Beruflich Dokumente
Kultur Dokumente
KAUR, Inderjeet
October, 2011
1
Acknowledgement
I would never have been able to finish my dissertation without the guidance and
support of the following people. As I have completed this dissertation, one of the
most interesting and challenging tasks in the MBA, now it is time to express my
deepest gratitude.
Prof. Kaushik Pandya, who undertook to act as my supervisor despite his many
other academic and professional commitments. For his excellent guidance,
knowledge and patience and providing me with an excellent academic atmosphere
and motivation for doing research.
Dr. Govind Desai, Principal, Rafael Salguero, Vice Principal, Prof. Pawan
Budhwar, Dr. Carole Willams, Mr. Nicolas James and Mr. Chris Jordan of
Birmingham College.
My close friends and colleagues who inspired my final effort despite the enormous
pressure we were facing together.
My Husband, without his support this effort would have been worth nothing. His
love, support and understanding has enhanced my confidence. My family, who
always supported, encouraged and believed in me, in all my endeavors.
2
Declaration
Inderjeet Kaur
Date:
Executive Summary
The UK’s food retailing industries are considered as a momentous force of its economy as it is
chiefly accountable for six percent of the total GDP of UK. In spite of this fact, on the other
hand, the current economic environment of UK, which is facing an immense slowing down of
growth and rising of costs, presents numerous challenges to the food retail businesses. Along
3
with this, another factor which contributes to a very high level in bringing challenges to business
is the greater competition among various food retail companies which makes them unable to
maintain their service quality. As, these retail industries serve as a major part of the UK’s
economy so, it is important to look into the issues and challenges presented in the retail
industries in order to bring further progress in the economy of the country.
This study focuses on creating an understanding of customer satisfaction based upon the
comparative analysis using case studies from the United Kingdom’s retail industry through
utilizing a modified version of SERVQUAL, i.e. Retail Service Quality Scale (RSQS).
Taking into consideration the nature of the present study, adopting a quantitative approach seems
to be a suitable option as this study makes use of RSQS model to collect data regarding the retail
food sector’s service quality in UK. The quantitative approach is helpful in transforming and
presents the conclusive results by using the data available, which is interlinked with the
measurements and implemented numeric data. The quantitative approach is based on the numeric
and statistical facts and figures and various statistical tools are used to assess the numeric data
collected from research premises through different sources.
The descriptive analysis of the data gathered from primary research provides a clear view that
Tesco is considered to be the provider of quality services to its customers as compared to
Sainsbury’s. The one sample t-test for the responses collected at Tesco and Sainsbury’s helps the
researcher to compare the means of responses collected for both retail stores. Tesco’s gap in
service quality is measured to be 0.7 whereas Sainsbury’s scored 0.93. It reflects that customers
incline more towards Tesco for its dependable and timely service deliverance and Sainsbury’s
comes next to Tesco.
Contents
Chapter 1.................................................................................................................................................9
Introduction.................................................................................................................................................9
4
1.1 Background...........................................................................................................................................9
1.2 Introduction to Organizations:.............................................................................................................10
1.4 Research Questions:............................................................................................................................12
1.5 Project Aim:.........................................................................................................................................12
1.6 Objectives:...........................................................................................................................................12
1.7 Problem Statement...............................................................................................................................13
1.8 Dissertation Structure..........................................................................................................................13
Chapter 2...............................................................................................................................................14
Literature Review......................................................................................................................................14
2.1 Theoretical Framework........................................................................................................................14
2.1.1 Service Quality in Retail Food Industry........................................................................................14
2.1.2 Consumer Psychology..................................................................................................................15
2.1.3 SERVQUAL.................................................................................................................................16
2.1.3.1 SERVQUAL’s Application.........................................................................................................16
2.1.3.2 RSQS Scale................................................................................................................................18
2.2 Previous Studies on Retail Management..............................................................................................20
2.2.1 Literature Gap...............................................................................................................................22
2.3 Conclusion...........................................................................................................................................23
Chapter 3...............................................................................................................................................24
Research Methodology..............................................................................................................................24
3.1 Applied Methodology..........................................................................................................................24
3.2 Data Collection....................................................................................................................................25
3.3 Secondary Research.............................................................................................................................25
3.4 Primary Data........................................................................................................................................26
3.5 Survey Questions.................................................................................................................................26
3.6 Sampling..............................................................................................................................................28
3.7 Limitations...........................................................................................................................................28
Chapter 4...............................................................................................................................................30
Findings and Analysis................................................................................................................................30
4.1 Introduction.........................................................................................................................................30
4.2 Descriptive Analysis............................................................................................................................30
4.2.1 Demographics...............................................................................................................................30
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4.2.2 Physical Attributes of the Store.....................................................................................................31
4.2.3 Reliability of the Store..................................................................................................................33
4.2.4 Personal Interaction with the Store Staff.......................................................................................34
4.2.5 Problem Solving Ability of the Store Staff...................................................................................35
4.2.6 Policies of the Store......................................................................................................................37
4.3 One Sample T-Test...............................................................................................................................38
4.4 Discussion...........................................................................................................................................41
4.4.1 Physical Attributes of the Store......................................................................................................43
4.4.2 Reliability of the Store...................................................................................................................44
4.4.3 Personal Interaction with the Store Staff........................................................................................44
4.4.4 Problem Solving Ability of the Store Staff...................................................................................44
4.4.5 Policies of the Store.......................................................................................................................44
4.5 Summary.............................................................................................................................................45
Chapter 5……………………………………………………………………………………………….46
Conclusion & Recommendations..............................................................................................................46
5.1 Conclusion...........................................................................................................................................46
5.2 Recommendations...............................................................................................................................47
5.3 Reflection............................................................................................................................................47
5.4 Scope for Future Research...................................................................................................................48
References...................................................................................................................................50
Bibliography........................................................................................................................................55
Appendix-I...........................................................................................................................................56
Introduction of Organizations....................................................................................................................56
Research Scope..........................................................................................................................................57
Appendix-II…………………………………………………………………………………..58
Advantages and Disadvantages of Service Quality……………………………………………………… 58
Appendix-III........................................................................................................................................64
Advantages and Disadvantages of Qualitative Research...........................................................................64
Advantages and Disadvantages of Quantitative Research.........................................................................65
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Appendix-IV..............................................................................................................................66
Survey Questionnaire................................................................................................................................66
Appendix-V..........................................................................................................................................72
10 Sample questionnaires of Tesco and Sainsbury's.................................................................................72
Appendix-VI........................................................................................................................................73
Graphical Presentation of Results ………………………………………………………………………...73
Appendix-VII………………………………………………………………………………….84
Mean values of the Responses……………………………………………………………………………84
Appendix-VIII………………………………………………………………………………..86
Gap analysis of Physical Attributes……………………………………………………………………...86
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Table 4.3 Personal Interaction...................................................................................................................35
Table 4.4 Problem Solving Ability of the Store.........................................................................................36
Table 4.5 Store Policies.............................................................................................................................38
Table 4.6 T-test……………………………………………………………………………………………39
Chapter 1
Introduction
1.1 Background
The UK’s food retailing industries are considered as a momentous force of its economy as it is
chiefly accountable for six percent of the total GDP of UK. In spite of this fact, on the other
hand, the current economic environment of UK, which is facing an immense slowing down of
growth and rising of costs, presents numerous challenges to the food retail businesses. Along
with this, another factor which contributes to a very high level in bringing challenges to business
is the greater competition among various food retail companies which makes them unable to
8
maintain their service quality. As, these retail industries serve as a major part of the UK’s
economy so, it is important to look into the issues and challenges presented in the retail
industries in order to bring further progress in the economy of the country (Wood, 2008).
Retail strategies are chiefly responsible for understanding the reasons of productivity and retail
failure. Food Retail industries are supposed to have an idea about how the sales productivity and
floor space growth are related with each other. Also, they are responsible for knowing that how
innovation can be appeared as a useful tool in improving the shopping experience and reducing
the costs. Furthermore, they have to take care of the international comparisons with clear
implications presented for a retailer and competition policy (Wood, 2008).
All the food retail sectors are covered by this important topic. It is due to the fact that it has
numerous implications over the social sciences with respect to the terms of potential avenues
required for the research. In the past, there was a demand especially for the specific work over
these implications related to the huge scale changes on disposable consumer income. Also, a
deeper understanding on the reasons of customer loyalty and decision making along with further
work of analyzing the external market and its influence for instance taxation, which influences
the way of customer behavior, are also demanded (Wood, 2008).
A wide range of academic research is done by the retail industries in order to identify their
service quality and the consumers’ needs and outcomes. Recent studies show that there has been
given a wide spread importance to the practical topics including the role of price and ICT
(Information and communication technology) in order to derive the productivity. Studies have
been covered on consumer satisfaction with supermarkets, evaluation of food items like deserts
and analysis are also made on the management of product returns by the UK’s high street
retailers (Wood, 2008).
As a part of this dissertation, the comparative analysis study between UK’s two top most retail
stores i.e. Tesco and Sainsbury’s has been carried out in order to analyze their business or retail
strategies related to the maintenance of customer service quality. In order to evaluate customer
satisfaction, this comparative analysis appears to be a helpful source in determining the customer
quality service and customer satisfaction which is based on one of the most appropriate model
RSQS which is used for measuring the retail service quality and it is a variation of SERVQUAL
9
model. In this dissertation, the service quality of Tesco and Sainsbury will be identified.
Moreover, further discussion is done on the ways that how consumers perceive the dimensions
presented in RSQS along with its quality of affecting consumers’ level of satisfaction will be
pointed out (Buttle, 1995).
In the UK’s retail industry, Tesco and Sainsbury are the two major market players. Tesco has
undoubtedly the largest share. Approximately 31% of retail market is covered by Tesco and
30.8% of the grocery market is under Tesco’s control as compared to the 14% market share of
Sainsbury (Quezi, 2009; Hall, 2009). It has been observed that Tesco prefers dealing with a
bigger variety of products and in doing so they purchase products from wholesalers in large
quantities and then offer them to their customers at low prices. Whereas, Sainsbury opts to deal
with products covered with their brand name, together with products which are famous and
according to the customers’ likings and tastes. The ideal location selection for its stores has been
one of the key success factors for Tesco (Hall, 2009) (See Appendix I, p: 57).
Figures below show the total number of stores opened by Tesco and Sainsbury from the year
1980 to 2003.
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Figure 1.1 Stores opened by Tesco (1980 to 2003), (Griffith and Harmgart, 2004)
Figure 1.2 Stores opened by Sainsbury (1980 to 2003), (Griffith and Harmgart 2004)
Apart from all this, it is worth mentioning that international exposure has enabled Tesco to
follow good practices and adjust itself to the regional requirements. In short, the international
presence of Tesco has made it more flexible in its policy making. On the other hand, Sainsbury
11
has its operations limited to the UK (Griffith and Harmgart, 2004). For Research Scope (See
Appendix I, p: 58)
1. What are the different aspects or dimensions of a retail store that make customers feel
satisfied?
1.6 Objectives:
This study focuses on creating an understanding of customer satisfaction based upon the
comparative analysis using case studies from the UK’s retail industry through utilizing a RSQS
model. The objectives of the study include:
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behavior in the light of service standards. It is interesting as the study precedes and provides
valuable and updated information regarding the retail industry of UK. This study is different
from others as it provides in depth analysis of organization-specific service standards. Tesco and
Sainsbury’s have been an important part of UK’s retail industry and developing an understanding
of their service standards that will attract other researchers to study other dimensions and factors
involved in the retail industry that have a deep influence on consumer behavior.
Chapter 1: Introduces the topic to the readers and provides the context of this study.
Chapter 2: Provides a detailed review of the literature available related to the topic of this study
Chapter 3: Explains the methods and tools implemented to analyze the data gathered from
primary and secondary research and the approach utilized to gather data.
Chapter 4: Results collected against primary research and the outcomes of the analysis are
Chapter 5: This chapter includes the conclusive remarks of the researcher along with certain
Chapter 2
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Literature Review
The aim of this literature review is to examine the importance and idea of service quality in the
retail food industry of two leading UK based chains, Tesco and Sainsbury. In this chapter,
theories presented by retail food industry experts and marketing theorists are highlighted and
supported with the help of facts and figures. The literature included in this review has been taken
from the previous work done by past researchers and evaluated on the basis of their findings and
analysis.
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experience and his reaction to a particular service that he acquires and the second being the
overall shopping and consumption experience of the consumer (Fen and Lian, 2007).
Hayes (1997) discussed the phenomenon of functional quality of a service in his work. He
pointed out the process that an organization uses to identify the variances to measure customers’
requirements, their perceived quality dimensions and the satisfaction that they receive from
goods or service (Hayes, 1997). Parasuraman et al. (1988) did the same study in order to identify
ten quality dimensions that opened doors for researchers to conclude that each and every
customer perceives the same quality from a service, no matter what type of service they are
acquiring (Parasuraman et al. 1988) (See Appendix II, p: 59). However, consumer psychology
plays a pivotal role in their decisions regarding consuming a product or service.
The services sector all around the world uses some tools and models to calculate the quality of
their services in order to maintain service standards and to make suitable alterations to their
15
service’s performance to make them better or to improve its deliverance to the customers. These
tools and models are discussed in the next section (Lacy and Macfarlane, 2007).
The SERVQUAL instrument has been widely used in measuring service quality across different
service sectors in different countries. For example, in banking, retail chains, tourism, leisure,
hotels, higher education, fast food chains, car servicing, accounting firms, architectural services,
airline catering and apparel retailing across different countries like, USA, UK, China, South
Africa, Cyprus, Hong Kong, UAE and the Netherlands (Aragchchi, 2008). Also, there is
16
evidence that number of unpublished studies on measuring service quality have used
SERVQUAL as an instrument to assess the service standards. A number of established and
famous international entities, such as Midland and Abbey National Bank have also used
SERVQUAL in order to measure the service quality that their organization is delivering to its
customers (Bassam and Shawi, 2009).
Although, SERVQUAL has been effective in measuring the quality in service industry, many
researchers have shown some reluctance in using this instrument as a base for their studies on the
subject. As discussed by Robinson (1999), SERVQUAL lacks what needs to be presented in a
model to assess the significant factors of quality deliverance in service sector, such as cultural
factor. Also, researchers have questioned SERVQUAL’s applicability to measure service quality
across a number of service settings (Bassam and Shawi 2009).
Figure 2.1 presents the model on which the researcher has created understanding of SERVQUAL
model and made slight alterations to the real one in order to clarify the major dimensions and
their attributes for readers.
Attention Interests
Product Life
Promptnes Promise
s
Willingness Reassurance
Performanc
e Dependabili
ty
Updated
Visual
e 17
Cleanliness
Figure 2.1 SERVQUAL Model (Bassam and Shawi, 2009)
The RSQS scale proposed by Dabholkar, Thorpe and Rentz (1996) included five new dimensions
and six sub-dimensions of consumer behavior and psychology regarding a product or service.
These five new dimensions were physical features of a service, reliability of the product,
personal interaction with on spot services, the problem solving ability of the service and the
policies that derive the consumer behavior towards purchasing decision (Vidhu, 2004). The six
sub-dimensions of RSQS were appearance, convenience, promises, doing-it-right, inspiring
confidence and courteousness. At this point, the readers should keep in mind, that the physical
attributes mean a lot more than what they meant in SERVQUAL model. The physical attributes
include the shelving, the physical facilities that are available to the consumers and the design of
store. Reliability, here in RSQS is the same as it was in SERVQUAL, meaning the promise to
deliver the right services with the right standards followed. SERVQUAL’s combination of
customer’s Responsiveness and Assurance is used in RSQS as the Personal Interaction of
customers with the sales and service staff, which helps to measure the effectiveness of sales staff
18
to facilitate the customer’s shopping experience (Naik et al. 2010). A whole new dimension,
problem solving ability, was introduced in RSQS which helps to measure the store’s or staff’s
ability to counter customer’s problems before and after the sales. Another new dimension that
was added to the model was Policy which reflects the attributes of service standards that are
influenced by store’s policies regarding the standard of goods, availability of parking space,
timings of opening and closing of store, acceptance of alternative payment methods such as
credit cards and the issuance of customer loyalty cards for customers to allow them obtain
discounts on certain amount of purchasing (Shucui, 2008; Martinez and Garcia, 2008).
To test the validity of this instrument, Dabholkar et.al (1996) applied the model on United States’
departmental stores’ customers. The scale, in this market, showed great potential to be reliable
and valid and served as an assessment tool to measure the service standards of retail stores that
offer a combination of goods and services. RSQS has been helpful to retailers as it makes them
identify services that are weak in structure and deliver lower quality standards. The retailers,
once identified the lapse, eliminated these gaps and emerged as pioneers of higher quality service
provider. There have been few evidences, due to the instrument’s recentness, that researchers
used it for carrying out their studies on measuring service standards in the retail industry (Singh
et al. 2010) (See Appendix II, p: 63). The RSQS model as depicted by Kumar et al (2008) is
provided below:
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Figure 2.2 RSQS Model
Sanjaya and Richa (2006) also placed emphasis on the importance of improving service delivery
networks as they are beneficial to supplement the profits of the retail industry and enhance their
performance in the market place. They identified few determinants that are essential to keep the
quality standards at uniform level, i.e. continuous monitoring of the business level activities and
time to time assessment of staff and work force with regard to the dimensions that identify the
standards of service quality. These assessments and monitoring are necessary as the market
environment and the vulnerable demands of consumers that keep on changing from time to time.
It is necessary for retailers to keep on bringing innovativeness and suitable alterations to their
services in order to be different from other organizations and catering the competition in the
industry. For this reason, retailers keep on looking for areas in the service delivery networks that
might provide them a competitive edge over the competitors by bringing slight changes on a time
to time basis. The emergence of several retail sectors within one market segment has seen
competitors looking for providing best possible service quality to their customers and win
customer’s loyalty and satisfaction from their services (Gaur and Agarwal 2006).
Sheau and Lian (2007) discussed the service quality and customer satisfaction as a founding
pillar for organizational success and survival in its respective industry, and when it comes to
retail industry, the competition becomes more intense due to the nature of the activities in which
organizations are involved. These activities include direct interaction with the customers. Both
Sheau and Lian (2007) described quality and satisfaction as interlinked to consumers’ behavior
20
and intentions towards a service which have deep impact on the purchasing behavior of the
customers. The positive results can be the organization winning customers’ loyalty and long term
relationship, and on contrary, the negative results may reflect downwards profits causing a
debacle, merger or a takeover. Sheau and Lian (2007) also discussed some other benefits that
they can get by delivering high standards of service quality, such as positive spread of word of
mouth, which enables the organization to spend less on its marketing activities (Sheau and Lian,
2007).
A study of retail service management systems, carried out by the Chartered Institute of
Marketing (2011) utilized SERVQUAL model to measure the service quality management
systems in Tesco, Sainsbury and Asda. The study revealed the results by explaining how these
three retail giants has succeeded in the retail industry for many years. Their service delivery
mechanism and customer service initiatives has managed to attract huge customer base and
satisfying their customers’ demands by value addition and facilitating their shopping experiences
(The Chartered Institute of Marketing, 2011).
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perceive various dimensions of RSQS and how these dimensions put impact on customers’ level
of satisfaction.
However, the study conducted by the Chartered Institute of Marketing in 2011 on the service
standards practiced by Asda, Tesco and Sainsbury proves to be of similar interest as the present
study. The only major difference that apart these two studies is the measurement tools applied to
measure the service quality, i.e. the previous one used SERVQUAL model and the present study
measures perception gap by utilizing RSQS model. In this way, the present study measures those
dimensions as well that were missing in CIM’s study.
2.3 Conclusion
The theories and models presented in this chapter help the reader to understand the relation of the
aims and objectives of this study with the literature publicly available on the same context. The
research questions focus on identifying the effectiveness of service quality on consumer
behavior, which is evident from the theories presented that consumers have more tendency for
attracted towards retailers who facilitate their shopping experience by delivering superior
services.
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Chapter 3
Research Methodology
In this chapter, the researcher presents the introduction of research methodology adopted and its
nature along with the data collection techniques applied. A concise discussion on the
questionnaire and explanation of questionnaire designs is also discussed as it is the main source
of gathering primary information and required data. By the end of this chapter, readers will also
be able to understand the limitations of the methodology adopted to carry out the research work.
On other hand, the Quantitative research generally deals with numeric and statistical data and
analysis. This is a general perception that quantitative researches are more authentic and based
upon deductive approach (Balnaves and Caputi, 2001). Quantitative research heavily depends
upon the statistical assessment of numerical data and is more scientific in nature and looks for
cause and effect to build up a suitable conclusion and recommendation part. This is the reason
that quantitative research is considered more reliable than qualitative ones (Newman and Benz,
1998) )(See Appendix III, p: 66).
Taking into consideration the nature of present study, adopting a quantitative approach seems to
be a suitable option as this study makes use of RSQS model to collect data regarding the retail
23
food sector’s service quality in UK. The quantitative approach is helpful in transforming and
presents conclusive results by using the data available, which is interlinked with the
measurements and implemented numeric data. The quantitative approach is based on the numeric
and statistical facts and figures and various statistical tools are used to assess the numeric data
collected from research premises through different sources (Thomas, 2003).
The major reason for selecting RSQS model is its reliability and reputation for being the most
accurate model to measure service quality all around the world. Different sectors and industries
within service industry widely use RSQS model to keep their service standards high and make
suitable alterations to their service delivery networks when needed to keep their customer base
strong (Landrum et al. 2009).
The results and findings of this research are deduced to understand the service standards that
Tesco and Sainsbury follow in order to satisfy their customers’ demands and what further steps
they can take to improve the service quality delivered to the customers.
The researcher has utilized both secondary and primary sources to gather information and data to
develop the finding and analysis part of this study.
24
understand different tools designed for measuring service quality. After thorough understanding
of these measurement models, the researcher has chosen the most appropriate one, RSQS model,
as it suits the nature of the study.
The questionnaire is designed keeping in view the questionnaire designs that were utilized by
researchers in order to measure the service gap using RSQS model. The researcher has paid
especial consideration towards not including all the questions of the questionnaires utilized by
researchers in past. Instead, few questions are included with modifications and alterations. The
25
questionnaires that were referred to design the questionnaire of present study are cited from
Urban (2009), Nadiri and Tumer (2009) and Landrum et al. (2009).
Parasuraman et al. (1985) provided five service gaps regarding customer expectation and
customer experience. The first gap describes the difference between customer’s perception
regarding service quality and the management’s perception regarding what customers are
perceived. The second gap describes the difference between management’s perception of what
customers are expecting from service quality and the attributes of service, i.e. what company is
offering to the customers. The third gap describes the difference between actual service quality
customers are experiencing and the organization’s tendency to deliver service quality. The fourth
gap describes the difference between the service delivered to the customers and the information
about the service, i.e. what organization has promised to deliver. In the end, the fifth gap
describes the difference between customer’s perception regarding service quality and the
customer’s expectation. The present study is aimed at determining the fifth gap which is related
to customer’s perception and expectation related to the service provided to them by two
companies selected.
To find the expectancy gap, the researcher has set the value of customer expectation regarding
the service quality to 2, i.e. agree. In the section of physical appearance of the questionnaire,
respondents are asked to explain their perception regarding the physical appearance and its
effectiveness when they visit a retail food chain and what they expect. The reliability section
measures the dependency on service that the participants had expected and what they perceive of
it. The personal interaction section measures the participants’ expected assistance from the staff
and the perceived level of assistance they received. Problem solving ability section measures the
expected ability of the service to solve participants’ problems and its perceived ability. In the last
section, the questionnaire allows evaluating the difference between consumers’ perception of
policies adopted by the selected retail stores and the aim of these policies established by these
stores for facilitating consumers’ shopping experience. To measure the average perception score
for each dimension of RSQS model, the researcher uses a T-test. The reason for assuming 2 as a
constant expectation score is that the bases on which the questionnaire is based upon, provides
respondents whose expectations are met between option 1 and 2, which is ‘strongly agree’ and
‘agree’ respectively. The results collected from primary research are than compared to the mean
26
value of the responses collected against each statement and against each section of the
questionnaire. The mean values are compared with the constant value, which is 2 for this study.
If the mean value is below 2, it indicates the agreement of respondent with the statement, and if
the mean value is above 2, it indicates disagreement among respondents with the provided
statements. This approach has been used based on a previous study by Nadiri and Tumer (2009)
who used RSQS model for determining the gap between retail service quality and behavioral
intentions in order to estimate the overall level of the service quality. It is assumed that the
questionnaire might take 15 minutes for every participant to complete it. The total RSQS score is
measured step by step, first step being the calculation of Gap score for each dimension by simply
deducting expectations of the customers from the perceptions about the service quality.
3.6 Sampling
A sample is an individual, group or sub group of a large population and sampling is the process
of selecting a sample representing entire population (Fuller, 2009). Keeping in view the nature of
present study, convenient sampling technique has been used by the researcher to select valid
participants. Researcher selected convenient sampling technique not only because it is easier and
allows selection of a sample on the basis of convenient accessibility to the population, but also
because it enables the researcher to gather valuable data and trends related to the study (Castillo,
2009). The researcher selected sample size of 30 customers for each retail store.
The researcher took permission from the stores’ management to conduct survey of the
participants in the parking premises of these two stores. The researcher also took prior
permission from the participants as well and told them that their personal information would not
be disclosed under any circumstances. The researcher was present at these two locations and
conducted the survey by acquiring face-to-face permission from the participants.
3.7 Limitations
Although RSQS model is regarded as being reliable and widely used for measuring service
quality in different industries, there are critics who view this model as lacking in
interpretation and reliability over the years. The biggest criticism is that the RSQS
dimensions and its sub-dimensions are not clearly identifiable and it has limited diagnostic
27
capabilities. It is also notified that RSQS model has limited scope and is unsuitable to be
applicable in number of retail setups (Kaul 2007).
This research study uses a quantitative research methodology which may lack the
descriptive element that can be valuable for future studies on the same context.
Not everyone can understand the methodology of quantitative studies and it creates a
number of ambiguities in readers’ minds to understand the concept and ideas present in the
study to create clarity of the subject.
The researcher was allowed a very short span of time to complete the project that is why
time constraints created a number of difficulties for the researcher.
To reduce the costs of this research study, the researcher had conducted the survey at only
two locations, i.e. Tesco and Sainsbury’s in Birmingham.
A Number of participants did not have sufficient knowledge of the subject and that is why
they left many questions unfilled. There were 25 participants who had not completed the
questionnaires. These unfilled questions put deep impact on the validity and reliability of
the data collected and created sampling errors.
28
Chapter 4
4.1 Introduction
The Researcher presents the results derived from the analysis of the data gathered from primary
research. To analyze the data, researcher utilized statistical tools and models and presents the
findings to facilitate the understanding of retail service standards and impact on organizations’
performance. The findings of the study are presented in such a way that they clarify which retail
store out of these two Tesco and Sainsbury’s is able to achieve higher level of customer
satisfaction by identifying the gap between customer’s expectation of the service and the actual
service they receive. In the end, a detailed discussion is also provided by the researcher which
compares the findings of this study with the studies mentioned in literature review in order to test
the reliability of the results derived in this study.
Gap= Perception-Expectation
4.2.1 Demographics
The first part of the questionnaire is intended to inquire the respondents about their demographic
characteristics. Results derived from this section are presented below:
29
Tesco
Results collected against questions concerning respondents’ demographic attributes show that
46.7% respondents belong to the age bracket of 25-35. Respondents’ who were selected as
sample were 50% male and 50% female. The majority of the respondents were Asian and around
60% of the total respondents had been to university. Out of 30 respondents, there were 54%
respondents who are earning less than £10,000 each year and all of the respondents are regular or
loyal customers of Tesco.
Sainsbury’s
The results obtained from the similar questions at Sainsbury’s store reflected that majority of the
respondents belonged to the age group of more than 45 years. Most of the respondents at
Sainsbury’s store were female and almost 80% of the respondents were white. Out of 30
respondents, 34% studied at universities and 37% had received high school education. The
findings also tell that there were 46.7% respondents who have yearly earnings of £10,000-
£20,000.
Tesco
The results collected against the statements investigating respondents about the physical
attributes of Tesco, 43.3% of the total respondents strongly agreed that Tesco is equipped with
modern infrastructure and fixtures. There were 33.3% respondents who agreed with this
particular statement and only 6.7% strongly disagreed. When the respondents were asked about
whether the store facilitates their shopping experience with their services, 33.3% agreed and
26.7% strongly agreed with it. Also, there were 40% respondents who agreed and 26.7% strongly
agreed with the statement that the product guides, literature regarding store and shelves’ location
is useful and saves their time. There were 36.7% respondents who strongly agreed and 33.3%
agreed that the management of Tesco pays especial consideration towards the cleanliness of the
store. Another statement inquired the respondents that Tesco’s physical layout makes it easier for
30
them to find what they want. Out of 30 respondents, 53.3% agreed and 33.3% strongly agreed
with this statement. By the end of this section, respondents were asked whether the physical
structure of Tesco’s stores provide plenty of room to move around, 30% respondents agreed and
36.7% strongly agreed with it.
Sainsbury’s
The responses collected at Sainsbury’s; against the same section shows that more than half of the
respondents agreed that Sainsbury’s stores are equipped with modern technology and fixtures. In
addition, majority of the respondents were of the view that the facilities offered at Sainsbury’s
makes their shopping experience facilitating. There were 66.7% respondents who agreed with the
usefulness of the literature available at Sainsbury’s about shelves location and products available.
Another statement of this section investigated respondents about the cleanliness at Sainsbury’s
store and 60% respondents agreed, whereas another 30% respondents strongly agreed with this
statement. Out of 30 respondents, 46.7% agreed that it is easier for them to find what they want
at Sainsbury’s stores. The last statement of this section provided results which show that 46.7%
respondents agreed whereas 23.3% strongly agreed that Sainsbury’s stores are spacious.
Gap Analysis
In the following table gap is calculated by deducting the expectation from average value of
perception for first dimension, Physical attributes of the store of the RSQS. The store which has
less gap value is better than other store. The detailed calculations are done in Appendix VIII (p:
87). The gap analysis of service quality between Tesco and Sainsbury’s provides that respondents
replied positively towards Sainsbury’s, for the physical appearance of the store however the sub-
dimension convenience reflects that Tesco is better than Sainsbury’s.
Both Tesco and Sainsbury’s invest a significant amount in order to maintain and improve the
physical outlook of their stores for customers. However, the results collected in this section show
that Tesco is better as compared to Sainsbury’s.
31
4.2.3 Reliability of the Store
Statements that were provided to the respondents in this section of the questionnaire aimed at
identifying whether Tesco and Sainsbury’s keep their promises and one can expect them to
deliver superior quality services.
Tesco
The first statement of the section inquires regarding whether Tesco keeps its promise to facilitate
shopping experience and deliver standardized services. There were 33.3% respondents who
agreed along with 30% who strongly agreed with this statement. There were 36.7% such
respondents who were uncertain about it. The next statement provided results which show that
43.3% respondents agreed with the fact that Tesco delivers services when they are required.
Another 26.7% strongly agreed and similar percentage of respondents neither agreed nor
disagreed. Following this statement, the next statement aims to identify whether Tesco is
efficient or not, in delivering services on time. Out of 30 respondents, 36.7% agreed and 36.7%
strongly agreed. Last statement of the section shows that 36.7% agreed and 36.7% strongly
agreed that Tesco makes availability of products certain, at most of the time as per customers’
needs.
Sainsbury’s
Results collected at Sainsbury’s for the same section shows that 50% respondents agreed and
30% respondents were uncertain about dependability on Sainsbury’s. Half of the total
respondents agreed that Sainsbury’s keeps its services delivered on time whereas 10% strongly
agreed and 36.7% provided uncertain responses. There were 60% respondents who agreed that
Sainsbury’s is efficient in providing timely services and 20% were uncertain about it. Out of 30
respondents, 43.3% respondents agreed that products are always available at Sainsbury’s when
they are required. The second biggest group, around 24% disagreed with the idea and another
20% responded that they are uncertain regarding this.
Gap Analysis
32
Keeping in view the responses collected against this dimension, reflects that Tesco performs
better than Sainsbury’s for keeping its promises and providing services at the right time, to its
customer base ( see Appendix VIII, p:89).
From the results collected at Sainsbury’s and Tesco, majority of the respondents either agreed or
strongly agreed that both Supermarkets are efficient in keeping their promise to deliver quality
services. These results are also indicative of the fact that respondents are more in favour of Tesco
as compared to Sainsbury’s.
Tesco
The first statement of this section aims at exploring whether Tesco’s staff is trained and have
sufficient knowledge to provide answers to the customers’ queries. There were 43.3%
respondents who agreed and 26.7% strongly agreed and same percentage provided uncertain
answers to the statement. When the customers were asked about the quality of services delivered
to them, 46.7% agreed that they received quality services whereas another 23.3% strongly
agreed. There were 40% respondents who agreed that they were welcomed with courtesy at
Tesco’s store and 30% strongly agreed with it. In response to the last statement, 36.7%
respondents disagreed and 30% responded that they neither agree nor disagree that they were
paid individual attention by Tesco’s staff.
Sainsbury’s
33
Similar statements were provided to the respondents at Sainsbury’s and 53.3% respondents
agreed that store’s staff personally interact with the customers whereas 23.3% strongly agreed
with this statement. Statement investigating respondents regarding the quality of services they
received at Sainsbury’s showed that 46.7% respondents agreed and 30% strongly agreed. There
were 46.7% respondents of the perception that the staff at Sainsbury’s are courteous and 36.7%
respondents strongly agreed with it. The last statement inquired respondents about whether they
were paid individual attention by the store staff or not, and 43.3% agreed and 20% strongly
agreed with this statement.
Gap Analysis
The gap analysis of personal interaction of staff with customers shows that Tesco’s staff is well
trained and has knowledge of merchandise they offer to the customers. They have the ability to
answer customer’s queries. Responses collected for the other sub-dimension, helpfulness, reflects
that Sainsbury’s staff is more helpful to the customers than Tesco’s staff (See Appendix VIII, p:
90).
From the results collected against this section, it is clear that Tesco’s staff is less efficient than
Sainsbury’s staff.
Tesco
There were 30% respondents who agreed that Tesco never back down on returning or
exchanging merchandise whereas 36.7% strongly agreed with the statement. If merchandise is
countered with problem, 30% respondents agreed that Tesco provides sincere services to rectify
the issue or eliminate the problem. Another 33.3% respondents strongly agreed with this
34
statement whereas 26.7% responded with neither agree nor disagree option. Out of 30, 26.7%
respondents were of the view that Tesco’s staff are efficient in handling customers’ problems,
33.3% respondents strongly agreed and 26.7% provided uncertain responses.
Sainsbury’s
Respondents at Sainsbury’s were asked same statements and 50% respondents agreed with the
first statement, which investigates regarding the ability of store to return or exchange flawed
merchandise. In response to the same statement, 23.3% respondents strongly agreed as well.
There were 53.3% such respondents who agreed that each customer is provided with sincere
services if a product is countered with problems, by Sainsbury’s management. Responding to the
same statement, 16.7% respondents strongly agreed with this statement and 23.3% responded
with neither agree nor disagree option. The last statement of this section inquires about the
ability of Sainsbury’s staff to handle customers’ problems. There were 56.7% respondents who
agreed that Sainsbury’s staff is efficient in handling customers’ problems whereas 26.7% were
uncertain.
Gap Analysis
The results collected for this dimension reveal that Tesco staff has more problem solving ability
and they know effective techniques of one-on-one direct selling than Sainsbury’s (See Appendix
VIII, p: 91).
The results for this dimension give an idea that both Supermarkets provide high quality on spot
and after sales services to the customers and satisfy them at every cost. However, the gap
analysis suggests that Tesco is better than Sainsbury’s for solving customers’ problems.
35
4.2.6 Policies of the Store
Statements that are included in this section aim to explore the impact of stores’ policies on
customers’ satisfaction and the services they receive.
Tesco
The first statement helps to identify customers’ perception of products they purchase from Tesco.
Out of 30 respondents, 26.7% respondents agreed that Tesco offer products of superior quality
whereas 23.3% strongly agreed with the statement. There were 26.7% such respondents who
were uncertain regarding the statement. Second statement inquired respondents about the parking
space available at Tesco. There were 43.3% respondents who agreed and 10% who strongly
agreed with the statement. Responding to another statement, 36.7% respondents agreed that
Tesco offers flexible payment options along with 26.7% respondents who strongly agreed. Last
statement of this section inquired respondents whether they are going to recommend this store as
a good place for shopping to their relatives, friends and colleagues, and 43.3% responded that
they agree whereas 33.3% respondents strongly agreed.
Sainsbury’s
Responding to the similar statements as were asked to respondents at Tesco, 40% respondents
agreed that products offered at Sainsbury’s are superior in quality whereas 16.7% strongly agreed
and 30% respondents provided uncertain responses. There were 43.3% respondents who agreed
that the parking space provided by Sainsbury’s is sufficient. Another 40% respondents strongly
agreed with the statement. When respondents at Sainsbury’s were asked regarding perception of
store timing, 40% of them agreed and another 40% strongly agreed that Sainsbury’s timings suit
them. Out of 30, there were 43.3% respondents who agreed that Sainsbury’s offer flexible
payment options whereas 23.3% strongly agreed with the statement. Responding to the last
statement, majority of the respondents was convinced that they are going to recommend
shopping from Sainsbury’s to their colleagues or relatives.
Gap Analysis
36
This section which investigates the respondents regarding the policies of Tesco and Sainsbury’s
and their impact on providing flexible shopping experience to the customers reflects that
Sainsbury’s store policies are better than Tesco (See Appendix VIII, p: 92).
One-sample T-test has been used to measure the difference between population mean and the
sample mean which is set at 2 for measuring whether the customers are at least agree with level
of service quality measured by each dimension of the RSQS model. Table (4.6) presents the
results obtained from one sample t-test.
Null Assumption A θ: µ≥2 --->> this implies that individuals do not agree that service offered by
selected retail stores is of high quality. The µ means population mean.
Alternative Assumption A ά: µ<2 ---> this means that individuals agree that service offered by
selected retail stores is of high quality.
By comparing population means with the sample mean it is clear from the table provided below
that for statements 1, 5, 9, 20, and 22 the population mean is less than 2 for Tesco customers.
While on other hand, the population means for statements 4, 12, 13, 19, 20, and 22 for
Sainsbury’s customers is less than the sample mean 2. On the basis of this analysis, it can be
stated that the null assumption provided above can be rejected for majority of the statements
except for these mentioned statements for both companies.
37
Test Value = 2 Test Value = 2
Tesco Sainsbury’s
t df Sig. (2- Mean t df Sig. (2- Mean
tailed) Difference tailed) Difference
1 The store is 0 29 1 0 1.649 29 0.11 0.2
equipped
with modern
equipments
and fixtures.
2 Store offers 1.795 29 0.083 0.4 1.649 29 0.11 0.2
attractive
facilities.
3 Literature 1.313 29 0.199 0.267 1.651 29 0.109 0.233
available at
the store
regarding its
services and
offerings is
facilitating.
38
8 The store 0.441 29 0.662 0.067 2.567 29 0.016 0.333
keeps their
services
delivered
timely.
39
16 Each 0.724 29 0.475 0.133 1.361 29 0.184 0.2
customer is
provided
with sincere
services if a
product is
countered
with
problem.
4.4 Discussion
This section presents the conclusions to the statistical analysis of the data collected from primary
research. The Researcher has tried to build a bridge between the findings of this study with the
literature reviewed in chapter 2.
40
It is evident from the findings of this study that customers perceive service quality and standards
as an important component of their preference given to retail stores. It can be expected that
people chose the retail store which offers quality and facility at the same place. Tesco and
Sainsbury are involved in implementing strategies that focus on satisfying customers and
delivering them the service that is expected from the retail stores. Zeithaml (1988) defined
service quality as a basic necessity for attracting customers and a happy customer is one who’s
perceived service quality is delivered. Bitner and Hubert (1994) supported that the service
quality and convenience in shopping satisfies customers. Friddle et al. (2001) defined service
quality is being a resort for retail stores, where they can protect their customer base and compete
successfully in the highly competitive environment in the retail industry.
Hayes (1997) is of the view that not only service quality, but the functional performance of an
organization also adds to the satisfaction of customers. This research has identified different
dimensions of service quality with the help of RSQS model. Tesco and Sainsbury are compared
in order to determine which retail chain is performing good in order to deliver superior service
quality to the customers and retain them for a longer time period. Parasuraman et al. (1988) has
also identified 10 dimensions of service quality, which are considered to be the pillars of building
service standards. Shaw and Shiu (2003) defined consumer psychology and stated that evaluation
of alternatives at the time of making purchase decision is influenced by the functional
performance of those alternatives. Tesco and Sainsbury’s are competing in the retail industry on
the basis of their functional performance and the services offered to the customer base, which in
return makes them the leading retail stores of UK, as evident from the primary and secondary
findings of this study.
The implementation of RSQS model helps the researcher to compare the service standards and
the functional performance of Tesco and Sainsbury’s and establish which company is best
between these two. Dabholkar et al. (1996) discussed the effectiveness of RSQS in analyzing the
service quality and functional performance of retail setups. Zeithaml (1988) further stated that
perception and expectation of customers regarding these two attributes of retail setting helps
them to build the loyalty. Therefore, it is evident that Tesco and Sainsbury’s are involved in
maintaining service standards and functional performance of their business to retain customers.
41
The descriptive analysis of the data gathered from the primary research provides a clear view
that Tesco is considered to be the provider of quality services to its customers as compared to
Sainsbury’s. The one sample T-Test for the responses collected at Tesco and Sainsbury’s helps
the researcher to calculate the gap score for both retail stores. Tesco’s gap in service quality is
measured to be 3.38 whereas Sainsbury’s scored 3.85. It reflects that customers incline more
towards Tesco for its dependable and timely service deliverance and Sainsbury’s comes next to
Tesco.
Overall Gap Score = Gap Score of Physical Attributes+ Gap Score of Reliability
of the store+ Gap Score of Personal Interaction+ Gap Score of Problem Solving
Ability+ Gap Score of Store Policies
Ga
Gap p
OVERALL 3.87 OVERALL 3.48 Tesco
Table 4.7 Overall Gap Score
The table above summarizes the average gap score that each dimension of RSQS has scored in
order to measure the service quality standards at Tesco and Sainsbury’s. These scores help the
researcher to provide further explanations why Tesco has been considered superior to
Sainsbury’s among the customers.
42
4.4.2 Reliability of the Store
The analysis of reliability of both supermarkets shows that Tesco is considered to be more
efficient as compared to Sainsbury’s. Tesco proved to be best for keeping its promise to deliver
superior quality services and providing timely solutions to the customers. The overall assessment
of gap analysis reflects that Tesco leads Sainsbury’s with a gap score of (0.05) and the latter
scoring (0.41). It can be concluded that Tesco is more reliable among customers than
Sainsbury’s.
43
4.5 Summary
In this chapter, the analysis conducted in order to answer the research question set out in chapter
1, provides that the purpose of this study is fulfilled. It includes theoretical evidence to support
the primary findings by utilizing RSQS model. RSQS model helps the researcher to measure the
service quality in two retail stores namely Tesco and Sainsbury’s. The empirical findings give an
idea about how customers perceive service quality in these two retail stores by highlighting the
level of satisfaction among customers. For this reason, each dimension of RSQS model is
analyzed separately along with their sub-dimensions.
44
Chapter 5
5.1 Conclusion
The analysis carried out helps the researcher to answer the research questions and accomplish the
purpose of this study which involves practical implementation of RSQS model in order to
analyse the service standards and its different dimensions. For this reason, two retail stores have
been chosen to carry out the primary research and base the conclusion upon the data gathered
from these two retail stores by statistically analyzing it. These analyses provide the level of
satisfaction among customers, regarding the services delivered to them. It is also important to
point out that the analysis of the data gathered from primary research has enabled the researcher
to achieve the aim and objectives of this study, which is to measure the impact of service quality
on consumer behaviour.
Primary data was gathered, with the help of a survey questionnaire at Tesco and Sainsbury’s.
This data was then analyzed by using different statistical tools in order to produce a logical
finding which helps the researcher to satisfy the requirements of this dissertation. Also, it is
found that RSQS model is a valid and reliable tool for analyzing the service standards in a retail
setup.
From the empirical discussion of the findings of this study, it can be concluded that the RSQS
model provides an overall perceived level of retail store’s service quality, which is found to be
less than the expected level of service standards. These results imply that the Tesco and
Sainsbury’s have fallen short of providing service quality to their customers, which the
customers expect from them.
Although, customers are not fully satisfied with the services they receive at Tesco and
Sainsbury’s, however the results derived shows that Tesco is more reliable, efficient in delivering
quality services and meeting customers’ expectations as compared to Sainsbury’s.
45
5.2 Recommendations
Evidence from this study reflects that retail stores can still improve their service quality and
functional performance considering the different dimensions of service quality. The researcher
here provides few recommendations to retail management in order to improve the service
standards and maintain competitiveness.
1. The management of retail stores should also include merchandise which attracts those
customers who belong to the age bracket of 35-45 which are found to be least interested
in the findings of this study, in shopping at a retail store.
2. It is recommended that retail stores should implement more effective training and
development strategies in order to increase the productivity of their sales staff. They
should be taught to welcome customers with courtesy and the techniques to solve
customers’ problems.
3. Retail stores are recommended to provide a free online portal where the customers can
browse what products are available at the moment. This online portal should focus on
facilitating the shopping experience of customers.
4. Retail stores should introduce royalty cards so that the customers can get special benefits.
These benefits should include cash discounts, product warranty, reward points that can be
redeemed to acquire free merchandise. These royalty cards evoke customers to visit store
at regular intervals.
5. Stores should consider the preferences and requirements of different ethnic groups, who
live in large numbers in UK. This consideration is necessary as people from different
ethnic groups belong to different religions and has varying cultural backgrounds.
5.3 Reflection
Surveying the impact of retail stores on customers was one of the most knowledgeable academic
experiences that will have a feasible effect on the researcher’s professional career in later years.
The measures and tools used during the survey included primary sources- RSQS model and other
statistical frameworks to ensure that the researcher was able to assure that the research was
46
relevant and achieved to its objectives. During the survey, it was important to understand the
comparative context of Tesco and Sainsbury’s. Keeping in view, the competition and the
strategies for providing effective service to the customers between the chosen retails services
stores, it was complicated to undergo a large number of numeric data.
The researcher worked in a systematic manner to make sure that the conclusive aspect of the
research meets the hypotheses. In order to achieve the accuracy of numeric data, the researcher
used deduced figures (done after the follow-up of RSQS model). Along with the usage of
statistical data, the researcher considered that it was imperative to back up statements with
secondary data. It is for this purpose that researcher made use of previous studies to make sure
that diverse information account is used for achieving reliability of the survey planning that
researcher did after thorough learning.
The author of this study noted that analyzing data that was collected throughout the survey was
more crucial because deducing large numeric figures with accuracy and without flaws is a
critical task. The researcher had to keep up his/her vision set for the survey completion and for
this reason that the researcher kept a rundown of entire research procedures. Also, the writer took
several tutorials and online academic help for using RSQS and undertaking primary research.
47
introduced by retailers to their services and merchandising systems in the light of the findings of
these studies. At the same time, study of consumer behaviour towards retail stores can also help
to identify further dimensions of service quality which will help in broadening the scope of the
service structure and make improvement in it.
48
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54
Appendix I
Introduction to Organizations:
The success story of Tesco has many factors behind it. The present level of dominance and the
position of being retail market leader have been earned through a remarkable policy of
“Everything-Everywhere-Everyone”. This philosophy has enabled Tesco to ensure the provision
of every kind of products to every type of customer at every place in the region. This policy has
proved itself to be a major challenge for Sainsbury. Tesco has directed its efforts at influencing
every social class, whether it is lower, middle or upper class; Tesco has something for everyone.
In contrast, Sainsbury has mainly focused on the middle class and upper class and in doing so it
has not considered its price levels too much, but in fact has targeted its efforts on high quality
products which are at times not in everyone’s reach. In short, Sainsbury focuses on the quality
needs of its customers without paying any special consideration to the price levels of its offered
products, whereas, Tesco has aimed at focusing on saving its customers money as much as they
can while ensuring that the products are not distasteful for them (Griffith and Harmgart 2004).
55
Research Scope:
After examining the already published literature on service quality in the retail sector of UK, the
researcher gets an idea that they focused on measuring service quality and its impact on
consumer behavior. The present study is different from previous studies as it aims on comparing
the service quality standards of two retail giants, Tesco and Sainsbury, the effect of their service
quality measures on customers’ satisfaction and purchasing behavior and the aspects that make
customers’ shopping experience satisfactory in these two stores. Readers will find this study an
interesting one as the comparative analysis of service standards in Tesco and Sainsbury presents
findings from these two organizations on the basis of their measures supporting the service
quality that they want to deliver to their customers. Therefore the study will draw upon the
conclusion from these two retail sector chains that would highlight the similarities and
differences in the impact of service standards in different working conditions and environment.
Findings also, are helpful to readers as they can use information and data presented in this study
for clarify the concepts and conduct further research in this context.
56
Appendix – II
Table 2.1 Advantages and Disadvantages of Service Quality
Explanation Advantages
57
Table 2.2Advantages and disadvantages of Consumer Psychology
59
increase the service
standards
(Parasuraman et al.
1988).
60
introduced with (Dabholkar, can be because of the
modification. Thorpe and Rentz nature of different retail
Three more 1996). establishments are
dimensions were Helps to identify perceived as delivering
added to the services that are different service
SERVQUAL weak and need standards (Dabholkar,
instrument, improvement Thorpe and Rentz
namely physical (Dabholkar, 1996).
attributes Thorpe and Rentz Using RSQS model also
(appearance, 1996). creates problem when it
convenience), comes to the cultural
reliability aspects of service
(promises, doing- standards and
it-right), personal customers’ perception
interaction being influenced from
(inspiring cultural traits of the
confidence, society (Shucui 2008).
helpfulness),
problem solving
ability and
policies of the
organization
(Dabholkar,
Thorpe and Rentz
1996).
61
Appendix III
62
It uses the surroundings, subjective Using qualitative research methodology limits
information and observations to provide the scope of the study due to the detailed and
explanation to the natural setting, based upon comprehensive data obtaining techniques
the variables that the researcher has set (Yin required (Key 1997).
2003).
Allows researchers to generalize the results and The biggest disadvantage of using quantitative
enhance the conclusion by broadly studying approach is that it limits the results and scope
about the subject (Saunders, Lewis and of the study to the presentation of statistical
Thornhill 2003). data only (Yin, 2003).
63
Using quantitative approach to research Quantitative research studies are carried out in
increase the level of objectivity and reliability an artificial environment, therefore, misses the
of the results obtained (Saunders, Lewis and real world results from the conclusion (Yin,
Thornhill 2003). 2003).
Quantitative approach enables the researchers The level of reliability and validity is usually
to summarize numerous sources of information less in quantitative studies (Yin, 2003).
and makes it easier for researchers to compare
and contrast variables set and results obtained
(Saunders, Lewis and Thornhill, 2003).
Appendix IV
Survey Questionnaire
Dear Respondent,
This survey questionnaire is being conducted as a part of my MBA dissertation currently pursued
at the Staffordshire University. It is therefore requested if you can help me to evaluate the service
quality of this particular retail store considering the different dimensions of service standards
64
mention against each attribute. All you have to do is to rate the service quality in response to the
questions provided below.
There are 28 questions in this questionnaire from which 21 are related to different factors
affecting consumer shopping experience at the retail store. These statements are based on Likert
Scale which allows you to make a choice between a ranking from 1 to 5 where 1 corresponds to
Strongly Agree, 2 corresponds to Agree, 3 corresponds to Neither Agree or Disagree, 4
corresponds to Disagree and 5 corresponds to Strongly Disagree. Please tick your choice for each
statement.
The questionnaire does not collect any private information however there are some demographic
questions which will assist the researcher to summarize the findings.
If you wish to withdraw from the survey any point please contact the researcher at the following
provided contact details:
65
DEMOGRAPHICS
1) Age
[ ] 18 - 25 years [ ] 25 - 35 years [ ] 35 - 45 years [ ] Above 45
2) Gender
[ ] Male [ ] Female
3) Ethnicity
[ ] White [ ] Asian [ ] Black African/Caribbean [ ] Chinese
[ ] Others, please specify: ___________________________________
4) Education
[ ] Basic Education [ ] High School [ ] University [ ] Other
_________________
5) Income
[ ] Below £10,000 p.a. [ ] £10,000 - £20,000 p.a.
[ ] £20,000 - £40,000 p.a. [ ] Above £40,000 p.a.
PHYSICAL
Appearance
66
8) Store offers attractive facilities.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
9) Literature available at the store regarding its services and offerings is facilitating.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
Convenience
11) It is easier for customers to find what they want due to the physical layout.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
12) There is plenty of room to move around the store and browse for what customer wants.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
RELIABILITY
Promises
67
14) The store keeps their services delivered timely.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
Doing-it-Right
16) Products are always available to customers, whenever they need them.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
PERSONAL INTERACTION
Inspiring Confidence
17) Store staff knows their work and have the knowledge to answer customers’ queries.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
Helpfulness
18) Customers are provided with quality services by the store staff.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
68
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
20) Each customer is provided with individual attention by the store staff.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
PROBLEM SOLVING
22) Each customer is provided with sincere services if a product is countered with problem.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
POLICY
69
26) Store timings are flexible and convenient to all customers.
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
FINALLY
28) Would you recommend this store to your friends, family and/or colleagues?
[ ] Strongly Agree [ ] Agree [ ] Neither Agree Nor Disagree [ ] Disagree [ ]
Strongly Disagree
70
Appendix-V
5-5 sample copies of questionnaires for Tesco and Sainsbury’s are attached
here as an evidence of the survey conducted for primary research.
71
Appendix VI
Tesco Sainsbury
Tesco Sainsbury’s
Tesco Sainsbury’s
72
Tesco Sainsbury’s
Tesco Sainsbury’s
Tesco Sainsbury’s
73
74
Sainsbury’s
Tesco
Sainsbury’s
Tesco Sainsbury’s
Tesco Sainsbury’s
75
76
Sainsbury’s
Tesco
Sainsbury’s
Tesco
77
Tesco Sainsbury’s
Tesco Sainsbury’s
78
Tesco Sainsbury’s
Sainsbury’s
Tesco
Tesco Sainsbury’s
79
Tesco Sainsbury’s
80
Sainsbury’s
Tesco
Tesco Sainsbury’s
Tesco Sainsbury’s
81
Appendix VII
82
Tesco
83
Sainsbury’s
84
Appendix-VIII
BETTER
TESCO SAINSBURY PERFORME
R
Expecte
Perceived Gap Perceived Expected Gap
d
PHYSICAL
Appearance
The store is
equipped
1 with modern 2 2.00 0 2.20 2.00 0.20 Tesco
equipments
and fixtures.
Store offers
2 attractive 2.4 2.00 0.4 2.20 2.00 0.20 Sainsbury's
facilities.
Literature
available at
the store
3 regarding its 2.27 2.00 0.27 2.23 2.00 0.23 Sainsbury's
services and
offerings is
facilitating.
The
management
4 takes good 2.03 2.00 0.03 1.80 2.00 -0.20 Sainsbury's
care of the
cleanliness.
85
It is easier
for
customers to
find what
5 1.93 2.00 -0.07 2.37 2.00 0.37 Tesco
they want
due to the
physical
layout.
There is
plenty of
room to
move around
6 the store and 2.07 2.00 0.07 2.20 2.00 0.20 Tesco
browse for
what
customer
wants.
86
Reliability of the store:
The store
is efficient
in
providing
services at
the right
9 time. 1.97 2 -0.03 2.3 2 0.3 Tesco
Products
are always
available
to
customers,
whenever
they need
10 them. 2.1 2 0.1 2.8 2 0.8 Tesco
Doing-it-
Right 2.04 2 0.04 2.55 2 0.55 Tesco
87
BETTER
TESCO SAINSBURY PERFORMER
Perceived Expected Gap Perceived Expected Gap
PERSONAL INTERACTION
Inspiring Confidence
Store staff
knows their
work and
have the
knowledge
to answer
customers'
11 queries. 2.07 2 0.07 2.13 2 0.13 Tesco
Inspiring
Confidence 2.07 2 0.07 2.13 2 0.13 Tesco
Helpfulness
Customers
are
provided
with the
quality
service by
the store
12 staff. 2.17 2 0.17 2 2 0 Sainsbury's
Store staff
show
courtesy to
the
13 customers. 2.13 2 0.13 1.9 2 -0.1 Sainsbury's
Each
customer is
provided
with
individual
attention by
the store
14 staff. 2.9 2 0.9 2.33 2 0.33 Sainsbury's
88
TESCO SAINSBURY BETTER
PERFORMER
The store
shows no
hesitation in
returning or
exchanging
15 merchandise. 2.1 2 0.1 2.1 2 0.1 Same
Each
customer is
provided
with sincere
services if a
product is
countered
with
16 problem. 2.13 2 0.13 2.2 2 0.2 Tesco
Store staff is
efficient to
handle
customers'
problems on
17 their own. 2.2 2 0.2 2.3 2 0.3 Tesco
89
Policies of the store:
BETTER
TESCO SAINSBURY PERFORMER
Perceived Expected Gap Perceived Expected Gap
POLICY
Products
offered by
this store
are
superior in
18 quality. 2.57 2 0.57 2.4 2 0.4 Sainsbury's
There is a
reasonable
parking
space
available at
19 this store. 2.47 2 0.47 1.83 2 -0.17 Sainsbury's
Store
timings are
flexible
and
convenient
to all
20 customers. 1.53 2 -0.47 1.8 2 -0.2 Tesco
This store
offers
flexible
payment
21 options. 2.3 2 0.3 2.23 2 0.23 Sainsbury's
Would you
recommend
this store to
your
friends,
family
and/or
22 colleagues? 1.9 2 -0.1 1.93 2 -0.07 Sainsbury’s
90
91