1

Assignment
On
Marketing Management
Course Code: MKT-601

Topic
A Survey on Managing Service Quality about Banking Sector.

Submitted To
Mohammad Nazmul Huq
Assistant Professor &
Assistant Superintendent of Examination
Department of Business Administration, Marketing
Stamford University Bangladesh

Submitted By
Group Name: Illuminati

Name ID
Mohammad Abdur Rouf MBA 043 11747
Md. Rahad Hossain MBA 043 11748
NadiaSultana MBA 043 11749
Ananya Banik MBA 043 11750

Submission Date
10-08-2010
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10th August, 2010

Mohammad Nazmul Huq

Assistant Professor &
Assistant Superintendent of Examination
Department of Business Administration, Marketing

Subject: Submission report of Managing Service Quality About Banking Sector.

Dear Sir,
This is our pleasure to submit our assignment report on “Managing Service Quality about Banking
Sector” which we were assigned. It was a great opportunity for us to acquire knowledge & experience
about the Brand Measurement which are use in marketing Management sector. We believe that the
knowledge & experience we have gathered to prepare this assignment.

We have concentrated our best efforts to achieve the objectives of the report & hope that our endeavor
will serve the purpose. However, we will always be ready to provide any further clarification.

Sincerely yours

-------------------------
Mohammad Abdur Rouf
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Acknowledgement

We are highly grateful & like to express our sincere thank Mohammad Nazmul Huq
Assistant professor & assistant superintendent of examination department of business administration,
marketing Stamford University Bangladesh .We could not prepare our report without his proper guidance
& inspiration. We pray to Almighty Allah for his good health & long life.
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Contents

Particulars Page
Introduction 05

Managing the Differentiation 05

Managing Service Quality 06

Expectations 06

History of the Gaps Model 06

Theory of the Gaps Model 06

Gaps Model of Service Quality 07

Applications of the Gaps Model 08

Five determinants of service quality 09

Perceptions 09
Survey analysis 12

Answer From Customer 12

Answer From Employee 16

Survey Result 17
Survey Description 19
Conclusion 32
Reference 32

A Survey on Managing Service Quality about Banking Sector

Introduction:
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In a service business companies employees are in direct contact with the customer and hence their
behavior with the customer has an influence on customer satisfaction. Ideally employees should exhibit
competence, a caring attitude, responsiveness, initiative, problem solving ability, and goodwill. So they
have to be trained to exhibit appropriate behavior. The employees must have authority to solve problems
that arise in service encounters without much delay and contacting various levels of supervisors. This is
empowerment of service employees.

The physical facilities are important because customers come there and have the service. Hence the
design and maintenance of the facility becomes a marketing issue.

The processes used to deliver the services are marketing issues. If the customer does not like the process
he will not come back. Hence market research has to find out the customer’s likes and dislikes about the
processes.

Hence the idea that service marketing requires internal marketing or involvement of marketing function in
internal aspects of the company or the firm emerged. Internal marketing describes the work done by the
company and marketing department to convey the needs of the potential customers to the service
employees and the effort to train them and motivate them to provide exceptional service to customers.

Another concept in services marketing is interactive marketing. It refers to the skill of employees to
interact with the client in serving the client. Clients judge services by technical quality as well as the
interaction quality. Whether the surgeon has done the operation properly or not is the technical quality.
Whether he has shown concern and inspired confidence or not is interaction quality. Service providers
must provide high touch along with high tech.

Managing the Differentiation:

What are sources for differentiating in service businesses?

Service offer: while the core service could be the primary service package, a firm can come out with
secondary service features that provide differentiation. We always have to remember that an additional
feature added to a product must be valued by the customer and has to be profitable to the company. Hence
marketers are involved to find those features which are valued by the customers and operations or process
specialists are involved to deliver the feature at a cost that is profitable to the company.

Delivery: Reliability in service can be differentiating feature. Many firms find it difficulty to provide
reliability.

Image: Developing an image that inspires trust is a differentiating feature.

Managing Service Quality:

The service quality of a firm is tested at each service encounter. If service personnel are bored, cannot
answer simple questions, or are visiting with each other while customers are waiting, customers will think
twice about doing business again with that seller.
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Expectations:

Everyone goes through times when they feel the expectations or pressure to achieve certain things,
behave in a particular way, or even to look a certain way. Expectations and pressure might have a positive
influence, helping you to challenge or motivate yourself to do your best. However, unrealistic pressure
might not be helpful, and have a negative impact on your thoughts, feelings, and behavior.

They identified possible five gaps that result in poor service.

1. Gap between consumer expectation and management perception

2. Gap between management perception and service quality specification

3. Gap between service quality specification and service delivery

4. Gap between service deliver and external communication

5. Gap between perceived service and expected service

History of the Gaps Model:

The gaps model of service quality was first developed by a group of authors, Parasuraman, Zeithaml,
Berry, at Texas A&M and North Carolina Universities, in 1985. Based on exploratory studies of service
such as executive interviews and focus groups in four different service businesses the authors proposed a
conceptual model of service quality indicating that consumers’ perception toward a service quality
depends on the four gaps existing in organization – consumer environments. They further developed in-
depth measurement scales for service quality in a later year.

Theory of the Gaps Model:

Perceived service quality can be defined as, according to the model, the difference between consumers’
expectation and perceptions which eventually depends on the size and the direction of the four gaps
concerning the delivery of service quality on the company’s side (Fig. 1; Parasuraman, Zeithaml, Berry,
1985).

Customer Gap = f (Gap 1, Gap 2, Gap 3, Gap 4)

The magnitude and the direction of each gap will affect the service quality. For instance, Gap 3 will be
favourable if the delivery of a service exceeds the standards of service required by the organization, and it
will be unfavourable when the specifications of the service delivered are not met.
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Fig. 1: The Integrated Gaps Model of Service Quality

The key points for each gap can be summarized as follows:

 Customer gap: The difference between customer expectations and perceptions – the
service quality gap.
 Gap 1: The difference between what customers expected and what
management
perceived about the expectation of customers.
 Gap 2: The difference between management’s perceptions of customer
expectations and the translation of those perceptions into service
quality specifications and designs.
 Gap 3: The difference between specifications or standards of service quality
and the actual service delivered to customers.
 Gap 4: The difference between the service delivered to customers and the
promise of the firm to customers about its service quality

Applications of the Gaps Model:

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First of all the model clearly determines the two different types of gaps in service marketing, namely the
customer gap and the provider gaps. The latter is considered as internal gaps within a service firm. This
model really views the services as a structured, integrated model which connects external customers to
internal services between the different functions in a service organization. Important applications of the
model are as follows:

Fig. 2: The 10 determinants of service quality (Parasuraman, Zeithaml, Berry, 1985).

1. The gaps model of service quality gives insights and propositions regarding customers’
perceptions of service quality.
2. Customers always use 10 dimensions to form the expectation and perceptions of service quality
(Fig. 2).
3. The model helps predict, generate and identify key factors that cause the gap to be unfavourable
to the service firm in meeting customer expectations.

The same researchers identified five determinants of service quality.

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1. Reliability: Consistency of performance and dependability. Many of the factors

promoting reliability are common to overall success. We employ back up systems and personnel
to insure that an adequate supply of workers are available to complete the job.

2. Responsiveness: Willingness and readiness to perform services. Our managers, supervisors

and all personnel are encouraged to work under a “spirit of service”. We understand that our
customer’s would not need our service, if they never had problems. We teach our personnel to
understand and appreciate the term “job security”.

3. Assurance: The knowledge and courtesy of employee and their ability to convey trust and
confidence.

4. Empathy: Thy provision of caring, individualized attention to customer.

5. Tangibles: Physical evidence of service. Reports, inspections. . We want our customers to know
what we are doing for them, so we have a very elaborate communications system that includes: a
bar code inspection program, a verbal report translatable into E-mail (for an early morning
breakdown of evening activity), and a computerized schedule process, so that our customers
know when to expect specific work items.

Perceptions:

Many factors influence the way in which we perceive the world and the people in it. Our different cultural
backgrounds, life experiences, and personal values all affect our interactions and relationships with
others, as do our personalities, our social skills, and our styles and approaches to dealing with people and
problems. In the workplace, especially as managers and supervisors, we need to learn the skills that
enable us to understand and manage other people’s perceptions of us.

This is not as difficult as you may think, although it does require a good deal of thought, motivation, self-
awareness—and practice. Once you have the skills, however, you will find it easier to communicate with
people and to motivate and lead them.

What You Need to Know Isn’t it rather manipulative to “manage” perceptions?

techniques for managing perceptions can be positive or negative, depending on the context. we live in a
society in which people and organization spend billions employing others—advertising and public
relations companies—to manage perceptions. you can employ the same techniques used by these
companies to influence others and change their perceptions of you. at the very least, you can become
aware of the effect your behavior has on others. at best, you will learn to use this awareness to develop
skills that allow you to manage your behavior in a way that furthers your career.

Why is perception management important to my career?

Careers are no longer managed by organizations, but by individuals themselves. You will be judged not
only on what you do, but on how you do it—so other people’s perceptions and evaluations of you play an
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important role in your career. People with the skills to influence others’ perceptions have a far better
chance of controlling their own destiny.

Why do I find it so hard to change others’ perceptions of me?

Within seconds of meeting someone, you will make an impression on that person. First impressions are
lasting impressions; therefore, if you have made a negative first impression, you will have a hard time
changing it. Doing so requires a consistent flow of new positive messages. That means learning to be
aware of—and ready to evaluate—your behavior at all times. It will take time and energy.

First you must understand both that person’s existing perception and the new one you wish to make. You
then need to create a bridge between the two and find opportunities to convey your positive messages.
The persona you put forward, however, must be you. Any deception will be easy to spot, simply because
living a lie is extraordinarily difficult to sustain.

Why, if I just want to do a good job, should I care what other people think about me?

Common wisdom suggests that you need to take care of your relationships as you move up the career
ladder. People can harbor grudges for years. If someday you should find yourself on the way back down,
you do not want to risk encountering an unforgiving individual in a position of power. If you cannot
change your attitude, you had better have skills that make you indispensable!

What to Do Understand Yourself and How You Are Perceived

To understand how others view you, you need to gain an accurate understanding of yourself.

• Spend some quiet time alone each day examining who you are and who you are not.
• Encourage informal feedback from trusted peers and managers. You may be surprised at how
they perceive you. Be aware that they will give subjective views based on personal opinions, so
attempt to remain objective and explore what about you may have influenced these views.
• More formal tools, such as psychometrics and personality profiles can be helpful. Feedback from
these can be easier to manage because it is objective and involves no third-party relationship.
• 360-degree surveys, which gather the views of audiences, both inside and outside the business,
can be helpful but focus on skills as well as behavior. Be aware of the differences between the
two. While both may be learned and modified, changing the way you behave usually involves
altering personality traits and perceptions and is more difficult than acquiring new technical
skills.
• When reviewing test results, try not to concentrate only on personal information that feels hurtful.
Look for patterns in the feedback. Consider the when’s and why’s. Stress often allows
unintentional behavior to surface. It is possible, too, that you have been completely unaware of
the behavior that has created the impression you want to change.

Remember that building self-awareness requires courage and commitment, so do not allow yourself to
become discouraged by what you learn.

Determine your Strategy

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Before you embark on a perception management strategy, determine your goals, how you intend to
accomplish them, and how you will monitor your progress. Focus initially on changing one thing that will
create a quick win.

Consider the context in which you are working and use the feedback you have received to select your
goals. You may have a strong desire to change your behavior and others may have encouraged you to do
so—but remember—people are accustomed to the old you and may not react to the new you as you
expect. It will help if you concentrate on four tracks:

• Communicate your intentions to people who may be affected. Look for an opportunity, such as an
annual formal performance appraisal, to make your intentions known; you will likely win more
support and understanding if things should not work out exactly as you plan. You are also likely
to receive more praise when they do.
• Gain support from your manager or key members of your team to help keep you focused. A good
support group is essential when you seek to change something about yourself-witness the success
of groups such as Alcoholics Anonymous and Weight Watchers.
• Find a coach to provide ongoing direction and support. A coach can make impartial observations
and encourage you to continue, or change, your strategy as you move forward. Working with a
coach takes time and commitment, so allow for this in your plan.
• Evaluate your progress at each milestone in your plan, either formally or informally. You may
wish to keep a daily journal of the details that tend to slip away if they do not get written down.
Frequent informal feedback from friends and colleagues is important. You might tell them in
advance that you intend to approach them for feedback, so that they can consciously pay attention
to your behavior; then give them enough time to observe you before asking for that feedback. A
more formal option is to revisit the 360-degree questionnaire and see whether others have noticed
a change.

The changes you succeed in bringing about may not be immediately recognized by others. It may take
months, but do not lose heart-consistency and perseverance are key.

A Quick Guide to Perception Management

Do:

• Increase your own awareness

• Be aware of the effect you have on others
• Learn to interpret other people’s verbal and nonverbal signals
• Know the effect that stress has on you and how this looks to others
• Be visible at strategic moments
• Encourage feedback from people you value, without making unreasonable demands
• Allow others to make their own choices
• Give yourself adequate time and make perception management part of your personal development
• Be consistent, patient, and forgiving

Do Not:

• React emotionally to the feedback you receive

• Act defensive
• Become unmotivated
• Be ingratiating
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• Behave aggressively and try too hard too quickly

• Expect too much
• Embroil others in your views of yourself
• Pester people for feedback
• Be political or manipulative in your behavior

In a nutshell, perception management is the ability to create an impression through conscious activities
and awareness of other people and the impact your behavior has on them. To be successful, define your
target audience, superimpose their values on yours, adjust your communication style, encourage
feedback, and be aware of how you adapt at every step of the way.

Survey analysis:

Answer From Customer:

SL Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q

N 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 2 2
o. 0 1 2 3 4 5 6 7 8 9 0 1 2

1 5 6 7 5 5 5 4 4 5 4 4 4 4 5 6 5 4 4 4 4 6 5

2 7 7 7 7 6 7 6 6 6 6 6 7 7 7 7 6 7 6 6 6 7 6

3 6 6 5 4 5 6 7 4 5 4 4 4 4 6 6 5 6 6 7 5 7 7

4 7 7 7 7 7 7 5 7 7 6 6 6 6 6 7 7 7 6 7 6 7 7

5 5 5 5 4 4 4 4 4 6 3 3 3 3 4 5 4 5 3 3 3 4 4

6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 6 7 6 7 7

7 7 6 6 7 7 6 6 7 7 7 6 6 6 7 7 7 7 6 7 6 6 7

8 6 6 6 7 7 7 7 7 7 7 6 6 6 7 7 7 7 6 6 6 6 6

9 7 7 7 7 6 7 7 6 6 7 7 6 6 7 7 7 7 6 5 6 6 6

10 6 7 6 7 6 6 7 6 6 6 6 6 5 5 7 6 6 5 6 5 5 6

11 6 6 6 6 7 7 7 7 7 7 7 7 7 7 7 7 7 6 6 6 6 6

12 6 6 5 6 7 7 7 7 7 7 6 6 6 5 7 6 7 6 5 5 5 5

13 6 6 5 6 6 6 7 6 7 7 6 6 6 6 7 6 7 6 6 6 6 6

14 6 5 6 6 7 6 5 6 6 5 5 5 4 4 5 6 6 4 6 4 4 5
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15 7 5 6 6 7 6 5 7 7 6 6 6 5 4 6 6 6 5 6 4 4 5

16 7 4 5 7 6 6 6 7 6 6 6 7 6 5 7 7 7 5 5 5 4 6

17 5 6 6 7 7 7 5 6 6 5 6 7 6 6 6 4 6 6 6 4 6 7

18 7 6 5 6 7 7 6 7 7 6 6 7 6 6 7 7 7 5 5 4 4 5

19 6 7 7 6 7 7 6 7 6 7 7 7 7 6 7 7 7 6 6 7 6 6

20 5 6 4 5 6 4 4 5 6 6 4 6 6 6 7 6 5 4 6 4 4 5

21 6 5 7 7 7 7 7 7 7 7 7 7 7 5 6 7 7 7 5 7 6 7

22 6 6 6 6 7 7 7 7 7 7 7 7 6 4 6 7 6 5 4 6 4 6

23 7 6 4 6 7 7 6 6 7 6 4 5 6 6 7 6 7 4 6 4 7 6

24 1 1 2 3 1 2 3 1 4 2 3 3 4 1 2 4 1 3 2 3 1 2

25 1 2 4 1 1 4 3 2 1 4 3 1 2 1 2 4 2 3 4 2 1 1

26 4 3 2 2 1 2 4 3 4 4 2 3 1 1 2 3 1 2 2 2 3 2

27 3 3 2 1 2 1 2 3 3 3 4 2 1 2 1 2 3 3 2 1 1 2

28 4 5 5 4 3 2 2 3 4 3 4 2 2 4 3 2 2 3 1 4 1 3

29 1 3 4 5 1 7 7 5 7 1 5 7 1 7 6 5 1 3 4 5 5 5

30 5 4 5 4 2 3 1 2 4 4 3 4 1 3 2 2 1 2 2 3 4 2

31 5 3 5 4 1 2 1 2 4 3 4 1 2 3 1 2 2 3 1 3 4 2

32 2 3 4 4 2 3 2 3 4 1 2 1 4 4 4 3 1 2 4 3 1 1

33 6 4 6 7 6 7 5 6 7 5 4 3 5 7 6 5 2 3 6 7 5 4

34 4 6 3 5 5 4 6 5 4 5 4 4 4 5 5 4 5 3 4 4 4 4

35 7 4 4 6 3 4 3 1 4 3 5 3 2 4 4 5 4 4 5 2 3 3

36 5 3 4 5 5 3 4 1 5 3 4 5 2 3 5 4 5 6 2 1 4 5

37 6 4 6 5 4 5 5 3 4 4 3 3 3 4 4 4 6 3 4 2 3 3

38 6 6 6 7 7 7 7 7 6 7 6 7 6 6 7 7 7 5 7 5 6 7

39 5 5 5 5 6 5 6 6 5 6 5 5 5 5 6 5 5 5 5 5 5 5

40 5 5 6 6 6 5 6 6 5 6 5 5 5 5 6 5 5 5 5 5 5 3

41 6 6 5 5 6 5 6 6 6 7 5 6 5 5 7 5 6 5 5 5 5 5

42 3 4 4 5 4 3 4 4 3 4 4 4 4 5 6 4 5 5 5 5 4 4
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43 3 2 1 2 4 1 3 4 4 4 3 4 4 6 7 4 4 4 5 4 5 5

44 1 7 7 6 1 7 7 7 7 4 7 7 7 7 7 4 7 7 7 1 4 1

45 2 1 5 3 1 4 2 5 3 4 5 6 3 4 2 4 5 4 3 5 4 5

46 2 2 5 2 2 5 5 5 2 4 5 4 4 5 6 6 6 1 2 6 5 6

47 5 6 5 6 4 4 5 5 5 4 5 5 5 5 5 6 6 5 7 6 6 5

48 5 4 4 5 3 4 2 4 3 4 3 2 4 4 4 5 4 3 2 4 3 3

49 6 6 5 6 6 6 6 5 6 5 6 6 6 6 6 5 6 6 6 6 5 6

50 5 4 2 5 3 3 3 2 5 4 3 2 2 1 4 3 2 2 2 2 1 1

51 3 3 2 3 3 2 3 2 2 2 3 2 2 1 2 3 2 1 2 3 1 2

52 5 5 4 5 4 4 5 5 5 4 5 4 4 5 5 5 4 1 5 6 2 5

53 5 6 6 5 5 5 5 5 5 5 6 6 5 5 6 5 5 5 5 1 5 4

54 6 4 4 5 6 5 3 2 6 5 4 7 5 6 5 4 3 2 4 6 7 5

55 4 6 3 5 5 3 4 3 5 4 3 5 3 3 5 2 4 5 4 3 2 4

56 4 6 7 5 6 5 7 7 6 5 4 7 7 3 3 3 5 6 4 5 3 6

57 5 5 4 6 4 6 5 6 6 6 7 7 5 4 6 5 6 5 4 6 4 6

58 3 4 5 5 6 5 4 6 6 4 5 6 5 3 7 7 6 4 4 3 4 4

59 4 5 5 6 6 5 6 7 6 5 5 6 5 5 7 7 7 4 4 4 4 5

60 5 5 5 5 7 6 6 7 6 5 5 6 5 4 7 7 7 6 4 5 4 4

61 4 5 6 4 6 6 5 5 4 6 6 6 7 6 6 4 5 4 6 4 5 4

62 4 5 5 6 7 6 5 7 7 7 5 7 5 6 5 4 4 4 5 4 4 6

63 5 7 6 7 6 7 5 6 6 6 6 6 7 6 5 6 7 5 6 6 5 4

64 3 3 4 4 4 4 3 4 4 5 4 4 4 3 6 5 6 4 4 4 4 4

65 5 6 6 6 7 7 6 7 6 7 7 6 4 5 6 6 7 7 6 4 4 7

66 6 7 7 7 6 6 6 6 6 7 6 6 6 6 7 6 7 6 6 6 6 5

67 7 7 7 7 7 6 7 7 6 7 7 7 6 7 7 7 6 6 7 6 6 6

68 6 7 6 7 7 6 7 7 7 7 7 6 6 7 7 6 6 6 6 6 6 6

69 4 5 5 3 1 2 1 2 3 3 4 2 3 2 2 3 1 3 2 2 3 1
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70 4 4 3 4 2 3 1 2 4 4 3 3 1 2 3 2 1 2 2 3 1 1

71 4 3 3 3 3 2 1 3 4 3 4 5 2 4 3 1 2 3 3 4 2 2

72 3 4 5 4 3 2 1 3 4 3 2 4 1 2 2 3 4 2 1 3 1 2

73 6 6 7 7 7 7 7 7 6 7 6 6 6 6 7 7 7 6 6 6 6 6

74 6 7 7 7 7 6 7 7 6 7 7 7 6 6 7 6 7 2 7 7 7 7

Answer From Employee:

SL Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q Q

N 1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 2 2
o. 0 1 2 3 4 5 6 7 8 9 0 1 2

1 7 5 6 6 5 6 7 7 7 6 6 6 7 6 7 7 6 6 5 7 6 7

2 7 6 6 7 6 7 5 6 7 5 5 7 6 6 7 5 7 7 5 6 7 7

3 6 7 6 7 6 7 6 6 7 7 6 5 6 5 7 6 7 5 6 5 6 7

4 6 6 6 6 6 7 7 6 7 7 7 7 7 6 7 6 6 7 6 7 7 6

5 5 6 6 5 6 6 7 5 7 5 7 6 6 5 6 5 5 6 5 6 6 6

6 5 5 7 6 6 7 7 5 7 6 7 6 7 7 7 7 6 6 6 7 6 6
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Survey Result:
SL Questioner Average Average Gap Score
No. Expectation Perceptions (P-E)

Tangibles

1 Bank has modern looking equipment 6 4.891892 -1.108108

2 Bank’s physical facilities are visually appealing 5.833333 4.986486 -0.846847

3 Bank’s Reception desk employee are neat 6.166667 5.040541 -1.126126

appearing

4 Materials (statement) are visually appealing at 6.166667 5.22973 -0.936937

Bank

Average Tangibles SERVQUAL Score -1.0045

Reliability

5 Bank promise to do something by a certain time, 5.833333 4.905405 -0.927928

they do.

6 When customer has a problem bank show Sincere 6.666667 5 -1.666667

interest in solving

7 Bank perform the service right the first time 6.5 4.837838 -1.662162

8 Bank provide the service at the time they promise 5.833333 5.027027 -0.806306
to do so

9 Bank insist on error free records 7 5.310811 -1.689189

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Average Reliability SERVQUAL Score -1.35045

Responsiveness

10 Employees in bank tell you exactly when services 6 5.013514 -0.986486

will be performed

11 Employees in bank give prompt service to 6.333333 4.932432 -1.400901

customer

12 Employees in bank are always willing to help you 6.166667 5.054054 -1.112613

13 Employees in bank are never be too busy to 6.5 4.540541 -1.959459

respond to your request

Average Responsiveness SERVQUAL Score -1.36486

Assurance

14 Behavior of employees in bank instill confidence 5.833333 4.743243 -1.09009

in you

15 Customer of bank feel safe in transaction 6.833333 5.364865 -1.468468

16 Employees of bank area consistently courteous 6 4.986486 -1.013514

with customer

17 Employees of bank have the knowledge to answer 6.166667 4.554054 -1.612613

customer’s question

Average Assurance SERVQUAL Score -1.29617

Empathy

18 Bank gives customers individual attention 6.166667 5.013514 -1.153153

19 Bank have operating hour convenient to all their 5.5 4.351351 -1.148649
customer

20 Employees of bank who give customer personal 6.333333 4.608108 -1.725225

attention

21 Best interest at heart 6.333333 4.418919 -1.914414

22 Employees of bank understand customer specific 6.5 4.337838 -2.162162

needs

Average Empathy SERVQUAL Score -1.62072

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Survey Description:
Tangibles

1. Bank has modern looking equipment

Average Expectation: 6.00

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.891892

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.108108

2. Bank’s physical facilities are visually appealing

Average Expectation: 5.833333

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.986486

Answer Range:

Minimum-1

Maximum-7
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Gap Score (P-E): -0.846847

3. Bank’s Reception desk employee are neat appearing

Average Expectation: 6.166667

Answer Range:

Minimum-6

Maximum-7

Average Perceptions: 5.040541

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.126126

4. Materials (statement) are visually appealing at Bank

Average Expectation: 6.166667

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 5.22973

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -0.936937

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Graph1: Data showing the informations about Trangibles Servqual

Average Tangibles SERVQUAL Score -1.0045

Reliability

5. Bank promise to do something by a certain time, they do.

Average Expectation: 5.833333

Answer Range:

Minimum-5

Maximum-6

Average Perceptions: 4.905405

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -0.927928

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6. When customer has a problem bank show sincere interest in

solving

Average Expectation: 6.666667

Answer Range:

Minimum-6

Maximum-7

Average Perceptions: 5.00

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.666667

7. Bank perform the service right the first time

Average Expectation: 6.50

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.837838

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.662162

8. Bank provide the service at the time they promise to do so

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Average Expectation: 5.833333

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 5.027027

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -0.806306

9. Bank insist on error free records

Average Expectation: 7.00

Answer Range:

Minimum-7

Maximum-7

Average Perceptions: 5.310811

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.689189

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Graph1: Data showing the informations about Reliability Servqual

Average Reliability SERVQUAL Score -

1.35045

Responsiveness

10. Employees in bank tell you exactly when services will be

performed

Average Expectation: 6.00

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 5.013514

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -0.986486

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11. Employees in bank give prompt service to customer

Average Expectation: 6.333333

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.932432

Answer Range:

Minimum-2

Maximum-7

Gap Score (P-E): -1.400901

12. Employees in bank are always willing to help you

Average Expectation: 6.166667

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 5.054054

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.112613

13. Employees in bank are never be too busy to respond to

your request
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Average Expectation: 6.50

Answer Range:

Minimum-1

Maximum-7

Average Perceptions: 4.540541

Answer Range:

Minimum-6

Maximum-7

Gap Score (P-E): -1.959459

Graph1: Data showing the informations about Responsiveness Servqual

Average Responsiveness SERVQUAL Score -1.36486

Assurance
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14. Behavior of employees in bank instill confidence in you

Average Expectation: 5.833333

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.743243

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.09009

15. Customer of bank feel safe in transaction

Average Expectation: 6.833333

Answer Range:

Minimum-6

Maximum-7

Average Perceptions: 5.364865

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.468468

16. Employees of bank area consistently courteous with

customer

Average Expectation: 6.00

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Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.986486

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.013514

17. Employees of bank have the knowledge to answer

customer’s question

Average Expectation: 6.166667

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.554054

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.612613

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Graph1: Data showing the informations about Assurance Servqual

Average Assurance SERVQUAL Score -

1.29617

Empathy

18. Bank gives customers individual attention

Average Expectation: 6.166667

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 5.013514

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.153153

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19. Bank have operating hour convenient to all their

customer

Average Expectation: 5.50

Answer Range:

Minimum-5

Maximum-6

Average Perceptions: 4.351351

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.148649

20. Employees of bank who give customer personal attention

Average Expectation: 6.333333

Answer Range:

Minimum-5

Maximum-7

Average Perceptions: 4.608108

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.725225

21. Best interest at heart

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Average Expectation: 6.333333

Answer Range:

Minimum-6

Maximum-7

Average Perceptions: 4.418919

Answer Range:

Minimum-1

Maximum-7

Gap Score (P-E): -1.914414

22. Employees of bank understand customer specific needs

Average Expectation: 6.5

Answer Range:

Minimum-1

Maximum-7

Average Perceptions: 4.337838

Answer Range:

Minimum-6

Maximum-7

Gap Score (P-E): -2.162162

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Graph1: Data showing the informations about Empathy Servqual

Average Empathy SERVQUAL Score -

1.62072

Conclusion:

In conclusion we want to say customer’s perception is so poor than their expectation from bank.
Customer’s expectation much more high, on the other hand they are not satisfied about their perceptions.
Maximum customer focus prompt service, error free record and quick transaction than modern looking
equipment, physical facilities etc.

Reference:

1. Internet

2. Marketing Management

Written by

Philip Kotler, Kevin Lane Keller