Apr-Jun.12 - the Nitie

It is also observed that there is a negative gap in
between perceptions (1.850), (1.660) and (1.850)
and expectations (2.840), (2.630) and (3.080) for the
attributes 10, 11, and 12 with only 65.140%, 63.117%
and 60.064% of satisfaction respectively. This negative
gap which is considered to be more than moderate
indicates that customers have perceived service delivery
far less than their expectations. Hence it is suggested
that the Tata Indicom should not only give rigorous
training to services executives but also should see that
the front end employees are given authority to solve the
problems quickly and timely instead of resorting to red
tape and buck passing. As well they should be trained
for their high-tech (technical quality) and high-touch
(functional quality) during their interactive marketing
during delivering the service. Executives should also
be given empathy training to improve their emotional
competence.
3.
It is concluded from the gap analysis table 6
that there is a high negative gap between perceptions
(1.870), (1.720) and expectations (3.550), (3.380) for
the attributes13 and 14 with only 52.676% and 50.887%
of satisfaction respectively which are said to be the
least levels of satisfaction. As well these two factors are
in the gambit of high Eigen values of more than 1 and 3
for expectations and perceptions respectively and total
variances of more than 8 and 23 respectively for the
these are either totally neglected or not perceived well
by customers. Hence the Tata Indicom should focus
on CRM, the lifeblood of service organizations, while
inculcating the culture among executive to give utmost
respect to the values of the customers.
Conclusion:
will enable mobile companies to enhance customer
services and reduce the customers’ mobile usage costs.
Gap analysis between expectations and deliverables
should be carried out regularly to measure and monitor
the current levels of satisfaction for customers on
various factors and sub-factors and to know what the
pluses and minuses of the mobile company are, so as to
improve the factors on which it is losing out.
Scope for further research: The scope of the study
can be extended to large samples across India in order
the survey results to be more reliable and comparative
studies can be conducted to know the expectations,
perceptions and satisfaction of the consumers towards
cellular services offered by established brands.
Acknowledgement: We, three, together acknowledge
Dr. K.V.S. Sharma, Professor, Dept. of Statistics, Sri
Venkateswara University, Tirupati, Andhra Pradesh for
his professional guidance in the use of factor analysis
in this area of services marketing.
References:
1. Mamilla Rajasekhar, A.N.V.Durga Anupama
and M.Muninarayanappa (2011), “Expectations,
Perceptions and satisfaction of cellular service
consumers on 7Ps of service marketing”,
of Business Management Studies, Vol. VII, No.1, pp. 1
– 12.
2. Paikar Aposva (2004). Determinants of customer
satisfaction for cellular service providers.
Vol. 28, No. 1: January – March.
3. Shirshendu Ganguli (2007), “Drivers and Effect
of Customer Satisfaction and Other Factors on Churn
Among Indian Cellular Services Users”, The Icfai
University Journal of Marketing Management, Vol. V,
No. 3: p.p. 7 – 17.
4. Girish Taneja and Neeraj Kaushik (2007),
“Customer’s Perception Towards Mobile Service
Providers: An Analytical Study”, The Icfai University
Journal of Marketing Management, Vol. V, No. 3: p.p.
39 - 52.
retention management processes.
Marketing. Vol. 40, Nos. 1&2: p.p. 83-99.
Satisfaction and loyalty: Customer perceptions of
Malaysian Telecommunication service providers.
Vol. VII, No. 1: pp. 6-18.
Vol. 36, No. 2, April-June, 2012
9