A measure of service quality in Supermarkets: A

comparison between Tesco and Sainsburys

KAUR, Inderjeet

This Dissertation is submitted in partial fulfillment of the

requirements of Staffordshire University
for the award of Master in Business Adminstration.

October, 2011
1

Acknowledgement
I would never have been able to finish my dissertation without the guidance and
support of the following people. As I have completed this dissertation, one of the
most interesting and challenging tasks in the MBA, now it is time to express my
deepest gratitude.

Prof. Kaushik Pandya, who undertook to act as my supervisor despite his many
other academic and professional commitments. For his excellent guidance,
knowledge and patience and providing me with an excellent academic atmosphere
and motivation for doing research.

Dr. Govind Desai, Principal, Rafael Salguero, Vice Principal, Prof. Pawan
Budhwar, Dr. Carole Willams, Mr. Nicolas James and Mr. Chris Jordan of
Birmingham College.

My close friends and colleagues who inspired my final effort despite the enormous
pressure we were facing together.

My Husband, without his support this effort would have been worth nothing. His
love, support and understanding has enhanced my confidence. My family, who
always supported, encouraged and believed in me, in all my endeavors.

This Dissertation is dedicated to my husband Mr. Gurjit Singh and to all my

family.

Declaration
I hereby declare that this dissertation entitled, A measure of service quality in
Supermarkets: A comparison between Tesco and Sainsburys is my own work
and that all the sources that I have used or quoted have been acknowledged by
means of complete references.

Inderjeet Kaur

Date:

Executive Summary

The UKs food retailing industries are considered as a momentous force of its economy as it is
chiefly accountable for six percent of the total GDP of UK. In spite of this fact, on the other
hand, the current economic environment of UK, which is facing an immense slowing down of
growth and rising of costs, presents numerous challenges to the food retail businesses. Along
3

with this, another factor which contributes to a very high level in bringing challenges to business
is the greater competition among various food retail companies which makes them unable to
maintain their service quality. As, these retail industries serve as a major part of the UKs
economy so, it is important to look into the issues and challenges presented in the retail
industries in order to bring further progress in the economy of the country.
This study focuses on creating an understanding of customer satisfaction based upon the
comparative analysis using case studies from the United Kingdoms retail industry through
utilizing a modified version of SERVQUAL, i.e. Retail Service Quality Scale (RSQS).
Taking into consideration the nature of the present study, adopting a quantitative approach seems
to be a suitable option as this study makes use of RSQS model to collect data regarding the retail
food sectors service quality in UK. The quantitative approach is helpful in transforming and
presents the conclusive results by using the data available, which is interlinked with the
measurements and implemented numeric data. The quantitative approach is based on the numeric
and statistical facts and figures and various statistical tools are used to assess the numeric data
collected from research premises through different sources.
The descriptive analysis of the data gathered from primary research provides a clear view that
Tesco is considered to be the provider of quality services to its customers as compared to
Sainsburys. The one sample t-test for the responses collected at Tesco and Sainsburys helps the
researcher to compare the means of responses collected for both retail stores. Tescos gap in
service quality is measured to be 0.7 whereas Sainsburys scored 0.93. It reflects that customers
incline more towards Tesco for its dependable and timely service deliverance and Sainsburys
comes next to Tesco.

Contents
Chapter 1.................................................................................................................................................9
Introduction.................................................................................................................................................9
4

1.1 Background...........................................................................................................................................9
1.2 Introduction to Organizations:.............................................................................................................10
1.4 Research Questions:............................................................................................................................12
1.5 Project Aim:.........................................................................................................................................12
1.6 Objectives:...........................................................................................................................................12
1.7 Problem Statement...............................................................................................................................13
1.8 Dissertation Structure..........................................................................................................................13

Chapter 2...............................................................................................................................................14
Literature Review......................................................................................................................................14
2.1 Theoretical Framework........................................................................................................................14
2.1.1 Service Quality in Retail Food Industry........................................................................................14
2.1.2 Consumer Psychology..................................................................................................................15
2.1.3 SERVQUAL.................................................................................................................................16
2.1.3.1 SERVQUALs Application.........................................................................................................16
2.1.3.2 RSQS Scale................................................................................................................................18
2.2 Previous Studies on Retail Management..............................................................................................20
2.2.1 Literature Gap...............................................................................................................................22
2.3 Conclusion...........................................................................................................................................23

Chapter 3...............................................................................................................................................24
Research Methodology..............................................................................................................................24
3.1 Applied Methodology..........................................................................................................................24
3.2 Data Collection....................................................................................................................................25
3.3 Secondary Research.............................................................................................................................25
3.4 Primary Data........................................................................................................................................26
3.5 Survey Questions.................................................................................................................................26
3.6 Sampling..............................................................................................................................................28
3.7 Limitations...........................................................................................................................................28

Chapter 4...............................................................................................................................................30
Findings and Analysis................................................................................................................................30
4.1 Introduction.........................................................................................................................................30
4.2 Descriptive Analysis............................................................................................................................30
4.2.1 Demographics...............................................................................................................................30

4.2.2 Physical Attributes of the Store.....................................................................................................31

4.2.3 Reliability of the Store..................................................................................................................33
4.2.4 Personal Interaction with the Store Staff.......................................................................................34
4.2.5 Problem Solving Ability of the Store Staff...................................................................................35
4.2.6 Policies of the Store......................................................................................................................37
4.3 One Sample T-Test...............................................................................................................................38
4.4 Discussion...........................................................................................................................................41
4.4.1 Physical Attributes of the Store......................................................................................................43
4.4.2 Reliability of the Store...................................................................................................................44
4.4.3 Personal Interaction with the Store Staff........................................................................................44
4.4.4 Problem Solving Ability of the Store Staff...................................................................................44
4.4.5 Policies of the Store.......................................................................................................................44
4.5 Summary.............................................................................................................................................45

Chapter 5.46
Conclusion & Recommendations..............................................................................................................46
5.1 Conclusion...........................................................................................................................................46
5.2 Recommendations...............................................................................................................................47
5.3 Reflection............................................................................................................................................47
5.4 Scope for Future Research...................................................................................................................48

References...................................................................................................................................50
Bibliography........................................................................................................................................55
Appendix-I...........................................................................................................................................56
Introduction of Organizations....................................................................................................................56
Research Scope..........................................................................................................................................57

Appendix-II..58
Advantages and Disadvantages of Service Quality 58
Advantages and Disadvantages of Consumer Psychology.59
Advantages and Disadvantages of SERVQUAL.60
Advantages and Disadvantages of RSQS...62

Appendix-III........................................................................................................................................64
Advantages and Disadvantages of Qualitative Research...........................................................................64
Advantages and Disadvantages of Quantitative Research.........................................................................65
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Appendix-IV..............................................................................................................................66
Survey Questionnaire................................................................................................................................66

Appendix-V..........................................................................................................................................72
10 Sample questionnaires of Tesco and Sainsbury's.................................................................................72

Appendix-VI........................................................................................................................................73
Graphical Presentation of Results ...73

Appendix-VII.84
Mean values of the Responses84

Appendix-VIII..86
Gap analysis of Physical Attributes...86
Gap analysis of Reliability.88
Gap analysis of Personal Interaction..89
Gap analysis of Problem Solving...90
Gap analysis of Policies..91

List of Tables & Figures

Table 4.1 Physical Attributes of the Store..................................................................................................32

Table 4.2 Reliability of the Store...............................................................................................................34
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Table 4.3 Personal Interaction...................................................................................................................35

Table 4.4 Problem Solving Ability of the Store.........................................................................................36
Table 4.5 Store Policies.............................................................................................................................38
Table 4.6 T-test39
Table 4.7 Overall gap analysis.43

Figure 2.1 Stores opened by Tesco (1980 to 2003)....................................................................................11

Figure 2.2 Stores opened by Sainsbury (1980 to 2003).............................................................................11
Figure 2.3 SERVQUAL Model..................................................................................................................18
Figure 2.4 RSQS Model............................................................................................................................20

Chapter 1
Introduction

1.1 Background
The UKs food retailing industries are considered as a momentous force of its economy as it is
chiefly accountable for six percent of the total GDP of UK. In spite of this fact, on the other
hand, the current economic environment of UK, which is facing an immense slowing down of
growth and rising of costs, presents numerous challenges to the food retail businesses. Along
with this, another factor which contributes to a very high level in bringing challenges to business
is the greater competition among various food retail companies which makes them unable to
8

maintain their service quality. As, these retail industries serve as a major part of the UKs
economy so, it is important to look into the issues and challenges presented in the retail
industries in order to bring further progress in the economy of the country (Wood, 2008).
Retail strategies are chiefly responsible for understanding the reasons of productivity and retail
failure. Food Retail industries are supposed to have an idea about how the sales productivity and
floor space growth are related with each other. Also, they are responsible for knowing that how
innovation can be appeared as a useful tool in improving the shopping experience and reducing
the costs. Furthermore, they have to take care of the international comparisons with clear
implications presented for a retailer and competition policy (Wood, 2008).
All the food retail sectors are covered by this important topic. It is due to the fact that it has
numerous implications over the social sciences with respect to the terms of potential avenues
required for the research. In the past, there was a demand especially for the specific work over
these implications related to the huge scale changes on disposable consumer income. Also, a
deeper understanding on the reasons of customer loyalty and decision making along with further
work of analyzing the external market and its influence for instance taxation, which influences
the way of customer behavior, are also demanded (Wood, 2008).
A wide range of academic research is done by the retail industries in order to identify their
service quality and the consumers needs and outcomes. Recent studies show that there has been
given a wide spread importance to the practical topics including the role of price and ICT
(Information and communication technology) in order to derive the productivity. Studies have
been covered on consumer satisfaction with supermarkets, evaluation of food items like deserts
and analysis are also made on the management of product returns by the UKs high street
retailers (Wood, 2008).
As a part of this dissertation, the comparative analysis study between UKs two top most retail
stores i.e. Tesco and Sainsburys has been carried out in order to analyze their business or retail
strategies related to the maintenance of customer service quality. In order to evaluate customer
satisfaction, this comparative analysis appears to be a helpful source in determining the customer
quality service and customer satisfaction which is based on one of the most appropriate model
RSQS which is used for measuring the retail service quality and it is a variation of SERVQUAL
9

model. In this dissertation, the service quality of Tesco and Sainsbury will be identified.
Moreover, further discussion is done on the ways that how consumers perceive the dimensions
presented in RSQS along with its quality of affecting consumers level of satisfaction will be
pointed out (Buttle, 1995).

1.2 Introduction to Organizations:

Tesco Plc is a multinational grocery and retailer having its headquarters in Cheshnut, United
Kingdom. It is estimated that Tesco Plc is the third largest global retailer as far as its revenues are
concerned, also its profits makes it the second largest retail chain after Wal-Mart. The operations
of Tesco Plc are spread over 14 countries in three continents of the world. Tesco Plc was
launched by Jack Cohen in 1919 when its first retail store was opened in Middlesexs suburbs.
Tescos success can be measured by reviewing its highly diversified business related strategies
(Tesco Plc, 2011). On the other hand, Sainsbury Plc is the flag carrying company of Sainsburys
Supermarkets Ltd, and United Kingdoms third largest retail chain. The group has its
headquarters in London and was founded by John James Sainsbury in 1869 (Sainsbury Plc.,
2011). Under the leadership of John Sainsbury, throughout in 1970s and 1980s the supermarket
became one of the most dominant forces of British retailing.
In the UKs retail industry, Tesco and Sainsbury are the two major market players. Tesco has
undoubtedly the largest share. Approximately 31% of retail market is covered by Tesco and
30.8% of the grocery market is under Tescos control as compared to the 14% market share of
Sainsbury (Quezi, 2009; Hall, 2009). It has been observed that Tesco prefers dealing with a
bigger variety of products and in doing so they purchase products from wholesalers in large
quantities and then offer them to their customers at low prices. Whereas, Sainsbury opts to deal
with products covered with their brand name, together with products which are famous and
according to the customers likings and tastes. The ideal location selection for its stores has been
one of the key success factors for Tesco (Hall, 2009) (See Appendix I, p: 57).
Figures below show the total number of stores opened by Tesco and Sainsbury from the year
1980 to 2003.

10

Figure 1.1 Stores opened by Tesco (1980 to 2003), (Griffith and Harmgart, 2004)

Figure 1.2 Stores opened by Sainsbury (1980 to 2003), (Griffith and Harmgart 2004)

Apart from all this, it is worth mentioning that international exposure has enabled Tesco to
follow good practices and adjust itself to the regional requirements. In short, the international
presence of Tesco has made it more flexible in its policy making. On the other hand, Sainsbury

11

has its operations limited to the UK (Griffith and Harmgart, 2004). For Research Scope (See
Appendix I, p: 58)

1.4 Research Questions:

Based on the project aim the following research questions can be drawn up which are assessed
upon the completion of collection of primary data:
1. What are the different aspects or dimensions of a retail store that make customers feel
satisfied?
2. Whether Tescos customers are more satisfied as compared to Sainsburys customers?
3. Do Tesco deliver a superior service quality to its customers than Sainsburys?

1.5 Project Aim:

The aim of conducting this study is to investigate the level of customer satisfaction amongst the
consumers of two major retail chains, namely Tesco and Sainsbury using RSQS.

1.6 Objectives:
This study focuses on creating an understanding of customer satisfaction based upon the
comparative analysis using case studies from the UKs retail industry through utilizing a RSQS
model. The objectives of the study include:

To examine the current status of customer satisfaction

To study the supermarket industry customer criteria.

To investigate the customer satisfaction in Tesco and Sainsburys using RSQS

questionnaire.

1.7 Problem Statement

The retail industry in UK has been a profitable one and is considered to be established. This
study looks at the different dimensions of service quality and the factors that affect consumer
12

behavior in the light of service standards. It is interesting as the study precedes and provides
valuable and updated information regarding the retail industry of UK. This study is different
from others as it provides in depth analysis of organization-specific service standards. Tesco and
Sainsburys have been an important part of UKs retail industry and developing an understanding
of their service standards that will attract other researchers to study other dimensions and factors
involved in the retail industry that have a deep influence on consumer behavior.

1.8 Dissertation Structure

Chapter 1: Introduces the topic to the readers and provides the context of this study.
Chapter 2: Provides a detailed review of the literature available related to the topic of this study
and gives a theoretical basis and critical analysis on service quality.
Chapter 3: Explains the methods and tools implemented to analyze the data gathered from
primary and secondary research and the approach utilized to gather data.
Chapter 4: Results collected against primary research and the outcomes of the analysis are
presented in this chapter in the form of findings.
Chapter 5: This chapter includes the conclusive remarks of the researcher along with certain
recommendations and reflection of this project.

Chapter 2

13

Literature Review

The aim of this literature review is to examine the importance and idea of service quality in the
retail food industry of two leading UK based chains, Tesco and Sainsbury. In this chapter,
theories presented by retail food industry experts and marketing theorists are highlighted and
supported with the help of facts and figures. The literature included in this review has been taken
from the previous work done by past researchers and evaluated on the basis of their findings and
analysis.

2.1 Theoretical Framework

2.1.1 Service Quality in Retail Food Industry
Researchers in recent years have carried out studies in order to make service quality
understanding more clearly and its impact on the service sectors big names. Zeithaml (1988)
defined service quality as the perception that a customer builds about a good or service. Bitner
and Hubert (1994) elaborated this idea and defined service quality as the perception of the buyer
of a good or service about the level of satisfaction that they achieve after availing it (Garcia and
Caro, 2010). These concepts and definitions are essential to be understood as the recent
developments in retail industry causing its size to expand and a large number of organizations are
entering into the market, equipped with products and services that are equally competitive as
their competitors. The high level of competition has added to the difficulties of the retailers as
they have to sort out the lapses in their service quality and eliminate them to keep their customer
base safe from their competitors (Friddle et al. 2001). However, Brady and Robertson (2001)
provided the most concise and clear definition of service quality and its impact on customer
satisfaction as the customers feeling of pleasure or dissatisfaction from comparing a product
feature and performance with another product of same category and use (Olorunniwo et al.
2006). Cronin and Taylor (1992) and Johnson, Anderson and Fornell (1995) differentiated two
types of satisfaction that a customer perceive from a product or service, i.e. transaction-specific
satisfaction and cumulative satisfaction. The first being the measurement of consumers

14

experience and his reaction to a particular service that he acquires and the second being the
overall shopping and consumption experience of the consumer (Fen and Lian, 2007).
Hayes (1997) discussed the phenomenon of functional quality of a service in his work. He
pointed out the process that an organization uses to identify the variances to measure customers
requirements, their perceived quality dimensions and the satisfaction that they receive from
goods or service (Hayes, 1997). Parasuraman et al. (1988) did the same study in order to identify
ten quality dimensions that opened doors for researchers to conclude that each and every
customer perceives the same quality from a service, no matter what type of service they are
acquiring (Parasuraman et al. 1988) (See Appendix II, p: 59). However, consumer psychology
plays a pivotal role in their decisions regarding consuming a product or service.
2.1.2 Consumer Psychology
Mullen and Johnson (1990) formulated a definition of consumer psychology in which they
described it as a scientific assessment of consumers behavior of how they perceive, motivate
themselves and consume a product or service (Kim and Littrell, 2001). Foxall and Goldsmith
(1994) further added to this definition by defining consumer psychology as consumer choice
process involving cognitive, effective and impulse alterations that result in consumers decision
making mechanism whether to buy or not a product or service. They formulated three steps
involved in the consumers purchase decision, i.e. recognition of need or desire for a product,
actual purchase decision and post-purchase (Shaw and Shiu, 2003). Consumers show variation of
behavior in all three stages, especially when the consumer is purchasing a retail product. During
the pre-purchase stage, the consumer chooses a specific destination to purchase. The purchase
decision includes the consumers perception of a good or service and the core benefits of the
product. The post-purchase is of great importance as the consumer perceive certain customer
service activities that the producer of the good or service they acquired, must perform in form of,
after sales services or discounts. In food retail industry, the after sale stage becomes more
important as the taste, quality and prices that consumers pay leaves an ever lasting impact on
consumer psychology and works either to retain the customers or to never see them again buying
the same food product (Crouch, 2004) (See Appendix II, p: 60).
The services sector all around the world uses some tools and models to calculate the quality of
their services in order to maintain service standards and to make suitable alterations to their
15

services performance to make them better or to improve its deliverance to the customers. These
tools and models are discussed in the next section (Lacy and Macfarlane, 2007).
2.1.3 SERVQUAL (Service Quality)
When Parasuraman tried to develop a ten dimensional study of service quality and its impact on
consumer behavior, he formulated a model called SERVQUAL that helps in assessing the service
quality. Parasuraman et al. (1988) made some alterations in this model in 1991 in order make it
more helpful to the service and its effectiveness in the industry helped the majority of researchers
in the later years to conduct their studies to measure the service quality (Agarwal et al. 2005).
As perceived that the nature of services are intangible and heterogeneous, the model suggested
by Parasuraman helped to assess the consumers perception of a service by comparing the
consumers expectation with the performance delivered by a service. A services ability to deliver
good quality or higher standards reflects its performance meeting or exceeding the consumers
expectations from it. Parasuraman, Zeithaml and Berry (1985) identified five major determinants
of service quality after using SERVQUAL as a basis in four distinctive service industries. These
five determinants were tangibility, reliability, responsiveness, assurance and empathy of a
service. Nowadays, SERVQUAL is being used to measure the service quality in professional
services, health care services, tourism, retail food services and information system services
(Parikh 2006) (See Appendix II, p: 61).
2.1.3.1 SERVQUALs Application
SERVQUAL instrument is based upon 22-item elements that are use for measuring service
quality depending upon the consumers expectations. The perceived quality by the consumer is
measured on the basis of quality dimensions that the consumers have set for categorizing the
assessment of service quality. The five dimensions discussed as defined by Parasuraman,
Zeithaml and Berry (1985) are used to measure the specification of a service quality as the gap
between consumers expectations and perceptions (Agarwal et al. 2005).
The SERVQUAL instrument has been widely used in measuring service quality across different
service sectors in different countries. For example, in banking, retail chains, tourism, leisure,
hotels, higher education, fast food chains, car servicing, accounting firms, architectural services,
airline catering and apparel retailing across different countries like, USA, UK, China, South
Africa, Cyprus, Hong Kong, UAE and the Netherlands (Aragchchi, 2008). Also, there is
16

evidence that number of unpublished studies on measuring service quality have used
SERVQUAL as an instrument to assess the service standards. A number of established and
famous international entities, such as Midland and Abbey National Bank have also used
SERVQUAL in order to measure the service quality that their organization is delivering to its
customers (Bassam and Shawi, 2009).
Although, SERVQUAL has been effective in measuring the quality in service industry, many
researchers have shown some reluctance in using this instrument as a base for their studies on the
subject. As discussed by Robinson (1999), SERVQUAL lacks what needs to be presented in a
model to assess the significant factors of quality deliverance in service sector, such as cultural
factor. Also, researchers have questioned SERVQUALs applicability to measure service quality
across a number of service settings (Bassam and Shawi 2009).
Figure 2.1 presents the model on which the researcher has created understanding of SERVQUAL
model and made slight alterations to the real one in order to clarify the major dimensions and
their attributes for readers.
Interests

Attention

Product Life

Promise

Promptnes
s
Willingness

Reassurance

Performanc
e

Dependabili
ty

Updated

Visual

Cleanliness

17

Figure 2.1 SERVQUAL Model (Bassam and Shawi, 2009)

2.1.3.2 RSQS Scale

Dabholkar, Thorpe and Rentz (1996) designed an instrument RSQS (Retail Service Quality
Scale), by bringing slight variations in SERVQUAL instrument, which they used to measure
service quality in retail industry. This instrument came under severe criticism for its validity and
reliability in the retail sector and only few researchers used it to assess the service quality in their
studies. Critics based their arguments on this model for the validation and reliability of this
instrument for measuring cultural dimensions across different regions (Meng and Elliott, 2009;
Das et al. 2008). For example, Boshoff (1997) used this instrument to measure the service
standards in South Africa, but the critics questioned whether the instrument will deliver same
results in any other region or country of the world (Parikh 2006). Although SERVQUAL and its
modification RSQS have been widely used to determine the level of customer satisfaction in
different industries including the retail industry however, this study will be a good attempt to
compare the results obtained from two different retail companies in the UK in the current
economic setup where retail business like any other business is facing difficulties and challenges
in amid of the recent financial crisis and having and retaining satisfied customers is becoming
increasingly essential to maintain healthy margins from the retail business (Yeap Ai Lean et al.
2004; Al-Khattab et al. 2011).
The RSQS scale proposed by Dabholkar, Thorpe and Rentz (1996) included five new dimensions
and six sub-dimensions of consumer behavior and psychology regarding a product or service.
These five new dimensions were physical features of a service, reliability of the product,
personal interaction with on spot services, the problem solving ability of the service and the
policies that derive the consumer behavior towards purchasing decision (Vidhu, 2004). The six
sub-dimensions of RSQS were appearance, convenience, promises, doing-it-right, inspiring
confidence and courteousness. At this point, the readers should keep in mind, that the physical
attributes mean a lot more than what they meant in SERVQUAL model. The physical attributes
include the shelving, the physical facilities that are available to the consumers and the design of
store. Reliability, here in RSQS is the same as it was in SERVQUAL, meaning the promise to
deliver the right services with the right standards followed. SERVQUALs combination of
customers Responsiveness and Assurance is used in RSQS as the Personal Interaction of
customers with the sales and service staff, which helps to measure the effectiveness of sales staff
18

to facilitate the customers shopping experience (Naik et al. 2010). A whole new dimension,
problem solving ability, was introduced in RSQS which helps to measure the stores or staffs
ability to counter customers problems before and after the sales. Another new dimension that
was added to the model was Policy which reflects the attributes of service standards that are
influenced by stores policies regarding the standard of goods, availability of parking space,
timings of opening and closing of store, acceptance of alternative payment methods such as
credit cards and the issuance of customer loyalty cards for customers to allow them obtain
discounts on certain amount of purchasing (Shucui, 2008; Martinez and Garcia, 2008).
To test the validity of this instrument, Dabholkar et.al (1996) applied the model on United States
departmental stores customers. The scale, in this market, showed great potential to be reliable
and valid and served as an assessment tool to measure the service standards of retail stores that
offer a combination of goods and services. RSQS has been helpful to retailers as it makes them
identify services that are weak in structure and deliver lower quality standards. The retailers,
once identified the lapse, eliminated these gaps and emerged as pioneers of higher quality service
provider. There have been few evidences, due to the instruments recentness, that researchers
used it for carrying out their studies on measuring service standards in the retail industry (Singh
et al. 2010) (See Appendix II, p: 63). The RSQS model as depicted by Kumar et al (2008) is
provided below:

19

Figure 2.2 RSQS Model

2.2 Previous Studies on Retail Management

The phenomenal expansion and development in the services sector all around the world, has
urged the organizations which are providing services to the customers to identify the weaknesses
in their service delivery network and fill those gaps in order to create more value and win
customers hearts through satisfying their needs and wants. The improved service delivery
scenario has enabled organizations to retain the customer base that is responsible for generating
huge profits and, in return, expects high standards of services. In the retail sector, a mechanism
to deliver high quality services is of phenomenal importance, for which retail giants are moving
towards adopting methods by which they can examine and measure the quality of services
delivered to the customers (Coulthard 2004).
Sanjaya and Richa (2006) also placed emphasis on the importance of improving service delivery
networks as they are beneficial to supplement the profits of the retail industry and enhance their
performance in the market place. They identified few determinants that are essential to keep the
quality standards at uniform level, i.e. continuous monitoring of the business level activities and
time to time assessment of staff and work force with regard to the dimensions that identify the
standards of service quality. These assessments and monitoring are necessary as the market
environment and the vulnerable demands of consumers that keep on changing from time to time.
It is necessary for retailers to keep on bringing innovativeness and suitable alterations to their
services in order to be different from other organizations and catering the competition in the
industry. For this reason, retailers keep on looking for areas in the service delivery networks that
might provide them a competitive edge over the competitors by bringing slight changes on a time
to time basis. The emergence of several retail sectors within one market segment has seen
competitors looking for providing best possible service quality to their customers and win
customers loyalty and satisfaction from their services (Gaur and Agarwal 2006).
Sheau and Lian (2007) discussed the service quality and customer satisfaction as a founding
pillar for organizational success and survival in its respective industry, and when it comes to
retail industry, the competition becomes more intense due to the nature of the activities in which
organizations are involved. These activities include direct interaction with the customers. Both
Sheau and Lian (2007) described quality and satisfaction as interlinked to consumers behavior
20

and intentions towards a service which have deep impact on the purchasing behavior of the
customers. The positive results can be the organization winning customers loyalty and long term
relationship, and on contrary, the negative results may reflect downwards profits causing a
debacle, merger or a takeover. Sheau and Lian (2007) also discussed some other benefits that
they can get by delivering high standards of service quality, such as positive spread of word of
mouth, which enables the organization to spend less on its marketing activities (Sheau and Lian,
2007).
A study of retail service management systems, carried out by the Chartered Institute of
Marketing (2011) utilized SERVQUAL model to measure the service quality management
systems in Tesco, Sainsbury and Asda. The study revealed the results by explaining how these
three retail giants has succeeded in the retail industry for many years. Their service delivery
mechanism and customer service initiatives has managed to attract huge customer base and
satisfying their customers demands by value addition and facilitating their shopping experiences
(The Chartered Institute of Marketing, 2011).

2.2.1 Literature Gap

The post recession era, i.e. from 2007 to 2010, resulted in reduced sales volume, not only in
retail industry, but also other sectors of the economy (Anagboso 2009). The studies presented in
literature review are conducted before the recession era started and therefore contain outdated
data. These studies are reviewed to present a theoretical background to the present study and
base the results and conclusion on the basis of findings and analysis carried out by them. The
present study focuses on identifying the consumers preferences towards shopping in retail setup,
the quality of services provided by retail stores like Tesco and Sainsbury in order to retain the
customers and how their service quality assurance measures help them to keep up with the
consumers expectations. Therefore, the researcher uses a service quality measurement tool,
RSQS, to assess the service standards, customers perceived service quality and their perception
of services they receive. This study focuses on creating understanding of customer satisfaction
based upon the comparative analysis using case studies from the UKs retail industry utilizing a
modified version of SERVQUAL, i.e. RSQS. The aim of conducting this study is to investigate
the level of customer satisfaction amongst the consumers of two major retail chains. The
conclusion derived from the study will help readers to evaluate how differently consumers
21

perceive various dimensions of RSQS and how these dimensions put impact on customers level
of satisfaction.
However, the study conducted by the Chartered Institute of Marketing in 2011 on the service
standards practiced by Asda, Tesco and Sainsbury proves to be of similar interest as the present
study. The only major difference that apart these two studies is the measurement tools applied to
measure the service quality, i.e. the previous one used SERVQUAL model and the present study
measures perception gap by utilizing RSQS model. In this way, the present study measures those
dimensions as well that were missing in CIMs study.

2.3 Conclusion
The theories and models presented in this chapter help the reader to understand the relation of the
aims and objectives of this study with the literature publicly available on the same context. The
research questions focus on identifying the effectiveness of service quality on consumer
behavior, which is evident from the theories presented that consumers have more tendency for
attracted towards retailers who facilitate their shopping experience by delivering superior
services.

22

Chapter 3
Research Methodology

In this chapter, the researcher presents the introduction of research methodology adopted and its
nature along with the data collection techniques applied. A concise discussion on the
questionnaire and explanation of questionnaire designs is also discussed as it is the main source
of gathering primary information and required data. By the end of this chapter, readers will also
be able to understand the limitations of the methodology adopted to carry out the research work.

3.1 Applied Methodology

Research can be qualitative or quantitative in nature. Qualitative approach is generally applied to
descriptive studies that focus on researchers personal interpretation of the subject in discussion
(Saunders, Lewis and Thornhill, 2003). The type of data used in qualitative researches is also
generally qualitative collected by different sources such as, surveys, observations and other nonstatistical sources. Qualitative studies are dependent on inductive approach as they work on
exploring phenomenon and apply them to general environment (Silverman, 2004)(See Appendix
III, p: 65).
On other hand, the Quantitative research generally deals with numeric and statistical data and
analysis. This is a general perception that quantitative researches are more authentic and based
upon deductive approach (Balnaves and Caputi, 2001). Quantitative research heavily depends
upon the statistical assessment of numerical data and is more scientific in nature and looks for
cause and effect to build up a suitable conclusion and recommendation part. This is the reason
that quantitative research is considered more reliable than qualitative ones (Newman and Benz,
1998) )(See Appendix III, p: 66).
Taking into consideration the nature of present study, adopting a quantitative approach seems to
be a suitable option as this study makes use of RSQS model to collect data regarding the retail
23

food sectors service quality in UK. The quantitative approach is helpful in transforming and
presents conclusive results by using the data available, which is interlinked with the
measurements and implemented numeric data. The quantitative approach is based on the numeric
and statistical facts and figures and various statistical tools are used to assess the numeric data
collected from research premises through different sources (Thomas, 2003).
The major reason for selecting RSQS model is its reliability and reputation for being the most
accurate model to measure service quality all around the world. Different sectors and industries
within service industry widely use RSQS model to keep their service standards high and make
suitable alterations to their service delivery networks when needed to keep their customer base
strong (Landrum et al. 2009).
The results and findings of this research are deduced to understand the service standards that
Tesco and Sainsbury follow in order to satisfy their customers demands and what further steps
they can take to improve the service quality delivered to the customers.

3.2 Data Collection

Data collection is the most crucial part of any research study as it helps in formulating the
findings and conclusions and plays an important role in validation and reliability of the data
gathered from primary and secondary sources. Secondary data is the data which is already
published or available whereas the primary data is the data that the researcher gathers by using
different tools and techniques (Malhotra and Dash, 2009).
The researcher has utilized both secondary and primary sources to gather information and data to
develop the finding and analysis part of this study.

3.3 Secondary Research

Keeping the objective of this study, the researcher utilized a number of secondary sources to
gather valuable information provided by previous researchers in their work in the same context.
Books and journal articles have been read by the researcher to understand different concepts and
theories regarding the customer satisfaction and service quality. Aims and objectives of the study
are designed keeping in view the previous studies. These studies also helped the researcher to
24

understand different tools designed for measuring service quality. After thorough understanding
of these measurement models, the researcher has chosen the most appropriate one, RSQS model,
as it suits the nature of the study.

3.4 Primary Data

The focus of this study is to gather much information that can be utilized to assess the degree of
customer satisfaction at Tesco and Sainsbury. To successfully achieve the goals of this study, the
researcher has used RSQS model to gather primary data from the customers of these two retail
food giants in UK and examine it. For this reason, the customers of Tesco and Sainsbury are
provided a RSQS survey questionnaire which assesses the quality service delivered to the
customers on the basis of five dimensions and six sub-dimensions. Once the data is gathered,
researcher analyzed it by measuring the gap between expectations of the customers from the
service and the actual service quality that is delivered to them by Tesco and Sainsburys.

3.5 Survey Questions

The RSQS survey questionnaire designed to gather data, consists of statements that are aimed at
measuring the expectations of the customers regarding the service quality of the retail food
industry in general. For this reason, the questionnaire consists of 28 statements, of which the first
6 statements inquire respondents regarding their demographic attributes and the other 22 aim at
ascertaining what is the perceived service quality customers has receive and how they see the
services of retail food sector (See Appendix IV, p:67). For measuring their responses, the
researcher used Likert scale to measure the level agreeableness and disagreeableness of the
customers. In Likert scale, a statement with rating 1 shows that the respondent is strongly agree
with the statement provided whereas rating 5 shows customers strong disagreement (McDaniel
and Gates, 1998).
The questionnaire is designed keeping in view the questionnaire designs that were utilized by
researchers in order to measure the service gap using RSQS model. The researcher has paid
especial consideration towards not including all the questions of the questionnaires utilized by
researchers in past. Instead, few questions are included with modifications and alterations. The

25

questionnaires that were referred to design the questionnaire of present study are cited from
Urban (2009), Nadiri and Tumer (2009) and Landrum et al. (2009).
Parasuraman et al. (1985) provided five service gaps regarding customer expectation and
customer experience. The first gap describes the difference between customers perception
regarding service quality and the managements perception regarding what customers are
perceived. The second gap describes the difference between managements perception of what
customers are expecting from service quality and the attributes of service, i.e. what company is
offering to the customers. The third gap describes the difference between actual service quality
customers are experiencing and the organizations tendency to deliver service quality. The fourth
gap describes the difference between the service delivered to the customers and the information
about the service, i.e. what organization has promised to deliver. In the end, the fifth gap
describes the difference between customers perception regarding service quality and the
customers expectation. The present study is aimed at determining the fifth gap which is related
to customers perception and expectation related to the service provided to them by two
companies selected.
To find the expectancy gap, the researcher has set the value of customer expectation regarding
the service quality to 2, i.e. agree. In the section of physical appearance of the questionnaire,
respondents are asked to explain their perception regarding the physical appearance and its
effectiveness when they visit a retail food chain and what they expect. The reliability section
measures the dependency on service that the participants had expected and what they perceive of
it. The personal interaction section measures the participants expected assistance from the staff
and the perceived level of assistance they received. Problem solving ability section measures the
expected ability of the service to solve participants problems and its perceived ability. In the last
section, the questionnaire allows evaluating the difference between consumers perception of
policies adopted by the selected retail stores and the aim of these policies established by these
stores for facilitating consumers shopping experience. To measure the average perception score
for each dimension of RSQS model, the researcher uses a T-test. The reason for assuming 2 as a
constant expectation score is that the bases on which the questionnaire is based upon, provides
respondents whose expectations are met between option 1 and 2, which is strongly agree and
agree respectively. The results collected from primary research are than compared to the mean
26

value of the responses collected against each statement and against each section of the
questionnaire. The mean values are compared with the constant value, which is 2 for this study.
If the mean value is below 2, it indicates the agreement of respondent with the statement, and if
the mean value is above 2, it indicates disagreement among respondents with the provided
statements. This approach has been used based on a previous study by Nadiri and Tumer (2009)
who used RSQS model for determining the gap between retail service quality and behavioral
intentions in order to estimate the overall level of the service quality. It is assumed that the
questionnaire might take 15 minutes for every participant to complete it. The total RSQS score is
measured step by step, first step being the calculation of Gap score for each dimension by simply
deducting expectations of the customers from the perceptions about the service quality.

3.6 Sampling
A sample is an individual, group or sub group of a large population and sampling is the process
of selecting a sample representing entire population (Fuller, 2009). Keeping in view the nature of
present study, convenient sampling technique has been used by the researcher to select valid
participants. Researcher selected convenient sampling technique not only because it is easier and
allows selection of a sample on the basis of convenient accessibility to the population, but also
because it enables the researcher to gather valuable data and trends related to the study (Castillo,
2009). The researcher selected sample size of 30 customers for each retail store.
The researcher took permission from the stores management to conduct survey of the
participants in the parking premises of these two stores. The researcher also took prior
permission from the participants as well and told them that their personal information would not
be disclosed under any circumstances. The researcher was present at these two locations and
conducted the survey by acquiring face-to-face permission from the participants.

3.7 Limitations

Although RSQS model is regarded as being reliable and widely used for measuring service
quality in different industries, there are critics who view this model as lacking in
interpretation and reliability over the years. The biggest criticism is that the RSQS
dimensions and its sub-dimensions are not clearly identifiable and it has limited diagnostic
27

capabilities. It is also notified that RSQS model has limited scope and is unsuitable to be
applicable in number of retail setups (Kaul 2007).

This research study uses a quantitative research methodology which may lack the
descriptive element that can be valuable for future studies on the same context.

Not everyone can understand the methodology of quantitative studies and it creates a
number of ambiguities in readers minds to understand the concept and ideas present in the
study to create clarity of the subject.

The researcher was allowed a very short span of time to complete the project that is why
time constraints created a number of difficulties for the researcher.

To reduce the costs of this research study, the researcher had conducted the survey at only
two locations, i.e. Tesco and Sainsburys in Birmingham.

A Number of participants did not have sufficient knowledge of the subject and that is why
they left many questions unfilled. There were 25 participants who had not completed the
questionnaires. These unfilled questions put deep impact on the validity and reliability of
the data collected and created sampling errors.

28

Chapter 4
Findings and Analysis
4.1 Introduction
The Researcher presents the results derived from the analysis of the data gathered from primary
research. To analyze the data, researcher utilized statistical tools and models and presents the
findings to facilitate the understanding of retail service standards and impact on organizations
performance. The findings of the study are presented in such a way that they clarify which retail
store out of these two Tesco and Sainsburys is able to achieve higher level of customer
satisfaction by identifying the gap between customers expectation of the service and the actual
service they receive. In the end, a detailed discussion is also provided by the researcher which
compares the findings of this study with the studies mentioned in literature review in order to test
the reliability of the results derived in this study.

4.2 Descriptive Analysis

The researcher conducted survey at Tesco and Sainsburys for measuring their service quality
and as evidence 10 sample copies of the questionnaires for both stores are attached in the
Appendix V(p:72). The graphical representation of the responses collected are shown in
Appendix VI (p: 73) and mean values of the responses for every question of the questionnaire is
given in Appendix VII (p: 85). To calculate the gap score for each dimension of RSQS, the
researcher has used the following formula:
Gap= Perception-Expectation

4.2.1 Demographics
The first part of the questionnaire is intended to inquire the respondents about their demographic
characteristics. Results derived from this section are presented below:
29

Tesco
Results collected against questions concerning respondents demographic attributes show that
46.7% respondents belong to the age bracket of 25-35. Respondents who were selected as
sample were 50% male and 50% female. The majority of the respondents were Asian and around
60% of the total respondents had been to university. Out of 30 respondents, there were 54%
respondents who are earning less than 10,000 each year and all of the respondents are regular or
loyal customers of Tesco.
Sainsburys
The results obtained from the similar questions at Sainsburys store reflected that majority of the
respondents belonged to the age group of more than 45 years. Most of the respondents at
Sainsburys store were female and almost 80% of the respondents were white. Out of 30
respondents, 34% studied at universities and 37% had received high school education. The
findings also tell that there were 46.7% respondents who have yearly earnings of 10,00020,000.
4.2.2 Physical Attributes of the Store
Statements included in this section of the questionnaire focus on identifying how a stores
physical features and location facilitate the shopping experience of respondents.
Tesco
The results collected against the statements investigating respondents about the physical
attributes of Tesco, 43.3% of the total respondents strongly agreed that Tesco is equipped with
modern infrastructure and fixtures. There were 33.3% respondents who agreed with this
particular statement and only 6.7% strongly disagreed. When the respondents were asked about
whether the store facilitates their shopping experience with their services, 33.3% agreed and
26.7% strongly agreed with it. Also, there were 40% respondents who agreed and 26.7% strongly
agreed with the statement that the product guides, literature regarding store and shelves location
is useful and saves their time. There were 36.7% respondents who strongly agreed and 33.3%
agreed that the management of Tesco pays especial consideration towards the cleanliness of the
store. Another statement inquired the respondents that Tescos physical layout makes it easier for
30

them to find what they want. Out of 30 respondents, 53.3% agreed and 33.3% strongly agreed
with this statement. By the end of this section, respondents were asked whether the physical
structure of Tescos stores provide plenty of room to move around, 30% respondents agreed and
36.7% strongly agreed with it.
Sainsburys
The responses collected at Sainsburys; against the same section shows that more than half of the
respondents agreed that Sainsburys stores are equipped with modern technology and fixtures. In
addition, majority of the respondents were of the view that the facilities offered at Sainsburys
makes their shopping experience facilitating. There were 66.7% respondents who agreed with the
usefulness of the literature available at Sainsburys about shelves location and products available.
Another statement of this section investigated respondents about the cleanliness at Sainsburys
store and 60% respondents agreed, whereas another 30% respondents strongly agreed with this
statement. Out of 30 respondents, 46.7% agreed that it is easier for them to find what they want
at Sainsburys stores. The last statement of this section provided results which show that 46.7%
respondents agreed whereas 23.3% strongly agreed that Sainsburys stores are spacious.
Gap Analysis
In the following table gap is calculated by deducting the expectation from average value of
perception for first dimension, Physical attributes of the store of the RSQS. The store which has
less gap value is better than other store. The detailed calculations are done in Appendix VIII (p:
87). The gap analysis of service quality between Tesco and Sainsburys provides that respondents
replied positively towards Sainsburys, for the physical appearance of the store however the subdimension convenience reflects that Tesco is better than Sainsburys.
TESCO

PHYSICAL

Perceived
2.12

Expected
2.00

SAINSBURY

Gap
1

Perceived
2.17

Expected
2.00

BETTER
PERFORMER
Gap
0.70

Tesco

Table 4.1 Physical Attributes of the Store

Both Tesco and Sainsburys invest a significant amount in order to maintain and improve the
physical outlook of their stores for customers. However, the results collected in this section show
that Tesco is better as compared to Sainsburys.
31

4.2.3 Reliability of the Store

Statements that were provided to the respondents in this section of the questionnaire aimed at
identifying whether Tesco and Sainsburys keep their promises and one can expect them to
deliver superior quality services.
Tesco
The first statement of the section inquires regarding whether Tesco keeps its promise to facilitate
shopping experience and deliver standardized services. There were 33.3% respondents who
agreed along with 30% who strongly agreed with this statement. There were 36.7% such
respondents who were uncertain about it. The next statement provided results which show that
43.3% respondents agreed with the fact that Tesco delivers services when they are required.
Another 26.7% strongly agreed and similar percentage of respondents neither agreed nor
disagreed. Following this statement, the next statement aims to identify whether Tesco is
efficient or not, in delivering services on time. Out of 30 respondents, 36.7% agreed and 36.7%
strongly agreed. Last statement of the section shows that 36.7% agreed and 36.7% strongly
agreed that Tesco makes availability of products certain, at most of the time as per customers
needs.
Sainsburys
Results collected at Sainsburys for the same section shows that 50% respondents agreed and
30% respondents were uncertain about dependability on Sainsburys. Half of the total
respondents agreed that Sainsburys keeps its services delivered on time whereas 10% strongly
agreed and 36.7% provided uncertain responses. There were 60% respondents who agreed that
Sainsburys is efficient in providing timely services and 20% were uncertain about it. Out of 30
respondents, 43.3% respondents agreed that products are always available at Sainsburys when
they are required. The second biggest group, around 24% disagreed with the idea and another
20% responded that they are uncertain regarding this.
Gap Analysis

32

Keeping in view the responses collected against this dimension, reflects that Tesco performs
better than Sainsburys for keeping its promises and providing services at the right time, to its
customer base ( see Appendix VIII, p:89).
TESCO

RELIABILITY

SAINSBURY

BETTER
PERFOR
MER

Perceived

Expected

Gap

Perceived

Expected

Gap

2.05

2.00

1.63

2.41

2.00

0.21

Tesco

Table 4.2 Reliability of the Store

From the results collected at Sainsburys and Tesco, majority of the respondents either agreed or
strongly agreed that both Supermarkets are efficient in keeping their promise to deliver quality
services. These results are also indicative of the fact that respondents are more in favour of Tesco
as compared to Sainsburys.
4.2.4 Personal Interaction with the Store Staff
In this section, researcher focused on measuring the satisfaction of customers which comes from
personal interaction with the store staff and the services delivered to them.
Tesco
The first statement of this section aims at exploring whether Tescos staff is trained and have
sufficient knowledge to provide answers to the customers queries. There were 43.3%
respondents who agreed and 26.7% strongly agreed and same percentage provided uncertain
answers to the statement. When the customers were asked about the quality of services delivered
to them, 46.7% agreed that they received quality services whereas another 23.3% strongly
agreed. There were 40% respondents who agreed that they were welcomed with courtesy at
Tescos store and 30% strongly agreed with it. In response to the last statement, 36.7%
respondents disagreed and 30% responded that they neither agree nor disagree that they were
paid individual attention by Tescos staff.

Sainsburys
33

Similar statements were provided to the respondents at Sainsburys and 53.3% respondents
agreed that stores staff personally interact with the customers whereas 23.3% strongly agreed
with this statement. Statement investigating respondents regarding the quality of services they
received at Sainsburys showed that 46.7% respondents agreed and 30% strongly agreed. There
were 46.7% respondents of the perception that the staff at Sainsburys are courteous and 36.7%
respondents strongly agreed with it. The last statement inquired respondents about whether they
were paid individual attention by the store staff or not, and 43.3% agreed and 20% strongly
agreed with this statement.
Gap Analysis
The gap analysis of personal interaction of staff with customers shows that Tescos staff is well
trained and has knowledge of merchandise they offer to the customers. They have the ability to
answer customers queries. Responses collected for the other sub-dimension, helpfulness, reflects
that Sainsburys staff is more helpful to the customers than Tescos staff (See Appendix VIII, p:
90).
TESCO

PERSONAL
INTERACTION

SAINSBURY

BETTER
PERFORMER

Perceived

Expected

Gap

Perceived

Expected

Gap

2.24

2.00

0.37

2.11

2.00

1.27

Sainsbury's

Table 4.3 Personal Interaction

From the results collected against this section, it is clear that Tescos staff is less efficient than
Sainsburys staff.
4.2.5 Problem Solving Ability of the Store
This particular section of the questionnaire inquires respondents regarding perceptions of the
problem solving ability of Tesco and Sainsburys.
Tesco
There were 30% respondents who agreed that Tesco never back down on returning or
exchanging merchandise whereas 36.7% strongly agreed with the statement. If merchandise is
countered with problem, 30% respondents agreed that Tesco provides sincere services to rectify
the issue or eliminate the problem. Another 33.3% respondents strongly agreed with this
34

statement whereas 26.7% responded with neither agree nor disagree option. Out of 30, 26.7%
respondents were of the view that Tescos staff are efficient in handling customers problems,
33.3% respondents strongly agreed and 26.7% provided uncertain responses.
Sainsburys
Respondents at Sainsburys were asked same statements and 50% respondents agreed with the
first statement, which investigates regarding the ability of store to return or exchange flawed
merchandise. In response to the same statement, 23.3% respondents strongly agreed as well.
There were 53.3% such respondents who agreed that each customer is provided with sincere
services if a product is countered with problems, by Sainsburys management. Responding to the
same statement, 16.7% respondents strongly agreed with this statement and 23.3% responded
with neither agree nor disagree option. The last statement of this section inquires about the
ability of Sainsburys staff to handle customers problems. There were 56.7% respondents who
agreed that Sainsburys staff is efficient in handling customers problems whereas 26.7% were
uncertain.
Gap Analysis
The results collected for this dimension reveal that Tesco staff has more problem solving ability
and they know effective techniques of one-on-one direct selling than Sainsburys (See Appendix
VIII, p: 91).
TESCO

PROBLEM
SOLVING

SAINSBURY

BETTER
PERFORMER

Perceived

Expected

Gap

Perceived

Expected

Gap

2.14

2.00

0.60

2.20

2.00

0.43

Tesco

Table 4.4 Problem Solving Ability of the Store

The results for this dimension give an idea that both Supermarkets provide high quality on spot
and after sales services to the customers and satisfy them at every cost. However, the gap
analysis suggests that Tesco is better than Sainsburys for solving customers problems.

35

4.2.6 Policies of the Store

Statements that are included in this section aim to explore the impact of stores policies on
customers satisfaction and the services they receive.
Tesco
The first statement helps to identify customers perception of products they purchase from Tesco.
Out of 30 respondents, 26.7% respondents agreed that Tesco offer products of superior quality
whereas 23.3% strongly agreed with the statement. There were 26.7% such respondents who
were uncertain regarding the statement. Second statement inquired respondents about the parking
space available at Tesco. There were 43.3% respondents who agreed and 10% who strongly
agreed with the statement. Responding to another statement, 36.7% respondents agreed that
Tesco offers flexible payment options along with 26.7% respondents who strongly agreed. Last
statement of this section inquired respondents whether they are going to recommend this store as
a good place for shopping to their relatives, friends and colleagues, and 43.3% responded that
they agree whereas 33.3% respondents strongly agreed.
Sainsburys
Responding to the similar statements as were asked to respondents at Tesco, 40% respondents
agreed that products offered at Sainsburys are superior in quality whereas 16.7% strongly agreed
and 30% respondents provided uncertain responses. There were 43.3% respondents who agreed
that the parking space provided by Sainsburys is sufficient. Another 40% respondents strongly
agreed with the statement. When respondents at Sainsburys were asked regarding perception of
store timing, 40% of them agreed and another 40% strongly agreed that Sainsburys timings suit
them. Out of 30, there were 43.3% respondents who agreed that Sainsburys offer flexible
payment options whereas 23.3% strongly agreed with the statement. Responding to the last
statement, majority of the respondents was convinced that they are going to recommend
shopping from Sainsburys to their colleagues or relatives.
Gap Analysis

36

This section which investigates the respondents regarding the policies of Tesco and Sainsburys
and their impact on providing flexible shopping experience to the customers reflects that
Sainsburys store policies are better than Tesco (See Appendix VIII, p: 92).

TESCO

POLICY

Perceived
2.15

Expected
2.00

SAINSBURY

Gap
0.27

Perceived
2.04

Expected
2.00

BETTER
PERFORMER
Gap
0.87

Sainsbury's

Table 4.5 Store Policies

4.3 One Sample T-Test

Researchers used T-test to analyze the mean values of two groups which are statistically different
from each other. The comparison of means of these two groups informs researcher which group
is better and more supported by respondents against the other group.
One-sample T-test has been used to measure the difference between population mean and the
sample mean which is set at 2 for measuring whether the customers are at least agree with level
of service quality measured by each dimension of the RSQS model. Table (4.6) presents the
results obtained from one sample t-test.
Null Assumption A : 2 --->> this implies that individuals do not agree that service offered by
selected retail stores is of high quality. The means population mean.
Alternative Assumption A : <2 ---> this means that individuals agree that service offered by
selected retail stores is of high quality.
By comparing population means with the sample mean it is clear from the table provided below
that for statements 1, 5, 9, 20, and 22 the population mean is less than 2 for Tesco customers.
While on other hand, the population means for statements 4, 12, 13, 19, 20, and 22 for
Sainsburys customers is less than the sample mean 2. On the basis of this analysis, it can be
stated that the null assumption provided above can be rejected for majority of the statements
except for these mentioned statements for both companies.

37

Test Value = 2

Test Value = 2

Tesco

Sainsburys

df

Sig. (2tailed)

Mean
Difference

df

Sig. (2tailed)

Mean
Difference

The store is
equipped
with modern
equipments
and fixtures.

29

1.649

29

0.11

0.2

Store offers
attractive
facilities.

1.795

29

0.083

0.4

1.649

29

0.11

0.2

Literature
available at
the store
regarding its
services and
offerings is
facilitating.

1.313

29

0.199

0.267

1.651

29

0.109

0.233

The
management
takes good
care of the
cleanliness.

0.183

29

0.856

0.033

-1.795

29

0.083

-0.2

It is easier
for
customers to
find what
they want
due to the
physical
layout.

-0.372

29

0.712

-0.067

1.943

29

0.062

0.367

There is
plenty of
room to
move around
the store and
browse for
what
customer
wants.

0.36

29

0.722

0.067

1.099

29

0.281

0.2

The store
keeps its
promises.

0.441

29

0.662

0.067

1.439

29

0.161

0.2

The store
keeps their
services
delivered
timely.

0.441

29

0.662

0.067

2.567

29

0.016

0.333

38

The store is
efficient in
providing
services at
the right
time.

-0.189

29

0.851

-0.033

2.068

29

0.048

0.3

10

Products are
always
available to
customers,
whenever
they need
them.

0.474

29

0.639

0.1

29

0.8

11

Store staff
knows their
work and
have the
knowledge
to answer
customers'
queries.

0.441

29

0.662

0.067

0.75

29

0.459

0.133

12

Customers
are provided
with the
quality
service by
the store
staff.

29

0.326

0.167

29

13

Store staff
show
courtesy to
the
customers.

0.724

29

0.475

0.133

-0.571

29

0.573

-0.1

14

Each
customer is
provided
with
individual
attention by
the store
staff.

4.642

29

0.9

1.72

29

0.096

0.333

15

The store
shows no
hesitation in
returning or
exchanging
merchandise.

0.516

29

0.61

0.1

0.648

29

0.522

0.1

39

16

Each
customer is
provided
with sincere
services if a
product is
countered
with
problem.

0.724

29

0.475

0.133

1.361

29

0.184

0.2

17

Store staff is
efficient to
handle
customers'
problems on
their own.

1.03

29

0.312

0.2

2.192

29

0.037

0.3

18

Products
offered by
this store are
superior in
quality.

2.538

29

0.017

0.567

2.35

29

0.026

0.4

19

There is a
reasonable
parking
space
available at
this store.

3.12

29

0.004

0.467

-1

29

0.326

-0.167

20

Store
timings are
flexible and
convenient
to all
customers.

-4.474

29

-0.467

-1.439

29

0.161

-0.2

21

This store
offers
flexible
payment
options.
Would you
recommend
this store to
your friends,
family
and/or
colleagues?

1.511

29

0.142

0.3

1.316

29

0.199

0.233

-0.722

29

0.476

-0.1

-0.528

29

0.601

-0.067

22

Table 4.6 One Sample T-test

4.4 Discussion
This section presents the conclusions to the statistical analysis of the data collected from primary
research. The Researcher has tried to build a bridge between the findings of this study with the
literature reviewed in chapter 2.
40

It is evident from the findings of this study that customers perceive service quality and standards
as an important component of their preference given to retail stores. It can be expected that
people chose the retail store which offers quality and facility at the same place. Tesco and
Sainsbury are involved in implementing strategies that focus on satisfying customers and
delivering them the service that is expected from the retail stores. Zeithaml (1988) defined
service quality as a basic necessity for attracting customers and a happy customer is one whos
perceived service quality is delivered. Bitner and Hubert (1994) supported that the service
quality and convenience in shopping satisfies customers. Friddle et al. (2001) defined service
quality is being a resort for retail stores, where they can protect their customer base and compete
successfully in the highly competitive environment in the retail industry.
Hayes (1997) is of the view that not only service quality, but the functional performance of an
organization also adds to the satisfaction of customers. This research has identified different
dimensions of service quality with the help of RSQS model. Tesco and Sainsbury are compared
in order to determine which retail chain is performing good in order to deliver superior service
quality to the customers and retain them for a longer time period. Parasuraman et al. (1988) has
also identified 10 dimensions of service quality, which are considered to be the pillars of building
service standards. Shaw and Shiu (2003) defined consumer psychology and stated that evaluation
of alternatives at the time of making purchase decision is influenced by the functional
performance of those alternatives. Tesco and Sainsburys are competing in the retail industry on
the basis of their functional performance and the services offered to the customer base, which in
return makes them the leading retail stores of UK, as evident from the primary and secondary
findings of this study.
The implementation of RSQS model helps the researcher to compare the service standards and
the functional performance of Tesco and Sainsburys and establish which company is best
between these two. Dabholkar et al. (1996) discussed the effectiveness of RSQS in analyzing the
service quality and functional performance of retail setups. Zeithaml (1988) further stated that
perception and expectation of customers regarding these two attributes of retail setting helps
them to build the loyalty. Therefore, it is evident that Tesco and Sainsburys are involved in
maintaining service standards and functional performance of their business to retain customers.

41

The descriptive analysis of the data gathered from the primary research provides a clear view
that Tesco is considered to be the provider of quality services to its customers as compared to
Sainsburys. The one sample T-Test for the responses collected at Tesco and Sainsburys helps
the researcher to calculate the gap score for both retail stores. Tescos gap in service quality is
measured to be 3.38 whereas Sainsburys scored 3.85. It reflects that customers incline more
towards Tesco for its dependable and timely service deliverance and Sainsburys comes next to
Tesco.
The overall gap score is calculated by the following formula:
Overall Gap Score = Gap Score of Physical Attributes+ Gap Score of Reliability of the store+
Gap Score of Personal Interaction+ Gap Score of Problem Solving Ability+ Gap Score of
Store Policies
TESCO

SAINSBURY

OVERALL

Gap
3.87

OVERALL

BETTER
PERFORMER
Ga
p
3.48

Tesco

Table 4.7 Overall Gap Score

The table above summarizes the average gap score that each dimension of RSQS has scored in
order to measure the service quality standards at Tesco and Sainsburys. These scores help the
researcher to provide further explanations why Tesco has been considered superior to
Sainsburys among the customers.

4.4.1 Physical Attributes of the Store

The comparison of Tesco and Sainsburys provides that Tesco falls short of Sainsburys as far as
the physical appearance of the store is concerned, whereas Sainsburys falls short of Tesco in
creating convenience for the customers to shop easily in its stores. However, the overall results
of gap analysis show that Tesco is better performing as compared to Sainsburys. This conclusion
is supported by the average gap score of the dimension, Physical attributes of the store, where
Tesco has a score of (0.12) and Sainsburys has (0.17).

42

4.4.2 Reliability of the Store

The analysis of reliability of both supermarkets shows that Tesco is considered to be more
efficient as compared to Sainsburys. Tesco proved to be best for keeping its promise to deliver
superior quality services and providing timely solutions to the customers. The overall assessment
of gap analysis reflects that Tesco leads Sainsburys with a gap score of (0.05) and the latter
scoring (0.41). It can be concluded that Tesco is more reliable among customers than
Sainsburys.

4.4.3 Personal Interaction with the Staff

From the empirical outcomes of the analysis regarding the performance of the staff it is
concluded, that Tescos staff shows more courtesy to its customers. When it comes to helpfulness
of the staff in order to provide assistance to the customers for locating products or if customers
are countered with problems, Sainsburys is ahead of Tesco. The average gap score of Tesco is
(0.24), whereas Sainsburys score is (0.11), which shows that Sainsburys staff facilitates the
shopping experience of customers more, as compared to Tesco.

4.4.4 Problem Solving Ability of the staff

An analysis of the problem solving ability of store staff at both supermarkets reflects that Tescos
staff is more trained and developed in order to solve customers problems and pay equal attention
to each customer and answer their queries. The results of average gap score of both stores shows
that Tesco is more committed to solve customers problems than Sainsburys, with the score of
(0.14) against Sainsburys score of (0.20).

4.4.5 Policies of the Store

Among the respondents of Tesco and Sainsburys, the latter is found to be offering more flexible
policies in order to provide a facilitating shopping experience to the customers. Sainsburys
offers store timings which are favourable to customers from all age groups and professions. The
payment options are also found to be customer friendly. The average gap score of Tesco and
Sainsburys, regarding their policies, shows that Sainsburys is ahead of Tesco, by scoring gap
score of (0.04) against Tescos score of (0.15).

43

4.5 Summary
In this chapter, the analysis conducted in order to answer the research question set out in chapter
1, provides that the purpose of this study is fulfilled. It includes theoretical evidence to support
the primary findings by utilizing RSQS model. RSQS model helps the researcher to measure the
service quality in two retail stores namely Tesco and Sainsburys. The empirical findings give an
idea about how customers perceive service quality in these two retail stores by highlighting the
level of satisfaction among customers. For this reason, each dimension of RSQS model is
analyzed separately along with their sub-dimensions.

44

Chapter 5
Conclusion & Recommendations
5.1 Conclusion
The analysis carried out helps the researcher to answer the research questions and accomplish the
purpose of this study which involves practical implementation of RSQS model in order to
analyse the service standards and its different dimensions. For this reason, two retail stores have
been chosen to carry out the primary research and base the conclusion upon the data gathered
from these two retail stores by statistically analyzing it. These analyses provide the level of
satisfaction among customers, regarding the services delivered to them. It is also important to
point out that the analysis of the data gathered from primary research has enabled the researcher
to achieve the aim and objectives of this study, which is to measure the impact of service quality
on consumer behaviour.
Primary data was gathered, with the help of a survey questionnaire at Tesco and Sainsburys.
This data was then analyzed by using different statistical tools in order to produce a logical
finding which helps the researcher to satisfy the requirements of this dissertation. Also, it is
found that RSQS model is a valid and reliable tool for analyzing the service standards in a retail
setup.
From the empirical discussion of the findings of this study, it can be concluded that the RSQS
model provides an overall perceived level of retail stores service quality, which is found to be
less than the expected level of service standards. These results imply that the Tesco and
Sainsburys have fallen short of providing service quality to their customers, which the
customers expect from them.
Although, customers are not fully satisfied with the services they receive at Tesco and
Sainsburys, however the results derived shows that Tesco is more reliable, efficient in delivering
quality services and meeting customers expectations as compared to Sainsburys.

45

5.2 Recommendations
Evidence from this study reflects that retail stores can still improve their service quality and
functional performance considering the different dimensions of service quality. The researcher
here provides few recommendations to retail management in order to improve the service
standards and maintain competitiveness.
1. The management of retail stores should also include merchandise which attracts those
customers who belong to the age bracket of 35-45 which are found to be least interested
in the findings of this study, in shopping at a retail store.
2. It is recommended that retail stores should implement more effective training and
development strategies in order to increase the productivity of their sales staff. They
should be taught to welcome customers with courtesy and the techniques to solve
customers problems.
3. Retail stores are recommended to provide a free online portal where the customers can
browse what products are available at the moment. This online portal should focus on
facilitating the shopping experience of customers.
4. Retail stores should introduce royalty cards so that the customers can get special benefits.
These benefits should include cash discounts, product warranty, reward points that can be
redeemed to acquire free merchandise. These royalty cards evoke customers to visit store
at regular intervals.
5. Stores should consider the preferences and requirements of different ethnic groups, who
live in large numbers in UK. This consideration is necessary as people from different
ethnic groups belong to different religions and has varying cultural backgrounds.

5.3 Reflection
Surveying the impact of retail stores on customers was one of the most knowledgeable academic
experiences that will have a feasible effect on the researchers professional career in later years.
The measures and tools used during the survey included primary sources- RSQS model and other
statistical frameworks to ensure that the researcher was able to assure that the research was
46

relevant and achieved to its objectives. During the survey, it was important to understand the
comparative context of Tesco and Sainsburys. Keeping in view, the competition and the
strategies for providing effective service to the customers between the chosen retails services
stores, it was complicated to undergo a large number of numeric data.
The researcher worked in a systematic manner to make sure that the conclusive aspect of the
research meets the hypotheses. In order to achieve the accuracy of numeric data, the researcher
used deduced figures (done after the follow-up of RSQS model). Along with the usage of
statistical data, the researcher considered that it was imperative to back up statements with
secondary data. It is for this purpose that researcher made use of previous studies to make sure
that diverse information account is used for achieving reliability of the survey planning that
researcher did after thorough learning.
The author of this study noted that analyzing data that was collected throughout the survey was
more crucial because deducing large numeric figures with accuracy and without flaws is a
critical task. The researcher had to keep up his/her vision set for the survey completion and for
this reason that the researcher kept a rundown of entire research procedures. Also, the writer took
several tutorials and online academic help for using RSQS and undertaking primary research.

5.4 Scope for Future Research

The future study may be extended to cover a larger number of retail stores and store brands
operating in the UK. This would allow the study to be representation of a larger geographical and
demographical sample which can generate more reliable results. Furthermore, it can help to
identify the reliability of the RSQS model on a large scale and more appropriately. Moreover,
the future study can focus on a single retail company and explore consumer behavior and
preferences in its different store locations and provide a comparative analysis. This helps the
retail stores to understand their consumers more efficiently and improve their service standards.
In addition, the service structure of retail stores is also need to be studied in future in order to
bring improvements in decade old service structures that are being followed by the retailers. As
the customers taste and preferences change very rapidly it is necessary to bring improvement and
innovation in the service structure with time. Customers perception and suggestion regarding the
services provided to them at retail stores can also be studied so that suitable alterations can be
47

introduced by retailers to their services and merchandising systems in the light of the findings of
these studies. At the same time, study of consumer behaviour towards retail stores can also help
to identify further dimensions of service quality which will help in broadening the scope of the
service structure and make improvement in it.

48

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SERVQUAL Model. Research Report. Noida: Amity University.
Aragchchi, A., 2008. Service Quality, Customer Satisfaction, Customer Experience and
Behavioral Intention in Iranian Retail Stores. Research Report. Lulea: Lulea University
of Technology.
Bassam, T. and Shawi, S., 2009. Analysing the Use of the SERVQUAL Model to Measure Service
Quality in Specific-Industry Contexts. Research Report. Middlesex: Brunel University.
Fen, S. and Lian, M., 2007. Service quality and customer satisfaction:antecedents of customers
re-patronage. Research Report. Kuala Lampur: KDU College.
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Hierarchical and Multidimensional Models. Research Report. London: Routledge.
Griffith, R. and Harmgart, H., 2004. Retail Productivity. Article. London: The Institue for Fiscal
Studies.
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Shucui, W., 2008. A Review of Service Quality Scales of Retail Stores. Research Report.
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<http://www.experiment-resources.com/convenience-sampling.html> [Accessed 12 July
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Hall, J., 2009. Sainsbury's v Tesco: The Rumble in the Supermarket Aisles. Available at:
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Quezi, 2009. What is the largest supermarket chain in the UK? [Online] Available at:
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54

Appendix I
Introduction to Organizations:
The success story of Tesco has many factors behind it. The present level of dominance and the
position of being retail market leader have been earned through a remarkable policy of
Everything-Everywhere-Everyone. This philosophy has enabled Tesco to ensure the provision
of every kind of products to every type of customer at every place in the region. This policy has
proved itself to be a major challenge for Sainsbury. Tesco has directed its efforts at influencing
every social class, whether it is lower, middle or upper class; Tesco has something for everyone.
In contrast, Sainsbury has mainly focused on the middle class and upper class and in doing so it
has not considered its price levels too much, but in fact has targeted its efforts on high quality
products which are at times not in everyones reach. In short, Sainsbury focuses on the quality
needs of its customers without paying any special consideration to the price levels of its offered
products, whereas, Tesco has aimed at focusing on saving its customers money as much as they
can while ensuring that the products are not distasteful for them (Griffith and Harmgart 2004).

55

Research Scope:
After examining the already published literature on service quality in the retail sector of UK, the
researcher gets an idea that they focused on measuring service quality and its impact on
consumer behavior. The present study is different from previous studies as it aims on comparing
the service quality standards of two retail giants, Tesco and Sainsbury, the effect of their service
quality measures on customers satisfaction and purchasing behavior and the aspects that make
customers shopping experience satisfactory in these two stores. Readers will find this study an
interesting one as the comparative analysis of service standards in Tesco and Sainsbury presents
findings from these two organizations on the basis of their measures supporting the service
quality that they want to deliver to their customers. Therefore the study will draw upon the
conclusion from these two retail sector chains that would highlight the similarities and
differences in the impact of service standards in different working conditions and environment.
Findings also, are helpful to readers as they can use information and data presented in this study
for clarify the concepts and conduct further research in this context.

56

Appendix II
Table 2.1 Advantages and Disadvantages of Service Quality
Explanation

Service Quality

Advantages

Studies

regarding

service

Helps businesses to realize the

quality helps in understanding

impact of development in business

the different dimensions of

practices (Zeithaml 1988).

organizational
that

aims

customers
experience

performance
at

Organizations keep themselves

facilitating

updated with the latest

interactive

developments and ongoing trends in

with

the

organization (Zeithaml 1988).

the business world (Zeithaml

1988).

57

Table 2.2Advantages and disadvantages of Consumer Psychology

Explanation

Theory of
Consumer
Psychology

a scientific

Advantages

Helps in

Disadvantages

Theory has missed out many

assessment

understanding

attributes of consumer

of

different

behavior, such as cultural

consumers

dimensions of

behavior of

consumer behavior

how they

(Mullen and

perceive,

Johnson 1990).

motivate

Marketers and

themselves

strategists may use

and

consumer

consume a

psychology to

product or

formulate market

service

related strategies to

(Mullen and

increase customer

Johnson

base (Mullen and

1990)

Johnson 1990).

differences and so on

(Mullen and Johnson

1990).
More complex in structure
and organizations need to
incur heavy investments in
order to create a
consumers psychological
profile (Mullen and
Johnson 1990).

Table 2.3Advantages and disadvantages of SERVQUAL

58

Model/Theory Explanation

Advantages
Organizations use

SERVQUAL

This model helps

in measuring the
service quality
by focusing on
five dimensions
of service
quality, i.e.
tangibles,
reliability,
responsiveness,
assurance and
empathy.
SERVQUAL
helps scholars
and researchers
to measure the
gap between the
expected service
quality and the
perceived service
quality among
customers
(Parasuraman et
al. 1988).

Disadvantages
Few dimensions

SERVQUAL

of SERVQUAL

instrument to sort out

create confusion

areas which need to

among customer

be improved in order

as they seem to

to raise the service

be similar in

standards

meaning to the

(Parasuraman et al.

customer. For

1988).

example,

Organizations also

empathy and

utilize this instrument

assurance seems

to supplement the

to be similar to

managerial functions of

the customer, if

diagnosing and

their contents are

resolving issues related

kept in mind

to service quality

(Parasuraman et

(Parasuraman et al.

al. 1988).

1988).
Different dimensions
of service quality are
assessed by utilizing
SERVQUAL
instrument and the
managers are more
certain about which
areas need to be
reviewed in order to
59

increase the service

standards
(Parasuraman et al.
1988).

Table 2.4Advantages and disadvantages of RSQS

Explanation

RSQS Model

Advantages

Disadvantages

A variation of

Widely used to

RSQS found to be

SERVQUAL

determine the

limited when the

instrument of

level of

instrument was applied

measuring service

satisfaction

on retail sectors of

quality,

among customers

different countries. This

60

introduced with

(Dabholkar,

can be because of the

modification.

Thorpe and Rentz

nature of different retail

Three more

1996).

establishments are

dimensions were

Helps to identify

perceived as delivering

added to the

services that are

different service

SERVQUAL

weak and need

standards (Dabholkar,

instrument,

improvement

Thorpe and Rentz

namely physical

(Dabholkar,

1996).

attributes

Thorpe and Rentz

(appearance,

1996).

Using RSQS model also

creates problem when it

convenience),

comes to the cultural

reliability

aspects of service

(promises, doing-

standards and

it-right), personal

customers perception

interaction

being influenced from

(inspiring

cultural traits of the

confidence,

society (Shucui 2008).

helpfulness),
problem solving
ability and
policies of the
organization
(Dabholkar,
Thorpe and Rentz
1996).

61

Appendix III
Advantages and Disadvantages of Qualitative Research

Advantages

of

Qualitative

Research Disadvantages

Approach

of

Qualitative

Research

Approach

The biggest advantage of using qualitative Qualitative approach is disadvantageous as its

approach is that it provides a detail and subjective nature makes it difficult for the
comprehensive explanation and information researcher to establish studys reliability and
(Saunders, Lewis and Thornhill 2003).

validity (Key 1997).

62

It

uses

information

the

surroundings,

subjective Using qualitative research methodology limits

observations

to provide the scope of the study due to the detailed and

and

explanation to the natural setting, based upon comprehensive

data

obtaining

techniques

the variables that the researcher has set (Yin required (Key 1997).
2003).

Advantages and Disadvantages of Quantitative Research

Advantages

of

Quantitative

Research Disadvantages of Quantitative Research

Approach

Approach

Allows researchers to generalize the results and The biggest disadvantage of using quantitative
enhance the conclusion by broadly studying approach is that it limits the results and scope
about the subject (Saunders, Lewis and of the study to the presentation of statistical
Thornhill 2003).

Using

quantitative

data only (Yin, 2003).

approach

to

research Quantitative research studies are carried out in

63

increase the level of objectivity and reliability an artificial environment, therefore, misses the
of the results obtained (Saunders, Lewis and real world results from the conclusion (Yin,
Thornhill 2003).

2003).

Quantitative approach enables the researchers The level of reliability and validity is usually
to summarize numerous sources of information less in quantitative studies (Yin, 2003).
and makes it easier for researchers to compare
and contrast variables set and results obtained
(Saunders, Lewis and Thornhill, 2003).

Quantitative approach minimizes the chances

of biasness as the researcher is not involved
usually

in

communicating

with

the

participating subjects (Saunders, Lewis and

Thornhill, 2003).

Appendix IV
Survey Questionnaire
SURVEY QUESTIONNAIRE: MEASURING SERVICE QUALITY
Dear Respondent,
This survey questionnaire is being conducted as a part of my MBA dissertation currently pursued
at the Staffordshire University. It is therefore requested if you can help me to evaluate the service
quality of this particular retail store considering the different dimensions of service standards

64

mention against each attribute. All you have to do is to rate the service quality in response to the
questions provided below.
There are 28 questions in this questionnaire from which 21 are related to different factors
affecting consumer shopping experience at the retail store. These statements are based on Likert
Scale which allows you to make a choice between a ranking from 1 to 5 where 1 corresponds to
Strongly Agree, 2 corresponds to Agree, 3 corresponds to Neither Agree or Disagree, 4
corresponds to Disagree and 5 corresponds to Strongly Disagree. Please tick your choice for each
statement.
The questionnaire does not collect any private information however there are some demographic
questions which will assist the researcher to summarize the findings.
If you wish to withdraw from the survey any point please contact the researcher at the following
provided contact details:
Researcher Name Ms. Inderjeet Kaur
University

Birmingham college/ Staffordshire University

Email

sonymiala@yahoo.com

65

DEMOGRAPHICS

1) Age
[

] 18 - 25 years [

] 25 - 35 years [

] 35 - 45 years [

] Above 45

2) Gender
[

] Male [

] Female

3) Ethnicity
[ ] White

[ ] Asian

[ ] Black African/Caribbean

[ ] Chinese

[ ] Others, please specify: ___________________________________

4) Education
[

Basic Education

] High School

] University

] Other

_________________
5) Income
[

] Below 10,000 p.a.

] 10,000 - 20,000 p.a.

] 20,000 - 40,000 p.a.

] Above 40,000 p.a.

] Sainsbury

6) Name of the Supermarket you use

[

] Tesco

PHYSICAL

Appearance
7) The store is equipped with modern equipments and fixtures.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

Strongly Disagree
66

8) Store offers attractive facilities.

[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

Strongly Disagree
9) Literature available at the store regarding its services and offerings is facilitating.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

] Disagree [

Strongly Disagree
10) The management takes good care of the cleanliness.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
Convenience
11) It is easier for customers to find what they want due to the physical layout.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

Strongly Disagree
12) There is plenty of room to move around the store and browse for what customer wants.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

] Neither Agree Nor Disagree [

] Disagree [

Strongly Disagree

RELIABILITY

Promises
13) The store keeps its promises.
[

] Strongly Agree [

] Agree [

Strongly Disagree
67

14) The store keeps their services delivered timely.

[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

] Disagree [

] Disagree [

Strongly Disagree
Doing-it-Right
15) The store is efficient in providing services at the right time.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
16) Products are always available to customers, whenever they need them.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree

PERSONAL INTERACTION

Inspiring Confidence
17) Store staff knows their work and have the knowledge to answer customers queries.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

] Disagree [

Strongly Disagree
Helpfulness
18) Customers are provided with quality services by the store staff.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
19) Store staff show courtesy to the customers.
68

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

] Disagree [

] Disagree [

Strongly Disagree
20) Each customer is provided with individual attention by the store staff.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
PROBLEM SOLVING

21) The store shows no hesitation in returning or exchanging merchandise.

[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
22) Each customer is provided with sincere services if a product is countered with problem.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

] Disagree [

] Disagree [

] Disagree [

Strongly Disagree
23) Store staff is efficient to handle customers problems on their own.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
POLICY

24) Products offered by this store are superior in quality.

[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
25) There is a reasonable parking space available at this store.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree

69

26) Store timings are flexible and convenient to all customers.

[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

] Disagree [

Strongly Disagree
27) This store offers flexible payment options.
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

Strongly Disagree
FINALLY
28) Would you recommend this store to your friends, family and/or colleagues?
[

] Strongly Agree [

] Agree [

] Neither Agree Nor Disagree [

] Disagree [

Strongly Disagree

Thank you for your time and support

70

Appendix-V

5-5 sample copies of questionnaires for Tesco and Sainsburys are attached
here as an evidence of the survey conducted for primary research.

71

Appendix VI
Graphical Presentation of Results

Tesco

Sainsbury

Tesco
Tesco

Sainsburys
Sainsburys

72

Tesco

Sainsburys

Tesco

Sainsburys

Tesco

Sainsburys

73

74

Sainsburys

Tesco
Sainsburys
Tesco

Sainsburys

Tesco

Sainsburys
75

76

Sainsburys
Tesco

Sainsburys
Tesco

77

Tesco

Sainsburys

Tesco

Sainsburys

78

Tesco

Sainsburys

Sainsburys
Tesco
Tesco

Sainsburys

79

Tesco

Sainsburys

80

Sainsburys

Tesco

Tesco

Sainsburys

Tesco

Sainsburys

81

Appendix VII
Mean values of Responses Collected

82

Tesco

83

Sainsburys

84

Appendix-VIII
Gap Analysis of each Dimension of RSQS:
Physical Attributes of the store:

TESCO
Perceived

Expecte
d

BETTER
PERFORME
R

SAINSBURY
Gap

Perceived

Expected

Gap

PHYSICAL
Appearance

The store is
equipped
with modern
equipments
and fixtures.

2.00

2.20

2.00

0.20

Tesco

Store offers
attractive
facilities.

2.4

2.00

0.4

2.20

2.00

0.20

Sainsbury's

Literature
available at
the store
regarding its
services and
offerings is
facilitating.

2.27

2.00

0.27

2.23

2.00

0.23

Sainsbury's

Appearance

2.22

2.00

0.22

2.21

2.00

0.21

Sainsbury's

2.00

-0.20

Sainsbury's

Convenience

The
management
takes good
care of the
cleanliness.

2.03

2.00

0.03

1.80

85

It is easier
for
customers to
find what
they want
due to the
physical
layout.

1.93

2.00

-0.07

2.37

2.00

0.37

Tesco

There is
plenty of
room to
move around
the store and
browse for
what
customer
wants.

2.07

2.00

0.07

2.20

2.00

0.20

Tesco

Convenience

2.01

2.00

0.01

2.12

2.00

0.12

Tesco

86

Reliability of the store:

TESCO

Perceived

10

SAINSBURY

Expected
Gap
Perceived
RELIABILITY
Promises

BETTER
PERFORMER

Expected

Gap

The store
keeps its
promises.

2.07

0.07

2.2

0.2

Tesco

The store
keeps
their
services
delivered
timely.
Promises

2.07
2.07

2
2

0.07
2.33
0.07
2.27
Doing-it-Right

2
2

0.33
0.27

Tesco
Tesco

1.97

-0.03

2.3

0.3

Tesco

2.1

0.1

2.8

0.8

Tesco

2.04

0.04

2.55

0.55

Tesco

The store
is efficient
in
providing
services at
the right
time.
Products
are always
available
to
customers,
whenever
they need
them.
Doing-itRight

Personal Interaction with the store Staff:

87

TESCO
SAINSBURY
Perceived
Expected Gap Perceived
Expected
PERSONAL INTERACTION
Inspiring Confidence

11

Gap

Store staff
knows their
work and
have the
knowledge
to answer
customers'
queries.

2.07

0.07

2.13

0.13

Tesco

Inspiring
Confidence

2.07

0.07
2.13
Helpfulness

0.13

Tesco

2.17

0.17

Sainsbury's

2.13

0.13

1.9

-0.1

Sainsbury's

0.9

2.33

0.33

Sainsbury's

0.4

2.08

0.08

Sainsbury's

13

Customers
are
provided
with the
quality
service by
the store
staff.
Store staff
show
courtesy to
the
customers.

14

Each
customer is
provided
with
individual
attention by
the store
staff.

2.9

Helpfulness

2.4

12

BETTER
PERFORMER

Problem solving ability of the Store:

88

TESCO

SAINSBURY

Perceived

Expected

Ga
Perceived
p
PROBLEM SOLVING

15

The store
shows no
hesitation in
returning or
exchanging
merchandise.

2.1

0.1

16

Each
customer is
provided
with sincere
services if a
product is
countered
with
problem.

2.13

17

Store staff is
efficient to
handle
customers'
problems on
their own.

2.2

BETTER
PERFORMER

Expected

Gap

2.1

0.1

Same

0.13

2.2

0.2

Tesco

0.2

2.3

0.3

Tesco

89

Policies of the store:

TESCO
Perceived
Expected

BETTER
PERFORMER

SAINSBURY
Gap
Perceived Expected
POLICY

Gap

18

Products
offered by
this store
are
superior in
quality.

2.57

0.57

2.4

0.4

Sainsbury's

19

There is a
reasonable
parking
space
available at
this store.

2.47

0.47

1.83

-0.17

Sainsbury's

20

Store
timings are
flexible
and
convenient
to all
customers.

1.53

-0.47

1.8

-0.2

Tesco

2.3

0.3

2.23

0.23

Sainsbury's

1.9

-0.1

1.93

-0.07

Sainsburys

21

22

This store
offers
flexible
payment
options.
Would you
recommend
this store to
your
friends,
family
and/or
colleagues?

90

91