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
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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
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TABLE OF CONTENTS
S.No CHAPTERS Page No.
Abstract I
List of Tables II
List of Charts III
CHAPTER -1: INTRODUCTION
1.1 Introduction 1
1.2 Company Profile 9
CHAPTER – 2:DEVELOPMENT OF MAIN THEME
2.1 Need for the Study 13

2.2 Objectives of the study 14
2.3 Scope of the study 15
2.4 Limitation of the study 16
2.5 Review of Literature 17
CHAPTER-3: ANALYSIS AND INTERPRETATION
3.1 Research Methodology 21
3.2 Analysis and Interpretation 25
3.3 Findings 66
3.4 Suggestions 69
3.5 Conclusion 70
Appendix
Questionnaire 71
Bibliography 74
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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.
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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

26
RRD
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
35
given by client
3.2.8 Table indicating that RRD insists upon error-free records 36
Table indicating that RRD keeps client informed about the status of the
3.2.9 37
request
Table indicating that employees in RRD provide prompt service to

3.2.10 38
client
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
40
the client
3.2.13 Table indicating that behavior of employees in RRD creates confidence

41
in you
3.2.14 Table indicating that client feels safe in working with RRD 42
Table indicating that employees in RRD are consistently courteous with

3.2.15 43
client
Table indicating that employees in RRD have the knowledge to answer

3.2.16 44
client questions
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3.2.17 Table indicating that RRD gives you individual attention 45
Table indicating that RRD has employees who give personal attention
3.2.18 47
towards client
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
Table indicating that RRD has operating hours that is convenient to all
3.2.21 50
your clients
3.2.22 Table indicating that RRD has modern looking surveillance equipments 51
3.2.23 Table indicating that RRD facilities / infrastructures are visually

52
appealing
3.2.24 Table indicating that RRD employees adhere to the business attire
53
always
3.2.25 Table indicating that materials associated with the services is visually
54
appealing
Table indicating ranks for dimensions of tangibles
3.2.26 55
3.2.27 Table indicating the comment on overall rating services offered by

56
RRD
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
61
servqual
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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

26
RRD
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
35
by client
3.2.8 Chart showing that RRD insists upon error-free records 36
Chart showing that RRD keeps client informed about the status of the
3.2.9 37
request
Chart showing that employees in RRD provide prompt service to

3.2.10 38
client
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
40
the client
3.2.13 Chart showing that behavior of employees in RRD creates confidence

41
in you
3.2.14 Chart showing that client feels safe in working with RRD 42
Chart showing that employees in RRD are consistently courteous with

3.2.15 43
client
Chart showing that employees in RRD have the knowledge to answer

3.2.16 44
client questions
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3.2.17 Chart showing that RRD gives you individual attention 46
Chart showing that RRD has employees who give personal attention
3.2.18 47
towards client
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
Chart showing that RRD has operating hours that is convenient to all
3.2.21 50
your clients
3.2.22 Chart showing that RRD has modern looking surveillance equipments 51
3.2.23 Chart showing that RRD facilities / infrastructures are visually

52
appealing
3.2.24 Chart showing that RRD employees adhere to the business attire
53
always
3.2.25 Chart showing that materials associated with the services is visually
54
appealing
3.2.26 Chart showing Comment on Overall rating services offered by RRD 56
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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
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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
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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,
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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
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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
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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.
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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.
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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
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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
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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
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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
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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.
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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
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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.
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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.
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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
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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
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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
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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.
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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.
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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.
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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.
 (O i  Ei ) 2
2 
Ei
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.
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pq
P  p  Z  / 2 ( S tan dardError )  p  Z  / 2
n
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.
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3.2 ANALYSIS AND INTERPRETATION
TABLE NO 3.2.1 TABLE INDICATING EMPLOYEE EXPERIENCE WITH RRD:
COMMENT ON DURATION NO. OF RESPONDENTS PERCENTAGE
OF WORKING WITH RRD
LESS THAN 1 YEAR 31 31
1-3 YEAR 17 17
3-5 YEAR 42 42
5 AND MORE THAN 5 10 10
YEARS
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
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TABLE NO 3.2.2 TABLE INDICATING OVERALL ATTITUDE ABOUT QUALITY
OF SERVICES OFFERED BY RRD:
COMMENT ON ATTITUDE NO. OF RESPONDENTS PERCENTAGE
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
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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
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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
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Statements in the Reliability Dimensions:
TABLE NO 3.2.4 TABLE INDICATING THAT RRD HOLD TO THEIR TIMELY

COMMITMENTS:
COMMENT ON RRD NO. OF RESPONDENTS PERCENTAGE

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
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Chart 3.2.4 Chart Showing the RRD hold to their timely commitments
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TABLE NO. 3.2.5 TABLE INDICATING RRD SHOWING INTEREST IN SOLVING
PROBLEM:
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
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TABLE NO 3.2.6 TABLE INDICATING THAT RRD PERFORMS THE SERVICE
RIGHT AT THE FIRST TIME:
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.
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Chart 3.2.6 Chart Showing the RRD performs the service right at the first time
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TABLE NO 3.2.7 TABLE INDICATING THAT RRD DELIVERS THE SERVICE
BEFORE THE DEADLINE GIVEN BY CLIENT:
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
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TABLE NO 3.2.8 TABLE INDICATING THAT RRD INSISTS UPON ERROR-FREE
RECORDS.
COMMENT ON RRD INSIST NO. OF RESPONDENTS PERCENTAGE
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
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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 NO. OF RESPONDENTS PERCENTAGE
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
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TABLE NO 3.2.10 TABLE INDICATING THAT EMPLOYEES IN RRD PROVIDE
PROMPT SERVICE TO CLIENT:
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
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TABLE NO 3.2.11 TABLE INDICATING THAT RESPONSIVENESS OF
EMPLOYEE WILLING TO HELP:
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
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TABLE NO 3.2.12 TABLE INDICATING THAT EMPLOYEES IN RRD ARE NEVER
TOO BUSY TO RESPOND THE CLIENT:
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
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Statements in the Assurance Dimensions:
TABLE NO 3.2.13 TABLE INDICATING THAT BEHAVIOR OF EMPLOYEES IN

RRD CREATES CONFIDENCE IN YOU
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
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TABLE NO 3.2.13 TABLE INDICATING THAT CLIENT FEELS SAFE IN
WORKING WITH 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
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TABLE NO 3.2.14 TABLE INDICATING THAT EMPLOYEES IN RR DONNELLEY
ARE CONSISTENTLY COURTEOUS WITH CLIENT.
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
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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
NO. OF RESPONDENTS PERCENTAGE
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.
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Statements in the Empathy Dimensions
TABLE NO 3.2.16 TABLE INDICATING THAT RRD GIVES YOU INDIVIDUAL

ATTENTION:
.
COMMENT ON RRD GIVES NO. OF RESPONDENTS PERCENTAGE
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
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TABLE NO 3.2.17 TABLE INDICATING THAT RRD HAS EMPLOYEES WHO
GIVE PERSONAL ATTENTION TOWARDS CLIENT:
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
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TABLE NO 3.2.18 TABLE INDICATING THAT RRD HAS YOUR BEST
INTERESTS AT HEART:
COMMENT ON RRD HAS NO. OF RESPONDENTS PERCENTAGE
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
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TABLE NO 3.2.19 TABLE INDICATING THAT EMPLOYEES OF RRD
UNDERSTAND CLIENT SPECIFIC NEED:
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
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TABLE NO 3.2.20 TABLE INDICATING THAT RRD HAS OPERATING HOURS
THAT IS CONVENIENT TO ALL YOUR CLIENTS:
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
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Statements in the Tangibles Dimensions
TABLE NO 3.2.21 TABLE INDICATING THAT RRD HAS MODERN LOOKING

SURVEILLANCE EQUIPMENTS:
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
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TABLE NO 3.2.22 TABLE INDICATING THAT RRD FACILITIES /
INFRASTRUCTURES ARE VISUALLY APPEALING:
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
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TABLE NO 3.2.23 TABLE INDICATING THAT RRD EMPLOYEES ADHERE TO
THE BUSINESS ATTIRE ALWAYS:
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
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TABLE NO 3.2.24 TABLE INDICATING THAT MATERIALS ASSOCIATED WITH
THE SERVICES IS VISUALLY APPEALING:
COMMENT ON MATERIALS NO. OF RESPONDENTS PERCENTAGE
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
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TABLE NO 3.2.25 TABLE INDICATING RANKS FOR DIMENSIONS OF
TANGIBLES
DIMENSIONS OF 1 2 3 4
TANGIBLES
Modern equipment 56 32 7 5
Physical facilities 12 45 39 4
Appearance of employees 12 78 9 1
Materials associated with 20 51 16 13
service
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.
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TABLE NO 3.2.26 TABLE INDICATING THE COMMENT ON OVERALL RATING
SERVICES OFFERED BY RRD:
COMMENT ON OVERALL NO. OF RESPONDENTS PERCENTAGE

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
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TABLE NO 3.2.28 TABLE INDICATING THE RATING FOR DIMENSIONS OF
SERVQUAL
DIMENSIONS OF 1 2 3 4 5
QUALITY
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
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TABLE NO. 3.2.29 TABLE INDICATING THE RELATION BETWEEN THE
INCOME CATEGORY AND PRICE
Experience Highly Dissatisfi Neutral Satisfied Highly Total

And Dissatisfied ed Satisfied
satisfactio
n on
services
<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
3 7 35 23 32 100
Total
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
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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
2
χ 0.05 with {df=12} = 21.03
pdfMachine
χ2c > χ20.05
Calculated Value > Table Value
H0 is rejected.
Conclusion:
There is relationship between Experience and satisfaction on services.
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TABLE NO. 3.2.30 TABLE INDICATING THE RELATION BETWEEN
EXPERIENCE LEVEL AND TANGIBLES OF SERVQUAL
Experience Materials
and Modern Physical Appearance of associated
Row total
Tangibles of equipment facilities employees with
SERVQUAL service
Less than 1
19 1 4 7 31
yr
1-3 yrs 7 2 1 7 17
3-5 yrs 21 8 7 6 42
5 yrs and
9 1 - - 10
more
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 X22 X32 X42 

2
Y1 361 1 16 49 427
2
Y2 49 4 1 49 103
Y32 441 64 49 36 590
Y42 81 1 - - 82
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 932 70 66 134 1202
T2 100 2
_______ _______
1) Correction Factor (CF) = = = 714.29
N 14
2
2) Total Sum of Squares (TSS) = X 1 + X2 2 + X3 2
- CF
TSS = 932+70+66+134-714.29
TSS = 487.71
3) Sum of squares of Column (SSC)
(  X1 ) 2 + (  X 2 ) 2 + (  X 3 ) 2
= _____________________________ - CF
SSC =(562/4)+(122/4)+(122/3)+(202/3)-714.29
=287.04
4) Sum of squares of Rows (SSR)

(  Y1 ) 2 + (  Y2 ) 2 + (  Y3 ) 2
+ (  Y4 ) 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
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Sources of Sum of Squares Degrees of Mean statistic Statistic
variation (SS) freedom
287.04 287.04
SSC 287.04 C–1 --------- = 95.68 F1= -------- =
4 – 1=3 3 15.5
18.53
89.21 89.21
SSR 89.21 R–1 -------- = 29.74 F2 = -------- = 4.81
4– 1 = 3 3 18.53
111.16
SSE 111.16 3x3=9 ------- = 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
Satisfactio Very rarely Rarely Occasiona Frequently Very Total

n levels on lly frequently
Quality
systems
and
delivery on
deadlines
Yes 28 13 2 8 11 62
No 12 7 0 9 10 38
40 20 2 17 21 100
Total
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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
pdfMachine
df=(r-1)(c-1)=(1)(4)=4
χ20.05 with {df=4} = 9.49
χ2c < 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.
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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
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 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
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 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
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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
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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.
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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.
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
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11. Employees in RR Donnelley are never too busy to respond to your request.
Statements in the Assurance Dimensions
12. The behavior of employees in RR Donnelley creates confidence in you.
13. Your client feels safe while transacting with RR Donnelley.
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.
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.
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Statements in the Tangibles Dimensions
21. RR Donnelley has modern looking surveillance equipments.
Yes No
22. RR Donnelley’s facilities / infrastructures are visually appealing.
23. RR Donnelley’s employees adhere to the business attire always.
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
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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
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A Study On Effectiveness of Servqual in RRD Towards Its Clients

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A STUDY ON EFFECTIVENESS OF SERVQUAL IN RRD TOWARDS ITS

PANIMALAR ENGINEERING COLLEGE

FACULTY OF MANAGEMENT STUDIES

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

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

Internal Guide Head of the Department

Internal examiner External Examiner

S.No CHAPTERS Page No.

CHAPTER -1: INTRODUCTION

CHAPTER – 2:DEVELOPMENT OF MAIN THEME

2.1 Need for the Study 13

3.2.1. Table indicating employee experience with RRD 25

3.2.2 Table indicating overall attitude about quality of services offered by

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

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

Table indicating that employees in RRD provide prompt service to

3.2.11 Table indicating that responsiveness of employee willing to help 39

3.2.13 Table indicating that behavior of employees in RRD creates confidence

Table indicating that employees in RRD are consistently courteous with

Table indicating that employees in RRD have the knowledge to answer

3.2.23 Table indicating that RRD facilities / infrastructures are visually

3.2.27 Table indicating the comment on overall rating services offered by

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

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

Chart showing that employees in RRD provide prompt service to

3.2.11 Chart showing that responsiveness of employee willing to help 39

3.2.13 Chart showing that behavior of employees in RRD creates confidence

Chart showing that employees in RRD are consistently courteous with

Chart showing that employees in RRD have the knowledge to answer

3.2.23 Chart showing that RRD facilities / infrastructures are visually

Service Quality and SERVQUAL:

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

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

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

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

Service Quality Dimensions:

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

Example: Telecommunication services sometimes requires complex uncommon procedures,

Measuring Service Quality:

Using SERVQUAL to Measure Service Quality

Problems with SERVQUAL:

Whilst we offer complete communication life cycle management we absolutely understand

Trusted Partner of Choice

Major Services Provided by RRD:

 Business Process Outsourcing

To determine customer perceptions and expectations regarding different services of

Review of Service Quality Models

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

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

II. SAMPLING SIZE:

For Dichotomous Scale:

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%

III. SAMPLING PROCEDURE :

1. Modern equipment = [(564)+(323)+(72)+(51)]/[4+3+2+1]

2. Physical facilities = [(124)+(453)+(392)+(41)]/[4+3+2+1]

3. Appearance of employees = [(124)+(783)+(92)+(11)]/[4+3+2+1]

4. Materials associated with service= [(204)+(563)+(162)+(131)]/[4+3+2+1]