The name runs various
foundations under the Vodafone Group Foundation making a significant give back to the
community.

Vodafone Group’s consistent rise to the top despite all the struggles and challenges has
become a very inspiring story. From a small telecom company in Newbury, Vodafone had
beaten the odds and has become the third largest mobile communications company in a span
of 30 years. The journey of becoming one of the most valuable brands in the world,
Vodafone’s story has lessons everybody can learn from, especially if they want to succeed
and achieve great things.

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The Company was incorporated under English law in 1984 as Racal Strategic Radio Limited
(registered number 1833679). After various name changes, 20% of Racal Telecom Plc share
capital was offered to the public in October 1988. The Company was fully demerged
from Racal Electronics Plc and became an independent company in September 1991, at
which time it changed its name to Vodafone Group Plc.
Since then we have entered into various transactions which enhanced our international
presence. The most significant of these transactions were as follows:
 The merger with AirTouch Communications, Inc. which completed on 30 June 1999.
The Company changed its name to Vodafone AirTouch Plc in June 1999 but then
reverted to its former name, Vodafone Group Plc, on 28 July 2000.
 The acquisition of Mannesmann AG which completed on 12 April 2000. Through this
transaction we acquired businesses in Germany and Italy and increased our indirect
holding in SFR.
 Through a series of business transactions between 1999 and 2004 we acquired a
97.7% stake in Vodafone Japan. This was then disposed of on 27 April 2006.
 we acquired companies with controlling interests in Vodafone India Limited (VIL),
formerly Vodafone Essar Limited, for US$10.9 billion (£5.5 billion).
 we acquired an additional 15.0% stake in Vodacom for cash consideration of ZAR
20.6 billion (£1.6 billion). On 18 May 2009 Vodacom became a subsidiary.
 China Mobile Limited: We sold our entire 3.2% interest in China Mobile Limited for
cash consideration of £4.3 billion
 India: The Essar Group exercised its underwritten put option over 22.0% of VIL,
following which we exercised our call option over the remaining 11.0% of VIL
owned by the Essar Group. The total consideration due under these two options was
US$5 billion (£3.1 billion)
 SFR: We sold our entire 44% interest in SFR to Vivendi for a cash consideration of
€7.75 billion (£6.8 billion) and received a final dividend from SFR of €200 million
(£176 million).
 We acquired an additional 22% stake in VIL from the Essar Group for a cash
consideration of US$4.2 billion (£2.6 billion) including withholding tax

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  Vodafone assigned its rights to purchase 11% of VIL to Piramal Healthcare Limited
(‘Piramal’). On 18 August 2011 Piramal purchased 5.5% of VIL from the Essar
Group for a cash consideration of INR 28.6 billion (£368 million). On 8 February
2012, they purchased a further 5.5% of VIL from the Essar Group for a cash
consideration of approximately INR 30.1 billion (£399 million) taking Piramal’s total
shareholding in VIL to approximately 11%
 We sold our entire 24.4% interest in Polkomtel in Poland for cash consideration of
approximately €920 million (£784 million) before tax and transaction costs.
 We acquired the entire share capital of Cable & Wireless Worldwide plc for a cash
consideration of approximately £1,050 million.
 New Zealand: Vodafone New Zealand acquired TelstraClear Limited, for a cash
consideration of NZ$840 million (£440 million).

Vodafone is one of the world’s largest telecommunications groups and provides a range of
services including voice, messaging, data and fixed communications. Vodafone has mobile
operations in 26 countries, partners with mobile networks in 49 more, and fixed broadband
operations in 17 markets. As of 31 December 2016, Vodafone had 470 million mobile
customers and 14.3 million fixed broadband customers.

Evolving our 4G network to be 5G ready: We are continuing to evolve our 4G

network towards delivering gigabit data speeds, increased network capacity, improved
response (latency) times, and new service capabilities. These network enhancements are
being delivered through a range of advanced technological solutions. As an example, we are
now rolling out massive MIMO (multiple input and multiple output) antennas in our markets.
These antennae fundamentally change the way in which we transmit radio signals. Rather
than the signal being transmitted everywhere, massive MIMO provides multiple beams of
signal and each beam is assigned to a unique user or group. It therefore delivers a better and
more reliable user experience, creates less interference, and has the benefit of increasing the
site capacity by improving spectrum efficiency. This evolution of 4G combined with new 5G
radio spectrum and antennae will provide the underlying network infrastructure for 5G.
we are upgrading our cable infrastructure to the latest DOCSIS 3.1 technology and deploying
fibre deeper into the network. This delivers a significant improvement in maximum user
speeds and network capacity. The rollout of DOCSIS 3.1 is now well advanced in Spain,
while in Germany we have commenced a two-year rollout programme starting in 2018.

13
We have continued to make good progress this year in lowering our operating cost base,
reflecting the success of our Fit for Growth efforts. These Group initiatives include
centralising procurement, developing shared service centres in low cost regions, improving
sales channel efficiency, standardising network design and zero-based budgeting (‘ZBB’)
initiatives. As a result, we were able to lower our net operating costs on an organic basis for
the second year running. Importantly, this cost reduction was achieved while maintaining our
robust commercial momentum and despite a 63% increase in mobile data traffic during the
year. This sustained focus on cost efficiencies meant that for the third year in a row we were
able to grow our adjusted EBITDA faster than service revenues, supporting a significant
improvement in our adjusted EBITDA margins. This improvement was broad-based, with 20
out of 25 markets growing adjusted EBITDA faster than service revenue during the past year.
Overall, we achieved a 1.3 percentage point improvement in the Group’s underlying organic
adjusted EBITDA margin (excluding EU regulation, UK handset financing, and settlements).

Digital customer management: We intend to increase the use of data analytics to

provide predictive, proactive and personalised offers to our customers, optimising the
efficiency of our marketing spend, enhancing ARPU and improving our direct channel mix.
The My Vodafone app and our digital marketing channels will, over time, become our main
customer acquisition and management platform. We will also be able to meet any customer
request through automated, digital support – for example, by using chatbots and digital agents
that utilise rapidly developing artificial intelligence technologies, developed and shared on a
Group-wide basis.

Digital technology management We will rapidly install new “middleware” on top of

our legacy IT systems. This “Digital eXperience Layer” will accelerate the deployment of
new digital capabilities, de-coupling them from the longer and financially costly upgrade
cycles for our legacy billing and other systems. In addition, real-time data analytics will
enable even smarter network planning and deployment, as well as more precise ROI-based
investment decisions. Together with the ongoing effort to migrate 65% of our IT applications
to the cloud, we aim to achieve significant capex and opex efficiencies, allowing us to re-
invest based on customers’ actual and predicted profitability.

14
Digital operations
We see substantial scope for digitalisation to accelerate the simplification and automation of
standard processes, in both operational and support areas. These include IT and network
operations, customer management back office functions and all other administrative
activities. We have already established an automation unit and we have made good progress
with over 200 bots active in our Shared Service Centres.

At the end of December 2000, of over 700 million mobile phone customers worldwide, 173
million people used networks in which Vodafone has a shareholding. We now connect over
83 million proportionate registered customers in 29 countries across five continents.
Vodafone’s vision of the future is that fixed line services will be largely substituted by
mobile telecommunications for voice, narrow-band data and many other applications.
Vodafone will be in the forefront of these technological developments. The Short Message
Service (SMS) is already hugely successful and Third Generation (3G) technology will open
a new gateway to the Internet for millions, increasing exponentially the potential for mobile
telecommunications The Group contains 15 subsidiary cellular network operators in which
Vodafone has more than a 50% direct equity interest – and so has direct control over
governance and management. All Group policies and guidelines on issues of corporate social
responsibility will therefore apply directly to these companies. Where Vodafone does not
have a majority equity interest, as in its associated undertakings and investments, we will
actively encourage these partners to fulfil the commitments expressed and policies and
guidelines referred to in this Corporate Social Responsibility Report. Mobile
telecommunications can materially contribute to reducing mankind’s pressure on both the
physical and social environment. Changes in travel, working practices and lifestyle which our
technology makes possible will have significant positive effects in themselves, such as
helping to cut energy consumption and pollution. Product and network development has
combined with manufacturing improvement to bring the mobile handset to millions.

Communication for business and leisure has advanced in ways undreamed of a decade or so
ago. Yet bridging the Digital Divide – between those with access to new technologies and
those without – remains one of the major economic and social challenges of the new century.
As the commercial opportunities of the information revolution continue to unfold, Vodafone
recognises that the telecommunications industry shares a social responsibility to use its
technology to include people and take barriers down. While our business investments around
the world are made for reasons of business strategy, Vodafone acknowledges the role that
investment in mobile communications plays in advancing social and environmental goals.
We believe that mobile communications advance the goals of sustainable development, and
help bring social and economic improvements, often leapfrogging an entire generation of
outdated infrastructure and technologies. A significant proportion of the world’s population
has never made a phone call or had access to a fixed telephone line, so the introduction of
mobile communications can help achieve great progress in commerce and society. Bridging
the Digital

Divide presents an opportunity to realise sound commercial goals while at the same time
fulfilling the fundamental human need to communicate. 31 December 2000. China Mobile
(Hong Kong)’s networks employ advanced GSM (Global System for Mobile Technologies)
equipment almost exclusively. The strategic alliance with Vodafone allows China Mobile
(Hong Kong) to share information regarding technology, marketing and business practices
across respective markets, and Vodafone’s equity investment has helped finance the further

15
expansion of China Mobile (Hong Kong) in China, thus further narrowing the Digital Divide.
We feel strongly that our participation in the Chinese market will, like other investments,
contribute both capital and earnings to China’s on-going economic and social development.
We believe, also, that these objectives are in line with the Chinese government’s own goals
of restructuring certain State-Owned Enterprises, including those in the telecommunications
sector and expanding trade, economic opportunity and foreign investment in China.

Sustainable development also requires a recognition of local diversity. Our rapid growth has
meant that we have inherited a wealth of local business, employment and environmental
practices. We have made structural changes to respond to this diversity while, at the same
time, establishing the consistency that is proper for a global business. In November 2000, for
example, Vodafone acquired an equity stake of approximately 2.18% in China Mobile (Hong
Kong) Ltd and, in February 2001, the parties entered into a strategic alliance agreement.
China Mobile (Hong Kong) provides mobile telecommunications services in 13 provinces,
municipalities and autonomous regions in the People’s Republic of China, including the more
economically developed coastal regions. China Mobile (Hong Kong) Ltd’s customers
represented approximately 77.5% of all mobile phone customers in its service regions, and
53% of all mobile phone customers in China.
In March 2001, the river Tisza again flooded the north-eastern region of Hungary, covering
29 towns and villages. 25,000 people, some of the poorest in the country, were affected by
the height of the flood waters, as our picture shows. Nearly 1500 were made homeless. To
help meet the essential needs of some of these people, a Vodafone convoy of eight lorries
loaded with long-life food, detergents and other important goods was sent to Vasarosnameny,
one of the flooded towns. The swift action, co-ordinated in close contact with the Mayor of
Vásárosnamény, was welcomed not only by the flood victims but by others involved in the
disaster relief operations. Vodafone also participated in the national dedicated mobile
helpline, through which the four mobile phone operators in Hungary each made donations
based on the number of subscribers calling a dedicated number.

Many of South Africa’s most endangered species are to benefit from the support of Vodacom
Group (Pty) Ltd. The Vodacom Foundation recently made a donation to the Wildlife
Breeding Resource Centre (WBRC), South Africa’s only dedicated biological resource bank
for wildlife where some of the world’s best stocks of viable sperm are stored using state of
the art technology. Species such as the black and white rhino, cheetah, African lion and roan
and sable antelope are among the beneficiaries of this programme. WBRC’s Biological
Resource Bank provides an invaluable service to conservation organisations through
collecting, banking and distributing wildlife specimens. As well as protecting endangered
species, the service helps counter in-breeding caused by loss of natural wildlife habitats. In
addition to the financial support, Vodacom has provided mobile phones and free airtime to
WBRC to help in the co-ordination and collection of samples from the field.

Vodafone Malta Limited has supported The Eden Foundation, a charity providing
specialist education for children with mental disabilities, since 1995. The Foundation looks
after 400 children but constantly faces financial difficulties. In 1999, Vodafone Malta set up a
fund to assist the Foundation in the construction of a new Ability Centre and contributed
more than half of the money raised through a popular appeal. In February 2001, the Eden
Foundation launched its Save the Eden Foundation Club and the first two members were
Vodafone Malta and Siemens AG. As part of celebrations to mark the connection of the
100,000th subscriber on its network, Vodafone Malta made a further substantial contribution
to the Foundation’s funds In October 2000, Verizon Wireless launched a campaign urging

16
Americans to “Drive responsibly. Call with care”. As the U.S. wireless industry leader,
Verizon Wireless has made the responsible use of in-vehicle wireless phones a top priority.
The aim is to improve customers’ attentiveness to driving through the use of convenient
hands-free technologies, such as headsets, earpieces and voice-activated systems. Verizon’s
mission is to put its strength behind enhancing the availability, affordability and awareness of
hands-free technologies. This effort includes spearheading handsfree educational
programmes among drivers and wireless users of all ages; mandating handset manufacturers
to ensure hands-free, voice-activated compatibility for their handsets by 2002 or risk losing
Verizon business; and selling earpieces and headsets at low prices to encourage their use.
Each of the company’s 1,400 Communications Stores also now has a safety wall prominently
featuring products and services that promote responsible driving.

Social Investment
Vodafone is developing a corporate community investment programme which reflects the
ambitions and values of our business. To make our social investment as effective as possible
we will continue to focus on projects in two main areas – education and enterprise, and health
and welfare. Companies in the Vodafone Group seek to make a positive contribution to their
local communities both through financial support for specific projects and through the
personal involvement of the workforce. Grants are also made through the Vodafone Group
Charitable Trust which administers the Vodafone Group’s community investment programme
and helps coordinate the activities of our local charitable trusts and foundations around the
world. There are similar trusts or foundations operating in the USA and in Spain The
Vodafone Group Board has authorised multi-million pound increases in the budget for the
Vodafone Group Charitable Trust for the current year and in future. Consistent with the
overall focus of our social investment, the Charitable Trust concentrates on communications
and youth projects, drawing on a tradition of corporate philanthropy which has been
operating in different areas of the Vodafone Group over the last decade. During 2001, for
example, a £3 million donation will be made to our flagship programme, YouthNet, a charity
set up in the UK to bring together help and advice for young people (see below). We also
became a founder member of the Peace Parks International Foundation which supports
sustainable economic development, conservation of biodiversity and regional peace and
stability in sub-Saharan Africa. Vodafone also contributed to the Voluntary Service Overseas
education initiative in the fight against HIV and AIDS in southern Africa.

Developing Human Rights and Employment Principles

We depend upon our employees. Everyone who works for us contributes to the reputation
and the success of our company. So we believe in investing in people because it is only by
working together as a well-trained and resourced team that we can create new and exciting
opportunities for our business. By the development and implementation of progressive
policies we aim to ensure that Vodafone is recognised as the employer of choice wherever we
operate. Doing business in so many different countries throughout the world, it is inevitable
that some of the Vodafone Group’s employees work in countries which have different
standards of employment legislation. Nonetheless, the Vodafone Group seeks to maintain
high employment standards wherever we operate. We are therefore committed to the
continued development of progressive employment principles for the whole Vodafone Group
to ensure that consistent standards of which we can be proud are established, communicated
and achieved. It will mean building on existing good practice and reflects the international
nature of our business

17
Equal Opportunities The Vodafone Group operates an equal opportunities policy within
its businesses worldwide for all aspects of employment, regardless of race, colour, ethnic or
national origin, sex, religion, marital status or disability. In practice, this means Vodafone
will: • select the best people available for positions on the basis of merit and ability; • make
the most effective use of the talents and experience of people in the business, providing them
with the opportunity to develop and realise their potential. The Vodafone Group is committed
to policies, procedures and practices which focus on ability and do not discriminate on any
other basis. We will ensure that local businesses take ownership of global policies,
procedures and practices whilst being sensitive to the culture and society of each country in
which the Group operates

Recycling old phones for new Despite seemingly endless wide-open spaces
Australia is rapidly running out of usable landfill sites. Recycling as much waste as possible
is, therefore, an environmental goal as in other countries. Through an industry-wide recycling
scheme, Vodafone Australia aims to reduce the numbers of old mobile phones being
discarded and ending up as useless landfill. The potential is impressive. In a limited six-
month trial in 1999 about 30 tonnes of mobile phones, batteries and accessories were
collected for recycling - enough to fill a small suburban house. Vodafone’s participation in
the industry-wide Mobile Phone Industry Recycling Programme will see this volume increase
significantly. Currently there are more than 140 Vodafone Australia stores participating in the
programme, with a total of 800 stores around the country. Vodafone customers who choose
to upgrade their phones receive a recycling message from call centre staff who explain the
benefits of the initiative. Customers are encouraged to place their old phones in a recycling
bin, which is collected within 72 hours. Discarded handsets are then processed and recycled
by a specialist waste management company which manages the programme throughout
Australia. Products reclaimed from the recycling process include nickel (used in the
production of stainless steel), cadmium (used in new batteries), plastics (used in furniture),
copper and small amounts of silver and gold. To raise community awareness of the
programme, the Australian Mobile Telecommunications Association (AMTA) runs a
community promotional campaign and sponsored Planet Ark’s National Recycling week.
AMTA’s website also directs customers to the nearest retail store participating in the
initiative Supply Chain Management Environmental considerations are not separate from our
core business but form part of our overall business strategy.

We are committed to our strategic approach to green procurement, not least because such an
approach offers financial as well as environmental advantages. Last year we said we would
be working to put this into practice. Over the past twelve months we have begun to put in
place the systems for integrating environmental factors into everyday purchasing decisions.
In Sweden and Australia, for example, green procurement regimes have been established and
we intend to implement Group-wide schemes during 2001-2002. In April 2001, Vodafone set
up a Global Supply Chain Management Council and its reach across all our operations will
facilitate this. As a business we prioritise what really matters to our customers. We are now
applying the same approach to the impact on the environment of what we buy. Year on year
we will be looking for improvement from our suppliers and they, in turn, will engage their
own suppliers on the underlying environmental issues which concern us. We intend to use the
Group’s size to make a real difference and to send out a clear environmental message across
the world. Travel and Logistics A further aspect of our commitment to minimise the
environmental impact of our business is to use our technological expertise to develop new

18
ways of working. Throughout the Group we encourage the fullest use of opportunities
afforded by the technology of our own industry - from video conferencing, which can help
reduce business travel, to on-line teleworking, which will help change working patterns and
contribute to a better balance between home and working life. The building of a new world
headquarters for the Group at Newbury has also enabled us to pioneer schemes that are
environmentally and socially beneficial. Integral to the planning of the new edge-of-town
development was a Green Travel Plan, with an ambitious target of ensuring suitable travel
arrangements for around 3,000 staff on the basis of only 1,500 parking spaces. The
constituents of this plan are already being tested in Newbury, including a buy-out policy for
car parking spaces, intranet-based car-sharing schemes, shuttle bus services integrated with
other local bus services through a ‘smart card’ system and real-time travel information which
can be accessed either by mobile phone or intranet. In developing the headquarters Green
Travel Plan we have worked closely with local government and public transport
representatives in order to extend the benefits afforded our own staff to the wider community.
The experience gained at Newbury will be invaluable in forming best practice for the Group.
Where we have retail operations, the transport and distribution of products to the customer is
frequently reviewed to obtain greater efficiencies and, as a consequence, reduce
environmental impacts. Within the Vodafone Group, whether it is the installation of new
infrastructure for 3G at our base stations, visits by engineers and suppliers, or the distribution
of mobile telephones all over the country, we are insisting on ‘merging transit’. This means
that we ensure that our fleet subcontractors travel fully loaded and, wherever possible, return
full as well.

19
REVIEW OF LITERATURE

20
A detailed review of literature has been made to find out prevailing researchable gap and to
identify the relevant issues for the study. This chapter provides a sketch of available related
studies arranged chorological order. A brief literature would be of immense help to the
researcher in gaining insight into selected problem. The researcher would gain good
background knowledge of the problem by reviewing certain studies. A reference to these
entire studies will be related in the contest of the shaping the present study.

1. Bryant et al. (1996) conducted “crossing threshold” a study on 400 companies using
the American Customer Satisfaction Index (ACSI) and demonstrated that there is
significant relationship and consistent differences in the levels of satisfaction among
demographic groups: Sex – positively related to satisfaction and female customers are
more satisfied than the male customers. Female of all ages are more satisfied than the
male. Women are more involved with the process of purchase and possibly use the
mobile phone more for relational purposes (social network device) while men use it
for functional purposes (businesses, sales, etc). Age – positively related to satisfaction
but the relationship is not a straight line. Satisfaction increases with age. The major
increase in satisfaction is seen within the age 55 and over. The higher the income has
in lower the satisfaction level. Location (type of area) is also positively related to
satisfaction. Customers living within metropolitan areas (central city and suburban
areas) are less satisfied than those customers in non-metropolitan areas.

2. Bloemer et al., (1998) identified “The Relationship between the Perceived Service
Quality, Service Loyalty and Switching Costs” the base services in GSM sector are
coverage of calling area, value-added services, customer support services, the
supplier’s services of the operator and services of the operator and services in
campaigns. The study also identified the significant impact of perceived service
quality in GSM sector on consumer loyalty.

3. Palvia and Palvia (1999) found out that An examination of the IT Satisfaction of
Small Business Users”, age is a significant determinant of satisfaction with
information technology industry. In his research on customer satisfaction with airline
services reported also that gender, occupation, education, and marital status have
significant influence on customer satisfaction, while age and household income had
no significant influence. Cronin et al., (2000)6 assessed that “Effects of Quality,
Value, Consumer Satisfaction on Consumer Behavioural Intentions in Service
Environment”, service satisfaction using items that include interest, enjoyment
surprise, anger, wise choice, and doing the right thing. In the present study, the
customer satisfaction on the mobile phone service is measured at five-point scale.

4. Gerpott, et al., (2001) studied “Customer Retention, Loyalty and Satisfaction in the
German Mobile Cellular Telecommunication Market”. They found that the three
constructs, customer satisfaction, customer loyalty and customer retention are
different. Customer satisfaction drives customer loyalty, which in turn has an impact
on customer retention.

5. Lee, et al., (2001) attempted to study “Customer Satisfaction and Loyalty among
Residential Customers in France”. They segmented the customers into economy,
standard and mobile lovers on the basis of calling time. They found that switching
cost played a significant in monitoring role the customers’ satisfaction-loyalty,
between link and creating for economy and standard users. Homburg and Giering

21
 (2001)9 conducted a study on Personal Characteristics as Moderators of the
Relationship between Customer Satisfaction and Loyalty – An Empirical Analysis
German car manufacturers using LISREL notation and demonstrated that it is
important to study demographic variables as determinants of customer behaviours.
The results of their study showed that gender has significant moderating effect on
satisfaction- loyalty relationship. Women are satisfied with sales process while men
are satisfied with the impact of the product. Age showed a positive moderating
effect and income had moderating influence with high income showing weaker
effect and low income, high effect.

6. Jessie and Sheila (2001) in their empirical work on “Incorporating” Patients’

Assessment of Satisfaction and Quality”, using factor analysis and regression,
reported that age, beneficiary group, location, rank, service affiliation, education,
marital status, race, gender, health status and number of visits (socio demographic
variables) have minimal influence on satisfaction.

7. Ahmad and Kamal (2001) conducted a study on “Customer Satisfaction and retail
banking”, a commercial bank using a stepwise regression and demonstrated that there
is negative significance between age and satisfaction. When age goes up, satisfaction
levels are likely to go down. However, occupation and income levels are positively
related to satisfaction.

8. Ahmed et al., (2002) claimed that “Country-of-origin and Brand effects on

Consumer’s Evaluations of cruise Lines”, extrinsic cues play an important role in
reducing perceived risk, which is in tersely to purchase intention and product
evaluation, the role of country of origin as an external factor that influences
evaluation. The role of country of origin as an external factor that influences
consumer behaviour has been appropriated in most consumer behaviour models.

9. Hui and Zhou, (2002) reported that “Linking Product Evaluations of Purchase
Intention of Country-of-Origin Effects”, country of origin may affect consumers in
various ways such as their perception of product quality, their perception of foreign
goods and products, purchase intention and purchase value.

10. Skog (2002) stated that “Mobiles and then Norwegian Teen”, young people
frequently use mobile phone for calling messaging and several other functions such as
downloading software, playing games and listening to music, updating news and
sports scores. It is important to mention that consumers differ in terms of using the
mobile phone, where the frequency of use is determined by several demographic and
behavioural variables.

11. Wang and Lo (2002)identified the “Service Quality, Customer satisfaction and
behaviour intentions”, relationship between the Service Quality Factors, Overall
Service Quality, Customer Value, Customers Satisfaction and Behaviour Intentions.
The significant impact is identified between the tangibles, reliability on overall
service quality; assurance and empathy on overall service quality, tangibles, empathy,
network quality and customer sacrifice on customer value, reliability, assurance and
Network quality on customer satisfaction and customer value and satisfaction on
behaviour intentions.

22
12. Apoorva Palkar (2004) in her empirical study attempted to know the “Determinants
of Customer Satisfaction for Cellular Service Providers”, examined the relationship
among the service quality, customer satisfaction and payment equity for the services
provided by cellular service providers. The sample size of the research was 400. The
author concluded that customers set the service quality among the components of
service performance as the important criterion to determine behaviour intention. The
author also mention that service quality includes elements like coverage, connectivity
and voice clarity, which are it strongly correlated with the technical limitation of the
mobile subscriber network as well as service providers’ own infrastructure.

13. Kim, Park and Jeong (2004) investigated “The Effects of Customer Satisfaction and
Switching Barrier on Customer Loyalty in Korean Mobile Telecommunication
Services”. Service quality has positive impact on customer satisfaction; study
revealed that call quality is the most important issue that impact customer satisfaction
for mobile services. Customer satisfaction and switching cost barrier has positive
impact on customer loyalty.

14. Tung Lai Lai (2004) studied on the “Service Quality and the Impact of Perceived
Value on Satisfaction, Intention and Usage of Short Message Services (SMS)”. The
study examines how the service quality of the service providers and perceived value
of the customer affect customer satisfaction and how customer satisfaction affects
their behavioural intention to continue to use SMS usage in the local context. Using
the Partial Least Squares Regression, an analysis was conducted based on 150 surveys
collected for testing the proposed relationships. The results of the survey showed that
the dimensions of the service quality, i.e., tangibility, empathy and assurance are
antecedents of customer satisfaction and positive relationship exists between customer
satisfaction and customers’ intensions to continue to use SMS.

15. Manjaappa D H and Tayebeh Farahant (2008) have made an attempt to

“Estimating Consumer Welfare in India Mobile Telecommunication Market: An
Empirical Study”, estimate the consumer surplus in mobile telephone services in
India. The India mobile telecommunications market has grown rapidly since 2002,
while competition was introduced and Code Division Multiple Access (CDMA)
technology was commercialized. Because of controversy over establishing an
appropriate rice level between consumers and service providers, consumer surplus is
relevant since it is a robust measurement of benefit from Mobile Telephone Service.
The net consumer surplus has been estimated by means of elasticity of demand. In
particular, after competition was introduced into the market with an accompanying
price decrease and increase in number of subscribers, consumers have benefited
greatly from mobile services in India. Therefore, it can be inferred that a facility-
based competition policy and the reduction in price of access such as handset
subsidies all played a positive role in the early diffusion of Mobile Telephone Service
in India and benefit to the consumers.

16. Vipan Bansal and Bindu Bansal (2013) stated that “A Study on Customer
Satisfaction of Mobile Phone Service Users Operating in the Malwa Region of the
Punjab”. The Indian telecom sector like any other industrial sector in the country has
gone through many phases of growth and diversification. Starting from telegraphic
services, the field of telecommunication has now expanded to make use of
technologies like Global System of Mobile Communication (GSM), Code Division

23
Multiple Access (CDMA) and Wireless in Local Loop (WLL) to 3G in the mobile
phones. The research focuses on Customer Satisfaction of Mobile Phone Service
Users Operating in the Malwa Region of the Punjab. In this study the opinions of 75
respondents were taken. The tools used for collecting the data were structured
questionnaire and unstructured interview. For analysis purposes, Cronbach’s Alpha,
Weighted Average, Ranking, Chi Square and the Percentage method have been used.
The results revealed that most of the respondents were satisfied with their current
service provider but still twenty percent respondent’s want to shift their service
provider show maximum willingness for shifting to Airtel. Call Charges was the main
reason of changing the service provider, with a weighed score of 3.53, followed by
Poor Network and Poor Customer Care Service

24
REASEARCH METHODOLOGY

25
Objectives

 The project report attempts to achieve the following pedagogical objectives:

 To understand the importance of brand and branding for telecom company

 To analyse the importance and the key elements of Vodafone’s Zoozoo ad campaign
along with Vodafone’s brand communication strategies

 To understand the transformation of Vodafone from basic voice transfer to value

added services and debate on the effectiveness of Zoozoo campaign in achieving the
same.

 To study the effectiveness and responses of telecom customers towards Vodafone

advertisements

 To find out what type of advertising buyers like most

To attain these objectives in the first stage we have gone through the websites & journals
relevant to this topic. Next for assessing the findings and empirically examining the
objectives of the study a sample survey was undertaken through free online surveys in
Kolkata. The survey was conducted through a structured and guided questionnaire and
interaction has been received from various people through website. A focus group study has
been conducted to design the customer survey questionnaire with a sample size of 200
respondents of various age groups. For undertaking the statistical analysis and data
processing we have used Microsoft Excel. The data processing consisted of office editing,
data entry and computer programming. Computer based checks were done to clean the data
and to remove inconsistencies. The sample questionnaire has been provided in the Annexure.

VODAFONE’S PROFILE AND ITS ADVERTISING STRATEGY:

Vodafone is one of the leading global brands and in brand value ranking and it is ranked as
the 11th largest telecommunication company in the world and 2nd in Europe. In the same
way Vodafone Essar is one of the leading telecommunication service providers in India. It
serves about 35 million customers who are located in different part of the country. It was
during the year 2007, an UK-based Vodafone Group took over Hutchison Essar in India and
renamed as Vodafone Essar. Hutchison Essar was controlled by Li Ka-Shing who was a
Hong Kong billionaire. Vodafone paid $11.1 billion in order to get the 67% stake of
Hutchison Essar. The acquisition of Hutchison Essar in India gave Vodafone an access to
enter one of the fastest mobile growing markets, where the providers add about six million
new connections every month.
This ad campaign has several implications from the economic perspective. Vodafone
operates in what is known as “oligopoly”. An oligopoly is a market structure that has unique
features because it is characterized by a few sellers and mutual interdependence. It is a
market where each seller tries to outdo the other through what is known as “price wars”

26
(cutting down prices) and “non-price” wars. Advertising is part of “non-price war” where a
firm tries to outdo its competitors through marketing and/or advertising strategies to generate
mass appeal. Zoozoos are part of a unique and innovative advertisement strategy aimed at
outdoing the strategies of Vodafone s competitors. By the means of ZooZoo Vodafone has
tried to represent an image of the urban common man who is the main drive force behind the
increased usage of telecom & VAS services in the tele-communication industry. Through
ZooZoo character they have tried to showcase how the various offered by Vodafone can be
useful for an urban common man. What Vodafone did was they projected the usage of their
VAS services through various advertisements based on different themes as per the product
(VAS) that they were offering. The various services offered by Vodafone such as chota
recharge, group SMS service, busy alert service, fashion tips, recharge anywhere, bhakti
songs, stock alert, voice SMS etc were shown to the viewers not by normal advertisement
ways but through some funny & catchy ZooZoo ads which were successful in immediately
drawing the attention of urban population including all age groups. As far as the reach of the
advertisement is concerned, this advertisement campaign could have been made more
effective by taking into account the rural population of our country. In all these ZooZoo ads,
since Vodafone tried to promote all the Value-Added Services offered by them, clearly the
targeted customers were the people who would use these Value-Added Services. Hence in
their ads Vodafone tried to showcase all the VAS services that they have to offer to the
customers through different theme specific advertisements. Each of the advertisement was
specific to one particular VAS service & revolved around the same to make the customer
understand the service. Because of the uniqueness & attractiveness of these ZooZoos,
Vodafone was able to draw the attention of the audiences quickly towards these ads & these
ads became soon very popular & thus the VAS offered by Vodafone.

Vodafone is known for its unique advertisement campaign such as pug, happy to help service
and latest released “Zoozoo” advertisement campaign. As Vodafone was a new brand in
India, it had a challenging task to develop its own entity. The previous name of this Indian
company was associated with a pug. Vodafone decided to come with a new persona for itself,
so the people of the country can associate it with the company. The company came with a
brilliant persona for itself, which was very apt for it, The “Zoozoos”. Zoozoos are
advertisement characters promoted by Vodafone during the Indian Premier League Season 2
(IPL). Zoozoos are white creatures with ballooned bodies and egg heads who are used to
promote various value-added services of Vodafone. Each ad used a story which was enacted
by the Zoozoos. These ads though look animated are actually real humans in the Zoozoo
costumes. The Zoozoo advertisements were created in South Africa by Ogilvy & Mather, an
international advertising, marketing, and public relations agency and Nirvana Films
(Bangalore base company) used some animated characters to make these advertisements.
Ogilvy & Mather, were asked by Vodafone to create a series of 3D advertisements which
could be aired each day during the IPL Season 2.

The ZooZoos became very famous and popular at little time. They spent near Rs. 30 million
to make these advertisements. Nowadays it is one of the most admirable advertisements in
India. The campaign created the buzz both in the traditional media as well as in social
networking sites like Facebook and Twitter and video sharing website, YouTube, for
example, it has 2 million members on Face book page which is increasing rapidly. According
to Neo@Ogilvy (digital arm of O&M) who is responsible for managing ZooZoo’s Facebook
brand ZooZoo fan page has received around 2.6 million page views in comparison to only 0.5
million of IPLT20.com

27
Marketing Strategy of Vodafone: With more than 470 Million customers across the globe
in mobile telephony, more than 13 million customers in fixed broadband and 10 million
customers in cable TV; Vodafone is connecting people worldwide and making
communications across different mediums convenient & secure.
Over the years Vodafone has diversified its businesses from being merely a mobile telephony
company to emerging as a major player in communication services industry which deals in
broadband services, internet of things, Cloud services and mobile telephony.

Segmentation, targeting, positioning in the Marketing strategy

of Vodafone: Vodafone uses a mix of segmentation strategies to segment its offerings in
mobile network services, enterprise services and broadband services accordingly. It uses
geographical, demographical and psychographic segmentation. Vodafone
is targeting different sections of the societies with their different offerings.

Competitive advantage in the Marketing strategy of Vodafone: Enterprise

Solutions: Although 66% of its total revenue of 41 billion Euros (2016 annual report data:
31st Dec; 16) comes from retail consumers the enterprise solutions offered by the company
with 28% revenue share is the key growth driver in its business portfolio.
Stronghold in the European market: With 66% revenue contributed by European market,
Vodafone has maintained its extensive presence by facilitating 87% of the market with 4G
services and carrying 50% of the total data traffic on 4G networks.

Innovative Products: Its various products & services such as Vodafone Portrait,
Vodacom, M-Pesa, Vodafone money, Vodafone One and Vodafone Speechmark, has helped
the company in being competitively ahead of its competitors in the respective market.

BCG Matrix in the Marketing strategy of Vodafone: Vodafone deals in business

verticals namely mobile telephony business, fixed-line services. Whereas mobile telephony
business stars in the BCG matrix while Fixed-line services are a question mark in the BCG
matrix due to the presence of various other companies in the market.

Distribution strategy in the Marketing strategy of Vodafone:

It operates in Europe, Asia Pacific, and the Middle East where Asia Pacific & Africa are the
emerging markets for Vodafone which contributes 32% of the total revenue. It has
partnership agreements with local mobile operators in 58 markets and is operating through a
joint venture or associates in mobile networks market in 26 countries. Vodafone reaches to its
customer through a variety of channels such as retail outlets, Vodafone exclusive stores,
distribution partners, third-party retailers, and through online medium. Currently, there are
16000+ Vodafone exclusive branded stores globally.

Brand equity in the strategy of Vodafone: Whether it is zoo-zoos advertisements or

the M-Pesa movement in the African market, these vital steps and products have helped the
company in creating high TOMA (Top of mind awareness), increasing ARPU (average
revenue per user), and customer pulls in the market. As per Forbes list of brands globally,
Vodafone has been ranked 395 out of 2000 brands with a market capitalization of $ 87.3
billion.

28
Competitive analysis in the Marketing strategy of Vodafone:
The telecommunications industry is competitive with the large numbers of the mobile
telephone, TV cable and fixed line providers competing in the interrelated industry.
Vodafone has differentiated its services from the other 12 major telecom companies through
its array of offerings high-quality network infrastructure, and converged offerings (mobile
telephony, fixed-line, broadband and cable TV) which helped it in capturing a high share of
wallet of the customers.

Market analysis in the Marketing strategy of Vodafone: Various market forces

such as high infrastructure cost, price wars in the most competitive markets, saturated mobile
telephony market, government regulations affect the companies operating in the industry.
Government regulation such as the recent one Vodafone and Hutch deal which was penalised
by the Indian government for tax evasion case

Customer analysis in the Marketing strategy of Vodafone: Customers of

Vodafone group consist of the retail customers, third-party resellers and corporate companies.
92% of the customers of Vodafone are individuals/ families while 8% of its customers are
enterprises.
Marketing Strategy is a key part of overall corporate strategy, which is concerned with
developing plans for finding out what customers want and then effectively meeting their
requirements. Vodafones marketing aim is to attain market leadership, network quality and
maximize the customer satisfaction. They strategy used by Vodafone is customer focused and
product led; the company is continually developing new products and services which utilise
the latest technological advances. The aim is extended to provide the customers with e value
added services and also competitive charges to the existing customers.
The objective of the study is to understand the advertisement strategies adopted by Vodafone
Essar in India, and to study the effectiveness of the campaign of Vodafone- “Indian Premiere
League Season – 2” and to make a study of effectiveness of the advertisement strategies of
Vodafone in their current market.

Vodafone is the most valuable as well as leading international telecommunication company.

It has partnered a joint venture in the Indian market with the Essar Group. Essar is a perfect
example of the diversified business corporation which is spanning the services and the
manufacturing sectors, for eg, steel, shipping and logistics, communications, energy etc. This
group has a base asset of about 400 million rupees and an employee group of more than
20,000 people.

21st September 2007, the launch of memorable joint venture, the Vodafone Essar group.
Vodafone in India was welcomed with a fantastic phrase “Hutch is now Vodafone”
campaign. Hutch was as it is very famous among people of India, now it was wisely
transitioned to Vodafone. This was a significant chapter in the history of telecom, as the
evolution of Vodafone, considered to be a very dynamic and at the time ever-growing brand.
This brand across India was unveiled country wide through high profile ad-campaign. This
migration of Hutch to Vodafone was the fastest and most comprehensive in the history, with
400,000 multi-brands outlets, from which over 350 were Vodafone stores, over 1,000 mini
stores, over 35 mobile stores and over 3,000 touch points that were rebranded within 2
months. The company now has 74.08 million customers**. It has earned titles over the years
that are Most Respected Telecom Company, the Best Mobile Services in the Country, Most
Creative and Most Effective Advertiser of the Year.

29
The study has found out that the advertisement strategies that have been used by the
Vodafone Essar have given them better results by increasing their sales. This fact has been
proved by the various research tools that can be used such as the correlation, hypethesis
testing. This research will sure help the companies to work and improve their advertising
strategies, because advertisements are the best ways to convince the people about our brand
or product, and make their minds to go and get them.

Entry of Vodafone in the Handsets Market:

Vodafone also launched low-costs handsets to its new subscribers under the Vodafone brand
and also co-branded the handsets sourced from the other global vendors. This was done by
bringing many low- costs handsets from around the world into India. Vodafone distributed
these handsets through its network of 400,000 outlets. By doing all this Vodafone also
became a mass mobile phone brand along with continuing to stay as the telecom service
provider.
The above strategy was used by the CDMA players like RCOM and TATA Tele-services but
Vodafone was the first GSM to do this.
The Vodafone, a communication leader in an increasingly connected world – also enriches
the lives of the consumers, helping the individuals, businesses and also the communities to be
more connected by delivering them their total communication needs. Vodafone’s logo is
itself a representation of that belief – the start of a new conversation, a trigger, a catalyst, a
mark of true pioneering.

Advertising is the most frequently used tool to support or promote the rebranding, also its
very easy, flexible and quick to change. There are also many examples where advertising has
rebranded and repositioned or strengthen brands. There were also examples which developed
strong emotional link with the public. The advertising agency of Hutch and now Vodafone, O
& M (Ogilvy and Mather) had two-folded task to do, first to announce the entry of Vodafone
to India and second to highlight the transition of Hutch to Vodafone. Which they did very
wisely with the pug, in a campaign they showed the pug coming out of the pink kennel and
then entering into the red one, the pink color depicted Hutch whereas the red depicted the
Vodafone.

Advertising agency that proved the success of Vodafone: O&M also introduced
four commercials, which had animated boy and a girl who launched the logo of this new
brand to consumers. The four creatives which were merely of 5 seconds included the duo
peeping over the wall just to see the logo; parasailing with the logo flying high behind them;
releasing a rocket bomb where the explosion in the air reveals the brand logo; and last was
the trendy one in which curtain was raised in order to introduce the logo.

30
Another bunch of four advertisements casted the very old Hutch dog (pug). These
commercials were of 10 seconds and they shot pug in the situations where he literally, saw
red, color created the visual impact on the consumers this strategy made the public remember
the color of the brand. The pug was shown in a basket that was red in color, popping from a
red cart, drying itself on a mat which was also red in color, finally hiding itself in a beautiful
red color blanket. Here also the target was fulfilled with the help of the punch line “Hutch is
now Vodafone.
The print ads were working in their own way, in various languages and in various dailies.
These print ads were made very simple as in a still shot of the pug was taken inside a red
colored kennel. The same creative was used on the outdoor hoardings as well, in all the 16
circles in which Vodafone was now operating.

It wasn’t easy as it seems to be to integrate the two brands like Hutch and Vodafone. Hutch
as is known is a subtle, understand the brand, while globally, Vodafone represents high
energy, dynamics and young vitality, all these were represented by its bright red speech mark
logo. And because of all this it always had a very energetic background music and feel of the
ads.
Vodafone also came up with the Valentine Day Special Ads: Vodafone released a very sweet
and simple ad of the musical greetings that were targeted at the couples during the Valentine
week. The feature of the campaign is its simplicity and believability and is quite well
received. It uses the positioning “Make the Most of Now” enjoy the video.
Vodafone Chota Credit Ink Ad: this ad came as a refreshing change and more so that this ad
takes a very refreshing look at the school and at fountain pens. This ad creates very
wonderfully subtle message which really puts the point of Chota(small) credit across.

Vodafone and the Funny Advertisements:

Innovation is always a part of advertisements and the advertising agencies reach out for new
ways to capture the prospective consumer’s heart. Vodafone capitalizes on the innovative
ideas and always came with the new advertisements that took the brand on heights always.
Out of all the commercials launched by Vodafone, ZOOZOOZ are the best.

31
O&M the mastermind behind Vodafone Zoozooz Advertisements and the main objective was
to set the position of Vodafone as an innovative leader in the mobile services sector. The
promotion strategy was to hit massive levels by maximising the target audience. IPL-2 was
the best option for Vodafone to do go for. The advertising strategy behind it proved itself
from the fact that the name Zoozooz got coupled with the brand Vodafone and gathered more
publicity and reception than IPL. Repetition of the advertisements of Zoozooz may bore the
viewers, so O&M came up with new Zoozooz Ad every day. Zoozooz were the new brand
ambassador for Vodafone, has created a furore in the advertising industry. Zoozooz
succeeded in giving the exact makeover Vodafone was looking for along with amazing brand
presence.

The main reason of the advertisement to succeed was that is was very well planned and
launched during the time of the Indian Premiere League- 2 using it as its platform. Cricket in
India in nothing less than religion, and Zoozooz captured attention of all those people who
saw the matches, and this count was huge nearly 2 billion people were targeted through this
campaign. People were so attracted that they use to wait eagerly for the break to come and to
watch more stories of Zoozooz. Zoozooz has become such a hero in history of advertisements
that people will not forget in generations to come.

Zoozooz are basically animated character, with egg shaped head, round belly, but hands and
legs are extremely thin. It was brand new and innovative concept and also Vodafone
wonderfully promoted their services by creating different and more interesting stories
featuring Zoozooz in it. The charm of the Zoozooz was so much that self-marketed strategy
was also followed and they were instant success to the mass of people. Zoozooz for
themselves created such huge audience and also gave boost to the brand of Vodafone.
People were as it is excited about the cute and lovable character zoozoo, but this curiosity
heighted when Vodafone disclosed that Zoozooz were not animated, rather humans were
playing their characters. People became hungrier to know about their favourite Zoozoo. In the
second phase Vodafone started promoting these characters on social media sites, which is
considered to be a wise decision. People started joining fan club of Zoozooz on these social
networking sites like Orkut, Facebook, YouTube, Twitter and many more. Also, the
communication started building amongst these people. Vodafone also came up with the

32
Zoozoo goodies like zoozoo toys, zoozoo mugs, zoozoo keychains, zoozoo t-shirt, etc.
Zoozooz have now become a brand.

One often wonders what is it about these advertisements that they clicked the people to
certain extent. Is it merely because the Zoozooz are cute or is it because of the humour that is
the base theme of the advertisements. Whatever it may but it has given Vodafone, the world’s
leading mobile telecommunications company. Zoozooz were launched in the IPL-2 whereas
in 2008 i.e. IPL-1 Vodafone came up the advertisement with tagline as “Happy to Help”
services. An animated character was hired in 25 commercials to promote the various Value-
Added Services(VAS).

Vodafone operates in the “Oligopoly”. Oligopoly is a market structure that has unique
features because it is characterised by few sellers and mutual interdependence. Price,
Quantity and Revenue are the main players of this market. There are various price wars
(cutting down the price) as well as non-price wars taking place. Advertising is the non-price
war where advertisements are the way to cut the chance of the competitors by making use of
various strategies.

33
According to a report in the Telegraph on 24 July 2009, Vodafone the world’s largest mobile
phone firm by revenues, reported sales in line with market expectations for that quarter to
end-June as strength in India and Africa compensated for the weakness in Europe. According
to CEO Vodafone added 8 million customers in this quarter, taking its proportionate
customer base to 315 million. Growth in India and South Africa helped the mobile phone
giant report a 9.3% rise in revenue in the three months to end of June to £10.7 billion.

34
DATA ANALYSIS AND
INTERPRETATION

35
Analysis of Gender wise composition of subscribers:

Analysis of Gender wise composition of subscribers Its shows service provider wise and
overall more than (89%) telecom subscribers are male. In Indian context, male education and
social domination is more, so there is basic need in family or individual is more in male
subscribers. Subscription in Urban Areas declined from 88.25 million at the end of Dec-17 to
681.61 million at the end of Mar-18 and Urban Tele also declined from 168.29 to 165.90
during the same period. Rural subscription increased from 50.42 million at the end of Dec-17
to 524.61 million at the end of Mar-18 and Rural Tele also increased from 56.66 at the end of
Dec-17 to 59.05 at the end of Mar-18.

Analysis of Age-Wise Composition of Subscribers:

36
Analysis of Age-Wise Composition of Subscribers explain age group of 18 plus-25 year
(45%) are most subscribers in telecom services, then follow by 25 – 40 ages (34%) and its
shows 75 % average subscribers in all telecom company are belongs to this two age group. Its
shows service provider wise and overall. Preferred convenience place to buy telecom services
there is significant value or most preferred channels is franchise (40%), others (21%) and
online. There are less preferred channels are customer care centers and company outlets.

Analysis Education-Wise Composition of Subscribers:

Above figures explain that reflect education significant percentage value of various telecom
service subscribers. Maximum graduates (53%) using telecom service followed by post
graduates (22%) and Matriculations (17%). It is the Analysis Education-Wise Composition of
Subscribers. On subscribing, the subscriber will receive an acknowledgement SMS telling
him/her that his/her subscription request has been accepted and is being processed. He/she
will then be sent a subscription confirmation SMS once his/her subscription to the Pack has
been confirmed.

Analysis of Income-Wise Composition of Subscribers (In Rs.):

37
Whereas in income profile, most of the users are in income group of more than 5000 (57%)
as compare to other income classes. Same direction shows in all telecom service providers,
follows by more than 3000 and less than 5000 (23%) income group. Once the customer is
successfully subscribed he/she will get an SMS informing about the current or upcoming
competition, prizes to be won and that the competition can be played at just Rs.5/day.

Analysis of Services uses Composition of Subscribers:

Above figures reflect services used by subscribers as significant percentage value of service
user is prepaid mobile (70%), followed by post-paid mobile (14%). Its reflect very small
percentage value of subscribers are avail internet, basic wire lines and broadband. As
compare to other country internet and broad band uses rate is very law at present, so in future
three is huge scope in this service area.

Experience-Wise Composition of subscribers:

38
Above figures shows experience of telecom services reflect maximum subscribers having
more than 2 years (53%) in same telecom service provider company there is significant value
in BSNL (77%), followed by 1 to 2 year (31%) in same telecom service provider company
there is significant value in Idea and Tata. followed by less than 1year (16%) in same telecom
service provider company there is significant value in Reliance, Vodafone and Airtel.

Analysis of Place-Wise Usage of Subscribers:

The above figures explain the results with regard to places where calls are generally made.
Average 68% of the respondents use mobile phones for making local calls. 30% percent
subscribers use mobile phones for making national calls and around 2 % are using phones for
making international calls.

Analysis of Time-Spent on Mobile-Usage of during the day Subscribers:

39
The figure explains the time spent on usage of mobile during the day. Most of the subscribers
(40%) are using mobile phones for more than 15 and less than 30 minutes. Around (34%)
customers are spending more than 30 minutes on usage. Around (24%) customers are
spending more than 5 and less than 15 minutes on usage.

Analysis of uses of Telecom services of subscribers (in Rs.)

Above figure explain that around 61% customers spend up to Rs.500 per month on telecom
services. Followed by 32% customers spend more than Rs.500 but less than Rs.1000 per
month. Around 7% customers spend more than Rs.1000 per month on telecom services. All
Vodafone Competition Pack members will be charged Rs. 5/- on all competition days, once
they have subscribed to that particular competition unless the pricing has been revised for a
particular competition or for all further competitions, in which case the price revision will be
communicated in advance.

40
FINDINGS

41
FINDINGS:
1. Out of the 200 respondents 84 % of the respondents are male and 16% of the
respondents are female.

2. Out of the 200 respondents 54 % are graduates, 32 % are post graduates, 14% are
intermediate while there are no respondents who are only matriculate.

3. Out of 200 respondents 54 % are currents using Vodafone, 20 % are BSNL

subscribers, 12 % are Airtel subscribers while 14 % are using other services.

4. 42 % of the respondents have been using their current service for more than 4 years.
From this it can be said that majority of the respondents who are Vodafone
subscribers having been using Vodafone for more than 4 years.

5. 72 % of the respondents have said that advertisements do a play a role in deciding

their service providers while 28 % are not influenced by advertisements. From this it
is concluded that advertisement is one of the key marketing strategy that essential for
any company or firm to capture a good market position and compete with its
competitors in order to maintain its position.

6. 32.43 % of the respondents said that advertisements help them in knowing the
attributes of the service while 21.62 % said that advertisements help them to compare
services with other providers. 40.54 % of the respondents said that advertisements
help them in all the above.

7. 90 % of the respondents have said that the advertisements of Vodafone attract them
the most than any other service provider.

8. 74 % of the respondents have said that the advertisements of Vodafone attract them
very well while 24 % said that the ads attract them somewhat well. Only 2% of the
respondents are not at all attracted by the advertisements of Vodafone.Hence it can be
said that the advertisements of Vodafone attract the majority of the people very well.

9. 98 % of the respondents have recognized the cartoon character named ZooZoo the
mascot of Vodafone. From this it can be said that presently people are quite updated
on the advertisements.

10. 64 % of the respondents said that the creativity in Vodafone advertisements appeals
most while 16 % say that all the mentioned factors appeal to them. From this it can be
said that in this modern era creativity in Vodafone ads is the most important factor in
Vodafone’s advertisement campaigns.

11. 90 % of the respondents have been able to associate with Vodafone’s mascot ZooZoo
while only 10 % have not been able to associate.

12. 54 % of the respondents like Vodafone advertisements which are related to discount
schemes, 26 % looks for good network ads while only 20 % of the respondents like
value added services advertisements. This shows us the increasing competition in the
telecom sector as people go for those services which costs less to them & hence

42
 service providers has to constantly provide new discount schemes in order to attract
the customers.

13. 72 % of the respondents like ZooZoo as the Vodafone mascot while 24 % like
previous mascot i.e. the pug as the Vodafone mascot. This shows that people like the
creativity shown through the ZooZoo in the Vodafone advertisement campaigns.

14. Although 72 % of the respondents like the ZooZoo more than the pug, but still 78 %
of the respondents miss the pug who was the previous mascot. It shows that Vodafone
advertisement campaigns have not only attracted the people with the concept of
ZooZoo but has done the same with the concept of pug as the mascot over the years.

15. 64 % of the respondents are attracted more towards the services of Vodafone just
because of the advertisements. This shows the positive impact of Vodafone
advertisement campaigns on the people.

16. 56% of the respondents feel that with the launch of mobile number portability
Vodafone will be able to attract more customers while 44 % of the respondents do not
feel the opposite. But with the introduction of mobile number portability service
which allows a customer to change over to a new service without changing their
present number 56 % of the respondents feel that Vodafone customer will increase.

17. 88 % of the respondents do not want Vodafone to change its mascot while 12 % want
Vodafone to change its mascot and go for movie stars or sports person as its mascot.
From this it can be concluded that in this modern era people prefer a 3D creation of
ZooZoo more than any famous movie stars or sports person as the Vodafone mascot.
In spite of Abhishek Bachan endorsing IDEA and Ranbir Kapoor endorsing TATA
DOCOMO. Vodafone has made a bigger impact on people with ZooZoo as its mascot
and hence it can be said that expensive brand ambassadors can be avoided

SWOT ANALYSIS

STRENGTHS: Vodafone operates in an oligopoly market which is characterized by few

sellers and a huge number of buyers. In this market, each seller tries to outdo the other
through price wars and nonprice wars. Here advertisement plays an important role because it
is a part of non-price war where a firm tries to outdo its competitors and win it through
extensive marketing and advertising strategies to generate mass appeal. Vodafone has been
able to penetrate in the market as social networking site and the consumer has accepted it.
The most important thing is that Zoozoos are part of a unique and innovative advertisement
strategy that gave Vodafone an advantage in the competitive market. Due to all these factors,
the campaign has able to penetrate in media as well as social networking sites. Zoozoo is a
semi alien semi-human character living in earth-like places which are very simple and
expressive. They laugh aloud, cry loud and have a child like simplicity around them so the
success of zoozoo is the success of minimalism and simplicity. The zoozoo campaign has
been able to generate a lot of curiosity among the viewers. The fan club of zoozoo touched to
around 75,000 and various interactive quizzes came up in these days as evident in the
wallpapers and screensavers in the cell phones. All these transformed into a great viral
marketing event. Another important advantage is that it involves very low cost in the
implementation of the zoozoo campaign as compared with the benefits it generated was

43
infinitesimal. There is no celebrity was required as a brand ambassador which resulted in a
dual advantage.
WEAKNESS: The advertisements has sometimes created a feeling of suspicion and
weirdness in their minds of the rural viewers where the literacy level is comparatively low. In
fact, all the advertisements were not very easy to understand because some advertisements
have no voice explanations and it is difficult to grasp & understand for the rural people. So
clearly the urban & rural population was segmented out & the core target of this
advertisement campaign was the educated urban population. The campaign had an
undermining effect on the brand Vodafone.

OPPORTUNITIES: The campaign has been able to break the traditional and
conventional ways of advertising through public figures and celebrities. As the
advertisements did not make use of celebrities as brand ambassadors, it resulted in savings of
huge money. So the use of this concept reduces the cost of service from the part of the
company and people may expect to get the service at lower cost. The other companies may
also be interested in the success of zoozoo in restructuring their advertisement strategies.

THREATS: As a result of increasing popularity of ZooZoo people are more interested in

the ads rather than the product. It means that people love to enjoy the ZooZoo ads on
television rather than use the product. It can also be said that the brand ZooZoo has become
more popular than the brand Vodafone.

44
CONCLUSIONS AND SUGGESTIONS

45
CONCLUSION:

With the success of Zoozoo, Vodafone India can claim about something that their own.
Zoozoo itself has become a phenomenon. The number of Facebook fans of Zoozoo have
swelled to 3,07,072 (as on June 17, 2009) far surpassing the number of fans for cricketing
and bollywood icons like Sachin Tendulkar and Amitabh Bachchan, legendary superheroes
like Superman and even comic characters like Asterix. The real test of effectiveness of
Zoozoo lies in its objective achievement. This campaign didn’t generate the sales number to
justify the return on the massive investment.

This campaign will never create the pull for Vodafone value added services or increase
revenue to that extent. These were never the objectives of this campaign; therefore, we
shouldn’t judge the effectiveness based on these parameters. What this campaign set out to do
is create some much-required buzz around the brand and break the clutter among the frenzy
surrounding the IPL. ZooZoo advertisements helped Vodafone increase its customer base by
3.8 % in the 1st quarter of 2010.The reason behind the ZooZoos becoming so famous is its
familiarity with the cartoons which people used to watch as kids and invokes pleasant
memories and fantastical world people used to live as children. It also does not produce bias
of any kind (class, creed, religion etc) and hence this advertising strategy of Vodafone has
been able to capture the imagination of millions across the country. Each age group is
interested in the advertisements promoting various products of Vodafone and hence it is the
most interesting ads on TV now.

There is no doubt that the Vodafone’s ad campaign is a big hit and has become popular with
everyone from kids to adult. The ad campaigns have given Vodafone a new look that will go
a long way in further improving its brand image. The commercials have hit the Indian market
like storm and will now probably go into history as one of the most brilliant advertising idea
for the industry. The response by Indian audience is phenomenal.

Although experts claim that the ads did not achieve the target of increasing VAS usage.
ZooZoos have become a brand in themselves with ZooZoo T-shirts and other accessories
being sold at retail chains apart from thousands of visits to their YouTube advertisements and
over 2 million fans on Facebook pages. ZooZoo is a great marketing story. Vodafone has
benefitted immensely by this campaign. It caught the attention and fancy of the consumers,
aroused curiosity, told stories and made people retell the story.

46
SUGGESTIONS

All advertising for astrology, psychic services, horoscopes, and other related services must
clearly state on the ad that the service is for entertainment purposes only and may not imply
that there is any scientific grounding to such services. Contests, Advertising for sweepstakes,
contests and other non-lottery games of skill or chance (collectively, "Promotions") is
permitted only if the Promotion offers a fair opportunity for all entrants to win, does not
constitute an illegal lottery and makes full and complete disclosure of all the terms and
conditions of participation and the chances of winning. Chance-based Promotions must
clearly disclose that no purchase is necessary. Any other disclosures that may be required,
depending on the exact mechanics of the Promotion's entry process and eligibility criteria
must be included.

Vodafone Essar reserves the right to require the advertiser to submit an affidavit certifying
that the Promotion complies with all applicable laws, and that all prizes will be awarded as
provided in the Promotion's official rules. all data-collecting advertisements must properly
disclose that data is being collected by Vodafone Essar and/or the advertiser, and provide the
user with a link to the privacy polic(ies) of the part(ies) collecting or receiving the data. In
addition to these general guidelines, Vodafone Essar requires all ads that collect personal
information be approved and comply with our detailed guidelines regarding data-collecting
Advertisements for products that are prohibited and banned under law and any products that
contain any ingredients that are prohibited and banned (except for medicinal use permitted
under law) Advertisements for distance learning courses are permitted, provided they offer
legitimate learning opportunities.

Firearms, Weapons, Ammunition and Fireworks: Vodafone Essar does not accept advertising
for firearms, ammunition, fireworks or brandished weapons. Advertisements for products and
services in the Games and Entertainment categories (examples: video games, films, television
series, and animation) may contain depictions of firearms and weapons, subject to
compliance with all other Advertising Guidelines, and with age appropriate targeting where
necessary.

"Free" Claims: Any advertising offering "free" items must disclose all material terms and
conditions for obtaining the free item. Gambling: Vodafone Essar does not accept advertising
for online casinos, gambling “portals,” or online gambling educational sites which are
primarily advertising supported vehicles for online casinos. Money-Making Opportunities:
Any advertising for money making opportunities (e.g. MLM, work at home products, etc.)
must disclose all material terms that an ordinary person would require in making a fully
informed judgment about whether to purchase the product or service being offered. Over.

Vodafone Essar does not accept advertisements that state or imply that prescription drugs
may be obtained without a prescription or on the basis of an online questionnaire or online
consultation. Political, Religious or Charitable Organizations, Issues or Causes: All
advertisements that relate to political, religious, or charitable organizations or causes will be
evaluated on a case by case basis and will be subject to the sole discretion of Vodafone Essar.

47
Pricing & Price Claims: All price claims must not be deceptive or misleading and should be
properly substantiated.

Professional Advertising: Advertising for professionals may not contain professional advice
or other materials that would, under a reasonable standard of care, ordinarily be given in the
presence of a practitioner-client relationship. Simulated Error Messages & Interactivity:
Advertisements that in Vodafone Essar’s sole discretion are likely to misdirect or mislead the
user in any manner are not permitted Vodafone Essar reserves the right to request affidavits
and/or additional documentation in support of any testimonial or endorsement appearing in
an advertisement on the Vodafone Essar Properties. Tobacco: Vodafone Essar does not
accept advertising for cigarettes or cigarette tobacco. Advertising for "stop smoking"
products (patches, 12-step programs, etc.) and youth smoking prevention campaigns by
tobacco companies are permitted. Weight Loss Products/Services:

Advertising for weight loss products may not depict or be specifically targeted to children or
teens. Weight loss advertising may not suggest that the product alone is effective for weight
loss without acknowledging the importance of diet, exercise and restriction of caloric intake
in any weight loss program. Advertising for weight loss products should not make any
unrealistic claims about the amount of weight loss that can be reasonably expected from
using the product

48
REFERENCES

49
REFERENCES
http://FreeOnlineSurveys.com/rendersurvey.asp?sid=s066tc81bxj4ahj914529(questionnaire
link)

http://varinderkaur.instablogs.com/entry/vodafone-zoozoo-a-successful-marketing-strategy/

http://marketingpractice.blogspot.com/2009/05/best-marketing-practice-zoozoo.html

http://www.domainofhope.com/2011/03/vodafone-zoozoo-3g-campaign-integrated.html

http://www.medianama.com/2011/05/223-fy11-vodafone-india-data-voip-net-neutrality/

http://en.wikipedia.org/wiki/ZooZoo

50
ANNEXURE

51
Vodafone Subscriber Base Statistics as on January,

52
53
QUESTIONNAIRE

SURVEY:

1. NAME ……………………………………………………………………

2. ADDRESS …………………………………………………………………….

3. AGE ………………………….

4. GENDER A. MALE B. FEMALE

5. PH. NO . ………………….

6. WHAT IS YOUR EDUCATIONAL QUALIFICATION?

A. MATRICULATE B. INTERMEDIATE

C. GRADUATE D. POST GRADUATE

7. WHO IS YOUR CURRENT SERVICE PROVIDER?

A. AIRTEL B. VODAFONE C. IDEA

D. BSNL E. OTHERS

8. FOR HOW LONG HAVE YOU BEEN USING THIS SERVICE?

A. LESS THAN 1 YEAR B. 1-2 YEARS

C. 2-4 YEARS D. MORE THAN 4 YEARS

9. DO ADS PLAY ANY ROLE IN DECIDING YOUR SERVICE PROVIDER?

A.YES B. NO

10. IF YES, WHAT ROLE DOES IT PLAY?

A. HELPS IN KNOWING THE ATTRIBUTES OF THE SERVICE.

B. HELPS IN COMPARING SERVICES WITH OTHER PROVIDERS.

C. RE-INFORCES BELIEF ABOUT THE PRODUCT.

D. ALL OF THE ABOVE

54
11. THE ADS OF WHICH SERVICE PROVIDER ATTRACT YOU THE MOST?

A. AIRTEL B. VODAFONE C. IDEA

D. BSNL E. OTHERS

12. HOW WELL THE ADS OF VODAFONE CATCH YOUR ATTENTION?

A. VERY WELL B. SOMEWHAT WELL

C. NOT AT ALL

13. CAN YOU IDENTIFY THIS CARTOON CHARACTER?

A. YES B. NO

14. WHAT ACCORDING TO YOU STANDS OUT IN VODAFONE ADS?

A. MESSAGE CLEARITY B. PRODUCT APPEAL

C. VISUAL IMPACT D. CREATIVITY

15. AS AN INDIAN ARE YOU ABLE TO ASSOCIATE WITH VODAFONE MASCOT

“ZOOZOO”?

A. YES B. NO

16. WHAT TYPE OF VODAFONE ADS ATTRACTS YOU THE MOST?

A. GOOD NETWORK ADS B. DISCOUNT SCHEME ADS

C. VALUE ADDED SERVICES

17. WHICH MASCOT YOU LIKE THE MOST IN VODAFONE ADS?

A. PUG B. ZOOZOO C. NONE OF THESE

55
18. DO YOU MISS THE PUG IN TODAYS’S ADS?

A. YES B. NO

19. DOSE THE ADS OF VODAFONE ATTRACT YOU MORE TOWARDS THE
SERVICE?

A. YES B. NO

20. WITH THE LAUNCH OF THE NEW MPS SERVICE WILL VODAFONE ATTRACT
MORE CUSTOMERS?

A. YES B. NO

21. DO YOU WANT ANY SPORTS PERSON OR MOVIE STAR TO REPLACE THE
ZOOZOO AS THE VODAFONE MASCOT?

A. YES B. NO

56