This study attempts to find out whether retail outlets like D'Mart and Apna Bazaar differ in terms of service quality. Existing research indicates that consumers are satisfied with the store's service quality. Service quality is perceived as a tool to increase value for the consumer; as a means of positioning in a competitive environment to ensure consumer satisfaction, retention and patronage. Despite its strategic importance, the Indian retailers do not have an appropriate instrument to measure service quality. This study examines the Retail Service Quality Scale (RSQS) developed in the US for applicability to the Indian retail market. The data collected from 140 adult shoppers in large supermarkets namely D'Mart and Apna Bazaar in Vashi and Nerul of Navi Mumbai indicates that RSQS can be used to assess overall service quality levels and for tracking overall improvements over a period of time. It is observed from the factor analysis that there are five factors which define service quality in the retail outlets: personal interaction, appearance, reliability, problem-solving and policy. The study also finds the reliability of all the factors and the mean service quality levels of D'Mart and Apna Bazaar. However, the different dimensions of service quality are not clearly identifiable. This limits the diagnostic application of RSQS.

Service quality is perceived as a tool to increase value for the consumer; as a means of positioning in a competitive environment and to ensure consumer satisfaction retention and patronage. With greater choice and increasing awareness, the Indian consumers are more demanding of quality service, and players in this field can no longer afford to neglect customer service issues. A high level of external customer satisfaction largely depends on the level of internal customer satisfaction and corresponding nature of service quality delivered by internal customers to external customer.

The success of a business enterprise is guided by the strategic orientation the organization has towards its customers, competitors and internal customers (employees) and the relationship between these significant components. External marketing addresses the relationship between the firm and its customers. Interactive marketing refers to the front end of the firm and the customer. Internal marketing refers to the relationship of the firm with its employees through its internal policies and interaction methods including the expectationmatching behavior and compensation planning. Substantial amount of research effort has been expended for understanding external customer behavior and developing tools and techniques for testing and interpreting the external consumer behavior (Parasuraman et al., 1988). Customer satisfaction with quality and its link with service delivery has been explored in previous researches resulting in the identification of number of gaps (Zeithml et al., 1990). Zeithml and Bitner (1996) have analyzed these gaps and identified a number of service deficiencies or inadequacies within the service provider that would significantly contribute to sub-optimization of the services and a higher probability of customer defection. From the review of literature, it can be said that delivery of intended service to the customer depends on the extent of integration of values and behavior of the employees in an organization.

Internal consistency in delivery can be a powerful factor in what the external customer perceives from the number of interactions he gets in the process of receiving the service. Present research in the area of customer relationship management is searching for new, yet, critical links by questioning the concept of value and approach to value delivery mapping through value chain analysis.

Management Research Journal, Apna Bazaar, Retail Outlets, Diagnostic Applications, Business Enterprises, Interactive Marketing, Customer Relationship Management, Management Perceptions, Retail Service Quality Scale, Financial Services, Business Research Methods.