1.

0 Introduction

Customer satisfaction is an abstract concept and involves such factors as the quality of the
product, the quality of the service provided, the atmosphere of the location where the product or
service is purchased, and the price of the product or service. Businesses often use customer
satisfaction surveys to gauge customer satisfaction. These surveys are used to gather information
about customer satisfaction.

Customer satisfaction is notoriously difficult to measure for several reasons. To begin with, you
have to count on customers not only to give feedback, but also to be honest in their assessment.
Many people, when satisfied, feel no need to contact the company, while others will quietly
grumble about flaws in service or products and swear off a company without ever seeking
redress or voicing their complaints so that the situation can be remedied.

Requirements for satisfaction are not only unique to each individual customer, they can be
extremely difficult to quantify, even on a personal level. However, if you are able to set standard
for employee conduct where interactions with customers are concerned (both from a point-of-
sale and a customer service perspective) then you can certainly implement procedures and
guidelines to ensure customer satisfaction and measure their success. You can start by going to
the source.1. Survey Customers 2. Understand Expectations 3. Find out Where Youre Failing 4.
Pinpoint Specifics 5. Assess the Competition.

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1.1 Origin of the Report:
As I am the student of Business Administration, I have been authorized by Mr. Helalluzzaman
Ayon Digital Marketing Manager at PRANON GROUP and our guide teacher (Javed Mahamud)
to prepare a report on internship on Service Quality at PRANON GROUP Using Adapted
SERVQUAL Survey. The internship program of BBA is a partial requirement to take test of real
life challenge conducted by the intern. This program is three month duration. During this period I
have worked closely with the employees. This report presents the outcomes of the study during
the internship- PRANON GROUP.

1.2 Objective

Broad Objective
The board objective of this study is to learn about the overall Marketing Strategies of PRANON
GROUP.

Specific Objective
To fulfill the BBA degree requirement of UODA

To present a brief outline of the functioning of PRANON GROUP

To measure the companys service quality along the five SERVQUAL dimensions

TO suggest step to improve the companys service quality

1.3 Methodology
The methodology of the report is given below

For collection of information from the customers a questionnaire was used (Annexure).

A sample size of 20 respondents was used for this study. The respondents were customer from
PRANON GROUP.

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1.3.1 Sources of Information
The data collection method of study consists of both of primary and secondary sources. But
majority of the information was collected from secondary sources.

1.3.2 Primary Data:

Primary data is mostly derived from the discussion with the employees & conversation with
customers of the organization. Primary information is under consideration in the following
manner:

Face to face and online conversation with the employees

Practical work experience from different department of the concerned officers.

Discussion with customers regarding quality of service of the firm.

Guidelines and suggestions from all the senior employees in charge of PRANON GROUP.

1.3.3 Secondary data:

Secondary sources that will be used in the study is include:

PRANONs Annual Report

Bangladesh ICT & Consultancy Report

Newspaper

PRANON GROUP website

Various Journals & Other publications

The Internet

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1.4 Limitations
Three months is not enough to know about ICT & Consultancy operation through I have been
received maximum assistance from the every individual of PRANON GROUP. Definitely, I
could not produce an outstanding report for the time limitations. Due to the time limit, the scope
and dimension of the study has been curtailed. The Term paper is likely to have following
limitations:

Since the ideal size of data could not be taken, suggested Operating process may not be useful
without appropriate modifications.

Due to shortage of time, the accuracy of information may not have been completely perfect.

The Operating Process is a theoretical suggestion. Only a practical application of this may
justify its effectiveness that could not be done due to time limitation.

Confidentiality of data was another important barrier that was faced during the conduct of this
study. Every organization has their own secrecy that is not revealed to others. While collecting
data on PRANON GROUP, personnel did not disclose enough information for the sake of
confidentiality of the organization.

The clients are very busy. Getting them to answer the questionnaire cannot be used due to
collecting information from them was difficult.

During the internship period, I had to work on the jobs given to me by management at
PRANON GROUP. They gave me little time to work on the report.

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2.0 Company Overview:

PRANON is a leading IT professional organization in Bangladesh as well as South Asia. We are

specialized for providing Best Web Solution, Web Application Development, Graphic Solution
and Domain & Hosting Solution. Beside these we are also a reputed SEO Service Company.

Established in the year 2008, PRANON has been promoted by some highly experienced
Professionals dedicated to provide multi realm ICT solutions under one roof. You can really rely
on our Best Web Solution & Web Application Development team. Our skilled Graphic Solution
and Server Administration team is always ready to serve you with great co-operative attitude. On
the other hand, we are that SEO Service Company who can bring you at top without any doubt.
And thats why you would with PRANON.

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2.1 Background & History of PRANON GROUP:

PRANON is one of the largest multi-disciplinary house of ICT services in Bangladesh. To

complement the experience of our team, PRANON maintains a network with relevant national
and international professional organizations, universities/Institutions and consulting houses.

PRANON till date has successfully completed more than 150 projects in the region in various
sectors Software Development, including ICT, Training and Capacity Building, ICT
Infrastructure for evaluation, IT Outsourcing, Entrepreneurship Development, Disaster
Management, Environment etc. We are committed to the highest standard of integrity, excellence
and performance in dealing with all our clients. Over the years, through extensive experience, the
management, associates and staff of PRANON have acquired a comprehensive knowledge of
many aspects of both the domestic and international consultancy and management services.

The size of the team of professionals at present working under PRANON is well over 100 which
include highly qualified and experienced professionals. They are Computer Engineer, Capacity
Building Specialist, environmentalists, IT Security Specialist, sociologists, economists, planners,
Health specialists, HRD specialists, education specialists, agriculturists, fishery and livestock
experts, rural development specialists, soil scientists and geologists, hydrologists, architects and
physical planners, institution specialists, computer system analysts & programmers, gender
specialists etc. Many of them are affiliated with the universities and eminent research
organizations/institutes of the country.

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2.2 Organization Chart:

7
2.3 Key Person of PRANON GROUP:

Nahidul Islam
Rumel
( CEO & MD)

Helaluzzaman
Marjanul Ayon
Hoque (Manager,
(Director) Digital
Marketing)

Mst. Tansuva
Mst. Rumpa Anton
Rahman
(Manager of Dhar(Manager
(Manager of
Admin) of Recreation)
HRM)

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2.4 Key Products of PRANON GROUP

Pranon Theme

Pranon Theme is creative Web Studio, specializes in Premium WordPress, Joomla and Site
Templates. Were working hard to bring you some awesome themes. Pranon theme is now elite
author of envato marketplace. Envato is a largest marketplace of the world. We think Technology
meets emotions and limits are higher than the sky.

Pranon International

Pranon International is a not-for-profit social organization. It was established in 2011, with a

vision for a society where information and knowledge facilitates all stake holders participation
in generation of wealth and its equitable distribution for poverty alleviation. Pranon International
pioneered in research on using technology especially ICT as a primary means for alleviating
poverty, empowerment through minimizing the digital divide and access to information, civic
participation, capacity development and employment generation. These endeavors have helped
us to transcend the national boundary and become visible in the global context. Pranon
International fosters fusion of social and technological innovations for improving the lives of
marginalized people in Bangladesh.

Initiating activities in many areas of development, Pranon International has consolidated its
endeavors in youth and skill development, entrepreneurship, disaster management & climate
change, environment, sanitation, healthcare, education, livelihood and social accountability.

Pranon Consultancy

Pranon Consultancy starts its journey with a large number of experience and expert consultant.
Our team willing to provide our knowledge national and worldwide level.

Pranon consultancy (a concern company of Pranon) is a established consulting services company

based in Bangladesh. We have been operating since 2008, Our expert and experienced team bring
the most amazing and exciting consultancy service for local business and government
organization.

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Pranon Academy

With in-depth industry knowledge and the ability to facilitate positive transformation, we at
Pranon Academy, envision creation of sustainable intrinsic growth for people and
organizations at every step. Our uninhibited approach stays put on making our benefactors more
adaptable to their environments and also build ability in them to metamorphose or transform into
high value players in the industry. We house a collective industry knowledge amounting to
thousands of work hours, so do some of the best out there, however there is a key aspect that
differentiates us from others, our ability to focus on creating the shortest path from point A to
point B; the path of least resistance as it is generally understood. With this in mind, in
knowledge sharing, we engineer methods, solutions and approaches that actually WORK, the
rest is simply not of any interest to us! There are several different ways and approaches to
procuring data, information or knowledge however we only believe in the Empirical way. With
an approach that is scientific yet totally practical we intend to break the monotony in the way one
approaches new learning and the change associated with it.In our team, we have subject matter
experts from various walks of life; their core objective is not really to share what they know but
to understand what is actually needed, then devise methods to genuinely fulfil it. With a mindset
that is Progressive, Customer centric and with an unstinting zeal to outperform it is certain that
we can create True Value for our Partners, Customers and Benefactors.

Pranon IT

Pranon IT is a leading Information and Communication Technologies (ICT) service provider

company in Bangladesh, specializing in Customized Software & Application Development, ICT
Training, Web Template Development & Web Management, eReputation & eBrand
Management, IT Security, Data Centre Solution and Entrepreneurship Skill Development.
Established in the year 2008, The Company has been promoted by some highly experienced
Professionals dedicated to provide multi realm ICT & ITES solutions under one roof. It
possesses not only the latest technology gadgets.

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2.5 Key Clients of PRANON GROUP

Clients
Bangladesh Computer Council, ICT Division, Government of the Peoples Republic of Bangladesh
Ministry of Land, Government of the Peoples Republic of Bangladesh
Mongla Port Authority, Bangladesh
Khulna University, Bangladesh
Jessore Science & Technology University, Bangladesh
Office of the Deputy Commissioner, Khulna, Government of the Peoples Republic of
Bangladesh
Office of the Deputy Commissioner, Gopalganj, Government of the Peoples Republic of
Bangladesh
Office of the Deputy Commissioner, Magura, Government of the Peoples Republic of
Bangladesh.
Office of the Deputy Commissioner, Norshingdee, Government of the Peoples Republic of
Bangladesh.
The World Bank
Department of Environment, Ministry of Environment & Forests, Government of the
Peoples Republic of Bangladesh
Projuktite Bangladesh, Dhaka, Bangladesh
Elite Author at Envato, Australia
Jessore University of Science, Bangladesh
Criminal Investigation Department (CID), Bangladesh Police, Government of the
Peoples Republic of Bangladesh
Bangladesh Opensource Network, Bangladesh

3.0 Literature Survey

SERVQUAL
Later called RATER, is a quality management framework. SERVQUAL was first published in
1985, 1988 by Valarie A. Zeithaml, A. Parasuraman & Leonard L. Berry to measure quality in
the service sector.

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The SERVQUAL service quality model was developed by a group of American authors, 'Parasu'
Parasuraman, Valarie A. Zeithaml and Len Berry, in 1988. It highlights the main components of
high quality service. The SERVQUAL authors originally identified ten elements of service
quality, but in later work, these were collapsed into five factors - reliability, assurance, tangibles,
empathy and responsiveness - that create the acronym RATER.

Businesses using SERVQUAL to measure and manage service quality deploy a questionnaire
that measures both the customer expectations of service quality in terms of these five
dimensions, and their perceptions of the service they receive. When customer expectations are
greater than their perceptions of received delivery, service quality is deemed low.

In addition to being a measurement model, SERVQUAL is also a management model. The

SERVQUAL authors identified five Gaps that may cause customers to experience poor service
quality.

History
As early as 1985 the authors Parasuraman, Zeithaml and Berry identified ten components of
service quality namely Reliability, Responsiveness, Competence, Access, Courtesy,
Communication, Credibility, Security, Understanding/Knowing the customer, and Tangibles.
These ten components were later (1988) merged into five dimensions namely Reliability,
Assurance, Tangibles, Empathy and Responsiveness. Of the original ten components only three

12
components remain - Reliability, tangible and Responsiveness remained distinct, while the
remaining seven components merged into two aggregate dimensions of Assurance and Empathy.
SERVQUAL was developed by measuring service quality across service environment (Guar &
Agrawal, 2006). Measurement allows for comparison before and after changes, for the location
of quality related problems and for the establishment of clear standards for service delivery
(Shahin, 2006)

The SERVQUAL model

Service quality is linked to the concept of perceptions and expectation Customers evaluate
service quality by comparing what they expect with how a service provider actually performs.
Thus, service quality can be defined as the difference between customers' expectations of service
and their perception of actual service performance; formally the degree and direction of
discrepancy between customers' service perceptions and expectations. "Service quality is a
measure of how well the service level delivered matches customer expectations. Delivering
quality service means conforming to customers' expectations on a consistent basis". Customers'
perceptions of service quality result from a comparison of their before-service expectations with
their actual-service experience. The service will be considered excellent, if the perception exceed
expectations; it will be regarded as good or adequate, if only equals the perceptions; the service
will be classed as bad, poor or deficient, if it does not meet them. Based on this the authors
developed a scale for measuring service quality, which is mostly popular known as SERVQUAL.
This scale operationalizes service quality by calculating the difference between expectations and
perceptions, evaluating both in relation to 22 items that represent the 5 service qualitydimensions
knows as Tangibles, Reliability, Responsiveness, assurance and Empathy (Zeithaml &
Parasuraman, 2004).

Conceptualization of the SERVQUAL gap:

SERVQUAL is the dominant approach to quantitatively assessing service quality. Using a survey
approach, SERVQUAL elicits ratings of customer's expectations and perceptions on each of the
five dimensions described above. Service quality can be also described as "closing the gap"
between expectations and perceptions of service. Research has identified four "company gaps"

13
that underlie the overall shortfall in customers' expectations/perceptions as developed by
Zeithaml, Parasuraman and Berry.

In this study of SEVQUAL analysis, 21 questions instead of the original 22 will be used to
measure the performance across abovementioned five dimensions, using a five (5) point likert
scale measuring both customer expectations and perceptions. After data collection by means of
the questionnaires the gap between customer expectations and perceptions will try to be closed.

The gaps model positions the key concepts, strategies, and decisions in delivering quality service
in a manner that begins with the customer and builds the organization's tasks around what is
needed to close the gap.

SERVQUAL Gaps-Model
Source: Zeithaml, V. & Parasuraman, A. (2004)

The graph illustrates that the central focus (top half) of the gaps model is the customer gap. To
close this all-important customer gap, the model suggests that four other gaps-the provider gaps-
need to be closed. The numbering of the gaps from 1 to 5 represents the sequence of steps (i.e.,
market research, design, conformance, communication, and customer satisfaction) that should be
followed in new service process design.

SERVQUAL Gaps:

Gap 1: Not Knowing What Customers Expect - gap 1 is the difference between customer
expectations of service and company particularly management, understanding of those
expectations. A number of factors have been shown to be responsible for gap 1. First, because
marketing research is a key vehicle for understanding consumer expectations and perception of
service, the size of gap 1 depends greatly on the amount of marketing research conducted. A

14
second factor is lack of upward communication. Frontline employees often know a great deal
about customers but management may not be in contact with frontline employees and may not
understand what they know. A third factor is a lack of company strategies to retain customers and
strengthen relationships with them. A finally, inadequate attention to service recovery -
understanding why people complain and what they expect when they complain and how to
develop effective strategies for dealing with inevitable service failures.

Gap 2: Not Selecting the Right Service Design and Standards - a recurring challenge in service
companies is the difficulty of translating customers' expectations into service quality
specifications. Thus, provider gap 2 reflects the difference between company understanding of
customer expectations and development of customer-driven service designs and standards. A
number of factors have been shown to be responsible for gap 2. First of all, inadequate
commitment to service quality; secondly a perception of unfeasibility, and finally, inadequate
task standardization and an absence of goal setting.

Gap 3: Not Delivering to Service Standards - is the difference between development of

customer-driven service standards and actual service performance by company employees. Even
when guidelines exist for performing services well and treating customers correctly, high quality
service performance is not a certainty. Standard must be backed by appropriate resources
(people, systems and technology) and also must be enforced to be effective - that is, employees
must be measured and compensated on the basis of performance along those standards. Thus,
even when standards accurately reflect customers' expectations, if the company fails to provide
support for them - standards do not good. Factors influencing gap 3 are: poor employee-job fit
and poor technology fit, inappropriate supervisory control systems, lack of teamwork and
perceived control.

Gap 4: Not Matching Performance to Promises - advertising, sales force and other
communications set the standard against which customers assess a company's service quality.
Ensuring that all the company's external messages are aligned with what the company delivers is
more difficult in service because what is delivered critically depends on employees' interactions
with customers. This is also a result of inadequate horizontal communication and propensity to
over-promise.

15
Gap 5: Not Delivering the Service (perception) as being perceived - this is the only gap that can
be examined solely on the data from the customer; study of other gaps, while important, would
require data collection from companies themselves.

Recognition of factors, which influence customer's expectations, will help the suppliers applying
appropriate procedures to modify customer's expectations and to provide customers with the
service expected (Rahaman, Abdullah & Rahman, 2011)

Zeithaml & Parasuraman mentioned 4 factors in shaping customers' expectations:

Word-of Month: the first factor that potentially determine customers' expectations, is the
word he or she heard from other costumers;
Personal needs: the second factor that to a certain extent modifies customers' expectations
is obtained as a result of a particular situations and requirements;
Prior experience: is the third factor influencing customers' expectations, which indicate
the way the customers has experience prior service received;
Advertisement and Personal experience: the fourth factor playing a key role in shaping
customers' expectations is called external customers. These communications contain all
direct and indirect messages sent from supplying organization to customers.

One of the most important factors which of course belong to supplier's external communication
collection is service cost of price. This factor plays a significant role in shaping customer's
expectations and especially those of organization future customers.

The 5 Dimensions Defined:

After extensive research, Zeithaml, Parasuraman and Berry found five dimensions customers use
when evaluating service quality. They named their survey instrument SERVQUAL.

In other words, if providers get these dimensions right, customers will hand over the keys to their
loyalty. Because theyll have received service excellence. According to whats important to them.

16
The five SERVQUAL dimensions are:

TANGIBLES-Appearance of physical facilities, equipment, personnel, and communication

materials

RELIABILITY-Ability to perform the promised service dependably and accurately

RESPONSIVENESS-Willingness to help customers and provide prompt service

ASSURANCE-Knowledge and courtesy of employees and their ability to convey trust and
confidence

EMPATHY-Caring, individualized attention the firm provides its customers

Not All Dimensions Are Equal

All dimensions are important to customers, but some more than others.

Service providers need to know which are which to avoid majoring in minors. At the same time
they cant focus on only one dimension and let the others suffer.

SERVQUAL research showed dimensions importance to each other by asking customers to

assign 100 points across all five.

#1 Just Do It

RELIABILITY: Do what you say youre going to do when you said you were going to do it.

Customers want to count on their providers. They value that reliability. Dont providers yearn to
find out what customers value? This is it.Its three times more important to be reliable than have
shiny new equipment or flashy uniforms.

17
Doesnt mean you can have ragged uniforms and only be reliable. Service providers have to do
both. But providers first and best efforts are better spent making service reliable.

Whether its periodic on schedule, on-site response within Service Level Agreements (SLAs), or
Work Orders completed on time.

#2 Do It Now

RESPONSIVENESS: Respond quickly, promptly, rapidly, immediately, instantly.

Waiting a day to return a call or email doesnt make it. Even if customers are chronically slow in
getting back to providers, responsiveness is more than 1/5th of their service quality assessment.

Service providers benefit by establishing internal SLAs for things like returning phone calls,
emails and responding on-site. Whether its 30 minutes, 4 hours, or 24 hours, its important
customers feel providers are responsive to their requests. Not just emergencies, but everyday
responses too.

REPORTING RESPONSIVENESS:

Call centers typically track caller wait times. Service providers can track response times. And
their attainment of SLAs or other Key Performance Indicators (KPIs) of responsiveness. This is
great performance data to present to customers in Departmental Performance Reviews.

#3 Know What Your Doing

ASSURANCE: Service providers are expected to be the experts of the service theyre
delivering. Its a given.

SERVQUAL research showed its important to communicate that expertise to customers. If a

service provider is highly skilled, but customers dont see that, their confidence in that provider
will be lower. And their assessment of that providers service quality will be lower.

RAISE CUSTOMER AWARENESS OF YOUR COMPETENCIES

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Service providers must communicate their expertise and competencies before they do the work.
This can be done in many ways that are repeatedly seen by customers, such as:

Display industry certifications on patches, badges or buttons worn by employees

Include certification logos on emails, letters & reports

Put certifications into posters, newsletters & handouts

By communicating competencies, providers can help manage customer expectations. And

influence their service quality assessment in advance.

#4 Care about Customers as much as the Service

EMPATHY: Services can be performed completely to specifications. Yet customers may not feel
provider employees care about them during delivery. And this hurts customers assessments of
providers service quality.

For example, a day porter efficiently cleans up a spill in a lobby. However, during the cleanup
doesnt smile, make eye contact, or ask the customer if there is anything else they could do for
them. In this hypothetical the providers service was performed fully. But the customer didnt
feel the provider employee cared. And its not necessarily the employees fault. They may not
know how theyre being judged. They may be overwhelmed, inadequately trained, or
disinterested.

SERVICE DELIVERY MATTERS

Providers service delivery can be as important as how it was done. Provider employees should
be trained how to interact with customers and their end-users. Even a brief session during initial
orientation helps. Anything to help them understand their impact on customers assessment of
service quality.

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#5 Look Sharp

TANGIBLES: Even though this is the least important dimension, appearance matters. Just not as
much as the other dimensions.

Service providers will still want to make certain their employees appearance, uniforms,
equipment, and work areas on-site (closets, service offices, etc.) look good. The danger is for
providers to make everything look sharp, and then fall short on RELIABILITY or
RESPONSIVENESS.

At the End of the Day

Customers assessments include expectations and perceptions across all five SERVQUAL
dimensions. Service providers need to work on all five, but emphasize them in order of
importance. If sacrifices must be made, use these dimensions as a guide for which ones to
rework.

Also, providers can use SERVQUAL dimensions in determining specific customer and site
needs. By asking questions around these dimensions, providers can learn how they play out at a
particular location/bid opportunity. What dimensions are you in?

Advantages

In current service literature, there are a number of key instruments available for measuring
service quality. Through, the SERVQUAL model has been the major generic model used to
measure and manage service quality across different service settings and various cultural
backgrounds and is valued by academics and practitioners. Below are some of the main
advantages and or reasons to use the SERVQUAL model to measure the level of customer
satisfaction with an organization.

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It can be used on a regular basis to track customer perceptions of service quality of a particular
firm compared to its competitors. Once data have been analyzed they can be visually presented
so that it is easy to identify strengths and weaknesses relative to competition.

It provides the opportunity for a firm to assess its service quality performance on the basis of
each dimension individually as well as the overall dimensions;

It allow the firm to classify its customers into different segments based on their individual
SERVQUAL scores;

SERVQUAL model can be used in various service setting/sectors and provides a basic skeleton
that can be adapted to fit the specific attributes of a particular organization. It is applicable across
different empirical context and various countries and cultural backgrounds

SERVQUAL gap analysis approach seems a logical and straightforward concept and the
questionnaire is also pre-described and can be adapted as required;

Finally, SERVQUAL is a tried and tested instrument which can be used comparatively for
benchmarking purposes. It benefit from being a statistically valid instrument as a result of
extensive field testing and refinement (Al Bassam & Al Shawi, 2010).

To appreciate more fully all the benefits of using SERVQUAL surveys should be conducted
every year, for the following reasons;

To allow yearly comparison;

To determine how service improvements have affected customers' perceptions and expectations
of the service over time and;

To determine the effectiveness of service development and improvement initiatives in targeted

dimensions.

Implementing SERVQUAL and measuring customer perception and expectation of service may
well result in customer retention, customer loyalty and positive word-of-mouth, increasing
opportunity for cross-selling, employee benefits, improved corporate image, profit gains and

21
financial performance. But measuring too often may well result in customers losing their
motivation to answer correctly (Shadin, 2006).

Disadvantages

However, apart from its wide use, a number of theoretical and operational criticisms of the
measurement model have been pointed out

Theoretical:

First of all Validity, the validity of the SERVQUAL model as a generic instrument for measuring
service quality across different service sector has been raised. And that a simple revision of the
SERVQUAL items is not enough for measuring service quality across different service settings;

Secondly Gaps Model, there is little evidence that customers access service quality in terms of
Perception (P) minus Expectation (E) gaps. This because they found that the dominant
contributor to the gap score was the perception score because of a generalized response tendency
to rate expectations high ;

Process Orientation, SERVQUAL is process oriented it focus on the process of service delivery,
not on the outcomes of the service encounter [1] , while process and outcome together is a better
predictor of consumers choice than process or outcome alone;

In the fourth place Dimensionality, SERVQUAL five dimensions are not universal. Items do not
always load on to the factors which one would a priori expect; and there is a high degree of inter
correlation between the five dimensions. Meaning that the researcher should have work with the
original ten dimensions rather than adopt the revised five;

Finally Model Objections, SERVQUAL is based on an expectation model rather than an

attitudinal model besides SERVQUAL fails to draw on establishing economic and psychological
theory (fail to draw on the large literature on the psychology of perception).

22
Operational:

First of all Expectations, The term expectation is polysemic [2] ; consumers use standards other
than expectations to evaluate service quality;

Secondly Item Composition, SERVQUAL 4 of 5 items cannot capture the variability or the
specific context meaning within each service quality dimension, even though authors
acknowledge that context specific items can be used to supplement SERVQUAL, but the "new"
item should be similar in form to the existing SERVQUAL item;

In the third place Moment Of Truth (MOT), customer's assessment of service quality may vary
from MOT to MOT. Services are delivered over several MOT or Encounter between service staff
and customers. And evidence shows that customers evaluate service quality by reference to these
multiple encounters;

Polarity, The reversed polarization (rewording) of items in the scale causes respondent error. Of
the 22 items of the SERVQUAL questionnaire, 13 statements pairs are positively worded and
nine pairs are negatively worded. The negative are the full set of responsiveness and empathy
statements. Item wording creates data quality problems and calls into questions the validity of
the instrument

Scale Point: the seven -point Likert scale is flawed. The Likert scale has been criticized on
several grounds, although none are specific to SERVQUAL, but has an indirect influence. It has
been criticized for its lack of verbal labeling for points two to six. This will cause respondents to
overuse the extreme ends of the scale;

Two administration, two administration of the instrument causes repetitiveness and confusion.
Respondents appear to be confused by the two administration of the E and the P versions of the
SERVQUAL, which will result in imperil data quality. Besides the timing of the administrations,
asking respondents to complete the two questionnaires at the single sitting (Buttle, 2006).

23
4.0 Jobs performed During Internship:

Section Work Done Number Of Days

i) Digital Marketing Terms i) SEO Terms
ii) AdWords 7
iii) AdSense

24
ii) Research on Content i) Blog Content Writing
ii) Theme Content Writing 20
iii) Content for E-Face
iii) Search Engine i) Google Analytics
Marketing (SEM) ii) White Hat SEO 10
iii) Black Hat SEO
iv) Back Links
iv) Social Media i) Facebook Marketing
Marketing (SMM) ii) Instragram Marketing 10
v) Email Campaigns i)Targeting Subscribers/
Customers 10
ii) Email Marketing
vi) Search engine i)Follow up the Google Rank
optimization (SEO) ii) Developing the website in 20
Google search engine.

5.0 Findings & Analysis

1. The firm has modern looking equipment.

Satisfaction Level Satisfaction Score

Strongly Agree 17
Agree 3
Neutral 0
Disagree 0
Strongly Disagree 0

25
 18

16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 85% customers are strongly Agree & 15% customers are Agree with this statement.

2. The firms physical appearance, pamphlets, letterhead etc are attractive looking.

Satisfaction Level Satisfaction Score

Strongly Agree 15
Agree 5
Neutral 0
Disagree 0
Strongly Disagree 0

26
 16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 75% customers are strongly Agree & 25% customers are Agree with this statement.

3. The employees are well dressed and smart looking.

Satisfaction Level Satisfaction Score

Strongly Agree 9
Agree 10
Neutral 1
Disagree 0
Strongly Disagree 0

27
 12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 45% customers are strongly Agree & 50% customers are Agree with this statement.

4. When the firm promises to do something, it does so.

Satisfaction Level Satisfaction Score

Strongly Agree 9
Agree 8
Neutral 2
Disagree 1
Strongly Disagree 0

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 10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 45% customers are strongly Agree & 40% customers are Agree with this statement.

5. When you have a problem, the firm shows a sincere interest in solving it.

Satisfaction Level Satisfaction Score

Strongly Agree 13
Agree 5
Neutral 2
Disagree 0
Strongly Disagree 0

29
 14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 65% customers are strongly Agree & 25% customers are Agree with this statement.

6. The firm tries very hard to provide error free service.

Satisfaction Level Satisfaction Score

Strongly Agree 18
Agree 2
Neutral 0
Disagree 0
Strongly Disagree 0

30
 20

18

16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 90% customers are strongly Agree & 10% customers are Agree with this statement.

7. Employees in the firm give you timely service.

Satisfaction Level Satisfaction Score

Strongly Agree 8
Agree 7
Neutral 3
Disagree 1
Strongly Disagree 1

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 9

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 40% customers are strongly Agree & 35% customers are Agree with this statement.

8. Employees in the firm give your prompt service.

Satisfaction Level Satisfaction Score

Strongly Agree 10
Agree 7
Neutral 2
Disagree 1
Strongly Disagree 0

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 12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 50% customers are strongly Agree & 35% customers are Agree with this statement.

9. Employees in the firm are never too busy to respond to your request.

Satisfaction Level Satisfaction Score

Strongly Agree 19
Agree 1
Neutral 0
Disagree 0
Strongly Disagree 0

33
 20

18

16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 95% customers are strongly Agree & 5% customers are Agree with this statement.

10. The behavior of employees in the firm installs confidence in you.

Satisfaction Level Satisfaction Score

Strongly Agree 15
Agree 2
Neutral 3
Disagree 0
Strongly Disagree 0

34
 16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 75% customers are strongly Agree & 15% customers are Neutral with this statement.

11. You feel safe in your dealings with the firm.

Satisfaction Level Satisfaction Score

Strongly Agree 19
Agree 1
Neutral 0
Disagree 0
Strongly Disagree 0

35
 20

18

16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 95% customers are strongly Agree & 5% customers are Agree with this statement.

12. Employees in the firm have the knowledge to answer your questions.

Satisfaction Level Satisfaction Score

Strongly Agree 19
Agree 0
Neutral 1
Disagree 0
Strongly Disagree 0

36
 20

18

16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 95% customers are strongly Agree & 5% customers are Neutral with this statement.

13. The firm understands your specific needs.

Satisfaction Level Satisfaction Score

Strongly Agree 14
Agree 3
Neutral 3
Disagree 0
Strongly Disagree 0

37
 16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 70% customers are strongly Agree & 30% customers are Agree and Neutral with this
statement.

14. The firms employees give your personal/ individual attention.

Satisfaction Level Satisfaction Score

Strongly Agree 17
Agree 1
Neutral 2
Disagree 0
Strongly Disagree 0

38
 18

16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 85% customers are strongly Agree & 10% customers are Neutral with this statement.

15. The firm has your best interests at heart.

Satisfaction Level Satisfaction Score

Strongly Agree 14
Agree 1
Neutral 2
Disagree 2
Strongly Disagree 1

39
 16

14

12

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree

Comment: 70% customers are strongly Agree & 20% customers are Neutral and Disagree with
this statement.

6.0 Conclusion & Recommendation

Servqual Survey has 5 Dimension those are-

1. Tangibles

2. Reliability

3. Responsible

4. Assurance

5. Empathy

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In our Question 1, 2 & 3 are about Tangibles. 4, 5 & 6 are about Reliability. 7, 8 & 9 are about
Responsible. 10, 11 & 12 are about Assurance. And the last three questions of the questioner 13,
14 & 15 are about Empathy.

As we can see the form the survey customers of PRANON GROUP are much satisfied with the
company.

At every question customer are very satisfied but at the question 4, 7, 8 &15 some customers are
not satisfied. These question are:

When the firm promises to do something, it does so. (Question 4)

Employees in the firm give you timely service. (Question 7)

Employees in the firm give your prompt service. (Question 8)

That Question is "The firm has your best interests at heart. (Question 15)

The customer response is well. So the company has to carry on it. For that customers will much
satisfied at overall activities. The company has to keep its service quality & improve for better
performance.

Bibliography

1. http://www.pranon.com/

2. https://en.wikipedia.org/wiki/SERVQUAL

3. http://www.serviceperformance.com/the-5-service-dimensions-all-customers-care-about/

4. https://is.theorizeit.org/wiki/SERVQUAL

5. http://www.servqual.estranky.cz/clanky/english/wahtisen.html

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6. https://www.slideshare.net/rockpulkit/servqual-model

7. www.proserv.nu/b/Docs/Servqual.pdf

9. www.ies.ltu.se/kml/utbildning/iek325/webmaterial/.../Hist_future_serv_Q_assess.pdf

10. Services Marketing by Valarie A. Zeitham

Annexure: Questionnaire: Customer Satisfaction Questionnaire

I shall be grateful if you could spare a few minutes to complete this Customer Satisfaction
Questionnaire. Please mark the following questions with any number from 1 to 5 (5 is the best
score that you think can be given to this statement and 1 the lowest mark).

Dimension Statement Score

Tangibles 1. The firm has modern looking equipment.
2. The firms physical appearance, pamphlets, letterhead etc are
attractive looking.
3. The employees are well dressed and smart looking.
Reliability 4. When the firm promises to do something, it does so.
5. When you have a problem, the firm shows a sincere interest in
solving it.

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 6. The firm tries very hard to provide error free service.
Responsivenes 7. Employees in the firm give you timely service.
s 8. Employees in the firm give your prompt service.
9. Employees in the firm are never too busy to respond to your
request.
Assurance 10. The behavior of employees in the firm installs confidence in
you.
11. You feel safe in your dealings with the firm.
12. Employees in the firm have the knowledge to answer your
questions.
Empathy 13. The firm understands your specific needs.
14. The firms employees give your personal/ individual
attention.
15. The firm has your best interests at heart.

Name of the Respondent: Organization:..

Age: 20 to 30 years 31 to 40 years

41 to 50 years above 50 years

Gender: Male Female

Thank You

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