INTRODUCTION

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 1 INTRODUCTION
Having more profit and growth in a company needs customer loyalty and retention, because
the cost of keeping current customers is lower than finding new customers. Customer loyalty
and repurchase intention need overall customer satisfaction. However, satisfied customers are
not necessarily loyal but loyal customers are definitely satisfied customers. One of the most
important factors and antecedents of customer satisfaction is quality of services. Service
Quality has a direct and strong effect on customer satisfaction and loyalty. High service
quality has an impact on organizational outcomes such as improving profitability, high market
share, customer loyalty and probability of purchase.

A business with high service quality will meet customer needs whilst remaining
economically competitive. Improved service quality may increase economic competitiveness.
This aim may be achieved by understanding and improving operational processes; identifying
problems quickly and systematically; establishing valid and reliable service performance
measures and measuring customer satisfaction and other performance outcomes

With this objective the project was undertaken in order to analyses the techniques and
models of used for managing the service quality and also forms ability to meet customer
claims over a very short period of time. This would further help the management to know
about strength of the company to make the best use and be able to spot out service weakness
of the company to take suitable corrective action.

Service quality as “an assessment of customer from the overall excellence of service. It is
because of service quality nature, which is intangible, heterogeneous and inseparable.”

An assessment of how well a delivered service conforms to the client's expectations. Service
business operators often assess the service quality to their customers in order to improve their
service, to quickly identify problems, and to better assess client satisfaction.

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 2 INDUSTRY PROFILE

Companies in this industry plan and design interior spaces such as hotels, hospitals,
residences, commercial businesses, and offices. Although no major companies dominate
the industry, a number of large architecture and design firms offer interior design services,
such as Gensler, HOK, Interior Architects, and Interior decor etc..

The interior design industry is the leading provider of market analysis tools that help you
perform faster and smarter, open doors and close more deals. It is around some of 100000 in
revenue is generated each year from architecture firms' interior design services.

The interior design industry performs the “heavy lifting” by synthesizing hundreds of sources
into an easy to digest format a sales person can consume quickly to better understand a
prospect’s or client’s business issues.

Our customers include leading companies in banking, accounting, technology,

telecommunications, business process outsourcing, and professional and business services.

Iconix Designs can benefit any organization that has prospects in multiple industries . Our
product is supported by a team of industry specialists, many of which have advanced degrees in
business writing about companies and industries, with deep knowledge in specific areas such as
banking and finance, computers and telecommunication, manufacturing, media, retail, and real
estate.

COMPETITIVE LANDSCAPE

Construction and renovation of residential, commercial, industrial, and institutional

buildings drive demand for interior design services. The profitability of individual companies
depends on accurate bidding, timely delivery, and a steady volume of projects. Large
companies have advantages in marketing, developing partnerships, building a large client
referral list, and getting priority service from suppliers. Small companies can compete
effectively by providing better service, specializing, and using unique or custom product
sources.

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2.1 Our Wining Culture:
Our wining culture defines the attitudes and behaviours that will be required of us to make our
vision a reality.

2.2 Live Our Values:

Our values serve as a compass for our actions and describe how we behave in the world

 Leadership: The courage to shape a better future

 Integrity: Be real

 Passion: Commited in heart and mind

 Quality: What we do,we do well

2.3 Work Smart

 Act with urgency

 Remain responsive to change

 Have the courage to change course when needed

 Work efficiently

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 3.COMPANY PROFILE
ICONIX DESIGNS is an Interior firm managed by experienced professionals. They provide
complete Interior solutions (Turnkey Interior Projects). They have the resources and
capability to set up your space from scratch. To be more elaborate, their solutions cover
execution of everything including interior , AC, Electrical, Network, FAS & Security system,
etc... They also ensure a ‘single window’ for you to communicate and follow up during the
tenure of the entire project.

We cater to both residential as well as commercial clients while also undertaking turnkey
projects from 2010. Our expertise includes wide array of dedicated services for interior of
Residence, Commercial, Corporate, Hospitality (Such as: Hospitals, hotel and restaurants) &
Institutional spaces. We strive to execute the best piece of work for all our clients. Our
Service Areas We provide our time tested expert interior services on:

 Residential
 Commercial
 Corporate
 Contracts & Turnkey Projects

Infrastructure We proudly boast of owning and using all modern and advanced
methodologies and infrastructure to create interiors that are drop dead gorgeously finished. To
give perfect look of what was thought by Architect & client.

Our Team Members Our team is group of some of best Interior in Chennai, India. Keeping
the sole objective of customer satisfaction in mind, By Properly following Specifications &
Drawings provided by Architect & client, Making sure given work is finished within given
time frame as per client & Architects satisfaction. We have hence stood out in this field
consistently for our efficiency, reliability and sound business policies.

Our esteemed clientele list includes a host of corporate houses, residential wonders,
hotels, restaurants, showrooms, etc.

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 Business Type : Others

Year Established : 2010

Main Markets : Indian Subcontinent

Annual Sales : Below 200000

Total Employees : 50-60 People

Our design principles simply aim for a world class output. We aim to achieve a unified
and harmonious product that stretches beyond the boundaries of interior designing. We
deliver results in achieving breathtaking concepts that benchmark the high standards and
quality of lifestyle for our clients. Consistency and continual improvement of technology to
match world standards is a catalyst to our business propositions. Our design features include
everything from affordable art that you can wrap around your favourite book shelf to
magnificent display of your home or office...with sculptor-cut finishes.

VISION

 To Achieve a leadership position in the field of interior.

MISSION

 To Satisfy the client in terms of Cost, Quality & time frame.

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Need For the Study

 To provide suggestions about improved service quality, that may increase economic
competitiveness.

 To determine customer's expectation of a particular service.

 To facilitate the service quality planning through adoption of best quality practices.

 To find customer needs and service weaknesses.

 This study identifies the factors causing excitement in service.

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OBJECTIVES OF THE STUDY

The setting of MBA Summar Project on Service Quality Management objective is the
corer stone of a systematic study at ICONIX DESIGNS. The study will be fruitful one when
the basis laid down is a concrete one they represent the desired solution to the problem and
help in proper utilization of opportunities

Primary objective:

To study prevailing service quality management system at ICONICS DESIGNS, Chennai.

Secondary objectives:

 To know about the techniques used for managing the service quality.

 To find the best and comprehensive model in measuring customer perception about
quality.

 To enhance service quality perception and service experiences of customer via high
quality of service.

 To study the customer & company’s relationship.

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SCOPE OF THE STUDY

 This study on customer service quality management is made with special reference to
ICONICS DESIGNS.

 This study enables to have more concentration on customer satisfaction regarding

service thereby organization goodwill increase.

 The study will be helpful for both research and the organization to identify the root
cause for the problem and the steps that can be taken in order to overcome the
situation

 This study helps to assess the real opinion and mindset of customer and aid to meet out
their expectation in future.

 The scope of the study helps the management to know the knowledge of the present
situation of interior designing sector.

 There has been certain findings about the study and suitable measures suggested to
correct it.

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LIMITATIONS OF THE STUDY

 The study is restricted only within the organisation.

 Difficulty of getting access to some important data due to its sensitivity and secretive
nature.

 Data is collected through secondary sources,though the information collected is

limited.

 Time factor was the main limitation for the study as the project was restricted to small
period.

 An assessment of how well a delivered service to the client's expectations. Service

business operators often assess the service, their customers in order to improve their
service, to quickly identify problems, and to better assess client satisfaction.
 Service quality cannot be measured before the transfer completes

 The research was limited only to the Chennai so the result can’t be generalized to the
whole market.

 Some of the premium segments could not be met due to time lack and by not obtaining
prior appointment due to tight schedule of the respondents.

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 REVIEW OF LITERATURE
The aim of this thesis was to gather the information about the Customer Service Quality.

The customer service quality satisfaction research was implemented by observation,

questionnaire and literature review method for finding thesatisfaction of the customer in their
service. Usings Secondary sources and work of other researchers is base of this study. One of
objective of this study is measuring customer perception about quality of services.

DEFINITION

From the viewpoint of business administration, “service quality is an achievement in

customer service. It reflects at each service encounter. Customers form service expectations
from past experiences, word of mouth and advertisement. In general, Customers compare
perceived service with expected service in which if the former falls short of the latter the
customers are disappointed”.

In service industries, customer satisfaction is always influenced by the quality of

interactions between customers and the personnel involved in the contact services (1994). In
the last decade, the movement towards quality had started to spread from the manufacturing
sector to the service sector. The shift of focus to quality is basic for the service business to
survive the competition, get acceptance from society, and be able to achieve its missions.

In principle, the two main things closely related to services are expected quality and
experienced or perceived quality. The first is the customers' expectations of
service quality and the latter is the customers' perceptions of service quality. The customers
will always assess the services they experienced by comparing them with whatever they
expected or wished to receive.

Services are behavioral rather than physical entities and have been described as deeds,
performances or effort (1966); deeds, acts or performances, (1980); activities or processes (
1991). (1988) defined services as "that broad class of products characterized by intangibility,
inseparability of production and consumption, difficulty of standardization and perishability".

As (1986) notes, there is fairly widespread agreement in the literature concerning the
characteristics which tend to differentiate services from goods. These are intangibility,
perishability, inseparability of production and consumption, and heterogeneity.

Intangibility refers to a lack of physical properties and the inability to touch, feel,
store, readily display, or easily communicate services ( 1988; 1983). Heterogeneity refers to
variability, inconsistent behavior and a lack of uniform quality in service delivery (1981).
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(1988) noted that "since most services are people-based, a major problem in the service sector
is variation in the quality and content of services delivered by different employees, and by the
same employee at different times" and "what the firm intends to deliver may be entirely
different from what the consumer receives" (1985). Inseparability of production and
consumption refers to the fact that the consumer not only uses the services, but participates in
various ways with the production of the service. There is a required interaction between the
customer and service provider ( 1980), which in the case of some services may be "critical to
the quality of service performance" (1985). Perishability refers to the inability to inventory
services ( 1988).

(1997) states that the abstract nature of services causes problems for both providers
and consumers. It is difficult for service providers to differentiate their offerings from those of
competitors, while it is equally difficult for consumers to evaluate a service before it is
acquired and consumed. In addition, unlike physical goods, services are ephemeral, to the
extent that they can be consumed only as long as the activity or process continues. When the
activity or process discontinues, the service ceases to exist. Moreover, services are also
consumed at the same time as they are produced, but there is no transfer of ownership.

However, the consumer is an integral part of the service process. Because of the
human interaction and labor intensity involved in the delivery of most services, they are
heterogeneous, as each service act is unique. This leads to a lack of standardization, which
means that service quality can vary considerably from one situation to the next within the
same organization (1985). Clearly, these characteristics have implications for the delivery of
service quality.

One distinctive aspect of services is that consumers are often part of the production
and delivery processes. In many services, the consumer is required to contribute information
and/or effort before the service transaction takes place (1990). The consumer's input
constitutes the raw material that is transformed by the service organization's employees into a
service product. Consequently, the consumer contributes directly to the quality of service
delivered, and to his/her own satisfaction or dissatisfaction (1983). If the inputs provided by
the consumer are inadequate and/or inappropriate, this may well lead to service problems and
failures.

In terms of how consumers actually evaluate service quality, (1985) conclude that
consumer perceptions of service quality result from comparing expectations prior to receiving

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the service and their actual experience of the service. Not surprisingly, if the consumer's
expectations are met, service quality is perceived to be satisfactory; if they are not met, it is
perceived to be less than satisfactory; and if they are exceeded, it is perceived to be more than
satisfactory (delighting the customer).

Service quality can be broken down into two subcomponents, namely technical quality
and functional quality. Technical quality relates to what is provided during the service process
(knowledge, tangibles, technical solutions, etc.). Functional quality, on the other hand, refers
to how the service is provided, the interpersonal behaviors contributed by service employees
during the service encounters (1982).

Recognizing the role of the consumer in the service delivery process, (1990) add two
further components to this service quality framework. These are customer technical quality
and customer functional quality. The former refers to what the consumer contributes to the
service encounter, while the latter refers to how the consumer behaves during the service
performance such as being friendly, respectful, co-operative behaviors would be relevant in
this regard, as would aggressive, abusive, disrespectful ones.

According to (1982), service quality is generally viewed as the output of the service
delivery system, especially in the case of pure service systems. Moreover, service quality is
linked to consumer satisfaction. Although there is no consensus in the research community
about the direction of causality relating quality and satisfaction, the common assumption is
that service quality leads to satisfied customers (1994; 1990, 1989).

For example, customers leaving a restaurant or hotel are asked if they were satisfied
with the service they received. If they answer "no," we tend to assume service was poor.
Direct service providers, such as waitresses, also note that at times the best service efforts are
criticized because the customer's perceptions of the service are clouded by being in a bad
mood or having a disagreement with someone just before arriving at the restaurant. These
service providers recognize that in practice the influence of service quality on customer
satisfaction is affected by other factors, one of which is the customers themselves.

In addition, (1989) and (1983) defined both service quality and customer satisfaction
as matching the expectation of the service with that which is actually experienced by the
customer. Therefore, when customers' experiences meet or exceed their expectations, the
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service is viewed as a quality service and the recipients are typically satisfied customers. On
the other hand, when the service experienced by consumers is less than their expectations, the
perception of service quality is diminished and customers are generally not satisfied.

However, (1996b) in their book Services Marketing stated that the concept of service
quality is different from the concept of customer satisfaction. According to, service quality is
only one of the variables determining customer satisfaction. Besides service quality, there are
other variables affecting the level of customer satisfaction, namely: price, situation, and
personal factors.

Service quality refers to customers' appraisals of the service core, the provider, or the
entire service organization. According to and (1985), perceived quality is a global judgment
relating to the superiority of a product. However, defining service quality as a measure of
excellence in terms of perceptions is not sufficient according to (1988). He states that "it is
obvious that understanding customer expectations and meeting customer needs is the single
most critical issue and determinant of service quality" ( 1988).

(1988) agree that expectations are important but add that it is actually the difference
between perceptions of a service and expectations for that service which should be used as the
measure of service quality. This line of reasoning follows the disconfirmation of expectation
paradigm proposed by (1980). (1988) developed the SERVQUAL instrument to measure
perceived service quality in terms of the gaps between customer expectations and actual
judgment of performance.

According to the model of customers' satisfaction quality service is the focus of

assessments reflecting the customers' perceptions on the five specific dimensions of services,
namely: 1) empathy, 2) reliability, 3) responsiveness, 4) tangibility, and 5) assurance.

1) Tangibility - physical facilities, equipment, and appearance of employees.

2) Reliability - ability to perform the required service dependably and accurately.

3) Responsiveness - willingness to help customers and provide prompt service.

4) Assurance - knowledge and courtesy of employees and their ability to inspire trust and
confidence.

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5) Empathy - caring and individual attention provided by the staff.

On the other hand, the concept of satisfaction is more inclusive than the concept of
quality service. Customer satisfaction is influenced by five variables, namely: 1) service
quality, 2) product quality, 3) price, 4) situation, and 5) personality.

There are criticisms of the SERVQUAL instrument that have centered on its use of
expectations and on its dimensions. They are outlined and countered in (1994). It should be
noted that even critics of SERVQUAL acknowledge the scale is "currently the most popular
measure of service quality" (1993).

Customer satisfaction refers to either a discrete, time-limited event or the entire time
the service is experienced. Service-encounter satisfaction is how much a customer likes or
dislikes an actual service encounter. Overall service satisfaction is the customer's feeling of
satisfaction/dissatisfaction based on all the customer's experiences with the service
organization. (1994) found the two satisfaction constructs differed from each other and from
service quality.

There has been considerable debate in the literature (1992, 1994; 1994; 1993, 1994)
with regards to how to best conceptualize and operationalize the service quality construct, and
about the relationship between, and the relative importance of, the key variables that relate to
it.

It is most important to have some understanding of consumer expectations, how such

expectations develop, and their significance in relation to service quality. As what (1990)
states that "Knowing what customers expect is the first, and possibly most critical, step in
delivering service quality." However, (1994) points out that expectations have been variously
defined as desires; wants; normative expectations; ideal standards; what the service provider
should offer; and a pair of normative standards comprising what the consumer hopes to
receive and adequate service.

Moreover, these expectations are likely to be based, in total or in part, on past relevant
experiences, including those gathered vicariously (1989). (1990) identify some specific
factors which can influence the consumer's expectations. These are: word of mouth
communications (what consumers hear from other consumers); personal needs (determined by

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individual characteristics and circumstances); past experience of a service (or a related
service); external communications from the service provider (for example, printed
advertisements, television commercials, brochures, and oral promises from service provider
employees); and price.

(1990) also identify some factors which can influence the consumer's perception of
service performance. These include tangibles; the perceived competence and credibility of
service providers, and their responsiveness, reliability, and courtesy. These writers offer the
following advice to service providers based on their own research findings: "appear neat and
organized, be responsive, be reassuring, be empathetic, and most of all, be reliable - do what
you say you are going to do" (1990).

Another important variable with regard to perceived service quality is disconfirmation,

that is, the disparity between a consumer's expectations and perceived service performance,
referred to as disconfirmation. However, as (1993) highlights, there is some dispute in the
literature as to whether the disconfirmed expectations variable is a predictor of perceived
service quality, or whether it is a predictor of consumer satisfaction or dissatisfaction. This to
some extent results from an unresolved issue in the literature concerning the nature of the
relationship between service quality, and consumer satisfaction.

(1994) for example, take the view that perceived service quality leads to consumer
satisfaction, while others such as (1988) have concluded that consumer satisfaction leads to
perceived service quality. One attempt at resolving this issue is made by (1990). She suggests
that the consumer's satisfaction assessments relate to specific service transactions, while
service quality is a general attitude relating to the service provider's overall excellence or
superiority. Thus perceived service quality could be the product of the evaluations of a
number of service encounters.

The most prominent researchers in the service quality field are during the late 1980s,
primarily in which since then, their conceptualization of service quality, as already intimated,
has come under increasing challenge in the literature particularly with regard to the
measurement of expectations. For instance, (1990) has questioned the validity of measuring
the expectations of consumers who have no prior experience of a service, and also the validity
of measuring expectations contemporaneously with perceptions.

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 In addition, (1994) challenge the validity of measuring expectations at all, arguing
that an unweighted performance-based measure of service quality is more valid than the P-E
approach. Further, challenge the view, initially insinuated that consumers use the same
evaluative criteria in assessing service quality which is irrespective of the nature of the service
being provided suggest that the criteria used to define quality in one service sector, may be
different in another.

Unfortunately for service providers, these issues largely remain unresolved in the
literature. There is agreement though, on the need for further research. It should be added, that
the P-E conceptualization proposed by and SERVQUAL, the instrument they have developed
to measure service quality, probably remains the most widely used in practice.

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REVIEWS

Title: SERVICE QUALITY

Author: Zeithaml (1988)

“Service quality is an assessment of customer from the overall excellence of service. It is

because of service quality nature, which is intangible, heterogeneous and inseparable.”

Author: Gronroos (1982, 1984)

Service quality by technical or outcome (what consumer receive) and functional or

process related (how consumer receive the service) dimensions . Image build up by technical
and functional quality and effect of some other factors (marketing communication, word
of mouth, tradition, ideology, customer needs and pricing).

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 4. RESEARCH METHODOLOGY

RESEARCH:

Research can be defined as the search for knowledge or as any systematic investigation, with
an open mind, to establish novel facts, solve new or existing problems, prove new ideas, or
develop new theories or rationalize existing ideas or theories usually using a scientific
method. The primary purpose of this research is discovering, interpreting, and the
development of methods and systems for the advancement of cost and management practice
within the Iconix design company.

Research Methodology:

The process used to collect information and data for the purpose of making business
decisions. The methodology may include publication research, interviews, surveys and other
research Techniques, and could include both present and historical information.

Research Design:

A research design is the specification of methods and procedure for acquiring the information
needed to structure or solve problems. It is the overall operational pattern or framework of the
project that stipulates what information is to be collected from which sources and with what
procedure. It is the plan of proposed research work.

Survey method:

A Survey is a complete operation, which requires some technical knowledge Survey

methods are mostly personal in character. Surveys are best suited for getting primary data. the
research obtains information from the respondents by interviewing them.

Sampling: It is not always necessary to collect data from whole universe. A small
representative sample may serve the purpose. A sample means a small group taken in a large
lot. This small group should be emanative cross section and really “representative” in
character. This selection process in calls sampling.

Sample size: Samples are devices for learning about large masses by observing a few
individuals. The selected sample is 50.

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Methods of Sampling

Random sample method:

The method adopted here is random sampling method. A Random sample is one
where each item in the universe has as an equal chance of known opportunity of being
selected.

Research Instrument

Questionnaire:

A questionnaire is a carefully complied logical sequence of questions directed to a

define objective. It is the outline of what information is required and the framework on
which the data is built upon. Questionnaire is commonly used in securing market information
that its preparation deserves utmost skill and care.

Collection of data:

One of the important tools for conduction market research is that availability of
necessary and useful data. Date collection is more of an art than a science. The methods of
marketing research are in a way the methods of data collection. The sources of information
fall under two categories.

Internal sources:

Every company has to keep certain records such as accounts, reports etc. these records
provide sample information which an organization usually keeps collection in its working.

External sources:

When internal records are insufficient and required information is not available, the
organization will have to depend on external sources. Of data are.

a) Primary data:

The data collected for a purpose in original and for the first time is known as primary
data. The researches collect this data to study a particular problem. Here the primary data is
data collected through questionnaire by directly meeting the customers

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b) Secondary Data:

The data, which is collected from the published sources i.e., not originally collected
of the first time is called secondary data.

Here the secondary data is data collected from the company’s brochures, pamphlets,
catalogues and the website.

Percentage Analysis:

Percentage method refers to a specified kind which is used in making comparison between
two or more series of data. percentage are based on descriptive relationship. It compares the
relative items.

Percentage = Number Of Respondents × 100

Total Number Of Respondents

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RESULTS AND DISCUSSIONS

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 1. OVERALL RATE YOUR SATISFACTION WITH

CUSTOMER SERVICE.

TABLE 4.1

No.of
Category respondents Percentage
Very satisfied 29 44.83%
Somewhat satisfied 10 44.83%
Neither satisfied nor dissatisfied 10 10.34%
Somewhat dissatisfied 1 0%
Very dissatisfied 0 0%
TOTAL 29 100%

CHART 4.1

 FINDINGS:
Majority of the respondents, 58% were satisfied with the service.
 INFERENCE:
Out of 50 respondents, 29 respondents i.e 44.83 % strongly agree that they are satisfied
with their service. 13 respondents i.e. .44.83% somewhat satisfied. 3 respondents i.e.
10.34% were neutral. None of the respondents are dissatisfied and the None of the
respondents are strongly dissatisfied .
2. OVERALL, IT MATCHES YOUR EXPECTATIONS OF WHAT A SERVICE
SHOULD BE.

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 TABLE 4.2

Category No.of respondents Percentage

Very satisfied 25 50%
Somewhat satisfied 12 24%
Neither satisfied nor dissatisfied 13 26%
Somewhat dissatisfied 0 0%
Very dissatisfied 0 0%
TOTAL 50 100%

CHART 4.2

 FINDINGS:
Majority of the respondents, 50% were satisfied with the service. Their expectation is
matched with the actual service.

 INFERENCE:
Out of 50 respondents, 25 respondents i.e 50 % very satisfied, expectations was matched
with their actual service. 12 respondents i.e. .24% somewhat satisfied.1 3 respondents i.e.
26% were neutral. None of the respondents are dissatisfied and the None of the
respondents are strongly dissatisfied .

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3.SERVICE REPRESENTATIVES ADHERE TO PROFESSIONAL STANDARDS OF
CONDUCT

TABLE 4.3

No.of
Category Percentage
respondents
Strongly agree 29 58%
Somewhat agree 11 22%
Neutral 5 10%
Somewhat disagree 5 10%
Strongly disagree 0 0%

TOTAL 50 100%

CHART 4.3

 FINDINGS:
Majority of the respondents, 60% were satisfied with t professional standards of conduct.

 INFERENCE:
Out of 50 respondents, 30 respondents i.e 60 % strongly agree that Service
representatives adhere to professional standards of conduct. 10 respondents i.e. .20%
somewhat satisfied.1 0 respondents i.e. 20% were neutral. None of the respondents are
dissatisfied and the None of the respondents are strongly dissatisfied .

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4. . THE CUSTOMER SUPPORT FOR THIS SERVICE IS ADEQUATE
TABLE 4.4

Category No.of respondents Percentage

Strongly agree 30 60%

Somewhat agree 10 20%
Neutral 10 20%
Somewhat disagree 0 0%
Strongly disagree 0 0%

CHART TOTAL 50 100% 4.4

 FINDINGS:
Majority of the respondents i.e. 30 (60%) agreed that the customer support for this
service is adequate
 INFERENCE:
Out of 50 respondents, 30 respondents i.e 60 % strongly agree that the customer support
for this service is adequate. 10 respondents i.e. .20% somewhat satisfied.10 respondents i.e.
20% were neutral. None of the respondents are dissatisfied and the None of the
respondents are strongly dissatisfied .

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No. of
Categories Percentage
respondents
5. Very satisfied 50 100%
PROFE Somewhat satisfied 0 0%
SSION
ALISM Neither satisfied nor dissatisfied 0 0%
IS Somewhat dissatisfied 0 0%
MAINT Very dissatisfied 0 0%
AINED
THRO TOTAL 50 100%
UGHO
UT THE PROJECT.

TABLE 4.5

CHART 4.5

 FINDINGS:
Majority of the respondents i.e. 50 (100%) agreed that the project is done
professionally.
 INFERENCE:
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Out of 50 respondents, 500 respondents i.e 100 % strongly agree that they can their
professionalism with their service. no respondents i.e. .0% somewhat satisfied.no
respondents i.e. 0% were neutral. None of the respondents are dissatisfied and the None of
the respondents are strongly dissatisfied .

6. UNDERSTANDING YOUR NEEDS.

TABLE 4.6

Categories No of respondents Percentage

Strongly agree 30 60%
Somewhat agree 10 40%
Neutral 10 40%
Somewhat disagree 0 0
Strongly disagree 0 0
Total 50 100%

CHART 4.6

 FINDINGS:
Majority of the respondents i.e. 30 (60%) agreed that company understand the
needs of the customer.
 INFERENCE:

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Out of 50 respondents, 30 respondents i.e 60 % strongly agree that they can understand the
customer in their service. 10 respondents i.e. .20% some what satisfied.10 respondents i.e.
20% were neutral. None of the respondents are dissatisfied and the None of the
respondents are strongly dissatisfied .

7. CONSTANT, ONGOING REINFORCEMENT OF SERVICE STANDARDS

TABLE 4.7

Categories No.of Percentage

respondents
Very satisfied 25 50%
Somewhat satisfied 10 20%
Neither satisfied nor dissatisfied 10 20%
Somewhat dissatisfied 5 10%
Very dissatisfied 0 0%
Total 50 100%

CHART 4.7

FINDINGS:

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 Majority of the respondents i.e. 25 (50%) agreed that there is constant, ongoing
reinforcement of service standards.
INFERENCE:

Out of 50 respondents, 25 respondents i.e 50 % strongly agree that they can their expectations
with their service. 10 respondents i.e. .20% somewhat satisfied.10 respondents i.e. 20% were
neutral. 5 respondents i.e 10% dissatisfied and the None of the respondents are strongly

dissatisfied.

8. TEACHING EMPLOYEES BASIC SOCIAL SKILLS SUCH AS SMILING, EYE

CONTACT, POSITIVE ATTITUDE AND CONVERSATIONAL SKILLS

TABLE 4.8

No of
Categories Percentage
respondents
Very satisfied 35 70%
Somewhat satisfied 15 30%
Neither satisfied nor dissatisfied 0 0%
Somewhat dissatisfied 0 0%
Very dissatisfied 0 0%
Total 50 100%

CHART 4.8

 FINDINGS:

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 Majority of the respondents i.e. 35 (70%) agreed that the company is teaching
employees basic social skills such as smiling, eye contact, positive attitude and
conversational skills
 INFERENCE:
Out of 50 respondents, 35 respondents i.e 70 % strongly agree that teaching employees basic
social skills such as smiling, eye contact, positive attitude and conversational skills. 15
respondents i.e. .30% somewhat satisfied.No respondents i.e. 0% were neutral. No
respondents i.e 0% dissatisfied and the None of the respondents are strongly dissatisfied.

9. TECHNOLOGIES USED FOR PROJECT COMPLETION

TABLE 4.9

No.of
Categories Percentage
respondents
Very satisfied 15 30%
Somewhat satisfied 15 30%
Neither satisfied nor dissatisfied 10 20%
Somewhat dissatisfied 10 20%
Very dissatisfied 0 0%
Total 50 100%

CHART 4.9

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 FINDINGS:
Majority of the respondents i.e. 15 (30%) are satisfied with the technologies
used for project completion

 INFERENCE:
Out of 50 respondents, 15 respondents i.e 30 % strongly agree that Technologies used for
project completion. 15 respondents i.e. .30% somewhat satisfied.10 respondents i.e. 20%
were neutral. 10 respondents i.e 20% dissatisfied and the None of the respondents are
strongly dissatisfied.

10.COMPARED TO HOW YOU FELT ABOUT ICONICS BEFORE THIS PROJECT,

WHAT WOULD YOU SAY IS THE LIKELIHOOD OF COMPLETING ANOTHER
PROJECT NOW?

TABLE 4.10

Categories Noof respondents Percentage

Better, based on performance 20 40%
About the same 10 20%
Worse, based on performance 10 20%
Not sure 10 20%
Total 50 100%

CHART 4.10

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 FINDINGS:
Majority of the respondents i.e. 20 (40%) likes the project than before because
now it is better on performance.

 INFERENCE:
Out of 50 respondents, 20 respondents i.e 40 % strongly agree company was better based on
performance. 10 respondents i.e. .20% felt about the same, 10 respondents i.e. 20% said
worse, based on performance. 10 respondents i.e 20% were not sure.

11. CONSIDERING THE OVERALL VALUE OF THE PROJECT YOU PAID FOR,
WAS IT.

TABLE 4.11

No of
Categories Percentage
respondents
An exceptional value, worth
13 26%
more than you paid for it
A good value, worth about what
12 24%
you paid for it
A poor value, worth less than
11 22%
you paid for it
Not sure 14 28%

Total 50 100%

CHART 4.11

 FINDINGS:

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 Majority of the respondents i.e. 13 (25%) agreed that the payment is
reasonable.
 INFERENCE:
Out of 50 respondents, 13 respondents i.e 26 % strongly agree that exceptional value, worth
more than you paid. 12 respondents i.e. .24% felt that a good value, worth about what you
paid for it, 11 respondents i.e. 22% a poor value, worth less than you aid for it. 14 respondents
i.e 28% were not sure.

 This section allocated to gathering and evaluating information and researchers work
about quality of service in Iconics designs. This is clearly demonstrates that customer
service has a dramatic impact on the buying behaviors among customers of mid-sized
companies. Good customer service results in increased personal and business
purchases while bad customer service drives customers to find alternatives.
 Customer service has a long-term impact on buying decisions, with customers
continuing to be effected years after the initial interaction. Customers share service
interactions more widely than ever before

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 FINDINGS

 Majority of the respondents, 58% were satisfied with the service.

 Majority of the respondents, 50% were satisfied with the service. Their expectation is
matched with the actual service.
 Majority of the respondents, 60% were satisfied with t professional standards of
conduct.
 Majority of the respondents i.e. 30 (60%) agreed that the customer support for this
service is adequate
 Majority of the respondents i.e. 50 (100%) agreed that the project is done
professionally.
 Majority of the respondents i.e. 30 (60%) agreed that company understand the needs
of the customer.
 Majority of the respondents i.e. 25 (50%) agreed that there is constant, ongoing
reinforcement of service standards.
 Majority of the respondents i.e. 35 (70%) agreed that the company is teaching
employees basic social skills such as smiling, eye contact, positive attitude and
conversational skills
 Majority of the respondents i.e. 15 (30%) are satisfied with the technologies used for
project completion
 Majority of the respondents i.e. 20 (40%) likes the project than before because now it
is better on performance.

Majority of the respondents i.e. 13 (25%) agreed that the payment is reasonable.

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 REASONS FOR POOR CUSTOMER SERVICE:

 Staff turnover

 Inadequate management

 Poor quality labor force.

 Transient staff.

 Shortage of staff

 Uncooperative staff

 Not a priority; too busy running the business

 Seasonal, changing staff

 Ownership doesn't make it a priority; or owners disagree

 Failure to weed out "bad apples"

 Quality of employees

 Poor leadership

 Complacent employees

Detailed Findings
Customer service impacts trust.

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 SUGGESTIONS

 The Company shall conduct regular meeting to know about what exactly customer
expecting from them.

 The Company shall take feedback regarding services

 Customers need more improvement in service

 The availability of spare parts is less, company can take measures to improve on it.

 The company can be well versed with the pay scale structure

 Try to solve the problems from both the consumers and company's point of view.

 Random /surprise checks to be made

 Also appreciate them for their good work

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 7. CONCLUSION

 A better service quality surly be helpful to the company to overcometheir problems

and will have way for focus the customer requirements and reduce customer
complaints. This would reduce the cost and enhance the profit to the company.

 However this study provides little insigtht into the actual organizational processes and
action that proceed are initiated by this service quality management.

 If they could properly implement and follow the norms and techniques if service
quality management, they can enhance the profit with minimum cost.

 This information will help managers to identify problems and make strategic plans in
order to improve efficiency, profitability, and overall performance by high quality

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 QUESTIONNAIRE

Please take a moment to complete this short survey to tell us about your experience. Your
feedback will be used to improve the service. Your responses will be kept confidential.This
survey will take approximately 5 minutes to complete.

1. Overall, please rate your satisfaction with Customer Service.

5 - Very satisfied

4 - Somewhat satisfied

3 - Neither satisfied nor dissatisfied

2 - Somewhat dissatisfied

1 - Very dissatisfied

2. Overall, it matches your expectations of what a service should be.

5 - Very satisfied

4 - Somewhat satisfied

3 - Neither satisfied nor dissatisfied

2 - Somewhat dissatisfied

1 - Very dissatisfied

39
3. Service representatives adhere to professional standards of conduct.

5 – Strongly agree

4 - Somewhat agree

3 – Neutral

2 - Somewhat disagree

1 – Strongly disagree

4. The customer support for this service is adequate.

5 – Strongly agree

4 - Somewhat agree

3 – Neutral

2 - Somewhat disagree

1 – Strongly disagree

5. Professionalism. is maintained throughout the project.

5 - Very satisfied

4 - Somewhat satisfied

3 - Neither satisfied nor dissatisfied

2 - Somewhat dissatisfied

1 - Very dissatisfied

40
6. Understanding your needs.

5 - Very satisfied

4 - Somewhat satisfied

3 - Neither satisfied nor dissatisfied

2 - Somewhat dissatisfied

1 - Very dissatisfied

7. Constant, ongoing reinforcement of service standards.

5 - Very satisfied

4 - Somewhat satisfied

3 - Neither satisfied nor dissatisfied

2 - Somewhat dissatisfied

1 - Very dissatisfied

8. Teaching employees basic social skills such as smiling, eye contact, positive attitude and
conversational skills.

5 - Very satisfied

4 - Somewhat satisfied

3 - Neither satisfied nor dissatisfied

2 - Somewhat dissatisfied

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 1 - Very dissatisfied

9. Technologies used for project .

5 - Very satisfied

4 - Somewhat satisfied

3 - Neither satisfied nor dissatisfied

2 - Somewhat dissatisfied

1 - Very dissatisfied

10.Compared to how you felt about ICONIX before this project, what would you say is the
likelihood of completing another project now?

Better, based on performance

About the same

Worse, based on performance

Not sure

11. Considering the overall value of the project you paid for, was it

An exceptional value, worth more than you paid for it

A good value, worth about what you paid for it

A poor value, worth less than you paid for it

Not
sure

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 BIBLIOGRAPHY

REFERENCE

 Zeithaml (1988) “Service quality management” ( SQM) 2nd edition

 Gronroos (1982, 1984) “ Service quality management” ( SQM) 7th edition

WEBSITES :

http://valuesharien.com

http://woriauthor.com

http://mosefamousarticles.org

www.iconix.in

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