Customer perceptions of south African cellular network operators. Abstract Mobile phones have become part and parcel of the telecommunication landscape in South Africa generating access to 92% of the population. The three cellular network operators engage incontinuous development of mobile phone products and services to increase the average revenue per user (ARPU). However, there is a general consensus worldwide that the revenue from voice calls is reaching saturation and South Africa is no exception. The focus of this study is to examine the impact of the declining average revenue per user on the sustainability of the mobile phone industry, from a customer relationship management perspective. Due to the large number of prepaid subscribers in KwaZulu-Natal, the multi-stage sampling method was adopted to conduct a survey of 500 mobile phone subscribers. In order to obtain an customer perspective, selfcompletion questionnaires were administered. Descriptive and inferential statistical tests were undertaken from the responses (questionnaires) to generate an analysis of customer needs. The key findings of the revealed the nature of the relationships subscribers (KwaZulu-Natal) has with their respective network operators. The results emphasised the need for aligning marketing strategies with customer care It was also found that the cost of mobile phone services influences consumer purchase and usage patterns. 1. INTRODUCTION Telecommunications has made life simple, easy and accessible. In 1876, Graham Bell invented a talking device that could transmit the human voice to a listener. However, Bell's telephone had a weak flow of signals which made hearing difficult. This problem was overcome with the introduction of carbon transmitters by Thomas Edison in 1878. As a result, by the end of the 19th century electromagnetic waves were used as a communication medium. Consequently, the first mobile phone for use in cars was introduced in the early 1950's. The car telephones were soon outdated with the introduction of analog cellular (first generation 1G) during the late 1970s and early 1980s. The mobile phone technology is a fusion of technologies such as transmission networks, software, multimedia interfaces etc. mobile phones are two-way radios. When one person talks into a mobile phone, it picks up the voice of the person and converts the sound into radio frequency energy. The radio waves travel through the air until they reach the receiver at a base station. The base station then sends the call through the telephone network until it reaches another person (Avvannavar, Kumar, Shrihare & Babu Are, 2008). However, the first modern network technology on digital known as second generation (2G) system was introduced by the need for improved transmission quality, system capacity and coverage presently, resulting in the introduction of 3G phones (Kreutzer, 2009). A mobile phone is a type of short-wave analog or digital telecommunication in which a subscriber has a wireless connection from a mobile phone to a relatively nearby transmitter. The transmitter's span of coverage is called a cell. As a mobile/ cell phone user moves from one cell or area of coverage to another, the telephone is passed on to the local cell transmitter. A cell/mobile phone is not to be confused with a cordless phone. The first mobile phone for commercial use was approved by the federal communications in 1983, which weighed two pounds and offered halfour talk time for every recharging and sold for $3995 (what is cellular telephone, 2010). In essence, a mobile phone is a complex radio that facilitates the making and receiving of calls, stores information, records tasks, records appointments and reminders, sends or receives e-mails,
gets information, enables use of the internet and also has software to play electronic games (Rapid assessment of cell phones for development, 2007). It is thus a personal device that allows people to stay in touch with others wherever they go and are now used as mini computers. For many Africans a desktop or laptop is unaffordable but a cell phone is within reach. As a result, it became a social phenomenon throughout the world (Frost & Sullivan, 2010). The first cellular networks were launched in 1981 in Saudi Arabia, Sweden and Norway (Virki, 2010). Due to the adoption of a new telecommunication device, the mobile phone manufacturers produced affordable phones for the mass market (Kreutzer, 2009). Ten years after the introduction of such phones, the size and cost of cell phones decreased and was available as a consumer product in the early 1990's (de Bruijn, Nyamnjoh & Brinkman, 2009). For children today, the issue is not whether they will get a cell phone, it's a question of when will they use it. Although cell phone subscriptions have reached the equivalent of 50% of the world population, it does not mean that half of the world's population has a cell phone, because 59 countries have cell phone penetration of over 100% as subscribers have more than one phone. In recent years, the cell phone sector has experienced growth in the outskirts of China and India with the support of declining prices of cell phones and tariffs. In 2007 the worldwide cell phone subscription was 3.3 billion, which is equivalent to half the global population (Virki, 2010). Worldwide, it is estimated that the cell phone users will exceed 5 billion by 2015. Despite the growth in cell phone subscribers, a large proportion of the lower income segments are still unable to afford their own handset, or purchase prepaid airtime. They depend on community phone shops, informal entrepreneurs selling handsets on the streets, or friends and families (Coetzer, 2008). Mobile phones facilitate social interactions between and among individuals, groups, and organizations alike and also operate in a broad networked international environment tying nations, cultures, creeds and businesses. The development of communication technology ignores the global borders, making the world a global village. The expansion of communication technology has transformed the traditional voice telecommunication network into an enhanced information infrastructure, which is capable of communicating all forms of information content (Rahman, Haque & Ahmad, 2010). The growth rate in the use of telecommunication facilities has increased especially in the increasing number of mobile phone subscribers. According to mobile phone sector estimates, there are more than 500 million mobile phone subscribers in Africa. The largest mobile markets include: Nigeria, South Africa, Kenya and Ghana respectively. However, the largest fixed broadband market is South Africa (Rao, 2011). The telecommunication sector is experiencing global changes with the liberalization and privatization of the mobile phone sector, resulting in an intense competitive environment. On the other hand, it has created opportunities for potential consumers to enjoy versatile choices among mobile phone operators and vendors. Due to the aggressive competition, mobile phone service providers are offering innovative services at competitive prices to attract their targeted consumers. The nature of competition in the telecommunication sector seems to focus marketing activities to gain a competitive advantage through strategic combinations of resources in multiple products and geographical areas (Rahman, Haque & Ahmad, 2010). In Africa, mobile subscribers pursue feature driven, high quality and low delay services from mobile operators. Furthermore, the increased demand for personal computer tablets (ipads) and Smart phones have created a demand for increasing bandwidth from mobile phone operators. Hence, mobile phone operators need to invest in network technologies to support transmission of large quantities of data, due to the increasing demand for mobile data services from both business users and consumers due to the emergence of new mobile devices combined with greater broadband access, more content and applications of video technology are the key drivers for outstanding growth (Rao, 2011).
2. SOUTH AFRICAN CELL PHONE LANDSCAPE In 1994 the South African government issued a mandate to reduce poverty and make tangible improvements to lives of the lower income citizens by granting network licences for cell phone operators to commit reaching out to the underserviced areas (townships and rural areas) (Coetzer, 2008). South Africa has one of the highest penetration rates in the world. It has one of the largest cell phone markets in the world and was ranked 4th following Indonesia, India and USA respectively. Interestingly, cell phones account for 90% of telephone calls in the country. However, 90% of all cell phone users are pre-paid users with a fairly low ARPU (Average revenue per user) while the remaining 10% are post-paid high spenders balancing the average ARPU totally. Furthermore, PC based internet penetration (ADSL users) rate in South Africa has been low with more subscribers to mobile broadband (3G/HSDPA). On the other hand, there are hurdles for both pre-paid and post-paid users that hinder usage. The cost of fixed data is one of the cheapest in the world as data transmission costs are based on megabyte. However, factors such as purchasing power need to be considered as well (Frost & Sullivan, 2010). In 2008, there was one phone per three inhabitants in South Africa, thus becoming the pioneer for the rest of the continent (Kreutzer, 2009). Towards the end of 2009 there were about 4.6 billion cell phone users globally (Frost & Sullivan, 2010). However, the cell phone industry is entering a maturity phase with diminishing subscriber growth and declining revenue per user due to the erosion of voice tariffs. Furthermore, with the introduction of Mobile Number Portability (MNP) it has made it easier for subscribers to service and network providers. The penetration of cell phone has reached a saturation point in many markets. Therefore, reducing customer churn is now a priority because network operators can no longer depend on acquiring new customers to sustain their respective businesses. In order to expand their respective businesses, service providers and network operators need to retain and nurture their existing customers and attract customers that intend to switch providers (Mokadikwa, 2008). Furthermore, with the introduction of Mobile Number Portability (MNP) it has made it easier for subscribers to service and network providers. However, according to a survey undertaken between 25 July and 13 august 2010 the majority of the subjects indicated that they prefer a customized mobile phone contract (air-time, short messaging system (sms) bundle, data bundle). Furthermore, the subjects expect cell phone costs to be lowered in the future. With regard to usage, 95% of the calls are made using mobile phones as opposed to fixed landlines as consumers are prepared to pay for the convenience despite the cost. Users in the 18-34 age category were concerned about the image of the mobile phones and the over 50 years age category preferred simple phones on a cheaper package (Slade, 2010). Cellular Network Operators Unlike the fixed telecommunication network operated, mainly, by one operator (Telkom), there are three network operators .The operators are Vodacom with the largest market share in South Africa, followed by Mobile Telecommunications Network (MTN) (largest market share in Africa) and Cell C with the smallest market share (South Africa's mobile phone industry, 2008). Vodacom and Mobile MTN were established in 1993 and launched its services in 1994. Cell C was established and launched its services in 2001. At the outset, Cell C operated with a 15 year agreement with Vodacom to use its network, as it rolled out its own network of base stations with the intention of developing access networks for the metropolitan areas by the end of 2004 (Falconer & Neilson, 2007). The mobile phone industry is regulated by the Independent Communications Authority of South
African (ICASA), mainly through the Electronics and Communications Act, 2005 (Act No. 36 of 2005) and the Competition Act, 1998 (Act No. 89 of 1998). ICASA also resolves disputes as they arise (Malebanye, 2007). A significant point to note is that the South African mobile phone industry is organized by removing customers from the cellular network operators. While the network operator is responsible for establishing the physical network, providing technical support and devising products, the service providers are responsible for the actual selling of air time contracts and more day-to-day contact with customers (Simpson & Dore, 2004). Furthermore, South Africa has the largest cellular network because 80% of the South African population lives in rural areas where only 20% of the fixed telephone networks are installed. As a result, the lack of telecommunication access in the rural areas of South Africa emphasized the need for cellular networks in these areas (Mureithi, 1997). Towards the end of 2006, the total number of mobile phone subscribers worldwide approached 2.5 billion. As the growth continued steadily, competition became very fierce, resulting in the declining voice Average Revenue Per User (ARPU), that is, the standard measure of revenue from cellular network operators to generate revenue for the respective enterprises (Malebanye, 2007). As a result, the mobile phone operators were asked to improve their networks and customer-care services or face penalties as mobile phone subscribers were experiencing poor service reception, such as dropped calls, even in metropolitan areas (Mutula, 2002). The future growth of the mobile phone market had reached saturation point and the South African potential reached a 50% market penetration with 10 million users (Reuters, 2002). Presently, the mobile phone penetration rate in South Africa is 84% and the total African cell phone subscriber base is roughly 280.7 million people (30% of the total) (Africa Fact Book 2008). Furthermore, the total African mobile phone subscriber base is expected to reach 561 million (53.5%) by 2012 (Africa Fact Book 2008). Furthermore, there is a general consensus in South Africa and worldwide that the revenue from voice calls is slowly reaching saturation; hence, cellular network operators and service operators are directing their resources to other sources of revenue from new to existing subscribers. Infrastructure to Facilitate Telecommunication Networks South Africa has the fourth-fastest growing cell phone market in the world with three cellular network operators in the country, namely, Vodacom, MTN and Cell C. The three network operators provide cell phone communications to over 40 million subscribers that is, to 80% of the population in the country. South Africa has the largest cell phone market penetration in Africa (MBendi, 2008). On the other hand, the South African cell phone market had 50 million subscribers, according to Subscriber Identity Module (SIM) connections, at the end of 2008, but only 68% of the connections are individual users. The average number of SIM connections per cell phone user in South Africa grew from an average of one SIM card per phone user in 1997, to 1.2 per user in 2003 and 1.47 per user at the end of 2008. The gap between users and connections is expected to continue as prepaid subscribers have a SIM card for each network to avoid the inter-connection fee for calls between networks. It is important to note that the cost of SIM cards is as little as fifty cents for a starter pack (Goldstuck, 2009). In South Africa, more than 90% of all cellular subscribers do not pay a monthly subscription. They prefer to move between networks based on the best deal on offer, resulting in about 30% of prepaid customers changing their network operator. On the other hand, post-paid contract customers display a churn of about 10% at the end of the subscription period (Knot-Craig, 2005). Customers can also choose among a voice contract, data contract and add-on services. The post-paid contract is similar to the Canadian Network Providers. When cell phones were introduced in South Africa, there were mainly post-paid contracts. A minor segment (14%) of the South African population had post-paid contracts (2 million) with their service provider. According to a survey conducted in 2005,
50% of the subjects indicated that free phones were the reason for choosing the type of contract (Mobility, 2005). South Africa was one of the first countries in the world to introduce the prepaid cellular service contract in 1996. With the pre-paid contract, the subscriber buys airtime up-front and loads it onto the cell phone SIM card. When the air time runs out, the subscriber can top up by purchasing extra air-time. The network operators get their money up-front and there is very little administration involved. For the consumer, the pre-paid contract allows the subscriber use of cellular communications network according to a prepaid amount of voice calls, and data transmission. It is significant to note that is not a cheaper model, as the highest spending customers are on the prepaid contract system (Tredoux, 2009). In 1996, the pre-paid contracts were introduced, and currently over 90% of the subscribers are prepaid (South Africa's cell phone industry, 2008). With the prepaid contract, there is no formal subscription and credit check rating (Goldstuck 2009). There are no mandatory administrative costs associated with the contract. Ninety five percent of this market is predominantly prepaid with low revenue per user (ARPU) subscribers (Malebanye, 2007). The largest customer base is prepaid subscribers because it is easier to limit the spending on calls (Cobweb: information for business, 20O7). Customer Management A customer-focused strategy that co-ordinates people, processes and technology is essential. The focus of the enterprise must be on high value customer segments to ensure their retention and revenue growth through tailored and excellent customer services (Agrawal, 2006). A competitive advantage can be achieved through the identification and satisfaction of customer needs better than, and sooner than, competitors. It is, therefore, essential to assess the needs and wants of the current and future customers by engaging in various activities undertaken by the marketing function. These activities are components of the marketing function and include, amongst others, designing and managing product offerings, determining pricing strategies, developing distribution strategies and communicating with existing and potential customers. The goal of the marketing function is to create customer satisfaction by building profitable relationships with its customers (Gordon, 1998). Customer relations vary by product, industry and customer. Since cellular telecommunication enterprise's products and services are duplicated in the industry, there is continuous competition for customer's share and an increasing need to build loyal customers through effective customer relationship management activities (Omotayo & Joachim, 2008). Successful enterprises strive to build long-term relations with their customers. Clearly, the customer relations dimension of marketing seeks to build customer loyalty by fulfilling the promises and satisfying customer wants and needs on an ongoing basis. Customer oriented marketers perceive making a sale, not as an end to a transaction, but rather as the beginning of a relationship. Hence, the emphasis is on developing and maintaining mutually satisfying long-term relationships with customers (Buttle, 2004). The goal of relationship or personalized marketing, unlike in transactional marketing, is not an exchange per se but the core phenomenon is to achieve continuous purchases and cross selling opportunities (Gronroos, 2000). This change was driven by conditions such as intense global competition, greater fragmentation of markets, greater emphasis on quality and the changing buying patterns of customers. Enterprises engaging in positive image building activities such as building trust, reputation and creating positive personal statements have a favourable effect of tying customers to the enterprise by building impersonal switching barriers. Hence, relationship marketing seeks to establish long-term committed, trusting and co-operative relationship with
customers, characterized by openness, concern for the delivery of high quality goods and services, responsiveness to customer suggestions, the willingness to sacrifice short-term advantage for longterm gain (Bennett &Barkensjo, 2005) and creating networks and interaction (Gummerson, 1999) and bonds with customers (Botha et al., 2004; Christopher, Payne & Ballantyne, 2002). 3. AIM AND OBJECTIVES OF STUDY In order to enhance retention in the cell phone market, this study aims to understand the customers' perceptions of cellular network operators in terms of quality of services provided by network operators, customer care and frequency of cell phone use. The objectives of the study are: * Assess the level of importance that cell phone users attach to customer service and the intention of subscribers to continue using their respective operators. * Assess the quality of services provided by the network operator. * Determine the factors influencing the selection process. * Assess biographical correlates (age, marital status, occupation, language, gender) with regards to level of importance attached to network operators' services (overall perceptions of the operators, quality of service delivery and customer care respectively). IV. RESEARCH DESIGN Participants Data was collected from cell phone subscribers living in the province of KwaZulu-Natal who were extracted using multi-stage sampling based on units. Initially 25 districts (units) in KwaZulu-Natal were identified and then a sample of five streets per district was selected from the ratepayers list of residential street addresses. Selected streets were numbered and coded for administrative purposes. Thereafter another sample was drawn from within the sample whereby every third house was selected in the chosen street and the subscribers in each house that volunteered to participate made up the sample of the study. The final sample comprised of four hundred and seventy six (476) respondents and was considered to be suitable as Leedy and Ormond (2005) assert that when the population is 5000 units or more, the population size is irrelevant and a sample size of 400 is adequate. In addition, the sample of the respondents utilized were based on their willingness to participate in the study and where it was safe for the researcher to have access to respondents' information. The composition of the sample in terms of the biographical data requested in depicted in Table 1. After the data was collected, the researcher conducted interviews with ten network operating managers. The objective of the interview was to give network operators feedback from the survey and to assess the customer management practices in the industry. Measuring Instrument Data was collected using a self-developed, pre-coded questionnaire comprising of two sections that fulfilled the objectives of this study, namely, biographical information (age, marital status, occupation, language, gender) and cellular network operators services. The biographical information was measured using a pre-coded, nominal scale, the cell phone services and attributes/features were measured using a 1 to 5 point itemised scale ranging from unimportant (1) to very important (5) and the factors influencing cell phone selection/preference were measured
using a 1 to 5 point Likert scale ranging from strongly disagree (1) to strongly agree (5). Procedure In-house pretesting was conducted and pilot testing was done by administering the questionnaire to 15 subscribers drawn using the same processes and procedures used when extracting the final sample. The pilot testing confirmed the suitability of the wording and design of the questionnaire. The questionnaire was administered by the researcher or a trained research facilitator to the cell phone subscribers residing in KwaZulu-Natal over a seven week period. Statistical Analysis The reliability of the questionnaire was assessed using Cronbach's Coefficient Alpha and generated an alpha of 0.910 thereby indicated a high level of inter-item consistency and reliability. Data was analyzed using both descriptive and inferential statistics. In terms of the latter, analysis of variance and t-tests were used to assess the influence of the biographical variables on cell phone services, attributes/features and the on users' perceptions of the influence of the factors in cell phone selection/ preference. The Post Hoc Scheffe's Test was used to indicate exactly where the differences, if any, lie. V. RESULTS The objective of this section is to gain insight into the recreational activities that subjects engage in and also to determine the factors that influence the decision-making process of cell phone subscribers. Table 2 presents a detailed profile on the lifestyle of the subjects. Since the subjects chose more than one option, the total percentage will be more than one hundred. The majority of the subjects (46.1%) use the cell phone to engage in community work/religious activities and 41.9% of the subjects use the cell phone to engage in home entertainment activities. A significant proportion of the subjects (39.3%) also use the cellular phone to engage in internet activities and 30.9% use the cell phone to engage in reading. Whilst a significant proportion of subjects (29.4%) use the cell phone for entertainment outside the home such as plays, concerts, opera or movies, a small proportion of the subjects engage in physical activities such as dancing (16.8%) and sport (13.7%). Table 3 depicts the buying patterns of mobile phone users. It was interesting to note patterns in descending level are: * Look for bargains (46.4%); * Focus on quality and will pay extra (43.3%); * Select the same brand habitually (37.8%); * Plan purchases carefully (33.9%); * Rarely take unknown brands (24.7%); * Analyse features (21.9%); and
* Rely on advertisement information (20.6%). Table 4 illustrates the impact of four factors on the selection phase of the purchase process, namely, the network operator, the brand, technology and the subscription fee. Table 4 also highlights the mean scores of the factors influencing the selection process on a five-point rating scale using mean score values. The mean scores (M) obtained in descending level are: * Choice of cell phones with the technology (Mean = 3.91); * Selection of the network operator (Mean = 3.72); and * Cell phone brand irrespective of the price of the contract (Mean = 3.22). From a technological perspective, a significant percentage of subjects (35.5% agree and 38.7% strongly agree) prefer using cell phones with the latest technology. Perhaps, the technological advancement in the cell phone trends plays a critical role in the telecommunications industry, thus obtaining the highest mean score (3.91). The lowest mean scored was attributed to the choice of the brand (3.22). Table 5 depicts the subjects' perceptions of the cellular network operators on a five-point rating scale (strongly disagree to strongly agree) and the mean scores depicted in descending value of mean score value: * The intention to continue use of the current cellular network operator (Mean = 4.05); * The customer service provided by current network operator (Mean = 3.94); and * Recommendation of the network operator to friends and/or relatives (Mean = 3.92). Table 6 highlights the quality of services rendered by cellular network operators on a five-point rating scale (strongly disagree to strongly agree) and the mean scores depicted in descending value of mean score value. * The effectiveness of SMS delivery (Mean = 4.11); * Voice calls reception (Mean = 3.91); * The overall quality of data transmission (Mean = 3.90); * The value added services (Mean = 3.86); * The multimedia services (Mean = 3.85); * The internet/ GPRS service (Mean = 3.65); * Administrative fees (Mean = 3.50); and * The cost of calls during the peak periods (Mean = 3.35). The highest mean score of 4.11 was obtained for the effectiveness of SMS delivery and the majority of subjects (52.1% agree and 33.4% strongly agree) indicated that the Short Messaging System
(SMS) delivery is effective. The lowest mean score of 3.35 was obtained for the cost of calls during the peak periods and the majority of the subjects (37% agree and 17.4% strongly agree) maintained that the cost of calls during peak periods is relatively good in the peak period. Interestingly, however, 26.9% of subjects did not agree with the statement. Hypothesis 1: There is a significant difference in network perceptions amongst subjects varying in biographical profiles (age, marital status, occupation, qualification, language and gender), respectively. Table 7 indicates that the subjects varying in age reflect significant differences only for recommending their current network operator at the 5% level of significance. In order to assess exactly where the differences lie, a Post Hoc Scheffe's test was conducted. With regards to recommending the network operator, it was found that subjects between the 18-40 age categories attached a higher level of importance to this dimension than older groups. No significant differences were noted for customer service and continued use of the operator dimensions. Thus, Hypothesis 1 is partially accepted in terms of age. Table 8 indicates that the female and male subjects reflect significant differences only for recommending the network operator dimension at the 5 % level of significance. It was interesting to note that female subjects are more willing to recommend their cellular network operator and attach a higher level of importance to the dimension than male subjects. No significant differences were found for customer service and continue using my operator. Thus, Hypothesis 1 is partially accepted in terms of gender. Hypothesis 2: There is a significant difference in network service delivery amongst subjects varying in biographical profiles (age, marital status, occupation, qualification, language and gender), respectively. Table 9 reveals that the subjects in the age groups reflect significant differences for each of the network services (internet, and quality of data transmission) at the 1% level of significance. In addition, they reflect significant differences for the value-added services at the 5% level of significance. In order to determine exactly where the differences lie, the Post Hoc Scheffe's test was conducted. It was noted that network delivery subjects between the 18-40 age category attached a higher level of importance to these dimensions (internet services, value-added services and quality of data transmission) than older subjects. It is was also noted that there were no significant differences for voice call reception, SMS delivery, and cost of calls during peak periods, connection fees and multi-media messages. Thus, Hypothesis 2 is partially accepted in terms of differences based on age. Table 10 illustrates the subjects in the marital groups reflect significant differences only for the cost of calls in peak periods at the 1% level of significance. In order to determine exactly where the differences lie, the Post Hoc Scheffe's test was conducted. It was noted that with regards to the cost of calls, the widowed subjects attached a higher level of importance than other subjects. No significant differences were noted for the voice call reception, SMS delivery, GPRS/internet services, value- added services and the quality of data transmission dimensions (connection fees and multimedia messages). Thus, Hypothesis 2 is partially accepted in terms of differences based on marital status. Table 11 reveals that the subjects in the occupational groups reflect significant differences for the network services (SMS delivery, GPRS/internet services, quality of data transmission and multimedia messages) at the 1% level of significance. Furthermore, they reflect significant differences
for connection fees at the 5% level of significance. In order to assess exactly where the differences lie, the Post Hoc Scheffe's test was conducted. With regards to SMS delivery, it was found that subjects in professional and technical occupations attached a higher level of importance to this service than subjects in other professions. Furthermore, with regard to internet services, quality of data transmission and connection fees, it was found that subjects in technical occupations attached a higher level of importance to these services. It was also interesting to note that subjects in professional occupations attached a higher level of importance to multi-media messages. It was also noted that there were no significant differences for voice-call reception, value-added services and cost of calls during peak periods. Thus, Hypothesis 2 is partially accepted in terms of differences based on occupation. Table 12 shows that the subjects in the language groups reflect significant differences only for the quality of data transmission at the 1% level of significance. In order to assess exactly where the differences lie, a Post Hoc Scheffe's test was conducted. It was interesting to note that Afrikaans speaking subjects attached a higher level of importance to the quality of data transmission to this service than subjects in other language groups. However, no significant differences were noted for voice call reception, SMS delivery, GPRS/internet services, value-added services, cost of calls during peak time, connection fees and multi-media messages. Thus, Hypothesis 2 is partially accepted in terms of differences based on language. Table 13 shows that the subjects in the gender groups reflect significant differences only for valueadded services, cost of calls in peak periods and connection fees dimensions at the 1% level of significance. In order to determine exactly where the differences lie, the mean and t values were examined. It was found that female subjects attached a higher level of importance for these services than male subjects. No significant differences were noted for voice call reception, SMS delivery, GPRS/internet services, quality of data transmission and multi-media messages. Thus, Hypothesis 2 is partially accepted in terms of differences based on gender. V1. DISCUSSION OF RESULTS Cell Phones with the Latest Technology Encourages Purchase of Handsets In this study, some of the subjects (18-29 year old, single, students and self-employed) attached a higher level of importance to cell phones with the latest technology than other groups This finding confirms Claycomb & Martin (2002) view that asserts that when customers know they are purchasing the latest and most advanced cell phone, it overcomes technological boredom and, therefore, encourages the repurchase of a new handset. Consequently, cell phone manufacturers are too keen to find innovative ways to market the highly technological features of cell phones (Cobweb: information for business, 2007). As a result, the network operators seek new technological products and services on a regular basis such as wireless application protocol (WAP), general packet radio service (GPRS), third generation systems (3G) products. These innovative offerings can be adopted easily, as long as it is not expensive. Malebanye (2007) maintains that the younger generation (18-40 years) will not buy any product that does not fit into or enhance their lifestyle. Therefore, cell phones with the latest technology enhance the lifestyles of subscribers. Cell Phone Brand Plays an Important Role in the Choice of Packages With regard to the cell phone brand, the study found that self-employed subjects attached a higher level of importance to the cell phone brand, irrespective of the subscription fee. It was noted that post-graduate and Zulu subjects also indicated that the cell phone brand was an important
variable in the purchase process. According to a survey conducted by Markinor in 2006, it was found that, when subscribers renew their contracts, they choose packages according to the cell phone brand. Therefore, advertisements should always emphasize the cell phone brand in the advertisements. Furthermore, when new models of the same brand are launched on the market, cell phone service providers and dealers should announce the models in their printed and electronic newsletters and brochures. Service Delivery is the Principal Customer Retention Strategy The study revealed that 80.7% of the subjects felt that, overall, the customer service provided by the network operators was efficient and reliable. The female subjects attached a higher level of importance to customer service than the male subjects. Furthermore, the majority of the subjects interviewed (network operators) maintained that the most critical success factor of for the cell phone network sector is customer service. Customer service is regarded as the principal strategy to gain a competitive advantage because it cannot be easily imitated by competitors. Network operators monitor customer service delivery through communication tools such as focus groups, feedback from store managers, courtesy calls from subscribers and mystery shoppers. The employees and managers hold regular meetings with service providers and dealers to monitor service delivery to cell phone subscribers. They also communicate regularly through e-mail, dealer bulletins, community engagements, sponsorships and field visits. The overall objective of these activities is to build positive word-of-mouth communications and positive rapport to enhance customer relationships. Customer service is as old as the history of trade and commerce. However, the emphasis of developing relationships with customers was given less attention after the industrial revolution when the middleman was introduced in the distribution chain (Gronroos, 2004). The purpose of customer care is to make customers feel good by employees. It is, therefore, critical for marketers to develop a customer-focused corporate culture amongst personnel (Cant et al., 2002). Customer service focuses on managing customer perceptions and addressing customer complaints as a challenge and opportunity to exceed customer expectations (Stone, 2004). Providing a high level of customer service is important to improve service delivery and retain customers (Singh & Deshmukh, 1999). Exceptional customer service is the only thing that will differentiate a business from the competitor. Therefore, a strong customer-focused culture is essential to achieve a competitive advantage (Stone, 2004). The strategic goal of Orange, a European cell phone carrier is to enhance brand image by providing outstanding customer service. Computer software processing system (Speech Analytics) is used to minimize the impact of poor customer service, customer complaints, and requests for account cancellation, technical issues, repeat calls, professionalism issues, and long periods of silence, heightened emotion and service issues. The information from Speech Analytics is used to detect an early warning mechanism to identify operational and service issues. These insights enabled Orange to predict which customers were likely to defect. At risk customers are identified within 24 hours of the initial contact. Thus, Orange's first priority is to reduce customer attrition by providing outstanding experiences and eliminating reasons to switch providers (Fluss, 2009). Customer retention is achieved only when the customers believe that customer service delivery is effective and high, thus leading to customer satisfaction. When the customer is satisfied, loyalty towards the cell phone enterprise is strengthened (Omotayo & Joachim, 2007). Quality of Services Provided by Network Operator Network providers should focus on the transmission quality and network coverage as the core
attributes of their service offerings. Network quality has the strongest influence on actual performance and on customer perceptions. Good service recovery can turn angry/frustrated customers into satisfied ones that will recommend the enterprise and, consequently, create loyalty (Lin & Ding, 2004). Customer expectations of quality treatment in a service involves prompt service, understanding customers' needs and wants, individual attention, courteous and polite treatment, expression of interest to help customers, efficient service delivery, explanation of procedures, attention and resolution of complaints and taking responsibility of personal/corporate errors (Singh & Deshmukh, 2002). One way to assess service quality is to assess the interaction between the customer and the network operator (Jones & Farquhar, 2003). The subscribers of the three network operators have expressed increased satisfaction levels with their respective operators. Vodacom has the highest level of overall satisfaction amongst subscribers and has also shown an increase in the number of service providers (Barnhoom, 2006). Network quality is like an intangible image from a customer's perspective. Thus, appropriate advertising and commercial slogans should demonstrate the network's quality to create an image in the minds of the customer (Lin & Ding, 2004). The reputation of a network, positive or negative, will be broadcast by customers, regardless of prior experience or marketing efforts (free gifts, discounts and others). Factors that consumers take into account when they choose a network operator include the network size (Kim & Yoon, 2004). Service quality in the cell phone industry is critical. The convergence of voice, data, entertainment, broadcasting and computing sectors into the third generation industry is creating opportunities and challenges for the cell phone and broadcasting sectors. Protecting existing customers through quality services, while finding new ways to meet new demands, will be the key to success in the new cell phone market (van der Walt & Pampallis, 2002). The key quality issues include: The Effectiveness of SMS/MMS Delivery A major segment of the subjects (85.5%) indicated that the SMS/MMS delivery is very effective. Interestingly, professionals and technicians were more satisfied than subjects in other occupations. These findings clearly indicate that the network message delivery system meets the expectations of subscribers. SMS/MMS offer an enterprise a cost effective method of communicating with one or many customers irrespective of their geographical location (Claycomb & Martin, 2002). Thus, network operators can also use SMS and MMS to communicate with subscribers as almost all cell phones have SMS capabilities. Voice-call Reception A major percentage of the subjects (79%) revealed that the voice-call reception is excellent. It is, therefore, apparent that the infrastructures of the networks are efficient and effective. Since voice calls is the core service of network operators, network operators should monitor the infrastructure to ensure service excellence. However, network operators are also emphasising nonvoice cell phone services in an attempt to differentiate themselves from competitors and generate revenue growth to combat the average revenue per user from voice traffic (Malebanye, 2007). The Overall Quality of Data Transmission
Interestingly, Table 5 shows that 75.6% of the subjects reported that the overall quality of data
transmission is satisfactory. Some subjects (18-40 year old and Afrikaans speaking) are more satisfied with the data transmission than the others. Since network operators are interested in nonvoice services to create a competitive advantage, this finding indicates that marketers should direct their marketing activities to this group. The Importance of Value-added Services It was interesting to note that 68.7% of the subjects indicated that the value-added services are important to them (Table 5). It was also noted that 1 the 8-40 age group, female and professional subjects also attached a higher level of importance to the dimension than the other groups. On the other hand, 26.3% of the subjects were uncertain about the importance of this dimension. Perhaps, greater emphasis should be directed to informing subscribers about the value-added services provided by network operators. Network operators should, therefore, direct their promotional activities to this age group. Satisfaction with the value-added services refers to the satisfaction associated with the usefulness of the services (call forwarding, caller identification, displays and SMS services) (Kim & Yoon, 2004). The GPRS/internet Service The majority of the subjects (57, 8%) reported that the internet/GPRS service is very fast. The technicians and the 18-40 age group subjects were more satisfied than the other subjects. However, a significant segment of the subjects (29.8%) were uncertain. Since the internet service is a relatively new telecommunication method, this dimension warrants attention as it can lead to negative word-of-mouth communication. Costs Customer costs refer to all the monetary time, energy and psychological costs associated with marketing offer. In other words, all the toil and trouble of acquiring an offering. The monetary cost takes two forms, namely, transactional and lifestyle costs. Transactional costs include the price, value-added services, connection fees, billing fees and delivery. Lifestyle costs refer to maintenance and repair, protection and insurance. When cell phone enterprises offer one or more of these costs, it is often perceived as providing better value for money (Kotler & Keller, 2006). Therefore, cell phone providers often offer free connection fees or free delivery and also offer warranties and repair services (Ferrel et al., 2002). Connection / administrative Fees The connection fees/administrative fees apply only to post-paid subscribers. A major segment of the subjects (58.9%) reported that the administrative/connection fees are reasonable. It was also noted that widowed, technicians and female subjects are more satisfied with the costs than other biographical groups. At the end of the subscription period, if the subscriber remains with the same provider, connection fees are not charged. Administrative fees refer to mandatory fees charged to the subscriber. Overall Costs Satisfaction with the tariff/fees refers to the overall costs (subscription fees, voice-call charges, and other services related to tariff plans offered by cell phone marketers (Kim & Yoon, 2004). Customers feel satisfied when they obtain a reduction in the price or when uncertainty about future benefits is reduced (Lin & Ding, 2004). There are two methods to determine whether cellular
tariffs are expensive or not. The first method compares the tariff with other countries. The second is to determine whether tariffs are affordable (Knott-Craig, 2005). A price reduction strategy usually leads to price buyers who are least loyal and least profitable (Johnson & Schultz, 2004). Loyal customers are less price sensitive and also inclined to increase the frequency of their transactions. They also influence their peers and family members to interact with service providers (Jones & Farquhar, 2003). Perhaps, the subjects are loyal to their respective providers and not so sensitive to the price. Although cell phones have been available for several years, the service cost is very expensive (Rapid assessment of cell phone development, 2007). Recommend Operator Referrals are generally perceived as the most influential source of the market communications. Word-of-mouth is influential when the quality of service varies or when the services are difficult to evaluate prior to the purchase (Claycomb & Martin, 2002). The subjects are very satisfied with the service delivery, and are also prepared to recommend their respective cellular network operators to friends, relatives and associates. It was interesting to note that the 18-29 age group and females were more likely to recommend their network operators than the other groups. Perhaps, this age group uses the operators more than the others. Customer-retention Initiatives The majority of the subjects (90%) interviewed indicated that the existing customer service and loyalty programmes provided by network operators are satisfactory. However, a issue of concern is the steady increase of customer attrition in all three networks with the introduction of number portability. This finding is supported by a report on the customer-retention initiatives practised in the industry. According to a report on the customer retention initiatives, there has been a decrease in the number of new post-paid contract subscribers. Therefore, network operators have set up customer relationship management programmes to attract new subscribers and retain existing ones. The operators use call centres to keep in contact with its subscribers and improve service levels by pre-empting their needs and offering loyalty rewards. This initiative has reduced post-paid contract subscribers (Tredoux, 2009). Furthermore, the majority of the subjects (90%) indicated that their respective network operators provide customer contact staff with training on customer service practices, cell phone use, repair service facilitation, cell phone software upgrade advice, after sales contact and technical advice on new product features and services. It was significant to note that all the subjects interviewed indicated that the company creates a customer profile. However, only 20% of the subjects interviewed indicated that the data from the customer profile is used to monitor subscribers' accounts to offer more customized products and services to subscribers. Greater emphasis should be placed on using customer data to improve service delivery to reduce customer attrition. It is important to note that what gets measured gets done. Many enterprises neither measure customer profitability nor discussed by executive managers. One of the reasons for this is that most enterprises indicate that they are customer driven, but are, in fact, product driven (Johnson & Schultz, 2004). Therefore, Orange, a European cell phone operator, implemented a strategy to protect and retain their customer base. It adopted a customer-centric strategy to improve service quality and customer retention. From an internal basis, it invested in training and quality programmes to improve knowledge, communication skills and responsiveness for customer contact agents and personnel. All individuals interacting with customers engaged in a one-month training course at Orange University prior to customer interaction (calls, e-mails and chat
sessions). After completion of the training course, personnel were placed in a nested environment with high supervision to ensure that they were supported when learning to deliver outstanding service. A formal quality assurance (QA) programme was instituted to measure how well personnel adhered to internal policies and procedures. Every month, supervisors review four to seven calls per personnel to identify areas for training and coaching. From an external basis, Orange contacts customers through phone calls, e-mails, to reduce the incoming calls (Fluss, 2009). Such a training programme should be introduced in South Africa. With the introduction of number portability in Spain (2000), network operators had an opportunity to persuade customers to switch to new and fashionable handset ranges and cheaper call bundles. Thus, profiling customers to identify the habitual switches and high value customers is an effective strategy to reduce risk and wastage. An integrated customer centric approach, across all touch points with the enterprise (SMS, email, face-to-face, telephone, bill statements and customer correspondence) is used. All customer communication needs to be consistent and relevant to increase customer satisfaction (Pellegrini, 2009).
VII. CONCLUSIONS AND RECOMMENDATIONS The demographic variables are related to the purchase behaviour of subjects and also predict how the targeted market will respond to the marketing mix of cell phone enterprises. The demographic profiles of the subjects give cell phone marketers an opportunity to identify individual consumers. Marketers can use the data to customise products/services and promote offerings to meet individual customer needs and also create a database. Develop Customised Services / products for the Different Age Groups In this study, 50.8% of the subjects were between 18-29 years old and 25.2% of the subjects were between 30-40 years. Although the cell phone is presently a must have accessory, the findings of the study reveal that cell phone ownership with the latest technology is the highest among subscribers in the 25-40 age category, with cell phone ownership declining sharply with subscribers in the 4549 age group. In Europe, cell phone penetration is close to saturation levels. Since the 55-65 year old group has more time to devote to new habits, cell phone marketers are directing their respective promotional activities to the 55-65 age groups. In addition, in South Korea, a range of customised services for the different age groups was introduced to the Korean cell phone. Therefore, the cell phone marketers should review the existing marketing strategy and use age as is a key segmentation variable to create customised cell phone services for the different age groups. Females Play a Critical Role in the Purchase of Cell phone Products and Services Male and female subscribers respond differently to the cell phone decision-making process. Due to the changing role of females in the workplace, the study reflects the influence that women havewith regard to the purchase of durables such as cell phones. Females are also more sensitive to stimuli than males and, thus, play respond better to loyalty programmes initiated by cell phone enterprises (Cant et al., 2006). It was also found that female subjects play a prominent role with regard to creating positive word-of-mouth communication and providing feedback to providers. Cell phone
marketers should interact with female subscribers so that the latter can provide suggestions to improve service delivery. Network Operators MTN has adopted a quality strategy to provide for mainly the post-paid and corporate markets with sophisticated data transfer products. It strives for its volume growth on the African continent. In contrast, Vodacom has adopted a quantity strategy (market share) to the South African population. Cell C launched its network business in November 2001. It targets the upper section of the pre-paid market and the middle of the contract market (Simpson & Dore, 2007). Although the Vodacom network operator has the largest market share in South Africa, the majority of the subjects in the study have MTN contracts. However, the average number of Subscriber Identity Module (SIM) increased from one per user in 1997 to 1.47 in 2008. This gap between users and connections is expected to continue as subscribers are permitted to have a maximum number of SIM cards per user from 2009 onwards. The reason for this is to reduce the costs of interconnection fees. In this study, it was also found that the two main reasons provided by subjects for switching network operators is the cost of voice calls and inefficient customer service. According to Fluss (2006), customers change operators to get a better phone or more free minutes. On the other hand, Pellergrini (2009) noted that subscribers are enticed to change operators with pricebased offerings or popular brands. Costs The majority of the subjects use the cell phone during off-peak periods when it isless expensive. It is, therefore, apparent that the cost of calls during peak periods is very expensive. The cost of calls should be addressed as the average revenue per user in the cell phone industry is on the decline. Customer Service Customer service is the starting point of relationship building. Customers expect hassle-free service encounters from every enterprise. Customers also prefer to deal with a person rather than a faceless enterprise (Power et al., 2000). Customer service was reported as the most critical success factor in the network sector. Due to the emphasis of customer service, the majority of the subjects indicated that customer service was efficient and reliable. It was also found that network operators monitor customer service delivery through focus groups and regular feedback from store managers. The network operators also communicate regularly with store manages. According to Fluss (2009), a European operator (Orange) enhanced brand image through outstanding customer service. In addition, by using a computer software programme, Orange minimised the impact of poor customer service it had and it, consequently, led to reduced customer attrition. The majority of the subjects in the study reported that customer contact staff was well trained. It was found that MTN exceeds the international industry norm by training its employees. References Africa Fact Book (2008), Africa and Middle-east telecom-week. [online], Accessed, 16 December 2010. Available: http://www.africatelecomsnews.com Agrawal, M. L. (2006), Customer Relationship Management (CRM) & Corporate Renaissance, Available, http://www.google.com. Accessed, 18 July 2006.
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12.4 irrespective of the price of the contract I prefer cell phones 3.91 24 5.0 56 11.8 43 9.0 with the latest technology I choose a specific 3.22 58 12.2 115 24.2 63 13.2 cell phone brand, irrespective of the subscription fee Category Strongly Agree agree N % N % The network provider 175 36.8 154 32.4 is more important than a free cell phone I buy a specific brand, 155 32.6 89 18.7 irrespective of the price of the contract I prefer cell phones 169 35.5 184 38.7 with the latest technology I choose a specific 145 30.5 95 20.0 cell phone brand, irrespective of the subscription fee Table 5 Subscribers Perceptions of Cellular Network Operators Category Strongly Disagree Uncertain disagree Mean N % N % N % Overall the customer 3.94 19 4.0 21 4.4 52 10.9 service provided by my provider is efficient and reliable I will recommend my 3.92 14 22.9 27 5.7 63 13.2 cell phone operator to friends, relatives etc Given the opportunity 4.05 16 3.4 16 3.4 55 11.6 of number portability, I will go on using my cell phone operator Category Important Very important N % N % Overall the customer 260 54.6 124 26.1 service provided by my provider is efficient and reliable I will recommend my 245 51.5 127 26.7 cell phone operator to friends, relatives etc Given the opportunity 228 47.9 161 33.8 of number portability, I will go on using my cell phone operator Table 6 Quality of Services Provided by Cellular Network Operator Category Strongly Disagree Uncertain Disagree Mean N % N % N % The voice calls 3.91 18 3.8 28 5.9 54 11.3 reception is excellent The SMS delivery is 4.11 8 1.7 21 4.4 40 8.4 very effective The GPRS/Internet 3.65 22 4.6 37 7.8 142 29.8 service is very fast The value added 3.86 9 1.9 15 3.2 125 26.3 services rendered is important to me The overall quality 3.90 9 1.9 22 4.6 85 17.9 of data transmission is satisfactory The cost of calls 3.35 48 10.1 80 16.8 89 18.7 during peak periods is good The administrative 3.50 37 7.8 49 10.3 109 23.0 fees are reasonable The quality of 3.85 8 1.7 29 6.1 111 23.3 multimedia messages is outstanding Category Agree Strongly agree N % N % The voice calls 254 53.4 122 25.6 reception is excellent The SMS delivery is 248 52.1 159 33.4 very effective The GPRS/Internet 158 33.2 117 24.6 service is very fast The value added 209 43.9 118 24.8 services rendered is important to me The overall quality 249 52.3 111 23.3 of data transmission is satisfactory The cost of calls 176 37.0 83 17.4 during peak periods is good The administrative 189 39.9 90 19.0 fees are reasonable The quality of 207 43.5 121 25.4 multimedia messages is outstanding Table 7 Network Perceptions and Age Dimension ANOVA Post Hoc's Scheffe's Test F P Age Mean Standard groups Deviation Customer service 0.796 0.497 -- -- - Recommend my operator 2.804 0.039 ** 18-29 4.04 0.889 30-40 3.88 0.922 41-55 3.83 1.055 56-65+ 3.55 1.011 Continue using my operator 2.368 0.070 -- -- -- ** p < 0.05 Table 8 Tests with Gender and Cellular Network Operator Dimension T test P Customer service -1.193 0.233 Recommend my operator -2.029 0.043 ** Continue using my operator -0.670 0.503 * p < 0.05 Dimension Gender Number Mean Standard Deviation Recommend my operator Male 177 3.82 1.056 Female 299 4.00 0.863 Table 9 Network Service Delivery and Age Dimension ANOVA Post Hoc's Scheffe's Test F P Age Mean Standard groups Deviation Voice call reception 0.409 0.747 -- -- SMS delivery 0.220 0.882 -- -- GPRS/ Internet services 4.060 0.007 * 18-29 3.77 1.048 30-40 3.68 1.086 41-55 3.43 1.092 56-65 3.14 0.990 Value added services 3.235 0.022 ** 18-29 3.93 0.909 30-40 3.89 0.838 41-55 3.77 0.866 56-65 3.36 0.902 Quality of data transmission 4.227 0.006 * 18-29 4.01 0.822 30-40 3.92 0.836 41-55 3.68 0.983 56-65 3.59 0.908 Cost of calls in peak time 1.002 0.392 -- -- -- Connection fees 2.197 0.088 -- -- -- Multi-media messages 1.910 0.127 -- -- -- * p <0.01 ** p <0.05 Table 10 Network Service Delivery and Marital Status Dimension ANOVA Post Hoc's Scheffe's Test F P Marital Mean Standard status Deviation Voice call reception 0.290 0.833 -- -- -- SMS delivery 2.235 0.083 -- -- -- GPRS/ Internet services 1.817 0.143 -- -- -- Value added services 0.804 0.492 -- -- -- Quality of data 1.818 0.143 -- -- - transmission Cost of calls in peak time 5.602 0.001 * Single 3.23 1.283 Married 3.51 1.156 Widowed 3.95 0.970 Separated 2.56 1.094 Connection fees 1.731 0.160 -- -- -- Multi-media messages 1.764 0.153 -- -- -- * p < 0.01 Table 11 Network Service Delivery and Occupation Dimension ANOVA Post Hoc's Scheffe's Test F P Occupation Mean Standard groups Deviation Voice call reception 0.551 0.769 -- -- -- SMS delivery 2.942 0.008 * Administrative 4.13
0.883 Professional 4.19 0.677 Student 4.14 0.844 Technical 4.17 0.984 Home ex 3.38 1.431 Managerial 4.04 1.038 Self employed 4.04 0.824 GPRS/ Internet 3.176 0.005 * Administrative 3.54 1.224 services Professional 3.61 1.025 Student 3.73 1.040 Technical 4.48 0.790 Home ex 3.33 1.197 Managerial 3.46 1.029 Self employed 3.50 1.030 Value added services 0.815 0.559 -- -- - Quality of data Administrative 3.94 0.883 transmission 4.481 0.000 ** Professional 3.92 0.800 Student 4.01 0.881 Technical 4.30 0.635 Home ex 3.19 1.365 Managerial 3.58 0.809 Self employed 3.73 0.604 Cost of calls in 0.584 0.743 -- -- -- peak time Connection fees 2.352 0.030 ** Administrative 3.10 1.157 Professional 3.64 1.124 Student 3.60 1.183 Technical 3.65 1.071 Home ex 3.20 1.361 Managerial 3.58 0.902 Self employed 3.50 0.906 Multi-media messages 3.057 0.006 * Administrative 3.66 1.020 Professional 3.98 0.836 Student 3.88 0.964 Technical 3.91 0.793 Home ex 3.19 0.981 Managerial 3.88 1.033 Self employed 3.73 0.778 * p <0.01 ** p <0.05 Table 12 Network Service Delivery and Language Dimension ANOVA Post Hoc's Scheffe's Test F p Language Mean Standard groups Deviation Voice call reception 0.142 0.867 -- -- -- SMS delivery 1.234 0.292 -- -- -- GPRS/ Internet services 0.142 0.868 -- -- -- Value added services 0.674 0.510 -- -- -- Quality of data transmission 5.339 0.005 English 3.81 0.901 Afrikaans 4.14 0.573 Zulu/Xhosa 4.07 0.794 Cost of calls in peak time 0.519 0.595 -- -- -- Connection fees 0.133 0.875 -- -- -- Multi-media messages 0.827 0.438 -- -- -- * p < 0.01 Table 13 T Tests with Gender and Services Provided by Network Operator Dimension T test P Voice call reception 0.526 0.599 SMS delivery -0.963 0.336 GPRS/ Internet services 0.296 0.767 Value added services 2.597 0.010 * Quality of data transmission -1.884 0.060 Cost of calls in peak time -4.695 0.000 * Connection fees -3.048 0.002 * Multi-media messages -0.432 0.666 * p < 0.01 Dimension Gender Number Mean Standard Deviation Value-added services Male Female 177299 3.733.95 0.9380.850 Cost of calls in peak time Male Female 177299 3.013.55 1.2661.170 Connection fees Male Female 176298 3.313.64 1.1851.102 http://www.thefreelibrary.com/Customer+perceptions+of+south+African+cellular+network+operat ors.-a0305082900