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Evaluating Service-quality of Moti Mahal Delux, Ranchi using SERVQUAL tool

Submitted to : Prof. Subhajit Bhattacharya Submitted by : Arnab Dutta Roll - 19 Rumi Mazumder Roll -33

Souvik Das Roll - 26

 TABLE OF CONTENTS 1. (SHAHIN)SERVQUAL METHODOLOGY 2. STEPS TO MEASURE SERVQUAL SCORE 3. COMPANY PROFILE OF MOTI MAHAL : 4. VISION : 5. MISSION : 6. OBJECTIVES : 7. SERVEQUAL SCORE OF MOTIMAHAL BIBLIOGRAPHY

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1. (Shahin)SERVQUAL methodology
Clearly, from a Best Value perspective the measurement of service quality in the service sector should take into account customer expectations of service as well as perceptions of service. However, as Robinson (1999) concludes: "It is apparent that there is little consensus of opinion and much disagreement about how to measure service quality". One service quality measurement model that has been extensively applied is the SERVQUAL model developed by Parasuraman et al. (1985, 1986, 1988, 1991, 1993, 1994; Zeithaml et al., 1990). SERVQUAL as the most often used approach for measuring service quality has been to compare customers' expectations before a service encounter and their perceptions of the actual service delivered (Gronroos, 1982; Lewis and Booms, 1983; Parasuraman et al., 1985). The SERVQUAL instrument has been the predominant method used to measure consumers perceptions of service quality. It has five generic dimensions or factors and are stated as follows (van Iwaarden et al., 2003): (1) Tangibles. Physical facilities, equipment and appearance of personnel. (2) Reliability. Ability to perform the promised service dependably and accurately. (3) Responsiveness. Willingness to help customers and provide prompt service. (4) Assurance (including competence, courtesy, credibility and security). Knowledge and courtesy of employees and their ability to inspire trust and confidence. (5) Empathy (including access, communication, understanding the customer). Caring and individualized attention that the firm provides to its customers. In the SERVQUAL instrument, 22 statements (Appendix I) measure the performance across these five dimensions, using a seven point likert scale measuring both customer expectations and perceptions (Gabbie and O'neill, 1996). It is important to note that without adequate information on both the quality of services expected and perceptions of services received then feedback from customer surveys can be highly misleading from both a policy and an operational perspective. In the following, the application of SERVQUAL approach is more specified with an example in a catering company.

2. Steps to measure SERVQUAL score

Step 1 : Using the questionnaire (see Appendix A below), obtain the score for each of the 22 Expectation statements, then obtain the score for each of the 22 Perception statements. Calculate the Gap Score for each of the statements where the Gap Score = Perception Expectation

4 Step 2 : Obtain an average Gap Score for each dimension of service quality by assessing the Gap Scores for each of the statements that constitute the dimension and dividing the sum by the number of statements making up the dimension.

Step 3 : Sum the averages calculated in step 2 above and divide by 5 to obtain an average SERVQUAL score. This core is the unweighted measure of service quality for the area being measured.

Step 4 : If you want to have a weighted score, calculate the importance weights for each of the five dimensions of service quality constituting the SERVQUAL scale. The sum of the weights should add up to 100 . Step 5 : Calculate the weighted average SERVQUAL score for each of the five dimensions of service quality multiplying the averages calculated in step 2 above by the weighted scores calculate in step 4 above.

Sum the scores calculated in step 5 above to obtain the weighted SERVQUAL score of service quality for the area being measured.

3. Company Profile of Moti Mahal :

Sundan Lal Gujral was born in the first decade of the twentieth century in Chakwal, Undivided Punjab (now in Pakistan). Having lost his father at the tender age of ten, he started looking for avenues to support the family. Kundan Lal was the first in Peshawar to dig a tandoor right in the middle of the eatery. Since then, Peshawar was introduced to the culinary art of Tandoori chicken by Legendary Kundan Lal. This was a grand success. Soon Kundan was in demand for Tandoori delicacy at social gathering and wedding feasts where he would use an improvised tandoor. However, 1947 brought the tragedy of partition, forcing among others Kundan to flee to India. Uncertainty faced him as he had neither money nor resources to start afresh in life. Kundan dropped off in Delhi to try his luck. Roaming the streets, he chanced upon an abandoned Thara in Daryaganj, and then considered a newer part of old Delhi. Some

inner voice told him this was the spot, which would not only rehabilitate him but also, who knows, the Dilli wallas would see merit in his Tandoori chicken.

Thus was born the now internationally acclaimed Moti Mahal restaurant, which contributed significantly to putting India on the food map of the world. Our leaders like Pandit Jawahar Lal Nehru, Indira Gandhi, Former President Zakir Hussain among various world leaders like Bhutto, Former American President Nixon, Kennedy, Shah of Iran etc have visited Moti Mahal to sample Kundans innovations its Tandoori delicacies on various occasions.Later in 1970`s Kundan Lal son Mr Nand Lal Gujral expanded Motimahal in south Delhi to establish Motimahal Delux Chain of Says Uma Vasudeva, in the foreword of the book Moti Mahal Tandoori Trail authored by Monish Gujral, Shri Kundan Lal`s grandson, This is the story of a man who set on a culinary adventure and changed the face of Indian cooking. This is a story of a man and a recipe which internationalized the Indian taste of succulence and spice in its food; a man who turned the plebian village tandoor for baking into a royal mode for his innovation The Tandoori Chicken. Then came the Butter chicken; the result a revolution in taste, change in Indian eating habits, and a place on the international gourmet map. This man was Kundan Lal Gujral. The restaurant where he housed his innovations was Moti Mahal. The two became a legendary mix. Kundan Lal not only made Tandoori cuisine popular throughout India but also strengthened the appeal of Indian food in many parts of the world. The Tandoori Chicken has become a draw card for Indian tourism. What more convincing words can be said, as were said by our very own Maulana Azad, former education Minister, who said to Shah of Iran on one of his state visits that, coming to Delhi without eating at Moti Mahal would be like visiting Agra without seeing Taj Mahal.

4. Vision :
To provide for our customers ethnic and tasty Indian food as we would enjoy at home in a fiesta and friendly atmosphere in the best of locations in your own city.

5. Mission :

With our growth rate we project ourselves to be more than 200 restaurants worldwide. To be seen as one of the major food players, may it be as fine dining, bar, fast food concepts in the malls, processed food and branded secret spice formulations available in every grocery store or hyper mart. To have a chef training institute in almost every city focusing to bring out the best talent and culinary artist in our country. The goal of the

Company is to develop a very wide franchising system for Indian fine dining restaurant to have its presence in entire world. Being the first franchise system is the only unique franchise system in the world which ensures a steady supply of master chefs to all its franchisee units. These chefs will be personally trained through Mr.Gujral & his corporate chefs in the Moti Mahal Kitchen which not only ensures standardized quality of the dishes but also the control of the quality of purchases in the franchisee kitchen. However much has been explained in the operational manual which assists the franchisee to operate the business smoothly.

6. Objectives :

To have our outlets throughout India, Europe, USA, Middle East, South East and Australia. Increase the number of customers per outlet from a projected 200 to 400 per day! Increase the number of revenue streams from 1-3 in a span of 6 months, the current revenue streams is Outlet Sales; Future programs will be Online Sales to registered and repeated customers that includes Entertainment and Cultural Revenue Streams. Establish efficient Indian food stuff distribution chain throughout its points of presence in these countries.

7. SERVEQUAL score of Motimahal

Table.1 SERVQUAL score for Moti Mahal

Dimension

Expectation

Perception

Gap score

Weighting

Weighted Average
-4.29487179 -18.64273506 -6.33333334 -8.06837607 -16.97435898

Tangibility Reliability Responsiveness Assurance Empathy

6.5 6.56 6.4 6.75 6.72

6.070512821 6.027350427 6.083333333 6.057692308 6.041025641

-0.429487179 -0.532649573 -0.316666667 -0.692307693 -0.678974359

10 35 20 10 25

In an investigation conducted by Motimahal (2013) in a restaurant-chain a total of 350 questionnaires were distributed to all of the previous years customers and 117 useable questionnaires were returned, resulting in a 33.4 per cent response rate. As can be seen from Table 1, all questionnaire responses were negative and an overall departmental weighted SERVQUAL score of -0.54 was recorded, indicating a significant shortfall in meeting customer expectations across all service areas and dimensions. The summary scores for each dimension are shown in Table 1, with the weighted average scores per dimension having been totaled to achieve the overall SERVQUAL score. As can be seen from Table 1, the highest gap scores were for Reliability and Empathy; this is real cause for concern and provides a definite staring point for service improvements. As can be seen from the results, the customer expects most from the Reliability dimension of the restaurant service. The relatively low importance of Tangibles could be attributable to the fact that customers are aware of the financial constraints which are typical in the local authority funding context, and simply do not expect much when it comes to aesthetics; instead, they attach more importance to the delivery aspects of the service. Customers allocated to Assurance the lowest weighting, indicating it to be of least importance to them, yet they expect most from this service dimension. This apparent anomaly is probably due to the fact that customers expect staff to be knowledgeable about the service and therefore they can see no reason for this dimension not to be achieved. It is assumed that for this reason, customers have weighted this dimension lowest.

Bibliography

Shahin, D. A. SERVQUAL and Model of Service Quality Gaps . Department of Management, University of Isfahan, Iran.

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You should rank each statement as follows: Strongly Strongly Disagree Agree 1 2 3 4 5 6 7

1. Apendix - A

SERVQUAL Questionnaire

Statement 1. Moti Mahal have modern looking equipment.

Score

2. The physical facilities at Moti Mahal are visually appealing. 3. Employees at Moti Mahal are neat in their appearance. 4. Materials associated with the service (pamphlets or statements) will be visually appealing at Moti Mahal. 5. When Moti Mahal promises to do something by a certain time, they do. 6. When a customer has a problem, Moti Mahal shows a sincere interest in solving it. 7. Moti Mahal performs the service right the first time. 8. Moti Mahal provides the service at the time they promise to do so. 9. Moti Mahal insists on error free records. 10. Employees of Moti Mahal tell customers exactly when services will be performed. 11. Employees of Moti Mahal gives prompt service to customers. 12. Employees of Moti Mahal are always willing to help customers.


13. Employees of Moti Mahal are never too busy to respond to customers' requests. 14. The behaviour of employees in Moti Mahal instils confidence in customers 15. Customers of Moti Mahal feel safe in transactions. 16. Employees of Moti Mahal are consistently courteous with customers. 17. Employees of Moti Mahal have the knowledge to answer customers' questions. 18. Moti Mahal gives customers individual attention. 19. Moti Mahal have been operating hours convenient to all their customers. 20. Moti Mahal have employees who give customers personal service. 21. Moti Mahal have their customers' best interest at heart. 22. The employees of Moti Mahal understand the specific needs of their customers.

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