THE GAP BETWEEN EXPECTED AND ACTUAL SERVICE QUALITY OF ORGANIZED RETAIL STORES IN HYDERABAD

<h1>THE GAP BETWEEN EXPECTED AND ACTUAL SERVICE QUALITY OF ORGANIZED RETAIL STORES IN HYDERABAD</h1>Author: <a title="Suresh Kandulapati" href="http://www.articlesbase.com/authors/suresh-kandulapati/255350.htm">Suresh Kandulapati</a> THE GAP BETWEEN EXPECTED AND ACTUAL SERVICE QUALITY OF ORGANIZED RETAIL STORES IN HYDERABAD   ABSTRACT   This study assesses the gap between expected and actual service quality of retail stores in Hyderabad.  Improving service quality is believed to improve profitability and enhance retail store performance. Such improvements however, require monitoring and continuous measurement of performance along service dimensions that determine standards of service quality. Majority of the retail stores in Hyderabad are operating the stores approximately up to the satisfaction level of their customers. Broadly, customers found no difference between their expected service quality and actual service quality of retail stores in Hyderabad.   INTRODUCTION The organized retailing is growing faster in the big Tier I cities viz., Delhi, Chennai, Mumbai, Bangalore and Hyderabad, as well as in Tier II & III cities. Still, the organized retail sector in India is at a very nascent stage and its market share is around 4% of the total market. Though, organised retail look big and growing, it is lag behind the traditional stores in satisfying a customer. Street corner mom n pop store give the benefit of accessibility along with the convenience of home delivery (even for a single unit purchase), top of which it also provides petty credit to its customers. There is a sense of trust shared between the customer and shopkeeper which in some cases come over generations of purchases. Still organized retail is not able to dent into the unorganized retail market , as they still radiate a feeling of being expensive and instigating loose buying ( especially in Tier 2 & 3 cities ).  Therefore the present study focused on the assessment the gap between expected and actual service quality of organized retail stores in Hyderabad.   Improving service quality is believed to improve profitability and enhance retail store performance. Such improvements however, require monitoring and continuous measurement of performance along service dimensions that determine standards of service quality. This study assesses the service quality of retail stores in Hyderabad with special reference on expected and actual service quality.     Service Quality  Juran (1999) defines customer led quality as, “feature of products which meet customer’s needs and thereby provide satisfaction”, and service quality relates to meeting customers’ needs, ‘perceived service quality’ is identified to understand the consumer. Zeithaml (1987) defined perceived quality as ‘the consumers’ judgment about an entity’s overall excellence or superiority’, which can be viewed as distinct from ‘objective’ quality in as much as it is a form of attitude, related in part to satisfaction, and resulting from a comparison of expectations with perceptions of performance.   Measuring Service Quality  Service quality is a concept that has aroused considerable interest and debate in the research literature because of the difficulties in both defining it and measuring it with no overall consensus emerging on either. There always exists an important question: Why should service quality be measured? Measurement allows for comparison before and after changes, for the location of quality related problems and for the establishment of clear standards for service delivery.   Five – Dimensions of Service Quality Dabholkar (1996) developed the Retail Service Quality Scale (RSQS) to study retailing-related dimensions. The scale that has high construct reliability and validity in measuring service quality in a department store includes: <ul> <li>Physical Aspects</li> <li>Reliability </li> <li>Personal Interaction</li> <li>Problem-Solving</li> <li>Policy</li> </ul>   RESEARCH METHODOLOGY The purpose of the study is to assess the gap between expected and actual service quality of organized retail stores of Hyderabad.  Accordingly, the study has the following objectives: <ul> <li>To investigate the dimensions of service quality related to the retail sector in general.</li> <li>To identify the service the service quality differences between the expected service and perceived services of retail stores in Hyderabad.</li> </ul>     Sampling Method and Sample Size Simple random and convenience sampling was applied. Data was collected from the customers of various retail stores in Hyderabad. Data Collection  The primary data was collected from 100 customers by administering a structured questionnaire. The secondary data was collected from various journals, magazines, and websites. The collected data was analyzed by using statistical tools such as mean and weighted averages. The attributes of each dimension is analyzed in detail.   Methods and Statistical Tools used The RSQS scale was applied to measure five-dimensions of service quality viz., Physical Aspects, Reliability, Personal Interaction, Problem-Solving Capacity and Empathy.   Likert five –point scale was also employed for the study. Respondents were asked to evaluate parameters on overall service quality in a five-point scale anchored at ‘strongly disagree’ and ‘strongly agree’. The questionnaire consists of 15 statements on expectations and 15 statements on perceptions. On comparing the two aspects like expectations and actual service encountered, one can know the gap. To test the hypothesis ?2-test is applied in appropriate context.           Dimensions The following sub-dimensions were included in the questionnaire: Physical Aspects <ol> <li>  <ul> <li>This store has modern-looking equipment and fixtures.</li> <li>The physical facilities at this store are visually appealing.</li> <li>Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing.</li> <li>This store has clean, attractive, and convenient public areas (restrooms, fitting room).</li> <li>The store layout makes it easy for customers to find what they need.</li> <li>The store layout makes it easy for customers to move around the store.</li> </ul> </li> </ol>   Reliability <ul> <li>When this store promises to do something by a certain time, it will do so.</li> <li>This store insists on error-free sales transactions and records.</li> </ul>   Personal Interaction <ul> <li>Employees in this store give prompt service to customers.</li> <li>Employees in this store are never too busy to respond to customer’s requests.</li> <li>Employees in this store are consistently courteous with customers.</li> </ul>   Problem-Solving Capacity <ul> <li>When a customer has a problem, this store shows a sincere interest in solving it.</li> <li>Employees of this store are able to handle customer complaints directly and immediately.</li> </ul> Empathy <ul> <li>This store offers high quality merchandise.</li> <li>This store gives customers individual attention.</li> </ul>   Hypothesis The current study presumed that there is no significant difference between the expected and actual service quality of retail stores in Hyderabad. Further it is assumed that there is no significant difference between expected physical aspects, reliability, personal interaction, problem solving and empathy and actual physical aspects, reliability, personal interaction, problem solving and empathy.   Demographic Profile of Respondents Gender  The majority of respondents (86%) were male (Table 1).   Gender Frequency Percentage Male 86 86% Female 14 14% Total 100 100% Table 1: Gender                                                               Figure 1: Gender           Source: Primary data   Income Status The respondents were from all income groups (Table 2). The majority of respondents (52%) were from the income group of 10001-20000. Table 2: Income Status Income Range Male Female Total Up to Rs. 5000 12 2 14 Rs. 5001-10000 16 2 18 Rs. 10001-15000 20 6 26 Rs. 15001-20000 24 2 26 Rs. 20001-25000 10 0 10 Above Rs. 25000 4 2 6 Total 86 14 100 Source: Primary data Figure 2: Income Status   Physical Aspects  Table 5 shows that materials associated with retail store’s services (such as shopping bags, catalogs, or statements) are visually appealing. The respondents feel that modern-looking equipment and fixtures, physical facilities, the ambience and store layout are up to the mark.   Table 3: Expected physical Aspects Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total Number of Respondents   The store has modern-looking equipment and fixtures (A) 0 10 26 42 22 100 The physical facilities at this store are visually appealing (B) 0 12 14 62 12 100 Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing (C) 2 12 34 40 12 100 The store has clean, attractive, and convenient public areas (restrooms, fitting room) (D) 2 12 20 42 24 100 The store layout at this store makes it easy for customers to find what they need (E) 6 2 28 46 18 100 The store layout at this store makes it easy for customers to move around the store (F) 0 6 24 42 28 100 Total 10 54 146 274 116 600 Source: Primary data Figure 3: Expected physical Aspects Table 4: Actual physical Aspects Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   The store has modern-looking equipment and fixtures (A) 0 10 40 40 10 100 The physical facilities at this store are visually appealing (B) 0 22 18 54 6 100 Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing (C) 6 4 36 42 12 100 The store has clean, attractive, and convenient public areas (restrooms, fitting room) (D) 6 22 30 24 18 100 The store layout at this store makes it easy for customers to find what they need (E) 0 8 36 42 14 100 The store layout at this store makes it easy for customers to move around the store (F) 2 12 32 42 12 100 Total 14 78 192 244 72 600 Source: Primary data Figure 4: Actual physical Aspects         Table 5: Physical Aspects Parameters Expected service (E) (weighted average) Actual Service (A)  (weighted average) Difference (E-A) (weighted average) The store has modern-looking equipment and fixtures (A) 3.76 3.50 0.26 The physical facilities at this store are visually appealing (B) 3.74 3.44 0.30 Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing (C) 3.48 3.50 -0.02 The store has clean, attractive, and convenient public areas (restrooms, fitting room) (D) 3.74 3.26 0.48 The store layout at this store makes it easy for customers to find what they need (E) 3.68 3.62 0.06 The store layout at this store makes it easy for customers to move around the store (F) 3.92 3.50 0.42 Source: Primary data   Figure 5: Physical Aspects   Null Hypothesis There is no significant difference between expected and actual physical aspects.    By applying Chi-square test, the table value for 5 degrees of freedom at 5% level of significance is 11.07. The calculated value of ?2 0.9996 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected physical aspects”.   Reliability Table 8 shows that there is no remarkable difference between expected and actual reliability with reference to time management and error-free sales transactions and records by the retail stores.       Table 6: Expected Reliability Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   When this store promises to do something by a certain time, it will do so (A) 4 4 26 40 26 100 This store insists on error-free sales transactions and records (B) 2 8 20 44 26 100 Total 6 12 46 84 52 200 Source: Primary data   Figure 6: Expected Reliability         Table 7: Actual Reliability Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents     When this store promises to do something by a certain time, it will do so (A) 10 18 34 32 6 100 This store insists on error-free sales transactions and records (B) 2 10 42 36 10 100 Total 12 28 76 68 16 200 Source: Primary data Figure 7: Actual Reliability         Table 8: Reliability Parameters Expected service (E) (weighted average) Actual Service (A)  (weighted average) Difference (E-A) (weighted average) When this store promises to do something by a certain time, it will do so (A)   3.80   3.06 0.74 This store insists on error-free sales transactions and records (B) 3.84 3.42 0.42 Source: Primary data   Figure 8: Reliability   Null Hypothesis There is no significant difference between actual and expected reliability by customers.   By applying Chi-square test, the table value for 1 degrees of freedom at 5% level of significance is 3.841. The calculated value of ?2 0.663 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected reliability”.   Personal Interaction From Table 11 it is clear that the customers feel that employees are consistently courteous with customers. 26 percent of the respondents strongly agreed that the employees in the stores give prompt service to customers. Similarly, 26 percent of the respondents strongly agreed that the employees in the stores are consistently courteous with customers. 28 percent of the respondents strongly agreed that employees in the stores are never too busy to respond to customer’s requests.   Table 9: Expected Personal Interaction Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   Employees in this store give prompt service to customers (A) 4 4 24 42 26 100 Employees in this store are consistently courteous with customers (B) 2 12 22 38 26 100 Employees in this store are never too busy to respond to customer’s requests (C) 0 12 20 40 28 100 Total 6 28 66 120 80 300 Source: Primary data Figure 9: Expected Personal Interaction   Table 10: Actual Personal Interaction Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   Employees in this store give prompt service to customers (A) 2 16 20 48 14 100 Employees in this store are consistently courteous with customers (B) 2 10 38 36 14 100 Employees in this store are never too busy to respond to customer’s requests (C) 2 18 26 34 20 100 Total 6 44 84 118 48 300 Source: Primary data Figure 10: Actual Personal Interaction Table 11: Personal Interaction Parameters Expected service (E) (in terms weighted average) Actual Service (A)  (in terms weighted average) Difference (E-A) (in terms weighted average) Employees in this store give prompt service to customers (A) 3.82 3.56 0.26 Employees in this store are consistently courteous with customers (B) 3.74 3.50 0.24 Employees in this store are never too busy to respond to customer’s requests (C) 3.84 3.52 0.32 Source: Primary data   Figure 11: Personal Interaction   Null Hypothesis There is no significant difference between actual and expected personal interaction of executives with customers.   By applying Chi-square test, the table value for 2 degrees of freedom at 5% level of significance is 5.991. The calculated value of ?2 0.971 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected personal interaction of executives with customers”.   Problem-Solving Capacity Table 14 shows that sales persons are able to handle customer complaints directly and immediately. 48% of the respondents are strongly agreed that employees of the store are able to handle customer complaints directly and immediately. 34% of the respondents are agreed that when a customer has a problem, the store shows a sincere interest in solving it. Table 12: Expected Problem-Solving Capacity Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   When a customer has a problem, this store shows a sincere interest in solving it (A) 2 4 28 34 20 100 Employees of this store are able to handle customer complaints directly and immediately (B) 0 8 10 34 48 100 Total 2 12 38 68 68 200 Source: Primary data           Figure 12: Expected Problem-Solving Capacity       Table 13: Actual Problem-Solving Capacity Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   When a customer has a problem, this store shows a sincere interest in solving it (A) 6 16 26 32 20 100 Employees of this store are able to handle customer complaints directly and immediately (B) 4 32 12 26 26 100 Total 10 48 38 58 46 200 Source: Primary data   Figure 13: Actual Problem-Solving Capacity   Table 14: Problem-Solving Capacity Parameters Expected service (E) (weighted average) Actual Service (A)  (weighted average) Difference (E-A) (weighted average) When a customer has a problem, this store shows a sincere interest in solving it (A) 3.90 3.44 0.46 Employees of this store are able to handle customer complaints directly and immediately (B) 4.22 3.70 0.52 Source: Primary data         Figure 14: Problem-Solving Capacity   Null Hypothesis  There is no significant difference between actual and expected customer problem solving capacity to store executives.   By applying Chi-square test, the table value for 1 degrees of freedom at 5% level of significance is 3.841. The calculated value of ?2 0.731 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected customer problem solving capacity to store executives”.   Empathy According to Table 17, the qualities of merchandise are up to mark and employees are giving individual attention to the customers. 34% of the respondents are agreed that the store offers high quality merchandise. Similarly, 34% of the respondents also agreed that the store gives customers individual attention.       Table 15: Expected Empathy Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   The store offers high quality merchandise (A) 6 8 34 34 18 100 This store gives customers individual attention (B) 2 18 26 34 20 100 Total 8 26 60 68 38 200 Source: Primary data   Figure 15: Expected Empathy     Table 16: Actual Empathy Parameters Strongly Disagree Disagree Neutral Agree Strongly Agree Total   Number of Respondents   The store offers high quality merchandise (A) 6 10 34 46 4 100 This store gives customers individual attention (B) 8 18 24 32 18 100 Total 14 28 58 78 22 200 Source: Primary data   Figure 16: Actual Empathy             Table 17: Empathy Parameters Expected service (E) (in terms weighted average) Actual Service (A)  (in terms weighted average) Difference (E-A) (in terms weighted average) The store offers high quality merchandise (A) 3.50 3.32 0.18 This store gives customers individual attention (B) 3.52 3.34 0.18 Source: Primary data Figure 17: Empathy Null Hypothesis There is no significant difference between actual and expected store empathy. By applying Chi-square test, the table value for 1 degrees of freedom at 5% level of significance is 3.841. The calculated value of ?2 0.892 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected store empathy”. FINDINGS <ul> <li>The materials associated with retail store’s services (such as shopping bags, catalogs, or statements) are visually appealing. The respondents feel that modern-looking equipment and fixtures, physical facilities, the ambience and store layout are up to the mark. It can also found that there is no significant difference between actual and expected physical aspects.</li> <li>There is no remarkable difference between expected and actual reliability with reference to time management and error-free sales transactions and records by the retail stores. Further it is found that there is no significant difference between actual and expected reliability.</li> <li>The customers feel that employees are consistently courteous with customers. 26 percent of the respondents strongly agreed that the employees in the stores give prompt service to customers. Similarly, 26 percent of the respondents strongly agreed that the employees in the stores are consistently courteous with customers. 28 percent of the respondents strongly agreed that employees in the stores are never too busy to respond to customer’s requests. It can also found that there is no significant difference between actual and expected personal interaction of executives with customers.</li> <li>Sales persons are able to handle customer complaints directly and immediately. 48% of the respondents are strongly agreed that employees of the store are able to handle customer complaints directly and immediately. Similarly, 34% of the respondents are agreed that when a customer has a problem, the store shows a sincere interest in solving it. Further it is also found that there is no significant difference between actual and expected customer problem solving capacity to store executives. </li> <li>The qualities of merchandise are up to mark and employees are giving individual attention to the customers. 34% of the respondents are agreed that the store offers high quality merchandise. Similarly, 34% of the respondents also agreed that the store gives customers individual attention. It is also found that there is no significant difference between actual and expected store empathy.</li> </ul>   CONCLUSION Majority of the retail stores in Hyderabad are operating the stores approximately up to the satisfaction level of their customers. Broadly, customers found no difference between their expected service quality and actual service quality. Also majority of the customers strongly agreed that the physical facilities associated with the retail stores are visually appealing, there is good reliability, employees are consistently courteous, sales persons handle complaints effectively and the quality of merchandise are satisfactory. SUGGESTIONS Though, the current study revels that organized retail stores are operating up to the desired level of its customers, still they are lag behind the traditional stores in attracting and satisfying a customer. Some of the main tips for the modern retail sector to attract all types of customers are: i. Small sized retail stores along with more accessibility and convince of home delivery even for a single unit purchase.   ii. The employees and management should be well versed with local language, they should give common attention towards the customers irrespective of their economic and social status.   iii. The direction and information boards should be written in local language.   iv. The stores should take steps to minimize the waiting time of the customers before the billing line and delivery line etc.   v. The employees should pay attention always while inviting customer to enhance the sense of trust shared between the customer and the store, which in some cases come over generations of purchases.               THE GAP BETWEEN EXPECTED AND ACTUAL SERVICE QUALITY OF ORGANIZED RETAIL STORES IN HYDERABAD   Please note that this research is being conducted purely in the interests of academic research and is not funded by any institute. Respondent’s details or responses will be analyzed; information will not be forwarded to any for commercial purposes. Personal data provided by respondents will be processed and kept confidential.   Section A: Demography of Respondent   <ol> <li>Name: -----------------------------------------------------------------------------</li> <li>Gender: i. Male (  )     ii. Female (  ) </li> <li>Age: -----------------------------------</li> <li>Marital Status:  i. Married (  )           ii. Unmarried ( )</li> <li>Occupation:</li> <li>Income Category: </li> </ol><ol> <li>Up to Rs. 5,000</li> <li>Rs. 5,001-10,000</li> <li>Rs. 10,001-15,000</li> <li>Rs. 15,001-20,000</li> <li>Rs. 20,001-25,000</li> <li>Above Rs. 25,000</li> </ol>   Section B: Please express your opinion on the following questions regarding a ‘More Retail Store’ by marking an appropriate number.   Strongly Disagree Disagree Neutral Agree Strongly Agree 1. The store has modern-looking equipment and fixtures.   1   2   3   4   5 2. The physical facilities at the store are visually appealing.   1   2   3   4   5 3. Materials associated with store’s service (such as shopping bags, catalogs, or statements) are visually appealing.   1   2   3   4   5 4. The store has clean, attractive, and convenient public areas (try rooms, fitting room)   1   2   3   4   5 5. The store layout makes it easy for customers to find what they need.   1   2   3   4   5 6. The store layout makes it easy for customers to move around the store.   1   2   3   4   5 7. When the store promises to do something by a certain time, it will do so.   1   2   3   4   5 8. The store insists on error-free sales transactions and records.   1   2   3   4   5 9. Sales person in the store give prompt service to customers.   1   2   3   4   5 10. Sales person in the store are consistently courteous with customers.   1   2   3   4   5 11. Sales person in the store are never too busy to respond to customer’s requests.   1   2   3   4   5 12. The store offers high quality merchandise.   1   2   3   4   5 13. The store gives customers individual attention.   1   2   3   4   5 14. When a customer has a problem, the store shows a sincere interest in solving it.   1   2   3   4   5 15. Sales person of the store are able to handle customer complaints directly and immediately.   1   2   3   4   5   Section C: Please express your opinion on the following questions regarding a Retail Store by marking an appropriate number.     Strongly Disagree Disagree Neutral Agree Strongly Agree 1. A Retail store should have modern-looking equipments and fixtures.   1   2   3   4   5 2. The physical facilities at a Retail store should be visually appealing.   1   2   3   4   5 3. Materials associated with a Retail store’s service (such as shopping bags, catalogs, or statements) should be visually appealing.   1   2   3   4   5 4. A Retail store must have cleaned, attractive, and convenient public areas (try rooms, fitting room).   1   2   3   4   5 5. The store layout at a Retail store should make it easy for customers to find what they need.   1   2   3   4   5 6. The store layout at a Retail store should make it easy for customers to move around the store.   1   2   3   4   5 7. When a Retail store promises to do something by a certain time, it should do so.   1   2   3   4   5 8. A Retail store must insist on error-free sales transactions and records.   1   2   3   4   5 9. Sales persons in a Retail store should give prompt service to customers.   1   2   3   4   5 10. Sales persons in Retail store should never too busy to respond to customer’s requests.   1   2   3   4   5 11. Sales persons in a Retail store should be consistently courteous with customers.   1   2   3   4   5 12. A Retail store should give customers individual attention.   1   2   3   4   5 13. A Retail store should offer high quality merchandise.   1   2   3   4   5 14. When a customer has a problem, Retail store’s person must show a sincere interest in solving it.   1   2   3   4   5 15. Sales person of Retail store should be able to handle customer complaints directly and immediately.   1   2   3   4   5   References           <ol> <li>Dr. S. V. Pathak, Aditya P. Tripathi (2009), “Customer Shopping Behavior Among Modern Retail Formats: A Study of Delhi & NCR”, Indian Journal of Marketing, February, 2009, pp. 3 – 12.</li> <li>Dabholkar P A, Thorpe D I and Rentz J O (1996), “A Measure of Service Quality for Retail Stores: Scale Development and Validation”, Journal of the Academy of Marketing Science, Vol. 24, No. 1.</li> <li>Edvardsen B, Tomasson B and Ovretveit J (1994), Quality of Service: Making it Really Work, McGraw-Hill, New York.</li> <li>Garvin D A (1983), “Quality on the Line”, Harvard Business Review, Vol. 61, pp. 65-73.</li> <li>Gronroos C (1982), Strategic Management and Marketing in the Service Sector, Swedish School of Economics and Business Administration, Helsingfors.</li> <li>Hjorth-Anderson C (1984), “The Concept of Quality and the Efficiency of Markets for Consumer Products”, Journal of Consumer Research, Vol. 11, pp. 708-718.</li> <li>Holbrook M B and Corfman K P (1985), “Quality and Value in the Consumption Experience: Phaldrus Rides Again”, in Jacoby J and Olson J (Eds.), Perceived Quality, Lexington Books, MA.</li> <li>Juran J M (1999), “How to Think About Quality”, in Juran J M and Godfrey A B (Eds.), Juran’s Quality and Book, 5th Edition, pp. 2.1-2.3, McGraw-Hill, New York.</li> <li>Nikhil Chandra Shil, Dr. Bhagaban Das (2009), “Analysis of Gap In Service Quality Through SERVQUAL: A Case of Deposit Service Provided By a Bank in Bangladesh”, Indian Journal of Marking, June 2009, pp. 3 – 11.</li> <li>Olshavsky R W (1985), “Perceived Quality in Consumer Decision-Making: An Integrated Theoretical Perspective”, in Jacoby J and Olson J (Eds.), Perceived Quality, Lexington Books, MA.</li> <li>Parasuraman A, Zeithaml V A and Berry L L (1985), “A Conceptual Model of Service Quality and its Implications for Future Research”, Journal of Marketing, Vol. 49, pp. 41-50.</li> <li>Parasuraman A, Zeithaml V A and Berry L L (1988), “SERVQUAL: A Multi-item Scale for Measuring Consumer Perceptions of the Service Quality”, Journal of Retailing, Vol. 64, No. 1, pp. 12-40.</li> <li>Sasser W E Jnr., Olsen R P and Wyckoff D D (1978), “Management of Service Operations: Text and Cases”, Allyn & Bacon, Boston.</li> <li>Sunayna Khurana (2008), “Customer Expectation and Perception: A Study of Retail Sector of Haryana State”, The Icfai University Journal of Consumer Behavior, Vol. III, No. 3, pp. 47-58.</li> <li>Wisniewski M (2001), “Using SERVQUAL to Assess Customer Satisfaction with Public Sector Services”, Management Service Quality, Vol. 11, No. 6, pp. 380-388.</li> <li>Zeithaml V A (1987), “Defining and Relating Price, Perceived Quality and Perceived Value”, Report No. 87-101, Cambridge, MA.</li> <li>Zeithaml V A, Parasuraman A and Berry L L (1990), “Delivering Quality Service: Balancing Customer Perceptions and Expectations”, The Free Press, New York.</li> </ol>      About the Author: 1. Suresh Kandulapati,
MBA, M.Phil, (Ph.D.)
Asst. Professor,
Aurora's Scientific, Technological and Research Academy,
Bandlaguda, Hyderabad-500 005, AP, India.
Mobile: +91-9177391989
<a href="mailto:ksuresh448@gmail.com">ksuresh448@gmail.com</a>

2. Dr. G. Purushothamachari,
M.Com, MBA, Ph.D.
Professor,
Aurora's Scientific, Technological and Research Academy,
Bandlaguda, Hyderabad-500 005, AP, India.
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ABSTRACT

This study assesses the gap between expected and actual service quality of retail stores in Hyderabad. Improving service quality is believed to improve profitability and enhance retail store performance. Such improvements however, require monitoring and continuous measurement of performance along service dimensions that determine standards of service quality. Majority of the retail stores in Hyderabad are operating the stores approximately up to the satisfaction level of their customers. Broadly, customers found no difference between their expected service quality and actual service quality of retail stores in Hyderabad.

INTRODUCTION

The organized retailing is growing faster in the big Tier I cities viz., Delhi, Chennai, Mumbai, Bangalore and Hyderabad, as well as in Tier II & III cities. Still, the organized retail sector in India is at a very nascent stage and its market share is around 4% of the total market. Though, organised retail look big and growing, it is lag behind the traditional stores in satisfying a customer. Street corner mom n pop store give the benefit of accessibility along with the convenience of home delivery (even for a single unit purchase), top of which it also provides petty credit to its customers. There is a sense of trust shared between the customer and shopkeeper which in some cases come over generations of purchases. Still organized retail is not able to dent into the unorganized retail market , as they still radiate a feeling of being expensive and instigating loose buying ( especially in Tier 2 & 3 cities ). Therefore the present study focused on the assessment the gap between expected and actual service quality of organized retail stores in Hyderabad.

Improving service quality is believed to improve profitability and enhance retail store performance. Such improvements however, require monitoring and continuous measurement of performance along service dimensions that determine standards of service quality. This study assesses the service quality of retail stores in Hyderabad with special reference on expected and actual service quality.

Service Quality

Juran (1999) defines customer led quality as, “feature of products which meet customer’s needs and thereby provide satisfaction”, and service quality relates to meeting customers’ needs, ‘perceived service quality’ is identified to understand the consumer. Zeithaml (1987) defined perceived quality as ‘the consumers’ judgment about an entity’s overall excellence or superiority’, which can be viewed as distinct from ‘objective’ quality in as much as it is a form of attitude, related in part to satisfaction, and resulting from a comparison of expectations with perceptions of performance.

Measuring Service Quality

Service quality is a concept that has aroused considerable interest and debate in the research literature because of the difficulties in both defining it and measuring it with no overall consensus emerging on either. There always exists an important question: Why should service quality be measured? Measurement allows for comparison before and after changes, for the location of quality related problems and for the establishment of clear standards for service delivery.

Five – Dimensions of Service Quality

Dabholkar (1996) developed the Retail Service Quality Scale (RSQS) to study retailing-related dimensions. The scale that has high construct reliability and validity in measuring service quality in a department store includes:

Physical Aspects
Reliability
Personal Interaction
Problem-Solving
Policy

RESEARCH METHODOLOGY

The purpose of the study is to assess the gap between expected and actual service quality of organized retail stores of Hyderabad. Accordingly, the study has the following objectives:

To investigate the dimensions of service quality related to the retail sector in general.
To identify the service the service quality differences between the expected service and perceived services of retail stores in Hyderabad.

Sampling Method and Sample Size

Simple random and convenience sampling was applied. Data was collected from the customers of various retail stores in Hyderabad.

Data Collection

The primary data was collected from 100 customers by administering a structured questionnaire. The secondary data was collected from various journals, magazines, and websites. The collected data was analyzed by using statistical tools such as mean and weighted averages. The attributes of each dimension is analyzed in detail.

Methods and Statistical Tools used

The RSQS scale was applied to measure five-dimensions of service quality viz., Physical Aspects, Reliability, Personal Interaction, Problem-Solving Capacity and Empathy.

Likert five –point scale was also employed for the study. Respondents were asked to evaluate parameters on overall service quality in a five-point scale anchored at ‘strongly disagree’ and ‘strongly agree’. The questionnaire consists of 15 statements on expectations and 15 statements on perceptions. On comparing the two aspects like expectations and actual service encountered, one can know the gap. To test the hypothesis ?2-test is applied in appropriate context.

Dimensions

The following sub-dimensions were included in the questionnaire:

Physical Aspects

- This store has modern-looking equipment and fixtures.
- The physical facilities at this store are visually appealing.
- Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing.
- This store has clean, attractive, and convenient public areas (restrooms, fitting room).
- The store layout makes it easy for customers to find what they need.
- The store layout makes it easy for customers to move around the store.

Reliability

When this store promises to do something by a certain time, it will do so.
This store insists on error-free sales transactions and records.

Personal Interaction

Employees in this store give prompt service to customers.
Employees in this store are never too busy to respond to customer’s requests.
Employees in this store are consistently courteous with customers.

Problem-Solving Capacity

When a customer has a problem, this store shows a sincere interest in solving it.
Employees of this store are able to handle customer complaints directly and immediately.

Empathy

This store offers high quality merchandise.
This store gives customers individual attention.

Hypothesis

The current study presumed that there is no significant difference between the expected and actual service quality of retail stores in Hyderabad. Further it is assumed that there is no significant difference between expected physical aspects, reliability, personal interaction, problem solving and empathy and actual physical aspects, reliability, personal interaction, problem solving and empathy.

Demographic Profile of Respondents

Gender

The majority of respondents (86%) were male (Table 1).

Gender

Frequency

Percentage

Male

86%

Female

14%

Total

100

100%

Table 1: Gender Figure 1: Gender

Source: Primary data

Income Status

The respondents were from all income groups (Table 2). The majority of respondents (52%) were from the income group of 10001-20000.

Table 2: Income Status

Income Range

Male

Female

Total

Up to Rs. 5000

Rs. 5001-10000

Rs. 10001-15000

Rs. 15001-20000

Rs. 20001-25000

Above Rs. 25000

Total

100

Source: Primary data

Figure 2: Income Status

Physical Aspects

Table 5 shows that materials associated with retail store’s services (such as shopping bags, catalogs, or statements) are visually appealing. The respondents feel that modern-looking equipment and fixtures, physical facilities, the ambience and store layout are up to the mark.

Table 3: Expected physical Aspects

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

The store has modern-looking equipment and fixtures (A)

100

The physical facilities at this store are visually appealing (B)

100

Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing (C)

100

The store has clean, attractive, and convenient public areas (restrooms, fitting room) (D)

100

The store layout at this store makes it easy for customers to find what they need (E)

100

The store layout at this store makes it easy for customers to move around the store (F)

100

Total

146

274

116

600

Source: Primary data

Figure 3: Expected physical Aspects

Table 4: Actual physical Aspects

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

The store has modern-looking equipment and fixtures (A)

100

The physical facilities at this store are visually appealing (B)

100

Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing (C)

100

The store has clean, attractive, and convenient public areas (restrooms, fitting room) (D)

100

The store layout at this store makes it easy for customers to find what they need (E)

100

The store layout at this store makes it easy for customers to move around the store (F)

100

Total

192

244

600

Source: Primary data

Figure 4: Actual physical Aspects

Table 5: Physical Aspects

Parameters

Expected service (E) (weighted average)

Actual Service (A) (weighted average)

Difference

(E-A)

(weighted average)

The store has modern-looking equipment and fixtures (A)

3.76

3.50

0.26

The physical facilities at this store are visually appealing (B)

3.74

3.44

0.30

Materials associated with this store’s service (such as shopping bags, catalogs, or statements) are visually appealing (C)

3.48

3.50

-0.02

The store has clean, attractive, and convenient public areas (restrooms, fitting room) (D)

3.74

3.26

0.48

The store layout at this store makes it easy for customers to find what they need (E)

3.68

3.62

0.06

The store layout at this store makes it easy for customers to move around the store (F)

3.92

3.50

0.42

Source: Primary data

Figure 5: Physical Aspects

Null Hypothesis

There is no significant difference between expected and actual physical aspects.

By applying Chi-square test, the table value for 5 degrees of freedom at 5% level of significance is 11.07. The calculated value of ?2 0.9996 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected physical aspects”.

Reliability

Table 8 shows that there is no remarkable difference between expected and actual reliability with reference to time management and error-free sales transactions and records by the retail stores.

Table 6: Expected Reliability

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

When this store promises to do something by a certain time, it will do so (A)

100

This store insists on error-free sales transactions and records (B)

100

Total

200

Source: Primary data

Figure 6: Expected Reliability

Table 7: Actual Reliability

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

When this store promises to do something by a certain time, it will do so (A)

100

This store insists on error-free sales transactions and records (B)

100

Total

200

Source: Primary data

Figure 7: Actual Reliability

Table 8: Reliability

Parameters

Expected service (E) (weighted average)

Actual Service (A) (weighted average)

Difference (E-A)

(weighted average)

When this store promises to do something by a certain time, it will do so (A)

3.80

3.06

0.74

This store insists on error-free sales transactions and records (B)

3.84

3.42

0.42

Source: Primary data

Figure 8: Reliability

Null Hypothesis

There is no significant difference between actual and expected reliability by customers.

By applying Chi-square test, the table value for 1 degrees of freedom at 5% level of significance is 3.841. The calculated value of ?2 0.663 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected reliability”.

Personal Interaction

From Table 11 it is clear that the customers feel that employees are consistently courteous with customers. 26 percent of the respondents strongly agreed that the employees in the stores give prompt service to customers. Similarly, 26 percent of the respondents strongly agreed that the employees in the stores are consistently courteous with customers. 28 percent of the respondents strongly agreed that employees in the stores are never too busy to respond to customer’s requests.

Table 9: Expected Personal Interaction

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

Employees in this store give prompt service to customers (A)

100

Employees in this store are consistently courteous with customers (B)

100

Employees in this store are never too busy to respond to customer’s requests (C)

100

Total

120

300

Source: Primary data

Figure 9: Expected Personal Interaction

Table 10: Actual Personal Interaction

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

Employees in this store give prompt service to customers (A)

100

Employees in this store are consistently courteous with customers (B)

100

Employees in this store are never too busy to respond to customer’s requests (C)

100

Total

118

300

Source: Primary data

Figure 10: Actual Personal Interaction

Table 11: Personal Interaction

Parameters

Expected service (E) (in terms weighted average)

Actual Service (A) (in terms weighted average)

Difference (E-A)

(in terms weighted average)

Employees in this store give prompt service to customers (A)

3.82

3.56

0.26

Employees in this store are consistently courteous with customers (B)

3.74

3.50

0.24

Employees in this store are never too busy to respond to customer’s requests (C)

3.84

3.52

0.32

Source: Primary data

Figure 11: Personal Interaction

Null Hypothesis

There is no significant difference between actual and expected personal interaction of executives with customers.

By applying Chi-square test, the table value for 2 degrees of freedom at 5% level of significance is 5.991. The calculated value of ?2 0.971 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected personal interaction of executives with customers”.

Problem-Solving Capacity

Table 14 shows that sales persons are able to handle customer complaints directly and immediately. 48% of the respondents are strongly agreed that employees of the store are able to handle customer complaints directly and immediately. 34% of the respondents are agreed that when a customer has a problem, the store shows a sincere interest in solving it.

Table 12: Expected Problem-Solving Capacity

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

When a customer has a problem, this store shows a sincere interest in solving it (A)

100

Employees of this store are able to handle customer complaints directly and immediately (B)

100

Total

200

Source: Primary data

Figure 12: Expected Problem-Solving Capacity

Table 13: Actual Problem-Solving Capacity

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

When a customer has a problem, this store shows a sincere interest in solving it (A)

100

Employees of this store are able to handle customer complaints directly and immediately (B)

100

Total

200

Source: Primary data

Figure 13: Actual Problem-Solving Capacity

Table 14: Problem-Solving Capacity

Parameters

Expected service (E) (weighted average)

Actual Service (A) (weighted average)

Difference (E-A)

(weighted average)

When a customer has a problem, this store shows a sincere interest in solving it (A)

3.90

3.44

0.46

Employees of this store are able to handle customer complaints directly and immediately (B)

4.22

3.70

0.52

Source: Primary data

Figure 14: Problem-Solving Capacity

Null Hypothesis

There is no significant difference between actual and expected customer problem solving capacity to store executives.

By applying Chi-square test, the table value for 1 degrees of freedom at 5% level of significance is 3.841. The calculated value of ?2 0.731 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected customer problem solving capacity to store executives”.

Empathy

According to Table 17, the qualities of merchandise are up to mark and employees are giving individual attention to the customers. 34% of the respondents are agreed that the store offers high quality merchandise. Similarly, 34% of the respondents also agreed that the store gives customers individual attention.

Table 15: Expected Empathy

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

The store offers high quality merchandise (A)

100

This store gives customers individual attention (B)

100

Total

200

Source: Primary data

Figure 15: Expected Empathy

Table 16: Actual Empathy

Parameters

Strongly

Disagree

Neutral

Agree

Strongly

Agree

Total

Number of Respondents

The store offers high quality merchandise (A)

100

This store gives customers individual attention (B)

100

Total

200

Source: Primary data

Figure 16: Actual Empathy

Table 17: Empathy

Parameters

Expected service (E) (in terms weighted average)

Actual Service (A) (in terms weighted average)

Difference (E-A)

(in terms weighted average)

The store offers high quality merchandise (A)

3.50

3.32

0.18

This store gives customers individual attention (B)

3.52

3.34

0.18

Source: Primary data

Figure 17: Empathy

Null Hypothesis

There is no significant difference between actual and expected store empathy.

By applying Chi-square test, the table value for 1 degrees of freedom at 5% level of significance is 3.841. The calculated value of ?2 0.892 is much lower than the table value. Hence, the result of the experiment supports the hypothesis. We can thus conclude that, “There is no significant difference between actual and expected store empathy”.

FINDINGS

The materials associated with retail store’s services (such as shopping bags, catalogs, or statements) are visually appealing. The respondents feel that modern-looking equipment and fixtures, physical facilities, the ambience and store layout are up to the mark. It can also found that there is no significant difference between actual and expected physical aspects.
There is no remarkable difference between expected and actual reliability with reference to time management and error-free sales transactions and records by the retail stores. Further it is found that there is no significant difference between actual and expected reliability.
The customers feel that employees are consistently courteous with customers. 26 percent of the respondents strongly agreed that the employees in the stores give prompt service to customers. Similarly, 26 percent of the respondents strongly agreed that the employees in the stores are consistently courteous with customers. 28 percent of the respondents strongly agreed that employees in the stores are never too busy to respond to customer’s requests. It can also found that there is no significant difference between actual and expected personal interaction of executives with customers.
Sales persons are able to handle customer complaints directly and immediately. 48% of the respondents are strongly agreed that employees of the store are able to handle customer complaints directly and immediately. Similarly, 34% of the respondents are agreed that when a customer has a problem, the store shows a sincere interest in solving it. Further it is also found that there is no significant difference between actual and expected customer problem solving capacity to store executives.
The qualities of merchandise are up to mark and employees are giving individual attention to the customers. 34% of the respondents are agreed that the store offers high quality merchandise. Similarly, 34% of the respondents also agreed that the store gives customers individual attention. It is also found that there is no significant difference between actual and expected store empathy.

CONCLUSION Majority of the retail stores in Hyderabad are operating the stores approximately up to the satisfaction level of their customers. Broadly, customers found no difference between their expected service quality and actual service quality. Also majority of the customers strongly agreed that the physical facilities associated with the retail stores are visually appealing, there is good reliability, employees are consistently courteous, sales persons handle complaints effectively and the quality of merchandise are satisfactory. SUGGESTIONS

Though, the current study revels that organized retail stores are operating up to the desired level of its customers, still they are lag behind the traditional stores in attracting and satisfying a customer. Some of the main tips for the modern retail sector to attract all types of customers are:

i. Small sized retail stores along with more accessibility and convince of home delivery even for a single unit purchase.

ii. The employees and management should be well versed with local language, they should give common attention towards the customers irrespective of their economic and social status.

iii. The direction and information boards should be written in local language.

iv. The stores should take steps to minimize the waiting time of the customers before the billing line and delivery line etc.

v. The employees should pay attention always while inviting customer to enhance the sense of trust shared between the customer and the store, which in some cases come over generations of purchases.

THE GAP BETWEEN EXPECTED AND ACTUAL SERVICE QUALITY OF ORGANIZED RETAIL STORES IN HYDERABAD

Please note that this research is being conducted purely in the interests of academic research and is not funded by any institute. Respondent’s details or responses will be analyzed; information will not be forwarded to any for commercial purposes. Personal data provided by respondents will be processed and kept confidential.

Section A: Demography of Respondent

Name: -----------------------------------------------------------------------------
Gender: i. Male ( ) ii. Female ( )
Age: -----------------------------------
Marital Status: i. Married ( ) ii. Unmarried ( )
Occupation:
Income Category:

Up to Rs. 5,000
Rs. 5,001-10,000
Rs. 10,001-15,000
Rs. 15,001-20,000
Rs. 20,001-25,000
Above Rs. 25,000

Section B: Please express your opinion on the following questions regarding a ‘More Retail Store’ by marking an appropriate number.

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

1. The store has modern-looking equipment and fixtures.

2. The physical facilities at the store are visually appealing.

3. Materials associated with store’s service (such as shopping bags, catalogs, or statements) are visually appealing.

4. The store has clean, attractive, and convenient public areas (try rooms, fitting room)

5. The store layout makes it easy for customers to find what they need.

6. The store layout makes it easy for customers to move around the store.

7. When the store promises to do something by a certain time, it will do so.

8. The store insists on error-free sales transactions and records.

9. Sales person in the store give prompt service to customers.

10. Sales person in the store are consistently courteous with customers.

11. Sales person in the store are never too busy to respond to customer’s requests.

12. The store offers high quality merchandise.

13. The store gives customers individual attention.

14. When a customer has a problem, the store shows a sincere interest in solving it.

15. Sales person of the store are able to handle customer complaints directly and immediately.

Section C: Please express your opinion on the following questions regarding a Retail Store by marking an appropriate number.

Strongly Disagree

Disagree

Neutral

Agree

Strongly

Agree

1. A Retail store should have modern-looking equipments and fixtures.

2. The physical facilities at a Retail store should be visually appealing.

3. Materials associated with a Retail store’s service (such as shopping bags, catalogs, or statements) should be visually appealing.

4. A Retail store must have cleaned, attractive, and convenient public areas (try rooms, fitting room).

5. The store layout at a Retail store should make it easy for customers to find what they need.

6. The store layout at a Retail store should make it easy for customers to move around the store.

7. When a Retail store promises to do something by a certain time, it should do so.

8. A Retail store must insist on error-free sales transactions and records.

9. Sales persons in a Retail store should give prompt service to customers.

10. Sales persons in Retail store should never too busy to respond to customer’s requests.

11. Sales persons in a Retail store should be consistently courteous with customers.

12. A Retail store should give customers individual attention.

13. A Retail store should offer high quality merchandise.

14. When a customer has a problem, Retail store’s person must show a sincere interest in solving it.

15. Sales person of Retail store should be able to handle customer complaints directly and immediately.

References

Dr. S. V. Pathak, Aditya P. Tripathi (2009), “Customer Shopping Behavior Among Modern Retail Formats: A Study of Delhi & NCR”, Indian Journal of Marketing, February, 2009, pp. 3 – 12.
Dabholkar P A, Thorpe D I and Rentz J O (1996), “A Measure of Service Quality for Retail Stores: Scale Development and Validation”, Journal of the Academy of Marketing Science, Vol. 24, No. 1.
Edvardsen B, Tomasson B and Ovretveit J (1994), Quality of Service: Making it Really Work, McGraw-Hill, New York.
Garvin D A (1983), “Quality on the Line”, Harvard Business Review, Vol. 61, pp. 65-73.
Gronroos C (1982), Strategic Management and Marketing in the Service Sector, Swedish School of Economics and Business Administration, Helsingfors.
Hjorth-Anderson C (1984), “The Concept of Quality and the Efficiency of Markets for Consumer Products”, Journal of Consumer Research, Vol. 11, pp. 708-718.
Holbrook M B and Corfman K P (1985), “Quality and Value in the Consumption Experience: Phaldrus Rides Again”, in Jacoby J and Olson J (Eds.), Perceived Quality, Lexington Books, MA.
Juran J M (1999), “How to Think About Quality”, in Juran J M and Godfrey A B (Eds.), Juran’s Quality and Book, 5th Edition, pp. 2.1-2.3, McGraw-Hill, New York.
Nikhil Chandra Shil, Dr. Bhagaban Das (2009), “Analysis of Gap In Service Quality Through SERVQUAL: A Case of Deposit Service Provided By a Bank in Bangladesh”, Indian Journal of Marking, June 2009, pp. 3 – 11.
Olshavsky R W (1985), “Perceived Quality in Consumer Decision-Making: An Integrated Theoretical Perspective”, in Jacoby J and Olson J (Eds.), Perceived Quality, Lexington Books, MA.
Parasuraman A, Zeithaml V A and Berry L L (1985), “A Conceptual Model of Service Quality and its Implications for Future Research”, Journal of Marketing, Vol. 49, pp. 41-50.
Parasuraman A, Zeithaml V A and Berry L L (1988), “SERVQUAL: A Multi-item Scale for Measuring Consumer Perceptions of the Service Quality”, Journal of Retailing, Vol. 64, No. 1, pp. 12-40.
Sasser W E Jnr., Olsen R P and Wyckoff D D (1978), “Management of Service Operations: Text and Cases”, Allyn & Bacon, Boston.
Sunayna Khurana (2008), “Customer Expectation and Perception: A Study of Retail Sector of Haryana State”, The Icfai University Journal of Consumer Behavior, Vol. III, No. 3, pp. 47-58.
Wisniewski M (2001), “Using SERVQUAL to Assess Customer Satisfaction with Public Sector Services”, Management Service Quality, Vol. 11, No. 6, pp. 380-388.
Zeithaml V A (1987), “Defining and Relating Price, Perceived Quality and Perceived Value”, Report No. 87-101, Cambridge, MA.
Zeithaml V A, Parasuraman A and Berry L L (1990), “Delivering Quality Service: Balancing Customer Perceptions and Expectations”, The Free Press, New York.

1. Suresh Kandulapati, MBA, M.Phil, (Ph.D.) Asst. Professor, Aurora's Scientific, Technological and Research Academy, Bandlaguda, Hyderabad-500 005, AP, India. Mobile: +91-9177391989 ksuresh448@gmail.com 2. Dr. G. Purushothamachari, M.Com, MBA, Ph.D. Professor, Aurora's Scientific, Technological and Research Academy, Bandlaguda, Hyderabad-500 005, AP, India.

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