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Chapter II
establish the identity of the gaps in the literature, which will provide the
framework on which this research is based. 2QH RI WKH VWXG\¶V PDMRU
of bank selection.
20
concern of the 1980s. While quality in tangible goods has been described and
Carman2 LQ KLV VWXG\ RQ ³&RQVXPHU 3HUFHSWLRQV RI 6HUYLFH
settings different from those of the original test: a dental school patient clinic, a
business school placement center, a tire store, and an acute care hospital. Six
basic questions of interest to the retailer are discussed: (1) the number of
dimensions and how generic they are, (2) the extent to which item wording can
(5) the point at which expectations information should be obtained, and (6) the
of the "service encounter" or the period of time when the customer interacts
directly with the firm. Knowledge of the factors that influence customer
1
0DU\-R%LWQHU³(YDOXDWLQJ6HUYLFH(QFRXQWHUV7KH(IIHFWVRI3K\VLFDO Surroundings and Employee
5HVSRQVHV´Journal of Marketing, 54 (April 1990), pp. 69-82.
22
perceived service quality and (2) the significance of the relationships between
a significant effect on purchase intentions, and (4) service quality has less
1
- -RVHSK &URQLQ -U DQG 6WHYHQ $ 7D\ORU ³Measuring service quality: A re-examination and
H[WHQVLRQ´ Journal of Marketing, vol.56 (1992), pp.55-68.
23
quality and customer VDWLVIDFWLRQ LQ WKH IRUPDWLRQ RI FRQVXPHUV¶ SXUFKDVH
intentions across four unique service industries. The results of the research,
coupled with the weight of the evidence in the emerging services literature,
advocated the position that customer satisfaction and service quality were
GHVFULEHG (YLGHQFH RI WKH VFDOH¶V UHOLDELOLW\, factor structure, and validity on
the basis of analyzing data from four independent samples was presented next.
1
Steven A. Taylor, and 7KRPDV / %DNHU ³$Q $VVHVVPHQW RI WKH 5HODWLRQVKLS %HWZHHQ 6HUYLFH
4XDOLW\ DQG &XVWRPHU 6DWLVIDFWLRQ LQ WKH )RUPDWLRQ RI &RQVXPHUV¶ 3XUFKDVH ,QWHQWLRQV´ Journal of
Retailing, 70 (2), (1994), 163-178.
2
A. Parasuraman, Valerie A. Zeithaml, and Leonard L. Berry, ³SERVQUAL: A Multiple-Item Scale
for Measuring Consumer Perceptions of Service Quality´ Journal of Retailing, 64(1), (1988), pp.12-
40.
24
strength of the link between customer satisfaction and economic returns, in the
IURP 6ZHGHQ´. They discussed how expectations, quality, and price should
affect profitability; these results in a set of hypotheses that are tested using a
addition, they discussed why increasing market share actually might lead to
lower customer satisfaction and provided preliminary empirical support for this
hypothesis. Finally, they emerged with two findings: First, the market's
overall satisfaction with the firm; and second, these expectations are largely
value; therefore it is closely related to price, unlike service quality that is not
related to price.
1
Anderson, Eugene W., Claes Fornell, and Donald R. Lehmann, "Customer Satisfaction, Market Share
and Profitability: Findings from Sweden," Journal of Marketing, 58 (July 1994), 53-66.
25
Ennew and Binks1 (1996) in their article exemplified the then recent
service quality customer relationships and customer loyalty and retention using
evidence from the UK banking sector and its small business customers. The
where it was often argued that customer attraction costs are significantly higher
service quality and customer relationships was the belief that such investments
quoted that "we're living in a society where people have everything, and,
The "multi-optional" society that Fontana talked about was the product of
1
&KULVWLQH7(QQHZDQG0DUWLQ5%LQNV³7KH,PSDFWRI6HUYLFH4XDOLW\DQG6HUYLFH&KDUDFWHULVWLFV
RQ &XVWRPHU 5HWHQWLRQ 6PDOO %XVLQHVVHV DQG 7KHLU %DQNV LQ WKH 8.´ British Journal of
Management, 7.3 (1996): pp. 219-230.
2
Mario Fontana, ³Consumer Behavior Points to a Multi-Optional. Society´ Future Banker, 2/2,
(February 1998), 56.
26
society, returning to a much richer quality of life. These new motivations will
have a significant impact on how a person manages his or her financial affairs.
world, one where customers are not serviced based on their assets, but on their
customers to participate in the layer that best suits their lifestyle. Pricing is
critical; differentiation will come from services, and the focus should be on
three interconnected layers, Fontana maintained that the second layer will be
largest in terms of volume and revenue, followed by the first and third layers,
Oppewal and Vriens1 (2000) sought to bridge the lack of empirical data
1
Harmen Oppewal, and 0DUFR 9ULHQV ³Measuring Perceived Service Quality Using Integrated
Conjoint Experiments´The International Journal of Bank Marketing, vol.18 no.4 (2000), pp.154-169.
27
starting point for their research. But, in their research article proposed the use
Conclusions are drawn about which dimensions and attribute changes will yield
WKHVWURQJHVWLPSURYHPHQWVLQDEDQN¶VXWLOLW\DQGFRPSHWLWLYHSRVLWLRQ
is a critical issue for both academics and bank marketers. Previous research has
Naser2 LQ WKHLU SDSHU HQWLWOHG ³&XVWRPHU 6DWLVIDFWLRQ DQG 5HWDLO
6DWLVIDFWLRQLQ5HWDLO %DQNLQJ´UHSRUWHGILQGLQJVIURPDVXUYH\ZKLFKORRNHG
1
A. Parasuraman, Valerie A. Zeithaml, and Leonard L. Berry, ³A Conceptual Model of Service
Quality and its Implications for Future Research´ Journal of Marketing, vol.49 (1985), pp.41-50.
2
$KPDG -DPDO DQG 1DVHU .DPDO ³&XVWRPHU 6DWLVIDFWLRQ DQG 5HWDLO %DQNLQJ $Q $VVHVVPHQW RI
6RPH RI WKH .H\ $QWHFHGHQWV RI &XVWRPHU 6DWLVIDFWLRQ LQ 5HWDLO %DQNLQJ´ International Journal of
Bank Marketing, 20/4, (2002): 146-160.
28
satisfaction. A sample of 167 respondents took part in that study. Using a type
of regression analysis, the investigators indicated that both core and relational
using such variables as age, type of business, gender, etc. Findings also
Howcroft, Hamilton and Hewer1 LQ WKHLU SDSHU RQ ³&RQVXPHU
Attitude and The Usage and Adoption of Home-Based Banking in the United
obtain information about which delivery channels consumers had used when
acquiring four types of financial service. That information was then contrasted
with data on how these consumers would acquire the same services if they had
to purchase them again at some time in the future. The questionnaire also
banking. It was found that variables such as age and other demographics had
1
%DUU\ +RZFURIW 5REHUW +DPLOWRQ DQG 3DXO +HZHU ³&RQVXPHU $WWLWXGH DQG 7KH 8VDJH DQG
Adoption of Home-%DVHG%DQNLQJLQWKH8QLWHG.LQJGRP´International Journal of Bank Marketing,
20/3, (2002), 111-121.
29
process for two types of products, a durable and a nondurable good, using
construct. The results suggested the effects are different for the two products.
For the nondurable good, the relationships are as typically hypothesized. The
results for the durable good are different in important respects. First, neither the
satisfaction with it. Rather, their satisfaction was determined solely by the
experience did not translate into an impact on satisfaction. Finally, the direct
1
Gilbert A. Churchill, Jr., and CarRO6XSUHQDQW³An Investigation into the Determinants of Customer
6DWLVIDFWLRQ´ Journal of Marketing Research, vol.19 no.4 (1982), pp.491-504.
30
The study of Cronin, Brady and Hult1 (2000) aimed at both synthesizing
DQG YDOXH RQ FRQVXPHUV¶ EHKDYLRUDO LQWHQWLRQV 6SHFLILFDOO\ LW UHSRUWHG DQ
and assessed the relationships between the identified constructs across multiple
including the empirical verification that service quality, service value, and
these variables are considered collectively. The results further suggested that
the indirect effects of the service quality and value constructs enhanced their
customer satisfaction, customer loyalty and profitability for which the data was
FXVWRPHU¶V SHUFHSWLRQ RI WKH YDOXH UHFHLYHG, where value equals perceived
1
--RVHSK&URQLQ-U0LFKDHO.%UDG\DQG*7RPDV0+XOW³Assessing the Effects of Quality,
Value and CXVWRPHU 6DWLVIDFWLRQ RQ &RQVXPHU %HKDYLRXUDO ,QWHQWLRQV LQ 6HUYLFH (QYLURQPHQWV´
Journal of Retailing, vol.76 no.2 (2000), pp.193-218.
2
5RJHU +DOORZHOO ³7KH 5HODWLRQVKLS RI &XVWRPHU 6DWLVIDFWLRQ &XVWRPHU /R\DOW\ DQG 3URILWDELOLW\
$Q(PSLULFDO6WXG\´ The International Journal of Service Industry Management, 7 (4), (1996): 27-42.
31
economies, and explained the theory underlying the ACSI model, the nation-
wide survey methodology used to collect the data, and the econometric
approach employed to estimate the indices. They also illustrated the use of
time. The authors found customer satisfaction to be greater for goods than for
services and, in turn, greater for services than for government agencies, as well
as found cause for concern in the observation that customer satisfaction in the
services. The authors estimated the model for the seven major economic sectors
for which data are collected. Highlights of the findings included that
1
Claes Fornell, Michael D. Johnson, Eugene W. Anderson, Jaesung Cha, and Barbara Everitt. Bryant,
³The American Customer Satisfaction Index: Nature, Purpose, and Findings,´ Journal of Marketing,
60.4 (1996): pp. 7-18.
32
variance in production and consumption was relatively low, and (3) customer
UHWDLOEDQNLQJVHUYLFHVLQ*UHHFHLQKLVSDSHUHQWLWOHG³&XVWRPHU6DWLVIDFWLRQ
&XHV WR 6XSSRUW 0DUNHW 6HJPHQWDWLRQ DQG ([SODLQ 6ZLWFKLQJ %HKDYLRU´ +H
and such other attributes as price, convenience, and innovation. The proposed
distinct facets for business customers and five for individual customers. The
segmentation practices. From the results it was noted that customer satisfaction
is closely associated with value and price, but service quality was not
customers.
1
Antreas D. $WKDQDVVRSRXORV ³&XVWRPHU 6DWLVIDFWLRQ &XHV 7R 6XSSRUW 0DUNHW 6HJPHQWDWLRQ DQG
([SODLQ6ZLWFKLQJ%HKDYLRU´Journal of Business Research, 47(3), (2000), pp. 191-207.
33
facing service marketers. Using regression models the traditional approach was
(and their interactions) in such efforts can lead to problems associated with
loyalty.
a diagnostic tool, the study raised some of the practical difficulties entailed in
WKHUHVXOWRIWKHEX\HUV¶SHUFHSWLRQRIVHUYLFHTXDOLW\DQGVDWLVIDFWLRQOHDGVWR
retention, which leads to repeat purchase and increased scope for relationship
theoretical insights generated by the model of these researchers are then used to
FRQVXPHUV¶ DWWLWXGHV WR WKeir financial providers and their financial products.
their financial institutions. As a result of this lack of confidence, they found the
respondents would seek advice from someone other than their financial
institution. Finally, their findings are examined for the potential insights they
Olson and Dover1 LQ WKHLU LQYHVWLJDWLRQ RQ ³'LVFRQILUPDWLRQ RI
&RQVXPHU([SHFWDWLRQVWKURXJK3URGXFW7ULDO´SURSRVHGDQH[SOLFLWGHILQLWLRQ
salient attribute of the product (ground coffee). These expectations were then
1
Jerry C. Olson, and 3KLOLS 'RYHU ³'LVFRQILUPDWLRQ RI &RQVXPHU ([SHFWDWLRQV through Product
7ULDO´Journal of Applied Psychology, 64 (April 1979), 179-189.
36
Montreal, which was chosen for its highly competitive banking environment.
The findings of the study revealed that consumers perceived the following
age, income and educational level groups are revealed. By tailoring their
marketers may be better able to influence the target market segments dealt
with.
working with an extraordinary data base of 450 companies and 3,000 business
units, has developed a set of principles for business strategy so effective and
consistent that they must now be considered part of the basic education of
1
Michel Laroche, Jerry A. Rosenblatt, and Terrill Manning, "Services Used and Factors Considered
Important in Selecting a Bank: An Investigation across Diverse Demographic Segments", International
Journal of Bank Marketing, Vol. 4 Iss: 1, (1986): pp.35 ± 55.
2
Robert D. Buzzell, and Bradley T. Gale, The PIMS Principles: Linking Strategy to Performance, Free
Press, New York, NY. (1987).
37
applications in by far the most comprehensive and penetrating look at PIMS yet
published, to help managers understand and predict how strategic choices and
firms and the economy as a whole. Taking into account three kinds of
operating performance - PIMS rejects the notion that there are "formulas" for
general rules to specific problems. Instead, the PIMS approach was based on
unique data base. The principles drawn from that data base provided a solid
example, PIMS showed how the quality edge boosts performance two ways
and earns superior profit margins. It verified how market share and profitability
are strongly related but also showed why that does not mean that every
market leader Honda. Most importantly, it analyzed why forecasts of cash flow
based solely on the growth-share matrix are often misleading and why, in fact,
many so-called "dog" and "question mark" businesses actually generate cash,
while many "cash cows" are dry. Finally, Buzzell and Gale discussed the PIMS
than 600 businesses in the PIMS data base over seven or more years, to
synergy created advantages for lasting shareholder value, PIMS was made
Fornell1 (1992 LQ KLV UHVHDUFK SDSHU HQWLWOHG ³$ 1DWLRQDO &XVWRPHU
continual basis, but Sweden was the first country to do so on a national level.
satisfaction in more than 30 industries and for more than 100 corporations. The
quality of output (as experienced by the buyer). The investigator reported the
1
Claes Fornell, ³A National Customer Satisfaction Barometer: The Swedish Experience,´ Journal of
Marketing, 56(1), (1992), pp. 6-21.
39
satisfaction and its place within the overall strategy of the firm are discussed.
was matched by the supply. Empirical support was found for that proposition in
general are found to have a high level of customer satisfaction if they are
highly dependent on satisfaction for repeat business. The opposite was found
for industries in which companies have more captive markets. For Sweden, the
1991 results showed a slight increase in CSB, which should have a positive
a major UK clearing bank. He viewed that customer satisfaction was the most
inconsistencies or gaps are identified between what bank staff said on being
1
%DUU\+RZFURIW³&XVWRPHU6HUYLFHLQ6HOHFWHG%UDQFKHVRID8.&OHDULQJ%DQN´Service Industries
Journal, (January) 12/1, (1992), 125-142.
40
interviewed and what was observed, The researcher noted that the divergent
thoughts seemed to agree with the concept that customer perceptions of the
share and return on investment. Yet a review of the marketing literature reveals
and its related phenomena as it applies to the service sector. Le Blanc and
Nguyen1 LQ WKHLU DUWLFOH HQWLWOHG ³&XVWRPHUV¶ 3HUFHSWLRQV RI 6HUYLFH
1,224 respondents. A set of six factors that explained perceived quality was
encounter. They also found that customer satisfaction is the most important
1
*DVWRQ/H%ODQF1KD1JX\HQ³&XVWRPHUV¶3HUFHSWLRQVRI6HUYLFH4XDOLW\LQ)LQDQFLDO,QVWLWXWLRQV´
International Journal of Bank Marketing, vol.6 no.4 (1988), pp.7-18.
41
The authors proposed a new model of the satisfaction formation process that
empirical test of the model provided support for the hypothesized relationships
tools that measured services was certainly changing as the services provided
become more complex and the nature of delivery of the financial products
change. However, one element appears unlikely to change and that was the
feeling of satisfaction that ZDV EURXJKW DERXW DV FXVWRPHUV¶ PHDVXUH WKHLU
the components of the marketing mix, the use of external marketing services,
and the level of marketing expenditures are compared between service firms
1
5LFKDUG $ 6SUHQJ 6FRWW % 0DFNHQ]LH 5LFKDUG : 2OVKDYVN\ ³$ 5HH[DPLQDWLRQ RI WKH
'HWHUPLQDQWVRI&RQVXPHU6DWLVIDFWLRQ´Journal of Marketing, 60 (July 1996), 15-32.
2
William R. George, and HirDP & %DUNVGDOH ³0DUNHWLQJ $FWLYLWLHV LQ WKH 6HUYLFH ,QGXVWULHV´
Journal of Marketing, (October 1974), 65-70.
42
and product firms. Their research found an unusual concept in the service firms
in that the marketing effort was not confined to a formal marketing department,
but was shared across organizational lines. The manufacturing firm by contrast
suggested that marketing activities are more diffused in service firms than
manufacturing firms.
prior expectations of what will and what should transpire during a service
encounter, as well as the customer's most recent contact with the service
delivery system. These perceptions of quality dimensions form the basis for a
person's overall quality perception, which in turn predicts the person's intended
behaviors. The authors first tested their model with data from a longitudinal
laboratory experiment. Then they developed a method for estimating the model
with one-time survey data, and re-estimated the model using such data
collected in a field study. Empirical findings from the two tests of the model
indicated, among other things, that the two different types of expectations have
1
:LOOLDP%RXOGLQJ$MD\.DOUD5LFKDUG6WDHOLQDQG9DOHULH$=HLWKDPO³A Dynamic Process Model
of Service Quality: From Expectations to BahavLRUDO,QWHQWLRQV´ Journal of Marketing Research, 30
(1), (1993), pp.7-27.
43
of Low-Margin, High-9ROXPH6HUYLFHV´H[DPLQHGWKHVHUYLFHILUPVRSHUDWLQJ
survive the competitive environment of the 1990s. Firms must raise the
academicians had noted that simply investing in greater service delivery may
not return the cost of the additional investment. Part of the problem was that
and dissatisfaction thresholds may not occur at the same point. The authors
proposed a method for analyzing the complex behavior in a way that lead to the
1
.HQQHWK ( &ORZ DQG -RKQ / %HLVHO ³Managing Consumer Expectations of Low-Margin, High-
9ROXPH6HUYLFHV´ Journal of Services Marketing, vol.9 no. 1 (1995), pp.33-46.
2
Terence A2OLYD5LFKDUG/2OLYHUDQG,DQ&0DF0LOODQ³$&DWDVWURSKH0RGHOIRU'HYHORSLQJ
6HUYLFH6DWLVIDFWLRQ6WUDWHJLHV´Journal of Marketing, 56 (July 1992), 83-95.
44
showed how one actually estimated such a model and interpreted the results.
component in this process. Hence, managers are keenly interested in the effect
Bolton and Drew1 LQ WKHLU VWXG\ ³/LQNLQJ &XVWRPHU 6DWLVIDFWLRQ WR
6HUYLFH2SHUDWLRQVDQG2XWFRPHV´GHYHORSHGDIUDPHZRUNWKDWGHVFULEHGWKH
that tend to arise during an investigation of these relationships. Then, three case
specific service encounter. They are used to illustrate how the effects of service
1
5XWK1%ROWRQDQG-DPHV+'UHZ³/LQNLQJ&XVWRPHU6DWLVIDFWLRQWR6HUYLFH2SHUations
DQG2XWFRPHV´,Q5XVW5RODQG7DQG2OLYHU5LFKDUG/(GV Service Quality: New Directions in
Theory and Practice. London: SAGE Publications, pp.173-200.
45
between a single encounter and the total service experience and in that regard
VWDWHG³,QDG\QDPLFIUDPHZRUNFXVWRPHUVDWLVIDFWLRQZLWKDVSHFLILFVHUYLFH
analysis assessed the principal decision factors used and their relative
determinance in bank selection decisions. Until this study, most of the early
literature postured that location was consistently cited as the most important
bank customers and the other based upon service oriented bank customers.
with the convenience oriented bank customers, while location ranked seventh.
and location ranked one and two respectively, while reputation was a close
third. It should be noted that service, while implied was not specifically offered
bank and its abilities was necessary to make the consumer comfortable enough
1
W. Thomas Anderson, Jr., Eli P. Cox III, and David G. Fulcher, "Bank Selection Decisions and
Market Segmentation," Journal of Marketing, 40 (January, 1976), 40-45.
46
a conceptual model that defines and relates price, perceived quality, and
perceived value by combining the facts from past research and insights from an
similar to attitude.
Babakus and Mangold2 LQ WKHLU UHVHDUFK SDSHU ³$GDSWLQJ WKH
scales, reliability, and discriminant validity as the critiques are expected from
Bahia and Nantel4 (2000) in their article described the study performed
in Canada to develop a reliable and valid scale for the measurement of the
customers was questioned. The proposed scale is called banking service quality
(BSQ) and comprises 31 items which span six dimensions: effectiveness and
1
9DOHULH$=HLWKDPO³Consumers Perceptions of Price, Quality and Value: A Means-End Model and
Synthesis of Evidence´Journal of Marketing, vol.52 (1988), pp.2-22.
2
Emin BabakXV DQG : *O\QQ 0DQJROG ³$GDSWLQJ WKH µ6(5948$/¶ 6FDOH WR +HDOWK &DUH
(QYLURQPHQW $Q (PSLULFDO $VVHVVPHQW´ Series of American Marketing Association. Enhancing
knowledge development in marketing, no.55 (1989) pp.195-200
3
Valerie A. Zeithaml, Leonard L. %HUU\DQG$3DUDVXUDPDQ³Communication and Control Processes
LQWKH'HOLYHU\RI6HUYLFH4XDOLW\´ Journal of Marketing, vol.52 (1988), pp.35-48.
4
Kamilia Bahia, and Jacques Nantel, ³A Reliable and Valid Measurement Scale for the Perceived
Service QualLW\RI%DQNV´ The International Journal of Bank Marketing, 18.2 (2000), pp.84-91.
47
though they recognized SERVQUAL and all of its dimensions as the best
a base for focused propositions. By examining the multiple strategic roles that
quality products, not just protecting them from annoyances. But, the
United States like TQC, Reliability Engineering, and Zero Defects have mainly
skeptical about the quality of goods and services offered by U.S. corporations,
concept into manageable parts, that is, into the eight dimensions of quality by
managers should carefully research their potential markets and the strengths of
take on the industry leader within its niche, or to offer features consumers do
not want. The worst error, however, is to disregard the consumer's desire for-
mission.
1
$3DUDVXUDPDQ/HRQDUG/%HUU\9DOHULH$=HLWKDPO³3HUFHLYHG6HUYLFH4XDOLW\DVD&XVWRPHU-
based Performance Measure: An Empirical Examination of Organizational Barriers Using an Extended
6HUYLFH4XDOLW\0RGHO´Human Resource Management, 30(3), (1991), pp. 335-364.
49
customers, contact employees, and managers from each company. The results
research.
WR SRVLWLYH ZRUGLQJ LQ WKHLU VWXG\ HQWLWOHG ³$Q (PSLULFDO $VVHVVPHQW RI WKH
6(5948$/ 6FDOH´ 7KH\ UHYLHZHG WKH SRWHQWLDO SUREOHPV LQ GHILQLQJ DQG
service quality may depend on the type of services under study. The use of
basis of gap scores appear in the process of using SERVQUAL, the results of
their study suggested increased the accuracy of the service quality dimension
1
Emin Babakus, and Gregory W. Boller, An Empirical Assessment of the SERVQUAL Scale, Journal
of Business Research, vol.24 (1992), pp.253-268.
50
Chan and Ma1 (1990) in their article elaborated the survey in Hong
their buying behaviour and attitude to banking services. The areas explored
financial services. As Hong Kong may be the third financial centre in the
world, after New York and London, and there was a general lack of literature
invaluable insights to banks operating in Hong Kong both locally and foreign-
important in the bank selection process. However, they have found service
quality to be significant.
CRQFHSWLRQDOL]HG´SUHVHQWHGDPRGHORIVHUYLFHHQFRXQWHUVDWLVIDFWLRQRIIHULQJ
stages, which directly combine into one overall consumer service encounter
1
Allan K.K. Chan, and Vincent S.M. Ma, "Corporate Banking Behaviour: A Survey in Hong Kong",
International Journal of Bank Marketing, Vol. 8 Iss: 2, (1990), pp.25 ± 31.
2
-DPHV/:DONHU³6HUYLFH(QFRXQWHU6DWLVIDFWLRQ&RQFHSWLRQDOL]HG´Journal of Services Marketing,
9, (1995), 5-14.
51
Quality: Recent DevelopmenWV LQ )LQDQFLDO 6HUYLFHV´ UHYHDOHG VRPH RI WKH
Those large banks appeared to have mistakenly felt that quality service caused
profits to erode. But, the researcher was of the opinion that service quality
1
%DUEDUD 5 /HZLV ³6HUYLFH 4XDOLW\ 5HFHQW 'HYHORSPHQWV LQ )LQDQFLDO 6HUYLFHV´ International
Journal of Bank Marketing, 11/6 (1993): 19-25.
2
1HFPL.HPDO$YNLUDQ³Developing an Instrument to Measure Customer Service Quality in Branch
%DQNLQJ´ International Journal of Bank Marketing, vol.12 no.6 (1994), pp.10-18.
52
robust research design takes the study through multiple stages of development
where the construct is pretested and piloted; in the main survey stage, data
that a telephone study in the Australian state of Victoria revealed poor service
to the customer as the most likely reason for customers to consider moving
their banking relationships. He observed that service basically had two levels.
The first level was desired service, which the customer desires, and the second
level is known as adequate service, which is the minimum level the customer
will accept. His research led to concluding that developing D ³WUXH FXVWRPHU
IUDQFKLVH´ UHTXLUHV ILUPV WR H[FHHG ERWK OHYHOV RI GHVLUHG VHUYLFH DQG
problems in delivery of service, and segment the bank's customer base for
Coyne1 LQ KLV SDSHU RQ ³%H\RQG 6HUYLFH )DGV 0HDQLQJIXO
6WUDWHJLHV IRU WKH 5HDO :RUOG´ WDNHQ WKH RSSRVLWH VWDQFH RQ VHUYLFH TXDOLW\
1
.HYLQ 3 &R\QH ³%H\RQG 6HUYLFH )DGV 0HDQLQJIXO 6WUDWHJLHV IRU WKH 5HDO :RUOG´ Sloan
Management Review (Summer 1989), pp. 69-76.
53
loyalty was relatively flat. He believed those twin threshold framework applied
WR D ZLGH YDULHW\ RI VHUYLFH VLWXDWLRQV´ +RZHYHU WKH UHVHDUFKHU PDGH DQ
interesting case for a lack of loyalty other than the extreme limits of service
Dupay1, et al LQ WKHLU UHVHDUFK SDSHU HQWLWOHG ³&RPPHQWV RQ
µ%DQN6HOHFWLRQ'HFLVLRQDQG0DUNHW6HJPHQWDWLRQ´TXHVWLRQHG WKHDUWLFOHRI
Anderson, Cox and Fulcher's on the grounds that the determinant attribute
results are inconsistent and problems reside in the scoring procedure; that the
were either too broad (e. g., "convenience") or too restrictive for effective
analysis; and that the aggregate evaluation requested of the respondents may
banking as perceived by small business in their survey study. The sample was
profit institutions because they do not qualify as "small businesses.' Of the total
1
G. M. Dupay, W. J .HKRH 5 ) /LQQHPDQ 5 1 'DYLV DQG - ' 5HHG ³&RPPHQWV RQ %DQN
6HOHFWLRQ'HFLVLRQDQG0DUNHW6HJPHQWDWLRQ´The Journal of Marketing, 40 (4), (1976), pp. 89-91.
2
M.R. Zaman, F. Unsal, and :'6FKOHVLQJHU³$WWULEXWHVRI6RXQG%DQNLQJDV3HUFHLYHd by Small
%XVLQHVVHV5HVXOWVRID6XUYH\´Journal of Small Business Management, 25 (October), (1987), 47-53.
54
Respondents were asked general questions about themselves and the firm along
with the following: (1) the type of business; (2) whether or not the firm used
more than one bank; (3) if so, what percentage of business was conducted with
the main bank; (4) whether or not the firm's main bank was locally owned;
(5) whether the firm had changed banks over the last five years; (6) years of
association with the current main bank; (7) whether the business had a deposit
larger than $100,000 with any single bank over the last two years; (8) how the
firm selected a bank; (9) the three most important factors and (10) the three
least important factors; (11) how safe the firm thought the American banking
system was; (12) perceived safety of respondent's main bank; (13) how the
business determined the safety of banks it dealt with; (14) conditions under
which the firm would change its current bank; (15) whether confidence in the
(16) whether or not the firm would change banks in such a situation.
7UHDVXU\ 2IILFHUV´ ,Q WKHLU VWXG\ IRXU KXQGUHG DQG WZHQW\-three Canadian
1
J. Rosenblatt, M. Laroche, A. Hochstein, R. McTavish, M. Sheahan, Commercial Banking in Canada:
A Study of Selection Criteria and Service Expectations of Treasury Officers. International Journal of
Bank Marketing, 6/4, (1988), 19-30.
55
bank, the most important attributes in selecting a bank, and evaluation of bank
survey results indicated that Schedule A banks (large, well established) are
finance and chief financial officers are responsible for choosing financial
intermediaries in 72 per cent of the firms surveyed. The survey gave a choice
speed of response are the most highly rated decision criteria used by financial
rapid growth in the use of Schedule B banks (small, newly developed) and near
banks (trust companies, savings and loan associations). Key factors in the
decision seem to hinge upon lower borrowing rates and higher interest rates on
that they would consider one location for their banking, trust and other
financial needs.
56
to determine the attributes that were considered most important in the selection
companies from the top 1,000 companies in South Africa was surveyed with a
44 per cent response rate. Nine criteria were available for selection. Quality of
service ranked number one, followed by both pricing of services and quality of
staff tied for number two. Ratings were consistent over small, medium, and
and eighth. Further, the investigation reported that although most of the
the structure and activities of the banking system around the globe. Banks are
competing not only with themselves, but also with other financial institutions
competition is becoming fiercer with the existence of the Islamic bank, which
was established specifically to cater for the needs of the Muslim population in
the country. To attract more customers, both conventional and Islamic banks
1
P.W. Turnbull, and 0- *LEEV ³7KH 6HOHFWLRQ RI %DQNV DQG %DQNLQJ 6HUYLFHV among Corporate
&XVWRPHUVLQ6RXWK$IULFD´International Journal of Bank Marketing, 7(5), (1989), pp. 36-39.
57
DQGQRWHGWKDWWKHOHYHORIVXFFHVVHQMR\HGZDVEDVHGXSRQEDQNHUV¶DELOLW\WR
XQGHUVWDQG DQG VDWLVI\ FXVWRPHUV¶ QHHGV $V SDUW RI WKH LVVXHV H[DPLQHd, the
customer base was uniquely diverse in that it was made up of Muslim and non-
Muslim customer bases which on its face had the potential to offer inconsistent
results. Therefore, the study investigated how Muslims and non-Muslims select
their banks and what services they used frequently. Results showed that there
than just a few. It also helped to build loyalty by creating deeper and fuller
customer relationships. Surveyed how a bank had been selected and perceived
from the point of view of its customers in relation to its competitors in that
marketplace. Further, the findings of the study revealed that in Sweden, there
was no single leading bank in all financial areas, but there are a number of
1
Sudin Haron, Norafifah Ahmad, Sandra L. Planisek, Bank Patronage Factors of Muslim and Non-
Muslim Customers. The International Journal of Bank Marketing, vol.12 no.1 (1994), pp.32-40.
2
0RVDG =LQHOGLQ ³%DQN 6WUDWHJLF 3RVLWLRQLQJ DQG 6RPH 'HWHUPLQDQWV RI %DQN 6HOHFWLRQ´
International Journal of Bank Marketing, 14/6, (1996), 12-22.
58
base, a largest bank in terms of assets, and a niche leader bank, which showed
and speed of service ranked first among the customers surveyed, than
extended loyalty programs, the continuous information flow from the bank, the
off-site ATMs, the maximum five-minutes waiting time in the branches and a
simple application for all the accounts the bank offers. In terms of higher-order
decision constructs, delivery channels and customer relations have the strongest
choice.
using the analytical hierarchy process, in which they presented the findings of a
1
%XUF 8OHQJLQ ³8VLQJ +LHUDUFKLFDO ,QIRUPDWLRQ ,QWHJUDWLRQ 7R ([DPLQH &XVWRPHU 3UHIHUHQFHV LQ
%DQNLQJ´International Journal of Bank Marketing, 16/5, (1998), 202-210.
2
+XX 3KXRQJ 7D .DU <LQ +DU ³$ 6WXG\ RI %DQN 6HOHFWLRQ 'HFLVLRQV LQ 6LQJDSRUH 8VLQJ WKH
$QDO\WLFDO+LHUDUFK\3URFHVV´International Journal of Bank Marketing, 18, 4/5, (2000), 170-181.
59
criteria for bank selection decision and five banks are identified, and the
decision problem was structured into a three-level hierarchy using the Analytic
convenient location and quality service ranked second and third respectively.
Ying and Chua1 (1989) found quality of service among the most
The authors of the book Zeithaml, Parasuraman and Berry2 (1988) noted
that customer focus groups universally found good service quality as meeting
the expectations of the customer. They also noted that firms not only have a
improves the profit level for firms providing services, but also understanding
1
/ & <LQJ $ &KXD ³&XVWRPHU %DQN 6HOHFWLRQ %DQN 0DUNHWLQJ ,PSOLFDWLRQ´ Malaysian
Management Review, 24(3), (1989). pp. 55-67.
2
9DOHULH $ =HLWKDPO $ 3DUDVXUDPDQ /HRQDUG / %HUU\ ³6(5948$/ $ 0XOWLSOH-Item Scale for
0HDVXULQJ&RQVXPHU3HUFHSWLRQVRI6HUYLFH4XDOLW\´Journal of Retailing, Vol. 64, (Spring 1988).
60
3URFHVVHV LQ WKH 'HOLYHU\ RI 6HUYLFH 4XDOLW\´ E\ =HLWKDPO %HUU\ DQG
in delivering good service quality and how it might be facilitated. The authRUV¶
affecting the magnitude and direction of four gaps on the marketer's side of
their service quality model. Most factors involved (1) communication and
and (2) consequences of these processes, such as role clarity and role conflict
fields on these topics was reviewed and integrated with qualitative data from an
exploratory study.
customer value which in turn contributes to the customer retention and loyalty.
sector. In their empirical study, a total of 400 respondents were contacted with
1
9DOHULH$=HLWKDPO/HRQDUG/%HUU\DQG$3DUDVXUDPDQ³Communication and Control Processes
LQWKH'HOLYHU\RI6HUYLFH4XDOLW\´ Journal of Marketing, vol.52 (1988), pp.35-48.
2
-&OHPHQW6XGKDKDU',VUDHO06HOYDP³6HUYLFH4Xality Measurement in Indian Retail Banking
6HFWRU&$$SSURDFK´Journal of Applied Sciences 6.11 (2006): 2377-2385.
3
Anthony T. Allred, "Employee evaluations of service quality at banks and credit unions",
International Journal of Bank Marketing, Vol. 19 Iss: 4, (2001), pp.179 ± 185.
61
the selected banks. The instrument used is the scale developed by Allred, and a
SPSS. The findings of service quality attribute image survey of selected public
and private sector banks reveal that much need to be done for public sector
strategies. They concluded that the study dissects the service attribute image
services offered by namely five Private sector bank situated in Delhi and to
VWXG\ WKH PDMRU IDFWRUV LQIOXHQFLQJ WKHLU FKRLFH RI EDQNV DQG LW¶V SURGXFWV
parameters have been drawn from existing service quality literature and
1
$SDUQD 0LVKUD DQG .DPLQL 7DQGRQ ³$ &XVWRPHU &HQWULF $SSURDFK 7RZDUGV 5HWDLO %DQNLQJ
6HUYLFHV $ *OLPSVH´ Zenith International Journal of Multidisciplinary Research Vol.1 Issue 4,
(2011), pp. 184-194.
62
programmes.
Providing
Prompt services to Knowledgeable Physical
services at
customers employees facilities
promised time
Promise to do
Employees Consistent Neatness of
something on
willingness to help courteous employees
time
Performing the
service right at
first time
quality attributes (as given in Table 2.1 below) in retail banking were identified
and using factor analysis results these variables were then grouped into four
and tangibles. The most important factor is the ³reliability´ factor comprising
1
T. Vanniarajan, B. $QED]KDJDQ ³6HUYSHUI $QDO\VLV LQ 5HWDLO %DQNLQJ´ International Marketing
Conference on Marketing & Society, 8(10) (2007), 725-736.
63
of five variables. The second important factor is responsiveness. The next two
important factors are assurance and tangibles with four variables in each.
Constructs/Factors Particulars
the service quality domain to capture the sphere of influence of the factors that
enhancement of the relationship between the retail banks and their customers
so as to aid the decision makers of these banks to identify the major factors that
2.2 were derived from the different elements of retail banking which are listed
1
Anubhav Anand Mishra, ³Factors Affecting Customer Satisfaction and Their Relative Importance in
the Banking Sector: An Empirical Study,´ The IUP Journal of Management Research, Vol. 9, No. 3,
(2010): pp. 6-23.
64
The study has revealed factors which are consistent with the empirical
factors namely interest and bank charges seem to have insignificant influence
on customer satisfaction and here it differs with the findings of Laroche and
that customers distinguish five dimensions of service quality in the case of the
factors should be of central concern for retail bank managers to explore the
specific component and train their employees in those areas and to delight the
customers in the needed domain to enhance service quality and build attitudinal
loyalty to retain the valued customers who are the most profitable customers
1
Michel Laroche, Thomas Taylor, ³An Empirical Study of Major Segmentation Issues in Retail
Banking´ International Journal of Bank Marketing, Vol. 6 Iss: 1, (1988), pp.31 ± 48
2
Terrence Levesque, and Gordon H.G. McDougall, ³Determinants of Customer Satisfaction in Retail
Banking´ International Journal of Bank Marketing, vol.14 no.7 (1996), pp.12-20.
3
6$UXQ.XPDU%7DPLO0DQL60DKDOLQJDP9DQML.RYDQ0DQL³,QIluence of Service Quality on
$WWLWXGLQDO/R\DOW\LQ3ULYDWH5HWDLO%DQNLQJ$Q(PSLULFDO6WXG\´ The IUP Journal of Management
Research, Vol. 9, No. 4, (2010), pp. 21-38
4
9DOHULH $ =HLWKDPO /HRQDUG / %HUU\ DQG $ 3DUDVXUDPDQ ³The Behavioural Consequences of
6HUYLFH4XDOLW\´Journal of Marketing, 60, (1996), 31-46.
5
-RVpH %ORHPHU .R GH 5X\WHU DQG 0DUWLQ :HW]HOV ³/LQNLQJ SHUFHLYHG VHUYLFH TXDOLW\ DQG VHUYLFH
loyalty: a multi-GLPHQVLRQDOSHUVSHFWLYH´European Journal of Marketing, Vol. 33 Iss: 11/12, (1999),
pp.1082 ± 1106.
6
'ZD\QH$%DNHUDQG-RKQ/&URPSWRQ³4XDOLW\VDWLVIDFWLRQDQGEHKDYLRULQWHQWLRQV´ Annals of
Tourism Research, Vol. 27, (2000), pp. 785±804.
65
examined the link between service quality and customer satisfaction has been
kept based on the concept that customer satisfaction and service quality factors
remain the same. The stratification has been done based on the type of bank
(e.g. public sector, private sector, and foreign bank). From each group of bank,
about 150 customers were randomly selected. The results have indicated that
the two constructs are indeed independent but are closely related, implying that
dimensional construct just as service quality, but argued that customer satisfaction
should be operationalized along the same factors (and the corresponding items) on
which service quality is operationalized. Based on this approach, the link between
service quality and customer satisfaction has been investigated. Their results have
indicated that the two constructs are indeed independent but are closely related,
sector banks and attempted to measure the gap in the service quality perception
of both the service providers and customers. Their paper highlighted the
1
*66XUHVKFKDQGDU5&KDQGUDVHNKDUDQ51$QDQWKDUDPDQ³'HWHUPLQDQWVRIFXVtomer perceived
VHUYLFH TXDOLW\ D FRQILUPDWRU\ IDFWRU DQDO\VLV DSSURDFK´ Journal of Services Marketing. 1(16),
(2002a), 9-34.
2
*6 6XUHVKFKDQGDU 5 &KDQGUDVHNKDUDQ 51 $QDQWKDUDPDQ ³7KH UHODWLRQVKLS EHWZHHQ VHUYLFH
quality and customer satisfaction ± DIDFWRUVSHFLILFDSSURDFK´Journal of Services Marketing, Vol.16
No. 4, (2002b), pp. 363-379.
3
$.6LQJK6.7ULSDWKL³Perceptual Difference of Quality in Banking Services: A Study on Indian
3ULYDWH6HFWRU%DQNV´Indian Management Studies Journal, Vol. 11, (2007). pp 1-14.
66
various quality parameters and tests their relative significance in the customers¶
and service providers' quality perception. The difference between the customers
perception from executives as is quite evident from the mean score of 6 and 5.6
respectively. Another factor where the significant gap is found is Product range
where the customers and executives respective mean score of 5.8 and 6.6 show
that there is a great need for private sector to increase the length and width of
their product mix. The security which is also an important parameter in the era
of e-commerce and internet banking, is the factor where the gap exists.
Padhy and Swar1 (2009) examined the salient features of service quality,
assesses related issues in that context. The paper described some conclusions of
sample of 440 banking customers was taken and 300 useable questionnaires
1
Prasanta Kumar Padhy, Biranchi Narayan Swar, A Study on Customer Satisfaction & Service Gaps in
Selected Private, Public & Foreign Banks, 3rd IIMA Conference, Marketing Paradigms for Emerging
Economies, Indian Institute of Management, (2009).
67
reveals that gender is not a bias for use and evaluation of service quality of i-
regression analysis. The results show that customers are satisfied with quality
dimension. The empirical findings not only priorities different parameters but
need to improve
1
0RKDPPHG 6DGLTXH .KDQ DQG 6LED 6DQNDU 0DKDSDWUD 6UHHNXPDU ³6HUYLFH TXDOLW\ HYDOXDWLRQ LQ
LQWHUQHWEDQNLQJDQHPSLULFDOVWXG\LQ,QGLD´ International Journal of Indian Culture and Business
Management. Vol. 2, No1, (2009).
2
Sunayana K. ³Service quality gap and customers' satisfaction of private sector banks: An empirical
study´ International Journal of Electronic Customer Relationship Management, Vol. 4, Issue 1,
(2010), pp 87-95.
68
district, India, with a sample of 250 respondents who had at least one savings
(mean and paired t-test) was used to evaluate the level of service quality of
India's private sector banks from the customers' perspective. Their study
various service provided by private sector banks. The results of the study
indicated that the overall service quality provided by the private banks was
them finds that as compared to public sector, private sector EDQN FXVWRPHUV¶
banks need to redefine the customer service parameter in order to compete with
the nationalised private sector banks both in profitability and corporate image.
and compares with five major dimensions already extracted in past literature. In
1
Uma Sankar Mishra, Kalyan Kumar Sahoo, Satyakama Mishra, and Sujit Kumar Patra, ³Service
Quality Assessment in Banking Industry of India: A Comparative Study between Public and Private
Sectors,´ European Journal of Social Sciences, Volume 16, Number 4 (2010), pp. 653-669.
69
values. Further, component wise analysis indicates that the higher level of
records; ii) modern looking equipments, iii) bank informs when the services
working hours.
SULYDWH EDQNV IURP WKH FXVWRPHUV¶ SHUVSHFWLYH DQG DVVHVVLQJ WKHLU satisfaction
descriptive statistics analysis was used to analyze the date collected. The results
found that the quality of services private banks provide was beORZFXVWRPHUV¶
H[SHFWDWLRQV ,Q DWWULEXWHV OLNH ³%DQN VWDII JLYLQJ customers best interest at
KHDUW´ ³3HUVRQDODWWHQWLRQJLYHQ´³)ULHQGOLQHVVDQGFRXUWHV\RI%DQNVWDII´
³:KHQ 0\ %DQN SURPLVHV WR GR VRPHWKLQJ E\ D FHUWDLQ WLPH LW ZLOO GR VR´
³,QGLYLGXDO DWWHQWLRQ JLYHQ E\ %DQN VWDII´ the service quality gap were high
quality models reported in the literature applicable to the banking sector. The
critical review of the different service quality models is done on the various
between them and to study their relevance and importance in banking in the
various cultural and cultural contexts. The review of various service quality
models in banking revealed that the meaning of service quality may have some
common dimensions across the different models but the items involved and
sector may vary. Their paper indicated that a generic instrument for
may not be applicable in its original form for all cultural contexts including
retail banking in the Tamil Nadu in general, and Erode District in particular,
This is an analytical study based mainly on the primary data collected through
a scientifically developed questionnaire. The sample size was 240. The result
1
-D\D6DQJHHWKD60DKDOLQJDP³6HUYLFHTXDOLW\PRGHOVLQEDQNLQJDUHYLHZ´International Journal
of Islamic and Middle Eastern Finance and Management, Vol 4, No 1, (2011), pp 83-103.
2
6'KDUPDOLQJDPDQG.9.DQQDQ³&XVWRPHUSHUFHSWLRQRQVHUYLFHTXDOLW\RIQHZSULYDWHVHFWRU
banks in Tamilnadu - DQ HPSLULFDO VWXG\´ Journal of Banking Financial Services and Insurance
Research, Vol. 1, Issue 5, (2011), pp 39-49.
71
indicated WKDWFXVWRPHUV¶SHUFHSWLRQLVKLJKHVWLQWKHWDQJLEOHVDUHDDQGORZHVW
LTD, Parappur is taken with respect to their expectations and services offered.
customer satisfaction with services provided by CSB LTD, Parappur. The five
terms of its constituent factors in public sector, private sector and foreign
banks. The extent of IT adoption in public sector, private sector and foreign
banks is understood through their study. The objective was to find out the
extent of use of services especially the IT enabled services in these banks and
sample. The study was conducted in five zones (East, West, North, South, and
Central) of Delhi. The study shows that the customers of nationalised banks
1
Kuriakose Saji, Mr. M.K. Biju, Ms. Joe Alena. Gap analysis of service quality in banks using
µVHUYTXDO
PRGHO± a study with special refrence to catholic syrian bank in Kerala. International Journal
of Marketing and Management Research, Volume : 2, Issue : 3, (2011), pp. 70-83.
2
Surabhi Singh and Renu Arora. A Comparative Study of Banking Services and Customer Satisfaction
in Public, Private and Foreign Banks, -RXUQDORI(FRQRPLFV¶ Vol 1, Issue 2, (2011), pp. 45-56.
72
were not satisfied with the employee behavior and infrastructure, while
respondents of private and foreign banks were not satisfied with high charges,
generic e-banking service quality scales. On the basis of review, various studies
on e-banking service quality have been classified into four categories. It was
found that there is problem with generic e-banking service quality scales as
these scales lead to state of confusion for respondents. It has also been found
quality. They suggested the need for further research to develop a generally
satisfaction in Indian banks and analyze their effects the level of customer
study was the analysis and resulting insights on the critical factors impacting
client satisfaction within the Indian retail banking sector. The questionnaire
was then sent out to current customers of 13 retail banks in India. In total, 400
accurate questionnaires were taken. A factor analysis suggests that there are
1
56LQGZDQL0*RHO³'HYHORSPHQWVLQ(OHFWURQLF%DQNLQJ6HUYLFH4XDOLW\´ International Journal
of Research in IT & Management, 2(5). (2012), pp. 37-43.
2
Aayushi Gupta, Santosh Dev, "Client satisfaction in Indian banks: an empirical study", Management
Research Review, Vol. 35 Iss: 7, (2012), pp.617 ± 636.
73
in that order are the most important factors impacting client satisfaction.
SERVQUAL scale for measuring service quality. A range of studies that have
applied the SERVQUAL scale in this 20-year period are examined in the
review of the literature. These studies are selected from well-known databases
scale. Despite these criticisms, the paper concluded that SERVQUAL remains
group, old private sector banks and new private sector banks consisting of 139
bank branches for the purpose of evaluating the level of customer perception of
HVWLPDWLQJ WKH EDQNHUV¶ SHUFHSWLRQ RQ FXVWRPHU VHUYLFH ,Q KLV VWXG\ KH DOVR
1
Riadh Ladhari, "A review of twenty years of SERVQUAL research", International Journal of Quality
and Service Sciences, Vol. 1 Iss: 2, (2009): pp.172 - 198
2
D.Vijayarangam, Customer relationship management practices in selected commercial banks in
Cuddalore district, Doctoral Thesis, Annamalai University (2008).
74
objectives the self made questionnaires were used. The found that difference in
age, gender, HGXFDWLRQ DQG LQFRPH RI WKH UHVSRQGHQWV GLGQ¶W LQIOXHQFH
customer perception of banking services. The findings of his study infer that
CRM practices.
the aim of his study, he selected 570 customers and 57 employees from three
new generation private banks namely: Axis, HDFC and ICICI banks. He
collected from all the distribution channels in a well organized data mart in
counters have been targeted for this study. The SERVQUAL model was
applied. The study focused on the five dimensions of service performance i.e.
1
V.Palanisamy, Customer relationship management practices of the new generation private banks in
Cuddalore district, Doctoral Thesis, Annamalai University (2012).
2
8VKDG 6XEDGDU $JDWKHH ³$Q $VVHVVPHQW RQ 6HUYLFH 4XDOLW\ LQ WKH 0DXULWLDQ %DQNLQJ 6HFWRU´
International Research Symposium in Service Management (2010), pp. 1-16
75
and responsiveness. Thus, the results of their study showed that the bankers
lowest gaps were noted for tangibles, indicating that customers are generally
VDWLVILHG ZLWK WKH EDQNV¶ SK\VLFDO IDFLOLWLHV HTXLSPHQW DQG DSSHDUDQFH RI
personnel. The result shows that those falling in the highest income groups are
675 customers from nine retail outlets of the three organized retailers namely:
Reliance fresh, Koutons and Apollo pharmacy from Chennai, Coimbatore and
customer database and inadequate sales promotion are the problem of the
organized retailers.
1
A.Elavarasan, Customers perception towards organized retailing in Tamilnadu. Doctoral Thesis,
Annamalai University (2012).
76
drivers of banking service quality are expanded and argued to be a required for
alliance, (3) information technology, (4) branch, and (5) image. The resultant
structure might help bank executives when making strategic decisions on how
quality in services. They are the creators of the SERVQUAL technique that has
1
Vahid Rangriz, Measuring of services quality in banking industry based on customer perception,
Journal of Banking Financial Services and Insurance Research, Vol. 1, Issue 4 (July, 2011), pp. 44-62.
2
A. Parasuraman, Valerie A. Zeithaml, Leonard L. Berry, ³A Conceptual Model of Service Quality
and its Implications for Future Research´ Journal of Marketing, vol.49 (1985), pp.41-50.
3
A. Parasuraman, Valerie A. Zeithaml, Leonard L. Berry, ³SERVQUAL: A Multiple-Item Scale for
Measuring Consumer Perceptions of Service Quality´ Journal of Retailing, vol. 64 no.1 (1988), pp.12-
40.
77
ago that many consider the most comprehensive investigation into service
output quality. The researchers found that consumers evaluate the process as
well as the outcome of the service received. In other words, the waiting time,
the smile, and the attitude of the employees are as important as the approval of
the loan. Through focus group interviews and later empirical investigation
(Parasuraman et al, 1985; 1988), the scholars found that consumers employed
service quality. Beginning with the most important determinant, the list
expecWHGOHYHOVRIVHUYLFHDQGWKHFXVWRPHU¶VSHUFHSWLRQRIDGHOLYHUHGVHUYLFH
expectations of service and the perception of the delivered service, the provider
quality, they distilled the original instrument into two 22-item sections that
quality, and (ii) customers perceptions of the service they actually received
from the local service organization. The result of the initial published
1
9DOHULH$=HLWKDPO/HRQDUG/%HUU\DQG$3DUDVXUDPDQ³Communication and Control Processes
in the Delivery of ServLFH4XDOLW\´ Journal of Marketing, vol.52 (1988), pp.35-48.
80
of performance and dependability (e.g. firm performs the service right the first
performance and their evaluation of the services they have received. Customers
expectations are beliefs about a service that serve as standards against which
should offer rather than what might be on offer. Expectations are also formed
1
James M. Carman, Consumer Perceptions of Service Quality: An Assessment of the SERVQUAL
Dimensions. Journal of Retailing, vol.66 no.1 (1990), 33-55.
2
A. Parasuraman, Valerie A. Zeithaml, Leonard L. Berry, A Conceptual Model of Service Quality and
its Implications for Future Research. Journal of Marketing, vol.49 (1985), 41-50.
3
A. Parasuraman, Valerie A. Zeithaml, Leonard L. Berry, SERVQUAL: A Multiple-Item Scale for
Measuring Consumer Perceptions of Service Quality. Journal of Retailing, vol. 64 no.1 (1988), 12-40.
4
$3DUDVXUDPDQ/HRQDUG/%HUU\9DOHULH$=HLWKDPO³3HUFHLYHG6HUYLFH4XDOLW\DVD&XVWRPHU-
based Performance Measure: An Empirical Examination of Organizational Barriers Using an Extended
6HUYLFH4XDOLW\0RGHO´Human Resource Management, 30(3), (1991), 335-364.
5
9DOHULH $ =HLWKDPO /HRQDUG / %HUU\ DQG $ 3DUDVXUDPDQ ³7KH QDWXUH DQG GHWHUPLQDQWV RI
FXVWRPHU H[SHFWDWLRQV RI VHUYLFH´ Journal of the Academy of Marketing Science, Vol. 21 No. 1,
(1993), 1-12.
81
IURP D YDULHW\ RI VRXUFHV VXFK DV WKH FXVWRPHUV¶ SHUVRQDO QHHGV DQG ZLVKHV;1
promises (such as price and tangibles associated with the service); by word-of-
In Figure 2.3, Zeithaml and Bitner (1996) identified four primary factors
³PRPHQWVRIWUXWK´WKHHYLGHQFHRIVHUYLFHLPDJHDQGSULFHZKLOVWSHUFHLYHG
1
Bo Edvardsson, Bertil Thomasson, and John Ovretveit, Quality of service. London: Barrie Dale,
(1994).
2
Valerie A. Zeithaml, Mary Jo Bitner, Services Marketing, The McGraw-Hill Companies, Inc., New
York, NY. (1996).
82
debate.
Thus, if perception of the actual service delivered by the supplier falls short of
2.4. When expected service exceeds perceived service, quality is less than
levels are more than satisfactory, possibly even tending towards customer
1
BDUEDUD 5 /HZLV ³Quality in the Service Sector: A Review´ International Journal of Bank
Marketing, vol.7 no.5 (1989): pp.4-12.
2
A. Parasuraman, Valerie A. Zeithaml, Leonard L. Berry, ³A Conceptual Model of Service Quality
and its Implications for Future Research´ Journal of Marketing, vol.49 (1985), pp.41-50.
3
Valerie A. Zeithaml, A. Parasuraman, Leonard L. Berry, (1990). Delivering Quality Service:
Balancing Customer Perceptions and Expectations. New York: The Free Press.
83
pleasure. Closing this gap might require toning down the expectations or
heightening the perception of what has actually been received by the customers
or a little of both.
gaps arising in the investigated service firms as in Table 2.3. The first gap is
PDQDJHPHQW PD\ QRW DOZD\V SXW WKHPVHOYHV LQ WKHLU FXVWRPHUV¶ VKRHV E\ QRW
NQRZLQJWKHLUFXVWRPHUV¶H[SHFWDWLRQVLQDGYDQFH6HFRQGO\WKHPDQDJHPHQW
perceptions-service quality specifications gap. Customers are still not the main
IRFXV LQ WKH VHUYLFH ILUPV¶ SURFHVVHV DQG PD\EH PDQDJHPHQW FRPPLWPHQW LV
lacking and the stress is therefore on the wrong service quality standards.
the service performance gap. Every single service delivered by each employee
arises. When promises do not match delivery, problems will arise. Four gaps
high quality. The gap model highlights the four organizational gaps which
contribute to the fifth gap, namely the discrepancy between the external
comparison. That is, the original SERVQUAL item pairs captured difference
FRQVXPHU H[SHFWDWLRQV RI KRZ WKH SHUIRUPDQFH ³VKRXOG EH´ 7KH LWHP SDLUV
85
(1988). However, these dimensions were not weighted in terms of the relative
imSRUWDQFH WKDW WKH VHUYLFH ILUP¶V FRQVXPHUV DWWDFK WR WKHP =HLWKDPO et al
expectations (level of what the customers believe can and should be delivered)
and adequate service expectations (level of service the customers will accept).
services.
1
A. Parasuraman, Leonard L. %HUU\9DOHULH$=HLWKDPO³3HUFHLYHG6HUYLFH4XDOLW\DVD&XVWRPHU-
based Performance Measure: An Empirical Examination of Organizational Barriers Using an Extended
6HUYLFH4XDOLW\0RGHO´Human Resource Management, 30(3), (1991), pp. 335-364.
2
Emin Babakus, and Gregory W. Boller, ³An Empirical Assessment of the SERVQUAL Scale,´
Journal of Business Research, vol.24 (1992), pp.253-268.
3
- -RVHSK &URQLQ -U DQG 6WHYHQ $ 7D\ORU ³Measuring service quality: A re-examination and
H[WHQVLRQ´ Journal of Marketing, vol.56 (1992), pp.55-68.
86
Figure 2.5.
1
Ralph E. Anderson, "Consumer Satisfaction: The Effect of Disconfirmed Expectancy on Perceived
Product Performance," Journal of Marketing Research, 10 (Feb 1973), 38-44.
2
-HUU\ & 2OVRQ 3KLOLS 'RYHU ³'LVFRQILUPDWLRQ RI &RQVXPHU ([SHFWDWLRQV WKURXJK 3URGXFW 7ULDO´
Journal of Applied Psychology, 64 (April 1979), 179-189.
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Journal of Retailing, 57(3), (1981), 49±67.
4
D.K. TVH 3& :LOWRQ ³0RGHOV RI &RQVXPHU 6DWLVIDFWLRQ )RUPDWLRQ $Q ([WHQVLRQ´ Journal of
Marketing Research 25 (May 1988): 204-212.
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Prior
Attitude
Exp
Disconfirmation CS/D SQ
Perf
(a)
and direction of the discrepancy between prior expectations and actual product
disconfirmation results and this also leads to satisfaction. On the other hand,
1
- 6ZDQ / &RPEV ³3URGXFW SHUIRUPDQFH DQG FRQVXPHU VDWLVIDFWLRQ $ QHZ FRQFHSW´ Journal of
Marketing, 40(4), (1976), 25-33.
2
5LFKDUG / 2OLYHU ³$ &RJQLWLYH 0RGHO RI WKH $QWHFHGHQWV DQG &RQVHTXHQFHV RI 6DWLVIDFWLRQ
'HFLVLRQV´Journal of Marketing Research Vol. 17, No. 4 (Nov., 1980), pp. 460-469
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0DU\ %HWK %DUEHU DQG 0HHUD 9HQNDWUDPDQ ³7KH 'HWHUPLQDQWV RI 6DWLVIDFtion for a High
,QYROYHPHQW3URGXFW7KUHH5LYDO+\SRWKHVHVDQG7KHLU,PSOLFDWLRQVLQWKH+HDOWK&DUH&RQWH[W´LQ
NA - Advances in Consumer Research Volume 13, eds. Richard J. Lutz, Provo, UT: Association for
Consumer Research, Pages: 316-320.
88
1
Richard L. Oliver, William O. Bearden, ³Disconfirmation Processes and Consumer Evaluations in
Product Usage,´ Journal of Business Research, 13 (June 1985), 235-246.
2
Richard L. Oliver, John E. Swan, ³Consumer perceptions of interpersonal equity and satisfaction in
transactions: a field survey approach,´ Journal of Marketing, Vol. 53 (1989), pp.21-35.
3
Paul G. Patterson, Lester W. Johnson, Disconfirmation of Expectations and the Gap model of service
quality: an integrated paradigm, Journal of Consumer Satisfaction, Dissatisfaction and Complaining
Behaviour, Vol.6, (1993), pp. 90-99.
4
'. 7VH 3& :LOWRQ ³0RGHOV RI &RQVXPHU 6DWLVIDFWLRQ )RUPDWLRQ $Q ([WHQVLRQ´ Journal of
Marketing Research 25 (May 1988): 204-212.
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and direction of the discrepancy between prior expectations and actual product
disconfirmation results and this also leads to satisfaction. On the other hand,
determinant of satisfaction.
process, consumers form perceptions, which result in a set of beliefs about how
the product has performed along some set of performance dimensions. The
1
5:RRGUXII(&DGRWWH5-HQNLQV³0RGHOLQJ consumer satisfaction processes using experienced-
EDVHGQRUPV´Journal of Marketing Research, 20(8), (1983), 296-304.
2
Richard L. Oliver, William O. Bearden, (1983). The role of involvement in satisfaction processes. In
Bagozzi R., Tybout A. (Eds.), Advances in Consumer Research, 10 (pp. 250-255). Ann Arbor:
Association of Consumer Research.
90
Thus, for a given decision, the major issue is whether expectations are
of performance alone.1
Most theories of behavior share a belief that the single best predictor of
DQLQGLYLGXDO¶VEHKDYLRULVVLPSO\KLVKHULQWHQWLRQWRHQJDJHLQWKDWEHKDYLRU
Thus, virtually all theories of behavior include some version of the construct of
cited of these theories is the Theory of Reasoned Action,2 which has BI as its
focal antecedent. Together with its offshoot, the Theory of Planned Behavior,3
the TRA illustrates many of the issues surrounding the conceptualization and
comply with these expectations. Fishbein and Ajzen suggested, however, that
attitudes and norms are not weighted equally in predicting behavior. "Indeed,
depending on the individual and the situation, these factors might be very
of these factors in the predictive formula of the theory. Fishbein and Ajzen
degree predict actual behavior. Since then, number of research has used
affects behavioural intentions. Their model assumes the following casual chain:
Customer Behavioural
Service Quality
Satisfaction Intentions
1
$*:RRGVLGH//)UH\57'DO\³/LQNLQJ6HUYLFH4XDOLW\3DWLHQW6DWLVIDFWLRQDQG%HKDYLRXUDO
,QWHQWLRQ´Journal of Health Care Marketing, Vol. 7, (March 1989), pp 61-68.
2
6WHYHQ $7D\ORU7KRPDV /%DNHU³$Q Assessment of the Relationship Between Service Quality
DQG&XVWRPHU6DWLVIDFWLRQLQWKH)RUPDWLRQRI&RQVXPHUV¶3XUFKDVH,QWHQWLRQV´Journal of Retailing,
70 (2), (1994), 163-178.
92
with regards to service loyalty. Little empirical research has focused explicitly
(4) complaining behaviour. On the basis of factor analysis on the 13-item scale,
service quality mediate between service quality and the financial gains or
quality are high, the behavioral intentions are favorable, which strengthens
their relationship with the organization. In the other hand, when service quality
assessments are low, customers' behavioral intentions are unfavorable and the
1
9DOHULH $ =HLWKDPO /HRQDUG / %HUU\ DQG $ 3DUDVXUDPDQ ³The Behavioural Consequences of
6HUYLFH4XDOLW\´Journal of Marketing, 60, (1996), 31-46.
93
customers had remained with or had defected from the organization. Zeithaml
saying positive things and recommending the services to others, paying the
organization. Cognitive loyalty has been operationalized as the service that first
comes to one's mind when making a purchase decision and the service, which
scale for measuring service loyalty dimensions and the relationships between
dimensions of service quality and these service loyalty dimensions. The results
of their study with large sample of customers from four different service
1
03 3ULFKDUG '5 +RZDUG 0( +DYLW] ³/R\DOW\ PHDVXUHPHQW $ FULWLFDO H[DPLQDWLRQ DQG
WKHRUHWLFDOH[WHQVLRQ´ Leisure Sciences, 14(2), (1992), 155±164.
2
Josée Bloemer, Ko de Ruyter, and Martin Wetzels, "Linking perceived service quality and service
loyalty: a multi-dimensional perspective", European Journal of Marketing, Vol. 33 Iss: 11/12, (1999),
pp.1082 ± 1106.
94
recommend a bank and their intention to remain with their main bank short-
term (in the next six months) and long-term (from six months to five years). The
were drawn from the literature and included in three separate regression models
variables: 71 per cent for willingness to recommend, 43 per cent for short-term
intentions and 46 per cent for long-term intentions. The study adds to the
banking. It also found evidence that not all five SERVQUAL measures are
satisfaction and the long-term usage intention of SSB. In their proposed model,
1
Shih-Chih Chen, and Huei-+XDQJ&KHQ³The empirical study of customer satisfaction and continued
behavioural intention towards self-service EDQNLQJ WHFKQRORJ\ UHDGLQHVV DV DQ DQWHFHGHQW´
International Journal of Electronic Finance. Vol. 3, No.1 (March 2009). pp. 64-76.
96
evaluated using web-based survey data collected from 388 users about their
perceptions of SSB. Overall, the results revealed that the effects of optimism
and innovativeness are very important, but that discomfort and insecurity do
to select the respondents from two major public banks of Tirchirappalli city of
Tamilnadu, India. Using multiple regression analysis they identified the service
variables were used to develop scale items that were pretested for content
1
.5DYLFKDQGUDQ.%KDUJDYL6$UXQ.XPDU³,QIOXHQFHRI6HUYLFH4XDOLW\RQ%DQNLQJ&XVWRPHUV¶
%HKDYLRXUDO,QWHQWLRQV´ International Journal of Economics and Finance Vol. 2, No. 4, (2010), 18-28.
2
Fred D. 'DYLV ³3HUFHLYHG XVHIXOQHVV SHUFHLYHG HDVH RI XVH DQG XVHU DFFHSWDQFH RI LQIRUPDWLRQ
WHFKQRORJ\´MIS Quarterly, Vol. 13, No. 3 (Sep 1989), pp. 319-340.
97
validity and then tested for reliability and construct validity in two studies
involving a total of 152 users and four application programs. The measures
were refined and stream-lined, resulting in two six-item scales with reliabilities
of .98 for usefulness and .94 for ease of use. The scales exhibited high
and self-predicted future usage (r= .85, Study 2). Perceived ease of use was
also significantly correlated with current usage (r=.45, Study 1) and future
usage (r=.59, Study 2). In both studies, usefulness had a significantly greater
correlation with usage behavior than did ease of use. Regression analyses
usage.
study of 107 users, intentions to use a specific system, measured after a one-
hour introduction to the system, were correlated 0.35 with system use 14 weeks
later. The intention-usage correlation was 0.63 at the end of this time period.
1
Fred D. DDYLV 5LFKDUG 3 %DJR]]L DQG 3DXO 5 :DUVKDZ ³User Acceptance of Computer
7HFKQRORJ\$&RPSDULVRQRI7ZR7KHRUHWLFDO0RGHOV´Management Science 35.8 (1989): 982-1002.
98
than half of the variance in intentions at the end of 14 weeks. Perceived ease of
use had a small but significant effect on intentions as well, although this effect
subsided over time. Attitudes only partially mediated the effects of these beliefs
user acceptance, with practical value for evaluating systems and guiding
computer technology.
to use an IS: the technology acceptance model (TAM) and the theory of
possible, not favoring one model over the other. Both TAM and TPB predicted
advantage. TAM is easier to apply, but only supplies very general information
on users' opinions about a system. TPB provides more specific information that
environmental survey. Results reveal that (1) both intention to recycle, and
1
Kieran Mathieson, ³Predicting User Intentions: Comparing the Technology Acceptance Model with
the Theory of Planned Behavior,´ Information Systems Research 2(3) (1991): 173-191.
2
6 7D\ORU 3 7RGG ³$Q LQWHJUDWHG PRGHO RI ZDVWH PDQDJHPHQW EHKDYLRU $ WHVW RI KRXVHKROG
UHF\FOLQJDQGFRPSRVWLQJLQWHQWLRQV´Environment and Behavior, 27, (1995), 603-630.
99
control but was negatively influenced by subjective norms, (2) attitude towards
perceived ease of use. The model proposes control (internal and external -
early perceptions about the ease of use of a new system. With increasing
anchored to the general beliefs regarding computers and computer use, will
1
99HQNDWHVK³'HWHUPLQDQWVRI3HUFHLYHG(DVHRI8VH,QWHJUDWLQJ&RQWURO,QWULQVLF0RWLYDWLRQDQG
(PRWLRQLQWRWKH7HFKQRORJ\$FFHSWDQFH0RGHO´Information Systems Research, 11, (2000), 342-365.
100
banking context and to segment the customers of banks based on high service
Another objective was to determine the relative importance of each of the five
of service quality showed the highest shortfall considering all banks together
and the dimension of assurance shows the smallest shortfall. One finding of her
study is that the cooperative banks are ahead of the private and public sector
context.
1
3DUPLWD0HKWD³0HDVXULQJVHUYLFHTXDOLW\LQUHWDLOEDQNLQJVHFWRULQFRQWH[WRI*XMDUDW´Ninth AIMS
International Conference on Management, (2012), pp.38-46
101
studies both SERVQUAL and SERVPERF scales have been used for
developed for their study. Through factor analysis four dimensions of service
quality have been obtained. The results from regression analysis suggested that
banking.
gaps and to estimate customer dissatisfaction based on those gaps in the Iran
Travel Agency (ITA) as one of the international travel agencies of the country.
agency have been asked to fill the questionnaires. The correlation of service
quality gaps and then the relationship between overall customer dissatisfaction
1
%DUDEDUD &XOLEHUJ DQG ,FD 5RMVHN ³,GHQWLI\ VHUYLFH TXDOLW\ GLPHQVLRQV DV DQWHFHGHQWV WR FXVWRPHU
VDWLVIDFWLRQLQUHWDLOEDQNLQJ´Economic and Business Review, 12(3), (2010): 151-166.
2
$UDVK 6KDKLQ DQG 1DVVLEHK -DQDW\DQ ³(VWLPDWLRQ RI &XVWRPHU 'LVVDWLVIDFWLRQ %DVHG RQ 6HUYLFH
4XDOLW\ *DSV E\ &RUUHODWLRQ DQG 5HJUHVVLRQ $QDO\VLV LQ D 7UDYHO $JHQF\´ International Journal of
Business and Management, 6(3), (March 2011): 99-108.
102
and major service quality gaps are determined by correlation and regression
analysis. Their findings imply that the maximum value of gap is related to
tangibles. The minimum values of the gaps are also related to on time delivery
and reputation of service. The correlation analysis has not addressed any
approved and estimated linear correlation between the gaps of empathy and
outpatient care units in Valparaíso, Chile, one of primary care (n=100) and the
other of secondary care (n=249). Two cutting points were considered in the
very satisfied versus all others. Results were compared with empirical
individuals and size of the median). The response rate was very high, over
explaining satisfaction at the primary care unit. The proportion of the total
1
9HUGHVVL %' * -DUD 5 )XHQWHV -& *RQ]DOH] ) (VSHMR DQG $& GH $]HYHGR ³The role of
discriminant analysis in the refinement of customer satisfaction assessment´ Rev. Saúde Pública, 34
(6), (2000): 623-30.
103
variability explained by the model was very high (over 99.4%) in both units,
satisfied versus all other customers, significant relationship was identified only
in the case of the primary care unit, which explained a small proportion of the
setting as well as industry specific to the banking industry which is the focus of
services, services used, and primary location for receiving service on service
services, the current work aims to evaluate the degree to which service quality
customers in India.
third chapter outlines the structure of the study, the materials and methods used
were elaborated.