Service Quality Analysis of Indian Life Insurance Companies. Chapter-V COMPANIES. 5.1 Service Quality: Conceptualization and Operationalization

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1 Chapter-V SERVICE QUALITY ANALYSIS OF INDIAN LIFE INSURANCE COMPANIES 5.1 Service Quality: Conceptualization and Operationalization In the broadest sense, quality is a degree of excellence i.e. the extent to which something is fit for its purpose or not. Quality is an elusive construct which is often mistaken for imprecise adjectives like goodness, or luxury, or shininess, or weight (Crosby, 1979). However, research clearly demonstrates that it is an important tool for attaining operational efficiency, improving market share and return on investment as well as in lowering costs and improving productivity (Babakus and Boller, 1992; Garvin, 1983; Phillips et al., 1983; Anderson and Zeithaml, 1984; Jain and Gupta, 2004). This is true for the service sector too. Product quality was traditionally linked to technical specifications of goods in the manufacturing sector where quality control was of extreme importance. However it was found that knowledge about the quality of goods is insufficient to understand service quality. Moreover, service quality is more difficult for the consumer to evaluate as compared to the goods quality. This is because while purchasing goods, the consumer may use several tangible factors to judge quality such as style, color, fit, feel, package etc. However, there is a lack of tangible evidence on which to evaluate the service quality. The tangible evidence available here is limited to the service providers physical infrastructure, equipment, and personnel. So, the service providers find it more difficult to understand the consumer s behavior, their perceptions about the service being provided and the service quality. Hence, the firms need to put in a greater effort to understand service quality because only when a service provider knows how the service will be evaluated by the consumer, will they 1

2 be able to suggest how to influence these evaluations in the desire direction (Gronroos, 1982). A lot of literature is available that attempts to analyze how service quality perceptions should be measured (e.g. Babakus and Boller 1992; Cronin and Taylor 1992; Parasuraman, Zeithaml, and Berry 1985, 1988, 1991; Teas 1993), but little research has been done regarding what should be measured. Parasuraman et al. (1988) define service quality as a global judgment, or attitude, relating to the superiority of the service. Cronin and Taylor (1992) argued that the performance based measure was an enhanced means of measuring the service quality constant. Teas (1993) stated that the P-E gap model by PZB lacks discriminant validity. So he proposed service quality may be derived from a comparison of the performance with the ideal standards. Researchers generally use one of the two conceptualizations, the Nordic perspective (Gronroos 1982, 1984), which defines the dimensions of service quality in terms of two factors- functional quality and technical quality; and the American perspective (Parasuraman, Zeithaml, and Berry 1988) which uses the factors such as reliability, responsiveness, empathy, assurance and tangibles (Brady and Cronin 2001). Out of these two, most of the literature is based on the second conceptualization. 5.2 Measurement of Service Quality As discussed above, quality in the context of service industries has been conceptualized differently and based on these different conceptualizations, alternative scales have been proposed for service quality measurement. Of these, SERVQUAL and SERVPERF constitute two major service quality measurement scales. However, a consensus has not evolved as to which of these is the more appropriate approach. 2

3 SERVQUAL Scale The conceptualization and measurement of the service quality construct has been dominated by the use of the SERVQUAL model by proposed by Parasuraman et al. (1988). The foundation for the SERVQUAL scale is the disconfirmation or the gap model proposed by Parasuraman et al. (1985, 1988). It compares customers' expectations before a service encounter and their perceptions of the actual service delivered. According to the gap model, satisfaction is related to the amount of disconfirmation of a person s experience as compared to his or her initial expectations. This gap or difference between customer expectations and perceptions is used to view service quality as a continuum ranging from ideal quality to totally unacceptable quality with some points along the continuum representing satisfactory quality. The authors proposed that service quality may be measured as a gap based comparison of the customers expectations and performance perceptions. They further stated that when the perceived service is less than expected service, it implies less than satisfactory service quality. But, when the perceived service is more than the expected service, then the service quality is more than satisfactory. They term this discrepancy between perceptions and expectations as the performance gap. They pointed out that while a negative gap causes dissatisfaction, a positive discrepancy leads to consumer satisfaction. So, they identified a set of 22 variables/items tapping five different dimensions of service quality construct. Since service quality has been operationalized as being a gap between customer s expectations and perceptions of performance on these variables, the service quality scale comprised of total 44 items - 22 for expectations and 22 for perceptions. The higher the perception minus expectation score, the higher is perceived to be the level of service quality. Several issues have been raised regarding the use of (P-E) gap scores to access service quality. 3

4 Validity of (P-E) measurement framework has also come under attack due to problems with the conceptualization and measurement of expectation component of the SERVQUAL scale. This SERVQUAL scale developed by Parasuraman et al. in 1988 is used as method to assess customer loyalty for service industries. In the scale, they used the following five generic dimensions: Tangibility: Physical facilities, equipment, appearance of personnel and written materials. Reliability: Ability to perform the promised service dependably and accurately. Responsiveness: Willingness to help customers and provide prompt service. Assurance: Knowledge and courtesy of the employees and their ability to inspire trust and confidence. Empathy: Caring and individualized attention that a service provider provides to its customers. There are six major gaps in the service model. Out of these, the three important gaps, which are more associated with the external customers, are Gap1, Gap5 and Gap6; since they have a direct relationship with customers. The figure below illustrates these gaps. The various gaps (Figure 5.1) visualized in the model are: Gap 1: Difference between consumer expectations and management perceptions of those expectations, i.e., not knowing what the consumers expect. Gap 2: Difference between management perceptions of consumer expectations and service quality specifications, i.e., improper service quality standards. 4

5 Gap 3: Difference between service quality specifications and the service actually delivered, i.e., the service performance gap. Gap 4: Difference between service delivery and the communications to consumers about service delivery, i.e., to assess whether promises match delivery. 5

6 Gap 5: Difference between consumer expectations and perceived service. This gap depends on size and direction of the four gaps associated with the delivery of service quality on the marketer s side. According to this model, the service quality is a function of perception and expectations and can be modeled as: Where, SQ = Overall Service Quality; k = Number of attributes, P ij = Performance perception of individual i with respect to service attribute j. E ij =Service quality expectation for attribute j that is the relevant norm for individual i. SERVPERF Scale While perception (P) is definable and measurable in a straightforward manner as the consumer s belief about service is experienced, expectation (E) is subject to multiple interpretations and hence has been operationalized differently by different authors/ researchers (Brown and Swartz 1989; Dabholkar et al. 2000; Gronoroos 1990; Teas 1993, 1994). As a result of this, the validity of the P-E gap model has come under repeated attacks due to problems with the conceptualization and measurement of expectation component of the SERVQUAL scale. It is because of the vagueness of the expectation concept that some researchers like Babakus and Boller (1992) and Carman (1990) stressed the need for developing a methodologically more precise scale. The SERVPERF scale developed by Cronin and Taylor (1992) is one of the important variants of the SERVQUAL scale. Since it is based on the perception component alone, it has been conceptually and methodologically posited 6

7 as a better scale than the SERVQUAL scale that has its origin in the disconfirmation paradigm. Cronin and Taylor (1992) were among the researchers who made maximum attack on the SERVQUAL scale. They suggested that expectation component of SERVQUAL scale should be discarded and instead performance component alone be used. They proposed what is referred to as the SERVPERF scale. They questioned the conceptual basis of the SERVQUAL scale. In addition to the theoretical evidence, they provided empirical evidence across four industries, namely, banks, pest control, dry cleaning and fast food to ascertain the superiority of performance only instrument over disconfirmation model. Being a variant of the SERVQUAL scale and containing perceived performance component alone, performance only scale is comprised of only 22 items. A higher perceived performance implies higher service quality. In equation form, it can be expressed as: = Where, SQ i = Perceived service quality of individual 'i' P ij = Perception of individual 'i' with respect to performance of a service firm regarding attribute 'j'. Methodologically, the SERVPERF scale represents marked improvement over the SERVQUAL scale. The scale is more efficient as it results in reduction of the number of items to be measured by 50 per cent. It has also been found empirically superior to the SERVQUAL scale for being able to explain greater variance in the overall service quality measured through the use of single-item scale. This explains 7

8 the considerable support that has emerged in favor of the SERPERF scale over time. Though it still lags behind the SERVQUAL scale in application, researchers have slowly and increasingly started making use of the SERVPERF scale. 5.3 Comparison of SERVQUAL vs. SERVPERF SERVQUAL and SERVPERF scales were assessed in the Indian context in terms of their ability to measure the overall service quality, convenience in data collection and their diagnostic ability to provide insights for managerial interventions in case of quality shortfalls and are discussed below. Overall Service Quality Although it is not yet clear as to which one of the two scales is a better measure of service quality; SERVQUAL as a means for measuring the service quality has been the best and most popular approach available during the 1990 s. To compare, the scales could be employed to measure the overall service quality of a service firm vis-à-vis multiple variables of the scales. By regressing perceptions of overall service quality on its corresponding multi-item service quality scale, the ability of a scale to explain the variation in the overall service quality could be assessed. It has been suggested in the previous research studies that SERVPERF scale explained higher variance in the overall service quality than the SERVQUAL scale. Convenience in Data Collection The SERVQUAL scale requires data on perceptions as well as customer expectations, whereas the performance only measure, i.e., SERVPERF requires data on customers perceptions alone. Thus, while the number of items required for the data is only 22 for the SERVPERF scale, it is 44 for the SERVQUAL scale. This results in a considerable reduction in the data collection task. The requirement of additional data could result in making the questionnaire lengthy and compounds data 8

9 editing and coding tasks. In SERVPERF scale the number of items to be measured is reduced by 50 per cent. So, in this regard also, SERVPERF shows superiority to SERVQUAL scale. Diagnostic Ability of Scales in Providing Insights for Managerial Intervention and Strategy Formulation A major reason underlying the use of a multi-item scale in comparison to single item scale is its ability to provide information about the attributes where a given firm is deficient in providing service quality and thus needs to evolve strategies to remove such quality shortfalls with a view to enhance customer satisfaction in future. In SERVPERF scale, it is the performance component only that acts as a reference point whereas it is customer expectation for each of the service areas that acts as a yardstick under the SERVQUAL scale. The main objective of the management should be to work towards attaining the maximum possible performance level in all those service areas where the performance level is lacking. This is exactly what the SERVPERF scale-based analysis purports to do. However, this is tenable only under the situations when there are no time and resource constraints and it can be assumed that all the areas are equally important to customers and they want maximum possible quality level in respect of each of the service attributes. But, in a situation where the management works under the resource constraints and consumers do not give equal importance to possible service quality provisions, the management needs to find areas which are more critical from the consumers point of view and call for immediate attention. This is exactly what SERVQUAL scale does by pointing to areas where firm s performance is below the customers expectations. So long as perceived performance equals or exceeds customer expectations for a service attribute, the SERVQUAL scale does not point to managerial 9

10 intervention despite performance level in respect to that attribute falling short of the maximum attainable service quality score. The SERVPERF scale could indicate that the service attribute under study is a fitting area for managerial intervention because the perceived performance level is below maximum attainable service quality score. This may, however, not be the case with the SERVQUAL scale. Since the customer perceptions of an insurer's performance could be above their expectation level, there seems to be no justification in further trying to improve the performance in this area. Any such effort, moreover, is unlikely to add to the customers delight, as the customers themselves might not be desirous of having more of the service attribute. Since (P-E) entails a direct comparison of performance perceptions with customer expectations, it provides a more pragmatic diagnosis of service quality shortfalls. Especially in the event of time and resource constraints, the SERVQUAL scale is able to direct managerial attention to service areas that are critically deficient from the customers viewpoint and require immediate attention. No doubt, the SERVQUAL scale entails greater data collection work, but employing direct rather than computed expectation, disconfirmation measures can ease it out. So, in this study, SERVQUAL scale is used to assess the service quality of both LIC and private sector life insurance companies due to its better diagnostic ability in providing an insight into managerial intervention and strategy formulation. 5.4 A Descriptive Analysis of Customer Profile The descriptive analysis presents a demographic profile of the respondents. To be successful in the present competitive environment, the life insurance companies have to provide the products and services according to the needs of customers. The demands of the customers vary as per their age, income, occupation etc. So, for designing effective marketing strategies companies need to maintain an up-to-date 10

11 profile of the customers in the form of customer based data. The customers selected for the study belonged to different categories made on the basis of sex, age, occupation, monthly income, company, type of policy, duration of association of the customer with a particular company and reasons for buying a particular policy. The study aims to have a comparative service quality analysis of LIC and private sector life insurance companies. The customers belonging to different categories may have different perceptions regarding the same product of a particular company. It may lead to draw wrong conclusions regarding the comparative service quality of LIC and private sector insurers. To overcome this problem, the questionnaires have been filled by customers having similar profiles of both LIC and private sector life insurance companies to the maximum possible extent. The Chi-square test has been used to investigate the significant difference between the customers profile belonging to different categories for both LIC and private sector life insurance companies. Table 5.1 Gender Profile of the Respondents Sex LIC Private Sector Total Frequency Per cent Frequency Per cent Frequency Per cent Male Female Total Chi-square = 0.552, d.f. = 1, P- =0.4575, not significant at 5% level of significance. The table reveals that the numbers of male respondents are more than the females in both the public and private sector life insurance companies under study. In LIC, 137 (68.5%) of the customers are male and 63 (31.5%) are female. However, in the private sector companies, 130 (65.0%) respondent customers are male while the remaining 70 (35.0%) are females. The Chi-square test results (P > 0.05) exhibit that sex-wise, there is no significant difference between the respondents from LIC and private sector life insurance companies. 11

12 Table 5.2 Age Profile of the Respondents Age LIC Private Sector Total Frequency Per cent Frequency Per cent Frequency Per cent Below 20 yrs to 30 yrs to 40 yrs to 50 yrs to 60 yrs to 70 yrs Above 70 yrs Total Chi-square = , d.f. = 6, P- = 0.099, not significant at 5% level of significance. The age-wise distribution of the respondents from both LIC and private sector life insurance companies is exhibited in Table 5.2. According to the table, out of the total 200 respondents in LIC, 13 (6.5%) are below 20 years, 90 (45.0%) are in between 21 to 30 years, 41 (20.5%) lie in the age group of 31 to 40, 33 (16.5%) lie between 41 to 50, 17 (8.5%) between 51 to 60, 5 (2.5%) lie between 61 to 70 and only 1(0.5%) respondent is above 70 years. Similarly, out of the 200 respondents in the private sector, 6 (3.0%) are below 20 years, 102 (51.0%) are in between 21 to 30 years, 56 (28.0%) lie in the age group of 31 to 40, 21 (10.5%) lie between 41 and 50, 12 (6.0%) between 51 to 60, 3 (1.5%) lie between 61 to 70 and no (0%) respondent is above 70 years. The table reflects that majority of the respondents are up to the age of 40 years in both the sectors. The Chi-square test shows that there is an insignificant difference among the respondents belonging to different age categories in LIC and private sector insurance companies. Table 5.3 presents the occupation-wise distribution of respondents from LIC and private sector insurance companies separately. An analysis of the table provides that for LIC, maximum number of respondents 71 (35.5%) and 87 (43.5%) belong to serviceman category and student category respectively, whereas 27 (13.5%) businessman, 4 (2.0%) respondents represent the agriculturist, 8 (4.0%) are housewives and 3 (1.5%) respondents fall in the others category. Similarly, majority 12

13 of the respondents from the private sector life insurance companies, i.e., 89 (44.5%) belong to the student category, while 72 (36.0%), 25 (12.5%) and 14 (7.0%) respondents represent the service, businessman and housewife categories respectively. The results of Chi-square test (P > 0.05) reveal that there is an insignificant difference between occupation-wise respondents of both LIC and private sector insurance companies. Occupation Business Service Agriculture Housewife Student Others Total Table 5.3 Occupation Profile of the Respondents LIC Private Sector Frequency Per cent Frequency Per cent Chi-square = 8.743, d.f.. = 5, P- = 0.119, not significant at 5% level of significance. The table 5.4 details the monthly income-wise distribution of the respondents belonging to LIC and private sector life insurance companies. Monthly Income Below Above Total Table 5.4 Monthly Income Profile of the Respondents LIC Private Sector Frequency Per cent Frequency Per cent Chi-square = 2.816, d.f.. = 4, P- = 0.589, not significant at 5% level of significance. Total Frequency Per cent Total Frequency Per cent As is evident from the table, 61 (30.5%) respondents earn below 20000, 59 (29.5%) belong to the monthly income group of 20,000 to 40,000, 24 (12%) lie in the income group of 40,000 to 60,000, 11 (5.5%) lie in 80,000 income group and as many as 45 (22.5%) earn more than 60,000 to 80,000 per month. On the other hand in the private sector, 56 (28.0%) respondents earn below 13

14 20000, 54 (27.0%) belong to the monthly income group of 20,000 to 40,000, 26 (13%) lie in the income group of 40,000 to 60,000, 7 (3.5%) lie in 60,000 to 80,000 income group and as many as 57 (28.5%) earn more than 80,000 per month. The Chi-square test indicates that there is an insignificant difference between income profile of the respondents from both LIC and private sector insurance companies. Duration of Customer Less than 3 years 3-6 years 6-9 years Above 9 years Total Table 5.5 Time Period with Company LIC Private Sector Total Frequency Per cent Frequency Per cent Frequency Per cent Chi-square = 9.752, d.f.. = 3, P- = 0.021, significant at 5% level of significance. The table reflects that among LIC, majority of the respondents, i.e., 67 (33.5%) have been the customers of their respective companies for more than 9 years, while 49 (24.5%) respondents have been the customers for less than three years, 48 (24.0%) for a time period of three to six years and as many as 36 (18.0%) have been the customers for a time period of six to nine years. Similarly, in the private sector too, 77 (33.5%) have been the customers of their respective companies for more than 9 years, while 53 (26.5%) respondents have been the customers years, 25 (12.5%) for more than three years but less than six for less than three years and only 45 square test indicates (22.5%) have been the customers for a time period of six to nine years. The Chi- that there is a significant difference between number of respondents representing duration of association with their company from both LIC and private sector insurance companies. 14

15 5.5 Service Quality Level of LIC and Private Sector Life Insurance Companies Using SERVQUAL Model SERVQUAL model has been used to analyze the gap between consumers expectations and their perceptions regarding the service quality delivered by a particular insurer. This provides the company s management with an opportunity to know how well the actual service performance is as compared with the expectations of the consumers. Thus, the study of this gap is extremely useful for the management in monitoring the service delivery by testing policyholders perceptions. It helps to ascertain whether the service quality provided by the insurers is up to the expectations of the policyholders or not. Tangibility Table 5.6 Sector-wise Gap Analysis of Customers Expectations and Perceptions Regarding Tangible Dimension Tangibility LIC Private Sector Statements Modern equipment and latest technology Physical infrastructure visually appealing Employees and agents smart and attractive in appearance Materials associated with the services visually appealing P mean E mean Gap (P-E) t- p- P mean E mean Gap (P-E) t- p It is evident from the table 5.6 that both the sectors have shown a negative SERVQUAL score on three the four items of tangible dimensions i.e. except the fourth item which has shown a positive score. However, the private sector has exhibited a lower negative which means lesser gap between customers 15

16 perceptions and expectations. The P-s indicate that there is a significant gap between customers perceptions and expectations in first three items of tangible dimension in the case of LIC and the first, second and fourth items of the private sector companies. The significant negative SERVQUAL scores against all the items of tangibility except for Materials associated with the services visually appealing in the case of private and LIC insurers demands substantial investment on the said elements of tangibility which may improve the service quality to a great extent. LIC needs to show sincere interest in adopting new technology, computerization, internet and intranet based services etc and improving the physical infrastructure. Reliability Table 5.7 Sector-wise Gap Analysis of Customers Expectations and Perceptions Regarding Reliability Dimension Reliability LIC Private Sector Statements Promise to do something by a certain time, they do so. Show sincere interest in solving customers problem. Perform the right service at the first instance. Provide error free records. Enjoy goodwill and sound financial foundation. P mean E mean Gap (P-E) t- p- P mean E mean Gap (P-E) t- p Table 5.7 carries the data showing variation in SERVQUAL scores of both LIC and private insurers under study on all elements of reliability. The SERVQUAL scores are negative against all the five items of reliability dimension in the case of private sector life insurance companies are negative; whereas the score for four of 16

17 these five items i.e. except the second item, is negative for LIC. However, the gap between perceptions and expectations of customers of the private insurers is lesser than that of LIC insurers for four of the items with LIC having an edge over private companies in the item Show sincere interest in solving customer problems. The P- (>.05) for four of the five items of reliability dimension shows that there is an insignificant gap between the customers perceptions and their expectations for both LIC and private insurers. However, there is a significant gap for the item Perform the right service at the first instance for LIC and for the item Enjoy goodwill and sound financial foundation for private sector companies. The study implies private insurers should emphasize on improving the goodwill factor while LIC should try to provide better service at the first instance. Responsiveness Table 5.8 Sector-wise Gap Analysis of Customers Expectations and Perceptions Regarding Responsiveness Dimension Responsiveness Public Sector Private Sector Statements Give prompt service and tell customers exactly when services will be performed. Always delighted to help customers. Willing to respond to customers' needs and requests. Communicate with customers regularly using most appropriate methods. Use internet based tools to reach customers effectively P mean E mean Gap (P-E) t- p- P mean E mean Gap (P-E) t- p

18 Table 5.8 analyses the data showing the customers perceptions and expectations regarding items of responsiveness dimension of both LIC and private sector life insurance companies. The results show that the mean scores of expectations are higher than those of the perceptions for all items for LIC and for three of the five items for private life insurers. The negative SERVQUAL scores for most of the items of both the insurers speak about their poor service quality standards on the responsiveness dimension except the statements Always delighted to help customers and Communicate with customers' regularly using most appropriate methods, where SERVQUAL score has a positive in the case of private sector insurance companies. The P- of all the items of responsiveness dimension is >0.05 for private insurers which means that although there is a gap between customers expectations and perceptions but the gap is insignificant. However, the gap is significant for four (except item 3) of the five items for LIC. This suggests that it is necessary for LIC to enhance their level of service for improving their overall service quality regarding the responsiveness dimension. Assurance Table 5.9 describes the difference between customer perceptions and expectations regarding items of assurance dimension of both LIC and the private sector life insurance companies. The results reveal that the mean s against all the items of expectations are higher than those of the perceptions for private sector companies and on three of the four items for LIC which implies that both LIC and private life insurers have failed to meet the expectations of their customers. The score for the statement Customers feel fair and safe in their transactions is positive for LIC which means that customers LIC to be a safer option. The P-s against two of the four items of assurance dimension in the case of private insurers depicts a 18

19 significant gap between the perceptions and expectations of the customers of these companies. However, the P- against only the item Give precise and detailed representation of products and services in the case of LIC insurers reveals a significant gap between the perceptions and expectations of customers while the gap is insignificant for the remaining items. So, the analysis reveals that LIC and the private insurers must improve all those items under assurance dimension where the gap between (P-E) is significant. Table 5.9 Sector-wise Gap Analysis of Customers Expectations and Perceptions Regarding Assurance Dimension Assurance LIC Private Sector Statements The behavior enhances the level of confidence in customers. Customers feel fair and safe in their transactions Competent to provide services to customers. Give precise and detailed representation of products and services. P mean E mean Gap (P-E) t- p- P mean E mean Gap (P-E) t- p Empathy The data regarding the perceptions and expectations of customers from both LIC and private sector life insurance companies for all the six items under empathy dimension is presented in Table The negative scores for both LIC and private insurers reveal that the mean scores against all the six items under empathy dimension of expectations are higher than those of the perceptions. This means that both the life insurers are unable to meet the expectations of their customers. The P-s for the gap between the perceptions and expectations of five out of six items for both LIC 19

20 and private insurers indicate that there is a significant gap between perceptions and expectations of the customers for both LIC as well as private insurers. This indicates that the service quality standards are poor for most of the items under empathy dimension and require a huge improvement. Table 5.10 Sector-wise Gap Analysis of Customers Expectations and Perceptions Regarding Empathy Dimension Empathy LIC Private Sector Statements P E Gap t- p- P E Gap t- p- mean mean (P-E) mean mean (P-E) Give individual attention to customers Operating hours convenient to all the customers. Have clear understanding of the specific needs of their customers. Receive complaints and criticisms from customers and responds to them positively. Organize periodic awareness programs to improve understanding with the customers. Make ethic based policies and commit to ethical practices Product Availability Table 5.11 exhibits the mean s, gap (P-E), t-s and P-s of customers' perceptions and expectations regarding five items under product availability dimension of both LIC and private sector life insurance companies. The companies from both the sectors have shown negative SERVQUAL scores against all the six items of product availability dimension. However, the private sector companies have exhibited lesser negative s in three of the five items and LIC has an edge over private insurers in the remaining two items. The P-s of the gap (P- 20

21 E) in the case private insurers regarding all the five items under product availability dimension have shown a significant gap between perceptions and expectations of their customers. On the other hand the P-s of two of the five items for LIC representing Wide range of products and policies and Competitive pricing of products services. This implies that both LIC and private insurers need to improve the quality of product availability dimension regarding the significant items. Table 5.11 Sector-wise Gap Analysis of Customers Expectations and Perceptions Regarding Product Availability Dimension Product Availability LIC Private Sector Statements Gap P E Gap t- p- P E t- p- (Pmean mean (P-E) mean mean E) Offer specialized products and services of best quality. Wide range of products and policies Competitive pricing of products and services. Customers guaranteed highest quality of products and services. Have a clear line to differentiate their products and services Product Convenience Table 5.12 depicts the data regarding customers' perceptions and expectations on the items under product convenience dimension in both LIC and private sector life insurance companies. It is evident from the table that in both the sectors SERVQUAL scores on all the items have been negative but LIC has higher negative s in most of the items as compared to the private sector which implies that the service provided by LIC is of poor quality than the private sector. However, LIC is better than private insurers in settling claims without delay as well as methods of renewal of policy. The P- shows that the gap between the perceptions and 21

22 expectations regarding all the attributes is significant except for the attribute Procedures for renewal of policy in the case of both LIC as well as private insurers. So, both LIC and private sector companies must improve on all the remaining attributes of product convenience dimension. Table 5.12 Sector-wise Gap Analysis of Customers Expectations and Perceptions Regarding Product Convenience Dimension Product Convenience LIC Private Sector Statements Clear and transparent terms and conditions specified on policy issue. Settle customers' claims without any unreasonable paperwork and delay. Formalities for buying policy are easy. Consistent and easy to understand process of underwriting policies Simplified terms for renewal of policy. Simplified procedures for alterations in policy Promotional schemes offered to attract the customers from time to time. Offer easy modes for payment of premium. Offer additional packages in terms of riders to combine with policies. P mean E mean Gap (P-E) t- p- P mean E mean Gap (P-E) t- p An attempt has been made to examine the inconsistencies between customers expectations and experiences with services of the insurers. Inconsistencies in expectations and experiences may adversely affect the evaluation of service performance. Once inconsistencies have been identified, strategies and tactics for achieving more congruent expectations and experiences can be initiated. Greater 22

23 consistency would lead to a more positive service encounter and enhance the likelihood that the experience will evolve into a long-term client-provider relationship. Further, it was found that in the case of LIC the difference between customers' actual perception of service quality and their expectations was insignificant in only 12 out of 38 items which emphasize upon improving service quality in the remaining 26 items. In the case of private insurers the gap between perception and expectation was insignificant in 15 out of 38 items which implies that irrespective of their negative gap scores, management should focus on improving quality of other 23 items. The analysis brought out that the negative gap as well as the significant negative gap in number of items for LIC is also than that of the private insurers. 5.6 Comparative Service Quality Analysis of the Public and Private Sector Life Insurance Companies Using SERVQUAL Model The previous analysis of the service quality based on the gap (P-E) analysis shows negative SERVQUAL score of both LIC and private sector life insurance companies on all the dimensions which demands substantial improvement on those attributes where the gap is significant. Another objective of the study is to investigate the comparative service quality level of LIC and private sector life insurance companies. No doubt, Tables 5.6 to 5.12 reveal that the negative scores of gap (P-E) of the private sector is lesser than that of LIC which exhibits that the service quality of the private sector is better as compared to LIC on most items of the seven dimensions. Now, an attempt has been made to examine the significant gap between the service quality of LIC and private sector life insurance companies by using t-test on the gaps (P-E) on all the items of seven dimensions. 23

24 Tangibility Table 5.13 Test of Significance of Sector-wise Gap Regarding Tangible Dimension Private LIC Tangibility Sector t- Gap (P-E) Gap (P-E) p- Modern equipment and latest technology Physical infrastructure visually appealing Employees and agents smart and attractive in appearance Materials associated with the services visually appealing The table reveals that the difference between gap (P-E) regarding item numbers 1, 3 and 4 under tangible dimension of LIC and private sector is insignificant. The item called Physical infrastructure visually appealing shows a significant difference between gap (P-E) of LIC and private sector life insurance companies. The analysis provides that the service quality of the private sector is significantly higher than that of LIC as far as the second item is concerned. Reliability Table 5.14 Test of Significance of Sector-wise Gap Regarding Reliability Dimension Reliability Private LIC p- Sector t- Gap (P-E) Gap (P-E) Promise to do something by a certain time, they do so Show sincere interest in solving customers problem Perform the right service at the first instance Provide error free records Enjoy goodwill and sound financial foundation As is evident from the table, the service quality scores on two of the five items of reliability show a significant gap between LIC and the private sector life insurance companies. However, there is an insignificant gap between LIC as 24

25 compared to private sector companies for three of the remaining items. The gap is significantly higher for LIC regarding the item Perform the right service at the first instance and for private sector companies regarding the item Enjoy goodwill and sound financial foundation. So, LIC must put effort in performing right service at the first instance while private insurers must work towards improving goodwill and financial foundation. Responsiveness Table 5.15 Test of Significance of Sector-wise Gap Regarding Responsiveness Dimension Responsiveness Give prompt service and tell customers exactly when services will be performed. LIC Gap (P-E) Private Sector Gap (P-E) t- p Always delighted to help customers Willing to respond to customers' needs and requests. Communicate with customers regularly using most appropriate methods. Use internet based tools to reach customers effectively Table 5.15 highlights the variation in comparative service quality level of LIC and private sector life insurance companies. The results indicate that the service quality of the private sector life insurance companies on the item "Communicate with customers regularly using appropriate methods" and Use internet based tools to reach customers effectively is significantly better than that of the LIC. There is no significant gap between the service quality level of both LIC and private sector companies on the other three items of responsiveness dimension under study. Assurance The table 5.16 below reveals that there is no significant gap between the service quality level of LIC and private sector life insurance companies on all four items of assurance dimension. 25

26 Table 5.16 Test of Significance of Sector-wise Gap Regarding Assurance Dimension Assurance Private LIC t- Sector Gap (P-E) Gap (P-E) p- The behavior enhances the level of confidence in customers Customers feel fair and safe in their transactions Competent to provide services to customers Give precise and detailed representation of products and services Empathy Table 5.17 Test of Significance of Sector-wise Gap Regarding Empathy Dimension Empathy Private LIC t- p- Sector Gap (P-E) Gap (P-E) Give individual attention to customers Operating hours convenient to all the customers Have clear understanding of the specific needs of their customers Receive complaints and criticisms from customers and responds to them positively Organize periodic awareness programs to improve understanding with the customers Make ethic based policies and commit to ethical practices It is evident from the table that the service quality of the private sector life insurance companies on two items under empathy dimension, namely, Operating hours convenient to all customers and Organize periodic awareness programs to improve understanding with the customers is significantly higher than that of the LIC. Similarly, the service quality for the item Make ethic based policies and commit to ethical practices is significantly higher for LIC as compared to private sector companies. There is no significant gap between LIC and private sector life insurance companies regarding other three attributes under empathy dimension of service quality. 26

27 Product Availability Table 5.18 Test of Significance of Sector-wise Gap Regarding Product Availability Dimension Product Availability LIC Gap (P-E) Private Sector Gap (P-E) t- p- Offer specialized products and services of best quality Wide range of products and Policies Competitive pricing of products and services Customers guaranteed highest quality of products and services Have a clear line to differentiate their products and services Table 5.18 shows that there is no significant difference between service quality level of LIC and private sector life insurance companies on three of the five attributes under product availability dimension. However, the service quality of LIC is significantly better for the items Wide range of products and policies as well as Competitive pricing of products and services. This means that the private sector companies must improve the range of products and their pricing. Product Convenience Table 5.19 lists the sector-wise gap between the service quality of LIC and private sector life insurance companies regarding the product convenience dimension. The table reveals that there is no significant difference between service quality level LIC and private sector companies on most of the dimensions under product convenience. However, the service quality of LIC in is significantly higher for the item Settle customers claims without unreasonable paperwork and delay as compared to private sector life insurance companies. 27

28 Table 5.19 Test of Significance of Sector-wise Gap Regarding Product Convenience Dimension Product Convenience 28 LIC Gap (P-E) Private Sector Gap (P-E) t- p- Clear and transparent terms and conditions specified on policy issue Settle customers' claims without any unreasonable paperwork and delay Formalities for buying policy are easy Consistent and easy to understand process of underwriting policies Simplified terms for renewal of policy Simplified procedures for alterations in policy Promotional schemes offered to attract the customers from time to time Offer easy modes for payment of premium Offer additional packages in terms of riders to combine with policies The analysis of tables 5.13 to 5.19 reveals that the service quality of the private sector life insurance companies on 6 out of 38 items is significantly higher than that of LIC. On the other hand, the service quality of LIC on 5 out of 38 items is significantly higher than that of private sector insurance companies. The service quality of the LIC and private sector is insignificantly different regarding the other 27 items. The SERVQUAL score of negative gap of LIC is higher only in seventeen items out of thirty-eight than LIC, whereas the negative gap of private sector companies is higher than LIC in twenty one out of thirty-eight items. Therefore, the study accepted the hypothesis that there is no significant gap between the service quality of LIC and private sector life insurance companies. 5.7 Customers Perception Regarding Unit Linked Plans ULIP or unit linked insurance policy is life insurance plan which combines both insurance cover and investment. In other words, ULIP provides financial security along with investment opportunities. The premium in ULIP after the administrative deductions is invested in equity or debt market. In ULIP the investment risk is

29 generally borne by the investor. For this, a small deduction is made on the premium made by you on account of insurer charges. The major amount is invested into the fund chosen by you and converted into units. The fund is dependent upon equity and debt market for growth. The premium after the deduction is invested into a fund. The fund is basically a debt fund or equity fund or combination of both. More returns means more risks. This section analyses the customers perceptions regarding the ULIP policies of both LIC and private sector life insurance companies. Table 5.20 Respondents having ULIP Policy Response LIC Private Sector Total Frequency Per cent Frequency Per cent Frequency Per cent Yes No Total Chi-square = 0.093, d.f.=1, P-= 0.76, not significant at 5% level The Table 5.20 compares the number of respondents having a ULIP policy of both LIC as well as private sector insurance companies. The data shows that 83 (41.5%) respondents of LIC have a ULIP policy while 117 (58.5%) of them do not have a ULIP policy. Nearly the same number i.e. 80 (40.0%) respondents of private sector companies have a ULIP policy while 120 (60.0%) of them do not have a ULIP policy. The Chi-square test shows that there is no significant difference between LIC and private sector life insurance companies regarding customers having ULIP policy. Table 5.21 Respondents Source of Information about ULIP Source LIC Private Sector Total Frequency Per cent Frequency Per cent Frequency Per cent Advertisement Agent/Employee Friend/Relative Any Other Source

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