Consumer satisfaction of Commercial Indian Banks using SERVQUAL Model 1.

Introduction:

The services are of complex nature and the growing prominence of the services sector has necessitated the need for improvement in all kinds of services being provided by the banks. Commercial banks, like other service providers, have to realize that increase in customer retention can have a substantial impact on profit. Improvement in customer satisfaction leads to better retention rate. This can be gained from numerous activities available to banks. (Dabholkar et al., 1996; Fournier and Mick 1999, Meuter et al 2000). Customer expectations of services by the banks are high at demand so customers expectations of services and their actual perceptions have to be compared and examined. It is directly related with satisfaction. Satisfied customers are very valuable for organization as they are source of positive word of mouth, advertising about the organization and increased market share. The role of banking industry is very important in Indian economy. India aspires to become globally competent financial centre .The banking industry, tourism and higher education sector are driving force for growth of the economy of Indian sub continent. The banking sector is dominated by scheduled commercial Banks (SCBs). As far as present scenario is concerned, the banking industry is in a transition phase. Application of modern technology in banking industry is getting top priority. The banking service provided by commercial banks is being viewed in recent research as one of the most sustainable untapped sources of business excellence. Indusland Bank was the first commercial bank in India. The list of operating commercial banks includes IDBI, ING Vyas Bank, SBI Commercial and International Bank Ltd, Dhanlakshmi Bank Ltd, Karur Vyas Bank Ltd, Bank of Rajasthan Ltd, ICICI Bank, Kotak Mahindra, HDFC Bank are also some commercial banks providing services to customers to some extent1. The commercial banks have shown immense progress in providing services to the customers. Further, increase in consumer preferences toward banking products, choosing the banks that give them the best service quality is a matter of priority for commercial banks. As customers in India become more educated better informed, more internalized, more conscious and as Indian economy becomes more and more knowledge based, the demand for high quality services
Faizan Ahmad email: faizan2020@gmail.com

expands with increases in customers buying power. With increase in pay packets, consumers have become more conscious of the quality of services. To upgrade the level of quality of service for consumers behavior and changes in their buying behavior are being focused in recent models discussed by Ali (2008; 2006 a; 2006 b). This study has been done with the purpose to examine the level of service quality in Indian commercial banking industry from the perspective of bank customers. The objectives are to examine gap of customers expectations and perceptions of service quality provided by the commercial banks in National Capital Region of India and to assess their satisfaction towards the service quality. The paper is structured as follows. The next section, Section 2 outlines the literature review, while Section 3 details the objective of study. Section 4 details research methodology used in the study. Section 5 presents data analysis and results. Section 6 presents interpretation of results and Section 7 of this paper presents the conclusion and implication. 2. Literature Review:

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 an European perspective (Kang and James, 2004). Researchers generally adopt one of the two conceptualizations in their work suggested by Brady and Cronin (2001). Grnroos (1984) noted that 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). Thus the quality of the service is dependent as per those dimensions, upon two variables: the expected service and the perceived service. Hayes (1997) notes that the process of identifying customers' attitudes begin with determining customers' requirements or quality dimensions. Parasuraman et al. (1985) concluded that customers more or less make use of same criteria to assess service quality independently of the type of service. The SERVQUAL (Parasuraman et al., 1988), model subsequently developed by authors (Parasuraman et al., 1991) is a two -part instrument for measuring service quality. Its use
Faizan Ahmad email: faizan2020@gmail.com

has become quite widespread and much of research to date includes measurement of service quality using this approach (Brown et al., 1993; Kang and James, 2004). SERVQUAL instrument consists of a 22-item instrument for assessing service quality based on customer's perceptions, which is the difference between the customer's perceived quality and his/her expectation. The basis of assessing perceived quality is service quality dimensions corresponding to the criteria used by customers when assessing service quality. Zeithan et al. (1990) have provided non-overlapping dimensions namely: tangibles, reliability, responsiveness, assurance and empathy. Using those 10 or 5 dimensions as the evaluation criteria the specification of service quality becomes the gap between customers' expectations and their perceptions (Parasuraman et al, 1985). In addition to some applications, many different types of services have been investigated using SERVQUAL model. Examples of services are fast-food, airlines and long distance telephone calls (Gupta and Chen, 1995), banking (Newman, 2001; Cui et al., 2003), physiotherapy (Curry and Sinclair, 2002), web sites (Iwaarden et al., 2003), health care (Wong, 2002; Kilbourne et al., 2004) to name but a few. Kang and James (2004) presented the application of Grnroos' model (Grnroos, 1984) to explore the European perspective of measuring quality of cell phone services considering other dimensions (technical and image) besides the functional ones. In the study of Citibank by Fiebelkorn (1985 ) discovered that overall satisfaction with Citibank is based on satisfaction with the last encounter with bank in five main areas teller encounter, platform encounter, ATM encounter, phone encounter and problem encounter . 3. OBJECTIVE OF THE STUDY

Based on the above background studies, the objective of this study is to identify the quality dimensions that are most important to customers of a banking industry, and the services that are delivered to the customers. 4. Research Methodology The research process involved the following steps. First, a literature review is undertaken to identify gap benefits and customer satisfaction dimensions in commercial bank. Second, the population and sampling procedure is established. Third, a questionnaire was constructed. Finally, the methods of data collection and analyses are determined.
Faizan Ahmad email: faizan2020@gmail.com

4.1

Sample data

For empirical study the population consisted of bank customers in three large Indian cities in NCR. The representative sample was taken from branches in India in each of the city taken. Data was collected by using a convenience sampling method. The questionnaires were administered by personal interview in bank branches within normal banking hours. It was explained to respondents to focus preferably on the banks they mostly use and not necessarily the one in which the interview took place. A total of 200 questionnaires were completed keeping in mind to cover the different demographic factors. The survey was performed in Commercial Banks of National Capital Region of India. SERVQUAL was adopted as the instrument to measure the gap between the customers expectations and their perceptions of the commercial banking industry, based on the 20 items or attributes pertaining to service quality according to the literature (Parasuraman et al., 1985; 1988). Zeithaml et al. (1990) had used SERVQUAL for similar work it will provide evidence of service quality for further improvement of service operation (Page Jr. and Spreng, 2002). An instrument was developed using five service quality dimensions (tangibles, empathy, responsiveness, assurance, reliability) having 20 questions for the purpose of reducing questionnaire size and also for improving response rate. The answers were required to be offered using a 5-point Likert-type scale anchored by "1strongly satisfied" to "5 strongly dissatisfied" based on Parasuraman et al. (1994). The previous study (Parasuraman et al., 1994) suggested that customers have a range of expectations (named zone of tolerance) bounded by desired service i.e the level of service customers believe companies should deliver which is the minimum service level customers consider acceptable. In this approach P minus E assesses the service quality of a given dimension/question, calculated as: QSk = Pjk - Ejk (Qi = Pi-Ei ) where: QSk - service quality in the dimension k Pjk - performance perception in the dimension k to customer j Ejk - expected performance in the dimension k to customer j The data of the questionnaires were used as input in an electronic spreadsheet to organise data and for further analysis of results. Statistical analysis was conducted utilizing SPSS software.
Faizan Ahmad email: faizan2020@gmail.com

Further analysis of the results from the assessment enables to identify the opportunities of improvement in the services provided.

4.2 Measurement tool and research Variables This research has used the questionnaire tool to collect the opinion of bank customers to test the qualities in the information collection based on nominal and ordinal scales (Hafeznia, 1999). Hence, two-column format questionnaire was used to generate separate ratings of "expected" (E), Sections Section 1: Specifications of Respondents Variables Related questions Scale Form of answer

Age 1 Ordinal Five - answer Marital status 2 Nominal Two answer Sex 3 Nominal Two answer Education 4 Nominal Three answer Banking Experience 5 Nominal Three answer Tangible P1P4 Ordinal Likert - 5 Empathy P5P9 Ordinal Likert 5 Section 2: Perceptions of Responsiveness P 10 P 13 Ordinal Likert 5 consumers Assurance P 14 P 16 Ordinal Likert 5 Reliability P 17 P 20 Ordinal Likert 5 Tangible E1E4 Ordinal Likert 5 Empathy E5E9 Ordinal Likert 5 Section 3: Expectations of Responsiveness E 10 E 13 Ordinal Likert 5 consumers Assurance E 13 E 16 Ordinal Likert 5 Reliability E 17 E 20 Ordinal Likert 5 and "perceived" (P) with identical, questions customers of the banking industry, side-by-side 5point scales, mentioned earlier. This approach is believed to be diagnostically rich (Parasuraman et al., 1994). Table 1: Section of Measurement Tool

Faizan Ahmad email: faizan2020@gmail.com

5. DATA ANALYSIS AND RESULTS 5.1 Reliability of Questions related to Perception For the perception dimension of service quality, 20 questions have been designed then reliability test gives following results. Table 2: Reliability Statistics

Cronbach's Alpha .723

N of Items 20

The acquired number is bigger than 0.6 (0.723). So the data can be used for the further analysis.
Faizan Ahmad email: faizan2020@gmail.com

5.2 Reliability of Questions related to Expectation For the perception dimension of service quality, 20 questions have been designed then reliability test gives following results Table 3: Reliability Statistics

Cronbach's Alpha .697

N of Items 20

The acquired number is bigger than 0.6 (0.697). So the data can be used for the further analysis. Table 4: Demographic profile of respondents Frequency Age : 20-25 years 25-35 years 35-45 years 45 -60 years > 60 Total Marital Status : Married Unmarried Total Sex : Male Female
Faizan Ahmad email: faizan2020@gmail.com

Percentage 24 31 22.5 20 2.5 100 58 42 100 77 23

48 62 45 40 5 200 116 84 200 154 46

Total Education : Non-university University Post-graduate Total Banking experience : 4-9 years 9-14 years Above 14 years Total

200 129 60 11 200 122 63 15 200

100 64.5 30 5.5 100 61 31.5 7.5 100

5.3 Analysis of Demographic Profiles of Respondents The sample of bank customers consisted of more males than females. Major group is young respondents are of age between 25 to 30 years and more than half of these respondents are married and maximum number of respondents had non-university education with banking experience of 4-9 years. 6. INTERPRETATION OF RESULTS The SERVQUAL values for the five dimensions were obtained by average the respondents' scores. This overall measure, however, does not take into account the relative importance of the various dimensions to the customer. The overall weighted SERVQUAL score taking into account the relative importance of the dimensions is summarized and tabulated in Table 5. This shows the overall expectation scores of the customer are 11.8555. The overall perception scores of the customer are 14.413.
Faizan Ahmad email: faizan2020@gmail.com

Table 5: Weighted Expectation and Perception Scores Perception SERVQUAL Score Mean Tangible Empathy Weighted 2.525 2.678 Mean 2.527 2.078 2.31 2.42 2.52 11.855 Variance 0.031 0.570 0.162 0.009 0.179 Variance 0.716 0.088 0.024 0.173 0.104 (P E) -0.002 0.60 0.68 0.73 0.55 2.558 Expectation Perception Expectation Gap

Responsiveness 2.99 Assurance Reliability Overall 3.15 3.07 14.413

The data was collected using SERVQUAL from the 200 sample for both the expectation & perception regarding banking industry using 5- point scale with 1 (strongly agree) & 5 ( strongly disagree). The average mean score for 5 dimensions & 20 statements of the expectation & perception is shown in table 6. The average expectation & perception for tangible was found to be 2.201 & 2.166 respectively. Then the service quality gap was found for each dimension & along 20 statements using basic gap model without considering the weightage of each dimensions. So, the service quality gaps of service dimension Tangible will be0.035 (2.2012.166). Similarly the gap was found for each dimension & 20 statements. In Table 6, a positive gap indicates that customers perceived that the level of service provided by banks did not meet their expectations. On the other hand, a negative gap indicates that customers perceived that the level of service quality exceeded their expectations. The biggest gaps were found in the following attributes; Understanding the specific needs of customers followed by Insist on error-free records. Banks needs to work on this parameter most. The overall Gap 5 score was 0.48, which indicated that, the overall service quality provided by the commercial banks was below customers expectations. When we ranked the dimension
Faizan Ahmad email: faizan2020@gmail.com

according to gap scores, we found that the biggest gap (0.624) was pertaining to assurance followed by responsiveness (0.62), empathy (0.582), reliability (0.496) and tangibility (0.035). Table 6: Service Quality Gap for Banking Industry Sl. No. Attributes Tangibles 1 2 3 4 Modern-looking equipments Appealing physical activities Neat appearance of staff Materials associated with the service are visually appealing Empathy 5 Individual attention given by staff
2.07 1.84 1.52 0.23 0.05 2.205 2.33 1.685 1.748 0.52 0.582 0

Mean (P) 2.201

2.005 2.385 2.21

Mean (E) 2.166

1.685 3.593 1.7

Gap (P E) 0.035
0.32 -1.208 0.51

T-test Sig.

Remark Rank

1
0 0 0

S S S S

9 1 11 12

0.004
0.48 5 0.05 2 0

S NS

7 2 4

6 7

Convenient operating hours

1.57

Staff giving customers best interest at heart

2.1 2.3 1.96 1.54 0.14 0.76

NS S S 14 20

8 9

Personal attention given Understanding the specific needs of customers Responsiveness

3.61 2.548

1.88 1.924

1.73 0.624

4
0.00 4 0

10

Staff telling customers exactly when services will be performed

2.02 2.635 1.78 2.085 0.24 0.55

8 S S 13

11

Prompt service

Faizan Ahmad email: faizan2020@gmail.com

12 13

Staff willingness to help Prompt response from staff Assurance

2.765 2.77 2.76

1.865 1.965 2.082

0.9 0.805 0.678

0 0

S S

16 15 5 17

14

Behaviors of staff instill Confidence

2.73 1.775 0.955 0

S 18

15

Customers feel safe in their transactions

2.74 1.77 0.97 0

16

Friendliness and courtesy of staff having knowledge to answer questions Reliability

2.81 2.59 2.7 2.094 0.11 0.496 0.19 2

NS

3 2

17

Sincere interest in solving customers problems

2.3 2.075 0.225 0.00 8

18

Staff performing services right the at time

2.185 1.82 0.365 0

10

19

Provide services at the time they promise to do

2.71 3.165 2.565 1.915 0.145 1.25 0.17 7 0

NS S

5 19

20

Insist on error-free records Note: E Expectation difference

P Perception S= significant difference. NS= Non- Significant

As we have given the ranking 1= strongly satisfied to 5= strongly dissatisfied so, lower the difference better is. Also from Table 6, it is seen that the t test value for Pair P6 & P6, P7 & E7, P16 & E16 and P19 & E 19 is greater than 0.05 at 95% level of significance. So the null hypothesis in the above pairs is accepted and there is a no significant difference between the expected and perceived. But in all the above pairs the perceived mean is greater than the expected mean so there is need to improve in these parameters also.
Faizan Ahmad email: faizan2020@gmail.com

The purpose of analyzing customers satisfaction in this study was to confirm the degree of satisfaction or dissatisfaction as a result of high or low service quality level. The respondents were asked to rate statements based on their level of satisfaction; from 1 to 5 where 1 = extremely satisfied, 2 = satisfied, 3 = neutral, 4 = dissatisfied and 5 = extremely dissatisfied. The table showed that the mean for overall customers satisfaction was 3.23 and quality of service was 3.04. This indicates that customers were slightly satisfied with the service provided by the commercial banks in National Capital Region of India.

Table 7: Customers Satisfaction Description Overall Satisfaction Quality of Service Mean 3.23 3.04

7.

Conclusion and Implication

Customers perceptions are very important especially in the service industry such as the commercial banking industry since there is high customer involvement in the delivery of the service itself. The result of Gap 5 analyses showed that customers perceptions for commercial banking industry in National Capital Region of India were consistently lower than their expectations. These negative gaps especially pertaining to appealing physical facilities and convenient operating hours, were important to consider in terms of making improvement efforts. The bigger the gap, the serious the level of service quality that need to be improved, from the customers point of view. As an overall, the gap score was 0.48 which was considered low.
Faizan Ahmad email: faizan2020@gmail.com

As an overall, customers of commercial banks in NCR were slightly satisfied with the services provided by the banks and their quality of service. However, banks should not be happy with these findings because almost all the attributes had positive scores and these need to be improved otherwise the gaps will widen and therefore cause serious shortfalls. Given todays competitive environment, and in response to the quality push and the aspiration of the country to become globally competent, at this juncture, we believe it is appropriate for the management of the commercial banks to seriously examine their corporate quality programs and customer service system. In addition, they must also consider that their performance measures now have to place a value on better responsiveness to customer needs. These measures and changes can be expensive in terms of employee time and effort, but the management of these banks needs to find ways to overcome these hurdles, otherwise the increasing competition from international banks can shrink their market shares. References: Ali, Sadia Samar (2006 a): Consumer Response to Promotional Schemes: An Analytical Approach, Journal of Management & Technology; 1, (1), 43-50. Ali, Sadia Samar (2006 b): Consumer Response to Promotional Schemes: An Analytical Study; Strategic Innovators; 1, (2), 34-44. www.iipmthinktank.com/publications/archive/si/Strategic-Innovators-may2006.pdf Brady, M.K. and J.J. Croning, (2001): Some new thoughts on conceptualizing perceived service quality: a hierarchical approach; Journal of Marketing, 65, (1), 34-49. Brown, T.J.; G.A. Churchill, and J.P. Peter (1993): Research note: improving the measurement of service quality. Journal of Retailing, 69, (1), 126-139. Cui, C.C.; B.R. Lewis, and W. Park, (2003), Service quality measurement in the banking sector in South Korea, The International Journal of Bank Marketing, 21, 4/5, 191-201. Curry, A. and E. Sinclair (2002): Assessing the quality of physiotherapy services using SERVQUAL; International Journal of Health Care Quality Assurance, 15, 5, 197-205.
Faizan Ahmad email: faizan2020@gmail.com

Dabholkar, P.A. and J.O. Thorpeand Rentz(1996), A measure of service quality for retail stores: scale development and validation, Journal of Academy of Marketing Science, 24 (1), 3-16. Fiebelkorn, S.L. (1985), "Retail service encounter satisfaction: model and measurement", in Czepiel, J.A., Solomon, M.R, Suprenant, C.F, Gutman, E.G (Eds),The Service Encounter: Managing Employee Customer Interaction in Service Business, Lexington Books,18-194. Fournier, S. and D.G Mick. (1999), ``Rediscovering satisfaction'', Journal of Marketing, 63 (4), 5-23. Grnroos, C. (1984): A service quality model and its marketing implications, European Journal of Marketing; 18, 4, 36-44. Gupta, A. and I. Chen, (1995): Service quality: implications for management development. International Journal of Quality and Reliability Management, 12, (7), 28-35. Hayes, B.E. (1997): Measuring customer satisfaction survey design, use, and statistical analysis methods. Milwaukee, WI: ASQ Quality Press. Iwaarden, J.V.; T.V.D Wiele; L. Ball; and R. Millen, (2003) : Applying SERVQUAL to Web sites: an exploratory study; International Journal of Quality and Reliability Management, 20, (8) , 919-935. Kang, G. D., James, J., Alexandris K. (2002): Measurement of internal service quality:application of the Servqual battery to internal service quality, Managing Service Quality, 12, (5), 278-91. Kilbourne , W. E , J. A. A. Duffy; and T. Giarchi(2004): The applicability of SERVAQUAL in Cross-national Measurements of Health Care Quality, Journal of Service Marketing; 18(7) 524-533. Meuter, M.L; A.L Ostrom; R.I. Roundtree; and M.J. Bitner, (2000): ``Self-service technologies: understanding customer satisfaction with technology-based service encounters'', Journal of Marketing, 64 (3), 50-64.
Faizan Ahmad email: faizan2020@gmail.com

Newman, K. (2001): Interrogating SERVQUAL: a critical assessment of service banking quality measurement in a high street retail bank; International Journal of Banking Marketing, 19, (3), 126-139. Parasuraman, A., V. A Zeithaml. and L. L.Berry (1985): A conceptual model of services quality and its implication for future research, Journal of Marketing, 49, ( 4), 41-50, 1. Parasuraman, A., V. A Zeithaml. and L. L.Berry (1988) : Servqual: A multiple-item scale formeasuring consumer perceptions of service quality, Journal of Retailing, 64, (1), 12-40. Parasuraman, A., Berry L. L. and Zeithaml V. A.( 1991) : Refinement and Reassessment of the SERVQUAL scale. Journal of Retailing, 67, 420-450. Parasuraman, A., V. A Zeithaml. and L. L. Berry.( 1994, a) : Reassessment of Expectations as a comparison standards in measuring service quality: implications for further research, Journal of Marketing, 58, (2), 111-124. Parasuraman, A., V. A Zeithaml. and L. L.Berry.( 1994, b) : Servqual: Alternative scales for measuring servicec quality? A comparative assessment based on psychometric and diagnostic criteria, Journal of Retailing, 70,( 1), 193-199. Wang, JCH (2002) : Service quality measurement in a medical imaging department , International Journal of Health Care Quality Assurance, 15, ( 5) , 206-212(7) Zeithaml, V.A., A Parasuraman, and L.L Berry (1990) Delivering quality service balancing customer perceptions and expectations. New York: The Free Pres

Faizan Ahmad email: faizan2020@gmail.com

Appendix -I QUESTIONNAIRE I would like to assure you that there are no rights or wrong answers and I am only interested in your opinion. I assure you that your opinion will not be disclosed. This research is intended to provide insight into the services provided by Commercial Banks with an understanding of the quality of its service. Thank you for agreeing to participate. The research contains two parts. Part 1 is for demographic profile. Part II tests your expectations of services expected what actually you perceived in general from commercial banks. The whole process should take no more than about 10 15 minutes. All information provided will be treated confidentially and used solely for academic research purposes.

Faizan Ahmad email: faizan2020@gmail.com

Section - I 1) Please specify the age group to which you belong? a) 15-25years b) 25-35years c) 35-45years d) 45-60years e) >60years 2) Please specify your marital status? a) Married 3) b) Unmarried

Please choose option? a) Male b) Female

4)

Please specify appropriate qualification to which you belong? a) Non-university b) University c) Post graduate

5)

Please specify year of banking experience you have? a) 4-9 years b) 10-14 years c) above 14 years

Section- II Perceived and Expected TANGIBLE: P1 Modern looking equipments Perceived S A P2 P3 P4 Appealing physical activities Neat appearance of staff Materials associated with the service are Empathy: P5 P6 Individual attention given by staff Convenient operating hours A D SDA D A Expected SA A D SDA DA

Faizan Ahmad email: faizan2020@gmail.com

P7

Staff giving customers best interest at heart

P8 P9

Personal attention given Understanding the specific needs of customers. Responsiveness:

P10

Staff telling customers exactly when services will be performed

P11 P12 P13

Prompt service Staff willingness to help Prompt response from staff Assurance:

P14

Behaviors of staff instill confidence

P15

Customers feel safe in their transactions

P16

Friendliness and courtesy of staff Staff having knowledge to answer Reliability:

P17

Sincere interest in solving customers problem

P18

Staff performing services right the first time

P19

Provide services at the time they promise to do

P20

Insist on error-free records

Faizan Ahmad email: faizan2020@gmail.com

Section- II Please rate the following on 1 to 5 where 1 = extremely satisfied, 2 = satisfied, 3 = neutral, 4 = dissatisfied and 5 = extremely dissatisfied

Overall Satisfaction Quality of Service

Appendix-II Table 2a: One-Sample Statistics Sample Statistic Value (Perception)

Faizan Ahmad email: faizan2020@gmail.com

One-Sample Statistics N Modern looking equipments Appealing physical activities Neat appearance of staff Materials associated with the service are Individual attention given by staff Convenient operating hours Staff giving customers best interest at heart Personal attention given Understanding the specific needs of customers. Staff telling customers exactly when services will be performed Prompt service Staff willingness to help Prompt response from staff Behaviors of staff instill confidence Customers feel safe in their transactions Friendliness and courtesy of staff Sincere interest in solving customers' problem Staff performing services right the first time Provide services at the time they promise to do Insist on error-free records 200 200 200 200 200 200 200 200 200 Mean 2.01 2.39 2.21 2.21 2.07 1.57 2.10 2.30 3.61 Std. Deviation .830 1.026 .747 .772 .811 .740 .730 .851 1.363 Std. Error Mean .059 .073 .053 .055 .057 .052 .052 .060 .096

200 200 200 200 200 200 200 200 200 200 200

2.02 2.64 2.77 2.77 2.73 2.74 2.81 2.30 2.19 2.71 3.17

.757 1.161 1.190 1.168 1.111 1.183 .779 .935 1.117 1.040 1.359

.054 .082 .084 .083 .079 .084 .055 .066 .079 .074 .096

Table 2b: One-Sample Statistics Sample Statistic Value (Expectation)

Faizan Ahmad email: faizan2020@gmail.com

One-Sample Statistics N Modern looking equipments Appealing physical activities Neat appearance of staff Materials associated with the service are Individual attention given by staff Convenient operating hours Staff giving customers best interest at heart Personal attention given Understanding the specific needs of customers. Staff telling customers exactly when services will be performed Prompt service Staff willingness to help Prompt response from staff Behaviors of staff instill confidence Customers feel safe in their transactions Friendliness and courtesy of staff Sincere interest in solving customers' problem Staff performing services right the first time Provide services at the time they promise to do Insist on error-free records 200 199 200 200 200 200 200 200 200 Mean 1.69 3.59 1.70 1.69 1.84 1.52 1.96 1.54 1.88 Std. Deviation .812 1.259 .913 .713 .653 .649 .686 .566 1.145 Std. Error Mean .057 .089 .065 .050 .046 .046 .049 .040 .081

200 200 200 200 200 200 200 200 200 200 200

1.78 2.09 1.87 1.97 1.78 1.77 2.70 2.08 1.82 2.57 1.92

.771 .939 .812 .915 .847 .742 .924 .907 .781 1.101 1.001

.055 .066 .057 .065 .060 .052 .065 .064 .055 .078 .071

Faizan Ahmad email: faizan2020@gmail.com

Table 2 c: Paired Samples Test

Paired Differences 95% Confidence Interval of the Difference Lower .157 Upper .483 t 3.874 11.20 4 5.635 df 199 Sig. (2tailed) .000

Mean Pair 1 Pair 2 Pair 3 Pair 4 Modern looking equipments Modern looking equipments Appealing physical activities Appealing physical activities Neat appearance of staff - Neat appearance of staff Materials associated with the service are - Materials associated with the service are Individual attention given by staff Individual attention given by staff Convenient operating hours Convenient operating hours Staff giving customers best interest at heart Staff giving customers best interest at heart Personal attention given - Personal attention given Understanding the specific needs of customers. Understanding the specific needs of customers. .320

Std. Deviation 1.168

Std. Error Mean .083

1.206 .510

1.518

.108

-1.418

-.994

198

.000

1.280

.091

.332

.688

199

.000

.520

1.065

.075

.371

.669

6.902

199

.000

Pair 5 Pair 6 Pair 7

.230

1.111

.079

.075

.385

2.929

199

.004

.050

1.011

.072

-.091

.191

.699

199

.485

.140

1.003

.071

.000

.280

1.975

199

.050

Pair 8 Pair 9

.760

1.019

.072

.618

.902

10.55 2

199

.000

1.730

1.930

.136

1.461

1.999

12.67 5

199

.000

Faizan Ahmad email: faizan2020@gmail.com

Pair 10

Pair 11 Pair 12 Pair 13 Pair 14 Pair 15

Pair 16 Pair 17

Pair 18

Pair 19

Pair 20

Staff telling customers exactly when services will be performed - Staff telling customers exactly when services will be performed Prompt service Prompt service Staff willingness to help - Staff willingness to help Prompt response from staff - Prompt response from staff Behaviors of staff instill confidence Behaviors of staff instill confidence Customers feel safe in their transactions - Customers feel safe in their transactions Friendliness and courtesy of staff Friendliness and courtesy of staff Sincere interest in solving customers' problem - Sincere interest in solving customers' problem Staff performing services right the first time - Staff performing services right the first time Provide services at the time they promise to do Provide services at the time they promise to do Insist on error-free records - Insist on error-free records

.240

1.148

.081

.080

.400

2.955

199

.004

.550 .900

1.575 1.371

.111 .097

.330 .709

.770

4.939

199 199

.000 .000

1.091 9.284

.805

1.600

.113

.582

1.028 7.116

199

.000

.955

1.457

.103

.752

1.158 9.268

199

.000

.970

1.446

.102

.768

1.172 9.490

199

.000

.110

1.190

.084

-.056

.276

1.308

199

.192

.225

1.196

.085

.058

.392

2.659

199

.008

.365

1.404

.099

.169

.561

3.676

199

.000

.145

1.515

.107

-.066

.356

1.353

199

.177

1.250

1.753

.124

1.006

1.494

10.08 4

199

.000

Faizan Ahmad email: faizan2020@gmail.com

Faizan Ahmad email: faizan2020@gmail.com