a study on effectiveness of servqual in rrd towards its clients

A STUDY ON EFFECTIVENESS OF SERVQUAL IN RRD TOWARDS ITS CLIENTS

By

KAMAL RAM.R.K

(REG. NO. 21009631064)

Of

PANIMALAR ENGINEERING COLLEGE

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

JUNE 2011

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PANIMALAR ENGINEERING COLLEGE (A CHRISTIAN MINORITY INSTITUTION)

JAISAKTHI EDUCATIONAL TRUST BANGALORE TRUNK ROAD

VARADARAJAPURAM, NASARATHPETTAI, POONAMALLEE, CHENNAI - 602 102

DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

This is to certify that this project report titled �A STUDY ON EFFECTIVENESS OF

SERVQUAL IN RRD TOWARDS ITS CLIENTS� is the bonafide work of Mr. KAMAL

RAM.R.K who carried out the research under my supervision. Certified further, that to the

best of my knowledge the work reported herein does not form part of any other project report

or dissertation on the basis of which a degree or award was conferred on earlier occasion on

this or any other candidate.

Internal Guide Head of the Department

Internal examiner External Examiner





ACKNOWLEDGEMENT

My sincere thanks to Our Honorable Founder and Chairman Dr.JEPPIAAR, M.A., B.L.,

Ph.D.for his sincere endeavor in educating me in his premier institution.

I would like to express my deep gratitude to Our Beloved Secretary and Correspondent Dr

P.CHINNADURAI, M.A., Ph.D and I express my sincere thanks to Our Directors Mrs.

C.VIJAYA RAJESHWARI and Mr. C.SAKTHIKUMAR, M.E., M.Phil, for providing

me with the necessary facilities for completion of this project.

I also express my gratitude to our Principal DR.K.MANI, M.E., Ph.D, who helped me in

completing the project.

I would also like to acknowledge with thanks the support received from Head of the

department Dr.V.MAHALAKSHMI, M.L., MBA, Ph.D. and other teaching staffs which

has been helpful for the successful completion of the project

I would like to thank Mrs.E.Ramya Jayalakshmi MBA., Mphil., for her valuable guidance,

ideas and encouragement for the successful completion of the project.

I take this opportunity to acknowledge the help, guidance and co-operation received from

the management of RR DONNELLEY, CHENNAI.

R.K.KAMAL RAM





TABLE OF CONTENTS

S.No CHAPTERS Page No.

Abstract

List of Tables

List of Charts

I

II

III

CHAPTER -1: INTRODUCTION

1.1

1.2

Introduction

Company Profile

1

9

CHAPTER � 2:DEVELOPMENT OF MAIN THEME

2.1

2.2

2.3

2.4

2.5

Need for the Study

Objectives of the study

Scope of the study

Limitation of the study

Review of Literature

13

14

15

16

17

CHAPTER-3: ANALYSIS AND INTERPRETATION

3.1

3.2

3.3

3.4

3.5

Research Methodology

Analysis and Interpretation

Findings

Suggestions

Conclusion

21

25

66

69

70

Appendix

Questionnaire

Bibliography

71

74





ABSTRACT

The subject of service quality has aroused considerable recent interest among business people

and academics. Of course, buyers have always been concerned with quality, but the

increasing competitive market for many services has led consumers to become more selective

in the services they choose. Conceptualizing the quality for services is more complex than for

goods. Traditionally, most service providers have felt that they know all there is to know

about the customers and their requirements. This smug or self-satisfied approach needs to be

changed. Development of feedback systems is very essential part of the quality improvement.

How this can be used to develop better quality standards is an issue of immense importance.

Goal setting and adherence to the goals are both essential to ensure continuous improvement

in the quality standards. Because of the absence of tangible manifestations, measuring service

quality can be difficult but there are possible research approaches. Comprehensive models of

service quality and there limitations can be studied. Understanding just what dimensions of

quality are of importance to customers is not always easy in their evaluation process. It is not

sufficient for companies to set quality standards in accordance with misguided assumptions

of customers� expectations. A further problem in defining service quality lies in the

importance which customers often attach to the quality if the service provider is distinct from

its service offers � the two cannot be separated as readily as in the case of goods. Finally,

issues relating to the setting of quality standards and implementation of quality management

should be studied. This project initiates the performance on various dimensions of

SERVQUAL of RR Donnelley.





LIST OF TABLES

Table No Title. Page No.

3.2.1. Table indicating employee experience with RRD 25

3.2.2 Table indicating overall attitude about quality of services offered by

RRD 26

3.2.3 Table indicating satisfaction quality systems followed by RRD 27

3.2.4 Table indicating that RRD hold to their timely commitments 29

3.2.5 Table indicating RRD showing interest in solving problem 31

3.2.6 Table indicating that RRD performs the service right at the first time 33

3.2.7 Table indicating that RRD delivers the service before the deadline

given by client 35

3.2.8 Table indicating that RRD insists upon error-free records 36

3.2.9 Table indicating that RRD keeps client informed about the status of the

request 37

3.2.10 Table indicating that employees in RRD provide prompt service to

client 38

3.2.11 Table indicating that responsiveness of employee willing to help 39

3.2.12 Table indicating that employees in RRD are never too busy to respond

the client 40

3.2.13 Table indicating that behavior of employees in RRD creates confidence

in you 41

3.2.14 Table indicating that client feels safe in working with RRD 42

3.2.15 Table indicating that employees in RRD are consistently courteous with

client 43

3.2.16 Table indicating that employees in RRD have the knowledge to answer

client questions 44





3.2.17 Table indicating that RRD gives you individual attention 45

3.2.18 Table indicating that RRD has employees who give personal attention

towards client 47

3.2.19 Table indicating that RRD has your best interests at heart 48

3.2.20 Table indicating that employees of RRD understand client specific need 49

3.2.21 Table indicating that RRD has operating hours that is convenient to all

your clients 50

3.2.22 Table indicating that RRD has modern looking surveillance equipments 51

3.2.23 Table indicating that RRD facilities / infrastructures are visually

appealing 52

3.2.24 Table indicating that RRD employees adhere to the business attire

always 53

3.2.25 Table indicating that materials associated with the services is visually

appealing 54

3.2.26 Table indicating ranks for dimensions of tangibles

55

3.2.27 Table indicating the comment on overall rating services offered by

RRD 56

3.2.28 Table indicating the rating for dimensions of servqual 57

3.2.29 Table indicating the relation between the income category and price 58

3.2.30 Table indicating the relation between experience level and tangibles of

servqual 61





LIST OF CHARTS

Chart No Title. Page No.

3.2.1. Chart showing employee experience with RRD 25

3.2.2 Chart showing overall attitude about quality of services offered by

RRD 26

3.2.3 Chart showing satisfaction quality systems followed by RRD 27

3.2.4 Chart showing that RRD hold to their timely commitments 30

3.2.5 Chart showing RRD showing interest in solving problem 32

3.2.6 Chart showing that RRD performs the service right at the first time 34

3.2.7 Chart showing that RRD delivers the service before the deadline given

by client 35

3.2.8 Chart showing that RRD insists upon error-free records 36

3.2.9 Chart showing that RRD keeps client informed about the status of the

request 37

3.2.10 Chart showing that employees in RRD provide prompt service to

client 38

3.2.11 Chart showing that responsiveness of employee willing to help 39

3.2.12 Chart showing that employees in RRD are never too busy to respond

the client 40

3.2.13 Chart showing that behavior of employees in RRD creates confidence

in you 41

3.2.14 Chart showing that client feels safe in working with RRD 42

3.2.15 Chart showing that employees in RRD are consistently courteous with

client 43

3.2.16 Chart showing that employees in RRD have the knowledge to answer

client questions 44





3.2.17 Chart showing that RRD gives you individual attention 46

3.2.18 Chart showing that RRD has employees who give personal attention

towards client 47

3.2.19 Chart showing that RRD has your best interests at heart 48

3.2.20 Chart showing that employees of RRD understand client specific need 49

3.2.21 Chart showing that RRD has operating hours that is convenient to all

your clients 50

3.2.22 Chart showing that RRD has modern looking surveillance equipments 51

3.2.23 Chart showing that RRD facilities / infrastructures are visually

appealing 52

3.2.24 Chart showing that RRD employees adhere to the business attire

always 53

3.2.25 Chart showing that materials associated with the services is visually

appealing 54

3.2.26 Chart showing Comment on Overall rating services offered by RRD 56





1.1 INTRODUCTION:

SERVICE QUALITY AND SERVQUAL SCALE

Services:

Services are commodities that cannot be stored or disappear in use, or as activities that

require personal contact. The distinct characteristics of services are intangibility, perish

ability, heterogeneity of the product, and simultaneity of production and consumption.

Two economic units are required for a service to be produced � the consumer and the

producer. While the consumer cannot retain the actual service after it is produced, the effect

of the service can be retained. Managing a service operation requires the manager to

understand the service concept, service delivery system, and service levels. As the consumer

has a key role in the definition and evaluation of all three elements, it is imperative that

service managers have a clear understanding of consumer expectations and perceptions.

Services may be provided by private or public agencies. These characteristics enhance the

importance of certain marketing strategies that are unique to services marketing, such as

service customization, managing evidence, making the service tangible, and synchronizing

supply and demand patterns.

Service Quality and SERVQUAL:

Quality is a strategic tool for attaining operational efficiency and improved business

performance. Importance of quality to service firms and have demonstrated its positive

relationship with profits, increased market share, returns on investment, customer

satisfaction, and future purchase intentions. Service quality has been described as a form of

attitude, related but not equivalent to satisfaction, which results from the comparison of

expectations with performance (Parasuraman, Zeithaml and Berry 1988). Service quality

involves a comparison of expectations with performance: it is a measure of how well the

service level delivered matches customer expectations on a consistent basis. Service quality

has been conceptualized as a function of consumer expectations towards the service situation

and process, and of the output quality they perceived themselves to have received. The

ultimate goal of service quality measurement is to assist managers in ensuring service quality

and customer satisfaction (Webster, 1988). Measurement is a necessary step towards devising





any action plan. However, because of its elusiveness and indistinctness, explication and

measurement of quality also present problems for researchers, who often bypass definitions

and use one-dimensional self-report measures to capture the concept.

The emergence of service quality and its assessment has attracted the attention of numerous

researchers in the past two decades or so. In this sense, there are two main lines of thoughts

on measuring service quality an American and a European perspective. The focus on

functional quality attributes is referred to as the American perspective of service quality

while the European perspective suggests that service quality considers two more components.

The European perspective considers the quality of a service as perceived by customers

consists of three dimensions: functional (the process of service delivery to customers),

technical (the outcomes generated by the service to the customers), and image (how the

customers view the company). Considering those dimensions, the quality of the service is

dependent upon two variables: the expected service and the perceived service.

Functional quality of a service is often assessed by measures of customers� attitudes, as in

customer satisfaction questionnaires. The process of identifying customers� attitudes begins

with determining customers� requirements or quality dimensions. The author explains two

ways of identifying important quality dimensions of services: quality dimension development

approach and critical incident approach. The first one uses different sources of information,

such as opinions of providers and literature. The other one is a process to obtain information

from customers.

The 10 determinants of service quality established by Parasuraman et al. (1985) provide a list

that can guide investigation on the first approach. The authors subsequently developed

SERVQUAL (Parasuraman et al., 1988), a two-part instrument for measuring service quality

that was refined later (Parasuraman et al., 1991). SERVQUAL provided a means of

measurement for researchers to determine how well service level is delivered and how it

matches customer expectations on a consistent basis.

Parasuraman et al. (1988) developed a 22-item measurement instrument called SERVQUAL

for assessing customers' perceptions of service quality in service and retailing organizations.

Respondents are first asked to provide the level of service expected from a service firm on the





22-item expectations scale. Perceived service quality is obtained by subtracting the

expectation rating from the perception rating for each of the items. The perceived quality is

assessed based on service quality dimensions that correspond to the criteria used by

consumers when assessing service quality. There are 10 potentially overlapping dimensions:

tangibles, reliability, responsiveness, communication, credibility, assurance, competence,

courtesy, understanding/knowing the customer, and access. Afterwards, these dimensions

were reduced to five, namely: tangibles, reliability, responsiveness, assurance, empathy. The

SERVQUAL instrument may be used individually or may be averaged across the 22 pairs of

items to obtain an overall service quality score.

Using these 5 dimensions as the evaluation criteria the specification of service quality

becomes the gap between customers� expectations and their perceptions (Parasuraman et al).

The five key gaps or discrepancies on the service provider's side that are likely to affect

consumers' perceptions of service quality are:-

Gap 1: Consumer expectation-management perception gap, which is the gap between

consumer expectations of service quality and management perceptions of these expectations

Gap 2: Management perception-service quality perception gap, that is, the gap between

management perceptions of consumer expectations and the firm's service quality

specifications

Gap 3: Service quality specifications- service delivery gap, the gap between service quality

Specifications and actual service quality

Gap 4: Service delivery-external communications gap, or the gap between actual service

delivery and external communications about the service

Gap 5: Expected service-perceived service gap, which is the gap between expected service

and perceived service

Applications of the SERVQUAL scale have been made to measure service quality in

hospitals, hotels, travel and tourism, telecom companies, insurance companies and banks,





business school placement centre, retail stores and acute care hospital physicians, dentists,

attorney, financial and banking institutions, laundry/dry cleaning and automobile companies.

Service Quality Dimensions:

Service quality is a perception of the customer. Customers, however, form opinions about

service quality not just from a single reference but from a host of contributing factors. Service

marketers need to understand all the dimensions used by customers to evaluate service

quality.

David Garvin in the article �Competing on the Eight Dimensions of Quality� identified the

following eight dimensions of quality applicable to both goods and services. These include:

Performance, Features, Reliability, Conformance, Durability, Serviceability, and Aesthetics,

Perceived quality or prestige.

In a further refinement of their earlier factor identification, Parasuram, Zeithmal and Berry

have identified the following five dimensions of service quality as crucial. These are:

a. Reliability





This dimension is shown to have the highest influence on the customer perception of quality.

It is the ability to perform the promised service dependably and accurately.

b. Responsiveness

It is the willingness of the service firm�s staff to help customers and to provide them with

prompt service. The customers may have queries, special requests, complaints, etc. In fact,

each customer may have problems of his or her own. While the front-end employee may have

been trained or equipped to deliver standardized services, the customers want them to go

beyond this limit. It is the willingness to help the customer or willingness to go that extra

distance that is responsiveness.

The second aspect of responsiveness is speedy response to a customer request. When

response is delayed customers usually loses interest. Many sales representatives respond on

the phone, �I will call you back�. The call is never returned. The customer draws his or her

own conclusion about the quality of service he is likely to receive in the future.

c. Assurance

It defined as the ability of the company to inspire trust and confidence in the service delivery.

It refers to knowledge and courtesy of the service firm�s employees and their ability to inspire

trust and confidence in the customer toward the company. This dimension is considered vital

for services that involve high risk as customers may not be able to evaluate all the

uncertainties involved in the process by them.

Example: Telecommunication services sometimes requires complex uncommon procedures,

services in various ways demand this service quality dimension.

There are property developers/builders who provide a list of previous buyers of flats or

apartments to potential buyers. The evaluation of construction services is beyond technical

capabilities of most buyers. However, the prospective customers are free to call the previous

customers. When prospective customers hear from them about the company and its

satisfactory delivery, they feel assured and develop a more positive attitude toward the

company.

d. Empathy





It refers to the caring, individualized attention the service firm provides each customer. When

service provider puts himself in the shoes of the customers, he may see the customer�s

viewpoint better. When customers feel that the provider is making his best effort to see their

viewpoint, it may be good enough for most.

Example: a lady customer with a young child arrives slightly late at the check-in counter and

requests the agent for a seat along the aisle and near the toilet. Even if all such seats have

already been taken up, the agent and the airline may make even effort to request another

passenger to exchange seats and meet the customer demand. The lady passenger would be

delighted if her request could be honored despite the last minute checking in, and even if she

does not get such a seat, she would be grateful for their effort.

e. Tangibles

It refers to physical facilities, equipment, and appearance of a service firm�s employees. The

job of the tangible and physical evidence of a service is multifunctional.

When a customer sees the various offerings of RR Donnelley in the newspaper or

commercials, he becomes aware of the quality of service he is about to receive. If RR

Donnelley provides customers service with well dressed & mannered employees, announce

their offerings in a specified written format etc, customers will be impressed. Tangibles

provide the customer proof of the quality of service.

Measuring Service Quality:

When evaluating service quality, consumers examine five dimensions: tangibles, reliability,

responsiveness, assurance and empathy.

Using SERVQUAL to Measure Service Quality

The SERVQUAL instrument was based on the premise that service quality is the difference

between customers� expectations and their evaluation of the service they received. The first

part of the questionnaire asks customers to indicate the level of service they would expect

from a firm in a particular industry. The second part of the questionnaire asks customers to

evaluate the service performed by a specific service firm. Gap Theory is the method for

calculating service quality that involves subtracting a customer�s perceived level of service

received from what was expected.





SERVQUAL uses 22 questions to measure the five dimensions of tangibles, reliability,

responsiveness, assurance and empathy. Through SERVQUAL, firms can measure

customers� evaluations of their service performance. For example, if customers consistently

give firm low scores for one dimension, such as reliability, then the firm�s management can

take steps to improve that particular dimension of their service offering.

Problems with SERVQUAL:

Although SERVQUAL is an excellent instrument for measuring service quality, managers

must be aware of potential problems with the instrument, as well as with the gap theory

methodology on which it is based. An understanding of these problems may prevent service

companies from misinterpreting the results and developing inappropriate marketing plans.

The SERVQUAL instrument has three potential problems.

First, SERVQUAL measures customers� expectations of the ideal firm in a particular service

industry. This may or may not be relevant to the capabilities of a particular service firm or the

set of service firms available to a consumer. For example, consumers may indicate that

physicians should provide their services at the time they promised. Seldom do patients see the

doctor at the scheduled time. No one likes waiting after their appointment time, yet, because

of excess demand, patients will continue to wait.

The second problem with SERVQUAL is its generic nature. Since its not industry specific, it

does not measure variables that may be important for a particular industry. For example, in

the airline business, on-time arrival is a very important dimension to travelers, but

SERVQUAL does not measure travelers� perceptions of this variable.

The third problem with problem with SERVQUAL deals with the gap theory methodology

used for measuring the level of service quality. Measuring consumer expectations after a

service has been provided will bias consumers� responses. If customers had a positive

experience at Blockbuster, they will tend to report lower scores for their expectations, so

there is a measurable gap between what they expected and the actual service they received.





1.2 COMPANY OVERVIEW:

The ability to manage and optimize the complex network of communications throughout an

enterprise is a critical success factor. Organizations that adopt an integrated approach to

communications will benefit from both increased efficiencies and improved performance.

As a leader in communications management RR Donnelley Global Document Solutions

(GDS) helps its clients meet their business goals through a combination of people, process

and technology. We help our clients to increase revenues, reduce costs and reduce risks by

leveraging our experience, our robust outsourcing infrastructure, our leading technology

platform and our global scale.

We deliver a component based managed service platform that can be deployed dynamically

and flexibly to deliver measurable benefits to stakeholders throughout the enterprise,

including marketing, finance and operations. We leverage this platform to improve the

efficiency and effectiveness of the communication needs within an enterprise, both internal

and external.

Our people are our strength. Their knowledge, commitment and talents drive our

success.

GDS operates in a dynamic environment and to succeed it needs to employ people with drive,

determination and the ability to generate innovative ideas. We pride ourselves on our ability

to recruit and motivate a diverse, well-educated and international workforce. This creates a

unique and culturally diverse working environment, enabling us to fulfill our global and pan-

European projects.

We believe that our people are our strength. Their knowledge, commitment and talents drive

our success. One of our key attributes is our people-focused culture. After all, nearly 80% of

our people have transferred over to us via outsourcing contracts and we need to ensure that





they feel motivated to succeed in their new environment.

It is our belief that exceptional client service can only be delivered by exceptional and

motivated people - people who listen and are open to new ideas. It is our people who allow us

to provide excellent levels of service to our clients. The quality, enthusiasm and commitment

of our employees are the cornerstone of our success. Across the whole of GDS you will find

people with a wide variety of skills and backgrounds. People with diverse educational

backgrounds, work experiences and personal interests thrive in our business because they are

all united by something unique - a drive, a passion, a focus on personal development, a

commitment to being part of a team and an appreciation that everybody can make a

difference.

Our Approach:

GDS's reputation in delivering innovative, effective integrated communication management

solutions is second to none. We specialize in providing robust and tailored managed services

to major clients across a wide range of market sectors including financial services, utilities,

telecommunications and government.

We are committed to improving both the efficiency and effectiveness of the communications

our clients have with their customers and to optimize their enterprise based communication

requirements. We believe that maximizing operational efficiency is only the start and whilst

we fully appreciate that cost reduction is a primary driver for our clients, we also believe that

this should be allied to a desire to transform and improve current processes to drive additional

business benefits.

Whilst we offer complete communication life cycle management we absolutely understand

that a lot of companies will want to take a phased approach; tackle specific high priority

business needs first and mitigate risks. This is a sensible and pragmatic strategy which we

fully endorse.

Our approach is totally client-centric and is supported by a proven technology platform and a

portfolio of best in class services including account management, project management,

integration, transformation and support.

We pride ourselves on the quality of our client base and the high regard in which we are

viewed by them. We strive to make every client a reference point by delivering excellent





results. Our proven track record means that our clients can rest assured that their

communication strategies are being managed expertly and reliably, allowing them to focus on

their core activities.

Our Values:

GDS values (listed below) are the cornerstone of our goal to lead the enterprise

communication management market.

Trusted Partner of Choice

We strive to develop long term value adding partnerships that are built on trust. We are fully

aware that we are managing critically important operations for our clients and that our

performance will have a direct impact on the success of their business. Our aim is to build

this trust through the excellence of our solutions and the strength of our track record. Our aim

is to ensure that our clients can rely on us to deliver exactly what they need, when they need

it.

Innovation

Any organization that stands still will soon lose competitive edge. We recognise that the

success of our clients lies in our ability to communicate efficiently and effectively with their

customers. GDS has a proven track record in transforming and managing communication

processes using best in class technology and re-engineering services. For GDS, operational

efficiency is only the beginning. We strive to make our clients' customer communications and

internal document production as competitive and effective as possible - innovation is integral

to this. Whether it is making a small change to an existing process or completely re-

engineering the complete life cycle of a document, we can make sure that innovation drives

business success.

Investment

GDS continues to invest and lead innovation in the field of enterprise communication

management. Our unrivalled solution portfolio has been created through a continuous multi-

million pound investment programme. For example, our CustomPoint Intelligent Print

Management technology platform allows us to offer an unmatched global print management





solution. We will continue to lead the market in investing and implementing technology and

resources to innovate the communication management market.

We will also continue to invest heavily in our people to ensure they have the requisite

competencies to help our clients meet the changing needs of their respective market places.

Control

When outsourcing business processes, organisations need to be satisfied that there will be no

loss of control. In fact it is GDS' philosophy that our clients' control is enhanced by their

ability to accurately measure performance, through regular project reviews and stringent KPI

monitoring. We fully understand that any delays or interruptions to the flow of important

communications can have a significant impact on a business and we endeavour to keep our

clients fully and regularly informed about operational performance.

Insight

A fresh, informed viewpoint of our customers is gained not just by analysing data, but by

understanding their business drivers and knowing which solutions will best meet current and

future needs. This gives us the ability to provide clients with a unique insight into their

business and by working together we establish a clear, shared vision of the way forward.

Major Services Provided by RRD:

Business Process Outsourcing

RRD Global Document Solutions

Judgment Based Business Process Outsourcing Services

Customer Services

Global Turnkey Solutions

Sourcing and Materials Management





2.1 NEED OF THE STUDY:

In the rising competitive global market to sustain in the market ,organization should validates

its performance continuous basis. It can be product oriented or services oriented company,

the appraisal of the performance is important. Mainly for service providing companies the

evaluation process gets even more complex.

Analyzing the factors that constitute success to the company gives the company to overlook

its future for its extensions. To provide customer satisfaction and to get more loyal customers

the services which provide to them should be monitored. Critical to quality is important to

satisfy the customer requirement. So this study helps to initiate the different understanding

about the service quality.





2.2 OBJECTIVES OF THE STUDY: The basic objective of study was to focus on the basis of SERVQUAL. The objectives of the

project are as follows.

To determine customer perceptions and expectations regarding different services of RR Donnelley

To determine the level of satisfaction regarding different services of RR Donnelley To evaluate the reasons behind dissatisfaction regarding products and services of RR

Donnelley Responsiveness of RR Donnelley in delivering satisfied services to customer





2.3 SCOPE OF THE STUDY: The consumer perception regarding a product will not always be the same. To buy a product

or services a consumer needs to know the key attributes of that product or service. This

project helps us to have a clear view about how a consumer perceives a service. It also helps

to identify the major attributes and decision making system based on those attributes.

This study largely focused on SERVQUAL being the measurement tool for measuring the

service quality. Further longitudinal studies can be done at regular time intervals over the

years to reinforce the arguments. A comparative study can be aimed between public and

private operation services. Further it can be extended to semi-urban and rural area to obtain

their perception too.





2.4 LIMITATIONS OF THE STUDY

1. Limitations on data: The data provided were very limited and considered to be confidential hence sharing

such rich resources had its own constraints.

2. Limitations on time:

Since the time constraint was for only about 30 days, the researcher could not focus

on many aspects instead getting questionnaires from other units of the group.

3. Limitations on responsiveness of Employees:

The results obtained are based on the views shared by the employees with respect to

their own experience. Some respondents are guided to answer the questionnaire as they found

certain difficulties in answering on their own. Some questions were answered in a biased

manner.

4. Limitations on Sampling:

The results obtained from the responses fits to this unit alone and cannot be extended or

fit to the universe.





2.5 LITERATURE REVIEW

Service Quality

Service quality is a critical component of employee perceptions about the service. employees

perceive services in terms of its quality and how satisfied they are overall with their

experiences as thus; service quality is defined as employees� perception of how well a service

meets or exceeds their expectations. In the retail context, perceptions of service encounters

accumulate over time and a employee�s relationship with an organization are a continuation

of exchanges or interactions both past and present�. When customers evaluate retail service,

they compare their perceptions of the service they receive with their expectations. Employees

are satisfied when the perceived service meets or exceeds their expectations. They�re

dissatisfied when they feel the service falls below their expectations.

Review of Service Quality Models

As service industry has contributed significantly to global economy in the past few decades,

service quality also draws attention of many practitioners and researchers. There were various

service quality models proposed and applied in different contexts. For the purpose of this

study, concepts and literatures related 3 models are presented: SERVQUAL and GAP model

by Paraguayan et al. (1988), SERVPERF by Cronin and Taylor (1992), Retail Service

Quality Model by Dabholkar et al. (1996).

Servqual and Gap Model:

In 1980s, in the attempt to define service quality and develop a model of service quality,

Parasuraman et al. conducted an exploratory investigation. The results showed that regardless

of the type of service, consumers used basically the similar criteria in evaluating service

quality (Parasuraman et al., 1985). They labeled those 10 criteria �service quality

determinants�. Since then, service quality was defined through 10 dimensions: access,

communication, competence, courtesy, credibility, reliability, responsiveness, security,

tangibles and understanding/knowing the customer. Later, they were simplified into five

dimensions including tangibles, reliability, responsiveness, assurance and empathy. This

model indicates that consumer perceptions of quality are influenced by five gaps occurring in

the internal process of service delivery. The basic premise is that service quality can be

defined by the difference between expected service and perceived service (Parasuraman et al,

1985). The first four are those on the service provider side of service. Gap 5 is related to the

customer side of service. These gaps are (1) the difference between what customers





expected and what management perceived customer expected; (2) the difference

between management�s perceptions of customer expectations and the translation of those

perceptions into service quality specifications; (3) the difference between actual

Service quality specifications and the delivery of those specifications to customer service

actually delivered; (4) the difference between the services delivered to customers and the

external communications about the service; and (5) the difference between customer

expectations and perceptions. Although SERVQUAL has been applied in the study of

different types of service industries, there are certain limitations and criticisms. Some of the

widespread concerns are the 5 dimension configuration of the scale, the

appropriateness of operational zing service quality as the expectations-performances gap

score, and the scale�s applicability to a retail setting (Bakakus and Boller, 1992; Finn and

Lamb, 1991; Reeves and Bednar 1994).

Servperf:

With an argument that Parasurman et al.�s gap theory of service quality was supported by

little empirical or theoretical evidence, Cronin and Taylor (1992) developed a "performance-

based" service quality measurement scale called SERVPERF. The major difference

between these two scales is that SERVQUAL operationalises service quality by comparing

the perceptions of the service received with expectations, while SERVPERF maintains only

the perceptions of service quality. The SERVPERF scale consists of 22 perception items

excluding any consideration of expectations. The superiority of SERVPERF over

SERVQUAL has been demonstrated in numerous studies including those by Avkiran (1999),

Lee et al. (2000) and Brady et al. (2002). However, the continued use of and reference to

SERVQUAL in marketing literature suggest that �consensus has not yet been reached

relative to the superiority of performance-only measures of service quality� (Brady et al.

2002, p. 18).

Retail Service Quality Scale (RSQS):

To contextually fit the retail industry, Dabholkar et al. (1996) developed Retail Service

Quality Model (RSQS). Based on SERVPERF, RSQS includes 28-item scale, of which

17 items are from SERVPERF and 11 items are developed by qualitative research. It

composes of 5dimensions, namely (1) Physical aspects � Retail store appearance and store

layout; (2) Reliability � Retailers keep their promises and do the right things; (3)Personal

interaction � Retail store personnel are courteous, helpful, and inspire confidence in

customers; (4) Problem solving � Retail store personnel are capable to handle returns and





exchanges, customers� problems and complaints; and (5)Policy � Retail store�s policy on

merchandise quality, parking, operation hours, and credit cards. RSQS has been used by

some researchers in measuring service quality in certain types of retailers such as department

stores, supermarkets and discount stores in Western and Eastern countries. Kim et al. (2001)

conducted a study with U.S. and Korean customers of discount stores. The findings showed

that customers' perceptions of service quality do not view service quality in as similar

manner, nor do U.S. and Korean customers of discount stores. In other words, the

dimensionality of service quality is not universal across industries or across countries (Kim et

al, 2001). Mehta et al (2000) conducted a research on service quality in the contexts of

supermarkets and electronic good retailers in Singapore. The results showed that �RSQS was

superior within the context of more good and less service environment, i.e. a supermarket,

while SERVPERF was better for a retailing context where the service element becomes more

important, i.e. an electronic goods retailer.� (Mehta et al, 2000). Moreover, Kaul (2003)

found that RSQS dimensions were not valid in India. In Vietnam, Nguyen (2006) tested a

model on the relationships between service quality, customer satisfaction and loyalty in

supermarkets in HCMC and found that retail service quality composes of 5 dimensions:

goods assortment, personnel, appearance, physical aspects and safety. This study

recommended that SERQUAL and RSQS could be applied in Vietnam provided that they are

adjusted to the specific context of study.

FINDINGS: The environmental impacts of ever increasing consumption throughout the world have been

recently recognized. Many solutions have been proposed to combat the rising levels of

consumption. One of the concepts suggested as a potential solution to reduce consumption

levels is the concept of product-service systems (PSS).The concept proved to be viable in the

business-to-business context. However, in the private consumer markets, it has been less

successful, both in terms of economic viability and environmental impact reduction. User

behavior has been named as the primary reason for this situation.

To address this problem, either behavioral or service system design changes are needed

Changing human behavior and existing lifestyles contributes to the vision of sustainable

Development, but it proves to be an insurmountable task over a short period of time. Instead,

changing the design of product-service system to reduce the behavioral pitfalls may

potentially be an easier way towards sustainable development. Changing system design





requires understanding how consumer acceptance of more sustainable solutions is formed,

influenced or changed, what the influencing factors are and what the leverage points for best

results with lowest costs are. Understanding consumer perceptions and behavior in this

context is crucial.

However, the consumer decision-making process is much more complex and intricate than

just a simple decision about shifting from owning a product towards paying per its use.

Throughout this study we demonstrated that products are not seen purely for their functional

features, but rather products are complex combinations of various attributes, which, together

with functionality, also bring status, serve as a key to a certain social class, reinforce one�s

self-esteem, and much-much more. Therefore, the goal of this study was to make a step

toward better understanding the complexity of the phenomena we intend to change. We

looked at how different disciplines perceive the consumption process in general and

consumer decision-making process in particular. We saw the wealth of theories and

frameworks being developed trying to solve this puzzle. We than looked closer at potentially

most promising models, which could prove valuable for understanding the consumer

decision- making process in the context of ownerless Consumption. We also found some

useful tools, which can be employed for collecting information about consumers. Identified

frameworks and tools were then evaluated for suitability for the PSS context.





3.1 RESEARCH METHODOLOGY

Research is a systematic and continues method of defining a problem, collecting the

facts and analyzing them, reaching conclusion forming generalizations. Research

methodology is a way to systematically solve the problem. It may be understood has a

science of studying how research is done scientifically.

RESEARCH DESIGN: A research design is the arrangement of condition for collection and analysis of data

in a manner that aims to combine relevance to the research purpose with economy in

procedure. It is the conceptual structure within which research is conducted. The research

design adopted in this study is descriptive research.

DESCRIPTIVE RESEARCH: Descriptive research is concerned with specific predictions and narration of facts and

characteristics concerning individual, group or situation. Descriptive research also known as

statistical research, describes data and characteristics about the population or phenomenon

being studied. Descriptive research answers the questions who, what, where when and how.

SOURCES OF DATA: The two main sources of data for the present study used are primary and secondary in

nature.

Primary data:

Primary data consists of original information collected for specific purpose. The

primary data for this research study was collected through a direct survey with the employees

by a structured questionnaire and through scheduling method.

Secondary data:

Secondary data consists of information that already exists somewhere and has been

collected for specific purpose in the study. The secondary data for this study is collected from

company website and internet.

This project uses more of primary data rather than secondary data to study about the

online behavior of the customers.





SAMPLING TECHNIQUE:

I. SAMPLING UNIT

Sampling units deals with who is to be surveyed. The marketing researcher

must define the target population that will be sampled. The sample selected for the study is

the focused in the city of Chennai.

II. SAMPLING SIZE:

Pilot Study: Same Size Determination: For Dichotomous Scale:

Sample Size n = pq (z/e) 2

Total no of pilot samples: 30 Probability of occurrences p = (28/30) = 0.93 Probability of non occurrences q =1-p= 1-0.93 =0.07 Z value for 95 % confidence level = 1.96 E Tolerable Error = 5 % n = .93*.07*(1.96/.05) 2

n = 100 So the maximum sample size n= 100 has been taken for the data collection plan due to the limitations mentioned above. III. SAMPLING PROCEDURE:

There are two methods of sampling. They are probability and non-probability

sampling. The research has adopted probability sampling.

Probability sampling:

Each and every unit of population is having known chance of being selected.





Random Sampling:

In a simple random sample ('SRS') of a given size, all such subsets of the frame are given an

equal probability. Each element of the frame thus has an equal probability of selection: the

frame is not subdivided or partitioned. Furthermore, any given pair of elements has the same

chance of selection as any other such pair (and similarly for triples, and so on). This

minimizes bias and simplifies analysis of results. In particular, the variance between

individual results within the sample is a good indicator of variance in the overall population,

which makes it relatively easy to estimate the accuracy of results.

STATISTICAL TOOLS

The various statistical tools that are used for this research are as follows,

1. CHI-SQUARE TEST: The square of a standard normal variate is known as Chi-Square

variate with 1 degree of freedom. The chi-square tests a fairly simple and definitely the most

popular of all the other tool, the chi-square test is most widely used non-parametric tests in

statistics. It makes no assumption about being sampled. The quality chi-square describes the

magnitude of discrepancy between theory and observation.

i

ii

E

EO

22

)(

Where,

Oi = Observed frequency.

Ei = Expected Frequency.

2. PERCENTAGE ANALYSIS: This is an unvaried analysis (i.e., considering just 1 factor) where the percentage of a

particular factor with different category are calculated, in order to help one get a fair idea

regarding the sample and thereby that of population.

3. INTERVAL ESTIMATION:

In interval estimation the interval estimate is a range of value used to

estimate the population parameter. It means obtaining an interval in which the parameter is to

be estimated is expected to lie between the values.





n

pqZpdardErrorSZpP 2/2/ )tan(

4. WEIGHTED AVERAGE METHOD:

A method of computing a kind of arithmetic mean of a set of numbers in which some

elements of the set carry more importance (weight) than others

5. TWO WAY ANOVA:

Two way ANOVA techniques are used when the data are classified on the basis of two factors .The following are the steps in carrying out the analysis of variance.

1. Set up null hypothesis

2. Find the sum of all the items (T)

3. Find the correction factor, C.F = T2 / N

4. Find the total sum of squares = square of all items � C.F

5. Find the sum of squares between columns.

6. Find the sum of squares between rows.

7. Find residual variance.

8. Construct analysis of variance table.

9. Calculate the values of F as follows:

F � for variance between columns = Variance between columns Residual variance

F � for variance between rows= Variance between columns

Residual variance 10. Find the tabulated value of F for their respective values of freedom.

11. If calculated F value < tabulated F value, we accept the hypothesis.

12. If calculated F value > tabulated F value, we reject the hypothesis.





3.2 ANALYSIS AND INTERPRETATION

TABLE NO 3.2.1 TABLE INDICATING EMPLOYEE EXPERIENCE WITH RRD: COMMENT ON DURATION

OF WORKING WITH RRD

NO. OF RESPONDENTS PERCENTAGE

LESS THAN 1 YEAR 31 31

1-3 YEAR 17 17

3-5 YEAR 42 42

5 AND MORE THAN 5

YEARS

10 10

Total 100 100

FINDINGS:

From the above table it is observed that 31% of the respondents are less than 1 year

experience, 17% of them fall under 1-3 years of experience, 42% of them falls under 3-5

years of experience, remaining 10% have more than five years of experience.

INFERENCE:

It can be inferred that Majority of the respondent ie.42% of the respondent have 3-5

years of experience.

Chart 3.2.1 Chart showing employee experience with RRD





TABLE NO 3.2.2 TABLE INDICATING OVERALL ATTITUDE ABOUT QUALITY

OF SERVICES OFFERED BY RRD:

COMMENT ON ATTITUDE

ABOUT SERVICE QUALITY


Very High 25 25

High 21 21

Moderate 29 29

Low 16 16

Very Low 9 9

Total 100 100

FINDINGS:

From the above table it is observed that 25% of the respondents are accept that the

quality of service offered is very high, 21% of the respondent are accept that the quality of

service offered is high, 29 % of the respondent are accept that the quality of service offered is

moderate, 16% of the respondent are accept that the quality of service offered is low, 9% of

the respondent are accept that the quality of service offered is very low.

INFERENCE:

It can be inferred that overall attitude of quality of service are Moderate.

Chart 3.2.2 Chart showing Quality of Service Offered By RRD





TABLE NO 3.2.3 TABLE INDICATING SATISFACTION QUALITY SYSTEMS

FOLLOWED BY RRD:

QUALITY SYSTEM NO.OF RESPONDENTS PERCENTAGE

Yes 62 62

No 38 38

Total 100 100

FINDINGS:

From the above table it is observed that 62% of the respondents are say yes, 38% of

the respondent say no

INFERENCE:

It can be inferred that Majority of the respondent are satisfied with quality of the

system

Chart 3.2.3 Chart Showing satisfaction quality systems followed by RRD





Calculation:

n = 100; Zα/2 =1.96 (at 95% Confidence Level)

p = (Number of Yes / Sample size) p = (62/100) p=0.62

q = (1-p) q = (38/100) q =0.38

Standard Error = √ (pq/n)

Standard error = 0.0443

Interval Estimation: P ± (Zα/2 * Std Error)

P - (Zα/2 * Standard Error) = 0.533 P + (Zα/2 * Standard Error) = 0.706 0.533 < P < 0.706

Conclusion:

So,it is concluded that most of the respondents have satisfied with the quality systems

followed by RRD





Statements in the Reliability Dimensions:

TABLE NO 3.2.4 TABLE INDICATING THAT RRD HOLD TO THEIR TIMELY

COMMITMENTS:

COMMENT ON RRD

PROMISES


Excellent 43 43

Good 25 25

Average 10 10

Below Average 7 7

Unsatisfactory 15 15

Total 100 100

FINDINGS:

From the above table it is observed that 43% of the respondents says excellent, 25%

of the respondent says good, 10 % of the respondent says average, 7% of the respondent says

below average, 15% of the respondent says unsatisfactory.

INFERENCE:

It can be inferred that Majority of the respondent says excellent about the timely

commitment of RRD





Chart 3.2.4 Chart Showing the RRD hold to their timely commitments





TABLE NO. 3.2.5 TABLE INDICATING RRD SHOWING INTEREST IN SOLVING

PROBLEM:

COMMENT ON RRD

INTEREST IN SOLVING

PROBLEMS


Always 36 36

Usually 42 42

About half the time 12 12

Rarely 7 7

Never 3 3

Total 100 100

FINDINGS:

From the above table it is observed that 36% of the respondents says always RRD

showing interest in solving problem, 42% says Usually, 12% says about half the time, 7%

says rarely, 3% says never

INFERENCE:

It can be inferred that Majority of the respondent i.e.42% of the respondent says

usually RRD showing interest in solving problem

Chart 3.2.5 Chart Showing the RRD showing interest in solving problem





TABLE NO 3.2.6 TABLE INDICATING THAT RRD PERFORMS THE SERVICE

RIGHT AT THE FIRST TIME:

COMMENT ON RRD

PERFORM THE SERVICE

RIGHT AT FIRST TIME


Always 33 33

Usually 29 29


Rarely 8 8

Never 25 25

Total 100 100

FINDINGS:

From the above table it is observed that 33% of the respondents says always RRD

performs the service right at the first time, 29% of the respondent says usually RRD performs

the service right at the first time, 05% of the respondent says about the half the time RRD

performs the service right at the first time, 8% of the respondent says rarely RRD performs

the service right at the first time, 25% of the respondent says never RRD performs the service

right at the first time.

INFERENCE:

It can be inferred that Majority of the respondent are says always RRD performs the service

right at the first time.





Chart 3.2.6 Chart Showing the RRD performs the service right at the first time





TABLE NO 3.2.7 TABLE INDICATING THAT RRD DELIVERS THE SERVICE

BEFORE THE DEADLINE GIVEN BY CLIENT:

COMMENT ON RRD

DELIVERS THE SERVICE

BEFORE DEAD LINE


Very Frequently 40 40

Frequently 20 20

Occasionally 02 02

Rarely 17 17

Very Rarely 21 21

Total 100 100

FINDINGS:

From the above table it is observed that 40% of the respondents strongly agree , 20%

of the respondent are agree, 02% of the respondent are neither agree nor disagree, 17% of the

respondent are disagree, 21% of the respondent are strongly disagree.

INFERENCE:

It can be inferred that Majority of the respondent are strongly agreed that RRD deliver

the service before the client deadline.

Chart 3.2.7 Chart Showing the RRD delivers the service before the deadline given by client





TABLE NO 3.2.8 TABLE INDICATING THAT RRD INSISTS UPON ERROR-FREE RECORDS.

COMMENT ON RRD INSIST

ON ERROR FREE RECORDS



Frequently 22 22

Occasionally 3 3

Rarely 10 10

Very Rarely 5 5

Total 100 100

FINDINGS:

From the above table it is observed that 60% of the respondents says very frequently

RRD insist on error free records , 22% of the respondent says frequently, 03 % of the

respondent says occasionally,10% of the respondent says rarely, 5% of the respondent very

rarely.

INFERENCE:

It can be inferred that Majority of the respondent says very frequently RRD insist on

error free record.

Chart 3.2.8 Chart Showing the RRD insists upon error-free records





Statements in the Responsiveness Dimensions:

TABLE NO 3.2.9 TABLE INDICATING THAT RRD KEEPS CLIENT INFORMED

ABOUT THE STATUS OF THE REQUEST:

COMMENT ON RRD KEEPS

THE CLIENT INFORMED

ABOUT THE STATUS OF

THE REQUEST


Strongly Agree 75 75

Agree 5 5

Neither Agree nor Disagree 2 2

Disagree 10 10

Strongly disagree 8 8

Total 100 100

FINDINGS:

From the above table it is observed that 75% of the respondents strongly agree , 5% of

the respondent are agree, 2% of the respondent are neither agree nor disagree, 10% of the


INFERENCE:

It can be inferred that Majority of the respondent i.e.75% of the respondent are

strongly agreed that RRD update the client periodically..

Chart 3.2.9 Chart Showing the RRD keeps client informed about the status of the request





TABLE NO 3.2.10 TABLE INDICATING THAT EMPLOYEES IN RRD PROVIDE PROMPT SERVICE TO CLIENT:

COMMENT ON RRD

EMPLOYEES PROVIDE

PROMPT SERVICE TO

CLIENT


Very Often 25 25

Regularly 43 43

Sometimes 7 7

Once or Twice 15 15

Never 10 10

Total 100 100

FINDINGS:

From the above table it is observed that 25% of the respondents says very often

employees in RRD provide prompt service to client , 43% of the respondent says regularly, 7

% of the respondent says sometimes, 15% of the respondent says once or twice, 10% of the

respondent says never.

INFERENCE:


regularly employees in RRD provide prompt service to client.

Chart 3.2.10 Chart Showing the Employees in RRD provide prompt service to client





TABLE NO 3.2.11 TABLE INDICATING THAT RESPONSIVENESS OF EMPLOYEE WILLING TO HELP:

COMMENT ON RRD

EMPLOYEE

RESPONSIVENESS


Very Often 80 80

Regularly 10 10

Sometimes 0 0

Once or Twice 6 6

Never 4 4

Total 100 100

FINDINGS:

From the above table it is observed that 80% of the respondents says very often

employee of RRD willing to help, 10% of the respondent says regularly, 0 % of the

respondent says sometimes, 6% of the respondent says once or twice, 4% of the respondent

says never.

INFERENCE:

It can be inferred that Majority of the respondent i.e.80% of the respondent says that

very often employee of RRD willing to help employees are willing to help.

Chart 3.2.11 Chart showing the responsiveness of employee willing to help





TABLE NO 3.2.12 TABLE INDICATING THAT EMPLOYEES IN RRD ARE NEVER TOO BUSY TO RESPOND THE CLIENT:

COMMENT ON RRD

EMPLOYEE RESPONSE TO

CLIENT IMMEDIATE


Always 53 53

Usually 27 27


Rarely 11 11

Never 2 2

Total 100 100

FINDINGS:

From the above table it is observed that 53% of the respondents says always RRD are

never too busy to respond the client, 27% of the respondent says usually, 7 % of the

respondent says about half the time, 11% of the respondent says rarely, 2% of the respondent

says never

INFERENCE:


always RRD are never too busy to respond the client.

Chart 3.2.12 Chart showing that Employees in RRD are never too busy to respond the

Client





Statements in the Assurance Dimensions:

TABLE NO 3.2.13 TABLE INDICATING THAT BEHAVIOR OF EMPLOYEES IN

RRD CREATES CONFIDENCE IN YOU

COMMENT ON RRD

EMPLOYEES CREATE

CONFIDENCE



Agree 27 27


Disagree 11 11


Total 100 100

FINDINGS:


of the respondent are agree, 7 % of the respondent are neither agree nor disagree, 11% of the


INFERENCE:

It can be inferred that Majority of the respondent i.e.53% of the respondent are strongly

agreed.

Chart 3.2.12 Chart showing that behavior of employees in RRD creates confidence in you





TABLE NO 3.2.13 TABLE INDICATING THAT CLIENT FEELS SAFE IN

WORKING WITH RRD

COMMENT ON RRD

EMPLOYEES CREATE

CONFIDENCE



Agree 65 65


Disagree 17 17


Total 100 100

FINDINGS:




INFERENCE:


agreed.

Chart 3.2.13 Chart showing that client feels safe in working with RRD





TABLE NO 3.2.14 TABLE INDICATING THAT EMPLOYEES IN RR DONNELLEY

ARE CONSISTENTLY COURTEOUS WITH CLIENT.

COMMENT ON RRD

EMPLOYEES

CONSISTENTLY

COURTEOUS WITH CLIENT


Extremely 55 55

Very 20 20

Moderately 15 15

Slightly 5 5

Not at all 5 5

Total 100 100

FINDINGS:

From the above table it is observed that 55% of the respondents says extremely RRD

employees consistently courteous with client , 20% of the respondent says very, 15 % of the

respondent says moderately, 5% of the respondent says slightly, 5% of the respondent says

not at all.

INFERENCE:

It can be inferred that Majority of the respondent i.e.55% of the respondent says extremely

RRD employees consistently courteous with client.

Chart 3.2.14 Chart showing that Employees in RR Donnelley are consistently courteous with client





TABLE NO 3.2.15 TABLE INDICATING THAT EMPLOYEES IN RR DONNELLEY HAVE THE KNOWLEDGE TO ANSWER CLIENT QUESTIONS.

COMMENT ON RRD

EMPLOYEES CAN ABLE TO

ANSWER THE CLIENT

QUESTIONS



Agree 15 15


Disagree 45 45


Total 100 100

FINDINGS:




INFERENCE:

It can be inferred that Majority of the respondent i.e.45% of the respondent are disagreed.

Chart 3.2.15 Chart showing that Employees in RR Donnelley have the knowledge to answer Client questions.





Statements in the Empathy Dimensions TABLE NO 3.2.16 TABLE INDICATING THAT RRD GIVES YOU INDIVIDUAL ATTENTION:

.

COMMENT ON RRD GIVES

INDIVDUAL ATTENTION TO

EMPLOYEES



Frequently 10 10

Occasionally 5 5

Rarely 22 22

Very Rarely 33 33

Total 100 100

FINDINGS:

From the above table it is observed that 30% of the respondents says very frequently

RRD gives you individual attention, 10% of the respondent says frequently, 5 % of the

respondent says occasionally, 22% of the respondent says rarely, 33% of the respondent says

very rarely.

INFERENCE:

It can be inferred that Majority of the respondent i.e.33% of the respondent says Very

rarely RRD gives you individual attention.

Chart 3.2.16 Chart showing that RRD gives you individual attention





TABLE NO 3.2.17 TABLE INDICATING THAT RRD HAS EMPLOYEES WHO GIVE PERSONAL ATTENTION TOWARDS CLIENT:

COMMENT ON RRD

EMPLOYEES GIVE

PERSONNEL ATTENTION


Much higher 50 50

Higher 20 20

about the same 5 5

Slightly lower 17 17

Much lower 8 8

Total 100 100

FINDINGS:

From the above table it is observed that 50% of the respondents says RRD employees

shows much higher attention towards client, 20% of the respondent says higher , 5 % of the

respondent says about the same, 17% of the respondent says slightly lower, 8% of the

respondent says much lower.

INFERENCE:

It can be inferred that Majority of the respondent i.e.50% of the respondent says RRD

employee�s shows much higher attention toward client.

Chart 3.2.17 Chart showing that RRD has employees who give personal attention towards client





TABLE NO 3.2.18 TABLE INDICATING THAT RRD HAS YOUR BEST INTERESTS AT HEART:

COMMENT ON RRD HAS

YOUR BEST INTEREST AT

HEART


Highly Satisfied 75 75

Satisfied 5 5

Neutral 10 10

Dissatisfied 7 7

Highly Dissatisfied 3 3

Total 100 100

FINDINGS:

From the above table it is observed that 75% of the respondents says highly satisfied

that RRD has your best interests at heart, 5% of the respondent says satisfied, 10 % of the

respondent says neutral, 7% of the respondent says dissatisfied, 03% of the respondent says

highly dissatisfied.

INFERENCE:


strongly agreed.

Chart 3.2.18 Chart showing that RRD has your best interests at heart





TABLE NO 3.2.19 TABLE INDICATING THAT EMPLOYEES OF RRD UNDERSTAND CLIENT SPECIFIC NEED:

COMMENT ON RRD

EMPLOYEES UNDERSTAND

CLIENT SPECIFIC NEED



Agree 13 13


Disagree 15 15


Total 100 100

FINDINGS:




INFERENCE:


strongly agreed.

Chart 3.2.19 Chart showing that Employees of RRD understand client specific need





TABLE NO 3.2.20 TABLE INDICATING THAT RRD HAS OPERATING HOURS THAT IS CONVENIENT TO ALL YOUR CLIENTS:

COMMENT ON RRD HAS

OPERATING HOURS

CONVINENT TO CLIENT


Always 25 25

Usually 10 10


Rarely 18 18

Never 20 20

Total 100 100

FINDINGS:




INFERENCE:

It can be inferred that Majority of the respondent i.e.27% of the respondent are neither

agree nor disagreed.

Chart 3.2.20 showing that RRD has operating hours that is convenient to all your

clients

Ch

art





Statements in the Tangibles Dimensions TABLE NO 3.2.21 TABLE INDICATING THAT RRD HAS MODERN LOOKING SURVEILLANCE EQUIPMENTS:

COMMENT ON RRD HAS

MODERN LOOKING

SURVEILLANCE

EQUIPMENT


Yes 78 78

No 22 22

Total 100 100

FINDINGS:

From the above table it is observed that 78% of the respondents are saying yes, 22%

of the respondent says no.

.

INFERENCE:

It can be inferred that Majority of the respondent i.e.78% of the respondent say yes.

Chart 3.2.21 Chart showing that RRD has modern looking surveillance equipments





TABLE NO 3.2.22 TABLE INDICATING THAT RRD FACILITIES / INFRASTRUCTURES ARE VISUALLY APPEALING:

COMMENT ON RRD

FACILITIES ARE VISUALLY

APPEALING



Agree 25 25


Disagree 6 6


Total 100 100

FINDINGS:




INFERENCE:


strongly agreed.

Chart 3.2.22 Chart showing that RRD facilities / infrastructures are visually appealing





TABLE NO 3.2.23 TABLE INDICATING THAT RRD EMPLOYEES ADHERE TO

THE BUSINESS ATTIRE ALWAYS:

COMMENT ON RRD

EMPLOYEES ADHERE TO

THE BUSSINESS ATTIRE

ALWAYS



Agree 20 20


Disagree 3 3


Total 100 100

FINDINGS:




INFERENCE:


strongly agreed.

Chart 3.23 Chart showing that RRD employees adhere to the business attire always





TABLE NO 3.2.24 TABLE INDICATING THAT MATERIALS ASSOCIATED WITH

THE SERVICES IS VISUALLY APPEALING:

COMMENT ON MATERIALS

ASSOCIATED WITH THE

SERVICE IS VISUALLY

APPEALING


Very good 43 43

Good 7 7

Fair 20 20

Poor 20 20

Very poor 10 10

Total 100 100

FINDINGS:




INFERENCE:


strongly agreed.

Chart 3.2.24 Chart showing that Materials associated with the services is visually

appealing





TABLE NO 3.2.25 TABLE INDICATING RANKS FOR DIMENSIONS OF TANGIBLES

DIMENSIONS OF TANGIBLES

1 2 3 4

Modern equipment 56 32 7 5 Physical facilities 12 45 39 4 Appearance of employees 12 78 9 1 Materials associated with service

20 51 16 13

Calculation of weighted average:

1. Modern equipment = [(56*4)+(32*3)+(7*2)+(5*1)]/[4+3+2+1]

=339/10=33.9

2. Physical facilities = [(12*4)+(45*3)+(39*2)+(4*1)]/[4+3+2+1]

=265/10=26.5

3. Appearance of employees = [(12*4)+(78*3)+(9*2)+(1*1)]/[4+3+2+1]

=301/10=30.1

4. Materials associated with service= [(20*4)+(56*3)+(16*2)+(13*1)]/[4+3+2+1]

=293/10=29.3

TABLE 3.2.25 SHOWING THE WEIGHTED AVERAGE AND THE RANK

Weighted average Rank

Modern equipment 33.9 1

Physical facilities 26.5 4

Appearance of employees 30.1 2

Materials associated with service 27.3 3

Inference:

It can be inferred that majority of the respondent i.e 33.9%(WAAC) are saying that the

modern equipment among the dimension of SERVQUAL tangibles.





TABLE NO 3.2.26 TABLE INDICATING THE COMMENT ON OVERALL RATING

SERVICES OFFERED BY RRD:

COMMENT ON OVERALL

RATING


Very good 32 32

Good 23 23

Fair 35 35

Poor 7 7

Very poor 3 3

Total 100 100

FINDINGS:




INFERENCE:

It can be inferred that Majority of the respondents are agreeing that overall rating for

RRD is high.

Chart 3.2.27 Chart showing Comment on Overall rating services offered by RRD





TABLE NO 3.2.28 TABLE INDICATING THE RATING FOR DIMENSIONS OF SERVQUAL

DIMENSIONS OF QUALITY

1 2 3 4 5

Reliability 1 3 18 78 Responsiveness 1 12 32 55 Empathy 55 36 7 2 Tangibles 15 78 5 2 Assurance 2 45 35 18 Calculation of weighted average:

1. Reliability = [(0*1)+(1*2)+(3*3)+(18*4)+(78*5)]/[5+4+3+2+1]

=472/15=31.4

2. Responsiveness = [(0*1)+(1*2)+(12*3)+(32*4)+(55*5)]/[5+4+3+2+1]

=441/15=29.4

3. Empathy = [(0*1)+(55*2)+(36*3)+(7*4)+(2*5)]/[5+4+3+2+1]

=256/15=17.07

4. Tangibles = [(15*1)+(78*2)+(5*3)+(2*4)+(0*5)]/[5+4+3+2+1]

=192/15=12.8

5. Assurance = [(0*1)+(2*2)+(45*3)+(35*4)+(18*5)]/[5+4+3+2+1]

=369/15=24.6

TABLE 3.2.28 TABLE SHOWING THE WEIGHTED AVERAGE AND THE RANK

Weighted average Rank

Reliability 31.4 1

Responsiveness 29.4 2

Empathy 17.07 4

Tangibles 12.8 5

Assurance 24.6 3





TABLE NO. 3.2.29 TABLE INDICATING THE RELATION BETWEEN THE

INCOME CATEGORY AND PRICE

Null Hypothesis (H0) : There is no relationship between Experience

and satisfaction on services.

Alternate Hypothesis (H1) : There is relationship between Experience and

satisfaction on services.

Calculation of expected frequency:

Expected Frequency= [Row Total * Column Total]/ Grand Total

.93 2.17 10.85 7.13 9.92

.51 1.19 5.95 3.91 5.44 1.26 2.94 14.7 9.66 13.44

.3 .7 3.5 2.3 3.2

ExperienceAnd

satisfaction on

services

Highly Dissatisfied

Dissatisfied

Neutral Satisfied Highly Satisfied

Total

<1 yr 2 4 24 1 - 31 1-3 yrs 1 2 3 5 6 17 3-5 yrs - 1 4 11 26 42 >5 yrs - - 4 6 - 10

Total

3 7 35 23 32 100





Observed Expected O - E (O - E)² / E

2 0.93 2.15 4.97

4 2.17 1.83 1.54

24 10.85 13.15 15.94

1 7.13 -6.13 5.27

0 9.92 -9.92 9.92

1 .51 .49 0.47

2 1.19 .81 0.551

3 5.95 -2.95 1.46

5 3.91 1.09 0.3

6 5.44 0.56 0.576

0 1.26 -1.26 1.26

1 2.94 -1.94 1.28

4 14.7 -10.7 7.79

11 9.66 1.34 0.19

26 13.44 12.56 11.73

0 0.3 -0.3 0.3

0 0.7 -0.7 0.7

4 3.5 0.5 .07

6 2.3 3.7 5.95

0 3.2 -3.2 3.2

CAL.VALUE 73.47

χ2 = 73.47

df=(r-1)(c-1)=(3)(4)=12

χ2

0.05 with {df=12} = 21.03





χ2

c > χ20.05

Calculated Value > Table Value

H0 is rejected.

Conclusion:

There is relationship between Experience and satisfaction on services.





TABLE NO. 3.2.30 TABLE INDICATING THE RELATION BETWEEN

EXPERIENCE LEVEL AND TANGIBLES OF SERVQUAL

Experience

and

Tangibles of

SERVQUAL

Modern

equipment

Physical

facilities

Appearance of

employees

Materials

associated

with

service

Row total

Less than 1

yr 19 1 4 7 31

1-3 yrs 7 2 1 7 17

3-5 yrs 21 8 7 6 42

5 yrs and

more 9 1 - - 10

Col total 56 12 12 20 100

Ho : There is no Significant difference in the means of the experience level of

employees and tangibles dimension of SERVQUAL

H1 : There is Significant difference in the means of the experience level of employees

and tangibles dimension of SERVQUAL

CALCULATION SHOWING TWO �WAY ANOVA TEST

X1 X2 X3 X4

Y1 19 1 4 7 31 Y2 7 2 1 7 17 Y3 21 8 7 6 42 Y4 9 1 - - 10

56 12 12 20 100

X12 X2

2 X32 X4

2

Y12 361 1 16 49 427

Y22 49 4 1 49 103

Y32 441 64 49 36 590

Y42 81 1 - - 82





T 2 100 2

1) Correction Factor (CF) = _______ = _______ = 714.29

N 14

2) Total Sum of Squares (TSS) = 1X 2 + 2X 2 + 3X 2 - CF

TSS = 932+70+66+134-714.29

TSS = 487.71

3) Sum of squares of Column (SSC)

( 1X ) 2 + ( 2X ) 2 + ( 3X ) 2

= _____________________________ - CF

SSC =(562/4)+(122/4)+(122/3)+(202/3)-714.29

=287.04

4) Sum of squares of Rows (SSR)

( 1Y ) 2 + ( 2Y ) 2 + ( 3Y ) 2 + ( 4Y ) 2

= _____________ _________________________ - CF

n

SSR =(312/4)+(172/4)+(422/4)+(102/2)-714.29 SSR = 89.21

5) Sum of Square of Error (SSE) = TSS - SSC - SSR

= 487.71- 287.04- 89.21

SSE = 111.46

3.2.30. TWO-WAY ANOVA TABLE

932 70 66 134 1202





Sources of

variation

Sum of Squares

(SS)

Degrees of

freedom

Mean statistic Statistic

SSC

287.04

C � 1

4 � 1=3

287.04 --------- = 95.68 3

287.04 F1= -------- = 15.5 18.53

SSR

89.21

R � 1

4� 1 = 3

89.21 -------- = 29.74 3

89.21 F2 = -------- = 4.81 18.53

SSE

111.16

3 x 3 = 9

111.16 ------- = 18.53 6

F1= 15.5 F2= 4.81

α = 5% α = 5%

df (3,6) df (3,6)

from F table at 0.05 from F table at 0.05

= 4.76 = 4.76

F calc > F table F calc >F table

Therefore Ho is rejected. Therefore Ho is rejected.

CONCLUSION:

There is some significant difference in the means of the experience level of employees and

tangibles dimension of SERVQUAL

TABLE NO. 3.2.31 TABLE INDICATING THE RELATION BETWEEN THE

INCOME CATEGORY AND PRICE

Satisfaction levels on

Quality systems

and delivery on deadlines

Very rarely Rarely Occasionally

Frequently Very frequently

Total

Yes 28 13 2 8 11 62 No 12 7 0 9 10 38

Total

40 20 2 17 21 100





Null Hypothesis (H0) : There is no relationship between Satisfaction

levels on Quality systems and frequency of

delivery on deadlines

Alternate Hypothesis (H1) : There is relationship between Satisfaction

levels on Quality systems and frequency of

delivery on deadlines

Calculation of expected frequency:

Expected Frequency= [Row Total * Column Total]/ Grand Total

24.8 12.4 1.24 10.54 13.02 15.2 7.6 0.76 6.46 7.98

Observed Expected O � E (O - E)² / E

28 24.8 3.2 0.41

13 12.4 0.6 0.03

2 1.24 0.76 0.46

8 10.54 -2.54 0.61

11 13.02 -2.02 0.31

12 15.2 -3.2 0.67

7 7.6 -0.6 0.05

0 0.76 -0.76 0.76

9 6.46 6.54 1.94

10 7.98 2.02 0.51

CAL.VALUE 5.75

χ2 = 5.75





df=(r-1)(c-1)=(1)(4)=4

χ2

0.05 with {df=4} = 9.49

χ2

c < χ20.05

Calculated Value < Table Value

H0 is Accepted.

Conclusion:

There is no relationship between Satisfaction levels on Quality systems and frequency of

delivery on deadlines.





3.3 FINDINGS:

It is found that 31% of the respondents are less than 1 year experience, 17% of them fall under 1-3 years of experience, 42% of them falls under 3-5 years of experience, remaining 10% have more than five years of experience

It is found that 25% of the respondents are accept that the quality of service offered is very high, 21% is high, 29 % is moderate, 16% is low, 9% is very low

It is found that 62% of the respondents are say yes, 38% of the respondent say no

It is found that most of the respondents have satisfied with the quality systems

followed by RRD

It is found that 43% of the respondents says excellent, 25% says good, 10 % says

average, 7% says below average, 15% says unsatisfactory

It is found that 36% of the respondents says always RRD showing interest in solving

problem, 42% says Usually RRD showing interest in solving problem, 12% says

about half the time RRD showing interest in solving problem, 7% says rarely RRD

showing interest in solving problem, 3% says never RRD showing interest in solving

problem

It is found that 33% of the respondents says always RRD performs the service right at

the first time, 29% says usually RRD performs the service right at the first time, 05%

says about the half the time RRD performs the service right at the first time, 8% says

rarely RRD performs the service right at the first time, 25% says never RRD performs

the service right at the first time

It is found that 40% of the respondents strongly agree , 20% are agree, 02% are

neither agree nor disagree, 17% are disagree, 21% are strongly disagree

It is found that 60% of the respondents says very frequently RRD insist on error free

records , 22% says frequently, 03% says occasionally,10% says rarely, 5% says very

rarely

It is found that 75% of the respondents strongly agree , 5% are agree, 2% are neither

agree nor disagree, 10% are disagree, 8% are strongly disagree





It is found that 25% of the respondents says very often employees in RRD provide

prompt service to client , 43% says regularly, 7 % says sometimes, 15% says once or

twice, 10% says never

From the above table it is observed that 80% says very often employee of RRD

willing to help, 10% says regularly, 0 % says sometimes, 6% says once or twice, 4%

says never

It is found that 53% says always RRD are never too busy to respond the client, 27%

says usually, 7 % says about half the time, 11% says rarely, 2% says never

It is found that 53% of the respondents strongly agree , 27% are agree, 7 % are


It can be found that Majority of the respondent i.e.65% of the respondent are agreed

that client feels safe in working with RRD

It is found that 55% of the respondents says extremely RRD employees consistently

courteous with client, 20% says very, 15 % says moderately, 5% says slightly, 5%

says not at all

It is found that Majority of the respondent i.e.45% of the respondent are disagreed that

employees in RRD have the knowledge to answer client question

It is found that 30% of the respondents says very frequently RRD gives you individual

attention, 10% says frequently, 5 % says occasionally, 22% says rarely, 33% says

very rarely

It is found that Majority of the respondent i.e.50% of the respondent says RRD

employee�s shows much higher attention toward client

It is found that 75% of the respondents says highly satisfied that RRD has your best

interests at heart, 5% says satisfied, 10 %says neutral, 7% says dissatisfied, 03% says

highly dissatisfied

It is found that 45% of the respondents strongly agree that employees of RRD

understand client specific need, 13% are agree, 7 % are neither agree nor disagree,

15% are disagree, 10% are strongly disagree

It is found that 25% of the respondents strongly agree that RRD has operating hours

that is convenient to all your clients , 10% are agree, 27 % of the respondent are


It is found that 78% of the respondents are saying yes, 22% of the respondent says no

that RRD has modern looking surveillance equipment





It is found that Majority of the respondent i.e.60% of the respondent are strongly

agreed that RRD facilities /infrastructures are visually appealing

It is found that 55% of the respondents strongly agree that RRD employees adhere to

the business attire always, 20% of the respondent are agree, 10 % of the respondent

are neither agree nor disagree, 03% of the respondent are disagree, 12% of the

respondent are strongly disagree

It is found that Majority of the respondent i.e.43% of the respondent are strongly

agreed materials associated with the services is visually appealing

It is found that majority of the respondent i.e 33.9%(WAAC) are saying that the

modern equipment among the dimension of SERVQUAL tangibles

It is found that Majority of the respondents are agreeing that overall rating for RRD is

high

It is found that majority of the respondent i.e 31.4%(WAAC) are feeling that

Reliability is the important factor

There is relationship between Experience and satisfaction on services





3.4 SUGGESSTIONS AND RECOMMENDATIONS:

The following guidelines can be taken by the company for the betterment of the company,

The awareness about the quality systems can be given to all the levels of

employees

The promise on the delivery can be given to the clients after thorough analyze

of the split up of the tasks

The company can train the employees according to the various needs of the

clients

The company could conduct the one to one interview with the employees and

take necessary steps according to the feedback to increase the performance of

the service at the right time

The team lead have to find the accurate estimated units to deliver the request

before dead line

Employees have to check the quality of the documents before send to the

client

While extending the deadline of the request get approval from the client

The company can carry out development activities for employees to improve

employees client relationship

The company can go for flexi working hours for the convenience of clients

The company give periodic recognition to the employee based on their

performance





3.5 CONCLUSION:

Measuring customer satisfaction is one of the key steps in improving service quality and

retaining customers on a long-term basis. The outcome of this study concluded that two of

five dimensions of service quality were strong predictors of service quality of RR Donnelley

and had positive influences on customers' perceived service quality.

According to the results of this study, firms expecting to build and maintain competitive

advantages in this market must seek to deliver higher and better service quality. In other

words, they must pay attention to and invest more on programs and approaches that increase

their service quality, if they want to survive this market. As a result of the findings, a

managerial priority should be to identify the most important factors in assessing service

quality. Additionally, managers should make key performers aware of their role in customer

perceived quality and provide these individuals with adequate training in order to offer a

consistently high standard of service delivery. It is important that service quality be

reassessed on a regular basis.

So company should do the assessment on dimensions of SERVQUAL for the betterment and

also to sustain in the market in the long run.





Questionnaire: Since how long are you associated with RR Donnelley?

Less than 1 yr 1-3 yrs 3-5 yrs 5 yrs and more Weights for each category are given bellow. [Strongly Disagree = 1], [Disagree = 2], [Neutral = 3], [Agree = 4], [Strongly Agree = 5] 1. How do you rate the quality of services offered by RR Donnelley? Very High High Moderate Low Very Low 2. Are you satisfied with the quality Systems offered by RR Donnelley? Yes No Statements in the Reliability Dimensions 3. Does RR Donnelley hold to their timely commitments? Excellent Good Average Below Average Unsatisfactory 4. When you have a problems, does RR Donnelley shows a sincere interest in resolving them. Always Usually About half the time Rarely Never 5. RR Donnelley performs the service right at the first time. Always Usually About half the time Rarely Never 6. RR Donnelley delivers the service before the deadline given by client:

Very Frequently Frequently Occasionally Rarely Very rarely

7. RR Donnelley insists upon error-free records.

Very Frequently Frequently Occasionally Rarely Very rarely

Statements in the Responsiveness Dimensions 8. RR Donnelley keeps the client informed about the status of their requests periodically. Strongly Disagree Disagree Neutral Agree Strongly Agree 9. Employees in RR Donnelley provide prompt services to the client. Very Often Regularly Sometimes Once or Twice Never 10. Employees in RR Donnelley are always willing to help. Very Often Regularly Sometimes Once or Twice Never





11. Employees in RR Donnelley are never too busy to respond to your request. Always Usually About half the time Rarely Never Statements in the Assurance Dimensions 12. The behavior of employees in RR Donnelley creates confidence in you. Strongly Disagree Disagree Neutral Agree Strongly Agree 13. Your client feels safe while transacting with RR Donnelley. Strongly Disagree Disagree Neutral Agree Strongly Agree 14. Employees in RR Donnelley are consistently courteous with their clients. Extremely Very Moderately Slightly Not at all 15. Employees in RR Donnelley have the knowledge to answer your questions. Strongly Disagree Disagree Neutral Agree Strongly Agree Statements in the Empathy Dimensions 16. RR Donnelley gives you individual attention.

Very Frequently Frequently Occasionally Rarely Very Rarely

17. RR Donnelley has employees who give you personal attention towards their clients: Much higher Higher about the same Slightly lower Much lower 18. RR Donnelley has your best interests at heart.

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied 19. Employees of RR Donnelley understand your specific needs. Strongly Agree Agree neither agree nor disagree Disagree Strongly Disagree 20. RR Donnelley has operating hours that are convenient to all its customers. Always Usually About half the time Rarely Never





Statements in the Tangibles Dimensions 21. RR Donnelley has modern looking surveillance equipments. Yes No 22. RR Donnelley�s facilities / infrastructures are visually appealing. Strongly Disagree Disagree Neutral Agree Strongly Agree 23. RR Donnelley�s employees adhere to the business attire always. Strongly Disagree Disagree Neutral Agree Strongly Agree 24. Materials associated with the services are visually appealing at RR Donnelley. Very good Good Fair Poor Very poor 25. Rank the following (1-4): a) Modern equipment - b) Physical facilities - c) Appearance of employees - d) Materials associated with service - 26. How do you rate overall, the services offered by RR Donnelley

Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied 27. Rate the following :( 1-Low, 5-High)

1) Reliability 1 2 3 4 5

2) Responsiveness 1 2 3 4 5

3) Empathy 1 2 3 4 5

4) Tangibles 1 2 3 4 5

5) Assurance 1 2 3 4 5





BIBLIOGRAPHY

Rajendra Nargundkar Fifth reprint (2005) �Marketing Research� �Tata McGraw-

Hill Publishing Company Limited New Delhi�.

Kothari .C.R Second Edition (1998) �Research Methodology� �Wishwa Prakashan

Bangalore�

Uma Sekaran Second Edition (2000) �Research Methods for Business� �John

Wiley and Sons inc., New York�

Kotler Philip, �Marketing Management�, 12th Education

Cooper Donald R. & Shindler Pamela S, �Business Research Methods�

Valarie Zeithaml & Mary Bitner, Services �Marketing�, 4th Edition

http://www.RR Donnelley.com




http://www.RR


a study on effectiveness of servqual in rrd towards its clients

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