Assessing Retail Service Quality Using

SERVQUAL: A GAP Analysis of

DEVI INTERNATIONAL – a Multi-Brand Store in
Bangalore"

Project Report Submitted in Partial fulfilment of the requirement for

the award of Degree of
MASTER OF BUSINESS ADMINISTRATION

In Retail Management

Submitted by

CHANDANA NARENDRANATH

Reg. No.: 2314516878

Under the guidance of

B. BALAMURALI

CENTRE FOR DISTANCE AND ONLINE EDUCATION

MANIPAL UNIVERSITY JAIPUR

Feb-March 2025

1
 BONAFIDE CERTIFICATE

This is to certify that Chandana Narendranath, a student of Master of Business

Administration, [Student’s Roll Number: 2314516878], has successfully completed the
project titled "[ Assessing Retail Service Quality Using SERVQUAL: A GAP Analysis of
DEVI INTERNATIONAL – a Multi-Brand Store in Bangalore]" under my supervision as a
part of the requirements for the MBA program at centre for distance and online education,
Manipal University Jaipur during the academic year [Year/Session, e.g., 2023-2025].

This project report embodies the original work of the student, conducted with due diligence,
and adheres to the standards expected by the institution. It has not been submitted to any
other institution for any degree, diploma, or certificate.

B BALAMURALI

SENIOR VENTURE COACH

VENUTURE DEVELOPMENT CENTRE-GITAM UNIVERSITY

Date: 9-7-2025

Place: Visakhapatnam

2
 DECLARATION BY THE STUDENT

I, Chandana Narendranath, a student of Master of Business Administration (MBA), [Student’s

Roll Number: 2314516878], hereby declare that the project report titled "[Project Titled:
Assessing Retail Service Quality Using SERVQUAL: A GAP Analysis of DEVI
INTERNATIONAL – a Multi-Brand Store in Bangalore]" submitted to Centre for Distance
and Online Education, Manipal University Jaipur is a record of my original work carried out
under the guidance of B. Balamurali, Senior Venture coach.

I affirm that this project is the result of my own independent effort, and to the best of my
knowledge, it does not contain any material previously published or written by any other
person or material which has been accepted for the award of any other degree or diploma at
any other educational institution, except where due acknowledgment has been made in the
text.

I also declare that I have adhered to all the guidelines and standards required for academic
honesty and have cited all sources wherever used.

[Student’s Signature]

Chandana Narendranath

[Student’s Name]

2314516878
chandana.2314516878@[Link]
[Roll Number/Registration Number]

Date: 9-7-2025

Place: Bengaluru, Karnataka

3
 TABLE OF CONTENTS

[Link] Content Page No

1 Executive Summary 5

2 Company Profile- DEVI INTERNATIONAL, Bangalore 9

3 Literature Review 23

4 Research Methodology 29

5 Data Analysis and Interpretation 31

6 Findings and Discussion 82

7 Conclusions 89

8 Recommendations 90

9 Limitations of the Study 91

10 References/Bibliography 92

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 EXECUTIVE SUMMARY

This study evaluates the service quality of DEVI INTERNATIONAL, a long-established

multi-brand retail store in Bangalore, through the SERVQUAL framework developed by
Parasuraman et al. (1988). The primary objective was to measure the gap between customer
expectations and perceptions across five core dimensions of service quality—Tangibles,
Reliability, Responsiveness, Assurance, and Empathy—and to provide actionable
recommendations for improving customer satisfaction and competitiveness. With a focus on
understanding the service delivery challenges faced by legacy retail outlets, the study also
contributes to the broader discourse on service quality management in the Indian retail sector.

The research adopted a descriptive and diagnostic design, utilizing the 22-item SERVQUAL
questionnaire administered to 100 customers over a two-week period in 2025. Data collection
was done both in-person and online using a 7-point Likert scale ranging from "Strongly
Disagree" to "Strongly Agree." The survey assessed customer expectations from an ideal
retail store and compared them with their perceptions of DEVI INTERNATIONAL's actual
performance. Convenience sampling was employed due to time constraints. The analysis
included gap score computation (perception minus expectation), mean and standard deviation
calculations, dimension-wise ranking, and demographic profiling based on age, gender,
income, education, visit frequency, and product preferences.

The customer base was found to be predominantly male (69%), between the ages of 26 and
45 (70%), with middle-income levels (67% earning ₹25K–₹75K) and a high proportion of
graduates (47%). Commonly purchased products included mobile phones (22%), washing
machines (20%), and refrigerators (18%), indicating a strong focus on consumer electronics.
The overall SERVQUAL analysis revealed an average service quality gap of -0.42, with
customer perceptions falling short of expectations in 21 out of 22 items. The only item with
no gap was employee courtesy, highlighting a key strength in interpersonal service delivery.

Among the five dimensions, Tangibles showed the largest gap (-0.64), primarily due to
outdated equipment, lack of visually appealing infrastructure, and subpar employee
appearance. Reliability scored a moderate gap (-0.43), with significant shortfalls in consistent

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service delivery and accurate performance. Responsiveness had a smaller gap (-0.32), and
employees were generally seen as helpful, though communication about service timing was a
weak spot. Assurance emerged as the strongest dimension with a gap of only -0.17, thanks to
courteous behavior, a sense of safety in transactions, and trust in employees. However, gaps
were noted in technical knowledge related to complex product inquiries. Empathy also
showed a notable gap (-0.43), particularly around inconvenient operating hours and the lack
of personal attention and individualized service.

The findings highlight that the primary areas for improvement lie in Tangibles and Empathy.
Recommendations include investing in modern equipment, digital displays, and updated POS
systems to address customer expectations for a tech-driven environment. Enhancing store
aesthetics and layout can improve customer perception of physical facilities. Adjusting
operating hours to suit working professionals, improving employee knowledge through
targeted training, and fostering personalized service via loyalty programs are also critical
steps. At the same time, the store should continue to maintain high levels of courtesy and
assurance, which serve as valuable differentiators in a competitive market.

In conclusion, DEVI INTERNATIONAL delivers moderately good service but does not fully
meet the expectations of its tech-savvy, value-conscious customer base. By modernizing
infrastructure, refining employee capabilities, and aligning operations with customer
preferences, the store can significantly improve satisfaction and retain its competitive edge.
While the study offers meaningful insights, it is limited by its small sample size, convenience
sampling, and brief data collection window. The subjective nature of Likert-scale responses
and minor inconsistencies in demographic data also pose limitations. Future studies should
explore a broader sample with stratified segments and potentially extend the analysis to
multiple retail locations to enhance generalizability and strategic relevance.

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Introduction

Background of the Study

DEVI INTERNATIONAL, established in 1981 in Bangalore, is a multi-brand retail store

employing over 50 staff and offering a diverse range of products, including mobile phones,
laptops, televisions, and home appliances. Operating in a competitive retail landscape, the
store caters to a varied customer base, from young professionals to families. With the retail
sector undergoing rapid transformation due to increased competition, customer awareness,
and digital influences, service quality has become a critical differentiator for sustaining
customer satisfaction and loyalty. The SERVQUAL framework, developed by Parasuraman et
al. (1988), provides a robust method to measure service quality by comparing customer
expectations with perceptions across five dimensions: Tangibles, Reliability, Responsiveness,
Assurance, and Empathy. This study applies SERVQUAL to assess DEVI
INTERNATIONAL’s service performance, addressing the need for structured service quality
evaluation in a long-established retail setting.

Statement of the Problem

Despite its operational longevity and diverse product offerings, DEVI INTERNATIONAL
lacks a systematic approach to measure and enhance service quality. Customers, particularly
in urban markets like Bangalore, have elevated expectations for modern facilities, reliable
service, and personalized attention. Preliminary observations suggest potential gaps in
meeting these expectations, which could impact customer satisfaction and loyalty. Without a
structured assessment, the store risks losing competitiveness. This study addresses this
problem by conducting a SERVQUAL-based audit to identify specific service quality gaps
and provide actionable recommendations.

Research Objectives

1. To evaluate the current service quality level as perceived by customers of DEVI

INTERNATIONAL.

2. To identify gaps between customer expectations and actual service delivery across the
five SERVQUAL dimensions.

3. To provide actionable insights for service improvement to enhance customer

satisfaction and store performance.

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Research Questions

1. What is the level of service quality perceived by DEVI INTERNATIONAL’s

customers across the Tangibles, Reliability, Responsiveness, Assurance, and Empathy
dimensions?

2. What are the specific gaps between customer expectations and perceptions of service
quality at DEVI INTERNATIONAL?

3. Which service quality dimensions require the most improvement, and what actionable
strategies can address these gaps?

Scope of the Study

The study focuses on DEVI INTERNATIONAL, a multi-brand retail store in Bangalore, and
involves 100 customers surveyed over two weeks in 2025. It uses the SERVQUAL
framework to assess service quality across 22 items, covering physical facilities, employee
interactions, and operational aspects. The scope is limited to in-store customer experiences,
excluding online sales or other branches, and employs convenience sampling, which may not
fully represent all customer segments. The findings aim to provide practical insights for
DEVI INTERNATIONAL while contributing to the broader understanding of service quality
in traditional retail settings.

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 DEVI INTERNATIONAL PROFILE

―The only place where your comfort matches your budget.‖

Overview
Founded in 1974 by visionary entrepreneur Mr. Sunku Narendranath, Devi International is a
premier multi-brand retail destination for electronics and consumer durables in South India.
Headquartered in Bengaluru, the company has built a stellar reputation for trust, integrity, and
customer-centric service over the past five decades.
From humble beginnings—starting with wallpapering services and cinema carbon rod
supplies—Mr. Narendranath, with the unwavering support of his family and the blessings of
Sri Ramakrishna Paramahamsa, transformed Devi International into a household name in the
electronics retail segment. Today, the company operates with a customer-first philosophy and
remains a single-store powerhouse achieving exceptional sales volumes and unmatched
customer loyalty.
Vision
To deliver exceptional value, trust, and service to every household and institution by making
world-class consumer durables affordable and accessible.

Mission
To uphold the founding values of integrity, loyalty, and quality by consistently exceeding
customer expectations through personalized service, competitive pricing, and community-
driven values.

Legacy Forward
The dream of Mr. Sunku Narendranath — to build a business rooted in honesty, simplicity,
and service — continues to inspire generations. Devi International stands as a model of
sustainable family entrepreneurship, seamlessly blending business excellence with spiritual
and social responsibility.

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Key Facts
 Year Established: 1974
 Founder: Mr. Sunku Narendranath
 Legal Structure: Family Partnership Firm
 Headquarters: Madhavan Park, Bengaluru
 Turnover (Last Year): ₹642 Crores
 Number of Employees: 250+
 Product Categories: 117
 Brands Represented: 179
 Warehouses: 3
 Fleet Size: 40 delivery vehicles
 Customer Footfall: ~1,000 customers/day

Leadership and Governance

The business is jointly managed by Mr. Sunku Narendranath and Mrs. Sunku Asha Naren,
with functional responsibilities divided across Accounts, Purchase, Logistics, and Service.
The second generation, including their daughters and second son-in-law, actively contribute
to day-to-day operations, ensuring continuity and modernity in strategic decisions.

Mr. Sunku Narendranath and Mrs. Sunku Asha Naren

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Business Model and Operations
Customer Experience:
Customers can explore products through in-store demos facilitated by trained brand
promoters or opt for video call consultations. Products are competitively priced, with multiple
payment options and attractive weekend or festival offers.

Payment Options:
 Cash
 Cheque
 Online Payment
 Credit/Debit Cards (with cashback offers)
 0% Interest EMI via Paper Finance:
Bajaj Finance, HDFC, IDFC, Kotak, ICICI, TVS
 Promoters or finance executives guide customers through finance options based on
need and eligibility.

Sales & Delivery Workflow:

 Product selection and payment
 Billing via centralized system
 Warehouse processes and dispatch (2 batches/day)
 Area-wise delivery and optional installation
 Post-sale service and dedicated help desk

Institutional Sales:
Devi has strong ties with institutional buyers including Infosys, Wipro, and HAL, offering
installment purchase options and doorstep delivery, revolutionizing B2B electronics
procurement in the region.

Unique Differentiators
Founder-led Retail Counter: Mr. Narendranath personally attends to customers daily
High Employee Retention: Several staff members have over 20 years of tenure.
Simplified Organizational Structure: Family-integrated leadership with functional heads.
Live Promotions & Demos: Frequent in-store product showcases with brand representatives
and culinary demos.
Awards & Recognition: Multiple accolades from brands and finance partners for highest
sales performance.

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Community Engagement
Devi International embodies the spirit of seva (service). Regular contributions are made to
spiritual and humanitarian organizations such as:
 Sri Ramakrishna Math
 Sharada Math
 Sri Sri Sri Yogishwara Swami Math
These contributions extend to relief work during pandemics, natural disasters, and the regular
provision of basic necessities to underprivileged communities. Celebrations of festivals like
Sri Rama Day include large-scale prasadam distribution and customer engagement activities,
blending commerce with culture and compassion.

Mr. Sunku Narendranath and Ms. Chandana (Daugther)

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Mr. Sunku Narendranath and Ms. Jahnavi ( Daughter)

Mr. Sathvik (second son in law)

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BRANDS AT DEVI INTERNATIONAL

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 PRODUCT PORTFOLIO

Below is the classification into major product lines with their approximate length (number
of distinct products):

DEVI International
Term Definition
Example

Product Width Number of product lines offered 10 lines (approx.)

Total number of products/items across all

Product Length 120+ SKUs
lines

Varies by line (e.g., 6 types

Product Depth Number of variants within each product line
of fans)

Product Degree of similarity among product lines in High – all consumer

Consistency end-use, production, or distribution durables/appliances

2. Categorized Product Lines (with Examples)

Below is the classification into major product lines with their approximate length (number
of distinct products):

A. Home Appliances
Sub-Category Items

Major Refrigerator, Washing Machine, Dishwasher, Freezer, Dryer,

Appliances Cooking Range, Air Conditioner

Small Toaster, Mixer Grinder, Blender, Hand Mixer, Juicer, Electric

Appliances Cooker, OTG, Air Fryer

Kitchen Cookware, Cooker, Pressure Cooker, Kadai, Non-stick Tawa,

Essentials Dosa Maker, Bottle, Lunchbox, Flask

🔸 Length: 40+
🔸 Consistency: High (domestic use, kitchen-centric)

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 B. Personal Care Appliances

Items

Hair Dryer, Hair Straightener, Trimmer, Shaver, Multi Grooming, Toothbrush, Garment
Steamer

C. Cooling & Heating Devices

Items

Air Cooler, Tower Fan, Ceiling Fan, Wall Fan, Pedestal Fan, Table Fan, Personal Fan,
Heater, Heat Pump

🔸 Length: 15+
🔸 Consistency: Medium (air flow but varied technology)
D. Kitchen Appliances

Items

Built-in Oven, Built-in Hob, Hob, Chimney, Cooktop, Induction Stove, Microwave Oven, Air
Oven

E. Electronics & Audio-Visual

Items

LED TV, Home Theater, Soundbar, Audio Systems, Speaker, Monitor, Projector,
Microphone

🔸 Length: 10
🔸 Consistency: High (entertainment electronics

F. IT & Smart Devices

Items

Laptop, MacBook, Mobile, Tablet, SSD, HDD, Pendrive, Printer, Scanner, UPS

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🔸 Length: 15
🔸 Consistency: Medium (office/personal use electronics)

G. Smart Living & Accessories

Items

Smart Watch, Switch, LED Light, Stabilizer, Power Bank, Emergency Lamp, Wall Mount,
Insurance, Recharge, Service

🔸 Length: 15
🔸 Consistency: Low to Medium (support and services)

3. Portfolio Table
Examples (Select Approx.
Product Line Consistency
Products) Length
Home AC, Refrigerator,
40+ High
Appliances Cooker, Mixer, OTG
Trimmer, Hair
Personal Care Dryer, Shaver, 10 High
Toothbrush
Cooling & Fan, Air Cooler,
15+ Medium
Heating Heater
Kitchen Cooktop, Chimney,
12 High
Appliances Microwave, Oven
TV, Home Theater,
Entertainment &
Audio System, 10 High
AV
Soundbar
IT & Smart Laptop, Mobile,
15+ Medium
Devices SSD, UPS
Smartwatch, Light,
Smart Living & Low-
Switch, Power 15+
Accessories Medium
Bank, Wall Mount

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 4. Insights & Recommendations

 Breadth (Width): Broad portfolio (~7–10 product lines), indicating a one-stop store
strategy.
 Depth: Variable – strong in home and kitchen appliances, moderate in IT and AV,
low in some accessories.
 Consistency: Generally high – all products fit under consumer electronics,
appliances, and accessories.
 Opportunities:
o Introduce eco-friendly lines (e.g., solar-powered gadgets, green appliances).
o Focus on Smart Home Integration (IoT appliances, voice-controlled
devices).
o Consider bundling (e.g., AC + Stabilizer + Installation service).

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 LITERATURE REVIEW

Introduction

Service quality is a critical determinant of customer satisfaction and business success in the
retail sector, particularly for multi-brand stores like DEVI INTERNATIONAL in Bangalore,
which has been operational since 1981. The SERVQUAL framework, developed by
Parasuraman, Zeithaml, and Berry (1988), is a widely adopted tool for measuring service
quality by assessing the gap between customer expectations and perceptions across five
dimensions: Tangibles, Reliability, Responsiveness, Assurance, and Empathy. This literature
review examines key theories, models, and empirical studies related to service quality in
retail, focusing on the SERVQUAL framework, its adaptations (e.g., Retail Service Quality
Scale, RSQS), and its application in diverse retail contexts. The review justifies the use of
SERVQUAL for evaluating DEVI INTERNATIONAL’s service quality, identifies gaps in
existing research, particularly in the context of long-established multi-brand retail in
emerging economies, and provides a theoretical foundation for the study’s objectives:
evaluating service quality, identifying gaps, and offering actionable insights.

Theoretical Foundations of Service Quality

Service Quality Concepts

Service quality is defined as the degree to which a service meets or exceeds customer
expectations (Zeithaml, Bitner, & Gremler, 2018). Unlike product quality, which can be
measured objectively, service quality is inherently subjective, influenced by customer
perceptions shaped by interactions, physical environments, and outcomes. Zeithaml et al.
(2018) emphasize that service quality is critical in industries like retail, where customer
loyalty depends on consistent, high-quality experiences. The authors identify key
characteristics of services—intangibility, heterogeneity, inseparability, and perishability—that
complicate quality measurement and necessitate frameworks like SERVQUAL.

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The SERVQUAL Framework

Parasuraman et al. (1988) introduced SERVQUAL as a multiple-item scale to measure

service quality by calculating the gap between customer expectations (what customers
believe an excellent service should provide) and perceptions (their evaluation of the actual
service received). The framework originally included 10 dimensions but was refined to five:

 Tangibles: Physical facilities, equipment, and staff appearance.

 Reliability: Ability to perform promised services dependably and accurately.

 Responsiveness: Willingness to help customers and provide prompt service.

 Assurance: Knowledge and courtesy of employees and their ability to inspire trust.

 Empathy: Individualized attention and care for customers.

The gap score (Perception – Expectation) quantifies service quality shortfalls, with negative
gaps indicating areas where expectations exceed perceptions. Parasuraman et al. (1988)
validated SERVQUAL across industries, including retail, demonstrating its reliability and
versatility. The framework’s diagnostic capability makes it suitable for identifying specific
areas for improvement, aligning with the objectives of this study.

SERVQUAL in Retail Contexts

Early Applications and Validation

Dabholkar, Thorpe, and Rentz (1996) extended SERVQUAL to develop the Retail Service
Quality Scale (RSQS), tailored specifically for retail environments offering a mix of goods
and services, such as department stores. Their study tested RSQS with U.S. department store
customers, confirming its validity and reliability through factor analysis. A follow-up study at
two store units further validated the scale’s fit, establishing RSQS as a robust tool for
diagnosing service quality in retail. The authors noted that Tangibles and Reliability are often
critical in retail due to the visible nature of store facilities and the importance of dependable

service delivery, findings relevant to DEVI INTERNATIONAL’s multi-brand context.

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SERVQUAL in Emerging Markets

Sivakumar and Srinivasan (2012) reviewed SERVQUAL and RSQS applications in retail,
highlighting their adaptability to diverse contexts, including emerging markets. They noted
that while SERVQUAL is effective for measuring customer perceptions, cultural and
economic factors influence expectations. In India, where price sensitivity is high, customers
may prioritize Reliability and Assurance over Tangibles and Empathy, as observed in a study
of Reliance Fresh and More (Publishing India Groups, n.d.). This study surveyed 200
customers (100 from each store) in Delhi using a SERVQUAL questionnaire with 22 items
across five dimensions. Results showed that customers valued reliable and assured services
over physical aesthetics or empathetic interactions, reflecting India’s price-sensitive market.
This finding is pertinent to DEVI INTERNATIONAL, where middle-class customers (67%
with incomes of 25K–75K) may prioritize value-driven service, influencing the study’s focus
on gap analysis.

Multi-Brand Retail and Service Quality

Multi-brand retail stores, like DEVI INTERNATIONAL, face unique challenges due to their
diverse product offerings and customer segments. Zeithaml et al. (2018) argue that multi-
brand retailers must balance standardized service delivery with personalized customer
interactions to meet varied expectations. Studies in multi-brand retail (e.g., Kumar & Singh,
2017) highlight the importance of Tangibles (e.g., modern equipment, store aesthetics) in
attracting tech-savvy customers, particularly in urban markets like Bangalore. However,
limited research focuses on long-established multi-brand stores in emerging economies,
where legacy operations may struggle to meet modern expectations for technology and
convenience, a gap this study addresses.

Gaps in Existing Literature

Limited Focus on Long-Established Retail

While SERVQUAL and RSQS have been widely applied in modern retail chains (e.g.,
department stores, supermarkets), there is a paucity of research on long-established multi-
brand stores like DEVI INTERNATIONAL, operational for over four decades. Such stores
often face challenges in modernizing facilities and adapting to evolving customer
expectations, particularly in competitive urban markets. The large Tangibles gap (-0.88 for

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modern equipment) identified in this study’s preliminary findings underscores this issue, yet
few studies explore how legacy retailers can bridge such gaps.

Cultural and Economic Contexts

Sivakumar and Srinivasan (2012) note that SERVQUAL applications in emerging markets
require contextual adaptation due to cultural and economic differences. In India, price
sensitivity and diverse customer demographics (e.g., 70% aged 26–45, 69% male in this
study’s sample) influence service expectations. However, most SERVQUAL studies focus on
Western or modern retail contexts, with limited insights into traditional multi-brand stores in
India. This study fills this gap by applying SERVQUAL to a Bangalore-based retailer, where
middle-class and tech-savvy customers dominate.

Demographic-Specific Insights

Existing SERVQUAL studies often aggregate customer responses without analyzing

demographic variations (e.g., age, income, visit frequency). This study’s demographic
analysis (e.g., 37% occasional and 37% regular customers) suggests that service quality
perceptions may differ by customer segment, yet few studies explore such differences in
retail. This gap justifies the inclusion of demographic analysis in the current study to
contextualize SERVQUAL findings.

Justification of Research Approach

Choice of SERVQUAL

The SERVQUAL framework is chosen for its proven reliability and diagnostic power in retail
settings (Parasuraman et al., 1988; Dabholkar et al., 1996). Its five dimensions
comprehensively cover the service quality aspects relevant to DEVI INTERNATIONAL,
from physical facilities (Tangibles) to employee interactions (Assurance, Empathy). The
framework’s gap analysis approach aligns with the study’s objectives of identifying specific
service shortfalls (e.g., Q1: -0.88, Q19: -0.60) and providing actionable recommendations.
The 22-item questionnaire ensures detailed measurement, as validated in the Reliance Fresh
study (Publishing India Groups, n.d.).

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Relevance to Multi-Brand Retail

Multi-brand retail requires a balance of product variety and service quality, making
SERVQUAL’s multi-dimensional approach ideal. Dabholkar et al. (1996) demonstrated that
SERVQUAL-based scales like RSQS are effective for stores offering mixed goods and
services, as seen in DEVI INTERNATIONAL’s diverse offerings (e.g., mobiles,
refrigerators). The framework’s focus on customer perceptions aligns with the study’s aim to
assess how a diverse customer base (e.g., 67% middle-income) evaluates service quality.

Diagnostic and Practical Utility

SERVQUAL’s gap scores enable precise identification of service weaknesses, as seen in the
preliminary findings (e.g., Tangibles average gap: -0.64). Zeithaml et al. (2018) emphasize
that such diagnostics guide practical improvements, such as modernizing equipment or
adjusting operating hours, directly supporting the study’s objective of providing actionable
insights for DEVI INTERNATIONAL.

Synthesis and Contribution to the Study

The literature underscores SERVQUAL’s robustness in measuring retail service quality,

particularly through its validated applications in diverse contexts (Parasuraman et al., 1988;
Dabholkar et al., 1996; Sivakumar & Srinivasan, 2012). However, gaps remain in applying
SERVQUAL to long-established multi-brand retailers in emerging markets like India, where
cultural and economic factors shape customer expectations. This study addresses these gaps
by:

 Applying SERVQUAL to DEVI INTERNATIONAL, a legacy retailer, to evaluate

service quality in a competitive urban market.

 Incorporating demographic analysis (e.g., 70% aged 26–45, 18% first-time visitors) to
contextualize findings, addressing the lack of segment-specific insights in prior
studies.

 Focusing on practical recommendations to bridge identified gaps (e.g., modernizing

equipment, improving operating hours), aligning with the diagnostic utility of
SERVQUAL.

The preliminary findings (average gap: -0.42, strengths in Assurance, weaknesses in

Tangibles) align with literature emphasizing the importance of physical infrastructure and

27
reliability in retail (Zeithaml et al., 2018). By building on these insights, the study

contributes to both academic understanding and practical retail management in emerging

economies.

Conclusion

This literature review establishes a robust theoretical foundation for assessing DEVI
INTERNATIONAL’s service quality using SERVQUAL. The framework’s validated
reliability, coupled with its applicability to retail (Dabholkar et al., 1996; Sivakumar &
Srinivasan, 2012), justifies its use in this study. The review highlights gaps in research on
long-established multi-brand retailers and demographic-specific service quality perceptions,
which this study addresses through its focus on a Bangalore-based store and its diverse
customer base. By integrating SERVQUAL with demographic insights, the study aims to
provide actionable recommendations to enhance customer satisfaction and competitiveness,
contributing to both academic and practical domains in retail management.

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 RESEARCH METHODOLOGY

Research Design

The study adopts a descriptive and diagnostic research design, aiming to describe the current
state of service quality at DEVI INTERNATIONAL and diagnose gaps between customer
expectations and perceptions. This quantitative approach uses the SERVQUAL framework to
measure service quality across five dimensions: Tangibles, Reliability, Responsiveness,
Assurance, and Empathy.

Data Collection Methods

Data was collected using a structured SERVQUAL questionnaire comprising 22 items, with
two sections: one measuring customer expectations of an excellent multi-brand retail store
and another measuring perceptions of DEVI INTERNATIONAL’s service. The questionnaire
uses a 7-point Likert scale (1 = Strongly Disagree, 7 = Strongly Agree). Surveys were
administered in-person and online to customers visiting the store over a two-week period in
2025, ensuring accessibility and convenience.

Sampling Method and Size

 Sampling Method: Convenience sampling was employed, targeting customers

visiting DEVI INTERNATIONAL during the study period. This method was chosen
for practicality, given the store’s high foot traffic and the need for rapid data
collection.

 Sample Size: 100 customers, providing a sufficient sample to analyze service quality
trends while balancing time and resource constraints.

Data Analysis Techniques

The collected data was analyzed using the following techniques:

 Gap Score Analysis: Calculated as Perception mean minus Expectation mean for
each of the 22 SERVQUAL items to identify service quality gaps.

 Mean and Standard Deviation: Computed for Expectation and Perception scores to
summarize customer responses and assess variability.

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  Dimension-wise Ranking: Aggregated gap scores by SERVQUAL dimension
(Tangibles, Reliability, Responsiveness, Assurance, Empathy) to prioritize areas
needing improvement.

 Demographic Analysis: Frequency distributions and percentages for Age, Gender,

Education, Monthly Income, Visit Frequency, and Products Purchased to
contextualize findings.

Limitations of the Methodology

 Sample Size and Sampling Method: The convenience sample of 100 customers may
not fully represent DEVI INTERNATIONAL’s diverse customer base, potentially
limiting generalizability.

 Data Inconsistencies: Minor errors in the dataset (e.g., invalid age range "36–55" for
[Link] 91, income typos like "50–70") required assumptions or corrections, slightly
affecting precision.

 Lack of Segmentation: The analysis did not cross-tabulate SERVQUAL scores by

demographics (e.g., age, visit frequency), limiting insights into segment-specific
perceptions.

 Time Constraints: The two-week data collection period provides a snapshot,

potentially missing seasonal variations in customer perceptions.

 Subjectivity of SERVQUAL: The Likert scale relies on subjective ratings, which

may be influenced by external factors like competitor experiences or personal biases.

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 DATA ANALYSIS AND INTERPRETATION

A. DEMOGRAPHIC ANALYSIS

The dataset includes 100 respondents who provided demographic information and rated their
expectations and perceptions of DEVI INTERNATIONAL’s service quality. The
demographic variables analysed are Age, Gender, Education, Monthly Income, Visit
Frequency, and Products Purchased. Below is a detailed breakdown of each variable, with
counts, percentages, and insights.

1. Age Distribution

The respondents are categorized into four age groups: 18–25, 26–35, 36–45, 46–55, and
Above 55.

 18–25: 10 respondents (10%)

 26–35: 35 respondents (35%)

 36–45: 35 respondents (35%)

 46–55: 13 respondents (13%)

 Above 55: 3 respondents (3%)

Insights:

 The majority of respondents (70%) are in the 26–45 age range (26–35: 35%, 36–45:
35%), indicating that DEVI INTERNATIONAL primarily serves middle-aged adults,
likely professionals or families purchasing electronics and appliances.

 Younger customers (18–25: 10%) and older customers (Above 55: 3%) are
underrepresented, suggesting the store’s offerings or marketing may appeal more to
mid-career or family-oriented customers.

31
2. Gender Distribution

Gender is categorized as Male or Female.

 Male: 69 respondents (69%)

 Female: 27 respondents (27%)

 Missing/Invalid: 4 respondents (4%) listed as "Not given" or blank (e.g., [Link] 19).

Insights:

 The customer base is predominantly male (69%), which may reflect the store’s focus
on electronics (e.g., mobile phones, laptops) that historically attract more male buyers
in retail settings.

 Females (27%) are a significant minority, suggesting opportunities to target female

customers with tailored marketing or product offerings (e.g., kitchen appliances like
mixers or dishwashers).

32
3. Education Level

Education levels include High School, Graduate, Post Graduate, Professional, and missing
entries.

 High School: 17 respondents (17%)

 Graduate: 47 respondents (47%)

 Post Graduate: 16 respondents (16%)

 Professional: 12 respondents (12%)

 The majority of respondents are Graduates (47%), followed by High School (17%)
and Post Graduates (16%), indicating a relatively educated customer base, likely with
moderate to high purchasing power for electronics and appliances.

 Professional-degree holders (12%) suggest some customers may be in specialized

fields, potentially influencing their expectations for high-quality service and modern
technology.

 The 8% missing data reduces the precision of this analysis, but the dominance of
Graduates aligns with urban retail customers in Bangalore.

33
4. Monthly Income

Monthly income is categorized as Below 25K, 25K–50K, 50K–75K, Above 75K, and
variations like "50–70" or "75–50" (likely typos).

 Below 25K: 11 respondents (11%)

 25K–50K: 36 respondents (36%)

 50K–75K: 31 respondents (31%)

 Above 75K: 17 respondents (17%)

Insights:

 The majority of respondents (67%) have incomes between 25K–75K (25K–50K:

36%, 50K–75K: 31%), indicating a middle-class customer base with sufficient
disposable income for electronics and appliances.

 The 17% with incomes Above 75K suggests a segment of higher-income customers
who may have elevated expectations for modern equipment and premium service.

34
5. Visit Frequency

Visit frequency includes First Time, Occasional, Regular, Frequent, and Monthly.

 First Time: 18 respondents (18%)

 Occasional: 37 respondents (37%)

 Regular: 37 respondents (37%)

 Frequent: 7 respondents (7%)

 Monthly: 1 respondent (1%)

Insights:

 The customer base is evenly split between Occasional (37%) and Regular (37%)
visitors, suggesting a balanced mix of repeat and infrequent customers.

 First Time visitors (18%) indicate some new customer acquisition, while Frequent
(7%) and Monthly (1%) visitors suggest a smaller loyal customer segment.

 This distribution implies that DEVI INTERNATIONAL relies on both repeat business
and new customers, with opportunities to convert Occasional visitors into Regular or
Frequent ones through improved service quality.

35
6. Products Purchased

Products purchased include a variety of electronics and appliances, with some respondents
listing multiple items.

 Mobile Phones: 22 respondents (22%) explicitly mention "Mobile" or combinations

(e.g., "Tv n Mobile").

 Refrigerators (Ref): 18 respondents (18%) mention "Ref" or combinations (e.g.,

"Ref n Wm").

 Washing Machines (WM): 20 respondents (20%) mention "WM" or combinations.

 Televisions (TV): 15 respondents (15%) mention "TV" or combinations.

 Microwaves (MW): 6 respondents (6%) mention "MW" or combinations.

 Dishwashers (DW): 6 respondents (6%) mention "DW" or combinations.

 Air Conditioners (AC): 6 respondents (6%) mention "AC" or combinations.

 Other Products: Includes Mixi (5%), Laptop (4%), Geyser (2%), Vacuum Cleaner,

 Food Processor, Gas Stove, Garment Steamer, Hand Blender, Apple iPad, iPhone
(each ~1%).

 Multiple Products: 18 respondents (18%) purchased multiple items (e.g., "Tv n

Mobile," "Wm tv mixi mobile ref").

 Unique Case: [Link] 23 mentions "6 products," and [Link] 24 mentions "More than 10,"
indicating high-volume purchases.

36
Insights:

 The most popular products are mobiles (22%), washing machines (20%), and
refrigerators (18%), reflecting DEVI INTERNATIONAL’s focus on high-demand
electronics and appliances.

 The variety of products (e.g., mixers, dishwashers, air conditioners) confirms the
store’s multi-brand appeal, catering to diverse household needs.

 Customers purchasing multiple products (18%) suggest cross-selling opportunities,

but the large Tangibles gap (e.g., Q1: -0.88 for modern equipment) may indicate that
the store’s technology display does not fully showcase this variety.

Summary

The demographic profile of DEVI INTERNATIONAL’s customers reveals:

 Age: Predominantly 26–45 (70%), middle-aged adults.

 Gender: Mostly male (69%), with a significant female minority (27%).

 Education: Largely Graduates (47%), indicating an educated customer base.

 Income: Middle-class (67% in 25K–75K), with some high-income customers (17%).

 Visit Frequency: Balanced between Occasional (37%) and Regular (37%), with 18%
First Time.

 Products Purchased: Focus on mobiles (22%), washing machines (20%), and

refrigerators (18%), with diverse appliances and multi-product purchases (18%).

These demographics suggest a middle-class, educated, and predominantly male customer

base with varied shopping frequencies and product preferences. The SERVQUAL gaps (e.g.,
Q1: -0.88, Q19: -0.60) align with this profile, as tech-savvy and busy customers likely expect
modern equipment and convenient hours. Addressing these gaps can enhance satisfaction for
this diverse customer base.

37
 TABLE- 4.1 Expectation vs Perception: Modern Equipment and Technology

EXPECTATION An excellent multi-brand retail store should have modern-looking equipment

and technology
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 59 35 5 1 0 0 0 100
Respondents
% of 59% 35% 5% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.52

PERCEPTION DEVI INTERNATIONAL has modern-looking equipment and technology

[Link] 47 15 18 8 5 1 6 100
Respondents
% of 47% 15% 18% 8% 5% 1% 6% 100%
Respondents
Mean Value 5.64
SERVQUL GAP PRECEPTION- EXPECATION- 5.64 – 6.48 = (-0.88)
Graph-4.1 Expectation vs Perception: Modern Equipment and Technology

38
Data Interpretation & Analysis: Modern-looking equipment and technology

Expectation Distribution: Strongly Agree (59%), Agree (35%), Somewhat Agree (5%),
Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree (0%)

Perception Distribution: Strongly Agree (47%), Agree (15%), Somewhat Agree (18%),
Neutral (8%), Somewhat Disagree (5%), Disagree (1%), Strongly Disagree (6%)

Expectation Mean: 6.52

Perception Mean: 5.64

SERVQUAL Gap: -0.88

 Analysis: The significant negative gap of -0.88 indicates a substantial shortfall in

perceptions of DEVI INTERNATIONAL’s equipment and technology compared to
customer expectations. While 59% of respondents strongly agree and 35% agree (94%
combined) that an excellent retail store should have modern equipment, only 47%
strongly agree and 15% agree (62% combined) that DEVI INTERNATIONAL meets
this standard. The Perception distribution shows a notable shift toward lower ratings,
with 18% in Somewhat Agree, 8% in Neutral, 5% in Somewhat Disagree, 1% in
Disagree, and 6% in Strongly Disagree, compared to near-zero responses in these
categories for Expectation. This suggests that customers perceive DEVI
INTERNATIONAL’s technology as significantly less modern, highlighting a critical
area for improvement.

39
 TABLE 4.2 Expectation vs Perception: Physical facilities visually appealing

EXPECTATION The physical facilities of an excellent multi-brand retail store should be

visually appealing.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 50 39 09 1 0 0 0 100
Respondents
% of 50% 39% 09% 1 0% 0% 0% 100%
Respondents
Mean Value 6.38

PERCEPTION DEVI INTERNATIONAL's physical facilities are visually appealing.

[Link] 37 33 12 11 2 5 0 100
Respondents
% of 37% 33% 12% 11% 2% 5% 0 100%
Respondents
Mean Value 5.77
SERVQUL GAP PRECEPTION- EXPECATION-- >5.77 – 6.38 = (-0.61)

Graph 4.2 Expectation vs Perception: Physical facilities visually appealing

40
Data Interpretation & Analysis: Visually appealing physical facilities

Expectation Mean: 6.38

Perception Mean: 5.77

SERVQUAL Gap: -0.61

Expectation Distribution: Strongly Agree (50%), Agree (39%), Somewhat Agree (9%),
Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree (0%)

Perception Distribution: Strongly Agree (37%), Agree (33%), Somewhat Agree (12%),
Neutral (11%), Somewhat Disagree (2%), Disagree (5%), Strongly Disagree (0%)

Analysis: The negative gap of -0.61 reflects that DEVI INTERNATIONAL’s physical
facilities are perceived as less visually appealing than expected. Expectations are high, with
50% Strongly Agree and 39% Agree (89% combined), but perceptions drop to 37% Strongly
Agree and 33% Agree (70% combined). The Perception distribution shows increased
responses in lower categories: 12% Somewhat Agree, 11% Neutral, 2% Somewhat Disagree,
and 5% Disagree, compared to only 9% Somewhat Agree and 1% Neutral for Expectation.
This shift indicates that customers find the store’s facilities less aesthetically pleasing than
desired, suggesting a need for enhancements in store

41
 TABLE- 4.3: Expectation vs Perception: Employees well dressed and neat in
appearance
EXPECTATION Employees of an excellent multi-brand retail store should be well dressed and
neat in appearance.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 62 33 5 0 0 0 0 100
Respondents
% of 62% 33% 5% 0% 0% 0% 0% 100%
Respondents
Mean Value 6.57

PERCEPTION DEVI INTERNATIONAL's employees are well dressed and neat in

appearance.
[Link] 49 31 10 2 3 5 0 100
Respondents
% of 49% 31% 10% 2% 3% 5% 0% 100%
Respondents
Mean Value 6.06
SERVQUL GAP PRECEPTION- EXPECATION- 6.06-6.57 = (-0.51)
Graph 4.3 Expectation vs Perception: Employees well dressed and neat in appearance.

70

60

50

40
Expectation
30
Perception

20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

42
Data Interpretation & Analysis: Employees well dressed and neat in appearance

Expectation Mean: 6.57

Perception Mean: 6.06

SERVQUAL Gap: -0.51

Expectation Distribution: Strongly Agree (62%), Agree (33%), Somewhat Agree (5%),
Neutral (0%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree (0%)

Perception Distribution: Strongly Agree (49%), Agree (31%), Somewhat Agree (10%),
Neutral (2%), Somewhat Disagree (3%), Disagree (5%), Strongly Disagree (0%)

Analysis: The negative gap of -0.51 indicates that DEVI INTERNATIONAL’s employees are
perceived as less well-dressed and neat compared to expectations. Expectations are very high,
with 62% Strongly Agree and 33% Agree (95% combined), but perceptions fall to 49%
Strongly Agree and 31% Agree (80% combined). The Perception distribution shows a shift to
10% Somewhat Agree, 2% Neutral, 3% Somewhat Disagree, and 5% Disagree, compared to
only 5% Somewhat Agree and no responses in lower categories for Expectation. This
suggests that while employees are generally well-presented, they do not fully meet the high
standards customers expect for appearance.

43
 TABLE- 4.4: Expectation vs Perception: Materials associated with the service visually
appealing

EXPECTATION The appearance of materials associated with the service (brochures,

catalogues, price tags) should be visually appealing in an excellent multi-brand
retail store
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 46 42 10 2 0 0 0 100
Respondents
% of 46% 42% 10% 2% 0% 0% 0% 100%
Respondents
Mean Value 6.32

PERCEPTION The appearance of materials associated with DEVI INTERNATIONAL’s

service (brochures, catalogues, price tags) is visually appealing.
[Link] 31 39 15 8 5 1 1 100
Respondents
% of 31% 39% 15% 8% 5% 1% 1% 100%
Respondents
Mean Value 5.76
SERVQUL GAP PRECEPTION- EXPECATION- 5.76-6.32 = (-0.56)
Graph 4.4 Expectation vs Perception: Materials associated with the service visually
appealing
50

45

40

35

30

25
Expectation
20
Perception
15

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

44
Data Interpretation & Analysis: Visually appealing materials (brochures, catalogues, price
tags)

Expectation Mean: 6.32

Perception Mean: 5.76

SERVQUAL Gap: -0.56

Expectation Distribution: Strongly Agree (46%), Agree (42%), Somewhat Agree (10%),
Neutral (2%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree (0%)

Perception Distribution: Strongly Agree (31%), Agree (39%), Somewhat Agree (15%),
Neutral (8%), Somewhat Disagree (5%), Disagree (1%), Strongly Disagree (1%)

Analysis: The negative gap of -0.56 shows that DEVI INTERNATIONAL’s service-related
materials are perceived as less visually appealing than expected. Expectations include 46%
Strongly Agree and 42% Agree (88% combined), but perceptions drop to 31% Strongly Agree
and 39% Agree (70% combined). The Perception distribution shifts toward lower ratings,
with 15% Somewhat Agree, 8% Neutral, 5% Somewhat Disagree, 1% Disagree, and 1%
Strongly Disagree, compared to 10% Somewhat Agree and 2% Neutral for Expectation. This
indicates that materials like brochures and price tags are seen as less attractive, pointing to a
need for improved design quality.

45
 TABLE- 4.5: Expectation vs Perception: Promises to do something by a certain time

EXPECTATION When an excellent multi-brand retail store promises to do something by a

certain time, it should do so.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 54 35 10 1 0 0 0 100
Respondents
% of 54% 35% 10% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.42

PERCEPTION When DEVI INTERNATIONAL promises to do something by a certain time,

it does so.
[Link] 50 23 13 8 6 0 0 100
Respondents
% of 50% 23% 13% 8% 6% 10% 60% 100%
Respondents
Mean Value 6.03
SERVQUL GAP PRECEPTION- EXPECATION- 6.03-6.42 = (-0.39)

Graph 4.5 Expectation vs Perception: Promises to do something by a certain time

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

46
Data Interpretation & Analysis : Promises to do something by a certain time

 Expectation Mean: 6.42

 Perception Mean: 6.03

 SERVQUAL Gap: -0.39

 Expectation Distribution: Strongly Agree (54%), Agree (35%), Somewhat Agree

(10%), Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (50%), Agree (23%), Somewhat Agree

(13%), Neutral (8%), Somewhat Disagree (6%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.39 suggests that DEVI INTERNATIONAL is less
reliable in fulfilling promises by a specified time than expected. Expectations show
54% Strongly Agree and 35% Agree (89% combined), while perceptions have 50%
Strongly Agree and 23% Agree (73% combined). The Perception distribution includes
13% Somewhat Agree, 8% Neutral, and 6% Somewhat Disagree, compared to 10%
Somewhat Agree and 1% Neutral for Expectation. This shift indicates that customers
perceive some delays or inconsistencies in meeting promised timelines.

47
TABLE- 4.6: Expectation vs Perception: Interest in solving customer problems

EXPECTATION When customers have problems, an excellent multi-brand retail store should
show sincere interest in solving them.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 54 38 7 1 0 0 0 100
Respondents
% of 54% 38% 7% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.45

PERCEPTION When you have problems, DEVI INTERNATIONAL shows sincere interest in
solving them.
[Link] 45 23 21 7 4 0 0 100
Respondents
% of 45% 23% 21% 7% 4% 0% 0% 100%
Respondents
Mean Value 5.98
SERVQUL GAP PRECEPTION- EXPECATION- 5.98 – 6.45 = (-0.47)
Graph 4.6 Expectation vs Perception: Interest in solving customer problems

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

48
Data Interpretation & Analysis : Sincere interest in solving customer problems

 Expectation Mean: 6.45

 Perception Mean: 5.98

 SERVQUAL Gap: -0.47

 Expectation Distribution: Strongly Agree (54%), Agree (38%), Somewhat Agree

(7%), Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (45%), Agree (23%), Somewhat Agree

(21%), Neutral (7%), Somewhat Disagree (4%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.47 indicates that DEVI INTERNATIONAL shows
less sincere interest in solving customer problems than expected. Expectations include
54% Strongly Agree and 38% Agree (92% combined), but perceptions drop to 45%
Strongly Agree and 23% Agree (68% combined). The Perception distribution shifts to
21% Somewhat Agree, 7% Neutral, and 4% Somewhat Disagree, compared to 7%
Somewhat Agree and 1% Neutral for Expectation. This suggests that customers feel
the store’s problem-solving efforts are less committed than desired.

49
 TABLE- 4.7: Expectation vs Perception: Perform the service right the first time

EXPECTATION An excellent multi-brand retail store should perform the service right the first
time.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 54 33 12 1 0 0 0 100
Respondents
% of 54% 33% 12% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.4

PERCEPTION DEVI INTERNATIONAL performs the service right the first time.
[Link] 38 37 13 6 5 1 0 100
Respondents
% of 38% 37% 13% 6% 5% 1% 0% 100%
Respondents
Mean Value 5.94
SERVQUL GAP PRECEPTION- EXPECATION- 5.94 – 6.4 = (-0.46)

Graph 4.7 Expectation vs Perception: Perform the service right the first time

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

50
Data Interpretation & Analysis: Perform the service right the first time

Expectation Mean: 6.40

Perception Mean: 5.94

SERVQUAL Gap: -0.46

Expectation Distribution: Strongly Agree (54%), Agree (33%), Somewhat Agree (12%),
Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree (0%)

Perception Distribution: Strongly Agree (38%), Agree (37%), Somewhat Agree (13%),
Neutral (6%), Somewhat Disagree (5%), Disagree (1%), Strongly Disagree (0%)

Analysis: The negative gap of -0.46 shows that DEVI INTERNATIONAL is less effective at
performing services correctly the first time compared to expectations. Expectations include
54% Strongly Agree and 33% Agree (87% combined), but perceptions drop to 38% Strongly
Agree and 37% Agree (75% combined). The Perception distribution includes 13% Somewhat
Agree, 6% Neutral, 5% Somewhat Disagree, and 1% Disagree, compared to 12% Somewhat
Agree and 1% Neutral for Expectation. This indicates a moderate shortfall in service
accuracy.

51
TABLE- 4.8: 8 Expectation vs Perception: Provides its services at the time it promises
to do so

EXPECTATION An excellent multi-brand retail store should provide its services at the time it
promises to do so.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 54 28 18 0 0 0 0 100
Respondents
% of 54% 28% 18% 0% 0% 0% 0% 100%
Respondents
Mean Value 6.36

PERCEPTION DEVI INTERNATIONAL provides its services at the time it promises to do

so.
[Link] 40 27 23 8 1 0 1 100
Respondents
% of 40% 27% 23% 8% 1% 0% 1% 100%
Respondents
Mean Value 5.93
SERVQUL GAP PRECEPTION- EXPECATION- 5.93 – 6.36 = (-0.43)

Graph 4.8 Expectation vs Perception: Provides its services at the time it promises to do
so

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

52
Data Interpretation & Analysis: Provides services at the promised time

 Expectation Mean: 6.36

 Perception Mean: 5.93

 SERVQUAL Gap: -0.43

 Expectation Distribution: Strongly Agree (54%), Agree (28%), Somewhat Agree

(18%), Neutral (0%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (40%), Agree (27%), Somewhat Agree

(23%), Neutral (8%), Somewhat Disagree (1%), Disagree (0%), Strongly Disagree
(1%)

 Analysis: The negative gap of -0.43 suggests that DEVI INTERNATIONAL is less
punctual in delivering services at the promised time than expected. Expectations show
54% Strongly Agree and 28% Agree (82% combined), while perceptions have 40%
Strongly Agree and 27% Agree (67% combined). The Perception distribution includes
23% Somewhat Agree, 8% Neutral, 1% Somewhat Disagree, and 1% Strongly
Disagree, compared to 18% Somewhat Agree for Expectation. This indicates a
moderate gap in meeting promised service times.

53
 TABLE- 4.9: Expectation vs Perception: Maintains error-free records and
documentation

EXPECTATION An excellent multi-brand retail store should maintain error-free records and
documentation.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 58 27 8 7 0 0 0 100
Respondents
% of 58% 27% 8% 7% 0% 0% 0% 100%
Respondents
Mean Value 6.36

PERCEPTION DEVI INTERNATIONAL maintains error-free records and documentation.

[Link] 36 38 15 9 2 0 0 100
Respondents
% of 36% 38% 15% 9% 2% 0% 0% 100%
Respondents
Mean Value 5.97
SERVQUL GAP PRECEPTION- EXPECATION- 5.97 – 6.36 = (-0.39)

Graph 4.9 Expectation vs Perception: Maintains error-free records and documentation

70

60

50

40
Expectation
30 Perception

20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

54
Data Interpretation & Analysis : Maintains error-free records and documentation

 Expectation Mean: 6.36

 Perception Mean: 5.97

 SERVQUAL Gap: -0.39

 Expectation Distribution: Strongly Agree (58%), Agree (27%), Somewhat Agree

(8%), Neutral (7%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (36%), Agree (38%), Somewhat Agree

(15%), Neutral (9%), Somewhat Disagree (2%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.39 indicates that DEVI INTERNATIONAL’s

records and documentation are perceived as less error-free than expected.
Expectations include 58% Strongly Agree and 27% Agree (85% combined), but
perceptions drop to 36% Strongly Agree and 38% Agree (74% combined). The
Perception distribution shows 15% Somewhat Agree, 9% Neutral, and 2% Somewhat
Disagree, compared to 8% Somewhat Agree and 7% Neutral for Expectation. This
suggests a moderate need for improved accuracy in record-keeping.

55
 TABLE- 4.10: Expectation vs Perception: Tell customers exactly when services will be
performed.

EXPECTATION Employees of an excellent multi-brand retail store should tell customers

exactly when services will be performed.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 52 44 4 0 0 0 0 100
Respondents
% of 52% 44% 5% 0% 0% 0% 0% 100%
Respondents
Mean Value 6.48

PERCEPTION DEVI INTERNATIONAL's employees tell you exactly when services will be
performed.
[Link] 44 33 10 4 8 1 0 100
Respondents
% of 44% 33% 10% 4% 8% 1% 0% 100%
Respondents
Mean Value 5.98
SERVQUL GAP PRECEPTION- EXPECATION- 5.98 – 6.48 = (-0.5)
Graph 4.10 Expectation vs Perception: Tell customers exactly when services will be
performed.

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

56
Data Interpretation & Analysis : Tells customers exactly when services will be
performed

 Expectation Mean: 6.48

 Perception Mean: 5.98

 SERVQUAL Gap: -0.50

 Expectation Distribution: Strongly Agree (52%), Agree (44%), Somewhat Agree

(4%), Neutral (0%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (44%), Agree (33%), Somewhat Agree

(10%), Neutral (4%), Somewhat Disagree (8%), Disagree (1%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.50 indicates that DEVI INTERNATIONAL’s

employees are less clear in communicating service timing than expected. Expectations
show 52% Strongly Agree and 44% Agree (96% combined), but perceptions drop to
44% Strongly Agree and 33% Agree (77% combined). The Perception distribution
includes 10% Somewhat Agree, 4% Neutral, 8% Somewhat Disagree, and 1%
Disagree, compared to 4% Somewhat Agree for Expectation. This suggests a
communication gap in informing customers about service schedules.

57
 TABLE- 4.11: Expectation vs Perception: Gives prompt service to customers

EXPECTATION Employees of an excellent multi-brand retail store should give prompt service
to customers.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 54 37 7 2 0 0 0 100
Respondents
% of 54% 37% 7% 2% 0% 0% 0% 100%
Respondents
Mean Value 6.43

PERCEPTION DEVI INTERNATIONAL's employees have given you prompt service.

[Link] 44 36 12 5 1 0 2 100
Respondents
% of 44% 36% 12% 5% 1% 0% 2% 100%
Respondents
Mean Value 6.09
SERVQUL GAP PRECEPTION- EXPECATION- 6.09– 6.43 = (-0.34)

Graph 4.11 Expectation vs Perception: Gives prompt service to customers

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

58
Data Interpretation & Analysis : Gives prompt service to customers

 Expectation Mean: 6.43

 Perception Mean: 6.09

 SERVQUAL Gap: -0.34

 Expectation Distribution: Strongly Agree (54%), Agree (37%), Somewhat Agree

(7%), Neutral (2%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (44%), Agree (36%), Somewhat Agree

(12%), Neutral (5%), Somewhat Disagree (1%), Disagree (0%), Strongly Disagree
(2%)

 Analysis: The negative gap of -0.34 suggests that DEVI INTERNATIONAL’s

employees provide less prompt service than expected. Expectations include 54%
Strongly Agree and 37% Agree (91% combined), but perceptions drop to 44%
Strongly Agree and 36% Agree (80% combined). The Perception distribution shows
12% Somewhat Agree, 5% Neutral, 1% Somewhat Disagree, and 2% Strongly
Disagree, compared to 7% Somewhat Agree and 2% Neutral for Expectation. This
indicates a moderate shortfall in service speed.

59
TABLE- 4.12: Expectation vs Perception: Always willing to help customers

EXPECTATION Employees of an excellent multi-brand retail store should always be willing to

help customers.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 48 41 11 0 0 0 0 100
Respondents
% of 48% 41% 11% 0% 0% 0% 0% 100%
Respondents
Mean Value 6.37

PERCEPTION DEVI INTERNATIONAL's employees are always willing to help you.

[Link] 55 32 8 2 0 2 1 100
Respondents
% of 55% 32% 8% 2% 0% 2% 1% 100%
Respondents
Mean Value 6.3
SERVQUL GAP PRECEPTION- EXPECATION- 6.3 – 6.37 = (-0.07)

Graph 4.12 Expectation vs Perception: Always willing to help customers

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

60
Data Interpretation & Analysis : Employees always willing to help customers

 Expectation Mean: 6.37

 Perception Mean: 6.30

 SERVQUAL Gap: -0.07

 Expectation Distribution: Strongly Agree (48%), Agree (41%), Somewhat Agree

(11%), Neutral (0%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (55%), Agree (32%), Somewhat Agree

(8%), Neutral (2%), Somewhat Disagree (0%), Disagree (2%), Strongly Disagree
(1%)

 Analysis: The small negative gap of -0.07 indicates that DEVI INTERNATIONAL’s
employees are nearly as willing to help customers as expected. Expectations show
48% Strongly Agree and 41% Agree (89% combined), while perceptions have 55%
Strongly Agree and 32% Agree (87% combined). However, Perception includes 2%
Neutral, 2% Disagree, and 1% Strongly Disagree, compared to no responses in these
categories for Expectation. The slight gap suggests minor inconsistencies in employee
helpfulness.

61
TABLE- 4.13: Graph 4.13 Expectation vs Perception: Never be too busy to respond to
customer requests

EXPECTATION Employees of an excellent multi-brand retail store should never be too busy to
respond to customer requests.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 53 35 11 1 0 0 0 100
Respondents
% of 53% 35% 11% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.4

PERCEPTION DEVI INTERNATIONAL's employees are never too busy to respond to your
requests.
[Link] 42 34 16 3 5 0 0 100
Respondents
% of 42% 34% 16% 3% 5% 0% 0% 100%
Respondents
Mean Value 6.05
SERVQUL GAP PRECEPTION- EXPECATION- 6.05-6.4 = (-0.35)

Graph 4.13 Expectation vs Perception: Never be too busy to respond to customer

requests

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

62
Data Interpretation & Analysis : Employees never too busy to respond to customer
requests

 Expectation Mean: 6.40

 Perception Mean: 6.05

 SERVQUAL Gap: -0.35

 Expectation Distribution: Strongly Agree (53%), Agree (35%), Somewhat Agree

(11%), Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (42%), Agree (34%), Somewhat Agree

(16%), Neutral (3%), Somewhat Disagree (5%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.35 suggests that DEVI INTERNATIONAL’s

employees are perceived as less available to respond to customer requests without
being too busy. Expectations include 53% Strongly Agree and 35% Agree (88%
combined), but perceptions drop to 42% Strongly Agree and 34% Agree (76%
combined). The Perception distribution shows 16% Somewhat Agree, 3% Neutral,
and 5% Somewhat Disagree, compared to 11% Somewhat Agree and 1% Neutral for
Expectation. This indicates a moderate availability gap.

63
 TABLE- 4.14: Graph 4.14 Expectation vs Perception: Behaviour of employees instil
confidence in customers

EXPECTATION The behaviour of employees in an excellent multi-brand retail store should

instil confidence in customers.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 50 34 10 6 0 0 0 100
Respondents
% of 50% 34% 10% 6% 0% 0% 0% 100%
Respondents
Mean Value 6.28

PERCEPTION The behaviour of DEVI INTERNATIONAL's employees instils confidence in

you.
[Link] 53 22 17 6 1 1 0 100
Respondents
% of 53% 22% 17% 6% 1% 1% 0% 100%
Respondents
Mean Value 6.17
SERVQUL GAP PRECEPTION- EXPECATION- 6.17-6.28 = (-0.11)
Graph 4.14 Expectation vs Perception: Behaviour of employees instil confidence in
customers

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

64
Data Interpretation & Analysis : Employee behavior instills confidence in customers

 Expectation Mean: 6.28

 Perception Mean: 6.17

 SERVQUAL Gap: -0.11

 Expectation Distribution: Strongly Agree (50%), Agree (34%), Somewhat Agree

(10%), Neutral (6%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (53%), Agree (22%), Somewhat Agree

(17%), Neutral (6%), Somewhat Disagree (1%), Disagree (1%), Strongly Disagree
(0%)

 Analysis: The small negative gap of -0.11 indicates that DEVI INTERNATIONAL’s
employee behavior nearly meets expectations for instilling confidence. Expectations
show 50% Strongly Agree and 34% Agree (84% combined), while perceptions have
53% Strongly Agree but only 22% Agree (75% combined). Perception includes 17%
Somewhat Agree, 6% Neutral, 1% Somewhat Disagree, and 1% Disagree, compared
to 10% Somewhat Agree and 6% Neutral for Expectation. The minor gap suggests
slight inconsistencies in confidence-building behavior.

65
TABLE- 4.15: Expectation vs Perception: Customers feel safe in their transactions

EXPECTATION Customers should feel safe in their transactions with an excellent multi-brand
retail store.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 55 32 9 4 0 0 0 100
Respondents
% of 55% 32% 9% 4% 0% 0% 0% 100%
Respondents
Mean Value 6.38

PERCEPTION You feel safe in your transactions with DEVI INTERNATIONAL.

[Link] 55 25 10 7 3 0 0 100
Respondents
% of 55% 25% 10% 7% 3% 0% 0% 100%
Respondents
Mean Value 6.22
SERVQUL GAP PRECEPTION- EXPECATION- 6.22-6.38 = (-0.16)
Graph 4.15 Expectation vs Perception: Customers feel safe in their transactions

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

66
Data Interpretation & Analysis : Customers feel safe in their transactions

 Expectation Mean: 6.38

 Perception Mean: 6.22

 SERVQUAL Gap: -0.16

 Expectation Distribution: Strongly Agree (55%), Agree (32%), Somewhat Agree

(9%), Neutral (4%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (55%), Agree (25%), Somewhat Agree

(10%), Neutral (7%), Somewhat Disagree (3%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.16 suggests that customers feel slightly less safe in
transactions with DEVI INTERNATIONAL than expected. Both Expectation and
Perception have 55% Strongly Agree, but Perception drops to 25% Agree compared to
32% for Expectation (80% vs. 87% combined). Perception includes 10% Somewhat
Agree, 7% Neutral, and 3% Somewhat Disagree, compared to 9% Somewhat Agree
and 4% Neutral for Expectation. This indicates a minor shortfall in transaction safety
perceptions.

67
TABLE- 4.16: 16 Expectation vs Perception: Employees are consistently courteous with
customers

EXPECTATION Employees of an excellent multi-brand retail store should be consistently

courteous with customers.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 47 39 13 1 0 0 0 100
Respondents
% of 47% 39% 13% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.32

PERCEPTION DEVI INTERNATIONAL's employees are consistently courteous with you.

[Link] 52 34 10 3 0 1 0 100
Respondents
% of 52% 34% 10% 3% 0% 1% 0% 100%
Respondents
Mean Value 6.32
SERVQUL GAP PRECEPTION- EXPECATION- 6.32-63.2 = (0.0)
Graph 4.16 Expectation vs Perception: Employees are consistently courteous with
customers

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

68
Data Interpretation & Analysis : Employees are consistently courteous with customers

 Expectation Mean: 6.32

 Perception Mean: 6.32

 SERVQUAL Gap: 0.0

 Expectation Distribution: Strongly Agree (47%), Agree (39%), Somewhat Agree

(13%), Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (52%), Agree (34%), Somewhat Agree

(10%), Neutral (3%), Somewhat Disagree (0%), Disagree (1%), Strongly Disagree
(0%)

 Analysis: The zero gap (0.0) indicates that DEVI INTERNATIONAL’s employees are
perceived as equally courteous as expected. Expectations show 47% Strongly Agree
and 39% Agree (86% combined), while perceptions have 52% Strongly Agree and
34% Agree (86% combined). Perception includes slightly fewer in Somewhat Agree
(10% vs. 13%) but adds 3% Neutral and 1% Disagree, compared to 1% Neutral for
Expectation. This close alignment suggests that courtesy fully meets customer
expectations, a key strength.

69
TABLE- 4.17: Expectation vs Perception: Employees have the knowledge to answer
customer questions

EXPECTATION Employees of an excellent multi-brand retail store should have the knowledge
to answer customer questions.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 56 35 8 1 0 0 0 100
Respondents
% of 56% 35% 8% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.46

PERCEPTION DEVI INTERNATIONAL's employees have the knowledge to answer your

questions.
[Link] 46 29 18 2 2 1 2 100
Respondents
% of 46% 29% 18% 2% 2% 1% 2% 100%
Respondents
Mean Value 6.04
SERVQUL GAP PRECEPTION- EXPECATION- 6.04-6.46 = (-0.42)

Graph 4.17 Expectation vs Perception: Employees have the knowledge to answer

customer questions

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

70
Data Interpretation & Analysis : Employees have the knowledge to answer customer
questions

 Expectation Mean: 6.46

 Perception Mean: 6.04

 SERVQUAL Gap: -0.42

 Expectation Distribution: Strongly Agree (56%), Agree (35%), Somewhat Agree

(8%), Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (46%), Agree (29%), Somewhat Agree

(18%), Neutral (2%), Somewhat Disagree (2%), Disagree (1%), Strongly Disagree
(2%)

 Analysis: The negative gap of -0.42 suggests that DEVI INTERNATIONAL’s

employees are perceived as less knowledgeable than expected. Expectations show
56% Strongly Agree and 35% Agree (91% combined), but perceptions drop to 46%
Strongly Agree and 29% Agree (75% combined). Perception includes 18% Somewhat
Agree, 2% Neutral, 2% Somewhat Disagree, 1% Disagree, and 2% Strongly Disagree,
compared to 8% Somewhat Agree and 1% Neutral for Expectation. This indicates a
moderate shortfall in employee knowledge.

71
 TABLE- 4.18: Expectation vs Perception: Give customers individual attention

EXPECTATION An excellent multi-brand retail store should give customers individual

attention.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 46 44 9 1 0 0 0 100
Respondents
% of 46% 44% 9% 1% 0% 0% 0% 100%
Respondents
Mean Value 6.35

PERCEPTION DEVI INTERNATIONAL gives you individual attention.

[Link] 44 24 23 9 0 0 0 100
Respondents
% of 44% 24% 23% 9% 0% 0% 0% 100%
Respondents
Mean Value 6.03
SERVQUL GAP PRECEPTION- EXPECATION- 6.03-6.35 = (-0.32)

Graph 4.18 Expectation vs Perception: Give customers individual attention

50

45

40

35

30

25 Expectation

20 Perception

15

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

72
Data Interpretation & Analysis : Gives customers individual attention

 Expectation Mean: 6.35

 Perception Mean: 6.03

 SERVQUAL Gap: -0.32

 Expectation Distribution: Strongly Agree (46%), Agree (44%), Somewhat Agree

(9%), Neutral (1%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (44%), Agree (24%), Somewhat Agree

(23%), Neutral (9%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.32 indicates that DEVI INTERNATIONAL provides
less individual attention than expected. Expectations show 46% Strongly Agree and
44% Agree (90% combined), but perceptions drop to 44% Strongly Agree and 24%
Agree (68% combined). Perception includes 23% Somewhat Agree and 9% Neutral,
compared to 9% Somewhat Agree and 1% Neutral for Expectation. This suggests a
moderate shortfall in personalized customer service.

73
 TABLE- 4.19: 19 Expectation vs Perception: Operating hours is convenient to all their
customers

EXPECTATION An excellent multi-brand retail store should have operating hours convenient
to all their customers.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 63 34 3 0 0 0 0 100
Respondents
% of 63% 34% 3% 0% 0% 0% 0% 100%
Respondents
Mean Value 6.6

PERCEPTION DEVI INTERNATIONAL has operating hours convenient to you.

[Link] 40 32 21 2 5 0 0 100
Respondents
% of 40% 32% 21% 2% 5% 0% 0% 100%
Respondents
Mean Value 6.0
SERVQUL GAP PRECEPTION- EXPECATION- 6.0-6.6 = (-0.6)
Graph 4.19 Expectation vs Perception: Operating hours is convenient to all their
customers

70

60

50

40
Expectation
30 Perception

20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

74
Data Interpretation & Analysis :operating hours convenient to all customers

 Expectation Mean: 6.60

 Perception Mean: 6.00

 SERVQUAL Gap: -0.60

 Expectation Distribution: Strongly Agree (63%), Agree (34%), Somewhat Agree

(3%), Neutral (0%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (40%), Agree (32%), Somewhat Agree

(21%), Neutral (2%), Somewhat Disagree (5%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.60 indicates that DEVI INTERNATIONAL’s

operating hours are perceived as less convenient than expected. Expectations show
63% Strongly Agree and 34% Agree (97% combined), but perceptions drop to 40%
Strongly Agree and 32% Agree (72% combined). Perception includes 21% Somewhat
Agree, 2% Neutral, and 5% Somewhat Disagree, compared to 3% Somewhat Agree
for Expectation. This significant gap highlights a need for more convenient operating
hours.

75
TABLE- 4.20: Expectation vs Perception: Employees give customers personal attention

EXPECTATION An excellent multi-brand retail store should have employees who give
customers personal attention.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 58 30 10 2 0 0 0 100
Respondents
% of 58% 30% 10% 2% 0% 0% 0% 100%
Respondents
Mean Value 6.44

PERCEPTION DEVI INTERNATIONAL has employees who give you personal attention.
[Link] 45 24 21 6 1 3 0 100
Respondents
% of 45% 24% 21% 6% 1% 3% 0% 100%
Respondents
Mean Value 5.97
SERVQUL GAP PRECEPTION- EXPECATION- 5.97 – 6.44 = (-0.47)

Graph 4.20 Expectation vs Perception: Employees give customers personal attention

70

60

50

40
Expectation
30 Perception

20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

76
Data Interpretation & Analysis : Employees give customers personal attention

 Expectation Mean: 6.44

 Perception Mean: 5.97

 SERVQUAL Gap: -0.47

 Expectation Distribution: Strongly Agree (58%), Agree (30%), Somewhat Agree

(10%), Neutral (2%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (45%), Agree (24%), Somewhat Agree

(21%), Neutral (6%), Somewhat Disagree (1%), Disagree (3%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.47 suggests that DEVI INTERNATIONAL’s

employees provide less personal attention than expected. Expectations show 58%
Strongly Agree and 30% Agree (88% combined), but perceptions drop to 45%
Strongly Agree and 24% Agree (69% combined). Perception includes 21% Somewhat
Agree, 6% Neutral, 1% Somewhat Disagree, and 3% Disagree, compared to 10%
Somewhat Agree and 2% Neutral for Expectation. This indicates a moderate shortfall
in personal attention.

77
TABLE- 4.21: Expectation vs Perception: Have the customers' best interests at heart

EXPECTATION An excellent multi-brand retail store should have the customers' best interests
at heart.

Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total

Agree Agree Disagree agree Disagree
No. of 62 32 4 2 0 0 0 100
Respondents
% of 62% 32% 4% 2% 0% 0% 0% 100%
Respondents
Mean Value 6.54

PERCEPTION DEVI INTERNATIONAL has your best interests at heart.

[Link] 43 28 22 7 0 0 0 100
Respondents
% of 43% 28% 22% 7% 0% 0% 0% 100%
Respondents
Mean Value 6.07
SERVQUL GAP PRECEPTION- EXPECATION- 6.54 – 6.07 = (-0.47)

Graph 4.21 Expectation vs Perception: Have the customers' best interests at heart

70

60

50

40
Expectation
30 Perception

20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

78
Data Interpretation & Analysis : Has the customers' best interests at heart

 Expectation Mean: 6.54

 Perception Mean: 6.07

 SERVQUAL Gap: -0.47

 Expectation Distribution: Strongly Agree (62%), Agree (32%), Somewhat Agree

(4%), Neutral (2%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (43%), Agree (28%), Somewhat Agree

(22%), Neutral (7%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Analysis: The negative gap of -0.47 indicates that DEVI INTERNATIONAL is

perceived as less focused on customers’ best interests than expected. Expectations
show 62% Strongly Agree and 32% Agree (94% combined), but perceptions drop to
43% Strongly Agree and 28% Agree (71% combined). Perception includes 22%
Somewhat Agree and 7% Neutral, compared to 4% Somewhat Agree and 2% Neutral
for Expectation. This suggests a moderate shortfall in prioritizing customer interests.

79
TABLE- 4.22: Expectation vs Perception: Employees understand the specific needs of
their customers

EXPECTATION Employees of an excellent multi-brand retail store should understand the

specific needs of their customers.
Strongly Agree Somewhat Neutral Somewhat Dis Strongly Total
Agree Agree Disagree agree Disagree
No. of 43 44 13 0 0 0 0 100
Respondents
% of 43% 44% 13% 0% 0% 0% 0% 100%
Respondents
Mean Value 6.3

PERCEPTION DEVI INTERNATIONAL's employees understand your specific needs.

[Link] 48 23 20 5 1 0 3 100
Respondents
% of 48% 23% 20% 5% 1% 0% 3% 100%
Respondents
Mean Value 6.0
SERVQUL GAP PRECEPTION- EXPECATION- 6.0-6.3 = (-0.30)
Graph 4.22 Expectation vs Perception: Employees understand the specific needs of
their customers

60

50

40

30 Expectation
Perception
20

10

0
Strongly Agree Somewhat Neutral Somewhat Disagree Strongly
Agree Agree Disagree Disagree

80
Data Interpretation & Analysis : Employees understand the specific needs of their
customers

 Expectation Mean: 6.30

 Perception Mean: 6.00

 SERVQUAL Gap: -0.30

 Expectation Distribution: Strongly Agree (43%), Agree (44%), Somewhat Agree

(13%), Neutral (0%), Somewhat Disagree (0%), Disagree (0%), Strongly Disagree
(0%)

 Perception Distribution: Strongly Agree (48%), Agree (23%), Somewhat Agree

(20%), Neutral (5%), Somewhat Disagree (1%), Disagree (0%), Strongly Disagree
(3%)

 Analysis: The negative gap of -0.30 suggests that DEVI INTERNATIONAL’s

employees are slightly less understanding of customers’ specific needs than expected.
Expectations show 43% Strongly Agree and 44% Agree (87% combined), while
perceptions have 48% Strongly Agree but only 23% Agree (71% combined).
Perception includes 20% Somewhat Agree, 5% Neutral, 1% Somewhat Disagree, and
3% Strongly Disagree, compared to 13% Somewhat Agree for Expectation. This
indicates a minor shortfall in understanding customer needs.

81
 FINDINGS AND DISCUSSION

This study evaluates the service quality of DEVI INTERNATIONAL, a multi-brand retail
store in Bangalore operational since 1981, using the SERVQUAL framework across five
dimensions: Tangibles, Reliability, Responsiveness, Assurance, and Empathy. The analysis is
based on data from 100 customers, comparing their expectations and perceptions across 22
questions, with gap scores (Perception mean - Expectation mean) indicating service quality
shortfalls or alignments. The findings address the objectives of evaluating current service
quality, identifying gaps, and providing actionable insights.

Connection to SERVQUAL Findings

The demographic profile provides context for the SERVQUAL gaps identified previously:

 Age (70% aged 26–45): Middle-aged customers likely expect modern technology
(Q1 gap: -0.88) and convenient hours (Q19 gap: -0.60), as they balance work and
family schedules. The large Q1 gap may reflect their tech-savvy expectations.

 Gender (69% Male): The male-dominated customer base may prioritize equipment
modernity (Q1) and reliability (Q5–Q9), aligning with the significant Tangibles and
moderate Reliability gaps.

 Income (67% 25K–75K): Middle-class customers expect value-for-money and

reliable service, explaining moderate gaps in Reliability (average: -0.43) and Empathy
(Q19: -0.60).

 Visit Frequency (37% Occasional, 37% Regular): The mix of new and repeat
customers suggests that first impressions (Tangibles) and consistent service
(Reliability) are critical, supporting the need to address Q1 and Q19 gaps.

 Products Purchased: The focus on electronics (mobiles, TVs) and appliances

(refrigerators, washing machines) underscores the importance of modern equipment
displays (Q1) and knowledgeable staff (Q17 gap: -0.42) to explain complex products.

82
Tangibles (Q1–Q4)

The Tangibles dimension, covering physical aspects like equipment, facilities, employee
appearance, and materials, shows significant negative gaps, indicating that DEVI
INTERNATIONAL falls short of customer expectations:

 Q1: Modern-looking equipment and technology (Gap: -0.88): The largest gap in
the study, with 59% Strongly Agree and 35% Agree for Expectation (94% combined)
versus 47% Strongly Agree and 15% Agree for Perception (62% combined). This
suggests that customers expect cutting-edge technology, but DEVI
INTERNATIONAL’s equipment is perceived as outdated, a critical issue for a multi-
brand electronics retailer.

 Q2: Visually appealing physical facilities (Gap: -0.61): Expectations (50% Strongly
Agree, 39% Agree) exceed perceptions (37% Strongly Agree, 33% Agree), with 11%
Neutral and 5% Disagree in Perception. The store’s aesthetics do not meet the high
standards expected for a retail environment.

 Q3: Employees well dressed and neat (Gap: -0.51): Expectations (62% Strongly
Agree, 33% Agree) outpace perceptions (49% Strongly Agree, 31% Agree), with 5%
Disagree in Perception. Employee appearance is a moderate concern.

 Q4: Visually appealing materials (Gap: -0.56): Expectations (46% Strongly Agree,
42% Agree) surpass perceptions (31% Strongly Agree, 39% Agree), with 5%
Somewhat Disagree and 1% Strongly Disagree in Perception, indicating subpar
brochure and price tag aesthetics.

The average Tangibles gap is approximately -0.64, the largest among all dimensions,
highlighting a critical weakness in physical presentation. Compared to previous SERVQUAL
studies in retail (e.g., Parasuraman et al., 1991), negative Tangibles gaps are common in older
stores, as customers increasingly expect modern, tech-driven environments. An unexpected
outcome is the severity of the Q1 gap (-0.88), suggesting that DEVI INTERNATIONAL’s
technological infrastructure lags significantly behind competitors, potentially due to its long
operational history without recent upgrades.

83
Reliability (Q5–Q9)

The Reliability dimension, focusing on delivering promised services accurately and on time,
shows moderate negative gaps:

 Q5: Promises to do something by a certain time (Gap: -0.39): Expectations (54%

Strongly Agree, 35% Agree) exceed perceptions (50% Strongly Agree, 23% Agree),
with 6% Somewhat Disagree in Perception.

 Q6: Sincere interest in solving problems (Gap: -0.47): Expectations (54% Strongly
Agree, 38% Agree) outstrip perceptions (45% Strongly Agree, 23% Agree), with 4%
Somewhat Disagree in Perception.

 Q7: Perform service right the first time (Gap: -0.46): Expectations (54% Strongly
Agree, 33% Agree) surpass perceptions (38% Strongly Agree, 37% Agree), with 5%
Somewhat Disagree in Perception.

 Q8: Provides services at promised time (Gap: -0.43): Expectations (54% Strongly
Agree, 28% Agree) exceed perceptions (40% Strongly Agree, 27% Agree), with 1%
Strongly Disagree in Perception.

 Q9: Error-free records (Gap: -0.39): Expectations (58% Strongly Agree, 27%
Agree) outpace perceptions (36% Strongly Agree, 38% Agree), with 2% Somewhat
Disagree in Perception.

The average Reliability gap is approximately -0.43, indicating consistent but moderate
shortfalls in delivering reliable services. These findings align with retail studies (e.g.,
Zeithaml et al., 1990), where Reliability is often a critical dimension for customer
satisfaction. The moderate gaps suggest operational inconsistencies, possibly due to high
customer volume or staff training gaps, but no single question stands out as severely
deficient, unlike Tangibles.

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Responsiveness (Q10–Q13)

The Responsiveness dimension, covering promptness and willingness to help, shows smaller
gaps, with one near-zero gap:

 Q10: Tells customers when services will be performed (Gap: -0.50): Expectations
(52% Strongly Agree, 44% Agree) exceed perceptions (44% Strongly Agree, 33%
Agree), with 8% Somewhat Disagree in Perception.

 Q11: Gives prompt service (Gap: -0.34): Expectations (54% Strongly Agree, 37%
Agree) surpass perceptions (44% Strongly Agree, 36% Agree), with 2% Strongly
Disagree in Perception.

 Q12: Employees always willing to help (Gap: -0.07): Expectations (48% Strongly
Agree, 41% Agree) are nearly met by perceptions (55% Strongly Agree, 32% Agree),
with a small 1% Strongly Disagree in Perception.

 Q13: Never too busy to respond (Gap: -0.35): Expectations (53% Strongly Agree,
35% Agree) exceed perceptions (42% Strongly Agree, 34% Agree), with 5%
Somewhat Disagree in Perception.

The average Responsiveness gap is approximately -0.32, the second smallest among
dimensions. The near-zero gap in Q12 (-0.07) is a strength, with perceptions (55% Strongly
Agree) slightly exceeding expectations in the highest category, suggesting strong employee
willingness to assist. This aligns with SERVQUAL studies emphasizing employee attitude as
a key driver of customer satisfaction. The larger gap in Q10 (-0.50) is somewhat unexpected,
indicating communication issues about service timing that may stem from inconsistent staff
training or process clarity.

Assurance (Q14–Q17)

The Assurance dimension, focusing on employee competence and customer trust, shows
small to zero gaps:

 Q14: Employee behavior instills confidence (Gap: -0.11): Expectations (50%

Strongly Agree, 34% Agree) are nearly met by perceptions (53% Strongly Agree, 22%
Agree), with 1% Disagree in Perception.

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  Q15: Customers feel safe in transactions (Gap: -0.16): Expectations (55% Strongly
Agree, 32% Agree) slightly exceed perceptions (55% Strongly Agree, 25% Agree),
with 3% Somewhat Disagree in Perception.

 Q16: Employees consistently courteous (Gap: 0.0): Perceptions (52% Strongly

Agree, 34% Agree) match expectations (47% Strongly Agree, 39% Agree), with
identical mean scores (6.32).

 Q17: Employees have knowledge to answer questions (Gap: -0.42): Expectations

(56% Strongly Agree, 35% Agree) surpass perceptions (46% Strongly Agree, 29%
Agree), with 2% Strongly Disagree in Perception.

The average Assurance gap is approximately -0.17, the smallest among dimensions,
indicating strong performance in building trust and competence. The zero gap in Q16
(courtesy) is a standout, aligning with studies (e.g., Parasuraman et al., 1988) where courtesy
is a consistent strength in service-oriented businesses. The larger gap in Q17 (-0.42) is
notable, suggesting that while employees are courteous, their knowledge may not fully meet
customer expectations, possibly due to complex product queries in a multi-brand setting.

Empathy (Q18–Q22)

The Empathy dimension, focusing on personalized care, shows moderate gaps:

 Q18: Gives individual attention (Gap: -0.32): Expectations (46% Strongly Agree,
44% Agree) exceed perceptions (44% Strongly Agree, 24% Agree), with 9% Neutral
in Perception.

 Q19: Convenient operating hours (Gap: -0.60): Expectations (63% Strongly Agree,
34% Agree) significantly outpace perceptions (40% Strongly Agree, 32% Agree), with
5% Somewhat Disagree in Perception.

 Q20: Employees give personal attention (Gap: -0.47): Expectations (58% Strongly
Agree, 30% Agree) surpass perceptions (45% Strongly Agree, 24% Agree), with 3%
Disagree in Perception.

 Q21: Customers’ best interests at heart (Gap: -0.47): Expectations (62% Strongly
Agree, 32% Agree) exceed perceptions (43% Strongly Agree, 28% Agree), with 7%
Neutral in Perception.

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  Q22: Understand specific customer needs (Gap: -0.30): Expectations (43%
Strongly Agree, 44% Agree) slightly outpace perceptions (48% Strongly Agree, 23%
Agree), with 3% Strongly Disagree in Perception.

The average Empathy gap is approximately -0.43, tied with Reliability for moderate
shortfalls. The large gap in Q19 (-0.60) is unexpected, as operating hours are typically easier
to standardize, suggesting that DEVI INTERNATIONAL’s hours may not align with diverse
customer schedules (e.g., evening or weekend shoppers). This aligns with retail studies where
Empathy gaps are common due to challenges in personalizing service in high-volume
settings.

Connection to Objectives

 Evaluate current service quality: The analysis reveals that DEVI

INTERNATIONAL’s service quality is generally perceived as good but consistently
falls short of expectations, with an overall average gap of approximately -0.42 across
all questions. The store excels in courtesy (Q16: 0.0) and performs well in Assurance
and Responsiveness but struggles significantly in Tangibles.

 Identify gaps: Negative gaps across 21 of 22 questions (except Q16) confirm

shortfalls in service delivery, with the largest gaps in Tangibles (Q1: -0.88, Q2: -0.61)
and Empathy (Q19: -0.60), indicating critical areas for improvement.

 Actionable insights: The findings suggest specific areas (e.g., modernizing

equipment, enhancing facilities, and adjusting operating hours) to improve customer
satisfaction, detailed in the Recommendations section.

Comparison with Previous Studies

Previous SERVQUAL studies (e.g., Parasuraman et al., 1988; Zeithaml et al., 1990) often
find Tangibles and Reliability as key drivers of service quality perceptions in retail. DEVI
INTERNATIONAL’s large Tangibles gaps align with these findings, particularly for older
stores needing modernization. However, the strong performance in Assurance (average gap: -
0.17) and the zero gap in Q16 (courtesy) are consistent with studies of retail environments
where employee interactions significantly influence satisfaction. The unexpected Q19 gap (-
0.60) contrasts with studies where operating hours are less problematic, possibly reflecting
Bangalore’s diverse customer base with varied schedules.

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Unexpected Outcomes

 Severity of Q1 gap (-0.88): The large gap in modern equipment was unexpected,
given DEVI INTERNATIONAL’s focus on electronics. This may reflect outdated
store technology compared to competitors’ digital displays or interactive kiosks.

 Q19 gap (-0.60): The significant gap in operating hours was surprising, as retail
stores typically standardize hours. This may indicate misalignment with customer
needs (e.g., limited evening hours).

 Q16 zero gap: The perfect alignment in courtesy is a positive outlier, suggesting that
employee training in customer interactions is a strength despite other gaps.

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 CONCLUSION

The SERVQUAL analysis reveals that DEVI INTERNATIONAL delivers good service
quality but consistently falls short of customer expectations, with an average gap of -0.42
across 22 questions. Key insights include:

 Tangibles is the weakest dimension (average gap: -0.64), with the largest gap in
modern equipment (Q1: -0.88), indicating that physical aspects like technology and
facilities are critical areas for improvement.

 Assurance is the strongest dimension (average gap: -0.17), with employee courtesy
(Q16: 0.0) meeting expectations fully, highlighting a key strength in employee
interactions.

 Empathy and Reliability show moderate gaps (both -0.43), with operating hours (Q
q19: -0.60) and problem-solving (Q6: -0.47) as notable weaknesses.

 Responsiveness performs relatively well (average gap: -0.32), with employees’

willingness to help (Q12: -0.07) nearly meeting expectations. The study confirms that
while DEVI INTERNATIONAL maintains a solid service foundation, particularly in
employee courtesy and confidence-building, significant gaps in physical infrastructure
and operational aspects like operating hours and reliability hinder customer
satisfaction. These findings align with the objectives of evaluating service quality and
identifying gaps to guide improvements.

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 RECOMMENDATIONS

Based on the findings, the following actionable recommendations are proposed for DEVI
INTERNATIONAL to enhance service quality and customer satisfaction:

1. Modernize Equipment and Technology (Q1): Invest in updated technology, such as

interactive product displays, modern POS systems, or digital kiosks, to align with
customer expectations for a tech-driven retail experience. This addresses the largest
gap (-0.88).

2. Enhance Physical Facilities (Q2): Renovate store aesthetics with modern decor,
improved lighting, and organized layouts to make facilities more visually appealing
(gap: -0.61).

3. Adjust Operating Hours (Q19): Extend or adjust operating hours, particularly for
evenings or weekends, to accommodate diverse customer schedules, addressing the
significant gap (-0.60).

4. Improve Employee Training for Knowledge (Q17): Provide training to enhance

employees’ product knowledge, especially for complex electronics, to reduce the gap
(-0.42) in answering customer questions effectively.

5. Strengthen Reliability Processes (Q5–Q9): Implement stricter process controls to

ensure promises are met (Q5: -0.39), services are performed correctly (Q7: -0.46), and
records are error-free (Q9: -0.39). This could include better inventory management or
staff scheduling.

6. Enhance Personalized Service (Q18, Q20, Q21): Train employees to provide more
individual and personal attention (Q18: -0.32, Q20: -0.47) and prioritize customers’
best interests (Q21: -0.47), possibly through customer feedback systems or loyalty
programs.

7. Maintain Courtesy Standards (Q16): Continue emphasizing employee courtesy, as

it is a strength (gap: 0.0), to sustain positive customer interactions.

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 LIMITATIONS OF THE STUDY

The study faced several constraints that may impact the findings:

 Sample Size: The analysis is based on responses from 100 customers, which may not
fully represent DEVI INTERNATIONAL’s diverse customer base in Bangalore.

 Data Errors: Inconsistencies in the provided data (e.g., Q1 incorrect gap calculation,
Q5 Perception distribution errors) required assumptions or corrections, potentially
affecting accuracy.

 Lack of Demographic Analysis: The study did not analyse gaps by demographics
(e.g., age, visit frequency), limiting insights into segment-specific perceptions.

 Time Constraints: The study reflects a snapshot of customer perceptions, which may
vary over time due to seasonal factors or store changes.

 Methodology: The SERVQUAL framework, while robust, relies on subjective

customer ratings, which may be influenced by external factors like competitor
experiences or personal biases.

These limitations suggest caution in generalizing findings and highlight the need for further
research with a larger, more diverse sample and demographic analysis.

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 REFERENCES/BIBLIOGRAPHY

 Dabholkar, P. A., Thorpe, D. I., & Rentz, J. O. (1996). A measure of service quality
for retail stores: Scale development and validation. Journal of the Academy of
Marketing Science, 24(1), 3–16. [Link]
 Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). SERVQUAL: A multiple-
item scale for measuring consumer perceptions of service quality. Journal of
Retailing, 64(1), 12–40.
 Sivakumar, A., & Srinivasan, R. (2012). Service quality measurement in retail store
context: A review of advances made using SERVQUAL and RSQS. ResearchGate.
[Link]
n_retail_store_context_A_review_of_advances_made_using_SERVQUAL_and_RSQ
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 Zeithaml, V. A., Bitner, M. J., & Gremler, D. D. (2018). Services marketing:
Integrating customer focus across the firm (7th ed.). McGraw-Hill Education.

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