DISSERTATION SUBMITTED TOWARDS THE PARTIAL

FULFILLMENT OF POST GRADUATE DEGREE IN

SINTERNATIONAL BUSINESS

REBRANDING AND ITS EFFECT “HUTCH TO VODAFONE”

Submitted By:
VARUN CHOPRA
MBA – IB 2008 - 10
Roll No. E79
Enroll No: A1802008516

Date of submission:

FACULTY GUIDE

Amity International Business School

AMITY INTERNATIONAL BUSINESS SCHOOL,

NOIDA
AMITY UNIVERSITY – UTTAR PRADESH

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 AMITY INTERNATIONAL BUSINESS SCHOOL
DEPARTMENT OF MANAGEMENT

TO WHOMSOEVER IT MAY CONCERN

This is to certify that the project report titled “REBRANDING AND ITS EFFECTS “HUTCH
TO VODAFONE” carried out by Mr.VARUN CHOPRA, S/o ofSh.RAMESH CHOPRA has
been accomplished under my guidance & supervision as a duly registered MBA student of the
AMITY INTERNATIONAL BUSINESS SCHOOL,AMITY UNIVERSITY, NOIDA. This
project is being submitted by him in the partial fulfilment of the requirements for the award of
the Master of Business Administration from AMITY INTERNATIONAL BUSINESS
SCHOOL..

His dissertation represents his original work and is worthy of consideration for the award of the
degree of Master of Business Administration.

teacher
Title: REBRANDING AND ITS EFFECTS “HUTCH TO VODAFONE”
Date: ______________________________

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 AMITY INTERNATIONAL BUSINESS SCHOOL
DEPARTMENT OF MANAGEMENT

DECLARATION

I, "VARUN CHOPRA”, hereby declare that the work presented herein is genuine work done
originally by me and has not been published or submitted elsewhere for the requirement of a
degree programme. Any literature, data or works done by others and cited within this dissertation
has been given due acknowledgement and listed in the reference section.

VARUN CHOPRA
A1802008516

Date:__________________

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 Acknowledgment

No task is a single man’s effort. Various factors, situation & person integrate to provide the
background for the accomplishment of a task.
This project is the result of the contribution made by many people. I deeply acknowledge the role
played by all those who provided me their valuable support in the development of this project. I
am deeply indebted to ---------------- my faculty mentor for giving me this opportunity to work
on this project. . Only under his guidance I was able to take the opportunities to interact with the
real working environment and learned a lot.. I am grateful to him for his continuance guidance
and advice.

Last but not the least; I would also like to thank the respondents who provided full cooperation
and continuous support during the course of this assignment.

I also thank to the M.B.A Dept. of my university and its esteemed faculty for co-operating with
me.

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 Abstract
This Report is a summary of the work done as a final semester students of MBA in Amity
University. The project report begins with the detailed introduction of the branding and
rebranding. Then information regarding Vodafone history and Vodafone takes over hutch has
been given. The basic schemes and services of telecommunication offered by the Vodafone to its
customers have been included in the project report..Then primary data has been collected
through the help of questionnaire filled by different respondent. The main objective of the study
is to examine the how Rebranding affects customer loyalty. Scope of study is limited to the area
of Jallandhar and Ludhiana (Punjab) The analysis of the study has been done after taking into
consideration different parameters services, network, product, and customer care etc. And the
findings reveal that rebranding is affecting the customer loyalty.

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 TABLE OF CONTENTS

Topic page no.

1. Introduction 7

2. Objective and scope of study 8

3. Review of literature 9-14

4. Methodology of study 15

5. Company Analyses 16-24

6. Data Collections 25-27

7. Description Of Hypothesis ` 28

8. Test Analysis 29-50

9. Reasons for success of rebranding of Vodafone 51-55

10. Findings 56

11. Recommendation 57

12. Limitations of the project 58

References

Appendix-1 Questionnaire

Appendix -2 SPSS analysis

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 INTRODUCTION

To start up with its very important to know meaning of brand and branding and rebranding.

A brand is the symbolic embodiment of all the information connected with a product or service.
It encompasses the set of expectations associated with a product or service, which typically arise
in the minds of "people" (consumers, buyers, or other target audiences). A brand typically
includes a name ("brand name"), logo, and other visual elements such as images, fonts, color
schemes, or symbols. In other contexts, the term "brand" may be used where the legal term
trademark is more appropriate.

Branding -The art of creating and maintaining a brand. Marketers seek to develop or align the
expectations comprising the target audience's brand experience through branding activities.
Branding carries the "promise" to the marketplace that a product or service has a certain quality
or characteristic which make it special or unique (i.e. differentiated). Whatever the mix of
Programs, branding techniques should be consistent and complementary when well executed.

Rebranding: This can be defined as "a process of giving a product or an organization a new
image, in order to make it more attractive and successful" (Collins English Dictionary). This is
done to ----
• increase consumer loyalty
• improve member professionalism
• enter a new market trend
• create a stronger voice in the industry
• increase share holder value
• to reenergize a company

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 Objective of study

1) To analyze the effect of rebranding on customer loyalty (primary)

2) To analyze the reasons of success and failure of rebranding (secondary)

SCOPE OF THE STUDY

As my project is on rebranding of hutch to Vodafone it is very necessary for me to narrow down

my study that’s why i am limiting my study to jallandhar and phagwara

NEED OF THE STUDY

Today many of the company are going for the re branding like

• Hindustan unilever

• Air Deccan

• Indian airlines

• Hutch

Through the medium of --------

• The brand name

• The logo, trademark, graphics, slogans or imagery

• Company livery, packaging or uniforms

• Advertising
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My projects reaveals about hutch rebranding to Vodafone and its effect on customer loyalty

Review of literature

1) Economic times 1st may 2007

This article mainly revealed that Vodafone is going for re branding just to launch itself in the
market of India with capturing 67% of stake in hutch

2) Business today 7 Jan 2008 issue

In this issue there was an articles saying that Vodafone is using rebranding of hutch which may
lead to loss of customer as many of them were brand loyal

3) www.emerald.com/marketing/product and brand

Year 2004, issue 5, volume 20
Is a change as good as a rest? For Vodafone it was much better than that. As the company was
already hugely successful. But an effective program of rebranding, repositioning and financial
restructuring has helped expand operations in India and cement its position as the world’s
premier player of telecom services

4) Www.Domain-b.com
Vodafone to ''Make The Most of Now'' with Hutch essence news
20 September 2007
In this white paper researcher said that Vodafone has changed not only the name of hutch but
logo , colour scheme , and tag line also as earlier tagline of hutch was “ wherever you go our
network follows “ and new tagline is ” make the most of now “

5) www.indianmba.com
article written by Neha Mehta ( faculty at NIIMS )

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TITLE – Bye bye hutch welcome Vodafone
In this article basically it is written that brand changes will effect consumer behavior in rural
sector especially in telecom sector as in this article it has been mentioned Vodafone wanted to
expand market to rural areas where hutch is not there so may be this this rebranding will not help
a lot

6) www.oppapers.com
Research paper by Mr. Arun verma faculty at IIM Indore
An empirical study of Vodafone rebranding to hutch
In this research paper he says that Vodafone coming to India by merging with hutch will
definitely be a great success due to following reasons
1) brand name
2) large customer base
3) large network
4) more concentrated on metropolitan cities

1) www.Telegyan.com
Vodafone Deals With Hutch
The main objective of this research was to understand why Vodafone choose hutch to come in
India and the main finding was that
• Hutch is having maximum market share in the metropolitan cities
• Youth was the main market segment
• Hutch has very strong grab in this segment

1) www.icmr.org
In this case study it is written that hutch has been rebranded to Vodafone as hutch has ---
a) Emotional connect with the customer
b) Long brand equity
c) Recognized brand for the country

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1) Business line
Brand line “brand new impact “
The transition of Hutch to Vodafone is estimated to be a mega, Rs 200-crore campaign with multiple
media channels being used to convey the message. Coincidentally, both brands already have an up market
image in their respective markets and so transferring the values and emotions is not going to be difficult
for the mobile telephony brand.

2) www.procurementheaders.com

Vodafone completes Hutch deal

Vodafone has agreed a cut-price deal for Indian telecoms giant Hutch-Essar. The final price of $10.9
billion represents a reduction of $180 million on the originally agreed price. The UK-based company
hopes the purchase will allow them to cash in on a hugely lucrative market which is growing by a
reported five million mobile subscribers a month. "I am delighted that, having secured all the necessary
regulatory approvals, we are now able to complete this important transaction and move onto the process
of integration," Vodafone CEO Arun Sarin said. Hong Kong-based Hutchison Telecommunications
International Ltd. is expected to make a pre-tax gain from the sale of almost $9 billion. Speaking at the
conclusion of the deal Canning Fok said: "Today marks the conclusion of an outstandingly successful
venture for Hutchison Telecom."We exit the Indian market as one of the best capitalized telecom
companies in the region which will enable us to react swiftly to new opportunities and to accelerate
growth in our existing markets."

3) Marketing mastermind oct 2008 is

Learning from experience of rebranding from year 2007,we can see many companies have under
gone process of rebranding. There are great examples of rebranding. In 2007 many companies
like UTI, HUTCH, AIRDECCAN, BIRLAPLUS, BSNL, and HLL have undergone process of
Rebranding. They all had different reasons for rebranding. Axis bank's rebranding sought to
Reassure the bank's customers that nothing had really changed in the bank except its name, while
Vodafone rebranding tried to leverage on some of the most popular earlier ads of hutch to
Introduce the relatively unknown Vodafone brand (in India).HLL’s new identity will help to
position in every aspect of business. the new name provides the optimum balance between
maintaining the heritage of the company and the synergies of global alignment with the

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corporate name of unilever .Air Deccan rebranding exercise is to build consumer loyalty for
Deccan. Rebranding exercise is complete without a large-scale, seen-wherever-you-go,
multimedia campaign.

4) Indian journal of marketing Dec 2008 issue

Industry estimates place the hutch-Vodafone rebranding campaign at around rs 100 crore (rs 1
billion), Vodafone plc, headquartered in London, uk, was the world's largest mobile
communications company by revenue. In 2006, its revenue was £29.350 billion while the
utibank-axis bank name change is believed to have cost the company rs 50 crore (rs
500Million). HLL had net sales revenues of rs 121.03 billion and net profit of rs 18.55 billion.
As, unilever plc held a 51% stake in company. Birla plus went into rebranding exercise on 23 rd

October’07.no rebranding exercise is complete without a large-scale, seen-wherever-you-go,

multimedia campaign. Industry estimates place the hutch-Vodafone rebranding campaign at
around Rs 100 Crore (Rs 1 billion), while the UTI bank-axis bank name change is believed to
have cost the company Rs 50 Crore (Rs 500 million).Vodafone has operations in five continents.
as of 2007, it had as many as 40 network partners and a customer base of approximately 200
million people in different regions of the world.
5) Vodafone Launches Rebranded Service in India
By Teresa von Fuchs
Wireless Week
September 21, 2007
Vodafone has launched its branded service across India, rolling out what it called the world's
largest rebranding campaign, following its purchase of a majority stake in Hutchison Essar from
Hutchison Telecommunications for 11.1 billion dollars earlier this year. India represents the
world's fastest growing cellular market, and Vodafone has said it wants to make its services top
of the list. Hutch has already moved from fourth to third place since being acquired. As part of
the rebranding campaign, Vodafone has joined up with Star TV network to launch a 24-hour
nationwide "brand awareness" campaign. Partly in response to Vodafone's market saturation

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efforts, Bharti Airtel has joined forces with Nokia to offer bundled phones at subsidized rates.
The two companies have entered into a "joint go-to-market strategy," combining some
advertising and marketing initiatives aimed at the mid-and lower-end segments, according to
India's Economic Times."We are deepening our alliance with Nokia on a large scale…We can
synergize our operations as both employ strategies such as using rural vans to promote services
and running outlets across the country. We are also working towards common outdoor
advertising and exploring other areas of partnership," Bharti Airtel's marketing and
communication head Gopal Vittal told the paper

6) www.businessindia.com

Hutch logo has been changed

We had hinted earlier the Hutch might change colors again in What will Vodafone do with Hutch Looks
like Vodafone wants to spread its brand image in India soon. So its going to be the the Battle of the Reds
(Vodafone vs Airtel) as Hutch and Airtel are the largest mobile operators in India. Hutch has always been
seen as an elite brand in the country as it is present only in a few circles. Vodafone is known for its
Premium services around the world. Vodafone cannot use the same global pricing strategy in India for
sure due to the nature of the market here. Lets wait and watch Till
then it may may bid good bye to the Hutch Pug

7) Hutch becomes Vodafone on Sep 21

Mumbai | September 19, 2007 8:05:06 PM IST

Source: www.times of india.com

On Wednesday announced that the Vodafone brand would be officially launched on Sep 21.
Vodafone acquired Hong Kong-based Hutchison International's Indian telecom arm Hutch's
stake in Hutch-Essar for $11 billion in May this year. "We've had a great innings as Hutch in
India. Today marks a new beginning for us, not as a departure from the fundamentals that
created Hutch, but an acceleration into the future with Vodafone's global expertise," Asim
Ghosh, managing director, Vodafone Essar, said in a statement. Vodafone's Indian-born CEO
Arun Sarin would be visiting India end this week to officially launch the brand transition from
three pink stars to the bright-red speech-bubble.

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"This transition is probably the largest brand change ever undertaken in this country and
arguably as big as any in the world. It is even larger than our own previous brand transitions, as
it touches over 35 million customers, across 400,000 shops and thousands of our own and our
business associates' employees," Vodafone Essar's and new business director Harit Nagpal said.
The company earlier said it would be investing $2 billion in consolidating and expanding its
business here. It also announced that Essar's vice chairman Ravi Ruia would be chairman of the
new joint venture while Vodafone's Sarin would be vice-chairman.

8) www.emeraldinsight.com
Issue 6 year 2007

There are a number of studies, supportingcustomers’ retention (Fisher, 2001; Marple and
Zimmerman, 1999). However, there is little empirical research undertaken as far as can be
ascertained to investigate the constructs that explain customer loyalty in the telecommunication
industry especially in India. A number of studies focused on identifying some of the constructs
that are thought to be precursor to customer retention and developing a measure of customer
satisfaction, customer value and customer loyalty without examining other potential constructs.

9) www.emeraldinsight.com
Issue 8 year 2007
It has been proved in literature, that there is a link between customer loyalty and organizational
profitability (Reich held, 1996b). This is, as a consequence of reduced cost of retaining a
customer and achievement of a zero defection of profitable customers. However, retention
should not be taken for loyalty. Loyalty is valid when customers have options to choose from. As
such service providers should understand why customers choose to stay and should not assume
that it is a positive conscious

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 Research methodology

Sample size 100

Reason

I am choosing 100 samples because I want those respondent who have switched over to the

network due to hutch becoming Vodafone

Research design exploratorary

Reasons

As I have to explore the reasons for the customer loyalty in rebranding hence exploratory

research is necessary

Sampling method convenience sampling

As we all know that we have to attend our classes regularly hence I am going for convenience

sampling method

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 HISTORY OF VODAFONE

 Vodafone is a mobile network operator with its headquarters in Newbury, Berkshire, England,

and UK. It is the largest mobile telecommunications network company in the world by turnover and has a

market value of about £75 billion (August 2008). Vodafone currently has operations in 25 countries and

partner networks in a further 42 countries.

 The name Vodafone comes from Voice data fone, chosen by the company to "reflect the

provision of voice and data services over mobile phones."

 As of 2006 Vodafone had an estimated 260 million customers in 25 markets across 5 continents.

On this measure, it is the second largest mobile telecom group in the world behind China Mobile.

 In the United States, Vodafone owns 45% of Verizon Wireless, the largest American mobile

telecommunications company.

 Vodafone began trading on 18 October 1992 under the Telecel name, offering the public from the

start a fully operational GSM cellular communications service that, at the time, covered 57% of

Portuguese territory and 83% of the country's population. With the entry into service of our cellular

network, exactly one year after obtaining the operating licence, we set what was then the world record for

the fastest installation of a GSM network.

 Vodafone's 1992 entry into the market, which at the time was an exclusive monopoly of a public

operator, radically changed the prevailing perception of the cellular phone, up until then considered a

status symbol or a tool reserved for an elite with high purchasing power. Opposing that image, Vodafone

introduced the concept of useful, accessible and adequate service for the various Customers'

communication needs. Vodafone was the main development and growth engine of the Portuguese cellular

market, profoundly changing the mobile telecommunications' scene in Portugal. We clearly stand out as

the second national Telecommunications operator. We have more than 4,6 million Customers registered

on our cellular service, representing more than one third of the total mobile service Customers in
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Portugal. We maintain our differentiation as the most innovative and Customer oriented operator in

Portugal developing useful and competitive services, making available the best offer in the market.

 Our Vision

To enrich our customer's lives through the unique power of mobile communication

 Our mission

our customers have chosen to trust us. In return, we must strive to anticipate and understand their needs

and delight them with our service. We value our customers above everything else and aspire to make their

lives richer, more fulfilled and more connected. We must always listen and respond to each of our

customers. We will strive to delight our customers, anticipating their needs and delivery

List of ceo’s

 CEO UK Guy Laurence

 CEO Australia Russell Hewitt

 CEO Germany Fritz Joussen

 CEO New Zealand Russell Stanners

 CEO India Asim Ghosh

 CEO Netherlands Jens Schulte-Bockum

 CEO Turkey Serpil Timuray

 CEO Albania Haris Broumidis

 CEO Italy Paolo Bertoluzzo

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 Key milestones of Vodafone
 2005

It completed the acquisition of MobiFon S.A. (Romania) and Oskar Mobile a.c. (Czech

Republic) (May). Launch of Vodafone Simply, a new easy-to-use service for customers who

want to use voice and text services with minimum complexity (May). Introduction of Vodafone

Passport, a voice roaming price plan that provides customers with greater price clarity when

using mobile voice services abroad (May)

 2006

Sale of 25% stake in Switzerland's Swisscom (December) Sale of 25% stake in Belgium's

Proximus. (August)The number of Vodafone lives! Customers with 3G reached 10 million in

March 2006.We acquired Telsim Mobil Telekomunikasyon Hizmetleri (Turkey) in May 2006.

 2007

A consortium led by Vodafone Group is awarded the second mobile phone licence in Qatar.

(December) Vodafone agrees to acquire Tele2 Italia SpA and Tele2 Telecommunication Services

SLU from Tele2 AB Group. (October) Vodafone announces completion of the acquisition of

Hutch Essar from Hutchison Telecommunications International Limited. (May)

 2008

Vodafone acquires a 70% stake in Ghana Telecom for $900 million (July) Vodafone

launches the M-Paisa mobile money transfer service on Afghanistan's Roshan.

Afghanistan is added to the Vodafone footprint.

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Vodafone group

 Founded in 1983 as Racal Telecom, independent 1991

 Headquarters : Newbury, England, UK

 Key people : Vitoria Colao

CEO Sir John Bond

Chairman John Buchanan.

 Product : Mobile networks, Telecom services.

 Revenue : 35,478 million (2008)

 Employees : 72,375 (2008)

 Website www .Vodafone .com

 Vodafone UK

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 Products of Vodafone
 Handsets

 75 new models launched in the 2008 financial year

 53% of handsets sold were 3G model

 10 million Vodafone own-brand devices shipped in 30 countries

 Vodaphone live ! Hand sets

 Sony Ericsson V640i

 Vodafone 125 and Vodafone 225

 Business hand set

 Palm Treo 500v

 Black Berry® Curve™ 8310

 Black Berry 8100

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 Company Financial Statements of Vodafone Group Plc

2008 2007
Note
£m £m
Fixed assets
Shares in Group undertakings 3 64,922 67,139
Current assets
Debtors: amounts falling due after more than one year 4 821 227
Debtors: amounts falling due within one year 4 126,099 99,404
126,920 99,631
Creditors: amounts falling due within one year 5 (98,784) (76,415)
Net current assets 28,136 23,216
Total assets less current liabilities 93,058 90,355
Creditors: amounts falling due after more than one year 5 (14,582) (14,388)
78,476 75,967

Capital and reserves

Called up share capital 6 4,182 4,172
Share premium account 8 42,934 43,572
Capital redemption reserve 8 10,054 9,132
Capital reserve 8 88 88
Other reserves 8 942 1,026
Own shares held 8 (7,867) (8,044)
Profit and loss account 8 28,143 26,021
Equity shareholders’ funds 78,476 75,967
The Company Financial Statements were approved by the Board of directors on 27 May 2008
and were signed on its behalf by:

Arun Sarin

VODAFONE TAKES OVER HUTCH

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Vodafone-hutch deal happens when a corporation, which has accumulated hundreds of billions
of dollars of losses higher than any other company in global corporate history, which has an
M&A track record preposterously worse than that of any other corporation across any continent,
and which has brazenly attempted corporate crimes globally and has got fined by governments
after being shamefully convicted, decides to takeover one of India’s largest telecom
corporations, while already having invested in India’s number one telecom company? Well, the
answer’s not even ironic. Indians being what we’re well known for, we ludicrously celebrate!
Right from his decision to enter the dogfight to acquire AT&T Wireless in 2004 (which he
finally failed to do) to his asset write-down strategy in many of his regional subsidiaries acquired
through various acquisitions and mergers in Germany, Japan et al (which also explained
Vodafone’s biggest ever loss of $41.2 billion during 2006!), Arun Sarin has ensured that his
company and its shareholders have already seen the worst days ever seen in the history of global
corporations
and the worst is yet to come (one prays, not in the form of Hutch takeover)! Even this time,
while he announced his decision to acquire 67% in Hutchison Essar on February 11, 2007, for
$11.1 billion (his biggest deal for Vodafone), he must have prayed to the merger gods to be kind
to him this time round, as he had been lashed enough by his critics due to both his and
hispredecessors’ deeds (the main culprit being Christopher Gent, ex-CEO of Vodafone and
responsible for the insane shelling-out of a monumental $183 billion for acquiring Germany’s
Mannesman AG in 1999 – the biggest failed deal in M&A history!). Well, what do you say about
a company that, apart from the preposterous acquisition above, has made such a sweet breast of
accumulating regular pathetic losses aggregating more than $131 billion since 2002; and we’ve
not even included the current year’s forecasts. So what else can go wrong with Vodafone and
India?

Give Us Time, We Can Do Worse

A buoyant Arun Sarin commented right after his Hutch conquest, “We are delighted to be
deepening our involvement in the Indian mobile market with (a) full range of products services
and brand. Hutch Essar is an impressive, well run company that would fit well into Vodafone
Group.” With Vodafone already having entered into a prospective network sharing contract with

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Airtel, and with Vodafone part owner of Airtel, Sunil Bharti Mittal, not surprisingly, spoke up
for Arun, “We are pleased to welcome Vodafone and congratulate them on their Hutch
acquisition.” Evidently, the Indian telecom market is growing massively, easing out anti-
Vodafone rivalries. Opines Sridhar Pai, leading telecom analyst, “The Indian mobile operators
have not seen anything low or an ‘ebb cycle’. The market has only moved one way so far –
North! Vodafone has seen many industry cycles come and go
Wisdom for everyone in terms of early market signals, operational manoeuvres to handle slow-
downs.” According to Jignish Dabhalia, Niche Broking, “The buoyancy in the mobile telephone
segment portends well for the telecom industry, which will observe a three-fold increase in
subscribers from the current 150 million to 398 million in the coming five years.” With such a
positive outlook, all the players have lined up big expansion plans for the coming few years.
Bharti has lined up a capex of over $2 billion, RCL is not far behind with investment plans of
$1.5 billion and Idea Cellular has already filed for an IPO and would be raising close to Rs.21.25
billion to fund its expansion plans.Then pray, why should the other players be morbidly worried?
The fact is that globally, when relegated to a follower position, Vodafone has had a background
of decimating market profitability conditions by ensuring that cut-throat price wars and warfare
promotional offers completely devastate competition. One must consider the fact that Hutch is
only the fourth largest telecom player in the country with presence in only 18 circles.Whereas
players like Airtel, BSNL and Reliance have a widespread network covering the entire
geography of India. Given the losses that they can bear, it’s quite clear that Vodafone has
extremely (and abysmally) deep pockets; and reserves that can bleed any Indian telecom
company desert dry, BSNL, Idea, Reliance et al. And the most worrisome part of it all is that,
Vodafone internationally doesn’t have a sparkling white background, with respect to either ethics
or lawful behaviour, especially when it comes to government dealings, which India has loads of.
guilty until proven innocent For newbies, we could start blabbering about Vodafone’s scurrilous
history of rocking scandals in truly multinational style, of which the major one included Greek
regulators in 2006 fining it a whopping $128 million for deliberately failing to stop wire-tapping
of top government officials, including, you won’t believe it the Prime Minister himself (PM
Costas Karamanalis). Or we could mention how the Vodafone manager who blew the lid off this
scandal, was mysteriously found hanging some time after this came out. Or we could talk about

23
how Hungary’s Competition Office convicted Vodafone and slapped it with huge fines for
deliberately misleading ustomers! Or how the Italian Anti-trust Authority found Vodafone had
clearly abused its telecom dominance to prevent competition (final judgement expected in
February 2007). Or how in February 2007, Kenya’s investment investigation watchdog put
Vodafone under investigation for alleged corruption. Vodafone could chew up Indian
competitors for dessert, what to say about a full meal!

v came, v saw, v went... away!

There are other issues. After playing around with markets and industry structures with their
ruthless strategy experiments, Vodafone, like a true alien, exits! And this is not just their
Chennai circle sell-off example one wishes to mention. August 2005, Vodafone exited Sweden;
March 2006, one of the world’s largest cellular markets, Japan, got the royal Vodafone kick;
August 2006, Belgium walked the pink slip tapestry; January 2007, the poor Swiss were shown
the metaphorical door. Really, Vodafone is more like a portfolio investor than one with
intentions to improve market dynamics. And most appropriately, it’s not enough for Indian
players to watch their backs, because when Vodafone hits, it’s the jaw they’re aiming at. And the
only sound we suspect we’ll hear is... Ouch!

Data collection
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Data Collection Plan:
The first of Research consisted of secondary data search from the following sources:
• Websites
• magazines
In this, information about hutch and vodafone, their service features were collected.
For the conclusive research, questionnaires were developed on the basis of secondary data to
gather information on the research objective.
A pilot study was conducted to test these questionnaires. In this sample of 10 people was picked
up from the target population on convenience basis, so as to determine the limitation and
deficiencies in the questionnaires.
The final draft of the questionnaire (see Appendix) was then prepared on the basis of the
observations from the pilot study. These were then finally filled by 100 consumers, for the
conclusive study.
Finally the data collected was fed into the data analysis software- SPSS, to be analyzed using
statistical techniques like: frequencies, means, t-tests, Chi square distribution, correlation of
different variables, cross tabs etc.
Types of Primary Data collected:
• Demographic /Socioeconomic Characteristics:
Demographic and socioeconomic characteristics are sometimes called “states of
being” in that they represent the type of people. The factors on which we are
working are age, sex and occupation. Monthly income is also an important
parameter but it is difficult to verify. Although the amount of money that an
individual earns in a month is an absolute, not a relative quantity but it is a sensitive
topic in our society and it is difficult to determine

• Attitudes/Opinions:
Through the questionnaire we have tried to get hold of individual’s preference,
inclination and requirement from the products that the reliance money delivers to its

25
 customers. Attitude is an important notion in the marketing literature, since it is
generally thought that the attitudes are related to the behavior of individual.

• Awareness/Knowledge:
They are used in marketing research refers to what respondents do or do not know
about the product.

• Intentions:
A person’s intentions refer to the individual’s anticipated or planned behavior. We
have tried to find out through the collected primary data the intentions of the people
in general about the product called de mat account. In this project we have
segregated the people as per their intentions about the de mat of reliance money.
The intentions gathered are divided into the following groups:
1. Definitely would like to take de mat of reliance money
2. Probably would like to take de mat of reliance money
3. Undecided
Probably would not like to take de mat of reliance money
4. Definitely would not like to take de mat of reliance money

• Motivation:
Through the questionnaire we have tried to find the hidden need or want of an
individual and have tried to find if these people can be tapped as the potential
customer for Standard Chartered.

• Behavior:

Behavior concerns what subjects have done or are doing. Through the questionnaire
we have tried to find out the behavior of the individuals regarding the product and
their responses. If the responses are favorable then the person can be said to be our

26
 potential customer. The primary data serves as an important tool to measure the
behavioral trend of the customer. It helps in answering some of the vital Questions.
Thus, it helps to draw a comparison between the Purchase and the observed behavior of the
individuals.

Obtaining the Primary Data:

The data collection was primarily done through communication. Communication involves
questioning respondents to secure the desired information, using a data collection
instrument called questionnaire. The questions were in writing and so were the responses.

Versatility:
It is the ability of a technique to collect the information on the many types of primary data of
interest to marketers. It has also been found that some of the people do not answer truthfully
to all the questions especially in the case of the personal details

Description Of Hypothesis
Hypothesis is just like a assumption or a quantitative statement about the population

STEP 1

Set up of hypothesis

Ho: customer has no effect of rebranding of hutch to Vodafone  Null hypothesis

There is not any significant difference between sampled population and whole population

27
Ha: customer has effect of rebranding of hutch to vodafone  Alternate Hypothesis

It is just opposite of null hypothesis researchers believe it to hold true and he hopes that the

sample data lead to the acceptance of this hypothesis as true

So far review of literature says there is no effect on customer loyalty on rebranding of hutch to

Vodafone but let us what will happen in my case

STEP 2

Set up suitable signifance level

Level of significance is 5% means it is the probability of rejecting the null hypothesis

STEP 3

Select the test criteria

As far as tests are concerned many of them will depend upon the personal information of the
respondent

Findings And Analysis

Demographic profile of the respondents:

Genderwise Distribution

28
 Gender of the respondant

Frequency Percent Valid Percent Cumulative Percent

Valid Male 62 61.4 62.0 62.0

Female 38 37.6 38.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

Test analysis of gender with customer loyalty in rebranding of Vodafone to hutch

29
 Levene's Test for Equality of
Variances

F Sig. t df Sig. (2-tailed)

customer loyalty Equal variances

37.167 .000 -12.306 98 .000
assumed

Equal variances 46.66

-10.487 .000
not assumed 1

When I summed up my likert scale in SPSS I got the total value of each questionnaire which is
summed up as customer loyalty now I applied t test to measure any significant difference in
gender and customer loyalty the value of significance is .000 which is less than .05 which means
it is highly significant which shows customer loyalty varies in gender (m/f)

Agewise Distribution

Age of the respondant

Frequency Percent Valid Percent Cumulative Percent

Valid <20 36 35.6 36.0 36.0

21-25 34 33.7 34.0 70.0

26-30 22 21.8 22.0 92.0

31-35 8 7.9 8.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

30
 Test analysis of age with customer loyalty in rebranding of Vodafone to hutch

ANOVA

customer loyality

Sum of Squares Df Mean Square F Sig.

Between Groups 2741.485 3 913.828 137.232 .000

Within Groups 639.265 96 6.659

Total 3380.750 99

In this particular when I took age with customer loyalty again the significant value is .000 and it
is less than .05 which means it is highly significant ie customer loyalty varies in age group as
well but this variation is due to sample need to be checked hence I went for multiple variation
Test

31
 Multiple Comparisons

customer loyality
Scheffe

(I) Age of (J) Age of 95% Confidence Interval

the the
respondant respondant Mean Difference (I-J) Std. Error Sig. Lower Bound Upper Bound

<20 21-25 -1.765* .617 .048 -3.52 .00

26-30 -8.818* .698 .000 -10.81 -6.83

31-35 -17.625* 1.009 .000 -20.50 -14.75

21-25 <20 1.765* .617 .048 .01 3.52

26-30 -7.053* .706 .000 -9.06 -5.04

31-35 -15.860* 1.014 .000 -18.75 -12.97

26-30 <20 8.818* .698 .000 6.83 10.81

21-25 7.053* .706 .000 5.04 9.06

31-35 -8.807* 1.065 .000 -11.84 -5.78

31-35 <20 17.625* 1.009 .000 14.75 20.50

21-25 15.860* 1.014 .000 12.97 18.75

26-30 8.807* 1.065 .000 5.78 11.84

*. The mean difference is significant at the 0.05 level.

In this test i compared each age group with other in which age group less than 20 and 21-25 have
same customer loyalty as the significance value is .048 close to .05

32
Occupation wise Distrbution

occupation of respondent

Frequency Percent Valid Percent Cumulative Percent

Valid govt employee 59 58.4 59.0 59.0

private service 12 11.9 12.0 71.0

Business 15 14.9 15.0 86.0

Others 13 12.9 13.0 99.0

11 1 1.0 1.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

33
 One Way Annova Test To Check Occupation And Customer Loyality

ANOVA

customer loyality

Sum of Squares df Mean Square F Sig.

Between Groups 708.186 4 177.047 6.293 .000

Within Groups 2672.564 95 28.132

Total 3380.750 99

Again significance level is .000 hence customer loyalty varies with occupation as well the value
of signifance is less than .005 that means there is a significant difference between customer
loyalty and occupation

Preference of services by the respondent

preference of services

Frequency Percent Valid Percent Cumulative Percent

Valid bsnl 11 10.9 11.0 11.0

airtel 20 19.8 20.0 31.0

vodafone 42 41.6 42.0 73.0

idea 8 7.9 8.0 81.0

reliance 19 18.8 19.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

34
From this graph we can analyze that Vodafone has more customers and than other players in
jallandhar and phagwara reliance and airtel holds almost equal market share

Duration of service used by respondent

35
 duration of services

Frequency Percent Valid Percent Cumulative Percent

Valid 3 months 51 50.5 51.0 51.0

6 months 32 31.7 32.0 83.0

1 year 9 8.9 9.0 92.0

more than year 8 7.9 8.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

36
 ANOVA

customer loyality

Sum of Squares df Mean Square F Sig.

Between Groups 2875.033 3 958.344 181.922 .000

Within Groups 505.717 96 5.268

Total 3380.750 99

When we talk about duration of services used by respondent again 4 parameters hence one way
annova is applied the significance value is .000 which is less than .05 hence the customer loyalty
varies with duration but this may occur due to sample size hence I went for a multiple variation

37
 Multiple Comparisons

customer loyality
Scheffe

95% Confidence Interval

(I) duration of (J) duration of Mean Difference
services services (I-J) Std. Error Sig. Lower Bound Upper Bound

3 months 6 months
-4.553* .518 .000 -6.03 -3.08

1 year -11.935* .830 .000 -14.30 -9.57

more than year -17.615* .873 .000 -20.10 -15.13

6 months 3 months
4.553* .518 .000 3.08 6.03

1 year -7.382* .866 .000 -9.85 -4.92

more than year -13.062* .907 .000 -15.64 -10.48

1 year 3 months
11.935* .830 .000 9.57 14.30

6 months 7.382* .866 .000 4.92 9.85

more than year -5.681* 1.115 .000 -8.85 -2.51

more than year 3 months

17.615* .873 .000 15.13 20.10

6 months 13.062* .907 .000 10.48 15.64

1 year 5.681* 1.115 .000 2.51 8.85

*. The mean difference is significant at the 0.05 level.

From this multiple variation we found in each and every duration time the significant values is .
000 then customer layalty varies with duration of service

38
 Awareness of the respondent about “hutch is now Vodafone “

awareness of respondent

Frequency Percent Valid Percent Cumulative Percent

Valid yes 90 89.1 90.0 90.0

no 10 9.9 10.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

39
 Levene's Test for Equality of
Variances

F Sig. t df Sig. (2-tailed)

customer loyality Equal

variances 8.048 .006 -11.562 98 .000
assumed

Equal
variances not -24.695 32.341 .000
assumed

Here t test has been applied as because of two variables and more over the significant is .ooo
which is less than .05 which means awareness level is quite variable

Type of connection ( prepaid / postpaid)

type of connection

Frequency Percent Valid Percent Cumulative Percent

Valid prepaid 63 62.4 63.0 63.0

postpaid 37 36.6 37.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

40
 Levene's Test for Equality of
Variances

F Sig. t df Sig. (2-tailed)

customer loyality Equal variances

assumed 37.123 .000 -12.692 98 .000

Equal variances not

-10.690 45.253 .000
assumed

Here t test has been applied as because of two variables and more over the significant is .ooo
which is less than .05 which means type of connection does not effect customer loyalty

41
Linkert scale questions

Vodafone has cheap call charges than hutch

Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 26 25.7 26.0 26.0

Agree 25 24.8 25.0 51.0

niether agree nor disagree 14 13.9 14.0 65.0

somewhat disagree 24 23.8 24.0 89.0

strongly disagree 11 10.9 11.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

42
 Vodafone has strong network strength than hutch

Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 51 50.5 51.0 51.0

Agree 35 34.7 35.0 86.0

niether agree nor disagree 3 3.0 3.0 89.0

somewhat disagree 5 5.0 5.0 94.0

strongly disagree 6 5.9 6.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

43
 Vodafone has more value added services than hutch

Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 51 50.5 51.0 51.0

Agree 32 31.7 32.0 83.0

niether agree nor disagree 5 5.0 5.0 88.0

somewhat disagree 5 5.0 5.0 93.0

strongly disagree 7 6.9 7.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

44
45
 Vodafone answers to your call quickly than hutch

Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 25 24.8 25.0 25.0

Agree 27 26.7 27.0 52.0

niether agree nor disagree 25 24.8 25.0 77.0

somewhat disagree 13 12.9 13.0 90.0

strongly disagree 10 9.9 10.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

46
47
 Less formality in taking new connection of Vodafone than hutch

Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 32 31.7 32.0 32.0

Agree 30 29.7 30.0 62.0

niether agree nor disagree 30 29.7 30.0 92.0

somewhat disagree 4 4.0 4.0 96.0

strongly disagree 4 4.0 4.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

48
 Your grievances were solved quickly in Vodafone than hutch

Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 58 57.4 58.0 58.0

Agree 21 20.8 21.0 79.0

niether agree nor disagree 21 20.8 21.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

49
50
 There is more transparency in your bills in Vodafone than hutch

Cumulative
Frequency Percent Valid Percent Percent

Valid strongly agree 58 57.4 58.0 58.0

Agree 12 11.9 12.0 70.0

niether agree nor disagree 13 12.9 13.0 83.0

somewhat disagree 8 7.9 8.0 91.0

strongly disagree 9 8.9 9.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

51
52
 I would like to recommend people for Vodafone services

Frequency Percent Valid Percent Cumulative Percent

Valid strongly agree 61 60.4 61.0 61.0

Agree 19 18.8 19.0 80.0

niether agree nor disagree 10 9.9 10.0 90.0

somewhat disagree 3 3.0 3.0 93.0

strongly disagree 7 6.9 7.0 100.0

Total 100 99.0 100.0

Missing System 1 1.0

Total 101 100.0

53
After using the services of the Vodafone most of the respondent are satisfied as compare to the
After analyzing all the linkert scale question its time to check the null hypothesis .
My null hypothesis was to “rebranding does not have any effect on the customer loyalty”
For this purpose i choose t test (single variable )as there were 8 question with 24 as assumed
value but after applying the test te mean was 16 hence null hypothesis’ was rejected
That means rebranding has effect on the customer loyality

Let us see the test ......

One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

customer loyality 100 16.45 5.844 .584

One-Sample Test

Test Value = 24

95% Confidence Interval of the

Difference

T Df Sig. (2-tailed) Mean Difference Lower Upper

customer loyality -12.920 99 .000 -7.550 -8.71 -6.39

Test value was 24 and the mean is16.45

Null hypothesis is rejected

54
 REASONS FOR THE SUCCESS OF REBRANDING OF VODAFONE TO HUTCH AS
THEY NEVER MADE THESE MISTAKES

Smart marketers evolve their brands over time to keep them relevant. Some do it well, while oth-
ers become the target of cynical bloggers. To gear your next rebrand for success, sidestep these
All-too-common mistakes:

1. Clinging to history.

Rebranding well means staying relevant. Assumptions made when the brand was established
may no longer hold true. Analyze changes in target markets when exploring opportunities for
brand expansion, repositioning and revitalization.

2. Thinking the brand is the logo, stationery or corporate colors.

Brands encompass everything from customer perception and experience to quality, look and feel,
Customer care, retail and web environments, the tone and voice of communications, and more.

3. Navigating without a plan.

Effective rebrands rely on a creative brief to keep everyone focused as the project progresses.
Include sections for a situation analysis, objectives, target markets, budget and resources, time-
frame, point person, known parameters, approval structure, stakeholders and metrics for assess-
ing results.

4. Refusing to hire a branding consultant without industry experience.

It’s ok to consider an agency that hasn’t worked in your specific industry before. Sometimes it’s
ideal – especially if you’re serious about a turnaround. Smart companies recognize the value of a

55
fresh perspective.

5. Not leveraging existing brand equity and goodwill.

Dismissing brand equity when Rebranding alienates established customers, while unnecessary
overhauls can irreparably damage a brand’s perception. Consider the needs and mindset of the
target market carefully before digging into the process. Sometimes a small evolution – or a new
coat of paint – is all that’s needed to rejuvenate and make a brand relevant.

6. Not trying on your customer’s shoes.

Simply calling your own 800-number or receptionist may reveal challenges customers face and
inform your Rebranding strategy. Take the time to navigate your own website, buy your
products and return something. Better yet, ask a friend or family member to do so and learn from
their experiences.

7. The rebrand lacks credibility or is a superficial facelift.

The rebrands story must be believable given the existing brand experience and customer
perception. It must also hold credibility internally. If employees who live the brand day-to-day
don’t believe, the target audience won't either.

8. Limiting the influence of branding partners.

Good branding consultants are more than graphic designers. The best ones help develop new
products, expand demographic focuses and even streamline business operations. Rein them
in when needed, but don’t limit their areas of influence.

9. Believing Rebranding costs too much.

56
Good thinking doesn’t have to come with a multi-million dollar payout. You can get good think-
ing and solid strategy from small and talented branding agencies, consultants and in-house tal-
ent. Consider university students or small firms for cost-effective results.

10. Not planning ahead for adaptation.

It’s tempting for team members to walk away after the final presentation, however this is just
the beginning of the final stretch. The implementation process may require adaptation as the
rebrand rolls out. Acknowledge the need to keep the team and consultants together throughout
implementation.

11. Bypassing the basics.

The value of perfecting your physical environment, marketing materials, website, etc., is
decreased if your customers languish on hold for inordinate amounts of time. If your invoices
and contracts are written in 7-point legal jargon, the brand experience declines. Keep all
customer touch points in mind when Rebranding
.

12. Not calling the call centre.

Often ignored in brand strategy sessions, customer service and other front-line staff can yield
valuable information. This is the proverbial buck – the place where customers are the most
honest, no matter what research indicates.

13. Forgetting that people don’t do what they say. (They do what they do.)

Use caution when basing Rebranding strategies on focus group-type research Unless you’re
Physically in the customer’s environment observing them using your product or service, you’re
57
Not getting the full story. Actual observation, while not perfect, will get you a lot closer to the
Right solution.

14. Getting strong-armed or intimidated by consultants.

It’s the client's responsibility to reel things in when necessary. You still know the most about
your brand and organization, the value of a non-immersed, fresh perspective notwithstanding.

15. Putting the wrong person in charge.

Assuming you’ve hired capable-to-outstanding branding consultants, the quality of the work
delivered depends on sound, knowledgeable project management. Make sure your internal
point person has the skills, time and resources to drive the agency to its most effective work
yet.

16. Strategy by committee.

Too many opinions delay the Rebranding process and diffuse the focus needed to achieve ROI.
Keep those with critical approval authority to an efficient shortlist, and assemble the smallest,
most essential project team possible. Include a mix of levels – not just executive.

17. Rebranding without research

There’s a lot of lip service about customers, but in brand strategy sessions they’re often
forgotten. Current and prospective customers should be front and center when creating solutions.
After all, the customer will be your ultimate test. Check sites like ReBrand.com for informative
case studies.

18. Basing a rebrand on advertising.

58
An ad campaign and a slogan do not equal brand positioning. Brand strategy should lead
advertising – not the other way around. Sometimes the most effective rebrands don’t include
traditional advertising.

19. Tunnel focus.

Focusing solely on your own industry can be limiting. When rebranding cross-pollinate your
thinking with what leaders in other industries are doing in regard to customer experience, retail
experience and customer care. Pull in thinking from different industries and encourage your
agency to do so.

20. Believing you’re too small to rebrand.

Every brand needs refreshing to stay relevant as markets evolve. Smaller companies and non-
profits are not immune. Like larger brands, they too have brand positions that need to be
enhanced. Define your brand or be defined

59
 FINDING OF THE PROJECT

1) My first objectives was to find out the customer loyalty with rebranding of hutch to
Vodafone
For this purpose I prepared a linkert scale questionnaire and the findings are:
 Vodafone has more value added services than hutch
 Vodafone has stronger network than hutch
 Vodafone respond to the call of the customer more fastly as compare to the hutch
 Vodafone does not have cheap call charges than hutch
 Vodafone has more transparency in their bills
 Vodafone has more satisfied customers
 Last but not the least customer ae loyal to Vodafone

More when we talk about my research project finding then I find out customer loyalty
varies rebranding let us see some more finding:
 Customer loyalty varies with in male and females moreover females are more
loyal to the Vodafone
 Customer loyalty varies with in age group but less than 20 and 21-25 age group
has almost level of loyalty
 Customer loyalty varies with in occupation students are less loyal and business
and private people more loyal to the service of Vodafone
 Customer loyalty varies with in duration of services the person who are using the
service from hutch time is more loyal than last 3 months
 Customer loyalty varies with in prepaid/postpaid services as postpaid customers
are more loyal towards services may be due to switch over cost
 Awareness level is high as almost everyone knows “ hutch is most Vodafone “
As far as the secondary objectives which was totally based on secondary data so i gave
20 reasons why Vodafone rebranding didn’t fail

60
 Recommendation for Vodafone

 The first and foremost recommendation to the Vodafone I would like to give is they are

more concentrated towards value added services they should work on monthly recharge

 Customer loyalty Is with them so they should retain them

 Rebranding is being a huge success fo them they should maintain their relations with

customer

 They should reduce their prices as hutch was having a comparatively less tariifs

 Your services in customer care should be as good as they can respond more quickly as

they can

 Customer satisfaction is the key to success so try for more strong network

61
 Limitations of the project

There was difficulties/obstacle faced during the initial part of the project, which were
however overcome successfully. To list:-
• Due to lack of time and resources the scope of the project is limited only to
jallandhar and phagwara

• At the time of survey, it was difficult to break the ice with the common people
initially. It was a daunting task to convince them to fill in the personal details of the
questionnaire where they have to mention the address, occupation.

• To convince the people for a proper interviewing process is also difficult.

• The competitor analysis in the manual could only be compiled for a rough idea to the
nature of the products of vodafone. The product features keep on changing .

• Compilation of data on rebranding and customer loyality was difficult due to non-
availability of correct information

• It was really difficult to find those people who have switched to Vodafone after its
rebranding from hutch.

62
 References

Books

• “Brand management”, Harsh V Verma, Excel books; 2nd edition

• Kotler, P. (1991) Marketing Management:

News paper

• The Financial Express, Front Page, September22, 2007

• The Economic Times, May1, 2007
• Business Standard, Arati Menon Caroll, September4’2007
• Business today October 2007 issue

Online case studies

• Www.Icmrindia.org.casestudies. Catalogue. Marketing

Websites

• Advertising &Brand Strategy, Agency Faqs.com

• Www. Indiannba.com
• Www. Domain-b.com
• www.emerald.com
• www.opapaers.com
• www.telegyan.com
• www.timesofindia.com

URL OF THE ARTICLES

63
http://www.indianmba.com/rebranding%20%/home.axpx

http://www.oppapers.com/vodafone-hutch deal/%20%/home.axpx

http://www.business-standard.com/india/storypage.php?tp=on&autono=23119

http://www.business-standard.com/india/storypage.php?tp=on&autono=23006

http://www.thehindubusinessline.com/2007/05/05/stories/2007050506300100.htm

http://www.blonnet.com/2007/03/16/stories/2007031603970400.htm

http://www.ibtimes.co.in/articles/20070428/fipb-clears-vodafone-hutch-takeover-deal-finance-

ministry-039-s-approval-awaited.htm

http://www.icmrindia.org/casestudies/catalogue/Marketing/Rebranding%20of%20Hutch%20to

%20Vodafone%20Marketing%20Case%20Studies.htm

http://www.telegyaan.com/2007/10/16/the-biggest-rebranding-exercise-hutch-2-vodafone/

http://www.thehindubusinessline.com/2006/01/18/stories/2006011801410800.htm

http://www.thehindubusinessline.com/2006/03/31/stories/2006033101991900.htm

APPENDIX 1
64
 QUESTIONNAIRE
Dear respondent,
I Amit Kumar lal student of MBA 4th semester and I am doing my final project
on the “rebranding and its effect” rebranding means “hutch to Vodafone” so
kindly fill this questionnaire.
1. Name
2. Address ____________________________________________________
____________________________________________________
____________________________________________________

____________________________________________________

3. Contact no ______

4. Gender male female

5. Age(in years)
<20 21- 25
26-30 30 +
6. Occupation
a. govt service
b. private service
c. Student
d. business
Others (specify________________)
7. Which services are you having in your mobile?(postpaid/prepaid)
1) Bsnl 2) Airtel
3) Vodafone 4) Idea
5) Reliance

8. Since how long you are a customer of this bank?

3 months 6 months
1 year more than 1 year
9. Are you aware of “hutch is now Vodafone”?
Yes No

10.Which type of connection do you have?

Prepaid postpaid
65
 11.What is your opinion about services of Vodafone

1) Strongly agree, 2) somewhat agree, 3) neither

agree/disagree sure, 4) somewhat disagree, 5) strongly
disagree

Vodafone has more value added services than hutch 1 2 3 4 5

Vodafone has strong network strength than hutch 1 2 3 4 5

Vodafone has cheap call charges than hutch 1 2 3 4 5

Vodafone answers to your call quickly than hutch 1 2 3 4 5

Less formality in taking new connection of Vodafone than 1 2 3 4 5

hutch

Your grievances were solved quickly in Vodafone than 1 2 3 4 5

hutch

There is more transparency in your bills in Vodafone than 1 2 3 4 5

hutch

I would like to recommend people for Vodafone services 1 2 3 4 5

I am satisfied and I am not in mood to switch over from 1 2 3 4 5

Vodafone

12. Problems in availing the services of Vodafone

_____________________________________________________________________________________
_______________________________________________________________________
_____________________________________________________________________________________

13.Suggestions for improvement in the services of bank

_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________

Thanks for your precious time

66
 APPENDIX 2
SPSS CODING FOR THIS RESEARCH

67
VARIABLE DEFINITION IN SPSS

68