Analyzing the quality performance gap of the Telesur broadband

Transcription

MBA VI Program in Management & Finance
2009-2011
Analyzing the quality
performance gap of the
Telesur broadband services
By
Darryl John Wolf
Suriname
2011
Supervised by Dhruba Lahiri, MBA/M.Phil
This paper was submitted in partial fulfillment of the requirements for the Masters of
Business Administration (MBA) degree at the FHR Lim A Po Institute and the Maastricht School of
Management (MSM), Maastricht, the Netherlands, December 2011.
ABSTRACT
The Telecommunication market in Suriname is a highly competitive market with a rapidly
growing broadband market. Telesur, the state owned company, is facing competition from the
international company Digicell and Uniqua. Digicell is a very strong player in the Caribbean. To
stay on top of the business, Telesur had to make some major changes in their company. But
although Telesur is trying hard to stay the leader in this competitive market, report delivered by
the Customer Service department showed that the customer‟s satisfaction is still below
expectations from the clients.
The problem stated for this study is to find out if there is a weakness in customer‟s satisfaction
due to lack of: productivity, technical quality of services, problem detection and correction and
reliability of the wire and wireless internet services.
The objectives of this study were to find out if there is a difference between customers expected
and perceived service quality; to determine the significant key factors that affect the overall
customer satisfaction and to identify if the results of the customers satisfaction from Telesur are
weak due to bad service quality performance of the operation departments.
The data needed for this research was collected through an online questionnaire. And the
method used for analyzing the data is the SERVQUAL method from Parasuraman et al., 1985.
After analyzing the data it became clear that even though Telesur managers, involved in
delivering wireless and wired internet services, know what customers expected, the expected
services are not delivered. Furthermore it became clear that the technical departments are one of
the main reasons for not delivering what customers expect.
According to the literature this should not have been the case, because the changes that Telesur
made in their company, to face the competition should have given Telesur enough knowledge to
satisfy the customers. That is why it is highly recommended that Telesur does an evaluation of
the change programs to find out what went wrong.
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TABLE OF CONTENTS
Abstract …………………………………………………………………………………………….2
List of Figures………………………………………………………………………………………5
List of tables………………………………………………………………………………………...6
1.1
1.2
1.3
1.4
1.5
1.5.1
1.5.2
1.5.3
1.5.4
1.6
1.7
1.8
1.9
GENERAL INTRODUCTION .............................................................................................................. 7
PROBLEM DEFINITION ..................................................................................................................... 8
THE RESEARCH QUESTIONS AND OBJECTIVES OF THIS STUDY .............................................. 9
THE THEORETICAL FRAMEWORK ................................................................................................ 10
RESEARCH METHODOLOGY ......................................................................................................... 11
Data needed .................................................................................................................................... 11
Sample selection .............................................................................................................................. 11
Sample size...................................................................................................................................... 11
Data analysis method ...................................................................................................................... 11
LITERARY STUDIES DETERMINE.................................................................................................. 11
LIMITATION OF THE STUDY .......................................................................................................... 12
THESIS STRUCTURE ........................................................................................................................ 12
SUMMARY ........................................................................................................................................ 13
CHAPTER TWO:
2.1
2.2
2.2.1
2.2.2
2.2.3
2.2.4
2.3
2.4
2.5
2.6
2.7
2.8
INTRODUCTION ............................................................................................................................... 14
THEORY ............................................................................................................................................ 14
The history of Internet ..................................................................................................................... 14
Fixed Broadband ............................................................................................................................. 16
Mobile broadband ........................................................................................................................... 16
Growth of the internet uses in Suriname ........................................................................................... 18
QUALITY OF SERVICE .................................................................................................................... 20
CUSTOMER SATISFACTION ........................................................................................................... 21
SERVICE QUALITY .......................................................................................................................... 25
MODELS OF SERVICE QUALITY .................................................................................................... 28
THE SERVICE QUALITY GAP ......................................................................................................... 35
SUMMARY ........................................................................................................................................ 38
CHAPTER 3:
3.1
3.2
3.3
3.4
3.4.1
3.4.2
3.5
3.6
3.6.1
3.6.2
3.6.3
3.6.4
3.6.5
3.6.6
LITERATURE REVIEW .................................................................................. 14
METHODOLOGY .................................................................................................. 39
INTRODUCTIONS ............................................................................................................................. 39
PROBLEM STATEMENT .................................................................................................................. 39
RESEARCH OBJECTIVES................................................................................................................. 40
THEORETICAL FRAMEWORK ........................................................................................................ 40
The used model for the theoretical framework .................................................................................. 40
Dependent & independent variables................................................................................................. 41
RESEARCH QUESTIONS AND HYPOTHESIS................................................................................. 42
METHODOLOGICAL CONSIDERATIONS ...................................................................................... 42
Research philosophy ........................................................................................................................ 42
Research purpose ............................................................................................................................ 43
Research approach .......................................................................................................................... 43
Research strategy ............................................................................................................................ 44
The questionnaire ............................................................................................................................ 46
Selection of sample and data collection ............................................................................................ 46
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3.7
DATA ANALYSIS ............................................................................................................................. 47
3.7.1 Data analysis methods ..................................................................................................................... 47
3.7.2 Reliability and validity ..................................................................................................................... 47
3.8
SUMMARY ............................................................................................................................................ 48
CHAPTER 4:
4.1
4.2
4.3
4.4
4.4.1
4.4.2
4.4.3
4.4.4
4.5
4.6
4.7
INTRODUCTION ............................................................................................................................... 49
DESCRIPTION OF SAMPLE ...................................................................................................................... 49
DESCRIPTIVE ANALYSES ....................................................................................................................... 50
COMPUTING THE SERVQUAL SCORES ........................................................................................ 58
The Wilcoxon signed-rank test of all 22 statements ........................................................................... 58
The Wilcoxon signed-rank test of the 5 dimensions ........................................................................... 59
The median and Gap scores ............................................................................................................. 61
The SERVQUAL importance level of the independent variables and the Weight score ....................... 68
RELIABILITY AND VALIDITY TEST .............................................................................................. 69
DISCUSSIONS OF FINDINGS ........................................................................................................... 71
SUMMARY ........................................................................................................................................ 78
CHAPTER 5:
5.1
5.2
5.3
5.4
DATA ANALYSIS, FINDINGS AND DISCUSSION............................................. 49
CONCLUSIONS AND RECOMMENDATIONS................................................... 79
INTRODUCTION ............................................................................................................................... 79
CONCLUSIONS ................................................................................................................................. 80
RECOMMENDATIONS ..................................................................................................................... 84
SUMMARY ........................................................................................................................................ 87
REFERENCES ..................................................................................................................................... 88
APPENDIX 0: ONLINE QUESTIONNAIRE...................................................................................... 91
APPENDIX 1: RESULTS CUSTOMER SURVEY ............................................................................. 97
APPENDIX 2: RESULTS TELESUR MANAGER’S SURVEY ........................................................ 107
APPENDIX 3: DATA SERVICE KPI’S ............................................................................................. 109
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LIST OF FIGURES
Figure 1.1:
The SERVQUAL or GAPS model ................................................................................. 10
Figure 2.2.1: The growth of Internet users from 1995 till 2010 ............................................................ 15
Figure 2.2.3.1: Evolution of digital cellular standards ............................................................................ 17
Figure 2.2.3.2 Mobile versus fixed connections .................................................................................... 18
Figure 2.4.1: Factors that affect customer satisfaction. Source: Hokanson (1995) .............................. 22
Figure 2.4.2: Customer satisfaction continues improvement. Source: Zairi, 2000 ................................ 24
Figure 2.4.3: The circle of satisfaction. Source: Zairi 2000 .................................................................. 24
Figure 2.6.1: The disconfirmation of expectation model (1980) (Oliver 1977, 1980, 1981) .................. 29
Figure 2.6.2: The Perceived service quality model .............................................................................. 30
Figure 2.6.3: The Three- Component model ........................................................................................ 31
Figure 2.6.4: Integrating the perspectives ............................................................................................ 32
Figure 2.7.1: The Gaps model of service quality ................................................................................. 35
Figure 3.4.1.1: The theoretical frame work ............................................................................................ 41
Chart 4.2.1: Daily responses of the customer survey.......................................................................... 49
Chart 4.4.3.1a: The Gap score of the dimensions for the customer survey .............................................. 66
Chart 4.4.3.1b: The Gap score of the dimensions for the Telesur manager survey ................................... 67
Chart 4.4.3.2: SERVQUAL dimension gap for the customer and Telesur manager survey .................... 67
Chart 4.4.4.1: Importance of the independent variables for both surveys .............................................. 68
Chart 4.6.1: Median scores of the dimensions ................................................................................... 71
Chart 4.6.2: Difference between the customer expectations and the manager‟s perceptions of the
customer expectations............................................................................................................................ 72
Chart 4.6.3: The service quality of the independent variables ............................................................ 74
Chart 4.6.4: Expectations and perceptions from both surveys ............................................................ 74
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List of Tables
Table 1.1:
Key figures from Telesur annual report over the period 2006 till 2010 ............................ 8
Table 2.2.1:
The growth of Internet users over the last decade .......................................................... 15
Table 2.6.1:
Comparing the five models ........................................................................................... 34
Table 3.6.4.1: Likert scale codes ......................................................................................................... 44
Table 3.6.4.2: Coding independent variables ....................................................................................... 45
Table 3.7.2.1: Cronbach‟s alpha score interpretation ........................................................................... 47
Table 4.2.1a: Respondent‟s results ..................................................................................................... 49
Table 4.3.1a: Expectation tangibles for descriptive statistics from the customer survey ...................... 50
Table 4.3.1b: Perception tangibles for descriptive statistics from the customer survey ........................ 51
Table 4.3.1.c: Expectations and perception tangibles for descriptive statistics from the Telesur
manager‟s survey (N = 30) .................................................................................................................... 51
Table 4.3.2a: Expectation reliability for descriptive statistics from the customer survey ..................... 52
Table 4.3.2b: Perception reliability for descriptive statistics from the customer survey ....................... 52
Table 4.3.2c: Expectation and perception reliability for descriptive statistics from the Telesur
manager‟s survey................................................................................................................................... 52
Table 4.3.3a: Expectation responsiveness for descriptive statistics from the customer survey ............. 53
Table 4.3.3b: Perception responsiveness for descriptive statistics from the customer survey ............... 53
Table 4.3.3.c: Expectation and perception responsiveness for descriptive statistics from the Telesur
manager‟s survey................................................................................................................................... 54
Table 4.3.4a: Expectation assurance for descriptive statistics from the customer survey ...................... 54
Table 4.3.4b: Perception assurance for descriptive statistics from the customer survey ....................... 54
Table 4.3.4.c: Expectation and perception assurance for descriptive statistics from the Telesur
manager‟s survey................................................................................................................................... 55
Table 4.3.5a: Expectation empathy for descriptive statistics from the customer survey........................ 55
Table 4.3.5b: Perception empathy for descriptive statistics from the customer survey ......................... 56
Table 4.3.5.c: Expectation and perception empathy for descriptive statistics from the Telesur manager‟s
survey………….. ...... ……………………………………………………………………………………………………………………………56
Table 4.4.1.1a: The Wilcoxon signed-rank test of the 22 statements ...................................................... 59
Table 4.4.1.1b: The Wilcoxon signed ranks test .................................................................................... 59
Table 4.4.2.1a: The Wilcoxon signed-rank test of the 5 dimensions....................................................... 60
Table 4.4.2.1 b: The Wilcoxon ranks test ............................................................................................... 61
Table 4.4.3.1a: The SERVQUAL scores of 153 customer questionnaire responses ................................ 62
Table 4.4.3.1b: The SERVQUAL scores of 30 Telesur manager questionnaire responses ...................... 65
Table 4.4.3.3: Calculation to obtain unweighted SERVQUAL score .................................................... 68
Table 4.4.4.1a: The customer survey SERVQUAL weighted Score ....................................................... 69
Table 4.4.4.1b: The Telesur manager‟s survey SERVQUAL weighted score .......................................... 69
Table 4.5.1a: Cronbach‟s Alpha customer‟s survey ............................................................................ 70
Table 4.5.1b: Cronbach‟s Alpha Telesur manager‟s survey ................................................................ 70
Table 4.5.2:
KMO and Bartlett‟s Test ............................................................................................... 70
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CHAPTER I:
1.1
INTRODUCTION
GENERAL INTRODUCTION
The Telecommunications Company Suriname (Telesur) is the government owned
telecommunications service provider in Suriname. Suriname is a small country with just over
500,000 inhabitants. It is the only Dutch-speaking nation in South America and has closer
affinities with the Caribbean than with its continental neighbor countries. The density of
Telecommunication is slightly lower than the average of the rest of South America and the
Caribbean, a result that reflects the country‟s low GDP per capita.
This state owned company had a monopoly position for 27 years in Suriname, but now they only
have a monopoly over all fixed-line and wired broadband services. For mobile services Telesur
is facing a competitive market. The competitors are: the privately-owned multinational Digicel,
which operates throughout the Caribbean; and Uniqa, owned by Intelsur and United
Telecommunications Services (UTS).
Since the competitive market, mobile penetration in Suriname rises to a remarkably high amount
and continues to grow beyond the 100% milestone, with many subscribers having up to three
lines with different operators.
Mobile phone services are a booming business in Latin America and the Caribbean. The success
of mobile telephony in Latin America is due in large part to the inadequacy of the basic
telephone infrastructure. Mobile penetration in Latin America and the Caribbean (LAC) is over
94% and well above the world average of 76%. However, the vast majority of mobile subscribers
in the LAC region are prepaid. In the Caribbean, subscription numbers are sometimes pumped
up by tourists or migrant workers who are not counted as part of the population.
Broadband is poorly developed in Suriname. Penetration lays far behind the rest of the region;
prices are high and download speeds are slow but adding up. Telesur is the exclusive provider of
broadband access, primarily through 1ADSL. The fixed-line service in the year 2009 – 2010
equals 85,000 subscribers, an annual growth of 1.2%. The broadband penetration through ADSL
was 17,000 in December 2010, which is only 20% of the fixed lines. The annual growth was 40
%. The mobile telephony subscriber in Suriname is 710,000 an annual growth of 16%.
Some key figures from Telesur are:
1
http://www.budde.com.au/Research/Suriname-Telecoms-Mobile-and-Broadband.html
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Table 1.1: Key figures from Telesur annual report over the period 2006 till 2010 2
Results
(x 1000)
2010
2009
2008
2007
2006
Net revenues
291,291
276,612
301,503
317,050
283,786
Expenses
255,849
248,717
233,789
230,382
176,150
Operating
results
35,442
27,894
67,734
86,668
107,636
After-tax
results
17,000
26,506
50,590
76,340
78,516
1.2
PROBLEM DEFINITION
The Telecommunication Market in Suriname is a competitive market with a lot of potential for
growth, especially in the area of broadband market. Telesur‟s mission is to stay market leader in
Suriname and to accomplish that, Telesur is undergoing some major changes in their
organization. The most important changes within the company are:
2
•
Telesur is in a process of changing from a technical driven culture into a market and
customer oriented culture and structure
•
Telesur wants to deliver „just in time‟ services and full fill the needs of customers in the
new competitive environment
•
The new corporate philosophy is based on: quality and cost control, profit, growth,
diversity in services and higher efficiency of the organization
•
Activities: investments in organizational restructuring, client oriented training, leadership
and change training and continuous education of employees
http://www.telesur.sr/website/jaarverslag.asp?menuid=154&id=4
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•
Constantly trying to be familiar with the customer‟s life cycle and try to be ahead of the
life cycle.
But although Telesur is trying hard to stay the leader in this competitive market, the customer‟s
satisfaction is still below expectations from the clients. This is stated by the Customer Service
department out of reports from the Helpdesk department. Customer satisfaction, in marketing
terms, measures how products and services delivered by Telesur meet the expectations of
customers. Because of the fact that Customer‟s satisfaction and service quality depend on
customer‟s perceptions and expectations of the delivered services, the low performance of
customer‟s satisfaction will have a negative influence on the company‟s revenues on the long
run.
The problem to be stated in this thesis:
Is there a weakness in customer‟s satisfaction due to lack of: productivity, technical quality of
services, problem detection and correction and reliability of the wire and wireless internet
services.
The hypothesis is:
The result of the customer‟s satisfaction is still weak due to productivity, technical quality of
services, problem solving and detection time and reliability of the wire- and wireless internet
services from the operation departments.
1.3
THE RESEARCH QUESTIONS AND OBJECTIVES OF THIS
STUDY
Based on the problem definition the following research questions and objectives have been
derived.
Objectives:
•
•
•
Finding out if there is a difference between customers expected and perceived service
quality
Determine the significant key factors that affect the overall customer satisfaction
Are the results of the customer‟s satisfaction from Telesur weak due to bad service
quality performance of the operation departments?
Research questions:
•
Is there a difference between customers expected and perceived quality?
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•
•
•
•
Is there a difference between customer‟s expectations and the manager‟s perceptions of
the customer‟s expectations?
Is there a difference between translation of perceptions into service quality specifications
and management perceptions of customer‟s expectations?
Is there a difference between the customer-driven service designs and standards and the
service delivery?
Is there a difference between external communications to customers and the service?
The goal of this study is the indirect benefit to the revenues of Telesur by studying the
customer‟s life cycle the quality they expect and the quality they perceived.
1.4
THE THEORETICAL FRAMEWORK
This study will use the model of the integrated GAPS model of service quality from
Parasuraman, Zeithaml & Berry (1985, 1988)
Words of mouth
Personal
needs
communication
Past
experiences
Excepted
service
GAP 5
Perceived
service
CUSTOMER
PROVIDER
Service delivery
(pre & post contract)
GAP 1
Customer Gap
GAP4
1
External Communications
to customers
GAP 3
Translation of perceptions
into service quality
specifications
GAP 2
Management perceptions
of customer’s
expectations
Figure 1.1: The SERVQUAL or GAPS model3
The goal is to find the service quality Gap. Gap 5 = f(gap1, gap2, gap3, gap4)
The method used is the quantitative research method.
3
http://www.12manage.com/methods_zeithaml_servqual.html
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1.5
RESEARCH METHODOLOGY
1.5.1 Data needed
The data needed for this research will be collected through a questionnaire. The questionnaire
that will be used is special designed for the SERVQUAL method and have been widely used for
measuring service quality in many research studies (Parasuraman et al., 1985).
1.5.2 Sample selection
The sample is restricted to Telesur management, university students and young professionals.
1.5.3 Sample size
The calculation from the sample size has a minimum of 150, this calculation is based on the
Central limit theorem, and there for the sample size has a minimum from 30 per variable.
1.5.4 Data analysis method
All the data from the questionnaire will be collected by an online questionnaire created in
Google docs. The data will be analyzed through Google Docs, Microsoft Excel and SPSS. The
statistical test to measure the strength and correlation between the independent and dependent
variables by applying the regression analysis and other additional statistical analysis will be done
through SPSS version 19.
1.6
LITERARY STUDIES DETERMINE
The research method starts with a literature review. The literature review includes the research of
books, articles, journals, company reports from Telesur and other international companies. The
focus of this study is on:




The growth of the wireless and fixed internet services in Suriname and the rest of the
world. This will determine the importance of the service for the users
Quality of service for wireless and fixed internet services and their key performance
indicators used international and in Suriname
The theory on customer satisfaction as a tool to measure how products and services
delivered by a company meet the expectations of customers.
A study of service quality models and the reason for choosing The SERVQUAL method
from Parasuraman for performing a gap analysis of an organization‟s service quality
performance against customer service quality needs by identifying the expectation and
perceived service quality of the dimensions: tangibles, reliability, responsiveness,
assurance and empathy.
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1.7
LIMITATION OF THE STUDY
In this study the researcher limited the questionnaire to:
a.
b.
1.8
University students and young professionals. The limitation is based on the fact that
the questionnaire is in English which is not the spoken language from Suriname and
because the researcher wants objective answers on the questions and not an
emotional one. This group understands the importance of a questionnaire while the
average people on the street will simply say that they want the best service and that
they are receiving the worse.
Telesur managers and their management team involved in wired- and wireless
internet services. Since they are directly involved in making decisions to serve the
customers.
THESIS STRUCTURE
Chapter one: Introduction
A brief introduction to the Telecommunication Company Suriname (Telesur),
their market position and the purpose of this thesis.
Chapter two: Literature Review.
A review of the development of wired- and wireless broadband services in
Suriname and the rest of the world. The Service Quality theory and customer‟s
satisfaction. The Gaps model of Parasuraman et al (the base of the SERVQUAL
model).
Chapter three: Methodology.
The methodology and research strategy chosen for the problem statement.
The questionnaire used for this study.
The sample size and the method of collecting data.
Chapter four: Data analysis, findings and discussions.
Analyzing and discussions of the data collected from the questionnaire.
Chapter five: Conclusion and recommendations.
Conclusion and recommendations to the research questions in relation to the
literature reviews and findings.
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1.9
SUMMARY
This chapter provides an introduction to broadband services and describes the
problem definition. It also introduces the hypothesis, objectives and research
questions, a brief description of the model and methodology used for this study.
A short introduction of the chapters two until chapter five, which is the final
chapter, is included.
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CHAPTER TWO:
2.1
LITERATURE REVIEW
INTRODUCTION
This chapter discusses the evolution of the Internet service for mobile and fixed services. Out of
this discussion the reader will understand why Internet services have such an important place in
our life. The explosive growth of the service causes huge competition between internet service
providers. This competition manifests itself not in technique but in the service delivered. The
next discussion in this chapter is the importance of customer satisfaction and service quality and
the linkage between them. Furthermore I will elaborate why service quality needs to measured to
understand customers‟ expectations and perceptions. Finally this chapter discusses the service
quality measurement instrument SERVQUAL. The end of this chapter deals with service quality
measurement instrument SERVQUAL.
2.2
THEORY
2.2.1 The history of Internet
The history of the Internet starts in the 1950‟s with the development of computers. Shortly after
that there was a need for data transferring from one computer to another computer. It started with
a simple point to point communication between the computers and expanded to point to
multipoint communication between computers within one building. This was the development of
the LAN (Local Area Network). A LAN is useful for sharing resources like files, printers,
games or other applications. The demand for information transfer kept on rising and also the
need to connect different LAN‟s to each other. Developers in the 1970‟s made internetworking
possible and created the WAN (Wide Area Network). A WAN spans a large geographic area,
such as a state, province or country. WAN‟s often connected multiple smaller networks, such as
local area networks (LANs). The world most popular WAN is the internet. The Internet was
introduced in 1982 by standardizing the concept of a world-wide network. In the late 1980‟s and
early 1990‟s commercial Internet Service Providers (ISPs) began to emerge and in 1995 the
Internet was commercialized. The world made a major change with communication by electronic
mail, instant messaging, Voice over Internet Protocol (VoIP) "phone calls", two-way interactive
video calls, and the World Wide Web with its discussion forums, blogs, social networking, and
online shopping sites made their entrée in our lives. The Internet continues to grow, driven by
ever greater amounts of online information and knowledge, commerce, entertainment and
networking. The Internet is defined as the worldwide interconnection of individual networks
operated by government, industry, academia, and private parties. The Internet, as no other
communication medium, has given an International or, if you prefer, a "Globalized" dimension
to the world. Internet has become the Universal source of information for millions of people, at
home, at school, and at work.
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Figure 2.2.1: The growth of Internet users from 1995 till 2010
The growth of Internet usage has been enormously in the last decade. According to statistics
from March 2011 from http://www.internetworldstats.com/stats.htm there has been a growth of
480% worldwide.
Table 2.2.1: The growth of Internet users over the last decade4
World internet usage and population statistics march 31, 2011
Population (2011 Internet users
Internet users
World
est.)
dec. 2000
mar. 2011
regions
1,037,524,058
4,514,400
118,609,620
Africa
3,879,740,877
114,304,000
922,329,554
Asia
816,426,346
105,096,093
476,213,935
Europe
216,258,843
3,284,800
68,553,666
Middle East
347,394,870
108,096,800
272,066,000
North
America
597,283,165
18,068,919
215,939,400
Latin
America/
Carib
35,426,995
7,620,480
21,293,830
Oceania/
Australia
6,930,055,154
360,985,492
2,095,006,005
World Total
4
Penetration (%
population)
11.4%
23.8%
58.3%
31.7%
78.3%
Growth 20002011
2,527.4%
706.9%
353.1%
1,987.0%
151.7%
36.2%
1,037.4%
60.1%
179.4%
30.2%
480.4%
from http://www.internetworldstats.com/stats.htm
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2.2.2 Fixed Broadband
Broadband or high-speed Internet access allows users to access the Internet and Internet-related
services at significantly higher speed than those available through “dial-up” Internet access
services. Broadband speed varies significantly depending on the particular type and level of
service ordered and may range from as low as 200 kilobits per second (kbps). Some advantages
of broadband are:








Voice over Internet Protocol (VoIP), an alternative to traditional voice telephone service
that may be less costly for those depending on their calling patterns.
Telemedicine: patients in rural areas can confer online with medical specialists in more
urban areas and share information and test results very quickly.
Access and use of many reference and cultural resources, such as library and museum
data bases and collections.
Distance learning opportunities, like online college or university courses, and continuing
or senior education programs.
Expanding educational and economic opportunities for consumers in remote locations.
On-line shopping and Web surfing more quickly and efficiently.
Downloading and viewing videos and photos on your computer are much faster and
easier.
VOD. Video on demand, IPTV and HDTV
The consumption of bandwidth is increasing dramatically in every household especially because
of; Video calls, IPTV, radio, live streams, video blogging, games and YouTube.
Broadband can be provided over different platforms: Digital Subscriber Line (DSL); Cable
Modem; Fiber-Optic Cable (Fiber); Wireless; Satellite; and Broadband over Power line (BPL).
The chosen broadband technology will depend on a number of factors. These include how
broadband Internet access is packaged with other services (like voice telephone and home
entertainment), price and service availability.
2.2.3 Mobile broadband
Another interesting medium to reach the internet is through the mobile phone. In 1981 the first
generation (1G) of the mobile phone was born. This type of communication was an analog
system that could only handle voice calls. Pretty soon after the introduction of prepaid charging,
the mobile phone became such a success that the networks could not handle so many customers.
In the 1990‟s the second generation (2G) was introduced. 2G networks were built mainly for
voice services and slow data transmission. The rise in mobile phone usage was explosive and
with the transformation from analog to digital an enormous amount of subscribers could be
connected to the system. The new features introduced, were the SMS service or text messaging
and roaming. Shortly after that GPRS was introduced in the GSM world. This was the first step
in the evolution of GSM into the 3G generation. With this the gateway was opened to the internet
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by using communication services such as email and web browsing. In 2003 the evolution reaches
another peak and EDGE (Enhanced Data rates for GSM Evolution) was introduced. With EDGE,
2.75G, the customer experiences a speed of 80-100 KBPS over the internet. But in 2001 the third
generation (3G) was already introduced in Japan. With 3G it was possible to receive video calls
(video on demand and video conferencing), mobile TV, VOIP and browsing on the internet
became a much more pleasant activity. Users experienced speed between 384 kbps and 1Mbps.
This was interesting but it was obvious that due to cost and complexity, 3G was relatively slow
adopted globally.
In 2007 only 7% of mobile phone subscriptions worldwide had adapted 3G networks. But
nowadays the 3G network is becoming much more popular because the old systems do not have
enough speed and capacity to handle the hunger for data speed over the mobile phones. In 2009
the fourth generation, 4G, was born. The 4G system is an all IP system designed to increase data
transfer speeds for Web surfing and video. It has much more capacity than the 3G network so it
can handle much more data-calls. The user‟s experiences download speeds from 1.5 to 19 Mbps.
Figure 2.2.3.1: Evolution of digital cellular standards
Nowadays mobile internet access has become so attractive that the amount of users had past the
amount of wired access users (DSL connections for example) long time ago.
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Figure 2.2.3.2: Mobile versus fixed connections
The great deployment of the availability of higher speed creates a lot of business opportunities.
This has a spin off effect on the growth of the services. Nowadays most people cannot live
without the internet connection. The most common reason for internet is for data transfer,
advertisement, knowledge transfer, social networking, communication, entertainment, banking,
gaming etc. To get all this together companies must provide very sophisticated and reliable
networks to offer the different broadband services.
2.2.4 Growth of the internet uses in Suriname
In 2003 Telesur upgraded their dial-up system to an ADSL system starting with 128 kbps
download speed. It was a very slow start and in 2005 there were only a 1000 clients. In 2011
Telesur as the only ADSL provider in Suriname has almost 26,000 ADSL clients, 2000 wireless
fixed- and 3,000 dial-up clients. The annual growth from 2005 till 2008 was above a 100%.
From 2008 until 2010 the average growth was 70%. Fixed Internet availability is almost 80% in
Suriname. The fixed-line service in the year 2009 – 2010 equals 85,000 subscribers. This means
that the broadband penetration through ADSL is only 30% of the fixed lines. The average
download speed from the ADSL service in Suriname is 512 kbps which means that it is hardly
enough to watch a YouTube film. The average speed is not enough for Services like IPTV and
Video on demand.
One of the goals from the new government of Suriname is to make internet available for
everybody. The first step was the elimination from taxes on telecommunication equipment. The
second step was the stimulation from computers for educational purposes. By doing this they
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expect the prices to drop5. This means that we can expect the ADSL internet penetration to grow
rapidly in Suriname. The mobile telephony subscriber in Suriname is 710,000 an annual growth
of 16%. There is a great competition for mobile broadband between the 3 mobile companies in
Suriname. The technology used is not the latest. None of the three providers has a 3G or higher
mobile network. They all have a 2G network which means that they cannot provide high speed
data. The results from an audit, performed by a consultant hired by Telesur in 2009, shows that
technically Telesur‟s mobile network is the second best in performance. Another important key
performance indicator (KPI) is the application throughput. The application throughput is directly
linked to the customer experienced service quality. A benchmark with different operators is
presented in the diagram below.
Figure 2.2.4.1: International benchmark of application throughput. (Telesur audit report
2009)
Telesur is far behind in throughputs when compared against international operators but still has
40% of mobile market in Suriname. Out of statistical measurements from the quality department
from Telesur, the growth of internet usage is rising enormously. The services delivered by
Telesur are best effort services, and there is no Service Level Agreements (SLA) with customers.
On the Telesur web site “ https://www.teleg.sr/teleg/website/page.asp?menuid=3 ” the Mobile
service is described as dynamic, innovative, flexible, modern and up to date with emphasis on
quality. And on the webpage “ http://www.sr.net/website/product.asp?menuid=68 ” the wired
5
http://www.starnieuws.com/index.php/welcome/index/nieuwsitem/6354
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internet service as a secure and reliable network with a shared throughput for customers. The
geographical availability for wired and wireless services is almost 90%. This area is limited to
the area were people actually live in Suriname.
2.3
QUALITY OF SERVICE
An assumption has developed over the last 20 years that the internet supports any form of
communication service. The service has changed from traditional reliable, non-real time data
transfer from one computer to another to time critical services such as audio and video
streaming. These services require a certain performance to be accepted by customers. The name
used by providers to guarantee a certain form of service to their customers is called Quality of
Service (QoS). For vendors, the challenge is to develop new equipment that is better than the
legacy equipment. The technology must work in such a way that it full fit the customers‟
expectations for product quality, availability and reliability.
Quality of Service is the ability to provide different priorities to different applications, users, or
data flows, or to guarantee a certain level of performance to a data flow for example, a required
bit rate, delay, jitter, packet dropping probability and/or bit error rate may be guaranteed. Quality
of service guarantees are important if the network capacity is insufficient, especially for real-time
streaming multimedia applications such as voice over IP, online games and IP-TV, since these
often require fixed bit rate and are delay sensitive, and in networks where the capacity is a
limited resource. For example in cellular data communication 6
A benefit of a QoS-enabled network is the capability to handle traffic streams in different ways.
The traffic will be categorized into different types of classes and define how each type will be
handled under different conditions. For example; who will be addressed as high priority traffic.
Quality of service can be divided in to two types of services:
a. The broadband technical performance
b. Support services such as fault repairs, technical support to customers, billing and help
desk etc.
Every aspect in service is important. One weak link can make the Quality of service less than the
expectations.
To guarantee the technical quality, every company needs to work with a certain set of KPI‟s
(Key Performance Indicators) and the KPI is dependent on the network and the services
installed. For example: a network that offers HDTV will be different than a network with only
basic features. In some countries the Government will set a fixed level for KPI‟s for companies
to guaranty a certain performance quality such as speed, reliability and availability. On the other
hand network Operators needs to make sure that there networks are able to meet the QOS
6
Teletraffic Engineering Handbook ITU-T Study Group 2 (350 pages, 4·48MiB)(It uses abbreviation GoS instead of QoS)
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described in their service level agreements (SLA). QOS is also useful to optimize services, to
minimize network costs and increase return of investment. This is a big challenge because of the
dynamics of a growing customer base, charging technology and evolving service offerings.
KPI‟s used for EDGE/GPRS mobile and DSL networks from Telesur are defined in appendix37.
A service level agreement 8 is a part of a service contract where the level of service is formally
defined. In practice, the term SLA is sometimes used to refer to the contracted delivery time (of
the service) or performance, liabilities on the part of the service provider and the customer, and
actions to be taken in specific circumstances.
The scope of an SLA is to set out the service levels that apply when a customer purchases a
certain product. The SLA will guarantee that the company will full fit to a set of agreements such
as:
a.
b.
c.
d.
e.
The availability of a helpdesk to take notice of the fault
Classification of faults and their connection to a time plan to solve the fault
Several type of fault levels with different response and repair time
A certain response time in respect of service and support enquiries
A guaranty that faults should be solved within a certain time in respect of service
affecting faults
f. The availability of support for a certain time of the day, week or/and year.
g. The availability of a certain quality regarding; throughput, bit error rate, latency,
jitter etc.
The QoS will give the guaranty that the services sold by the service provider full fit a certain
quality, and the SLA will give the guaranty that the customer will get compensation if the service
is not as agreed. Those failures and down time of the service will be taken care in a time period
as agreed on.
2.4
CUSTOMER SATISFACTION
In the Telecommunication business, the threat of customers switching to a competitor is always
present. To minimize this threat the company must critically identify customer‟s needs and
expectations. Customer satisfaction is a term mostly used in marketing. It measures how
products and services delivered by a company meet the expectations of customers. Customer
satisfaction is defined as “the number of customer‟s or percentage of total customer‟s, whose
reported experience with a firm, its products, or its services (ratings) exceeds specified
satisfaction goals”9. Kotler (1997) defines customer satisfaction as a person‟s feeling of pleasure
7
Reference: Telesur audit report 2009.
http://www.sla-zone.co.uk/
9
http://www.themasb.org/wp-content/uploads/2011/08/N.-Language-Spaulding-8.11F.pdf
8
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or disappointment resulting from comparing a product‟s perceived performance in relation to his
or her expectations.
Customer satisfaction is the most important key element of business strategy. It is an indicator
for consumer‟s purchase intentions and loyalty. In an organization, customer satisfaction rating
shows the importance of fulfilling customer‟s expectations to employees and gives the business
to possibility to correct an existing or expecting problem, and it create possibilities for
improvements.
Consumers usually face a broad array of products and services that might satisfy a given need.
But how do they choose? Customers will buy from the one that is the nearest to their
expectations of a service or product. Satisfied customers buy again and tell others about the
service or product. Dissatisfied customers will stop buying, make negative promotion of the
service and product and will buy from the competitor. If the performance matches the
expectations, the customer is satisfied, if it exceeds it, they will be highly satisfied. Smart
companies deliver more than they promise. By doing so they will create customers who will keep
on buying, and they will be willing to become marketing partners and “customer evangelists”
who will spread the word about their good experiences to others. For companies interested in
delighting customers, exceptional value and service are more than a set of policies or actions.
They are a companywide attitude, an important part of the overall company culture. Customer‟s
perception about the product quality is that they want it to be durable, reliable, precision and easy
to operate. There are many factors that affect customer satisfaction. According to Hokanson
(1995), some of these factors are; friendly-, courteous-, knowledgeable-, helpful employees,
accuracy of billing, competitive pricing, service and product quality, good value, billing clarity
and quick service.10 `
Figure 2.4.1: Factors that affect customer satisfaction. Source: Hokanson (1995)
10
http://www.ucti.edu.my/wps/issue1/wp-06-06-paper.pdf
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According to Hubert Rampersad (2001), Customer satisfaction is a key issue for all organizations
in both the private and public sectors. To survive, a company must understand and provide what
the customer wants. It is important to understand the entire chain of customers. The needs of
each customer must be examined separately. Not only the external, but also the internal
customers should be considered. In fact, if the company does not satisfy the needs of the internal
customers, how will it be able to comply with the needs of the external customer? All employees
determine the degree of customer satisfaction. As a supplier, you should try to figure out what
the customer needs and wants. Because what the company thinks its customer wants is not
necessarily the same as what the customer wants. What the company thinks it should to offer, is
not necessarily the same as what the company actually offers, and not the same as what the
customer experiences out of this offer.
Customer satisfaction has a positive effect on organization‟s profitability. According to Hoyer
and MacInnis (2001) satisfied customers form the foundation of any successful business as
customer satisfaction leads to repeat purchase, brand loyalty and positive word of mouth.
Coldwell (2001) performed a statistical analysis of customer satisfaction data encompassing the
findings of over 20,000 customer surveys conducted in 40 countries by info Quest. The results of
the study were:





A totally satisfied customer contributes 2.6 times as much revenue to a company as a
somewhat satisfied customer
A totally satisfied customer contributes 17 times more revenue as a somewhat dissatisfied
customer
A totally dissatisfied customer decreases revenue at a rate equal to 1.8 times to what a
totally satisfied customer contributes to a business
Satisfied customers are most likely to share their experiences with other people to the
order of perhaps five to six people. Equally well, dissatisfied customers are more likely to
tell another ten people of their unfortunate experience.
If people think that dealing with customer satisfaction/complaint is costly, they need to
realize that it costs as much as 25% more to recruit new customers.
Mohamed Zairi (2000) developed a model for continuous improvement of customer satisfaction
a cycle which starts with listening to customers, analyzing their comments, developing an action
plan and at the end the implementation.
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Figure 2.4.2: Customer satisfaction continues improvement. Source: Zairi, 2000
Improvement is the next step after satisfaction is reached. True satisfaction can only be reached
if there is a good working team. A good working team can only be build up if there are good
working conditions, satisfied employees, and loyal employees.
Good working
conditions
Employee
satisfaction
High profit
Employee
loyalty
Customer
Loyalty
Product of good
quality
Customer
Satisfaction
Figure 2.4.3: The circle of satisfaction. Source: Zairi 2000
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2.5
SERVICE QUALITY
The telecommunication market is becoming more competitive and companies are continuously
searching for new ways to gain an edge over their competitors. One of the most important ways
to gain edge over their competitors is the service quality delivery. According to Welch, quality is
our best assurance of customer allegiance, our strongest defense against competition and the only
path to growth and earnings. Berry and Parasuraman, 1991:5, support this by stating: “a
stronger service gives companies the opportunity to compete for customers; a strong
performance of the service builds competitiveness by earning customer‟s confidence and
reinforcing branding, advertising, selling and pricing”.
Zeithaml & Bitner (2003) state that: "Service quality is a focused evaluation that reflects the
customer's perception of specific dimensions of service: reliability, responsiveness, assurance,
empathy, tangibles”. Satisfaction, on other hand, is more inclusive: it is influenced by
perceptions of service quality, product quality, and price as well as situational factors and
personal factors.
According to Parasuraman et al. (1988) service quality can be defined as the degree and direction
of discrepancy between the customer‟s perception and expectations, or the extent to which a
service meets or exceeds customer‟s expectations. The quality of a service depends on the
service consistently conforming to customers expectations.
Bearden and Teel (1983); Buzzell and Gale (1987) found an important positive relation between
high-perceived service and quality and customer satisfaction. This positive relationship between
perceived service quality and customer satisfaction creates true customers, increases efficiency
and benefit from increased market share and profit, higher revenue and reduces cost by
economies of scale, (Anderson and Sullivan, 1993; Zeithaml, Parasuraman and Berry, 1996).
In 1991 Parasuraman, Zeithaml and Berry developed a service model that identified perceived
service quality into five dimensions. These dimensions will be used in this thesis to measure the
expected and perceived services as one of the determinants of customer satisfaction. The service
quality is defined as the differences between customer‟s expectation of services and their
perceived service. The gap between expected and perceived service is the measure of service
quality. If the perceived service is greater than the expected service (ES < PS) the quality is
exceeded. If the expectations meet the perceived quality (ES = PS) the service is from a satisfied
quality. If the expected services are greater than the perceived service (ES > PS) the quality is
from an unacceptable level.
Expectations are a very important role within satisfaction of services. Expectations depend on
several factors. The basic key factors formed by the Quality Accounts commission in 1999 to
influence expectations are:
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1. Personal needs: a customer or user of a service has certain personal needs, which they
expect the service will provide them. These needs will differ from customer to customer
and vary from service to service. To provide an appropriate service it is therefore very
important to know and understand the customer‟s needs very well.
2. Previous experience: previous experiences with services will partly influence the future
expectations of the service.
3. Word of mouth communications: a certain set of expectations will be formed because of
the communication with anyone other than the service provider, such as family members,
friends, colleagues, the media and other organizations such as the control authorities.
The five principle dimensions, identified by Parasuraman, Zeithaml and Berry in 1998, that
customers use to judge service quality are:
1. Tangibles
This encompasses the appearance of physical facilities, equipment, personnel, and
communication materials.
o Modern equipment and latest services
o Visually appealing facilities
o Employees who have a neat, professional appearance
o Visually appealing materials associated with the service convenient business
hours
According to Philip Kotler (1999); Bitner, M.J., and Zeithaml, V.A (2003), the
appearance of physical facilities, equipment, personnel, and communication material of
an organization is the tangibles. Gilbert A. Churchill, Jr & J. Pail peter (1999) added that
for quality in the equipment, facilities, and communication materials used to provide the
service.
2. Reliability
This regards the ability to perform the promised service dependably and accurately.
This includes the following actions:
o Providing services as promised. For example: promises made by the helpdesk
about network failures, error corrections etc.
o Dependability in handling customer‟s technical problems
o Performing services right the first time. For example: when a new product or
service is introduced
o Providing services at the promised time with an acceptable quality of service.
Quality of service is a guaranty to a certain level of performance to a data flow
regarding; browsing; multimedia services etc.
o Deliver services completely free of errors.
In broadband services this means that customer must always have access as long
as they requested it, with an acceptable connection speed
According to Philip Kotler (1999); Bitner, M.J., and Zeithaml, V.A (2003) the ability to perform
the promised service dependably and accurately is the reliability. Gilbert A. Churchill, Jr & J.
Paul Peter (1999) added that customers want performance to be consistent and dependable.
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3. Responsiveness
This is the willingness to help customers and provide prompt service.
Important action points for responsiveness are:
o Up-to-date and correct communication to customers about services that needs to
be performed. For example; inform customers about maintenance activities that
will be performed such as fault correction or upgrades on a broadband network.
o Prompt service to customers.
Customer complains must be handled right away
o Willingness to help customers. For example 24/7 helpdesk availability.
o Readiness to respond to customer‟s requests
According to Philip Kotler (1999); Bitner, M.J., and Zeithaml, V.A (2003) responsiveness is the
willingness to help customers and provide prompt service. Gilbert A. Churchill, Jr & Paul Peter
(1999) added that customer must see service provider as ready and willing to perform.
4. Assurance
This regards the knowledge and courtesy of employees and their ability to inspire trust
and confidence.
o The behavior of employees must instill confidence in customers
o Making customers feel safe to do business with them
o Employees who are consistently courteous. This involves politeness, respect,
consideration and friendliness of contact personnel.
o Employees who have the knowledge to answer customer questions
According to Philip Kotler (1999); Bitner, M.J., and Zeithaml, V.A (2003), assurance means the
knowledge and courtesy of employees and their ability to convey trust and confidence.
5. Empathy
Empathy refers to the provision of Caring and individualized attention the firm provides
its customers with.
o Giving customers individual attention
o Employees who deal with customers in a caring fashion. For example operating
hours convenient to all customers
o Having employees who give customers personal attention
o Having the customer‟s best interest at heart
o Employees who understand the specific needs of their customers
According to Philip Kotler (1999); Bitner, M.J., and Zeithaml, V.A (2003), empathy means the
provision of caring, individualized attention to the customer.
Most customers want good service together with low prices. Companies that are capable of
giving good services with low prices have a competitive advantage over their rivals. The
SERVQUAL model is widely applied in organizations. It is excellent for a better understanding
of what customer‟s value and how well the organization meets the needs and expectations of the
customer. SERVQUAL is used for benchmarking customer‟s opinions of an excellent company,
on your company, the importance of ranking of key attributes and the comparison with what the
company employees believe customer‟s feel. One of the disadvantages is that it did not include
any prices in the assessment. There is no relationship of price and delivered quality.
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2.6
MODELS OF SERVICE QUALITY11
The SERVQUAL model has been widely used over the world by several companies over the last
2 decades. But this model is not the only model to measure service quality. Various researchers
have developed models of service quality. Five of the key models are:
1. The disconfirmation of expectations model (Oliver 1977, 1980, 1981)
2. The Nordic model developed by Grönroos (1982; 1984). The Perceived service quality
model
3. The SERVQUAL/ Gaps model developed by Parasuraman, Zeithaml and Berry (1985,
1988, 1991)
4. The three- component model developed by Rust and Oliver (1994)
5. Integrating the perspectives of the previous four service quality models in an effort to
extend current thought in service quality into the twenty-first century. By Dabholkar,
Thorpe & Rentz 1996, Brady & Cronin 2001)
11
Marketing service Organizations BM404-2006 lecture1.
http://www.google.com/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CBwQFjAA&url=http%3A%
2F%2Fuob-community.ballarat.edu.au%2F~jharman%2FBM404%2FBM404_lecture1.ppt&ei=02f4To2tEMHqggegeGdAg&usg=AFQjCNHVPt1Wmj73JgBm508EolRjQ2ROwA
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The disconfirmation of expectation model
Figure 2.6.1: The disconfirmation of expectation model (1980) (Oliver 1977, 1980, 1981)
This model discusses three determinants of customer (dis)satisfaction: expectations, perceptions
and (dis)confirmation. The theory behind this model is that customer expectations are formed
before the purchase of a product or service. The expectations are used as a standard or frame of
reference towards judgement of the service performance if the relation from the expectation to
the actual performance is high, the degree of disconfirmation will also be high and the level of
satisfaction low.
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The Nordic model developed by Grönroos (1982; 1984). The Perceived service quality
model
Source: http://www.degromoboy.com/cs/gronroos.htm
Figure 2.6.2: The Perceived service quality model
This model represents the service experience on the basis of functional and technical elements.
Grönroos stated that service quality experienced by a customer must be divided into two
dimensions:
1.
2.
Technical quality
The technical quality refers to what the customers received during a service delivery.
Functional quality
The functional quality refers to how the service is delivered as reflected through the
consumer‟s perception of interactions that occur during the service encounter.
This model discusses customers form their service quality perceptions by comparing the
expected level of service and the actual service performance they receive. The key for managers
is the clear distinction between the service itself and how it is delivered.
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The SERVQUAL/ Gaps model
This model, as described in paragraph 2.5, measures the difference between customer‟s
expectations about the quality of a certain group of services and their perceptions about the
performance of the services.
The Three- Component model
Source: Rust & Oliver, 1984
Figure 2.6.3: The Three- Component model
The Three-Component model includes factors relating to the service product, service delivery
and service environment.
The service product is the consumer‟s overall perceptions of the service offering and outcome,
including any additional services that accompany its delivery. The service delivery refers to the
interaction between consumers and the organisation within the service setting. Since services are
intangible, variable and inseparable, the communication between provider and customer creates
the way the customer perceives the service delivery. The service environment is the internal and
external environment. On the internal environment of services there is literature that focuses on
the culture of the organisational and the philosophy of management. The external environment,
also named the „servicescape‟ by Bitner (1992) reflects the delivery setting of the service.
The model implicates that organisations can target three main elements of service quality to
improve their overall service quality. The model offers possibilities to improve understanding of
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how service quality works and suggests the elements on which managers should base service
quality research. Due to the model, management would encounter the necessity to develop
surveys that reflect these three dimensions, in their specific industries and also to properly assess
consumers‟ service quality perceptions.
Integrating the perspectives
Hierarchical model
Source: Brady & Cronin 2001, p.38
Figure 2.6.4: Integrating the perspectives
The model also demonstrates that service quality can be made up of three different tiers of
dimensions.



Tier one: this level deals with the customers‟ overall perceptions of service quality.
Tier two: this level reflects the primary dimensions for consumers to evaluate service
quality.
Tier three: this level identifies the sub-dimensions of individual items that form the
primary dimensions in the model.
In recognising that service quality may occur at three different levels, this model moves further
than the models presented earlier in this chapter to offer a more detailed and complete look at the
extent consumer‟s use when evaluating service quality.
This model assists managers in understanding how consumers access service quality, as it allows
management to view service quality at different levels. This enables management to congregate
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resources on improving those aspects of service quality where problems are arising. Moreover,
because of its three-tiered structure, the model moves further in capturing consumers‟
evaluations of service quality and in providing management with a more detailed and accurate
picture of consumers‟ service quality perceptions.
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Comparing the five models delivers the following results:
Table 2.6.1: Comparing the five models
Model
Advantages
Disadvantages
Disconfirmation of
expectations
Takes into reflection
expectations as well as actual
perceptions
The use of expectations in
measuring service quality has
presently come under a lot of
critique in the literature
Nordic model (Grönroos)
Emphasis on the service
outcome and process, that is,
what the customer receives
from the service and how the
service is delivered
Does not explicitly consider
the impact of the physical
environment of the service
setting on service quality
perceptions. The
disconfirmation of
expectations model is used as
a basis
SERVQUAL/gaps
Identifies a number of areas
important to service quality
assessment. Has been widely
used in the literature and in
practice
Uses gap scores as derived
from the disconfirmation of
expectations model. Does not
have an outcome point of
reference and does not
calculate service outcome
perceptions
Three-component model
Extends Grönroos model to
include the physical
environment. Has received
increasing support in the
literature
Some three-component
models are still based on
disconfirmation and are not
well tested in the literature.
Integrated model
Looks at service quality in a
new light. Provides a more
responsive analysis by looking
at the different tiers of service
quality dimensions
Has not been well tested in the
literature as it is a new model.
Needs more research to test its
usefulness
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2.7
THE SERVICE QUALITY GAP
The SERVQUAL model begins with the basic gap between Perceptions – Expectations.
SERVQUAL is a service quality measurement tool that assesses both service perceptions and
expectations across a range of different service characteristics. The gap between expectations
and perceptions can help managers to analyze where to target and prioritize improvement
efforts for the best effects.
Source: Customer satisfaction and service quality
www.usq.edu.au/course/material/MKT3003/docs/51364mod3b.ppt
Figure 2.7.1: The Gaps model of service quality
The SERVQUAL-model also known as the “Gaps model” is used for analyzing the Gaps
described in figure 2.7.1.
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Gap 1
Customer‟s expectations versus management‟s idea or perceptions of customer‟s expectations.
Managers and employees often have a very internal process-oriented view of their business. It is
very difficult to get them out of this comfort zone to let them see things the way the customer
does. Some reasons for a possible gap are: lack of a marketing research orientation, inadequate
upward communication and too many layers of management.
If there is a Gap, the next step is to close the Gap. The first action to perform to close Gap 1 is;
learn what customers expect by Listening to your customer. The key activities that a company
must accomplish for this goal are:




Use research, complaint analysis, customer panels
Increase direct interactions between managers and customers
Improve upward communications
Act on information and insights
Gap 2
Management perceptions versus service perceptions: Mismatch between manager‟s expectations
of service quality and service quality specifications.
To decrease this gap, management must understand exactly what the customer wants. Without
this understanding, it will be impossible for management to know whether their expectations are
aligned with customer specifications.
Possible reasons for this Gap are: inadequate commitment to service quality, a perception of
unfeasibility, inadequate task standardization and an absence of goal setting.
To close Gap 2 it is mandatory to establish the right service quality standards. Actions to perform
to improve Gap 2 are:









Top management commitment to providing service quality
Set, communicate, and reinforce customer-oriented service standards
Establish challenging and realistic service quality goals
Train managers to be service quality leaders
Be receptive to new ways to deliver service quality
Prioritise tasks and Standardise repetitive tasks
Gain employee acceptance of goals and priorities
Measure performance of service standards and provide regular feedback
Reward managers and employees for achievement of quality goals
Gap3
Service specifications versus service delivery: poor delivery of service quality. In other words,
are standards consistently met?
Once the specifications from gap 2 are aligned the next step is to deliver these services according
the alignment. Some factors to improve Gap 3 are:
- Quality of delivery must be perfected during the interaction with the customer
- The employees that are responsible for these actions are referred to as contact personnel
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-
Some reasons for a lack of quality include poor; training, communication and preparation
Possible reasons for Gap 3 are: role ambiguity and conflict, poor employee-job fit and poor
technology-job fit, inappropriate supervisory control systems, lack of perceived control and lack
of teamwork.
Action to perform to close Gap 3are:



Attract and select the best and right employees
Develop and support employees by training, providing appropriate technology &
equipment, encourage and build teamwork, empower employees and internal marketing
Retain good employees by measure and reward service quality achievements and develop
equitable and simple reward systems
Gap 4
Service delivery versus external communication: differences between service delivery and
external communication with customer. In other words are promises made consistently fulfilled?
Some factors to improve Gap 4 are:
-
Customers are easy influenced by what they hear and see about a company‟s service
Communication by Word-of-mouth and advertising are main outlets which customers
open their opinions to.
This gap can lead to dangerously negative customer perceptions.
Possible reasons for Gap 4 are: inadequate horizontal communications and propensity to over
promise.
Action points for closing Gap 4 are:






Seek input from operations personnel on what can be done
„Reality‟ advertising by focussing on real employees, real customers, real situations and
service characteristics that are important to customers
Seek input from employees on advertising and Gain communications between sales,
operations and customers
Internal marketing programs
Ensure consistent standards in multi-site operations
Manage customer‟s expectations: What are realistic expectations?
Gap 5
This Gap is focusing on the total relationship between the five dimensions and is a result from
the 4 other gaps. The discrepancy between customer expectations and their perceptions of the
service delivered: differences between expected and perceived quality. As mentioned before
expectations are made up of past experience, word-of-mouth and needs/wants of customers.
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Possible reasons for Gap 5 are: not knowing what customers expect, not selecting the right
service standards and designs, not delivering to service standards and not matching performance
to promises.
SERVQUAL is the tool that calculates “Gap scores” to measure the difference between
expectations and perceptions for different aspects of services. It is a useful structure to find out
which aspects of a service affect the quality.
2.8
SUMMARY
This chapter started with a history of the internet service for fixed and mobile services. It
describes the rapid growth of internet connections within 30 years through fixed and mobile lines
over the world and in Suriname. Discussions about the importance of customer satisfaction, the
indicator for customers purchase intentions and loyalty, especially in a competitive market. In
this competitive world products are often delivered with a specific quality of service which
makes the product technically good. This technical quality of service will refer to a set of key
performance indicators. The customer today is not satisfied with only a technically good product.
The customer satisfaction will depend on the service quality delivered. The service expected by
the customer needs to be equal or less than the service perceived by the customer. That is the
way service quality needs to be measured.
This chapter also identified the different service quality models and their advantages and
disadvantages. It explains the foundation of service quality and discusses briefly the Gaps model
and the service quality measuring instrument known as the SERVQUAL by Parasuraman (1985
and 1988) which will be used to give answers to the objectives and research questions from
chapter one.
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CHAPTER 3: METHODOLOGY
3.1
INTRODUCTIONS
In this chapter I will look at the method used to answer the research questions mentioned in
chapter one. This chapter also describes the problem statement, the research objectives, the
research questions, the methodological considerations and hypothesis. And a discussion of the
survey used in this research and the sample selection. Data collection and data analysis will be
presented in the next chapter.
The method used in this study to measure the quality from the broadband services from Telesur
is the SERVQUAL method from Parasuraman, Zeithaml & Berry (1985, 1988).
This method is used to perform a gap analysis of an organization‟s service quality performance
against customer service quality needs.
For this I used a quantitative approach to find out about the different gaps described in the
literature review.
3.2
PROBLEM STATEMENT
Telesur, the state owned company, experienced an organizational transformation because of the
change from a monopoly to a competitive market. Some of the most important major changes
they made in their organization are:
•
•
•
•
•
customer oriented culture and structure.
Telesur wants to deliver just in time services and full fill the needs of customers in the
new competitive environment.
diversity in services and higher efficiency of the organization.
and change training and continuous education of employees.
life cycle.
But although Telesur is trying hard to stay the leader in this competitive market, word on the
street is that the customer‟s satisfaction is still below expectations from the clients. Telesur
employees are often complaining about the fact that customers are constantly complaining
about the delivered service as soon as they know that you are an employee of Telesur. The
discussion about the customer complains has to be taken seriously because low performance
of customer‟s satisfaction will have a negative influence, on the company‟s revenues on the
long run.
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The focus in this thesis is more on the operational departments and will give answer to the
problem stated in this thesis: Is there a weakness in customer‟s satisfaction due to lack of:
productivity, technical quality of services, problem detection and correction and reliability of
the wire and wireless internet services.
3.3
RESEARCH OBJECTIVES
The aim of this thesis is to evaluate and measure the service quality from the wired and wireless
internet services from Telesur (the state own Telecommunication Company from Suriname) and
the customer satisfaction in relation with service quality performance of the technical operation
departments. Customer satisfaction is defined as “the levels of service quality performances that
meets user‟s expectations”.
The objectives of this research can be described as follow:
•
•
•
3.4
Is there a difference between customer‟s expected and perceived service quality?
Determine the significant key factors that affect the overall customer satisfaction.
Are the results of the customers satisfaction from Telesur weak due to bad service quality
performance of the operation departments
THEORETICAL FRAMEWORK
3.4.1 The used model for the theoretical framework
The model used in this research is the SERVQAUL or Gaps model from Zeithaml, Parasuraman
and Berry. This model best fits the objectives because Parasuraman et al (1985) defined service
quality as “the global evaluation or attitude of overall excellence of services”. The service
quality is the difference between customer‟s expectation and perceptions of services delivered.
Parasuraman et al (1985) studied different types of services including telecommunication
companies and the results showed that service quality had 5 dimensions: tangibility, reliability,
responsiveness, assurance, and empathy. These dimensions would differ in importance from
service to service. The 5 dimensions are briefly explained in chapter two.
Kothler (1996) defined customer satisfaction as “the level of a person‟s felt state resulting from
comparing a product‟s perceived performance or outcome in violation to his/her own
expectations”. Customer satisfaction is also defined as the level of service quality performance
that meets user‟s expectations. The level of quality service performance is measured by using the
SERVQUAL survey tool. The tool deals with a series of questions about the 5 dimensions.
Analyzing the results will show the difference in perceptions and expectations between:
customers and between manager‟s perception of customers and customers.
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SERVICE QUALITY
• Tangibles
• Reliability
• Responsiveness
• Assurance
• Empathy
Independent variables
CUSTOMER
SATISFACTION
• Customer’s
satisfaction
• Technical quality
of service
• Problem
detection and
correction
Dependent variables
Figure 3.4.1.1: The theoretical frame work
3.4.2 Dependent & independent variables
Depended variables are the variables the research depends upon. In this thesis there are three
depended variables:
1. Customer‟s satisfaction
Customer satisfaction is the level of service quality performance that meets user‟s
expectations.
2. Technical quality of service
The technical quality of service is to guarantee a certain level of performance of the
broadband services.
3. Problem detection and correction
The independent variables are the variables that affect the dependent variables.
The independent variables are:
1. Tangibles
Appearance of physical facilities, broadband services, personnel, and communication
materials
2. Reliability
The ability to perform the promised service dependably and accurately
3. Responsiveness
The willingness to help customers and provide prompt service
4. Assurance
The knowledge and courtesy of employees and their ability to inspire trust and
confidence
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5. Empathy
Caring, individualized attention that the company provides its customers.
3.5
RESEARCH QUESTIONS AND HYPOTHESIS
In order to fulfill the research objectives, the following questions on service quality should
benefit to the objectives above:
a. Is there a difference between customers expected and perceived quality?
b. Is there a difference between customer‟s expectations and the manager‟s perceptions of
the customer‟s expectations?
c. Is there a difference between translation of perceptions into service quality specifications
and management perceptions of customer‟s expectations?
d. Is there a difference between the customer-driven service designs and standards and the
service delivery?
e. Is there a difference between external communications to customers and the service?
Those questions where assembled after the literature reading and were the basis to set
appropriate questions for the questionnaire. The survey is focusing on tangibles, reliability,
responsiveness, assurance and empathy.
By analyzing the results we will find the answer to the hypothesis.
The hypothesis is: The result of the customer‟s satisfaction is still weak due to productivity,
technical quality of services, problem detection and solving time and reliability of the wire- and
wireless internet services from the operation departments.
3.6
METHODOLOGICAL CONSIDERATIONS
3.6.1 Research philosophy
Saunders, Lewis and Thornhill, (2007) underlines that research philosophy, affects the way in
which the researcher views the world and underpins the research strategy.
The major difference between the positive stance and the interpretivism stance is that in the
positive stance stresses on quantifiable observations which lend themselves to statistical analysis
and the interpretivism stresses on qualitative observations by which researchers make sense of
the social world as humans (Suanders et al, 2007).
The positivist position is deduced from natural science and is characterized by the testing of
hypothesis developed from existing theory (hence deductive or theory testing) through
measurement of observable social realities. In other words; Positivism is based upon values of
reason, truth and validity and there is a focus purely on facts, gathered through direct observation
and experience and measured empirically using quantitative methods –surveys and experiments and statistical analysis (Blaikie, 1993; Saunders, Lewis and Thornhill, 2007; Eriksson and
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Kovalainen, 2008; Easterby-Smith, Thorpe and Jackson, 2008; Hatch and Cunliffe, 2006). Hatch
and Cunliffe (2006).
The SERVQUAL questionnaire has been used to measure the service quality in other industries
by well recognized researchers (Babakus and Boller (1992) Teas 1993, Carmen 1990, Cronin
and Taylor, 1992). They did this because of the rigorous procedures to generalize the findings
through statistical analysis and the ability to repeat the same procedures to test the commonality
or agreements of the findings. The SERVQUAL model is a service quality measurement tool that
assesses both service perceptions and expectations across a range of different service
characteristics. The gap between expectations and perceptions can help managers to analyze
where to target and prioritize improvement efforts for the best effects.
Hence the objectives are measured driven and the SERVQUAL questionnaire is deployed as the
survey instrument of the data collecting method with a positivist philosophical stance.
3.6.2 Research purpose
The research that conducts the purpose of this study the best is the survey research. A survey
research is a form of the descriptive research. In this type of research there are structured
questions to assess peoples beliefs, attitudes, and self-reports of behavior. The method used in a
descriptive research is to: decide on a problem, gather facts to refine the problem (narrow
definition), develop hypotheses and test the hypotheses.
3.6.3 Research approach
This paragraph focuses on the way the main issue of the research is going to be addressed. As
mentioned before, this study is a quantitative research. It identified the problem, based on testing
a theory, measured with numbers and analyzed using statistical techniques. The aim is to
determine the relationship between the independent variables and the dependent variables. The
approach is also deductive. A top down approach by having a model, asking research questions,
developing a hypotheses and collecting data to evaluated .The research approach is based on the
research philosophy. The deduction approach is based on positivism and the induction on
interpretivsm (Saunders et al, 2007).
In this research the philosophical stance is a positive stance and a deductive approach was taken
to represent the findings and conclusions. The deductive approach indicates precisely how the
concepts or the variables are to be measured and it distracts hypotheses to explain the causal
relationship of variable in relation of the theory by collecting the quantitative data and analyzing
them statistically.
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3.6.4 Research strategy
In this research we used the survey strategy. The survey strategy is a popular and common used
strategy in business research and is associated with a deductive approach. This strategy allows
the collection of large amount of data by using a questionnaire. Questionnaires make data easy to
compare but is very time consuming and limited to the number of questions allowed. But yet the
survey strategy is found the best to gain a better understanding of the research area because the
survey strategy is commonly associated with the deductive approach and allows for collecting
quantitative data which can be analyzed quantitatively using descriptive and inferential statistics.
The questionnaire used to collect data to analyze the findings with a deductive approach is the
SERVQUAL questionnaire. The survey used is the Likert scale. A Likert scale measures the
extent to which a person agrees or disagrees with the question.
The SERVQUAL questionnaire is used to assess Telesur customer‟s expectations and
perceptions regarding the delivered service quality. The expectations and perceptions are
measured using a 7 point scale to rate their level of agreement or disagreement. The scales are as
followed:
Table 3.6.4.1: Likert scale codes
Scale
Code
“1”
Strongly disagree
“2”
Disagree
“3”
Slightly disagree
“4”
Neither agree nor
disagree
Scale
Slightly agree
Agree
Strongly agree
Code
“5”
“6”
“7”
The higher the score, the better the level of expectation or perception. Service quality scores are
the difference between the perception and expectation scores (P – E). The higher the positive
score, the higher the level of customer satisfaction. A negative score stands for a disagreement in
customer satisfaction.
The SERVQUAL questionnaire consists of 49 questions representing the independent variables.
44 questions for the measurement of the expectations and perceptions by a Likert scale and 5
questions for testing the importance weight of the variables by a percentage scale. The sum of
the percentages for the 5 variables must be 100%.
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The code for these independent variables are as followed:
Table 3.6.4.2: Coding independent variables
Variable
Items
Expectation
Question 1
Question 2
Question 3
Question 4
Code
Code
E1
E2
E3
E4
Items
Perception
Question 1
Question 2
Question 3
Question 4
Reliability
Question 1
Question 2
Question 3
Question 4
Question 5
E5
E6
E7
E8
E9
Question 1
Question 2
Question 3
Question 4
Question 5
P5
P6
P7
P8
P9
Responsiveness
Question 1
Question 2
Question 3
Question 4
E10
E11
E12
E13
Question 1
Question 2
Question 3
Question 4
P10
P11
P12
P13
Assurance
Question 1
Question 2
Question 3
Question 4
E14
E15
E16
E17
Question 1
Question 2
Question 3
Question 4
P14
P15
P16
P17
Empathy
Question 1
Question 2
Question 3
Question 4
Question 5
E18
E19
E20
E21
E22
Question 1
Question 2
Question 3
Question 4
Question 5
P18
P19
P20
P21
P22
Tangibles
P1
P2
P3
P4
The collected data will be used to calculate:
- The Gap scores, which is the perception – the expectations.
- The unweighted score, which is the sum of the average variable gap divided by 5.
- The SERVQUAL score, which is the unweighted score multiplied with the weighted
score.
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3.6.5 The questionnaire
The questionnaire consists of 49 questions divided into 3 parts.
Part A deals with the service quality expectation from the customers. I wanted to know what the
customers expect from the wired and wireless internet service from Telesur.
Part B deals with the service quality perception and part C with the importance of the variables.
The expectations and perceptions will be tested through 22 questions regarding the independent
variables; Tangibles, Reliability, Responsiveness, Assurance and Empathy. The Likert scale
measures, as described in section 3.6.4, will extent to which the participant agrees or disagrees
with the question. The last part deals with the importance weight of the independent variables.
The participant needs to insert the importance of the variables in a percentage scale. The sum of
importance scale of the variables must be equal to 100.
The distribution of the questionnaires will be available online, through the internet. The focus for
the distribution is on:
- Young professionals and Students from the University of Suriname.
- Telesur management involved in delivering wired and wireless internet services
The researcher limited the focus group because he wanted objective answers on the questions
and not emotional ones. This group understands the importance of a questionnaire while the
average people on the street will simply say that they want the best service and they are receiving
the worse.
The main objective of the questionnaire is to get accurate data and information from the
participant and to identify what the customers think about Telesur‟s product and services.
The complete questionnaire can be viewed in appendix 0.
3.6.6 Selection of sample and data collection
A researcher must observe some samples of population to develop his conclusions. Sampling has
several advantages: lower cost, greater accuracy of result, greater speed of data collection and
availability of population selection (Cooper and Schindler, 2003).
In this research the developed sample technique was to determine the level of service quality. In
this survey the non-probability sampling method is used (non-random). Non probability
sampling is a technique in which units of the sample are selected on the basis of personal
judgment and convenience. The focus was on young professionals and university students.
Because of the language barrier, they will take the questionnaire more serious than other groups.
Their reactions will be more reliable than a random sampling. It is expected that the answers are
objective and not just influenced by emotions. This is a descriptive research using a quantitative
approach. Therefore sample design for this model is usually large. In this study the applied
model contains of the dependent and independent variables. This is a total of 8 variables. The
target was distributed online and the aim is to get a minimum of 150 complete answered
questionnaires.
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3.7
DATA ANALYSIS
3.7.1 Data analysis methods
For this study we used the quantitative methodology. A Likert scale survey method was used to
gather customer responses. A Likert scale 12is one of the most widely used approach to scaling
responses in survey research where the respondent has to chose on a scale between strongly
disagree and strongly agree. The collected data is ordinal: it has an inherent sequence, this means
that the difference between strongly agree and agree is not the same as the difference between
agree and neither agree nor disagree. The descriptive statistical methods were employed to
analyze the data, particularly by deriving the minimum, maximum, median and mode of the
study.
The difference between the perception and the expectation is addressed as being the gap scores.
And is used to calculate the SERVQUAL score. (The unweighted score multiplied with the
weight score).
Additional statistical analyses were performed; including analysis of the Wilcoxon signed rang
test to compare the 22 median scores for the expectations and perceptions statements and the 5
independent variables to explain the significant difference in the variables. These tests are the
non- parametric equivalent of the independent t-test. All these techniques were done by using
SPSS (statistical package for social science) version 19.
3.7.2 Reliability and validity
A Reliability test will answer to the consideration whether the procedures of data collection and
analysis will generate the same results on other occasions or will other observers make similar
observations and arrive at the same conclusions from the raw data. (Easter by-smith et al (2002);
cited by Saunders et al 2007:149)
Therefore, Cronbach‟s Alpha test was used for the reliability test. The results of the Cronbach‟s
Alph13a can be interpreted as follow;
Table 3.7.2.1: Cronbach‟s alpha score interpretation
Cronbach’s
Alpha
α > 0.9
0.9 > α > 0.8
0.8 > α > 0.7
Internal
consistency
Excellent
Good
Acceptable
Cronbach’s Alpha
0.7 > α > 0.6
0.6 > α > 0.5
0.5 > α
Internal
consistency
Questionable
Poor
unacceptable
Validity is “the degree to which a measure assesses what it purports to measure” (Fink, 2005).
Validity was tested with the KMO14 (Kaiser-Meyer-Olkin) and Bartlett's Test. The KaiserMeyer-Olkin measure is a statistic that indicates the proportion of variance in the variables that
might be caused by underlying factors. High values, close to 1.0, indicate that a factor analysis
12
Evalution Cookbook, Nora Mogey coordinator LTDI, Heriot- Watt university
13
George, D., & Mallery, P. (2003). SPSS for Windows step by step: A simple guide and reference. 11.0
update (4th ed.). Boston: Allyn & Bacon
14
Help index SPSS19
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may be useful. A value lower than 0.5 won‟t be very useful. The Bartlett‟s test of sphericity, test
the hypothesis that the correlation matrix is an identity matrix, which would indicate that the
variables are unrelated and therefore unsuitable for structure detection. Small values, less than
0.05 of the significance level indicate that a factor analysis may be useful with the data
3.8
Summary
This chapter discusses the selected methodology of the research. The inputs for the chosen
selection are the problem statement, hypothesis, research question, research objectives,
dependent and independent variables. The objectives are measured driven and the SERVQUAL
questionnaire is deployed as the survey instrument of the data collecting method with a positivist
philosophical stance. The research purpose is a survey research. The research is using a
quantitative approach and is based on the research philosophy. The deduction approach is based
on positivism and the induction on interpretivsm. The survey strategy is a popular and common
used strategy in business research and is associated with a deductive approach. This strategy
allows the collection of large amount of data by using a questionnaire.
The questionnaire is an online questionnaire and consists of 49 questions. The questions deal
with the service quality expectation, service quality perception. For the survey, the nonprobability sampling method is used (non-random) for a higher reliability. The next chapter will
analyze the findings of the study.
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CHAPTER 4: DATA ANALYSIS, FINDINGS AND DISCUSSION
4.1
INTRODUCTION
In this chapter the results that have been collected through quantitative survey will be presented.
The first part will present the result of the customer‟s perceptions and expectations of service
quality from Telesur. After that the findings from Telesur‟s management team regarding the
expectations from the customers and their perception regarding the service quality. The survey
model used is the SERVQUAL Gap model from Parasuraman, Zeithaml and Berry (1988) and
had been presented online to the participants. The survey results will we used to analyze the
research questions and variables used in this survey. The reliability test was conducted by the
Cronbach‟s Alpha test and the validity was tested with the KMO and Bartlett's Test.
4.2
Description of sample
The data was collected through an online survey and analyzed by the SPSS software. The survey
was sent by email to university students, young professionals in Paramaribo from different
companies and to Telesur management, front and back office personal. As discussed before, at
least 150 valid questionnaires are needed for doing this research. The respondent‟s frequency of
the customer survey equals 34% and the frequency of Telesur personal equals 41%. It took the
respondent approximately 18 minutes to complete this survey.
Table 4.2.1a: Respondent‟s results
Survey
Respondents
153
Customers
30
Telesur managers
Percentage of total requests
34%
41%
The results of the customer‟s survey are displayed in Appendix 1 and from the Telesur
manager‟s survey in Appendix 2. The survey consists of 44 questions which could be rated on a
7-point scale ranging from strongly agree (7) to strongly disagree (1) and 5 questions from which
the participants needs to rate the importance of independent variables on a scale from 0 to 100
%.It took almost 6 weeks to collect 153 valid
responses for the customer survey.
The daily responses are presented
in chart 4.2.1.
Chart 4.2.1: Daily responses of the customer survey
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4.3
Descriptive analyses
The descriptive analysis of the median scores was run using SPSS 19 on the questionnaire data
for expectations and perceptions. An online survey using docs.google.com has been conducted
for the purpose of collecting data. The purpose of the survey is to study the customer‟s and
Telesur manager‟s expectations and perceptions regarding de independent variables. The
independent variables affect the dependent variables. The independent variables are scored
based on a seven-point scale, ranging from “strongly disagree = 1” to “strongly agree = 7”, as the
un-weighted score and weighted score. The ranging between 1 and 7 are: 2 = disagree; 3 =
slightly disagree; 4= neither agree nor disagree; 5 = slightly agree and 6 = agree.
The weighted score will represent the importance of the variables to the customer. The total
score of the weighted score equals 100. The questionnaire contains of 44 questions regarding
expectations and perceptions of the variables. The relationship of the 5 independent variables and
the questions are:
Independent
variables
Tangibles
Reliability
Responsiveness
Assurance
Empathy
Expectations
Perceptions
Question 1 -4
Question 5 – 9
Question 10 – 13
Question 14 – 17
Question 18 – 22
Question 23 – 26
Question 27 – 32
Question 33 – 36
Question 37 – 40
Question 41 – 44
Table 4.3.1a and table 4.3.1b present the minimum, maximum, median and mode for the
responses on expectations and perceptions of the dimension Tangibles from the customer‟s
survey. The median can be calculated by arranging all the scores from the lowest to the highest
value. The median is the middle one. The mode is the value that occurs the most out of all the
surveys per item. For Likert scale surveys it is common to use the median and not the mode.
Tangibles are the appearance of physical facilities, broadband services, personnel, and
communication materials.
Table 4.3.1a: Expectation tangibles for descriptive statistics from the customer survey
Descriptive statistics (N=153) expectations Tangibles
Min Max Median
7
7.00
E1) Customers expect that a company like Telesur must have 1
the latest broadband services.
3
7
6.00
E2) The physical facilities at a company like Telesur must be
visual attractive
1
7
7.00
E3) Employees at Telesur must be neat in appearance.
4
7
7.00
E4) Materials associated with the service (such product
information, advertisement, etc.) must have a good visual
appearance and must be up to date at Telesur's facilities
Mode
7.00
7.00
7.00
7.00
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Table 4.3.1b: Perception tangibles for descriptive statistics from the customer survey
Descriptive statistics (N=153) perceptions Tangibles
Min Max Median
1
7
4.00
P1) Telesur has the latest broadband services
1
7
5.00
P2) The physical facilities at Telesur are visually attractive.
1
7
5.00
P3) Employees from Telesur have a neat appearance.
1
7
5.00
P4) Materials associated with the service(such product
information, advertisement, etc.) have a good visual
appearance and are up to date at Telesur's facilities
Mode
4.00
5.00
5.00
5.00
The medians for the tangibles are: 7.00 for the Expectations and 5.00 for the perception.
There is also a minimum score of “1” for (E1) and (E3) which means that the customer totally
disagrees with this expectation statement.
The same survey was done within Telesur. The target group consisted of the managers, front and
back office personal involved in the fixed and wireless internet services. The results of the
survey regarding the minimum, maximum, median and mode for the tangibles are presented in
table 4.3.1c
Table 4.3.1.c: Expectations and perception tangibles for descriptive statistics from the Telesur
manager‟s survey (N = 30)
Expectation Min Max Median Mode
Perception Min Max Median Mode
4
7
7.00
7.00
P1
2
7
4.00
4.00
E1)
4
7
7.00
7.00
P2
1
7
5.00
5.00
E2)
4
7
7.00
7.00
P3
3
7
5.00
6.00
E3)
4
7
7.00
7.00
P4
3
7
5.00
5.00
E4)
The median for the tangibles are: 7.00 for the expectations and 5.00 for the perception.
The largest range between minimum and maximum is 3.00 for the expectations and 6.00 for the
perceptions.
responses on expectations and perceptions of the reliability dimension from the customer‟s
survey. Reliability is the ability to perform the promised service dependably and accurately.
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Table 4.3.2a: Expectation reliability for descriptive statistics from the customer survey
Descriptive statistics (N=153) expectations Reliability
Min Max Mean
1
7
7.00
E5) When Telesur promises to do something by a certain time,
they must do so.
2
7
7.00
E6) When a customer has a technical problem, Telesur most
show a sincere interest in solving it
1
7
6.00
E7) Telesur must perform the service right the first time
7
7.00
E8) Telesur must provide the service at the time they promised 4
with an acceptable quality of services
2
7
6.00
E9) Telesur must deliver services completely free of errors
Table 4.3.2b: Perception reliability for descriptive statistics from the customer survey
Descriptive statistics (N=153) perceptions Reliability
Min Max Median
1
7
4.00
P5) Telesur as your wired and wireless internet provider
delivers their services as promised by a certain time.
1
7
4.00
P6) When you have a problem, Telesur show's a sincere
interest in solving it
1
7
4.00
P7) Telesur performs the service right the first time
1
7
4.00
P8) Telesur provides the service at the time they promised
with an acceptable quality of service
1
7
3.00
P9) Telesur delivers you services completely free of errors
Mode
7.00
7.00
7.00
7.00
7.00
Mode
4.00
4.00
4.00
5.00
1.00
The medians for the reliability are: 7.00 for the expectations and 4.00 for the perception.
perceptions.
The minimum scores for the expectation of the reliability dimension is “1” for E(5) and E(7).
The results of the survey regarding the minimum, maximum, median and mode for the reliability
of the Telesur manager‟s survey are presented in table 4.3.2c
Table 4.3.2c: Expectation and perception reliability for descriptive statistics from the Telesur
manager‟s survey
6
7
7.00
7.00
P5)
1
7
4.00
4.00
E5)
6
7
7.00
7.00
P6)
2
7
4.00
4.00
E6)
4
7
7.00
7.00
P7)
1
7
4.00
4.00
E7)
4
7
7.00
7.00
P8)
1
7
4.00
4.00
E8)
4
7
6.00
6.00
P9)
1
7
4.00
4.00
E9)
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The median for the reliability are: 7.00 for the expectations and 4.00 for the perception.
perceptions.
Table 4.3.3a and table 4.3.3b present the minimum, maximum, median and mode responses on
expectations and perceptions of the responsiveness dimension from the customer‟s survey.
Responsiveness is the willingness to help customers and provide services.
Table 4.3.3a: Expectation responsiveness for descriptive statistics from the customer survey
Descriptive statistics (N=153) expectations Responsiveness
Min Max Median Mode
1
7
7.00
7.00
E10) Telesur must tell customers exactly when maintenance
will be performed.
1
7
7.00
7.00
E11) Telesur employees must always give prompt service to
customers
5
7
7.00
7.00
E12) Employees of Telesur must always be willing to help
customers
7
7.00
7.00
E13) Employees of Telesur must never be too busy to respond 3
to customers requests
Table 4.3.3b: Perception responsiveness for descriptive statistics from the customer survey
Descriptive statistics (N=153) perceptions Responsiveness
Min Max Median
1
7
4.00
P10) Telesur always inform you as customer, when a
maintenance will be performed
1
7
4.00
P11) Telesur employees always give you as a customer,
prompt services
1
7
4.00
P12) Telesur employees are always willing to help you
1
7
4.00
P13) Telesur employees are never be too busy to respond to
your requests
Mode
4.00
3.00
5.00
4.00
The median for the responsiveness are: 7.00 for the expectations and 4.00 for the perception.
perceptions.
The minimum scores for the expectation of the responsiveness is “1”. For E(10) and E(11)
The results of the survey regarding the minimum, maximum, median and mode for the
responsiveness for the Telesur manager‟s survey are presented in table 4.3.2c
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Table 4.3.3.c: Expectation and perception responsiveness for descriptive statistics from the
Telesur manager‟s survey
4
7
7.00
7.00
P10)
1
7
5.00
5.00
E10)
4
7
6.00
6.00
P11)
1
7
4.00
3.00
E11)
4
7
7.00
7.00
P12)
1
7
4.00
4.00
E12)
4
7
7.00
7.00
P13)
2
7
4.00
4.00
E13)
The median for the responsiveness are: 7.00 for the expectations and 4.00 for the perception.
perceptions.
responses on expectations and perceptions of the assurance dimension from the customer‟s
survey. Assurance is knowledge and courtesy of employees and their ability to inspire trust and
confidence from customers.
Table 4.3.4a: Expectation assurance for descriptive statistics from the customer survey
Descriptive statistics (N=153) expectations Assurance
Min Max Median
3
7
7.00
E14) The behavior of employees from Telesur must inspire
confidence in customers.
7
7.00
E15) Customers from Telesur must feel safe in doing business 4
with them
7
7.00
E16) Employees of Telesur must always be consistently polite 3
to customers
7
6.00
E17) Employees of Telesur must always have the knowledge 3
to answer customer’s questions
Table 4.3.4b: Perception assurance for descriptive statistics from the customer survey
Descriptive statistics (N=153) perceptions Assurance
Min Max Median
1
7
4.00
P14) The behavior of Telesur employees inspires
confidence in you
1
7
5.00
P15) You as a Customer from Telesur feel safe in doing
business with Telesur
1
7
5.00
P16) Telesur employees are always consistently polite to
you as their customer.
1
7
4.00
P17) Telesur employees always have the knowledge to
answer your questions
Mode
7.00
7.00
7.00
7.00
Mode
5.00
5.00
5.00
5.00
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The median for the assurance is: 7.00 for the expectations and 4.50 for the perception.
perceptions.
The results of the survey regarding the minimum, maximum, median and standard deviation for
the assurance for the Telesur manager‟s survey are presented in table 4.3.2c.
Table 4.3.4.c: Expectation and perception assurance for descriptive statistics from the Telesur
manager‟s survey
4
7
7.00
7.00
P14)
2
7
4.00
5.00
E14)
4
7
7.00
7.00
P15)
2
7
5.00
4.00
E15)
4
7
7.00
7.00
P16)
3
7
5.00
4.00
E16)
2
7
6.00
6.00
P17)
1
7
4.00
4.00
E17)
The median for the assurance are: 7.00 for the expectations and 4.50 for the perception.
perceptions.
Table 4.3.5a and table 4.3.5b present the minimum, maximum, median and standard deviation
for the empathy on expectations and perceptions of the responsiveness dimension from the
customer‟s survey. Empathy is the Caring, individualized attention that Telesur provides its
customers.
Table 4.3.5a: Expectation empathy for descriptive statistics from the customer survey
Descriptive statistics (N=153) expectations Empathy
Min Max Median
2
7
6.00
E18) Telesur must give customers individual attention.
1
7
6.00
E19) Telesur must have operating hours convenient to all
their customers
1
7
6.00
E20) Telesur must have employees who give customers
personal attention.
4
7
7.00
E21) Telesur must have their customer’s best interest at
heart.
4
7
7.00
E22) The employees of Telesur must understand the specific
needs of their customers.
Mode
7.00
7.00
7.00
7.00
7.00
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Table 4.3.5b: Perception empathy for descriptive statistics from the customer survey
Descriptive statistics (N=153) perceptions Empathy
Min Max Median
1
7
4.00
P18) Telesur always gives you individual attention.
7
5.00
P19) The operating hours from Telesur are convenient to you 1
1
7
4.00
P20) Telesur employees always give you personal attention.
1
7
4.00
P21) Telesur always has your best interest at heart
7
4.00
P22) Telesur employees always understand the specific needs 1
of you as their customer.
Mode
4.00
5.00
5.00
5.00
5.00
The median for the empathy is: 6.00 for the expectations and 4.00 for the perception. The largest
range between minimum and maximum is 6.00 for the expectations and 6.00 for the perceptions.
The results of the survey regarding the minimum, maximum, median and standard deviation for
the empathy for the Telesur manager‟s survey are presented in table 4.3.3c.
Table 4.3.5.c: Expectation and perception empathy for descriptive statistics from the Telesur
manager‟s survey
4
7
6.00
6.00
P18)
1
7
4.00
4.00
E18)
3
7
6.00
6.00
P19)
3
7
6.00
6.00
E19)
4
7
6.00
7.00
P20)
1
7
4.00
4.00
E20)
4
7
7.00
7.00
P21)
1
7
4.50
4.00
E21)
4
7
7.00
7.00
P22)
1
7
4.00
4.00
E22)
The median for the empathy is: 6.00 for the expectations and 4.00 for the perception. The largest
range between minimum and maximum is 4.00 for the expectations and 6.00 for the perceptions.
Most of the median results for the 22 items of the expectations are 7.00 (7 is ranked as strongly
agreed with the statement). The other items have a median score equal to 6.00 (6 is ranked as
agreed with the statement). The six items ranged as “agreed with the statement” are:
-
E2: The physical facilities at a company like Telesur must be visual attractive. E2 is part
of the dimension Tangibles
E7: Telesur must perform the service right the first time. E7 is part of the dimension
Reliability
E9: Telesur must deliver services completely free of errors. E9 is part of the dimension
Reliability.
E17: Employees of Telesur must always have the knowledge to answer customer‟s
questions. E17 is part of the dimension Assurance
E18: Telesur must give customers individual attention. E18 is part of the dimension
Empathy
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-
E19: Telesur must have operating hours convenient to all their customers. E19 is part of
the dimension Empathy
E20: Telesur must have employees who give customers personal attention. E20 is part of
The results of the median for the 22 items of the perceptions are different from the expectations.
The highest score is 5.00 points. 15 items have a median score from 4.00 which means they
neither agree nor disagree with the statement. Six items scored 5.00 points which means slightly
agree and one with a score of 3.00 which means slightly disagree.
The six items with a 5.00 point score are:
-
-
P2: The physical facilities at Telesur are visually attractive. This item belongs to the
dimension Tangibles
P3: Employees from Telesur have a neat appearance. This item belongs to the dimension
Tangibles
P4: Materials associated with the service (such product information, advertisement, etc.)
have a good visual appearance and are up to date at Telesur's facilities. This item belongs
to the dimension Tangibles
P15: You as a Customer from Telesur feel safe in doing business with Telesur this item
belongs to the dimension Assurance
P16: Telesur employees are always consistently polite to you as their customer. This item
belongs to the dimension Assurance
P19: The operating hours from Telesur are convenient to you. This item belongs to the
dimension Empathy
P9 is the item with the lowest score of 3.00 points; this score is ranged as “slightly disagree”. P9:
Telesur delivers you services completely free of errors. This item belongs to the dimension
Reliability.
The expectations scores of the Telesur manager survey can be summarized as follow; 16 of the
22 items were scored as “strongly agree” with the statement, and 6 were scored as “agree” with
the statement.
The six items scored as “agree” (the ranking for this score is 6) are:
-
E9: Telesur must deliver services completely free of errors. E9 is part of the dimension
Reliability
E11: Telesur employees must always give prompt service to customers. E11 is part of the
dimension Responsiveness
E17: Employees of Telesur must always have the knowledge to answer customer‟s
questions. E17 is part of the dimension Assurance
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-
E18: Telesur must give customers individual attention. E18 is part of the dimension
Empathy
E19: Telesur must have operating hours convenient to all their customers. E19 is part of
E20: Telesur must have employees who give customers personal attention. E20 is part of
The perceptions scores of the Telesur manager survey is different from the expectations and
can be summarized as follow; the highest score is 6 which means agree with the statement.
The score with the highest frequency is 4 which mean they neither agree nor disagree with
the statement and the rest of the statements are scored as slightly agreed. (The ranking for
this score is 5)
The item with the highest score is P19: The operating hours from Telesur are convenient to
you. This item belongs to the dimension Empathy.
The 7 items with a median score of 5, ranking as slightly agree, are:
-
-
4.4
P2: The physical facilities at Telesur are visually attractive. P2 is part of the dimension
Tangibles
P3: Employees from Telesur have a neat appearance. P3 is part of the dimension
Tangibles
P4: Materials associated with the service (such product information, advertisement, etc.)
have a good visual appearance and are up to date at Telesur's facilities. P4 is part of the
dimension Tangibles
P10: Telesur always inform you as customer, when a maintenance will be performed. P10
is part of the dimension Responsiveness
P15: You as a Customer from Telesur feel safe in doing business with Telesur. P15 is
part of the dimension Assurance
P16: Telesur employees are always consistently polite to you as their customer. P16 is
part of the dimension Assurance
P21: Telesur always has your best interest at heart. P22 is part of the dimension Empathy
COMPUTING THE SERVQUAL SCORES
4.4.1 The Wilcoxon signed-rank test of all 22 statements
The Wilcoxon signed-rank test was done using the SPSS version 19 program. The test works in
a fairly similar way to the dependent t-test in that it is based on the differences between scores in
the two compared conditions. The Wilcoxon signed-rank test in table 4.4.1.1a compares the 22
median scores from the expectation and perception.
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Table 4.4.1.1a: The Wilcoxon signed-rank test of the 22 statements
Ranks
Median_Per Median_Exp
Negative
Ranks
Positive Ranks
Ties
Total
a. Median_Per < Median_Exp;
c. Median_Per = Median_Exp
N
138a
1b
Mean
Rank
70.49
Sum of
Ranks
9728.00
2.00
2.00
c
14
153
b. Median_Per > Median_Exp;
The majority of the ranks are the negative ranks which mean that the expectations are in most
cases higher than the perceptions. Out of 153 medians 148 have a higher expectation than the
perception and 5 are tied.
Table 4.4.1.1b: The Wilcoxon signed ranks test
Test Statisticsb
Z
Asymp. Sig. (2-tailed)
Median_Per Median_Exp
-10.253a
.000
a. Based on positive ranks.
b. Wilcoxon Signed Ranks Test
Because the majority of the ranks are negatively based, the test in table 4.4.1.1b is based on the
positive ranks. The significant value is 0.000 which is less than 0.05. This means that there is a
significant difference in the different variables.
4.4.2 The Wilcoxon signed-rank test of the 5 dimensions
This Wilcoxon signed-rank test was also done by using the SPSS version 19 program. In table
4.4.2.1a the results of The Wilcoxon signed-rank test, comparing the five mean dimension scores
for expectation and perception are presented.
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Table 4.4.2.1a: The Wilcoxon signed-rank test of the 5 dimensions
Ranks
Median
N
Tangibles Expectations Tangibles
Perceptions
Negative Ranks
Positive Ranks
Responsiveness Expectations
Responsiveness Perceptions
Assurance Expectations Assurance
Perceptions
Perceptions
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.
n.
o.
9502.00
45.60
228.00
139d
71.87
9990.00
e
10.50
21.00
139g
72.92
10136.50
h
5.50
16.50
5
Total
153
2
f
Ties
12
Total
153
Negative Ranks
Positive Ranks
3
i
Ties
11
Total
153
Negative Ranks
140j
72.23
10112.50
k
20.25
40.50
123m
65.63
8072.00
n
14.00
56.00
Positive Ranks
Empathy Expectations Empathy
70.91
b
14c
Positive Ranks
Sum of Ranks
134a
Ties
Reliability Expectations Reliability Negative Ranks
Perceptions
Mean Rank
2
l
Ties
11
Total
153
Negative Ranks
Positive Ranks
4
Ties
26o
Total
153
Median Tangibles Perception < Median Tangibles Expectation
Median Tangibles Perception > Median Tangibles Expectation
Median Tangibles Perception = Median Tangibles Expectation
Median Reliability Perception < Median Reliability Expectation
Median Reliability Perception > Median Reliability Expectation
Median Reliability Perception = Median Reliability Expectation
Median Responsiveness Perception < Median Responsiveness Expectation
Median Responsiveness Perception > Median Responsiveness Expectation
Median Responsiveness Perception < Median Responsiveness Expectation
Median Assurance Perception < Median Assurance Expectation
Median Assurance Perception > Median Assurance Expectation
Median Assurance Perception = Median Assurance Expectation
Median Empathy Perception < Median Empathy Expectation
Median Empathy Perception > Median Empathy Expectation
Median Empathy Perception = Median Empathy Expectation
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The majority of the ranks are the negative ranks which mean that the expectations are in most
cases higher than the perceptions.
Table 4.4.2.1 b: The Wilcoxon ranks test
Test Statisticsb
Z
Asymp. Sig.
Median
Median
Median
Median
Tangibles perc
Reliability perc
Responsiveness perc
Assurance perc
Median Empathy
Median
Median
Median Responsiveness
Median
perc Median
tangibles Exp
Reliability Exp
Exp
Assurance Exp
Empathy Exp
-9.773a
-10.298a
-10.317a
-10.274a
-9.696a
.000
.000
.000
.000
.000
(2-tailed)
a. Based on positive ranks.
b. Wilcoxon Signed Ranks Test
Because the majority of the ranks are negatively based, the test in table 4.4.2.1b is based on the
positive ranks. The significant value is 0.000 which is less than 0.05. This means that there is a
significant difference in the different variables.
4.4.3 The median and Gap scores
In the below table, table 4.4.3.1, the service quality scores or presented. The table discusses 44
questions and calculates the Gaps between Perception and expectation using Microsoft Excel.
The SERVQUAL score or Gap score equals the median perception score minus the median
expectation score.
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Table 4.4.3.1a:The SERVQUAL scores of 153 customer questionnaire responses
Median
Median
Tangibles
Expectations
Perceptions
(Appearance of physical facilities, broadband services,
(E)
(P)
personnel, and communication materials.)
E1) Customers expect a company like Telesur must
7.00
4.00
have the latest broadband services.
P1) Telesur has the latest broadband services
E2) The physical facilities at a company like Telesur
6.00
5.00
must be visual attractive.
P2) The physical facilities at Telesur are visually
attractive.
E3) Employees at Telesur must be neat in appearance.
7.00
5.00
P3) Employees from Telesur have a neat appearance.
E4) Materials associated with the service (such product 7.00
5.00
information, advertisement, etc.) must have a good
visual appearance and must be up to date at Telesur's
facilities.
P4) Materials associated with the service (such product
information, advertisement, etc.) have a good visual
appearance and are up to date at Telesur's facilities.
Median Tangibles SERVQUAL score
7.00
5.00
Reliability
(Ability to perform the promised service dependably and
accurately.)
E5) When Telesur promises to do something by a
certain time, they must do so.
P5) Telesur as your wired and wireless internet provider
delivers their services as promised by a certain time.
E6) When a customer has a technical problem, Telesur
most show a sincere interest in solving it
P6) When you have a problem, Telesur show's a sincere
interest in solving it
E7) Telesur must perform the service right the first time
P7) Telesur performs the service right the first time
E8) Telesur must provide the service at the time they
promised with an acceptable quality of services
P8) Telesur provides the service at the time they
promised with an acceptable quality of service
E9) Telesur must deliver services completely free of
errors
P9) Telesur delivers you services completely free of
errors
Median Reliability SERVQUAL score
Gap
Score
(P – E)
-3.00
-1.00
-2.00
-2.00
-2.00
Median
Expectations
(E)
Median
Perceptions
(P)
Gap
Score
(P – E)
7.00
4.00
-3.00
7.00
4.00
-3.00
6.00
4.00
-2.00
7.00
4.00
-3.00
6.00
3.00
-3.00
7.00
4.00
-3.00
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Responsiveness
(Willingness to help customers and provide services)
Median
Expectations
(E)
Median
Perceptions
(P)
Gap Score
(P – E)
E10) Telesur must tell customers exactly when
P10) Telesur always informs you as customer, when a
E11) Telesur employees must always give prompt
service to customers
P11) Telesur employees always give you as a customer,
prompt services.
E12) Employees of Telesur must always be willing to
help customers.
P12) Telesur employees are always willing to help you
E13) Employees of Telesur must never be too busy to
respond to customers requests
P13) Telesur employees are never be too busy to
respond to your requests
Median Responsiveness SERVQUAL score
Assurance
(Knowledge and courtesy of employees and their ability
to inspire trust and confidence)
E14) The behavior of employees from Telesur must
inspire confidence in customers.
P14) The behavior of Telesur employees inspires
confidence in you
E15) Customers from Telesur must feel safe in doing
business with them
P15) You as a Customer from Telesur feel safe in doing
business with Telesur
E16) Employees of Telesur must always be consistently
polite to customers
P16) Telesur employees are always consistently polite
to you as their customer.
E17) Employees of Telesur must always have the
knowledge to answer customer‟s questions
P17) Telesur employees always have the knowledge to
answer your questions
Median Assurance SERVQUAL score
7.00
4.00
-3.00
700
4.00
-3.00
7.00
4.00
-3.00
7.00
4.00
-3.00
7.00
4.00
-3.00
Median
Expectations
(E)
Median
Perceptions
(P)
7.00
4.00
-3.00
7.00
5.00
-2.00
7.00
5.00
-2.00
6.00
4.00
-2.00
7.00
4.50
-2.00
Gap
Score
(P – E)
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Empathy
(Caring, individualized attention that Telesur provides its
customers.)
E18) Telesur must give customers individual attention.
P18) Telesur always gives you individual attention.
E19) Telesur must have operating hours convenient to
all their customers
P19) The operating hours from Telesur are convenient to
you
E20) Telesur must have employees who give customers
personal attention.
P20) Telesur employees always give you personal
attention.
E21) Telesur must have their customer‟s best interest at
heart.
P21) Telesur always has your best interest at heart
E22) The employees of Telesur must understand the
specific needs of their customers.
P22) Telesur employees always understand the specific
needs of you as their customer.
Median Empathy SERVQUAL score
Median
Expectations
(E)
Median
Perceptions
(P)
Gap Score
(P – E)
6.00
4.00
-2.00
6.00
5.00
-1.00
6.00
4.00
-2.00
7.00
4.00
-3.00
7.00
4.00
-3.00
6.00
4.00
-2.00
The gaps presented in table 4.4.3.1a are calculated according the SERVQUAL score calculation
from Parasuraman et al 1988). SERVQUAL score = Perception – Expectation. The level of the
service quality depends on the score. The higher the positive score the better the Service Quality
level. The results from table 4.4.3.1a show that all the 22 items has negative scores. This means
that none of the 22 items, reaches the customers‟ expectations level. The lowest negative
gap = “-1.00” and is registered to “E2/P2”; “from the independent variable Tangibles and
“E19/P19” from the independent variable Empathy. The highest negative gap is scored by 54%
of the statements and has a score of “-3.00”, 36% of the statement has a score of “-2.00”. The
independent variables Tangibles, Assurance and Empathy have a gap score equal to “-2.00” and
the independent variables Reliability and Responsiveness have a gap score equal to “-3.00”.
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The SERVQUAL score of the Telesur manager‟s questionnaire responses are presented in the
Table 4.4.3.1b.
Table 4.4.3.1b: The SERVQUAL scores of 30 Telesur manager questionnaire responses
Dimension
Expectation Score Dimension
Perception Score Gap score
Tangibles
Tangibles
7.00
P1
4.00
-3.00
E1
7.00
P2
4.50
-2.50
E2
7.00
P3
5.00
-2.00
E3
7.00
P4
5.00
-2.00
E4
Median
7.00
4.75
-2.25
Reliability
Expectation Score Dimension
Perception
Gap score
Score
7.00
P5
4.00
-3.00
E5
7.00
P6
4.00
-3.00
E6
7.00
P7
4.00
-3.00
E7
7.00
P8
4.00
-3.00
E8
6.00
P9
4.00
-2.00
E9
Median
7.00
4.00
-3.00
Responsiveness Expectation Score Responsiveness Perception
Gap score
Score
7.00
P10
5.00
-2.00
E10
6.00
P11
4.00
-2.00
E11
7.00
P12
4.00
-3.00
E12
7.00
P13
4.00
-3.00
E13
Median
7.00
4.00
-2.50
Assurance
Expectation Score Assurance
Perception
Gap score
Score
7.00
P14
4.00
-3.00
E14
7.00
P15
5.00
-2.00
E15
7.00
P16
5.00
-2.00
E16
6.00
P17
4.00
-2.00
E17
Median
7.00
4.50
-2.00
Empathy
Expectation Score Empathy
Perception
Gap score
Score
6.00
P18
4.00
-2.00
E18
6.00
P19
6.00
0.00
E19
6.00
P20
4.00
-2.00
E20
7.00
P21
4.50
-2.50
E21
7.00
P22
4.00
-3.00
E22
Median
6.00
4.00
-2.00
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The results from table 4.4.3.1b demonstrate that all the 21 items have negative scores. This
means, that only one statement reaches the customers‟ expectations level. This statement is
“E19/P19” the gap score is “0”. Statement E19 is “Telesur must have operating hours
convenient to all their customer’s“.
The highest negative gap is “-3.00”, scored by 50% of statements. The 2 gaps of “2.5” are
counted as being “-3.00”. 10% of the statements has scored “-2.00”.
The independent variables: Tangibles, Assurance and Empathy have a gap score equal to “-2.00”
and the independent variables Reliability and Responsiveness have a gap score equal to “-3.00”.
Actually the independent variable Tangibles has a score of “-2.25”, but in this research “2.25”
does not differ from “2.00”. For analyzing, the focus is on the numbers of the Likert scale which
are whole numbers.
The dimension gap scores for the Customer and the Telesur manager‟s survey is represented in
chart 4.4.3.1a and 4.4.3.1b.
Gap Score
Gap score of the dimensions
-0.5000
-1.0000
-1.5000
1
2
3
4
Tangible
5
6
7
8
9
Reliability
10
11
12
13
Responsiveness
14
15
16
17
Assurance
18
19
20
21
22
Empathy
0.0000
-2.0000
-2.5000
-3.0000
-3.5000
Chart 4.4.3.1a: The Gap score of the dimensions for the customer survey
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Gap score of the dimensions
Gap Score
-0.5000
-1.0000
-1.5000
1
2
3
4
Tangible
5
6
7
8
9
Reliability
10
11
12
13
Responsiveness
14
15
16
17
Assurance
18
19
20
21
22
Empathy
0.0000
-2.0000
-2.5000
-3.0000
-3.5000
Chart 4.4.3.1b: The Gap score of the dimensions for the Telesur manager survey
The dimension gap for both survey‟s are identical as represented in chart 4.4.3.2
Mean Score
SERVQUAL dimension Gap for the Customer & Telesur Manager survey
8.0000
7.0000
6.0000
5.0000
4.0000
3.0000
2.0000
1.0000
0.0000
median
tangibles
median
reliability
median
responsivene
ss
median
assurance
median
empathy
Mean Expectations
7.0000
7.0000
7.0000
7.0000
6.0000
Mean Perceptions
5.0000
4.0000
4.0000
4.5000
4.0000
Chart 4.4.3.2: SERVQUAL dimension gap for the customer and Telesur manager survey
The unweighted SERVQUAL score is the average from the dimension scores and presented in
table 4.4.3.3
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Table 4.4.3.3: Calculation to obtain unweighted SERVQUAL score
Average dimension
Customer‟s Score
Median Tangible SERVQUAL gap score
Average Reliability SERVQUAL gap score
Average Responsiveness SERVQUAL gap
score
Average Assurance SERVQUAL gap score
Average Empathy SERVQUAL gap score
Total
Average (= Total/5) unweighted SERVQUAL
gap score
-2.00
-3.00
-3.00
Telesur manager‟s
score
-2.00
-3.00
-3.00
-2.00
-2.00
-12.00
-2.40
-2.00
-2.00
-12.00
-2.40
4.4.4 The SERVQUAL importance level of the independent variables and the Weight
score
The SERVQUAL importance weight will discuss the importance of the independent variables to
the customers. Chart 4.4.4.1 defines that both, the customer survey and the Telesur Manager‟s
survey has reliability as their most important independent variable, followed by responsiveness
as the second most important variable.
Importance of the independent variables
customer survey
25.4%
23.7%
19.1% 19.0%
Tangible
Reliability
Telesur mangers survey
20.7% 20.7%
19.4% 18.7%
Responsiveness
Assurance
16.4% 17.7%
Empathy
Chart 4.4.4.1: Importance of the independent variables for both surveys
The less important variable for both surveys is Empathy. And the most important variable for
both surveys is Reliability. The importance of the variable Reliability and Assurance is slightly
higher for the customer survey, and the importance for Tangibles and Responsiveness is nearly
the same. Empathy is the only variable were the Telesur manager‟s finds the importance higher
than the customer survey.
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The calculation of the SERVQUAL weighted scores is the unweighted score multiplied with the
weighted score. The results are discussed in the tables below. Table 4.4.4.1a discusses the
customer‟s survey SERVQUAL weighted score and table 4.4.4.1b discusses the Telesur
manager‟s survey SERVQUAL weighted score.
Table 4.4.4.1a:The customer survey SERVQUAL weighted Score
Average Tangibles
Average Reliability
Average Responsiveness
Average Assurance
Average Empathy
Unweighted Score Importance Weight
-2.00
0.1913
-3.00
0.2537
-3.00
0.2071
-2.00
0.1938
-2.00
0.1640
Total
Average (=total/5) Weighted SERVQUAL Score
Weighted Score
-0.3826
-0.7611
-0.6212
-0.3877
-0.3281
-2.4806
-0.4961
Table 4.4.4.1b: The Telesur manager‟s survey SERVQUAL weighted score
Average Tangibles
Average Reliability
Average Responsiveness
Average Assurance
Average Empathy
Unweighted Score Importance Weight
-2.00
0.1903
-3.00
0.2370
-3.00
0.2070
-2.00
0.1870
-2.00
0.1770
Total
Average (=total/5) Weighted SERVQUAL Score
Weighted Score
-0.3807
-0.7110
-0.6210
-0.3740
-0.3540
-2.4407
-04.8814
Table 4.4.4.1a and table 4.4.4.1b made clear that the weighted score for the customer survey is
negatively higher than from the Telesur manager‟s survey.
4.5
RELIABILITY AND VALIDITY TEST
The Cronbach‟s Alpha method is used for the reliability check of the variables in this research.
Cronbach‟s Alpha is the most commonly used measure of reliability. Cronbach‟s Alpha‟s below
0.5 are unacceptable and Alpha‟s higher than 0.7 are acceptable. The overall Cronbach‟s Alpha
from this research for the customer‟s survey equals 0.879 for the expectations and 0.965 for the
perceptions. The overall Cronbach‟s Alpha results for the Telesur manager‟s survey equals 0.942
for the expectations and 0.970 for the perceptions. Table 4.5.1a represent the individual Alpha‟s
for the independent variables for the customer survey and table 4.5.1b the results for the
independent variables for the Telesur manager‟s survey.
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Table 4.5.1a: Cronbach‟s Alpha customer‟s survey
Tangibles Reliability Responsiveness Assurance Empathy Overall
Cronbach Alpha
Expectations
0.620
0.693
0.682
0.671
0.751
0.879
Cronbach Alpha
Perceptions
0.791
0.930
0.881
0.875
0.901
0.965
Table 4.5.1b: Cronbach‟s Alpha Telesur manager‟s survey
Tangibles Reliability Responsiveness Assurance Empathy Overall
Cronbach Alpha
Expectations
0.851
0.680
0.866
0.795
0.845
0.942
Cronbach Alpha
Perceptions
0.863
0.939
0.851
0.890
0.882
0.970
The validity of this method was assessed by using the factor analysis to discover the underlying
structure of the variables. The data used for the factor analysis was the expected values of the
customer survey. The idea is that the service quality should be based on what is expected by
customers and not what is perceived by customers. The Kaiser-Meyer-Olkin (KMO) measured
0.832 sampling adequacy. This score as explained in chapter 3 is pretty good and suitable for
further analysis. This means that the variables were able to be grouped into smaller sets of
underlying factors. Farther table 4.5.2 showed that the Bartlett‟s test of Sphericity compared the
correlation matrix to the identity matrix and showed clearly a significant relationship between
the variables, approx. Chi-Square 1315.233, df. = 231, sig. 0.000 (P < 0.001). This result implies
that the data are approximately multivariate normal and acceptable for factor analysis.
Table 4.5.2:
KMO and Bartlett‟s Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
Bartlett's Test of Sphericity Approx. Chi-Square
Df
Sig.
.832
1315.223
231
.000
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4.6
DISCUSSIONS OF FINDINGS
The discussed questions in this paragraph refer to chapter 2.7: the service quality gap.
Question 1: Is there a difference between customers expected and perceived quality?
This question refers to gap 5: the service quality gap. As mentioned before the focus of this gap
is on the total relationship between the five dimensions and is a result from the 4 other gaps. The
discrepancy between customer expectations and their perceptions of the service delivered.
The Table 4.4.3.1: “The SERVQUAL scores of 153 customer questionnaire responses” shows
the difference between the expectation and the perception scores of the service quality by the
customer‟s from Telesur wired and wireless internet services. With the Wilcoxon signed- rank
test analysis we demonstrated in Table 4.4.1.1b: “the Wilcoxon signed- ranks test” that there is
a significant difference at P <0.05 level between the perception and expectation SERVQUAL
scores. Chart 4.6.1 explains this clearly.
Median score of the dimensions
8.0000
6.0000
4.0000
2.0000
0.0000
1
2
3
4
5
6
7
8
9
10 11 12 13 14 15 16 17 18 19 20 21 22
median perception
median expectation
Chart 4.6.1: Median scores of the dimensions
The expectations are almost always at the maximum score which means that customers expect an
excellent service from Telesur. The highest expectations are concentrated on the dimension
Responsiveness (questions 10 till 14) and the lowest expectations are concentrated for the
dimension Empathy. (Questions 18 till 22)
The SERVQUAL weighted score represents gap 5 which is the difference between the
customer‟s expectations and perceptions. A negative score means that the expectation is higher
than the perception. This means that the customer is not satisfied with the delivered service. The
SERVQUAL weight scores from table 4.4.4.1a and 4.4.4.1b indicates that the customer is more
dissatisfied than the Telesur managers think because the weighted score from the customer
survey is negatively higher than the weighted score from the Telesur manager‟s survey.
According to Parasuraman, Zeithaml and Berry (1991) as described in chapter 2, the service
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quality is from an unacceptable level If the expected services are greater than the perceived
service (ES > PS).
Question 2: Is there a difference between customer‟s expectations and the manager‟s
perceptions of the customer expectations.
Question 2 refers to Gap 1: Customer‟s expectations versus management‟s idea or perceptions of
customer expectations. This question is very important because managers and employees often
have a very internal process-oriented view of their business. It is very difficult for them to get out
of this comfort zone and to let them see things the way the customer does.
Input for the manager‟s perception of the customer expectations is collected by an internal
survey between the managers and frontline personnel dealing with wired and wireless internet
service within Telesur. The questions are the same and to Telesur managers and personnel the
purposed is explained. Chart 4.6.2 clearly shows that there is no difference between the customer
expectations and the manager‟s perceptions of the customer expectations.
Score
Expectations from the dimensions
7.2000
7.0000
6.8000
6.6000
6.4000
6.2000
6.0000
5.8000
5.6000
5.4000
median tangibles
median
reliability
median
responsiveness
median
assurance
median empathy
customer exp
7.0000
7.0000
7.0000
7.0000
6.0000
Telesur manager exp
7.0000
7.0000
7.0000
7.0000
6.0000
Chart 4.6.2: Difference between the customer expectations and the manager’s perceptions
of the customer expectations
Comparing the difference in expectation on a questionnaire made clear that in some cases the
perception of the customer expectation by Telesur managers is higher than the customer
expectations. This is made clear by comparing the tables 4.3.1 till table 4.3.5, the sections “a”
and “c” with each other.
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The differences are:
1. E2; “the physical facilities at a company like Telesur must be visual attractive”. E2
belongs to the dimension Tangibles.
The Telesur managers strongly agree with this statement (score equals 7) and the
customers just agree with this statement (score equals 6)
2. E7: “Telesur must perform the service right the first time”. E7 belongs to the dimension
Reliability.
The score from the Telesur managers is “7” and from the customers is “6”
3. E11: “Telesur employees must always give prompt service to customers”. E11 belongs
to the dimension Responsiveness.
The score from the Telesur managers is “7” and from the customers is “6”
In Chart 4.4.4.1:” importance of the independent variables from both survey‟s” it is showed that
the importance weight of the dimensions from both survey‟s does not differ much from each
other. The dimensions Tangible, Responsiveness and Empathy have a difference from less than
0.8%, reliability and assurance a difference from less than 1.8 %.
Question 3: Is there a difference between translation of perceptions into service quality
specifications and management perceptions of customer expectations?
Question 3 refers to gap 2: Management perceptions versus service perceptions: mismatch
between manager‟s expectations of service quality and service quality specifications.
For this gap, it is very important that management understand exactly what the customer wants.
Without this understanding, it will be impossible for management to know whether their
expectations are aligned with customer specifications.
In chapter 2.2 it is explained that although Telesur‟s mobile network is build by old technology it
still is the second best in Suriname, but far behind in throughput. The average throughput for
ADSL is hardly enough to watch a Youtube film and not enough for IPTV or video on demand.
Gap 2 refers to all the 5 dimensions. If the expectation is not reached, the service quality
specifications are incorrect or not reached. So important to this question is the evaluation of the
dimensions. The data analysis in table 4.4.2.1 b: “the Wilcoxon ranks test” made clear that there
is a significant difference between the expectations and perceptions of the five SERVQUAL
dimensions. The significant value is < 0.05. This means that there is a significant difference in
the different variables. This is also illustrated in Chart 4.4.3.2: “SERVQUAL dimension Gap for
the customer and Telesur manager survey”. By this became clear that for both surveys the
customer expectations are not met for none of the dimensions.
In chart 4.6.3 and chart 4.6.4 displays that there is no difference in the Customer survey gap and
the Telesur manager‟s survey gap. The highest gap score is for Reliability and Responsiveness.
The gap score for those dimensions is “-3.00”.
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Service quality of the dimensions
Gap score
0.0000
-0.5000
-1.0000
-1.5000
-2.0000
-2.5000
-3.0000
-3.5000
Tangible
Reliability
Responsivenes
s
Assurance
Empathy
unweighted
customer survey
-2.0000
-3.0000
-3.0000
-2.0000
-2.0000
-2.4000
Telesur mangers survey
-2.0000
-3.0000
-3.0000
-2.0000
-2.0000
-2.4000
Chart 4.6.3:
The service quality of the independent variables
Expectations and Perceptions from both surveys
8.0000
7.0000
6.0000
5.0000
4.0000
3.0000
2.0000
1.0000
0.0000
customer exp
Telesur manager exp
Telesur manager perc
Chart 4.6.4:
Expectations and perceptions from both surveys
Despite the fact that there is no difference in the Telesur manager‟s perception of the customer‟s
expectation and the actual customer‟s expectation, the service quality specifications are not met.
The two most important areas in the Telecommunication business, Reliability and
Responsiveness have the highest gap.
Reliability is the Ability to perform the promised service dependably and accurately and
Responsiveness is the Willingness to help customers and provide services.
An observation of the gaps from the Reliability and the responsiveness dimension from chart
4.4.3.1a: “the Gap score of the dimensions for the customer survey” and chart 4.4.3.1b: “the Gap
score of the dimensions for the Telesur manager‟s survey” made clear that not all the gaps equal
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a score of “-3.00” and that the Telesur manager‟s are a little bit less satisfied for 2 items of the
dimension Responsiveness than the customer‟s are.
The survey questions with a gap not equal to “-3.00” are:
1. For the customer survey:
a. E7/P7; “Telesur must perform the service right the first time”.
The score is “-2.00” and this item belongs to the dimension Reliability.
2. For the Telesur manager survey:
a. E9/P9; “Telesur delivers you services completely free of errors”.
The score is “-2.00” and belongs to the dimension Reliability
b. E10/P10; = ”Telesur must tell customers exactly when maintenance will be
performed”
The score is “-2.00” and this item belongs to the dimension Responsiveness
c. E11/P11; “Telesur employees must always give prompt service to customers”.
The score is also “-2.00” and the item belongs to the dimension Responsiveness
Question 4: Is there a difference between the customer-driven service designs and standards and
the service delivery. The corresponded gap with question 4 is gap 3. “Service specifications
versus service delivery: poor delivery of service quality. In other words, are standards
consistently met”? Not delivering to service standards can be verified by interaction with the
customer. The most important dimensions for this question are the dimensions reliability and
assurance. As explained in chapter 2.5, Reliability is the ability to perform the promised services
dependably and accurately and assurance is the Knowledge and courtesy of employees and their
ability to inspire trust and confidence. Other important items are E1 & E4 from Tangibles
(appearance of physical facilities, broadband services, personnel and communication materials)
E1: “customers expect a company like Telesur must have the latest broadband services”.
E4:” Materials associated with the service (such product information, advertisement, etc.) must
have a good visual appearance and must be up to date at Telesur's facilities”.
According to chart 4.4.3.1a and 4.4.3.1b “the Gap scores of the dimensions for the customer and
the Telesur manager survey”, and the tables 4.3.1a, 4.3.1b and 4.3.1c: “expectation and
perception tangibles for descriptive statistics from both surveys”, E1 has the highest expectation
score “7” and E1/P1 a gap of “-3.00”. E4 also has an expectation score of “7” but E4/P4 has a
gap score of “-2.00”. The scores are for both survey‟s the same, the expectations are very high
and although the gap from E4/P4 is lower than from E1/P1 they are both still below the
expectations.
The dimension Reliability has a gap of “-3.00” for both surveys, as showed in Chart 4.6.3: “the
service quality of the independent variables”. But there is a small difference in the performance
of the items. For the customer survey item E7/P7 has a gap score of “-2.00” with an expectation
score of “7.00”. And for the Telesur manager survey item E9/P9 has a gap score of “-2.00” with
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3.00”. E7= “Telesur must perform the service right the first time” and E9 = “Telesur must
deliver services completely free of errors”
As showed in Chart 4.4.4.1: “importance of the independent variables for both surveys” the
customer‟s finds the dimension Reliability more important than the Telesur managers. The
weight score is 25.4% for the customers and 23.7% for the Telesur managers. And the
SERVQUAL weighted score is -0.7611 for the customers and -0.7110 for the Telesur managers.
As displayed in table 4.4.4.1a and table 4.4.4.1b: the customer and Telesur manager survey
SERVQUAL weighted score. This is a difference of almost 7%.
Assurance is the third most important dimension according to chart 4.4.4.1: “importance of the
independent variables for both surveys “. The dimension assurance the gap score is equal to “2.00” as showed in Chart 4.6.3: “the service quality of the independent variables”. The items
scores are identical. The only item with a gap score of “-3.00” is E14/P14: “The behavior of
employees from Telesur must inspire confidence in customers”.
The difference is in the importance weight. Chart 4.4.4.1: made clear that the importance weight
is 19.4% for the customers and 18.7% for the Telesur managers. The importance weight from the
customers is 0.7% higher than from for the Telesur manager survey. And the SERVQUAL
weighted Score is -0.3877 for the customers and -0.3740 for the Telesur managers. As showed in
table 4.4.4.1a and table 4.4.4.1b: the customer and Telesur manager survey SERVQUAL
weighted Score. The difference is only 3.5% and not significant.
Question 5: Is there a difference between external communications to customers and the service.
This question corresponded with gap 4. Service delivery versus external communication:
differences between service delivery and external communication with customer. In other words
are the promises made, consistently fulfilled? According to chapter 2.7 customers are influenced
by what they hear from others. The main outlets for customers are the word of mouth publicity
and advertising. The cross check with this gap is done with the dimension responsiveness and
empathy. Responsiveness is the willingness to help customers and provide prompt services and
empathy is caring, individualized attention that Telesur provides its customers. Other important
items are E2 and E3 from the dimension Tangibles. E2 = „The physical facilities at a company
like Telesur must be visual attractive” and E3 =” Employees at Telesur must be neat appearing”.
Those two items are important because they contribute to the credibility of Telesur employees to
the customers.
According to table 4.3.1a and 4.3.1b: “expectation and perception tangibles for descriptive
statistics from the customer survey”, and table 4.3.1c” expectations and perception tangibles for
descriptive statistics from the Telesur manager survey “, E2 and E3 are one of the few items with
a perception score equal to “5.00”.
As showed in chart 4.4.3.1a and 4.4.3.1b “the Gap scores of the dimensions for the customer and
the Telesur manager survey”, E2/P2 has a gap score of “-1.00” for the customer survey and “3.00” for the Telesur manager survey. E3/P3 has a gap score of “-2.00” for both surveys. The
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gap score from “-1.00” is one of the two items with the lowest gap scores from the customer
survey.
Responsiveness is the second most important dimension according to chart 4.4.4.1 and is one of
the two dimensions with the highest gap score according to chart 4.6.3. The gap score for this
dimension is “-3.00” for the customer survey and “-2.50” for the Telesur manager survey. The
difference is within item E10 and E11 according to chart 4.4.3.1a and 4.4.3.1b. The gap score for
the customer survey is “-3.00” while the gap score for the Telesur manager survey equals “2.00”. The expectations for E10 are “7.00” for both surveys and “7.00” and “6.00” for E11. The
perception from E11 is “4.00” for both surveys and “5.00” and “4.00” for the perception, as
showed in table 4.4.3a till 4.4.3c.” responsiveness for descriptive statistics from both survey‟s”.
E10 = “Telesur must tell customers exactly when maintenance will be performed” and
E11= “Telesur employees must always give prompt service to customers”
The importance weight presented in Chart 4.4.4.1: “importance of the independent variables for
both surveys” shows there is no difference in weight regarding the Responsiveness. The weight
is in both surveys equal to 20.7%. The SERVQUAL weighted Score is -0.621 for both surveys.
As showed in table 4.4.4.1a and table 4.4.4.1b: the customer and Telesur manager survey
SERVQUAL weighted Score.
The dimension empathy has the lowest importance level according to chart 4.4.4.1. The gap
score for both surveys is “-2.00” according to chart 4.6.3. The dimension Empathy also has the
lowest median expectation. This is showed in Chart 4.6.4: “expectations and perceptions from
both surveys”. The median score for the dimension Empathy is “6.00”.
Item E19 from this dimension has the lowest gap from all items. According to chart 4.4.3.1a and
4.4.3.1b E19/P19 has a gap of “-1.00” For the customer survey and, a gap of “0.00” for the
Telesur manager survey.
E19 = “Telesur must have operating hours convenient to all their customers”
The importance weight presented in Chart 4.4.4.1 shows that the dimension Empathy is the only
dimension where the importance is chosen higher by the Telesur manager‟s survey. The weight
scores are 17.7% for the Telesur manager‟s survey and 16.4% for the customer‟s survey
The SERVQUAL weighted score is -0.3281 for the customer survey and -0.3540 for the Telesur
manager survey. This is showed in table 4.4.4.1a and table 4.4.4.1b: the customer and Telesur
manager survey SERVQUAL weighted Score.
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4.7
SUMMARY
The descriptive sample through an online survey was used for gathering data. The target groups
were Telesur customers and Telesur managers. The results are displayed in Appendix 1 and
Appendix 2. Through analyzing the data, with SPSS version 19 and Microsoft Office Excel
2007, from the expectation and perception from the service quality delivered by Telesur, the
highest and lowest median scores are presented. The gap scores and importance from the 5
independent variables and their relationship were also discussed and explained that none of the
22 items reaches the customer‟s expectations level. This Wilcoxon signed-rank test was used to
compare the 22 median scores for the expectations and perceptions statements and the 5
independent variables to explain the significant difference in the variables.
The Cronbach‟s Alpha test used for the reliability has a level higher 0.7 which means that it is
acceptable. For the validity test the Kaiser-Meyer-Olkin test had a result higher than 0.801 which
makes it suitable for further analysis. .
Through analysis and findings, the questions from chapter 3 have been discussed in this chapter
and the conclusions will be presented in chapter 5.
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CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS
5.1
INTRODUCTION
This chapter discusses the most important findings of the research. The research was triggered by
the problem statement described in chapter one: “Is there a weakness in customer‟s satisfaction
due to lack of productivity, technical quality of services, problem detection and correction and
reliability of the wire and wireless internet services”. To find the answer to this problem the
following objectives and research question were derived:
Objectives:
•
•
•
Finding out if there is a difference between customers expected and perceived service
quality
Determine the significant key factors that affect the overall customer satisfaction.
Are the results of the customers satisfaction from Telesur weak due to bad service quality
performance of the operation departments?
Research questions for those objectives are:
•
•
•
•
•
Is there a difference between customer‟s expected and perceived quality?
Is there a difference between customer‟s expectations and the manager‟s perceptions of
the customer expectations?
Is there a difference between translation of perceptions into service quality specifications
and management perceptions of customer expectations
Is there a difference between the customer-driven service designs and standards and the
service delivery?
Is there a difference between external communications to customers and the service?
The research model used for finding answers to the research questions is the integrated GAPS
model of service quality (SERVQUAL) from Parasuraman, Zeithaml & Berry (1985, 1988). The
necessary data, consisting of 22 questions regarding expectations, 22 questions regarding
perceptions and 5 questions regarding importance weight, was collected by an online
questionnaire through a selective group consisting of university students, young professionals
and Telesur managers. And the collected data was analyzed in chapter four by comparing the
median scores of the expectations and the perceptions, together with the Wilcoxon signed-rank
test to explain the significant difference in the variables, the Cronbach‟s Alpha test used for the
reliability and the Kaiser-Meyer-Olkin test for the validity. This chapter will finally provide
answers to the objectives, research questions and the problem statement.
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5.2
CONCLUSIONS
The conclusions to the research questions are as follows:
Question 1:
Is there a difference between customer‟s expected and perceived quality?
As mentioned in section 4.6 this question refers to gap 5: the service quality gap. The
discrepancy between customer‟s expectations and their perceptions of the service delivered.
The analysis and findings in this section made clear that there is a difference between customer‟s
expected and perceived quality.
This statement is based upon the following results:
-
The gap score from all the 22 items are negative, as displayed in Chart 4.6.1. This means
that none of the 22 items, reaches the customers‟ expectations level
The SERVQUAL weighted score is negative; this is shown in Table 4.4.4.1a .The
SERVQUAL weight score represent gap 5. A negative score means that the expectation
is higher than the perception.
According to Parasuraman, Zeithaml and Berry (1991) as described in chapter 2, the service
quality is at an unacceptable level if the expected services are greater than the perceived service
(ES > PS). This means that the customer is not satisfied with the delivered service.
The same results also reflected by analyzing the results of the Telesur manager‟s survey. This
leads us to the conclusion that the Telesur managers are aware of the fact that the customers are
not satisfied with the service Telesur actually delivers. The question then arises is, are the
different change programs, which are being implemented internally within Telesur, sufficient
and appropriate?
Question 2:
Is there a difference between customer‟s expectations and the manager‟s
perceptions of the customer expectations?
Question 2 refers to Gap 1: Customer‟s expectations versus management‟s idea or perceptions of
customer‟s expectations.
This question is very important because managers and employees often have a very internal
process-oriented view of their business.
After the analyses and findings it became clear that there is no difference between the customer‟s
expectations and the manager‟s perception of the customers‟ expectations.
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This statement is based upon the following results:
-
-
Chart 4.6.2 showed that there is no difference in the expectation medians from the 5
dimensions from the SERVQUAL model for both surveys.
Chart 4.4.4.1 demonstrates that the importance weight of the dimensions from both
surveys does not really differ from each other. The dimensions have an average
difference equal to 1.2%.
Those two statements made clear that Telesur manager‟s know what the customer expect
from the services because they expect the same quality and the same level of importance.
Question 3:
Is there a difference between translation of perceptions into service quality
specifications and management perceptions of customer expectations?
Question 3 refers to gap 2: Management perceptions versus service perceptions: Mismatch
between manager‟s expectations of service quality and service quality specifications.
For this gap, it is very important that management understand exactly what the customer wants.
Without this understanding, it will be impossible for management to know whether their
expectations are aligned with customer specifications.
Analyzing and findings showed that Telesur management knows exactly what the customer
wants but despite that, there is a difference between translation of perceptions into service
quality specifications and management perceptions of customer expectations.
This statement is based upon the following results from chart 4.6.3: “the service quality of the
independent variables” and Chart 4.6.4 explains that:
- There is no difference in the results for expectation and perception from both survey‟s
- Gap 2 refers to all the 5 dimensions, and for none of the five dimensions the expectation
is reached. If the expectation is not reached, the service quality specifications are
incorrect or not reached.
- The Two most important areas in the Telecommunication business, Reliability and
Responsiveness have the highest gap.
Question 4: Is there a difference between the customer-driven service designs and standard
and the service delivery?
The corresponded gap with question 4 is gap 3. “Service specifications versus service delivery:
poor delivery of service quality. In other words, are standards consistently met”?
Not delivering to service standards can be verified by interaction with the customer. The most
important dimensions for this question are the items are E1 & E4 from Tangibles and the
dimensions reliability and assurance.
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Out of the analyzing and findings it can be concluded that there is a difference between the
customer-driven service designs and standards and the service delivered.
This conclusion is based on the following results:
-
The gap score for E1/P1 and E4/P4 are below expectations as showed in chart 4.4.3.1a
and 4.4.3.1b, and the tables 4.3.1a, 4.3.1b and 4.3.1c. For both surveys the scores for the
expectations and perceptions are the same. The importance weight as showed in Chart
4.4.4.1 is also the same for both surveys. This means that the expectations are not met.
But the Telesur managers are aware of the problems and know exactly what the customer
want. This makes it easier to get the perception equal or better than the expectations.
-
Reliability, one of the two most important dimensions:
o This dimension has a Gap of “-3.00” for both surveys, as showed in Chart 4.6.3:
This is one of the two most important dimensions and still it has the highest
negative gap score
o As showed in Chart 4.4.4.1: the customer‟s finds the dimension Reliability more
important than the Telesur managers. The difference is only 2% but to deliver a
good service the difference must be equal or less than 0%
o Multiplying the gap score with the weight score will result in the SERVQUAL
weighted Score. The SERVQUAL weight score is -0.7611 for the customer‟s and
-0.7110 for the Telesur managers. As showed in table 4.4.4.1a and table 4.4.4.1b:
The small difference from 2% in the weight score contributes to the difference of
almost 7%. The higher the negative score the higher the disappointment in
satisfaction of the delivered service. If the customer‟s disappointment is greater
than that from the Telesur managers, Telesur will not be able to provide the
customer driven service designs and standards.
-
The dimension Assurance, the third most important dimension as showed in chart 4.4.4.1.
o The gap score for this dimension is “-2.00” for both surveys, regarding chart
4.6.3. The negative gap score defines that the customer expectations is less than
the perception. This means that the Telesur managers know exactly how
important this dimension is to the customer
o Chart 4.4.4.1. made clear that the difference in importance weight between the
two surveys is 0.7%, which is not negligible. The difference in SERVQUAL
weight score is 3.5% which is not significant and mandatory for eliminating the
gap because the Telesur manager knows exactly how to satisfy the customer.
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Question 5: Is there a difference between external communications to customer‟s and the
service?
This question corresponded with gap 4. Service delivery versus external communication:
differences between service delivery and external communication with customer. In other words
are promises made consistently fulfilled?
The most important dimensions for this question are items E2 and E3 from the dimension
Tangibles and the dimension Responsiveness and empathy.
Out of analyzing and findings, it is concluded that there is a difference between external
communications to customers and the delivered services.
This conclusion is based on the following results:
-
The gap score for E2/P2 and E3/P3 are very low but still under expectations. Chart
4.4.3.1a and 4.4.3.1b made clear that, there is only a difference between the scores from
the two surveys for E2/P2. “-1.00” is noted for the customer survey and “-2.00” for the
Telesur managers survey. Although the importance weight is the same for both surveys,
the difference in gap for item E2/P2 makes it difficult to eliminate this gap.
-
Responsiveness, the second most important dimension according to chart 4.4.4.1
o The gap score for this dimension is also below expectations and unequal for the
two surveys. “-3.00” for the customer survey and “-2.50” for the Telesur manager
survey. There is a difference because of items E10/P10 and E11/P11. Because of
this difference the Telesur managers and the customer‟s are not completely in line
regarding the expectations and the perceptions.
o The importance weight in chart 4.4.4.1 displayed that there is no significant
difference in importance for both surveys. This is a good start to eliminate the
gap.
o The SERVQUAL weight score is equal for both surveys. This is also a good start
to eliminate the gap.
-
Empathy, the lowest importance level according to chart 4.4.4.1
o The gap score for this dimension is the lowest from all the dimensions and is
equal for both surveys. The expectations are the lowest as showed in chart 4.6.4
and item E19/P19 has the lowest gap of all items. “-1.00” for the customer survey
and “0.00” for the Telesur survey.
o The importance weight present in chart 4.4.4.1 made clear that Empathy is the
only dimension where the importance is chosen higher by the Telesur manager‟s
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survey. The difference is 1.3%. This a good start for eliminating the gap. It shows
that the Telesur management is more critical about the performance of the
Empathy than the customer. Solving this gap could lead to the perception being
higher than the expectation of the customer. In this case the quality is exceeded as
explained in section 2.5.
o The SERVQUAL weighted score is negatively higher for the Telesur manager‟s
survey as showed in table 4.4.4.1a and 4.4.4.1b. This is also a good start for gap
elimination and could lead to a perceived quality that exceeded the expectation.
As an overall conclusion we could state that, two most important dimensions for this statement
are Reliability and Responsiveness and those two have the worst performance of the 5
independent variables. And four out of the five research questions have a negative result.
Out of the conclusions from the research questions we can confirm positively to the problem
statement described in chapter one: “Is there a weakness in customer‟s satisfaction due to lack
of: productivity, technical quality of services, problem detection and correction and reliability of
the wire and wireless internet services”.
5.3
RECOMMENDATIONS
Telesur‟s mission is to stay market leader in Suriname. To accomplish this it is recommended
that Telesur closes the gaps discussed in section 5.2. By closing the gaps Telesur will deliver
service quality equal or beyond the expectations of the customer. As described in section 2.5
“service quality” will lead to a competitive advantage over the competitors which will finally
result in accomplishing the mission statement.
Gap 1: Customer‟s expectations versus management‟s idea or perceptions of customer‟s
expectations
Gap 1 is the only gap with a positive result. There is no difference between the customer‟s
expectations and the manager‟s perception of the customers‟ expectations. The Telesur manager
knows exactly what the customer‟s wants. Knowing what the customer wants is one of the
important basics for solving the gap problems. Interesting to know is why the performance is
below expectations if the managers know exactly what the customer‟s expected from Telesur as
their wireless and wired internet provider.
Gap 2: Management perceptions versus service perceptions: Mismatch between managers
expectations of service quality and service quality specifications.
In section 2.7 it is explained that for closing gap 2, it is very important that management
understand exactly what the customer wants. Without this understanding, it will be impossible
for management to know whether their expectations are aligned with customer specifications.
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The theory in section 2.7 also describes action points for improvement of gap 2:

Top management commitment to providing service quality

Set, communicate, and reinforce customer-oriented service standards

Establish challenging and realistic service quality goals

Train managers to be service quality leaders

Be receptive to new ways to deliver service quality

Prioritise tasks and standardise repetitive tasks

Gain employee acceptance of goals and priorities

Measure performance of service standards and provide regular feedback

Reward managers and employees for achievement of quality goals
As explained in section 1.2 “problem definition” the most important changes within Telesur are:





customer oriented culture and structure
Telesur wants to deliver just in time services and full fill the needs of customers in the
new competitive environment
diversity in services and higher efficiency of the organization
and change training and continuous education of employees
life cycle
The changes described within Telesur should be enough to deal with the suggestion from the
theory in section 2.7 but the conclusion from the survey seems to show the opposite. The
suggestion to get the perception equal or higher than the expectations in gap 2 is to evaluate the
changes made within the company. The evaluation will result in an overview of items that needs
improvement. After that Telesur needs to find a way to accomplish the improvements and
continue with the changes. This will finally result in a positive result for gap two.
For the improvement of the third gap: “Service specifications versus service delivery: poor
delivery of service quality. In other words, are standards consistently met?”
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It is mandatory that gap two is greater or equal to zero. Once the specifications from gap 2 are
aligned the next step is to deliver these services according the alignment.
The explained action in chapter 2.7., to perform to close gap 3 are:



Attract and select the best and right employees
Develop and support employees by training, providing appropriate technology &
equipment, encourage and build teamwork, empower employees and internal marketing
Retain good employees by measure and reward service quality achievements and develop
equitable and simple reward systems
All those trainings are done by Telesur but the results do not contribute to the closing of this gap.
The suggestion to close this gap is the same as for the closing of gap 2 since the program is there
but the results are negative.
Improvement of the fourth Gap;”Service delivery versus external communication: differences
between service delivery and external communication with customer”.
In other words are promises made consistently full filled?
The action points suggested by section 2.7 for closing gap 4 are:






Seek input from operation personnel on what can be done
„Reality‟ advertising by focussing on real employees, real customers, real situations and
service characteristics that are important to customers
Seek input from employees on advertising and gain communications between sales,
operations and customers
Internal marketing programs
Ensure consistent standards in multi-site operations
Manage customer‟s expectations: What are realistic expectations?
These action points are different than the action points for the second and third gap. The change
performed by Telesur will not cover the above action points. The recommendations for closing
this gap are to set up a program within Telesur to cover those action points. But this study
should not be performed yet. First Telesur needs to find out why the changes described in
chapter 1.2. which could benefit to solve gap two and three, did not work. Why are employees
still in their comfort zone, why are they not adapting to the changes?
The final gap, gap 5; discrepancy between customer expectations and their perceptions of the
service delivered: differences between expected and perceived quality. This Gap is the result of
the four other gaps and will automatically be solved if gap one until four is solved.
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5.4
SUMMARY
This chapter focuses on conclusions from the research questions. The only research question
with a positive answer is question number two. There is no difference between customer‟s
expectations and the manager‟s perceptions of the customer expectations. Even though this is a
requirement for solving the other gaps, Telesur is still not able to do so. The results of the other
four research questions explain briefly why the most important dimensions for this statement,
Reliability and Responsiveness, have the worst performance of the 5 independent variables. The
conclusions from the research questions lead to the answer of the problem statement which is the
confirmation that there is a weakness in customer‟s satisfaction due to lack of: productivity,
technical quality of services, problem detection and correction and reliability of the wire and
wireless internet services”.
The recommendations for solving those problems are a self evaluation of the change programs
within the company because they should be enough to improve the negative gaps for the service
quality.
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Appendix 0: online questionnaire
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Appendix 1: results customer survey
E E E E E E E E E E E E E E E E E E E E E E
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
6 6 7 7 6 7 6 7 6 6 7 7 6 5 6 6 6 5 6 6 6 6
5 5 6 5 6 6 6 7 6 6 5 6 6 7 6 6 6 5 7 6 6 6
7 4 4 4 7 7 6 6 6 7 6 7 6 7 7 7 5 6 6 6 7 7
6 6 6 6 6 7 6 7 6 7 6 6 6 7 7 6 6 5 5 5 6 5
7 6 6 7 7 7 6 6 5 7 7 7 6 6 7 7 5 5 6 6 7 6
7 6 6 6 7 7 6 7 6 7 7 7 6 7 7 7 7 6 7 6 7 7
7 7 5 6 7 7 4 5 4 1 6 7 6 6 7 7 4 4 1 4 7 7
6 6 7 6 7 7 6 6 6 7 6 7 6 6 7 7 6 6 6 7 7 7
4 6 7 5 1 2 7 5 6 5 6 5 6 5 7 6 5 4 3 4 6 5
4 4 7 7 7 7 6 6 6 5 7 7 7 5 7 7 5 6 6 6 5 7
6 6 7 7 6 6 5 5 5 7 5 6 6 6 6 6 6 5 5 6 6 6
7 5 6 7 7 7 7 7 5 7 7 7 7 7 7 7 7 5 5 5 7 7
4 5 5 6 7 7 4 5 5 7 7 5 5 7 7 7 5 5 4 4 6 5
5 7 6 7 6 7 6 7 7 7 7 7 6 7 7 7 6 6 7 7 7 6
6 5 5 5 6 6 6 6 5 5 6 5 5 6 6 6 5 5 5 5 5 5
7 7 7 7 7 7 7 7 5 7 6 7 6 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
6 3 4 7 7 7 6 6 5 7 3 7 5 6 6 7 3 4 6 6 6 6
7 5 7 6 6 6 7 7 5 6 6 7 7 6 7 4 5 5 6 6 6 6
6 7 7 7 7 7 6 7 6 7 7 7 7 7 7 7 7 5 6 7 7 7
6 5 7 6 6 7 6 7 6 7 6 7 7 7 7 7 4 7 7 7 7 6
7 5 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 5 7 7
7 7 7 7 6 7 5 7 7 7 6 7 7 7 7 7 7 5 7 7 7 7
7 5 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 5 7 6 7 7 7 7 7 7 7 7 7 7 7 7 7 6 6 6 7 7
7 7 6 6 7 7 7 7 7 7 7 7 7 7 7 7 7 6 7 7 7 7
7 7 7 7 7 7 7 7 6 7 7 7 7 7 7 7 6 6 6 6 7 7
7 7 7 7 7 7 5 7 6 7 7 7 7 7 7 7 7 7 7 7 7 7
7 4 7 7 7 6 6 7 7 7 7 6 6 7 7 7 7 7 5 7 7 7
7 7 7 6 7 7 6 7 7 6 7 7 7 7 7 7 7 7 7 7 7 6
6 7 7 7 7 7 7 7 7 7 7 7 6 7 7 7 7 7 4 7 7 7
7 7 6 7 7 7 6 7 6 7 7 7 7 7 7 7 7 6 7 6 7 7
6 4 7 5 7 7 6 7 5 6 6 7 7 7 7 7 7 6 6 5 6 7
7 6 6 6 7 5 6 6 4 7 5 7 5 7 5 7 5 5 4 5 7 4
7 7 7 7 6 7 6 7 6 7 6 7 6 7 6 6 6 6 6 4 6 6
6 6 6 7 4 3 6 5 3 4 6 5 3 3 4 3 4 5 7 5 6 4
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
7 4 7 7 7 7 5 7 5 6 6 6 6 7 7 7 5 5 5 7 6 6
3 5 7 7 7 7 5 7 5 7 7 7 7 5 5 7 7 5 7 7 7 7
7 5 6 7 7 7 6 7 7 7 7 7 7 6 7 6 7 6 6 6 6 7
6 7 7 6 7 7 7 6 6 6 7 6 6 7 7 7 6 6 6 6 7 6
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 6 6 6 6 6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 5 7 5 7 7 7 5 5 7 7 5 4 5 7 6 6
7 7 7 7 6 6 7 6 6 7 6 6 5 6 6 6 6 4 6 7 6 6
7 7 7 7 7 7 3 5 4 7 6 7 7 7 7 7 7 5 5 5 7 5
7 7 5 7 4 6 7 4 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 6 7 6 7 7 6 7 6 7 7 7 6 7 7 7 7 7 6 7 7 7
4 5 7 6 7 3 6 6 7 7 6 7 7 7 6 7 6 7 5 5 7 7
6 6 5 6 7 6 5 6 4 3 6 7 6 6 6 7 6 6 5 6 6 6
7 4 6 6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
5 6 6 5 6 6 6 6 6 6 6 6 6 6 6 6 6 5 6 5 6 6
7 7 7 6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
6 6 4 5 7 6 7 5 6 7 6 7 5 6 7 6 7 6 7 6 7 6
7 7 7 7 7 7 7 7 6 7 7 7 7 7 7 7 7 7 7 7 7 7
6 6 6 6 6 6 6 6 6 6 5 5 5 5 6 6 6 5 5 5 6 6
6 6 7 6 7 7 6 6 6 7 7 6 7 6 7 7 7 6 5 5 7 7
7 6 6 7 7 7 7 7 6 7 7 7 7 6 6 7 7 7 7 7 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 5 7 7
7 7 7 7 7 7 7 7 5 7 7 7 7 5 7 7 7 6 6 7 7 7
6 7 7 7 7 7 6 7 6 7 7 7 7 7 7 7 5 7 7 7 7 7
7 7 7 7 7 7 5 5 6 7 6 7 7 7 7 7 6 6 6 6 7 6
7 7 5 7 7 7 6 7 7 7 5 7 6 7 7 7 5 5 6 5 7 5
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 6 7 7 7 6 7 6 6 6 7 7 7 7 6 6 5 7 5 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 6 7 7 7
6 6 6 6 7 7 4 6 5 6 7 6 6 6 6 7 7 7 7 6 7 7
5 6 6 6 7 7 7 7 7 7 7 7 7 7 7 7 5 7 3 5 7 7
7 7 5 7 7 7 5 7 6 6 6 7 6 6 7 7 7 6 7 6 7 7
5 6 6 6 6 7 6 6 7 7 6 7 7 6 6 7 6 5 5 6 7 5
7 7 7 7 7 7 7 7 7 7 6 7 7 7 7 7 7 7 7 6 7 7
7 5 7 7 7 7 7 7 5 7 7 7 6 7 7 7 6 5 7 6 7 7
7 5 3 6 7 7 5 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
5 5 4 6 7 7 6 7 5 5 5 6 5 6 6 7 6 3 4 3 4 5
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
5 6 7 6 5 7 3 4 3 6 6 6 5 7 7 7 6 2 5 2 6 6
7 6 6 7 7 7 6 7 6 6 6 7 6 5 5 6 6 6 4 5 7 6
7 5 6 6 7 7 7 7 6 6 6 6 6 6 6 6 6 5 4 5 6 6
7 7 1 7 7 7 7 7 7 7 7 7 7 6 7 7 7 7 7 6 4 7
6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 6 7 6 7 7 7
7 6 7 6 7 7 7 7 4 5 5 7 4 7 7 7 4 7 7 5 5 5
7 7 7 6 7 7 6 6 6 7 7 7 7 7 7 7 6 4 4 5 7 7
7 6 7 7 7 7 6 7 7 7 7 7 7 7 7 7 7 7 7 7 5 7
7 4 4 6 7 7 6 7 6 5 5 6 5 7 5 5 7 5 6 5 7 7
7 7 7 7 6 7 6 7 5 7 6 7 6 7 7 7 5 5 6 6 7 6
7 7 7 7 7 7 6 7 7 7 7 7 6 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 4 7 6 7 7 7 7 7 7 6 6 7 6 7 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 6 7 7 7 7 7 7 7 7 7 7 6 7 6 7 5 7 7 7 6
7 7 2 7 7 7 3 7 4 7 7 7 4 5 5 3 7 4 7 3 6 5
7 7 7 7 7 7 5 7 5 7 6 7 5 6 7 6 7 5 7 6 6 5
6 6 7 6 5 5 6 6 5 6 6 7 7 6 6 7 6 6 5 4 6 7
7 6 6 6 6 6 5 7 4 6 6 7 6 7 7 7 7 5 6 7 7 7
6 6 6 6 6 6 6 6 3 5 5 6 4 6 5 6 6 4 6 5 6 6
7 5 6 7 7 7 7 7 7 7 6 6 7 6 6 6 6 6 7 7 7 6
7 7 7 7 7 7 7 7 7 7 7 7 6 7 7 7 7 7 7 7 7 7
7 5 4 6 7 7 4 5 6 5 6 7 7 6 6 7 7 3 5 4 6 5
7 6 5 7 6 7 6 6 6 7 7 7 6 7 7 7 7 7 7 3 7 5
7 7 7 7 7 7 7 7 7 7 1 7 7 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 7 6 6 7 3 6 3 6 6 6 6 7 7 7 6 6 6 6 7 7
6 4 5 4 7 7 7 7 7 7 7 7 6 7 7 7 7 6 7 7 7 7
7 6 6 7 7 7 7 7 7 7 7 7 6 7 7 7 6 6 7 6 6 6
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
5 6 7 7 7 7 4 7 5 6 5 5 6 7 7 7 5 4 5 5 7 7
7 7 7 6 7 7 5 7 6 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 6 7 7 7 7 7 4 7 6 6 7 7 7 7 5 7 7 7 7 6
4 6 7 7 7 7 6 7 5 7 7 7 6 6 6 7 7 7 6 1 6 6
7 7 7 7 7 7 4 5 4 7 5 7 4 7 7 7 5 5 6 6 7 7
7 7 7 7 7 7 7 7 7 7 7 7 5 7 7 7 5 5 7 6 7 6
6 7 7 6 7 7 4 7 6 7 7 7 4 7 7 7 6 5 3 4 7 7
7 4 4 5 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 5 7 7
7 6 7 7 7 6 6 7 6 7 7 7 6 7 6 7 7 6 6 6 6 6
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
7 6 7 7 7 7 7 7 5 6 6 7 7 6 7 7 5 7 7 5 7 7
7 7 7 6 7 7 7 6 7 7 7 7 7 7 7 7 7 6 7 7 7 7
7 7 7 7 7 7 6 7 5 5 6 6 6 7 7 7 6 7 6 6 5 6
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 5 7 7 7
6 6 6 6 7 7 6 6 6 6 6 6 6 6 7 6 6 6 7 6 6 6
7 7 7 7 7 7 5 7 6 7 7 7 7 7 7 7 6 7 7 7 7 7
7 5 7 5 7 7 6 7 7 7 7 7 7 7 7 7 6 7 7 7 7 7
7 5 7 5 7 7 7 7 7 7 7 7 7 7 7 7 6 7 7 7 7 7
7 7 7 7 7 7 7 7 7 7 7 7 6 7 7 7 6 7 6 7 7 7
7 7 7 7 5 5 7 7 7 7 5 5 5 7 5 5 5 5 5 5 5 5
6 6 6 6 7 7 6 6 6 7 6 6 6 6 6 6 7 5 5 6 6 6
7 7 7 5 7 7 7 7 6 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 7 7 6 6 6 7 6 7 7 7 7 5 5 5 7 7
7 7 6 6 6 6 1 5 2 7 6 7 6 6 6 7 5 5 5 5 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
4 6 6 6 7 7 7 7 7 7 7 7 7 7 7 7 5 7 5 5 7 7
7 5 5 6 7 7 7 7 6 7 7 7 7 7 7 7 6 6 7 6 7 7
7 7 6 7 7 7 6 7 6 6 6 6 6 7 7 7 6 5 5 5 7 6
7 6 6 7 7 7 7 7 6 7 7 7 7 7 7 7 6 6 7 6 7 6
7 5 6 7 7 7 7 7 7 7 7 7 7 7 7 7 4 7 7 7 7 7
6 6 6 6 6 6 6 7 7 7 6 7 6 6 7 7 6 6 7 7 6 6
1 4 4 7 7 7 7 7 5 7 7 7 7 7 7 7 7 5 7 5 6 7
7 6 6 7 6 6 7 6 6 6 6 6 6 6 6 6 5 5 6 5 6 5
6 6 6 6 6 7 6 5 5 6 5 6 5 6 6 6 6 6 7 5 6 6
7 5 6 6 7 7 7 7 6 7 7 7 6 7 7 7 7 6 6 6 6 6
7 7 7 7 7 3 7 5 7 7 7 7 7 7 7 7 7 6 5 5 7 7
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 7 7 7 7 7 6 7 7 7 7 7 7 7 7 7 6 4 5 5 7 7
7 6 7 7 7 7 7 7 6 7 7 7 7 7 7 7 7 5 6 7 7 7
3 5 4 4 5 6 6 6 6 5 6 6 6 3 6 6 6 6 6 6 6 6
7 6 6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
7 5 7 7 7 7 7 7 5 7 7 7 5 7 7 7 5 6 5 6 6 7
6 7 7 7 7 7 6 7 7 7 6 7 6 7 7 7 6 5 7 6 7 6
7 7 7 7 7 7 5 7 5 7 6 7 7 7 7 7 7 7 7 3 7 7
5 6 6 7 7 7 6 7 6 7 6 6 7 6 6 7 7 7 6 6 7 7
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 6 7 7 4 7 7
7 7 7 7 7 7 6 7 7 7 7 7 7 7 7 7 6 7 6 7 7 6
6 7 6 5 7 7 7 6 6 7 7 7 7 7 7 6 6 6 4 4 6 6
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P P P P P P P P P P P P P P P P P P P P P P
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
4 5 7 5 3 3 3 3 3 5 3 5 4 3 5 4 4 3 6 4 4 4
6 4 5 5 4 4 4 4 3 5 4 4 3 4 5 5 5 4 5 4 4 5
4 4 5 4 4 4 4 4 4 4 5 4 4 4 5 5 5 4 4 4 3 4
5 6 6 5 6 6 6 5 5 5 6 6 6 5 6 6 5 5 6 5 5 5
6 6 6 6 7 7 7 6 6 7 6 7 6 7 7 7 5 6 7 7 7 6
2 5 5 6 4 5 5 3 3 7 5 6 6 4 6 6 3 5 7 5 3 2
1 4 6 4 5 6 4 4 1 1 4 6 1 4 6 5 1 4 4 4 4 1
6 5 5 6 5 5 5 5 6 6 5 5 5 5 5 5 5 5 6 6 6 6
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6 5 5 5 6 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
4 2 4 5 4 3 4 4 2 4 3 3 3 5 4 4 4 4 4 4 2 3
5 6 7 6 5 5 5 5 5 5 4 4 5 5 5 4 5 5 5 5 5 5
6 3 6 6 6 6 4 5 3 7 6 6 4 6 5 6 5 5 7 5 6 5
6 6 5 6 7 7 6 5 6 5 5 4 2 5 6 4 2 4 6 5 6 2
5 4 5 4 3 3 4 5 4 6 6 5 4 5 5 4 3 3 4 4 4 4
3 5 7 5 3 4 3 2 2 2 2 3 3 2 4 4 2 5 2 2 2 2
1 4 5 4 2 6 2 2 2 1 6 2 4 5 3 6 4 4 2 5 3 3
2 2 6 2 4 4 6 2 2 4 3 6 4 6 6 3 6 4 7 6 4 6
5 5 7 7 5 5 5 6 3 5 5 5 3 4 5 6 5 4 5 5 5 5
2 2 5 4 3 3 4 4 4 4 3 5 3 4 6 5 1 4 6 4 4 4
5 4 5 4 5 4 4 4 4 4 4 5 4 5 4 5 4 4 4 4 5 4
4 6 5 5 5 4 7 5 3 6 3 5 6 5 5 2 5 3 2 5 6 1
5 4 6 6 5 5 5 5 5 2 6 6 4 5 5 6 6 6 5 6 4 4
7 4 7 5 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7
1 1 1 1 1 1 1 1 1 1 1 1 1 1 4 2 1 2 2 2 2 2
2 3 4 5 5 6 6 5 6 6 6 7 6 5 6 3 5 5 7 6 5 4
5 6 6 6 4 4 4 4 4 4 4 4 4 3 3 3 3 2 5 2 2 2
2 4 6 6 4 2 2 2 1 1 2 3 3 3 6 4 3 5 6 3 3 3
4 5 6 5 5 4 4 4 4 5 4 4 3 3 3 4 4 4 5 5 3 4
2 4 4 4 1 1 3 1 3 3 1 5 2 3 3 5 5 3 2 2 2 1
6 6 6 3 4 5 5 6 4 4 5 5 4 5 6 4 5 5 6 5 5 6
2 1 3 3 3 3 5 1 3 2 2 4 5 3 6 5 3 3 4 4 3 3
5 5 6 6 5 5 2 2 3 4 4 5 5 4 4 6 2 2 5 6 4 4
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
5 5 5 5 5 6 5 5 5 5 5 6 5 5 6 5 5 5 5 5 5 5
4 6 5 5 5 3 3 3 3 3 4 2 2 3 4 4 3 3 4 4 4 4
1 3 2 2 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 1 1
3 5 6 5 2 3 3 3 2 4 1 4 4 4 2 4 4 4 4 3 4 4
2 5 6 3 2 2 2 5 2 3 5 5 3 3 3 3 2 3 3 3 3 2
3 4 5 4 3 4 4 4 3 4 5 6 5 5 6 5 4 3 4 4 5 4
1 5 5 5 3 3 2 3 1 3 3 3 2 1 4 4 2 2 2 1 1 1
5 4 3 4 3 5 4 4 3 4 4 5 2 4 4 4 4 4 5 4 4 5
4 3 5 6 2 5 1 4 2 3 5 3 5 4 5 6 2 2 5 5 5 5
4 4 5 4 4 4 4 3 3 4 3 3 4 3 4 3 4 4 4 4 4 4
3 5 5 5 3 5 3 3 4 3 3 4 5 5 6 5 4 5 5 5 6 5
4 5 5 4 3 1 1 1 1 1 1 1 1 4 4 2 1 2 1 2 1 1
4 5 5 5 4 5 5 5 4 5 5 6 5 5 5 6 5 5 6 5 5 5
5 3 5 4 2 2 3 1 1 6 2 4 2 5 4 5 4 3 6 4 2 2
6 7 5 6 5 6 6 6 6 5 5 6 6 6 5 7 6 6 6 5 6 5
1 2 3 3 1 1 1 1 1 1 1 1 1 1 1 1 1 2 3 1 1 1
5 5 5 5 4 4 4 4 4 4 4 5 4 4 5 5 5 5 6 5 5 5
4 5 6 5 4 4 5 5 5 5 5 6 5 5 5 5 5 5 6 5 5 5
1 5 6 3 3 2 2 1 1 1 2 2 2 5 3 4 3 3 2 4 1 3
5 7 7 7 4 6 6 6 6 4 5 6 3 3 7 1 3 4 4 4 4 5
1 5 5 3 1 1 3 1 1 4 3 4 3 4 4 4 3 4 6 6 4 4
3 5 5 5 1 4 2 2 5 1 5 5 2 5 5 7 5 6 7 6 5 6
4 4 4 4 2 2 3 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3
7 7 5 6 7 7 6 7 6 7 6 6 6 6 7 7 6 6 6 6 7 6
6 5 4 6 6 5 5 6 5 7 6 4 2 3 4 4 3 4 4 3 4 4
2 6 6 4 4 4 3 3 3 6 3 4 4 4 5 4 4 4 3 3 5 3
2 4 5 4 1 2 1 3 2 1 2 2 2 3 3 6 3 1 4 3 2 3
1 4 5 3 3 2 3 2 3 2 4 4 2 2 1 3 2 4 4 4 2 1
2 5 6 6 2 1 2 4 3 4 3 4 3 5 5 3 2 2 5 2 1 4
3 3 5 6 2 2 2 2 1 1 1 2 1 2 4 3 3 4 7 3 4 2
3 3 7 5 5 5 3 4 3 4 4 6 6 4 4 4 6 5 6 5 3 5
5 6 6 6 5 6 6 5 4 4 6 6 6 6 6 6 6 6 6 6 6 6
4 5 4 6 4 4 4 5 4 5 5 5 5 5 5 5 4 5 5 5 4 4
3 3 5 5 4 4 3 5 3 3 3 3 3 5 5 3 3 4 5 3 3 3
2 3 4 4 4 3 3 2 1 1 2 4 3 4 2 5 5 4 5 5 4 4
4 5 5 5 2 4 3 3 1 5 2 5 2 3 2 4 5 4 6 3 1 4
3 4 5 5 3 3 2 3 1 4 2 3 3 4 6 3 4 3 6 2 3 3
6 4 4 4 3 1 4 3 1 4 5 6 5 5 5 5 5 3 5 4 3 3
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
4 5 5 5 5 4 4 3 2 2 4 4 4 5 4 5 4 4 5 5 5 4
1 4 3 4 3 1 1 2 2 4 3 5 6 4 4 4 4 4 3 3 2 3
5 5 5 5 6 6 6 5 6 6 6 5 4 5 5 6 5 5 6 6 5 5
2 3 5 4 1 2 1 2 1 2 3 2 4 3 1 2 4 5 1 4 1 1
5 5 4 5 5 5 4 5 5 3 3 4 3 5 5 4 4 4 5 4 5 6
4 4 2 4 1 3 3 1 1 1 3 7 2 4 1 2 1 6 4 4 2 2
2 6 6 4 4 4 3 1 1 5 5 5 5 2 5 7 2 5 7 5 2 1
4 7 7 7 6 7 4 5 3 7 6 7 7 6 7 6 5 5 7 6 7 6
6 6 6 5 2 5 5 6 1 4 5 6 4 4 6 6 6 6 6 5 5 6
4 4 5 5 4 1 4 4 4 4 4 4 4 1 4 6 1 1 5 1 1 3
5 5 5 4 1 1 2 3 1 4 1 3 3 3 3 3 1 1 2 1 3 1
3 3 5 5 5 3 3 3 3 3 4 6 5 6 5 6 4 4 4 4 4 4
3 7 7 3 1 2 2 2 4 2 3 4 6 5 5 5 2 6 5 5 5 4
4 5 6 6 5 4 5 5 2 5 4 5 2 5 3 4 6 6 4 5 4 4
4 5 6 6 4 4 4 5 4 7 6 6 6 5 6 6 6 6 5 5 5 5
6 5 5 5 5 4 4 4 4 4 3 5 6 4 3 3 4 6 5 5 4 4
4 6 4 6 3 4 4 5 2 5 5 4 4 5 6 5 4 4 6 5 4 5
2 4 6 4 4 5 3 4 4 3 4 4 3 5 5 6 5 5 6 5 1 6
5 7 5 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
3 4 4 4 4 5 3 4 2 5 4 5 4 5 4 5 6 5 5 3 4 4
2 2 4 3 3 3 3 3 3 3 3 3 3 3 3 3 4 5 5 5 3 3
3 4 3 6 6 6 2 5 5 2 3 5 4 2 3 6 2 3 3 3 3 4
4 3 5 4 1 2 1 3 1 1 5 3 1 3 5 3 2 2 7 2 3 3
5 5 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 3 2 2 2 2
4 4 6 4 7 7 7 7 7 7 7 7 7 7 7 7 7 6 6 6 6 5
5 6 6 5 7 7 7 5 6 5 6 3 3 5 6 5 6 6 6 5 4 5
4 4 4 4 4 3 1 1 1 1 2 2 2 2 3 2 2 2 1 1 1 1
3 5 7 7 5 7 4 5 5 6 6 5 6 6 7 7 5 4 5 5 7 6
1 5 4 4 1 3 1 1 1 1 1 4 3 2 1 2 3 2 3 2 2 2
3 4 5 4 3 3 1 1 1 1 3 3 3 1 4 4 1 4 6 5 3 3
5 5 6 5 3 4 5 5 3 1 3 3 3 4 4 6 5 2 5 1 4 5
4 6 6 6 3 5 4 3 1 4 5 5 6 5 5 5 5 4 6 4 4 5
2 4 6 4 1 1 1 1 4 5 1 3 1 4 4 2 2 1 5 4 2 2
1 2 5 4 6 5 3 6 4 1 4 5 1 2 4 6 6 6 2 6 4 5
1 3 4 4 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1
4 5 6 3 2 4 2 2 2 4 2 4 4 4 3 4 4 4 4 4 4 4
7 4 6 5 2 2 2 2 2 5 3 3 4 4 5 5 5 6 3 6 7 5
4 6 6 6 2 6 2 3 4 5 4 6 5 6 6 5 6 6 6 6 6 4
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
5 2 3 6 2 2 3 3 2 3 2 2 2 2 2 1 2 3 5 3 2 2
5 5 5 5 5 7 5 5 7 6 7 7 5 6 7 7 7 7 7 6 5 5
5 3 7 5 4 4 4 5 3 5 7 6 7 6 6 6 6 6 6 6 5 6
4 4 4 5 1 4 1 1 1 1 1 4 1 1 1 3 1 3 5 3 1 1
4 5 6 6 4 6 5 5 5 3 4 4 4 5 5 5 5 5 3 5 5 5
3 3 3 3 3 5 2 2 2 3 3 6 4 4 3 4 4 4 6 5 3 3
1 2 3 3 1 2 2 1 2 1 2 5 3 3 2 5 2 3 5 5 1 3
3 5 5 4 1 1 1 2 1 1 1 1 1 3 1 4 2 4 5 4 1 1
5 5 6 5 4 4 4 4 4 6 4 5 4 5 5 5 5 5 6 5 5 5
7 7 7 7 7 7 7 7 7 7 5 5 5 5 5 5 5 5 5 5 5 5
5 5 6 6 5 5 5 5 5 4 6 5 6 4 4 4 4 4 5 5 5 4
1 3 5 5 1 5 1 1 4 7 4 5 4 5 3 6 4 4 5 5 4 4
1 3 3 1 1 1 1 1 1 2 1 1 1 1 1 3 1 1 5 1 1 1
4 4 5 6 4 3 3 4 3 4 4 4 4 4 4 4 3 3 4 3 3 4
3 3 4 4 2 2 2 3 2 4 2 3 3 2 2 2 1 4 3 3 2 2
1 4 4 3 2 2 2 1 1 2 3 4 3 3 3 5 3 3 4 3 3 3
2 3 4 4 2 3 2 3 2 4 3 3 3 3 4 4 4 4 4 4 6 4
7 5 5 5 5 3 3 3 5 1 3 3 3 2 6 3 4 3 3 3 3 2
4 4 6 5 4 5 4 4 4 5 5 5 6 5 5 6 6 4 5 5 5 5
1 4 4 4 2 2 4 1 3 1 2 2 4 2 4 6 4 1 1 1 1 1
5 6 6 5 5 5 5 4 4 5 3 4 5 4 5 6 6 3 5 3 5 5
1 3 4 3 3 3 4 3 3 1 2 4 2 3 4 3 4 4 5 5 1 3
6 7 7 7 7 7 7 7 7 7 7 7 7 6 7 7 6 5 7 7 7 7
7 5 6 5 5 4 4 4 4 5 5 5 5 5 5 5 5 5 6 5 5 6
4 4 5 4 6 4 3 4 4 4 4 4 4 5 5 6 4 5 6 5 6 6
2 3 5 4 2 3 2 2 2 2 2 3 3 2 3 3 3 3 3 3 3 3
3 4 3 3 3 4 4 3 3 5 3 4 3 4 4 4 3 3 4 4 3 4
1 2 3 1 2 1 1 1 1 2 2 2 1 1 2 1 1 1 1 1 1 1
4 4 4 5 1 2 3 2 1 2 1 1 1 4 3 3 3 2 5 3 3 3
3 5 5 6 2 5 6 5 2 3 3 5 5 5 6 6 5 2 5 1 3 5
6 6 6 6 6 6 6 6 5 6 6 6 6 6 6 6 6 6 6 6 6 6
2 2 2 3 1 1 1 2 1 2 2 2 1 2 2 1 2 1 1 1 1 1
3 4 6 5 4 3 4 4 4 3 3 4 2 3 5 4 4 3 2 2 3 2
5 7 6 4 2 4 5 2 4 5 4 6 6 5 6 6 6 6 7 7 6 6
3 5 7 6 6 7 7 6 6 7 6 7 7 7 7 7 7 7 6 5 7 7
5 5 6 6 4 7 3 3 4 3 2 4 4 4 4 7 5 6 3 5 3 3
5 4 6 4 3 3 3 3 1 1 2 3 1 4 3 4 2 1 1 1 5 2
7 7 7 4 3 3 3 3 5 1 6 5 5 7 4 7 5 4 5 6 7 5
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
5 4 5 3 4 3 3 2 1 3 2 4 2 1 4 4 3 1 3 2 2 2
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Appendix 2: results Telesur manager’s survey
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1
E
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E
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E
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E
9
6
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4
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E E E E E E E E E E E E E
10 11 12 13 14 15 16 17 18 19 20 21 22
7
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Page | 107
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P
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P
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P
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P
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P
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4
3
3
5
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3
4
3
1
7
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3
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4
2
5
6
4
3
5
4
1
5
6
5
4
6
6
5
5
4
3
5
5
3
3
4
3
5
7
6
4
4
4
5
5
3
4
3
5
4
2
6
5
5
4
6
6
6
7
4
3
6
6
5
5
5
4
6
7
6
5
4
4
7
4
6
4
5
6
5
5
6
5
4
4
6
6
6
5
4
3
6
5
3
3
4
4
6
7
6
4
5
4
6
5
5
5
4
5
5
3
5
4
5
4
6
6
5
4
2
3
6
4
3
3
3
3
7
7
5
4
4
4
2
4
6
4
4
5
3
1
4
5
4
4
5
6
4
4
2
4
7
4
5
4
4
4
7
7
5
4
4
4
5
3
6
4
4
4
3
2
5
4
4
4
5
4
4
5
2
4
7
5
3
3
4
4
7
6
5
4
5
4
2
3
6
4
4
4
3
1
5
5
4
4
7
5
4
4
3
3
6
4
3
3
6
4
7
7
6
3
5
4
2
3
6
3
4
4
1
1
4
4
4
4
6
4
4
4
2
3
4
4
3
3
6
3
7
4
6
4
5
4
1
4
7
4
3
4
3
1
4
5
4
4
7
5
5
P P P P P P P P P P P P P
10 11 12 13 14 15 16 17 18 19 20 21 22
4
1
3
5
5
5
5
6
5
7
7
6
6
4
4
7
5
6
4
4
5
5
6
5
5
4
4
4
6
6
4
2
4
5
4
3
3
3
4
7
7
6
4
3
4
3
3
6
4
3
5
3
1
4
3
3
4
5
5
5
6
2
4
5
6
5
3
3
4
7
7
6
2
4
4
2
4
6
4
4
5
3
1
6
4
4
4
6
5
6
4
2
4
5
5
3
3
2
4
7
7
5
2
4
3
3
4
5
4
4
4
2
3
4
4
3
4
5
5
5
5
3
3
7
4
3
3
6
3
7
7
6
3
5
5
4
4
5
4
4
5
3
2
5
4
4
4
5
5
5
5
4
4
6
5
3
4
7
4
7
7
6
4
5
4
5
4
6
4
3
5
3
2
6
6
4
4
5
5
6
6
4
5
6
4
3
4
5
5
7
7
6
4
3
4
6
5
6
4
4
5
4
3
5
4
4
4
5
5
6
4
4
5
5
4
3
3
2
4
7
7
5
4
3
4
3
4
6
4
4
4
5
1
5
3
3
4
5
6
5
4
4
5
7
5
3
4
2
4
7
7
5
4
3
4
2
3
6
4
3
4
4
1
6
4
3
4
5
5
5
7
5
6
6
3
3
5
7
7
5
7
6
3
5
4
7
6
6
4
4
6
4
6
6
6
4
4
6
6
7
4
4
6
7
5
3
4
5
5
7
7
5
4
4
4
3
4
6
4
4
4
3
1
6
4
3
4
5
6
6
5
4
5
6
4
5
4
4
5
7
7
5
4
4
4
3
5
5
4
3
6
4
1
6
4
3
4
5
5
6
4
4
3
7
5
3
3
5
5
7
7
5
4
5
4
3
4
5
4
3
4
4
1
5
3
3
4
4
5
6
Page | 108
SRFHR0609035
Appendix 3: data service KPI’s
Page | 109
SRFHR0609035
.
Page | 110
SRFHR0609035

Analyzing the quality performance gap of the Telesur broadband

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