VYTAUTAS MAGNUS UNIVERSITY
FACULTY OF ECONOMICS AND MANAGEMENT
MARKETING DEPARTMENT
BOYUKAGHA MIRIYEV
THE EVALUATION OF CUSTOMER SATISFACTION WITH SPORTS SERVICES: CASE STUDY OF HOCKEY SCHOOLS IN KAUNAS
Master Diploma Paper
Programme: Marketing and International Commerce, State code 621N50005 Study Field: Marketing
Advisor: assoc. prof. Lina Pilelienė (degree, academic position, name, surname) (signature) (date)
Defended: prof. habil. dr. Pranas Ţukauskas Dean of the Faculty of Economics and Management (signature) (date)
Kaunas, 2014 CONTENTS
SANTRAUKA ...... 3 ABSTRACT ...... 4 GLOSSARY OF TERMS ...... 5 INTRODUCTION ...... 6 1. THEORETICAL ASPECTS OF CUSTOMER SATISFACTION WITH SPORTS SERVICES ...... 8 1.1. The evaluation of customer satisfaction with sports services ...... 8 1.1.1. Sports specifics and the meaning of sports services ...... 8 1.1.2. The evaluation of customer satisfaction with services ...... 12 1.2. The evaluation of customer satisfaction with sports services in Lithuania ...... 21 2. A RESEARCH OF CUSTOMER SATISFACTION WITH ICE HOCKEY SERVICES IN KAUNAS ...... 27 2.1. Research methodology ...... 27 2.2. Results of research ...... 29 3. IMPROVEMENT OF CUSTOMER SATISFACTION WITH ICE HOCKEY SERVICES IN KAUNAS ...... 45 3.1. Gaps model of service quality ...... 45 3.2. Customer gap of hockey schools in Kaunas ...... 48 3.3. Company gaps of hockey schools in Kaunas ...... 49 3.4. The model of improving customer satisfaction ...... 59 RESULTS AND CONCLUSIONS ...... 61 LIST OF REFERENCES ...... 63 ANNEXES ...... 67 ANNEX 1 ...... 68 ANNEX 2 ...... 72 ANNEX 3 ...... 75 ANNEX 4 ...... 79
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SANTRAUKA
Baigiamojo darbo autorius: Boyukagha Miriyev
Pilnas baigiamojo darbo pavadinimas: Vartotojų pasitenkinimo sporto paslaugomis vertinimas: ledo ritulio mokyklų Kaune atvejo analizė
Baigiamojo darbo vadovas: Doc. dr. Lina Pilelienė
Baigiamojo darbo atlikimo vieta ir metai: Vytauto Didţiojo universitetas, Ekonomikos ir vadybos fakultetas, Kaunas, 2014 Puslapių skaičius: 82
Lentelių skaičius: 4
Paveikslų skaičius: 25
Priedų skaičius: 4
Darbo tikslas – nustatyti vartotojų pasitenkinimą ledo ritulio paslaugomis. Darbą sudaro trys dalys: teorinė, analitinė ir projektinė. Pirmoji darbo dalis skirta apţvelgti teorinius vartotojų pasitenkinimo paslaugomis vertinimo aspektus, nustatyti paslaugų kokybės bei vartotojų pasitenkinimo vertinimo metodus bei sporto paslaugų organizavimą Lietuvoje. Antroji darbo dalis skirta atlikti vartotojų pasitenkinimo ledo ritulio mokyklų teikiamomis paslaugomis vertinimą. Tyrimui buvo pasirinktos dvi ledo ritulio mokyklos – VšĮ „Griunvaldas“ ir VšĮ „Baltų ainiai“. Kauno miestas turi dvi viešąsias organizacijas, teikiančias tokias paslaugas, ir tarp jų yra didţiulė konkurencija, kuri vis didėja ir darosi vis sunkiau išlaikyti klientus. Anketinei apklausai buvo sukurtas klausimynas, kuris padėjo ištirti klientų pasitenkinimą ledo ritulio mokyklų teikiamomis paslaugomis. Trečioji – projektinė darbo dalis skirta vartotojų pasitenkinimo sporto paslaugomis tobulinimui. Iš atlikto vartotojų pasitenkinimo ledo ritulio paslaugomis tyrimo rezultatų paaiškėjo, kad ne visos savivaldybės remiamos įstaigos teikia kokybiškas paslaugas, todėl vartotojų pasitenkinimas paslaugomis ne visada atitinka kokybės standartus. Vadovaudamasis atlikto tyrimo rezultatais, darbo autorius pateikia projektinius pasiūlymus Kauno ledo ritulio mokyklų teikiamų paslaugų tobulinimui.
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ABSTRACT
Author of diploma paper: Boyukagha Miriyev
Full title of diploma paper: The Evaluation of Customer Satisfaction with Sports Services: Case Study of Hockey Schools in Kaunas
Diploma paper advisor: Assoc. Prof. Lina Pilelienė
Presented at: Vytautas Magnus University, Faculty of Economics and Management, Kaunas, 2014
Number of pages: 82
Number of tables: 4
Number of figures: 25
Number of annexes: 4
The main aim of the work is to determine customer satisfaction with the ice hockey service. The master diploma paper consists of three parts: theoretical, analytical and practical. The first part is dedicated to overview theoretical aspects of customer satisfaction with services, to determine the evaluation techniques and the organization of evaluation process in service quality and customer satisfaction, also to overview public sports service organizations in Lithuania. The second part is dedicated to evaluation of customer satisfaction with services of hockey schools. Two hockey schools – PI “Griunvaldas“ and PI „Baltų ainiai“ were chosen for the research. Kaunas city has two public organizations providing such services, and the competition between them is fierce and it is getting harder and harder to maintain customers. The survey instrument was designed – a questionnaire, which helped to research customer satisfaction with the services of hockey schools in Kaunas. The third – projectical part – designed to improvement solutions of customer satisfaction with sports services. Survey results of customer satisfaction with hockey services showed that not all public organizations, supported by municipalities, provide high-quality services, and customer satisfaction does not always meet the quality standards. In accordance with the results of the research, the author provides design concepts for service improvement in Kaunas hockey schools.
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GLOSSARY OF TERMS
A quality acceptable to the user – is the result of expected and incurred evaluation of quality (Goetsch and Stanley, 1995). Customer satisfaction – the result of a product, service quality and features (Фасхиев, 2010). Grönroos Perceived Service Quality model – model that is composed of two parts: the expected quality and the perceived quality. Multilevel model for service quality – a model of three-stages: overall perceptions of service quality, primary dimensions, and subdimensions (Dabholkar et al., 1996, citing Thorpe and Rentz, 1996). SERVQUAL model is based on the approach of expectations‟ disconfirmation known as disconfirmation paradigm and identifies the reasons for any gaps between customer expectations and perceptions (Gupta, 2011). The model of customer expectations contains expected services, desired services, tolerance zone and adequate service. The Gummesson model of customers expectations is oriented to the customer, and to the process, which means that it is necessary to ensure a good quality of service from the moment of conception to the final customer evaluation. The intergrated model – focuses solely for the organisation to achieve customer satisfaction through improving the quality for the customers.
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INTRODUCTION
The relevance of the problem. Quality of public services is characterized by orientation to the customer. The public sector is facing many challenges and has to meet new and emerging needs and demands of society. Customer satisfaction is linked to their experience of getting a service and shows how the service provided meets the users‟ requirements and expectations. In order to improve public services, service providers need to understand their customers better and improve services in response to customers‟ needs and attitudes. In the future, a timely and high- quality information about customers will inevitably become one of the most important public service tools. Knowing customers„ needs and expectations and their satisfaction influence not only more satisfied customers, but also a more efficient delivery of public services. This allows to focus on the key elements of the service and the expectations of what services are expected. One of the greatest values is human health. Condition of it depends a lot on our way of life, and from the surrounding environment. It depends on the sport status as well, which is supported by our well-being. However, despite that, the majority of Lithuanian residents are not engaged in any physical activity. According to World Health Organization (2013), in Lithuania, 23.0 percent of the population aged 15 years and over were insufficiently active (men 20.9 percent and women 24.8 percent). Municipalities are responsible for sports services in Lithuania. Kaunas city municipality is the founder of PI “Baltų ainiai“, which provides winter sports training. PI “Griunvaldas”, although is a public organization and provides public hockey services, is not established and supported by Kaunas city municipality. This is an organization, established by individuals. Not all organizations, that are supported by municipalities provide high-quality services, that‟s why the customers are not always satisfied with these services. This is a relevant topic currently because the municipalities are responsible for sports services, and often, it‟s not done enough and sports services do not meet quality standards. Therefore, municipalities often lose public confidence. It is necessary to look for the ways to ensure provision of services both for supported by the municipalities and unsupported organizations. This could be done by improving the activity of control by local government, legal persons, that provide sports services. The main goal should be – orientation to customer. The scientific problem. The scientific problem solved in this paper was formed with the question: what is customer satisfaction with ice hockey services in Kaunas, and what factors affect it? The aim – to explore customer satisfaction with the ice hockey services in Kaunas. The object of the research – customer satisfaction with sports services.
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The objectives of the research: 1. to reveal the specifics and importance of sports service; 2. to explore the rating models and process of customer satisfaction with services; 3. to conduct a research of customer satisfaction with ice hockey services in PI “Griunvaldas” and PI “Baltų ainiai“ hockey schools; 4. to give projectical solution for the improvement of customer satisfaction in ice hockey services. The master paper is composed od three main parts: theoretical, analytical and projective. The first part of this master paper is dedicated to overview theoretical aspects of customer satisfaction with services, to determine the evaluation techniques and the organization of evaluation process in service quality and customer satisfaction, also to overview public sports service organizations in Lithuania. The second part is dedicated to evaluation of customer satisfaction with ice hockey services provided in Kaunas. The third – projectical part – designed to improvement solutions of customer satisfaction in sports services. Methods and techniques of investigation – analysis of the scientific literature and information sources, content analysis, questionnaire research, descriptive statistics.
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1. THEORETICAL ASPECTS OF CUSTOMER SATISFACTION WITH SPORTS SERVICES
1.1. The evaluation of customer satisfaction with sports services
1.1.1. Sports specifics and the meaning of sports services
Human health is one of the greatest values. Health‟s condition depends a lot on lifestyle, as well as on the surrounding environment and the human‟s sports condition that supports good health. Practice shows that good results can be expected if a healthy lifestyle and environmental education process begins in childhood and continues throughout life. Sport is directly related to the physical nature of a man. Sport with its natural means can deal effectively with the problems of human health and optimize the body‟s potential. Extreme tiredness, failure to properly and actively rest, a common nervous tension slowly ruin our health. Sport is a major health-building tool that can help you escape from passivity, drowsiness, mental work overload. One of the main objectives for the country that takes care of its image, should be to provide legal guarantees for citizens to practice various sports and to regulate other relationships which exist in sports field. This would help to develop and promote young, as well as senior citizens to get involve in sporting activities. The country‟s name is often associated with the name of famous athlete‟s name, his achievements in international arenas. It is important to create conditions to develop a healthy and physically active society and look for talented athletes, prepare them professionally to represent the country‟s most important international sports events. There„s a lot of talking that sport is an important part of the culture. Even the highest leaders in the sport organizations talk about it loud. Sport as a part of the culture can be understood in many different ways. Sport helps people emotionally “discharge” and experience the excitement of fun, but no less sport is interesting in the wider cultural context in a particular society during a particular period. For example, by observing the child‟s behavior in hockey arena can let us see that hockey is a common sport for ones, a tactical combat game for others and a negative emotion “lightning conductor” for thirds. So seeing from sociological point of view, sport is interesting for different subjects related to human behavior in sports field. According to World Bank Staff (2006) we can see the ambiguous character of sports: it can teach us good manners (respect for the rules, fair playing principles, use of services offered) and, in contrast, can be a mean to resist and break the social order (create subcultures, resist the influence of the rules, to protest against opponents).
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Sport and physical activity play an important role in helping people to live healthy and solving overweight and obesity problems affectively, along with a variety of chronic diseases, including (cardiovascular disease, diabetes, etc.), which has become a major problem in European countries. These problems reduce the quality of life, endanger a person‟s life and is a burden to health budget and the economy. The World Health Organization (WHO) (2014) has identified a lack of physical activity as the fourth important factor of early mortality world-wide. It caused millions of people‟s lives in Europe per year. To fight obesity the public sector (sports clubs, sports federations and others), private sector, as well as international organizations should be included. The private sector (including the entire chain from the primary producer to the retailer of sports, leisure and construction organizations, advertisers, media, etc.) should play an important role. Media has an important responsibility to raise awareness and support of the public health policies in this area. One of the goals of this master‟s diploma paper is to identify the specifics of hockey sport services. Sport is a social phenomenon, consistent and constant development of physical and spiritual human‟s power, rivalry, showing skills at the competitions (Branham, 2008). Sport is an activity to compete, to spend leisure time and train skills. Thus, under certain rules, the human activity is organized and formed by aligning their physical and intellectual abilities, as well as the preparation for this activity and the preparation time results in appearance of relationships. Hockey sports services are services related to sports activities, such as sports events, sports clubs, gyms, sports coaches, and so on and provided by legal person or individual for payment. The attractiveness of sports services is the unknowingness of competition, that affects the consumer‟s mind and gives a special, dramatic experience (Vouriner, 2012). First sports services – commercial sports game tournaments – were created specifically for those users who participate in games. Today, the appearance of revenue in different professional sports organizations causes the fact that a number of other complementary products are offered in addition to the basic services. Achieving quality and continually raising the bar in terms of quality is now among the sport„s managers most responsibilities (Covell, Hess, Siciliano, Walker, 2007). Sport service is different from ordinary consumer goods or services, as consumers are directly involved in the service, and their behavior is volatile and unpredictable. Both public organizations and for-profit organizations, which are responsible for the sustainable development and enhancement of sports system, provide sports-related services. Sport is directly related to the country‟s development level, its evolution obeys the general laws of economics. We can look at sports services from several perspectives: economic – as the sector in which the activity is going on, generates income, and so on; education – as the area where formal and non-formal education services are provided; 9
health – as the area in which sports help strengthen health; sociocultural – as the area in which the role of sport is revealed through the prism of community education and international cooperation. Sport represents a large and fast-growing sector of the economy and makes an important contribution to growth and jobs, with value added and employment effects exceeding average growth rates. Around 2% of global GDP is generated by the sport sector (European Commission, Study on the Contribution of Sport to Economic Growth and Employment in the EU, 2012). Major sport events and competitions provide strong potential for increased development of tourism in Europe. Sport is thus a contributor to the Europe 2020 strategy. Comparable data are needed as a basis for evidence-based policy-making. Notwithstanding the overall economic importance of sport, the vast majority of sporting activities takes place in non-profit structures based on voluntary activity. The sustainability of financing for such structures can be a cause for concern and financial solidarity between professional and grassroots sport should be reinforced (The White Book on Sport, 2011). One of the health factors – strengthening public health by encouraging physical activity. Sports movement, more than any other social movement, promote health-enhancing physical activity. However, while the benefits of sport is being recognized, the opportunities of sports activities offered often remains unused. That‟s why they must be developed. Despite the growing states-members to promote physical activity, physical inactivity remains alarmingly high. Special Eurobarometer Survey No 334 in 2010 shows that the vast majority of Europeans are not engaged in any physical activity or sport (Special Eurobarometer Survey, European Commission, 2010). The problem of lack of physical activity has become an important topic at the EU level. Commission initiatives which aims are to promote physical activity, and decide the issue on sport policy and funding. Therefore, in recent years the exchange of information and good practice have been promoted between EU Member States and projects were financed. The Commission works closely with the competent international organizations on these issues, and in particular the WHO. M. Conrad (2006) states, that sport has a strong potential to contribute to smart, sustainable and inclusive growth and new jobs through its positive effects on social inclusion, education and training, and public health. It helps limit the rise in social security and health expenditure by improving the health and productivity of the population and by ensuring a higher quality of life through old age. It contributes to social cohesion by breaking down social barriers, and it improves the employability of the population through its impact on education and training. Voluntary activity in sports can contribute to employability, social inclusion as well as higher civic participation, especially among young people. On the other hand, sport is confronted with a number of threats 10 from which athletes, particularly young athletes, and citizens need to be protected, such as doping, violence and intolerance (The White Book on Sport, 2011). Exploitation of intellectual property rights in the area of sport, such as licensing of retransmission of sport events or merchandising, represents important sources of income for professional sports. Revenue derived from these sources is often partly redistributed to lower levels of the sports chain. The Commission considers that, subject to full compliance with EU competition law and Internal Market rules, the effective protection of these sources of revenue is important in guaranteeing independent financing of sports activities in Europe. The licensing of sport media rights should respond to different market demands and cultural preferences while ensuring that Internal Market and competition law is respected (The White Book on Sport, 2011). Residents of the municipality for his community services pays to the municipality, and the municipal government must work to the extent necessary to meet the needs of residents of the municipality. Public needs depends on public structures and public sector personnel‟s ability to plan, develop and implement a public policy decisions, to focus on social, economic, technological and information resources. Municipal problems often arise because of high volume of public affairs in different sectors (eg, education, culture, social welfare, health care, water, heat, and other sectors), lack of self-government bodies and institutions efficiency and effectiveness. The financing of budgetary institution is dominating in public service administration system as a result that it is the municipal council subdistrict territory establish public institutions and municipal enterprises. State and municipal property can be transferred to a temporary loan basis free of charge to be managed and by state and local implementers. The lack of municipal funding does not improve the quality of public services. It is very important to understand the direct dependence of direct tax, which residents have to pay and the services they can expect for the charges. Please be aware that the free service does not happen and if residents want to have more services, they have to pay more. In summary it can be said that sport is very important in human life and greatly improves the quality of human life. Sport is encouraged in all countries. State municipalities provide a range of public services including sport services to their residents. This way sport is becoming more accessible to all residents. Sport reveals the importance of services in economic, educational, social and cultural aspects. Services differ from goods because they are intangible. Hockey sports services are also labeled by exceptional attributes. Sport services are different from the usual services, because customers are directly involved in the service, and their behavior is volatile and unpredictable.
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1.1.2. The evaluation of customer satisfaction with services
The organization‟s winning or losing depends on how many customers it has. The success is largely due to customer retention, which depends on customer satisfaction level. It would be very helpful to be able to measure, evaluate products and services, to link the results with real customer behavior. Some organizations get the impression of customer satisfaction according to the amount of complaints received, the others by carrying out systematic surveys, and yet others do not generally tend to establish the customer satisfaction level as it is convinced that it is completely useless, time-consuming and overexploited procedure. Customer satisfaction with the public sector for a long time has not been given so much attention. However, changing the structure of society and the needs, it has become important in the public sector. The public sector faces a variety of challenges and needs to meet new and emerging needs and demands of society. Therefore, governments try to improve the management of public administration processes, encourage public organizations to provide better, faster and more services. According to Х. А. Фасхиев (2010), consumer satisfaction is the result of a product, service quality and features. Clients and customers sense limit that the product or service has exceeded their needs and expectations, or vice versa – their expectations remain completely satisfied. Thus, it is possible to agree with the author„s definition of customer satisfaction and state that customer satisfaction depends on the characteristics of the goods or services. By increasing the amount of features, the customer satisfaction increases. Knowledge of users‟ needs and expectations as well as satisfaction of them, leads to a more efficient delivery of public services. This allows you to focus on the key elements of the service and the expectations of what services are expected. Customers‟ expectations have a significant effect on customers‟ satisfaction. In conclusion of the authors examined (Wong, Sohal, 2002; Long, 2001; Zeithaml, Bitener, Grembler, 2009, Thijs, 2010 etc.) the following public determinants of consumer expectations can be distinguished: Requirements to services – this is what the user needs or wants to get through certain service; Public relations activities and the availability of the image of organization, which determine both customer expectations and their current assessment. Public relations activities and the availability of the image creates a service profile, which is compared with the service provided; Previous experience of customer by getting the same or similar services. П. Шварц (2007) states that, often, a negative impact to the customer satisfaction is given by service providers who give unfounded hopes and expectations, for example, the delivery deadline – if promised, but not given, makes the customer significantly less satisfied than the 12 service provider would promised to provide the service in a longer, but more realistic period of time. In order for state and municipal institutions to become more focused on services to customers, they must improve the quality of service. Targeting the high-quality demanding consumers is one of the key elements in this process. This can involve the measurement of customer satisfaction. They can provide state and municipal authorities with the opportunity to grow and to satisfy their customers. Thus, it can be said that customer satisfaction measurement is an effective tool for improving customer satisfaction. It is easier and more efficient to manage your resources after evaluation of the main factors influencing consumers satisfaction or dissatisfaction, that is, to focus on the removal of factors influencing discontent. By developing and maintaining an effective, customer-oriented culture of the organization, it is worthwhile to consider few things, such as customer orientation, the immediate response from the client, how the public service organization is doing. Customer focus also means that the organization is able to measure the current and the appropriateness of the methods used to meet the needs of customers and know what new services, products and innovations needed in the future. Received feedback from customers also helps to determine whether a company does the right thing and doing what it takes to evaluate staff performance. The main aim of Service Quality Management (CQM) is to improve services, their performance and functions in the organization (Werner, Gerald, 1997). It is very important in this process to realize that the customer expectations and perceived quality can constantly change and be different. All members of service organizations have to contribute to service development and delivery. The main task of the CQM – is to carry out activities as to minimize the difference between the expected service and the quality of service experienced. According to D. L. Goetsch and D. Stanley (1995), a quality acceptable to the user – is the result of expected and incurred evaluation of quality. Therefore, organizations should strive to give customers the service they expect, and not disappoint users expectations. The safisfaction of customer expectations is mainly due to the issue in order to improve the quality of service and this affects the management of the organization. One of the difficulties and problems that may arise from wanting good service quality, is satisfaction of customer expectations because it affects the quality of the service, and therefore its management.
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Fig. 1. The model of customer„s expectations Source: L. L. Berry, A. Parasuraman, V. A. Zeithaml (1993)
Fig. 1 shows that the main purpose of the organization is to minimize the gap between the desired and expected services. Desired service is a service that the customer actually expects; and the adequate is a minimum level of service and quality that is still tolerated by the user. The tolerance zone when the user still adopts a service and this enables service providers to monitor and improve the quality of service. This model of customer expectations has tolerance zone, which gives the service provider the opportunity to improve the quality of service and allows the customer to return. It is therefore extremely important to understand users‟ expectations, familiarize users with the services and maintain the quality of service. It is also important that the service provided would meet the customer expectations, because at this stage, a negative quality of service can be formed. One of the main customer loyalty measurement index is considered to be a customer satisfaction index – CSI. However, CSI is quite difficult to assess, in addition to the traditional satisfaction analysis, it raises many questions and provides too little information (Marketdata, 2005- 2013). The user decides himself whether the service meets his needs and the satisfaction increases when there is satisfaction with the service provided and its quality (Игоревич, 2007). It can be concluded that as the quality of service is good, it can improve internal atmosphere in the organization and attract new customers. It can also increase sales and gain a competitive advantage over other service organizations. To sum up, the users show a different degree of interest in the services. Public organizations focus on the customer and service. The user of the service and service provider are closely related to one another, so it is important to monitor, motivate and properly take care of
14 customer services. Only sufficient knowledge of customer needs and expectations makes public services more efficient. Quality of the service can be measured by different models. It is practically impossible to determine which model is the best, because the developers themselves do not agree with each other. The model of service quality test is selected depending on the study objectives, service area and so on. While investigating the quality of service, the best would be to use multiple models. Different authors provide different service quality evaluation methods which are generally distinguished in Table 1. There are more qualified evaluation models, which due to the limited scope of the work will not be mentioned.
Table 1
The perceived service quality models
Author The name of the model Gummesson (1985) 4Q model Gummesson, Grönroos (1987) Integrated quality model Meyer, Matmuller (1987) Quality model Grönroos (1990) Perceived Service Quality model Parasurman, Zeithaml, Berry (1991) SERVQUAL or GAPS model Thorpe, Rentz (1996) Multilevel model for service quality Source: the table has been created by the author
As it can be seen from Table 1, the authors present different methods of service evaluation. The first model is 4Q quality model by E. Gummesson (1985) (see Fig. 2).
Fig. 2. The Gummesson model of customers expectations Source: E. Gummesson (1985)
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It shows different roles and interactions that are critical in marketing and it does so with the customer in focus. The service encounter is not only about marketing; it is about production, delivery, innovation, complaints, administration and whatever you can think of. The same employee often fulfills several of these functions (Gummesson, 2007). This model is oriented to the customer, and to the process, which means that it is necessary to ensure a good quality of service from the moment of conception to the final customer evaluation. Ch. Grönroos and E. Gummesson has combined their “Customer Perceived Quality“ model and the 4 “Q” model to stress the importance of customer. The intergrated model focuses solely for the organisation to achieve customer satisfaction through improving the quality for the customers (see Fig. 3).
Fig. 3. Grönroos and Gummesson Quality Model Source: A. Wong and A. Sohal (2002)
According to Haksever et al. (1997), this model combines the design, production, delivery and quality of the relationship, as the of four sources service quality and as a known relationship to Grönroos quality perception. Grönroos Perceived Service Quality model is the most used model because it is simple and easily adaptable to service organizations (see Fig. 4).
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Figure 4. Grönroos Perceived Service Quality Model Source: J. A. Dotchin and J. S. Oakland (1994)
This model, presented in Fig. 4, is composed of two parts: the expected quality and the perceived quality. The quality of the user is made up of technical (knowledge and skills, service location) and functional (attitude and behavior of the client, staff appearance, organizational climate). The functional quality of service helps to achieve the goal of shaping customer‟s opinion about the quality. Customer is affected by the moment of receiving service, and by this, how and what the perception of the service production and consumption process he gets. Technical quality – that‟s what the customer receives at the time of service. From this thesis autohor‟s view, the quality of service is mainly affected by the organization‟s image.
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Fig. 5. SERVQUAL model Source: A. K. Gupta (2011)
SERVQUAL is based on the expectations disconfirmation approach known as disconfirmation paradigm. This model of service quality identifies the reasons for any gap between customer expectations and perceptions. To find the level and extent of the Gap 5, the 22 or 21 item SERVQUAL scale was developed. SERVQUAL model according to G. Kang and J. James (2004) points out ten factors to assess the quality of services (see Table 2). Subsequently, the model has been adjusted, and only five dimension out of ten were left: reliability, tangibility, responsiveness, assurance and individual attention, empathy.
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Table 2 The factors of SERVQUAL model
The factors of the model The adjustment of the factors reliability reliability tangibility tangibility response response competence accessibility assurance safety politeness communication individual attention, empathy understanding customer/ acknowledgement Source: G. Kang and J. James (2004)
Negative aspects of the SERVQUAL model is that this tool is focused on the service delivery process. Because inconsistent reportedness in SERVQUAL factors, P. A. Dabholkar et al. (1996) citing Thorpe and Rentz (1996), proposed the multilevel model for service quality. They suggest changing the structure of service quality models to a three-stage model: overall perceptions of service quality, primary dimensions, and subdimensions (Fig. 6).
Fig. 6. Multilevel model for service quality Source: P. A. Dabholkar et al. (1996)
Although multilevel propose a new structure, it needs to generalize for different areas and consider the effect of some other factors such as environment, price, etc. In addition, there is a lack of identifying attributes or factors that define the subdimensions. Any organization that wants to achieve customer satisfaction, firstly need to evaluate it, because you can not manage what you can not measure. Various techniques are used to evaluate customer satisfaction, which, according to J. Werner and R. Gerald (1997) include: method of customer satisfaction researches; focus group study of customer satisfaction issues; 19
standardized packages to monitor customer satisfaction; various software. Customer satisfaction measurement is useful for the organization because it allows the customer to understand the attitude of the projects implemented and works done. The use of new techniques are suggessted for customer satisfaction measure, as customer needs are constantly changing, as well as customers change themselves. Therefore, any new measurement of customer satisfaction requires to be used, rather than those that have been used. The problems also arise while measuring customer satisfaction. They are: Analytical – related to methods, formal procedures, systems, and so on; Behavior – related to the attitudes, beliefs, perceptions, motivation and commitment; Organizational – related to organizational structure, information flows, management style and corporate culture (Werner, Gerald, 1997). Survey questions for the customer satisfaction in sports public sector organizations can be divided into the following groups: 1) questions about availability, delivery times and professionalism; 2) general evaluation questions; 3) specific questions (when specific services are evaluated); 4) priorities of customer (choosing one or the other additional services or recommend the company to others, and so on); 5) questions about the service staff competence, knowledge, professionalism and courtesy. By measuring customer satisfaction, the service provided is being analysed at the operating level. Users prefer better quality of services, but as citizens, they may recognize that the resources could be used elsewhere better. The public sector must achieve a balance between two different and often competing aspects, that is, efficient use of available resources and providing high quality and affordable price services to clients. The majority of service quality models are used to strengthen the use of the service and (or) to promote customer loyalty. However, the majority of public sector service providers are service monopolists and customers have no choice while choosing service providers and are forced to use the services provided. On the other hand, a lower use of services may be desirable. The best quality initiative by British government aims to ensure that local authorities provide best value services, and stresses that all the services offered have to ensure customers / citizens relevance. Local authorities have already use a variety of methods to listen to the requests of customers, which is considered the most popular customer survey method. However, such studies have tended to focus only on the customer‟s response to the services provided, but not to their expectations. So the SERVQUAL method is recommended to improve consumer expectations. 20
In Finland, it is popular to do customer surveys in public institutions and thus to ensure quality improvement. To achieve its vision – “the best service in the public sector,” according to H. Knihti (2010), could be achieved by: - collecting all customer feedback in the organization (ASPAL); - customer Councils evaluating proposed services, activities, and products; - the annual customer survey; - the citizens and the media questioning over the phone; - customer service provides a lot of useful information about customer visits and the causes influencing them; - collecting feedback on the activities of targeted surveys. N. Thijs (2010), evaluating the Dutch public institutions, stresses out that it is also necessary to focus more on customers expectations and the service quality improvement. In summary it can be said that public services are designed to meet the needs of customers. Thus, the state should also look for ways to achieve greater efficiency in public services and performance. Public service efficiency directly depends on the customers needs and expectations and their satisfaction. Therefore, all attention should be focused on the customer satisfaction in services provided. Thus, the main aim of public institutions is to find ways how to do it professionally and how to meet public expectations. Customer satisfaction measurement is an ongoing process to assess the quality of public services and to meet the expectations of the emerging customer services. The organizations providing public services should pay more attention to the needs of society and the interests, that is, they must change in order to provide more and better and faster service for customers. In addition to the quality and quantity, a culture of service, the service environment, service personnel expertise, and other factors are also important to customer.
1.2. The evaluation of customer satisfaction with sports services in Lithuania
Local self-government denotes the right and actual power of the institutions of a local government. The municipality shall be an administrative unit of the territory of the State, the community of residents where of has the right to self-government guaranteed by the State (Republic of Lithuania Law on Local Self-Government, 2008). So, we can say that the service is organized by the municipality, which shall appoint or elect service to the consumer. Public services are provided by local government„s service suppliers or by other supliers which have contracts. Supplier can be not only a state, local or other government, but a private institution as well. The most important thing is that the service provider carries out their work, that is, serves the customer.
21
Public services from other municipalities‟ functions can be distinguished by their implementing subjects. The municipality organizes the delivery of public services through the existing public service providers (budgetary and public institutions, local businesses, public companies and other entities), by establishing new public service providers (public and other institutions and enterprises) or by signing contracts with natural or legal persons (Republic of Lithuania Law on Local Self-Government, 2008). As it has always been required to separate those that give commands, and those who carry them out, the municipal authorities and the administration do not provide public services. Public services are only provided by budgetary and public institutions, municipality‟s organizations, joint- stock companies and other entities. It‟s more effective economically when the municipality only organizes and controlls public services. The head of public service provider is responsible for public service compliance and quality (the Republic of Lithuania Law on Administration, 2006). The finansing of budget organizations is dominating in the administration system of public services. This leads to practice when state policy, developing public services, provided priorities for establishing budgetary institutions. Municipal councils establish municipal companies and determine required tasks and work, goods and services, prices and tariffs, and their calculation rules, as well as the administration, the staff. State organizations have budgetary financing, their capital and operating funds are appointed by the state. It may set a fee for the service to supplement the budget. They don‟t set the price and they do not decide to whom and under what conditions to provide services. All decisions are made by the founder – the municipality. According to the Republic of Lithuania Law on Public Organizations, a public organisation shall be a voluntary association (union, society, foundation, association etc.), formed in order to satisfy and implement the common needs and goals of members that shall not contradict the Constitution and laws of the Republic of Lithuania (Republic of Lithuania Law on Public Organizations, 1996). We can look into public sport services in Lithuania from four aspects: economic; education; health; sociocultural. Currently, Lithuania has 10 ice arenas (three in Vilnius, two in Kaunas, one in Elektrėnai, Klaipėda, Rokiškis and Utena), where ice hockey workouts can be held. The competitions may take place only in five of them, but only Elektrėnai Ice Palace meets international requirements, and famous international ice hockey competitions can be held there. Without a doubt, Lithuania lacks
22 ice arenas and people often have to go for skating at the supermarket ice arenas or in between the gaps of professional athletes‟ training. The main task of the Lithuanian government is to implement sport and wellness programs, do educational campaigns, activate educational company of physical education meaning to a person, giving a special emphasis on the spreading healthy lifestyle in all educational institutions. The current economic situation still cannot ensure financing system for the development of optimal sports, that‟s why physical education and sport strategy is not fully implemented for the period of 2005-2015. Small wages in cultural and sports sectors, especially for the starters of working carreer, work activities, forces them to choose another profession. Therefore, the sport contingent of coaches is aging and we can experience the future shortage of such specialists. 2011-2020 State Sports Development Strategy is a long-term strategy, but some of its tasks are of medium-term. This strategy is designed primarily for sports management field, but because of its horizontal nature of the object, it can be applied to several areas of management as a general strategy (Study of Sports Sector, 2008). In today„s society, where because of information technology, transport and urbanization are artificially restricted physiologically needed regular exercise and movement, healthy lifestyle skills are essential. Therefore, physical activity program “Sport for All” (according to the European Charter on “Sport for All”) is implemented in many European countries. Even two-thirds of the population in Scandinavia and some Central European countries participate in these programs. A similar program was started in Lithuania and is expected to be developed, but it can not be decoupled from all of our country„s sports development (and the overall strategy, which should include the development of sport„s infrastructure, healthy lifestyle education, child and youth socialization, crime prevention and other programs, and provide their coordination between organizations). Sport also plays an important role in formal and non-formal education. Values conveyed through sport help develop knowledge, motivation, skills and readiness for personal efforts. Time spent in sport activities at school and at the University, benefits of health and education, but it needs to be enhanced. Therefore, it is important to encourage young talented athletes‟ training and invest in it. Investing in children‟s sport is investing in the future of the athletes who will proclaim the state, will receive honorariums and so on. Investing in children‟s sport could also help to solve children‟s education and development (employment) problems. Non-formal education (except for preschool and pre-primary education), the implementation of programs is financed by the founder of the school, students (or their representatives) and the supporters. Fees for non-formal education provided by the school (with the exception of pre-primary education) are set by the founder. Children„s music, art and sports schools,
23 non-formal education programs, according to the laws, are funded from the state and municipal budgets. To finance non-formal education programs from the state and municipal budgets are organized by funding per pupil principle. W. Hoppers (2006) indicates main principles that should be followed: relevance principle – non-formal education activities are offered to acquire social, cultural, personal, educational, professional and other competencies. democracy principle – teachers, parents and children are co-creators of the educational process, while identifying needs. accessibility principle – conditions are made to educate child‟s competencies through the selected activity. The activities and learning methods are available for all children by age, education, prior experiences, regardless of social status. customization principle – education is individualized to each child by the necessary competence, according to his personality, abilities, needs and achievements. voluntary principle – children are free to choose the education provider, the most suitable activities. G. Carron and R. A. Carr-Hill (1991) points out even some of the non-formal educational objectives: education of communication and collaboration skills; development of confidence (self-confidence and confidence in another person); development of responsibility (responsibility for yourself, for someone else, for the environment); education freedom of expression (discovery and realization of its opportunities, and implementation and realization of ideas). S. Šukys (2002) argues that by evaluating sport„s activities, especially their educational impact, we often face with a very difficult problem, namely the search of sports and cultural link. Sporting activity itself can serve as a harmonious personality-forming factor. In addition, the sporting activity can be related to education in other ways. For example, children that achieved a lot in sports activity are recognized and revered. Lithuanian Parliament has approved such physical culture and sports priorities (Departament of Physical Education and sports under the Government of the Republic of Lithuania, 2013): Ensure national policy of physical culture and sports. Develop regional, inter-regional and international cooperation. Encourage children and youth physical education development, prevention programs‟ funding. 24
Improve training of physical education and sport professionals. Expand and renovate sports facilities in the region. Strengthen children of special education and from child care homes integration into society, also people with disabilities integration. In Lithuania, as compared to other EU countries, the quality of management on the level of both state and public institutions, is started to be promoted and implemented relatively recently. Up until about 2004, a sectoral approach to the promotion of quality management was dominating. According to R. Černiūtė and V. Nakrošis (2010), this may be one of the factors that explains why there‟s only few public administration organizations that have implemented a quality management models in Lithuania. Quality management is not abundantly applied and relatively because of large number of small public administration organizations. These authors carried out a survey, that shows that most of the organizations that implemented quality management models are a medium-sized budget or large budget. These factors lead to the need to manage a larger quantity of the processes and the better provision of financial resources. In 2004-2009, public administration introduced more systematic application of quality management incentives and in the new programming period, according to Human Resources Development Operational Programme, support to state and local organizations to apply quality management is being provided. Due to that more organizations start to apply quality management. Besides quality management, there are variety of other public administration performance improvement initiatives (for e. g., strategic planning, performance measurement, customer satisfaction surveys) applied in Lithuania. But potential initiatives to combine them with quality management is not being used. Public service providers often face customer satisfaction, but its measurement is not yet common in Lithuania. Increasingly, however, when it comes to the quality of management, customer service improvement and customer orientation, customer satisfaction measurement as an instrument for improving the operating efficiency will eventually become an integral part of the public sector organizations„ activity (Ministry of Internal, 2014). Since 2007, Ministry of the Interior regularly performs monitoring of quality management methods in public administration. The purpose of monitoring – to analyze quality management methods in public administration organizations, its progress and to inform the public. Lithuania legislation does not provide mandatory quality management methods, public administration organizations are left to their freedom of choice (Common Assessment Framework (CAF) is recomended). Therefore, in order to improve the quality of public services, it is necessary to assess what kind of quality assurance initiatives and appropriate quality management methods currently implemented in Lithuanian public administration. To achieve this, a servey is conducted
25 for the above-mentioned organizations, the results of which will determine how quality management models and methods are spread in Lithuania, what are the difficulties in their implementation, limitations, and results of what drives public administration organizations to install them. Quality management methods in Lithuanian public administration and institutions monitoring survey is being conducted since 2007 and has a total of five investigations (Ministry of Internal, 2014). The purpose of monitoring – to assess the application of quality management initiatives in the public administration and institutions of the current situation and problems of the results and to compare the results obtained in the previous year. So, Lithuania focuses more on quality management techniques in Lithuanian adminstration organizations started in 2007, much later than other foreign countries. However, despite that, the quality of management gets more and more attention in the public administration. This approach is encouraged and financed by the European Union. Methodology of customer satisfaction in public services index measurement is ready for the Lithuanian state and municipal organizations wishing to evaluate the quality of public services and measure customer satisfaction in public services. Based on the results, organizations providing public services, may establish improvement activities, to compare the results of the evaluations and better meeting the needs of citizens in public services. It should be noted that knowing customers‟ needs and expectations and consideration into them, doesn‟t only make a positive effect on customers, but also provides a more efficient delivery of public services, better customer service and better evalution of public services organization. By study customer satisfaction with public services, and evaluating customer satisfaction index, it is necessary to take into account the customer‟s attitude, that is, the services ar more important rather than the provision of a hierarchical relationship to one or another organization. In summary, it can be said that, although the Common Assessment Framework is one of the most common methods for delivery of customer satisfaction survey data, but to improve state and local government organizations in quality and become more customer-driven institutions, it is proposed to analyze the distribution and customer dissatisfaction, which shows dissatisfied customers‟ percentage that are not satisfied. Distribution analysis of customer dissatisfaction reveals not only with what service factors (location, time of adequacy, etc.) customers are unhappy, but what kind of their groups, according to socio-demographic criteria, are most dissatisfied.
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2. A RESEARCH OF CUSTOMER SATISFACTION WITH ICE HOCKEY SERVICES IN KAUNAS
2.1. Research methodology
The logic of the research. The value of ice hockey sports services previously has mainly been synonymous with the competition itself and tickets‟ price. Many factors make influence to attendance of hockey calsses: competition between sports, alternative forms of leisure, direct and indirect television broadcast, and so on. It is necessary to enhance the value of service provided, to increase it compared to the alternatives on the market, that is, to motivate the customers‟ behavior. Good recognition of customers‟ needs, desires and expectations is the key to success, not only to ensure a maintenance of a constant number of loyal customers, but also their gradual increase. Hockey service is a service that has all the classic features of the service: it is intangible and heterogeneous, meeting the criteria of unseparability (production and consumption takes place at the same time), the primary user of the service – a child who participates in the ice hockey service provision, etc. The concept of quality of ice hockey service is suitable where customer satisfaction is based on the user‟s expectations and the amount of service provided. So, public organizations providing ice hockey services face quality problems not only through various accreditations and training program„s lookups, consumer surveys, but also they have to measure, evaluate the quality of service of individual interest groups (consumer) perspective and in accordance with, provide strategic services to improve the quality actions. This empirical research aims to analyze the PI “Griunvaldas” and PI “Baltų ainiai“ customer satisfaction with ice hockey services. It can be argued that this investigation is important because the service user is in constant need of rates meeting high quality, that‟s why the service provider has to take into account the peculiarities of customer behavior, desires, abilities, needs and so on. Kaunas city has two public organizations providing such services, and the competition between them is fierce and it is getting harder and harder to maintain customers. In this issue, the important role goes to the research, which subject is customer satisfaction with public services. Kaunas city municipality is responsible for sport services in Kaunas. It owns PI „Baltų ainiai“, which provides winter sports training. PI “Griunvaldas” is a public organization and provides public ice hockey services, even though, their founder is not Kaunas city municipality. Also PI “Griunvaldas” is not financed by municipality. Not all of organizations supported by municipalities provide high-quality service, and customer satisfaction in these services do not always meet the quality standards. Thus, this research aims to find out why Kaunas city
27 municipality supports only public organization „Baltų ainiai“, while PI “Griunvaldas” has to look for sponsors by itself. It is also important to find out how the customers value the ice hockey services provided in both organizations, and whether the services meet the customers‟ needs and requirements, that is, the research will help to understand customers‟ satisfaction with the hockey services. Also the results of the research will show, what can be done to ensure greater customer satisfaction with hockey services. Thus, the primary goal is orientation to the customer. Research instrument. The survey instrument was designed – a questionnaire, which helps to research customer satisfaction. The questionnaire consisted of two groups of questions. The first group consisted of questions about customer satisfaction, their behavior and the use of ice hockey services. Closed questions were dominated, since it was decided that the children‟s parents do not have as much time to take survey, when they bring their children to hockey classes and closed- ended questions will be faster and easier to be filled out. The second group of questions consisted of demographic questions involving personal data. The example of questionnaire in Lithuanian is in the Annex 1 and example in English is in the Annex 2. In order to understand customer satisfaction in hockey services offered such questions were formulated (Annex 1-2, 1-3 questions): How much time has your child been using the services provided by the organization? This question helps to clarify customer loyalty, which has a significant impact on customer behavior. What factors are the most important to in estimating ice hockey services? This question contains nine factors that the parents of children had to arange by importance. Also, this question will help to answer the question why one or the other organization is being chosen. What are the reasons for your child‟s hockey school attendance? Respondents‟ answers to this question will help to determine why respondents are attractive to one or the other organization. It helps to know which factors make one or the other organization exceptional. Questions 4 and 6 were formulated to find out how customers evaluate services: Rate overall satisfaction with the hockey services. The behavior of customer is very dependant from the current satisfaction. This question will reveal whether this internal factor has a strong influence on the choice of organizations that provide ice hockey services. The question “Are you going to continue to allow your child to attend hockey classes? checks whether the customer is answering the questions honestly. It also shows one more time, if the customer is satisfied with the hockey services. In order to provide a comprehensive analysis of the data, it is needed to describe the respondents‟ demographic data, which in one way or another can reflect the basic characteristics of customers and may have some impact on the determinants of customer satisfaction. Questions 6-9 is being formulated for that cause: your gender, age, social status, earnings. All these issues are to
28 make assumptions about the factors that affect customer satisfaction. For example, businessman can devote more money for his child‟s sports activities than the unemployed and so on. This leads to certain conclusions about the relevant experience of a customer. Questionaire is an easier and faster way to interview a large number of respondents in the organization. The questionnaire consists of questions that will help to achieve its goals and objectives, as well as the analyzed data can give suggestions that will help to improve customer satisfaction. The survey sample. Two hockey schools – PI “Griunvaldas“ and PI „Baltų ainiai“ were chosen for the research. The sample of the research is calculated by the formula: (1)
n – size of sample; Δ – size of error (0,05); N – the size of general totality.
As the calculation was made, it was determined that we have to question 86 respondents for precise research. The questionaire was given to 86 respondents in PI “Griunvaldas“ and PI „Baltų ainiai“. The research was carried out for one week. 75 respondents filled out the questionaire correctly. Research location and time. The questionnaire survey was conducted on February 10th- February 16th, 2014. Problems accured during research. People are averse to fill in the questionnaire, as they are engaged in solving personal issues. I had repeatedly to ask the parents of the kids that they have to complete a questionnaire, and nearly half of them refused to do so, since they didn‟t have time. Data processing. The primary data was processed by Microsoft Office Excel, where the calculations, comparisons and other data analysis and interpretation were made (Annex 3-43). Excel helped to create graphs, tables, and other informative material.
2.2. Results of research
Analyzing the evaluation of customer satisfaction in PI “Griunvaldas“ and PI „Baltų ainiai“ in the point of view of a customer, customer socio-demographic characteristics were established: gender, age, education and family income per month. These factors also have a significant importance in assessing consumer satisfaction with hockey services and can influence the development of services. Analysis of results showed that the majority of respondents were
29 female (16 – “Griunvaldas” and 14 – “Baltų ainiai”). This shows that women often bring their children to the classes, that is, they are more concerned about children‟s upbringing in after school activities. Speaking about age groups, the majority of respondents belong to 35-44 years age group (70% “Griunvaldas” and 65% “Baltų ainiai”). This is natural, since the parents of 10-14 age children are usually that age. There were also some elderly parents – 45-54 age (20% “Griunvaldas” and 23% “Baltų ainiai”). Pensioners were – 2% and 3% respectively. This is probably the grandparents of children. Assessing the social statue, it can be observed that 37% parents of children attending “Griunvaldas” hockey classes are businessmen. Meanwhile, bussinessmen form only 25% in PI “Baltų ainiai”. This distribution may be due to the fact that PI “Griunvaldas” monthly fee is quite high (200 Lt compared with 20 Lt monthly fee in PI “Baltų ainiai“), and not all of the children‟s parents can afford it. The most common social status of children‟s parents are employees (48% “Griunvaldas” and 52% in “Baltų ainiai”). According to the monthly income per family member, we can judge that PI “Griunvaldas” most of the children„s parents earn more than “Baltų ainiai“ parents. Parents that earn 1501-3000 Lt in PI “Griunvaldas” make 35% and PI “Baltų ainiai” – 28%. But mostly parents that earn 501-1500 Lt (respectively 43% and 60%) let their children attend hockey classes. This is the standard of average income Lithuanian families get. In order to understand customer satisfaction with the services, the respondents were presented with specific questions and blocks of questions-claims covering 5 main Servqual methodologies on service quality measurement criteria: tangibility (services used by service provider, staff appearance and physical evidence); reliability (service provider fullfills his promises); helpfulness (the speed and response to customer‟s problems); guarantee (personnel reliability, readiness, competence, consumer safety); empathy (good communication, customer understanding, individual attention to each customer). Servqual criteria methodology chosen so that, according to this methodology, evaluation criteria of customer satisfaction is relatively easy to measure, as weaknesses and strengths of it is being revealed. By the help of Servqual methodological criteria it is easier to understand the expectations of customers better, evaluate the service and quality of provision better and to find out what service criteria the customers would like to improve. From the results of the research, we can determine that hockey services in PI “Baltų ainiai” are provided much earlier than PI “Griunvaldas”, so the children have been attending these classes
30 formerly. Mostly – for 3 years – PI “Griunvaldas” hockey classes attend 44% of children and PI “Baltų ainiai” – 54% (see Fig. 7). Less than a year attend a similar number – 23% (“Griunvaldas”) and 24% (Baltų ainiai“). It can be concluded that loyalty is valued in both organizations, the staff values their customers and tries to maintain them. Nowadays people value loyalty, attachment to a specific service provider.
23% less than 1 year 24%
33% "Griunvaldas" 1-2 years 22% "Baltų ainiai"
44% 3 years 54%
0% 20% 40% 60%
Fig. 7. Frequency of hockey service usage Source: the figure has been created by the author
Despite the fact that PI „Griunvaldas“ was opened four years ago, the attendance of ice hockey training here is much better (see Fig. 8). 77% of children attend “Griunvaldas” classes 4-5 times a week, while only 55% of children attend “Baltų ainiai“ classes. 2-3 times a week, attend 22% and 20% of children. Thus, it appears that children are more interested in attending PI “Griunvaldas” ice hockey classes.
0% once a month 0%
0% twice a month 15%
1% "Griunvaldas" once a week 10% "Baltų ainiai" 22% 2-3 times a week 20%
77% 4-5 time a week 55%
0% 20% 40% 60% 80%
Fig. 8. Frequency of attending hockey classes Source: the figure has been created by the author 31
The reasons, why the children attend hockey classes are different (see Fig. 9):
0%1% parent enforcement
likes to compete and participate in 21% 23% competition
17% 4% likes to workout in team "Baltų ainiai" 4% 10% would like to achieve sports uplands "Griunvaldas" 10% 12% wants to seek good results
27% 18% likes to workout
21% 32% wants to be physically stronger 0% 20% 40% 60%
Fig. 9. Respondents‟ opinion why their children like to attend hockey classes Source: the figure has been created by the author
As shown in Fig. 9, most children, in one and another organization attend hockey classes because they want to be physically stronger (21 % “Baltų ainiai“ and 32 % “Griunvaldas”), as well as they love training (27 % “Baltų ainiai“) or like to take part in competitions and compete (23 % “Griunvaldas”). These results were expected, as ice hockey, like every sport, in particular, enhances physical fitness. 10% PI “Baltų ainiai“ children want to seek good results and 12% of “Griunvaldas” children. Also PI “Griunvaldas” children are more interested in achieving sports heights (10%), while this goal is important only to 4% children attending PI “Baltų ainiai”. The survey reveals that the PI “Griunvaldas” children are more interested in ice hockey as a professional sport, and not just a way of spending time after school. As it turned out, none of the children were forced by parents to attend hockey classes.
32
expect recognition and sporting 17% achievement evaluation 16%
want to learn how to communicate 2% better with other children 3%
want to learn how to play hockey 40% "Griunvaldas" 15% "Baltų ainiai"
want to seek good results 20% 30%
want to be physically stronger 21% 36%
0% 10% 20% 30% 40% 50%
Fig. 10. Respondents‟ opinion what their children expect from hockey classes Source: the figure has been created by the author
Fig. 10 reveals the respondents‟ opinion about what their children expect from ice hockey training. Children‟s opinion about both organizations were similar only because of the desire to learn how to communicate better with their peers (3% “Baltų ainiai” ir 2% “Griunvaldas“). 16% and 17% of respondents expect recognition and evaluation of sports achievement. Further, the opinions differed. PI „Griunvaldas“ children prefer the most learning the hockey (40%), strengthening physically (21%), and achievement of good results (20%). Meanwhile, “Baltų ainiai” children focus on the desire to get stronger physically (36%), achieve good results (30%), and learn how to play ice hockey (15%). This suggests that children attending PI “Griunvaldas“ classes are interested more in ice hockey as the professional sport – they want to learn how to play ice hockey, to get stronger physically, to achieve good results and recognition.
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1% totally unsatisfactory 5%
2% unsatisfactory 9%
"Griunvaldas" neither satisfactory nor 10% unsatisfactory 21% "Baltų ainiai"
58% satisfactory 38%
29% very satisfactory 27%
0% 10% 20% 30% 40% 50% 60% 70%
Fig. 11. Respondents‟ opinion whether their children‟s expectations are satisfied Source: the figure has been created by the author
Fig. 11 allowed to find out if the ice hockey training of children meets their expectations. We see that the expectations are met the most in PI “Griunvaldas” – very satisfactory 29%, satisfactory – even 58%. Meanwhile, “Baltų ainiai“ children„s expectations are very satisfactory – 27%, satisfactory – 38%, and neither satisfactory nor unsatisfactory – 21%. This shows that the children‟s expectations are not a priority in PI “Baltų ainiai“. The other two questions in the questionnaire were designed for external and internal determinants of customer behavior, which are important to be discussed by respondents‟ answered questions – their views, experiences and feelings. So, in order to reveal the most dominant external and internal factors affecting customer satisfaction in PI “Griunvaldas” and PI “Baltų ainiai”, the respondents were given a wide range of factors. These factors have been evaluated by customers according to importance (see Fig. 12).
34
PI „Baltų ainiai“ PI „Griunvaldas“
1%5% 1%3% 25% confidence in organization 27% 25% 44% 34%35% 1% 1% satisfaction with the services provided 2% 57% 37% 44% 18%23% by the organization 16% totally 2% 0% 5% 41% unimportant motivation 36%38% 26% 33% 19% unimportant 0% 4% 15% 1% 45% the experience of coaches 10% 50% 15%21% 38% neither important 1% 5% 3% 12% nor unimportant price and quality of service ratio 18% 34% 21% 55% 44% important knowledge and recommendations of 7% 11%13% 23% 37% 21% friends, relatives, acquaintaints 13% 22% 33% 20% 0% very important 13%16% 0% affordable price 12% 15% 22% 37% 15% 70% 6% 54% 8% 15% convenient place 23% 20% 5% 12% 22% 35% 12% 23% 10%16% notoriety of organization 29% 22% 16% 30% 21% 32% 0% 20% 40% 60% 0% 20% 40% 60% 80%
Fig. 12. The most important factors evaluating ice hockey services in PI “Baltų ainiai“ and PI “Griunvaldas” Source: the figure has been created by the author As shown in Fig. 12, the most important thing for PI “Baltų ainiai“ is affordable price (70%), the price-quality ratio (55%), confidence in the organization (44%), convenient location (35%), and notoriety of organization (32%). Also the opinion and recommendation of friends, relatives, acquaintants is important (33%). Neither important nor unimportant to respondents appeared satisfaction in organization‟s services (57%), experience of coaches (45%), and motivation (41%). PI “Griunvaldas” is all about the price and quality of service ratio (44%), confidence in organization (35%), and notoriety of organization (30%). Equally important is the experience of coaches (50%), satisfaction with the services provided by the organization (44%), motivation (38%) and reasonable price (37%). Neither important nor unimportant to respondents appeared the opinion and recommendation of friends, relatives, acquaintants (37%). Totally unimportant is the convenient location (54%). Fig. 13 evaluates the hockey services in PI “Griunvaldas” and PI “Baltų ainiai”. PI „Baltų ainiai“ PI „Griunvaldas“
2% 1% 5% 20% understanding the customer 5% 33% 28% 45% 21% 40% 0% 0% 0% 67% modernity of service 1% 43% 15%18% 23% 33% 0% 3% 0% 20% the safety of service 6% 23% 36%44% 25% 43% 2% 10% 5% 41% quick reaction 20% 40% 20% 32% totally unimportant 10% 20% 4% 1% 6%10% the certainty of service 2% 10% 34% 46% 32% 55% 18% unimportant 1% 3% 25% reliability of service 6% 44% 21% 33% 20% 29% 18% 5% 25%29% neither important nor employee competence 9% 36% 14% 20% 30% 27% unimportant 4% 13% 30% the manner of service 3% 47% 12%18% important 21%25% 9% 2% 12% 49% access to service 2% 44% 10% 20% 18% 34% 2% very important 3% 6%10% staff courtesy 7% 13% 37%45% 21% 56% 0% 0% 1%6% affordable price 0%2% 33% 60% 30% 68% 0% 1% 0% 44% price and service quality ratio 6% 40% 23% 33% 23% 30% 0% 2% 3% 11% satisfaction with the services provided by… 3% 10% 21% 55% 40%45% 0% 20% 40% 60% 80% 0% 10% 20% 30% 40% 50% 60% 70%
Fig. 13. Evaluation of ice hockey services in PI “Baltų ainiai“ and PI “Griunvaldas” Source: the figure has been created by the author Fig. 13 helps to evaluate ice hockey services in PI “Baltų ainiai“. Thus, the most important factor is an affordable price (60%), satisfaction with services (55%), satisfaction of customers‟ desires (45%) and security of services (44%). Price is the most important factor in choosing a service, also it is wanted that the service will give satisfaction. Security also plays a significant role in the sport of ice hockey, as the injuries during training are very common. So the special precautions must be taken. The factors, equally important for the respondents, appeared the service meeting the requirements and standards (46%), staff courtesy (45%) and good reputation of the organization (33%). “Baltų ainiai” was chosen by the majority of parents because the school belongs to Kaunas municipality and that gives confidence to many respondents. It is also expected that this organization will meet all the standards and provide qualified services. Neither important nor unimportants factors are factors such as: modernization of equipment and measures (67%), availability of the service (49%), the price-quality ratio (44%), quick reaction to problems (41%) and the method of service presentation (30%). Totally unimportant is considered the competence of employees (29%). Thus, as it can be seen from the results, the price is much more important than the quality of services. PI “Griunvaldas” mostly appreciates reasonable price (68%), certainty of service (55%), security of services (43%) and customer understanding (40%). So it is very important for customers is that the price is affordable, but not less important is that the service provided would be of high quality, that is, would meet all requirements and standards. Also it is important the employee courtesy (56%), satisfaction with the services provided by the organization (45%). Price-quality ratio is neither important nor unimportant (40%), that is, it‟s evaluated on average, also the service and the method of presentation (47%), availability (44%), reliability of organization (44%), modernization of equipment and measures (43%), quickly solved problems (40%), and staff competence (36%). Thus, we can make a conclusion that all evaluated factors are pretty much important to the PI “Griunvaldas” service users and are similarly rated. Fig. 14 gives causes for determining the attendace of ice hockey. 80% 70% 60% 35% 50% 40% 15% 18% "Griunvaldas" 30% 32% 20% 40% "Baltų ainiai" 25% 28% 10% 7% 0% desire to desire to desire to desire to be sporty be healthy spend good reach time hights in sports
Fig. 14. Causes for determining the attendace of ice hockey Source: the figure has been created by the author
Fig. 14 shows that the children that attend PI “Griunvaldas” hockey classes want to be sporty (35%), and want to reach the heights of professional sport (32%). The children that attend PI “Baltų ainiai” hockey classes most want to be sporty (40%) and have a good time (28%). From these results it seems that the children that attend PI” Baltų ainiai” are interested to spend their free time better and PI “Griunvaldas” hockey players are more interested in ice hockey as a professional sport, and want to reach the heights of sport. Respondents‟ opinion whether they will allow their children to continue to attend the ice hockey calsses, is shown in Fig. 15. Both PI “Griunvaldas” (78%) and PI “Baltų ainiai“ (67%) will let their children to attend and hockey classes.
78% 80% 67% 60%
40% 16% "Baltų ainiai" 6% 24% 20% 9% "Griunvaldas" "Griunvaldas" 0% "Baltų ainiai" yes no I don't know
Fig. 15. Opinion of respondents whether they continue to let their children attend hockey classes Source: the figure has been created by the author 39
Fig. 16 revealed the evaluation of overall satisfaction in hockey – we see that PI “Griunvaldas” customers are more satisfied – 29% said, that they are very satisfied, and even 58% said that they are satisfied. Meanwhile, 18% of “Baltų ainiai” customers are very satisfied and satisfied are – 43%. This question shows that PI “Griunvaldas” focuses more on customer satisfaction than “Baltų ainiai“. That‟s why, as it was mentioned earlier, the modern service user selects a service provider thoroughly, pays cash for the selected service, and it would be surprising if he remains unsatisfied with the service or its provider, and keep buying service. However, PI “Baltų ainiai“ as a service provider should take into consideration and make their own research because the results of this research show that 26% of respondents are satisfied with the services only at an average. Of course, this may be because they have already bought the season tickets for their children and do not want to spend money for nothing. That‟s why they continue to use the service as long as the ticket lasts.
1% very unsatisfied 1%
2% unsatisfied 12%
10% "Griunvaldas" neither satisfied nor unsatisfied 26% "Baltų ainiai" 58% satisfied 43%
29% very satisfied 18%
0% 10% 20% 30% 40% 50% 60%
Fig. 16. Evaluation of overall satisfaction in hockey Source: the figure has been created by the author
In order to calculate the overall satisfaction index, we have to count the median of the data of the available values, which were discovered during the survey (Fig. 16). By systemizing the respondents‟ answers, groups of customers, who are ready to switch to another ice hockey school, are formed – 13% (1+2+10) for PI “Griunvaldas” and 39% (1+12+26) for PI “Baltų ainiai“. 58% of satisfied customers in PI “Griunvaldas” and 43% satisfied customers in PI “Griunvaldas” show that these customers could potentially become loyal to the schools. From the chart we can see that 29% of customers (PI “Griunvaldas”) and 18% (PI “Baltų ainiai“) are best customers.
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Customer Satisfaction Index (CSI) is easy to calculate by means of Customer Satisfaction Analysis was done by the help of R. J. Best (2010) website, where we can calculate CSI index. So CSI index in PI “Baltų ainiai“ and PI “Griunvaldas” are shown in Fig. 17 and Fig. 18.
Fig. 17. Customer Satisfaction Score for PI “Griunvaldas” Source: the figure has been created by the author, based on R. J. Best (2010)
So Customer Satisfaction Score for PI “Griunvaldas” is 80. It‟s pretty good index. It shows that PI “Griunvaldas” is able to maintain their customers and to offer good service to them.
Fig. 18. Customer Satisfaction Score for PI “Baltų ainiai” Source: the figure has been created by the author, based on R. J. Best (2010)
Customer Satisfaction Score for PI “Baltų ainiai” is 65. It is smaller than in PI “Griunvaldas”, so that means that the customers are less satisfied in the service in PI “Baltų ainiai“ and they have less customers.
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By following analysis further, it is appropriate to provide differences in profitability. As shown in Fig. 17 and Fig. 18, the most satisfied customers raise the company‟s profitability. The importance of customer satisfaction measurement can be defined in one word – “efficiency”. We can assess the key factors influencing satisfaction or dissatisfaction with certain services by the help of customer satisfaction measurements and by evaluating them – we can direct appropriate efforts to the removal of dissatisfaction factors. In other words, the organizations can more effectively manage their resources. To determine customer loyalty level in both organizations, Customer Loyalty Index (CLI) will be used. Based on the data given above, Customer Loyalty Index will be calculated by the help of R. J. Best formula (see Fig. 19 and Fig. 20).
Fig. 19. Customer Loyalty Index for PI “Griunvaldas” Source: the figure has been created by the author, based on R. J. Best (2010)
So by comparing those two organizations, we could see, that PI “Griunvaldas” has bigger Customer Loyalty Index – 57%. And PI “Baltų ainiai” – only 39% (see Fig. 20).
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Fig. 20. Customer Loyalty Index for PI “Baltų ainiai” Source: the figure has been created by the author, based on R. J. Best (2010)
So by comparing those two organizations, we could see, that PI “Griunvaldas” has bigger Customer Loyalty Index – 57%. And PI “Baltų ainiai” – only 39%. Hockey service quality improvement can be carried out by investigated service levels of service quality: on user level (the customer makes claims for the quality of service), on the service provider level (the provider himself performs self-control, the quality of service will meet the standarts), on the state regulatory level (through the service standardization, certification and licensing). So improvement of hockey service quality focuses on process quality, outcome quality and structural quality improvement through factors that make influence or impact on them. In order to give better service quality each public organization has to analyze factors that influence the quality of services. F. Romeiss-Stracke (2004) devides the factors that determine the quality of hockey service (process, structure and outcome) into 3 groups: soft; hard; environmental factors. Improving the “soft” factors, hockey schools in Kaunas need to take care of staff training, improving the efficiency of image-making, ensuring the provision of additional services, deal more effectively with complaints, improving service delivery system, providing a more detailed content and base their prices, be keen when recruiting personnel. Improving the “hard factors”, hockey schools in Kaunas need to ensure its working tools and other necessary equipment to be suitable for use, also increase the effectiveness of the security
43 system. It is also possible to update the interior, to improve the installation and maintenance of ice arenas to meet the requirements. Improving environmental factors, hockey schools in Kaunas should focus more on improving the working conditions of staff, as it helps to shape the right internal office environment and atmosphere. It is important to mention that investigated public organizations have to focuss particularly on their management and development. Total quality management is recommended, which is regarded as a quality-oriented leadership style, which is based on the universal participation of its members in order to get long-term success of the organization, its employees and the public. A key aspect shoud be the needs of the customers. By analyzing their needs, we can simulate appropriate services that meet user‟s needs and to choose the appropriate means of providing the services. This management of organization can be applied to public organizations, and it will ensure a better quality of service for users. We have to bear in mind that everybody is responsible for the quality of services: owners, managers and employees. Therefore, the installation and maintenance of this process of cultural elements is one of the most important moments in the provision of services. Quality culture is maintained for quality management and for interaction of obligations to quality. In conclusion, the improvement of hockey service quality can be carried out in such service quality levels: user level, the provider level and the level of state regulation. The improvement of hockey service quality focuses on quality of process, outcome quality and structural quality improvement through influence or impact on those factors.
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3. IMPROVEMENT OF CUSTOMER SATISFACTION WITH ICE HOCKEY SERVICES IN KAUNAS
3.1. Gaps model of service quality
Perhaps the most obvious reason why customer satisfaction and loyalty research is so important in the overall process is that it provides the customers with means to communicate directly to company management with respect to their individual needs and concerns and this, in turn, assures the organization that the quality standards, it has established, truly reflect the “voice of the customer” and not just the “company line”. Customer satisfaction and loyalty research helps companies maximize long-term profitability through reaping the „lifetime value“ of its customers. The goal is not to maximize customer satisfaction or customer loyalty, but to optimize customer satisfaction and customer loyalty. Companies can drive customer satisfaction higher and higher by improving quality, reducing prices and improving service – but this road can lead to bankruptcy of the company. The goal of each company should not be higher and higher levels of satisfaction, but rather, a level of a satisfaction that optimizes a company„s long-term profitability. Gaps model of service quality by Parasuraman et al. (1985) is used to make these longer- term improvements in customer satisfaction (Fig. 21).
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Word of Mouth Personal needs Past Experience
CUSTOMER Customer expectations for service quality Customer
gap (5)
Management perceptions of customer expectations
COMPANY
Standarts Retailer specifying service communications to be delivered Gap 4 about service Gap 1 Gap 3 quality
Actual service delivered
Gap 2 Customer perceptions of service quality
Fig. 21. Gaps model of service quality Source: the figure has been created by the author, based on A. Parasuraman et al. (1985)
So SERVQUAL (service quality gap model) will be used in this master thesis to: Identify the gaps between customer expectation and the actual services provided at different stages of service delivery; Close the gaps and improve the customer service. There is a gap in each company, and that leads to poor quality of service and customer dissatisfaction with the company‟s services. There are a total of five identified gaps: one customer‟s gap and four company‟s gaps. Gap 1 (the listening gap) means – not knowing what customers expect:
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inadequate marketing research orientation; lack of upward communication; insufficient relationship focus; inadequate service recovery. Gap 2 (the design and standards gap) – not having the right service designs and standarts: poor service design; absence of customer driven standards; Inappropriate physical evidence and services gap. Gap 3 (the service performance gap) – not delivering to service standards: deficiencies in human resource policies; customers do not fullfil roles; problems with service intermediaries; failure to match supply and demand. Gap 4 (the communication gap) – not matching performance to promises: lack of integrated services marketing communications; ineffective management of customer expectations; overpromising; inadequate horizontal communications. Customer gap (5). The difference between what the customer expects from the service and how he evaluates the service. The central focus of the the customer gap, the difference between customer expectations and perceptions. Expectations are the reference points customers have coming in to a service experience. Perceptions reflect the service as actually received. According to R. Zhou, A. Pritchard (2009), SERVQUAL instrument is considered to be a reliable way of assessing the existance of customer gap and the size of it. The strength of this model is that it shows the general weaknesses and solutions that are easily adaptable to all markets. The authors also acknowledge that there may be a number of failures and adaptation of this model, so it is especially important for any company to take into account its objectives using the model of the proposed solutions. According to this model, it is the most important gap, which is influenced by the remaining four gaps. This gap is repealed, removing further listed company‟s gaps. Company’s gaps: Gap 1: Lack of knowledge of what customers expect (managerial perception gap); Gap 2: Failure to select the proper design and service standards (service quality gap); Gap 3: Failure to maintain the standard of service (service provision gap);
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Gap 4: Failure to maintain the promised service level (external communication gap). The model is divided into two parts (upper and lower) in terms of who‟s position are we looking. The upper part is the customer‟s perception (customer gap), the lower part is company‟s employee perception (organization gap). The strength of the model is that it shows the common weaknesses and solutions that are easily adaptable to all markets. There may be a number of failures and adaptation of this model, so it is very important for each company to take into account their objectives using the solutions of this model.
3.2. Customer gap of hockey schools in Kaunas
Customer gap difference between the customer‟s expectations of service quality and the quality of services received. Ideally, the expectations should match the quality of service, but in reality, this is hardly happens. It is an essential gap of this model, which is necessary to remove in order to provide a good service. Customer expectations for services expected, are influenced by word of mouth communication – an informal and strongest communication channel. Consumers often take advise from others whom they consider friend rather than service provider. Personal needs: the need intensity of customers influence the expectations. A relaxed customer may expect quality of high level compared to a customer who is hard pressed for time. For hockey schools in Kaunas, people want to receive high quality service for less money. In the current economic situation and the deterioration of financial conditions in ice hockey schools the reduction of marketing budget, further management decisions are provided to this gap. Although the gap is low and statistically insignificant, but in the current situation the companies can increase customer satisfaction by improving service quality, as it is much less cost-intensive than larger changes in promotions or other popular marketing means. Service quality dimensions refer to the psychological dimensions that form the basis of a customer‟s perceived quality of service: reliability, responsiveness, assurance, empathy, and tangibles. The most important service quality dimension to ice hockey schools‟ customers is reliability. Reliability is defined as the ability to perform the promised service dependably and accurately. In other words, it means doing what you say you will do. Customers sometimes are not satisfied with the hockey school for not delivering proper services. The hockey schools have always be ready to offer good service for the client. Responsiveness is the willingness to help customers and to provide prompt service. Customers judge company‟s responsiveness by assessing the amount of time it takes and the attentiveness that is offered in response to their requests, questions, complaints, and problems. Ice
48 hockey schools in Kaunas shoud take this dimension into consideration and to respond quickly to requests or complaints of their customers. The third dimension of service quality is assurance. Assurance is defined as employees‟ knowledge and courtesy and the ability of the organization and its employees to inspire trust and confidence. The assurance dimension is important in service organizations like ice hockey schools, because teaching children needs a lot of experience and knowledge of the trainers that work there. So both ice hockey schools must offer their clients only professional ice hockey trainers, that could provide the best service. Empathy is defined as the caring, individualized attention the company provides its customers. Customers perceive the level of a company‟s empathy by the degree of personalized service offered. Customers want to be known on an individual basis and feel that the company understands and addresses their individual needs. Small company like PI “Griunvaldas” can win the competition with the bigger companies by focusing on empathy. Showing concern for a clients that have talented children, but they don‟t have a lot of money to pay for the services, is a way to improve the overall perceived service quality. The final dimension of service quality is tangibles. Tangibles are defined as the appearance of physical facilities, equipment, personnel and communication materials. Service industries such as ice hockey schools, rely heavily on tangibles. So the schools must look not only at the service provided, but also to invest into newer equipment, physical environment. So in overall, it can be said, that companies need to perform well on all dimensions of service quality to insure a positive overall evaluation.
3.3. Company gaps of hockey schools in Kaunas
Analyzing the company gaps of hockey schools in Kaunas, we take into the account companys‟ and conducted market analysis and analysis of the empirical results. Both analyzed hockey schools in Kaunas have such company gaps: Gap 1: Lack of knowledge of what customers expect; Gap 2: Failure to select the proper design and service standards; Gap 3: Failure to maintain the standard of service; Gap 4: Failure to maintain the promised service level. The elimination of Gap 1. Gap 1 – lack of knowledge of what customers expect. This gap can be divided into sub- problems: ignorance of what customers expect (customer research problems); lack of communication “from the bottom-up”;
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lack of attention to relations with customers; the lack of fixing quality of services. Ignorance of what customers expect. In order to accurately identify customer wants and needs it is essential to make company‟s existing or potential customer inquiries, and not rely on assumptions or other research. Each company, though engaged in similar activities, has its unique features, so customers can also be different. No research before was ever accomplished in hockey schools in Kaunas. So customer researches must be carried out for hockey schools in Kaunas. As cheap means of research it is suggested to use complaint management. Complaint management is documentation and storage of customers‟ complaints, which are then used for the finding out the most common places for inappropriate services. In the future the quality of service can be accurately tracked. But this method is not a very common one, because few people are likely to complain directly to the company. In addition to this research, we have to do additional customer researches. One of such researches can be relationship research. This method investigates the customer„s views on all aspects of the service: service, price and quality. Hockey schools compete intensely by offering exceptional service and improving service quality. Hockey schools can use SERVQUAL questionnaire as one of the methods of future investigations to investigate company„s quality service. SERVQUAL method is quite easy to use and apply. You only have to remember that in order to get a realistic picture of the current relationship researches, they must be carried out once a year. So this research could be used for ice hockey schools in Kaunas every year. Lack of communication “from the bottom-up”. Equally important is the communication “from the bottom-up” – the movement of communication when director receives information from lower-level employees. This communication takes place in hockey schools, but not very much. Most commonly the interaction goes between the staff and director by informing of the changes that have already been decided and so on. For this reason, the communication “from the bottom-up” needs to be improved. Proposals for decisions taken by the director may be made in the meetings. Additional benefits of such a research is specific nature of the service staff, customer understanding. Other benefits are: employees feel more understood, the overall team spirit is felt that motivates. A staff suggestion system can be installed. Service personnel every day faces customers directly and knows their needs and views the best. Higher-level executives should encourage employees to express their views and negative opinion freely, without fear. It is necessary to evaluate good deals initiators by giving them bonuses. This is to encourage reluctant to express their views, create a friendlier working environment.
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Lack of attention to relations with customers. Customer Relationship Management- retention and enhancement of communication with existing customer giving a particular focus on existing customers rather than new customers. Customer relationship management enables to set who are company‟s customers, how they behave, what they expect from the company. Support of existing relationship helps to build customer loyalty, and these customers bring the most revenue. Successful segmentation is partly determine good relations with customers. Correctly identified customers of the company let the company to analyze better the thinking of these segments, behavior and customize the services offered specifically for each segment. Ice hockey school „Baltų ainiai“ is open for quite a long time, so it already knows the segment of its customers. And PI „Griunvaldas“ sometimes faces the problem, especially when they have the new employees. The management doesn„t bother themselves to explain to every new employee the segment of clients, so the new workers can„t satisfy the customer„s needs properly. The resolution of this problem could be hiring the psychologists to write a form containing information on the psychology of customer„s segments, motivations that encourage to buy one or another service and so on. The advices should be given on how to better serve the specific segment. This information must be given to each new employee of the company. In the current business environment, the new CRM (Customer Relationship Management) system is being installed. Thanks to this system the information about company‟s clients is being collected and stored. The information collected through CRM allows to customize proposals, services and communications for each customer individually. Hockey schools in Kaunas don‟t have such CRM system. That is mainly because the companies are pretty small, so they don‟t see the need for CRM system. Failure to maintain the promised service level. In all markets, there are customer complaints about the company‟s activities. Some of the complaints are based, others are influenced by the client‟s character, false perceptions about the service and so on. The research questionnaire corresponds to the problem of reliability dimension. Analysis of the data revealed that both hockey schools correct their services rightly – the repairness of services meet expectations or even exceed them. People always complain about the services given by one or another company. And if the employees won„t respond to such complaints, this reaction can lead to customer dissatisfaction with the whole company and its services. So it is especially important to train employees how to handle such situations. All new employees must be made aware of the complaints management. The best thing is to prepare a printed memo to employees with information on how to properly correct the service. The items included in the memo could be: respond quickly, not argue with the customer, explain the problem and its steps and etc.
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The elimination of Gap 2. Gap 2 – failure to select the proper design and service standards. The sub-problems are: bad service design; service standards are not oriented to the customer; inadequate physical evidence. Bad service design. Service design is all service process. It includes the customer‟s greeting at the hockey schools, if necessary, the granting of aid, information and etc. Both ice hockey schools have set standarts how to communicate with the customer, how to give information and etc. As both schools are for non-profit organizations, the discounts and promotions are not being applied. Service standards are not oriented to the customer. The company‟s standarts are being treated successfully when they are oriented towards the customer. Customers‟ demands are determined by observation or through certain tests and calculations. The given services in both hockey schools in Kaunas, are pretty much similar. Both companies didn‟t do any researhes on what services are demanded by customers the most. Customers should get more information about the services offered. Inadequate physical evidence. Some premises of both hockey schools need some cosmetic maintenance. Also PI “Griunvaldas” rents premises from shopping centre “Akropolis” so the premises are not very comfortable and good for children that train here. The dressing rooms are cold, so it‟s not very healthy for the children too. The elimination of Gap 3. Gap 3 – failure to maintain the standards of service. This gap includes: problems in human resource management; customers do not perform their role; the inability to manage supply and demand. Problems in human resource management. Human resource management is strategic, coherent and comprehensive approach to the organization‟s human resource management and development. Human Resource Management areas: organization design and effectiveness, recruitment, earnings management, business performance management, compensation, responsibilities, labor relations policies, flexibility, quality and culture management. Currently, ice hockey schools do not have a person directly responsible for human resource management. Cost savings and the relatively small size of the company “Griunvaldas” influenced the decision not to recruit a person responsible for the human resource management. Now the director himself is responsible for that. Company “Baltų ainiai“ doesn‟t have such person either.
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Currently on the market there is a high turnover of staff. Companies are not willing to invest in workers who have a high probability to quickly change the workplace. Companies tend to lower costs and this reflects in personnel – staff-training decreased, wages got lower. PI “Griunvaldas” and PI “Baltų ainiai“ also face these problems. As a result, service staff can feel underrated. It lowers their enthusiasm for the work, doesn„t encourage loyalty to the company and cause other problems. In terms of quality of service, it is especially important for both companies to become a sought-after employers and retain employees. For PI “Griunvaldas” and PI “Baltų ainiai” that serve customers„ need professionally, it is important to have a person responsible for staff. He would be responsible for the recruitment, motivation system design and development, developing ongoing training. It is necessary to install convenient staff rest places, because PI “Griunvaldas” does not have any. Many staffing changes require substantial resources but it can be noted that personnel management is one of the most important topic of quality service and directly affects customer satisfaction. Customers do not perform their role. Customers are an integral part in the process of the provision of services. Service process will not be going on without them. Customer role is quite clear and simple, so the company is not exposed to customers not doing their role. Until now, the companies precisely position what services are for what clients. This ensures the customers„ contingent management. Promotional articles about ice hockey were odered to educate the public about the services offered. The inability to manage supply and demand. Both organizations operate in business-to- customer market, where there‟s not a lot of intermediaries. Specifically, the companies provide services directly. PI “Griunvaldas” and PI “Baltų ainiai” do not confront with the problem of intermediaries. The indirect service intermediaries are the companies “Akropolis” and “Ledo arena” which rent the ice rinks, but their activities have not raised any issues. All other services performed by the company without intermediaries. Demand and supply values are related on the service seasonality. Factors influencing the demand and supply can be daily, weekly, monthly, season, most of the festivities. These factors can be easy identified by the companies when demand is the highest. The company‟s goal is to balance supply and demand. Both organizations exist in the market, which is characterized by seasonal fluctuations, although they are not very large. Rebound in demand is clearly visible in winter time, because ice hockey is a winter game.
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However, both companies do no confront with the service and supply management problem, because the flow of people do not suddenly increase that the staff won‟t be able to handle this. Both companies should carry out sales promotion thereby increasing demand, when noticing a slowdown in the sales. The elimination of Gap 4. Gap 4 –failure to maintain the promised service level. This gap includes: problems in lack of integrated marketing communications; unreasonable promises; inadequate horizontal communication; ineffective management of customer expectations. Problems in lack of integrated marketing communications. Integrated marketing communication is a consolidation of all marketing communication messages and tools in order to communicate in a common, consistent and reliable message that supports the brand‟s objectives. In order for the company to implement a successful integrated marketing communication, we must ensure that all the company‟s advertising, employees, communicating with customers, merchandise, and other elements, communicate single message to the customers. Both organizations should use the Branding Triangle given by P. Kotler and K. L. Keller (2006) (see Figure 22).
Fig. 22. The Branding Triangle Source: P. Kotler, K. L. Keller (2006) 54
This triangle can be adapted by both companies. It describes the sources that the message could be transmitted in order to maintain overall communication and how the sources communicate with each other. External communication is clearly visible to customers. It includes sales, sales promotion, pricing and advertising. Both companies advertise mostly in their websites, on Facebook or in hockey schools. The advertising is mostly done in autumn time, when the new groups of children are composed. The biggest problem of PI “Griunvaldas” is the company‟s website, which is absent. Photos and other information are on Facebook page only (see Fig. 23). But more information is desirable.
Fig. 23. The PI „Griunvaldas“ Facebook profile Source: PI „Griunvaldas“ (2014)
Having only Facebook profile, but not the website, can eliminate potential customers that don„t have a Facebook profile, so the company should take into consideration to create the website page. PI “Baltų ainiai“ has some information on their website, but it is very limited too, containing just the most neccessary information (see Fig. 24).
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Fig. 24. The website page of PI „Baltų ainiai“ Source: PI „Baltų ainiai (2014)
The company also has Facebook page with more information and photos (see Fig. 25). Thus, the photo is not of the best quality and it is not attracted. PI „Baltų ainiai“ should update both their website and their Facebook profile to make them more attractive to the client.
Fig. 25. The website page of PI „Baltų ainiai“ Source: PI „Baltų ainiai (2014)
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In comparison with the websites of the competitors, the website of „Baltų ainiai“ looks very poor. It has no photos too. The design of the website also needs some innovations. In those technologic times, when the customers seek information online, the website for PI “Griunvaldas” must be created and the website of PI “Baltų ainiai” must be updated. Internal communication includes staff motivation and training, in order that they serve customers well. It is also important for executives to communicate with employees and vice versa. Motivation is an area that requires a lot of attention and innovation. Communication between managers and service personnel have been discussed in terms of the first gap. It also needs attention and implementation of some changes. Interactive communication describes the staff's ability to serve customers. During the service, the customer, while communicating with the staff, performs a conscious and unconscious service supplier assessment, which determines if the customer decides to become a loyal customer of the company or not. The customers judge not only the giving service in the companies, but also, they judge how the staff communicates with them. The staff must be very polite, serve the customer needs and give all the necessary information. The staff in both companies should be presented by psychologic information how to deal with the customers. The executives should evaluate the work and communication process of the staff and give them proper feedback. Now when the companies faces financial difficulties, it‟s easier than to arrange seminars or special courses. Unreasonable promises. Spreading the message about the company itself, either directly or indirectly, provide the customer with some kind of promises. After the service, the customer‟s expectations can be satisfied of dissatisfied. Dissatisfied expectations usually means that the customer no longer requires the services of the company, and searches for alternatives. Therefore, it‟s important to spread only realistic message with promises that will actually be implemented. The customers of PI “Baltų ainiai” and PI “Griunvaldas” expect to be served fast and polite. They will be given the necessary support. From the results of research, it is seen, that customers don‟t have this problem – they are satisfied with the reliability of the schools. Both companies should continue to spread similar messages, which realistically reflect the companies‟ services. The main message are currently advertising on Facebook. Facebook can give a lot of information and also, many people can share this information. So Facebook is a very powerful tool of marketing advertising. Advertising design also implicitly defines the positioning of the hockey schools, and what level of service you should expect. Inadequate horizontal communication. According to B. R. Jewels (2000, p. 56), horizontal communication is the contact between the people present at one level of the organization.
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It is the co-ordination in nature and include information sharing, conflict or disposal problems of the organization. PI “Griunvaldas” and PI “Baltų ainiai“ are not big companies. The staff of higher level and top-level staff is limited. It‟s easy for them to exchange information, thus avoiding major problems. Service personnel communicates with each other rather smoothly. Informal communication is also important for efficient operation of the company, so directors should organize Christmas party or other holidays or field trips for all employees at least once a year. Ineffective management of customer expectations. V. A. Zeithaml, M. J. Bitner and D. D. Grembler (2009) devide customer expectations about the desired service to long-term expectations enhancers (eg: expectations influenced by of others), personal needs, direct promises (eg: advertising, personal selling), implicit promises (such as object with physical expression), and recommendations of acquaintances and previous experience. The companies are significant contributors to the formation of customer expectations. Since the companies are not exposed to the problem of unreasonable promises, it can be said that customer expectations are managed quite effectively. Hockey schools‟ employees should be encouraged to continue to work in this way, because happy customers often spread information by word of mouth, and this is considered one of the most reliable sources of information about the company between the customers. So in conclusion, it can be said that we could see from the research that PI “Baltų ainiai” was chosen by the majority of parents because the school belongs to Kaunas municipality and that gives confidence to many respondents. It is also expected that this organization will meet all the standards and provide qualified services. Price is the most important factor in choosing a service, also it is wanted that the service will give satisfaction. Security also plays a significant role in the sport of ice hockey, as the injuries during training are very common. So the special precautions must be taken. In PI “Griunvaldas” price is very important for customers. It sould be affordable, but not less important than the service provided. It has to be of high quality and meet all requirements and standards. In order to meet customer expectations, both organization should motivate their employees. Also they can organize some courses. In all cases, companies need to encourage staff to continue to work in this way, because happy customers‟ information is often spread by word of mouth, and this is considered one of the most reliable sources of information about the company by customers.
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3.4. The model of improving customer satisfaction
The main problems in PI “Griunvaldas” and PI “Baltų ainiai” were observed by analyzing GAPS model. The solutions on how to remove these gaps are presented in Table 4.
Table 4
The gaps and solutions
Problem The size of a problem Solutions Gap 1 and its elimination Not knowing what the Exsists, but it‟s not very critical Customer complaints management; customers want SERVQUAL tests. The lack of communication Exists, but not very critical Listening to staff opinion; “from the bottom-up” Stimulation of staff‟s attitudes and offers expression. The lack of attention to Not a big problem, it could be Written information to employees relations with customers improved in the future about the psychology of customers‟ segment; Implementation of a CRM system in the future. Failure to maintain the It‟s not a big problem but the Special training of staff to respond to promised service level employees have to be trained complaints. Gap 2 and its elimination Bad service design Doesn‟t exist - Service standards are not Exsists, but not a big problem Standards must be carried out on the oriented to the customer information at the companies‟ promotions and news; Staff must tell clients all information they are interested. Inadequate physical Exsists Staff has to provide the customer with evidence attention when it is clearly needed; Staff has to give customers detailed information they need. Gap 3 and its elimination Human resource Exsists Recruitment of employee responsible management for personnel; Creation of consistent motivation, training and so on system; Creation of command spirit. Customers do not perform Doesn‟t exist - their role The inability to manage Doesn‟t exist - supply and demand Table 4 continued on the next page
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Table 4 continued on the next page
Problem The size of a problem Solutions Gap 4 and its elimination The lack of integrated Exists Increased focus on advertising; marketing communications Website creation for PI “Griunvaldas” and website updating for PI “Baltų ainiai“; Staff training. Unreasonable promises Doesn‟t exists, but the reasonable Same text messaging maintenance in promises must be kept the future. Inadequate horizontal Exists Stimulation of informal communication communication; Information sharing, conflict or disposal problems of the organization. Ineffective management of Exists, but it‟s not big This problem could be eliminated by customer expectations improving human resources in the companies. Source: the table has been created by the author
Customer expectations to service are shaped by his experience, the reviews of others and advertising. The customer will always compare the quality of the service provided to their previous expectations. If the quality of service given meets the customer‟s expectations or even exceed them, customers are satisfied and are likely to choose the same provider, but if the quality does not meet the expectations, the clients are frustrated and can start looking for other alternatives.
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RESULTS AND CONCLUSIONS
1. The evaluation of customer satisfaction helps us to evaluate the main factors influencing the satisfaction in certain services. By evaluating them we can direct the appropriate steps to the removal of the factors that cause dissatisfaction, that means, that each organization can manage their resources more effectively. This is good for the service providers of public services, but customers„ satisfaction measurement is not yet widely used as an instrument for the improvement of operational efficiency. But it is very likely that over time, customer service, customer orientation and customer satisfaction measurement will become an integral part of the public sector organizations. 2. Customer satisfaction can be measured in various ways. Both quantitative and qualitative research methods can be used for that. Quantitative methods are concerned with customer satisfaction measurement and directly relate a public service customer satisfaction survey methodology presented by Lithuanian Interior Ministry. The data collected during the measurement, which helps to assess what percentage of users are satisfied with the services. 3. Lithuanian Ministry of Interior regularly carries out customer satisfaction evaluation studies in public administration with a purpose – to analyze customers‟ satisfaction in public organizations and informs the public about the results. 4. Lithuanian legislation does not provide for mandatory quality management methods, public administration organizations are left to their freedom of choice. In order to improve the quality of public services, it is necessary to assess what kind of quality assurance initiatives and appropriate quality management methods are currently implemented in Lithuanian public administration. 5. From the research of customer satisfaction in sport services survey we can see that not all organizations, supported by municipalities provide high-quality services. That„s why the customers are not always satisfied with the services, that is, PI „Baltų ainiai“ supported by Kaunas city municipality provides not as qualified services than PI „Griunvaldas“. „Griunvaldas“ services are much more expensive that„s why the customers are unsatisfied. PI „Griunvaldas“ does not receive funding from the municipality, that„s why they cannot lower the prices. For the lower price, most customers prefer PI „Baltų ainiai“. 6. PI „Baltų ainiai“ keep customer satisfaction by cheaper classes, convenient location and reliability of organization. Many respondents chose for their children „Baltų ainiai“ services since this school depends Kaunas city municipality and this is a respectable and trusty thing for the customer. It is also expected that this organization will meet all the standards and
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provide qualitative services. Although, as the results of the research shows, the notoriety of the organization is not always means a positive customer satisfaction.
Recommendations
1. Ministry of the Interior of the Republic of Lithuania should increase its focus on the topic of customer satisfaction management: to use foreign experience in researching the needs of customers and to achieve more effective management of customer satisfaction, by involving customers in the development of general services policy, decision-making and public administration and service delivery and continuous evaluation of the service process. Also the Ministry should organize events (seminars and conferences), put the information in publications and website to promote the application of quality management models in the public administration sector. 2. Kaunas City Municipality by using foreign countries experience should use the regulations of Citizens Charter, which well-define quality of service requirements, namely, to help the formation of sports services. In view of the basic provisions of the Charter, Kaunas City Municipality would help the users of public sports services to get more satisfying sports services. Kaunas City Municipality should review the funding of public sports organizations. 3. PI “Griunvaldas” should systematically improve the technical quality of the service, open its website and do more advertising to attract more customers. Also it has to pay more attention to the price, i. e. look for opportunities to get funding from the municipality to reduce the cost of the services, attract new customers and increase customer satisfaction with services. Also the author of this master thesis recommends to do periodic customer surveys to investigate the quality of service. To collect not only information about customer needs, but also analyse them. All employees shoud participate in this process. In this case the organization can become a significant competitive. 4. PI “Baltų ainiai“ should systematically improve the technical quality of the services by improving employees‟ psychological knowledge, organize training courses for the coaches. In this case, the conflicts between employees and customers, when the service in customer‟s opinion is given not qualitatively, would be avoided. It is also recommended to do periodic surveys of consumer satisfaction and analyze them. This would help to improve the quality of services to attract more customers and keep existing ones.
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LIST OF REFERENCES
1. Berry, L. L., Parasuraman A. and Zeithaml, V. A. (1993). Ten lessons for improving service quality // Marketing Science Institute, Report No. 93-104, May. 2. Best, R. J. (2010). Customer Satisfaction Score. Internet access:
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17. Gupta, A. K. (2011). A Conceptual JIT Model of Service Quality // International Journal of Engineering Science and Technology, Vol. 3, No. 3. 18. Jewell, B. R. (2000). An Integrated Approach to Business Studies. USA: Longman. 19. Hoppers, W. (2006). Non-formal education and basic education reform: a conceptual review. Paris: International Institute for Educational Planning. 20. Kang, G., James, J. (2004). Service quality dimensions: an examination of Grönroos‟s service quality model // Managing Service Quality, Vol. 14, no 4. 21. Kaunas Ice. Internet access: http://www.kaunasice.lt/>, (accessed April 8th, 2014). 22. Kotler, P. and Keller, K. L. (2006). Marketing management. 12th edition. New Jersy: Prentice Hall. 23. Knihti, H. (2010). Receiving and using different sources of customer feedback for improvement // VA kokybės iniciatyvos. Internet access:
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32. Sport and Physical Activity (2010). Eurobarometer Special Service // European Commision, Belgium. Internet access:
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47. Удовлетворенность потребителей и клиентов // Marketdata. Москва, 2005-2013. Internet access:
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ANNEXES
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ANNEX 1
VARTOTOJŲ PASITENKINIMO PASLAUGOMIS APKLAUSOS ANKETA
1. Kiek laiko Jūsų vaikas naudojasi teikiamomis ledo ritulio paslaugomis?
o 3 metus; o 1-2 metus; o maţiau nei 1 metus.
2. Kaip daţnai Jūsų vaikas lanko ledo ritulio treniruotes?
o 4-5 kartus per savaitę; o 2-3 kartus per savaitę; o 1 kartą per savaitę; o 2 kartus per mėnesį; o 1 kartą per mėnesį.
3. Kodėl Jūsų vaikas lanko ledo ritulio treniruotes?
o nori būti fiziškai stipresnis; o patinka treniruotis; o nori siekti gerų rezultatų; o nori pasiekti sportinių aukštumų; o patinka sportuoti komandoje; o patinka varţytis ir dalyvauti varţybose; o verčia tėvai.
4. Ko Jūsų vaikas tikisi iš ledo ritulio treniruočių?
o tikisi sustiprėti fiziškai; o pasiekti gerų rezultatų; o išmokti ţaisti ledo ritulį; o išmokti geriau bendrauti su bendraamţiais; o tikisi pripaţinimo ir sportinių pasiekimų įvertinimo.
5. Ar Jūsų vaiko lūkesčiai patenkinami?
o labai patenkinami; o patenkinami; o nei patenkinami, nei nepatenkinami; 68
o nepatenkinami; o visiškai nepatenkinami.
6. Kokie veiksniai Jums yra svarbiausi vertinant teikiamas ledo ritulio paslaugas?
Teiginys Labai Svarbu Nei svarbu, nei Nesvarbu Visai svarbu nesvarbu nesvarbu 6.1. įstaigos ţinomumas O O O O O 6.2. patogi vieta O O O O O 6.3. prieinama kaina O O O O O 6.4. draugų, artimųjų, paţįstamų O O O O O nuomonė ir rekomendacijos 6.5. kainos ir paslaugų kokybės santykis O O O O O 6.6. įstaigos trenerių patirtis O O O O O 6.7. motyvacija O O O O O 6.8.pasitenkinimas įstaigos teikiamomis O O O O O paslaugomis 6.9. pasitikėjimas įstaiga O O O O O
7. Įvertinkite ledo ritulio paslaugas pagal pateiktus aspektus.
Teiginys Labai Svarbu Nei svarbu, nei Nesvarbu Visai svarbu nesvarbu nesvarbu 7.1. pasitenkinimas įstaigos teikiamomis O O O O O paslaugomis 7.2. kainos ir paslaugų kokybės santykis O O O O O 7.3. prieinama kaina O O O O O 7.4. darbuotojų pagarbumas O O O O O 7.5.paslaugos prieinamumas O O O O O 7.6. paprastas ir patogus paslaugos O O O O O pateikimo būdas 7.7. darbuotojų kompetencija O O O O O 7.8. įstaiga yra patikima, turi gerą O O O O O reputaciją 7.9. paslauga atitinka iš anksto numatytus O O O O O reikalavimus ir standartus 7.10. greitai sprendţiamos iškilusios O O O O O problemos
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7.11. paslauga suteikiama saugiai O O O O O 7.12. suteikiama įranga ir priemonės yra O O O O O modernios 7.13. paslaugos taikomos atsiţvelgiant į O O O O O klientų norus
8. Kokios prieţastys lemia Jūsų vaiko lankymąsi ledo ritulio mokykloje? (Galimi keli atsakymų variantai) o noras būti sportišku; o noras būti sveikam; o noras gerai praleisti laiką; o noras siekti profesionalaus sporto aukštumų; o kita (įrašykite) ______.
9. Įvertinkite bendrą pasitenkinimą ledo ritulio paslaugomis? o labai patenkintas (a); o patenkintas (a); o nei patenkintas, nei nepatenkintas (a); o nepatenkintas (a); o labai nepatenkintas (a).
10. Ar ir toliau ketinate leisti savo vaikui lankyti ledo ritulį? Jei ne, paaiškinkite kodėl. o taip; o ne, nes ______; o neţinau.
11. Jūsų lytis? o vyras; o moteris;
12. Jūsų amţius? o 18-24; o 25-34; o 35-44; o 45-54;
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o 55 ir daugiau.
13. Jūsų socialinė padėtis? o Samdomas darbuotojas (a); o Studentas (ė); o Namų šeiminininkė; o Verslininkas (ė); o Pensininkas (ė).
14. Vienam šeimos nariui tenkančios pajamos per mėnesį (Lt)? o iki 500; o 501-1500; o 1501-3000; o 3001 ir daugiau.
DĖKUI UŽ ATSAKYMUS!
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ANNEX 2
QUESTIONNAIRE OF CUSTOMER SATISFACTION IN HOCKEY SERVICES
QUESTIONNAIRE
1. How long has your child been using ice hockey services? o 3 years; o 1-2 years; o less than 1 year. 2. How often does your child goes to hockey classes? o 4-5 times a week; o 2-3 times a week; o 1 time a week; o 2 times a month; o 1 time a month. 3. Why does your child attend ice hockey classes? o wants to be physically stronger; o likes to workout; o wants to seek good results; o would like to achieve sports uplands; o likes to workout in team; o likes to compete and participate in competition; o parent enforcement. 4. What does your child expect from the ice hockey training? o wants to be physically stronger; o wants to seek good results o wants to learn how to play ice hockey; o wants to learn how to communicate better with other children; o expects recognition and sporting achievement evaluation. 5. Are expectations of your child satisfied? o very satisfied; o satisfied; o neither satisfied nor unsatisfied; o unsatisfied; o very unsatisfied.
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6. Which factors are the most important for you in evaluating ice hockey services? Rate them, please. Statement Very Important Neither Unimportant Very important important unimportant nor unimportant 6.1. notoriety of organization O O O O O 6.2. convenient place O O O O O 6.3. affordable price O O O O O 6.4. knowledge and O O O O O recommendations of friends, relatives, acquintaints 6.5. price and quality of service O O O O O ratio 6.6. the experience of coaches O O O O O 6.7. motivation O O O O O 6.8.satisfaction with the O O O O O services provided by the organization 6.9. confidence in organization O O O O O
7. Please rate ice hockey services according to given aspects. Statement Very Importan Neither Unimportan Very important t important nor t unimportant unimportant 7.1. satisfaction with the O O O O O services provided by the organization 7.2. price and quality of service O O O O O ratio 7.3. affordable price O O O O O 7.4. staff courtesy O O O O O 7.5. access to service O O O O O 7.6. the manner of service O O O O O 7.7. employee competence O O O O O 7.8. reliability of service O O O O O 7.9. the certainty of service O O O O O 7.10. quick reaction to O O O O O problems 7.11. the safety of service O O O O O 7.12. modernity of service O O O O O 7.13. understanding the O O O O O customer 8. What are the reasons for the your child‟s attendance at a hockey school? o desire to be sporty; o desire to be healthy; o desire to spend good time; o desire to reach hights in sports; 73
o other______. 9. Rate overall satisfaction with the services of hockey. o very satisfied; o satisfied; o neither satisfied nor unsatisfied; o unsatisfied; o very unsatisfied. 10. Are you going to continue to allow your child to attend hockey classes? If not, please explain why. o yes; o no, because ______; o I don„t know. 11. Your sex? o male; o female. 12. Your age? o 18-24; o 25-34; o 35-44; o 45-54; o 55 and more. 13. Your social status? o employee; o student; o housewife; o businessman; o pensioner. 14. Family income per person per month (Lt)? o till 500; o 501-1500; o 1501-3000; o 3001 and more.
THANK YOU FOR YOUR TIME!
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ANNEX 3 RESULTS OF “GRIUNVALDAS” Questions Total 1. How long has your child been using ice hockey services? 3 years; 44% 1-2 years; 33% less than 1 year 23% 2. How often does your child goes to hockey classes? 4-5 times a week; 77% 2-3 times a week; 22% 1 time a week; 1% 2 times a month; 0% 1 time a month. 0% 3. Why does your child attend ice hockey classes? wants to be physically stronger; 32% likes to workout; 18% wants to seek good results; 12% would like to achieve sports uplands; 10% likes to workout in team; 4% likes to compete and participate in competition; 23% parent enforcement. 1% 4. What does your child expect from the ice hockey training? wants to be physically stronger; 21% wants to seek good results 20% wants to learn how to play ice hockey; 40% wants to learn how to communicate better with other children; 2% expects recognition and sporting achievement evaluation. 17% 5. Are expectations of your child satisfied? very satisfied; 29% satisfied; 58% neither satisfied nor unsatisfied; 10% unsatisfied; 2% Very unsatisfied 1% 6. Which factors are the most important for you in evaluating ice hockey services?
Rate them, please. 6.1. notoriety of organization: Very important; 16% Important; 30% Neither important, nor unimportant 29% Uninportant 23% Very unimportant 12% 6.2. convenient place Very important; 5% Important; 12% Neither important, nor unimportant 23% Uninportant 54% Very unimportant 6% 6.3. affordable price Very important; 22%
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Important; 37% Neither important, nor unimportant 12% Uninportant 13% Very unimportant 16% 6.4. knowledge and recommendations of friends, relatives, acquintaints Very important; 20% Important; 13% Neither important, nor unimportant 37% Uninportant 23% Very unimportant 7% 6.5. price and quality of service ratio Very important; 44% Important; 34% Neither important, nor unimportant 18% Uninportant 3% Very unimportant 1% 6.6. the experience of coaches Very important; 38% Important; 50% Neither important, nor unimportant 10% Uninportant 1% Very unimportant 0 6.7. motivation Very important; 19% Important; 38% Neither important, nor unimportant 36% Uninportant 5% Very unimportant 2% 6.8.satisfaction with the services provided by the organization Very important; 16% Important; 44% Neither important, nor unimportant 37% Uninportant 2% Very unimportant 1% 6.9. confidence in organization Very important; 35% Important; 34% Neither important, nor unimportant 27% Uninportant 3% Very unimportant 1% 7. Please rate ice hockey services according to given aspects. 7.1. satisfaction with the services provided by the organization Very important; 40% Important; 45% Neither important, nor unimportant 10% Uninportant 3% Very unimportant 2% 7.2. price and quality of service ratio Very important; 23% Important; 30% Neither important, nor unimportant 40% Uninportant 6%
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Very unimportant 1% 7.3. affordable price Very important; 68% Important; 30% Neither important, nor unimportant 2% Uninportant 0 Very unimportant 0 7.4. staff courtesy Very important; 21% Important; 56% Neither important, nor unimportant 13% Uninportant 7% Very unimportant 3% 7.5. access to service Very important; 18% Important; 34% Neither important, nor unimportant 44% Uninportant 2% Very unimportant 2% 7.6. the manner of service Very important; 21% Important; 25% Neither important, nor unimportant 47% Uninportant 3% Very unimportant 4% 7.7. employee competence Very important; 30% Important; 20% Neither important, nor unimportant 36% Uninportant 9% Very unimportant 5% 7.8. reliability of service Very important; 20% Important; 29% Neither important, nor unimportant 44% Uninportant 6% Very unimportant 1% 7.9. the certainty of service Very important; 55% Important; 32% Neither important, nor unimportant 10% Uninportant 2% Very unimportant 1% 7.10. quick reaction to problems Very important; 10% Important; 20% Neither important, nor unimportant 40% Uninportant 20% Very unimportant 10% 7.11. the safety of service Very important; 43% Important; 25%
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Neither important, nor unimportant 23% Uninportant 6% Very unimportant 3% 7.12. modernity of service Very important; 23% Important; 33% Neither important, nor unimportant 43% Uninportant 1% Very unimportant 0 7.13. understanding the customer Very important; 40% Important; 21% Neither important, nor unimportant 33% Uninportant 5% Very unimportant 1% 8. What are the reasons for the your child‟s attendance at a hockey school? desire to be sporty; 35% desire to be healthy; 18% desire to spend good time; 15% desire to reach hights in sports; 32% 9. Rate overall satisfaction with the services of hockey. very satisfied; 29% satisfied; 58% neither satisfied nor unsatisfied; 10% unsatisfied; 2% very unsatisfied. 1% 10. Are you going to continue to allow your child to attend hockey classes? If not, please explain why. yes; 78% no, because ______; 6% I don„t know. 16% 12. Your age? 18-24; 1% 25-34; 7% 35-44; 70% 45-54; 20% 55 and more. 2% 13. Your social status? employee; 48% student; 7% housewife; 5% businessman; 37% pensioner. 3% Family income per person per month (Lt)? till 500; 0 501-1500; 43% 1501-3000; 35% 3001 and more. 22%
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ANNEX 4 RESULTS OF “BALTŲ AINIAI“
Questions Total, % 1. How long has your child been using ice hockey services? 3 years; 54% 1-2 years; 22% less than 1 year 24% 2. How often does your child goes to hockey classes? 4-5 times a week; 55% 2-3 times a week; 20% 1 time a week; 10% 2 times a month; 15% 1 time a month. 0% 3. Why does your child attend ice hockey classes? wants to be physically stronger; 21% likes to workout; 27% wants to seek good results; 10% would like to achieve sports uplands; 4% likes to workout in team; 17% likes to compete and participate in competition; 21% parent enforcement. 0% 4. What does your child expect from the ice hockey training? wants to be physically stronger; 36% wants to seek good results 30% wants to learn how to play ice hockey; 15% wants to learn how to communicate better with other children; 3% expects recognition and sporting achievement evaluation. 16% 5. Are expectations of your child satisfied? very satisfied; 27% satisfied; 38% neither satisfied nor unsatisfied; 21% unsatisfied; 9% Very unsatisfied 5% 6. Which factors are the most important for you in evaluating ice hockey services?
Rate them, please. 6.1. notoriety of organization: Very important; 32% Important; 21% Neither important, nor unimportant 22% Uninportant 16% Very unimportant 10% 6.2. convenient place Very important; 35% Important; 22% Neither important, nor unimportant 20% Uninportant 15% Very unimportant 8% 6.3. affordable price Very important; 70% 79
Important; 15% Neither important, nor unimportant 15% Uninportant 0 Very unimportant 0 6.4. knowledge and recommendations of friends, relatives, acquintaints Very important; 22% Important; 33% Neither important, nor unimportant 21% Uninportant 13% Very unimportant 11% 6.5. price and quality of service ratio Very important; 55% Important; 21% Neither important, nor unimportant 12% Uninportant 5% Very unimportant 5% 6.6. the experience of coaches Very important; 21% Important; 15% Neither important, nor unimportant 45% Uninportant 15% Very unimportant 4% 6.7. motivation Very important; 33% Important; 26% Neither important, nor unimportant 41% Uninportant 0 Very unimportant 0 6.8.satisfaction with the services provided by the organization Very important; 23% Important; 18% Neither important, nor unimportant 57% Uninportant 1% Very unimportant 1% 6.9. confidence in organization Very important; 44% Important; 25% Neither important, nor unimportant 25% Uninportant 5% Very unimportant 1% 7. Please rate ice hockey services according to given aspects. 7.1. satisfaction with the services provided by the organization Very important; 55% Important; 21% Neither important, nor unimportant 11% Uninportant 3% Very unimportant 0% 7.2. price and quality of service ratio Very important; 33% Important; 23% Neither important, nor unimportant 44% Uninportant 0
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Very unimportant 0 7.3. affordable price Very important; 60% Important; 33% Neither important, nor unimportant 6% Uninportant 1% Very unimportant 0 7.4. staff courtesy Very important; 37% Important; 45% Neither important, nor unimportant 10% Uninportant 6% Very unimportant 2% 7.5. access to service Very important; 10% Important; 20% Neither important, nor unimportant 49% Uninportant 12% Very unimportant 9% 7.6. the manner of service Very important; 12% Important; 18% Neither important, nor unimportant 30% Uninportant 13% Very unimportant 27% 7.7. employee competence Very important; 14% Important; 14% Neither important, nor unimportant 25% Uninportant 29% Very unimportant 18% 7.8. reliability of service Very important; 21% Important; 33% Neither important, nor unimportant 25% Uninportant 3% Very unimportant 18% 7.9. the certainty of service Very important; 34% Important; 46% Neither important, nor unimportant 10% Uninportant 6% Very unimportant 4% 7.10. quick reaction to problems Very important; 32% Important; 20% Neither important, nor unimportant 41% Uninportant 5% Very unimportant 2% 7.11. the safety of service Very important; 44% Important; 36%
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Neither important, nor unimportant 20% Uninportant 0 Very unimportant 0 7.12. modernity of service Very important; 15% Important; 18% Neither important, nor unimportant 67% Uninportant 0 Very unimportant 0 7.13. understanding the customer Very important; 45% Important; 28% Neither important, nor unimportant 20% Uninportant 5% Very unimportant 2% 8. What are the reasons for the your child‟s attendance at a hockey school? desire to be sporty; 40% desire to be healthy; 25% desire to spend good time; 28% desire to reach hights in sports; 7% 9. Rate overall satisfaction with the services of hockey. very satisfied; 18% satisfied; 43% neither satisfied nor unsatisfied; 26% unsatisfied; 12% very unsatisfied. 1% 10. Are you going to continue to allow your child to attend hockey classes? If not, please explain why. yes; 67% no, because ______; 9% I don„t know. 24% 12. Your age? 18-24; 2% 25-34; 7% 35-44; 65% 45-54; 23% 55 and more. 3% 13. Your social status? employee; 52% student; 7% housewife; 12% businessman; 25% pensioner. 4% Family income per person per month (Lt)? till 500; 2% 501-1500; 60% 1501-3000; 28% 3001 and more. 10%
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