The Five Dimensions Of SERVQUAL Model

Based on the findings, it was concluded that banks should concentrate on improving the value perceptions of the customers by taking into concern the easy design of the services, service perspective and compatibility of the services delivered.

The Gaps Model of Service Quality was originally developed for application in the financial service sector. The model was

Brandy and Cronin (2001) introduced their own dimensions of service quality which are 1.) service environment, 2.) customer-employee interaction, and 3.) service outcome. These dimensions are considered the sources of quality of a service. Different dimensions of service quality have been introduced and accepted in past researches and studies but the 5 dimensions of Zeithaml et al., (1988) were proved to be the most reliable and credible. One of the most important strategies service providers can use to position themselves effectively in a competitive environment, and to distinguish themselves from competitors, is to provide and improve service quality to ensure the customer satisfaction (Cronin & Taylor,

Abstract: Bancassurance, which basically involves banks acting as corporate agents for insurers to distribute insurance products, has evolved as a strong distribution channel in many countries. Through this paper, an attempt has been made to trace the impact of performance parameters on level of customers’ satisfaction from bancassurance services in public and private sectors banks of Haryana. The relevant data in this regard has been analyzed with help of t test, Standard deviation and mean. The results of the study have been interpreted on the basis of such analysis. The results showed that customers showed higher agreement towards the performance parameters of private sector banks and lower agreement towards the performance parameters is observed in public sector banks.

Introduction There appear to be five major debates taking place in the service quality area. One debate concerns the similarities and differences between the constructs of service quality and satisfaction (see e.g. Anderson and Sullivan, 1993; Bolton and Drew, 1991; Cronin and Taylor, 1992, 1994; Oliver, 1993; Parasuraman et al., 1988; Taylor, 1993; Zeithaml et al., 1993). There appears to be a consensus emerging that satisfaction refers to the outcome of individual service transactions and the overall service encounter, whereas service quality is the customer’s overall impression of the relative inferiority/superiority

The key to ensuring good quality service is meeting or exceeding what the customers expect from services. Judgements of high and low quality depend on how customers the actual service performance in the context of what they expected. Service quality, as perceived by the customers, can be defined as the extent of discrepancy but customers’ expectations or desires and their

Perceived service quality as customer-based performances measure is also known as SERVQUAL Model. This study empirically examines organizational barriers to delivering high-quality service performance as measured by customer perceptions and expectations. Using the extended service-quality model developed by Zeithaml, Berry, and Parasuraman (Journal of Marketing, 52, 35-48) as a conceptual framework, five specific propositions implied by the model and by earlier studies contributing to its development were tested. Such testing required a complex research design involving five service companies as well as samples of customers, contact employees, and managers from each company. The results have

Customer satisfaction and service quality are the two important components that direct anyone’s attention in every concept related to marketing, services, etc. (Spreng and Mackoy, 2006). In today’s competitive era, the success lies in

Descriptive survey type of research was used because this method or type of research is commonly conducted to collect detail description of existing phenomena with the intent of' employing data to justify current conditions and whenever possible to draw valid general conclusions from the facts discovered (Koul, 2006). As it fits to the purpose of the study, this research design was used to assess the quality of service delivery by asking customers about their expectations with regard to the bank's service and their perception on the actual service delivered by the bank and finally to compare and contrast the two for the sake of reaching up on discrepancies, if any.

Today's managers have access to an amazing array of resources which they can use to improve their skills. Some use the classical management approach especially traditional organizations while others use scientific management approach to solving organization problems and enhancing efficiency and productivity. Any of these approaches can be used in either a product or service base organization. These resources either tangible or intangible used to improve the product or skill of an organization determines its quality. Furthermore, in a predominantly service sector like the banks, interest rate or cost of transaction may be a considerable factor for patronage but quality of service is another critical factor used to woo customers. Infact, it is the major factor because poor quality service can even erode the goodwill of the organization. Quality is a relative concept and that’s why what one person regards as high standard or fit to the purpose

Customer satisfaction is very vital to organizations, as consumers make generalizations based on services they are offered. This study will inform customers of the technological improvements that are being put in place to make their banking experience more hassle free and convenient to them. Banks will also benefit as information about new features being offered will be available to customers and they will in turn make use of the new services being offered. This project will also benefit me as the researcher, as it will inform me of the various types of technologies available in the Jamaican banking sector, the importance of each and how they operate.

Consumer satisfaction is the core goal of most organizations and companies, as customer satisfaction leads to successful organizations. One measure of customer satisfaction is service quality. In service quality, customers compare the quality of the product after usage to that of their expectations before usage and indicate whether or not they were satisfied with the products or services purchased. Customers evaluate service quality by comparing the service provider’s actual performance “perception” with what they think service performance would be `expectations’ in their service experience (Gronroos, 1992). Customers judge products on the effect they have on them after use, and if the effect is not the desired one, customers tend to turn to other products from competitors. Organizations have to identify service quality if they are to stand a chance with customers, and banks are no exception especially because service quality affects their quality, productivity and profitability. Delivering high service quality is considered an essential strategy for success and survival in this competitive environment (Clow and Vorhies, 1993;

Service quality represents a fundamental aspect of delivery, which strongly influences consumer satisfaction and, as a result, loyalty. In today’s global market a customer’s service expectation has to be met and exceeded eventually in order to retain customers as well as achieve success. Perceived quality of a product or a service is becoming one of the major competitive factors in the business world and has led to the innovation of the ‘Quality Era’ (Peeler, 1996). In simple words, the comparison of customer expectations with service performance is service quality. On the other hand, customer satisfaction is defined as a pleasurable fulfilment response toward a good, service, benefit, or reward (Oliver, 1997). Both of these

According to Kinshnan etal (1999), in the financial services business, the notion of customer interface is multifaceted and may vary, depending upon the channel of service delivery. While all the service encounters mostly involve the customer in one way or the other the nature of personal interactions with customers at branches differs from that of IT enabled automated delivery channels. There is a need for a deeper understanding of this distinction for firms to leverage overall customer satisfaction. Different components of the customer interface may have varying impacts on satisfaction across the customer population.

Quality is everything in the banking industry. The maintenance of the quality of products and the provision of services is an essential feature (Zopounidis 2002). A bank whose mission and vision is to offer quality services to its clients is more likely to succeed as compared to one whose