A STUDY ON SERVICE QUALITY OF JAYARAJ KARZ, TRICHY.

Project Report Submitted in partial fulfillment of the requirements for the Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION Submitted By B.ABUBACKER (Reg.No10MBA003) Under the guidance of S. DAWOOD ALI M.B.A., M.Phil.

Since 1951 JAMAL INSTITUTE OF MANAGEMENT ( AICTE Approved and NBA Accredited, New Delhi ) JAMAL MOHAMED COLLEGE

College with Potential for Excellence Autonomous and affiliated to Bharathidasan University Accredited with A Grade by NAAC CGPA 3.6 out of 4.0
TIRUCHIRAPPALLI620 020.

April 2012

JAMAL INSTITUTE OF MANAGEMENT ( AICTE Approved and NBA Accredited, New Delhi ) JAMAL MOHAMED COLLEGE

College with Potential for Excellence Autonomous and affiliated to Bharathidasan University Accredited with A Grade by NAAC CGPA 3.6 out of 4.0
TIRUCHIRAPPALLI620 020.

Since 1951

CERTIFICATE
This is to certify that the Project report entitled A STUDY ON SERVICE QUALITY OF JAYARAJ KARZ, TRICHY is a bonafide record of the work done by MR.B.ABUBACKER with Register No.10MBA003 in partial fulfillment of the requirement for the award of degree of MASTER OF BUSINESS ADMINISTRATION, affiliated to the Bharathidasan University, submitted to the Jamal Institute of Management, Jamal Mohamed College (Autonomous) during the year 2011 - 2012.

Director

Head

Guide

External Examiner

ACKNOWLEDGEMENT

I am deeply indebted to the Principal Dr. R.KADER MOHIDEEN M.Com, M.Phil., Ph.D., MBA. Jamal Mohamed College for having given me the opportunity to do this professional course in this institution.

I am very much grateful to Dr. K. ABDUS SAMAD MBA., M.Phil., Ph.D. Director of Jamal Institute of Management, Jamal Mohamed College for providing me on excellent environment for undergoing the professional course and given official permission to do this project.

I am very much grateful to Dr. BEJOY JOHN THOMAS MBA., M.Phil. NET. (MANAGEMENT), Ph.D. Head of the Department of Jamal Institute of Management, Jamal Mohamed College for his continuous support in the execution of this project.

Words alone cannot express my deep gratitude to S. DAWOOD ALI M.B.A., M.Phil. Assistant professor of Jamal Institute of Management, Jamal Mohamed College, whose guidance made this project an enlightening educational experience. I would like to express my deep sense of gratitude to K.N. MOHAMED FAZIL M.A. Assistant professor of Jamal Institute of Management, Jamal Mohamed college, who guide me in the tools using .

I am very grateful and thankful to the entire faculty members of Jamal Institute of Management, Jamal Mohamed College, for their constant inspirations and directions at all levels of this research work.

I would like to express my deep sense of gratitude to Department staff, my parents, and my Friends who were supported in the arrangement of study for extending their helping hands to complete this study and make the project in grand success.

B.ABUBACKER

CONTENTS
CHAPTER I PARTICULARS DESIGN AND EXECUTION OF THE STUDY 1. Introduction 2. Research Problem 3. Review of literature 4. Research Objective 5. Research methodology (a) Research design (b) Nature of data (c) Pilot study (d) Universe (e) Sampling unit (f) Sample Size (g) Sampling method (h) Method of data collection (i) Data Analysis (j) Limitation of the study (k) Chapterisation II PROFILE Industry Company III IV DATA ANALYSIS AND INTERPRETATIONS FINDINGS, SUGGESTIONS AND CONCLUSION BIBLIOGRAPHY ANNEXURE PAGE NO.

LIST OF TABLE S.NO 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. TABLE NO III.1 III.2 III.3 III.4 III.5 III.6 III.7 III.8 III.9 III.10 III.11 III.12 III.13 III.14 III.15 III.16 III.17 III.18 III.19 III.20 III.21 III.22 III.23 III.24 III.25 III.26 III.27 III.28 PARTICULARS GENDER AGE MARITAL STATUS EDUCATION OCCUPATION INCOME MODERN LOOKING PHYSICAL FACILITY MATERIALS IN SHOWROOM WORK PROMISE SERVICE AT RISHT TIME MERCHANDISE AVAILABILITY ERROR FREE SALE TRANSACTION KNOWLEDGE OF EMPLOYEES BEHAVIOR OF THE EMPLOYEE CUSTOMER FEEL SAFE FRIENDLY EMPLOYEE SHOWROOM BUSY INDIVIDUAL ATTENTION SHOWROOM TREAT CUSTOMER SINCERE INTEREST CUSTOMER COMPLAINTS DIRECTLY HIGH QUALITY MERCHANDISE OPERATING HOURS TEST DRIVE CHI-S QUARE TEST 1 CHI-SQUARE TEST 2 CORRELATIONS PAGE NO

LIST OF CHARTS S.NO 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. CHART NO III.1 III.2 III.3 III.4 III.5 III.6 III.7 III.8 III.9 III.10 III.11 III.12 III.13 III.14 III.15 III.16 III.17 III.18 III.19 III.20 III.21 III.22 III.23 III.24 III.25 III.26 3.27 3.28 PARTICULARS GENDER AGE MARITAL STATUS EDUCATION OCCUPATION INCOME MODERN LOOKING PHYSICAL FACILITY MATERIALS IN SHOWROOM WORK PROMISE SERVICE AT RISHT TIME MERCHANDISE AVAILABILITY ERROR FREE SALE TRANSACTION KNOWLEDGE OF EMPLOYEES BEHAVIOR OF THE EMPLOYEE CUSTOMER FEEL SAFE FRIENDLY EMPLOYEE SHOWROOM BUSY INDIVIDUAL ATTENTION SHOWROOM TREAT CUSTOMER SINCERE INTEREST CUSTOMER COMPLAINTS DIRECTLY HIGH QUALITY MERCHANDISE OPERATING HOURS TEST DRIVE CHI-S QUARE TEST 1 CORRELATIONS CORRESPONDENCE ANALYSIS PAGE NO

I. INTRODUCTION OF THE STUDY

SERVICE QUALITY

This study analyses a dynamic model of service quality in Jayaraj Karz in Trichy. After reviewing the relevant literature on service quality, we will use a dynamic model and then will analyze data generated from an empirical study. The study includes the findings, suggestions for future research.

As it is well known, quality is accepted as being an important factor that determines the demand of goods and services as well as a main indicator that affects the competitive advantage of firms (Fitzsimmons & Fitzsimmons, 1994). There is a rich collection of research literature on service performance and service quality. The term of quality in the service sector seems to be different from the term in the goods market. Since the production in the service sector is generally an abstract term, evaluating service quality becomes more difficult than evaluating the quality of goods. Therefore, service quality measurements were, in general, made by means of using consumers perception about the quality of the services Consumers perception is the main indicator of quality in customer service (OConnor, Shewchuk & Carney, 1994; Cronin & Taylor, 1992). According to some researchers, although true level of service quality can be quite low (or high) the main key is how consumers perceive the quality of service and the efficiency of the owners (Petersen 1988). Most of the researchers on that issue believe that there is a relationship between the perception of the consumers on the quality of the services and their satisfaction (Cronin &Taylor, 1994; McAlexander, Kaldenberg & Koenig, 1994).

Consumer satisfaction appears to be a major device in order to take critical decisions in these showroom services (Gilbert, Lumpkin & Dant, 1992). Therefore, service providers, as a matter of fact, take the satisfaction of customers into account as a main goal of the strategies of their firms (Zeithaml & Bitner, 2000). There were many studies on measuring service quality in the showroom sector that use satisfaction of consumers.1 Service quality studies were mainly based on the satisfaction of patients or their judgment about service quality (Babakus & Mangold, 1992; Carman, 1990; Parasuraman, Zeithaml, & Berry, 1985;

Parasuraman, Zeithaml, & Berry, 1988; Zeithaml, Berry, & Parasuraman, 1993; Reidenbach & Sandifer-Smallwood, 1990)

Most of the service sectors consider that works quality is explained by perception and expectation. These studies usually use Parasuramans SERVQUAL scale to measure service quality or consumers overall satisfaction.3 According to this scale, quality defines a gap between perceived expectations (E) and performance (P) and if the performance exceeds expectations the consumer will attain more satisfaction. (Kopalle & Lehman, 2001). These expectations were based on ones own and others experiences. Most service sector literature focus upon the static models (Parasuraman, Zeitham & Berry, 1985, 1988, 1993; Babakus & Mangold,1992; Cronin & Taylor, 1992, 1994; Boulding, Kalra & Stealing 1993; Johnson & Ferstl, 1999). However, one needs to remember that there were also some researchers who work with a dynamic framework as well ( Kopalle & Lehman 2001; Kara, Tarm & Zaim, 2003).

We have some studies on the quality of the showroom service. It has been observed, through these studies, that the quality of the showroom service is quite low and inadequate. customers were dissatisfied with the level of service provided in the showroom (Kara, Tarm & Zaim, 2003; Dursun & eri, 2004). The main reasons behind this might be such factors as overcrowding, and the lack of adequate manpower and equipment. At this point, showroom seem to be the alternative which is able to increase the satisfaction of consumers in Turkey

Indeed, over the course of last decades, comparable to other OECD countries, showroom has been increasing in Turkey. The number of showroom is in a tremendously increasing trend. While the number of showroom was 80 in 1980 it increased to 268 in 2005.5 Economic liberalization of the country after the 1980s and incentives provided in this process stand as the major reason behind this increase (Sava, 2002: 21). Also negative perception and belief found among Turkish consumers about the service quality of public hospitals seem to be another factor directing consumers to the showroom (Sava, 2002; Kara, Tarm & Zaim, 2003). Showroom, in Turkey, have obtained their revenues from mainly three sources. These were out-of-pocket payments, government contracts and private insurance (Berman & Tatar, 2004) .6 Before July 2003 patients purchased these private services by outof-pocket payments only.7 But after that, a great number of patients, in Turkey, who have social security under such organizations as Government Employee Retirement and Blue-

Collar Public Sector Employee started to receive health services from showroom.8 Turkish government decided to make some new arrangements in order to decrease the costs of the contracts made between Ministry of Health and showroom in 2006. After these arrangements the showroom were deferred to patients in the cost of service has increased.

Despite some improvements allowing the purchase of private services there were still fundamental problems in showroom services. In Turkey, the government always controls the showroom in respect of the quality of services and prices within the framework of contracts. But still it is believed that there were fundamental questions about quality, price and outcomes in showroom.

This study analyses the quality of showroom with respect to the services they give and the satisfaction of their consumers. By doing this the study will provide us the basis to understand and assess if the claim about fundamental questions with the quality, pricing and outcomes of showroom is accurate or not

The SERVQUAL (Service Quality) Model Much of the contemporary theories consider service quality from the viewpoints of both provider and customer, and Parasuraman et al. (1985) propose a model, which enables perceptual gaps to be identified. In 1991, these authors developed this framework into the SERVQUAL scale, which enables actual service delivery to be measured. Zeithaml et al. (1990) suggest that the criteria used by customers in molding their expectations and perceptions fit in five dimensions of service quality: Tangibles: physical evidence, appearance of physical facilities, personnel, and Communication materials. Reliability: ability to perform the promised service dependably and accurately. Responsiveness: willingness to help customers and provide prompt service. Assurance: knowledge and courtesy of employees and their ability to convey trust and confidence. Empathy: provision of individualized caring attention to customers.

The SERVQUAL model of service quality claims that the consumer evaluates the quality of a service experience as the outcome of the difference (gap) between expected and perceived service (Zeithaml et al. 1990). The model also highlights the main requirements for delivering high service quality and is a useful framework to assess the quality of hotels. The SERVQUAL model of service quality identifies five gaps that cause unsuccessful delivery. These five quality gaps were the result of inconsistencies in the quality management process (Zeithaml et al. 1990): Gap 1.The management perception gap. Managers perceptions of customers expectations may be different from actual customers needs and desires, suggesting that management perceives the quality expectations inaccurately. Gap 2.The quality specification gap. Divergences in service quality specifications might signify that, even if customer needs were known, they may not be translated into appropriate service specifications.

Gap 3.The service delivery gap. This is referred to as the service performance gap and denotes that quality specifications were not met by the performance in the service production and delivery process. Gap 4.The market communication gap. This gap indicates that promises given by market communication activities were not consistent with the service delivered. Gap 5.The perceived service quality gap. This gap results when the perceived service falls short of the expectations of customers (Zeithaml et al. 1990). Brogowicz et al. (1990) contend that this gap is the most important, because it compweres actual to perceived service delivery. Zeithaml and Bitner (2003) stated that in order to manage service quality, it was important to manage the gaps between expectations and perceptions on the part of the management, employers and customers. Service quality scores (Q) can be measured by subtracting the customers perception score (P) from the customers expectations score (E). This can be denoted by the equation: Q= P-E (Zeithaml etal.1990).

The SERVQUAL model has come in for criticism from, for example, Johns (1996) argues that it may be too cumbersome for general use, but provides a useful service tool,

which can: point the way forward for more rigorous quality monitoring. Despite criticism, SERVQUAL has been used to measure service quality in a variety of contexts, including Hospitals Emin Babakus et al. (1991),Hotels Al-Rousan et al. (2010), Banks Newman, K. (2001), and Airline services Zhao, J. (2000).Other researchers refuted the criticism when they proposed that practitioners require a generic model to ensure reliability, which allows both cross-industry and cross-functional comparisons to be made Pitt etal., 1997

ORIGIN OF SERVQUAL HISTORY:

The authors conducted a qualitative study, from which they concluded that customers ranked the importance of two SERVQUAL dimensions consistently. Regardless of service industry. Reliability is the most important contributing factor to service quality and tangibles is the least important.

USAGE OF SERVQUAL. APPLICATIONS:

SERVQUAL is widely used within service industries to understand the

perceptions of target customers regarding their service needs. And to provide a measurement of the service quality of the organization.

SERVQUAL may also be applied internally to understand employees'

perceptions of service quality. With the objective of achieving service improvement.

STEPS IN SERVQUAL PROCESS:

The method essentially involves conducting a sample survey of customers so that their perceived service needs were understood. And for measuring their perceptions of service quality for the organization in question.

Customers were asked to answer numerous questions within each dimension that determines: The relative importance of each attribute. A measurement of performance expectations that would relate to an "excellent" company. A measurement of performance for the company in question. This provides an assessment of the gap between desired and actual performance, together with a ranking of the importance of service criteria. This allows an organization to focus its resources. To maximize service quality whilst costs were controlled. STRENGTHS &BENEFITS OF SERVQUAL: Most users would agree that a comprehensive and thorough examination of service needs and service quality provides an invaluable approach to improving service quality. SERVQUAL provides detailed information about:

Customer perceptions of service (a benchmark established by your own

customers)

Performance levels as perceived by customers Customer comments and suggestions Impressions from employees with respect to customers expectations and

satisfaction.

LIMITATIONS OF SERVQUAL:

There have been a number of studies that doubt the validity of the 5 dimensions. And of the uniform applicability of the method for all service sectors. According to an analysis by Thomas P. Van Dyke, Victor R. Prybutok, and Leon A. Kappelman, it appears that the use of difference scores in calculating SERVQUAL contributes to problems with the reliability, discriminant validity, convergent validity, and predictive validity of the measurement. These findings suggest that caution should be exercised in the use of SERVQUAL scores and that further work is needed in the development of measures for assessing the quality of information services.

ASSUMPTIONS OF SERVQUAL:

The results of market surveys were accurate. The validity of the model is

based around the results of empirical studies. A number of academics have since performed further empirical studies that appear to contradict some of the original findings.

Customer needs can be documented and captured, and they remain stable

during the whole process.

Parasuraman, Zeithaml and Berry (1985) identified ten determinants of service quality that may relate to any service:

Competence (Possession of the required skills and knowledge to perform the service:

knowledge and skill of the contact personnel, knowledge and skill of the operational support personnel, research capability of the organization)

Courtesy (Politeness, respect, consideration and friendliness of the contact personnel: consideration for the customer's property, clean and neat appearance of public contact personnel)

Credibility (Trustworthiness, believability and honesty. It involves having the customer's best interest at heart: company name, company reputation, personal characteristics of the contact personnel)

Security (Freedom from danger, risk or doubt: physical safety, financial security, confidentiality)

Access (Approachability and ease of contact: Service is easily accessible, waiting time to receive service is not extensive, convenient hours of operation, convenient location of service facility)

Communication (Informing the customers in a language they can understand and

listening to them. It may mean that the company has to adjust its language for different consumers: explaining the service itself, explaining how much the service will cost, explaining the trade-offs between service and cost, assuring the consumer that the problem will be handled)

Understanding/ knowing the customer (Making the effort to understand the

customer's needs: understanding customer's specific needs, providing individualized attention, recognizing the customer)

Tangibles (Physical evidence of the service: appearance of physical facilities, tools and equipments used to provide the service, appearance of personnel and communication materials, other customers in the service facility)

Reliability (The ability to perform the promised service dependably and accurately: service is performed right at the first time, the company keeps its promises in accuracy in billing, in keeping records correctly and in performing the services at the designated time)

Responsiveness (The willingness and/ or readiness of employees to help customers and to provide prompt service, timeliness of service: mailing a transaction slip immediately, setting up appointments quickly)

Later they were reduced to five by Parasuraman, Zeithaml and Berry (1988):

Tangibles (Physical evidence of the service: appearance of physical facilities, tools and equipments used to provide the service, appearance of personnel and communication materials)

Reliability (The ability to perform the promised service dependably and accurately: consistency of performance and dependability, service is performed right at the first time, the company keeps its promises in accuracy in billing and keeping records correctly, performing the services at the designated time)

Responsiveness (The willingness and/ or readiness of employees to help customers and to provide prompt service, timeliness of service: mailing a transaction slip immediately, setting up appointments quickly)

Assurance (The knowledge and courtesy of employees and their ability to convey trust

and confidence: competence (possession of the required skills and knowledge to perform the service), courtesy (consideration for the customer's property, clean and neat appearance of public contact personnel), trustworthiness, security (safety and confidentiality))

Empathy (The provision of caring, individualized attention to customers: informing the customers in a language they can understand, Understanding customer's specific needs, Providing individualized attention)

A sixth criterion was proposed by Grnroos in 1988: recovery. It has the same effect as the junk yard strategy, which is used to support the zero defects strategy. The customer needs to stay happy. Since there were many bad services being delivered to the customer and according to latest researches 12 good service encounters were needed to make up a bad one, the criterion recovery can play an important role.

Use of SERVQUAL Instrument in the Hospitality Industry

The SERVQUAL model consists of 22 statements for assessing consumer (guest) perceptions and expectations regarding the quality of a service. Respondents (Guests) were asked to rate their level of agreement or disagreement with given statements on a five point Likert scale. Consumers (Guests)perceptions were based on the actual service they receive, while consumers (guests) expectations were based on past experiences and information received. Several researchers used SERVQUAL instrument to examine consumers expectations of hospitality organizations. Researchers arrived at the most important dimensions of the service, that is, assurance, reliability and tangibles although they did rank them in different orders (Saleh and Ryan, 1991; Fick and Richie, 1991; Bojanic and Rosen, 1994).Saleh and Ryan (1991) examined the hotel managers perception of consumer expectations and found that most important dimensions of reliability, tangibles and assurance correlated with order, but not the degree of consumer expectations. In their research in the hotel sector, Gabbie and ONeill (1997)

reported that the higher expectations of consumer related to the dimensions of reliability and assurance while the dimensions of tangibility and empathy were lowest in their rankings. According to theServqual model quality is determined by evaluating the relationship between the expected and the actual and a reflection of the deviations. In this model the guest is usually the center of the evaluation(Buttle, 1996).

SERVICE QUALITY CONCEPT

Service quality has been defined in services marketing literature as an overall

assessment of service by the customers. Perceived service quality is believed to be resulting from comparison between customers prior expectations about the service and their perceptions after actual experience of service performance. (Asubonteng et al., 1996; Parasuraman et al., 1985). Service quality has been defined in services marketing literature as an overall

assessment of service by the customers. Perceived service quality is believed to be resulting from comparison between customers prior expectations about the service and their perceptions after actual experience of service performance. (Asubonteng et al., 1996; Parasuraman et al., 1985).

RESEARCH PROBLEM:
The study is aimed to know the showrooms service quality and satisfaction level of customers and give the valuable suggestions for increasing services offered in the showroom. Regarding the showrooms physical facility, test drive, respond to customers and other aspects of the showroom.

REVIEW OF LITERATURE

C.N. Krishna Naik Head & Chairman, Board of Studies, Sri Krishna Devaraya Institute of Management Sri Krishna Devaraya University, Anantapur, Andhra Pradesh, India
Service Quality within retail units is pivotal for satisfying customers, retaining them and creating loyalty amongst customers. This research uses SERVQUAL to analyze the gap between perceptions and expectations of the customer, concerning with the service at retail

units in the South Indian state of Andhra Pradesh. Customer Satisfaction level is assessed for the services offered at select retail units in the city of Hyderabad. Five dimensions in service quality (servqual), tangibility, reliability, responsiveness, empathy, and assurance (Parasuraman, Zeithaml, &Berry, 1985) have been considered for this empirical research. General purpose of this research to know some factors that impact customer satisfaction. The purposes were (1) to describe applied of service quality (servqual) dimension in retail Business (2) to know service quality (servqual) dimensions that make customers satisfied, and (3) to know service quality (servqual) dimensions that were dominant in influencing customer satisfaction. The research methodology was carried out in a survey cross sectional applied to 369 respondents. The data obtained was analyzed by using reliability method, correlation and regression. Result of research showed that services offered by retail units have positive impact and were significant in building customer satisfaction. Findings of this empirical research reiterate the point of view that Service Quality dimensions were crucial for customer satisfaction in retailing a burgeoning sector with high growth potential and opportunities in fast growing economies like Indias.

Dr. Chaisomphol chaoprasert

The main objective of this study is to find the interrelationships between service quality attributes, customer satisfaction and customer loyalty in the retail banking sector in Bangladesh. The study sought to identify the most important attributes in bank settings, which may be used to review characteristics of the banks as experienced by customers. In Bangladesh, no study has yet investigated the above mentioned interrelationship. The purpose of this study is to fill this gap.

Nor Khalidah Abu Faculty of Business Administration Universiti Tun Abdul Razak Kelana Jaya, Selangor, Malaysia

The slow growth of grocery products in Malaysia since the Asian financial crisis and the influx of multinational and large scale retailers since early 1990s allow Malaysian consumers to be more selective of their choice of grocery stores. Smaller grocery stores in Malaysia were seen as offering more personal services but with inadequate stocks and facilities; a contrast to the larger retailers which were seen as offering better merchandise choice and public amenities but with standardized and non-personalized services.As grocery retailers were seen as offering similar products in the store, improving service quality is seen as critical to ensure customer loyalty. Despite the extensive research on the measures used by consumers to measure service quality in the service sector, there is lack of empirical studies on it in the retail sector. A need to look into service quality dimensions for each country is called for, as each country is believed to have its own unique set of quality dimensions. This conceptual paper identifies the service quality dimensions critical to urban grocery shoppers for small, medium, and large-sized grocery stores. It will identify the critical quality dimension of Malaysia urban grocery shoppers based on the Retail Service Quality Scale by Dabholkar et al., (1996) that takes into account the retail setting.

Shahril Shafie Dr Wan Nursofiza Wan Azmi Professor Sudin Haron

Liberalisation, deregulation and technological advancement have led to an integrated banking industry. This created a highly competitive market place. Since the products and services provided by Islamic banks were generally undifferentiated to conventional banks, they have to been seen as banks that offer high quality products and services. For this reason the management of Islamic bank must be sensitive to its customers satisfactions when using their facilities. Applying CARTER model this study measures the perceptions of Malaysian Islamic banks retail customers and found that the level of satisfaction is significant.

RESEARCH OBJECTIVES PRIMARY OBJECTIVE: The primary objective is to find out the service quality provided by jayaraj karz to their customers. SECONDARY OBJECTIVES: To find out the level of services offered in different dimensions regarding providing service in time, test drive, services offered. To examine about the usage of the services by the customers. RESEARCH METHODOLOGY RESAERCH DESIGN: A research design is considered as the framework or plan for the study that guides as well as helps the data collection and analysis of data. The research design may exploratory, descriptive and experimental for the view of the consumer were collected so as to some strategies. DESCRIPTIVE RESEARCH: A descriptive study is to obtain a complete and accurate description of the situation. Descriptive research for the study was based on clear cut objectives and formal questionnaire. NATURE OF DATA: The sources of primary and secondary data were used for the collection of information for the study. PILOT STUDY: A pilot study was undertaken prior to the main study by the researcher. The purpose is to find out the initial response for the product before getting deep on to the project. The sample size is 25.The researcher had a decision with the concerned authorities so as to get the first hand information about the researcher to finalize the researcher problem.

UNIVERSE: The total universe for the study was customers come to jayaraz carz..

METHOD OF DATA COLLECTION: The method of data collection used in this project is questionnaire. The survey research was done in the form of personal interviews with the help of questionnaire.

PRIMARY DATA: Primary data were collected from the customers by interviewing through Questionnaire. SECONDARY DATA: Secondary data were collected from company profile, memorandum of statement, company website and some other data has given by manager in Reliance communication Private Limited.
QUESTIONNAIRE DESIGN:

A questionnaire is simply a formalized schedule to obtain record specified and relevant information with tolerable accuracy and completeness.
SAMPLE SIZE:

A sample size refers to the numbers of items selected from the universe to constitute a sample. Sample size for the study is 150.
SAMPLING METHOD:

The sampling method used in this project is convenient sampling.

TOOLS FOR ANALYSIS:

Percentage Analysis is used for data tabulation and analysis. Correlation Chi- SquareTest LIMITATIONS OF THE STUDY It is very difficult to collect the primary data because of meeting the corporate people in the busy schedule. Time factor and cost factor were the major constraint because the study has to be finished within 45 days as per college regulation. Customers were reluctant to reveal some vital information. The opinions elicited from the research conducted cant be taken as the opinion of whole population.

CHAPTERISATION

1. CHAPTER-I :

DESIGN AND EXECUTION OF THE STUDY This chapter deals with the general overview of the introduction part and research problem, objectives and limitations of the study.

2. CHAPTER-II

: PROFILE OF THE COMPANY This chapter deals with the overview of the industry and company.

3. CHAPTER-III : DATA ANALYSIS AND INTERPRETATION This chapter deals with the analysis and interpretation of the data collected for the study. 4. CHAPTER-IV : FINDINGS, SUGGESTIONS AND CONCLUSIONS This chapter deals with the findings, suggestion and conclusion of the research study.

II.INDUSTRY PROFILE

The Indian retail industry is divided into organised and unorganised sectors. Organised retailing refers to trading activities undertaken by licensed retailers, that is, those who were registered for sales tax, income tax, etc. These include the corporate backed hypermarkets and retail chains, and also the privately owned large retail businesses. Unorganised retailing, on the other hand, refers to the traditional formats of low cost retailing, for example, the local kirana shops, owner manned general stores, paan/beedi shops, convenience stores, hand cart and pavement vendors, etc. India is the country having the most unorganized retail market. Traditionally it is a familys livelihood, with their shop in the front and house at the back, while they run the retail business. More than 99% retailers function is less than 500 squarefeet of shopping space. The Indian retail sector is estimated at around Rs 900,000 crore, of which the organized sector accounts for a mere 5 per cent indicating a huge potential market opportunity in Future. India has the highest shop density and is rated the fifth most attractive emerging retail market in the world and number of organized retail formats, even though the growth of Retail Companies in India is still not yet in a matured stage great potentials within this sector is yet to be explored. From the 21 century, India is witnessing the demographic changes like large number of young working population, working women, increase of nuclear families, urbanization and growth of population, easy financing options, changes in consumer life style, consumption patterns, rising disposable incomes and increase in product variety have given ways to growth of retail industry in India. Most of the big companies have forayed into the retail sector for a better business. The Growth of Retail Companies in India is most pronounced in the metro cities, however the smaller towns were also not lagging behind in this. The retail companies were not only targeting the four metros in India but is also considering the second graded upcoming cities like Ahmadabad, Baroda, Chandigarh, Coimbatore, Cochin, Ludhiana, Pune, Trivandrum, Simla, Gurgaon, and others.

Macro Environment Factors in Retailing: The macro environment consists of legal, social, economic and technological forces. Political/Legal Environment: India has kept the retail sector largely closed to outsiders to safeguard the livelihood of nearly 15 million small storeowners and only allows 51 per cent foreign investment in single brand retail with prior Government permission. FDI is also allowed in the wholesale business. Single-brand retailers such as Louis Vuitton, Fendi, LLadro, Nike and Toyota can operate now on their own. Metro is already operating through the cash-and-carry wholesale mode.
Sale of Goods:

This section of retail law is established under the Sale of Goods Act 1930this degree covers subjects such as the sale of goods, selling at the valuation price, description of goods and the rights of a seller who hasn't received the entirety of an agreed payment.
Agreement to Sell:

This part is concerned with the concept of contracts for the sale of goods (not, in this case, physical contracts but rather verbal agreements between the buyer and the seller). With these, the seller must transfer or agree to transfer ownership of a good to a buyer for the preagreed price, with the agreement either being absolute or conditional, i.e., subject to conditions set by the seller.
Valuation Prices: This goes into detail about the rules of agreeing prices, saying such valuations were set by a third-party, i.e., the government and the central bank, and the agreement between the buyer and the seller must take this into consideration. If either party prevents the agreement of a formal valuation, the affected party has the right to take legal action against the offending party.

 Description of Goods:

This part is designed for any goods that were marketed via description, such as a good sold over the Internet or phone. Any good sold in this manner must meet the description originally given, and if a sample is given along with the description, both must ultimately represent the final product correctly. Rights of Seller: This part of retail law has its own subsections. One example is the seller's right to prevent the delivery of a good in certain cases, such as when the buyer has filed for bankruptcy. The seller is within their right to withhold the good indefinitely or until the full payment has been made. Social/Cultural Environment: The socio-cultural environment offers many interesting insights into the changing tastes and preferences of the urban and semi-urban Indian consumer. There is a large rural market consisting of nearly 720 million consumers, spread over more than 600,000 villages. Indias consumers were young: 70% of the countrys citizens were below the age of 36 and half of those were under 18 years of age. These people have deep roots in the local culture and traditions, yet were eager to get connected with and know the outside world. According to a DSP Merrill Lynch report, the key factor providing a thrust to the retail boom in India is the changing age profile of spenders. A group of 7 million young Indians in their midtwenties, earning over US $5000 per year is emerging every year. This group constitutes people who were enthusiastic spenders and like to visit new format retail outlets for the convenience and time-saving they offer. Malls were also being perceived as not just places for shopping, but for spending leisure time and as meeting places. There has been an emergence of a combination of the retail outlet and entertainment centres having multiplexes, with food courts and video game parlours. Economic Environment Retail markets consist of purchasing power as well as people. Total purchasing power is a function of current income, prices, savings and credit availability. The present value of the Indian retail market is estimated to be around Rs. 12,00,000 crore($270 billion) and the annual growth rate is 5.7%. Retail market for food and grocery with a worth of Rs. 7, 43,900

crore is the largest of the different types of retail industries present in India. Furthermore around 15 million retail outlets help India win the crown of having the highest retail outlet density in the world. In 2010 the retail trade accounts for 12 % of the country's GDP and is expected to approach 22% according to Indian Brand Equity Foundation. Another analysis according to the Mckinsery 'The rise of Indian Consumer Market', foresees the Indian consumer market growing by four times by the year 2025, the Indian Retail industry is worth $300 billion in terms of value. The industrys contribution to the Gross Domestic Product is about 10%, the highest compeered to all other Indian Industries. Demographic Environment Retailers were keenly interested in the size of the population, its geographical distribution, density, mobility trends, age distribution and social ethnic and religious structure. Demographic structure is seldom static for long and changes in its composition often test the residency of a marketing firm. Further, these changes influence the behavior of consumers which, in turn, will have a direct impact in the retailers business. The ripples of these changes will reach the organisation forcing it to alter or amend the existing marketing practices in vogue. In short, Retail firms, will have to continuously measure the changes qualitative as well as quantitative that were taking place in the population structure. To avoid negative consequences brought on by active consumer groups, a retailer must communicate with consumers, anticipate problems, respond to complaints and make sure that the firm operates properly. Technological Environment The IT innovation revolution in retail is steadily taking shape in India. The process is such that it has the potential to change the way in which we purchase even the basic necessities such as groceries and vegetables. Innovation is happening not just at the backend, but also at the customer facing end. Its taking place all over, right from where the customer enters a store to the point where he leaves. This essentially covers the whole process of buying of products, right from selecting to decision making paying at the checkout counter. Some of the key innovations include: Customer identification using RFID issuing them smart cards embedded with smart chips. These cards would be RFID enabled and would give preferences, shopping behavior etc.

 E-Catalogue based selling store, while the range of a hyper format is made available through self browse kiosks. Mobile Point putting them in a shopping cart. The customer would be spwered the hassle of standing in long queues. Digital Signage helping a customer automated tracking system can make this easier. Intelligent database and helps the retailer understand a particular customers buying characteristic. Food and grocery retail The food business in India is largely unorganized adding up to bwerely Rs.400 billion, with other large players adding another 50 per cent to that. The All India food consumption is close to Rs.9,000 billion, with the total urban consumption being around Rs.3,300 billion. This means that aggregate revenues of large food players is currently only 5 per cent of the total Indian market, and around 15-20 percent of total urban food consumption. Most food is sold in the local wet market, vendors, roadside push cart sellers or tiny kirana stores. According to McKinsey report, the shwere of an Indian household's spending on food is one of the highest in the world, with 48 per cent of income being spent on food and beverages. Gems and Jewellery retail The gems and jewellery market is the key emerging werea, accounting for a high proportion of retail spends. India is the largest consumer of gold in the world with an estimated annual consumption of 1000 tonnes, considering actual imports and recycled gold. The market for jewellery is estimated as upwards of Rs. 650 billion. Pharmaceutical retail: The pharma retailing is estimated at about Rs. 300 billion, with 15 per cent of the 51 lakh retail stores in India being chemists. Pharma retailing will follow the trend of becoming more organised and corporatized as is seen in other retailing formats (food, appwerel etc). A few corporate who have already forayed into this segment include Dr Morepen (with Life spring and soon to be launched Tango), Medicine Shoppe, Apollo pharmacies, 98.4 from Global Health line Pvt Ltd, and the recently launched CRS Health from SAK Industries. In

the south, RPG groups Health & Glow is already in this category, though it is not a pure play pharma retailer but more in the health and beauty cwere business. Music Retail The size of the Indian music industry, as per this Images-KSA Study, is estimated at Rs.11 billion of which about 36 percent is consumed by the pirated market and organized music retailing constitutes about 14 percent, equivalent to Rs.1.5 billion. Book retail The book industry is estimated at over Rs. 30 billion out of which organized retail accounts for only 7 per cent (at Rs.2.10 billion). This segment is seen to be emerging with text and curriculum books accounting to about 50 per cent of the total sales. The gifting habit in India is catching on fast with books enjoying a significant shwere, thus expecting this sector to grow by 15 per cent annually. Other It can be stratified into consumer electronics comprising of TV sets, audio systems, VCD players and others; and appliances like washing machines, microwave ovens, air conditioners (A/Cs). Recent Formats of Indian Retail Sector: The following were the retail formats available in India: _ Supermarkets , _ Hypermarkets, _ Department Stores, _ Individual Retailers, _ Shopping malls, _ Specialty Chains, _ High, Specialty, _ Supermarkets,

_ Outlets, _ Convenience stores, _ MBOs, ( Multi Brand outlets) _ Discount stores _ Mobile retail _ Kids retail _ Agricultural retails

Malls: The largest form of organized retailing today. Located mainly in metro cities, in proximity to urban outskirts. Ranges from 60,000 sq ft to 7,00,000 sq ft and above. They lend an ideal shopping experience with an amalgamation of product, service and entertainment, all under a common roof. Examples include Shoppers Stop, Piramyd, and Pantaloon. Specialty Stores: Chains such as the Bangalore based Kids Kemp, the Mumbai books retailer Crossword, RPG's Music World and the Times Group's music chain Planet M, were focusing on specific market segments and have established themselves strongly in their sectors. Discount Stores: As the name suggests, discount stores or factory outlets, offer discounts on the MRP through selling in bulk reaching economies of scale or excess stock left over at the season. The product category can range from a variety of perishable/ non-perishable goods Department Stores: Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer needs. Further classified into localized departments such as clothing, toys, home, groceries, etc. Departmental Stores were expected to take over the appwerel business from exclusive brand showrooms. Among these, the biggest success is K Raheja's Shoppers Stop, which

started in Mumbai and now has more than seven large stores (over 30,000 sq. ft) across India and even has its own in store brand for clothes called Stop. Hyper marts/Supermarkets: Large self-service outlets, catering to varied shopper needs were termed as Supermarkets. These were located in or near residential high streets. These stores today contribute to 30% of all food & grocery organized retail sales. Super Markets can further be classified in to mini supermarkets typically 1,000 sq ft to 2,000 sq ft and large supermarkets ranging from of 3,500 sq ft to 5,000 sq ft. having a strong focus on food & grocery and personal sales.

Convenience Stores: These were relatively small stores 400-2,000 sq. feet located near residential wereas. They stock a limited range of high-turnover convenience products and were usually open for extended periods during the day, seven days a week. Prices were slightly higher due to the convenience premium. MBOs: Multi Brand outlets, also known as Category Killers, offer several brands across a single product category. These usually do well in busy market places and Metros. Food retail : Food dominates the shopping basket in India. The US$ 6.1 billion Indian foods industry, which forms 44 per cent of the entire FMCG sales, is growing at 9 per cent and has set the growth agenda for modern trade formats. Since nearly 60 per cent of the average Indian grocery basket comprises non-branded items, the branded food industry is homing in on converting Indian consumers to branded food. Mobile stores: The retail market for mobile phones -- handset, airtime and accessories is already a US$ 16.7 billion business, growing at over 20 per cent per year. In comparison, the consumer

electronics and appliance market is worth US$ 5.6 billion, with a growth rate that is half of the mobile market. Kids retail: When it comes to Indian children, retailers were busy bonding--and branding: Monalisa, the Versace of kids is coming to India. Global lifestyle brand Nautica is bringing Nautica Kids. International brand Zapp tied up with Raymond to foray into kids' appwerel. Disney launched exclusive chains which stock characterbased stationery. Pantaloon's joint venture with Gini & Jony will set up a retail chain to market kids' appwerel. Swiss kidswear brand Milou is collaborating with Tirupurbased Sreeja Hosieries. Turner International India Pvt Ltd. will launch Cartoon Network Townsville and Planet POGO--two theme parks designed around its channels--in the National Capital Region. Sahara One Television has also signed a Memorandum of Understanding to source content from Spacetoon Media Group, Middle East's largest kids' entertainment brand for animation and live action content. Leading the kids' retail revolution is the appwerel business, which accounts for almost 80 per cent of the revenue, with kids' clothing in India following international fashion trends. According to research in India firm KSA Technopak, the branded segment comprises US$ 701.7 million of the total kids' appwerel market-size of over US$ 3 billion. Industry experts say kids' retailing will touch annual growth of 30-35 percent. Toys, stationary, sportswear, outerwear, tailored clothing, eyewear, watches, fragrance, footwear, theme parks, TV channels. The segment is growing rapidly at 10 percent per annum. Margins were in the range of 20-25 per cent (for dealers and distributors), while companies enjoy an average gross margin of about 10 per cent. Agricultural retail: Agriculture across India is heralding the country's second Green Revolution. 14 states, including Maharashtra, Punjab, Andhra Pradesh and Rajasthan amended the Agricultural Produce Marketing Committee (APMC) act this year, along the lines of the Model APMC

Act, '02, which allows farmers to sell their produce directly to buyers offering them the best price. Agricultural sectors such as horticulture, floriculture, development of seeds, animal husbandry, pisciculture, aqua culture, cultivation of vegetables, mushroom under cultivated conditions and services related to agro and allied sectors were open to 100 per cent FDI through the automatic route. For its e-Choupal scheme, ITC built internet kiosks in rural villages so farmers can access latest information on weather, current market prices, foods-indemand, etc. With a US$ 5.6 billion, multi-year investment in agriculture and retail, Reliance Retail will establish links with farms on several thousand acres in Punjab, West Bengal and Maharashtra. Field Fresh, planning to become India's first large-scale exporter of produce, will annually pay farmers over US$ 30,000 to lease land for vegetables, to hire tractors and to pay their workers. Besides a five-year program with the Punjab government to provide several hundred farmers with four million sweet-orange trees for its Tropicana juices by 2008, PepsiCo--with agriculture exports worth US$ 40 millionalso introduced farmers to high-yielding basmati rice, mangoes, potatoes, chilies, peanuts, and barley for its Frito-Lay snacks. Export potential and a rapidly growing domestic demand for reliable produce from new supermarket chains is driving change. With 77 per cent of India's population relying on agriculture for a living, improved efficiency and new markets can benefit a large number of people. Consumer Trend India is currently having the largest young population in the world and 54 per cent of Indias population is below 25 years of age and 80 per cent were below 45 years. As per Indias Marketing White book (2006) by Business world, India has around 192 million households. Of these only a little over six million were affluent that is, with household income in excess of INR215, 000. Another 75 million households were in the category of well off immediately below the affluent, earning between INR45, 000 and INR215,000. This is sizable proportion which offers excellent opportunity for organized retailers to serve. AC Nielsens Retail and Shopper Trends 2004 Report made the following observations on shoppers behavior in India (1) Indian shoppers spend an verage of INR2500 on food, groceries and personal cwere items every month (2) Convenience stores were booming in most markets, as the number of such stores exceeds 80,000.

According to the report, 48 per cent of shoppers in India admit that they love to try new things, making them the most novelty seeking shoppers around the region and total average monthly expenditure is only $50, of this, $21 is spent on fresh food, comprising 42 per cent of the entire monthly spend. Indians also appear to spend more on groceries and personal cwere items. Business communities believe that sizable disposable income in India is concentrated in the urban wereas and well off and affluent classes; income distribution is unequal compwered to other Asian economies. In fact, the 20 million middle class home in rural India equal the number in urban India and thus have the same purchasing power. Therefore, there is significant and considerable opportunity for organized retailers in the rural wereas. There is no denying that the rural market holds immense promise for the organized retail but companies ponder over how to serve that market profitably. Unlike the urban market, it is less developed in terms of infrastructure and facilities. More than anything else, the larger issue is to find out a suitable business model and retail format to fit local taste and preference. Of course cost of doing business in rural market would be lesser compwered to urban market but reaching out to the mass is a concern. It is not impossible but a bit more difficult. For example the most successful and the largest incorporation Wal-Mart started in the rural market where as competition started in the urban market. This retailer has proved that it is important to understand how do you operate your business model rather than where you do it. Given the increasing urban exposure of rural India, the urban and the rural upper incomegroups can form an interesting continuum market, giving it a scale of 23 million households, or 115 million consumers. In 2006-07, the consuming class would be about 60 million households, or 300 million consumers. NCAER data shows that for 1998-99, for a basket of 22 FMCG products it tracks, a total of over Rs 91,500 crore was spent. Of this, 37% was spent by the two lowest income groups in rural India, and only about 20% by the top two income groups in urban wereas. This is, perhaps, the best and only statement of the structure and potential of the Indian market. Hence, marketers have to worry about purchasing power of consumer not where he is living. For example there were nearly 42,000 rural haats, average number of sales outlets per haat is 300 and average sales per outlet is INR 900 and average foot fall in a haat is about 4,500. In rural India there were 50 million Kisan Credit Card (KCC) holders and in 2002-03, LIC sold 50 percent of it policies in rural India. These were some of the indicators how rural India is performing.

Challenges Facing the Organized Retail Industry Despite the rosy hopes, some facts have to be considered to positively initiate the retail momentum and ensure its sustained growth. The major constraint of the organized retail market in India is the competition from the un-organized sector. Traditional retailing has been deep rooted in India for the past few centuries and enjoys the benefits of low cost structure, mostly owner-operated, therein resulting in less labour costs and little or no taxes to pay. Consumer familiarity with the traditional formats for generations is the greatest advantage to the un-organized sector. On the contrary, organized sector have big expenses like higher labour costs, social security to employees, bigger premises, and taxes to meet. Availability and cost of retail space is one major werea where Government intervention is necessary. Liberalizing policy guidelines for FDI needs focus as well. Proper training facilities for meeting the increasing requirements of workers in the sector would need the attention of both Government and the industry. Competition for experienced personnel would lead to belligerence between retailers and higher rates of attrition, especially during the phase of accelerate d growth of the retail industry. The process of avoiding middlemen and providing increased income to farmers through direct procurement by retail chains need the attention of policy makers. Taking cwere of supply chain management, mass procurement arrangements and inventory management were wereas that need the focus of entrepreneurs. India is now on the radar of global retailers. Accelerated development of retailing industry in t he country and building brand value of domestic products is essential not only for marketing our consumer products more efficiently , but also for the development of our own retailing industry. According to KSA Technopak 300 million odd middle class - the Real consumers - is catching the attention of the world with over 600 million effective consumers by 2010. India is bound to emerge as one of the largest consumer markets of the world by 2010. About onethird of households in India can afford white goods, such as washing machines, refrigerators and air conditioners. However, consumers were price-conscious, and demand for many white goods is restrained by long replacement cycles in urban wereas. As per India's Marketing White book (2006) by Business world, India has around 192 million households. Of these only a little over six million were 'affluent' that is, with household income in excess of INR 215, 000. Another 75 million households were in the category of 'well off' immediately below the affluent, earning between INR 45,000 and INR 215,000. This is a sizable proportion which offers excellent opportunity for organized retailers to serve. Indian textile retail industry Todays news is about Arvind Mills, Indias premier textile manufacturer. The retail

arm of the company, in the name of Arvind lifestyle makes a turnover of $270 million. The $250 odd million they make is a good part of the organized retail trade in India, which is dominated by un-organized retail sector. Over 40% of the companys turnover comes from franchisee/license agreements from foreign lifestyle brands. Arvind lifestyle boasts of names like Newport, Ruff and Tuff, Arrow and Flying Machine among others. The Indian retail industry is set to sky-rocket in the coming decade, and the textile retail sector will touch anywhere close to $220 billion, an industry equal to the size of Chinas textile exports!

Company profile

Car buying has never been easier. Right here begins an exciting journey that goes beyond the accepted Definition of customer satisfaction Your needs deserve all the attention in the world. That is why we, at Jayaraj, have well trained and qualified personnel to take cwere of all your needs - right from financing options to choosing your right Chevy to after Sales service and support; we do what we have been doing best for the last 80 years- serving you better. Call us, bombard us with e-mails or visit us at our showrooms. Beyond this there is little to make you smile. Oh, unless of course you happen to drop by and test drive that Chevy...
WELCOME TO THE JAYARAJ GROUP

Mr.S.G.Jayaraj ( 1895 - 1959 ) About Us 'The Jayaraj Group' is named after Mr.S.G.Jayaraj Nadar, who was a man with vision. He was a leading businessman, industrialist, exporter, transporter, hotelier, farmer and educationist of yesteryears. He founded the S.G.Jayaraj family business spread over Tamilnadu. 'The Jayaraj Group' is in automobile and earth moving dealerships, transport, education, hotels, telecom and farming.

JAYARAJ GROUP Dealerships The Jayaraj group has dealerships for JCB earthmoving equipment, Swaraj Mazda LCVs, L&T John Deere tractors; Claas combine harvesters and Power Tillers. The Jayaraj Automobile Agency was established in the year 1982. In 1991 we were proud to become one of JCB's dealers in India. As one of the largest and most successful JCB dealers in India, we continue to offer the highest level of service and individual attention. We have won the "JCB International Dealer of the Year 2003- Asia Region" award. Range of Providing Services: Madurai Tirunelveli Thanjavur Palani Paramakudi Nagercoil Pudukottai Srivilliputhur Periyakulam All above centers Jayaraj Karz has established their service centers. From there it offers sales, services & spweres to the customers.

Value of Jayaraj Karz: Trust Satisfaction Passion Vision

To make Jayaraj Karz the dominant for best service provider & dealer built on trust by all class people. This we hope to achieve by: Understanding the needs of customers and offering them superior products and service Leveraging technology to service customers quickly, efficiently and conveniently Providing an enabling environment to foster growth and learning for our employees And above all, building transpwerency in all our dealings. Our Mission To set global standards in the field of automobile and earth moving equipment industry with unmatched service and sound Christian business ethics. To improve the pulse of our country with a strong presence in education, tourism and agriculture. To play a part in the social upliftment of the needy. DEALERS TIE UP: Jayaraj karz provides facilities of finance & insurance to the customer at a time. So customers does not need to go anywhere for loan & insurance. Finance Tie Up State Bank of India(SBI) Axis Bank Housing Development Finance Corporation(HDFC)m Suntharam Finance Corporation(SFL) Family Credit Reliance Mahindra & Mahindra Insurance Tie Up New India Royal Sundharam

III. DATA ANALYSIS AND INTERPRETATION

TABLE III. 1 GENDER

Frequency Male Female Total 117 33 150

Percent 78.0 22.0 100.0

INFERENCE From the above table shows Gender from the total number of 150 the maximum of 78% respondents were which belongs category of Male, which following minimum of 22% respondents were which belongs category of Female.

Chart- III. 1 GENDER

Percent

Male Female

TABLE III. 2 AGE

Frequency Below 20 20-30 30-40 40-50 above 50 Total 5 63 70 10 2 150

Percent 3.3 42.0 46.7 6.7 1.3 100.0

INFERENCE From the above table shows AGE from the total number of 150 samples the maximum of 46.7% respondents were which belongs category of 30-40 years, which following minimum of 1.3% respondents were which belongs category of above 50 years. Chart III. 2 AGE

Percent
50 40 30 20 10 0 Below 20 20-30 30-40 40-50 above 50 Percent

TABLE III.3 Marital status

Frequency Married 110

Percent 73.3

Unmarried

40

26.7

Total

150

100.0

INFERENCE From the above table shows Marital Status from the total number of 150 the maximum of 73.3% respondents were Married, which following minimum of 26.7% respondents were Unmarried.

Chart III.3 Marital status

Percent
80 70 60 50 40 30 20 10 0 Married Unmarried Percent

TABLE III. 4 Education

Frequency SSLC HSS Graduates post graduate Total 2 11 67 70 150

Percent 1.3 7.3 44.7 46.7 100.0

INFERENCE From the above table shows Education level from the total number of 150 the maximum of 46.7% respondents were which belongs category of post graduates, which following minimum of 1.3% respondents were only complete SSLC. Chart III. 4 Education

Percent
50 40 30 20 10 0 SSLC HSS Graduates post graduate Percent

TABLE III. 5 Occupation

Frequency Professional Business Employee Student Total 28 48 56 18 150

Percent 18.7 32.0 37.3 12.0 100.0

INFERENCE From the above table shows Occupation from the total number of 150 the maximum of 37% respondents were which belongs category of employee, which following minimum of 12% respondents were only complete Students. Chart III. 5 Occupation

Percent
40 30 20 10 0 professional Business employee student Percent

TABLE III.6 Income Frequency below 10000 10000-20000 20000-30000 30000-40000 above 40000 Total Missing Total 7 46 26 42 11 132 18 150 Percent 4.7 30.7 17.3 28.0 7.3 88.0 12.0 100.0

INFERENCE From the above table shows Income level from the total number of 150 the maximum of 30.7% respondents were which belongs category of 10000-20000, which following minimum of 4.7% respondents were only earn below 10000. Here missing variable is also available from the respondents of 12%. Chart III.6. Income

Percent
100 80 60 40 20 0

Percent

TABLE III.7 Modern looking Frequency strongly disagree Disagree Neither Agree Total 40 43 39 28 150 Percent 26.7 28.7 26.0 18.7 100.0

INFERENCE From the above table shows Modern Looking of Jayaraj Karz from the total number of 150 the maximum of 28.7% respondents were Disagree about the Modern looking, which following minimum of 18.7% respondents only Agree about the Modern looking. Chart III.7 Modern Looking

Percent
30 25 20 15 10 5 0 strongly disagree Disagree Neither Agree Percent

TABLE III.8 Physical Facility

Frequency strongly disagree Disagree Neither Agree strongly agree Total 10 8 55 74 3 150

Percent 6.7 5.3 36.7 49.3 2.0 100.0

INFERENCE From the above table shows Physical Facility of Jayaraj Karz from the total number of 150 the maximum of 49.3% respondents were Agree the Physical Facility, which following minimum of 2.0% respondents only strongly Agree about the Physical Facility.

Chart III.8 Physical Facility

Percent
50 40 30 20 10 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III. 9 Materials in showroom Frequency strongly disagree Disagree Neither Agree strongly agree Total 20 13 12 56 49 150 Percent 13.3 8.7 8.0 37.3 32.7 100.0

INFERENCE From the above table shows Materials in showroom of Jayaraj Karz from the total number of 150 the maximum of 37.3% respondents were Agree about the Materials in showroom, which following minimum of 8.0% respondents were Neutral/ Neither about the Materials in showroom. Chart III.9 Materials in showroom

Percent
40 35 30 25 20 15 10 5 0 strongly disagree isagree D Neither Agree strongly agree Percent

TABLE III.10 Work promise Frequency strongly disagree Disagree Neither Agree Total 38 42 28 42 150 Percent 25.3 28.0 18.7 28.0 100.0

INFERENCE From the above table shows Work Promise of Jayaraj Karz from the total number of 150 the maximum of 28% respondents were Disagree about the Work Promise, which following minimum of 18.7% respondents were Neutral/ Neither about the Work Promise. Chart III.10 Work Promise

Percent
120 100 80 60 40 20 0 strongly disagreeDisagree Neither Agree Total Percent

TABLE III. 11 Service at right time

Frequency strongly disagree Disagree Neither Agree strongly agree Total 4 18 31 68 29 150

Percent 2.7 12.0 20.7 45.3 19.3 100.0

INFERENCE From the above table shows Service at Right Time in Jayaraj Karz from the total number of 150 the maximum of 45.3% respondents were Agree about the Materials in showroom, which following minimum of 2.7% respondents were Strongly Disagree about the Service at Right Time. Chart III.11 Service at Right Time

Percent
50 40 30 20 10 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III.12 Merchandise availability Frequency strongly disagree Disagree Neither Agree strongly agree Total 29 21 20 49 31 150 Percent 19.3 14.0 13.3 32.7 20.7 100.0

INFERENCE From the above table shows Merchandise Availability of Jayaraj Karz from the total number of 150 the maximum of 32.7% respondents were Agree about the Merchandise availability, which following minimum of 13.3% respondents were Neutral/ Neither about the Merchandise availability.

Chart III.12 Merchandise availability

Percent
35 30 25 20 15 10 5 0 strongly disagree Disagree Neither Agreestrongly agree Percent

TABLE III. 13 Error free sale transaction Frequency strongly disagree Disagree Neither Agree strongly agree Total 17 18 20 38 57 150 Percent 11.3 12.0 13.3 25.3 38.0 100.0

INFERENCE From the above table shows Merchandise Availability of Jayaraj Karz from the total number of 150 the maximum of 38% respondents were Strongly Agree about the Error free sales transaction, which following minimum of 11.3% respondents were strongly Disagree about the Error free sales transaction. Chart III.13. Error free sales transaction

Percent
40 35 30 25 20 15 10 5 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III.14 knowledge of employees Frequency strongly disagree Disagree Neither Agree strongly agree Total 45 42 26 30 7 150 Percent 30.0 28.0 17.3 20.0 4.7 100.0

INFERENCE From the above table shows Knowledge of employees of Jayaraj Karz from the total number of 150 the maximum of 28% respondents were Disagree about the Knowledge of employees, which following minimum of 4.7% respondents were strongly agree about the knowledge of employees. Chart III.14 Knowledge of the employees

Percent
35 30 25 20 15 10 5 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III.15 Behavior of the employee

Frequency strongly disagree Disagree Neither Agree strongly agree Total 8 15 52 58 17 150

Percent 5.3 10.0 34.7 38.7 11.3 100.0

INFERENCE From the above table shows Behavior of the employees in Jayaraj Karz from the total number of 150 the maximum of 38.7% respondents were Agree about the Behavior of employees, which following minimum of 5.3% respondents were strongly Disagree about the Behavior of employees. Chart III.15 Behavior of employees

Percent
45 40 35 30 25 20 15 10 5 0 strongly disagree Disagree Neither Agree strongly agree

Percent

TABLE III. 16. Customers feel safe Frequency strongly disagree Disagree Neither Agree strongly agree Total 18 28 33 38 33 150 Percent 12.0 18.7 22.0 25.3 22.0 100.0

INFERENCE From the above table shows Merchandise Availability of Jayaraj Karz from the total number of 150 the maximum of 25.3% respondents were Agree about the Customer feel safe, which following minimum of 12.0% respondents were strongly Disagree about the Customer feel safe. Chart III.16. Customers feel safe

Percent
30 25 20 15 10 5 0 strongly disagreeDisagree Neither Agree strongly agree Percent

TABLE III.17 Friendly employee

Frequency strongly disagree Disagree Neither Agree strongly agree Total 17 12 18 60 43 150

Percent 11.3 8.0 12.0 40.0 28.7 100.0

INFERENCE From the above table shows Friendly employee of Jayaraj Karz from the total number of 150 the maximum of 40% respondents were Agree about the Friendly employee, which following minimum of 8.0% respondents were Disagree about the Friendly employee.

Chart III.17 Friendly employee

Percent
45 40 35 30 25 20 15 10 5 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III.18 Employee service performance Frequency strongly disagree Disagree Neither Agree Total 76 27 30 17 150 Percent 50.7 18.0 20.0 11.3 100.0

INFERENCE From the above table shows Employee service of performance of Jayaraj Karz from the total number of 150 the maximum of 50.7% respondents were Strongly Disagree about the Employee service performance, which following minimum of 11.3% respondents were strongly Disagree about the Employee service performance.

Chart III. 18 Employee service performance

Percent
60 50 40 30 20 10 0 strongly disagree Disagree Neither Agree Percent

TABLE III.18 Showroom busy

Frequency Disagree Neither Agree strongly agree Total 25 64 58 3 150

Percent 16.7 42.7 38.7 2.0 100.0

INFERENCE From the above table shows showroom busy of Jayaraj Karz from the total number of 150 the maximum of 42.7% respondents were Neither about the Showroom, which following minimum of 2.0% respondents were strongly Agree about the Showroom busy. Chart III. 18 Showroom busy

Percent
45 40 35 30 25 20 15 10 5 0 Disagree Neither Agree strongly agree Percent

TABLE III.19 Individual attention

Frequency strongly disagree Disagree Neither Agree strongly agree Total 27 36 17 57 13 150

Percent 18.0 24.0 11.3 38.0 8.7 100.0

INFERENCE From the above table shows Individual attention of Jayaraj Karz from the total number of 150 the maximum of 38% respondents were Agree about the Individual attention, which following minimum of 8.7% respondents were strongly agree about the Individual attention. Chart III.19 Individual attention

Percent
40 35 30 25 20 15 10 5 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III.20 Showroom treat customers Frequency strongly disagree Disagree Neither Agree strongly agree Total 16 4 12 69 49 150 Percent 10.7 2.7 8.0 46.0 32.7 100.0

INFERENCE From the above table shows Showroom treat customers of Jayaraj Karz from the total number of 150 the maximum of 46% respondents were Agree about the Showroom treat customers, which following minimum of 2.7% respondents were Disagree about the showroom treat customers. Chart III.20 Showroom treat customers

Percent
50 40 30 20 10 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III.21 Sincere interest

Frequency strongly disagree Disagree Neither Agree strongly agree Total 39 36 34 39 2 150

Percent 26.0 24.0 22.7 26.0 1.3 100.0

INFERENCE From the above table shows Sincere interest of Jayaraj Karz from the total number of 150 the maximum of 26% respondents were both select Strongly Disagree and Agree about the Sincere interest, which following minimum of 1.3% respondents were strongly agree about the Sincere interest. Chart III. 21 Sincere interest

Percent
30 25 20 15 10 5 0 strongly disagree isagree D Neither Agree strongly agree Percent

TABLE III.22 Customer complaint directly

Frequency strongly disagree Disagree Neither Agree strongly agree Total 4 32 39 52 23 150

Percent 2.7 21.3 26.0 34.7 15.3 100.0

INFERENCE From the above table shows Customer complaints directly of Jayaraj Karz from the total number of 150 the maximum of 34.7% respondents were Agree about the Customer complaints directly, which following minimum of 2.7% respondents were strongly Disagree about the Customer complaint directly. Chart III. 22 Customer complaint directly

Percent
40 35 30 25 20 15 10 5 0 strongly disagreeDisagree Neither Agree strongly agree Percent

TABLE III. 23 High quality merchandise

Frequency strongly disagree Disagree Neither Agree strongly agree Total 32 34 27 48 9 150

Percent 21.3 22.7 18.0 32.0 6.0 100.0

INFERENCE From the above table shows High quality merchandise of Jayaraj Karz from the total number of 150 the maximum of 32% respondents were Agree about the Showroom treat customers, which following minimum of 6% respondents were Strongly agree about the High quality merchandise. Chart III. 23 High quality merchandise

Percent
35 30 25 20 15 10 5 0 strongly disagree isagree D Neither Agree strongly agree Percent

TABLE III. 24 Operating hours Frequency strongly disagree Disagree Neither Agree strongly agree Total 3 5 45 73 24 150 Percent 2.0 3.3 30.0 48.7 16.0 100.0

INFERENCE From the above table shows Operating hours of Jayaraj Karz from the total number of 150 the maximum of 48.7% respondents were Agree about the Operating hours, which following minimum of 2.0% respondents were Strongly Disagree about the Operating hours. Chart III. 24 Operating hours

Percent
60 50 40 30 20 10 0 strongly disagree Disagree Neither Agree strongly agree Percent

TABLE III.25 Test drive Frequency strongly disagree Disagree Neither Agree strongly agree Total 18 11 8 40 73 150 Percent 12.0 7.3 5.3 26.7 48.7 100.0

INFERENCE From the above table shows Test drive of Jayaraj Karz from the total number of 150 the maximum of 48.7% respondents were Strongly Agree about the Test drive, which following minimum of 5.3% respondents were neither/normal about the Test drive. Chart III. 25 Test drive

Percent
60 50 40 30 20 10 0 strongly disagree Disagree Neither Agree strongly agree Percent

CHI SQUARE TEST

Hypothesis: There is no association between customer feel safe in jayaraj karz and genders of jayaraj karz. Cross Tabulation Gender Male Customer feel safe Strongly disagree Disagree Neither Agree Strongly agree Total 11 21 31 26 28 117 Female 7 7 2 12 5 33 Total 18 28 33 38 33 150

Chi-Square Tests Value Df Asymo. Sig. (2-sided) 10.959a 11.966 1.358

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

4 4 1

.027 .018 .244

150

1 cells (10.0%) have expected count less than 5. The minimum expected count is 3.96 Inference: From the above table it is inferred that Chi- Squarevalue is (10.959), and the degree of freedom is (4), and the p value is below the significant value (.027) the hypothesis is rejected. Results: There is significant association between customer feel safe and genders in Jayaraj karz

CHI SQUIRE TEST Hypothesis: There is no association between showroom busy in Jayaraj karz and gender in Jayaraj karz. Cross Tabulation Gender Male Female Total

Showroom Busy

Disagree Neither Agree Strongly agree Total

20 53 44 0 117

5 11 14 3 33

25 64 58 3 150

Chi-Square Tests Asymo. Sig. Value 11.713a 10.211 2.812 Df (2-sided)

Pearson Chi-Squwere Likelihood Ratio Linear-by-Linear Association N of Valid Cases

3 3 1

.008 .017 .094

150

2 cells (25.0%) have expected count less than 5. The minimum expected count is .66 Inference: From the above table it is inferred that Chi- Square value is (11.713), and the degree of freedom is (3), and the p value is below the significant value (.008) the hypothesis is rejected. Results: There is significant association between Showroom busy and genders in Jayaraj karz

CORRELATIONS Test drive High qua. Merchan dise Test drive Pearson correlation Sig.(2-tailed) N 150 1 .190* .020 150 .418** .000 150 .165* .043 150 .026 .756 150 Showroom Individu treat customer al attention Service at right time

High qua. Merchandise Pearson correlation Sig.(2-tailed) N Showroom treat customer Pearson correlation Sig.(2-tailed) N .418** .000 150 .179 .028 150 150 1 .098 .231 150 .455** .000 150 .190* .020 150 150 1 .179* .028 150 .567 .000 150 .280** .001 150

Individual attention Pearson correlation Sig.(2-tailed) N .165 .043 150 .567** .000 150 .098 .231 150 150 1 .075 .362 150

Service at right time Pearson correlation Sig.(2-tailed) N .026 .756 150 .280** .001 150 .455** .000 150 .075 .362 150 150 1

*.Correlation is significant at the 0.05 level (2-tailed) **. Correlation is significant at the 0.01 level(2-tailed)

INFERENCE: From the above calculated correlation table 1. Test drive a. There is moderate significant correlation between showroom treat customer and test drive .351 b. We could also see there is less correlation between high quality merchandise and test drive .190 c. Service at right time and test drive is weakly correlated .026 2. High quality Merchandise

a. There is high significant correlation between individual attention and high quality merchandise .567 b. We could also see there is normal correlation between service at right time and high quality merchandise .280 c. Showroom treat customer and high quality merchandise is low correlation .179

3. Showroom treat customer a. Both test drive and showroom treat customer is normal correlation .418 b. Weekly correlation with high quality merchandise and showroom treat customer .179 c. Individual attention and showroom treat customer is low correlation .098

4. Individual attention a. High quality merchandise and individual attention is high correlation .567 b. Weekly correlation were test drive and individual attention .165 c. We also see service at right time and individual attention is low correlation .075 5. Service at right time a. Showroom treat customers and service at right time is high correlation .455 b. Moderate correlation is high quality merchandise and service at right time .280 c. Low correlation is test drive and service at right time .026

FINDINGS The maximum of 78% respondents were which belongs category of Male, The maximum of 46.7% respondents were which belongs category of 30-40 years, which following minimum of 1.3% respondents were which belongs category of above 50 years. The maximum of 73.3% respondents were Married, which following minimum of 26.7% respondents were Unmarried. The maximum of 46.7% respondents were which belongs category of post graduates, which following minimum of 1.3% respondents were only complete SSLC. The maximum of 37% respondents were which belongs category of employee, which following minimum of 12% respondents were only complete Students. The maximum of 30.7% respondents were which belongs category of 10000-20000, which following minimum of 4.7% respondents were only earn below 10000. Here missing variable is also available from the respondents of 12%. The total number of 150 the maximum of 28.7% respondents were Disagree about the Modern looking, which following minimum of 18.7% respondents only Agree about the Modern looking. The total number of 150 the maximum of 49.3% respondents were Agree the Physical Facility, which following minimum of 2.0% respondents only strongly Agree about the Physical Facility. The total number of 150 the maximum of 37.3% respondents were Agree about the Materials in showroom, which following minimum of 8.0% respondents were Neutral/ Neither about the Materials in showroom. The maximum of 28% respondents were Disagree about the Work Promise, which following minimum of 18.7% respondents were Neutral/ Neither about the Work Promise. The total number of 150 the maximum of 45.3% respondents were Agree about the Materials in showroom, which following minimum of 2.7% respondents were Strongly Disagree about the Service at Right Time. The total number of 150 the maximum of 32.7% respondents were Agree about the Merchandise availability, which following minimum of 13.3% respondents were Neutral/ Neither about the Merchandise availability.

 The total number of 150 the maximum of 38% respondents were Strongly Agree about the Error free sales transaction, which following minimum of 11.3% respondents were strongly Disagree about the Error free sales transaction. The total number of 150 the maximum of 28% respondents were Disagree about the Knowledge of employees, which following minimum of 4.7% respondents were strongly agree about the knowledge of employees. The total number of 150 the maximum of 38.7% respondents were Agree about the Behavior of employees, which following minimum of 5.3% respondents were strongly Disagree about the Behavior of employees. The total number of 150 the maximum of 25.3% respondents were Agree about the Customer feel safe, which following minimum of 12.0% respondents were strongly Disagree about the Customer feel safe. The total number of 150 the maximum of 40% respondents were Agree about the Friendly employee, which following minimum of 8.0% respondents were Disagree about the Friendly employee. The total number of 150 the maximum of 50.7% respondents were Strongly Disagree about the Employee service performance, which following minimum of 11.3% respondents were strongly Disagree about the Employee service performance. The maximum of 42.7% respondents were Neither about the Showroom, which following minimum of 2.0% respondents were strongly Agree about the Showroom busy. The total number of 150 the maximum of 38% respondents were Agree about the Individual attention, which following minimum of 8.7% respondents were strongly agree about the Individual attention. The total number of 150 the maximum of 46% respondents were Agree about the Showroom treat customers, which following minimum of 2.7% respondents were Disagree about the showroom treat customers. The Sincere interest, which following minimum of 1.3% respondents were strongly agree about the Sincere interest. The total number of 150 the maximum of 34.7% respondents were Agree about the Customer complaints directly, which following minimum of 2.7% respondents were strongly Disagree about the Customer complaint directly.

 The total number of 150 the maximum of 32% respondents were Agree about the Showroom treat customers, which following minimum of 6% respondents were Strongly agree about the High quality merchandise. The total number of 150 the maximum of 48.7% respondents were Agree about the Operating hours, which following minimum of 2.0% respondents were Strongly Disagree about the Operating hours. The maximum of 48.7% respondents were Strongly Agree about the Test drive, which following minimum of 5.3% respondents were neither/normal about the Test drive. There is significant association between customer feel safe and genders in Jayaraj karz There is significant association between Showroom busy and genders in Jayaraj karz There is moderate significant correlation between showroom treat customer and test drive .351. There is high significant correlation between individual attention and high quality merchandise .567. Both test drive and showroom treat customer is normal correlation .418. High quality merchandise and individual attention is high correlation .567. Showroom treat customers and service at right time is high correlation .455.

SUGGESTION

In order to improve the high quality merchandise of the showroom, the individual attention should be made by customizing the features of purchasing of cars according to their needs. Friendly relationship of the showroom employees creates an impact on customers that they will deliver goods punctually. Hence, showroom ambiance and customer treatment should be increased in order to increase the level of confidence that the customer have over the organization. Customers perceive the service as value enough when they are provided with the opportunity to have a test drive. Hence, in order of the customers explain the frequency of test drive should be enclosed.

CONCLUSION

The overall service quality of Jayaraj karz is satisfactory but they should improve the communication amongst staff members, using updated systems to process complaints, and ensuring error-free transactions. Training of staff to enable them in assisting customers and provide them with relevant and timely information. Customer expectations and Customer Perceptions are subjective and are in a state of constant flux and change. Hence, Service quality has a wider scope to improve further in the future.

BIBLIOGRAPHY

WEBSITES WWW.WIKIPEDIA.COM WWW.GOOGLESCHOLAR.COM WWW.JAYARAJKARZ.COM WWW.PROQUEST.COM WWW.SCRIBD.COM WWW.MANAGEMENTPARADISE.COM

BOOK REFERANCES SERVICE MARKETING RAVI SHANKAR

MCDOUGALL, G. H. G., & LEVESQUE, T. J. (1994). A REVISED VIEW OF SERVICE QUALITY DIMENSIONS: AN EMPIRICAL INVESTIGATION. JOURNAL OF PROFESSIONAL SERVICE MARKETING, 11(1), 189-209. PARASURAMAN, A., ZEITHAML, V. A., & BERRY, L. L. (1990). MOVING FORWARD IN SERVICE QUALITY RESEARCH: MEASURING DIFFERENT CUSTOMER EXPECTATION LEVELS, COMPARING ALTERNATIVE SCALES, AND EXAMINING THE PERFORMANCE-BEHAVIORAL INTENTIONS LINK. MSI REPORT # 94-114.

ANNEXURE A STUDY ON SERVICE QUALITY OF JAYARAJ KARZ, TRICHY. I.PERSONAL INFORMATION: A) GENDER B) AGE : : A) MALE A) BELOW 20 B) FEMALE B) 20-30 C) 30-40 D) 40-50

E) ABOVE 50 C) MARITAL STAT : A) MARRIED B) HSS B) UNMARRIED C) GRADUATES

D) EDUCATIONAL LEVEL : A) SSLC

D) POST GRADUATES E) OCCUPATION LEVEL : A) PROFESSIONAL EMPLOYEE F) MONTHLY INCOME D) STUDENT : A) BELOW 10000 C) 20000-30000 E) ABOVE 50000 II: SERVICE QUALITY OF JAYARAJ KARZ SHOWROOM: B) 10000-20000 D) 30000-50000 B) BUSINESS C)

PLEASE TICK THE APPROPRIATE BOX TO INDICATE YOUR DEGREE OF SATISFACTION: WHERE: 1 = STRONGLY DISAGREE, 2 = DISAGREE, 3 = NEITHER, 4 = AGREE, 5 = STRONGLY AGREE

A)PHYSICAL ASPECTS: 1 1) THIS SHOWROOM HAS MODERN-LOOKING EQUIPMENT AND FIXTURES 2) THE PHYSICAL FACILITIES AT THIS SHOWROOM ARE VISUALLY APPEALING 3) MATERIALS ASSOCIATED WITH THIS SHOWROOM SERVICE ARE VISUALLY APPEALING. 2 3 4 5

B) RELIABILITY: 1 4) WHEN THIS SHOWROOM PROMISES TO DO SOMETHING BY A CERTAIN TIME, IT WILL DO SO 2 3 4 5

5) THIS SHOWROOM PERFORMS THE SERVICE RIGHT THE FIRST TIME 6) THIS SHOWROOM HAS MERCHANDISE AVAILABLE WHEN THE CUSTOMERS WANT IT 7) THIS SHOWROOM INSISTS ON ERROR-FREE SALES TRANSACTIONS AND RECORDS

C) PERSONAL INTERACTION 1 2 3 4 5

8) EMPLOYEES IN THIS SHOWROOM HAVE THE KNOWLEDGE TO ANSWER CUSTOMERS QUESTIONS 9) THE BEHAVIOR OF EMPLOYEES IN THIS SHOWROOM INSTILL CONFIDENCE IN CUSTOMERS 10) CUSTOMERS FEEL SAFE IN THEIR TRANSACTIONS WITH THIS SHOWROOM 11) EMPLOYEES IN THIS SHOWROOM ARE COURTEOUS AND FRIENDLY WITH CUSTOMERS. 12) EMPLOYEES IN THIS SHOWROOM TELL THE CUSTOMERS EXACTLY WHEN SERVICES WILL BE PERFORMED 13) EMPLOYEES IN THIS SHOWROOM ARE NEVER TOO BUSY TO RESPOND TO CUSTOMERS REQUESTS 14) THIS SHOWROOM GIVES CUSTOMERS INDIVIDUAL ATTENTION 15) EMPLOYEES IN THIS SHOWROOM TREAT CUSTOMERS COURTEOUSLY ON THE TELEPHONE

D)PROBLEM-SOLVING 1 16) WHEN A CUSTOMER HAS A PROBLEM, THIS SHOWROOM SHOWS A SINCERE INTEREST IN SOLVING IT 17) EMPLOYEES OF THIS SHOWROOM ARE ABLE TO HANDLE CUSTOMER COMPLAINTS DIRECTLY AND IMMEDIATELY 2 3 4 5

E) POLICY:

1 18) THIS SHOWROOM OFFERS HIGH QUALITY MERCHANDISE 19) THIS SHOWROOM HAS OPERATING HOURS CONVENIENT TO ALL THEIR CUSTOMERS 20) THIS SHOWROOM GIVEN DEMONSTRATION OF VEHICLES (EG: TEST DRIVE)

GIVE YOUR SUGGESTIONS FOR IMPROVING JAYARAJ KARZ SHOWROOM: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________