THE EFFECT OF BRANDING ON ORGANISATIONAL PERFORMANCE IN

THE RETAILING OF PHARMACEUTICAL PRODUCTS, THE MEDIATING

ROLE OF CUSTOMER SERVICE

By

DEBORAH IVY LAMPTEY (BSc. BUSINESS ADMINISTRATION)

A thesis submitted to the Department of Marketing and Corporate Strategy,

Kwame Nkrumah University of Science and Technology (KNUST), in partial

fulfillment of

the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

(MARKETING OPTION)

COLLEGE OF HUMANITIES AND SOCIAL SCIENCES, SCHOOL OF

BUSINESS

October, 2016
 DECLARATION

I, declare hereby that this thesis submission is my own work which is in the direction

of obtaining a Masters of Business Administration degree in Marketing and hence all

sources cited by me, have been shown and recognized by way of complete references.

Therefore, to the best of my knowledge, this study contains materials that has not

been earlier submitted or published in full or partial fulfillment of the above

mentioned qualification by any person or persons and has also not been accepted by

any other educational institution as requirements for this purpose.

Deborah Ivy Lamptey ……………………… …………………

(PG2129114) Signature Date

Certified By:

Dr. Kofi Poku ……………………… …………………

Supervisor Signature Date

Certified By:

Dr. Owusu Ansah ……………………… …………………

Head of Department, MCS Signature Date

ii
 DEDICATION

I dedicate this work to my Parents, Mr. and Mrs. Benjamin Lamptey and to my

husband, Mr. Derrick Kwayisi Gyan.

iii
 ACKNOWLEDGEMENTS

My profound gratitude goes to the Almighty God for his guidance and love given me

all these years. I am very grateful.

I would like to thank staff and management of Ernest Chemist, Kumasi for their

support during the time of my research.

Am grateful to my husband, Mr. Derrick Kwayisi Gyan, for his support all these

while.

To my supervisor Dr. Kofi Poku and his advice, time and guidance and also for the

patience shown me and awesome understanding through all the hard times faced

whiles undertaking this study. I say thank you so much.

iv
 ABSTRACT

The pharmaceuticals industry is one of the sectors of the economy of Ghana that is

exploiting the influence of branding to achieve competitive advantage in the

marketing of its products. The pharmaceutical industry has seen a steady growth over

the years, of which most of the major industry players manufacture their own drugs

and supplement their production with imports from their international partners. This

has increased the competition in the industry and in some cases brought about unfair

competition due to the influx of fake drugs in the market. This raises the concerns of

how companies strive to improve business performance and customer service and

branding are key factors to consider. The study focused on corporate branding. The

main objective of the study was to determine the mediating effect of customer service

on branding and organizational performance in the retailing of pharmaceutical

products. The study was conducted using customers of Ernest Chemist Ltd., Kumasi.

Two hundred and thirty customers were selected for this study. The statistical tool

used for this study was SPSS and STATA. From the findings, branding had a positive

significant effect on organizational performance, customer service also had a positive

significant effect on organizational performance. There was a partial mediation as the

introduction of customer service into the branding and organizational performance

relationship reduced the effect of branding on organizational performance. It was

recommended that firms improve upon their branding activities whiles strengthening

their customer service activities in order to improve organizational performance.

v
 TABLE OF CONTENTS

DECLARATION.......................................................................................................... ii

DEDICATION.............................................................................................................iii

ACKNOWLEDGEMENTS ....................................................................................... iv

ABSTRACT .................................................................................................................. v

TABLE OF CONTENTS ........................................................................................... vi

LIST OF TABLES ....................................................................................................... x

LIST OF FIGURES .................................................................................................... xi

CHAPTER ONE .......................................................................................................... 1

INTRODUCTION........................................................................................................ 1

1.1 Background of the Study ......................................................................................... 1

1.2 Statement of the Problem ......................................................................................... 2

1.3 Objectives of the Study ............................................................................................ 3

1.4 Research Questions .................................................................................................. 4

1.5 Scope of the study .................................................................................................... 4

1.6 Justification of the study .......................................................................................... 4

1.7 Brief Overview of Research Methodology .............................................................. 5

1.8 Limitation of the Study. ........................................................................................... 5

1.9 Organization of the Study ........................................................................................ 5

CHAPTER TWO ......................................................................................................... 7

LITERATURE REVIEW ........................................................................................... 7

2.1 Introduction .............................................................................................................. 7

2.2 Concept of Branding ................................................................................................ 7

2.3 Importance of Branding ........................................................................................... 7

vi
2.3.1 Concept of Branding In the Pharmaceutical Industry ........................................... 8

2.3.2 Corporate Branding............................................................................................... 9

2.4 Benefits of Corporate Branding in Pharmaceutical Industry ................................. 11

2.5 How to Measure of Corporate Brands ................................................................... 12

2.5.1 Brand Awareness ................................................................................................ 12

2.5.2 Brand Associations ............................................................................................. 13

2.5.3 Perceived Quality ................................................................................................ 14

2.5.4 Brand Loyalty ..................................................................................................... 15

2.6 Organizational Performance .................................................................................. 15

2.7 Measuring Organizational Performance ................................................................ 16

2.7.1 Financial Measures of Organizational Performance ........................................... 17

2.7.2 Non - Financial Measures of Performance ......................................................... 18

2.7.3 Factors that Influence Organizational Performance ........................................... 19

2.7.4 Leadership Competencies ................................................................................... 19

2.7.5 Employee Satisfaction ........................................................................................ 19

2.8 Concept of Customer Service ................................................................................ 20

2.9 Elements of Customer Service ............................................................................... 21

2.9.1 Building Customer Intelligence .......................................................................... 21

2.9.2 Listening To Customers ...................................................................................... 22

2.9.3 Resolving Problems Fairly .................................................................................. 22

2.9.4 Quick Resolution of Problems ............................................................................ 22

2.10 Characteristics of Customer Service .................................................................... 23

2.10.1 Perishability ...................................................................................................... 23

2.10.2 Intangibility ....................................................................................................... 23

2.10.3 Simultaneity ...................................................................................................... 24

2.10.4 Heterogeneity .................................................................................................... 24

vii
2.11 Customer Service in the Retailing of Pharmaceutical Products .......................... 24

2.12 Effect of Branding on Organizational Performance ............................................ 25

2.13 Effect of Branding on Customer service.............................................................. 26

2.14 The Effect of Customer Service on Organizational Performance ....................... 27

2.15 Concept of Mediation .......................................................................................... 28

2.16 Testing Mediation with Regression Analysis ...................................................... 30

2.17 Mediating Effect of Customer Service on Branding and Organizational

Performance Relationship .................................................................................... 31

2.18 Pharmaceutical Industry In Ghana ....................................................................... 31

2.19 Conceptual Framework of the Study ................................................................... 32

CHAPTER THREE ................................................................................................... 35

RESEARCH METHODOLOGY ............................................................................. 35

3.1 Introduction ............................................................................................................ 35

3.2 Research Design..................................................................................................... 35

3.3 Population of the Study.......................................................................................... 35

3.4 Sample and Sampling Procedure ........................................................................... 36

3.5 Method of Data Collection..................................................................................... 36

3.5.1 Questionnaires..................................................................................................... 37

3.6 Method of Data Analysis ....................................................................................... 37

3.7 Reliability and Validity .......................................................................................... 38

CHAPTER FOUR ...................................................................................................... 39

RESULTS AND DISCUSSIONS .............................................................................. 39

4.1 Introduction ............................................................................................................ 39

4.2 Demographic characteristics of respondents ......................................................... 39

viii
4.3 Reliability............................................................................................................... 41

4.3.1 Descriptive Summary of Variables (Branding, Customer Service and

Organizational Performance). .......................................................................... 41

4.3.2 Corporate Branding............................................................................................. 42

4.3.3 Customer Service ................................................................................................ 42

4.3.4 Organizational Performance ............................................................................... 43

4.4 Effect of Corporate Branding on Organizational Performance ............................. 44

4.5 Effect of Customer service on Corporate Branding ............................................... 45

4.6 Effect of Customer Service on Organizational Performance ................................. 46

4.7 Mediating Effect of Customer Service on Branding and Organizational

Performance Relationship. ................................................................................... 47

4.8 Summary ................................................................................................................ 48

CHAPTER FIVE ....................................................................................................... 50

SUMMARY, CONCLUSION AND RECOMMENDATIONS.............................. 50

5.1 Introduction ............................................................................................................ 50

5.2 Summary of Findings ............................................................................................. 50

5.2.1 Effect of Branding on Organizational Performance ........................................... 50

5.2.3 Effect of Branding on Customer Service ............................................................ 50

5.2.4 Effect of Customer Service on Organizational Performance .............................. 51

5.2.5 Mediating Effect of Customer Service on Branding and Organizational

Performance Relationship. ............................................................................... 51

5.3 Conclusion ............................................................................................................. 51

5.4 Recommendations .................................................................................................. 52

5.5 Opportunities for Further Study ............................................................................. 52

REFERENCES ........................................................................................................... 53

APPENDIX ................................................................................................................. 64

ix
 LIST OF TABLES

Table 4.1 Response Rate .............................................................................................. 39

Table 4.2 Demographics (N=195) ............................................................................... 40

Table 4.3 Scale Reliability and Validity Tests............................................................. 41

Table 4.4 Descriptive Summary .................................................................................. 42

Table 4.5 Effect of Corporate Branding on Organizational Performance ................... 44

Table 4.6 Effect of Corporate Branding on Customer service ..................................... 45

Table 4.7 Effect of Customer Service on Organizational Performance ....................... 46

Table 4.8 Test for mediation ........................................................................................ 47

x
 LIST OF FIGURES

Figure 2.1 Concept of Mediation ................................................................................. 28

Figure 2.2 Conceptual Framework .............................................................................. 34

xi
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The pharmaceuticals industry is one of the sectors of the economy of Ghana that is

exploiting the influence of branding to achieve competitive advantage in the

distribution of its products. The pharmaceutical industry has seen a steady growth

over the years, of which most of the major industry players manufacture their own

drugs and supplement their production with imports from their global partners. This

has increased the competition in the industry and in some cases brought about unfair

competition due to the influx of fake drugs in the market. This raises the concern of

how companies strive to improve business performance and customer service and

branding are key factors to consider. Pharmaceutical branding is a vital approach to

make mindfulness and produce intrigue and expanded certainty among potential

customers. Since branding basically helps in separation of an item by separating it

from others, it has become a basic component in the company's positioning procedure.

Positioning is the path by which marketers endeavor to make a particular picture or

impression in the psyche of the consumers or prospects (Kotler and Keller, 2009).

Customer service is key in activities intended to boost the level of customer

satisfaction that is, the provision of service before, during and after, with the intention

that the product or service meet up customer expectation, (Rhee and Bell, 2002).

According to Kotler (2007), the importance of customer service in a whole business

process cannot be overstated. It is also the basis for customer satisfaction, loyalty, and

high profitability and consequently increases organizational growth. Thus, good

customer service is the prime factor that can separate a company from its competitors.

Therefore, to state that success in business is due to the good customer service is a

1
true saying, in other words if the customer service of any organization is very good

and appreciated by customers, the growth of the organization increases in terms of

sales growth, profit, branding and employees growth.

The purpose of this study is therefore to identify how customer service plays a

mediating role between the branding activities of a firm and its performance.

1.2 Statement of the Problem

Companies all over the world whether the service or manufacturing firms, recognize

the essential role branding plays in the course of business. In the present day

marketing practice, branding has become an active weapon marketers use to

strengthen their competitive advantage and thus improve the accomplishment of their

prearranged objectives.

Over the past few years, a steady growth has been recorded in the pharmaceutical

industry in Ghana, whereby major companies are either into the production of their

own drugs or supplementing their production with imports from international

partners. This has resulted in increased competition and, in some cases, unfair

competition because of the invasion of counterfeit drugs on the market. This often

creates a bad image for genuine pharmaceutical companies who have high level of

rating for their company’s brand. Pharmaceutical products produced by

pharmaceutical companies in Ghana are usually disbursed using pharmaceutical

wholesalers, licensed chemical stores, pharmacies, clinics, hospitals and even street

vendors as well, making its stringent quality control a serious issue. According to

Anabila and Awunyo-Vitor (2014), the pharmaceutical business has not been

convincing in utilizing the force of their brands in respect to their partners in the

consumer goods markets. This is fundamentally on the grounds that pharmaceutical

items have dependably contended with each other based on functional attributes

2
(clinical and item related elements). It is against this background that branding is

increasingly necessary due to the influx of fake drugs in the system, and that branding

goes down to the very core of survival for companies and serve as a competitive

advantage in the marketplace. In order to differentiate pharmaceuticals from each

other it is expedient to create a corporate image or brand that would make the

difference.

Well established strategies in customer service are necessary in order to satisfy and

create a competitive advantage. In recent times customers demand more than ever

even to the extent that operators in the retail industry have to execute tasks in a timely

manner and provide friendly service to customers (Tlapana, 2009).

In order to keep having an upper hand in the business, pharmaceutical organizations

have had to distinguish winning marketing techniques that give upper hand on a

management practices. This study therefore seeks to establish the relationship that

exist between branding and organizational performance and also the effect branding

has on organizational performance if customer service is introduced in order to create

and maintain competitive advantage.

1.3 Objectives of the Study

In order to evaluate the mediating role customer service plays between branding and

organizational performance, the following objectives were set:

1. To determine the effect of branding on organizational performance of Ernest

Chemist.

2. To assess the influence of branding on customer service of Ernest Chemist

3. To examine the effect of customer service on organizational performance of

Ernest Chemist.

3
 4. To determine the mediating effect of customer service on branding and

organizational performance relationship.

1.4 Research Questions

In answering the objectives for the study, the following questions were asked:

1. What is the effect of branding on organizational performance of Ernest

Chemist?

2. What is the influence of branding on customer service of Ernest Chemist?

3. What is the effect of customer service and organizational performance of

Ernest Chemist?

4. What impact does branding have on organizational performance with

customer service playing a mediating role?

1.5 Scope of the study

This study covers the mediating role customer service plays between branding and

organizational performance. It also focuses on corporate branding. The scope of the

study covered customers of Ernest Chemist.

1.6 Justification of the study

The study will be of importance to academicians as the study will provide a good

basis for future research on branding strategies by pharmacies and retailing companies

at large. It will also add to the existing body of knowledge in the marketing field.

The study will be of importance to companies as it would provide them with

information to evaluate whether the branding strategies being adopted has an impact

on organizational performance.

This study will determine whether customer service plays a mediating role between

branding and organizational performance for the local pharmacies. It will give an idea

4
on improving their customer service strategies in order to improve its organizational

goals.

1.7 Brief Overview of Research Methodology

The methodology of this research described the procedures that were followed in

collecting data for the research. The survey study research was adopted for this study.

The population under the study comprised of customers of Ernest Chemist in Kumasi.

They consisted of an estimate of five hundred (500) customers.

A sample size of one hundred and fifty (230) customers was drawn from a population

of five hundred (500). The customers were selected using random sampling

technique. Both primary and secondary data were utilized where the Statistical

Package for Social Sciences (SPSS) and STATA were the statistical tools utilized in

analyzing the data collected. Pearson correlation was used in analyzing the

relationships between the variables whiles multiple linear regression was used in

measuring the impact of branding on organizational performance, customer service on

organizational performance, customer service and branding and customer service on

organizational performance.

1.8 Limitation of the Study.

This study was limited to the customers of Ernest Chemist Ltd., Kumasi. It was also

limited to the retailing aspect of the firm. Only the customers were used for this study

because the research focused only on the view of customers.

1.9 Organization of the Study

The Study is divided into Five Chapters. Chapter One consists of the background of

the study, the statement of the problem, the overview of research methodology,

objectives and research questions, scope and justification of the study. Chapter Two

5
includes the literature review, Chapter Three explains the methodology used, Chapter

Four contains the analysis and discussion of results and Chapter Five consists of the

summary of findings, conclusions and recommendations.

6
 CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

This chapter reviews literature on customer service, branding and organizational

performance and how they relate with each other in order to improve businesses.

2.2 Concept of Branding

Since marketing is an intricate phenomenon, impacted by society, business

environment, customer conduct, an institutionalized worldwide way to deal with

marketing may not generally be relevant for a brand's local attractiveness. The

responsibility of global marketing and maximizing items' business and helpful quality

to build marketing and effectiveness are still restricted to pharmaceutical

organizations (Delagneau, 2004).

In many businesses, branding is an instrument that passes on item advantages to

clients as names or images to which interesting and persuading affiliations are

appended. Aside from the manysided quality of the items, the part of branding in

pharmaceutical industry is imperative and complex because of the official assignment

in the item's profile, the naming, the avoidance of direct promoting of moral

medications to the patients, and short item life cycles (Lim et al., 2010).

2.3 Importance of Branding

From customer’s point of view, a branded product makes choice easier. In the absence

of branding, customers would have to go through the tedious task of having to assess

different categories of products in times of shopping. They could not have been fully

convinced of the desired products they are purchasing. A branded product ensures that

there is accuracy when searching and selecting product and also helps in its

7
evaluation. When companies have strong brand, they have the privilege of charging

higher prices even when facing stiff competition. Noting the increasing understanding

of branding as a means of creating competitive advantage by providing intangible and

tangible benefits, more organizations are expected to embrace the benefits that

branding brings, (Anabila and Awunyo-Vitor, 2014).

When a product is branded, it identifies the company that produced the products and

thereby reducing the risk associated with after purchase dissatisfaction. Branding is

very important as it aids in targeting new markets when brand extension strategies are

used. When brands are extended several markets are reached. It also helps in the

introduction of new product lines. Consumers are known to willingly adopt new

products of popular brands. Branding also promotes the status and name of the

company.

2.3.1 Concept of Branding In the Pharmaceutical Industry

The idea of trust is extremely important to typical brands having high association due

to high view of buying risks (Elliot and Percy, 2007). Typical brands with high

perceived risk basically need to give assumption that it can be accomplished by

creating impression of "customer brand closeness and passionate investment" (Elliot

and Percy, 2007). Since pharmaceutical brands are trusted and doctors and patients

have their confidence, brands include a more prominent feeling of reason to the drug

(Lim et al., 2010). Brands that are, in a genuine sense, effective in the business sectors

frequently go past satisfying customers' enthusiastic needs and quietly articulate a

brand guarantee (Chandler and Owen, 2002).

A medication's dose, decency and reactions are the conceivable components that drive

doctors' decision of treatment as they consider it to be intrinsic signs of any

medication (Sanyal and Datta, 2011). Decision of treatment is, along these lines,

8
managed by scientific premise, not branding methods (Schroff, 2003). An item's

physical attributes lead to the quality signs, i.e. natural and in addition outward, the

impacts of which further prompts quality judgment which relies on the minimization

of the difference between the desire and perception of the buyers (Sanyal and Datta,

2011). In any case, at the center of each effective brand message is the one key

advantage gotten from the most grounded item feature and which separates it from the

competitors (Schroff, 2003). Based on this logic, pharmaceutical branding becomes

an essential marketing strategy for this industry.

Pharmaceuticals was in the first place used for distinguishing tangible products but

from early 1990s, there has been a move to corporate branding, since, amongst other

reasons, organizations have recognized that their employees are also the expression of

the brand, providing a point of major difference not just through the functional values

of the brand but also its emotional values (Schultz and de Chernatony, 2002). In

certain restorative classifications, there can be a consolation in the intended interest

group that a brand originating from a specific pharmaceutical organization will be

better since that organization has involvement there. Kapferer (2011) argued that

brand personality and quality image were the key elements that created a status for a

drug. This then prompted arrangement of attitude to recommend and in the end

provide steady remedy of the brand for a patient. Moss and Schuiling (2004)

recommend that brand names ought to be all the more firmly connected to the

corporate name. The system can be utilized as a full name or as an umbrella name

connected to the brand name of the product (Moss and Schuiling, 2004).

2.3.2 Corporate Branding

Corporate branding is a holistic brand management approach adopted by firms to craft

a unique corporate identity (Abratt and Kleyn, 2011). The concept of corporate

9
branding has gained popularity in the marketing literature as corporate brands are said

to add value to the products and services offered by the company (Harris and de

Chernatony, 2001).

A company’s effort in achieving the desired corporate brand identity can be

manifested through various corporate branding dimensions. However, there is no

agreement in the literature on the dimensions that constitute corporate branding.

Abratt and Kleyn (2011) suggest four aspects of corporate branding that are crucial to

the development of a strong brand identity. These are visual identity, brand promise,

brand personality, and brand communication. On the other hand, Harris and de

Chernatony (2001) argue that brand vision and culture, positioning, personality,

relationships, and presentation are key components of corporate branding that builds

brand identity. According to Souiden et al. (2006), corporate branding encompasses

the four inter-related dimensions of corporate name, image, reputation, and loyalty.

The distinguishing factors between product brands and corporate brands are

considered higher strategic focus, internal as well as external targets, and inclusion of

corporate strategy (Balmer, 2001). Since corporate and product brands are context

independent, they are now recognized as distinct entities and they may also be

considered as equivalent (de Chernatony, 2002).

The general reason for corporate branding is to create a supportable brand between

the branded organization and its clients through a reasonable quality proposition

(Schultz and de Chernatony, 2002). Even though corporate and product brands have

the same reason for making separation and preferences (Knox and Bickerton, 2003),

the complex nature of the corporate connection has essential implications for the

nature of the corporate brand (Muzellec and Lambkin, 2009). According to Schroff

(2003), since pharmaceutical industry is currently maintaining a bad image,

10
pharmaceutical corporate branding is likely to be non-beneficial. A patient will rarely

ask the physician about the drug manufacturer and its record of providing safety and

efficacy (Schroff, 2003).

2.4 Benefits of Corporate Branding in Pharmaceutical Industry

The corporate brand image goes beyond the brand image of the product and ignoring

the characteristics of the product but focuses more on a defined set of values ( Aaker

and Joachimsthaler , 2000; Hatch and Schultz , 2001). The main advantages conveyed

by the corporate brands are trust, loyalty, the scientific credibility of its R & D, the

credibility of its sales force and the creation of new product launch environment

(Moss, 2001).

Brand promotion to the corporate level allows the brand of the company to show

commitment, strengthen relationships, and to provide new platforms proposing to

keep the product beyond the brand equity of product (Sun, 2009). Over a period of

time, however , the trend indicates a paradigm shift among the market leaders in the

pharmaceutical industry to find more productive measures to leverage the corporate

brand to a wide range of offers and enterprise services that are increasingly the basis

of differentiation among the "me -too" product brands in mature groups (Sun , 2009).

In terms of assertive sales, the company's brand strategically supports the product

brand by opening channels of communication and generates respect that will make

people listen and take note. The company's brand performs the work of the brand of

the product before the actual launch by building reputation (Colyer, 2003). For

customers it serves generator source waiting. Again opinion leader’s management

programs must develop to help the industry overcome different challenges being

faced by branding the product. It is expedient therefore for companies to focus on

their corporate brand in order to create competitive advantage for themselves. They

11
need to develop a good brand positioning so as to differentiate them from

competition.

2.5 How to Measure of Corporate Brands

A company’s effort in achieving the desired corporate brand identity can be

manifested through various corporate branding dimensions. However, there is no

agreement in the literature on the dimensions that constitute corporate branding.

Abratt and Kleyn (2011) suggest four aspects of corporate branding that are crucial to

the development of a strong brand identity. These are visual identity, brand promise,

brand personality, and brand communication. On the other hand, Harris and de

Chernatony (2001) argue that brand vision and culture, positioning, personality,

relationships, and presentation are key components of corporate branding that builds

brand identity. According to Souiden et al. (2006), corporate branding encompasses

the four inter-related dimensions of corporate name, image, reputation, and loyalty.

In spite of the significance of brands and consumer impression of them, marketing

specialists have not utilized a predictable definition or estimation strategy to evaluate

customer perceptions of brands. Corporate brand identity is a function of brand image

that is a function of consumer’s perceived value which results in brand association

(Sinha et al., 2010). For this study, the following dimension would be used in

measuring corporate branding: Brand Awareness, perceived quality, brand loyalty and

brand associations.

2.5.1 Brand Awareness

This is an important determinant which can be identified in most models of branding,

(Mackay, 2001). Keller (2003, pp 17) defines brand awareness as “the customers’

ability to recall and recognize the brand as reflected by their ability to identify the

12
brand under different conditions and to link the brand name, logo, symbol, and so

forth to certain associations in memory ”.

According to Aeker (1996), there are other higher levels of brand awareness apart

from recall and recognition. He added brand dominance, top-of-mind, and brand

opinion and brand knowledge. Keller (1993) also added that brand knowledge is the

complete set of brand association attached to the brand. Vrontis and Papasolomou

(2007) posit that powerful brands are more likely to benefit when customers’

awareness of the brand is high. Other researchers also explain that brand awareness

occurs when a potential buyer is able to identify and recall brands belonging to a

product category of a company. (Aaker, 1991; Atilgan et al., 2005).

2.5.2 Brand Associations

The most accepted aspect of branding is the brand association. (Aeker, 1992). They

represent reason for deciding to purchase and having loyalty for a brand. According to

Kotler and Keller, (2006), brand association consist of all brand related feelings,

thoughts, images, beliefs, experiences, attitudes and is everything associated with the

brand. There are two types of brand associations and they are organization association

and products associations (Chen, 2001). Research by Hamann et al. (2007) showed

that customers most often use and are willing to pay higher prices for branded

products when they have the opportunity to choose other products that fall into the

same category. Corporate brand associations refer to a customer’s evaluation of a

brand that is determined by the knowledge stored in their memory, based on past

brand-customer interactions (Romaniuk and Gaillard, 2007).

Product associations consist of non-functional associations and functional attribute

associations. (Chen, 2001). The tangible features of the product are the functional

attributes. In evaluating a brand, the performance of the functional attributes are

13
linked to the brand by consumers.

Organizational associations which include corporate ability associations, are those

associations related to the expertise of the company in the production and delivery of

its outputs and corporate social responsibility associations including the

organization’s activities with respect to its societal obligations.

2.5.3 Perceived Quality

Another dimension viewed in branding is perceived quality (Feldwick, 2006) rather

than been viewed as part of the overall brand association.

Perceived quality is how the customer judges the overall superiority or excellence of a

product or service that is different from its objective quality. The objective quality of

a product or service refers to the measurable, technical and its verifiable nature,

process and quality controls.

A higher objective quality does not necessarily add any value to brand equity.

(Anselmsson et al 2007). It is difficult or impossible for customers to make correct

and complete judgement of objective quality, therefore they use quality attributes that

they can associate with quality (Acebro’n and Dopico, 2000). Perceived quality is

therefore used in judging the overall quality of a product or service.

According to Zeithaml (2007), perceived quality is classified into two groups of

factors. They are extrinsic attributes and intrinsic attributes. The extrinsic attributes

are those related to the product, not the physical aspect (for example, brand name,

stamp of quality, store, price, packaging and product information (Bernue et al. 2003)

whiles on the other hand, the intrinsic attributes are related to the physical aspects of

the product (for example, flavor, color, appearance, form). It is very difficult in

generalizing attributes since they are specific to product or service categories

14
(Anselmsson et al., 2007).

2.5.4 Brand Loyalty

Brand loyalty is seen as a core dimension of measuring corporate brand. According to

Aaker (1991), brand loyalty is the attachment a consumer has to a brand. As

customers become more connected to a brand, they are likely to maintain close

proximity with the brand because the presence of the attachment object offers feelings

of comfort, happiness, and security (Park et al., 2010).

Behavioral loyalty is seen where customer behavior in the market place is indicated

by a number of repeated purchases or the commitment to rebuy the brand as a primary

choice. Cognitive loyalty is when there's a need to make a purchase decision, a brand

comes up first in the customers mind or a customer’s first choice. The cognitive

loyalty is linked closely to the highest level of awareness. As a result, a brand must be

able to become the customer’s first choice (cognitive loyalty) and therefore must be

purchased repeatedly (behavioral loyalty)

According to Chaudhuri and Holbrook (2001), brand loyalty is directly related to

brand price. Price premium is identified as the basic indicator of loyalty. It is defined

as the amount a customer will pay for the brand in comparison with another brand

offering similar benefits and it may be high or low and positive or negative depending

on the two brands involved in the comparison.

2.6 Organizational Performance

Several researchers have varying views of performance and it continues to be a

controversial topic among researchers. According to Javier (2002), performance is

synonymous to the popular 3Es (economy, efficiency and effectiveness) of any

activity or program. Daft (2000) however in his definition stated that organizational

15
performance is the ability of the organization to use its resources effectively and

efficiently in order to attain its goals. Richardo (2001) also defined organizational

performance as a company’s ability to achieve its objectives and goals. Several

definitions have been propounded for organizational performance and this also brings

about conceptual problem.

According to Hefferman and Flood (2000), the term organizational performance, as a

concept in modern management has suffered from problems associated with clarifying

its concepts in a number of areas. One was with the issue of its definition whiles the

others was the issue of its measurement.

Performance was sometimes substituted for productivity. However Ricardo (2001)

mentioned that there was a variation between productivity and performance. He said

that productivity was a ratio representing the amount of work done in a given time frame.

Performance is a broader indicator which includes productivity and quality,

consistency and other factors. In oriented evaluation results, productivity procedures

were generally considered. Ricardo (2001) said that the results- oriented behavior

(based on criteria) and relative (normative) measures, concepts and instruments,

education and training, management development and leadership training are needed

skills and attitudes for building performance management. Therefore from the above,

performance must be defined in a broader view to include economy, effectiveness,

quality, efficiency, consistency behavior and normative measures (Ricardo, 2001).

2.7 Measuring Organizational Performance

Organizational performance has been widely acknowledged as very important and

there have been quite a number of debates concerning both the issue of terminology

and the conceptual bases for measuring performance. The term performance may not

be fully explained by a single measure. There have also been inconsistencies in the

16
measuring organizational performance even though several researchers (Peter &

Crawford, 2004, Lee, 2005) used quantitative data in measuring organizational

performance. Examples include, return on sales, return on investments etc. In defining

performance, efficiency related actions which are related to the input/output

relationship and effectiveness related actions, which involves issues like employee

satisfaction and business growth must be included. The industrious drive for

measurement in the thought of authoritative execution is scrutinized by Boyle (2000)

amongst others (Caulkin, 2001; Seddon, 2000), who investigates the invalid

possibility of measuring much, if not most, of the parts of life and associations that

are essential. Many researchers have used several variables in the measurement of

organizational performance. They include financial measures such as profitability,

gross profit, return on investment (ROI), return on equity (ROI), return on asset

(ROA), return on sale (ROS), stock price, liquidity and operational efficiency,

revenue growth, sales growth, export growth, market share (Gimenez, 2000). This

study would focus on the financial measures of performance.

2.7.1 Financial Measures of Organizational Performance

Performance has been theorized using non-financial and financial measures from both

perceptual and objective sources. Objectives measures included are secondary source

financial measures such as profit growth, return on investment, return on assets. They

are not biased and are useful when conducting single-industry studies because they

are uniformed in measurement across all organizations.

According to Drew (2010), financial measures assist researchers in constructing

benchmarking analysis and trend analysis. Included among the perceptual sources are

employee evaluation of the effectiveness of the organization or financial health and

their total level of satisfaction.

17
Most organizations use the term performance in describing a range of measurements

which include output efficiency, input efficiency and also transactional efficiency.

Every organization has its own objectives and ways for measuring organizational

performance. However, Doyle (1994) mentioned that the most commonly used tool in

measuring organizational performance is its profitability. This position is also

supported by Nash (1993) who said that the best indicator to check whether an

organization has met its goals or not is profitability. Other researchers also supported

the use of ROE, ROA and profit margin as the common measure of performance

(Richardo, 2001). According to Richardo (2001), companies who were successful

were those with higher return on equity and those who have made performance

management system support every facet of the organization from the top level

management to the lower level workers.

However, according to Nicholas (1998), organizations were not giving a balanced

idea of their performance. They overemphasized the financial criteria preoccupation

with previous performance. General measurement of performance were not related to

the objectives and strategies of the organization but were inward looking and did not

capture performance measures required to gain and retain customers or create

sustainable advantage competitive.

2.7.2 Non - Financial Measures of Performance

Non-financial measures of performance are the organizational performance that is not

expressed in monetary terms. Common examples include measures of customer

satisfaction and rating, employee rating, product quality, share of the market, and

availability of new products. Non- financial performance measures are sometimes

considered to be leading indicators of future financial performance, while current

financial performance measures such as earnings or return on assets are commonly

18
considered to be trailing measures of performance. However this work shall apply the

non-financial subjective measures of business performance (Micheels and Gow, 2008)

as financial data were not available due to the highly confidential nature of the

information.

2.7.3 Factors that Influence Organizational Performance

Organizational performance, according to Cho and Dansereau (2010), refers to the

performance of a company as compared to its goals and objectives. In addition, Tomal

and Jones (2015) define organizational performance as the actual results or output of

an organization as measured against that organization’s intended outputs.

2.7.4 Leadership Competencies

The success of an organization depends on the competency of its leaders and the

organizational culture those leaders create. The beliefs and values of an organization’s

leaders will always influence its performance (Soebbing et al., 2015). Ssekakubo et al.

(2014) studied leadership competencies and its effects on organizational performance

and noted that leadership competencies can improve employee performance; this

improvement is evinced by enhanced organizational performance. Asree et al. (2010)

stated that vision, integrity, openness, dedication, and creativity among leaders ensure

that all employees succeed and that organizations perform better.

2.7.5 Employee Satisfaction

Numerous organizational and behavioral research studies have examined links

between employee and organizational performance, leading to various definitions of

the two concepts. For instance, Price (2001) defined employee performance as the

effective orientation of an employee in regard to his or her work. Additionally,

Sempane et al.(2002) considered employee performance to constitute an individual’s

19
overall perception and evaluation of the work environment, and it may also be viewed

as a positive emotional status that develops from an individual’s job appraisal and job

experiences (Islam and Siengthai, 2009) Research has also focused on the subject of

employee satisfaction and organizational performance. In this regard, there is general

consensus that the attainment of organizational productivity and efficiency depends

on the satisfaction of employees and holistic sensitivity to both their socioemotional

and physiological needs (Schneider et al., 2003). From these studies, we deduce that

organizations seeking to improve organizational performance must address employee

satisfaction, which in turn helps to stimulate better employee performance, thus

improving overall organizational performance. Conversely, dissatisfied employees are

more likely to experience negative effects on their mental health status and job

performance, thus leading to a decline in organizational productivity and performance

(Judge et al., 2001).

2.8 Concept of Customer Service

Customer service is defined as the retailer’s efforts to improve what customers’

experience when shopping. This is done by ensuring that the set of activities or

programs offered is more rewarding (Harris, 2010) in order that the value associated

with any product or services purchased by customers tend will increase. In modern

times, the idea that customer service is solely the ability of the retailer to meet

customer specifications is not accurate. In order to define customer service

adequately, basic element which include meeting customer’s requirement effectively

by supplying and delivering expert, necessary, superior services and helping on time,

during the moment the customers’ needs is served must be incorporated. Customer

service is a game plan of activities proposed to enhance the level of purchaser loyalty,

that is, the obtainment of service some time as of late, in the midst of and after so that

20
the product or organization meet client wish, (Rhee and Bell, 2002). Customer service

can be considered as acknowledging what customers need and seeing that they get it.

Beyond the fact that some specific exercises that are done in the range of customer

service is marketing in nature; yet genuine customer service is every ones obligation

and not just the marketing office (Fry. L, Charles and E.Hattwich, 1998).

2.9 Elements of Customer Service

In order to provide basic elements in customer service, communication with the

customer is key. (Kotler and Keller, 2011).Communication is defined as a two way

process where two or more people understand and share information or ideas among

themselves. In order for service providers to be proficient in communicating to the

customers, there need to be an understanding between the customer and the service

provider. The elements are listed as follows: Building customer intelligence, listening

to customers, resolving problems fairly, and quick resolution of problems.

2.9.1 Building Customer Intelligence

Retailers always have the task of facing challenges associated with communicating

effectively with their customers and this occurs when they do not really understand

their customers. When retailers are able to intimately understand their customers, they

are able to provide rewarding customer service to them. Building customer

intelligence makes provision for understanding the customer. It involves the process

of gathering information, setting up a historical database and the development of the

active, potential and lost customers, (Harris, 2010). Building customer intelligence

aids the retailer to better serve the different types of groups of customers in an

organization. It provides informed ways by which services can be tailored or service

approach to each customer in the organization (Kotler and Keller 2011).

21
2.9.2 Listening To Customers

In recent years, customers easily get emotional when expressing their sentiments with

the retailer. Service personnel must therefore provide a listening ear and also give

customers adequate time to complain without interruption. According to Johnston and

Marshall (2010), when the retailer gives the customer undivided attention when

complaining, they are in a good position to understand the customer’s complaints and

can therefore relieve tense moments.

When a customer is being interrupted frequently, it can worsen the emotional state of

the consumer. In some situations, a refund is not enough to satisfy a customer,

however apologizing for any inconvenience caused may be reasonable (Levy and

Weitz 2012). It is through listening that retailers would get to know and understand

customer issues and quickly resolve them.

2.9.3 Resolving Problems Fairly

Whenever a customer complains about an issue, it is important for the customer

service personnel to focus on bringing back the customer. Positive impression is

created when customers feel their complaints have been fairly handled.

Nikbin et al (2010) suggests that customers prefer tangible solutions to their

grievances than intangible ones. However a combination of both would please the

customer.

2.9.4 Quick Resolution of Problems

In modern times, customers pay attention to the time taken in order to have their

complaints resolved or have their service delivered. It is necessary for every service

personnel to have the capability of handling customer complaints in a timely manner

to avoid wasting the time of customers. (Judge et al., 2001).

22
2.10 Characteristics of Customer Service

When retailers or service providers understand very well the characteristics of service,

they are in a better position to structure the service package to lure customers.

Customer service consists of four features which include perishability, intangibility,

heterogeneity and simultaneity (Areni, 2003),

2.10.1 Perishability

Customer service cannot be kept in stock to be used in future because of its perishable

nature. Service packages which are not used today cannot be stored in order to satisfy

peak periods in demand for future purposes (Dadfar et al., 2012).The perishable

nature of service raises the issues of limited capacity in satisfying demands which

might end up lost in sales. For example, when a supermarket does not have adequate

till operators, they might lose the day’s sales if customers in the queue decide to leave

and shop elsewhere. Perishability makes service providers alert in order for them to

evaluate their service capacity in terms of their capacity and demand to meet

customers’ needs to reach a balance.

2.10.2 Intangibility

According to du Plessis et al (2012), intangibility is a characteristic of service which

makes it impossible to smell it, see it, touch it, difficult to grasp, explain or

demonstrate. It is not realistic to offer a customer, a sample of service. For example,

the demonstration of how service personnel handle complaints from customers. This

means that potential customers make their decisions based on past experiences and

ideas about a service organization. It is important therefore that retailers deliver

quality services to customers in order to ensure that they spread favorable word of

mouth concerning the organization.

23
2.10.3 Simultaneity

When service is simultaneous it means that service is produced and consumed at the

same time and are inseparable. According to Du Plessis et al (2012), service delivery

cannot be separated from the provider producing it. When customer service is

inseparable, it limits the area a service can fully satisfy. This is because customers

would have to visit a particular sales outlet in order to receive a service. For example,

in a pharmacy, in order for the pharmacist to prescribe medicine for a patient, the

pharmacist and the patient must be present at the pharmacy in order for the patient to

describe his or her ailments to the pharmacist who would in turn, prescribe the

medicine. As a result, service personnel find it challenging catering for customers

who might not be able to visit the store.

2.10.4 Heterogeneity

The heterogeneity of customer service explains that service varies from one customer

to the other, as a result the delivery of service is not consistent. This occurs because

different individuals are involved in the delivery of service. According to Areni,

(2003), people possess different personalities and capabilities and this makes it

impossible in standardizing service. Service personnel can however be trained in

order to execute customer service excellently and professionally. There needs to be

quality control in order to ensure consistencies. Total quality management is needed

in order to ensure that quality standards are implemented and reinforced in customer

service delivery.

2.11 Customer Service in the Retailing of Pharmaceutical Products

Dadfar et al. (2012) recognized the core clients and touch focuses in pharmaceutical

marketing with retail as the last focal point. They focused on the fact that each client

touch point signifies an opportunity and threat, and supplier/administration supplier

24
must ensure consumer loyalty at every touch point. As, rivalry turned out to be

additionally testing, the pharmaceutical organizations have no other decision than

separating themselves in from the front line when managing customers. Accordingly,

the drug stores and their nature of administration have turned into the purpose of

interest.

One of a kind attributes of pharmaceutical business sector is that the final consumer is

not the leader in picking which medication to buy (Kim and King, 2009). Besides,

pharmaceutical marketing is a multi-client/multi-touch framework which makes it

hard to organize and focus on the customer (Dadfar et al., 2012). For instance, doctors

choose and recommend the medications; merchants/wholesalers purchase drugs from

makers/shippers; retail drug stores buy drugs from merchants; the end-clients

purchase the endorsed drugs from the drug stores, and more often than not the

insurance agencies pay the medication cost. According to Bissell et al. (1997) keeping

up a pharmacy has a critical social and in addition a useful part in medicinal services

framework. Drug data and expert discussion to the customers are turning out to be

increasingly noteworthy. These capacities put the drug store in a position of going

about as the principal contact in the social insurance framework. That is, the patient

may visit the pharmacy as a contrasting option to the doctor.

Hypothesis 1

Branding has a significant positive relationship with organizational performance

2.12 Effect of Branding on Organizational Performance

Leiser (2004) explained that there exist many factors that attribute to the brand being

successful when extended into new markets or products categories; the prominent one

among them being brand credibility. The imagery and stature of the brand is sold

alongside with the service delivered to the customers who buy the brand, (O’Loughlin

25
and Szmigin, 2005). Pharmaceutical branding is to make mindfulness among potential

clients about the advantage of medications and drugs. The marketing procedure and

brand give people in general, prepared learning of what the item is about and makes a

state of distinguishing the brand amongst numerous other comparable items in the

market (Blackett, 2005). To add to this, the whole branding process has esteem for an

organization as it helps the business concentrate on, improve and be predictable with

its message. Also, it permits an organization to constantly test the message and check

whether it is being understood in the correct way (Malone, 2004) Making brands will

empower the organizations to separate their products from those of competition

utilizing both intangible and intangible advantages. Branding can maintain brand

against non-specific items after the lapse of the patent. A solid brand will profit by

high purchaser loyalty, permitting solid deals even after the patent has lapsed. In

addition, brands will affect the conduct and state of mind of patient and specialists

(Schuiling and Moss, 2004)

Hypothesis 2

Branding has a significant negative relationship on customer service

2.13 Effect of Branding on Customer service

The pharmaceutical business has come late with respect to adopting branding as a

strategy to go by. Amid the early centuries, the pharmaceutical business delighted in

accomplishment over an extended period, accomplishing double digit development

reliably. The accomplishment of the business relied on upon solid R&D, utilization of

patent, and a strong sales power. In any case, with development in the business

backing off, firms have been scanning for better approaches to keep up their brand

positions (Schuiling and Moss, 2004). Therefore, pharmaceutical organizations have

had the need to grasp marketing and branding strategies to a more prominent degree

26
than they have been previously (Blackett, 2005) Branding is an important concept in

trading activities and academic researches. It is for the same reason that successful

brands help market-owners to acquire a competitive advantage which includes

opportunities to increase market share successfully, resilience against competitors’

developmental pressures and the capability to create entry barriers for rivals. Branding

mitigates customers’ risk feeling during buying the services. Likewise, a high level

brand enhances customers’ satisfaction and loyalty degree (Kim et al., 2008).

Hypothesis 3

Customer service has a significant positive relationship on organizational

performance

2.14 The Effect of Customer Service on Organizational Performance

According to Howardell, (2003), customer service is when retailers combine a range

of activities or strategies and offers them to customers in order to increase service

quality, in other words the shopping experience is perceived as more rewarding. In

today's economy customer service is very key in gaining competitive advantage for

organizations as satisfied customers provide repeat purchase and in addition

contribute in sending out a positive word of mouth to potential customers, (Areni,

2003). Research has shown year after year that, customer retention is becoming

profitable in many industries. Delivering superior customer service generates quiet a

number of benefits to service providers especially in the pharmaceutical industry. The

benefits include, cost reduction, salvation of time, increase in profits and market share

etc. Delivering consistent good customer service can be challenging even if

companies benefit from high quality services. When the environment is highly

competitive, companies must focus on providing superior customer service in order to

maintain customer satisfaction and also retain their profitable customers.

27
2.15 Concept of Mediation

Relations between variables are regularly more complicated than basic bivariate

relations between an indicator and a paradigm. Instead these relations might be altered

by, or educated by, the expansion of a third variable in the research design. Examples

of third variables include suppressors, confounders, covariates, mediators, and

moderators (MacKinnon et al. 2000).

The mediation model offers a clarification for how, or why, two variables are connected,

where an interceding or mediating variable, M, is conjectured to the middle in the connection

between an independent variable, X, and a result, Y

Figure 2.1 Concept of Mediation

(Author’s own construct, 2016)

Path diagram for the single-mediator model. Note. X= the independent variable, Y=

the dependent variable, and M= the mediating variable. The mediation model

decomposes the total effect of X on Y (c), into two parts: the indirect effect of X on

Y, quantified by ab (the product of a and b), and the direct effect of X on Y with the

effect of the mediator removed, quantified by c'. c=ab+c

Baron and Kenny (1986) laid out several requirements that must be met to form a true

mediation relationship.

28
Step 1:

Conduct a simple regression analysis with X predicting Y to test for path c alone.

Regress the dependent variable on the independent variable to confirm that the

independent variable is a significant predictor of the dependent variable.

Step 2:

Conduct a simple regression analysis with X predicting M to test for path a. Regress

the mediator on the independent variable to confirm that the independent variable is a

significant predictor of the mediator. If the mediator is not associated with the

independent variable, then it couldn’t possibly mediate anything.

Step 3:

Conduct a simple regression analysis with M predicting Y to test the significance of

path b alone. Regress the mediating variable on the independent variable to confirm

that the mediator is a significant predictor of the independent variable.

Step 4:

Conduct a multiple regression analysis with X and M predicting Y. Regress the

dependent variable on both the mediator and independent variable to confirm that the

mediator is a significant predictor of the dependent variable, and the previously

significant independent variable in Step #1 is now greatly reduced, if not

nonsignificant.

The purpose of Steps 1-3 is to establish that zero-order relationships among the

variables exist. If one or more of these relationships are nonsignificant, researchers

usually conclude that mediation is not possible or likely (although this is not always

true; see MacKinnon, Fairchild, & Fritz, 2007). Assuming there are significant

relationships from Steps 1 through 3, one proceeds to Step 4. In the Step 4 model,

29
some form of mediation is supported if the effect of M (path b) remains significant

after controlling for X. If X is no longer significant when M is controlled, the finding

supports full mediation. If X is still significant (i.e., both X and M both significantly

predict Y), the finding supports partial mediation.

2.16 Testing Mediation with Regression Analysis

Mediation is a speculated causal chain in which one variable influences a second

variable that, in turn, influences a third variable. The interceding variable, M, is the

middle person. It "intervenes" the relationship between an indicator, X, and a result.

Paths a and b are called direct impacts. The mediational impact, in which X leads to Y

through M, is known as the indirect impact. The indirect impact represents the

segment of the relationship amongst X and Y that is intervened by M.

MacKinnon et al. (1998) and MacKinnon and Lockwood (2001) demonstrated that

tests for the mediated effect in light of normal hypothesis can yield mistaken

confidence limits and significant tests, notwithstanding, as the result of two ordinarily

conveyed variables is not itself regularly appropriated. Alternative tests taking into

account the asymmetric dissemination of the result of two typically circulated

variables are accessible and have been proven to beat customary techniques

(MacKinnon et al. 2002; MacKinnon et al. 2004)

The purpose of Steps 1-3 is to establish that zero-order relationships among the

variables exist. If one or more of these relationships are nonsignificant, researchers

usually conclude that mediation is not possible or likely (although this is not always

true; see MacKinnon, Fairchild, & Fritz, 2007). Assuming there are significant

relationships from Steps 1 through 3, one proceeds to Step 4. In the Step 4 model,

some form of mediation is supported if the effect of M (path b) remains significant

after controlling for X. If X is no longer significant when M is controlled, the finding

30
supports full mediation. If X is still significant (i.e., both X and M both significantly

predict Y), the finding supports partial mediation.

2.17 Mediating Effect of Customer Service on Branding and Organizational

Performance Relationship

Branding means more than establishing the name for a company or for a product line.

Branding is a long-term state of mind that requires the management of the company’s

strategy, the coordination of its objectives and resources.

A brand is not just a simple participant on a market, it creates and manages the market

through a vision of what the product category should be (Kapferer, 2008). According

to Kotler (1997) good customer service is an important aspect of whole business

process. It is also creates customer satisfaction, loyalty, high profitability and

eventually increases organizational growth. Thus, good customer service is the

primary reason that customers differentiate company from its competitors. So, it is

clearer to state that business success is due to the good customer service, in other

words if the customer service of any organization increase, the growth of the

organization increase in terms of sales growth, profit, brand equity and employees

growth. Since branding and customer service both have significant importance to

organizational performance, it is expected that customer service fully mediates

between branding and organizational performance.

2.18 Pharmaceutical Industry In Ghana

As a rule, the pharmaceutical business or industry in any nation comprises of various

organizations that produce medicines, package medicines, serve general society in

administering drugs, and oversee employers and workers and different customer

advantage plans including insurance items (Rentmeester & Garis, 2008).

31
For Ghana, the pharmaceutical industry contains makers of medicines, wholesalers,

merchants, retailers and customers. As indicated by the Center for Pharmaceutical

Management (2003), the pharmaceutical business sector in Ghana on the demand side

was worth around 90 million United States dollars (US$) in the year 2001. The span

of the pharmaceutical business was assessed by Seiter and Gyansa-Lutterodt (2009) to

be of the magnitude of US$300 million regarding sales for both locally and imported

medications in the year 2008.

Seiter and Gyansa-Lutterodt (2009) summarized the structure of the pharmaceutical

wholesale market in the year 2008. They demonstrated that around 150 organizations

are authorized or enrolled national or local wholesalers of pharmaceutical items.

Further, around 60 organizations go about as importers of pharmaceutical items and

they offer these items to local wholesalers in view of their own systems. Seiter and

Gyansa-Lutterodt (2009) report that the aggregate number of organizations required in

active drugs import and conveyance is somewhere around 200 and 300.

Given the modestly high financial development of Ghana in the course of the most

recent 25 years, the local pharmaceutical business sector has turned out to be

progressively appealing for both wholesale and retail suppliers. Local producers

represent around 30% of the market share with the rest of the 70% share supplied

mostly by Indian and Chinese pharmaceutical firms (Buabeng, 2010; Seiter and

Gyansa-Lutterodt, 2009).

2.19 Conceptual Framework of the Study

Customer service is an important means for organizations to gain a competitive

advantage in today’s service economy, in addition to customers who are satisfied tend

to return for future business and sometimes assist in marketing service organization

through word-of-mouth (Areni, 2003). Previous studies has indicated that branding

32
plays a significant role in the performance of an organization. Therefore this study

seeks to introduce a mediator, customer service, and find out the impact it will make

on the organizational performance.

In the study, Customer service is the mediating variable, whiles branding and

organizational performance are the independent and dependent variables respectively.

The following hypothesis was tested

Hypothesis 1

Branding has a significant positive relationship with organizational performance

Hypothesis 2

Branding has a significant negative relationship on customer service

Hypothesis 3

Customer service has a significant positive relationship on organizational

performance

Hypothesis 4

Customer service fully mediates the branding and organizational performance

relationship

33
Figure 2.2 Conceptual Framework

(Author’s own construct, 2016)

34
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter focuses more on the methodology used in gathering data for study and a

brief overview of pharmacies in Ghana. The methodology describes methods and

processes followed in order to conduct this research. The population, sample size and

sampling technique, method of data collection, data analysis would be described in

details.

3.2 Research Design

The descriptive research design was used to develop snapshots of a particular

situation (Mcnabb, 2002). Descriptive research design involves large samples which

are used to give descriptions of an event or define attitudes, opinions or behaviors that

are measures or observed in a particular environment (Mcnabb, 2002). As a

descriptive research, a combination of techniques was used to describe how customer

service affects organizational performance, branding affects performance and also

how customer service plays a mediating role between branding and performance.

Both quantitative and qualitative methodology were adopted the collection of data.

Quantitative methods were used because it was possible to collect some numerical

data for analysis and to help answer research questions and meet the objectives of the

study (see Saunders et al, 2007).

Also, some of the data were not possible to collect numerically, therefore qualitative

techniques were also adopted.

3.3 Population of the Study

According to Saunders et al., (2007), population is defined as the full set of cases

35
from which a sample is taken. The study was limited to customers of Ernest Chemist

in the Kumasi metropolis.

This is because Ernest Chemist is one of the leading Pharmaceutical companies in

Ghana and have built their brand and customer base of the years.

Data was gathered from these primary sources of respondents, that is, customers of

Ernest Chemist in the Kumasi metropolis. The estimated population of customers of

Ernest Chemist was five hundred (500).

3.4 Sample and Sampling Procedure

Sampling is concerned with the selection of a subset of individuals from within a

statistical population to estimate characteristics of the whole population (Tashakkori

& Teddlie, 2003). Convenience sampling technique was used in selecting the sample

of customers. This type of nonprobability sampling involves the sample being drawn

from that part of the population which is close to hand (Tashakkori & Teddlie, 2003).

That is, a population is selected because it is readily available and convenient.

In order to select an appropriate sample size, Slovin’s (1973) sampling technique was

assumed. The formula is presented as; n = N/ [1+N (e) 2] (where n = sample size; N =

sample frame; and e = margin of error/ confidence level). From the above, population

of the customers were five hundred (500).

The sample size used for the customers was two hundred and thirty (230)

3.5 Method of Data Collection

According to Schutt (2006), data are a set of values of qualitative or quantitative

36
variables. This study made used of both primary and secondary sources of data.

Secondary data refers to data that was collected by someone other than the user

(Schutt, 2006). Common sources of secondary data for social science include

censuses, information collected by government departments, organizational records

and data that was originally collected for other research purposes. Primary data, by

contrast, are collected by the investigator conducting the research.

The primary data were those that were obtained using questionnaires. Secondary

sources were those collected published documents, articles, internet sources and the

company’s records. The questionnaires were designed for the customers of the

pharmacy.

3.5.1 Questionnaires

A questionnaire is a research instrument consisting of a series of questions and other

prompts for the purpose of gathering information from respondents (Dillman, Smyth

and Christian, 2014). The questionnaires were structured in accordance with the

objectives of the study. The questions were both closed ended and open ended. The

questionnaire was divided into sections. The first section collected the demographics

data of the respondents, whiles the remaining sections were divided accordingly into

each objective. The questionnaires were handed personally to the respondents by the

researcher.

3.6 Method of Data Analysis

The Statistical Package for Social Sciences (SPSS) and STATA were the statistical

tool used in analyzing primary data gathered from the field. Furthermore, descriptive

statistics such as frequency distribution tables, charts, and graphs were used to

identify results collected from the field (O'Neil and Schutt, 2014). Pearson correlation

37
was used in analyzing the relationships between the variables whiles linear regression

was used in measuring the impact of customer service on organizational performance,

branding on organizational performance and customer service and branding and

customer service on organizational performance.

3.7 Reliability and Validity

The variables in the questionnaire was tested using the Cronbach’s Alpha for

reliability. In analyzing data collected from the respondents on the topic under

discussion, the researcher test internal consistency among the variables used for the

study. This is to enable the study to be reliable hence the use of cronbach alpha.

Devellis (2003) believed that the cronbach alpha coefficient should be above 0.7.

Cronbach alpha values above 0.7 are acceptable and values that are above 0.8 are

preferable.

38
 CHAPTER FOUR

RESULTS AND DISCUSSIONS

4.1 Introduction

This section highlights the results and findings of the study conducted. A total of two

hundred and thirty customers of Ernest Chemist were sampled for the study. The data

collection instrument used were questionnaires. Out of the total sample of two

hundred and thirty, one hundred and ninety five responded, hence giving the response

rate of 84.8%.

Table 4.1 Response Rate

Sample Number of Respondents Percentage

230 195 84.8%

4.2 Demographic characteristics of respondents

The characteristics of the respondents who were customers of Ernest Chemist,

Kumasi in this study included gender, Age, Level of Education and employment

level.

39
Table 4.2 Demographics (N=195)
Frequency Percent
GENDER
Male 86 44.1
Female 109 55.9
AGE
18-30 32 16.4
31-40 64 32.8
41-55 68 34.9
56 and above 31 15.9
EDUCATION
Basic Education 33 16.9
Secondary Education 62 31.8
Tertiary 58 29.7
Non Formal 42 21.5
EMPLOYMENT
Unemployed 36 18.5
Employed 151 77.4
Retired 8 4.1
Source: Field Survey (2016)

From the table above, it can be seen that the female respondents were one hundred

and nine, representing 55.9% of the total population, the males made up a total of

eighty six (86) representing 44.1%. This illustrates that more of Ernest Chemist’s

customers are females The ages ranged between 41-55 recorded the highest number of

respondents which was sixty eight representing 34.9%. The next highest age was 31-

40 years recording sixty-four representing 32.58%. 18-30 years and 56 and above

recorded the lowest of thirty two and thirty one respectively representing 16.4% and

15.9% respectively.

Majority of the respondents representing 31.8% had secondary education whiles

29.7% had tertiary education. Respondents who had no formal education represented

21.5% whiles those who had basic education represented 16.9%. Concerning the

employment level of respondents, 77.4% were employed, whiles 18.5% and 4.1%

were unemployed and retired respectively.

40
These demographic characteristics are a reflection of the customer base of Ernest

Chemist. This information can be considered when the company is planning activities

for its customers. The demography of customers is important to companies as it

assists in the designing of tailor made products to suit their needs.

4.3 Reliability

In analyzing data collected from the respondents on the topic under discussion, the

researcher test internal consistency among the variables used for the study. This is to

enable the study to be reliable hence the use of cronbach alpha. Devellis (2003)

believed that the cronbach alpha coefficient should be above 0.7. Cronbach alpha

values above 0.7 are acceptable and values that are above 0.8 are preferable.

Cronbach alpha reliability statistics was shown in table 4.3 below.

Table 4.3 Scale Reliability and Validity Tests

Measures Factor Cronbach's Construct AVE Highest
Loadings Alpha Validity Correlation
brand Item 1 .4851225 0.7195 0.755 0.636 0.3885
Item 2 -.6368663
Item 3 -.6156972
Item 4 -.7731861

Item 1 .4932945 0.7502 0.766 0.576 0.4258

Customer service
Item 2 .4094001
Item 3 -.3205684
Item 4 -.6167327
Item 5 -.8177931
(Author’s own construct, 2016)

4.3.1 Descriptive Summary of Variables (Branding, Customer Service and

Organizational Performance).

The respondents were asked to rate the brand, customer service and organizational

performance of Ernest Chemist and mean responses were computed as indicated in

41
Table 4.4 Descriptive Summary
Variable Obs Mean Std. Dev. Min Max
Branding 195 4.1754 .418403 3.2 4.8
Customer 195 4.3477 .2435399 3.8 4.8
Organizational 195 2.2753 .431878 2 3
service
Source: Field Survey (2016)
performance

4.3.2 Corporate Branding

From table 4.4, the mean data of the variables were analyzed. Branding obtained a

mean score of 4.18 which is on a higher side. The items measured were the perceived

quality, the awareness of the brand, the brand association and the loyalty of the brand

by the customers. This indicates that the customers of Ernest Chemist have a high

perception towards the brand. Customers rate the brand of the pharmacy very high

and thereby giving the impression that the Brand of Ernest Chemist is high.

Customers were asked to rate the perceived quality of the products of Ernest

According to Chandler and Owen (2002) brands that are, in a genuine sense, effective

in the business sectors frequently go past satisfying customers' enthusiastic needs or

quietly articulate a brand guarantee.

4.3.3 Customer Service

The mean for the customer service activities of Ernest Chemist recorded a score of

4.35. This indicates that customers of Ernest Chemist rate the customer service

activities very high. The items measured were divided into two sections. One section

looked at the rating of the pharmacy in terms of its organization. This included the

cleanliness of the pharmacy, the comfort and convenience of the waiting areas and

also the length of time one had to wait in order to be served. The second section

looked at the rating of the service provided by the staff or pharmacist of the

pharmacy. This included the politeness of the pharmacist/staff, queries answered,

42
provision of efficient service, and the service received. This means that the company

takes its customers seriously thereby putting measures in place that would make the

customers satisfied and also meet their needs. This attests to the research done by

Tlapana (2009) indicating that in recent times customers demand more than ever even to

the extent that operators in the retail industry have to execute tasks in a timely manner and

provide friendly service to customers.

4.3.4 Organizational Performance

Customers were asked to rate the performance of the company and the responses

recorded a mean score of 2.28. This is on a higher note, meaning that in the eyes of

customers, the company’s performance is rated high. The statement was posed in such

a way that respondents would rate the performance of the organization. Even though it

is a subjective manner of measurement which builds on the perspective of the

respondent rather than on the performance itself (Adalsteinsson and Gudlaugsson,

2007). Fortunately, there is evidence of consistency between subjective and objective

performance measures (Pratono, & Mahmood, 2014)

43
4.4 Effect of Corporate Branding on Organizational Performance

Hypothesis 1: Corporate Branding has a positive significant effect on organizational

performance

Regression analysis was done to test the hypothesis. The results are indicated below in

Table 4.5

Table 4.5 Effect of Corporate Branding on Organizational Performance

Model Unstandardized Standardized t Sig.

Coefficients Coefficients

B Std. Error Beta

(Constant) -.123 .786 -.157 .875

Branding .692 .189 .255 3.664 .000

Source: Field Data (2016). Dependent Variable: Organizational Performance

From the analysis conducted, the table indicates that branding and organizational

performance are significantly and positively correlated (P=0.692; p<0.01). Therefore

there is significant positive relationship between branding and organizational

performance. This can be attributed to the high rating of the brand of Ernest Chemist

by the customers which has reflected in their performance as indicated by the

customers. This attests to the research done by Schuiling and Moss (2004) that a high

brand with benefit a company by increasing customer loyalty thereby leading to

increase sales and improved organizational performance. That is why Blackett (2005),

in his study mentioned that pharmaceutical organizations have had the need to grasp

marketing and branding strategies to a more prominent degree than they have been

previously in order to improve performance.

44
4.5 Effect of Customer service on Corporate Branding

Hypothesis 2: Corporate Branding has a significant relationship with customer service

Table 4.6 Effect of Corporate Branding on Customer service

Model Unstandardized Standardized T Sig.

Coefficients Coefficients

B Std. Error Beta

(Constant) 4.376 .362 12.097 .000

1 Customer
service -.052 .087 -.043 -.594 .000

Source: Field Survey (2016). a. Dependent Variable: Branding

From table 4.5, customer service and branding are significantly related (P= -0.052; p-

value<0.01). It further shows that branding had a negative impact on customer

service. According to the analysis customer service and branding are negatively

related. An increase in branding activities may lead to a reduction in the customer

service of the organization. This may indicate that as companies focus more on

improving upon their brand, they may ignore their customer service activities and thus

reduce their customer service activities and vice versa. However according to Kim et

al (2008), a high level of brand would enhance customer’s satisfaction and loyalty

degree. Even though the company might have been doing well in its branding

activities, it is likely that it is rather losing focus on its customer service activities. For

mediation to take place the independent variable must be a significant predictor of the

mediating variable (Baron and Kelly, 1986)

45
4.6 Effect of Customer Service on Organizational Performance

Hypothesis 3: Customer service has a significant relationship with organizational

performance

An analysis was done in order to determine the relationship between customer service

and organizational performance.

Table 4.7 Effect of Customer Service on Organizational Performance

Model Unstandardized Standardized T Sig.

Coefficients Coefficients

B Std. Error Beta

(Constant) -.472 .632 -.747 .456

1 Customer
.775 .152 .345 5.112 .000
Service

Source: Field Survey (2016) Dependent Variable: Organizational Performance

The table above indicates a positive relationship between customer service and

organizational performance. Customer service significantly impacted on

organizational performance (P= 0.775; p-value<0.001). From the test, customer

service and organizational performance are significantly positively related. Delivering

consistent good customer service can be challenging even if companies benefit from

high quality services. When the environment is highly competitive, companies must

focus on providing superior customer service in order to maintain customer

satisfaction and also retain their profitable customers, thus improving the performance

of the organization. Delivering superior customer service generates quiet a number of

benefits to service providers especially in the pharmaceutical industry. The benefits

include, cost reduction, salvation of time, increase in profits and market share. (Areni,

2003)

46
4.7 Mediating Effect of Customer Service on Branding and Organizational
Performance Relationship.

Table 4.8 Test for mediation

Unstandardized Standardized

Coefficients Coefficients
Model t Sig.
B Std. Error Beta

1 Constant 0.123 0.786 -0.157 0.875

Branding 0.692 0.189 0.255 3.664 0.000

2 Customer Service -.052 .087 -.043 -.594 .000

3 Customer Service .775 .152 .345 5.112 0.000

Branding 0.647 0.168 0.253 3.863 0.000

Customer Service 0.796 0.151 0.346 5.287 0.000

Source: Field Survey (2016) Dependent Variable: Model 1 - Organizational

Performance, Model 2 - Branding, Model 3 - Organizational Performance Model 4 -

Organizational Performance

From the table, branding significantly impacted on organizational performance.

(Model 1; P=0.692, p-value <0.001). In model 2, it can be seen that customer service

had a significant relationship on corporate branding. (Model 2; p=-.052, p-value

<0.001) Model 3 also shows a significant relationship between customer service and

organizational performance. (Model 3; p=- .775, p-value <0.001) However,

introducing customer service as a mediator in Model 4, branding significantly

impacted organizational performance but there was a reduction in the impact (Model

4; P=0.647, p-value<0.001). According to Baron and Kenny (1986) for mediation to

47
exist, the independent variable must be a significant predictor of the dependent

variable, the independent variable must be a significant predictor of the mediator and

the mediator and independent variable is to confirm that the mediator is a significant

predictor of the dependent variable. According to the analysis done, all the conditions

necessary for mediation to take place have occurred. The study revealed that customer

service partially mediates the relationship between branding and organizational

performance.

Even though branding has a significant impact on Organizational performance,

customer service acting as a mediator does not make a greater impact. This indicates

that there are other factors that affect the performance of an organization.

Organizations must therefore not ignore the customer service activities in addition to

improving their brands as it has a significant relationship in the performance of the

organization. A study done by Ssekakubo et al. (2014) revealed that leadership

competencies also affects organizational performance and noted that leadership

competencies can improve employee performance; this improvement is evinced by

enhanced organizational performance. This was also supported by Asree et al. (2010)

who stated that vision, integrity, openness, dedication, and creativity among leaders

ensure that all employees succeed and that organizations perform better. Another

factor that may influence organizational performance is employee satisfaction as

indicated by Schneider et al (2003).

4.8 Summary

This study explores customer service as a mediating variable between branding and

organizational performance, following the four steps used by Baron and Kenny in

1986 to establish mediation. In the first step, the results show that branding is

significantly impacting on organizational performance (P=0.692; p<0.01). In the

48
second step, we found that branding significantly impacted with customer service (P=

-0.052 R=0.02; p-value<0.01). In the third step, we observed that customer service

affects organizational performance (P= 0.775; p-value<0.001). In the fourth and final

step, when the mediator Customer service was introduced into the equation between

Branding and organizational performance, the impact reduced P=0.647, p-

value<0.001) but however still significant, so customer service is a partially mediating

variable in this study. Study conducted by Schneider et al (2003), Asree et al. (2010)

and Schneider et al (2003) all revealed that leadership competencies and employee all

leads to improve performance.

49
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter considers summary of findings, conclusions, recommendations and

suggestions for further studies.

5.2 Summary of Findings

Branding and organizational performance relationship has been clearly established by

the study as it shows they have a strong positive and significant relationship. The new

finding of this thesis is the mediating role of customer service plays in the

performance of the organization. The impact reveals a partial mediation. Below is the

summary of the findings.

5.2.1 Effect of Branding on Organizational Performance

The results indicated that branding and organizational performance are significantly

and positively correlated (P=0.692; p<0.01). However R square revealed that a unit

change in Branding explains 6.5% variation in organizational performance. Therefore

there is significant positive relationship between branding and organizational

performance.

5.2.3 Effect of Branding on Customer Service

Customer service and branding are significantly related (R=0.02; p-value<0.01). It

further shows that branding negatively impact on customer service. According to the

analysis customer service and branding are negatively related. An increase in

branding activities may lead to a reduction in the customer service of the organization.

50
5.2.4 Effect of Customer Service on Organizational Performance

The result indicated a positive relationship between customer service and

organizational performance. Customer service significantly impacted on

organizational performance but it explains 11.9% variation, (R 2=0.119; p-

value<0.001). From the test, customer service and organizational performance are

significantly positively related.

5.2.5 Mediating Effect of Customer Service on Branding and Organizational

Performance Relationship.

From the analysis, branding significantly impacted on organizational performance.

(Model 1; P=0.692, p-value <0.001). However, introducing customer services as a

mediator in Model 2, organizational performance reduced (P=0.647, p-value<0.001).

This suggests that customer service partially mediates the relationship between

branding and organizational performance.

This has proved that there exists mediation in the model which shows that customer

service partially mediates the relationship between branding and organizational

performance. The introduction of customer service however weakens the relationship.

This indicates the presence of other factors that might affect organizational

performance. This includes leadership competencies and employee satisfaction.

5.3 Conclusion

From the study conducted, it can be seen that both branding and customer service

plays a significant role in the performance of organizations. Companies that invest in

developing their brand and also putting the customer first in their activities are likely

to experience improvement in their performance. Companies must involve themselves

in improving upon the branding activities of the firm as it goes a long way to affect

the organizational performance.

51
5.4 Recommendations

As part of the recommendations for this study, the following can be looked at:

 Firms must ensure that they improve upon their branding experience for

customers as this goes a long way to improve upon their performance.

 Companies must ensure that they put in measures to ensure that their customer

service activities meet the needs of their customers.

 Firms must improve upon their branding activities whiles strengthening their

customer service activities in order to maximize/ optimize organizational

performance. Organizations must strive to improve upon the brand of their

companies as this affects the organizational performance of the company. A

good brand goes a long way to improve upon the performance of organizations

in the long run

 Firms must consider other variables that might improve organizational

performance since customer service partially mediated between branding and

organizational performance.

 Organizations must also focus on employee satisfaction and leadership

competencies as research has shown that it largely affects organizational

performance.

5.5 Opportunities for Further Study

Further research can be conducted to find the mediating role leadership competencies

and employee satisfaction plays between customer service and organizational

performance.

52
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 APPENDIX

KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

SCHOOL OF BUSINESS

DEPARTMENT OF MARKETING AND CORPORATE STRATEGY

QUESTIONNAIRE FOR CONSUMERS

This research is to examine the Effect of branding on Organizational Performance,

the Mediating role of Customer service. It would be very much appreciated if you

could assist us through the provision of answers to the questions below. Each

question is followed by a list of alternatives to choose from. Please tick the box and

write where appropriate. All information provided is strictly for academic purposes

and treated as confidential.

BIOGRAPHIC DATA

1. Gender 1) Male 2) Female

2. Age 1)18-30 2) 31-40 3) 41-55 4) 56 and above

3. Educational Background
Basic Education Secondary Education Tertiary

Non formal schooling

4. Employment status

Unemployed 2) Employed 3) Student 4) Retired

Other (please specify) …………………………………………………………………

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 B) BRANDING

How do you rate the branding activities of this pharmacy? Please tick where
appropriate.
Very Low Neutral High Very
low High
Perceived Quality
5. I trust the quality of products from this pharmacy
6. Products from this pharmacy would be of very good
quality
7. Products from this pharmacy offer excellent features
Brand Awareness
8. Some characteristics of this pharmacy come to my
mind quickly
9.I can recognize this pharmacy quickly among other
competing brands

10. I like the brand image of this pharmacy

Brand Association

11. This pharmacy has very unique brand image,

compared to competing brands
12. I like and trust the pharmacy and its products
Brand Loyalty
13. I consider myself to be loyal to this brand
14. When buying medicines, this pharmacy would be my
first choice
15. I will keep on buying from this pharmacy as long as
it provides me satisfied products
16. I am still willing to buy from this pharmacy even if
its price is a little higher than that of its competitors
17. I would love to recommend this pharmacy to my
friends
18. Even if another brand has the same features as
products from this pharmacy, I would prefer to buy this
brand
19. If another brand is not different from this brand in
any way, it seems smarter to purchase

20. This brand is more than a product to me

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C) ORGANISATIONAL PERFORMANCE

21. How would you rate the performance of this company?

High Moderate Low

22. What attracted you to buy from this company?

………………………………………………………………………………………

………………………………………………………………………………………

D) CUSTOMER SERVICE

23. Why did you visit this pharmacy today? To collect a prescription for:

Yourself Someone else Both

for some other reason (please state)……………………………………………

24. How satisfied were you with the time it took to provide your prescription and/or

any other services you required?

Not at all satisfied Not very satisfied

Fairly satisfied Very Satisfied

Thinking about any previous visits as well as todays, how would you rate the
pharmacy on the following factors? (Please tick where appropriate)
Very Fairly Neutral Fairly Very
poor poor good good
25) The cleanliness of the pharmacy

26) The comfort and convenience of the

waiting areas (e.g. seating or standing room)

27) Having in stock the medicines/appliances

you need

28)Offering a clear and well organized layout

29) How long you have to wait to be served

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Including any previous visits to this pharmacy, how would you rate the
pharmacist and the other staff who work there? (Please tick where appropriate)
Very Fairly Neutral Fairly Very

poor poor good good

30) Being polite and taking the time to listen

to what you want

31) Answering any queries you may have

32) The service you received from the

pharmacist

33) Providing an efficient service

34) The service you received from the other

pharmacy staff
33) Providing an efficient service
34) The service you received from the other
pharmacy staff

35. Which of the following best describes how you use this pharmacy?

This is the pharmacy that you choose to visit if possible

This is one of several pharmacies that you use when you need to pharmacy
This was just convenient for you today
This is the Pharmacy you can always rely on for any prescription.

36. Any suggestions on how the pharmacy can improve your experience?

………………………………………………………………………………………

………………………………………………………………………………………

THANK YOU

67