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