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CHAPTER I
INTRODUCTION
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1.1 INTRODUCTION
In business, getting people in the door is a key to success. But an even bigger
challenge you’ll face is to keep customers coming back. A buyer who makes one
purchase is likely an impulse buy or a buy from need. Buyers who make repeat
purchases are customers you can serve for years to come. That’s why you can’t
discount the benefits of good customer service. Great service makes your
customers feel that you care about developing a long-term relationship that means
more than just making a sale. One of the main benefits of good customer service is
that it persuades people to do business with your company more than once. Repeat
sales are not accidental, and without creating a positive customer experience,
buyers will go elsewhere. One of the advantages of good customer service is that it
creates personal connections with your target audience.

When you treat buyers with kindness and respect, you develop a relationship that
makes your customers reluctant to go elsewhere with their business. But the
advantages of good customer service don’t just stop during a transaction, whether
on the phone or in person. By taking an additional step such as sending a thank-you
email after each purchase, you confirm the value of buyers regardless of the
amount of their purchase. Boosting your company’s reputation is another of the
advantages of good customer service. Customers often talk about their experience
when dealing with businesses, especially if it's unusually good or poor. By
delivering strong customer service, you're making use of the effective marketing
tool known as word-of-mouth advertising. Customers will be happy to tell their
friends and relatives about how well your business has taken care of them,
resulting in additional advertising at no cost to you. As a small business, you
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simply may not be able to afford to offer the low prices that the corporate chain
stores around the corner charges. One of the hidden benefits of good customer care
is that by providing excellent customer service, you can offset the effect of your
higher prices by offering a better customer experience. When your company has
earned the reputation of providing high-end customer service, it gives you the
leeway to charge more for your products and services because your buyers will pay
a premium to feel valued and wanted. What separates you from the competition?
Sure, you may offer slightly different products or services but unless you have an
astounding unique selling proposition, you need to take advantage of the benefits
of good customer care. In a time where customers often complain about the lack of
service or the feeling that they mean little to a business, providing excellent
customer service can set you apart from your competitors. By emphasising
customer service in your marketing strategy and then backing it up, you’ll set
yourself apart from companies that don’t deliver on their promises, creating a sense
of uniqueness about your business. The benefits of good customer care can also
impact the kind of work environment you create at your company. When your
employees see that you emphasise customer service and all that goes into it, which
includes respect for others, kindness, and going the extra mile, they will feel more
connected to the values and principles on which your company is founded. This
can lead to a more pleasant environment and make employees feel good about
what they do. The Jan Aushadhi Scheme (Public Medicine Scheme) is a direct
market intervention scheme launched by the Department of Pharmaceuticals,
Ministry of Chemicals and Fertilizers, Govt. of India, to make available quality
generic medicines at affordable prices to all citizens through a special outlet known
as Jan Aushadhi Store (JAS) opened in each district of the States. Around 108 such
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outlets have been in operation as in September 2015. Jan Aushadhi stores have
been set up to provide generic drugs, which are available at lesser prices but are
equivalent in quality and efficacy as expensive branded drugs.

1.2 SIGNIFICANCE OF THE STUDY

The purpose of the study is to find out the Service delivery process as it is a special
process describing a complete and integrated approach for performing a specific
project type. It provides a complete end-to-end lifecycle (for it's scope) and can be
used as a reference for running projects with similar characteristics.
Service definition is key to service management. Service definition enables both
the customer and the service provider to know what to expect and not expect from
a service.

1.3 OBJECTIVES OF THE STUDY

● To study the effectiveness of employees role in service delivery.
● To identity methods adopted by Jan Aushadhi in building effectiveness in
service delivery.
● To identity and detect the problems regarding Jan Aushadhi in service
delivery.
● To study the growth of Jan Aushadhi store as a result of method
improvements in service delivery by the employees.
● To study the customer satisfaction in service delivery of the employees

1.4 PERIOD OF THE STUDY

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A period of the study is 21 days.

1.5 SCOPE OF THE STUDY

This particular study is to identify the employee’s role in the service delivery by
studying the strategies for delivering service quality through people
customer-oriented service delivery. A culture of service is an organisational culture
that prioritise customer service in all goals, decisions, actions, and everyday
operations. Developing a service culture is very important in all organisations .A
service culture cannot be developed overnight, and there is no easy way to sustain
a service culture. The human resource and internal marketing practices can develop
a service culture over time. Because many service are delivered by people in real
time, closing the service performance gap is heavily dependent on human resource
strategies. The successful execution of such strategies begins with the development
and nurturing of a true service culture throughout the organisation.

1.6 LIMITATION OF THE STUDY

● Due to the Covid19 pandemic it is difficult to travel and to collect more

information.
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● Some respondents did not cooperate with the researcher during the data
collection period.
● The opinion, behaviour and attitudes of the respondents reflected in this
study are restricted to the duration of the research and are subjected to
change with the passage of time.

1.7 RESEARCH METHODOLOGY

The focus of this research work is to primarily study on the positive impact of
employees role in the service delivery of Jan Aushadhi Medicals and also the
effectiveness of improvements in the service delivery of the employees.

1.7.1 RESEARCH: Research is a careful consideration of study regarding a

particular concern or problem using scientific methods.

1.7.2 RESEARCH DESIGN: It is the study designed to depict the participants in

an accurate way. It is all about describing people who take part in the study. It is a
valid method for researching specific subjects and as a precursor to more
quantitative study.

1.7.3 RESEARCH METHODOLOGY: Research methodology is the specific

procedures or techniques used to identify, select, process and analyse information
about a topic.
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1.7.4 POPULATION OF THE STUDY

The target population for the study includes the employees of Jan Aushadhi
Medicals. There are a total of 60 employees in the organization.

1.7.5 SAMPLE: A sample is a group of people, objects or items that are taken from
a larger population for measurement.

1.7.6 SAMPLE SIZE: Sample size is a count the individual samples or

observations in any statistical settings such as scientific experiments or a public
opinion survey.

1.7.7 SAMPLING TECHNIQUE: A sample size of 60 employees was selected for

the data collection on the basis of convenience sampling. Convenience sampling is
a non-probability sampling method that relies on data collection from population
members who are conveniently available to participate in study.

1.7.8 METHOD OF DATA COLLECTION

PRIMARY DATA
Primary data is a type of data that is collected by researchers directly from main
sources through surveys, experiments.

SECONDARY DATA
Secondary data is the data that has already been collected through primary sources
and made readily available for researchers to use for their own research.
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1.7.9 TOOLS USED FOR THE STUDY

Tools used for the study is quantitative in nature, the findings were presented in
descriptive statistics involving tables, bar charts and pie charts. The collected data
was analysed using the following tools:

BAR CHART: A bar chart or bar graph is a chart is a chart or graph that present
categorical data with rectangular bars with heights or lengths proportional to the
values that they represent.
PIE CHART: A type of graph which a circle is divided into sectors that each
represent a proportion of the whole.

LINE GRAPH: A line graph is a graph which uses line to connect individual data
points that display quantitative values over a specified time interval. Line graphs
use data point markers that are connected by straight lines to aid in visualisation.

PERCENTAGE ANALYIS
After the data is collected, it is then recorded, tabulated and edited accurately. Here
percentage analysis test is applied for analysing and interpreting data. It is an
important test of significance developed by statistician. As a non- parametric test, it
can be used to determine whether the categorical data shows dependency or if they
are independent.
Percentage =No. of respondents / Total No. of respondents X 100

MEAN COMPARISON METHOD

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MEAN

Arithmetic mean is the most popular average. It is obtained by dividing the sum
total of the value of item with its number.
Mean = Total of weighted Responses/Total number of Response

CHAPTER II
INDUSTRY PROFILE&
COMPANY PROFILE
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2.1 INDUSTRY PROFILE

The pharmaceutical industry discovers, develops, produces, and markets drugs or

pharmaceutical drugs for use as medications to be administered (or self-administered) to
patients, with the aim to cure them, vaccinate them, or alleviate the symptoms.
Pharmaceutical companies may deal in generic or brand medications and medical
devices. They are subject to a variety of laws and regulations that govern the patenting,
testing, safety, efficacy and marketing of drugs. The pharmaceutical industry of today is
experiencing unprecedented challenges and rapid transformation. For the purposes of
this text, the pharmaceutical industry includes the producers of pharmaceutical products
and their chain of service providers, including professional consultants, material and
equipment suppliers, contract manufacturers, and any other entities that are involved in
delivering regulated medicines (e.g., drug substance and products, whether chemically
or biologically based, supplied as tablets, liquids, or injectables, or delivered by a
medical device. The pharmaceutical industry is facing disruptive changes as headwinds
continue from many sources, such as cost containment and accessibility initiatives by
payers, governments, and health care insurance organizations. These forces are creating
a challenging business environment by controlling pricing and promoting generic
alternatives, as well as presenting obstacles to bringing innovative drugs to market. Cost
pressures are mounting at the same time as remarkable scientific innovation and
technology applications are offering significant opportunities to develop new therapies
Change has been constant for the pharmaceutical industry, which has steadily evolved
from a multinational base (1950s and 1960s) through global (1970 to 1990s) to
international (2000 to present). The pharmaceutical industry has transformed from a
strong product-based, local presence to an increasingly international presence, seeking
cost advantages by leveraging parent company capabilities through worldwide adoption
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and a partner-friendly “health solution” focus. Rapidly evolving science and

engineering innovations have also provided steady opportunities to modernise and

transform manufacturing platforms to gain economic advantages and deliver greater

levels of product differentiation and quality. The strategic implications for timely and
cost-effective delivery of new facilities are growing. As margins continue to be
squeezed, an organisations capital deployment capacity becomes more prominent. In
addition, these strategic implications put pressure on the manufacturing organization to
anticipate and implement quality and capacity improvements to support business
objectives. New facilities, whether owned by innovator companies or operated through
contractors, are being forced to be highly efficient while balancing the need to meet
quality requirements and the ability to deliver product sustainably
Several characteristics distinguish the pharmaceutical industry from other industries. A
newly released pharmaceutical agent is usually available only by physician prescription.
Patients in effect transfer decision-making authority on the appropriateness of
medications for their ailments to the gate-keeping physicians (or pharmacists and nurses
in some countries). Generally, a prescription may become available OTC (i.e., without
physician prescription) for a non-chronic condition that is relatively easy to
self-diagnose and has low potential for harm from self-medication under conditions of
widespread availability. Another important industry characteristic is the availability
of health insurance coverage for prescribed medications. Most often, private insurers or
government entities subsidize retail drug purchases. Consumers make a co-payment (a
fixed sum for each prescription regardless of the full price) or pay a coinsurance (a
fixed percentage of the full price) that is less than the full market price. Co-payments
tend to vary depending on the drug classification. Consumer payment of far less than
full cost of prescriptions creates the familiar “moral hazard” (excessive use) problem.
The Centers for Disease Control (CDC) estimated that in 2005 more than 130 million
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Americans got prescriptions monthly. Physicians acting as the decision maker for
patients and health insurance coverage of prescriptions create a market with
fairly “inelastic product demand.” An inelastic product demand means that

buyers’ percentage change in quantity purchase decisions are relatively insensitive to a

given percentage price change that brought it about. Pharmaceutical product demand
elasticity estimates vary depending on many factors, including the setting (e.g.,
inpatient versus outpatient or military versus non-institutional population), brands
versus generics, stringency of regulatory and provider reimbursements, and the strength
of the consumption habits of consumers. The future pharmaceutical industry faces
multi-faceted challenges that include setting and enforcing manufacturing standards;
rapid patent expiration of widely used brand drugs; unregulated parallel trades that
ignores intellectual property rights; highly fluid and unregulated Internet sales; shortage
of pharmaceutical scientists; biotechnology drugs and genetically engineered products;
ineffective post-marketing surveillance; foreign manufacturing, regulatory, and pricing
challenges of drugs for major diseases afflicting developing countries (e.g., AIDS and
malaria); and counterfeit products.
India is the largest provider of generic drugs globally. Indian pharmaceutical sector
supplies over 50% of global demand for various vaccines, 40% of generic demand in
the US and 25% of all medicine in the UK. Globally, India ranks 3rd in terms of
pharmaceutical production by volume and 14th by value. The domestic pharmaceutical
industry includes a network of 3,000 drug companies and ~10,500 manufacturing units.
India enjoys an important position in the global pharmaceuticals sector. The country
also has a large pool of scientists and engineers with a potential to steer the industry
ahead to greater heights. Presently, over 80% of the antiretroviral drugs used globally to
combat AIDS (Acquired Immune Deficiency Syndrome) are supplied by Indian
pharmaceutical firms.
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Medicine spending in India is projected to grow 9 12% over the next five years, leading
India to become one of the top 10 countries in terms of medicine spending.
Going forward, better growth in domestic sales would also depend on the ability of
companies to align their product portfolio towards chronic therapies for diseases such as

such as cardiovascular, anti-diabetes, anti-depressants and anti-cancers, which are on

the rise.
The Indian Government has taken many steps to reduce costs and bring down
healthcare expenses. Speedy introduction of generic drugs into the market has remained
in focus and is expected to benefit the Indian pharmaceutical companies. In addition,
the thrust on rural health programs, lifesaving drugs and preventive vaccines also
augurs well for the pharmaceutical companies.
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2.2 COMPANY PROFILE

JAS have been opened across the country. The normal working hours of JAS are 8 AM
to 8 PM. All therapeutic medicines are made available from Jan Aushadhi Stores. Jan
Aushadhi stores also sell allied medical products commonly sold in chemist shops so as
to improve the viability of running the Jan Aushadhi store. A prescription from a
registered medical practitioner is necessary for purchase of schedule drugs. The Jan
Aushadhi initiative will make available quality drugs at affordable prices through
dedicated stores selling generic medicines which are available at lesser prices but are
equivalent in quality and efficacy as expensive branded drugs. Promote greater
awareness about cost effective drugs and their prescription. Make available unbranded
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quality generic medicines at affordable prices through public-private partnership.

Encourage doctors, more specifically in government hospital to prescribe generic
medicines. Enable substantial savings in health care more particularly in the case of
poor patients and those suffering from chronic ailments requiring long periods of drug
use. The aim of JAS is to make available quality generic medicines to all at affordable
prices through JAS opened in each district of all the states. The aim currently seems
farfetched. It is obvious that the concerned do not seem to have the will to bring in the
generic era. Mere lip sympathy seems to be prevailing and real action is missing. Those
responsible for its implementation are conveniently looking the other way. Those at the
helm of affairs have to prove their commitment to the cause if generics are to be
popularized in our country. Jan Aushadhi campaign 2015-2016 was planned with
brainstorming sessions and discussions with various stakeholders and strategic action
plan. Yet, the JAS has neither been a hot topic in the media nor any political speech.
Although Pharmacy Council of India has taken some steps to implement the JAS, it is
observed that due to lack of campaigning and awareness about the scheme, the program
is unsuccessful and more attention is needed for a better outcome to make this scheme
successful.

The basic task is to enable people to lead a healthy, good quality life. This we achieve
through our rich range of products and services – with prescription pharmaceuticals,
self-medication products, with cosmetic and animal health products, and with our
health-resort services, with investment in people and the environment, and through
sponsorship and donations. Our knowledge, our abilities, our capability to innovate, our
productivity and our ingenuity enable us to be fast. We want to be first. Not just in sales,
but in discovering the markets’ new needs. We can do this by successfully shortening
the development process, swift acquisition of registration documentation and our
harmonised production and distribution. With our responsiveness and the ability to
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adapt we overcome the obstacles in our path, be they of a marketing or legislative

nature. We can cope with any and all challenges – regardless of the size and the site of
the project. Using flexible solutions, we make sure our partners can rely on us.
It is a fast-growing Indian Pharmaceuticals Company engaged in developing &
marketing a broad range of pharmaceuticals globally and fast-growing Indian
Pharmaceuticals Company engaged in developing & marketing broad range of
pharmaceuticals globally.

Making quality medicines available at affordable prices for all, particularly the poor and
disadvantaged, through exclusive outlets "Jan Aushadhi Medical Store", so as to reduce
out of pocket expenses in healthcare. Vision & Mission. Create awareness among public
regarding generic medicines. Create demand for generic medicines through medical
practitioners. Create awareness through education and awareness program that high
price need not be synonymous with high quality. Provide all the commonly used generic
medicines covering all the therapeutic groups. Provide all the related health care
products too under the scheme.
Vision is to bring down the healthcare budget of every citizen of India through
providing Quality generic Medicines at Affordable Prices.

The Jan Aushadhi initiative will make available quality drugs at affordable prices
through dedicated stores selling generic medicines which are available at lesser prices
but are equivalent in quality and efficacy as expensive branded drugs. Promote greater
awareness about cost effective drugs and their prescription. Make available unbranded
quality generic medicines at affordable prices through public-private partnership.
Encourage doctors, more specifically in government hospital to prescribe generic
medicines. Enable substantial savings in health care more particularly in the case of
poor patients and those suffering from chronic ailments requiring long periods of drug
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use. Ensure access to quality medicines, extend coverage of quality generic medicines
so as to reduce the out of pocket expenditure on medicines and thereby redefine the unit
cost of treatment per person. Create awareness about generic medicines through
education and publicity so that quality is not synonymous with only high price A public
programme involving Government, PSUs, Private Sector, NGO, Societies, Co-operative
Bodies and other Institutions create demand for generic medicines by improving access
to better healthcare through low treatment cost and easy availability wherever needed in
all therapeutic categories.

CHAPTER III
REVIEW OF LITERATURE &
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THEORITICAL FRAMEWORK

3.1 REVIEW OF LITERATURE

1. Suresh Koshy (1995), in his Boston University paper, The Effect of TRIPS on Indian
Patent Law: “A Pharmaceutical Industry Perspective” explains the importance of patent
compliance with TRIPS and how it affects Indian pharmaceutical industry. He was of
the opinion that the industry should have used the provision of ten-year grace period
effectively with active assistance from the government of India to prepare them ready
and competent with the rest of the world. Government should have helped the industry
with various fiscal and monetary incentives to make strong R&D before the actual
implementation of TRIPS in 2005. The paper further discusses about creating an
atmosphere of reformed patent laws and relaxed drug control regulations for companies
to cap prices for new drug research that ensures a steady supply of new medications to
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consumers and highlighted the example of Japan’s technological development and

patent reform.

2. Jean O. Lanjouw (1997), in the Yale Universitydiscussion paper, The Introduction of

Pharmaceutical Product Patents in India: “Heartless Exploitation of the Poor and
Suffering” claims India won’t be benefitted much by introducing product patent
because; in India the drug accessibility is an issue to almost 70 per cent or so of its
population.

3. Work by Himmel(2001)
Found that majority of patients seemed to be familiar with the term “generic drug”.
Majority of them expressed negative feelings towards generics with regard to their
quality and efficacy. They perceived inexpensive drugs to be inferior and were not
satisfied with doctors’ information on substitution. Researched the Pharmaceuticals
Situation in India and how theGeneric medicines.

4. Work by Iacocca(2003)
Found that customers had a strong preference for branded drugs/ medicines. In addition,
consumers exhibited high switching costs for prescription drugs. Brand loyalty is strong
enough for a group of consumers such that manufactures do not lower prices. Patients
have a strong personal preference toward specific brand drugs. The brand loyalty was
strong for the manufacturers to not lower the prices.

5. Work by Balsara (2004)

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Found Australian senior consumers’ mistrust in generic medicines was due to factors
like – mistrust in foreign generics, doubts about their equivalence, lack of uniform
information and confusion in packaging and labelling.

6. SanjeeveChandran et al. (2005), in their paper, Implication of New Patent Regime on

Indian Pharmaceutical Industry: “Challenges and Opportunities” argues that the absence
of strong patent protection and encouraging reverse chemical process engineering for
molecules already invented is responsible for poor R&D orientation, lack of
professional expertise in new chemical entity development and lesser exposure to
conducting advanced clinical trials by pharmaceutical industry in the country. The
report further claims that there was very little or no effort was invested in the original
drug discovery research leading to new drug molecules. It also maintains that more 90
per cent companies in India do not have sufficient capital or technology to initiate new
drug research. Irrespective of the fact that the report suggests the edge exists for Indian
pharmaceutical companies only if they are into continuous process of innovation and
introduction of new drug molecules.

7. SudipChaudhari (2005), in his IIMC, working paper, “TRIPS and Changes in

Pharmaceutical Patent Regime in India”, describes TRIPS wasn’t a natural acceptance

in the parliament but a forced presidential decree, this reflects the opposition to product
patent in India. It is said that product patent benefits only the inventor company, for
example the exorbitant cost of AIDS drugs (US$ 10,000/ year), however, the price later
crashed to US$ 350 to US$ 201/year only after due intervention from companies in
India, which followed only process patent. The report further examines that the
provision of compulsory licensing, which strike a balance between the private rights of
patentees and the socio-economic needs and objectives of its people. However, its
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interpretation is so unclear provides opportunities for patentees to manipulate the

process by litigation to prevent others from getting such licenses.

8. Sriram Venkataraman and Stefan Stremersch (2007) investigated the role of the most
important parameter of any drug that is the drug effectiveness and side effects
parameters and their relative position in the overall promotion efforts of statins,
gastrointestinal and coagulation drugs and erectile dysfunction drugs through the
physician panel level prescription data. The carryover effects of the sample dispensing
and the detailing with little varying intensity was enhanced by the high drug
effectiveness properties and low side effects. The effects of competitive prescription
were found to have positive influence on the own brand prescription.

9. SubbaRaoChanganti(2008), states in his book, “Pharmaceutical Marketing in India”,

that the country is spending as less as 1.9 per cent of sales on R&D as compared to 10 –
20 per cent spent by pharmaceutical companies in the developed world. The book
claims that the reason for such low R&D funding by Indian companies were due to low
profitability. He further maintains that there is an abysmally low record of drug
discovery in India; also, the earliest drug discovered in India was the public sector
undertaking. Therefore, he wonders why is it that in forty years the Indian
pharmaceutical industry could not introduce a handful of commercially successful new
drugs.

10. Work by Zara Latha(2010) conducted a survey of thirty five respondents from the
general public and students of Simon Fraser University, Vancouver, BC, Canada during
July 2005 with an objective to investigate the perception difference between the generic
drugs and branded drug efficacy, the difference in the tendency of consumers towards
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pricing of branded Vs generic drugs. The author also studied various factors affecting
the brand switchover in the non-prescription drug categories like brand name, price,
advertising, doctor prescription, past experience and promotion. The study mainly
considered the over the counter product categories namely analgesics and anti-cold
preparations. The author explored the impact of brand name on the decision making of
theconsumers / patients and doctors decision making is beyond the ^view of the paper.
The physician's recommendation remained the most important in case of the
prescription drug purchase unlike the non- prescription drugs where brand name was
found to be highly important amongst the other factors like price, recommendation by
family or friends. Corporate branding strategy was suggested for the post patient expiry
stage of a drug in order to extend the life span of the drug. The study suffered few
limitations like small number and nonspecific respondents, no clear demarcation of the
prescription and non-prescription drugs and non- involvement of the prescribers. Only
descriptive statistics were used for the data analysis.

11. Work by Singhal g.l. kotwani Anita and Nanda Arun (2011)
Conducted one of the first suchresearch studies, which compares the quality of four
commonly used drugs .Alprazolam,Cetrizine, Ciprofloxacin, Fluoxitine, available as
generics from "JanAushadhi Stores", with that of the respective leading brands, viz.,
Restyl, Alerid,Ciprobid and Fludac, from the market. This paper represents importance
of spreading-awareness on quality of generics, amongst the prescribers and the public as
well.

12. Work by Fraeyman(2012)

Studied the consumers’ perception of generic medicines in Belgium. It was found that
elder customers were confused about different packages, less educated consumers were
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not confident about quality and effectiveness of generic medicines. Consumers’

recognition of active substance in few generic were poor and consumers exhibited a
tendency to switch to generics due to high cost of branded medicines.

13. Work by Lee, Godwin, Kim and Lee (2015):

Conducted a cross- sectional using the data of the year 2008 Korean National Health
and Nutrition Examination Survey (KNHANES) to access the predictive factors for
patient satisfaction with pharmacy services. The author find that three out of four
patents expressed satisfaction toward pharmacy services. Middle to low family
incomes. The fair perception health, and employee insured individuals were significant
predictors of patient satisfaction with pharmacy services.

14. Work by Sandeep Kumar Gupta, Roopa Prasad Nayak, Surendra Kumar
Vidyarti(2015)
Carried out a cross-sectional study to explore the knowledge,attitude, and practice of
doctors towards generic medicines and concluding that good pe rcentageof doctors had
knowledge about generic medicines. They showed good attitude about-quality and
efficacy and majority of prescribed generic drugs.

15. Patricia Parades and other's research(2017)

On the factors influencing the prescribing behaviour in the antidiarrheal segment was
considered relevant and included in the review as their study covered diagnostic
uncertainty as one of the important parameter driving the physicians prescribing
behaviour.

Whether in the anti-diarrhoea drug category the rationale behind prescribing an anti
microbial was the knowledge of the drug effectiveness and the diagnostic uncertainty,
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was one of the major motive and it was ascertained that the main determinants of the
inappropriate prescribing, as claimed against the drug effect of drug promotion, was the
patients expectations of the treatment outcome.

16. Work by Alhuwitat and Salem (2017)

Suggested to create a direct impact on customer perceived value, satisfaction and
loyalty with the pharmaceutical services, the marketer-needs to build a strong
relationship with customers.
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3.2 THEORITICAL FRAMEWORK

The theory of human service delivery entails an understanding of how people work
within systems to deliver services. People are a resource unlike any other in that their
value and availability can be difficult to quantify. Services are judged partly by
subjective criteria, so understanding the quality that is provided by any service system
can be tricky. Theorists attempt to understand how to build the best system for the best
services.
Services are fundamentally intangible. They cannot be touched or handled. They exist
as events and cannot be resold or shared between parties. Delivering a service to a
person involves having a real person interact with her and meet her needs. For
delivering any service to a person, the system designer must first consider the human
element involved. The people delivering the service must be capable of interacting in a
positive and effective manner.
Given that services exist as events, they tend to be more variable than other products
that an organization can provide. The quality of one service to the next will differ more
sharply. Organizations can improve the quality and consistency of their services only by
great effort. A constant attempt must be made to gain customer feedback and to
understand the ways that service can be improved. Often it is necessary to institute a
training program.
The fundamental limit on the service that any organization can provide is the number of
people that it has in its workforce. One person can be stretched only so far in how many
tasks she can accomplish in a given amount of time. In order to increase the quality or
quantity of any service, it is often necessary to increase the people involved. The more
difficult the service, the more costly it will be.
Many theorists of human service delivery stress the importance of an internal credo or
ideology for an organization. In order to motivate the people delivering services, and to
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provide them with broad guidelines, it is necessary to communicate a greater mission.

By having a broader vision before them, people will be better able to process a diversity
of challenges and to justify their own work. Internal ideologies tend to work best by
being aspirational.
Service marketing mix refers to the combination of marketing activities an organization
engages in to promote and sell intangible services, as opposed to tangible products. In
addition to the four Ps of traditional product marketing — product, price, place and
promotion — the services marketing mix includes the three Ps of service marketing:
people, process and physical evidence. The services marketing mix is also referred to as
the extended marketing mix.
Unlike products, which are consumed independently from the individuals responsible
for creating them, people play an integral role in the consumption of services. Customer
satisfaction for services consumption is based upon the quality of interactions with the
personnel who provide the service. In addition to skills and knowledge relative to the
provision of services, services personnel must also have an aptitude for interpersonal
communication.
Process refers to the systems an organization implements in order to facilitate the
delivery of services. Efficient and effective processes allow service delivery personnel
to anticipate customer needs, identify and implement appropriate solutions, and respond
to customer feedback in order to improve service delivery. Service delivery processes
can improve customer satisfaction, increase customer retention, and increase the value
of a service offering.
Physical evidence refers to the tangible and intangible elements that comprise the
environment in which services are delivered. Tangible aspects of service delivery are
the physical elements of the service environment that influence customer opinions about
the overall service. For example, a clean and comfortable restaurant interior can
improve customers' perceptions of the dining experience. Intangible aspects of service
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delivery — such as reputation and the opinion's of other customers — are the
immaterial elements of service marketing that influence customer perceptions.

CONCEPT OF SERVICE DELIVERY

Service Culture is built on elements of leadership principles, norms, work habits and
vision, mission and values. Culture is the set of overriding principles according to
which management controls, maintains and develops the social process that manifests
itself as delivery of service and gives value to customers. Once a superior service
delivery system and a realistic service concept have been established, there is no other
component so fundamental to the long-term success of a service organization as its
culture.
Employee Engagement includes employee attitude activities, purpose driven leadership
and HR processes. Even the best designed processes and systems will only be effective
if carried out by people with higher engagement. Engagement is the moderator between
the design and the execution of the service excellence model.
Service Quality includes strategies, processes and performance management systems.
The strategy and process design is fundamental to the design of the overall service
management model. Helping the client fulfil their mission and supporting them in the
pursuit of their organizational purpose, must be the foundation of any service provider
partnership.
Customer Experience includes elements of customer intelligence, account management
and continuous improvements. Perception is king and constantly evaluating how how
both customer and end-user perceive service delivery is important for continuous
collaboration. Successful service delivery works on the basis that the customer is a part
 28

of the creation and delivery of the service and then designs processes built on that
philosophy
 29

BENEFITS OF GOOD SERVICE DELIVERY

Customer satisfaction – happy customers will recommend the business to others

through word of mouth or social media reviews. This could increase the market
share of the business. Satisfied customers are also less likely to leave a negative
review.
Customers are loyal and make repeat purchases – happy customers are more likely
to choose the same business the next time they need the same product or service.
This means the business will have customers with brand loyalty. Some businesses
promote repeat purchasing through the use of a loyalty scheme, where customers
are rewarded for regularly purchasing from the business.
Customers are willing to pay more money for a product – often, if a business has a
good reputation, it is able to charge higher prices than businesses with poor
reputations. This is likely to make the business more profitable.

IMPORTANTS OF GOOD DELIVERY

Provides value
Great customer service programs should focus on treating customers well,
answering questions and exceeding expectations. This approach helps businesses
engage customers and build strong relationships.

Retains customers
Keeping loyal customers is less expensive than getting new ones. Research shows
that it costs about five times more to attract new customers than to retain existing
 30

business. Satisfied customers become devoted buyers when a business is

trustworthy and provides good customer service. Research shows there is a 60% to
70% likelihood that satisfied customers will return to make new purchases.

Creates endorsements
Loyal customers provide positive endorsements and good online reviews that can
help businesses strengthen their brand. A loyal customer, on average, is 10 times
more valuable than their first purchase. Research shows that people often make
purchasing decisions based on recommendations from family and friends vs.
advertising messages. Here are four statistics:
Reduces employee turnover

Employees want to work for businesses that appreciate worker contributions,

encourage new ideas and treat customers fairly. When people work for an
employer that provides good customer service, they are more engaged in their
work. They become advocates for the business. Plus, they are more willing to stick
with the company through business challenges and economic changes. Prevents
business failure One of the contributing problems is poor customer service. Buyers
become frustrated over small problems that are not addressed. It happens when a
business does not have good customer service associates who follow up on
questions and promptly fill requests.

Effects of poor service delivery

 31

Poor service delivery and general poor government services lead to the decline of
resources, zero job opportunities, job losses and overall poor living conditions.
However, the service delivery issues in South Africa begin with the lack of
adequate infrastructure. This refers to the fundamental systems and facilities
needed to connect to the supply chain necessary for economic activity and
function. Poor service delivery in municipalities is caused by numerous factors, for
instance, municipalities are not financially self-sufficient and lack the necessary
infrastructure and resources to carry out their duties to the larger public.
 32

CHAPTER IV
DATA ANALYSIS & INTERPRETATION
 33

TABLE 4.1 SHOWING AGE OF THE EMPLOYEES

AGE OF THE NO OF PERCENTAGE(%)

EMPLOYEE RESPONDENTS
S
BELOW 25 11 18.3

25-30 18 30.0

30-40 23 38.3

ABOVE 40 8 13.3

TOTAL 60 100.0

Source : primary data

CHART NO 4.1 SHOWING THE AGE OF THE EMPLOYEES

 34

INTERPRETATION
18.3% of the respondents are below the age of 25. 30% of the respondents are
between 25 and 30. 38.3% of the respondents are between 30 and 40.13.3 % of the
respondents are above 40 years of age.
GENDER NO.OF PERCENTAGE(%)
OF THE RESPONDENTS
EMPLOYEE
MALE 39 65.0

FEMALE 21 35.O

TOTAL 60 100.0

TABLE 4.2 SHOWING THE GENDER OF THE EMPLOYEES

Source : primary data

 35

CHART 4.2 SHOWING THE GENDER OF THE EMPLOYEES

INTERPRETATION

65% of the respondents are male and the 35 % of the respondents are female

TABLE 4.3 SHOWING THE MONTHLY INCOME OF THE EMPLOYEES

MONTHLY NO OF PERCENTAGE(%)
INCOME OF RESPONDENTS
THE
EMPLOYEES
BELOW 10000 35 58.3

10000-20000 20 33.0
 36

ABOVE 20000 5 8.3

TOTAL 60 100.0

Source : primary data

CHART 4.3 SHOWING THE MONTHLY INCOME OF THE EMPLOYEES

INTERPRETATION
58.3% of the respondent’s monthly income is below 10000.33% of the
respondent’s monthly income is between 10000&20000.8.3% of the respondent’s
monthly income is above 20000.
TABLE 4.4 SHOWING THE INCOME CATEGORY OF THE EMPLOYEES

INCOME NO OF THE PERCENTAGE(%)

CATEGORY RESPONDENTS
OF THE
EMPLOYEES
APL 48 80.0
 37

BPL 12 20.0

TOTAL 60 100.0

Source : primary data

CHART 4.4 SHOWING THE INCOME CATEGORY OF THE EMPLOYEES

INTERPRETATION

80% of the respondents belong to the APL income category.20% of the

respondents belong to the BPL income category.
TABLE 4.5 SHOWING THE YEARS OF EMPLOYMENT OF THE
EMPLOYEES
YEARS OF NO OF PERCENTAGE (%)
EMPLOYMENT RESPONDENTS
LESS THAN 30 50.0
TWO YEARS
 38

LESS THAN 27 45.0

FIVE YEARS
LESS THAN 3 5.0
TEN YEARS
TOTAL 60 100.0

Source : primary data

CHART 4.5 SHOWING THE YEARS OF EMPLOYMENT OF THE

EMPLOYEES

INTERPRETATION
50% of the respondent’s years of employment is less than two years.45% of the
respondent’s years of employment is less than five years.5% of the respondent’s
years of employment is less than ten year.

TABLE 4.6 SHOWING THE IMPLEMENTATION OF SERVICE DELIVERY

 39

IMPLEMENTATION NO OF RESPONDENTS PERCENTAGE(%)

OF SERVICE
DELIVERY
IDENTIFY 16 26.7
BUSINESS &
COMMODITY
SERVICES
SOCIALISE ACROSS 23 38.3
ENTERPRISE
DEVELOP/EXECUT 19 31.7
E WORK PLAN
MEASURE SERVICE 2 3.3
DELIVERY
TOTAL 60 100.0

Source : primary data

CHART 4.6 SHOWING THE IMPLEMENTATION OF SERVICE DELIVERY

INTERPRETATION
 40

26.7 % of the respondents think the implementation of service delivery is

identifying business &commodity services.38.3% of the respondents think the
implementation of service delivery is socialising across enterprise.31.7 % of the
respondents think the implementation of the service delivery is develop/execute
workplan.3.3 % of the respondents think the implementation of service delivery is
by measuring service delivery.
 41

TABLE 4.7 SHOWING THE CHANGE IN METHOD OF SERVICE DELIVERY

METHOD OF NO OF PERCENTAGE(%)
SERVICE RESPONDENTS
DELIVERY
TELEPRACTICE 50 83.3

CONSULTATION 10 16.7

TOTAL 60 100.0
Source : primary data

CHART 4.7 SHOWING THE CHANGE IN METHOD OF SERVICE DELIVERY

INTERPRETATION

83.3% of the respondents think there is change in telepractice.16.7 % of the

respondents think there is change in the consultation.
 42

TABLE 4.8 SHOWING CHANGE IN OTHER METHODS OF SERVICE

DELIVERY
METHODS NO OF PERCENTAGE(%)
RESPONDENTS

THE STRUCTURE 28 46.7

OF INTERACTION

SERVICE 30 50.0
BOUNDARY

ALLOCATION OF 2 3.3
SERVICE TASKS
TOTAL 60 100.0

Source : primary data

CHART 4.8 SHOWING THE CHANGE IN METHODS OTHER SERVICE

DELIVERY

INTERPRETATION
 43

46.7% respondents think that there is change in the structure of interaction.50% of

the respondents think there is change in the service delivery. Only 3.3 % of the
respondents think there is change in the allocation of task.
TABLE 4.9 SHOWING THE EFFECTIVENESS OF THE METHODS OF
SERVICE DELIVERY
EFFECTIVENES NO OF PERCENTAGE(%)
S OF THE RESPONDENTS
METHODS OF
SERVICE
DELIVERY
YES 30 50.0

NO 30 50.0

TOTAL 60 100.0

Source : primary data

CHART 4.9 SHOWING THE EFFECTIVENESS OF METHODS OF SERVICE

DELIVERY
 44

INTERPRETATION
50% of the respondents think that the methods of service delivery are
effective.50% of the respondents do not think the methods in service delivery is
effective.
TABLE 4.10 SHOWING THE DEGREE OF EFFECTIVENESS OF THE
METHODS ADOPTED FOR SERVICE DELIVERY

DEGREE OF NO OF RESPONDENTS PERCENTAGE(%)

EFFECTIVENESS
OF THE METHODS
OF SERVICE
DELIVERY
VERY BAD 2 3.3

BAD 5 8.3

AVERAGE 22 36.7

GOOD 18 30.0

VERY GOOD 13 21.7

TOTAL 60 100.0

Source : primary data

CHART 4.10 SHOWING THE DEGREE OF EFFECTIVENESS OF THE

METHODS ADOPTED IN SERVICE DELIVERY
 45

INTERPRETATION

3.3% of the respondents think that the degree of effectiveness of service delivery is
very bad.8.3% of the respondents think that the degree of effectiveness of service
delivery is bad.36.7% of the respondents think the degree of effectiveness of
service delivery is average.30% of the respondents think the degree of
effectiveness of service delivery is good.21.7% of the respondent think that the
degree of effectiveness of service delivery is very good.
 46

TABLE 4.11 SHOWING THE BARRIER IN IMPROVING THE SERVICE

DELIVERY
BARRIER IN NO OF RESPONDENTS PERCENTAGE(%)
IMPROVING THE
SERVICE
DELIVERY
LACK OF 10 16.7
APPROPRIATE
HUMAN
RESOURCES
LACK OF 22 36.7
EXPERTISE OF
SERVICE
DELIVERY
COMPLEXITY OF 26 43.3
CUSTOMER
EXPERIENCE
LACK OF 2 3.3
ADEQUATE
RESOURCES
TOTAL 60 100.0
 47

CHART 4.11 SHOWING THE BARRIER IN IMPROVING THE SERVICE

DELIVERY

INTERPRETATION

16.7% of the respondents think that the lack of appropriate human resource is the
barrier in improving service delivery. 36.7% of the respondents think lack of
expertise is the barrier in improving service delivery. 43.3% of the respondents
think that the barrier is complexity in customer experience.3.3 % of the
respondents think the barrier is lack of adequate resources.
 48

TABLE 4.12 SHOWING THE NEED OF IMPROVEMENT IN SERVICE

PROVISION
NEED OF NO OF PERCENTAGE(%)
IMPROVEMENT RESPONDENTS
IN SERVICE
PROVISION
YES 40 66.7

NO 20 33.3

TOTAL 60 100.0

Source : primary data

CHART 4.12 SHOWING THE NEED OF IMPROVEMENT IN SERVICE

PROVISION

INTERPRETATION
 49

66.7% of the respondents think there is a need of improvement in service

delivery.33.3%of the respondents do not think there is a need of improvement in
service delivery.
TABLE 4.13 SHOWING THE SATISFACTION OF CUSTOMERS IN SERVICE
DELIVERY

SATISFACTION NO OF PERCENTAGE(%)
OF RESPONDENTS
CUSTOMERS
YES 55 91.7

NO 5 8.3

TOTAL 60 100.0

Source : primary data

CHART 4.13 SHOWING THE SATISFACTION OF CUSTOMERS IN SERVICE

DELIVERY
 50

INTERPRETATION
91.7% of the respondents think that the customers are satisfied with the service
delivery.8.3% of the respondents think that the customers are not satisfied with the
service deliver
TABLE 4.14 SHOWING THE GAIN OF COMPETITIVE ADVANTAGES
THROUGH IMPROVEMENT IN SERVICE DELIVERY
GAIN OF NO OF PERCENTAGE(%)
COMPETITIVE RESPONDENTS
ADVANTAGE
YES 25 41.7

NO 35 58.3

TOTAL 60 100.0

Source : primary data

CHART 4.14 SHOWING THE GAIN OF COMPETITIVE ADVANTAGE

THROUGH IMPROVEMENT IN SERVICE DELIVERY
 51

INTERPRETATION
41.7% of the respondents think that through improvement in service delivery
competitive advantages can be gained.58.3% of the respondents do not think that
improvement in service delivery competitive advantages can be gained.
TABLE 4.15 SHOWING THE GAIN OF BRAND AWARENESS THROUGH
BEST SERVICE DELIVERY PROVISION
GAIN OF NO OF PERCENTAGE(%)
BRAND RESPONDENTS
AWARENESS
YES 20 33.3

NO 40 66.7

TOTAL 60 100.0

Source : primary data

CHART 4.15 SHOWING THE GAIN OF BRAND AWARENESS THROUGH

BEST SERVICE DELIVERY PROVISION
 52

INTERPRETATION
33.3% of the respondents think that best service delivery provision builds brand
awareness.66.7% of the respondents do not think that the best service delivery
provision builds brand awareness.
TABLE 4.16 SHOWING THE KNOWLEDGE OF CUSTOMER SERVICE
REPRESENTATIVE

KNOWLEDGE OF NO OF PERCENTAGE(%)
CUSTOMER RESPONDENTS
SERVICE
REPRESENTATIVE
VERY BAD 3 5.0

BAD 9 15.0

AVERAGE 29 48.3

GOOD 11 18.3

VERY GOOD 8 13.3

TOTAL 60 100.0
Source : primary data

CHART 4.16 SHOWING THE KNOWLEDGE OF CUSTOMER SERVICE

REPRESENTATIVE
 53

INTREPRETATION

5% of the respondents think that the knowledge of the customer service

representative is very bad.15% of the respondents think that the knowledge of the
customer service representative is bad.48.3% of the respondents think that the
knowledge of the customer service representative is average.18.3 %of the
respondents think that the knowledge of the customer service representative is
good.13.3% of the respondents think that the knowledge of the customer service
representative is very good.
 54

TABLE 4.17 SHOWING THE QUALITY OF CUSTOMER SERVICE

REPRESENTATIVE
QUALITY OF NO OF PERCENTAGE(%)
CUSTOMER REPONDENTS
SERVICE
REPRESENTATIVE
VERY BAD 1 1.7
BAD 5 8.3
AVERAGE 36 60.0
GOOD 12 20.0
VERY GOOD 6 10.0
TOTAL 60 100.0
Source : primary data

CHART 4.17 SHOWING THE QUALITY OF CUSTOMER SERVICE

REPRESENTATIVE
 55

INTERPRETATION

1.7% of the respondents think that the quality of the customer service
representative is very bad.8.3% of the respondents think that the quality of the
customer service representative is bad.60% of the respondents think that the quality
of customer service representative is average.20% of the respondents think that the
quality of the customer service representative is good.10% of the respondents think
that the quality of the customer service representative is very good.
 56

TABLE 4.18 SHOWING THE CAPACITY OF CUSTOMER SERVICE

REPRESENTATIVE IN PROBLEM SOLVING

CAPACITY OF NO OF PERCENTAGE(%)
CUSTOMER RESPONDENTS
SERVICE
REPRESENTATIVE
VERY BAD 0 0
BAD 1 1.7
AVERAGE 20 33.3
GOOD 34 56.7
VERY GOOD 5 8.3
TOTAL 60 100.0
Source : primary data

CHART 4.18 SHOWING THE CAPACITY OF CUSTOMER SERVICE

REPRESENTATIVE IN PROBLEM SOLVING
 57

INTERPRETATION

No respondents think that the capacity of the customer service representative in

problem solving is very bad.1.7 % of the respondents think that the capacity of the
customer service representative is bad.33.3 % of the respondents think that the
capacity of the customer service representative is average.56.7% of the respondents
think that the capacity of the customer service representative is good.8.3% of the
respondents think that the capacity of the customer service representative is very
good.
 58

TABLE 4.19 SHOWING THE PROFICIENCY OF THE STAFFS IN DEALING

WITH THE CUSTOMERS

PROFICIENCY OF NO OF PERCENTAGE(%)
THE STAFFS IN RESPONDENTS
DEALING WITH
THE CUSTOMERS
VERY BAD 3 5.0
BAD 9 15.0
AVERAGE 29 48.3
GOOD 11 18.3
VERY GOOD 8 13.3
TOTAL 60 100.0
Source : primary data

CHART 4.20 SHOWING THE PROFICIENCY OF THE STAFFS IN DEALING

WITH THE CUSTOMERS
 59

INTERPRETATION

5% of the respondents think that the proficiency of the staffs is very bad in dealing
with the customers.15% of the respondents think that the proficiency of the staffs is
very bad.48% of the respondents think that the proficiency of the staffs are
average.18.3% of the respondents think that the proficiency of the staffs are
good.13.3 % of the respondents think that the proficiency of the staffs in dealing
with the customers are very good.
 60

TABLE 4.20 SHOWING THE AWARENESS OF THE STAFFS ABOUT THE

PROBLEMS (DISEASE) OF THE CUSTOMERS

AWARENESS OF NO OF PERCENTAGE(%)
THE STAFFS RESPONDENTS
VERY BAD 30 50.0

BAD 14 23.3

AVERAGE 6 10.0
GOOD 2 3.3

VERY GOOD 8 13.3

TOTAL 60 100.0
Source : primary data

CHART 4.20 SHOWING THE AWARENESS OF THE STAFFS ABOUT THE

PROBLEMS (DISEASE) OF THE CUSTOMERS
 61

INTERPRETATION

50% of the respondents think that the staffs are very bad in the awareness of the
problems (disease) of the customes.23.3% of the respondents think that the staffs
are bad in the awareness of the problems of the customers.10% of the respondents
think that the staffs are average in the awareness of the problems of the
customers.3.3% of the respondents think the staffs are good at the awareness of the
problems of the customers.13.3% of the respondents think that the staffs are very
good in the awareness of the problems of the customers.
 62

TABLE 4.21 SHOWING THE ACCURACY OF THE MEDICAL SUPPLY OF

THE STAFFS

ACCURACY OF NO OF PERCENTAGE (%)

THE MEDICAL RESPONDENTS
SUPPLY
VERY BAD 18 30.0

BAD 19 31.7

AVERAGE 6 10.0

GOOD 9 15.0

VERY GOOD 8 13.3

TOTAL 60 100.0
Source : primary data

CHART 4.21 SHOWING THE ACCURACY OF THE MEDICAL SUPPLY OF

THE STAFFS
 63

INTERPRETATION

30% of the respondents think that the staffs are very bad in accuracy of the medical
supply.31.7 % of the respondents think that the staffs are bad in accuracy of the
medical supply.10% of the respondents think that the staffs are average in accuracy
of the medical supply.15% of the respondents think the staffs are good at
accuracy.13.3% of the respondents think the staffs are very good at accuracy.
 64

TABLE 4.22 SHOWING THE CUSTOMER SATISFACTION TOWARDS

BILLING SYSTEM

CUSTOMER NO OF PERCENTAGE(%)
SATISFACTION RESPONDENTS
TOWARDS THE
BILLING
SYSTEM
YES 57 95.0

NO 3 5.0
TOTAL 60 100.0
Source : primary data

CHART 4.22 SHOWING THE CUSTOMER SATISFACTION TOWARDS THE

BILLING SYSTEM

INTERPRETATION
 65

95% of the respondents think that the customers are satisfied of the billing system.
Only 5% of the respondents think that the customers are not satisfied of the billing
system.
TABLE 4.23 SHOWING THE FRIENDLINESS OF THE STAFFS IN DEALING
WITH THE CUSTOMERS

FRIENDLINESS NO OF PERCENTAGE(%)
OF THE STAFFS RESPONDENTS
YES 34 56.7

NO 26 43.3

TOTAL 60 100.0

Source : primary data

CHART 4.23 SHOWING THE FRIENDLINESS OF THE STAFFS IN DEALING

WITH THE CUSTOMERS
 66

INTERPRETATION
56.7% of the respondents have the opinion that the staffs are friendly in dealing
with the customers.43.3% of the respondents think the staffs are not friendly in
dealing with the customers.
TABLE 4.24 SHOWING THE MOST LIKED SERVICE DELIVERY METHOD

MOST LIKED NO OF RESPONDENTS PERCENTAGE (%)

METHOD

INDIVIDUAL 10 16.7
TREATMENT
GROUP 5 8.3
TREATMENT
CO-TREATMENT 25 41.7

SKILLED 10 16.7
MAINTENANCE
TOTAL 60 100.0

Source : primary data

CHART 4.24 SHOWING THE MOST LIKED SERVICE DELIVERY METHOD

 67

INTERPRETATION

16.7 % of the respondent’s most liked service delivery method is individual

treatment.8.3% of the respondent’s most liked service delivery method is group
treatment.41.7% respondent’s most liked service delivery method is co
treatment.16.7 % of the respondent’s most liked service delivery method is skilled
maintenance.
 68

TABLE 4.25 SHOWING THE SERVICE QUALITY INCLUDES

STRATEGIES,PROCESSES AND PERFORMANCE MANAGEMENT SYSTEM
TABLE SHOWING NO OF PERCENTAGE(%)
SERVICE QUALITY RESPONDENTS
INCLUDES
STRATEGIES,PROCESSES
AND PERFORMANCE
MANAGEMENT SYSTEM
YES 56 93.3

NO 4 6.7

TOTAL 60 100.0
Source : primary data

CHART 4.25 SHOWING THE SERVICE QUALITY INCLUDES STRATEGIES,

PROCESSES AND PERFORMANCE MANAGEMENT SYSTEM
 69

INTERPRETATION
93.3 % of the respondents think service quality includes strategies, processes
&performance management. Only 6.7 % of the respondents do not think service
quality includes strategies, processes & performance management.
TABLE 4.26 SHOWING THE IDEA OF WHAT IMPROVES THE SERVICE
QUALITY
IDEA ON WHAT NO OF PERCENTAGE(%)
IMPROVES THE RESPONDENTS
SERVICE
QUALITY
ACCURACY 30 50.0

PATIENCE 27 45.0

FRIENDLINESS 3 5.0

TOTAL 60 100.0

Source : primary data

CHART 4.26 SHOWING THE IDEA OF WHAT IMPROVES THE SERVICE

QUALITY
 70

INTERPRETATION

50% of the respondents have the opinion that accuracy improves the service
quality.45% of the respondents think patience improves the service quality of the
store.5% of the respondents have the opinion that friendliness improves the service
quality of the store.
 71

TABLE 4.27 SHOWING THE RESULT OF GOOD SERVICE PROVISION

RESULT OF NO OF PERCENTAGE(%)
GOOD SERVICE RESPONDENTS
PROVISION
GENERATE 11 18.3
REPEAT
BUSINESS
ENHANCES 38 63.3
BUSINESS
REPUTATION
COMBATS 7 11.7
HIGHER PRICES
IMPROVES 4 6.7
EMPLOYEE
MORALE
TOTAL 60 100.0
 72

Source : primary data

CHART 4.27 SHOWING THE RESULT OF GOOD SERVICE PROVISION

INTERPRETATION

18.3 % of the respondents think the result of service provision is generation of

repeat business.63.3 % of the respondents think the result of good service provision
is enhancement of business reputation.11.7 % of the respondents think the result of
good service provision is combativeness to higher prices.6.7 % of the respondents
think the result of good service provision is improvement of employee morale.
 73

TABLE 4.28 SHOWING THE IMPORTANCE OF SERVICE DELIVERY

PROVISION IN THE GROWTH AND PROFIT GAIN
IMPORTANCE NO OF RESPONDENTS PETCENTAGE(%)
OF SERVICE
DELIVERY
PROVISON

NOT
2 3.3
IMPORTANT

50 83.3
IMPORTANT

VERY
8 13.6
IMPORTANT
 74

TOTA L 60 100.0

CHART 4.28 SHOWING THE IMPORTANCE OF SERVICE DELIVERY

PROVISION IN GROWTH AND PROFIT

INTERPRETATION

83.3 % of the respondents have the opinion that service delivery provision is very
important in the growth and profit gain.13.6 % of the respondents think that service
delivery provision is very important.3.3 % of the respondents think service
delivery provision is not important.
75
 76

CHAPTER V
FINDINGS ,SUGGESTIONS &CONCLUSION

5.1 FINDINGS

● 38.3% employees are between the age of 30 to 40.

● Most of the employees are male,65%.
● 58.3% of the employees’ monthly income is below 10000.
● Majority of the employees belong to APL income category.
● Half of the employees have been employed in less than two years ago.
 77

● Most 38.3 % of the employees think that the implementation of service

delivery is socialising across enterprise.
● Majority of the employees says that there is change in the method of
telepractise of service delivery.
● Half of the employees think the other change in service delivery method is in
service boundary.
● Half of the employees think the methods adopted for service delivery are
effective and the other 50% of the employees do not think the same way.
● Most 36% of the employees think the degree of effectiveness of service
delivery is average.
● Most 43.3% of the employees think the barrier in improving service delivery
is complexity of customer experience.
● 66.7% of the employees think there is a need of improvement in service
delivery provision.
● Majority of the employees think the customers are satisfied by the service
delivery.
● 58.3% of the employees think competitive advantages can be gained through
improvement in service delivery.
● 66% of the employees do not think brand awareness can be brought through
service delivery.
● Most 48.3% think the knowledge of customer service representative is
average.
● 60% of the employees think the quality of customer service representative is
average.
 78

● 56.7% of the employees think the capacity of the customer service

representative in problem solving is good.
● Most 48.3% of the employees think the proficiency of the staffs in dealing
with the customers is average.
● Half of the employees think the awareness of the staffs about the problems
of the customers is very bad.
● Majority of the employees think the accuracy of the medical supply is bad.
● Majority of the employees think the customers are satisfied in the billing
system.
● 56.7% of the employees think that the staffs are friendly in dealing with the
customers.
● The majority liked service delivery method is co-treatment.
● Majority of the employees think service quality includes strategies,
processes& performance management system.
● Half of the employees think accuracy improves service quality.
● 63% of the employees think good service provision results in enhanced
business reputation.
● Majority of the employees think service delivery provision is very important
for the growth and profit gain.
5.2 SUGGESTIONS
Based on the findings of the research, it is recommended that the following
measures can be put forward for the improvement in service delivery by the
employees of Jan Aushadhi stores.
 79

Service definition is vital to service management. You need to make sure that you
and your customer are on the same page regarding what to expect (or not expect)
from your service offerings. This includes what your services do and don’t
encompass, eligibility, potential limitations, costs, how to get assistance when
needed, and more.

● After establishing a feasible service concept, there is no other factor so

instrumental to the success of a service organization as its culture.
Employees should be aligned when it comes to a specific set of overarching
principles — and, while methodology is crucial to service delivery, this
should feel more like a philosophy.
● Like any business, your company has a finite amount of resources and you
want to use these wisely. To understand your current resource needs (and to
anticipate future resource needs), service organizations need to be able to
track employee schedules and capacities. With this visibility into your
resource utilization, you can schedule in accordance with current projects
and sales forecasts, and ensure that no resource is over- or underutilized.
● When it comes to customers, there’s no such thing as over-communication ,
your clients feel more comfortable when they know what’s going on. That
being said, the amount of communication is not so imperative as the
timeliness, its context, and its ability to clearly identify the value addition to
the client.
5.3 CONCLUSION
When it comes to customers, there’s no such thing as over-communication — your
clients feel more comfortable when they know what’s going on. That being said,
 80

the amount of communication is not so imperative as the timeliness, its context,

and its ability to clearly identify the value addition to the client. In a world of
constant connectivity, your ability to cut through the flood of subpar information
with quality and timely answers can go a long way. A complex combination if
strategies is needed to ensure that service employee are willing and able to deliver
quality services and that they stay motivated to perform in customer-oriented,
service-minded ways. Within each of these basic strategies are a number of specific
sub-strategies for accomplishing the goal. Hiring the right people is crucial for the
success of your business and that’s why entrepreneurs should have a formal hiring
process in place when looking for new staff. By putting time and work into finding
the right people, you will improve your chances of hiring the best performers and
avoiding costly and painful mistakes. Hiring the right people is crucial for the
success of your business and that’s why entrepreneurs should have a formal hiring
process in place when looking for new staff. By putting time and work into finding
the right people, you will improve your chances of hiring the best performers and
avoiding costly and painful mistakes. To be efficient and effective in their jobs,
service workers require internal support system that aligned are with their need to
be customer focused.

BIBLIOGRAPHY
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BOOKS
● Jan Aushadhi books and journal.
● Journal of Pharmacology and Pharmacotherapeutics.
● http://janaushadhi.gov.in/
● https://en.wikipedia.org/wiki/Pradhan_Mantri_Bhartiya_Jan_Aushadhi_Yoja
na_Kendra
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CHAPTER VI
APPENDIX
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QUESTIONNAIRE

A study on effectiveness of service delivery of Jan- Aushadhi Medicals with

special reference to Thalakkulathur panchayat

Name:
Place of residence:

Age:
Below 25
25-30
30-40
Above 40

Gender:
Male
Female
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Monthly income
Below 10000
10000-20000
Above 20000

Income category
APL
BPL

1. How long have you been employed in Jan Aushadhi store?

Less than two years
Less than five years
Less than ten years

2. How do you implement service delivery?

Identify Business and Commodity Services.
Socialise Across Enterprise.
Develop / Execute Work Plan
Measure Service Delivery.

2. In which method of service delivery was brought changes to improve the service
delivery since your employment started?
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Telepractice
Consultation

3. Do you think the methods adopted to improve the service delivery are effective?
Yes
No

4. Are there other change in service delivery method?

Structure of interaction
Service boundary
Allocation of tasks

5. Do you think the methods adopted for service delivery are effective?
Yes
No

6. To what degree do you think the methods of service delivery is effective?

Very bad
Bad
Average

Good

Very good
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7. What is the barrier you see in improving service delivery?

Lack of appropriate human resources
Lack of expertise for service delivery
Complexity of customer experience
Lack of adequate resources

8. Do you think there is a need of improvement in service provision?

Yes
No

9. Do you think the customers of Jan Aushadhi are satisfied about the service
delivery of employees?
Yes
No

10. Do you think the improvement in service delivery provides competitive

advantage?
Yes
No

10. Do you think the best service delivery build brand awareness?
Yes
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No

11. What do you think is the knowledge of customer service representative?

Very bad
Bad
Average
Good
Very good

12.What do you think about the knowledge level of customer service

representative?
Very bad
Bad
Average
Good
Very good

13.What do you think about the quality of customer service representative ?

Very bad
Bad
Average
Good
Very good
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14.What do you think about capacity of customer service representative in problem

solving?
Very bad
Bad
Average
Good
Very good

15. What do you think about the proficiency of the staffs in dealing with the
customers?
Very bad
Bad
Average
Good
Very good

16.Do you think the other staffs are aware of the problem (disease of customers)?
Very bad
Bad
Average
Good
Very good

17. What do you think about the accuracy of the medical supply?
Very bad
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Bad
Average
Good
Very good

18. Do you think the customers are satisfied towards the billing system?
Yes
No

19. Do you think the other staffs are friendly in dealing with the customers?
Yes
No

20. What is the most liked service delivery method?

Individual treatment
Group treatment
Co-treatment
Skilled maintenance

21. Do you think service quality includes strategies, processes& performance

management?
Yes
No
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22. What is your idea on what improves the service quality?

Accuracy
Patience
Friendliness

23. What do you think will be the result of good delivery provision?
Generates repeat business
Enhances business reputation
Combats higher prices
Improves employee morale

24. How important do you think is service delivery in the growth and profit gain?
Not important
Important
Very important