DECLARATION

I hereby declare that the project report entitled “CUSTOMER SATISFACTION TOWARDS
RELIANCE SMART ”, under the guidance and supervision of
Dr. N.GANGI SETTY of Department of Management Studies, MADANAPALLE
INSTITUTE OF TECHNOLY AND SCIENCE, Madanapalle, for the completion of Mini
Project. It is a record of original work done by me and the project has not previously formed
the basis for completion of Mini Project

DATE: B.MASTHANI

PLACE : MADANAPALLI REG NO:21691E0080

 C E R T I FI CAT E

This is to certify that the Mini Project entitled “CUSTOMER SATISFACTION TOWARDS
RELIANCE SMART ” is bonfied work done by B.MASTHANI,
21691E0080 of Madanapalle Institute of Technology and Sciences as the record of the
research work carried out by her, is accepted as the Mini Project submission in partial fulfilment
of the requirements for the award of degree of Master of Business Administration.

Dr.N.GANGI SETTY Dr. SREMMANT BASU

Project Guide Professor & Head

INTERNAL EXAMINER EXTERNAL EXAMINER

 ACKNOWLEDGEMENT

I Would like to thank all those persons who have contributed toward the successful completion
of the project, I am glad to say that working on this project has been both illuminating and
enjoyable for me. I have deep sense of gratitude to project guide Dr. N.GANGI SETTY
project guide and Associate professor at MITS School of Business, for his encouragement,
guidance, and valuable suggestions throughout the project. I take this opportunity to thank
MITS, Dr. N. VIJAYA BHASKAR CHOUDARY, Ph.D., Secretary & Correspondent, MITS,
Dr. C. YUVARAJ, Principal, MITS, and Dr. SREMMANTH BASU, Associate Professor &
Head, MITS School of business, for their continuous support and encouragement. My heartfelt
Thanks to my parents & Friends for going out of their way to see that I successfully
implementing and completing this project. Their words of wisdom and patience were much
more than blessing. I would like to thank all the faculty members of Department of
Management Studies, MITS and friends who directly and indirectly helped me to complete this
project.

B.MASTHANI

REG NO:21691E0080
 CONTENTS

Chapter Title Page

No. No.

DECLARATION i.

CERTIFICATE ii.

ACKNOWLEDGEMENT iii.

TABLE OF CONTENT iv.

LIST OF TABLES v.

LIST OF GRAPHS vi.

1 INTRODUCTION

2 INDUSTRY & COMPANY PROFILE

3 RESEARCH METHODOLOGY

4 DATA ANALYSIS & INTERPRETATION

5 SUMMARY OF FINDINGS,SUGGESTIONS & CONCLUSION

BIBLIOGRAPHY

REFERENCES

APPENDIX
 INTRODUCTION

Wi th the liberalization and internationalization in service sector, service quality has become an
important means of differentiation and path to achieve business success. Such differentiation based
on service quality can be a key source of competitiveness for many service providers and hence
have implications for leadership in such organizations, Service Quality is a blend of two words:
service and quality. Services are behavioral rather than physical entities, and have been described as
deeds, performances or effort, acts or performances, activities or processes. In other words, service
is an activity or series of activities of more or less intangible nature that normally, not necessarily
take place in interactions between the customer and service employees and /or physical resources or
goods and/or systems of the service providers, which are provided as solutions to customer
problems. Services are intangible because they cannot be grasped mentally. The abstract nature of
services causes problems for both providers and consumers. it is difficult for service providers to
differentiate their offerings from those of competitors, while it is equally difficult for consumers to
evaluate a service before it is acquired and consumed.

Quality has been defined differently by different authors Quality is in the eye of the customers. It
can be seen and can be measured. The quality's gurus, experts and researchers have given various
definitions on quality in particular areas i.e. manufacturing of products and services. Some
prominent definitions include conformance to requirements, fitness for use,conformance to
specification, meeting and/or exceeding customer's expectation, one that satisfies the customer,
performance over expectation zero defect or products or services ability to perform to its intended
function without harmful effect. Quality may be viewed as a property of products or services, or
processes producing these products or services. As per the Japanese production philosophy, quality
implies 'zaro defects' in the firm's offerings Quality is a dynamic state associated with products,
services, people, processes, and environments that meets or exceeds customer expectation, In other
words, the quality of a product or service is a customer's perception of the degree to which the
product or service meets his or her expectations. In the business 12% world, it is possible to
understand an organization's success or failure through an analysis of the economics of its offering
compared to those of its competitors For an organization in which services are incorporated,
understanding the nature of the service encounter may yleid equally actionable insights. With this in
mind, this research is designed to investigate the relationship among service quality, demographic
characteristics and customer loyalty in retail stores
1.1 RETAIL INDUSTRY

Retail Industry in India is undoubtingly one of the fastest growing retail industry in the world, it is
the largest among all industries accounting to 10% of the country GDP and employs around 8 per
cent of the workforce. India has seen a drastic shopping revolution in terms of format and consumer
buying behaviour. From shopping centers to multi-storied malls to huge complexes offering
shopping, entertainment and food all under one roof and it is because of this trend that the retail
industry is witnessing a revolution as many new format markets like hypermarkets,
supermarkets,departmental stores have made their way in the market. Retailing in India has
emerged as one of the most vigorous and fast-paced industries after travelling through different
phases over the years. In fact, India is the fifth largest preferred retall destination globally and
embraces a very strong position as far as its markut potential is concerned. Retailers are consistently
trying to tap the gravity of this potential by using the latest technologies along with new generation
tools like Data Analytics, Social Commerce, CRM Solutions, etc. which form the backbone of
modern retailing. Bolstered by healthy economic growth, changing demographics, increasing
disposable incomes, urbanization, changing consumer tastes and preferences, and higher consumer
confidence, year 2019 experienced strong retail sales. While traditional and unorganized retail
formats continue to dominate the retail market, organized retail is growing at a faster pace driven by
technology intervention. The industry is now expected to reach $1400 billion by FY2024 from $790
billion in FY 2019, growing at a CAGR of 12%.

The dawn of technology in the retail space has transformed the traditional business model into a
"Physical experience with in-built metrics to comprehend customer needs. Emerging technologies
like AR, VR, Artifical intelligence, lof, cloud platforms, etc take into consideration multiple
consumer interactions through digital platforms us the form of reviews, suggestions and Al-based
product assortments, to make in-store digitization possible. By connecting with the commumers at
all possible touch points, these techniques are also enabling the retailers to influence consumer
behaviour. With technology being a key facilitator in driving engagements and with existing
consumers and acquiring new customers, retailers can foresee increased sales and reduction in the
cost of operations. Meanwhile, considering the growing consumer consciousness and their
preference for choice and convenience, retailers are leveraging
1.1.1 KEY LEARNING FOR THE RETAILERS TO EMERGE AS GAME
CHANGERS IN 2020

The evolving mind-set of Indian consumers expecting seamless shopping experiences across every
channel: brick and mortar stores, e-commerce platforms or mobile apps, demand the retailers to
work consecutively towards acquiring competitive advantage in 2020. This can be done by using
these innovative retail formats and technologies:

* Experiential Retail: Millennials tend to make the majority of their choices based on their
experience instead of the products. So, retailers must focus on developing a customer centric
approach in their businesses, where the consumer can interact with the product or brand and give
their feedback as well. An interactive methodology would enable the retailers, especially in the
brick-and-mortar circle, to initiate a better brand recall and increased sales.

ABBS

* Immersive Technologies: While online players specifically in fashion & lifestyle and beauty &
personal care segment are already making it big by embracing the concept of experience-based
shopping using AR/VR, offline stores too are joining the bandwagon by implementing these
immersive technologies to redefine convenience for cansumers. This means consumers can now
simply walk in, find their preferred products/outfits through a virtual inventory and try the outfits
via virtual mirror without actually having to do it physically. This combination of technology in
stores would facilitate seamless experience to the consumers. In fact, by 2020, the retail industry
will emerge as the top spending industry on AR and VR.

* Big Data: Leveraging Big Data to observe and evaluate buying patterns, trends, etc, has been
quite revolutionary in the online retail industry. It is now making its way into the offline retail space
to create a significant effect on its future. Big Data can enable retail businesses to understand their
customer expectations by predicting the popularity of products and identifying the relevant
customers for each one of them

* Social Commerce: Millennial consumers are becoming more demanding with time and this can
pose challenges for the retailers in future to get their brand noticed amid all the traffic. Social
commerce platforms can enable retailers to raise brand awareness and drive direct engagement with
customers through pictures and videos of products or brands posted by the latter. Retailers can
capitalise on the consumers sharing their experiences and stories on the web in the form of reviews
and recommendations

The expectation from modern retail has transformed completely, as the idea here is not just to
enhance the experience but also being able to guide the consumers towards making the right
purchase decisions by understanding their profile. Having realised the tremendous scope of mass
digitization in the retail ecosystem, retailers now must take proactive steps to streamline their day to
day operations in 2020, making it exciting and rewarding time for all the stakeholders in the
industry.
 INDUSTRY & COMPANY PROFILE

1.2 Reliance Retail Limited

Reliance Retail is the retail initiative of the group and is central to our consumer facing businesses,
it has in a short time forged strong and enduring bonds with millions of consumers by providing
them unlimited choice, outstanding value proposition, superior quality and unmatched experience
across all its stores. Reliance Retail has adopted a multi-prong strategy and operates chain of
neighborhood stores, supermarkets. and wholesale cash & carry stores, specialty stores and online
stores and has democratized access to a variety of products and services across diverse segments for
Indian consumers. Serving the food and grocery category Reliance Retail operates Reliance Fresh,
Reliance Smart and Reliance Market stores. In the consumer electronics category Reliance Retail
operates Reliance Digital, Reliance Digital Express Mini stores and Jio stores, and in fashion &
lifestyle category it operates Reliance Trends, Trends Women, Trends Man, and Trends junior,
Project Eve, Reliance Footprint, Reliance Jewels and A310.com in addition to a large number of
partner brand stores across the country. Reliance Retail has the distinction of being the largest
retailer in the country. Reliance Retail's commitment to "bettering the lives" has been embodied in
its pursuit to make a difference on social socio-economic issues in India The initiative has brought
millions of farmers and small producers to the forefront of the retail revolution by partnering with
them for growth.Deep insight into India's economic, cultural and consumption diversity drives
Reliance Retail's vision in the retail universe. The operating model is based on customer centricity,
while leveraging common centres of excellence in technology, business processes and supply chain.
More importantly, it has built a strong and unwavering foundation through its extraordinary people.
Our nationwide network of retall stores offers a world-class shopping environment and unmatched
customer experience. Reliance Retail has emerged as the partner of choice for International brands
and has established exclusive partnerships with many revered international brands such as Diesel.
Superdry, Hamleys, Ermenegildo Zegna, Marks and Spencer, Paul & Shark, Thomas Pink, Kenneth
Cole, Brooks Brothers, Steve Madden, Payless Shoesource, Grand Vision and many more. As on
30th Sep 2019. Reliance Retall operates 10,901 stores across 6,700+ cities with a retail area of over
24.5 million st. Reliance Retail Ventures Limited, a subsidiary of Reliance Industries Limited is the
holding company of Reliance Retail Limited which operates the retail business
1.2.1. Growth through Value Creation

With a vision to generate inclusive growth and prosperity for farmers, vendor partners, small
shopkeepers and consumers, Reliance Retail Limited (BRL), a subsidiary of RIL, was set up to lead
Reliance Group's foray into organized retail. Since its inception in 2006, Reliance Retail Limited
(RRL) has grown into an organisation that caters to millions of customers, Thousands of farmers
and vendors. Based on its core growth strategy of backward integration, RRL has made rapid
progress towards building an entire value chain starting from the farmers to the end consumers.
intentions. Reliance Retail continued to expand presence of its value and specialty formats. During
the year, Reliance Retail opened 90 new stores spanning across "value" and 'specialty segments. In-
store initiatives, wider product choice and value merchandising enabled the business to achieve
robust growth during this period. Its presence in the optics business is in partnership with Grand
Vision 51 new stores were added during. To study the effect of demographic variables on FY-11
taking the total presence to 100 stores across key markets in the country. The retail chain offers
single brand optical products including Vision Express frames, lenses, contact lenses, sunglasses,
solutions and accessories. For the very first time, consumers in india got the opportunity to
experience Hamleys, which is considered to be the world's most wonderful toy shop. The brand was
launched in India with opening up of 2 stores during the year. Store by Reliance Digital is a one-
stop-shop for all Apple products and services. There are 17 such stores currently operational
Reliance Brands also announced exclusive licensing arrangement with two leading international
brands:
*Steve Madden, a leading designer, wholesaler and retailer of fashion-forward footwear and
accessories for women, men and children.

*Quiksilver, a leading outdoor sports lifestyle company to launch their core brands Quiksilver
and 'Roxy’
Across India, Reliance Retail serves over 2.5 million customers every week. Its loyalty programme
"Reliance One", has the patronage of more than 6.75 million customers.

2. Need for the Study

Since limited study in India has conducted which has considered service quality dimensions as
drivers of customer loyalty in retail, it nevertheless may prove to be useful for retailers in
identifying the service quality attributes that are important for Indian retail consumers. The present
work will unearth that superior performance on the most important retail service quality dimension
will add to favorable behavioral intentions and bring down unfavorable intentions.

3. Objectives of the Study

* To identify the key factors influencing the customer's perception of the service quality in reliance
super market.
* To reveal the effects of service quality dimension in customer satisfaction in reliance super
market.
* To study the effect of demographic variables on various service quality dimensions.
* To analyse the impact of service quality on customer's loyalty for reliance super market.
* To suggest best practices to improve the level of customer satisfaction and service quality of
reliance super market
 RESEARCH METHODOLOGY

4. Review of Literature

Hoang et al. (2010) proposed a conceptual framework of the influence of service culture on
customer service quality via the mediation of employee attitudes. They also conceptualized the role
of potential moderators such as cultural differences, personal relationships towards service
employee attitudes and customer service quality.

Jain et al. (2010) concluded that service quality in higher education comprises of twelve factors
such as visual appeal, outcome, campus, reputation, input quality studentsl, industry interaction,
support facilities, input quality faculty), inter personal relationships, curriculum, academic facilities
and processes.

Korda and Snoj (2010) attempted to validate the perceived retail banking service scale in the case
of a small transitional economy of Europe. Their analysis showed that the perceived value variable
had a potential to be mediating variable between perceived quality and customer satisfaction
relationship in retail banking settings.

Malik and Danish (2010) analyzed the impact of different quality services on student satisfaction
in higher educational institutes of a big division of Punjab and tangibles. province of Pakistan. They
found that students are overall satisfied with services of tangibility, assurance, reliability and
empathy but not much satisfied with parking facilities, computer labs, cafeteria services, complaint
handling system.

Aykac et al. (2009) employed sex dimensions of service quality scale that was developed by
Carman 2000 and Kara et al. (2005) to better understand the factors underlying healthcare
customers perception of service quality. The dimensions investigated were tangibility, reliability,
responsiveness, assurance,courtesy and empathy. Through a 5 point Likert-type scale, they
compared healthcare customers expectations of a perfect service provider with the practices of
Marmara University Hospital to determine it there were any gaps. Further they analyzed the quality
of the Marmara University Hospital's healthcare services and its impact on customer satisfaction
and customer loyalty through a regression analysis.

Hossain and Leo (2009) exhibited that customers' perceptions vary according to the nature of
service. in the banking industry they found that customers perception was highest in the tangibles
area such as intrastructure facilities of the bank, followerd by the empathy area such as timing of the
bank and returns on deposit. On the other hand, the lowest perception was in the competence area,
such as the method of imposing service charges followed by reliability, such as customers'
guidance. Because of the wide variation of responses, the banks need to consider the weak areas in
order to meet customer requirement.

Seth et al. (2008) measured customer perceived service quality incorporating both service delivery
as well as technical quality aspects. The validated instrument comprised of dimensions including
reliability, responsiveness, assurance, empathy, tangibles, convenience, and customer perceived
network quality. The study indicated that among the various dimensions, 'responsiveness was the
best predictor, followed by reliability, customer perceived network quality, assurance, convenience,
empathy,and tangibles.

Ladhari (2008) identified the key conceptual and

empirical issues that should be considered in the development of alternative industry-specific

measurement scales of service quality (other than SERVOUAL They found deficiencies in some of
the alternative service-quality measures; however, the identified deficiencies do not invalidate the
essential usefulness of the scales.

Pollack (2008) revealed that satisfiers exhibit initially no relationship with satisfaction, but after
the acceptable level of service quality lie inflection point had been reached, become positively
related Dissatisfies followed initially a positive relationship path with satisfaction but after the
inflection point exhibit no relationship, or at best a significantly weakened one, with satisfaction.
The relationship patterns were found to be service attribute as well as service type dependent.

Solvang (2007) discovered that the effect of service quality on satisfaction was more profound in
the furniture branch than in the grocery branch of the four retail stores selected. On the other hand,
customer loyalty seems to be more important in affecting repurchase decisions in the grocery
branch
Lee (2007) compared two leading measurement instruments of service quality (.e., SERVQUAL
and SERVPERF) in a cross-cultural setting. Psychometric properties of each scale were compared
in three countries of distinctive characteristics developed industrialized, and developing. They
concluded that the SERVPERF scale has slightly better reliability while the SERVQUAL scale has
an edge in validity, implying the necessity of including cultural diversities of expectations in the
measurement of service quality for cross-cultural studies

Chowdhary and Prakash (2007) investigated whether any generalization in importance of service
quality dimensions was possible or not. They found that generalization of quality dimensions was
not possible among all types of services taken together.

Enquist et al. (2007) presented a model for values based sustainable service business grounded in
the concept of values-based service quality. They distinguished four dimensions of values-based
service quality and these dimensions were "technical". "functional", "experiential", and "HRM and
corporate

Vanniarajan and Anbazhagan (2007) highlighted that financial services were inherently
intangible and high on experience and credence qualities. They identified four dimensions
reliability, responsiveness, assurance and tangibles which form the domain of customer's evaluation
of service quality in the financial services industry. The results indicated that the customer's
perception on the service quality factors in private sector banks was higher than the public sector
and co-operative banks.

Voon (2006) showed that the service-driven market orientation (SERVMO that consists of six
components customer orientation, competitor orientation, inter functional orientation, performance
orientation, long- term orientation, and employee orientation! had a significantly strong and positive
relationship with service quality

Miguel et al. (2006) measured internal service quality by applying a service quality measuring
Instrument usually used for assessing external service quality They found that the assessment was
feasible and effective to capture the characteristics of internal customer service by using a set of
well-known quality dimensions that varied across the studied manufacturing cells.
Chow and Luk (2005) developed a technique that considers competition using the Analytic
Hierarchy Process (AHP) framework to measure service quality. The AHP-SQ approach assists
management to devise and maintain a relevant, competitive plan for ongoing improvements in
service quality, Specifically, such analysis enables the following questions to be addressed. "How
does the firm perform in terms of service quality in relation to its competitors?": "Given the firm's
resources, which service initiatives will enhance its service competitiveness?" "Which service areas
require immediate improvement?" "How should the firm's service improvement be prioritized?",
and "What opportunities exist for service improvement in relation to the competition?

Edvardsson (2005) highlighted that service quality was perceived and determined by the customer
on the basis of co-production, delivery and consumption experiences. He opined that favorable and
unfavorable customer experiences seem to be more and more important in forming service quality
perceptions Further, he described that there were two categories of service quality clues clues of
experience related to Functionality and clues of experience related to emotions. Positive and
negative emotions seem to be more and more important in forming service quality perceptions, and
negative emotions had a stronger effect on perceived service quality than positive emotions.

Gupta et al. (2005) developed a conceptual model that was used in understanding the relationships
between sustaining structures that support the Total Quality Service (TOS) philosophy and customer
satisfaction. They develop three constructs leadership, organizational culture and employee
commitment, which were very important in achieving significant. total quality service objectives.
The proposed model links these three constructs with business processes and total quality service

Jabnoun and Khalifa (2005) proposed to develop a measure of service quality in the UAE and
then tested this measure in UAE conventional and Islamic banks Four dimensions of service quality
were identified personal skills, reliability, values, and image and all four dimensions were
significant in determining service quality in conventional banks. Values and image were however
the most important of these dimensions. On the other hand, only personal skill and values were
significant in determining service quality in Islamic banks.

Kang and James (2004) empirically examined the European perspective lie. Gronroos' model that
service quality consists of three dimensions: technical, functional and image, and that image
functions as a filter in service quality perception. The results from a cell phone service sample
revealed that Gronroos model was a more appropriate representation of service quality than the
other with its limited concentration on the dimerision of functional quality.
Caruana (2002) examined the concept of service loyalty and proceeds to distinguish between
service quality and customer satisfaction. A model that links service quality to service loyalty via
customer satisfaction was proposed. Results indicated that customer satisfaction does play a
mediating role in the effect of service quality on service loyalty. Martinez (2002) examined the
hypothesized relationship between Organizational Citizenship Behavior performance that supports
the social and psychological environment in which job-specific tasks function) at the group level
and two important organizational outcomes: service quality and customer satisfaction. Results
showed that at group level Organizational Citizenship Behavior leads to better perceptions of
service quality. However, Organizational Citizenship Behavior relationship with customers'
satisfaction results was generally not Significant.

Jastar (2001) determined whether customer trust, consumer commitment and customer satisfaction
mediate service quality antecedents to consumer behavioral intentions in auto service centers.
Finding indicated that customer trust, consumer commitment and customer satisfaction were the
key mediating variables of the relationship between service quality antecedents and consumer
behavioral intention expressly focused from consumer perspective on business to consumer
relationship.

Choli(2001) investigated the influence of overall service quality on customer satisfaction and
member's repurchase intentions at fitness clubs in Seoul, South Korea. He also examined the
influence of customer satisfaction on the level of their repurchase intentions The questionnaire
consisted of four sections: service quality scale, customer satisfaction scale, customer repurchase
intentions scale and demographic information. He found that the perceived service quality factor
was the most influential predictor of Customer Satisfaction and their repurchase intention. The
variance of the level of overall Customer Satisfaction was explained by the following predictors in
order of higher to lower Perceived Service Quality, Contact with physical environment,
Interpersonal Interaction and Program. Also the variance of the level of repurchase intentions was
predicted by the following factors in order of higher to lower: Perceived Service Quality and
interpersonal Interaction.

Bahia and Nantel (2000) developed a reliable and validscale for the measurement of the perceived
servicequality of bank services. The proposed scale is called
B a n k i n g S e r v i c e Q u a l i t y ( B S Q ) and comprises 31i t e m s w h i c h s p a n
d i m e n s i o n s : e f f e c t i v e n e s s a n d assurance; access; price; tangibles; services portfolioand
reliability.

Kim(2000) worked on four dimensions of Grove’sscale (customer focus, prior customer

relationship,organizational support and service under pressure) andfive dimensions of DINESERV
(tangibles, reliability,r e s p o n s i v e n e s s , a s s u r a n c e a n d e m p a t h y ) .
H e concluded that service orientation had a direct effecton service quality but impacted customer
satisfactionindirectly via service quality.

Kerlin (2000) used the SERVQUAL survey instrumentto assess student satisfaction with
service quality.Student expectations and perceptions of service qualityin registration, financial aid,
counseling, and careercenter and library services were probed. It was foundthat
students placed less emphasis on the tangibleaspects of service quality, such as
appearance offacilities and brochures and more emphasis on aspectst h a t p r o v i d e t h e m
w i t h r e l i a b l e s e r v i c e s a n d demonstrate attention to their personal needs .

5.Research Methodology

T h e r e s e a r c h e r p e r f o r m e d a d e s c r i p t i v e b a s e d r e s e a r c h s t u d y, w i t h
a h i g h d e t a i l r e s e a r c h s t u d y focusing on identifying the key factors influencing thecustomer’s
perception of the service quality in reliancesuper market. Further, his objectives were focusingo n
a n a l y z i n g t h e i m p a c t o f s e r v i c e q u a l i t y o n customer’s loyalty for
reliance super market. Sincethe target population of this research was found to beindefinite,
wherein the researcher adapted a non-p r o b a b i l i t y s a m p l i n g m e t h o d a n d
c o n v e n i e n c e sampling technique in order to collect the samplesneeded to carry out the
research study effectively. Awell-structured questionnaire been used as a researchinstrument for the
primary data collection of data. TheP r i m a r y d a t a c o l l e c t e d u s i n g p e r s o n a l
i n t e r v i e w method and it was analyzed using statistical software and data collected were
analyzed and interpreted insuch a way it would certainly reveal the reality througha detailed data
analysis and interpretation.
 DATA ANALYSIS &INTERPRETATION

1.Gender Category of the respondents

Gender
Category NO. of Respondents Percentage(%)

Male 22 11.0
female 178 89.0
total 200 100

Table.No.1.Gender Category of the respondents

Interpretation:
From the above table.no.01,it can be inferred that out of total 200
respondents,89% of the respondents are female category classification and
11% of the respondents are male category classification of the respondents.

2.Age Group of the respondents

Age Group No. of respondents Percentage(%)

Less than 20yrs 42 21.0
Between 21yrs to 30 yrs 53 26.5
Between 31yrs to 40yrs 44 22.0
Between 41yrs to 50yrs 14 7.0
Greater than 50yrs 47 23.5
Total 200 100.0

Table.no.2.Age group category of the respondents

Interpretation:
From the above table.no.2. it can be inferred that, out of 100 samples
collected, Majorky 26% of the respondents belongs to the age group
between 21 yrs to 30 yrs, then 22% of the respondents belongs to the age
group between 31 yrs to 40 yrs, then 21% of the respondents belongs to the
age group less than 20yrs then the remaining 7% of the respondents belongs
to the age group between 41 yrs to 50 yrs and 23 of the respondents belongs
to the age group of above 50yrs.

3.Marital status of the respondents

Martial No.of respondents percentage(%)

status

married
unmarried
total
Table.no.3.Marital status of the respondents

Interpretation:
From the above table.no.3, it can be inferred that, Out of total 100 respondents 66% of
the respondents are belonging to the Unmarried Martial Status Category and then the
remaining 14% of the respondents are belonging to the Married Martial Status
Category.

4.Educational Qualification of respondents

Educational No. of Percentage(%)

Qualification Respondents

SSLC/HSC
Undergraduate
Postgraduate
Illiterates
Others
Total

Table.No.4. Educational Qualification of the respondents

Interpretation:
From the above table no 4, it can be inferred that, out of total 100 respondents. 32.5%
of the respondents educational qualification are found to be Undergraduate, 26.5% of
the respondents educational qualification are found to be SSLC/HSC, 26% at the
respondents educational qualification are found to be Postgraduate, 13% of the
respondents educational qualification are found to be literates.

5.Occupation Category of the respondents

Occupation category NO.of respondents Percentage(%)

Business
Professional
Student
Housewife
Others
Total

table.no.5. Occupational category of the respondnts

Interpretation:
From the above table.no.5,it can be inferred that, out of total 100 respondents, majority 55% of the
respondent’s occupation seems to be students, 21% of the respondents occupation are seems to be
professional,16% of the respondents occupation are seems to be housewife, 8% of the respondents
occupation are seems to be business.

6.Monthly Family Income of the respondents

Monthly family income(Rs) No. of respondents Percentage(%)
 Table.no.6. Monthly family income of the respondents
Interpretation:
From the above table, no.6, it can be inferred that out 100 of total 100 respondents, Majority 32% of
the respondents belongs to the monthly family income ranges between Rs.10,001 to Rs 25,000
Income level, 23% of the respondents belongs to the monthly family. of the respondents belongs to
the monthly family income ranges between Rs 25,001 to Rs 50.000, 31% income ranges Less than
Rs. 10,000, then remaining 10% of the respondents belongs to the monthly family income ranges
greater than Rs. 75,000 and remaining 4% of the respondents belongs to the monthly tamily income
ranges between Rs 50,001 to Rs.75,000

7.Reliability Analysis Between Scales

Table.no.7.Reliability for overall scale

Interpretation:
From the above table.no.7, shows the Cronbach’s alpa is 0.830,for all the variables, whic indicate a
high level of internal consistency for the scale with these specific samples.

8.Gap Analysis between expected and perceived scales

 Table.no.8.Gap analysis for the physical aspect dimension

Reliability Dimension Expected Preceived mean gap

mean

Table.no.9 gap analysis for reliability dimensions

 Personal interaction dimension Expected mean Preceived mean gap

Table.no.10 gap analysis for personal interaction dimension

Interpretation
Above table shows that average gap is negative (-0.47), shows that level of perceived personal
interaction is the less compared with level of expected personal interaction dimension. Above table
shows that "Employees in this store are consistently courteous with customers and Employees in
this store are never too busy to respond to customer's requests" is the top ranked factors that need
improvement with the gap value of -0.80 and 0.64

Table.no.11.gap analysis for proble solving dimension

Interpretation
Above table shows that average gap is negative (-0.20), it shows that level of perceived problem
solving is the ess compared with level of expected problem solving dimension. Above table shows
that "store willingly andles returns and exchanges is the top ranked factors that need improvement
with the gap salue of -0.33
 Table.no.12 gap analysis for policy dimension
Interpretation:
Above table shows that average gap is positive 10.05), it shows that level of perceived policy is the
greater compared with level of expected policy dimension Above table shows that "store offers high
quality merchandise is thetop ranked factors that need improvement with the gap value of -0.23.

6.9. Paired T Test between Expected and Perceived Service Quality Dimensions
6.9.1. Hypothesis Testing 01:
Null Hypothesis (H): There is no significant difference most between expected and perceived
physical aspectsdimension

Alternative Hypothesis (H): There is a significant difference exist between expected and perceived
physical aspects dimension

Table.no.13.difference between expected and percevied physical aspects dimensions

Interpretation:

Since value for all pair is less than 0 01, hence null hypothesis is rejected and it concludes that there
is significant difference exist between expected and perceived physical aspects dimension

6.9.2. Hypothesis Testing 02:

Null Hypothesis (H0) isno significant difference exist between expected and perceived reliability
Alternative Hypothesis (H2): is a significant difference exist between expected and perceive
reliability dimension

6.9.3Hypothesis testing 03

6.9.4 hypothesis testing 04:

6.9.5.hypothesis testing 05:

6.10.Correlation Analysis
Interpretation:

Above table shows that correlation coefficient between physical aspects and reliability dimension is
0.181, it concludes that there is low level of positive relation exist between physical aspects and
reliability dimention Correlation coefficient between physical aspects and personal interaction
dimension is 0.142, it concludes that there is low level of positive relation mest between physical
aspects and personal interaction dimension Correlation coefficient between physical aspects and
problem solving dimension is 0.240, it concludes that there is low level of positive relation exist
between physical aspects and problem solving dimension. Correlation coefficient between physical
aspects and policy dimension is 0.396, it concludes that there is medium level of positive relation
exost between physical aspects and policy dimension Correlation coefficient between reliability and
personal interaction dimension is 0.310, it concludes that there is low level of positive relation exist
between rosability and personal interaction dimension. Correlation coefficient between reliability
and problem solving dimension is 0.281, it concludes that there is low level of positive relations
between reliability and problem saving dimension. Corralation coefficient between reliability und
policy dimension is 0.124, it concludes that there is low level of negative relation exist between
reliability and policy dimension.Correlation coefficient between personal interaction and problem
solving dimension is 0.441, it concludes hat there is reedium level of positive relation esist between
personal interaction and problem solving dimension Correlation coefficient between personal
interaction and policy dimension is 0.158, it concludes that there islow level of positive relation
exist between personal interaction and policy dimension. Correlation coefficient between problem
solving and policy dimension is 0.208, e concludes that there is low level of negative relation eist
between problem solving and policy dimension

6.10.1.Correlation between percevied service quality dimensions

Interpretation:

Above table shows that correlation coefficient between physical aspects and reliability dimensions
0.383, it concludes that there is medium level of positive relation exist between physical aspects and
reliability dimension. Correlation coefficient between physical aspects and personal interaction
dimension is 0.107, it concludes that there is low level of positive relation exist between physcal
aspects and personal interaction dimension, Correlation coefficient between physical aspects and
problem solving dimension is 0.123, it concludes that there is low level of negative ratin exist
between physical aspects and problem solving dimension. Correlation coefficient between physical
aspects and policy dimension is 0.262, it concludes that there is low level of positive relation exist
between physical aspects and policy dimension.Correlation coefficient between reliability and
personall Interaction dimension is 0.499, it concludes that there is medium level of positive relation
cent between reliability and personal interaction dimension Correlation coefficient between
reliability and problem Level of perceived problem solving is the less solving dimension is 0.366, it
concludes that there medium level of positive relation exist between reliability and problem solving
dimension. Correlation coefficient between reliability and policy dimensions 0212, it concludes that
there is low level of positive relation exist between reliability and policy dimension compared with
level of expected problem solving Correlation coefficient between personal interaction and problem
solving dimension is 0.410, it concludes that there is medium level of positive retation exist
between personal interaction and problem solving dimension. Correlation coefficient between
personal interaction and policy dimension is 0.71 it concludes that there is high level of positive
relation exist between personal interaction and policy dimension. Correlation coefficient between
problem solving and policy dimension 0.150, it concludes that there is low level of positive relation
exist between problem solving andpolicy dimension.
Major Findings of the Study

• Level of perceived physical aspect is the less compared with level of expected physical aspects.
• "Store has clean, attractive and conservent physical facilities (restrooms, fitting rooms) and store
and its physical facilities trial rooms and restrooms are visually attractive" are the top ranked factors
that need improvement with the gap value of -1.14and -1.10

Level of perceived reliability is the less compared with level of expected reliability dimension.
"When. this store promises to do something such se repairs, alteration) by a certain time, it will do
so is the top ranked factors that need improvement with the gap value of -1,04

Level of perceived personal interaction is the less compared with level of expected personal
interaction denension Employees in this store are consistently courteous with customers and
employees in this store are never too busy to respond to customer's requests" in the top ranked
factors that need improvement with the gap value of -0.80 and -0.64

level of percevied problem solving is the less compared with the level of expected problem sloving
dimension, "Store willingly handles returns and exchanges is the top ranked factors that need
improvement with the go value of -0.33. Level of perceived policy is the greater compared

with level of expected policy dimension. "Store offers high quality merchandise is the top ranked
factors that need improvement with the cap valueof 0.23.

Faired 1 test shows that there is significant) difference est between expected and perceived physical
aspects dimension and there is significant difference exist between expected and perceived
reliability dimension. There is significant amount at difference between level of customer
expectation and level of customer perception toward reliability dimension of the retail stores. There
is significant amount of difference between level of customer expectation and level of customer
perception toward personal interaction dimension of the retail stores.

There is significant amount of difference between level of customer expectation and level of
customer perception toward problem solving dimension of the retail store and it concludes that par
1 and pair 3 have significant differences between expected and perceived policy dimension

Correlation coefficient between physical aspects and reliability dimension is 0.181, it concludes that
There is low level of positive relation exist between physical aspects and reliability dimension
Correlation coefficient between physical aspects and personal interaction dimension is 0.142, in
concludes that there is low level of positive relation exist between physical aspects and personal
interaction dimension. Correlation coefficient between physical aspects and problem solving
dension is 0.245, it concludes that there is low level of positive relation exist between physical
aspects and problem solving dimension. Correlation coefficient between physical aspects and policy
dimension is 0.296, it concludes that there is medium level of positive ratition exist between
physical aspects and policy dimension.

Correlation coefficent between reliability and personal interaction dimension is 0.310, it concludes
that there is low level of positive relations ast between reliability and personal interaction
dimension, Correlation coefficient between reliability and problem solving dimension is 0.281, it
concludes that there is low levet of positive relation exist between reliability and problem solving
dimension. Correlation coefficient between reliability and policy dimension is 0.124, it concludes
that there is low level of negative relation exist between reliability and policy dimension

• Correlation coefficient between personal Interaction and problem solving dimension is 0.441, it
concludes that there is medium leyes of positive relation exist between personal interaction and
problem solving dimension. Correlation coefficient between personal interaction and policy
dimension 0.158, it concludes that there is low level of ABBS positive relation esist between
personal interaction and policy dimension. Carrelation coefficient between problem solving and
policy dimension 0.208, it concludes that there is low level of negative relation exist between
problem solving and policy dimension

Correlation coefficient between physical aspects andreability dimension is 0.383, it concludes that
there is medium level of positive relation exist between physical aspects and reliability dimension.
Correlation coefficient between physical aspects and personal interaction dimension is 0.191,
concludes that there is low level of positive relation est between physical aspects and personal
interaction dimension. Correlation coefficient between physical aspects and problem solving
dimension is 0.123. it concludes that there is low lever of negative reiation exit between physical
aspects and problem soning dimension Correlation coefficient between physical aspects and policy
dimansion is 0.262, it concludes that there is low level of positive relation exist between physical
aspects and policy dimension

Correlation coefficient between reliability and personal interaction dimension is 0.499, it concludes
that there is medium level of positive retation exist between ratiability and personal interaction
dimension. Correlation coefficient between ratability and problem solving dimension 60,366, it
concludes that there is medium level of positive relation exist between reliability and problem
solving dimension. Correlation coefficient between reliability and policy dimension is 0.212 it
concludes that there is low level of positive relation exist between reliability and policy dimension.

Correlation coefficient between personal Interaction and problem solving dinersion is 0.410 it
concludes that there is medium level of positive relations between personal interaction and problem
solving dimension. Correlation coefficient between personal interaction and policy dimensionis
0.716, it concludes that there is high level of positive relation exist between personal interaction and
policy dimension. Correlation coefficient between problem solving and policy dimension is 0.150,
it concludes that there is low level of positive relation exist between protem solving and policy
dimension

8. Suggestions and Recommendations

From the Outcome of the study, it recommended that retailers needs to improve their service
performance in order to enhance customer's patronage intentions by customized policies like
abundant parking, comvenience operating hours and transacting all major credit cards.

• Charismatic Shop Layout, with nifty physical facilities and customer service and merchandising
dark who must ensure that the display of the merchandise in the shop more attractive Ensuring that
the employees are aware that problem solving is part of their job description and hardiness of
apparels when customers want them. • Retailers need to increase ability of employees to handle
customers complaints and problems and employees should be neat and well dress in good looking
uniform and offer branded, private labels and designer outfi •Insisting on error free transactions and
delegate autority to empower staff members to handle costumer problem and complaint properly

•Train its store employees to give individualized attention to each customer and not treat them by
the dozen, despite the fact that the service is subject to high degrees of standardization and
attractive display of the merchandise in the shop.
9. Conclusion

The Retail Service Quality measurement needs to be conducted regularly to measure the extent of
service enhancement in order to establish customer loyalty intentions. Retailers should learn that
service quality ABBS 56 is a necessary condition rather than a sufficient condition for a successful
long-term relationship especially, especially when the indian retail is getting highly competitive and
organized. Although service quality is an effective antecedent to customer loyalty. retailers cannot
make differentiation and weep competitive only by providing good service Retailers should look for
other determinants for success long term relationship like focusing on their core competencies and
strengths.

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