A Report on Service Quality Gap Analysis of HOTEL ROYAL KITCHEN, Dharwad

KOUSALI INSTITUTE OF MANAGEMENT STUDIES
KARNATAK UNIVERSITY, DHARWAD
“A Report on Service Quality Gap Analysis of
HOTEL ROYAL KITCHEN, Dharwad “
Submitted By:
AFIYA PATEL P02KU21M0003
MALIKA BENDIGERI P02KU21M0024
SHERKHAN KHANZADE P02KU21M0045
Under the Guidance of
Dr. N. Ramanjaneyalu M.Com, MBA, Ph.D
Professor
Kousali Institute Of Management Studies, Dharwad

SL NO TOPIC Page No
1 Abstract 1
2 Introduction 2-4
3 Industry Profile 5-7
4 Company Profile 8-11
5 Introduction To SERVQUAL 12-20
6 Data Analysis and Interpretation 21-51
7 Findings And Suggestions 52
8 Conclusion 53
9 REFERENCE 54

A Study on SERVQUAL Model of Hotel Royal Kitchen KIMS DHARWAD
Department Of MBA Page 1
ABSTRACT
The techniques of measuring service quality and service quality dimensions have become
a major area in marketing literature during the past few decades. Since the increasing importance
of services, scholars and practitioners have been operating on the quality of services delivered
The Project major focus is to identify the factors affecting service quality in Hotel services from
the customers‘ point of view. Research has been carried out with the help of primary data and
secondary. Data collected through questionnaire is entered into Excel and Analyzed.
Service quality and customer satisfaction are very important concepts that companies
must understand in order to remain competitive in business and hence grow. It is very important
for companies to know how to measure these constructs from the consumers‘ perspective in
order to better understand their needs and hence satisfy them. Service quality is considered very
important because it leads to higher customer satisfaction, profitability, reduced cost, customer
loyalty and retention.
Purpose – The main purpose of this study theoretically is finding out how applicable the
SERVQUAL model is in the context of Hotel Services and describe how customers perceive
service quality and whether they are satisfied with services offered by Hotel Royal Kitchen in
Dharwad city.

INTRODUCTION
It is an immensely complex exercise to measure the quality of a service. There are
differences between product and service. In case of product, there are precise specifications such
as length, depth, width, weight, color etc. On the other hand, a service can have several
intangible or qualitative features. In addition, there are some expectations of the consumer
regarding the service, which can differ significantly based on a range of factors such as
experience, personal requirements and what other people may have said to them.
To determine the service quality Parasuraman, Zeithaml, and Berry have developed a
methodology known as ‗SERVQUAL‘ which is a service quality questionnaire survey
methodology. SERVQUAL model suggested five dimensions of service quality. They are
Reliability, Responsiveness, Tangibles, Empathy, and Assurance. Experiences or perceptions
and expectation are measured in SERVQUAL model and SERVQUAL model has been well
used in retail surroundings including banking, fast food, dry cleaning and health care In
diversified businesses as the technologically advanced industrial market and B2B (business to
business) services include the application of the SERVQUAL.
However, this model raises some doubts as to whether expectations are being assessed at
all. The gap measured by the SERVQUAL model between expectation and perception is
uncertain as to whether this is an indication of initial expectation or how the service is
continuously reevaluated whilst it is being executed, or experienced. In this report, the
SERVQUAL model is used to measure the service quality of the Hotel Royal Kitchen.
Service quality is an important area to academicians because of its relevancy to service
companies and therefore many researchers have tried to develop various models to measure it,
even though some claim it is hard to measure because of its intangibility which is hard to
quantify . This is why as services are intangible in nature, evaluating the customer‘s perception
of quality can be done through the interaction with the personnel offering services, Interaction
between consumer and service provider is very important when measuring service quality
because through that interaction, the service provider could easily understand the consumer
better and identify what he/she exactly wants.

Need of the Study
A business with high service quality will meet customer needs whilst remaining
economically competitive. Improved service quality may increase economic competitiveness.
This aim maybe achieved by understanding and improving operational processes; identifying
problems quickly and systematically; establishing valid and reliable service performance
measures and measuring customer satisfaction and other performance outcomes.
Many business firms are channeling more efforts to retain existing customers rather than
to acquire new ones since the cost of acquiring new customer is greater than cost of retaining
existing customers. When competitors are roughly matched, those who stress on customer's
service will win. An analysis of service quality perceptions from customer's point of view may
be sound and interesting at this juncture. Therefore it is very important to understand the end
users perceptions and expectation. Service quality is very crucial because of increasing
competition and customers' expectation. Since customers are expecting better service quality.
Hotels which can offer superior services only can survive in the increased competition.
Objectives of the Study
1. To access gaps between customer expectations and perceptions
2. To forecast future expectations
3. To access overall company performance compared to competition
4. To identify the relationship between service quality dimensions and customer
satisfaction of Hotel Royal Kitchen.
5. To provide recommendations for Hotel Royal Kitchen in order to increase the
customer satisfaction.
Research Methodology:
Research methodology used in this study is survey method. A questionnaire was
prepared of 44 questions including various dimensions of service quality. There are expectation
questions and similar to that perception question. The customers were asked to rate on a scale of
5, 1 is for the strongly disagreeing and 5 is for strongly agreeing.

Sample Size
100 samples collected in the city of Dharwad, who are the customers of Hotel Royal
Kitchen
Male 68
Female 32
Data Source
Research has been carried out with the help of primary data and secondary data. Primary data
has been generated with the help of questionnaire. Secondary data being collected from
accessing many sources, including websites.

INDUSTRY PROFILE
Hotel Industry in India (2018-2023)
The Indian hospitality industry, spearheaded by the hotel market, has emerged as one of
the primary sectors which are driving the economic growth of the country. In India, hotels are
classified based on location (city hotels, airport motels, resorts, etc.), level of service (upscale,
mid-market, and economy), and themes (boutique hotels, heritage hotels, etc.).
From guest houses in the Himalayas, palace hotels in Rajasthan, innovative, niche hotels
in one of the megacities, beach resorts in Goa, to the houseboats in Kerala: India offers a large
variety of hotels for all kinds of travelers from backpackers to wellness tourists or business
travelers. In recent years, both foreign tourist arrivals as well as domestic tourism had been
increasing. The latter, in particular carry hopes for the hotel industry for 2021, as the number of
foreign tourists is expected to remain low.
During the last decade, the whole tourism sector accounted for a share of around seven
percent to India‘s GDP. The main driver of the sector was the hotel industry, accompanied by
tour operations and the restaurant segment in tourist areas. In 2018, there were around 2.5
million hotel rooms in over 100,000 hotels across the country. Nevertheless, number vary at
times, especially in the unranked category or in areas outside of tourist hotspots. In general, the
market for domestic guests is nearly three times bigger than the market for international guests.
The key indicators for this industry are the average daily rate (ADR) by room, the revenue per
available room as well as the occupancy rate. Even before the coronavirus (COVID-19)
pandemic, the average room rate had been unstable. For example, five-star hotels reached a peak
in 2011 at 140 U.S. dollars, while the rate was93 U.S. dollars in 2019. Similarly, the RevPAR
rate as well as the occupancy rate fluctuated in recent years. 2020 started at good rates for
hoteliers in India. The shock came in late March 2020, when the government imposed a
lockdown and strict travel restrictions due to the coronavirus pandemic. Although the whole
industry is still grappling with these consequences, there had been rays of hope: domestic
demand revived businesses during the festive season towards the end of 2020, and short
staycations established a new trend for stressed city-dwellers after the lockdown.

The pandemic accelerated the demand in the wellness industry across the country. This
was especially the case for the urban middle class and their desire for a break from fast-paced
city lives. Often, this involved travel to less crowded destinations with an indulgence for spa and
wellness services.
To increase India‘s competitiveness the government had reduced the goods and services
tax (GST) for hotels in 2019. Other governmental measures during the pandemic included the
webinar-series ―Dekho apna desh‖ to boost domestic travel as well as initiating the assessment
and awareness program SAATHI (System for Assessment, Awareness and Training for
Hospitality Industry). With increasing digitalization and a prolonged work from home situation
for most companies, business travel was expected to take a back seat from its traditionally strong
position, paving way to leisure travelers in the near future.
Market Insights
The Hotel industry in India is expected to reach a value of INR 1,210.87 Bn by the end of
2023, expanding at a compound annual growth rate (CAGR) of ~13% during the 2018-2023
period, owing to the high arrival rate of foreign tourists and business delegates. In 2018, the
major hotel brands operating in India were Marriott International, The Indian Hotels Company
Limited (including brand Ginger), Radisson Hotel Group, ITC Hotels, Accor Hotels, Hyatt
Hotels, Sarovar Hotels, Intercontinental Hotels Group, Lemon Tree Hotels, and Oberoi Hotels &
Resorts. The occupancy rate (percentage of days for which rooms are booked in a given period)
of the major hotels in India increased at a rate of ~65% between FY 2017 and FY 2018, due to
increased demand from business and leisure travelers, and a slowdown in the addition of new
hotel rooms across the country.
Market Segment Insights
Kerala is anticipated to be the leading provider of hospitality services in the country, with
a total of 440 approved hotels. Maharashtra, Gujarat, Rajasthan, and Tamil Nadu are the other
states that make up the list of top five states with regard to hospitality services.
In terms of revenue sources for hotels, rooms have so far had the largest share. In FY 2017, on
an average, ~53.6% of the total revenue of Indian hotels came from rooms, followed by food
and beverages, and banquet services. Demand for hotel rooms is high across the country,
owing to increased business-related and leisure travel.

Market trends
Hotel owners are adopting the latest marketing practices through social media, which
prove to be effective in generating exposure and higher volume of bookings. Hotel booking apps
are being used increasingly by consumers since they are easy to handle and provide users with
the most suitable options based on their requirements.
Key growth drivers of the market
During CY 2017, the total number of foreign tourist arrivals in India stood at 10.04 Mn
and reached 6.75 Mn in January-August 2018, registering a YoY growth rate of 7.5%. An
increase in the number of foreign tourists and international corporate travellers looking for
business opportunities in the country is driving the growth of the hotel industry in India. The
Indian government has allowed 100% foreign direct investment (FDI) in tourism construction
projects, development of hotels, resorts, and recreational facilities. This will act as a driving
force for the development of new hotels across the country.
Key deterrents to the growth of the market
The implementation of the goods and services tax (GST) has helped customers of the
hospitality industry with reduced expenditure, by harmonizing taxes and reducing business
transaction costs. This however, has turned out to be a disadvantage for hotel owners since the
final cost that end users bear has decreased, thus reducing their profit margins.

COMPANY PROFILE
THE HOTEL ROYAL KITCHEN
Treat yourself to a choicest assortment of multicusines food
In the heart of Dharwad city, Hotel Royal Kitchen is a cherished landmark for its
authentic food well known from the year we started in 2006.A true passion of two brothers Azim
& Aleem for serving people with delicious food has made the city not only famous for Dharwad
pedha & education but also for its non veg cuisines like North Indian, Chinese, Mughlai Awadi
& much more.
With its impressive ambience, food & exceptional service, Hotel Royal Kitchen offers
everything you need in & out of the city with the choice of food you need for special occasions
like birthday, ring ceremony & big events. We will offer you the excellent comfort & food
because we are known for the best hospitality & develop your delightful memories with us…
Hotel Royal Kitchen are engaged in offering our customer healthy and sumptuous platters
of nutritious food. Our prompt deliveries, qualitative and hygienic preparation has made us earn
the accolades of our customers from across the places. They are the leading veg and non veg

food chain that is highly popular because of its exotic spices, delicate herbs with vegetables and
meat. We have wide menu list that includes dishes like Belgaum Dum Biryani, Delicious
Chinese Food, Lucknowi Kabab, North Indian Famous Curry's, Tasty Indian Breads, Bombay
Falooda and much more. Their tasty meals are appreciated by the clients for their amazing flavor
and spices we serve. More over are dishes are available at most affordable rates. They bring an
appealing range of dishes that is known for delectable taste and lucrative appeal.
Category: North Indian Restaurant
Address: The Hotel Royal Kitchen, near town police station subhash road Akki peth
CBT Dharwad, Dharwad, India, 580001
Service Area Dharwad, Karnataka, India
Mobile 0836 244 2518
Email: thehotelroyalkitchen@gmail.com
Website http://hotelroyalkitchen.com/
FSSAI Number : 11216336000189
Services offered at The Royal Kitchen
 Biryani
 Buffet
 Dine-in
 Home Delivery
 Wifi Available
 Catering Service
 Birthday / Group Parties

Hours of operation
Monday:- 11:00 Am - 11:30 Pm
Tuesday:- 11:00 Am - 11:30 Pm
Wednesday:- 11:00 Am - 11:30 Pm
Thursday:- 11:00 Am - 11:30 Pm
Friday:- 11:00 Am - 11:30 Pm
Saturday:- 11:00 Am - 11:30 Pm
Sunday:- 11:30 Am - 11:30 Pm
Menu of Hotel Royal Kitchen
Major categories
 Soups
 Veg Starters
 Mutton Starters
 Chicken Starters
 Kebab Factory
 Roti Ki Tokri
 Special Chicken Currys
 Royal Signature Chicken Currys
 Special Mutton Currys
 Royal Signature Mutton Currys
 Ande Ka Fanda
 Veg Dishes
 Made in China
 Icon of Royal Dum Biryani
 Salad & Raita
 Bombay Falooda
 Desserts
 Beverages
 Ice Cream
Under this major categories different types of dishes are offered in the hotel

INTRODUCTION TO SERVQUAL MODEL
Service Quality GAP model
The GAP Model was first proposed by A. Parasuraman, Valarie Zeithaml and Leonard L. Berry
in 1985.The GAP Model of Service Quality helps the company to understand the Customer
Satisfaction. In-Service Industry, the GAP Model is widely used to understand the various
deviations that are occurring in the process of service delivery to potential customers. GAP
Model creates a roadmap for the overall service delivery process and identifies the gap between
the processes so that the complete model works efficiently and effectively. This helps the service
providers to map the inefficiency that is occurring in the service delivery process.
Parasuraman proposed that service quality is a function of the differences between
expectation and performance along the quality dimensions. They developed a service quality
model based on gap analysis. The various gaps visualized in the model are:
Gap 1: Difference between consumers‘ expectation and management‘s perceptions of those
expectations, i.e. not knowing what consumers expect.
Gap 2: Difference between management‘s perceptions of consumer‘s expectations and service
quality speciﬁcations, i.e. improper service-quality standards.
Gap 3: Difference between service quality speciﬁcations and 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. whether promises match delivery or not.
Gap 5: Difference between consumer‘s expectation 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.

Gap analysis model
GAP 1: Gap between Management Perception and Customer Expectation
This gap arises when the management or service provider does not correctly analyze
what the customer wants or needs. It also arises due to insufficient communication between
contact employees and managers. There is a lack of market segmentation. This Gap occurs due
to insufficient market research. For Instance- A café owner may think that the consumer wants a
better ambience in the café, but the consumer is more concerned about the coffee and food they
serve.

GAP 2: Gap between Service Quality Specification and Management Perception
This gap arises when the management or service provider might correctly comprehend
what the customer requires, but may not set a performance standard. It can be due to poor
service design, Inappropriate Physical evidence, Unsystematic new service Development
process. An example would be restaurant Managers who may tell the waiters to provide the
order of the consumer quick, but do not specify ―How Quick‖.
GAP 3: Gap between Service Quality Specification and Service Delivery
This gap may arise in situations existing to the service personnel. It may occur due to
improper training, incapability or unwillingness to meet the set service standards. It can be due
to inappropriate evaluation and compensation systems. Ineffective Recruitment is the main cause
of this gap.
The failure to match the supply and demand can create this gap. There is also a lack of
empowerment, Perceived Control, and framework. An example would be a restaurant having
very specific standards of the food communicated but the restaurant staff may not be given
proper instruction as to how to follow these standards.
GAP 4: Gap between External Communication and Service Delivery
Consumer Expectations are highly influenced by the statements made by the company
representatives and advertisements. This gap arises when these assumed expectations are not
fulfilled at the time of Delivery of Service. An example would be a restaurant that has printed
on its menu that it serves 100% Vegetarian Food but in reality, it serves Non-Vegetarian Food as
well. In this situation, consumer expectations are not met.
GAP 5: Gap between Experienced Service and Expected Service
This gap arises when the consumer misunderstands the service quality. For Instance, A
Restaurant Manager may keep visiting their consumer to ensure quality check and consumer
satisfaction, but the consumer may interpret this as an indication that something is fishy or there
is something wrong in the service provided by the restaurant staff.

Extended model of service quality

IMPROVING SERVICE QUALITY AND PRODUCTIVITY
What is Service Quality?
Service Quality is defined as an evaluation of how well the delivered service matches
consumer expectations. It is done to assess the deviations that are occurring while delivering the
services to potential customers.
Businesses that meet or succeed expectations are considered to have high service quality.
Service Quality defines the retention power of the company concerning its customers. Customer
Retention is the best measure of Service Quality.
Why measuring service quality is important
Measuring service quality is essential because otherwise, you won‘t have a clear grasp of
the service you‘re currently providing to customers. You may assume that you know your
service quality is excellent because your business is profitable. Even if you have plenty of
customers, that‘s not always a good indicator of service quality.
After all, you could be showing profits because you currently offer the only option in
your price range, geographical area, or industry. But when a competitor finally comes along, if
your customers find your service quality lacking, they‘re likely to take the other option and leave
your business in the lurch. To know where your service quality stands, you need to measure it by
asking customers for their feedback and opinions. Once you know how your service quality is
living up to customer expectations, you‘ll better understand your customers‘ needs and what
they value from your business. Measuring service quality will also help you find gaps or pain
points that can improve your customer experience.
Additionally, measuring service quality will highlight the areas where your business is
performing well so you can capitalize on those strengths in your marketing and sales. Suppose
your research uncovers that your customers love a particular aspect of your service, like fast
shipping. In that case, you can add that into your next ad campaign to entice new customers with
a service you feel confident delivering.

Five dimensions of service quality
Every industry has different service quality standards. After all, you don‘t expect the
same type of service from a hotel and a retail store. And service quality also varies by brand
promise, as a five-star resort has very different expectations than a roadside motel.
Despite these variations, there is a popular and standard way to measure service quality:
SERVQUAL. Coined by Valerie Zeithaml, A. Parasuraman, and Leonard Berry in the book
Delivering Quality Service, SERVQUAL is a widely-used metric based on a set of five
dimensions that customers have consistently ranked as the most important for service quality in
any industry.
The five service quality dimensions are tangibility, reliability, responsiveness, assurance, and
empathy.
Tangibility
Tangibility is the appearance of physical facilities, equipment, personnel, and communication
materials. Customers tend to expect clean and professional facilities and shops, employees who
look groomed and neat, and well-written and designed materials such as menus, websites, and .
Attention to appearance can indicate that your company takes customer comfort seriously.
While appearance is not the most critical aspect of service, it does make a difference in
how customers perceive your business, especially if your brand promises a premium or luxury
experience.
Reliability
Reliability is the ability to perform the promised service dependably and accurately. Doing what
you say you‘re going to do when you say you‘re going to do it is essential to pleasing your
customers. They want to rely on your business to deliver a working product or effective service,
to get help when they need it, and for all of this to happen in a timely fashion. Customers want to
count on the businesses they buy from - that‘s at the heart of this dimension.

Responsiveness
Responsiveness is the willingness to help customers and provide prompt service.Responding
quickly to customer questions and concerns is vital, especially in today‘s fast-paced world.
Responsiveness even applies when customers are slow in responding to you. Answer swiftly to,
at the very least, let customers know that you‘re working on their request. Responsiveness lets
your customers know that you‘re listening to them and working actively to solve their problems.
Assurance
Assurance is the knowledge and courtesy of employees and their ability to convey trust and
confidence. Customers expect businesses to be the experts in the service they deliver.
Communicating that expertise to customers helps reassure them that they can trust you, whether
you accomplish this by displaying credentials and industry certifications or customer
testimonials.
Assurance is significant when customers have many options but aren‘t sure who to trust
when purchasing. Suppose you run an ecommerce store, for example. In that case, customers are
bombarded regularly with ads from potentially untrustworthy online shops all day, so you need
to determine how to set yourself apart and gain consumer trust.
Empathy
Empathy is the caring, individualized attention the firm provides its customers.
Customers want to feel like they‘re more than a transaction; they want to build a relationship
with your business. Even if you have the best product or services on the market, you can still fall
short of their expectations.
Showing empathy to customers means ensuring your company showcases your care. Training
employees on how to provide excellent and empathetic service—where smiles and engaging
conversation occur regularly—can help you exceed expectations.

SERVQUAL
Servqual is a survey research instrument developed by Zeithmal to measure customer
satisfaction with various aspects of service quality. This Scale contains 22 items that reflect five
dimensions of Service Quality.
It is based on an assumption that consumers evaluate a firm‘s service by comparing:
Their perceptions of service received.
Their prior expectations of companies in a particular industry.
Respondents complete a series of scales that measure their expectations of companies in a
particular industry on a wide array of service characteristics.
They are asked to record their perceptions of a specific company whose services they have used.
When the perceived performance ratings are lower than the expected service, it will be termed as
Poor Quality and Vice-versa.

SERVQUAL’s Two Parts of the Questionnaire
The SERVQUAL questionnaire is split into two main sections:
1. Respondents are asked about their expectations of the ideal service firm in that service
category.
In this, the questions would be reworded to state a particular industry, in our case it is
Hotel Industry.This is done to frame expectations for that service category and to establish a
benchmark for comparison. By working through the RATER elements, it can be seen that there
would be significant differences in expectations across service industries. For example, for
banking firms, assurance would be important, for medical firms, empathy would be important,
and for hotels, tangibles would be important.
2. Respondents are then asked about the service quality delivery of specific firms in that
industry.
This approach provides the researcher with:
 A comparison of perceived service quality levels of Hotel Royal Kitchen.
 The difference between expected and delivered service quality of Hotel Royal Kitchen.
 The ability to drill down to the 22 questions to determine whether Hotel Royal Kitchen
is performing above/below expectations orr quality levels.

DATA ANALYSIS AND INTERPRETATION
Table 1:- Gender
Sl.No Gender Frequency Percentage
1 Male 68 68%
2 Female 32 32%
Analysis:
 Out of 100 respondent, 68%( 68 respondent) were male.
 Remaining 32% (32 respondents) were female.
Interpretation:
 Out of 100% respondent , Highest respondent were male
Male
68%
Female
32%

Table 2:- Age Groups
Sl No Age Group Frequency %
1 16-18 9 9%
2 19-24 60 60%
3 25-30 17 17%
4 31-35 7 7%
5 36-40 3 3%
6 41+ 4 4%
100 100%
Analysis
 9% respondent were of the age group between 16 to 18 years.
 3% respondent were of the age group between 36 to 40 years
 4% respondent were of the age group between 41 and above.
Interpretation
 Out of 100 customers, the highest of respondent were of the age group of 19-24 with
60% customers.

Table 3 - Up to date equipment.
SL NO Ratings Perceptions Expectations
1 Strongly Agree - 5 22 50
2 Agree - 4 42 33
3 Neutral - 3 30 14
4 Disagree - 2 4 2
5 Strongly Disagree - 1 2 1
Total Customers 100 100
Interpretation: The above graph shows that the Hotel Royal Kitchen has the average negative
gap of -0.51 in the tangibility Dimension, which shows that the Hotel Royal Kitchen doesn‘t
meets the expectation of the customers expecting that the Hotel Royal Kitchen Should have Up
to Date Equipments like Quality of bedding, good lighting, well furnished tables, good quality of
utensils.
3.78
4.29
-0.51
-1
0
1
2
3
4
5
1 2 3
P1
E1
G1

Table 4 - Physical facilities
2 Agree - 4 52 40
3 Neutral - 3 27 19
4 Disagree - 2 8 0
meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s physical
facilities should be visually appealing like there shouldn‘t be filthy windows, ripped seats and
stale air.
3.66
4.18
-0.52
-1
0
1
2
3
4
5
1 2 3
P2
E2
G2

Table 5 - Well dressed & appear neat.
2 Agree - 4 31 28
3 Neutral - 3 39 25
4 Disagree - 2 8 2
meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s employees
should be well dressed and appear neat.
3.51
4.08
-0.57
-1
0
1
2
3
4
5
1 2 3
P3
E3
G3

Table 6 - Physical facilities in keeping with the services.
2 Agree - 4 38 43
3 Neutral - 3 27 27
4 Disagree - 2 16 4
meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s the physical
facilities should be in keeping with the type of services provided like if any customer visited to
have a meal then proper plates are to be arranged, similarly if any customer visits to have a tea or
coffee or any soft drinks provide a saucer, spoon, and can give a small waste bowl.
3.56
3.91
-0.35
-1
0
1
2
3
4
5
1 2 3
P4
E4
G4

Table 7 – Combined Tangibility Dimension Score.
TANGIBILTY DIMENTION Average
Perception
Score(P)
Average
Expectation
Score(E)
Gap (P-
E)
Up to date equipment 3.78 4.29 -0.51
Physical facilities 3.66 4.18 -0.52
Well dressed & appear neat 3.51 4.08 -0.57
Physical facilities in keeping with the
services
3.56 3.91
-0.35
Average service quality score of Tangibility dimension -0.4875
Interpretation: The above graph shows that the Hotel Royal Kitchen has the all average
negative gap of -0.51, -0.52, -0.57, -0.35 in the tangibility Dimension, which shows that the
Hotel Royal Kitchen doesn‘t meets the expectation of the customers expecting that the Hotel
Royal Kitchen should provide clean and professional facilities and shops, employees should
look groomed and neat, and well-written and designed materials such as menus and not
providing the proper infrastructure what the customers expect.
-0.51 -0.52 -0.57
-0.35
-1
-0.5
0
0.5
1
1.5
2
1 2 3 4
Tangibility
G1 G2 G3 G4

Table 8 - Keeping promises.
2 Agree - 4 42 36
3 Neutral - 3 23 19
4 Disagree - 2 10 9
gap of -0.37 in the Reliability Dimension, which shows that the Hotel Royal Kitchen doesn‘t
meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s should do what
they are promising to deliver by certain time.
3.74
4.11
-0.37
-1
0
1
2
3
4
5
1 2 3
P5 E5
G5

Table 9 - Sympathetic & reassuring.
2 Agree - 4 41 36
3 Neutral - 3 27 23
4 Disagree - 2 4 3
meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s staff are not
sympathetic when customers have problems. They staffs of Hotel Royal Kitchen should be
sympathetic and solve the problems of the customers.
3.85
4.01
-0.16
-1
0
1
2
3
4
5
1 2 3
P6 E6
G6

Table 10 – Dependability.
2 Agree - 4 41 26
3 Neutral - 3 21 30
4 Disagree - 2 3 11
meets the expectation of the customers expecting that the Hotel Royal Kitchen shouldn‘t be
dependable, which means they don‘t have to rely.
3.04
3.45
-0.41
-1
0
1
2
3
4
5
1 2 3
E7
P7
G7

Table 11 - Services at the promised time.
2 Agree - 4 46 38
3 Neutral - 3 26 15
4 Disagree - 2 7 4
meets the expectation of the customers expecting that the Hotel Royal Kitchen should provide
their services at the time they promise to do so. They should try their level best to provide food
in time.
3.69
4.12
-0.43
-1
0
1
2
3
4
5
6
1 2 3
E8
P8
G8

Table 12 - Records keeping .
2 Agree - 4 25 37
3 Neutral - 3 37 18
4 Disagree - 2 8 4
gap of -0.54 in the Reliability Dimension, which shows that the Hotel Royal Kitchen don‘t keep
their record accurately which doesn‘t meets the expectation of the customers who are expecting
that the Hotel Royal Kitchen should keep their records accurately. They have to keeps records
accordingly so that it should be easily accessible.
3.57
4.11
-0.54
-1
0
1
2
3
4
5
6
1 2 3
E9
P9
G9

Table 13 - Combined Reliability Dimension Score.
RELIABILITY FACTORS Average
Perception
Score(P)
Average
Expectation
Score(E)
Gap (P-E)
Keeping promises 3.74 3.91 -0.17
Sympathetic & reassuring 3.85 4.01 -0.16
Dependability 3.04 3.45 -0.41
Services at the promised time 3.69 4.12 -0.43
Records keeping 3.57 4.11
-0.54
Average service quality score of Reliability dimension -0.342
negative gap of -0.37, -0.16, -0.41, -0.43, -0.54 in the Reliability Dimension, which shows that
the Hotel Royal Kitchen doesn‘t meets the expectation of the customers expecting that the Hotel
Royal Kitchen should be Reliable. It indicates that Hotel Royal Kitchen are not able to perform
the promised service dependably and accurately.
-0.37
-0.16
-0.41 -0.43
-0.54
-1
-0.5
0
0.5
1
1.5
2
1 2 3 4 5
Reliability
G5 G6 G7 G8 G9

Table 14 - Perfect communication.
2 Agree - 4 35 37
3 Neutral - 3 33 15
4 Disagree - 2 10 7
gap of -0.43 in the Responsiveness Dimension, which shows that the Hotel Royal Kitchen
doesn‘t meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s staff
should tell the customers exactly when services will be delivered.
3.61
4.08
-0.47
-1
0
1
2
3
4
5
1 2 3
E10
P10
G10

Table 15 - Prompt services.
2 Agree - 4 42 38
3 Neutral - 3 21 24
4 Disagree - 2 11 0
doesn‘t meets the expectation of the customers expecting that the Hotel Royal Kitchen should
provide the prompt service to their customers. They hotel should provide fresh and good quality
of food, there shouldn‘t be any type of stale offerings.
3.79
4.06
-0.27
-1
0
1
2
3
4
5
1 2 3
E11
G11
P11

Table 16 - Employees‘ willingness.
2 Agree - 4 36 42
3 Neutral - 3 34 13
4 Disagree - 2 5 6
doesn‘t meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s Staff
should be helpful to the customers who are in need so that it can create good customer
relationship.
3.77
4.1
-0.33
-1
0
1
2
3
4
5
1 2 3
E12
G12
P12

Table 17 - Employees‘ responsiveness.
2 Agree - 4 38 36
3 Neutral - 3 23 24
4 Disagree - 2 12 10
doesn‘t meets the expectation of the customers expecting that the Hotel Royal Kitchen‘s Staff
should response quickly but they do response as the graph says a slight negative point.
3.76 3.78
-0.02
-1
0
1
2
3
4
5
1 2 3
E13
G13
P13

Table 18 - Combined Responsiveness Dimension Score.
RESPONSIVNESS FACTORS Average
Perception
Score(P)
Average
Expectation
Score(E)
Gap (P-E)
Perfect communication 3.61 4.08 -0.47
Prompt services 3.79 4.06 -0.27
Employees‘ willingness 3.77 4.1 -0.33
Employees‘ responsiveness 3.76 3.78 -0.02
Average service quality score of Responsiveness dimension
-0.2725
negative gap of -0.47, -0.27, -0.33, -0.02 in the Responsiveness Dimension, which shows that the
Hotel Royal Kitchen doesn‘t meets the expectation of the customers expecting that the Hotel
Royal Kitchen staff should be responsive. Customers expects that the staff should say when the
service will deliver and the hotel should provide prompt service.
-0.47
-0.27 -0.33
-0.02
-1
-0.5
0
0.5
1
1.5
2
1 2 3 4
Responsiveness
G10 G11 G12 G13

Table 19 - Trustworthiness of Employees
2 Agree - 4 30 37
3 Neutral - 3 21 18
4 Disagree - 2 14 7
gap of -0.32 in Assurance Dimension, which shows that the Hotel Royal Kitchen doesn‘t meets
the expectation of the customers expecting which shows that the customers of Hotel Royal
Kitchen are not Trusting the staff, so that customer retention can be done.
3.7
4.02
-0.32
-1
0
1
2
3
4
5
1 2 3
E14
P14
G14

Table 20 - Softness in transactions
2 Agree - 4 27 35
3 Neutral - 3 40 15
4 Disagree - 2 7 4
the expectation of the customers expecting which shows that the customers of Hotel Royal
Kitchen doesn‘t feel safe while transacting. A smooth way of transacting should be adopted so
that customers privacy is protected.
3.87
4.07
-0.2
-1
0
1
2
3
4
5
1 2 3
E15
P15
G15

Table 21 - Employees‘ Politeness
2 Agree - 4 32 35
3 Neutral - 3 33 20
4 Disagree - 2 9 3
the expectation of the customers expecting which indicates that the customers of Hotel Royal
Kitchen doesn‘t feel that the staff of the hotel behave politely
3.59
4.08
-0.49
-1
0
1
2
3
4
5
1 2 3
E16
P16
G16

Table 22 -Support from Hotel.
2 Agree - 4 31 36
3 Neutral - 3 28 16
4 Disagree - 2 12 3
gap of -0.7 in Assurance Dimension, which indicates that the Staff of Hotel Royal Kitchen is not
getting adequate service from Hotel Royal Kitchen. The hotel should provide support to their
employees to that they can do their work promptly.
3.53
4.23
-0.7
-1
0
1
2
3
4
5
1 2 3
E17
P17
G17

Table 23 - Combined Assurance Dimension Score
ASSURANCE FACTORS Average
Perception
Score(P)
Average
Expectation
Score(E)
Gap (P-E)
Trustworthiness of Employees 3.7 4.02 -0.32
Softness in transactions 3.56 4.07 -0.51
Employees‘ Politeness 3.59 4.08 -0.49
Support from Hotel 3.53 4.23 -0.7
Average service quality score of Assurance dimension
-0.505
negative gap of -0.32, -0.2, -0.49, -0.7 in the Assurance Dimension, which shows that the Hotel
Royal Kitchen doesn‘t meets the expectation of the customers. Customers expect Hotel Royal
Kitchen to be the experts in the service they deliver. Communicating that expertise to customers
helps reassure them that they can trust you, whether you accomplish this by displaying
credentials and industry certifications or customer testimonials.
-0.32
-0.2
-0.49
-0.7
-1
-0.5
0
0.5
1
1.5
2
1 2 3 4
Assurance
G14 G15 G16 G17

Table 24 - Individual attention
2 Agree - 4 38 31
3 Neutral - 3 31 20
4 Disagree - 2 12 8
gap of -0.53 in Empathy Dimension, which indicates that the Staff of Hotel Royal Kitchen is not
giving attention to the customers individually. Individual attention should be given to the
customers so that they can enjoy their time and can have with their choice.
3.44
3.97
-0.53
-1
0
1
2
3
4
5
1 2 3
E18
P18
G18

Table 25 - Personal attention
2 Agree - 4 36 32
3 Neutral - 3 30 24
4 Disagree - 2 15 6
gap of -0.31 in Empathy Dimension, which indicates that the Staff of Hotel Royal Kitchen is not
giving attention to the customers Personally. They have to give Personal attention to the
customers to understand the needs.
3.55
3.86
-0.31
-1
0
1
2
3
4
5
1 2 3
E19
P19
G19

Table 26 - Understanding needs.
2 Agree - 4 28 43
3 Neutral - 3 34 21
4 Disagree - 2 9 4
gap of -0.42 in Empathy Dimension, which indicates that Hotel Royal Kitchen is not
understanding the needs of their customers. They should understand the needs of the customers
to build good relations with the customers.
3.57
3.99
-0.42
-1
0
1
2
3
4
5
1 2 3
E20
P20
G20

Table 27 - Consumers‘ interest.
2 Agree - 4 30 30
3 Neutral - 3 30 26
4 Disagree - 2 16 2
gap of -0.5 in Empathy Dimension, which indicates that Hotel Royal Kitchen‘s customers
doesn‘t have best interest at their heart about Hotel Royal Kitchen.
3.46
3.96
-0.5
-1
0
1
2
3
4
5
1 2 3
E21
P21
G21

Table 28 - Operating hours.
2 Agree - 4 43 42
3 Neutral - 3 29 16
4 Disagree - 2 10 6
gap of -0.43 in Empathy Dimension, which indicates that Hotel Royal Kitchen are not operating
conveniently with respect to the customers. Hotel should operate conveniently so that all
customers can enjoy their time accordingly.
3.57
4
-0.43
-1
0
1
2
3
4
5
1 2 3
E22
P22
G22

Table 29 - Combined Empathy Dimension Score.
EMPATHY FACTORS Average
Perception
Score(P)
Average
Expectation
Score(E)
Gap (P-E)
Individual attention 3.44 3.97 -0.53
Personal attention 3.55 3.86 -0.31
Understanding needs 3.57 3.99 -0.42
Consumers‘ interest 3.46 3.96 -0.5
Operating hours 3.57 4 -0.43
Average service quality score of Empathy dimension
-0.438
negative gap of -0.53, -0.31, -0.42, -0.5, 0.43 in the Empathy Dimension, which shows that the
Hotel Royal Kitchen doesn‘t meets the expectation of the customers. Customers want to feel like
they‘re more than a transaction; The Hotel Royal Kitchen should show care to their customers.
-0.53
-0.31
-0.42
-0.5 -0.43
-1
-0.5
0
0.5
1
1.5
2
1 2 3 4 5
Emphaty
G18 G19 G20 G21 G22

Performance And Importance Matrix
The Cartesian system are obtained four quadrants that allow set out four distinct strategies,
Quadrant A - Concentrate Here;
Quadrant B - Keep Up the Good Work;
Quadrant C - Low Priority;
Quadrant D - Possible Overkill
All the variables that are being studied are also used to measure the Importance vs. Performance,
from the perspective of customers. This analysis assumes that there is linearity between
Importance and Performance and the intersection of the axes are the averages based on each
dimension - Importance and Performance.
0
1
2
3
4
5
0 1 2 3 4 5
Importance
Performance
P/E Matrix
Quadrant A
Quadrant B
Quadrant C
Quadrant D

From the analysis of the previous figure it can that The attributes positioned in Quadrant
B are evaluated with high importance and performance and represent opportunities to gain or
maintain competitive advantages;
Our analysis shows that all the points of perceptions and expectations lies in the
Quadrant B which means the Hotel Royal kitchen are doing their services with regards to the
needs and wants of the customers, the Matrix of performance and importance shows that they
have to keep up the type of service Hotel Royal Kitchen offering. Although, we find all the gaps
in Negative but too the matrix shows that the overall service is good.

FINDINGS & SUGGESTIONS
Findings
 The servqual model shows that the Hotel Royal Kitchen are not delivering the services
what the customers are expecting.
 All the dimensions of Service Quality Model results in Negative.
 All dimensions shows a negative value above -1.
 It is found that the Hotel Royal Kitchen are not operating Conveniently with respect to
the customers.
 It is also found that customers are not much dissatisfied with the services of Hotel Royal
Kitchen because the average score are slightly negative.
 The survey shows a highest of negative value of -0.7 in Assurance dimension for the
statement ―Royal kitchen employees should get adequate support from Royal Kitchen to
do their jobs well‖ which means that the Staff of Hotel Royal Kitchen are not getting
adequate support from Hotel Royal Kitchen
 Among all the dimensions of Service Quality Model the dimension of Assurance is least
negative with -0.505. which indicates that Hotel Royal Kitchen is not able to build the
trust in customers.
Suggestions
 As all dimensions of Service Quality Model are negative the Hotel Royal Kitchen have to
work to overcome these negatives.
 They should behave properly with the customer
 Royal kitchen should improve their Infrastructure.
 Hygiene and Cleanliness should be provided for customers.
 The employees of Hotel Royal Kitchen should be able to understand the need of the
customers and deliver the best and expand their profits.
 Hotel Royal Kitchen Should deliver the services at the time they promised to do so.
 Employees of Hotel Royal Kitchen should be Polite and Humble with the customers.
 Hotel Royal Kitchen should be transparent with the customers and should create strong
relationship.

CONCLUSION
From the findings of the study it is very much clear that the customers are not completely
satisfied with any of the dimensions of the service quality delivered by the Hotel. Slightly
negative gap that exists in all the service quality dimensions, the customers are having high
expectation level than what they perceive; therefore there is wide scope for the Hotel Royal
Kitchen to improve as the services provided by the Hotel should be up to the mark.
Finally from the study it can be concluded that the Hotel is having an average negative
score, 0.2976, for all the dimensions such as Tangibility, Reliability, Assurance, Empathy,
Responsiveness as the customers are not satisfied by the service quality delivered for all these
dimension though few of the customers are satisfied by the services but when we compare that
with the overall service of the Hotel we can conclude that they need to improvise in all these
dimensions.
The task of Hotel under such circumstances is to develop and implement new strategy
that would minimize the gap between the Expectations and Perceptions of Customers and the
employees, managers in the hotel have to ensure that every contact with the customer is
positive. The Hotel should assess service quality regularly as a service quality perceptions of the
customers are always changing.

REFERENCES
1. Parasuraman,A.,Zeithaml,V.A. and Berry,L.L. (1985), ―A conceptual model of service
quality and its implications for future research‖, Journal of Marketing, Vol. 49No. 3, pp.
41-50.
2. Ramanjaneyalu et al. Service quality gap analysis in Indian banking services: A case
study of KK bank
3. Importance-Performance Analysis applied to a Laboratory Supplies and Equipment
Company, H élder Pires Ferreira and Paula Odete Fernandes / Procedia Computer
Science 64 ( 2015) 8 24 – 831
4. https://www.marketresearch.com/
5. https://hotelroyalkitchen.com/
6. https://www.statista.com/
7. https://www.justdial.com/
8. https://www.lapaas.com/

A Report on Service Quality Gap Analysis of HOTEL ROYAL KITCHEN, Dharwad

A Report on Service Quality Gap Analysis of HOTEL ROYAL KITCHEN, Dharwad

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