PROJECT REPORT ON

To measure the service quality of Aircel

SUBMITTED TO: Mr. javaid ahmad (sp. Marketing)

SUBMITTED BY: Abas ahmad Mba 3rd Rollno: 308

Contents
Introduction Review of literature Objectives of the project Questionnaire Analysis of the project Conclusion Limitations Bibliography

Acknowledgement
It is certainly not an easy job to acknowledge in words the people, who encourage us with their kind support, knowledge and suggestion in this project. But still I would be blessed to acknowledge them because without them it was really impossible to complete the project with full satisfaction and zeal. I would like to pay our Deepest thank to the MR. JAVAID SIR played role of advisor in my repot through effective guidance, encouragement and constructive criticism. I express my sincere thanks to my parents, friends who encouraged me throughout this project and always with me.

Abasahmadganie 100352244308

Introduction Service quality

Service quality involves a comparison of expectations with performance. According to Lewis and Booms (1983) service quality is a measure of how well a delivered service matches the customers expectations. Generally the customer is requesting a service at the service interface where the service encounter is being realized, then the service is being provided by the provider and in the same time delivered to or consumed by the customer. The main reason to focus on quality is to meet customer needs while remaining economically competitive in the same time. This means satisfying customer needs is very important for the enterprises to survive. The outcome of using quality practices is: Understanding and improving of operational processes Identifying problems quickly and systematically Establishing valid and reliable service performance measures Measuring customer satisfaction and other performance outcomes

Definition :Service quality is a business administration's term and describes the degree of achievement of an ordered service. In this connection, objective and subjective service quality can be distinguished. Objective service quality is the concrete measurable conformity of a working result with the previous defined benefit; since the measurability is remarkable dependent on the definition's accuracy, a measurable quality criterion easily can turn out as a subjective one. Subjective service quality is the customers perceived conformity of the working result with the expected benefit; this perception is overlayed with the customers original imagination of the service and the service providers talent to present his performance as a good one. Moreover, a defined result can turn out as unreachable. Then the best possible achievable result would be the objective ideal result, but subjective still be an unsatisfactory result of a service. Service quality can be related to service potential, service process or service result. In this way for example, potential quality can be understood as the co-workers qualification, process quality as the speed of the generated service and result quality as how much the performance matched the customers wishes.

Criteria of service quality

Word-of-mouth, personal needs and past experience create an expected service (Expectation of the service). The perceived service will be compared with the expected service by the customer. And leads to the perceived service quality as a result. Between the expected and the perceived service can appear a gap if the perceived service does not match with the expected service. Factors which influence the appearing of the gap were found by Parasuraman, Zeithaml and Berry in 1985. Parasuraman, Zeithaml and Berry (1985) identified ten determinants of service quality that may relate to any service: Competence (Possession of the required skills and knowledge to perform the service: knowledge and skill of the contact personnel, knowledge and skill of the operational support personnel, research capability of the organization)

Courtesy (Politeness, respect, consideration and friendliness of the contact personnel: consideration for the customer's property, clean and neat appearance of public contact personnel) Credibility (Trustworthiness, believability and honesty. It involves having the customer's best interest at heart: company name, company reputation, personal characteristics of the contact personnel) Security (Freedom from danger, risk or doubt: physical safety, financial security, confidentiality) Access (Approachability and ease of contact: Service is easily accessible, waiting time to receive service is not extensive, convenient hours of operation, convenient location of service facility) Communication (Informing the customers in a language they can understand and listening to them. It may mean that the company has to adjust its language for different consumers: explaining the service itself, explaining how much the service will cost, explaining the tradeoffs between service and cost, assuring the consumer that the problem will be handled) Understanding/ knowing the customer (Making the effort to understand the customer's needs: understanding customer's specific needs, providing individualized attention, recognizing the customer) Tangibles (Physical evidence of the service: appearance of physical facilities, tools and equipments used to provide the service, appearance of personnel and communication materials, other customers in the service facility) Reliability (The ability to perform the promised service dependably and accurately: service is performed right at the first time, the company keeps its promises in accuracy in billing, in keeping records correctly and in performing the services at the designated time) Responsiveness (The willingness and/ or readiness of employees to help customers and to provide prompt service, timeliness of service: mailing a transaction slip immediately, setting up appointments quickly) Later they were reduced to five by Parasuraman, Zeithaml and Berry (1988): Tangibles (Physical evidence of the service: appearance of physical facilities, tools and equipments used to provide the service, appearance of personnel and communication materials) Reliability (The ability to perform the promised service dependably and accurately: consistency of performance and dependability, service is performed right at the first time, the company

keeps it's promises in accuracy in billing and keeping records correctly, performing the services at the designated time) Responsiveness (The willingness and/ or readiness of employees to help customers and to provide prompt service, timeliness of service: mailing a transaction slip immediately, setting up appointments quickly) Assurance (The knowledge and courtesy of employees and their ability to convey trust and confidence: competence (possession of the required skills and knowledge to perform the service), courtesy (consideration for the customer's property, clean and neat appearance of public contact personnel), trustworthiness, security (safety and confidentiality)) Empathy (The provision of caring, individualized attention to customers: informing the customers in a language they can understand, Understanding customer's specific needs, Providing individualized attention) A 6th criteria was proposed by Grnroos in 1988: recovery. It has the same effect as the junk yard strategy, which is used to support the zero defects strategy. The customer needs to stay happy. Since there are many bad services being delivered to the customer and according to latest researches 12 good service encounters are needed to make up a bad one, the criteria recovery can play an important role.

Models of service quality

There are two main models: Service Quality Model of Grnroos Grnroos says that the expectations of the customer depend on the 5 determinants market communication, image, word of mouth, customer needs and customer learning. Experiences depends on the techniqal quality (what/ outcome) and the functional quality (how/process), which are filtered through the image (who). Both expectations and experiences can create a perception gap.

GAP Model of Parasuraman, Zeithaml and Berry The model says that the expected service is influenced by the word-of-mouth, the personal needs , past experience and also by the external communication to customers. A perception gap can appear between the expected service and the perceived service. This gap is called the GAP 5 (also called the service quality gap), it occurs if the customer is not satisfied and depends on the other 4 gaps.

The perceived quality depends on the external communication to customers and the service delivery. The GAP 4 (also called the communication gap) is appearing between the external communication to customers and the service delivery. It appears when promises do not match the delivery. The service delivery depends on the service quality specifications. If they are not match each other the GAP 3 (also called the service performance gap) appears. The service quality specifications depends on the management perceptions of customer expectations, where the management perceptions of customer expectations influence the external communication to customers. The GAP 2 (also called the standards gap) occurs between the management perceptions of customer expectations and the service quality specifications if the wrong quality standards were consulted. The biggest gap, the GAP 1 (also called the marketing information gap) occurs between the management perceptions of customer expectations and the expected service. It appears because the service provider does not know what the customer expect.

Key factors contributing to the gaps

GAP 1: Not knowing what customers expect: Lack of marketing research orientation Inadequate upward communication Too many levels of management GAP 2: The wrong service quality standards: Inadequate management commitment to service quality Perception of infeasibility Inadequate task standardization Absence of goal setting GAP 3: Service performance gap: Employee role ambiguity Employee role conflict Poor Employee job fit

Poor Technology job fit Inappropriate evaluation and reward systems Lack of empowered service employees Lack of teamwork GAP 4: When promises do not match delivery: Inadequate horizontal communication Tendency to overpromise GAP 5: customer satisfaction: depends on gap 1-5 The greater the gap the lower the customer satisfaction, because expectation and perception do not match.

Quality measurement
Quality measurement is separated in subjective and objective processes, at which mostly the customers satisfaction is being measured. Measuring the customers satisfaction is an indirect way to measure quality. Objective processes are being subdivided into primary and secondary processes: During primary processes, test buyings from silent shoppers are being made or normal customers are being watched. During secondary processes quantifiable enterprise numbers like amount of complaints or the amount of given back goods are being analyzed, and with this information conclusions to quality can be drawn. Subjective processes are being subdivided into characteristic orientated, incident orientated and problem orientated processes. To the characteristic focused processes counts the SERVQUAL method To the incident focused processes counts the Critical Incident Theory To the problem focused processes counts the Frequenz Relevanz Analyse (german)

The most important and most used process to measure service quality is the SERVQUAL method.
Measuring the quality of the service

The traditional orientation of measuring the quality is quantifiable terms of its collection and use no longer offers attainable goals; or does it adequately address the campus community's demands for information. New ways to conceive of and measure quality in service industry is needed--and alternate approaches emerge in the business sector where organizations are increasingly evaluated in terms of their service quality. The primary focus of a service industry is service, and service quality is the most studied topic in marketing research during the past decade. A repeated theme in the marketing literature is that service quality, as perceived by consumers, is a function of what customers expect and how well the firm performs in providing the service. Among the most popular assessments tools of service quality is SERVQUAL, an instrument designed by the marketing research team of Berry, Parasuraman, and Zeithaml (PB&Z). Through numerous qualitative studies, they evolved a set of five dimensions which have been consistently ranked by customers to be most important for service quality, regardless of service industry. These dimensions are defined as follows: Tangibles appearance of physical facilities, equipment, personnel, and communication materials; Reliability ability to perform the promised service dependably and accurately; Responsiveness willingness to help customers and provide prompt service; Assurance knowledge and courtesy of employees and their ability to convey trust and confidence; Empathy the caring, individualized attention the firm provides its customers. ServQual Methodology Measuring customer satisfaction is a critical requirement for many organizations, but it does not need to be a painful one. T.S.P.G. offers a very useful process for measuring the overall customer satisfaction of an organization through the ServQual Methodology. Originally developed by leading customer satisfaction researchers Valarie Zeithaml, A. Parasuraman and Leonard Berry (Delivering Quality Service, Free Press: 1990), the ServQual Methodology is an invaluable tool for organizations to better understand what customers value and how well their current organizations are meeting the needs and expectations of customers. ServQual provides a benchmark based on customer opinions of an excellent company, on your company, on the importance ranking of key attributes, and on a comparison to what your employees believe customers feel.

It provides detailed information about: customer perceptions of service (a benchmark established by your own customers); your performance levels as perceived by customers; customer comments and suggestions; impressions from employees with respect to customers expectations and satisfaction. ServQual has proven to be a simple yet effective tool for many organizations. click here for the 22 statements which are widely being used by the companies

the problems faced by most of the service industries during the implementation of the SERVQUAL are stated below along with their solutions Service quality GAP The GAP prevailing between the service and the quality is stated as follows The general questionnaire format which is being popularly used by various service industries is Quality Dimension Samples of questions to ask Tangibles: Appearance of physical facilities, equipment, personnel, printed and visual materials Are facilities attractive? Are staff dressed appropriately? Are written materials easy to understand? Does technology look modern? Reliability: Ability to perform promised service dependably and accurately If a response is promised in a certain time, does it happen? Are exact specifications of client followed? Are statements or reports free of error? Is service performed right the first time? Is level of service same at all times of day and for all members of staff? Responsiveness: Willingness to help customers to provide prompt service When there is a problem, does organization respond to it quickly? Are staff willing to answer client questions? Are specific times for service accomplishments given to client? Are public situations treated with care and seriousness? Competence: Possession of required skill and knowledge to perform servide Can staff provide

service without fumbling around? Are materials provided appropriate and up to date? Can staff use the technology quickly and skillfully? Does staff appear to know what they are doing? Courtesy: Politeness, respect, consideration and friendliness of contact personnel Does staff member have a pleasant demeanor? Does staff refrain from acting busy or being rude when clients ask questions? Are those who answer the telephone considerate and polite? Do staff observe consideration of the property and values of clients? Credibility: Trustworthiness, believability, honesty of the service provider Does service organization have a good reputation? Do staff members refrain from pressuring the client? Are responses given accurate and consistent with other reliable sources? Does the organization guarantee its services? Security: Freedom from danger, risk, or doubt Is it safe to enter the premises and to use the equipment? Are documents and other information provided for the client held securely? Are use records of clients safe from unauthorized use? Can client be confident that service provided was done correctly? Access: Approachability and ease of contact. How easy is it to talk to knowledgeable staff member when client has a problem? Is it easy to reach the appropriate staff person o in person? o by telephone? o by email? Are service access points conveniently located? Communication: Listening to customers and acknowledging their comments; Keeping customers informed in a language they can understand. When client contacts service point, will staff person listen to their problem and demonstrate understanding and concern? Can staff explain clearly the various options available to a particular query? Do staff avoid using technical jargon when speaking with clients? Does staff member call if a scheduled appointment will be missed? Understanding the Customer: Making the effort to know customers and their needs. Does someone on staff recognize each regular client and address them by name?

 Do staff try to determine what client's specific objectives are? Is level of service and cost of service consistent with what client requires and can afford? Are service providers flexible enough to accommodate to client's schedule?

Review of the litrature

Objectives
1. To know the customer perception about the service quality of aircel.

2. To know the customer expectation about the service quality of aircel.

3. To find the gap between the consumer perception and expectation.

questionare
(Perceptions and expectations of service quality)
Perceptions:1.Perceptions statements in the reliability dimension:Strongly Disagree 1. When Aircel Company promises to do Something by a certain time, it does so. 2. When you have a problem, Aircel company Shows a sincere interest in solving it. 3. Aircel company performs the service right the first time. 4. Aircel company provides its service at the promises to do so. 5. Aircel company insists on error free records. 1 2 3 Strongly Agree 4 5

2.Statements in the responsiveness dimentions:6. Aircel company keeps customers Informed About when services will be performed. 7. Employees in Aircel company gives you Prompt service. 8. Employees in Aircel company are always Willing to help you 9. Employees in Aircel company are never Too busy to respond to your request.

1 1

2 2

3 3

4 4

5 5

3.Statements in the assurance dimension:-

10. The behaviour of employees in aircel Company instils confidence in you. 11. You feel safe in your transactions with Aricel company. 12. Employees in aircel company are cons-istently courteous with you. 13. Employees in Aircel company have the Knowledge to answer your questions.

4.Statement in the empathy dimension:14. Aircel company gives you individual Attention. 15. Aircel company has employees who give Your personal attention. 16. Aircel company has your best interest At heart. 17. Employees of aircel company understand Your specific needs 18. Aircel company has operating hours that Are convenient to all its customers.

5.Statement in the tangibles dimensions:19. Aircel company has modern - looking Equipment. 20. Aircel companys physical facilities are Visually appealing. 21. Aircel companys employees appear Neat.

1 1

2 2

3 3

4 4

5 5

22. Materials associated with the service (such as pamphlets or statements) are Visually appealing at aircel company

EXPECTATIONS:1.expectations statements in the reliability dimension:Strongly Disagree 1. When the Aircel company promises to Do something by a certain time they Will do so. 2. When a customer has a problem, Aircel Company will Show a sincere interest in solving it. 3. Aircel company will perform the service right the first time. 4. Aircel company will provide its service at the Time it promises to do so. 5. Aircel company will insist on error free records. Strongly Agree

2.Statements in the responsiveness dimentions:6. Aircel company will keep customers Informed About when services will be formed. 7. Employees in Aircel company will give Customers Prompt service. 8. Employees in Aircel company will always Be Willing to help customers 9. Employees in Aircel company are never Too busy to respond to customers request.

3.Statements in the assurance dimension:10. The behaviour of employees in aircel Company wil instil confidence in customers. 11. customers of aircel company will feel safe in their transactions with Aircel company. 12. Employees in aircel company will be cons-istently courteous with customers. 13. Employees in Aircel company will have the Knowledge to answer customers questions. 1 2 3 4 5

4.Statement in the empathy dimension:14. Aircel company will give customer individual Attention. 15. Aircel company will have employees who give customers personal attention. 16. Aircel company will have the customers best interests At heart. 17. The Employees of aircel company will understand the specific needs of customers. 18. Aircel company will have operating hours convenient to all their customers. 1 2 3 4 5

5.Statement in the tangibles dimensions:19. Aircel company will have modern looking Equipments. 20. The physical facilities at Aircel company will be Visually appealing. 21. Employees at Aircel company will be neat in appearance. 1 2 3 4 5

22. Materials associated with the service (such as pamphlets or statements) will be Visually appealing at aircel company

Analysis

Chart Title

gap -15%

perception 35%

expection 50%

Chart Title
perception expection gap

1189

1689

perception expection -500 gap

Chart Title
gap -12% perception 38%

expection 50%

Chart Title

gap -15%

perception 35%

expection 50%

Chart Title
gap -9%

perception 41%

expection 50%

Overall chart :-

Chart Title
ex per gap

-20%

50%

30%

Conclusion
After doing analysis on the research work being conducted to measure the service quality of Aircel, it has been found that 1. The quality of the service provided by the aircel company is poor in the areas of responsiveness, tangibility, empathy, cooperation, reliability . 2.whatever the customer expects is not fulfilled/provided by the company as a result customer expectations are higher than perceptions. 3. The overall gap between customer perception and expectation is -20% i.e given by perception expectation=gap 30% - 50%=20%

Limitations:

There are following constraints of the study which can be explained as:

The time of research was short due to which many facts have been left untouched

Sample for the study taken is of only 200 consumers. Which can also act as a constraint in the study?

While collecting data some of the respondents are not willing to fill the questionnaire, so they might not fill their true behavior. This can also be a constraint of the study.

Bibliography

Service marketing by: Valarie a zeithmal Mary jo bitner Dwayne d gremler Ajay pandit

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