Introduction To Internship:: Zest Facility Services PVT - LTD

CHAPTER 1
INTRODUCTION
1.1 Introduction to internship:
The study was conducted in Zest facility service private ltd. ,Sion Mumbai, for
the period of 10 weeks. The topic chosen for the study “A study on satisfaction
level and customers interest in continuity of security services at Zest Facility
Services Pvt Ltd”. The purpose of this report is to understand the customer
satisfaction and their interest in continuity. The Management found that follow up
with employees was a major problem that demotivated the employees to leave the
work. As a result to find a proper solution to this problem, this research came
into existence. This project was carried out by learning about company, visiting
the clients on field, understanding their work flow, identifying their problems and
figuring out measurable solutions to the same.
1.2 Topic chosen for the study:

“A study on satisfaction level and customers interest in continuity of security
services at Zest Facility Services Pvt Ltd”.
1.3Need for study:

The purpose of this study is to the understand the customer satisfaction and to
identify the interest in continuity of services towards the service provided by Zest
facility services pvt.ltd.
1.4 Objectives
i. To know the factors that lead customers to opt for the services provided by
Zest Facility Services.
ii. To know the satisfaction level of security services provided by Zest Facility
Services.
iii. To know the customer intensity to continue with the services from Zest
Facility Services Pvt. Ltd.
1
1.5 Scope of the study:
The satisfaction level and the factors related to it shall help the company to retain
its employees by taking necessary actions.
The internal and external environment of the organization is also improvised.
By knowing the interest of the customers in continuing to opt for the services, the
company can provide more better & quality service that shall turn them into loyal
clients.
1.6 Methodology
Details of Research Methodology
Data Source
Primary Data: Collected by a survey conducted using structured
questionnaire.
Secondary data: Company websites and books of which the name and URL
are mentioned in Bibliography.
Instrument for data collection: Structured questionnaire
Sample Size: 45 customers (Census)
Analytical tool: MS Excel
Research Design: Descriptive Research
A self-completion questionnaire was developed on satisfaction level and interest

continuity of customers to determine their views of satisfaction and continuity of
customers at Zest Facility Service Pvt Ltd.
2
1.7 Literature Review
i. [ CITATION Jjo00 \l 1033 ]

The study made by author builds on the effort to conceptualize the effects of
quality, satisfaction, and value on consumer behavioral intentions. It builds in
recent advancement in service marketing theory and also develop the
relationship between the identified constructs across multiple service industry.
ii. [ CITATION Xue06 \l 1033 ]

According to the study it develops and test a conceptual framework, which
predicts that customer satisfaction partially mediates the relationship between
CSR and firm market value. These moderated relationships are mediated by
customer satisfaction. It results in offering relevant marketing theory and
practice.
iii. [ CITATION Jay09 \l 1033 ]

According to his study in today’s world of intense competition, satisfying
customers is only the base line which may not be sufficient for survival. This
empirical study seeks to understand the relationships between service quality
and perceived value and how it impact customer satisfaction.
iv. [ CITATION Rol93 \l 1033 ]

The author provide the framework that enables manager to determine which
customer satisfaction particularly elements to have the greatest impact to
improve specific customer satisfaction elements and demonstrates their
benefits in loyalty and retention of customers.
v. [ CITATION Cha03 \l 1033 ]

In their study they have found that holistic approach that examines the
combine effects of satisfaction, trust and switching barriers on customer
retention in continuous purchasing setting.
vi. [ CITATION Mic04 \l 1033 ]
3
The study have supported the key to measuring on influencing
loyaltyprogram is that they operate as dynamic incentive schemes by
providing benefits based on cumulative purchasing over time ,hence he said
that this helps in customer retention.
1.8 Limitations of the Study

Since the number of customers were 45 only, the data is collected from
all the customers.
i. Only few of the customers were not able to understand the format of the
questionnaire. Therefore efforts had to be made to make them understand
while filling the questionnaire.
ii. As there are no open ended questions included in the questionnaire, the
analysis is based only on the questions mentioned in the questionnaire and
does not include any additional opinions from the respondents.
CHAPTER 2
4
INDUSTRY AND COMPANY PROFILE
2.1.1 Industry Profile
Indian Security Industry
The private security industry in India has now become an important sector.
With the growth of the Indian economy over the last two decades, the need for
security arrangements of industrial complexes, offices, IT parks and other
public infrastructures
such as airports, metro stations, shopping malls and public utilities has grown
manifold
Exhibit number: 1
The Indian integrated security industry has been broadly classified into:
5
a. Manned guarding is the largest segment in the security space and is a
human resource intensive segment. It provides security for premises and
individuals. Activities under the umbrella of manned guarding include
surveillance and protection of real estate
properties including industrial, commercial and infrastructure facilities,
security checks, crowd (event) management among others
Cash services is a growing segment considering the stringent
requirements of safety of money form the principal employers. The
activities under this umbrella include provision of secured logistics for
cash and other valuables from banks and other corporate entities. While
there are specialized cash services players, this segment is primarily
dominated by the organized players which also manned guarding services
Electronic security services have vast scope for growth, though currently
they are significantly small in comparison to manned guarding. They are
primarily catered by large international demand building solutions
provider. Security service companies provide electronic security services
and are also involved in installation, monitoring and maintenance
b. A new segment is emerging that provides security through sophisticated
intelligence technology and platform.
2.1.2 Factors Favoring Demand for Private Security Services In India
Low police to people ratio (number of policemen for every one lakh people)
This ratio is low in comparison to the ratio as recommended by the United
Nations. UN recommends a minimum number of 222 policemen for every one
lakh people. To cater to the shortage of government security personnel in the
form of policemen, there has been a rise in the demand for private security
services
India's police to people ratio is not very favorable. Hence, it has directly created
a demand for an alternative source of security service. The current police to
people ratio in India is 131, which means there are only 131 policemen for
every one lakh people
6
Also the police to people ratio at present is even below the ideal number of 176
policemen for every one lakh people, as instructed by the Bureau of Police
Research and Development under the Ministry of Home.
High Global terrorism index (direct and indirect impact of terrorist activities)
The increase in terrorist activities in India has raised alarms for
correspondingly increasing the security services in India. India ranks sixth out
of the 162 countries in terms of terrorism. The score of India is 7.86 out of 10
in terms of terrorism5
The total number of incidents occurred in the year 2014 were 1545, the
bifurcation being 624 of terrorist activities, 404 number of killings, 619 injury
incidents and 158 property damages
People have started feeling unsafe and insecure due to the increase in the
number of terrorist activities around the country
I. Increase in Crime Rate:

Increase in crime rate in India is also one of the factors that has led to a rise in
demand for private security services. There has been increase in the number of
crime incidents that have occurred in the last few years. The total number of
complaints received by police and cases registered under IPC and SLL were
around 66.40 lakh in the year 2013 as compared to 60.41 lakh cases in the year
20126 Increase in the number of Public Events In India, the number of instances
of public events have also witnessed a significant growth, creating a direct need
for the private security services in the form of crowd management and security
Sports events such as Indian Premier League, Hockey India League,
Badminton League attract huge crowd and eventually create a direct demand
for increased security The country has also witnessed increase in the number of
entertainment related events which are again substantial crowd puller events
.These events are inevitable to manage without the involvement of private
security agencies.
7
2.2Company Profile:
Table number: 1
Name of the
ZEST FACILITY SERVICES PVT. LTD.
Organization
Industry type SERVICES PRIVATE LIMITED
Founded In 16 September 2006
AJAYKUMAR DHANANJAY JADHAV

Director
0-SHOP 2A FLOOR - 0 PLOT 17 A SHASHI BUILDING SION ROAD NO 6 SION

Address
CIRCLE SION MUMBAI Mumbai City MH 400022 IN
Contact No 0831-2473777
Website www.zaubacorp.com
Company logo
Zest is one of the leading security services providers in India with presence across
various states and a command office at Mumbai. The company was formed with a
vision to provide complete security solutions ranging from man guarding, cash
management services, event security, to security equipment and devices and security
& risk consulting. With a strong leadership team and a team of dedicated
professionals, the company has managed to successfully serve large no of clients
since its inception. With a focus on providing high quality service and ensuring
highest level of customer satisfaction, Zest envisages to grow across regions.
Incorporated in 2006, Zest is one of the leading security service providers in India.
With deep understanding of strategic and operational challenges faced in security,
they focus on providing personalized solutions to help our clients achieve their
security objectives.
8
Headquartered at Mumbai, they have a dedicated team of professionals working
round-the-clock ensuring strict adherence to the security requirements of our client.
Their ever expanding client base from diverse industries such as corporate offices,
retail outlets, shopping malls, educational institutes, media & entertainment, real
estate and infrastructure lays testimony to our quality of services.
2.3 Promoters
Chairman:Mr.AjayDhanajayJadhav, Mrs.RajnandiniJadhav
2.4 Vision
Strengthen our nation by serving businesses with integrity and value.
2.5 Mission
To be leader in the Indian security industry, by being a trusted partner of our
clients and our employees.
2.6 Values:
Values are the foundation of how we approach our work and achieve the corporate
mission and vision. Integrity and accountability are at the core of Zest’s values.
2.7 Quality Policy:

a) Outstanding Service:
i. We deliver quality services and strive to achieve excellence.
ii. We partner with our clients to help them achieve their goals.
b) Integrity and Honesty:
i. Our actions reflect our values.
ii. We strive to fulfill our commitments.
iii. We comply with contract and law.
iv. We communicate and report effectively.
v. We do not tolerate misconduct.
2.7.1 Responsible and accountable:
9
i. We take full responsibility for our work.
ii. We respect and care about each other.
iii. We treat everyone with dignity and courtesy.
iv. We respect the values, cultures and beliefs of others.
v. We promote the health and safety of our employees.
2.8 Services
Zest is a complete security solutions provider specialising in services of man
guarding & visitor management, cash management services, security
consulting and security devices integration. With the expertise of a strong
management team, we focus on providing comprehensive solutions for the
client's security needs.
A.Guarding Services
i. Corporate & Residential Security Services
ii. Bodyguards Services
iii. Cash Van and Armored Vehicles
iv. Events & Exhibition Security Services
v. Fire Marshals and Traffic Wardens
vi. Dog Squad
B. Security Consultation
i. Investigation and Intelligence
ii. IPR, Patents and Copyrights
iii. Security Mapping
C. Electronic Surveillance
i. Monitoring the premises
ii. Retail of Security Surveillance Product
List of Clients:
A. Corporates
10
Exhibit number
B. Infrastructure
Exhibit number
C. Malls & Retail outlets
11
Exhibit number
D. Residential & Hospitals
Exhibit number
E. Educational Institutes
12
Exhibit number
F. Media & Entertainment
Exhibit number
2.5Infrastructure Facilities
The main head office of Zest Facility Service Pvt Ltd is located in Sion Mumbai.The
Infrastructure facilities include:
c. The building is fully equipped with
d. A\c (Air Conditioner )
e. Proper Lighting
f. Proper Ventilation
g. Drinking Water Facility
h. Washroom Facility.
The company has more than 900 employees,4 departments in the main head office
which includes Technical, Finance, Customer Service and Human Resource
department.The office has a parking space for 30-40vehicles.It also has 1 canteen,3
restrooms,2 meeting rooms,1 board room and 1 auditorium to conduct trainings and
meetings.
13
2.5.2 Future Growth and prospects:
There has been an increase in infrastructure related crimes across the nation
The value of property stolen has increased from 1,735 crore n the year 2003
to13,219 crore in the year 2013, an increase of almost 7.6 times.
Value of property stolen (in crore)
21,072
13,219
6,266 6,585
4,495
3,853
2,362 2,409 2,404 2,681
1,735
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
There has been an increase in the number of property offence cases. The total number
of infrastructure related crime cases registered under different crime heads in the year
2014 and 2015 are:
Property related criminal cases (2014-15)
14
354,30
2
329,84
0
101,82
1
9 ,532
0 4 ,072
3 ,251
1 9
4,411 2 ,631 1 ,350 2, 3
4,155 6 1 ,6852 8 51
1
Dacoit Robber Burglar Theft Criminal breach Other kinds of propert
y y y s offence
s
y
Number of cases 2014 Number of cases 2015
2.6 Government Initiatives

Compulsory Security In Schools
The Ministry of Home Affairs has issued compulsory security guidelines
Each school gate should be manned by at least 3 security guards on a 24 hour
basis
Installation of CCTV systems all along the boundary as well as some additional
locations inside the premises
Currently, there are around 15 lakh education institutions in India. So, there is a
huge scope for the growth of private security servicesIncreased emphasis on
women security
Government has laid emphasis on women security to eliminate the crime against
women
Some of the states are planning to set up Mahila Suraksha Dal or Women
Security Force. The other states may want to replicate itThere are also plans of
having 5000 bus marshals to prevent and deter crime in public transportThe
Delhi Government is also planning to install CCTVs in public spaces and
busesThis will lead to increase in demand for private security services in India.
Delhi Police gets additional funds to increase security - The Delhi Police has
been allotted INR 5,372 crore for 2015-16 Union Budget, an increase of more
15
than Rs 500 crore from last yearDTC awaits Nirbhaya fund for CCTV in buses -
The Delhi Transport Corporation is hoping that the renewed focus on the
December 16 rape incident would help hasten its bid to get over INR 10 million
for fitting CCTV cameras in all its 5600 busesPlanning to install CCTVs in all
234 police stations in the state of RajasthanInstallation of CCTV cameras on
Gurgaon expresswayGovernment to track public transport for safety- All modes
of public transport including BPO cabs, school buses and vans, Gramin Seva
vehicles, besides buses, taxis and auto rickshaws will be tracked and monitored
by government agencies for safety of passengersPune railway station to soon get
IP CCTV with remote surveillance capability
2.7 Competitors information
The Zest facility service pvt ltd has various competitors in providing security
services they are,
Sr.No. Name of the competitors
1 Suraksha Security Services in Mumbai.
2 Geekay Security Services Pvt Ltd
3 Bombay Intelligence Security Pvt Ltd.
4 Jai bhavani Security Services Pvt Ltd.
16
2.8 SWOT Analysis
17
STRENGTHS
• Skilled workforce
• Reduced labor costs
• Strong clients
WEAKNESSES
 Future cost structure
 Growth constraint
OPPORTUNITIES
• Venture capital
• Global markets
• Growing Demand
• Business Extension
THREATS
 Increasing costs
 Government regulations
Chapter-3
18
Theoretical Background of the study
3.1.1 Introduction to Research
Business research is a field of practical study in which a company obtains data
and analyzes it in order to better manage the company. Business research can
include financial data, consumer feedback, product research and competitive
analysis. Executives and managers who use business research methods are
able to better understand their company, the position it holds in the market and
how to improve that position.
Business research involves establishing objectives and gathering relevant
information to obtain the answer to a business issue. You can conduct business
research to answer a business-related question, such as: What is the target
market of my product? Business research can also be used to solve a business-
related problem, such as determining how to decrease the amount of excess
inventory on hand. Adequate planning and information-gathering are essential
to derive results for your business.
The following research was conducted at Zest Facility Services Pvt. Ltd. for
the topic and objectives mentioned in the report.
3.1.2 IntroductionConsumer Behavior

Consumer behavior (in consumer business context) is referred to as the study of
when, why, how, where and what people do or do not buy products. It blends
elements from psychology, sociology, social psychology, anthropology and
economics. It attempts to understand the buyer decision making process, both
individually and in groups. It studies characteristics of individual consumers
such as demographics and behavioral variables in an attempt to understand
people’s wants. It also tries to assess influences on the consumer from groups
such as family, friends, reference groups, and society in general .Customer
behavior study is based on consumer buying behavior, with the customer
playing the three distinct roles of user, payer and buyer.
Consumer behavior is the fundamental to marketing as marketing is concerned
with supplying and anticipating customer requirements; therefore
understanding how customers behave is at thievery heart of the marketing
concept.
19
3.1.3 Customer Value
The gain the customer receives for the benefit is weighed against the money
customer pays to acquire the benefit. The value a customer places on a service
becomes the customer value for that service offering.
Every consumer has his set of needs and resources, so no second customer
would place the same value for the service.
3.1.4 Customer Expectation

Customer expectations refers to the perceived value or benefits that the
customers seek when purchasing a good or availing a service. They are the
result of thelearningprocess and can be formed very quickly because even first
impression matters a lot. Once established, these expectations can hold
significant influence in decision-making processes and can be very hard to
change.
3.1.5 Customer Satisfaction

Customer satisfaction measures how well a firm is able to meet the
expectations of customers. It is a key concept of marketing, as a firm cannot
retain its customers unless it has highly satisfied customers.
Therefore it is very important to measure it.
Quality of Customer
Product/service Satisfaction Profitability
Figure No3.1: Dependence between quality, satisfaction and profitability

Characteristics of a Service.
3.1.6 Service Quality:
20
Service quality has been defined by various experts in various ways as:
Service Quality is the difference between customers' expectations for service

performance prior to the service encounter and their perceptions of the service
received.
Zeithaml (1988) define service quality as an assessment of customer from the

overall excellence of service. It is because of service quality nature,
which is intangible, heterogeneous and inseparable.According to Gefan
„Service quality is the subjective comparison that customers make between he
qualities of service that they want to receive and what they actually get.'
Parasuraman says, 'Service quality is determined by the differences

between customer's
expectations of services provider's performance and their evaluation of

the services they received. Service quality is 'the delivery of excellent or
superior service relative to customer expectations‟.
Service quality is recognized as a multidimensional construct. While the

number of dimensions often varies from researcher to researcher, there is some
consensus that service quality consists of three primary aspects: outcome
quality, interaction quality, and physical service environment quality
SERVQUAL model
Based on disconfirmation paradigm, Parasuraman, Zeithaml, & Berry

(1985) made the new model of service quality measurement. They try to
cover the weakness of Nordic model by offering a new way for measuring
service quality. In SERVQUAL model, they suggest to use the gap or
difference between expected level of service and delivered level of service for
measuring service quality perception with five dimensions: Reliability,
Responsiveness, Assurances, Empathy, and Tangibility.
SERVQUAL is an analytical tool, which can help managers to

identifying the gaps between variables affecting the quality of the offering
services. This model is the most used by marketing researchers and scientists,
although it is an exploratory study and does not offer a clear
measurement method for measuring gaps at different levels. This model has
been refined during the years and some believe that only performance needed
21
to be measured as SERVPERF model in order to find perception of service
quality. Finding in years of using this model shows SERVQUAL factors
are inconsistent and it is not comprehensive for different applications.
3.1.7 Measuring Service Quality Dimensions
Measuring the quality of a service can be a very difficult exercise. Unlike

product where there are specific specifications such as length, depth,
width, weight, colour etc. a service can have numerous intangible or
qualitative specifications.
A total of five consolidated dimensions of service quality are:
Tangibles Physical facilities, equipments and appearance of personnel.
Reliability Ability to perform the promised service dependably and

accurately.
Responsiveness Willingness to help customers and provide prompt services.
AssuranceKnowledge and courtesy of employees and their ability to inspire

trust and confidence.
Empathy Caring and individualized attention that firm provides to its

customer.
Tangibles
Responsivenes Reliability
s
Service
quality
Assurance Empathy
Figure No 3.1:Service Quality Dimensions
22
3.2 Customer retention
Refers to the ability of a company or product to retain its customers over some
specified period. High customer retention means customers of the product or
business tend to return to, continue to buy or in some other way not defect to
another product or business, or to non-use entirely. Selling organizations
generally attempt to reduce customer defections. Customer retention starts
with the first contact an organization has with a customer and continues
throughout the entire lifetime of a relationship and successful retention efforts
take this entire lifecycle into account. A company’s ability to attract and retain
new customers is related not only to its product or services, but also to the way
it services its existing customers, the value the customers actually generate as
a result of utilizing the solutions, and the reputation it creates within and
across the marketplace.
Successful customer retention involves more than giving the customer what
they expect. Generating loyal advocates of the brand might mean exceeding
customer expectations. Creating customer loyalty puts ‘customer value rather
than maximizing profits and shareholder value at the center of business
strategy. The key differentiation in a competitive environment is often the
delivery of a consistently high standard of customer service. Furthermore, in
the emerging world of Customer Success Retention is a major objective.
Customer retention has a direct impact on profitability. Research by John

Fleming and Jim Asplund indicates that engaged customers generate 1.7 times
more revenue than normal customers, while having engaged employees and
engaged customers return a revenue gain of 3.4 times the norm.
3.2.1 Measurement
23
The measurement of customer retention should distinguish between behavioral
intentions and actual customer behaviors. The use of behavioral intentions as
an indicator of customer retention is based on the premise that intentions are a
strong predictor of future behaviors, such that customers who express a
stronger repurchase intention toward a brand or firm will also exhibit stronger
corresponding behaviors. Customer repurchase and retention behaviors can be
measured in a variety of different ways which are enumerated in several
award-winning articles published in the marketing discipline. The different
studies that also involve different metrics to measure customer repurchase
intention and actual repurchase behaviors are summarized in a series of review
papers such as Keiningham and colleagues (2007),Gupta and Zeithaml
(2006),and Morgan and Rego (2006). These studies point to the following
general conclusions:
i. Customer satisfaction is a strong predictor of both customer repurchase

intentions and repurchase behavior
ii. Repurchase intentions are statistically significantly, and positively associated
with repurchase behavior: as people's repurchase intention increases, so does
their likelihood to actually repurchase the brand. However, the magnitude of
the association, though positive, is moderate to weak—suggesting that
intentions and behaviors are not interchangeable constructs to measure
customer retention.
iii. The association between different retention metrics is not always
straightforward. It can be (a) non-linear exhibiting increasing or diminishing
returns, (b) different for different customer segments), and also vary by type of
industry.
iv. Customer retention is a strong predictor of a firm's financial success, both
using accounting and stock market metrics. A study of a Brazilian bank
showed that bank branches that were more adept at efficiently satisfying and
retaining customers were more profitable than their counterparts that did one
or the other but not both.
In terms of measurement, the intention measures can typically be obtained

using scale-items embedded in a customer survey. The retention behaviors
24
must be measured using secondary data such as/ accounting measures of the
volume (amount and financial value) and frequency with which a customer
purchases the firm's goods or services. This requires that the firm should have
a strong customer information management department that can capture all the
relevant metrics that may be needed for analysis. In a typical firm, these may
come from a diverse set of departments such as accounting, sales, marketing,
finance, logistics, and other customer research.
Figure no 3.2: Customer retention of services
Chapter 4
Analysis and Interpretation of the data:
25
1. Staff Response to Orders
Table no 4.1:Represents that staff response to orders
Satisfaction Level 45 100% Services Continuity 45 100%
Satisfactory 38 88.45% Continue services 42 93.33%
Neutral 7 15.55% Not Sure 3 6.67%
Not Satisfactory 0 0% Discontinue 0 0%
Staff
StaffResponse
ResponsetotoOrders
Orders
42
38
Figure no 4.1: Graphical representation of
respondents on theStaff Response to Orders
7
0
Satisfactory Neutral Not Satisfactory Interpretation:As per responses of clients,
3
Continue services Not Sure

0
Discontinue
it was found that 38 of them are satisfied
and 7 have given neutral response. But
among them 42 people would like to continue with the services because of the staff of
Zest services has always obeyed the orders of their clients during work orders. This
has kept the clients satisfied. A few of them 3 people are not sure because the cannot
commit on the continued services as the decision making is with their superiors.
2. Punctuality of the staff
Table no 4.2:RepresentsPunctuality of the staff
Satisfactory
Punctuality of the staff32 71.11% Continue services 40 88.89%
Neutral
40 8 17.77% Not Sure 5 11.11%
Not Satisfactory 5 11.12% Discontinue 0 0%
26
0
Continue services Not Sure Discontinue
Punctuality of the staff
32 Figure no 4.2:Graphical representation of
respondents on the Punctuality of the staff
Interpretation: As per the responses of

clients, it was found that 32 of them are
8
satisfied with the punctuality of the staff , 8
5
of them are neutral and 5 of them are not

Satisfactory Neutral Not Satisfactory
satisfied with them.. Among these 40 people
would like to continue the services as the staff
worked on time and 5 people are not sure to continue the service as they were not
much satisfied with the punctuality of the staff.
3. Efficiency in carrying out their duties
Table no 4.3:Represents Efficiency in carrying out their duties

84.44
Satisfactory 30 66.66% Continue services 38 %
15.56
Neutral 12 26.67% Not Sure 7 %
Not Satisfactory 3 6.67% Discontinue 0 0%

Efficiency in carrying out their duties
38
30
12
7
27
3
0
Continue
Satisfactory
services Not
Neutral
Sure NotDiscontinue
Satisfactory
Figure no 4.3:Graphical representation of respondents on theEfficiency in carrying
out their duties
Interpretation:As per the response of clients, it was found that 30 of them are
satisfied with the efficiency of the staff, 12 are neutral in response and 3 of them are
not satisfied. Among them 38 would wish to continue with them as they feel the
staffcarry out their duties efficiently and 7 are not sure as they did not find the
services much efficient.
4. Appearance of staff on duty

Table no 4.4:Represents Appearance of staff on duty
Neutral 5 11.12% Not Sure 2 4,45%
Appearance
Appearanceofofstaff
staffon
onduty
duty
40
43
5
2
00
Continue
Satisfactory
services Not
Neutral
Sure Not
Discontinue
Satisfactory 28
Figure no 4.4: Graphical representation of respondents on theAppearance of staff on
duty
Interpretation:As per the responses of clients, it was found that 40 are satisfied with
the appearance of the staff during duty hours and 5 of them are neutral about their
responses. Among these 43 people would continue the services as they think the staff
carry themselves well on duty where as 2 people are not sure.
5. Telephonic Conversation
Table no 4.5:Represents Telephonic Conversation
XTelephonic
Conversation
Continue
Satisfactory 42 services 44
Neutral 3 Not Sure 1
Not Satisfactory 0 Discontinue 0
Telephonic
TelephonicConversation
Conversation
42
44
3
1 0 0
Continue
Satisfactory
services NotNeutral
Sure Discontinue
Not Satisfactory
29
Figure no 4.5:Graphical representation of respondents on theTelephonic
Conversation
Interpretation:As per the responses of clients, it was found that 42 of the clients are
satisfied with the telephonic conversation where as 3 of the clients are neutral. Out of
these 44 people are willing to continue the services as they felt the doubts approached
were cleared properly on telephonic conversation and 1 is not sure to continue the
service.
6. The way incident/crisis handled by staff

Table no 4.6:Represents The way incident/crisis handled by staff
XThe way
incident/crisis handled
by staff
Continue
Figure no 4.6: Graphical representation of respondents on theThe way incident/crisis

handled by staff
Interpretation: As per the responses of the clients, it was found that 36 are satisfied
with the way staff handle crisis, 6 of them are neutral and 3 are not satisfied. Among
30
these 39 people are willing to continue the service as they felt the staff are efficient to
handle any incident/crisis where as 6 people are not sure.
7. Competency of the security officer/ management

Table no
4.7:Represents
Competency of the
security officer/
managementXCompete
ncy of the security
officer/ management
Continue
Figure 4.07 :Graphical representation of respondents on theCompetency of the

security officer/ management
Interpretation: As per the responses of clients, it was found that 34 are satisfied with
the competency of the security officer, 8of them are neutral and 3who are not
satisfied. Among them 35 people will continue the service as they feel the security
officers are skilled and 10 of them are not sure to continue.
31
8. Value of services compared to price paid
Table no
4.8:Represents Value
of services compared
to price paidXValue of
services compared to
price paid
Continue
Value of services compared to price paid Value of services compared to price paid
34
28
14
11
3
0
32
Figure no 4.8 : Graphical representation of respondents on theValue of services
compared to price paid
Interpretation: As per the responses of clients, it was found that 28 are satisfied wit
the value of services as compared to the price, 14 of them are neutral and 3 are not
satisfied. Among these 34 will continue the service as they know the price is
appropriately correct according to value of services rendered but 11 people are not
sure to continue.
9. Troubleshooting mechanism of Zest Services
Table no 4.9:Represents Troubleshooting mechanism of Zest Services

XTroubleshooting
mechanism of Zest
Services
Continue
33
Figure no 4.9 : Graphical representation of respondents on theTroubleshooting
mechanism of Zest Services
the process they use to solve the problem, 7 of them are neutral where in only is not
satisfactory in this case. Amongall 32 people will continue the services they have
been seeing the troubleshooting mechanism are accurate where 13 are not sure to
continue the services.
10. Handling confidential and privacy matters

Table no 4.10:Represents Handling confidential and privacy matters
XHandling confidential
and privacy matters
Continue
Figure no 4.10: shows the graphical representation of respondents on theHandling

confidential and privacy matters
34
the way they handle confidential matters and 5 of them are neutral. Among them 38
people will continue the service as they have observed maintaining the confidential
matters but 7 of them are not sure.
11. Operates in transparent manner
Table no
4.11:RepresentsOpera
tes in transparent
mannerXOperates in
transperant manner
Continue
Figure no 4.11 : Graphical representation of respondents on theOperates in

transparent manner
Interpretation: As per the responses of clients, it was found that 39 are satisfied with
the service because they operate in transparent manner, 5 of them are neutral and 1 is
not satisfied. Among them 41 people are going to continue the service because they
function in transparent manner but 4 people are not sure.
35
12. Supervision of staff by supervisors
Table no
4.12:RepresentsSuperv
ision of staff by
supervisorsXSupervisio
n of staff by
supervisors
Continue
Supervision
Supervisionofofstaff
staffbybysupervisors
supervisors
42
43
3
2
0 0
Continue
Satisfactory
services NotNeutral
Sure Discontinue
Not Satisfactory
36
Figure no 4.12: Graphical representation of respondents on theSupervision of staff by
supervisors
Interpretation:As per the responses of clients, it was found that 42 people are
satisfied with the way supervisors supervise the staff, 3 are neutral. Among these 43
will continue the services as they deal with good supervision provided to staff but 2
people are not sure.
13. Adherence to standard of conduct

Table no 4.13:Represents Adherence to standard of conduct
XAdherence to
standard of conduct
Continue
Adherence to standard of conduct

Adherence to standard of conduct Figure no 4.13: Graphical representation
39
36 of respondents on theAdherence to
standard of conduct
Interpretation:As per the responses of

clients, it was found that 36 are satisfied
37
6
7
0
2
towards the commitment of work conducted, 7 of them are neutral and 2 are not
satisfactory. Among these 39 will continue the service and 6 are not sure to continue
due to some inconvenience.
14. Overall experience provided by Zest Services Pvt. Ltd.

Table no 4.14:Represents Overall experience provided by Zest Services Pvt. Ltd.
XOverall experience
provided by Zest
Services Pvt. Ltd.
Continue
Overall
Overallexperience
experience
provided
provided
by ZestbyServices
Zest Services
Pvt. Ltd. Pvt. Ltd.
42 37
3
0 0 38
Continue
Satisfactory
services Not Sure Neutral Discontinue Not Satisfactory
Figure no 4.14 : Graphical representation of respondents on theOverall experience
provided by Zest Services Pvt. Ltd.
Interpretation:As per the responses of clients, it has found that 37 of clients are
satisfied with experience Zest service, 8 are neutral about this opinion. Among them
42 people who will wish to continue the service with Zest as they had a good
experience working with them and 3 are not sure to continue.
15 Utilization of modern technology.

Table no 4.15:Represents Utilization of modern technology
XUtilization of modern
technology
Continue
39
Utilization of modern technology
33
Utilization of modern technology
37
7
5
8
0
Figure no 4.15: Graphical representation of respondents on theUtilization of modern

technology
Interpretation:As per the responses of clients, it was found that 33 are satisfied by
the way they utilize modern technology,7 are neutral and 5 of them are not satisfied.
Among these 37 people will continue the service as they are happy with the
technologies being used and 8 of them are not sure to continue as they see the
technology is not up to the mark.
16. 24 X 7 services available
Table no 4.16:Represents 24 X 7 services available

X24 X 7 services
available
40
Continue
24 X247 services
X 7 services available
available
36
31
9
8
6
0
Figure no 4.16: Graphical representation of respondents on the 24 X 7 services

available
the availability of 24 hours service rendered by Zest , where 8 of them are neutral and
6 people are not satisfied. Among these 36 clients will definitely continue the service
because of 24 hours service will be provided and 9 of them are not sure.
41
17. Attendance of the staff
Table no 4.17:Represents Attendance of the staff
Neutral 6 13.34% Not Sure 8 17.77%
Attendance
Attendanceofofthe
thestaff
staff
39
37
8
6
0 0
Continue
Satisfactory
services NotNeutral
Sure Discontinue
Not Satisfactory
Figure no 4.17: Graphical representation of respondents on theProfessionalism

among the staff
Interpretation:As per the responses of clients, it was found that 39 are satisfied
looking at the regular attendance of the staff and 6 are neutral. Among these 37 wish
to continue the service as staff has been observed on the basis of their regular
attendance but 8 of them are not sure.
42
18. Professionalism among the staff
Table no
4.18:Represents
Professionalism among
the
staffXProfessionalism
among the staff
Continue
Professionalismamong
Professionalism amongthe
thestaff
staff
32
30
1312
0
Satisfactory
Continue services NotNeutral
Sure Not Satisfactory
Discontinue
43
Figure no 4.18: Graphical representation of respondents on theProfessionalism
among the staff
Interpretation:As per the responses of the clients, it was found that 30 are satisfied
by the professionalism carried out on field where 12 are neutral and 3 are not
satisfied. Among these 32 will continue the service because of the professionalism
among the staff is effective and 13 people are not sure to continue the service.
19. Alertness of the staff
Table no
4.19:Represents
Alertness of the
staffXAlertness of the
staff
Continue
Alertness
Alertnessofofthe
thestaff
staff
38
36
44
9
7
00
Continue
Satisfactory
services Not
Neutral
Sure Not
Discontinue
Satisfactory
Figure no 4.19: : Graphical representation of respondents on the Alertness of the staff
Interpretation:As per the responses of the clients, it was found that the 38 people are
satisfied with alertness of the staff in case of any error or incident and 7 are neutral.
Among these 36 will continue the services are sure of continue the service by the staff
alertness and 9 are not sure.
20. Adaptability of the staff
Table no 4.20:Represents Adaptability of the staff

XAdaptability of the
staff
Continue
Not Satisfactory 3 Discontinue
45
Adaptability ofofthe
thestaff
staff
Figure no 4.20: :Graphical representation
41
35
of respondents on the Adaptability of the
staff
Interpretation:As per the responses of the

clients, it has found that 35 are satisfied
7
with how the adapt with clients different
4 3 requirements, 7 of them are neutral and 3
0
Continue services
Satisfactory Not Sure
Neutral Discontinue
Not Satisfactory are not satisfied. Among these 41 will
continue the services because of the
adaptability to fulfill the work or orders given and 4 of them are not sure.
Chapter 5
FINDINGS
i. As per the analysis Q.no 1 on page no 26, table no 4.1, it is found 84.45$ of
the clients are satisfied with staff response to orders, 15.55% are neutral.
Among these 93.33% are willing to continue the services where 6.67% is not
sure of continuing.
ii. As per the analysisQ.no 2, on page no 27, table no 4.2, it is found that 71.11%
the clients are satisfied with the punctuality of staff, 17.77% of them are
neutral and 11.12% of them are not satisfied. Among these 88.89% people are
willing to continue working where as 11.11% are not sure.
46
iii. As per the analysis Q.no3, page no 28, table no 4.3, it is found that 66.66% are
satisfied with the efficiency of the staff, 26.67% are neutral and 6.67% are not
satisfied. Among these 84.44% will continue to work with Zest service as they
feel the staff performs their duties efficiently but 15.56% are not sure.
iv. As per the analysis Q.no 4, pyage no 29, table no 4.4, it is found that 88.88%
of the people are satisfied with the way staff appear on duty where as 11.12%
are neutral. Among these 95.55% will continue work as they are satisfied with
the appearance of staff on duty where as4.45 people are not sure.
v. As per the analysis Q.no 5, page no 30, table no 4.5, it is found that 93.33%
are satisfied with the telephonic conversation, 6.67% are neutral on response.
It is also found that 97.78% are willing to continue working as they felt this
doubts were cleared properly on telephonic conversation where as 2.22% are
not sure about continuing.
vi. As per the analysis Q. no 6, page no. 31, table no. 4.6, it is found that 79.99%
are satisfied with the way the staff handle crisis,13.34% are neutral and 6.67%
are not satisfied. Among these 86.66% people are willing to continue the
service as they felt the staff are efficient to handle any incident or crisis
whereas 13.34% are not sure
vii. As per the analysis Q. no 7, page no. 32, table no. 4.7, it is found that 75.55%
are satisfied with the competency of the security officer/management, 17.78%
are neutral and 6.67% are not satisfied. Among the 77.77% of people will
continue the service as they feel the officers are skilled but 22.23% are not
sure.
viii. As per the analysis Q. no 8, page no. 33, table no. 4.8, it is found that62.22%
are satisfied with the value of services given for the particular prices, 31.11%
are neutral where as 6.67% are not satisfied. Among them 75.55% will
continue the services as they feel the price is correct according to the value of
services but 24.45% are not sure
47
ix. As per the analysis Q. no 9, page no. 34, table no. 4.9, it is found that 82.22%
are satisfied with process being used to solve the problem, 15.56% are neutral
and 2.22% are not satisfied. Among these 71.12% will continue the service as
they feel the mechanism are accurate where 28.88% people are not sure
whether they will continue
x. As per the analysis Q. no 10, page no. 35, table no. 4.10, it is found that
88.88% are satisfied by the way the staff handle confidential matters and 11.12
are neutral about the response. It is found that among these 84.44% people
will continue the service but 15.56% people are not sure.
xi. As per the analysis Q. no 11, page no. 36, table no. 4.11, it is found that
86.66% are satisfied by the way the staff operates in transparency, 11.12% are
neutral and 2.22 are not satisfied. Among these 91.11% people are willing to
continue where as 8.89% are not sure.
xii. As per the analysis Q. no 12, page no. 37, table no. 4.12 it is found that
93.33% are satisfied by the supervision of the supervisors to the staff and
6.67% are neutral. It is found that among these 95.55% will continue the
service whereas 4.45% are not sure
xiii. As per the analysis Q. no 13, page no. 38, table no. 4.13 it is found that
79.99% are satisfied with the adherence to standard of conduct, 15.56% are
neutral and 4.45% are not satisfied. Among these 86.66% of people wish to
continue the services where 13.34% of them are not sure
xiv. As per the analysis Q. no 14, page no. 39, table no. 4.14 it is found that
82.22% of the clients are satisfied with overall experience of Zest service
whereas 17.78% are neutral. It is also found that among these 93.33% are
willing to continue working with Zest services, 6.67% clients are not sure
about it.
xv. As per the analysis Q. no 15, page no. 40, table no. 4.15 it is found that
73.33% are satisfied with the modern technology being used, 15.55% are
neutral with their opinion and11.12% are not satisfied with it. It os also found
48
that among these 82.23% clients are going to continue work with Zest services
as the use of modern technology as per their needs, 17.77% clients are still
not sure about it.
xvi. As per the analysis Q. no 16, page no. 42, table no. 4.16 it is found that
68.88% are satisfied, 17.78% are neutral and 13,34% are not satisfied by 24X7
services of Zest service. It is also found that 80% of clients are willing to
continue working with them as they had a good satisfactory experience of their
24X7 service, 20% are not sure.
xvii. As per the analysis Q. no 17, page no. 43, table no. 4.17 it is found that
86.66% of the clients are satisfied, 13.34% are neutral by the attendance of the
staff. It is also found that among these 82.23% are willing to continue working
as they are happy with the regularity of staff, 17.77% are still not sure about it.
xviii. As per the analysis Q. no 18, page no. 44, table no. 4.18 it is found that
66.66% of the clients are satisfied with the professionalism within the staff,
26.67% are neutral on their response and 6.67% are not satisfied, it is also
found that 71.11% clients are sure to continue working with Zest services and
28.89% clients are not sure.
xix. As per the analysis Q. no 19, page no. 45, table no. 4.19 it is found that
84.45% of the clients are satisfied, 15,55% are neutral with the alertness of the
staff during duty hours. It is also found that among805 of these clients will
continue working as they felt the staff has good alertness during duty hours
but 20% of clients are still not sure about continuing or discontinuing.
xx. As per the analysis Q. no 20, page no. 46, table no. 4.20 it is found that
77.77% of the clients are satisfied with the way the staff adapt the different
requirements of the clients, 15.56% are neutral and 6.67% are not satisfied.
Among these 91.11% of the clients will continue working and 8.89% are not
sure.
49
SUGGESTIONS
1. According to findings no 2, 7,8 and 9, it is suggested that The company should
focus on the factors that clients wouldn’t prefer to compromise on the factors
such as professionalism followed by the employees, troubleshooting
mechanism followed, value addition in comparison to the charges,
competency of the management, efficiency in carrying out the operations and
punctuality of the staff.
2. According to finding no 6, it is suggested that the company should start
developing the employees on the grounds of moral grooming and crisis
handling.
3. According to findings no 1,3 and 18 it is suggested that The company can
invite various people that are a part of the market leaders in the sector to guide
employees about the competencies they need to possess, techniques of
carrying out work efficiently, importance of staff response to orders and
professionalism.
4. According to findings no 9 and 15, it is suggested that The company must
introduce a Management System to keep in Real-Time sync with the clients
and employees. The company has to introduce more efficient modern
technologies to gear up troubleshooting mechanism.
50
5. According to findings no 8, it is suggested that Being most important from
clients point of view, the company should price their services on the basis of
value addition and not necessarily on the competition. The company can either
way try to enhance the value addition characteristics to match with the pricing.
6. As per overall findings As Zest Facility Services Pvt. Ltd. fails to gain
confidence in their services from around 14.55% of their existing customers,
the company should plan for some customer retention strategies to overcome
the client turnover.
CONCLUSION
This research study has helped in analyzing the needs and preferences of people who
opt for private security services. This study clearly states that there are several reasons
depending on which the behavior of a customer changes accordingly. This study has
helped in knowing the factors that the client expects from the service providers,
factors that the clients value the most and do not prefer compromising on.
But this study has also shown poor client retention by the company. There can be
several reasons such as the internal conflicts in the organization, lack of awareness of
the changing but redefined customer desires, casualty of the staff on duty etc.
But on an overall note, Zest Facility Services Pvt. Ltd. has been very successful in
having a very strong client base and also deserves an appreciation as 85.45% of the
clients are satisfied with their services. They have a well-qualified army of guards and
also very experienced seniors as the authorities. Zest Facility Providers have set a
very good example for other players in the market by maintaining a very good service
quality through their private security services. Their consistent quality service will
lead them to be the best in the industry in coming years.
I extend my gratitude to the authorities at Zest Facility Services Pvt. Ltd. for
providing me with an opportunity to conduct a research at the organization and adding
an experience to my life.
51
BIBLIOGRAPHY
I. BOOKS
1. Hoffman and Bateson,4/e, Service Marketing, Cengage Learning 2007
2. Herman Aguinis, Performance Management Pearson Education 2007
II. ARTICLES
1)Chatura Ranaweera, J. P. (2003). The influence of satisfaction ,trust and switching
barriers on customer retention in a continuous purchasing setting. International
Journal of Service Industry Nanagement , 374-395.
2) J. Joseph Cronin Jr., M. k. (n.d.).) J. joseph Cronin Jr., M. K. (2000). Assessing the
effects of quality, value and customer satisfaction on consumer bheavioural intentions
in service environments. Journal of Retailing , 193-218.
3) Jay Kandampully, T. D. (2009). Relationships and impacts of service

quality,perceived value,customer satisfaction,and image. The Service Industries
Journal , 111-125.
4) Lewis, M. (2004). The influence of loyality programs and short-term promotions

on customer retention. Journal of Marketing Research , 281-292.
52
5) T.Rust, R. (1993). Customer satisfaction, customer retention, and market share.
Journal of Retailing , 193-215.
6) X ueming Luo, C. B. (2006). Corporate Social Responsibility,Customer

Satisfaction, and Market Value. journal of Marketing , 1-18.
III. WEBLOGRAPHY
1. www.zaubacorp.com
2. http://stimulusresearchservices.com/services/research/
BOOKS
53

Introduction To Internship:: Zest Facility Services PVT - LTD

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Introduction To Internship:: Zest Facility Services PVT - LTD

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CHAPTER 1

1.2 Topic chosen for the study:

1.3Need for study:

A self-completion questionnaire was developed on satisfaction level and interest

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1.8 Limitations of the Study

2.1.2 Factors Favoring Demand for Private Security Services In India

I. Increase in Crime Rate:

Industry type SERVICES PRIVATE LIMITED

Founded In 16 September 2006

AJAYKUMAR DHANANJAY JADHAV

0-SHOP 2A FLOOR - 0 PLOT 17 A SHASHI BUILDING SION ROAD NO 6 SION

2.7 Quality Policy:

2.7.1 Responsible and accountable:

C. Malls & Retail outlets

D. Residential & Hospitals

F. Media & Entertainment

Property related criminal cases (2014-15)

Number of cases 2014 Number of cases 2015

2.6 Government Initiatives

2.7 Competitors information

3.1.2 IntroductionConsumer Behavior

3.1.4 Customer Expectation

3.1.5 Customer Satisfaction

Figure No3.1: Dependence between quality, satisfaction and profitability

3.1.6 Service Quality:

Service Quality is the difference between customers' expectations for service

Zeithaml (1988) define service quality as an assessment of customer from the

Parasuraman says, 'Service quality is determined by the differences

expectations of services provider's performance and their evaluation of

Service quality is recognized as a multidimensional construct. While the

Based on disconfirmation paradigm, Parasuraman, Zeithaml, & Berry

SERVQUAL is an analytical tool, which can help managers to

3.1.7 Measuring Service Quality Dimensions

Measuring the quality of a service can be a very difficult exercise. Unlike

A total of five consolidated dimensions of service quality are:

Tangibles Physical facilities, equipments and appearance of personnel.

Reliability Ability to perform the promised service dependably and

Responsiveness Willingness to help customers and provide prompt services.

AssuranceKnowledge and courtesy of employees and their ability to inspire

Empathy Caring and individualized attention that firm provides to its

Figure No 3.1:Service Quality Dimensions

Customer retention has a direct impact on profitability. Research by John

i. Customer satisfaction is a strong predictor of both customer repurchase

In terms of measurement, the intention measures can typically be obtained

Figure no 3.2: Customer retention of services

Analysis and Interpretation of the data:

Satisfaction Level 45 100% Services Continuity 45 100%

Satisfactory 38 88.45% Continue services 42 93.33%

Neutral 7 15.55% Not Sure 3 6.67%

Not Satisfactory 0 0% Discontinue 0 0%

Continue services Not Sure

2. Punctuality of the staff

Table no 4.2:RepresentsPunctuality of the staff

Satisfaction Level 45 100% Services Continuity 45 100%

Not Satisfactory 5 11.12% Discontinue 0 0%

Interpretation: As per the responses of

of them are neutral and 5 of them are not