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Gap Analysis of Service Quality Among Banks
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VOLUME NO. 1 (2011), ISSUE N O. 3 (M AY) ISSN 2231-1009
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CONTENTS
Sr. No. TITLE & NAME OF THE AUTHOR (S) Page No.
1. OPTIMIZATION OF THE ENROLMENT SYSTEM OF UNIVERSITY/COLLEGE X USING SIMULATION MODEL 1
MA. TEODORA E. GUTIERREZ
2. JOB QUALITY INDICATORS INTEGRATION WITH JCM DIMENSIONS 5
RABIA MUSHTAQ & DR.RAHAT HUSSAIN BOKHARI
3. GAP ANALYSIS OF SERVICE QUALITY AMONG BANKS 9
DR. IQBAL & NYMPHA RITA JOSEPH
4. A STUDY ON THE ORGANISATIONAL CLIMATE WITH SPECIAL REFERENCE TO THE EMPLOYEES OF SALALAH COLLEGE OF 16
TECHNOLOGY
DR. M. KRISHNA MURTHY, S. IBRAHIM KHAN & S. VARALAKSHMI
5. BACKGROUND OF IMF & IMPACT OF FINANCIAL CRISIS IN ARGENTINA 22
SHAHZAD GHAFOOR & UZAIR FAROOQ KHAN
6. EFFICIENCY-PROFITABILITY RELATIONSHIP IN PUBLIC, PRIVATE AND FOREIGN SECTOR BANKS OPERATING IN INDIA 32
DR. VIDYA SEKHRI & MR. AMIT VARSHNEY
7. CONSUMER BEHAVIOUR AND PREFERENCES TOWARDS MOBILE PHONE AND IT’S ACCESSORIES – A BEHAVIORAL STUDY 42
T. RAJASEKAR & DR. MALABIKA DEO
8. EFFECTIVENESS OF CARGO HANDLING IN VISAKHAPATNAM PORT TRUST – A CASE STUDY 48
DR. D. M. SHEABA RANI & DR. K. HARI HARA RAJU
9. A STUDY ON SUPPORT OF ERP SYSTEMS FOR MARKETING IN COIMBATORE BASED INDUSTRIES 55
S. MOHANAVEL & DR. SUDHARANI RAVINDRAN
10. CUSTOMER SWITCHING IN MOBILE INDUSTRY - AN ANALYSIS OF PRE-PAID MOBILE CUSTOMERS IN AP CIRCLE OF INDIA 63
DR. V. MALLIKARJUNA, DR. G. KRISHNA MOHAN & DR. D. PRADEEP KUMAR
11. LOCATION INTELLIGENCE, THE MERGING OF GEOGRAPHIC INFORMATION SYSTEMS (GIS) AND BUSINESS INTELLIGENCE (BI) 67
DR. VINOD N. SAMBRANI & DR. M. S. SUBHAS
12. MANAGEMENT OF NON-CONVENTIONAL ENERGY: THE MISSION OF NEDCAP 70
M. MADHAVI & N. RAMANUJA
13. RISK MANAGEMENT STRATEGIES AND PRACTICES USING MARKOWITZ THEORY AT KARVY STOCK-BROKING LIMITED 75
RAAVI RADHIKA, K. BHAVANA RAJ & DR. SINDHU
14. EMPLOYEES’ EMPOWERMENT THROUGH TRAINING SYSTEM IN BANKING SECTOR: AN EMPIRICAL ANALYSIS (WITH SPECIAL 82
REFERENCE TO SELECTED BANKS IN RURAL ODISHA)
DR. IPSEETA SATPATHY, D. LITT., DR. B.C.M.PATNAIK & CHINMAYA KUMAR DAS
15. PERFORMANCE OF SUSTAINABLE LOGISTIC PRACTICES OF SMES IN DELHI 85
SANJEEV KUMAR, SOMNATH CHATTOPADHYAYA & VINAY SHARMA
16. ENHANCING TEACHING IN RURAL INDIA BY TECHNOLOGY INTERVENTION 90
DR. SANGEETA SHARMA & POONAM VYAS
17. RETURN MIGRATION TRENDS OF SOFTWARE PROFESSIONALS AND ITS IMPACT ON SOCIO-ECONOMIC DEVELOPMENT OF 92
INDIA
DEEPTI GUPTA & DR. RENU TYAGI
18. RECRUITMENT PROCESS OUTSOURCING: KEY CHALLENGES AND OPPORTUNITIES FOR INDIAN TALENT 97
TADAMARLA.ANUPAMA & INUMULA.KRISHNA MURTHY
19. INDUCTION AND ITS IMPACT ON WORK PERFORMANCE AND EMOTIONAL INTELLIGENCE 101
RASHMI SHAHU
20 A STUDY OF FACTORS INFLUENCING PURCHASE DECISION FOR CELL PHONES 106
DR. ARTI GAUR, MS. SUMAN GHALAWAT & MS. MEENAKSHI AZAD
21 STATISTICAL ANALYSIS OF ASSESSING AWARENESS OF COMPUTER TECHNOLOGY AMONG ECONOMICS RESEARCH 112
STUDENTS
D. AMUTHA
22 CONSUMER PERCEPTION TOWARDS mCRM INITIATIVES OF INDIAN RETAILERS 115
SWATI SINGH & SANJEEV KR. SINGH
23 A COMPARATIVE STUDY OF CUSTOMER PERCEPTION AND EXPECTATION: PUBLIC SECTOR BANKS AND PRIVATE BANKS 120
NAVEEN ARORA
24 EXPLAINING CONSUMER ACCEPTANCE OF INTERNET BANKING SERVICES IN INDIA 126
MANORANJAN DASH, DR. MADHUSMITA DASH & DR. SURJYA KUMAR MISRA
25 IMPACT OF INFORMATIONAL FLOW ON STOCK RETURNS: EMPIRICAL EVIDENCE FROM NATIONAL STOCK EXCHANGE 130
A. SHANKER PRAKASH
REQUEST FOR FEEDBACK 134
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GAP ANALYSIS OF SERVICE QUALITY AMONG BANKS
DR. IQBAL
ASST. PROFESSOR
DEPARTMENT OF BANKING AND FINANCE
THE KINGDOM UNIVERSITY
KINGDOM OF BAHRAIN, BAHRAIN
NYMPHA RITA JOSEPH

LECTURER
DEPARTMENT OF ACCOUNTING AND FINANCE
THE KINGDOM UNIVERSITY
KINGDOM OF BAHRAIN
ABSTRACT
Indian banking industry is in the grip of profound structural changes as evident from the phenomenal growth in the size, spread and activities undertaken by
them. The banking industry has moved gradually from a regulated environment to a deregulated market economy. Therefore, quality of the services provided by
the banks becomes very important. In this study for data collection, the SERVQUAL instrument developed by Parsuraman, Zenithal and Berry (1988) has been
used. Structured questionnaires were used for consumers and unstructured questionnaires for industry experts. The researcher selected100 samples (50 each
from conventional and interactive banks).The researcher used judgmental and convenience sampling technique. Factor analysis has been done on the various
factors asked in the questionnaire. There were a set of 22 questions for which the importance level on a scale of 1-7 amongst all banks and the performance level
their own bank (on a scale of 1-7) had been asked. After conducting gap analysis we can conclude that the most important factor leading to service gap is
systemization or technological advancement among interactive and conventional banks. The next most important factor is accessibility to the bank. This implies
whether the bank is closely located and has convenient banking timings. Customers tend to deal with banks which are closer to their home or work place. This is
followed by the behaviour of the employees of the bank as human element and responsiveness came as the third and fourth most significant factors respectively.
KEYWORDS
Conventional banking, Factor analysis, Gap analysis, Interactive banking, Service quality.
INTRODUCTION
I
ndian banking industry is in the grip of profound structural changes as evident from the phenomenal growth in the size, spread and activities undertaken
by them. Many leading business magazines like Business Today and Business India have, of late, started ranking the banks on several criteria such as
operational ratios, profitability ratios, productivity ratios, financial parameters, net profits, total assets, advances and total deposits (Business India, 1995;
1996; 1998; Business Today, 1998; 1999). These rankings were in essence based on financial aspects rather than on quality of service delivered.
Although the presence of private sector banks and foreign banks have kindled a competitive spirit among the state-owned banks nationalized banks, the
nationalized banks are not up to the task yet, as far as challenging the private sector and foreign banks with respect to the quality of services delivered by them
– in terms of the intensity, depth, diversity and range of services offered. As electronic banking becomes more prevalent, a bank's service quality may well be
measured in terms of personal support rather than technical support. Thus, the major factor on which all the banks are competing with each other is the quality
of services offered. In this backdrop, the present study makes an attempt to investigate the service-quality issues from the perspective of the customers in the
banking industry.
REVIEW OF LITERATURE
The foundation for the SERVQUAL scale is the gap model proposed by Parasuraman, Zeithaml and Berry (1985, 1988). The gap model maintains that the
satisfaction is related to the size and direction of disconfirmation of a person’s experience vis-à-vis his/her initial expectations (Churchill and Surprenant, 1982;
Parasuraman, Zeithaml and Berry, 1985; Smith and Houston, 1982). As a gap or difference between customer’s expectations and perceptions, service quality is
viewed as lying along a continuum ranging from ideal quality to totally unacceptable quality.
Parasuraman, Zeithaml and Berry (1988) held that when perceived or experienced service is less than expected service, it implies less than satisfactory service
quality. But when perceived service is more than expected service quality, the obvious inference is that service quality is more than satisfactory. Parasuraman,
Zeithaml and Berry (1988) posted that while a negative discrepancy between perceptions and expectations – referred to as a performance gap-causes
dissatisfaction, a positive discrepancy leads to consumer delight. Based on their empirical work they identified a set of 22 variables/items tapping five different
dimensions of service quality construct. Since they operationalized service quality as being a gap between customer’s expectations and perceptions of
performance on these variables, their service quality measurement scale is comprised of a total of 44 items (22 for expectations and 22 for perceptions).
OBJECTIVES OF THE STUDY

The objectives of the study are as follows:
1. To identify different variables of service quality in banking sector.
2. To measure the consumer perception about the quality of services delivered by conventional and interactive banks.
3. To ascertain the present state of service quality rendered by conventional and interactive banks.
4. To do gap analysis of service quality of conventional and interactive banks.
RESEARCH METHODOLOGY
On the basis of the experience survey, banks have been classified as follows:
1. Interactive banks: HDFC Bank, Safdarjung Enclave branch; ICICI Bank, Safdarjung Enclave branch; Citibank, Vasant Vihar branch.
2. Conventional Bank: State Bank of India, Bikaji Cama place branch; UTI Bank, Bikaji Cama place branch; Corporation Bank, Bikaji Cama place branch.
Primary data has been collected from bank customers through structured and unstructured questionnaires. Secondary data was collected from Journals,
Magazines, Financial Dailies, News papers and websites. The study was confined within the geographical area of New Delhi covering green park, safdarjung
enclave and vasant kunj.
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For data collection, the SERVQUAL instrument developed by Parsuraman, Zenithal and Berry (1988) has been used. Structured questionnaires were used for
consumers and unstructured questionnaires for industry experts. The researcher selected100 samples (50 each from conventional and interactive banks). The
researcher used judgmental and convenience sampling technique.
The techniques used are factor analysis. In order to ascertain the perceptions of service quality, Linker’s 7-point scale have been used for its suitability to
estimate the range and variations in the perceptions. The scale 1-7 represents ‘7’ as mostly agree and ‘1’ as mostly disagree. Based on their empirical work they
identified a set of 22 variables/items tapping five different dimensions of service quality construct. Since they operationalized service quality as being a gap
between customer’s expectations and perceptions of performance on these variables, their service quality measurement scale is comprised of a total of 44 items
(22 for expectations and 22 for perceptions). In equation form, their operationalization of service quality can be expressed as follows:
k
SQi = ∑ ( Pij-Eij)
j=1
Where,
SQi = perceived service quality of individual ‘i’
k = number of service attributes/ items
P= perception of individual ‘i’ with respect to performance of a service firm attribute ‘j’.
E=service quality expectation for attribute ‘j’ that is relevant norm for individual.
Among the various models of service quality, the SERVQUAL instrument (Parasuraman et al., 1988), a 22 item scale that measures service quality along the five
factors namely; reliability, responsiveness, assurance, empathy and tangibles forms the foundation on which all other works have been built (Most of these
factors (Speed, Accuracy) have been supported by Chowdhary, 2005.
GAP MODEL OF SERVICE QUALITY

Gap model of service quality suggests that there is a gap between the perceptions and expectations of a customer. There are, at least, four reasons or
gaps that contribute to this gap often referred to as gap 5. These are as follows: difference between a customer’s expectation and the management’s perception
of the customer expectations; inability to translate management perception into adequate service designs; failure to deliver services as per design; and,
difference between service delivery and external communication (Chowdhari, 2005).
FIGURE 1: GAP MODEL
This model provides a framework for understanding and improving service delivery. The various gaps are explained as follows:
GAP 1: CUSTOMER’S EXPECTATIONS – MANAGEMENT PERCEPTIONS GAP: The customers’ expectations and the managers’ perceptions on the customers’
expectations do not match. The various reasons for this gap are: inadequate marketing research orientation, lack of upward communication, insufficient
relationship focus, and inadequate service recovery.
GAP 2: MANAGEMENTS PERCEPTION: The managers’ perceptions on the customers’ expectations and the specifications concerning service quality do not
match. The various reasons for this gap are: poor service design, absence of customer defined standards, and inappropriate physical evidence and services cape.
GAP 3: SERVICE QUALITY SPECIFICATION-SERVICE-DELIVERY GAP: The specifications concerning service quality and service delivery do not match. The various
reasons for this gap are: deficiencies in HR policies, failure to match supply and demand, problems with service intermediaries.
GAP 4: SERVICE DELIVERY-EXTERNAL COMMUNICATIONS GAP: Service delivery and the external communications of the service characteristics do not match.
The various reasons for this gap are: lack of integrated services marketing communications, ineffective management of customer expectations, over promising,
and inadequate horizontal communication.
GAP 5: EXPECTED SERVICE-PERCEIVED SERVICE GAP: The actually perceived quality does not match with the service quality expected by the customer. This gap
is a result of all the gaps described above.
DATA ANALYSIS AND INTERPRETATION

The software used for data analysis is SPSS11.0 software package.
RESPONDENTS PROFILE

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The profiles of the respondents on various parameters are as follows:
Figure 2 Age Profile of Customers
40
35
30
25
40 40
No of customers 20
15
10
12
5 8
0
18-25 25-30 30-35 More than 35
Figure 2 shows that 40% of the respondents belong to 18-25 years of age group, the same is in 25-30 years of age group, 8% of the customers belong to 30-35
years of age group and remaining comes to more than 35 years of age group.
Figure 3 Profile of customers - Gender wise

80
72
70
60
50
40
30 28
20
10
0
Male Female
In Figure 3, 72 percent of the participants are male and females are as low as 28 percent.
Figure 4 Profile of customers - Marital status

70
60 62
50
No of customers
40 38
30
20
10
0
Married Single
Figure 4 shows that 38 percent are married people and remaining 62 percent are single in status.
FREQUENCY OF BANK VISIT
The frequency with which the customers visit banks is shown by Figure 5:

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Figure 5 Frequency of bank visits
Weekly
Once in two weeks
Monthly
Quarterly
12, 12% 20, 20%
40, 40%
28, 28%
As per Figure 5, 40.40% of people visit their banks once in a month, where as 28% of customers belong to the category where they visit their bank once in 2
weeks followed by 20% which go weekly and 12% of customer go quarterly.
SERVICE PORTFOLIOS
FIGURE: 6
Services availed by the Customers
100 92
90
80 72
70
60
No of 44
50
Responses 40
40
28
30
20 16 16
10 4
0
0
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er s
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s
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Type of Services
As per Figure 6, 92% of people avail the facility of ATM’s and savings and investment facility is used by 72% of customers followed by credit card facility used by
28% of customers. The most common service that the customers use is the ATM followed by saving and investments implying the saving or current accounts
facilities. These are followed by credit cards and loans of various kinds. Mobile banking and internet banking come at the fifth position on the most utilized list of
services.
GAP ANALYSIS
Gap analysis aims at providing the difference between what a customer perceives as important and what he actually receives from the service organization. In
this study gap analysis is conducted to measure the difference between perception and satisfaction. If a customer’s satisfaction is more than what he actually
perceived then we can say that the gap is positive. But if satisfaction is less than the perception, then this gap is negative, which means than the bank was not
able to satisfy the customer with its services.
To conduct gap analysis we need to convert perception variables into some meaningful factors so as to analyze the gap between the perception and expectation.
Therefore, we have clubbed 22 variables into 5 factors as shown in Table 1 and then we have tried to analyze the customer perception by comparing the
cumulative mean and standard deviation of all the factors.

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TABLE 1: THE COMBINATION OF FACTORS SUBJECTIVE TO THE RESEARCHER

Factors Variables
Reliability 1,3,4,10
Responsiveness 6,7,12,15
Human Element 2,8,9,11,16,22
Systemization 5,17,18,19,20
Accessibility 13,14,21
TABLE 2: CUMULATIVE MEAN AND STANDARD DEVIATION OF DIFFERENT FACTORS OF ALL BANKS
Factors Variables Mean Standard Deviation Cumulative Mean Cumulative Standard Deviation
F1 VAR00001 6.68 0.89 6.68 0.89
Reliability VAR00003 6.52 0.76 13.20 1.64
VAR00004 6.56 0.76 19.76 2.40
VAR00010 6.72 0.60 26.48 3.01
F2 VAR00006 6.32 0.97 6.32 0.97
Responsiveness VAR00007 6.52 0.70 12.84 1.68
VAR00012 6.44 0.70 19.28 2.38
VAR00015 6.36 0.75 25.64 3.12
F3 VAR00002 6.40 0.75 6.40 0.75
Human Element VAR00008 6.40 0.98 12.80 1.74
VAR00009 6.20 1.02 19.00 2.76
VAR00011 6.44 0.50 25.44 3.26
VAR00016 6.24 0.71 31.68 3.97
VAR00022 5.80 1.30 37.48 5.28
F4 VAR00005 5.80 1.30 5.80 1.30
Systemization VAR00017 6.56 0.64 12.36 1.94
VAR00018 6.24 0.77 18.60 2.71
VAR00019 6.36 0.80 24.96 3.51
VAR00020 5.96 1.22 30.92 4.73
F5 VAR00013 6.56 0.64 6.56 0.64
Accessibility VAR00014 6.44 0.64 13.00 1.28
VAR00021 6.72 0.60 19.72 1.89
TABLE 3: CUMULATIVE MEAN AND STANDARD DEVIATION OF DIFFERENT FACTORS OF INTERACTIVE BANKS
F1 VAR00001 4.74 1.39 4.74 1.39
Reliability VAR00003 4.60 1.53 9.34 2.92
VAR00004 4.60 1.53 13.94 4.45
VAR00010 4.81 1.90 18.74 6.34
F2 VAR00006 4.00 1.56 4.00 1.56
VAR00012 3.87 1.74 12.28 4.51
VAR00015 4.38 1.65 16.66 6.16
F3 VAR00002 3.91 1.21 3.91 1.21
VAR00009 4.36 1.19 12.70 3.75
VAR00011 4.64 1.98 17.34 5.73
VAR00016 4.13 1.50 21.47 7.23
VAR00022 3.70 1.82 25.17 9.05
F4 VAR00005 4.34 1.68 4.34 1.68
VAR00018 3.55 1.94 12.02 5.39
VAR00019 4.21 1.78 16.23 7.17
VAR00020 4.21 1.46 20.45 8.63
F5 VAR00013 4.30 2.06 4.30 2.06
VAR00021 4.98 1.44 13.43 5.55

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TABLE 4: CUMULATIVE MEAN AND STANDARD DEVIATION OF DIFFERENT FACTORS OF CONVENTIONAL BANKS
F1 VAR00001 4.47 1.45 4.47 1.45
Reliability VAR00003 4.53 1.83 9.00 3.27
VAR00004 4.53 1.55 13.53 4.83
VAR00010 5.47 1.78 19.00 6.61
F2 VAR00006 4.38 1.73 4.38 1.73
VAR00012 4.64 1.72 14.17 4.92
VAR00015 4.57 1.73 18.74 6.64
F3 VAR00002 4.15 1.61 4.15 1.61
VAR00009 4.28 1.86 12.89 5.21
VAR00011 5.09 1.80 17.98 7.01
VAR00016 4.87 1.78 22.85 8.79
VAR00022 4.42 4.42 27.26 13.20
F4 VAR00005 3.62 1.55 3.62 1.55
VAR00018 5.08 1.41 13.94 4.83
VAR00019 5.17 1.68 19.11 6.51
VAR00020 4.42 1.90 23.53 8.41
F5 VAR00013 5.32 1.61 5.32 1.61
VAR00021 5.47 1.83 15.57 5.58
TABLE 5: COMPARATIVE SCORES OF ALL FACTORS – IMPORTANCE VS PERCEPTION

Factors Importance-All Banks Performance -Conventional Banks Performance -Interactive Banks
Mean Std Dev Mean Std Dev Mean Std Dev
F1 Reliability 26.48 3.01 18.74 6.34 19.00 6.61
F2 Responsiveness 25.64 3.12 16.66 6.16 18.74 6.64
F3 Human Element 37.48 5.28 25.17 9.05 27.26 13.20
F4 Systemization 30.92 4.73 20.45 8.63 23.53 8.41
F5 Accessibility 19.72 1.89 13.43 5.55 15.57 5.58
TABLE 6: GAP BETWEEN IMPORTANCE AND PERFORMANCE OF CONVENTIONAL BANKS

Factors Expected Gap
F1 Reliability 26.48 7.74
F2 Responsiveness 25.64 8.98
F3 Human Element 37.48 12.31
F4 Systemization 30.92 10.47
F5 Accessibility 19.72 6.29
It has been seen from Table 6 that the most important factor due to which conventional banks lag behind is human element. Next factor to emerge is lack of
systemization or technology advancement which is responsible for bad performance. Reliability, responsiveness and accessibility are the other equally
responsible factors which create a service gap.
TABLE 7: GAP BETWEEN IMPORTANCE AND PERFORMANCE OF INTERACTIVE BANKS

Factors Expected Gap
F1 Reliability 26.48 7.48
F2 Responsiveness 25.64 6.90
F3 Human Element 37.48 10.22
F4 Systemization 30.92 7.39
F5 Accessibility 19.72 4.15
Table 7 shows that after human element, reliability is the most important factor which emerges among the interactive banks which lead to service gap.
Systemization and responsiveness come at third and fourth place as the most important factors. Accessibility is one factor at which these banks are not behind.
TABLE 8: PERFORMANCE GAP BETWEEN INTERACTIVE AND CONVENTIONAL BANKS

Factors Expected - Conventional Bank Expected -Interactive Bank Gap
F1 Reliability 18.74 19 0.26
F2 Responsiveness 16.66 18.74 2.08
F3 Human Element 25.17 27.26 2.09
F4 Systemization 20.45 23.53 3.08
F5 Accessibility 13.43 15.57 2.14

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Figure 7 Performance Gap between Conventional and Interactive Banks

Gap
Conventional
30
25
20
15
10
0
Reliability Responsiveness Human Systemization Accessibility
Element
F1 F2 F3 F4 F5
The most important factor which leads to service gap among interactive banks and conventional banks are the systemization and standardization of the banks.
This is followed by accessibility which implies interactive banks have customer friendly bank timings and the branches are located at more accessible places.
Responsiveness and human element are equally responsible for the service gape. Reliability factor is not significantly responsible for the difference. It should
also be noted that this is most important factor in terms of importance but comes last here. Hence, we can conclude that all customers deal with only those
banks which they trust but there is still room for improvements.
CONCLUSIONS
The perceived quality of service tends to play an important role in high involvement industries like banking services. Reliability emerged as the most important
factor in both interactive and conventional banks preference list of important factors affecting their choice of banks. In case of IT-enabled banks, human element
came at the second position implying the employees of these new banks treat their customers with. These customers believed that their banks were more
responsive to their needs and requests as responsiveness came at the third position. Accessibility came at fourth position. A new factor emerged here,
tangibility, which implies these banks have better services cape and a good environment which also affects the customer decisions of choosing a bank. The
customers of conventional banks believe that their transactions are safe in with banks. This is a new factor which was not present in case of interactive banks.
This is followed by assurance which implies customers of these banks a lot of confidence in them. At fourth and fifth position we have human element and
accessibility respectively.
Reliability is the most important factor which customers give importance while deciding the bank whose facilities they should avail. This is irrelevant of the fact
whether it is a modern interactive bank or a conventional bank which the customer wants to approach. The next most important factor is accessibility to the
bank. This implies whether the bank is closely located and has good bank timings. Accessibility is followed by human element at the third position. Human
element implies employee’s courtesy level, customer handling skills, knowledge about the product, etc. Systemization and responsiveness come at fourth and
fifth positions.
After conducting gap analysis we can conclude that the most important factor leading to service gap is systemization or technological advancement among
interactive and conventional banks. The next most important factor is accessibility to the bank. This implies whether the bank is closely located and has
convenient banking timings. Customers tend to deal with banks which are closer to their home or work place. This is followed by the behaviour of the employees
of the bank as human element and responsiveness came as the third and fourth most significant factors respectively.
REFERENCES
1. Angur M.G., Natarajan R. and Jahera J.S. Jr. (1999), “Service Quality in the Banking Industry: An Assessment in the Developing Economy”, International
Journal of Bank Marketing, Vol. 17, No.3, pp.116-23.
2. Buttle F. (1996), “SERVQUAL: Review, Critique, Research Agenda”, European Journal of Marketing, Vol. 30, No.1, pp. 8-32.
3. Chowdhari, R.S. (2005), “Service Quality Perceptions in Financial Services – A Case Study Of Banking Services”, Journal of Marketing, Vol. 4, No. 2, pp. 45-
57.
4. Debasish, and Sathya Swaroop. (2004), “Exploring Customer Preference for Life Insurance in India – Factor Analysis Method”, Vilakshan – XIMB Journal of
Management, Vol. 1, No. 1, pp. 7-15.
5. “India’s Best Banks 2004”, Business Today, January, 2005.
6. “Indian Banking: Time for a Renewal”, Business Today, November, 1998.
7. Parasuraman A., Zeithaml V.A. and Berry, L.L. (1985), “A Conceptual Model of Service Quality and its Implications for Future Research”, Journal of
Marketing, Vol. 49, No.4, pp.41-50.
8. Parasuraman A., Zeithaml V.A. and Berry, L.L. (1994), “Reassessment of Expectations as a Comparison Standard in Measuring Service Quality: Implications
for Further Research”, Journal of Marketing, Vol. 58, No. 1, pp. 111-24.
9. Rust R.T. and Oliver R.L. (1995), Service Quality: Insights and Managerial Implications from the Frontier, Edited by Rust R.T., and Oliver R.L. (Eds), Service
Quality: New Directions in Theory and Practice, Sage Publications, London, pp.1-20.
10. Russel I. Parera, Manoj Kumar Vijai and Mahesh, S. (2005), “The 3 C Effect”, Business Today, January, pp. 20-23.

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Gap Analysis of Service Quality Among Banks

Article · May 2011

Iqbal Thonse Hawaldar Nympha Rita Joseph

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INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT ii

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PLEASE USE THE FOLLOWING FOR STYLE AND PUNCTUATION IN REFERENCES:

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Unpublished dissertations and theses

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT v

GAP ANALYSIS OF SERVICE QUALITY AMONG BANKS

NYMPHA RITA JOSEPH

OBJECTIVES OF THE STUDY

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT 9

GAP MODEL OF SERVICE QUALITY

FIGURE 1: GAP MODEL

DATA ANALYSIS AND INTERPRETATION

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT 10

The profiles of the respondents on various parameters are as follows:

Figure 2 Age Profile of Customers

Figure 3 Profile of customers - Gender wise

Figure 4 Profile of customers - Marital status

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT 11

Figure 5 Frequency of bank visits

12, 12% 20, 20%

Services availed by the Customers

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT 12

TABLE 1: THE COMBINATION OF FACTORS SUBJECTIVE TO THE RESEARCHER

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT 13

TABLE 5: COMPARATIVE SCORES OF ALL FACTORS – IMPORTANCE VS PERCEPTION

TABLE 6: GAP BETWEEN IMPORTANCE AND PERFORMANCE OF CONVENTIONAL BANKS

TABLE 7: GAP BETWEEN IMPORTANCE AND PERFORMANCE OF INTERACTIVE BANKS

TABLE 8: PERFORMANCE GAP BETWEEN INTERACTIVE AND CONVENTIONAL BANKS

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT 14

Figure 7 Performance Gap between Conventional and Interactive Banks

INTERNATIONAL JOURNAL OF RESEARCH IN COMPUTER APPLICATION & MANAGEMENT 15

REQUEST FOR FEEDBACK

Esteemed & Most Respected Reader,

i.e. info@ijrcm.org.in or infoijrcm@gmail.com for further improvements in the interest of research.

Hoping an appropriate consideration.

With sincere regards

Thanking you profoundly

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