CHAPTER1 INTRODUCTION

INTRODUCTION DEFINATION OF MARKETING:

Marketing is so basic that it cannot be considered a separate function. It is the whole business seen from the point of view of its final result, that is, from the customers point of view. Business success is not determined by the customer. -Peter Drucker. A human activity at satisfying needs and wants through exchange process. -Philip kotler

EXECUTIVE SUMMARY:The objective of the study was to do the service quality of service and broking service provided by NIIT LTD and its major competitors on the basis of 7p s of service marketing. The study was conducted to measure the customer satisfaction level of NIIT LTD. Study was focuses on clients within Hyderabad region. NIIT LTD provides many products and services but we focused our study on DP services and Broking services only. Outcome of the analysis shows that though NIIT LTD is on the top position as a market share, but NIIT LTD is still behind in many more factors and they need to improve those factors. Some recommendations are given to improve. (Project study has been done with the help of primary and secondary data.)

Marketing Management
Marketing Management is the leading marketing text because its content and organization consistently reflect changes in marketing theory and practice. The very first edition of marketing management, published in 1967, introduced the concept that companies must be customer-and-market driven. But there was little mention of what have now become fundamental topics such as segmentation, targeting and positioning. Concepts such as brand equity, customer value analysis, database marketing communication were not even part of the marketing vocabulary then. Marketing management continues to reflect the changes in marketing discipline over the past forty years. Firms now sell goods and services through a variety of direct and indirect channels. Mass advertising is not nearly as effective as it was, so marketers are exploring new forms of communication, such as experimental, entertainment, and viral marketing. Customers are telling companies what types of product or services they want when, where, and how they want to buy them. They are increasingly reporting to other consumers what they think of specific companies and products using e-mail blogs, products, and other digital media to do so. Company messages a smaller fraction of the total conversation about products and services. In response of companies have shifted gears from managing product portfolios to managing customer portfolios, compiling databases on individual customers so they can understand them better and construct individualized offerings and messages. They are doing less product and service standardization and more niching and customization. They are replacing monologues with customer dialogues. They are improving their methods of measuring the return on their marketing investment and its impact on shareholder value. They are also concerned with the ethical and social implication of their marketing decisions.

A company change, so does their marketing organization. Marketing is so longer a company department charges with a limited number of tasks it is a company wide undertaking. It drives the companys vision, mission and strategic planning. Marketing includes decision like who the company wants as its customers; Which of their needs to satisfy; what product and services to offer; what prices to set what communication to send and receive; what channels of distribution to use; and what partnership should develop. Marketing succeed only when all departments work together to achieve goals: when engineering designs the right products, finance finishes the required funds, purchasing buys high-quality materials, production makes high-quality product on time, and accounting measure the profitability of different customers, products, and areas.

Defining Marketing
Market is everywhere. Formally or informally, people and organization engage in a vast number of activities that we could call marketing. Good marketing has become success. And marketing profoundly affects our day to day lives. Good marketing is no accident, but a result of careful planning and execution. It is both an art and a science-theres constant tension between side, which will occupy most of our attention, but it will also describe how real creativity and passion operate in many companies.

PROJECT SCOPE

 Create an integrated web site that projects a consolidated and consistent image. To portray image of progressive, firmly grounded church serving the needs of the Community. To increase visibility of our services options. To provide features those make the church part of a members daily functions. To ensure training and technical support is in place to maintain the site. Give peoples the ability to bypass the phone to contact the church. Measure traffic.

OBJECTIVES
To know the level of service quality delivery of NIIT Ltd To know the customers satisfaction with NIIT Ltd. To suggest suitable strategies for upgrading the performance of store. To know about the customer retention. To find out the impact of the strategies on the daily business activities in the store. To analyze the effect of customer retention strategies on the performance of the employees, top management, sales of the divisions, merchandise turnover etc.

LIMITATION
Converting service quality scale with respect to Indian scenario. Testing reliability and validity for all the variables included in the study. Secondary data taken from websites and documents, which may not be correct or manipulated/distorted by someone. Every respondent dont have uniform interest during answering of questionnaire

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.

TYPE OF RESEARCH
Descriptive research: In this project descriptive type of research is done. It includes surveys and fact-findings enquiries of different kinds. The main purpose of descriptive research is description of the state of affairs, as it exists at present. The main characteristics of this method are that the researcher has no control over the variables. He can only report what has happened or what is happening.

Research design
Research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data. AS such the design includes an outline of what the researcher will do from writing the hypothesis and its operational implications to the final analysis of data.

Important features of research designIt is a plan that specifies the sources and types of information relevant to the research problem.

RESEARCH DESIGN
NON-PROBABILITY EXPLORATORY &DISCRIPTIVE EXPERIMENTAL RESEARCH The research is primarily both exploratory as well as descriptive in nature. The sources of information are both primary & secondary.

Primary Data:
Primary data is basically the live data which I collected on field while doing cold calls with the Distributor and shopkeeper, customers, I shown them list of question for which I had required their responses. In some cases I got no response form their side and than on the basis of my previous experiences I filled those fields. Source: Main source for the primary data for the project was questionnaires which I got filled by the customers or some times filled myself on the basis of discussion with the customers.

Secondary Data:
1 2 3 4 5 6 7 Internet Books Journals, Newspaper, Annual report, Database available in the library, Catalogues and presentations.

SAMPLE SIZE
The sample size of 100 persons is used for the completion of research.

Collecting the data

In dealing with any real life problem it is often found that date at hand are inadequate, and hence, it becomes necessary to collect data that are appropriate. There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources at the disposal of the researcher. Primary data can be collected either through experiment or through survey. If the researcher

conducts an experiment, he observes some quantitative measurements, or the data. With the help of which he examines the truth contained in ihis hypothesis. But in the case of a survey, any one or more of the following ways can collect data.

By observation:
This method implies the collection of information by way of investigators own observation, without interviewing the respondents. The information obtained relates to what is currently happening and is not complicated by either the past behavior or future intentions or attitudes of respondents. This method is no doubt an expensive method and the information provided by this method is also very limited. As such this method is not suitable in inquiries where large samples are concerned.

Through personal interview:

The investigator follows a rigid procedure and seeks answers to a set of pre-conceived questions through personal interviews. This method of collecting date is usually carried out in a structured way where output depends upon the ability of the interviewer to a large extent.

Through telephone interviews:

This method of collecting informations involves contacting the respondents on telephone itself. This is not a very widely used method but it plays an important role in industrial surveys in developed regions, particularly, when the survey has to be accomplished in a very limited time.

 Questionnaires:
The researcher and the respondent do come in contact with each other if this method of survey is adopted. Questionnaires are mailed to the respondents with a request to return after complaining the same. It is the most extensively used method in various economic and business surveys. Before applying this method, usually a pilot study for testing the questionnaire is conduced this reveals the weaknesses, if any, of the questionnaire, Questionnaire to be used must be prepared very carefully so that it may prove to be effective in collecting the relevant information.

Through schedules:
Under this method the enumerators are appointed and given training. They are provided with schedules containing relevant questions. These enumerators go to respondents with these schedules. Data are collected by filling up the schedules by enumerators on the basis of replies given by respondents. Much depends upon the capability of enumerators so fare as this method is concerned. Some occasional field checks on the work of the enumerators may ensure sincere work. The researcher should select one of these methods of collecting the data taking into consideration the nature of investigation, objective and scope of the inquiry, financial resources, available time and the desired degree of accuracy. Though he should pay attention to al l these factors but much depends upon the ability and experience of the researcher. IN this context Dr. A.L Bowley very aptly remarks that in collection of statistical data commonsense it ht chief requisite and experience the chief teacher. In this project primary data is collected through questionnaire.

INSTRUMENT FOR DATA COLLECTION Primary data- questionnaire

Questionnaire consists of a set of questions presented to respondents. Because of its flexibility, it is by far the most common instrument used to collect primary data.

Secondary data- Books, reports, journals, internet etc.

What is customer Satisfaction

Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspective of a balanced Scorecard. . In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. Measuring customer satisfaction Organization are increasingly interested in retaining existing customer while targeting non customers; measuring customer satisfaction provides an indication of how successful the organization is at providing products and /or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depended on a number of both psychological and physical variable, which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organizations products. Because satisfaction is basically a psychological sate care should be taken in the effort of quantitative measurement although a large equality of research in this area has

Recently been developed. Work done by Berry (Bart Allen) and Brooder between 1990 and 1998 defined ten Quality values which influence satisfaction behavior, further expanded by berry in 2002 and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality value, Timeliness, Ease of access, Environment, inter- departmental Teamwork, Front Line service behavior commitment to the customer and innovation. These factors are emphasized for continuous improvement and organizational change measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, zeithmal and Berry (Leonard L) between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customers expectation of performance and their perceived experience of performance. This provides the measure with a satisfaction gap which is objective and quantitative in nature. Work done by Cronin and Taylor propose the confirmation / disconfirmation theory of combining the gap described by parasuraman, Zenithal and Berry as two different measures into a single measurement of performance according to expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance.

Company profile
INTRODUTION NIIT Group is a leader in software and services sector. NIIT services enterprises and individuals in 42 countries with its wide ranging Learning Solutions. NIIT Group comprises two companies: NIIT Technologies. & NIIT Limited. NIIT Technologies offers a vast portfolio of IT solutions to customers spread across North America, Europe, Asia Pacific and Australia. NIIT Limited is a pioneer in the field education and training. NIIT was set up in 1981 by young Indian entrepreneurs. NIIT has pioneered the concept of high quality IT education in India and has trained one out of every three software professionals in the country. In 1982, NIIT set up education centres in Mumbai, Delhi, and Madras and followed them up with one in Bangalore in 1983. In the same year NIIT introduced Corporate training programs. In 1991, NIIT set up its first overseas office in US. In the same year IBM awarded NIIT its first CBT assignment. By 2000, NIIT has software operation in 18 countries. In 2001, NIIT was conferred Microsoft's 'Best Training Company Award'. In 2002, NIIT acquired three companies in the US and launched NIIT Smart Serve for Business Process Management. In 2003, NIIT achieved CMMi Level 5 for software business. In 2004, NIIT's Global Solutions Business was spun off into NIIT Technologies Limited. Contents Introduction History NIIT Limited NIIT Technologies Timeline Business units Key industries NIIT's key initiatives Global training centers Competitors Notes and references & External links. Introduction NIIT is an Information Technology global education and training company headquartered in Gurgaon, India. It is one of Asia's largest Information Technology training and education company with 5 million students across 40 countries. [3] The company is listed on the National Stock Exchange and Bombay Stock Exchange of India.

NIIT Technologies
NIIT Technologies focus areas include application development and management, enterprise solutions, including managed services, and business process management. NIIT Technologies addresses the needs of well-defined industry segments such as Banking and Financial Services, Insurance, Transportation, Retail and Manufacturing. NIIT Technologies has alliances with global IT majors such as Computer Associates, IBM, Informatica, Metalogic, Microsoft, NetIQ, Oracle, SAP and SEEC. NIIT Technologies NIIT Technologies (BSE: 532541) is a Global IT solution organization headquartered in New Delhi, India. It was established in 2004 when split with NIIT Limited happened. According to NASSCOM NIIT technologies is ranked among India's Top 20 IT software service exporter. It follows global standards of development, which includes ISO 9001:2000 certification, assessment at Level 5 of both SEI- CMMi version 1.2 and People-CMM frameworks and ISO 27001 information security management certification. Its data centre operations are assessed at the international ISO 20000 IT management standards. [9] NIIT Technologies has alliance with global IT players such as Computer Associates, IBM, Microsoft, Metalogic, SAP AG, Cisco Systems, Oracle Corporation and Seek.

NIIT Limited
NIIT Limiters vast education network span over 30 countries in the Americas, Europe, Asia, Middle East, Africa and Australia/Oceania. NIIT provides both classroom and on-line learning. It ranks among the Top 20 Global IT Training Companies. NIIT Limited NIIT Limited (BSE: 500304) education centers are found in over 30 countries and provides both classroom and on-line learning solution. NIIT Limited has been recognized as one of the Asia's largest IT training institution; with more than 100 educational centers were setup in China and other parts of Asia-Pacific region.

Major Achievements of NIIT

Adjudged Best Training Company by Users in Computer World opinion poll 2000. Adjudged the "Best Microsoft Win2K Training Partner" 2000. Conferred Microsoft's 'Best Training Company Award' 2001 'Best Training Service Provider on .Net' award by Microsoft for its outstanding contribution. NIIT Technologies featured among the "Top 25 Great Places to Work" in the BusinessWorld Survey-2003 NIIT is a leading Global Talent Development Corporation, building skilled manpower pool for

global industry requirements offering learning solutions to Individuals, Enterprises and Institutions across more than 44countries. NIITs training solutions in IT, Business Process Outsourcing, Banking,

History:
History NIIT was established in the year 1981 by young entrepreneur Rajendra S. Pawar and Vijay K. Thadani. In the early 1981, on the campus of Indian Institute of Technology, Delhi, India young enthusiastic students Rajendra S. Pawar and Vijay K. Thadani not found themselves at the same company sharing the same dorm room. After graduating from IIT with the ambitious goal of spreading computer knowledge throughout India Pawar and Thadani, envisioned and developed a company which is today known as NIIT. [It has pioneered in IT education in India and trains one out of every three software professional to work in an IT company. During 1982 it setup educational centers in Mumbai, Delhi later it spread in western part of India especially in Bangalore. In the following years it stated corporate training programs. It is ranked among top 20 IT training institutions and graded among India's most trusted service brands.

Timeline:
1981: NIIT was established by Rajendra S. Pawar and Vijay K. Thadani to cater IT education and training in India. 1982: Setup educational centers in Mumbai and Chennai. 1982: Introduced Multimedia technology in education 1983: Corporate training program introduced 1983: It setup education center in Bangalore 1984: IT consultancy service stated 1985: Head Office integrated in New Delhi 1986: Software product distribution started under " Insoft " brand 1987: Education centers setup in Kolkata and Hyderabad 1987: Conceived Franchising Model of education 1989: Dr CR Mitra an alumnus of MIT joined NIIT as education adviser stated and created "GNIIT" program. 17 Timeline

Business units:
A business unit NIIT has organized itself along the following three lines of business: Individual Learning Solutions - This focuses on providing employability skills to people in the age group of 1625 years. IT training forms the bulk of this segment. In recent years it has launched new offerings for training in Banking, Insurance and Financial services through IFBI, NIIT IMPERIA Executive Management Programs through NIIT Imperia and training in skills for BPO/KPO sectors through NIIT Unique School Learning Solutions - this provides training and learning solutions to government and to private schools. Corporate Learning Solutions- this division provides training services such as off the shelf learning library, custom content development, and customized instructor led training and training administration services. Element K a US company, acquired by NIIT in 2006, forms about two thirds of the sales from this division.

Key industries:

Key industries Banking & Financial Services, Retail Banking, Wholesale Banking, Investment Management Risk and Compliance Offerings Business Testing Frameworks Insurance Channel and Customer Interface Solutions Core Insurance Business Processes Enabling Insurance Business Processes Regulatory Compliance and Tax Environments Intellectual Property-Solutions and Solution Accelerators Value Added Services.

NIIT's key initiatives:

NIIT's key initiatives NIIT Institute of financial banking (IFBI), formed with equality participation with ICICI Bank, which offers programs to develop talent in banking industry. Later NIIT offer Turkey integration program for schools and cater computer base training to over 5000 government schools. NIIT's corporate learning solutions, it offers corporate learning solution to Fortune 500 companies, Universities, technological companies, training corporation and publishing companies. Element K delivers learning solutions for customers and partners through a tailored solution through catalog learning products, technology and services. It offers Virtual lab (hand-on-labs), instructor led course ware, comprehensive journals and e-libraries.

Global training centers:

Global training centers Indian training centers NIIT has training and educational centers in the following Indian states: Andhra Pradesh , Assam , Bihar , Chandigarh , Delhi , Goa , Gujarat , Haryana , Himachal Pradesh , Jammu and Kashmir , Jharkhand , Karnataka , Kerala , Madhya Pradesh , Maharashtra , Nagaland , Orissa , Pondicherry , Punjab , Rajasthan , Tamil Nadu , Uttar Pradesh , West Bengal . Global Units North America : USA , Canada , Mexico South America : Peru Europe : UK , Ireland , Kazakhstan , Turkey Oceania : Australia , New Zealand Asia (outside India) : China , Indonesia , Malaysia , Nepal , Philippines , Sri Lanka , Vietnam , Bahrain , Iran , Oman , Qatar , Yemen Africa : South Africa , Nigeria , Ghana , Morocco , Sudan , Zimbabwe , Mauritius.

Competitors:

Competitors School Learning Solutions competes in the e-learning market with a number of local players including Everonn Education, Manipal K12 Education, and Educomp as well as other players like HMSC Learning a joint-venture between S.Chand and Houghton Mifflin Harcourts international arm EMPGI.

References &External links:

References & External links www.google.com From Wikipedia, the free encyclopedia NIIT Limited - Official website NIIT Technologies - Official website About NIIT page NIIT demerger NIIT University 31 NIIT in world.

SERVICE QUALITY DELIVERY All industries maybe treated as service to an extent, some organizations more than others. Even manufacturing organizations do not just sell a product but provide some of backup such as after-sales service, advice, warranty, repair, installation, or training. On the other hand even in pure service industries such as banks, hospitals, education, and consultancies, automobile industries there often a product which changes hands. For example banks talk new product development, because they do have products-loan schemes, deposits schemes, various types of schemes, deposit schemes, various types of credit cards, other types of monitory instruments etc. hospital provide products to patients in the form of diagnoses and prescription to reports. Similarly consultancies provide reports of their findings analysis, and recommendations to client organizations. In an educational set-up a student maybe entirely different as it may consider an enlightened student with appropriate knowledge and skills as the end product. In manufacturing we get a tangible and Identifiable product, which is obtained as a result of a service of transformation processes subjected to it. In services the end product is often tangible amusement in a them bank, hospitality in a hotel, good education processes but focus only upon the features of the end product. The main difference is that in services it is the customer that has been processed. In the service industry, it is often the processes that are bought rather than the product. Some organizations maybe considered as offering a hybrid of product and services to its customer.

LITERATURE REVIEW
One effective strategy used in differentiating an offer from that of the competitors, is to excel in delivering quality service to Students. One hears a lot of talk about institutions goal being to deliver quality service to the students. Service before self is more a clich with many Indian firms. Their strategy, action, and organization show a half-hearted attempt to provide quality service to students. More often than not, the attempt is to avoid or somehow get over with the students. The study is concerned with the comparison of different studies related with the various quality services. An over view of the literature in the field of quality service sectors. The study is presented in this section converting the core title information of quality service delivery towards NIIT. There are so many past researches done on the basis of students quality services in different areas are as follows. One of the researches done in quality service satisfaction related to padmini bajaj motors. To find out the customer service satisfaction towards various services provided by padmini bajaj. To build good customer relationship. To take necessary measures to improve quality service offered to customer. To compare customer satisfaction of the company wise major competitors. To draw out of the customer satisfaction level.

The above research mainly focus on quality service satisfaction related to Padmini bajaj Motors. This research is different from the above research this research is purely based on NIIT computer institute in quality service delivery. In this study researcher mainly focused on particularly NIIT institute and its quality services.

Some another researches also done the research on customer quality services on e-seva centers. To evaluate the present position of e seva services compare to Govt office bills collection. To evaluate customer perception towards e seva services through customer feedback. To suggest the methods to improve services. The above research was done in e seva. In this research particularly focus on e seva services.

These research objectives are totally different from the above objectives. In this study mainly focused on how NIIT providing quality services to students. And some other researches also had done the research on after sales service provided by Samsung service centre. The objectives of the study were different each other. And this research has done on following basis.

To study the customer awareness towards after sales service offered to him/her. To draw out customer satisfaction level with Samsung services. To take necessary feed back about their products. The above research was done on Samsung services. In this research particularly based on after sales service towards Samsung services. These objectives are totally different from past research objectives. And some other researches also had done in this area. This research mainly focused on sales service related to phoenix motors private Ltd Hyderabad. They analyzed to find the strategies and customer regarding the availability of information related to the product. To study the customer service on quality service related to sales provided by the dealers. To study the opinion of the customers regarding the availability of information related to the product To study the customer satisfaction with user of their bikes.

 To study the customer satisfaction with usage of their bikes. To study the information recourses their customers using before purchasing the bike. And some other research also had done in this service area. The objectives of study were different form each other. To gain the feed back from customers regarding after sales services and its improvements that are required for the consultancy. To suggest necessary measures to improve services offered consultancies. To study customer awareness towards consultancy sales services offered him/ to her. To draw customer satisfaction levels after placements.

His/her research tries to find the facts of consultancy services These are all of the important research objectives of the past research studies.

Present research objectives are differing from the past research objectives. These all objectives are different from the past studies. In this study main aim is to done the research on some of the different aspects which is very useful for futures. There are so many differences are available between present research and other researcher research. In this research study mainly focused on quality service delivery of NIIT. Juran defined customer quality as feature of products which meet customers needs and thereby provide satisfaction, and service quality relates to quality is identified to understand the consumer. Zeitheml (1987) defined perceived quality as the consumers judgment about an entitys overall excellence or superiority, which can be viewed as distinct of attitude, related in part to satisfaction , and resulting from a comparison of expectations of performance.

Marketing
Marketing is "The process of planning and executing the pricing, promotion, and distribution of goods, ideas, and services to create exchanges that satisfy individual and organizational goals." Another definition, perhaps simpler and more universal, is The process of moving people closer to making a decision to purchase, use, follow, refer, upload, download, obey, reject, conform, become complacent to another person's, society's or organization's value. Simply, if it doesn't facilitate a "sale" then it's not marketing.

Types of Markets
The word market originally meant the place where the exchange between seller and buyer took place. Today we speak of a market as either a region where goods are sold and bought or particular types of buyers (summarized from Wells, Burnett, Moriarty, pg. 6566). When strategizing specialists in marketing comment about markets they are usually referring to the different groups of people and/or organizations. The four major market groups are 1) Consumer, 2) Business to Business, 3) Institutional, and 4) Reseller. Branding refers to the sum total of your company's value-proposition: Products, Services, People, Advertising, Positioning, Culture, and Partner Relationships. 10 Common Marketing Methods There are many methods of marketing, from simple to elaborate and from inexpensive to extremely costly. All or only some of these may be applicable to your business, but you can choose the ones that are and create a powerful marketing strategy. The following list outlines some common marketing and communication methods used by millions of businesses to reach their potential customers:

Print advertising in newspapers, magazines, business journals, community newsletters, etc. Developing sales flyers, brochures or newsletters for distribution to potential customers. Attend trade shows or exhibitions related to your industry, product or business.

Press releases and public service announcements in newspapers. Usually free and good exposure. Cooperative marketing efforts (in advertising, etc) with a business that compliments yours. Join community networking groups like your local chamber of commerce or business committee. Join professional associations through your industry, business or personal credentials. Internet marketing is an exciting and inexpensive method of regional, national or global marketing.

Telemarketing to potential customers off a list or out of the telephone book. Direct marketing with written correspondence using a list to mail or fax marketing literature.

Quality Service
Quality in a service organization is a measure of the extent to which the service delivered meets customers expectation because to the customer, quality is all about Meeting or exceeding their expectation. The National quality institute web site defined quality as follows: Quality is in the eye of the beholder. Yet we all recognize it when we See it Quality is when you are so satisfied with a product or service That you go out of your way to recommend it to other people There is a tendency to think of quality as being upscale, first class and Expensive: In fact, quality can be achieved at all price levels if the need and desires of the customers are met, and exceeded. The nature of most services is such that the customer is present in the delivery process. This means that the perception of quality is influenced not only by the service outcome but also by the service processes. NIIT Ltd is a store, which provides services to the customers. In this project it is estimated that

to what extent the quality service is by NIIT Ltd and what role does the marketers play in delivering high quality goods and services to get the target customers. For research work both primary and secondary data are used. Customer to know their perceptions and belief fills questionnaire. Then in this report service quality model is explained which highlights the gaps that cause unsuccessful delivery of service. On the basis of this model five determinants of service quality are- Reliability, Responsiveness, Assurance, empathy, tangibles.

QUALITY SERVICE MODEL

The model highlights the main requirements for delivering service quality. It identifies five gaps that cause unsuccessful delivery. Gap between consumer expectation and management perception. Gap between management perception and service quality specification. Gap between service quality specification and service delivery. Gap between service delivery and perceived service. Gap between perceived service and external communication

Word of mouth communication Personal needs

Past experience

Expected service GAP 5 Perceived service CONSUMER MARKETER

GAP 1

Service delivery (Including pre and post contacts) GAP 3

GAP 4

External communication To consumer

Transaction of perceptions service quality specifications. GAP 2

into

Management perceptions of Based on this service quality model, researchers identified the 5 determinants Consumer expectations

Of service quality, in order of importance. RELIABILITY- The ability to perform the promised service dependably and accurately. RESPONSIVENESS- The willingness to help customers and to provide prompt service. ASSURANCE The knowledge and courtesy of employees and their ability to convert trust and Confidence. EMPATHY The provision of caring individualized attention to customers. TANGIBLES The appearance of physical facilities, equipment, personnel, and communication materials.

Quality service
Quality in service organization is measure of the extent to which the service delivered meets the customers expectations. The nature of most services is such that the customer is present in the delivery process. These mean that the perception of quality is influenced not only by the customer service but also by the service processes. The perceived quality lies along by the service outcome but also by the service process the perceived quality lies along a continuum, unacceptable quality lies at one end of continuum, while ideal quality lies at the other end. The points in between represent different gradations of quality, measures of quality may either be hand or soft hand measures are those which are quantifiable or objective, for example computer down time or the proportion of telephone calls answered soft measures are those which are quantitative, judgmental, subjective, and based on perceptual data, for example customer satisfaction with speed of service or managers assessment of staff attitude towards services.

The role of services

The western world has experienced a post-industrial service economy for over two decades. This is not the situation in all parts of the world. In industrialized countries the value created by the service sector as a percentage of GDP in current prices rose from 53 percent in 1960 to 66 percent in 1995. in the European union it rose from 47 to 68 percent, and in the USA from 57 to 72 percent, and keeps rising. However, the service sector has for a long time counted for over 50 percent of gross national product or total employment in developed countries. In several countries this percentage is closer to 100 than 50. However, quoting statistics is largely irrelevant, because they are complied based on the industrial era, where the creation of wealth in a society was due to that societys capability to produce manufactured goods in efficiently functioning factories. Services were considered add-ons, something that was necessary but which did not add much value for the society. What in official statistics was not included in manufacturing, the industrial sector or the agriculture sector was put together in what was called the service sector. This included financial services, transportation, hospitality services, professional services, and services provided by the public sector. Official statistics on the importance of the services to society were vastly understated.

Service competition
Service competition is nothing new. Service firms such as banks, hotels, restaurants and transportation firms have always faced the situation where competing with services is critical to success. They have not always realized what this requires of them, and therefore, for example, may have fallen into a price trap or over-emphasized marketing communication. However, firms in more and more industries, regardless of whether they are traditionally categorized as service or manufacturing industries, now find themselves in a situation where the core product only offers a starting point for the development

of a competing advantage, but does not guarantee a competitive advantage any more. In such a situation a service perspective offers an approach to the strategic reorientation of the firm. The development of the core product into a service offering including value-enhancing billable and non-billable service components may make the firm competitive again. Service competition has become a reality for most firms. Without adopting a service competition logic such firms will be in trouble.

What is a service.
A service is the word has many meanings, ranging from personal service to service as a product. Service that are a series of a process, where production and consumption cannot be totally separated, and where the customer often actively participates in the production process, and bound to be perceived as extremely complex. However, in order to develop service management and marketing models, it is important to understand what customers are really looking for and what they evaluate. When the service provider understand how service will be evaluated by the users, it will be possible to identify ways of managing these evaluations and influencing them in a desired direction. The relationship between the service concept, the service offered to customers, and customer benefits has to be clarified.

Studying critical incidents an alternative way of measuring quality service.

The measurement methods discussed in the previous section are based on attributes and quantitative measurement of these attributes. An alternative way of creating an understanding of how customers perceive the quality of given service is the critical incident method. This method has been used a great deal in various studies in the service field. The methodological approach is to ask respondents, in this case customers with experiences of a given service, to think of situations where the service, or any part of the service process including the outcome of that process, clearly deviated from the normal, either in a favorable or unfavorable way. These are critical incidents. Then the respondent is asked to describe, in as much detail as possible, what happened and what made him consider the incident critical. Finally, the researcher analyzes the descriptions of the critical incidents and the reasons for them in order to find out what kind of quality problems exist and why these problems occur. Favorable quality perceptions and the reasons for them are also categorized in the same fashion. A study using critical incidents gives the marketer rich material indicating problem areas and strengths as well as what should be developed in order for the firm to improve the perceived quality services. One may find out, for example, that a lack of resources, problems with the technical skills of service employees or negative attitudes towards customers seem to be frequently occurring reasons for negative critical incidents, causing a low perception of service quality. If needed, the marketer can use these findings as a basis for further research on actions necessary to improve service quality. Frequently the findings from a critical incident study give direct indications about what actions need to be taken.

How is quality service measured.

In order to measure service quality, one has to assess customer expectations and his or her actual experience with the service provided by the firm, based on the five dimensions of service quality spelled out earlier. The gap between the two will indicate whether the service quality is high or low on each of these variables. It is equally important to assess the service providers perception of the service delivered to the customer and what they perceive to be organizational factor that facilitate or hinder their ability to deliver quality service. Often one may find gap between the customers expected level of service and service providers perception of it. It is these gaps that need to be closed through appropriate organizational interventions in technology, system, policies, human resources development, and marketing. A useful tool here is SERVQUAL, developed Zeithmal and others. This is further discussed in the section on marketing instruments. The SERVQUAL= (perception of an ideal company as measured by the rating given by the customer on the ten-point scale for each variable)-(expectation or actual service provided by the firm as measured by the rating given by the customer on the ten-point scale for each variable in the firm). After calculating this SERVQUAL score for the customer, one can calculate the same for the service providers also by subtracting the customers average SERVQUAL gap for each variable or for the firm as whole. While assessing perceptions regarding the quality of service they think they deliver. It is important to study all employees across the organizational hierarchy. In other words, the study should measure the perceptions of contact personnel, like sales and service executives, as also those of the top management. An analysis of responses at different levels in the organization can lead to strategic option to help close the gap and also ensure shared vision values.

Organizational issues in quality service:

Service quality is a deliberate strategic choice exercised by winner firms. Now, the firm which aims to deliver service quality has to focus on the following critical areas. Planning for service: It is not only important to have a service vision, but it is equally critical to plan and implement a service quality strategy. Here the firm has to set before itself the goal of 100 percent customer satisfaction. Though on the face of it, this looks impossible; in reality it has been found to be a motivating, challenging and even an achievable goal. If the firm does not to have this goal and is satisfied with 95 percent of customer satisfaction, the 5 percent dissatisfied customers are enough to negatively affect the companys market share and profits. Dissatisfaction is as contagious as satisfaction, and therefore the firm should work to achieve 100 percent customer satisfaction. Some strategic options in this regard are:

THE LEADERSHIP CHALLENGE OF SERVICE QUALITY At the outset it is very important to acknowledge that services can vary in quality and that it is quite possible to influence it for good and bad. The very fact that service quality isnt a fixed reality but rather one that can be improved is important to consider. Its nature is malleable and this gives those that care about quality the chance to influence it for the better. Further, it suggests that we dont necessarily have to settle for inferior service, providing weave made the investments to have it improved. It also means that in some instances, it maybe possible for exceptional levels of quality to be achieved even in times in which poor service quality is the norm. Quality generally refers to something done by human beings at a very high level of excellence, Often times in the sense of works of perfection as being distinctive from inferior mediocre performance. This is the sense in which quality will be used here. There is another sense of quality as being a continuum from very poor to excellent. All stages of the continuum are part of quality in that they all express some level of attainment of quality - even if in the inferior ranges. This sense is not helpful if what one wants to concentrate on is the best effort as distinct from all efforts. Quality can also be a sustained phenomena that accumulates its virtue precisely by enduring in its meritorious distinctiveness within the passage of time. It would be reflected in a track record of interlinked instances of individual excellence combining with other ones across time. Conceivably these may not be accidental at all but are shaped repeatedly by the hands of those whose task it is to ensure a good outcome. If such persons fail to assure the intended quality then something that might have been excellent will not become so. Service quality can decline even in circumstances where it had consistently been above average. This could also mean that service quality is low despite the fact that it neednt be. Since quality can be influenced either positively or negatively, it matters a great deal whether people are trying to influence it for the better. One of the most decisive of the possible influences on quality is leadership.

Nothing of consequence can be achieved in any human activity without a measure of leadership being required to ensure that things turn out well. While people in human services often see themselves as somehow apart from other walks in life, a more accurate sense is that the essential human condition is much the same in human services as anywhere else. Additionally, we are much the same today as we have been down through the ages. In this we share much with other ages in our own struggles for quality and leadership. The temptation may be to see these challenges in only their highly modernized versions and thus make the questions of quality and leadership much too hostage to the current culture of human service. A more cautious approach would be to anchor these more to what quality and leadership have asked of human beings across many times and places and in the many facets of human life in which these are universally relevant concerns. Leadership, as we use the term today, does not have quite as encompassing a lineage as does quality. Few languages outside of English have a comparable term and, in English itself, the terms current meanings only crystallized in the latter half of this century. The early concept of leader usually indicated a formal role whereas today leadership typically refers to the capacity of some people to lead. This does not imply that leadership is or has been unimportant in bringing about quality but rather that we have our own particular preoccupations about it in this brief period of the late twentieth century. In any case, it is worthwhile to link these two concerns and try to discern how these might or might not make any difference for the many millions of people now dependent on modern human service systems. a) Quality as an Internalized Ethic There is no particular reason to do anything of quality unless one seeks to shape things so that something above average can result. This will to quality thereby moves from being a goal to a commitment. A commitment is the undertaking of an obligation in which one will risk not measuring up to a high standard. Achieving quality means living with the risk of doing poorly. On the other hand, quality cannot be achieved merely by intentions as, at some point, one will have to struggle to demonstrate excellence. This would explain why quality talk is so universally insufficient as a

response to the deeper challenges of achieving excellence. Words are not deeds. For leaders the task becomes one of both calling for and exemplifying a consistent commitment to quality in oneself and others, such that it becomes a part of which people are - that is, an ethical foundation in their identity. For instance, one cannot achieve an attitude of respect for clients by merely mouthing respectful things. The test of genuineness will require that you mean what you say and this is recognized as tangibly a part of who you are. An ethic that is not internalized is not a commitment but rather a pose. Thus for leaders the task becomes one of getting people (including themselves) to authentically care about quality and then to continuously challenge themselves to do something about it. Put in another way, quality begins inside people and radiates outward. Less obvious may be the fact that it is impossible to achieve a quality outcome without first resolving within oneself the will and intention to do a superior job of things. Even with such questions resolved at the outset it is quite realistic to expect that the commitment to excel will be tested repeatedly by the disciplines inherent in achieving excellence. Each trial in its own way forces a recurring recommitment to quality at each step in the task. Whenever one lets ones commitment to excellence lapse quality inevitably will decline. Thus the outer manifestations of quality e.g. performance are a mirror of the inner challenge of quality. b) Quality Derives Fundamentally From People, Not From Organizations, Laws or Systems the current management ethos about quality is that it is something that comes to clients (or customers) via organizations. The difficulty with this premise is that it ignores the commonly cited observation that organizations are only as good as the people in them. Thus the more fundamental origin of quality is persons, both in their personal and collective sense. Without good people it is very doubtful that you can get good results. Axiomatically, it is entirely predictable that quality will utterly mirror the strengths and weaknesses of the people involved. Organizations and other Structures do profoundly influence people but in the end the raw essence of quality lies in the characters of these who are involved. One cannot draw good results from poor character as good does not derive from its absence. To suggest that organizations, laws, systems and other such structures govern human conduct is to both grossly overstate their influence and to ignore the way human beings actually interact with systems. In

the first instance systems constitute frameworks which channel human activity but cannot utterly control it. In the second instance human beings show both a startling capacity to render even elegantly logical systems dysfunctional as well as a genuine innovativeness in making sense of things even in the face of incoherent systems. Thus it is a far more cautious view to see the eventual dependence of systems on people even if this sensibility is ignored in the paradigm of technocratic utilitarianism. For leaders, the initial challenge becomes the recruitment of the right people and the redirection or substitution of those less suited. It means the deployment of people where they can do the most good and providing the ongoing sustenance to them to meet the demands of achieving quality. These tasks alone are formidable, so it should give an inkling of the deeper costs to leaders if they embrace the painfully taxing ambition of quality. Superior quality will only derive from people doing a superior job. C )Achieving Excellence is Difficult and Rare There seems to exist in all of us a wish to make things easier. This leaves us vulnerable to trying to enact this wish through short cuts, quick fixes and other subterfuges. The reality is that achieving anything of quality is precisely the opposite of easy. There is no doubt that many people can create the appearance that quality has been achieved easily. This will not in the end be proven to have been the true case. Quality will always ask something of human beings and will yield its benefits only to the extent hat each gain has been precisely earned. One cant realistically expect to be at the top of ones field without paying the price of proving oneself again and again. This has always been true and will continue to be so even if we live in foolish times. In the end substance matters in quality. Excellence will be increasingly more difficult to achieve as one increase the standard. Consequently fewer and fewer people will reach that standard as the degree of quality heightens. Thus in most things, including human services, the average level of quality can be expected to be routinely ordinary or worse and only infrequently remarkable or outstanding. It is no mistake that most quality assurance schemes are minimal standards oriented since this is much more consistent with the regression to the mean tendencies that derive from human nature. In this, quality assurance is actually quality avoidance, since most QA strategies virtually ignore the question of what an optimal service could or should look like in favor of asking what is minimally acceptable.

For leaders there is necessarily a requirement that there be no underestimation of what it really takes to get people to excel on any kind of sustained basis. Quality can be addressed partly by getting people to excel and partly by getting people accustomed to a more exacting standard, such that quality is not a foreign struggle to them. Humility in the face of the profound limitations in achieving excellence is in no way an impediment to cultivating a proper respect and desire for quality. In fact, it is doubtful that human beings can sustain any exacting task without both a realistic idealism and a generous grasp of what it takes to do something authentically notable. It is revealing that so many people who speak and write about quality act as if quality achievement was merely a matter of adopting the right outlook. While outlook does matter there are indeed further substantial costs in attaining authentic quality that should not be underestimated as this will lead to a serious lack of realism. It has never been true, nor will it ever be true, that exceptional accomplishments can be acquired without struggle, commitment and difficulty. It cheapens the meaning of excellence to suggest that it asks nothing of us before delivering its bounty. Excellence must be earned each and every day, as has been known since ancient times in the moral recognition that one is entitled only to that which one has contributed to. One of the more misleading themes of our disoriented age is that one can have it all without somehow paying ones way. How can one serve people with distinction if one has not acknowledged the immense difficulty of what it takes to consistently understand, assist and enable people? If it were so easy why is it that the clients of so many of our services are living lives that are far less than either they or their service providers would hope for? What is it that we believe we have added to the process of service that justifies a claim of excellence? The good news in this is that superior quality in service is realistically attainable for those leaders in service, at whatever level, who both engage the level of difficulty involved and recognize that each step towards improvement will ask something before giving way. If people and organizations can be enabled to meet this price then there can be the resultant confidence that progress is feasible. Further, it can also be expected that shallow, superficial and deceptively easy versions of quality will eventually yield their inevitable fruits of disappointment and emptiness. Genuine leadership, in this

regard, may be as much concerned with discernment as to what is true quality as it is with paying the daily price for this insight. d) What Is Said To Be Quality in Human Service May Not Necessarily Be Centered On the Service User It is important to recognize that we are all free to call anything we want quality. As in ancient times much is passed off as quality, which is actually inferior. We recognize this ancient challenge in the enduring use of Latin terms such as caveat emptor, i.e. let the buyer beware. Unfortunately foolishness, gullibility and an inability to discern quality are ever present in all of us at one time or another. This leaves us vulnerable to those who can present themselves as excellent whether or not there is any evidence for their claims. The difficulty goes deeper than merely discerning what salesmanship, to the underlying reality is that there are many competing ideas of what quality might be. Some of these may be as primitive as believing that a clean service setting reflects a superior service, to a more sophisticated naivete that increasing the number of credentialed professionals somehow ensures that the service user will be treated better. Whatever the singular element of service quality cited, the fact remains that ones perception of service quality functions for most people as their standard. Consequently, quality in service can be whatever people want it to be. A crucial question then becomes whether what people see as quality has anything to do with the service users experience of service. If a service is genuinely good then surely it must be of distinctive benefit to the person served. This assumption requires of all service that it be beneficial to the person served, at least insofar that such benefits are realistically feasible. It is this assumption that encourages many people to look at service user outcomes as a clue to whether authentic service has been rendered. Even so, many people might nonetheless still be content to look at non-service user factors as being as good as client outcome measures. Conceivably these non service user factors could include financial control, documentation of policies and practices, adherence to regulations, minimal standards, competitive unit costs, administrative performance and so on. Needless to say, these factors typically do not relate to client outcomes as much as they do organizational conformity and stability. Even so, in some minds, the dependable presence of service maybe more valued than whether it aids the service

users life. In some extreme instances, services have been evaluated without any inquiry whatsoever into whether the service user is better off - including having the evaluators fail to meet the persons served. The dilemma is not resolved simply by adopting some measure of service user outcomes since these outcomes may they be a poor measure of whether service(s) has authentically benefited the person. For instance, client satisfaction surveys are notoriously undependable as a gauge of service effectiveness, as are units of service received as a measure of program relevance. Yet these are both likely to be called outcomes. Still, the act of focusing on the people served at the expense of an over concentration on disembodied and abstract organizational performance measures is nevertheless a good safeguard against the possibility of ignoring the life of the person served as the crucial test of service quality. Service leaders must direct their energies to establishing some manner of service that is unmistakably focused on the people served. This is not as easy as one might imagine. e) Quality in Service must relate to what is good for People There are many people in this era whose conditioning has led them to believe that all human problems are technical in nature and therefore they neednt consider what used to be called metaphysics. While this preference can be maintained in most settings it does not at all serve as a convincing rationale for avoiding the values questions involved in ascertaining whether a given human being is indeed better off. While empiricism is helpful in testing and measuring matters, it gives little guidance ultimately on what is the good that should be measured. For this, we must turn to values. It is simply not practical for insightful service leaders to ultimately dodge the question of values, since all manner of service is guided by values whether they are acknowledged or not. Further, promulgation of the supposedly right values is not in itself anything more than verbal activity since ultimately such talk can easily be contrasted with what the service user actually experiences. While a given service leader may inevitably fool some people, the test of values congruity will eventually sort out fact from fiction. Inevitably, a meritorious service leader must ultimately, consciously and with commitment, choose values that benefit the person served or there will be no benefit. Values do relate to what is good for people even if this fact gets obscured. This can be seen in those many instances in everyday life where children are neglected because

Adults do not take responsibility for the childs eventual well being. Their lack of value for the childs potential inevitably shows itself in the wasting of the childs life. Adults with a different set of values visa-vis such a child might indeed do more good for the child by seeing more clearly their does not make them so. personal responsibility in how the child grows up. We can always say that values are merely abstractions but this

It is nonetheless very difficult to choose and adhere to positive values quite apart from getting others to see the merit of embracing them. Yet this is only a part of the difficulty of providing leadership on service quality. Even so, a committed leader must both advance and defend a vision of superior service quality or they risk both not standing for anything and supporting a mediocre sense of whats possible. What makes this whole aspect of value focused leadership even more costly is that while values can unite people they can also divide them, thereby undermining the essential unity of purpose and commitment necessary for people to act as one. It is very doubtful that any manner of excellence can be achieved without agreement on purposes, yet it is this very agreement that is so elusive. Yet, clearly there are service leaders who have mounted a sufficient degree of consensus to ensure that those they serve gain the benefits that are possible even in the face of many whom adamantly oppose them. Under such circumstances it would be logical to conclude that productive values leadership is possible even in the face of adversity. Even so, it will always remain difficult to be sure that the values embraced are indeed good in the lives of the people served. It is very easy to lose ones way especially if the test of ones fidelity to those served is weak or absent.

f) Service Quality as One Person at a Time Service quality is simultaneously multidimensional and its sub-elements differently ordered given the specific needs of each person served. Human beings rarely need just one thing in order to have their lives function optimally. More typically they need a variety of things in quite differing orders of priority. For instance, there might be many things that people share in their personal sense of what constitutes a good home life for them, but it is very unlikely that the person-by-person ordering of importance of these

is distinguishable in the abstract. More commonly there is individual variation as to how each person might prioritize the many variables of quality in their home life. For a service leader the challenge is to recognize that service quality has many facets that have to be managed simultaneously but also managed with direct relevance to the greater and lesser needs of each unique person served. In concrete terms this argues against pre-packaged or standardized service and service outcomes since, by definition, outcomes must ultimately be tailored to the variable needs and priorities of the persons served. With this in mind it is not hard to see why the very best services are the ones that derive from who the people served actually are, rather than from generalized assumptions about them, i.e. overly standardized service models and practices. If one takes this insight to its logical implications it becomes clear that it is not possible to discern whether a service is good for a given person except by delving deeply enough into who that person is and what it is they actually need to enhance their life. While some checklists of possible elements of quality could be utilized as a starting point for analysis, these, in the end, can only be ordered into elative priority in reference to a given person. Even the evaluation of services by standardized client outcomes may miss the point since these are, at best, global and reductionist starting points, since the true worth of a service is directly tied to its relevant address of a given persons needs. What at one time was called the individualization of service is an instructive example as to how the person served can eventually be omitted from influencing his or her service design and delivery. Many people can undoubtedly recall numerous examples of service agencies attempting to install some measure of individualized planning, service delivery and even funding. Commonly this has been motivated by a quite genuine concern that the wishes and needs of individuals not be overlooked. In practice, however, we rapidly witnessed the standardization of procedures for even this individualization. In many cases the standardization went well beyond the codifying of outlook and procedure to the installation of mandatory bureaucratic rituals. It is ironic that this so-called individualized bureaucratic process has been foisted upon people for their own good, irrespective of whether they even want or need such mechanisms. We are always at risk of providing service to people in such a way that they no longer matter.

The telling point in this previous example is that while the individual was ostensibly the center of attention, the practices for actually dealing with the person did not originate with the persons served but with the hunger of people and systems for stepwise methodologies or recipes. This same pattern of ignoring the person in order to save them is already evident in the newest generation of so called person centered methodologies. Again, the nominal intention is to make the person the decisive influence, yet in practice, honesty would require the acknowledgement that the needs of other more influential parties are at work. The ability of people and agencies to submit to the needs and priorities of those they serve is clearly limited. Even with honorable intentions it is very easy for service providers to lose sight of those they serve, even if at times, they are genuinely guided by the persons they are supposed to serve. This risk of estrangement has certain inevitability to it since it is very unlikely that most people could ever entirely maintain their fidelity unerringly to all of those they serve. The implication is clear that person centeredness is a capacity that needs constant attention or even devotion in order to amount to anything of consequence. In this way it is an incessant daily requirement of good service that must repeatedly be earned and defended. Also it is not a dichotomous variable but rather a continuum from the ordinary to the superb that will be achieved despite the presence of competing pressures and limitations. The task for service providers and in particular, their leaders, is to constantly reassert that the priority for personal and organizational attention is focused on the lives of those served. While on one level this is a value that needs adoption and reinforcement - on a practice level it means constantly referring back to what life is like or could be like for the people served and judging all other matters against their relevance to this end point. It would not be easy to do this even if people were able to be readily understood and their needs addressed in a straightforward way, yet most human beings are typically more complex than this. Being there for any group of human beings is never going to be anything but a challenge, yet it is this struggle that leaders must burden themselves with if progress is to be made. g) The Inherent Richness of Ordinary Lives As a Criterion for Service

Quality one of the great tragedies of human service has been the times in which we have dehumanized and degraded the people we were supposed to serve and honor. While much that is harmful has been done through misguided actions and ignorance we need to recognize those elements of mistreatment which derive from the poverty of our vision for other people. If we cannot see the potential in the lives of the people being served it invariably will mean that we wont reach for it. Excellence normally is only attained after striving for it, so the absence of a compelling vision of human possibility greatly endangers this necessary challenge for us to excel. What has made this field memorable has been those occasions when it helped to restore to people the humanity that their world had denied them. We did not simply get up one morning and do this on a whim. On the contrary, we were relentlessly challenged in this direction by the staggering contrast between how those we were to serve were forced to live and how most people in our community preferred to live. To their credit, many people in service roles were morally disturbed by the possibility that they were contributing to the degradation of others and sought ways to set things right. Even so, this aim would still not have been fruitful if it were not for the adoption by this field of the commitment that its clients were entitled, as human beings, to the richness of life available to most so called ordinary citizens. This was not a mundane matter merely of making available to people the many possibilities of normal lives in the community but something much more far-reaching. It was a commitment that we would respect and honor their humanity by insisting that they be treated as well or even better than their fellow citizens. Were it not for the rigorous adherence by many to this moral foundation, it is doubtful that we would still be pushing forward on the agenda of deepening the possibilities inherent in seeing people as being essentially like all other people, leading their lives as do other people and having access, like all other people, to the good things in life. We were brought to such revolutionary commitments by the principle of normalization and then social role valorization which challenged us to both see the harm of social devaluation but also the great healing power of enabling people to have the kinds of lives that we often mistakenly think of as ordinary or normal. Since we have adopted this standard of striving to enable people to have the fullness of community life, we have seen breakthroughs in virtually every aspect of the lives of the

people this field serves. Our sense of what constitutes quality seems to have been inexorably extended upward year after year with the fruits of such an expansion amply enriching the lives of those touched by such higher aspirations. It is noteworthy that many people see quality as being the product of various clinical processes, treatments or programs, i.e. quality equals clinical methods being pursued optimally. Such a view contrasts sharply with those who see the ultimate outcome needing to be better lives not better programs. What will have been gained, after all, if you have a good program but no life? In this way good service must be in support of enriched ordinary lives perhaps even a life without client hood. Even with a pro forma adherence to the good of the pursuit of ordinary lives in community, it is easy to be fooled into thinking that minor progress on this goal is the same as great progress. In community living it is immensely easy to make available to people the most marginal, depleted and degraded versions of what is possible in normal life. Interestingly, the persons being served are typically so lacking in influence that they might not ever get the chance to challenge our rhetoric and complacency about inferior community living. Anyone who can say that the challenge of social role valorization is passe simply has not looked at the reality of the lives of people needing service in our communities today. Much is missing in their lives that should concern us. It is this threat of the dominance of an impoverished version of community living that leaders in the field must now address. If we do not continue to push the boundaries of what is possible within the framework of valued social roles, we risk becoming the agents of new community centered degradation every bit as pernicious as the ones we already have witnessed. We should be under no illusions that we can cheat people out of quality in community living and expect at the same time to think we have respected the humanity of those who we are supposed to serve. Many people may be tempted to think that cutting corners on what we mean by quality community living will go unnoticed. This would be unwise, as the legacy of this field is amply evident in the actual lives of the people served, for those who have the interest to look into such matters. We should recognize that we are only as good as the goodness they get to live. We will surely need leaders who unremittingly bring us back to such realizations.

h) The Struggle for Quality Competes with Other Necessities and Vested Interests It may not be obvious to many people but human services are steeped in vested interests of both legitimate and illegitimate sorts. These interests compete for influence over the affairs of services and are incessantly factors in all matters both big and small. Such interests are rarely equal relative to each other and will often be found deep in conflict with each other. Service users may actually be poorly positioned to influence services, given the many (more) powerful interests at work. It should not be surprising then that those who must rely on services are often the least able to shape what services are and thus become hostage to the will and priorities of others who hold more influence. If service users are to benefit from services then a great deal will rest upon the values, commitments and alignment of interests of various people and groups who are normally more powerful than service users and will likely remain so. If their disproportionate power is used for good then much of value can be gained. Leaders at all levels of service can help to cancel out much of what might harm people who rely On services as well as advance the kinds of things that might further benefit them. We repeatedly witness the difference good (moral) leadership can make and we stagger under the awesome costs of poor leadership. Thus it matters whether leaders commit themselves to service quality as it provides the huge advantage of creating a political, economic and moral agenda that both favors service users and challenges the commitments of those with greater influence. The agenda of service quality will never be the sole preoccupation of service leaders as there are many other matters that also require their attention. Service quality must compete with other necessities and will therefore need to be reinforced and reasserted as a priority by concerned leaders. concentration it needs. This tension underlines the importance of having service leaders who do not let they lose sight of what life is like for the people they serve. Service leaders must also recognize that getting to service quality means building service quality into the shared purposes and vision of the many interests at work in services. Many might mistakenly assume that vested interests will inevitably be selfish interests. This neednt be the case at all as its quite In most cases leaders will need to wade through innumerable other matters even as they hope to preserve the time and energy to give service quality the

possible for people and groups to align themselves with the service users interests. On the other hand, it would be unwise to leave the matter to chance given the competing pressures that must be faced. Its for this reason that the role of committed leaders building momentum towards service quality is so crucial. Without people bringing the focus back on the people served, there is a great risk of their needs being overlooked. Also, since achieving service quality is so difficult the will to attempt it must be constantly renewed. I) Service Quality Is Not Assured Simply By Spending Money While it is true that you get what you pay for, its also quite possible to pay a lot and get very little back. If it were not so, then one could assume a simple correlation between price and benefit with the latter rising or lowering with price. Such an assumption is misguided since it falsely pre-supposes that any human being or agency already has what it takes for quality and secondly that such persons or bodies will somehow release quality in proportion to the funds assigned. Even a naive person could quickly appreciate that funds could be squandered if they are given to People who lack the substance to use them well. Quality does not derive from money but rather from people. For good people in human service, the motivation and ability to do exceptional work on behalf of those they serve is not typically driven by money but rather from a sense of mission, commitment and values. Most of these people will give the same kind of effort irrespective of the level of payment and thus do not hold back quality until sufficient payment induces its release. One could assume that most of these people would be offended by the suggestion that the reason they provide good service to people is because they are induced to do so by increased payments. In essence, the simple correlation Model is a false depiction of whats really at work in excellent service. Sometimes the things that people really need cannot be bought in any case. This might include Security, love, relationships, hope, community and other such things which are the gifts human beings give to each other rather than sell to each other. Acquiring valued social roles within community life is not equivalent to obtaining a product, though its commodification is verbally achievable as can be seen by recent efforts to linguistically commercialize human services, e.g. Referring to service users as customers, referring to services as products, agencies as businesses etc.

Service requires expenditures and investments in supporting people to undertake the task of treating people well but the essence of quality will not derive from the amounts spent. On the contrary, the key question will be whether money was spent on the right things. The answer to the question of what is the right thing to spend money on must derive from a respect for the human possibilities and needs present in those who must rely on services. These, in turn, need to be interpreted through and guided by positive values. In the end, there will always be limits on both the money available to sustain good service and on the capabilities of people and organizations to get things right for people. Good leadership clearly has to be about focusing whatever resources are available on getting the people served the best that such limited human and other resources can provide. If leaders do not have the wisdom to choose the right directions, no amount of additional money will help. Money is only as good as how its used on behalf of people. J) It Is Possible To Bring Out the Good in People As has been said earlier, quality is an outgrowth of which people are. If quality is present and sought by a given person then it suffuses their outlook and conduct. Even where a substantial degree of quality has already been attained by people it is possible to encourage even better. \ People are susceptible to being influenced and it is crucial that those who are asked to serve be given favorable conditions for doing so. A service leader will inevitably have to serve through and with others and it is highly important that they approach this task with respect for whats involved. Leaders need to begin by first recognizing that they can only achieve their aims by establishing some manner of cooperation with the will of those who chose to serve. This is best obtained through the forging of common values, purpose and mission such that the efforts of people are united rather than scattered. Without the engagement of peoples collective will it is not possible to excel. People will do extraordinary things if they can be convinced of their importance. The challenge of leaders is to build this sense of the importance of good service. It may surprise many people that not all human motivations relate to self-interest. Often people can be deeply called to put aside their own interests in favor of the needs of others. In fact, this may be

the motivation that initially attracted many persons into human service. If we only speak to people of their narrow selfish interests is it any wonder that they dont show that side of their characters that would allow them to do and be good? Leaders need to speak directly to that side of human nature which is good and call it forth. This is much easier to do if the leaders are themselves a good example of what they ask of others. I f the will to serve people well is present then it is often possible to add on those things, which are still lacking. In this sense quality can be learned and taught. For this reason leaders need to see the mission of service quality as a human development effort that does not ever cease. Quality is only as good as todays effort and human beings dont merely develop, they also decline and miss the mark. For these reasons the pursuit of quality has to be recognized as being an ever present leadership and personal challenge. Fortunately, nothing that is good that is done for another human being is ever lost, as it will always speak for itself. Leaders must have faith that being and doing well is possible if they are to encourage others to follow suit. While there is sacrifice in following this challenge there is also the certainty that there is no other way to service quality than through a commitment to bringing out the good in people. It is remarkable that bringing out the good thats possible in the lives of clients of human services is in turn dependent on people who must be good in order to do good. Yet see evidence every day that these two goods are both real and capable of being enriched. Quality is ultimately a human achievement in both its inner and outer aspects. Its always within our grasp if we resolve to see beyond what is to what should be. Our leaders must welcome and encourage this tendency as a necessary precondition for seeing people get the good lives they deserve.

1. NIIT Ltd has modern looking equipment. Sl no 1 2 3 4 5 Options

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 10 56 8 12 14 100

Percentage 10 56 8 12 14 100

Total

CHART 1: NIIT is modern looking equipment

INTERPRETATION:
From the above survey it is observed that 56% respondents agreed NIIT are modern looking equipment, 14% said neither agree nor disagree.

ANALYSIS:
Most of the respondents said NIIT is modern looking equipment.

NIIT Ltd. physical facilities are visually appealing. Options

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Sl no 1 2 3 4 5

No of Respondents 20 52 14 12 2 100

Percentage 20 52 14 12 2 100

Total

CHART 2: NIIT Ltd. physical facilities.

INTERPRETATION:
From the above survey it is observed that 52% respondents agreed, 20% strongly agree, 14% said neither agree nor disagree, 12% said disagree, 2% said strongly disagree.

ANALYSIS:
From the analysis it is understood that NIIT physical facilities are appealing.

3. NIIT staff was skilled enough to meet your needs?

Sl no 1 2 3 4 5

Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 6 30 32 28 4 100

Percentage 6 30 32 28 4 100

Total

CHART 3: NIIT staff was skilled to meet the customer needs.

INTERPRETATION:
From the above graph it is analyzed that 30% of customers said NIIT staff was skilled, 32% customers said neither agree nor disagree and 28% of customers said disagree.

ANALYSIS:
From the analysis it is observed that NIIT staff was skilled and they are giving good suggestions.

4. Is there any placements are providing by NIIT? Sl no 1 2 3 4 5 Options

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 14 60 4 18 14 100

Percentage 14 60 4 18 14 100

Total

CHART 4: NIIT providing placements to students.

INTERPRETATION:The above figure represents that 60% respondents agreed that NIIT will providing placements after completion of their course, 18% are disagree, 14% are strongly agree, 14 % are strongly disagree, 4% of are neither agree nor disagree.

ANALYSIS:
From the analysis it is understood that maximum number of respondents said NIIT is providing placements after completion of their course.

5. How is the attitude of NIIT staff?

Sl no 1 2 3 4 5

Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 14 58 12 10 6 100

Percentage 14 58 12 10 6 100

Total

CHART 5: Attitude of NIIT staff.

INTERPRETATION:
The above figure represents that 58% respondents agreed that NIIT attitude was good, 14% are strongly agree, 12% are neither agree nor disagree, 10 % are said disagree, 6% of are said strongly disagree.

ANALYSIS:
From the analysis it is understood that attitude of NIIT staff was good.

6. The individual attention you received from NIIT staff. Sl no 1 2 3 4 5 Options

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 14 54 10 18 4 100

Percentage 14 54 10 18 4 100

Total

CHART 6: NIIT staff individual attention with respondents.

INTERPRETATION:
The above figure represents that 54% respondents agreed that NIIT attention was good, 18% are said disagree, 14% are strongly agree, 10 % are said neither agree nor disagree, 4% of are said strongly disagree.

ANALYSIS:
NIIT staff individual attention with respondents is good.

7. NIIT staff was available in timely manner?

Sl no 1 2 3 4 5

Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 4 46 38 10 2 100

Percentage 4 46 38 10 2 100

Total

CHART 7: Availability of NIIT staff.

NTERPRETATION:
From the graph it is understood that 46% respondents are agreed that NIIT staff was available in timely manner, 38% are said neither agree nor disagree, and 10% said disagree, 4% said strongly agree, 2% said strongly disagree.

ANALYSIS: From the above analysis it is understood that most of the respondents said that NIIT staff
was available in timely manner.

8. What are the reasons to join in NIIT? Sl no 1 2 3 4 5 Options

Convenient location to join Good customer service Store layout nicer Price is better Other

No of Respondents 8 66 8 2 16 100

Percentage 8 66 8 2 16 100

Total

CHART 8: Reasons to join in NIIT.

INTERPRETATION:
From the above graph it is understood that 66% respondents said good customer service in NIIT to join, 16% said other reasons, and 8% are said store lay out is nicer, 8% said convenient location to join, 2% said price is better.

ANALYSIS: Most of the respondents said NIIT is providing good services. 9. Employees in the NIIT have the knowledge to answer your questions?

Sl no 1 2 3 4 5

Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 8 74 8 6 8 100

Percentage 8 74 8 6 8 100

Total

CHART 9: Knowledge of NIIT employees to answer the questions.

INTERPRETATION:
From the above graph it is understood that 74% respondents said employees are knowledgeable, 8% said are strongly agree, and 8% are said neither agree nor disagree, 8% said strongly agree, 6% said disagree.

ANALYSIS:
Most of the respondents said NIIT staff was knowledgeable.

10. How is the behavior of the NIIT employees with customers? Sl no 1 2 3 4 5 Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 8 48 36 4 4 100

Percentage 8 48 36 4 4 100

Total

CHART 10: Behavior of the NIIT employees with customers.

INTERPRETATION:
From the above graph it is understood that 48% respondents said behavior of NIIT employees is good respondents are agreed, 36% said neither agree nor disagree, and 8% are said strongly agree, 4% said disagree, 4% said strongly disagree.

ANALYSIS:
Most of the respondents said behavior of NIIT staff was excellent.

11. Employees in NIIT Ltd store are consistently courteous to you.

Sl no 1 2 3 4 5

Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 2 36 32 28 2 100

Percentage 2 36 32 28 2 100

Total

CHART 11: NIIT employees are courteous with customers.

INTERPRETATION:
Courtesy is the key to attract the peoples towards you. If you are courteous in your tone, you will directly influence people and they believe what you say. Thus employees in the store should be courteous enough. In NIIT Ltd 36% of the customers are satisfied with the courteous nature of the employees .

ANALYSIS: Most of the respondents said that NIIT staff was courteous throughout. 12. The appearance of NIIT materials like pamphlets statements are reaching the customer? Sl no 1 2 Options
Yes No

No of Respondents
68 32

Percentage
68 32

Total

100

100

CHART 12: Appearance of NIIT materials reaching the customers.

INTERPRETATION:
From the above graph it is understood that 68% respondents said pamphlets and statements are reaching the customers, remaining 32% are said not at all reaching the customers.

ANALYSIS:
From the analysis it is observed that NIIT materials like pamphlets statements are reaching to the customers.

13. Employees in NIIT are never too busy to respond customers request.

Sl no 1 2 3 4 5

Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 10 32 28 24 6 100

Percentage 10 32 28 24 6 100

Total

CHART 13: NIIT employees response towards customers.

INTERPRETATION:
From the above graph it is understood that 32% respondents said NIIT employees are responding to the customers with quickly they are agree, 28% said neither agree nor disagree, and 6% are said strongly agree, 24% said disagree, 10% said strongly agree.

ANALYSIS: Most of the respondents said employees are responding quickly. 14. The NIIT provides quality services? Sl no 1 2 3 4 5 Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 6 70 16 4 4 100

Percentage 6 70 16 4 4 100

Total

CHART 14: Quality service towards NIIT.

INTERPRETATION:
From the survey it is observed that NIIT is providing Quality services to the customers.70% of the respondents are agreed,16% neither agree nor disagree, 6% are said strongly agree, 4% are disagree, 4% are said strongly disagree.

ANALYSIS:
Most of the respondents said NIIT providing quality services to the customers.

15. The ability of NIIT answered your questions?

Sl no 1 2 3 4 5

Options
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

No of Respondents 26 42 16 14 2 100

Percentage 26 42 16 14 2 100

Total

CHART 15: The ability of NIIT staff to answer the questions.

INTERPRETATION:
From the survey it is observed that.42% of the respondents are agreed, 26% are strongly agreed, 16% are said neither agree nor disagree, 14% are disagree, 2% are said strongly disagree.

ANALYSIS:
NIIT staff was knowledgeable to answer the questions.

16. How do you know about NIIT? Sl no Options No of Respondents 1 2 3 4

Television News Papers Company Sales Person Friends

Percentage

26 42 18 14 100

26 42 18 14 100

Total

CHART 16: Customers know about NIIT.

INTERPRETATION:
From the survey it is observed that.42% of the respondents are know about NIIT with news papers, 26% with television, 18% are said company sales person, 14% are said friends.

ANALYSIS:
From the analysis it is observed that most of the respondents know about NIIT with news paper.

17 How much time spends NIIT staff for taking class? Sl no Options No of Respondents 1 2 3 4
One Hour Two Hour Five Hours More Then Five Hours

Percentage

40 36 12 12 100

26 42 18 14 100

Total CHART 17: Time spends for taking class.

INTERPRETATION:
From the survey it is observed that.40% of the respondents are said NIIT is taking one hour for taking class, 36% are said two hours, 12% are said taking more time, 12% are said more than five hours.

ANALYSIS:
From the survey it is observed that most of the respondents said time spends for a class is one to two hours.

18. The sincerity of NIIT interest in solving the problems? Sl no 1 2 Options

Yes No

No of Respondents
68 32

Percentage
68 32

Total

100

100

CHART 18: NIIT staff sincerity to solve the problems.

INTERPRETATION:
From the above graph represents that In NIIT Ltd 68%customers said employees are interest to solve the problems, 32% said not at all.

ANALYSIS:
From the survey most of the respondents are said NIIT is solving their problems.

19 Is the Quality is satisfactory? Sl no 1 2 Options

Yes No

No of Respondents
60 40

Percentage
60 40

Total

100

100

CHART 19: Customers quality satisfactory with NIIT.

INTERPRETATION:
From the graph conclusion can be withdrawn is that In NIIT Ltd 60%customers believes that quality is satisfactory in NIIT.

ANALYSIS:
Most of the respondents said NIIT quality services are satisfactory.

20 Are you satisfied with NIIT Services? Sl no Options No of Respondents 1 2 3

Satisfied Moderately Satisfied Moderately dissatisfied

Percentage

40 30 18

26 42 18

Highly Dissatisfied

12 100

14 100

Total

CHART 20: Satisfaction of the respondents towards NIIT.

INTERPRETATION:
From the graph conclusion can be withdrawn is that. In NIIT Ltd 40%customers are fully satisfied with NIIT services, 30% moderately satisfied and 18% said moderately dissatisfied, 12% of customers are highly dissatisfied.

ANALYSIS: Most of the respondents are highly satisfied with NIIT. 21 Are you gathering Complete Information? Sl no 1 2 Options
Yes No

No of Respondents
56 44

Percentage
56 44

Total

100

100

CHART 21: Respondents gathering information with NIIT.

INTERPRETATION:
From the graph conclusion can be withdrawn is that In NIIT Ltd 56%customers are gathering information and remaining customers are not gathering any type of information.

ANALYSIS:
From the survey it is observed that most of the respondents said gathering complete information.

22. Is the convenient for you NIIT operating hours? Sl no 1 2 Options

Yes No

No of Respondents
64 36

Percentage
64 36

Total

100

100

CHART 22: NIIT operating hours.

INTERPRETATION:
From the graph conclusion can be withdrawn is that In NIIT Ltd 64%customers are convenient for working hours, 36% said not at all.

ANALYSIS:
Most of the respondents said NIIT working hours are convenient for them.

23. Which Type of result given on memo? Sl no Options No of Respondents 1 2 3 4

Excellent Good Fair Satisfy

Percentage

36 30 20 14 100

36 30 20 14 100

Total

CHART 23: Results on memo.

INTERPRETATION:
It is observed that in NIIT Ltd 36%customers believes that excellent result on memo.

ANALYSIS:
Most of the respondents said excellent and good results given on memo.

24. Which type of certificate given from NIIT? Sl no Options No of Respondents 1 2 3 4

National International Both None

Percentage

20 40 40 0 100

20 40 40 0 100

Total

CHART 24: Certificate given from NIIT.

INTERPRETATION:
From the above graph it is observed that 40%customers believe that given certificate is international, 20% are said national, and 40% said both.

ANALYSIS:
Most of the respondents said that NIIT certificate is valuable.

25. Finally are you satisfied or not? Sl no Options No of Respondents 1 2 3 4

Excellent Good Fair Satisfy

Percentage

10 40 30 20 100

10 40 30 20 100

Total

CHART 25: Finally satisfied or not.

INTERPRETATION:
From the above graph it is observed that 40%customers said that they are excellently satisfied with quality services provided by NIIT, 30% fair, 20% are satisfied, 10% are excellent. ANALYSIS: Most of the respondents said that finally they are satisfied overall services provided by NIIT.

HYPOTHESIS TESTING HYPOTHESIS:

A supposition or proposed explanation made on the basis of limited evidence as a starting point for further investigation.

DEFINITION:A Definite statement about the population parameter is called Hypothesis.

NEED:To study the differences between the population and the sample test of hypothesis is used.

USE OF HYPOTHESIS TESTING:

The test of hypothesis discloses the fact whether the difference between the computed statistic and hypothetical is significant or otherwise.

BASIC CONCEPTS OF HYPOTHESIS:

1. NULL HYPOTHESIS: A definite statement about the population parameter for applying the tests of significance is called Null Hypothesis. It is denoted by H0.

2. ALTERNATIVE HYPOTHESIS: To be able to construct suitable criteria for testing statistical hypothesis, it is necessary that we also formulate Alternative Hypothesis. Any Hypothesis which is complementary to the null hypothesis is called Alternative Hypothesis and usually denoted by H1.

TEST OF HYPOTHESIS
At 1% level of significance

TYPES: - Test of significance (Small, Large)

1. Small 2. Large APPLICABLE HYPOTHESIS:In this project significance test for large sample is used.

t - E(t)

Z= Therefore: t E(t) = statistic

S.E(t)

= Expected Value of statistic t

S.E(t) = Standard Error of statistic t

1. NIIT Ltd has modern looking equipment? Hypothesis Ho = NIIT Ltd modern looking equipment. Under Z test it is observed that at 1% level of significance Z cal (1.98) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT is a modern looking equipment. 2. NIIT Ltd. physical facilities are visually appealing? Hypothesis Ho = NIIT Ltd. Physical facilities are visually appealing. Under Z test it is observed that at 1% level of significance Z cal (1.88) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT physical facilities are visually appealing. 3. NIIT staff was skilled enough to meet your needs? Hypothesis Ho = NIIT staff was skilled enough to meet your needs. Under Z test it is observed that at 1% level of significance Z cal (0.97) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT staff was skilled and meet the requirements.

4. Is there any placements are providing by NIIT? Hypothesis Ho = Is there any placements are providing by NIIT. Under Z test it is observed that at 1% level of significance Z cal (1.96) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT providing placements after completion of their course. 5. How is the attitude of NIIT staff? Hypothesis Ho = How is the attitude of NIIT staff. Under Z test it is observed that at 1% level of significance Z cal (1.98) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT staff was professional and respectively. 6. The individual attention you received from NIIT staff. Hypothesis Ho = The individual attention you received from NIIT staff. Under Z test it is observed that at 1% level of significance Z cal (1.92) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT staff individual attention is respectively.

7. NIIT staff was available in timely manner? Hypothesis Ho = NIIT staff was available in timely manner. Under Z test it is observed that at 1% level of significance Z cal (1.41) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT staff individual attention is respectively. 8. What are the reasons to join in NIIT? Hypothesis Ho = What are the reasons to join in NIIT. Under Z test it is observed that at 1% level of significance Z cal (1.96) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT providing placements and providing good services. 9. Employees in the NIIT have the knowledge to answer your questions? Hypothesis Ho = Employees in the NIIT have knowledge to answer your questions. Under Z test it is observed that at 1% level of significance Z cal (1.99) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT employees are skilled persons.

10. How is the behavior of the NIIT employees with customers? Hypothesis Ho = How is behavior of the NIIT employees with customers. Under Z test it is observed that at 1% level of significance Z cal (1.52) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT employees behavior is polite. 11. Employees in NIIT Ltd store are consistently courteous to you. Hypothesis Ho = Employees in NIIT Ltd store are consistently courteous to you. Under Z test it is observed that at 1% level of significance Z cal (1.07) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT employees are respective persons. 12. The appearance of NIIT materials like pamphlets statements are reaching the customer? Hypothesis Ho = The appearance of NIIT materials like pamphlets statements are reaching the customers. Under Z test it is observed that at 1% level of significance Z cal (1.97) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT materials reaching the customers.

13. Employees in NIIT are never too busy to respond customers request.

Hypothesis Ho = Employees in NIIT are never too busy to respond customers request. Under Z test it is observed that at 1% level of significance Z cal (1.17) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT response towards customer is good. 14. The NIIT provides quality services? Hypothesis Ho = The NIIT provides quality services. Under Z test it is observed that at 1% level of significance Z cal (1.96) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT providing quality of services. 15. The ability of NIIT answered your questions? Hypothesis Ho = The ability of NIIT answered questions. Under Z test it is observed that at 1% level of significance Z cal (1.96) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT answering questions properly.

16. How do you know about NIIT? Hypothesis

Ho = How do you know about NIIT. Under Z test it is observed that at 1% level of significance Z cal (1.58) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the customers know about NIIT with various adds on news paper. 17 How much time spends NIIT staff for taking class? Hypothesis Ho = How much time spends NIIT staff for taking class. Under Z test it is observed that at 1% level of significance Z cal (1.14) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT staff taking time is reasonable. 18. The sincerity of NIIT interest in solving the problems? Hypothesis Ho = The sincerity of NIIT interest in solving problems. Under Z test it is observed that at 1% level of significance Z cal (1.96) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT staff was interested in solving problems.

19 Is the Quality is satisfactory? Hypothesis Ho = Is the quality is satisfactory.

Under Z test it is observed that at 1% level of significance Z cal (1.99) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT is providing quality service. 20 Are you satisfied with NIIT Services? Hypothesis Ho = Are you satisfied with NIIT services. Under Z test it is observed that at 1% level of significance Z cal (1.38) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT is providing quality service and satisfied. 21 Are you gathering Complete Information? Hypothesis Ho = Are you gathering complete information. Under Z test it is observed that at 1% level of significance Z cal (1.94) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the respondents said gathering complete information from NIIT.

22. Is the convenient for you NIIT operating hours? Hypothesis Ho = Is the convenient for you NIIT operating hours.

Under Z test it is observed that at 1% level of significance Z cal (1.92) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT operating hours are convenient for respondents. 23. Which Type of result given on memo? Hypothesis Ho = Which type of results given on memo. Under Z test it is observed that at 1% level of significance Z cal (1.28) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the excellent results and valuable results are given in memo. 24. Which type of certificate given from NIIT? Hypothesis Ho = Which type of certificate given from NIIT. Under Z test it is observed that at 1% level of significance Z cal (0.90) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the NIIT certificate was valuable.

25. Finally are you satisfied or not? Hypothesis Ho = Finally are you satisfied or not. Under Z test it is observed that at 1% level of significance

Z cal (1.34) < Z tab (2.33) Ho is accepted. Ho = Hence it is observed that the respondents are fully satisfied with NIIT and its services.

CHAPTER 5 FINDINGS AND SUGGETIONS

FINDING From the study it is observed that only 46% NIIT staff was timely manner and they are giving valuable suggestions to the customers. It indicates the majority of staff members are not available for timely. From the study found that, the NIIT staff is completing the course with in a time period.

 From the study found that, Majority of respondents feel that NIIT services are good. From the Services found that, NIIT premises are good and cleanliness atmosphere. Most of the respondents said NIIT providing job placements to the customers. From the study found that NIIT fesses are not reasonable for the students. Most of the respondents said NIIT providing good services and convenient location to join in the course. Majority of NIIT staff is knowledgeable and they are responding quickly.

SUGGESTIONS
If the all staff members are available timely manner that will be increases the Quality of Services. If NIIT wants to increase their Service Quality, they need to provide a/c and cool water facilities especially in summer season. If they conduct the examinations weekly for students they can know the how many students understand this will be helpful to increase the Service Quality in future. Maintain students attendance regularly and when the students were absent make a call for students. NIIT staff should have patients while teaching because every students having different types of perceiving power. If NIIT can adopt different types of new teaching methods they can increase their Service Quality.

CONCLUSION

The project was very satisfying experience for me, not only practically and academically but it also helped me in developing my communication skills and enriched my knowledge also. In short, it can be concluded that NIIT LTD is a store, owned by Mr. Rajendra S Power provides quality services to the

customers and customers are highly satisfied. After completion of project on service quality delivery of NIIT Ltd. I would like to give suggestions so that the company can meet the customer satisfaction and provide them service quality by taking following measures.

10 Golden Rules
1. Believe customers possess good ideas 2. Gather customer feedback at every opportunity 3. Focus on continual improvement start with top 10 issues bugging your customers 4. Solicit good and bad feedback 5. Seek real time feedback 6. Dont spend vast sums of money 7. Make it easy for customers to provide feedback 8. Leverage technology to aid efforts 9. Share feedback throughout the company 10. Use feedback to make quick changes

BIBLIOGRAPHY

BIBLIOGRAPHY

1. MARKETING MANAGEMENT:-PHILIP KOTLER 13th edition a south Asian perspective 2. PRODUCTION AND OPERATION MANAGEMENT :-KANISHKA BEDI 3. RESEARCH METHODOLOGY:-C.R. KOTHARI 4. JOURNAL OF MARKETING (Fall 1985)

4. www.google.com 5. www.wikipedia.com

QUESTIONNAIRE

QUESTIONNAIRE

Q.01 NIIT Ltd has modern looking equipment. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) strongly disagree

Q.02 NIIT Ltd physical facilities are visually appealing. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree

Q.03 Was staff skilled enough to meet your needs? 1) Strongly Agree 2) agree 3) Neither agree nor disagree Q. 04 Is there any placements are providing NIIT? 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree Q. 05 The willingness of employees of able to help you. 1) Strongly Agree 2) agree 3) Neither agree nor disagree Q.06 The individual attention u received from NIIT staff. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree 4). Disagree 5) Strongly disagree 4). Disagree 5) Strongly disagree

Q.07 NIIT staff was available in timely manner. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree

Q.08 What are the reasons to join in NIIT. 1) Good customer service 2) price is better join 5) Other 3) store lay out nicer 4). Convenient location to

Q.09 Employees in the store have the knowledge to answer the questions. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree Q.10 The behavior of the employees instills confidence in the customer. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree

Q.11 Employees in NIIT Ltd store are consistently courteous to you. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree

Q.12 the appearance of NIIT material like pamphlets, statements reaching the customers 1). Yes 2) No Q.13 Employees in store are never too busy to respond customers request. 1) Strongly Agree 2) agree 3) Neither agree nor disagree Q.14 The Store provides quality merchandise. . 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree Q.15 The ability of NIIT staff answer your questions. 1) Strongly Agree 2) agree 3) Neither agree nor disagree 4). Disagree 5) Strongly disagree 4). Disagree 5) Strongly disagree

Q.16. How do you know about NIIT? a) Television b) News Paper c) Company Sales person d) Friends

Q.17 How much time spend NIIT staff for taking a class? a) 1 Hr b) 2 Hr c) 5 Hr d) more than 5 Hr

Q. 18 The sincerity of NIIT interest in solving problems (Yes /No) Q.19 Is the Quality is satisfactory? (Yes / No) Q.20 Are you satisfied with NIIT Services? a) Highly Satisfied b) Moderately Satisfied c)Moderately dissatisfied d)Highly Dissatisfied

21 Are you gathering Complete Information? (Yes/No)

22. Is the convenient for you NIIT operating hours? (Yes/No) 23. Which Type of result given on memo? a)Excellent b)Good c) Fair d)Satisfy

24. Which type of certificate given on memo? 1) National 2) International 3)Both 4) None

25. Fainaly are you satisfied or not? a) Excellent b)Good c) Satisfy d)Poor