CUSTOMER EXPECTATIONS AND PERCEPTIONS OF SERVICE QUALITY OF MOBILE PHONE SERVICE PROVIDERS IN KERALA - A GAP ANALYSIS

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1 INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) International Journal of Management (IJM), ISSN (Print), ISSN (Online), ISSN (Print) ISSN (Online) Volume 6, Issue 3, March (2015), pp IAEME: Journal Impact Factor (2015): (Calculated by GISI) IJM I A E M E CUSTOMER EXPECTATIONS AND PERCEPTIONS OF SERVICE QUALITY OF MOBILE PHONE SERVICE PROVIDERS IN KERALA - A GAP ANALYSIS KANNAN KS Research Scholar, School of Management and Entrepreneur Development, Bharathiar University, Coimbatore, Tamil Nadu, India Dr. BINO THOMAS Associate Professor, Department of Commerce and Centre for Research, Bishop Abraham Memorial College, Thuruthicad, Pathanamthitta District, Kerala, India ABSTRACT Using the SERVQUAL model a gap analysis was conducted to determine the difference between the perceived satisfaction of customers and their expectations, if any, on the service quality of mobile phone service providers. A total of 238 current mobile phone users of top five mobile phone service providers were participated in the study. The analysis was carried out based on the five dimensions of the SERVQUAL model, viz, reliability, responsiveness, assurance, empathy and tangible aspects. The outcome of the study reveals that reliability, responsiveness, assurance, and empathy had a positive influence on the customer attitude in terms of satisfaction and loyalty. Key Words: Service Quality, SERVQUAL, Rater Model, Reliability, Assurance, Tangibility, Empathy, Responsiveness and Gap analysis INTRODUCTION The Indian Telecom industry is the world s fastest growing telecom industry. It is also the second largest tele communication network in the world in terms of number of wireless connections after China. Cellular service can be divided into two categories: Global system for Mobile Communications (GSM) and Code Division Multiple Access (CDMA). The GSM sector is dominated by Airtel, Vodafone, and Idea Cellular, while the CDMA sector is dominated by Reliance 50

2 and Tata Indicom. Deregulation and new technology have created increased competition and widened the range of network services available throughout the world. To retain customers, companies have to enhance the quality of services provided to them. The quality of service provided are directly proportional to the customer satisfaction and word of mouth as each customer generally compares the tangible services with his/her own expectations and if the tangible one falls below his/her expectations, the customer generally is disappointed and that affects his/her loyalty towards the company. Quality is generally regarded as a key factor in the creation of worth and in influencing customer satisfaction. Hence, each of the mobile phone service providers has to be strategically positioned to provide quality services to satisfy customers. To provide improved quality service, mobile phone service providers need to investigate degree of customers sensitivity and expectations toward service quality. OBJECTIVES OF THE STUDY To conduct a GAP analysis on customer perception and expectation on the following dimensions of Zeithaml, Parasuraman and Berry s SERVQUAL method. a) Reliability of the service provided b) Assurance given by the customer service executive c) Tangibility aspect of the service provider s store d) Empathy of the customer service executive e) Responsiveness of the customer service executive LITERATURE REVIEW Importance of Service Quality Service quality can be described as a rationale of differences between expectation and competence along the important quality dimensions. In the Journal of Marketing (Parasuraman, Zeithaml and Berry 1985) identified ten requirements useful for customers evaluation of the quality of services: reliability, responsiveness, tangibles, communication, credibility, security, competence, courtesy, understanding the customers and service accessibility. (Zeithaml, Parasuraman, and Berry 1990) proposed a service quality scale (SERVQUAL), a generic instrument that has five dimensions of service quality: reliability, responsiveness, assurance, empathy and tangibles, the constructs were found to have high correlation. This instrument continues to be widely used in marketing studies of customer satisfaction and consumer preference (P. Kotler, G. Amstrong 2006), in spite of some argument that other models may be better (A. Q. Othman, L. Owen 2000, 2001). The stage of performance that a top quality service will need to give was conditioned through the expectation of the customers. Service quality is judged low when the performance was below expectation. The SERVQUAL model is a common diagnostic tool used to measure customer service and perceived satisfaction. Reliability is the service company ability to deliver promises on time. In this study we focused on five factors that could predict the quality of the service provided by the investigated telecommunication service provider. Responsiveness is the degree to which customers perceive service providers readiness to assist them promptly. Assurance is the degree of courtesy of service providers workers and their ability to communicate trust to customers. Empathy is the care and importance the service provider gives to an individual customer, and the degree to which specific customer needs and preferences can be understood and articulated. Lastly, tangibility is the evidence of facilities, personnel, and 51

3 communication materials used by the company while offering services to customers (Zeithaml, Parasuraman, and Berry 1990) and (Hernon P, Nitecki D.A 2001). Service Quality Dimensions Reliability Provides service as promised. Dependability in handling customer service problems Performing services right at the first time. Providing services at the promised time. Maintaining error-free records. Responsiveness Keeping customers informed as to when services will be performed. Prompt service to customers. Willingness to help customers. Readiness to respond to customers request. Assurance Employees who instill confidence in customers. Making customers feel safe in their transactions. Employees who are consistently courteous. Employees who have the knowledge to answer customer questions. Empathy Give customers individual attention. Employees who deal with customers in a caring fashion. Having the customer s best interest at heart. Employees who understand the needs of their customers. Convenient business hours. Tangibles Modern equipments. Visually appealing facilities. Employees who have a neat, professional appearance. Visually appealing materials associated with the service. Service Quality Gap A gap is the difference, imbalance or disparity which is determined to exist between customers perception of performance and their prior expectation. Service quality (SQ) perceived by customers is therefore as a result of a comparison of customers expectation (E) of services that the organization should offer versus their perception of the performance (P) delivered by the service organization. 52

4 Service Quality (SQ) = Customer s Perception (P) Customer s Expectations (E) Management of service quality largely focuses on managing the gaps between expectations and perceptions of customers [9]. The goal of the firm is to minimize the gap between (P) and (E). Customer Satisfaction Customer satisfaction is a personal feeling of either pleasure or disappointment resulting from the evaluation of services provided by an organization to an individual in relation to expectations. Service providers frequently place a higher priority on customer satisfaction, because it has been seen as a pre requisite to customer retention. As a positive outcome of marketing activities, high customer satisfaction leads to repeated visit to stores, re-purchase of product, and word-ofmouth promotion to friends. Quality of Service Service quality refers to an attitude formed by a long-term overall evaluation of a firm s performance. A successful relationship between businesses and a customer is centered on mutually satisfying goals. These goals tend to evolve with time, technology and financial and political environment. In the book Principles of Marketing (Armstrong & Kotler, 1996) described customer satisfaction as an emotion resulting from the evaluation of the balance between the services described and provided against the felt needs that motivated the purchase decision. (Bitner & Zeithaml, 2003) identified that satisfaction is the customers evaluation of the fulfilment of their requirements and expectations from a product or service. As said by (Boselie, Hesselink, & Wiele, 2002) satisfaction is a positive, affective state resulting from the review of all aspects of an organization s working relationship with another. RESEARCH METHODOLOGY Methods of Data Collection An empirical study is conducted on the data collected through an online survey based on customers of Kerala. It is an exploratory research in which respondents were asked to assess their perception of various items of different constructs, including factors identified as the five dimension of SERVQUAL. Assessment was based on a three point likert scale. Sample Design and Sample Size Primary data were collected from customers of different telecom service providers across Kerala. Sampling Unit: Target group (Mobile phone users of top five Service providers viz. Airtel, Vodafone, BSNL, Idea, & Docomo). Sample Size: 238 (mobile phone users across the state of Kerala). Statistical Techniques Used Simple percentage method and cross tabulation using Microsoft Excel are used in this study. 53

5 Data Analysis Table-1: Personal Profile of Customers Profile Characteristics Frequency Percentage Gender Male Female Age Education Graduate Post Graduate Ph.D 3 1 Monthly Below Rs. 25, Income 25,000-49, ,000-74, ,000-99, ,00,000-1,24, ,25,000-1,49, ,50,000-1,74, Table -2: Consumer Preference towards Mobile Phone Service Provider Service Provider Frequency Percentage Airtel BSNL Docomo 19 8 Idea Vodafone GAP analysis based on the Reliability aspect of Customer Service Table -3: Gap Analysis - Vodafone Vodafone customers - Reliability Aspect Considering the reliability aspect of Vodafone customers, based on their response obtained, 41% of customers expect high priority for service reliability; meanwhile only 36% are actually satisfied in this category (likert scale 1). Hence there is a 5% gap. Similarly 57% of customers expect moderate reliability in service but only 25% are actually satisfied in this category (likert scale 2). Hence there is a 32% gap. Analysing the customer category under likert scale 3 there is a gap of 37% which include unsatisfied customers of likert scale category 1 and 2. 54

6 Table -4: Gap Analysis - Airtel Airtel customers - Reliability Aspect Considering the reliability aspect of Airtel customers, based on their response obtained, 41% of customers expect high priority for service reliability, against which 49% are satisfied in this category (likert scale 1). Hence there is a positive gap of 1% gap. Similarly 51% of customers expect moderate reliability in service but only 30% are actually satisfied in this category (likert scale 2). Hence there is a 21% gap. Looking at the customer category under likert scale 3 there is a gap of 19% which include unsatisfied customers of likert scale category 1 and 2. Table -5: Gap Analysis - BSNL BSNL customers - Reliability Aspect For BSNL customers, based on their response obtained, 44% of customers expect high priority for service reliability while only 28% are satisfied in this category (likert scale 1). Hence there is a gap of 16%. Considering the customers under moderate category, 54% of customers expect moderate service but only 42% are actually satisfied in this category (likert scale 2). Hence there is a 12% gap. Analysing the customer category under likert scale 3 there is a positive gap of 26% which include unsatisfied customers of likert scale category 1 and 2. Table -6: Gap Analysis - Idea Idea customers - Reliability Aspect Considering the reliability aspect of Idea customers, based on their response obtained, 25% of customers expect high priority for service reliability, instead 18% are satisfied in this category (likert scale 1). Hence there is a gap of 7% gap. Similarly 68% of customers expect moderate reliability in service but only 21% are actually satisfied in this category (likert scale 2). Hence there is a 47% gap. Looking at the customer category 55

7 under likert scale 3 there is a positive gap of 54% which include unsatisfied customers of likert scale category 1 and 2. Table -7: Gap Analysis Docomo Docomo customers - Reliability Aspect For Docomo customers, based on their response obtained, 37% of customers expect high priority for service reliability, meanwhile a whopping 58% are satisfied in this category (likert scale 1). Hence there is a positive gap of 21%. Considering the customers under moderate category, when 63% expect moderate service but only 16% are actually satisfied in this category (likert scale 2). Hence there is a 47% gap. Analysing the customer category under likert scale 3 there is a positive gap of 26% which include unsatisfied customers of likert scale category 2. GAP analysis based on the Assurance aspect of Customer Service Table -8: Gap Analysis Vodafone Vodafone customers - Assurance Aspect Considering the assurance aspect of Vodafone customers, 82% of customers expect high priority for service assurance whereas only 34% are actually satisfied in this category (likert scale 1). Hence there is a 48% gap. 14% of customers expect moderate assurance in service but 34% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 20%. Analysing the customer category under likert scale 3 there is a gap of 27% which include unsatisfied customers of likert scale category 1 and 2. Table -9: Gap Analysis - Airtel Airtel customers - Assurance Aspect

8 Considering the assurance aspect of Airtel customers, 81% of customers expect high priority for service assurance, while 41% are satisfied in this category (likert scale 1). Hence there is a gap of 40%. 17% of customers expect moderate assurance in service but a whopping 35% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 18%. Looking at the customer category under likert scale 3 there is a gap of 24% which include unsatisfied customers of likert scale category 1 and 2. Table -10: Gap Analysis - BSNL BSNL customers - Assurance Aspect For BSNL customers, 85% of customers expect high priority for service assurance; meanwhile only 23% are satisfied in this category (likert scale 1). Hence there is a 62% gap. Considering the customers under moderate category when 13% expect moderate service 40% of customers are actually satisfied in this category (likert scale 2). Hence there is a positive gap 0f 27%. Analysing the customer category under likert scale 3 there is a positive gap of 34% which include unsatisfied customers of likert scale category 1 and 2. Table -11: Gap Analysis Idea Idea customers - Assurance Aspect Considering the assurance aspect of Idea customers, 75% of customers expect high priority for service assurance, against which 25% are satisfied in this category (likert scale 1). Hence there is a gap of 50% gap. 21% of customers expect moderate assurance in service but a whopping 36% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 15%. Looking at the customer category under likert scale 3 there is a positive gap of 35% which include unsatisfied customers of likert scale category 1 and 2. Table -12: Gap Analysis Docomo Docomo customers - Assurance Aspect

9 For Docomo customers, 84% of customers expect high priority for service assurance, instead a mere 42% are satisfied in this category (likert scale 1). Hence there is a positive gap of 42%. Considering the customers under moderate category, when 16% expect moderate service but only 37% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 21%. Analysing the customer category under likert scale 3 there is a positive gap of 21% which include unsatisfied customers of likert scale category 1 & 2. GAP analysis based on the Tangibility aspect of Customer Service Table -13: Gap Analysis Vodafone Vodafone customers - Tangibility Aspect Considering the tangibility aspect of Vodafone customers, 48% of customers expect high priority for service tangibility, against which only 36% are actually satisfied in this category (likert scale 1). Hence there is a 12% gap. Considering the customers under the moderate category 41% of customers expect moderate tangibility aspect in service and the same 41% are actually satisfied in this category (likert scale 2). Hence there is no gap. Analysing the customer category under likert scale 3 there is a positive gap of 12% which include unsatisfied customers of likert scale category 1 and 2. Table -14: Gap Analysis - Airtel Airtel customers - Tangibility Aspect Considering the tangibility aspect of Airtel customers, 46% of customers expect high priority for service tangibility, mean while only 28% are satisfied in this category (likert scale 1). Hence there is a gap of 18%. 39% of customers expect moderate tangibility in service but 46% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 7%. Looking at the customer category under likert scale 3 there is a gap of 12% which include unsatisfied customers of likert scale category 1 and 2. 58

10 Table -15: Gap Analysis - BSNL BSNL customers - Tangibility Aspect For BSNL customers, 47% of customers expect high priority for service tangibility, against which only 21% are satisfied in this category (likert scale 1). Hence there is a 26% gap. Considering the customers under moderate category when 44% expect moderate service, 40% are actually satisfied in this category (likert scale 2). Hence there is a slight gap of 4%.Analysing the customer category under likert scale 3 there is a positive gap of 31% which include unsatisfied customers of likert scale category 1 and 2. Table -16: Gap Analysis - Idea Idea customers - Tangibility Aspect Considering the tangibility aspect of Idea customers, 50% of customers expect high priority for service tangibility, instead only 29% are satisfied in this category (likert scale 1). Hence there is a gap of 21% gap. 43% of customers expect moderate tangibility in service and the same 43% are satisfied in this category (likert scale 2). Hence there is a no gap. Looking at the customer category under likert scale 3 there is a positive gap of 21% which include unsatisfied customers of likert scale category 1. Table -17: Gap Analysis Docomo Docomo customers - Tangibility Aspect For Docomo customers, 37% of customers expect high priority for service tangibility, and the same 37% are satisfied in this category (likert scale 1).Hence there is no gap. Considering the customers under moderate category, when 47% expect moderate service, but only 37% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 10%. Analysing the customer category under likert scale 3 there is a positive gap of 10% which include unsatisfied customers of likert scale category 2 59

11 GAP analysis based on the Empathy aspect of Customer Service Table -18: Gap Analysis Vodafone Vodafone customers - Empathy Aspect Considering the empathy aspect of Vodafone customers, 32% of customers expect high priority for service empathy, against which a whopping 84% are actually satisfied in this category (likert scale 1). Hence there is a positive gap of 52%. Considering the customers under likert scale 2, 32% of customers expect moderate empathy in service but only 7% are actually satisfied in this category. Hence there is a gap of 25%. Analysing the customer category under likert scale 3 there is a positive gap of 27% which include overwhelmed customers who received high priority similar to category 1. Table -19: Gap Analysis - Airtel Airtel customers - Empathy Aspect Considering the empathy aspect of Airtel customers, 72% of customers expect high priority for service empathy, while only 41% are satisfied in this category (likert scale 1). Hence there is a gap of 31%. Considering the customers under likert scale 2, 22% of customers expect moderate empathy in service but 40% are actually satisfied in this category. Hence there is a positive gap of 18%.Looking at the customer category under likert scale 3 there is a positive gap of 13% which include unsatisfied customers of likert scale category 1. Table -20: Gap Analysis - BSNL BSNL customers - Empathy Aspect For BSNL customers, 70% of customers expect high priority for service empathy, instead only 24% of customers are satisfied in this category (likert scale 1). Hence there is a 46% gap. Considering the customers under moderate category when 21% expect moderate service, 39% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 18%. 60

12 Analysing the customer category under likert scale 3 there is a positive gap of 28% which include unsatisfied customers of likert scale category 1 and 2. Table -21: Gap Analysis - Idea Idea customers - Empathy Aspect Considering the empathy aspect of Idea customers, 25% of customers expect high priority for service empathy, against which a whopping 79% are satisfied in this category (likert scale 1). Hence there is a positive gap of 54% gap. 32% of customers expect moderate empathy in service but only 11% of customers are satisfied in this category (likert scale 2). Hence there is a 21% gap. Looking at the customer category under likert scale 3 there is a positive gap of 33% which include unsatisfied customers of likert scale category 1 &2. Table -22: Gap Analysis Docomo Docomo customers -Empathy Aspect For Docomo customers, 74% of customers expect high priority for service empathy, but only 47% are satisfied in this category (likert scale 1).Hence there is a gap of 27%. Considering the customers under moderate category, when21% expect moderate service, 32% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 11%. Analysing the customer category under likert scale 3 there is a positive gap of 16% which include unsatisfied customers of likert scale category 1 GAP analysis based on the Responsiveness aspect of Customer Service Table -23: Gap Analysis Vodafone Vodafone customers - Responsiveness Aspect

13 Considering the responsiveness aspect of Vodafone customers, 43% of customers expect high priority for service responsiveness, mean while 64% are actually satisfied in this category (likert scale 1). Hence there is a positive gap of 21%. Considering the customers under likert scale 2, 32% of customers expect moderate responsiveness in service but only 25% of customers are actually satisfied in this category. Hence there is a gap of 7%. Analysing the customer category under likert scale 3 there is a gap of 14% which means those many customers received more than expected quality in service. Table -24: Gap Analysis - Airtel Airtel customers - Responsiveness Aspect Considering the responsiveness aspect of Airtel customers, 58% of customers expect high priority for service responsiveness, instead 46% are satisfied in this category (likert scale 1). Hence there is a gap of 12%. 28% of customers expect moderate responsiveness in service but 33% are actually satisfied in this category (likert scale- 2). Hence there is a positive gap of 5%. Looking at the customer category under likert scale 3 there is a positive gap of 6% which means so many customers received superior service than expected. Table -25: Gap Analysis - BSNL BSNL customers - Responsiveness Aspect For BSNL customers, 82% of customers expect high priority for service responsiveness, against which only 25% are satisfied in this category (likert scale 1). Hence there is a 57% gap. Considering the customers under moderate category when17% expect moderate service 37% of customers are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 20%. Analysing the customer category under likert scale 3 there is a positive gap of 37% which include unsatisfied customers of likert scale category 1. 62

14 Table -26: Gap Analysis - Idea Idea customers - Responsiveness Aspect Considering the responsiveness aspect of Idea customers, 39% of customers expect high priority for service responsiveness, instead 43% are satisfied in this category (likert scale 1). Hence there is a positive gap of 4% gap. 32% of customers expect moderate responsiveness in service and 32% are satisfied in this category (likert scale 2). Hence there is a 2% gap. Looking at the customer category under likert scale 3 there is a gap of 2% which means that those customers received superior service that expected. Table -27: Gap Analysis - Docomo Docomo customers - Responsiveness Aspect For Docomo customers, 89% of customers expect high priority for service responsiveness, but only 26% are satisfied in this category (likert scale 1). Hence there is a gap of 63%. Considering the customers under moderate category, when11% expect moderate service, 37% are actually satisfied in this category (likert scale 2). Hence there is a positive gap of 26%. Analysing the customer category under likert scale 3 none of the customers expect inferior quality in responsiveness but 37% actually received inferior quality in responsiveness aspect of service quality FINDINGS Reliability aspect of customer service From the gap analysis it is found that mobile service provider Airtel has the least gap of 1%. This means that they almost meet the expectations of their customers (category 1). Docomo and BSNL registered a gap of 21% and 16% respectively, which means these two service providers where not successful in meeting their customer expectations (category 1). Airtel provide wide and best network coverage in the industry. They provide service as promised and right at the first time. Airtel is very keen in handling customer service problems Responsiveness aspect of customer service The outcome of the gap analysis reveals that mobile service provider IDEA has the least gap of 4%. This means that they almost meet the expectations of their customers (category 1). At the 63

15 bottom of the table we find Docomo and BSNL registering a gap of 63% and 57% respectively, which means these two service providers where highly unsuccessful in meeting their customer expectations (category 1). IDEA takes special care to inform customers as to when services will be performed. They provide prompt service to their customers. IDEA is always willing to help their customers. Assurance aspect of customer service From the gap analysis it is found that mobile service provider Airtel has the least gap of 40%. This means that they are more or less able to meet the expectations of their customers (category 1). BSNL registered a gap of 62%, which means this service provider was unsuccessful in meeting their customer expectations (category 1). Airtel customer service executives instill confidence in their customers. These customer service executives are consistently courteous to their customers. Airtel customer service executives are knowledgeable in answering customer questions. Empathy aspect of customer service The outcome of the gap analysis reveals that mobile service provider IDEA has the least gap of 4%. This means that they almost meet the expectations of their customers (category 1). IDEA customer service executives give individual attention to customers. IDEA customer service executives serve customers in a caring fashion. These customer service executives understand the needs of their customers. Tangibility aspect of customer service From the gap analysis it is found that mobile service provider Vodafone has the least gap of 4% in category 1 and they completely meet the expectations of customers in category 2 (gap 0%). BSNL registered a gap of 26%, which means this service provider was unsuccessful in meeting their customer expectations (category 1). The concept of Vodafone Store was a hit among the customers. The store provides an aesthetic sense to the visiting customers. Vodafone store use modern equipments and advanced IT to drive the customer service effectively. The store provides visually appealing facilities. The customer service executives of Vodafone have a neat, professional appearance. CONCLUSION This study aims to conduct a gap analysis on the customer perceptions and expectations of service based on the five dimensions of the SERVQUAL model. This study was carried out based on an online survey conducted among the customers of different parts of Kerala. In this study the five dimensions of service quality, according to Parasuraman and Berry s SERVQUAL model, viz, reliability, assurance, tangibility, empathy, and responsiveness are used as a basis for measuring the gap between customer perceptions and expectations of mobile phone customers of top five mobile phone service providers. It is interesting to notice from the study that none of the top five service providers were successful in meeting customer expectations across the dimensions (five dimensions of SERVQUAL model). Service quality of mobile phone service hover around the following aspects aggressive tariff plan, service innovations, voice quality, low call drops, best customer service setup, customer relationship management cell, network quality, grievance redressal cell, value added services etc. 64

16 Improved service quality will facilitate satisfaction of those unsatisfied customers of a mobile phone service provider. It is to be mentioned that the mobile phone service provider need to make realistic accurate promises that reflect the services actually delivered. A thorough market research need to be conducted to determine the derived customer expectation and their requirement. The gap model used in this study clearly identifies different types of gaps in service marketing, namely, the customer gap and the provider gap. This model integrates the external customers to internal services. According to this model the key success of a mobile phone service provider depends on the extent to which he attempts to reduce the gap between the customer expectation and customer perception. REFERENCES manage.com website, 2011a, Zeithaml, Parasuraman and Berry SERVQUAL Method -1988, [online] Available at-http://www.12manage.com/methods_zeithaml_servqual.html 2. Armstrong, G. & Kotler, P.1996, Principles of Marketing,7th, Prentice Hall, India. 3. Armstrong, G. & Kotler, P,2007, Principles of Marketing,12th, Prentice Hall, India. 4. Bitner, M. J. & Zeithaml, V. A.,2003, Service Marketing, 3rd,Tata McGraw Hill, New Delhi. 5. Boeselie, P., Hesselink, M. & Wiele, T.V,2002,Managing Service Quality, Empirical evidence for the relationship between customer satisfaction and business performance, 12 issue:3,pp: Boulding, W., Kalra, A., Staelin, R. & Zeithaml, V. A,1993,Journal of Marketing Research, A dynamic process model of service quality: from expectations to behavioral intentions,pp: Cronin Jr, J. J. & Taylor, S. A, 1992, Journal of Marketing Cronin Measuring service quality: a re-examination and Extension, pp: Hernon P, Nitecki D.A. Service Quality: A Concept Not Fully Explored Library Trends (4): Kotler P, Amstrong G. Principles of Marketing, 11th Ed., New Jersey, Pearson Prentice Hall Kotler P, Keller L,2008,Marketing Management,12, Prentice Hall 11. Lindgreen A, Palmer R, Vanhamme J and Wouters J,2006, Industrial marketing management, A relationship management assessment tool: Questioning, identifying and prioritising critical aspects of customer relationships,pp: Nash.D, Nash.S,2002, Deliver Outstanding customer service, 2nd,pp:220, How To Books Ltd, Oxford. 13. Parasuraman V.A., Zeithaml A, Berry L. A Conceptual Model of Service Quality and Its Implications for the Future Research. Journal of Marketing Vol. 49, pp Pitt, L.F., Watson, R.T. & Kavan, C.B. (1995). Service Quality: A measure of information systems effectiveness. MIS Quarterly, June Reichheld, F,2001,The Loyalty Effect, Harvard Business School Press, Boston 16. Zeithaml, V. A., 1988, Journal of Marketing, Consumer Perceptions of Price, Quality, and Value: A Means-End Model and Synthesis of Evidence, 52, July, pp: Zeithaml V.A., Parasuraman A, Berry L.L. Delivering quality service: Balancing customer perceptions and expectations New York: The Free Press. 18. Zineldin M,2006, Journal of Consumer Marketing, The royalty of loyalty: CRM, quality and retention, Vol. 23 Issue: 7,pp Mr. G.C. Pandey, Dr. Rajeev Shukla and Dharmendra Kumar Singh, Age Effect on Usage Behavior of Mobile Phone Services International journal of Electronics and Communication Engineering &Technology (IJECET), Volume 5, Issue 6, 2014, pp , ISSN Print: , ISSN Online:

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