ANALYSIS OF TRAIN PASSENGER RESPONSES ON

ANALYSIS OF TRAIN PASSENGER RESPONSES ON

ANALYSIS OF TRAIN PASSENGER RESPONSES ON
PROVIDED SERVICE
Case study:
PT. Kereta Api Indonesia
and
Statens Järnvägar (SJ) AB, Sweden
ABADI DWI SAPUTRA
Supervisor:
Lars Haglund
Service Science Program
Karlstad University
Spring 2010
ABSTRACT
Railway is one of public transport mode on land transportation. Railways, as
mass public transport modes, have unique characteristics. It has large capacity, high
safety level, and free from traffic jam. Those characteristics make railway a primary
public transportation. In fact, even railway transportation has a lot of benefits for
society life but they still faced by the problem. Service quality level of Railways
transportation is still low compared with other transportation modes. At present
railways operation is still colored with the delay, limited condition vehicle, and
unclear train travel information that often disadvantage passengers, and many other
services offered fail to attract passengers. These conditions result in decreasing the
quality of services and insufficient railways operation.
The objective of this research is to analyze the relationship between customer
satisfaction towards provided service with the desire to do a complaint and to find
the factor from service quality that has significant influences to customer satisfaction
towards PT KAI services. From that data, and also comparison study between PT
Kereta Api Indonesia and Statens Järnvägar (SJ) AB, Sweden, we can recommend
the service standards design, service guarantee and complaint handling system that
need to be adjusted with the interest of consumer. The data was collected via field
survey in the station that located in Jakarta, Yogyakarta and Pekalongan.
This research shows several findings. First, there are six factors of service
quality attributes that have significant influences to customer satisfaction towards PT
KAI services for commuter class (Information, Appearances, Service coverage,
Tangible, Safety & security, and Cost), seven factors for business class (Travel time,
Information, Scheduling, Comfort, Tangible, Safety & security, and Service
coverage), and also seven factor for executive class (Appearances, Safety & security,
Information, Comfort, Tangible, Travel time, and Cost). Second, while the commuter
class passengers complain on the Safety & security attribute, for business class it is
the information that influence the desire to complain. Meanwhile for executive class,
passengers are mostly satisfied with the service given by PT KAI. Third, to decrease
the number of complaints, some effective mechanisms to handle those complaints
and learning from Statens Järnvägar (SJ) AB are necessary to take. Fourth, the
service standards for PT KAI can be classified into 6 details of service, (safety and
security attributes; comfort and appearances attributes; availability of information
aspect attributes; tangible attributes; service coverage attributes; and the operations
of train). For service guarantee design, this research focus on travel time guarantee.
Learning from Statens Järnvägar (SJ) AB on Sweden service guarantee, PT KAI can
adopt and use their system to increase customer satisfaction.
Keyword: service standard, service guarantee, customer satisfaction, customer
complaint handling, PT Kereta Api Indonesia, Statens Järnvägar (SJ) AB
i
TABLE OF CONTENTS
Abstract ............................................................................................................. i
Table of Contents .............................................................................................. ii
List of Table ..................................................................................................... iv
List of Figures ................................................................................................... v
CHAPTER I. INTRODUCTION .............................................................. .
1.1 Background .....................................................................................
1.2 Problem Statement........................................................................…
1.3 Research Question ...........................................................................
1.4 Purpose of Research ........................................................................
1.5 Limitation ........................................................................................
1.6 Methodological Discussion...............................................................
1.6.1 Quantitative Research Approach ..............................................
1.6.2 Case Study Research................................................................
1.6.3 Data Collection ........................................................................
1.6.3.1 Primary & Secondary Data ..............................................
1.6.3.2 Data Analysis ..................................................................
1.7 Thesis Outline ..................................................................................
1
1
2
4
4
5
5
5
6
7
7
8
8
CHAPTER II. THEORETICAL BACKGROUND ..................................... 9
2.1 Public Transportation........................................................................ 9
2.2 Classification of Rail Transport services ......................................... 10
2.3 Service Quality............................................................................... 11
2.4 Service Quality in Railway Transportation...................................... 17
2.5 Customer Complaint Behavior........................................................ 18
2.6 Complaint Management.................................................................. 20
2.7 Customer Satisfaction..................................................................... 21
2.8 Service Standards ........................................................................... 23
2.9 Service Guarantee........................................................................... 25
2.10 Analysis Factor............................................................................... 25
2.11 Regression Analysis ....................................................................... 26
CHAPTER III. EMPIRICAL STUDIES .....................................................
3.1 PT Kereta Api Indonesia ................................................................
3.1.1 Introduction .......................................................................
3.1.2 Indonesian Railway Organizations......................................
3.1.3 Project Description in PT Kereta Api Indonesia ..................
3.2 Customer Satisfaction Index in PT KAI .........................................
3.3 Complaint Handling System in PT KAI .........................................
3.4 Service Guarantee in PT KAI .........................................................
3.5 Statens Järnvägar (SJ) AB, Sweden ...............................................
3.5.1 Introduction .......................................................................
28
28
28
30
33
39
40
42
42
42
ii
3.5.2 Sweden Railway Organization ...........................................
3.5.3 Project Description in Statens Järnvägar (SJ) AB, Sweden..
Customer Satisfaction Index in SJ, AB ...........................................
Complaint handling System in SJ, AB ............................................
Service Guarantee in SJ, AB ..........................................................
43
45
51
53
54
CHAPTER IV. RESEARCH METODOLOGY ..........................................
4.1 Research Flowchart .......................................................................
4.2 Research Design & Questionnaire ..................................................
4.3 Respondent ....................................................................................
4.4 Sample Size ...................................................................................
4.5 Study Area .....................................................................................
4.6 Research Tool ................................................................................
4.7 Procedure ......................................................................................
4.8 Type of Data ..................................................................................
4.9 Data Analysis ................................................................................
4.10 Validity & Reliability ....................................................................
56
56
57
57
57
58
58
58
59
59
60
CHAPTER V. ANALYSIS & RECOMENDATION ..................................
5.1 Research Result ..............................................................................
5.1.1 Steps of Analysis ..................................................................
5.1.2 Demographic Data Analysis .................................................
5.2 Service Performance Analysis ........................................................
5.3 Customer Satisfaction Analysis ......................................................
5.3.1 Analysis Factor......................................................................
5.3.2 Interpretation of Factor .........................................................
5.3.3 Comparison of Factor ...........................................................
5.4 Customer Complaint Analysis ........................................................
5.5 Recommendation ............................................................................
5.5.1 Complaint Handling System .................................................
5.5.2 Service Standard Design .......................................................
5.5.3 Service Guarantee Design .....................................................
61
61
61
62
65
68
69
75
79
80
85
85
87
99
3.6
3.7
3.8
CHAPTER VI. CONCLUSION................................................................... 101
6.1 Conclusion ..................................................................................... 101
6.2 Future Studies ................................................................................. 104
REFERENCES ............................................................................................. 105
APPENDIX ................................................................................................... 108
iii
LIST OF TABLES
Table 3.1
Table 3.2
Table 3.3
Table 3.4
Table 3.5
Table 3.6
Table 3.7
Table 5.1
Table 5.2
Table 5.3
Table 5.4
Table 5.5
Table 5.6
Table 5.7
Table 5.8
Table 5.9
Table 5.10
Table 5.11
Table 5.12
Table 5.13
Table 5.14
Table 5.15
Table 5.16
Table 5.17
Table 5.18
Table 5.19
Table 5.20
Table 5.21
Track and Length ...........................................................................
Passenger Data (000 people) .........................................................
Railway Station in Java ..................................................................
Performance Report of PT KAI .....................................................
Railway Station in Sweden ............................................................
Customer Satisfaction Index in SJ AB, Sweden..............................
Punctuality in SJ AB, Sweden ........................................................
The Number of Respondent Based on Gender ...............................
The Number of Respondent Based on Age .....................................
The Number of Respondent Based on Educational Level ...............
The Number of Respondent Based on Occupation..........................
The Number of Respondent Based on Frequently Using Train........
The Number of Respondent Based on Level of Income ..................
Distribution of Satisfaction Responses ...........................................
Comparison in Services..................................................................
KMO and Bartlett's Test (Commuter Class) ......................................
Rotated Component Matrixa,b (Commuter Class) ...............................
KMO and Bartlett's Test (Business Class) .........................................
Rotated Component Matrixa,b (Business Class)...................................
KMO and Bartlett's Test (Executive Class)........................................
Rotated Component Matrixa,b (Executive Class).................................
Service attribute that use in factor analysis .....................................
Comparison Results ......................................................................
ANOVAb Table (Commuter Class) ...............................................
ANOVAb Table (Business Class) ...................................................
ANOVAb Table (Executive Class) .................................................
Customer Complaint Policy............................................................
Customer Responses and Real Condition on Field
Towards Provided Service ............................................................
29
32
36
39
47
51
52
62
63
63
64
65
65
66
67
69
70
72
72
73
74
76
79
82
83
85
85
88
iv
LISTS OF FIGURES
Figure 2.1 Service Quality Model....................................................................
Figure 2.2 Gap 2 : Between Management’s perceptions of
customer expectations and Service Quality Specifications .............
Figure 2.3 Gap 3 : Between Service Quality Specifications
and Service Delivery......................................................................
Figure 2.4 The expectancy disconfirmation with performance model..............
Figure 3.1 Coordination Structure of Directorate General of Railway..............
Figure 3.2 Organization Hierarchy of PT Kereta Api Indonesia.......................
Figure 3.3 Railway map in Java
(total length route, 2005: 3.362.000 km).........................................
Figure 3.4 Railway Map in Sumatera
(total length route, 2005: 1.314.000 km).........................................
Figure 3.5 Railway Map in Jabodetabek Area .................................................
Figure 3.6 Complaint Form in KCJ website.....................................................
Figure 3.7 Customer complaint .......................................................................
Figure 3.8 Organization Hierarchy of Statens Järnvägar (SJ) AB, Sweden .....
Figure 3.9 Railway Map of Sweden (source: www.banverket.se) ...................
Figure 4.1 Research Flowchart .......................................................................
Figure 5.1 Steps of Analysis ...........................................................................
Figure 5.2 Seating Configurations ...................................................................
Figure 5.3 Windows Designs ..........................................................................
15
16
16
22
31
33
34
34
35
41
41
45
46
56
61
98
99
v
CHAPTER 1
INTRODUCTION
The introductory section gives a picture of the incitements for this thesis. In this
section, a brief introduction is given as well as the objectives of this master thesis
together with its limitations. The final section will present an outline of the master
thesis.
1.1
Background
Transport or transportation is the movement of people and goods from one
location to another. A transport is the solution of displacements of individuals and
goods in both time and space. Transports create time utility as well as place utility.
Transport is performed by modes, such as air, rail, road, water, cable, pipeline and
space. The field can be divided into infrastructure, vehicles, and operations.
Transportation as a public service has an important role in the people’s society;
but in fact most of public transport companies in Indonesia only care about the
service as an output. It means that the purpose of their activities are simply
transporting somebody or providing transportation capacities. The customer only like
the recipient of the service, they do not care about the customer needs (customer
oriented).
In this situation many problems occurred such as: queuing time for ticket,
waiting time, punctuality (on time departure & on time arrival), fleet capacity,
physical condition of the fleet, services provided by service personnel, safety
information passenger, readiness of staff to help passengers, cleanliness, convenient
station, security on board, availability of media of suggestion and complaint,
unfriendly service personnel, information availability, availability of trash bin on
board and off board, and appearance service personnel.
Based on the explanation of the problem, there are so many complaints from
customer about performance of public transport industry in Indonesia, the
performance is far from expectation.
Although complaint information that was
received will be very useful for the company to improve the service standards or to
take necessary steps in the improvement of internal company in the future, in fact
1
there are no good system for handling the complaints from the customers which
adopted by public transport operators in Indonesia.
Customer satisfaction is a key to the future development of public transport,
both in theory and practice. Customer satisfaction has the potential to highlight and
explain the link between what a government and company does (in terms of the
products and services it offers) and the customer reactions to that. Customer
satisfaction relate to how passengers respond to the quality of service that the
operator gives them.
1.2
Problem Statement
Railway is one of public transport mode of land transportation. Railways have a
key position in society. They are a very old and important phenomenon in the
transport system. They also played an important role in the industrialization and
development of the modern world. Railways as mass public transport mode have
unique characteristics. It can carry passengers in the amount of mass at a relatively
less expensive cost. It is also energy efficient, land saving, high safety level,
environmentally friendly, comfortable, adaptive to technology development, and free
from traffic jam. Those characteristic makes railway primary public transportation.
In Indonesia, railways cover about 3,362 km in Java and 1,314 km in Sumatra with
only 10% of this being double-track railway. There is one railway company
monopoly in Indonesia: the state-owned Kereta Api Indonesia.
The most common problem of railways in Indonesia is the lack of finance that
causes deterioration of infrastructure quality. This influences the quality of service;
as a result the number of customers gradually decreases. Finally, that condition will
influence company’s revenue and cause accumulation of finance problem which is
identified as a causal loop problem.
Railway is different from the development and maintenance of road, including
bridge, terminal and road sign, which are implemented by the government (except
toll road). Indonesia railway should manage all of them by themselves. Road users
only pay vehicle based on the ownership rather than the used of the road
infrastructure. The costs for investment and railway facility maintenance are very
expensive, much more expensive than that of road transport modes. However, for the
2
government organization, this is not a proper measurement the worthwhileness
scheme. Government can also expect to consider other (social) benefits, such as:
2. Reduction of accidents that usually occur when the traffics shift from road to
railway modes which is relatively safer.
2. Time saving for passengers if they use railway mode compared to road mode.
2. Reduction of traffic congestion that is able to avoid the cost requirement for new
road construction.
The external benefit of railway mode is very significant, for example, the fuel
consumption per train passenger is only 0.006 liters per kilometer, Compared to the
two passengers car that consumes 0,25 liter per passenger kilometer or bus 0,01 liter
per passenger kilometer. With an assumption that commercial passengers use cars
and economic passengers use buses, the railway mode will be able to save about 200
million litre of fuel yearly. If diesel fuel subsidy is Rp 1000 then PT Kereta Api, the
state owned company, as single authority of Indonesian railway will save the
subsidies about Rp 200 billion yearly.
Other externality is the loss of society because of road congestion, for instance
if urban railroad in Jakarta stop the operation and about 350,000 passengers of the
train use bus. In this case, there are other external benefits such as pollution
reduction and land saving.
According to the authorities, the railways' share of passenger transportation is
stagnant, at 7% of total passenger transport, and the share of cargo transportation is
under 1%. This low level of performance is attributed to the poor condition of the
railway infrastructure and facilities, inadequate application of technology, and the
poor quality of management, reflected in the declining performance of the railways
and in particular, the advanced age of locomotives, coaches, and rolling stock (WTO
Trade Policy Review on Indonesia, May 2007).
In fact even railway transportation has a lot of benefits for society life but they
still faced by the problem. Service quality level of Railways transportation is still low
compared to other transportation modes. At present, railway operation is still colored
with delay, limited-condition vehicle, and unclear train travel information that often
disadvantage passengers, and many of services offered fail to attract passengers.
These conditions result in decreasing the quality of services and insufficient railway
3
operation. This is caused by infrastructure and rail facilities that have not been
adequate to serve demand of railway transportation services, in addition to quality
services that are still not satisfactory to service users.
Base on the facts, we know that Indonesian railways have a lot of problems.
There are many complains from the customers about railway services. It shows that
people have big expectation on railway but the service has not fulfilled their needs
yet. The operator of Indonesian railway (PT Kereta Api Indonesia) cannot
understand the overall expectation of users of railway service. These conditions
result in decreasing the quality of services and insufficient railway operation. This
will be a barrier to Indonesian railways accomplishment in making it to be a reliable
and sustainable transport mode.
1.3
Research Question
The research presented in this thesis explores the following questions:
1. What are the service quality attributes that have significant influences to customer
satisfaction towards PT KAI Services for short distance train (Commuter class),
and long distance train (Business class, and Executive class)?
2. Are there influences between customer satisfactions towards provided services
and the desire to make a complaint?
3. What is the effective mechanism to handle passenger’s complaints for PT KAI?
4. What kind of service standards and service guarantee that can be recommended to
PT Kereta Api Indonesia in order to improve their services?
1.4
Purpose of Research
The objective of this thesis is to analyze the relationship between customer
satisfaction towards provided service with the desire to make a complaint and to find
factors from service quality that have significant influences to customer satisfaction
towards PT KAI services. From the data, and also the comparison study between PT
KAI and SJ AB, Sweden, we can recommend the service standards design, service
guarantee and complaint handling system that need to be adjusted with the interest of
customer, so it is expected to obtain service standards that can meet the needs of
users in the use of Train transportation.
4
1.5
Limitation
This research is a comparison study between PT Kereta Api Indonesia and
Statens Järnvägar (SJ) AB, Sweden. It concerns with customer complaint handling,
service guarantee and service standards based on customer data survey. This thesis
also limits the coverage area only to passenger railway service. The case study in
Indonesia will be assumed in Jakarta City for commuter class (short distance train),
Pekalongan and Yogyakarta city for business and executive class (long distance
train). For case study in Sweden is taken from annual report, previous study,
literature review, interview with related authority and field observation.
Due to some differences in service standards, service guarantee and complaint
handling system of Statens Järnvägar (SJ) AB, Sweden with the type of the service of
PT KAI, the researchers carried out the adjustments service with the real condition
for the operation of PT KAI.
1.6
Methodological Discussion
The methodological discussion of this research is to describe the approach
applied in order to answer the research questions stated above. The methods and data
used in the study are briefly presented.
1.6.1 Quantitative Research Approach
The functional or positivist paradigm that guides the quantitative mode of
inquiry is based on the assumption that social reality has an objective ontological
structure and that individuals are responding agents to this objective environment
(Morgan & Smircich, 1980). Quantitative research involves counting and measuring
of events and performing the statistical analysis of a body of numerical data (Smith,
1988). The assumption behind the positivist paradigm is that there is an objective
truth existing in the world that can be measured and explained scientifically. The
main concerns of the quantitative paradigm are that measurement is reliable, valid,
and generalizable in its clear prediction of cause and effect (Cassell & Symon, 1994).
Being deductive and particularistic, quantitative research is based upon
formulating the research hypotheses and verifying them empirically on a specific set
of data (Frankfort-Nachmias & Nachmias, 1992). Scientific hypotheses are valuefree; the researcher's own values, biases, and subjective preferences have no place in
5
the quantitative approach. Researchers can view the communication process as
concrete and tangible and can analyze it without contacting actual people involved in
communication (Ting-Toomey, 1984).
The strengths of the quantitative method include:

Stating the research problem in very specific and set terms (Frankfort-Nachmias
& Nachmias, 1992);

Clearly and precisely specifying both the independent and the dependent
variables under investigation;

Following firmly the original set of research goals, arriving at more objective
conclusions, testing hypothesis, determining the issues of causality;

Achieving high levels of reliability of gathered data due to controlled
observations, laboratory experiments, mass surveys, or other form of research
manipulations (Balsley, 1970);

Eliminating or minimizing subjectivity of judgment (Kealey & Protheroe, 1996);

Allowing for longitudinal measures of subsequent performance of research
subjects.
The weaknesses of the quantitative method include:

Failure to provide the researcher with information on the context of the situation
where the studied phenomenon occurs;

Inability to control the environment where the respondents provide the answers to
the questions in the survey;

Limited outcomes to only those outlined in the original research proposal due to
closed type questions and the structured format;

Not encouraging the evolving and continuous investigation of a research
phenomenon.
1.6.2 Case Study Research
A case study is an empirical inquiry that investigates a contemporary
phenomenon within its real life context, especially when the boundaries between
phenomenon and context are not clearly evident. The case study inquiry copes with
technically distinctive situation in which there will be many more variables of
interest than data points, and as one result relies on multiple sources of evidence,
with data needing to converge in a triangulating fashion, and as another result
6
benefits from the prior development of theoretical proposition to guide data
collection and analysis (Yin 2003).
Denscombe (2007) argues that the real value of a case study is that it offers the
opportunity to explain why certain outcomes might happen - more than just find out
what those outcomes are.
The thesis is a case study about railway as public transport between PT Kereta
Api Indonesia and Statens Järnvägar (SJ) AB, Sweden. The result of analysis chapter
will be applied in pilot case study of Indonesian railways system.
1.6.3 Data Collection
After deciding the method, the next step is collecting data stage to support this
thesis. In this data thesis, both primary and secondary data are used.
1.6.3.1 Primary and Secondary Data
In this research, the data were divided into secondary data and primary data.
1. Secondary Data
The secondary data is data which is collected to support the primary data and as
comparison to other studies. The secondary data in this research are obtained from
the institution or organizations associated with the research object such as
Directorate General of Railways (DGR) Ministry of Transportation, PT. KAI, PT.
KA Commuter Jabodetabek (PT. KCJ), Banverket and Statens Järnvägar (SJ) AB,
Sweden, both directly go to those offices or through the official website. Secondary
data required are as follows:
a. Complaint handling management system, service guarantee policies, and
service standards associated with the railways services
b. Other supporting data about characteristic of service operation such as:
railway network, the number of users, the number of stations and fleets, the
fare structure, and customer satisfaction index
2. Primary Data
The primary data is data which are collected in the field based on the existing and
reality condition. This data were conducted by questionnaire survey.
7
1.6.3.2 Data Analysis
Further analysis will be done, after data collecting. In this thesis, researcher
using factor analysis for finding the service quality attributes that has significant
influences to customer satisfaction towards PT KAI Services for Commuter,
Economy class, Business class, and Executive class, and regression analysis for
finding where there is influence between customer satisfactions with the desire to do
a complaint.
1.7
Thesis Outline
The thesis outline is presented in order to guide readers through this thesis and
to give a quick overview of the different chapters.
Introduction, in chapter 1, contains background why
writer choose this thesis topic.
Theoretical Framework, in chapter 2, contains about basic
theory that suitable to use to analyses the problem.
Empirical Study, chapter 3 is a description of the case of
thesis studies there are PT Kereta Api Indonesia and
Statens Järnvägar AB Sweden
Research methodology, in chapter 4 presents the research
approach used in this study
Analysis & Recommendation, in chapter 5, presents
analysis and recommendation
Conclusions, chapter 6 presents the conclusion and
suggestion for future research.
8
CHAPTER 2
THEORETHICAL FRAMEWORK
This chapter will give an overview of literature that is related to the research
problems. This chapter will introduce the concept of public transportation,
classification of rail transport services, service quality, service quality in railway
transportation, customer complaint behavior, complaint management, customer
satisfaction, service standard, and service guarantee, factor analysis and regression
analysis.
2.1
Public Transportation
Public Transportation is mass transportation from the government or private
company that can carry many people to their destination on time with cheap fares,
comfortable and safe vehicles. This sector is based on public-private business to
business (B2B) relationship and the system can be seen as a “value network”
(Enquist, 1999; 2003). All business activities are principally a matter of meeting and
satisfying customers needs (Johansson, 2001). An increasingly important task in
transportation is the improvement of public transportation services as customer
appeal to make them more useful so they can solve transportation problem.
One of public transportation in land area is railway (train). According to
Indonesia Railways Law No.23 2007, Railway is a united system that consists of
infrastructure, vehicle, and human resources, also norm, criteria, requirement, and
procedure in order to operate railway as transportation mode.
Railway operation consists of infrastructure and vehicle (freight and passenger
train) operations. Railway infrastructure covers all the fixed installations on routes
and stations that are required for the running of trains. The activities inside the
infrastructure area are infrastructure operational, construction, maintenance, and
management. Railway operation consists of vehicles steered by a track on a
dedicated area, which are governed by a signaling system. The activities inside
vehicle operation are vehicle availabilities, vehicle operation, vehicle maintenance,
and vehicle cultivation.
9
2.2
Classification of Rail Transport Services
In the Services Sectoral Classification List (MTN.GNS/W/120), which was
drawn up during the Uruguay Round based on the United Nations Provisional
Central Product Classifications (UNCPC), rail transport services is listed as a subsector of transport services and includes five sub-categories namely, passenger
transportation, freight transportation, pushing and towing services, maintenance and
repair of rail transport equipment, and supporting services for rail transport services.
A brief description of each of these sub-categories is given below:
(a) Passenger Transportation (CPC 7111): This sub-sector includes two kind of
services:
(i) Interurban passenger transportation (CPC 71111)- This refers to interurban
passenger transportation provided by railway, regardless of the distance covered
and the class used.
(ii) Urban and suburban passenger transportation (CPC 71112)- This refers to
transportation of passengers between two urban areas or between an urban and a
suburban area. Services provided by urban mass transit railways, i.e.,
underground and elevated railway, are included in this category.2
(b) Freight Transportation (CPC 7112): This sub-sector includes the following
services:
(i) Transportation of frozen or refrigerated goods (CPC 71121)- This refers to
the transportation of frozen or refrigerated goods (e.g. perishable food products in
special refrigerated cars) by railway.
(ii) Transportation of bulk liquids of gases (CPC 71122)- This refers to
transportation of bulk liquids of gases in special tank cars by railway. These cars
may also be refrigerated.
(iii) Transportation of containerised freight (CPC 71123)- This refers to
transportation by railway of individual articles and packages assembled and
shipped in specially constructed shipping containers designed for ease of
handling in transport.
(iv) Mail transportation (CPC 71124)- This refers to transportation of mail by
railway on account of national and foreign postal authorities.
10
(v) Transportation of other freight (CPC 71129)- This refers to transportation by
railway of freight, not included elsewhere.
(c) Pushing and Towing Services (CPC 7113): This sub-sector includes railway
pushing or towing services, on a fee or contract basis, e.g. the movement of
wagons between terminal yards, industrial sidings, etc.
(d) Maintenance and Repair of Rail Transport Equipment (CPC 8868):
Maintenance and repair activities in this sub-sector cover repair services of
transport equipment, on a fee or a contractual basis and do not include
maintenance and repair of railway infrastructure, which is covered under the
Construction and Related Engineering services sector (CPC 51310 and CPC
51320).
(e) Supporting Services for Rail Transport Services (CPC 743): This sub-sector
includes railway passenger terminal services, except cargo handling, and other
supporting services for railway transport, not classified elsewhere. This
subcategory excludes shunting services (classified in CPC 71130 under Pushing
or Towing Services); railway freight cargo handling services [classified in the
subclass CPC 74110 under Container Handling Services, if for containerised
freight, and in CPC 74190 (Other Cargo Handling Services), if for noncontainerised freight or passenger baggage.
2.3
Service Quality
Before defining service quality, it is important to know the characteristic of
service quality. Zeithaml (1990) acknowledges the characteristics of service quality
which is more on the subjectivity of customers. Zeithaml describes it as follow:
a. Service quality is more difficult to evaluate than goods.
b. Customers do not evaluate service quality solely on the outcome of a service,
they also consider the process of service delivery.
c. The only criteria that count in evaluating service quality are defined by
customers. Only customers judge service quality. Specifically, service quality
perception stem from how well a provider performs vis-à-vis customers’
expectations about how the provider should perform.
11
American Society of Quality (ASQ) defines quality as “The totality of features
and characteristics of a product or service that bears on its ability to satisfy given
needs.” (Haksever et al. 2000).
Park, Robertson and Wu (2004) define service quality and service value as:
service quality can be defined as a customer’s overall impression of the relative
efficiency of the organization and its service, and service value can be defined as
customer’s overall assessment of the utility of a product base on perceptions of what
is received and what is given.
Parasuraman (1985) defines service quality as a measure of how well the
service level delivered matches customer expectation. While Edvardsson (1997)
acknowledges that service quality is that “the service should correspond to the
customers” expectations and satisfy their needs and requirements”. Moreover, Lewis
and Booms declare that service quality is matching service and expectations.
Parasuraman et al. (1988) argued that “SERVQUAL” is multiple-item
instrument for assessing customer perception of service quality in service and
retailing organization. They also declare that their research showed criteria used by
customer to assess service quality fitting 10 dimensions: tangibles, reliability,
responsiveness,
communication,
credibility,
security,
competence,
courtesy,
understanding/knowing the customer, and access. After further examination, they
proposed five dimensions of SERVQUAL, there are:
1. Reliability is the ability to provide services promised to the right (accurately) and
the ability to be trusted (dependably), mainly to provide services in a timely
manner (on time), in the same manner in accordance with the schedule that has
been promised, and without making mistakes each time. The attributes in this
dimension are:
a. Ability to perform the promised service dependably and accurately
b. Providing services as promised
c. Dependability in handling customers’ service problems
d. Performing services right at the first time
e. Providing services at the promised time
f. Keeping customers informed about when services will be performed
12
2. Responsiveness, that is the will or desire to help employees and provides services
that customers needed. Leaving the customer to wait, especially without a clear
base, will cause a negative impression that should not happen. Unless this error
was responded quickly, it can be a good expression and a pleasant experience.
The attributes that exist in this dimension are:
a. Willingness to help customers and provide prompt service
b. Readiness to respond to customers’ requests
3. Assurance, including knowledge, skills, hospitality, courteous, and trustworthy
nature of the contact personnel to the nature of customer skepticism, and feel free
from danger and risk. The attributes that exist in this dimension are:
a. Knowledge and courtesy of employees and their ability to inspire trust and
confidence
b. Employees who instill confidence in customers
c. Making customers feel safe in their transactions
d. Employees who are consistently courteous
e. Employees who have the knowledge to answer customer questions
4. Empathy, include attitude contact and company personnel to understand customer
needs and difficulties, good communication, personal attention, ease of
communication or conduct in the relationship. The attributes that exist in this
dimension are:
a. Caring, individualized attention the firm provides its customers
b. Giving customers individual attention
c. Employees who deal with customers in a caring fashion
d. Having the customer’s best interest at heart
e. Employees who understand the needs of their customers
5. Tangibles, availability of physical facilities, equipment, and communication
facilities and the other that can or should be in the process of services. The
attributes that exist in this dimension are:
a. Appearance of physical facilities, modern equipment
b. Employees who have a neat, professional appearance
c. Visually appealing materials associated with the service
d. Convenient business hours
13
Parasuraman (1991) also divides the five dimensions into two main categories
considering which part of the service they are more involved in; process or outcome.
While reliability dimension is mainly concerned with the service outcome, other
dimensions of service are more concerned with the service process. Then it can
demonstrate the whole dimension of service again. The following are two categories
discussed above:
Service Outcome
Reliability
Service Process
Tangibles
Responsiveness
Assurance
Empathy
The reliability, which includes the accuracy and dependability determinants of
service, can be judged after the service was delivered to customers, but the other
dimensions must be judged when the service is being delivered.
Parasuraman (1991) states, “Although reliability is the most important
dimension in meeting customer expectations, the process dimensions (especially
assurance, responsiveness, and empathy) are most important in exceeding customer
expectations”. They also state that in their study in 1991 “when we asked our
respondents to discuss what companies could do to exceed their expectations, they
invariably answered in term of the process dimensions. In general, companies are
supposed to be accurate and dependable and provide the service they promised to
provide, in other words, meeting the reliability dimension. However, to go beyond
what is expected and provide the excellence of service to customers, the providers
need to “surprise customers with uncommon swiftness, grace, courtesy, competence,
commitment, or understanding.” (Parasuraman, 1991) That is, in other words,
meeting the tangibles, responsiveness, assurance and empathy dimensions.
In practical implementation, Parasuraman et al. (1985) finds missing link
between service quality perspectives owned by the producers with service quality
perceived by the customers. Parasuraman et al. models the missing link with gap
between the perception of service quality from the producer and customer.
14
Word of mouth
Communication
Personal needs
Past experience
Expected Service
Customer
Gap 5
Perceived Service
Provider
Service delivery
Gap 4
External
communications to
Customer
Gap 3
Service Quality
Specifications
Gap 1
Gap 2
Management Perception
of Consumer expectation
Figure 2.1 Service Quality Model
Source: Conceptual Model of Service Quality (Zeithmal et al., 1990)
Briefly, the gap model in the above can be summarized as follows: to close the
gaps, the company must identify what customers expect (gap 1 “understanding gap”),
then the organization has to design the service accordingly (gap 2 “design gap’), and
assure that the service is delivered as it was designed (gap 3 “delivery gap”). At the
same time, they must communicate to customer precisely what the services contain
(gap 4 “communication gap”). When this is done, the company has done what it can
to design, to deliver, and to communicate the service to customers, and thereby
increases the chance that customer expectations of the service and their experience of
it match (gap 5 “service quality gap”).
Based on the Service Quality Model, this research focus on gap 2 “design gap”
and gap 3 “delivery gap.
15
Figure 2.2 Gap 2: Between Management’s perceptions of customer expectations and
Service Quality Specifications
Gap 2 or design gaps occur due to differences between management
perceptions of customer expectations and service quality specifications. The design
of service standards aims to find out what benchmark the quality of service standard
that is applied by the management service providers. If the management does not
have service standards, they need to make the design standard of service quality.
Figure 2.3 Gap 3: Between Service Quality Specifications and Service Delivery
In gap 3, the role in standard delivery of the service also must be paid attention
to. The service standards are made as the guide in the operation of a service that is
the realization from hope of the customer on this service. If this customer expectation
is different from the application of the service standard, then complaints from the
customers on the dissatisfaction of the services emerge.
16
2.4
Service Quality in Railway Transportation
The importance concern in transit service quality is passengers’ point of view.
TRB (2003a) groups those categories into two main groups, those are: availability,
and convenience & comfort.
1. Availability
a. Service Coverage. Service coverage is an important factor for choosing transit.
The route of service should ease one to mobile, from origin to destination. For
examples, train station should be easy to access by walking or bike and easy to
access to bus shelter even for those disabled people.
b. Scheduling. Scheduling is related with how easy the passengers get service by the
train with short waiting time in the station. This condition is related with many
operated fleets and high frequency of the train.
c. Capacity. “Capacity can impact train service availability”. During rush hours or
holiday, trains often experience overload in capacity. It means, for people who
have not get in the train, the service is not available.
d. Information. Information is a vital factor. Passengers need information in order to
get reliable service. Operator should inform any information to the passengers
through any possibilities (TRB 2003a).
2. Comfort and Convenience
a. Passenger Load. Passenger load can reduce the added value compared to private
vehicles. These factors need more attention as operator should be smart to adjust
“load factor”, based on supply and demand. When demand is low, operator will
set frequencies to become low, vice versa.
b. Reliability. Reliability in transit service is the matters of time that are “on-time
performance” and “regularity of headway”. These problems could be influenced
by internal and external operator’s management, such as traffic condition, road
construction, vehicle and maintenance quality, transit preferential treatments,
schedule achievability, evenness of passenger demand”, etc.
c. Travel Time. Travel time is one of a consideration factor for choosing modes. If
travel time of public transit is less than private vehicle, one will choose public
transit. Thus, public transit should have added value to become people reference.
17
d. Safety and Security. Safety and security in transit is whole parts from step on the
station until travel with the train safely and secure from criminal action.
e. Cost. When passenger has plans to mobile somewhere, one will compare “cost
out-of-pocket and value” of each mode.
f. Appearance and Comfort. Appearance includes cleanliness and neatness of
vehicle and station. Appearance condition can either attract customer or instead
unwilling to use transit. Appearance is reflection of management concern to
transit service. Comfort is related with personal comfort feeling, such as
“appropriate climate control (air conditioner, heater), comfort of seat, and
comfort of ride”. The more comfort they feel, the more consideration to use
public transit (TRB 2003a).
2.5
Customer Complaint Behavior
Complaints are a vital form of customer feedback that provides unique and
valuable information to an organization concerned with quality improvement and
risk management. Customer complaint behavior is a complex construction although
three factors are commonly mentioned in different definitions of the phenomenon,
either separately or in combination. The definitions either describe the complaining
customer’s state of mind, a behavioral, and/or a communicational act (Tronvoll
2008).
London (1980) defines customer complaint behavior as “an expression of
dissatisfaction by individual customers (or on a customer’s behalf) to a responsible
party in either the distribution channel or a complaint handling agency”. Oliver
(1980) notes that complaint behavior is dissatisfaction which is caused by negative
disconfirmation of purchase expectations.
Singh and Howell (1985), define customer complaint behavior “as a set of
multiple (behavioral and non behavioral) responses, some or all of which are
triggered by perceived dissatisfaction with a purchase episode”.
Knowledge about complaint behavior gives the service provider valuable
insight into many areas such as identifying common service problems, improving
service design and delivery, understanding the customer’s perceived service quality
and helping strategic planning (Tronvoll 2008). There are five behaviors common
complaint:
18
1. Facing companies/retailer in a certain way.
2. Avoiding the same company/retailer and persuading friends and family, to avoid
the same company/retailer.
3. Doing open action involving third parties (for example, launched a formal action
to obtain compensation).
4. Boycotting a company or organization.
5. Creating an alternative organization to provide goods or services.
The first three behaviors - related to the retailer, rather than degrading the brand
or store and asking friends to avoid too, and complained through a third party - is an
open response to the problem of product or service which customers claim, both
personally punish retailers through business withdrawal or by demanding some kinds
of replacement. This replacement can be in the form of money or replacement
product. Two last behaviors are more far-reaching: pulling their own business (hope
not from your friends and family) to launch a customer boycott of a general attempt
to change the marketing practices and / or promoting social change. Perhaps the most
drastic behavior is the last: creating a new organization to provide goods or services.
Singh (1988) suggests that customer complain behavior could be classified into
three major categories: (1) voice response to the party directly involved in the
complaint; (2) private response (e.g. negative word-of-mouth and/or switching); and
(3) a third party response (e.g. legal action).
From the customers perspective it is important to complaint after encountering
an unfavorable service experience because it gives the customer an opportunity to (i)
receive an apology for the inconvenience, (ii) be offered a fair solution of the
problem, (iii) be treated in a manner where the service company appreciates the
customer’s problem (including fixing it), and (iv) be offered some value-added
atonement for the inconvenience (Zemke and Bell, 1990).
From the transportation company’s perspective, complaint behavior is
important because it, (i) helps the provider to develop a sustainable business, (ii) may
reduce the effect of the negative word-of-mouth, and (iii) influences the profitability
in the future. A complaint provides an opportunity for service recovery which, in
turn, has the potential to educate the customer, strengthen loyalty, and induce
positive word-of-mouth comments (Edvardsson and Roos 2003; Friman and
19
Edvardsson 2003). Although attracting new customers is vital, successful service
companies recognize that retaining current customers and building loyalty are even
more important for profitability; as such, successful service companies actually
encourage dissatisfied customer to complain (Tax et al. 1998).
2.6
Complaint management
Complaints are valuable source of information. Every complaint is an inside
look into a customer’s mind, provided at no cost to company. Complaints tell
company why customers are dissatisfied and what company can do about it.
An effective complaint management process can be an important quality
improvement tool. Many studies that emphasize that customer feedback and
complaint should be welcomed and encouraged by the service provider because they
generate valuable information (Nyer and Gopinath 2005; Reynolds and Harris 2006;
Tax and Brown 1998).
Customer complaints may be useful in many ways: providing marketing
intelligence data (Harrison-Walker 2001), identifying common service problems
(Harari 1992; Johnston and Mehra 2002; Richins and Verhage 1985; Tax and
Brown1998), learning about organizations (Hoch and Deighton 1989; Johnston and
Mahra 2002; Tax and Brown 1998), improving service design and delivery (East
2000; Marquis and Filiatrault 2002; Tax and Brown 1998), measuring and enhancing
the perception of service quality (Edvardsoon 1992; Harrison-Walker 2001; Marquis
and Filiatrault 2002) and helping strategic planning (Droge and Halstead 1991;
Johnston and Mehra 2002).
According to Schnaars there are four important aspect for handling customer
complaint, there are:
1. Empathy with the customer
Empathy with the customer anger is essential in handling customer complaints.
Management can gain empathy from customers by providing more time to listen
to customer complaints.
2. Speed of response
The speed is crucial in handling customer complaints. When customers make a
complaint and did not get the right handling, then customers would likely not
satisfied and can not be converted into satisfied with the service company.
20
3. Balance of response
The company can handle the customer complaint in three ways:
a. Ignore
b. Giving a lot of compensation
c. Equally compensate the customer dissatisfaction
The best response to customer complaints is to improve the quality of the product
to the expected level of quality customer before making a purchase so that
customers get the satisfaction of the original satisfaction.
4. Ease to contact the company
In the era of globalization, communication is an absolute requirement. By
opening a channel of communication, customers can easily contact the company.
Although in reality a large cost element, but it would be very beneficial for
companies to create goodwill in the eyes of customers in the long term.
According to Davidow (2000), there are six different dimensions of
organizational responses to complaint that affect postcomplaint customer behavior.
There are:
1. Timeliness. The perceived speed with which an organization responds to or
handles a complaint.
2. Facilitation. The policies, procedures, and structure that a company has in place
to support customers engaging in complaints and communications.
3. Redress. The benefits or response outcome that a customer receives from the
organization in response to the complaint.
4. Apology. An acknowledgement by the organization of the complainant’s distress.
5. Credibility. The organization’s willingness to present an explanation or account
for the problem.
Attentiveness. The interpersonal communication and interaction between the
organizational representative and the customer.
2.7
Customer Satisfaction
Customer satisfaction is the “collective outcome of the customer’s perception,
evaluation, and psychological reaction to the consumption experience with a product
or service” (Khalifa & Liu, 2003). It leads to repeat purchase, loyalty, positive word
of mouth, and increased long term profitability for the organization (Wirtz, 2003).
21
Customer satisfaction thus highlight and explains the link between what a company
does (in terms of the products and service offered) and its customers reaction for that.
Attributes like reliability, frequency, comfort, information, driver behavior, and
cleanliness are shown to be key elements of public transport user satisfaction (Bates
et al. 2001, Beirao & Cabral 2007, Friman & Garling 2001, Hencher et al. 2003).
According to Oliver (1997), customer satisfaction is defined as the customer’s
fulfillment. It is a judgment that a product or service feature, or the product or service
itself, provided (or is providing) a pleasurable level of consumption-related
fulfillment, including levels of under- or over-fulfillment. Need fulfillment is a
comparative processes giving rise to the satisfaction responses. Any gaps lead to
disconfirmation; i.e., Positive disconfirmations increases or maintain satisfaction and
negative disconfirmation create dissatisfaction.
The Expectancy Disconfirmation with Performance (EDP) framework (Oliver,
1997) is one the most common theories of customer satisfaction. A basic assumption
is that satisfaction or dissatisfaction results from a comparison of expectations with
actual performance.
Figure 2.4 The expectancy disconfirmation with performance model
Source: Satisfaction: A behavioral perspective on the customer (Oliver, 1997)
The EDP model is applicable to explaining why people feel dissatisfied or
satisfied with public transport. The satisfaction judgment seems to originate in a
comparison of the level of performance perceived by the person using an evaluative
standard. Typically, this standard is formed by people expectations. Consequently,
disconfirmation may function as a process of change in the overall evaluation
processes.
22
2.8
Service Standards
Service standards, a shortened form of the phrase "standards of service" -- are
more than service delivery targets such as waiting times and hours of operation.
Customer are entitled to know what they should expect from the service provider,
how services will be delivered and what they cost, and what customer can do when
services they receive are not acceptable.
According Giannopoulos (1988) service standard is a fixed minimum or
maximum value of a specific performance or other indicator that should not be
exceeded. It is a limiting value or a specific objective to achieve, which may or may
not correspond to a performance indicator.
Service standards include five essential elements (Giannopoulos 1989):
1. Descriptions of the service you intend to provide and, where applicable, the
benefits clients are entitled to receive.
2. Service pledges or principles describing the quality of service delivery clients
should expect to receive, focusing on such elements as openness, fairness,
courtesy, professionalism, choice of official language where applicable, etc.
3. Specific delivery targets for key aspects of service, such as timeliness, access and
accuracy.
4. The costs of delivering the service, and
5. Complaint and redress mechanisms that clients can use when they feel standards
have not been met.
While each of these elements can exist on its own, it is expected that, in most
cases, service standards will eventually cover all elements. However, in a limited
number of instances, every element may not be relevant to the situation. In many
instances, clients for services have responsibilities as well as entitlements. In order to
receive the quality of service delivery described in service standards, they frequently
must provide required information accurately, present themselves on time, be able to
explain their situation, etc.
Service standards are being used as a mechanism to provide an evaluation of
the performance of the public transport system as a whole and/or this of individual
routes. Relative to the service standards, the following cases may exist
(Giannopoulos 1989):
23
1. Formal Service Standards. These are official policy objectives, which are used to
evaluate a particular performance indicator by establishing specific limits that
identify acceptable and unacceptable performance levels. The formality of the
standard is a reflection of its status within an agency as official policy and the
existence or a formalized performance evaluation and review process for the
corresponding indicators. Due to the standard’s official status, a major effort is
normally made to adhere to its requirements under most situations and
conditions.
2. Informal Service Standards. In this case the standard has no official or policy
status within an agency and is used as an internal guideline only. The standard’s
informal nature may result in less than universal application under various
situations or conditions at the discretion of the department or manager
responsible for the evaluation activity.
3. Proposed Service Standards. This is the situation, in which a transit system is
either in the process of developing a service standard to evaluate a performance
indicator, or it is currently involved in securing approval for recently been
approved. Most of the agencies with “proposed” standards envision that the
standards will receive formal status in the near future.
4. Performance Indicator Monitoring. This is the situation, in which a transit
system does not possess (or is in the process of developing) a service standard to
evaluate a performance indicator. However, despite the lack of a standard, the
agency does track or monitor the performance indicator by collecting/analyzing
pertinent data and by calculating various indicators and statistics on a more or
less regular basis. Transit systems that monitor performance indicators frequently
use such general terms as “minimize” or “maximize”, which indicate a desire to
improve some aspect of performance levels that are quantifiable or measurable.
5. No Standards or Indicators. A final case is a situation, in which no standards or
performance indicators are used by the agency.
24
2.9
Service Guarantee
A service guarantee is a statement that clarifies what the customers can expect
from a service, and what the company will do to rectify the situation if the service
does not meet expectations.
Service guarantees have been claimed to be an important device for achieving
total customer satisfaction after a service failure (Sasser at al., 1991). A service
guarantee is a promise by a firm that they will perform at a certain level and, if that
level is not met, the firm also promises to compensate the customer in some way.
When purchasing a service, customers have an expectation of what the quality of that
service will be (the promise). The firm provides some level of quality (performance).
If the customer or the firm is unsatisfied with the quality of the service provided, the
firm may or may not do something to satisfy the customer (compensation).
Kashyap (2001) states that service guarantees establish mechanism for routine
checks on performance, and create “feedback loops between the company and its
customer to facilitate organizational learning.
A Service guarantee transforms an intangible service into a measurable
expectation for the customer before receiving the service (Wagner, 1994). Service
guarantees could have a positive effect on customer satisfaction by managing
customer expectations (Cahill and Warshawky 1995), ensuring responsiveness,
forcing the firm to attain a high level of reliability, and providing tangible evidence
of a firm's empathy. A guarantee makes non-quality visible (Harvey 1998) and
provides economic incentive for the organization to continually improve its service
delivery process. Most companies use service guarantees to improve customer
satisfaction and attract new customers (Sasser et al., 1991).
2.10 Factor Analysis
Analysis factor is used to uncover the latent structure (dimensions) of a set of
variables. It reduces attribute space from a larger number of variables to a smaller
number of factors and as such is a "non-dependent" procedure (that is, it does not
assume a dependent variable is specified) (Garson, 2010). Factor analysis could be
used for any of the following purposes:
1. To reduce a large number of variables to a smaller number of factors for
modeling purposes, where the large number of variables precludes modeling all
25
the measures individually. As such, factor analysis is integrated in structural
equation modeling (SEM), helping confirm the latent variables modeled by SEM.
However, factor analysis can be and is often used on a stand-alone basis for
similar purposes.
2. To establish that multiple tests measure the same factor, thereby giving
justification for administering fewer tests. Factor analysis originated a century
ago with Charles Spearman's attempts to show that a wide variety of mental tests
could be explained by a single underlying intelligence factor (a notion now
rejected, by the way).
3. To validate a scale or index by demonstrating that its constituent items load on
the same factor, and to drop proposed scale items which cross-load on more than
one factor.
4. To select a subset of variables from a larger set, based on which original
variables have the highest correlations with the principal component factors.
5. To create a set of factors to be treated as uncorrelated variables as one approach
to handling multicollinearity in such procedures as multiple regression.
6. To identify clusters of cases and/or outliers.
7. To determine network groups by determining which sets of people cluster
together.
There are several different types of factor analysis, with the most common
being principal components analysis (PCA), which is preferred for purposes of data
reduction. However, common factor analysis is preferred for purposes of causal
analysis and for confirmatory factor analysis in structural equation modeling, among
other settings.
2.11 Regression Analysis
Regression analysis examines the strength of a relation between a dependent
variable and a number of independent variables, also called explanatory variables.
The mathematical model of the relation between the dependent variable and the
explanatory variables is known as the regression model. The regression model
contains one or more unknown parameters that are estimated using the given data on
the explanatory variables.
26
The simplest and most commonly used is the univariate linear regression,
y = a + bx (Esbensen et al., 1998). In the multivariate case, the corresponding
technique is called MLR (Multivariate Linear Regression), which fits a linear
combinations of
several variables, x1, x2, ..., xn, to describe the response, y
(Esbensen et al., 1998). The following equation describes the linear regression model
that is used in the analysis:
Υ = βo+β1χ1+………………..+βnχn+ε
(1)
Where:
Υ
βo
= Dependent variable
= Constant value
β1 – βn = Independent variable coefficient
χ1 - χn = Independent variable
ε
= Error
27
CHAPTER 3
EMPIRICAL STUDIES
This chapter presents historical introduction, company organization, project
description, customer satisfaction index, complaint handling system and service
guarantee that given by PT Kereta Api Indonesia and Statens Järnvägar (SJ) AB,
Sweden.
3.1
PT. Kereta Api Indonesia
3.1.1 Introduction
The first railway line in Indonesia began operations in August 10, 1867 in
Central Java. By May 21, 1873, the line had connected three main cities in the
region, i.e. Semarang, Solo and Yogyakarta. This line was operated by a private
company, Nederlandsch-Indische Spoorweg Maatschappij (NIS: Netherlands East
Indies Railway Company).
The railway restructuring has gone through various stages, started with
Djawatan Kereta Api (DKA), short after the Independence Day in 1945. Later years,
it changed into several names of public corporations, such as Perusahaan Negara
Kereta Api (PNKA) and Perusahaan Jawatan (PJKA), which were considered as
public services. In 1991, the organization changed into a state-owned enterprise,
Perusahaan Umum Kereta Api (PERUMKA) which aimed for commercial purposes,
while maintaining the obligation to provide public services.
nd
The transformation from PJKA into PERUMKA on January 2 , 1991 was
known as the first major step in the Indonesian railway restructuring. The
implementation of Law Number 13/1992 on Railway influenced the efforts of the
restructuring of the State Owned Companies (BUMN) which had functions as the
provider and operator of rail infrastructure as well as train services. As stated in
Chapter 6 of the law, the implementation of railway transport by the government was
delegated to a corporation, which was established for the purpose according to the
regulation.
With the implementation of Law Number 13/1992, part of the regulatory
function which was then indirectly conducted by PERUMKA even though formally
28
was the duty and responsibility of the government in this case Ministry of
Transportation - Directorate General of Land Transportation.
The second stage of the railway restructuring was the transformation of
PERUMKA into PT. Kereta Api (Persero), a state owned enterprise, through
Government Regulation No. 19/1998. By this latest conversion, therefore, full extent
of limited company principle was then exercised by PT. Kereta Api (Persero), as
regulated in Law No. 1 / 1995 on Limited Company and Government Regulation No.
12 / 1998 on Persero Company. The objective of PT. Kereta Api (Persero) was to
provide high quality services that were competitive and profitable to increase
company’s value (Article 4 item (1) sub B. Government Regulation No. 12 / 1998).
This was supported by Article 1 Item (2) Government Regulation No. 12 / 1998
which stated that all or at least 51% of the company’s shares was owned by the State
through direct capital investment.
PT Kereta Api (Persero) (Railway Corporation, LLC) is the major operator of
public railways in Indonesia. It is completely owned by the state, and pays track
access charges to the government. The other operator is PT Kereta Api Jabotabek,
which operates electrified commuter service in the Jakarta metropolitan area. PT
Kereta Api Jabotabek was spun off from the Jabotabek Division of PT Kereta Api
(Persero) on August 14, 2008.
Table 3.1 Track and Length
Route-km
Track-km
Traffic 2005 (millions)
(Pass-km + tones-kms)
% Freight
Traffic density / route
kms (thousand)
% Revenue
Source: PT KAI
Java
South
Sumatera
North
Sumatera
649
West
Sumatera
202
(16 km in
operation)
202
2944
649
3362
14540
3650
0.036
0.498
6
90
100
29
4938.9
5624.0
2.250
1.076
74
22
1
3
463
463
Table 3.1 depicts the current operational data of PT. Kereta Api (Persero).
There are currently four regional operations i.e. Java, South Sumatera, West
Sumatera and North Sumatera consisting of 6.700 kms track. 4.000 kms is in
29
operation, while the rest 2.700 kms were closed due to the tight competition with
road transport. This has attracted the attention of local governments to revitalize
them in accordance with the new Law Number 23 / 2007 on Railway. Table 1 also
shows the traffic loads as well as revenue gained from each region.
The recent enactment of Law Number 23 / 2007 on Railway supersedes the
Law Number. 13 / 1992 on Railway. Two significant changes were made, those are
the monopoly of PT Kereta Api (Persero) as the sole service provider has been
abandoned and the local governments may get involved in railway development
within their jurisdictions. As the monopoly privilege of PT Kereta Api (Persero) has
been discarded, other business entities including private sectors are then welcomed to
be involved in the railway sector in the country. However, this may not abruptly
succeed as the foundation for inviting private sector in railway that is not ready yet,
e.g. the institutional framework is still being developed, especially how private
sectors can participate in the existing main railway lines.
3.1.2. Indonesian Railway Organizations
Railway as one of the transportation modes in Indonesia is regulated and
authorized by Ministry of Transportation Government of Indonesia. The ministry
delegates the task to Directorate General of Railway (DGR). DGR responsibilities
consist of area related to railway such as infrastructure, vehicle, traffic, operational
and maintenance standard, and regulation. DGR tasks consist of relationship to the
operator that are making agreement, negotiation, set regulation and standard,
performance evaluation, and maintaining relationship between government, people,
and operator. There are three Directorates inside the DGR; Directorate of Railway
infrastructure handles all related subject with the infrastructure and network
construction, Directorate of Railway Traffic and Transport handles all related subject
with traffic, network operational, timetable, and services, Directorate of Railway
Safety and Vehicle handles all related subject with railway safety and vehicle
performance. The Directorates have direct coordination with the operator as the
railway service provider.
30
Source: www.kereta-api.co.id
The vision of Directorate General of Railways is to establish mass
transportation for passengers and freight that reliable, secure, safe, trustworthy and
affordable. The missions are to improve railway as public transportation, backbone
of freight transport, and as pioneer in creating integrated transportation.
Figure 3.1 Coordination Structure of Directorate General of Railway
Source: www.dephub.go.id
PT Kereta Api (Persero) (Railway Corporation, LLC) is the major operator of
public railways in Indonesia. It is completely owned by the state, and pays track
access charges to the government. The other operator is PT Kereta Api Jabotabek,
which operates electrified commuter service in the Jakarta metropolitan area. PT
Kereta Api Jabotabek was spun off from the Jabotabek Division of PT Kereta Api
(Persero) on August 14, 2008.
31
Table 3.2 Passenger Data (000 people)
Jawa
Year
Jabotabek
2006
104.425
2007
118.095
2008
125.451
2009*
119.770
Source : PT KAI
* until November
Non
Jabotabek
51.671
53.826
64.688
62.441
Jabotabek + Non
Jabotabek
Sumatera
156.096
171.921
190.139
182.211
3.323
3.415
3.939
3.738
Total
159.419
175.336
194.078
185.959
In doing the core business, PT KAI set a total of 9 Operational Region (DAOP
I Jakarta, DAOP II Bandung, DAOP III Cirebon, DAOP IV Semarang, DAOP V
Purwokerto, DAOP VI Yogyakarta, DAOP VII Madiun, DAOP VIII Surabaya, and
DAOP IX Jember) and 3 Regional Division (DIVRE I Sumatra Utara, DIVRE II
Sumatra Barat, and DIVRE III Sumatra Selatan), which are responsible in
maintaining the infrastructure and the operational of railways.
Company mission is formulated in order to realize the vision of the company
that is, aware of train as the main choice of transportation services with an emphasis
on:
1. Entire society as a customer
2. Leader in safety and reliability
3. Pioneer of sustainable development
4. A healthy financial companies
5. Employee and prosperous nation
The mission of PT KAI is to create the nature of mass transportation for
economic growth and support the other sector. The main task is to engage rail
transport services in order to expedite the movement of people and or goods in bulk
to support of national development.
PT KAI is divided into five directors and headed by a chief executive as a
president director whose duty is to receive instructions from and report to the
Minister of Transportation regarding the implementation of public policy such as to
carry out basic tasks of PT KAI and the other tasks provided by the Department of
Transportation. The five directors -- director of finance, director of railway technique
32
and engineering, director of operation, director of personal and general affair, and
director of business development -- work mainly with production and have
operational responsibility. The Director of operation covers most of divisions and
strategic corporate functions in PT KAI. There are, rolling stock division, training
divisions,
property divisions, corporate secretary,
centre of planning and
development, centre of safety and risk management, internal audit, regional area of
Jawa (I – IX), and regional division of Sumatera (I – III).
Figure 3.2 Organization Hierarchy of PT Kereta Api Indonesia
Source: PT KAI
3.1.3. Project Description in PT. Kereta Api Indonesia
a.
Railway Network
In Indonesia, railways cover about 3,362 km in Java and 1,314 km in Sumatra
including South Sumatera, West Sumatera and North Sumatera consisting 6,700 kms
track. 4,000 kms is in operation, while the rest 2,700 kms were closed due to the tight
competition with road transport, with only 10% of this being double-track railway.
The railway networks lines in Java and Sumatera can be seen in figure 3.3 and 3.4.
33
Figure 3.3 Railway Map in Jawa (total length route, 2005: 3.362.000 km)
Source: PT KAI
Figure 3.4 Railway Map in Sumatera (total length route, 2005: 1.314.000 km)
Source: PT KAI
For commuter train, PT KAI has an affiliated company, that is PT KAI
Commuter Jabodetabek (PT KCJ) as a commuter operator in jabodetabek area. PT.
KCJ operates 343,895 km electricity line and track. The railway network in
Jabodetabek area connects hinterland area with Province DKI Jakarta. The railway
network map of operational lines in Jabodetabek can be seen in figure 3.5.
34
Figure 3.5 Railway Map in Jabodetabek Area
Source: PT. KA Commuter Jabodetabek
The service routes of Jabodetabek commuter consists of:
a. Circular Line, with route Jatinegara – Manggarai - Tanah Abang – Duri - Kp
Ambon –Pasar Senen - Jatinegara (29,738 km).
b. South Line, with route Bogor – Depok - Manggarai (44,92 km)
c. Central line with route Manggarai-Gambir-Kota (9,89 km)
d. Bekasi Line with route Bekasi-Jatinegara (14,802 km)
e. Serpong Line with route Serpong - Tanah Abang (23,278 km)
f. Tangerang Line with route Duri - Tangerang (19,297 km)
g. Tanjung Priok Line with route Tanjung Priok - Kota (8,115 km)
b.
The Stations
There are 70 stations under the management of PT. KCJ and DAOP I PT. KAI.
The stations under the management of PT. KCJ are the stations specific only to serve
as commuter train. The name of the stations can be seen in figure 3.5. While in table
35
3.3 bellow, there are some stations located in Java Island which are divided into 9
(nine) operational regions (Daops).
Operation Area
Operational Region 1
Jakarta
Operational Region 2
Bandung
Operational Region 3
Cirebon
Operational Region 4
Semarang
Operational Region 5
Purwokerto
Operational Region 6
Yogyakarta
Operational Region 7
Madiun
Operational Region 8
Surabaya
Operational Region 9
Jember
Table 3.3 Railway Stations in Java
Description
Jakarta operational area is operation zone extended from
Merak station (west) in Banten Province to Cikampek
station (east) and Sukabumi station (south) across the
station in Jakarta province
Bandung operational area is operation zone extended from
Cibungur station (north) to Cipari station (east) and Ranji
station (west) across the stations in the north area of West
Java province
Cirebon operational area is operation zone extended from
Tanjungrasa station (west) to Brebes station (east) and
Songgom station (south) across the stations in the north
area of West Java province
Semarang operational area is operation zone extended from
Tegal station (west) to Kalitidu station (east) and Gundih
station (south) across the stations in the north of Central
Java province
Purwokerto operational area is operation zone extended
from Prupuk station (north) to Purworejo station (east),
Sidareja station (west) and Cilacap station (south) across
the stations in the south area of Central Java province
Yogyakarta operational area is operation zone extended
from Montelan station (west) to Kedungbanteng station
(east) in East Java province, Monggot station (north) and
Wonogiri station (south) across the stations in Yogyakarta
province
Madiun operational area is operation zone extended from
Walikukun station (west) to Curahmalang station (east)
and Rejotangan station (west) across the stations in the
south area of East Java province
Surabaya operational area is operation zone extended from
Bojonegoro station (north) to Blitar station (south) and
Mojokerto station (west) across the stations in the north
area of East Java province
Jember operational area is operation zone extended from
Bangil station (west) to Banyuwangi station (east) across
the stations in the east area of East Java province
Source: PT KAI
The condition of emplacement in some stations is lower than the train entrance
door and some are at the same height as the train entrance door, and the length of the
36
emplacement in some of the stations are not as long as the train length. This
condition can cause difficulties for passengers especially for the disable and elderly
people getting on-board and off board.
c.
The Vehicles
All locomotive of PT Kereta Api Indonesia are diesel engines. Most new
locomotives use electric transmissions, while older and lighter ones have hydraulic
transmissions. As in 2004, PT KAI operates:
a. 74 diesel multiple units
b. 253 electric multiple units
c. 846 revenues passengers’ car
d. 65 non-revenue passenger car (baggage-generators car and dinning cars)
e. 3214 freight wagons
PT KAI diesels –electric locomotives are mostly US or Canadian built, while
the diesels-hydraulic are mostly Germany. Electric multiple units are made in Japan
and Dutch. Local industry is capable of building multiple units, both diesels and
electric.
In addition, PT. KCJ as an operator of commuter train in Jabodetabek operates
395 units electric train (KRL). There are three type of commuter train; non AirConditioned (non AC) economic commuter, Air Conditioned (AC) economic
Commuter and Air-Conditioned (AC) express commuter. The non AC economic
commuter and AC economic Commuter are trains included in the government
subsidy. The AC express commuter is train operated by PT. KCJ using their own
expenses.
d.
Cost & Fare Payment
Tariff for train transportation is differentiated by origin-destination and type of
service (commuter, business and executive). Nevertheless, for economic commuter
class, passengers pay less than the actual price because the government gives
subsidies for this class. The ticket for commuter passenger is available in retail and
periodic. Retail ticket is in form of paper while periodic in form of periodic card.
Meanwhile, passengers (executive and business) can book the ticket through:
37
1. Counter sales and reservations at the station
a. Sales through the counters at the stations are served or open three hours
before the departure of trains;
b. Tickets can be booked 30 days earlier up to three hours before departure;
c. Ticket payment is in accordance with the relevant railways tariff;
2. Booking through Central Reservations
a. Train tickets purchase or reservations are served 30 days earlier up to hours
before departure of trains;
b. Passengers can come directly to book tickets by cash and directly get the
desired tickets[
3. Sales through agents
a. Sales through agents are served 30 days earlier up to one day before
departure;
b. Passengers can come directly to purchase the tickets by paying the
registration fee and extra charge;
4. Sales through Call Center
a. Sales or reservation through this system can be done in the Call center by
dialing number (121 and 021-21391121);
b. After that, passengers will get a booking code, so passengers can make
payments via e-banking;
c. Payments are made maximum 3 (three) hours after receiving the booking
code;
d. ATM payment receipt should be collected to the counter and then exchanged
for the sale of the station which is already online;
e. Booking a ticket is considered void if payments through ATM was not done
within three hours;
f. Booking a ticket through Call Center is served 30 days earlier up to 1 day
before departure time;
5. Sales through Post Office (PT POS)
a. Booking a ticket through this system is served 30 days earlier up to 2 days
before departure time;
38
b. In reservations, passengers can directly pay the fare for train tickets, plus
extra charge;
c. Then the receipt will be used to redeem the ticket at the station;
3.2
Customer Satisfaction Index in PT KAI
To describe the level of service quality in PT KAI operation can be done by
seeing the existing condition. The existing condition data is obtained from the
railway operator and community website (complaint database).
Table 3.4 Performance Report of PT KAI
Year
Item of Report
Passenger Train
Departure right on time (%)
Departure late (%, max. minute)
Arrive right on time (%)
Arrive late (%, max. Minute)
Freight Train
Departure right on time (%)
Departure late (%, max. minute)
Arrive right on time (%)
Arrive late (%, max. Minute)
Signaling problem (frequency)
Locomotive baulk (frequency)
Average WPG (days)
Source : PT KAI
2003
2004
2005
2006
2007
80
20 (8)
19
81 (56)
81
19 (7)
21
79 (41)
70
30 (5)
22
78 (40)
82
18 (4)
23
77 (46)
84
16 (3)
26
74 (41)
24
76 (187)
24
76 (204)
21
79 (72)
22
78 (86)
23
77 (85)
19
81 (112)
25
75 (80)
19
81 (107)
34
66 (80)
26
74 (95)
3354
1719
3.38
1650
1552
3.41
1600
1519
3.27
1550
1724
3.11
1933
1787
2.99
It can be seen from table 3.4 that at present railways operation is still colored
with the delay. The delay in railway operational happens when there are obstacles
that make the train stop or hold up the speed. There are also some technical problems
causing delay in commuter railway operation such as electricity shortage. This leads
to traffic jam when another train coming into the line. The signaling can also become
the cause of delay. Without signaling the train driver have no sign about the lines
situation and the driver would not taking risk to endanger the operational.
Not only from punctuality aspect, complains related to appearances and
comfort including cleanliness, safety and security are faced by PT KAI. According to
39
the commuter website, many passengers complain the safety and security on train
and at the station. Many cases of robbery and pickpocket happen everyday especially
in non AC economic commuter.
Accessibility also becomes problem for the disabled people. There is no
particular space for people with disabilities. Wheelchair users are difficult to use
train service. The elderly people and pregnant women sometimes face problems in
using train services as the access to the train is difficult and not comfortable for
them.
From those explanations, it can be concluded that customers of railway
transportation are not satisfied with the quality of service. This indicates that the
quality of railway service is below passengers’ expectation. This means that the level
of service given by PT KAI as a train operator is still dissatisfying.
3.3
Complaint Handling System in PT KAI
An effective complaint handling system is an essential part of providing quality
service. It is a measure of customer satisfaction. It provides positive feedback about
aspects of the service that work well, and is a useful source of information for
improvement. Complaint handling basically is activity to deliver complain, process
of respond to the complaint, feedback and report of complaint handling (Tronvoll
2008).
Responding to a complaint will be easier if the organization already have a
system in place to deal with complaints in a practical way and a mechanism by which
complaints are welcomed, received, investigated and resolved. A complaint handling
policy and procedure, which customers are informed about will assist in the
resolution and management of a complaint.
PT KAI as a train operator in Indonesia has provided call center, customer
service and the media of website (especially for PT KAI Commuter Jabodetabek) for
customers that want to make a complaint if they feel dissatisfied with PT KAI
services. PT KAI also has fans community website and community of customer
website which also gives spaces for complaining. The form of complaint from
website can be seen in figure 3.6. Unfortunately, session interview between
researchers with the operator representative have not been realized. Therefore, the
information about this item is limited.
40
Figure 3.6 Complaint Form in KCJ Website
Source: www.krl.co.id
However, the fast response and feedback on complaints that was sent by the
passengers of train only could be felt at the beginning time of launching this system
and until now, the quality of the response to customer complaint increasingly
decrease. Figure 3.7 shows the statement from one of train passengers that felt
dissatisfaction about the complaint handling system in PT KAI.
“Does the website to provided for making a complaint still function… ???? There
never was an answer… and from 6.35 am there are only 6 compartments of Express
train (Depok – Tanah Abang)”
Figure 3.7 Customer Complaint
Source: www.krl.co.id
41
Based on the perspectives of the train users, it seems that the customer complaint
handling is still not yet effective. Therefore, it does need improvements.
3.4
Service Guarantee in PT KAI
A service guarantee is a promise by a firm that they will perform at a certain
level and, if that level is not met, the firm also promises to compensate the customer
in some ways. Even service guarantees have been claimed to be an important device
for achieving total customer satisfaction after a service failure (Sasser at al., 1991),
PT KAI as a train operator in Indonesia still does not have this policy, but the
information about this item is limited.
3.5
Statens Järnvägar (SJ) AB, Sweden
3.5.1 Introduction
The first railway in Sweden started operating in 1856, between Örebro and
Nora. This was also the year in which the Swedish State Railways, SJ, was founded
(SJ, 2004). In 1862, the two largest cities in the country had a railway connection,
and SJ started its traffic. In the following years, many railways were built, and most
of them were private (in 1990, there were twice as many private tracks as publicly
owned, (Kullander, 1994)). The demand for steel increased strongly at the turn of the
20th century, and the large resources in the north of Sweden, become worth
exploiting due to the building of the railway (which solved the transport problem)
and new processing technique. By 1910, Sweden had 12.000 kilometers of railway –
in 2003, about the same track length, 11.697 kilometers, is in use (Banverket, 2004).
In the Swedish rail sector, there are government authorities, private companies
and public companies working. The former Swedish Railways (Statens Järnvägar,
SJ) is now SJ AB (SJ AB), state owned joint stock company and runs merely
passenger traffic. The government authority of the National Swedish Rail
Administration (Banverket) is responsible for infrastructure and rail network. There
are also some 20 – 30 private companies operating in as well national areas as local
areas. Some examples: Green Cargo AB, Connex Sverige AB, Citypendeln Sverige
AB, DSB Sverige AB (Danish owned), Inlandsbanan AB, Roslagståg AB, Svenska
Tågkompaniet AB. Stor-Stockholms Lokaltrafik (SL) runs passenger traffic and is
also an entrepreneur in the Stockholm region.
42
SJ AB became a 100% state-owned joint stock company on 1 January 2001. Its
first activities as the state railway company in Sweden started in 1856. SJ has
currently about 3,500 employees. SJ has 90% market share of the passenger traffic of
long distances in Sweden. Also, SJ has currently 55% of the total train traffic in
Sweden. In 2001 SJ was divided into six independent companies out of which SJ AB
is one. Out of the five other companies one is in freight transport, Green Cargo AB.
The other four companies are in maintenance, real estate, terminal service and IT.
SJ’s business operations focus on three primary areas:
1. Quality, for SJ, quality means punctuality, service customer and providing clean
trains that are in good working order. Developing SJ service culture is a key
focus area and their aim to get even closer to their customer. SJ introducing a
small organizational structure to help SJ staff to better equipped to offer a high
quality travel experience.
2. Freedom of choice, freedom of choice is important and SJ committed to enabling
customer to decide the content of their journey. Passengers can choose a lower
level of flexibility by declining optional extras and thereby reduce the ticket
price. Alternatively, they can increase service and flexibility by purchasing
rebookable or cancelable tickets and rebookable meals and other services. SJ
mission is for all customers to tailor their journeys to their individual needs and
interest.
3. Growth, demand for rail has risen sharply in recent years and is anticipated to
continue growing. To meet this demand, SJ offering tickets at attractive rates to
encourage people to travel when there is plenty of space onboard, a strategy that
has proved successfully. SJ are also expanding seat capacity on peak morning
and afternoon services by using longer trains.
3.5.2 Sweden Railway Organization (Statens Järnvägar (SJ) AB)
Statens Järnvägar (SJ) AB have a straightforward vision that its call “All
Aboard”. It involves people seeing the train as their first alternative when planning a
journey. SJ AB business concept is to provide travel on the passenger’s own terms.
This means offering individuals, business travelers and long-distance commuters an
attractive form of travel.
43
The mission of SJ is to offer value-for-money rail travel to passengers in
Sweden and beyond that enables them to fulfill their planned activities on board and
on arrival at their destination.
Source: www.sj.se
SJ is divided into seven divisions and six strategic corporate functions. The
seven divisions, one for Southern Sweden Division, another for Northern Sweden
Division, Long Distance Traffic Division, Subsidiaries Division, Sales Division,
Rolling Stock Division and Production Division, work mainly with production and
have operational responsibility. Production division covers most of the employees,
up to 2000, amongst others those working onboard the trains, including the train
drivers for vehicles. In the division for Rolling Stock, SJ have placed everything
from acquisition and maintenance of vehicles to rail switches. The division for Sales
covers both our own SJ travel offices (SJ Resebutik), situated at train stations, as
well as customer service and telephone sales. The division is also in charge of
external sales contacts such as travel agencies. The strategic corporate functions of
Marketing & Information, Legal, Administration, Finance & Accounts, Traffic safety
and External relations are responsible for strategic direction and coordination.
44
Figure 3.8 Organization Hierarchy of Statens Järnvägar (SJ) AB, Sweden
Source: www.sj.se
3.5.3 Project Description in Statens Järnvägar (SJ) AB, Sweden
a.
Railway Network
Rail transport in Sweden uses a network of 12.821 km (include 3.594 km of
privately owned railways) of track, the 20th largest in the world. Construction of the
first railway in Sweden began in 1855. In 1853 the Swedish Parliament decided that
the state would build main line railways, but that other lines would be built by
private enterprise (often with cities as main owners), and in 1856 the first stretch,
between Örebro and Nora (a private railway), was opened for traffic.
The first two main line railways were the Southern, stretching from Stockholm
to Malmö in the south, and the Western, to Gothenburg in west. These line railways
were finished between 1860-1864. The Northern railway runs parallel to the Baltic
cost (but not along it) up to Boden in northern Sweden, and was finished in 1894.
The Inland Railway runs from Gällivare in the north to Kristinehamn in the center of
the country, through the central parts of northern Sweden, and was built between
1908-1937.
There used to be six main lines (stambanor), all nationally owned:
a. Västra stambanan (Western main line), 453 km, Stockholm-Gothenburg through
Katrineholm-Halsberg-Låxa-Falköping.
45
b. Södra stambanan (Southern main line), 381 km, Malmö-Falköping through
Nässjo-Jönköping.
c. Östra stambanan (Eastern main line), 216 km, Nässjö-Katrineholm through
Mjölby-Linköping-Nörkpöing.
d. Norra stambanan (Northern main line), 484 km, Stockholm-Ånge through
Uppsala-Avesta Krylbo.
e. Stambanan genom övre Norrland (Main line through upper Norrland), 629 km,
Bräcke-Boden through Långsele-Vännäs.
f. Nordvästa stambanan (Northwestern main line), 209 km, Laxå-Norwegian border
through Karlstad-Kil-Charlottenberg.
Also these line have for a period been called main lines:
a. Mittbanan (Norrland cross line), about 500 km, Sundsvall-Norwegian border
through Ånge-Östersund.
b. Inlandsbanan, about 1300 km, Kristinehamn-Gällivare through Mora-Östersund.
Figure 3.9 Railway Map of Sweden
Source: www.banverket.se
46
b.
The Stations
In table 3.5 bellow, there are some railway stations in Sweden. Unfortunately,
the data is not enough to explain more about station condition. In general, the
operation of stations is not the responsibility of SJ but municipality and government
board (banverket). Some of these station buildings are owned by private. From the
observation, the overall condition of station is already suitable with technical
standard and specification in related regulation.
Table 3.5 Railway Station in Sweden
Station
Abisko turist station
Abisko östra
Alingsås
Alvesta
Älvsbyn
Ånge
Ängelhom
Âre
Arlanda central station
Arvika
Avesta-Krylbo
Bastruträsk
Bergasa
Björkliden
Boden central station
Bollnäs
Borlänge central station
Bräcke
Bräkne-Hoby
Bromölla
Charlottenberg
Degerfors
Duved
Ed
Emmaboda
Enköping
Eskiltuna central station
Falkenberg
Falköping central station
Falun central station
Fjällåsen
Flemingsberg
Flen
Gällivare
Gävle central station
Gothenburg central station
City
Abisko
Abisko
Alingsås
Alvesta
Älvsbyn
Ånge
Ängelhom
Âre
Arlanda
Arvika
Avesta
Bastruträsk
Karlskona
Björkliden
Boden
Bollnäs
Borlänge
Bräcke
Bräkne-Hoby
Bromölla
Charlottenberg
Degerfors
Duved
Ed
Emmaboda
Enköping
Eskiltuna
Falkenberg
Falköping
Falun
Fjällåsen
Flemingsberg
Flen
Gällivare
Gävle
Gothenburg
Municipality
Kiruna
Kiruna
Alingsås
Alvesta
Älvsbyn
Ånge
Ängelhom
Âre
Sigtuna
Arvika
Avesta
Norsjö
Karlskona
Kiruna
Boden
Bollnäs
Borlänge
Bräcke
Ronneby
Bromölla
Eda
Degerfors
Âre
Dals-Ed
Emmaboda
Enköping
Eskiltuna
falkenberg
Falköping
Falun
Kiruna
Huddinge
Flen
Gällivare
Gävle
Gothenburg
Opened
October 3, 1862
1877
October 4, 1858
47
Continued Table 3.5
Station
Halmstad central station
Härnösand
Hässleholm central station
Helsingborg central station
Herrljunga
Höör
Hudiksvall
Jönköping central station
Jörn
Kalmar central station
Karlshamn
Karlskona central station
Karlstad central station
Katrineholm central station
Katterjåkk
Kil
Kiruna central station
Knivsta
Köping
Kristianstad central station
Kristinehamn
Kungsbacka
Läggesta
Låktatjåkka
Laxå
Leksand
Linköping central station
Liseberg
Ljusdal
Luleå central station
Lund central station
Malmö central station
Märsta
Mellansel
Mjölby
Mora
Morjärv
Mörrum
Motala central station
Murjek
Nässjö central station
Norrköping central station
Nyköping central station
Örebro central station
Östersund central station
Riksgränsen
Ronneby
Sala
Sandviken
City
Halmstad
Härnösand
Hässleholm
Helsingborg
Herrljunga
Höör
Hudiksvall
Jönköping
Jörn
Kalmar
Karlshamn
Karlskona
Karlstad
Katrineholm
Katterjåkk
Kil
Kiruna
Knivsta
Köping
Kristianstad
Kristinehamn
Kungsbacka
Mariefred
Låktatjåkka
Laxå
Leksand
Linköping
Gothenburg
Ljusdal
Luleå
Lund
Malmö
Märsta
Mellansel
Mjölby
Mora
Morjärv
Mörrum
Motala
Murjek
Nässjö
Norrköping
Nyköping
Örebro
Östersund
Riksgränsen
Ronneby
Sala
Sandviken
Municipality
Halmstad
Harnosand
Hässleholm
Helsingborg
Herrljunga
Höör
Hudiksvall
Jönköping
Skellefteå
Kalmar
Karlshamn
Karlskona
Karlstad
Katrineholm
Kiruna
Kil
Kiruna
Knivsta
Köping
Kristianstad
Kristinehamn
Kungsbacka
Strängnäs
Kiruna
Laxå
Leksand
Linköping
Gothenburg
Ljusdal
Luleå
Lund
Malmö
Sigtuna
Örnsköldsvik
Mjölby
Mora
Kalix
Karlshamn
Motala
Jokkmokk
Nässjö
Norrköping
Nyköping
Örebro
Östersund
Kiruna
Ronneby
Sala
Sandviken
Opened
1869
1872
1993
1858
1856
1910
1866
1862
48
Continued Table 3.5
Station
Söderhamn
Södertälje centrum
Södertälje syd lower
Södertälje hamn
Södertälje syd upper
Sölvesberg
Stockholm central station
Stockolms sodra
Storlien
Strängnäs
Sunderby sjukhus
Sundsvall central station
Tierp
Tranås
Trollhätan
Uddevalla central station
Umeå central station
Uppsala central station
Vänersborg central station
Vännäs
Varberg
Värnamo
Västerås central station
Västervik
Växjö
Vindeln
City
Söderhamn
Södertälje
Södertälje
Södertälje
Södertälje
Sölvesberg
Stockholm
Stockholm
Storlien
Strängnäs
Luleå
Sundsvall
Tierp
Tranås
Trollhätan
Udevalla
Umeå
Uppsala
Vänersborg
Vännäs
Varberg
Värnamo
Västerås
Västervik
Växjö
Vindeln
Municipality
Söderhamn
Södertälje
Södertälje
Södertälje
Södertälje
Sölvesberg
Stockholm
Stockholm
Åre
Strängnäs
Luleå
Sundsvall
Tierp
Tranås
Trollhätan
Udevalla
Umeå
Uppsala
Vänersborg
Vännäs
Varberg
Värnamo
Västerås
Västervik
Växjö
Vindeln
Opened
January 4, 1995
July 18, 1871
1860
1886
1866
Source: Banverket
c.
The Vehicles
For the operation, SJ divided their fleet (train) into three types, there are:
1. Double-decker trains
SJ has 24 double-decker trains especially for regional service with frequent stop.
2. X 2000
X 2000 offers the highest level of comfort and is the mainstay of our longdistance rail services in Sweden. The standard and equipment of the trains make it
possible to utilize the time onboard efficiently. Forty X 2000 trains operate primary
on the Stockholm-Gotenborg, Stockholm-Malmo, Stockholm-Sundsvall, and
Stockholm-Karlstad routes.
3. InterCity and Night Trains
Classic trains for inter-regional travel day and night. InterCity trains operate on
medium-distance routes. All of them include a bistro carriage and on some routes a
49
movie and family carriage. SJ Night trains concept includes overnight
accommodations, which gives travelers the opportunity to relax with entertainment
alternatives en route. Night trains offer different levels of comfort, including sleeper
and couchette carriages with your own or a shared compartment. Combinations of
113 engines and 524 carriages as well as 156 sleeper and couchette carriages are
adapted to demand on each route.
d.
Cost & Fare Payment
SJ’s prices are determined based on supply and demand. It is cheaper to book a
ticket when there are a lot of seats available and more expensive when the train is
nearly full. A simple way to travel less expensively is to choose a less popular
departure. If passenger have to travel at a certain time, it is important to book in
advance. If passenger reserve a ticket 90 days before departure, passenger can travel
anywhere in Sweden at a low price. The price then goes up each day passenger get
closer to departure, depending on how full the train gets. Even if passenger book the
last minute, there is a chance to find cheap tickets. Two days before departure the last
tickets are auctioned off at an opening bid of one krona. The auction is open for bids
until six hours before the train is scheduled for departure.
SJ’s pricing model gives as many people as possible the opportunity to take the
train. That’s because SJ trains are better filled, and a full train is more profitable than
one that is half full. Being profitable means SJ can reduce passenger prices even
more.
For fare payments, to take advantage of SJ offers, customers need easy access
to SJ sales locations. Distribution is designed with four watchwords in mind:
simplicity, accessibility, cost efficiency and proximity. Tickets are sold through both
manual and electronic channels. Manual sales are handled by SJ sales outlets, contact
center and to a lesser extent onboard trains. Some of SJ trips and options are also
sold through travel agencies and Pressbyrån/7-Eleven stores, making them even more
widely available. SJ have 32 stores and around 400 retailers. Electronic sales are
handled through ticket machines and SJ’s website. In 2009, SJ launched a web
solution that allows customers to buy tickets by mobile phone. Some customers want
to be able to travel without a ticket. In addition to mobile phone tickets, SJ offer
three alternatives. In Mälardalen, passengers can travel ticket-free with a TiM-
50
Resekort. Membership in the SJ Prio customer loyalty program or an ID card also
allows them to travel without a ticket. SJ large corporate customers can use a special
website to easily find customized solutions. Customer also have access to simplified
invoicing routines and travel statistics. About 85 percent of SJ sales volume is
through four main channels: (www.sj.se), travel agencies, the contact center and SJ’s
Resebutik outlets. The Internet is clearly the largest sales channel, with about 40
percent of total sales, and at the same time the fastest growing. In the future, selfservice options are expected to continue to grow, especially among commuters.
3.6
Customer Satisfaction Index in Statens Järnvägar (SJ) AB, Sweden
This part describes the existing condition of Statens Järnvägar (SJ) AB service
performance. Data were obtained from document review, such as SJ Annual Report
2001 until 2008. These documents were obtained officially from Statens Järnvägar
(SJ) AB.
SJ AB puts great emphasis on listening to its customers. SJ AB wants to know
what their customers think of SJ and what SJ can do to improve customer travel
experience. SJ AB invests heavily in measuring customer attitudes annually via
Customer Satisfaction Index (CSI). The index is based on questions put to customers
while traveling onboard SJ train, an approach that their belief best captures the full
range of feeling and attitudes towards SJ services. The survey measures satisfaction
with SJ as a company and their products and services, as well as their success in
meeting customer expectations.
Table 3.6 Customer Satisfaction Index in SJ AB, Sweden
Customer Satisfaction Index – SJ AB
2006
2007
Comfort
71
73
Information
73
75
Punctuality
63
61
Customer care
73
74
1)
CSI Total
71
73
2008
72
76
59
73
73
1) Each question is asked separately, including the “Overall SCI for SJ” metric.
Source: SJ Sustainability Report 2008 (www.sj.se)
From table 3.6 above, it can be seen that in 2008 the overall CSI was 73, which
respondents to a rating of “Good”. Onboard comfort has a big impact on customer
satisfaction. Comfort includes basic questions like whether a train is clean,
51
comfortable and in good working order, and whether there are working toilettes and
adequate luggage space. The current customer rating for onboard comfort is 72. The
data has held steady at a satisfactory level for the three years. Onboard customer care
is another key component to of customer satisfaction. SJ customer care rating of 73
in the CSI has held steady in the recent years.
Clear and readily available travel information is a vital service to customers.
With regard to information provided onboard trains, SJ improved their CSI value in
2008 (76) compared to 2007 (75). In the case of traffic delays, it is particularly
important to quickly inform passengers of the underlying cause, whether further
delays are expected and how their connection are affected. In such instances, it is
important that SJ staffs are visible and available to answer question.
As an element in providing better information, SJ equipped all train attendants
with new handheld computers in 2008. Linked to traffic centers locally and
nationally, they allow attendants to keep track of delays and other traffic disruptions.
Information can then be passed on to customers, including the length of the delay,
the availability of replacement services and other connections. In 2008, SJ also
improved its cooperation with Banverket in the area of traffic information, including
announcements at stations and on trains. This will provide greater clarity for travelers
and help to ensure that SJ always provide accurate, up-to-date information. SJ
continuously reviews traffic information, and www.sj.se is becoming an increasingly
important tool in this work.
Punctuality is SJ principal quality metric. In 2008 average punctuality,
measured as the percentage of trains arriving at their destination within five minutes
of the scheduled time, was 90 percent (90). SJ has ambitious goals with regard to
punctuality, which is not yet satisfactory on certain lines.
Table 3.7 Punctuality in SJ AB Sweden
Punctuality, SJ AB, %
All SJ Trains 1)
X 2000
Long distance trains
Regional trains
Commuter train
2003
2004
2005
2006
2007
2008
92
72
88
92
95
93
81
87
93
95
91
77
84
91
95
90
74
82
89
95
90
74
85
91
93
90
69
85
91
94
Target
2009
93
1) Excluding Stockholmståg.
Source: SJ Sustainability Report 2008 (www.sj.se)
52
Many of SJ delays are caused by external factors such as collisions with wild
animals, fallen trees and power cuts. Since the rail network is congested, particularly
in metropolitan areas at peak times, delays on one line often affect other trains in the
system and cause additional delays.
3.7
Complaint handling System in SJ AB, Sweden
An effective complaint handling system can be an important quality
improvement tool. Many studies emphasize that customer feedback and complaint
should be welcomed and encouraged by the service provider because they generate
valuable information (Nyer and Gopinath 2005; Reynolds and Harris 2006; Tax and
Brown 1998). Unfortunately session interview between researchers with the operator
representative in SJ AB have not been realized. Therefore, the information about this
item is limited. In this case researchers only use related documents in SJ AB
including, General terms and condition for carriage by rail documents (GCCCIV/PRR), Swedish Rail Carriage Act, and Regulation (EC) No 137 /2007 of the
European Parliament and of the Council of 23 October 2007 on rail passengers rights
and obligations.
When customers were facing the problem in the service of SJ AB as a train
operator in Sweden, they could convey their complaint to SJ AB through email,
website and customer service. SJ AB recorded and kept the complaint data in the
database. Complaints where the customer has requested a response will be responded
to within 5 working days of receiving the complaint.
In the event a passenger wishes to report a circumstance which entitles him to
compensation or assistance pursuant to these General Terms and Conditions (about
complaints and settlements of disputes), they should firstly contact the train staff or
the staff at staffed points of sale. Where such staff cannot make a decision regarding
compensation, the passenger should, not later than within three months, submit his
claim to SJ AB's Customer Service or via SJ AB's website (www.sj.se) or otherwise
in writing to SJ AB. Agreements regarding compensation entered into between a
passenger and train staff or staff at staffed points of sale must be noted on the ticket
or otherwise in writing. In the absence of any notation, the party wishing to invoke
an agreement must prove the existence and terms of such agreement.
53
The system of customer complaint handling from Statens Järnvägar (SJ) AB,
Sweden could be as guidance for PT KAI to implement the process to handling
complaint from customer and at least it can decrease the number of complaints about
services provided by PT KAI using the effective mechanism of customer complaint
handling system.
3.8
Service Guarantee in SJ AB, Sweden
A service guarantee is a statement that clarifies what the customers can expect
from a service, and what the company will do to rectify the situation if the service
does not meet expectations. Travel time guarantee is one of service guarantee. In SJ
AB Sweden, this guarantee was based on EU Directive and EC Regulation
1371/2007 that had been amended as of 10th October 2009. The roles of the
guarantee in SJ AB Sweden are:
1. A delay of 60-119 minutes grants a 25% refund on the ticket price.
2. A delay of 120+ minutes grants a 50% refund on the ticket price.
3. If you buy your ticket with SJ Prio points, you will receive compensation as per
the model above, but in SJ Prio points.
4. Cash compensation replaces credit values.
5. If the delayed journey is a single journey, and the compensation sum (per
passenger) is less than SEK 30, no compensation will be paid.
If the train delay lasts at least 60 minutes, passengers can claim compensation for:
1. Emergency telephone calls
2. Reasonable added expenses for food and accommodation
Travel time guarantee for multi-ticket travelers, the same delay rules apply as for
other travelers:
1. Annual pass – The price of the annual pass/240 (25% or 50% of the ticket price,
depending on the extent of the delay)
2. Monthly pass – The price of the monthly pass/36 (25% or 50% of the ticket price,
depending on the extent of the delay)
3. Annual commuter pass – The price of the annual commuter pass/360 (25% or
50% of the ticket price, depending on the extent of the delay)
4. Period pass 10 trips in 30 days – The price of the period pass/10 (25% or 50% of
the ticket price, depending on the extent of the delay)
54
5. There is no lower limit for travel time guarantee compensation for season
travelers
To apply these guarantee compensation, customers can use official website of
SJ AB Sweden or the agent or representative from whom customers bought the
ticket. The complaint should be made within three months to SJ AB.
SJ AB shall have no liability when the delay, missed connection, or
cancellation can be attributed to any of the following causes:
1. Circumstances which are not linked to the operation of the railway which SJ AB
could not have avoided or the consequences of which it could not have
prevented, even if SJ AB had taken the care dictated by the circumstances;
2. Error or negligence of the passenger;
3. Behavior of a third party which SJ AB could not have been avoided or the
consequences of which it could not have prevented, even if SJ AB had taken the
care dictated by the circumstances. Another company which uses the same
infrastructure shall not be deemed a third party, nor shall the administrator of the
infrastructure.
SJ AB shall also have no liability when the delay, missed connection or
cancellation was known to the passenger, by means of information which he received
prior to his purchase of the ticket or when the passenger, notwithstanding the delay
or after rebooking arrived at the final destination station on time or subject to a delay
not exceeding 60 minutes.
The service guarantee policy from Statens Järnvägar (SJ) AB, Sweden, could
be used as guidance for PT KAI to implement this policy and at least it can increase
customers satisfaction when using train as a transportation choice.
55
CHAPTER 4
RESEARCH METODOLOGY
This chapter presents the research approach used in this study, research
flowchart, research design & questionnaire, respondents, study area, research tool,
procedure and data analysis method. At the end of this methodology, part of validity
and reliability issues will be discussed to follow the quality standard of the research.
4.1
Research Flowchart
A flowchart for the research must be arranged before, to be able to conduct the
research systematically. The function of the flowchart is a navigator, to carry out the
research effectively. The flowchart of this research can be seen as below:
Figure 4.1 Research Flowchart
56
4.2
Research Design & Questionnaire
The questionnaire was divided into three parts: (1) items measuring satisfaction
towards PT KAI services with accessibility of station, availability of parking
facilities, fare payment & queuing the ticket, travel time, staff behavior, punctuality,
facilities for disabled, security, cleanliness, comfort and complaint handling system.
(2) complaint questionnaire to measure factors from service quality factors that
influence the passengers to make a complaint, the related item concern about travel
time, punctuality, information, cleanness, staff behavior, comfort, fleet availability,
security and safety condition on station, and information. (3) Demographics, the
questioner item correspondents of age, sex, last education, average wage and
frequency of using train transportation.
Respondents were asked to rate their satisfaction perception for service given
by PT KAI (in parts 1) and also rate their important perception about factors of
service quality that influence them to make a complaint (in parts 2). The
questionnaires were developed based on Benchmarking in European Service of
Public Transport survey’s tool and previous research conducted in Jogjakarta (Liden
et al. 2008). These questionnaires use Likert type format. The Likert-type format is
designed to allow customers to respond in varying degrees to each item that
describes the service. Likert-type scale rate from very bad, bad, neutral, good and
very good for questionnaire item in parts 1, and very not important, not important,
neutral, important and very important for questionnaire item in parts 2.
4.3
Respondents
The respondents are those who use train transportation when this survey was
conducted.
4.4
Sample Size
According to Gorsuch (1974) standard sample theory suggested that the
minimum respondent sample for factor analysis survey is “n = 5 X number of
variables in question”. In this research total of question is 20, then n = 5 X 20 = 100
respondents. While Santoso S. (2006) declare that for factor analysis survey, the
minimum respondent sample is around 50 to 100 respondents. The total of
57
respondents for this research is 375 respondents consisting of 125 respondents for
each class of passengers (commuter class, business class, and executive class).
4.5
Study Area
Data collection was conducted in train station from passeengers in Jakarta
including Bogor, Tangerang, Bekasi and Depok, Pekalongan and Yogyakarta
province.
4.6
Research Tool
There are some tools and materials need to be prepared before collecting the
data in the field. The tools and materials are:
1. Pen/pencil, clipboard, used to fill in the survey (questionare) forms
2. Personal computer, used to process the data collected
3. Questionare form, used to record the data
4. Camera, used to get a picture in the field.
4.7
Procedure
The data were collected via field survey in the station located in Jakarta,
Yogyakarta and Pekalongan. Jakarta (Jabodetabek) was chosen for short distance
train (commuter train passenger) because in this area there are many passengers
using train to commute for their activity. Yogyakarta and Pekalongan were chosen
for long distance train (business and executive train passenger). In Yogyakarta and
Pekalongan, data were collected at 8-10 in the morning and at 4-7 in the afternoon,
because during this time actually business and executive trains usually departed and
arrival. For Jakarta area, data were collected during the working hours at around 8
a.m - 4 p.m.
In this study, the researcher uses self-rating questionnaire as a data collection
method. The respondents were asked to fill out the questionnaire at the train stations.
Those who declined to participate in the survey were asked why they had chosen not
to participate; the most common reason given was that they did not have time to fill
out the questionnaire. Data collection was terminated when the surveyor had reached
and collected data from 375 respondents.
58
4.8
Type of Data
In this research, the data were divided into secondary data and primary data.
1. Secondary Data
The secondary data is data which is collected to support the primary data and as
comparison to other studies. The secondary data in this research are obtained from
the institution or organizations associated with the research object such as
Directorate General of Railways (DGR) Ministry of Transportation, PT. KAI,
PT. KA Commuter Jabodetabek (PT. KCJ), Banverket and Statens Järnvägar
(SJ) AB, Sweden, both directly go to those offices or through the official website.
Secondary data required are as follows:
a. Complaint handling management system, service guarantee policies, and
service standards associated with the railways services
b. Other supporting data about characteristic of service operation such as:
railway network, the number of users, the number of stations and fleets, the
fare structure, and customer satisfaction index
2. Primary Data
The primary data is data which are collected in the field based on the existing and
reality condition. This data were conducted by questionnaire survey.
4.9
Data Analysis
The aim of this study is to know the service quality attributes that have
significant influences on customer satisfaction towards PT KAI Services for
Commuter class, Business class, and Executive class, and are there influence
between customer satisfactions towards provided service and the desire to do a
complaint. Questionnaire is the most common tool to investigate the similar aim.
Statistical tools (SPSS) were use for data input and analysis. The data that were
collected will be analyzed using statistical method. There are:
a. Statistic Deskriptve Analysis, in this statistic analysis, the data will be presented
with some simple tables as well as frequency distribution tables, line and/or stick
diagram, pie chart, gouph description through modus median, and variation
thrugh standard deviation.
b. Factor Analysis, this analysis is for finding the factor that has significant
influences on customer satisfaction towards PT KAI Services. Analysis are
59
divided into 3 classes of customer, there are; commuter class, business class, and
executive class.
c. Regression Analysis, this analysis is for finding where there is influence between
customer satisfactions towards provided service and the desire to do a complaint.
4.10 Validity and Reliability
The principles of validity and reliability are fundamental cornerstones of the
scientific method and it is a key concept in quantitative research. Together, they are
at the core of what is accepted as scientific proof, by scientist and philosopher alike.
Validity measures the extent to which the results of the study measured what they
were intended to measure. In the other hand, Reliability measures whether the
research is replicable in the similar situations or not.
60
CHAPTER 5
ANALYSIS AND RECOMENDATION
This section contains finding from statistical analysis. Demographic statistics,
factor analysis and regression analysis are performed on the collected data. The
additional
finding
from
local
measurement
is
also
included
to
enrich
recommendation that could be applied in local area.
5.1
Research Result
5.1.1 Steps of Analysis
To achieve the prescribed objective, a step of data analysis must be arranged
before. Method will perform the following logical steps as schematically shown in
figure 5.1.
Figure 5.1 Steps of Analysis
As mentioned before, the aim of this study is to know the service quality
attributes that have significant influences on customer satisfaction towards PT KAI
services for Commuter class, Business class, and Executive class. In addition, are
there influence between customer satisfactions toward provided service and the
desire to do a complaint. This step can be used as a navigator, to carry out the
research effectively. Details of step can be explained below:
61
1. Step 1: Since respondent profile is very important to know the background and
characteristic of the respondents, it is included in the survey forms. These data
will be analyzed using statistic descriptive analysis. From this analysis we can
understand the data percentage about respondents such as age, sex, education,
average income and occupation.
2. Step 2: In this step, by using customer satisfaction questioner (form 1) the
researcher wants to analyze the service quality attributes from 20 item
questionnaires that have significant influences on customer satisfaction towards
PT KAI Services. In this analysis, the researcher also divides customer into 3
classes: commuter, business and executive class. These data will be analyzed
using factor analysis. This analysis reduces the attribute space from a larger
number of variables to a smaller number of factors.
3. Step 3: After the result of factor that has significant influences to customer
satisfactions had been analyzed. The next step is analyzing whether there is
influence between customer satisfactions towards provided service (smaller
number of factors) and the desire to do a complaint. This data will be analyzed
using regression analysis.
5.1.2 Demographic Data Analysis
In this section, the results of analyzing demographic questions are given. 6
questions were asked in section (part) 3 of the research questionnaire about the
passenger sex, age, education level, job and profession, frequency of travel in month
and average income per month.
Gender
From the demographic data, it can be seen that the proportion of male user for
commuter class, business class, and executive class is grater than female user (see
table 5.1).
Table 5.1 The Number of Respondent Based on Gender
Commuter Class
Respondent
%
Male
101
80.8
Female
24
19.2
Total
125
100
Source: Data Analysis Result, 2010
Gender
Business Class
Respondent
%
111
88.8
14
11.2
25
100
Executive Class
Respondent
%
89
71.2
36
28.8
125
100
62
From the data, it can be seen that approximately 81 % male users choose
commuter class. This also may mean that because male is the main breadwinner for
their families, it is logical that most of the commuter train users are males who use
these modes to support their daily work activities.
Meanwhile for long distance train, from 125 respondents for each class (business
and executive class) 11,2 % female passengers are opt for business class and 28.8 %
for executive class. The reason for this is that executive class is mainly safer and
more secure than business class, so it make them comfortable to use this class.
Age
In this research, the respondents are classified into the age range of <20,
21–
30, 31–40 and >41 years old. The proportion of respondents based on age can be
seen in table 5.2 below.
Table 5.2 The Number of Respondent Based on Age
Commuter Class
Respondent
%
< 20 years
12
9.6
21 – 30 years
99
79.2
31 – 40 years
13
10.4
> 41 years
1
0.8
125
100
Total
Source: Data Analysis Result, 2010
Age
Business Class
Respondent
%
8
6.4
89
71.2
26
20.8
2
1.6
125
100
Executive Class
Respondent
%
7
5.6
36
28.8
72
57.6
10
8
125
100
As can be noticed, passengers between 21-30 years old are mostly opt for
commuter and business class, while for executive class is 31-40 years old (57,6%).
Educational Level
The respondents are classified based on the level of education such as: less and
equal high school degree, Diploma (D11-D3), Bachelor (S1) and Post Graduate.
Table 5.3 The Number of Respondent Based on Educational Level
Commuter Class
Respondent %
High School
105
84
Diploma(D1 – D3)
8
6.4
Bachelor (S1)
12
9.6
Post Graduate
Total
125
100
Source: Data Analysis Result, 2010
Education Level
Business Class
Respondent
%
63
50.4
40
32
22
17.6
125
100
Executive Class
Respondent %
12
9.6
26
20.8
81
64.8
6
4.8
125
100
63
From table 5.3, most of the respondents for executive class have Bachelor (S1)
degree (64,8 %), followed by Diploma (D1-D3) (20,8 %), a less and equal high
school (9,6 %) and Post Graduate (4,8%). Most of the executive train class users are
those who have higher educational level. It is reasonable that the higher educational
level, the higher the opportunity to get the better job and income.
Occupation
Of 375 respondents who answered this question, the occupation of respondents
for all class (commuter, business and executive class) was dominated by private
employee/businessman followed by civil servant/TNI/Polri, Students and other
profession. (See in table 5.4).
Table 5.4 The Number of Respondent Based on Occupation
Profession
Commuter Class
Respondent
%
Civil
22
Servant/TNI/POLRI
Private
92
Employee/Businessman
Students
10
Others
1
125
Total
Source: Data Analysis Result, 2010
Business Class
Respondent
%
Executive Class
Respondent
%
17.6
29
23.2
32
25.6
73.6
89
71.2
82
65.6
8
0.8
100
6
1
125
4.8
0.8
100
11
125
8.8
100
Frequently using train
From 375 respondents (including commuter, business and executive
passenger), 32,8 % use train once/week, twice/week (29,3 %), 3 times/week (1,6 %),
4 times/week (2,7 %), 5 times/week (1,3 %), and for commuter passenger especially
those who commuted frequently are 6 times/week (2,4 %) and more than 8
times/week (29,9 %).
64
Table 5.5 The Number of Respondent Based on Frequently Using Train
Commuter Class
Business Class
Executive Class
Total
Respondent
% Respondent
% Respondent % Respondent
1 time/month
40
32
83
66.4
123
2 time/month
81
64.8
29
23.2
110
3 time/month
1
0.8
5
4
6
4 time/month
2
1.6
2
1.6
6
4.8
10
5 time/month
3
2.4
1
0.8
1
0.8
5
6 time/month
8
6.4
1
0.8
9
>8 time/month
112
89.6
112
125
100
375
Total
125
100
125
100
Source: Data Analysis Result, 2010
Frequently
Level of Income
As can be noticed for long distance train, comparison results are based on the
level of income for business and executive class. The average income between
1.000.001-2.000.000 are consisting the most for business class (81,6%), while for
executive class the average income is 2.000.001-3.000.000 (59,2%), it is very logical
considering that this class is mainly intended for the better of class in society.
Table 5.6 The Number of Respondent Based on Level of Income
Commuter Class
Respondent
%
< 1.000.000
69
55.2
1.000.001-2.000.000
46
36.8
2.000.001-3.000.000
7
5.6
> 3.000.000
3
2.4
125
100
Total
Source: Data Analysis Result, 2010
Level of Income
Business Class
Respondent
%
12
9.6
102
81.6
11
8.8
125
100
Executive Class
Respondent
%
5
4.0
28
22.4
74
59.2
18
14.4
125
100
On the other hand, the most proportion of respondents for short distance train
(commuter train) have the income level per month is < 1.000.000 (55,2 %).
Therefore, it is reasonable if they choose commuter train than other transportation
mode to support their daily activities because of its cheaper and more affordable
tariff.
5.2
Service Performance Analysis
This part describes the existing condition of PT KAI service performance. The
exiting condition data is gained from customer satisfaction survey held in Jakarta,
Pekalongan and Yogyakarta. Jakarta (Jabodetabek) was chosen for commuter train
65
%
32.8
29.3
1.6
2.7
1.3
2.4
29.9
100
passenger because in this area there are many passengers using train to commute for
their activity. Yogyakarta and Pekalongan were chosen for business and executive
train passengers. This part also compares the operational service in case project
description between PT KAI and Statens Järnvägar (SJ) AB, Sweden.
For the first parts, the total respondents for this research are 375 which is
divided into 3 classes; commuter for short distance train, business and executive for
long distance train, each class consist of 125 respondents.
Statistical tools of
Microsoft excel and SPSS were used for data input and analysis. Data Analysis was
conducted in descriptive analysis test, descriptive statistic was conducted to perform
in order to examine respondents’ perceived satisfaction on observed variable, general
satisfaction and service attributes that given by PT KAI.
Descriptive analysis step, means and number of valid response (in Appendix 2)
were summarized in table 5.7.
Table 5.7 Distribution of Satisfaction Responses
Attributes of service
(Satisfaction)
General satisfaction
VB
N %
2 0,5
Accessibility of station
4
Availability of parking facilities 8
Ticket price
7
Fare payment
4
Queuing the ticket
7
Safe station
8
Cleanliness
16
Safety & security equipment
17
Safety information
52
Facilities for disabled
45
Comfort ness
28
Security on train
85
Train condition
38
Appearance of service personal
1
Staff behavior
2
Readiness to help passenger
2
Availability of train fleet
5
Punctuality
5
Travel time
8
Complaint handling system
14
Source: Data Analysis Result, 2010
VB : Very Bad
B : Bad
N : Number of Respondent
1,1
2,1
1,9
1,1
1,9
2,1
4,3
4,5
13,9
12
7,5
22,7
10,1
0,3
0,5
0,5
1,3
1,3
2,1
3,7
B
N
N
31
%
8,3
N
%
296 78,9
N
37
%
9,9
VG
N %
9 2,4
25
89
98
26
69
71
126
140
175
213
103
175
102
5
16
50
58
34
70
134
6,7
23,7
26,1
6,9
18,4
18,9
33,6
37,3
46,7
56,8
27,5
46,7
27,2
1,3
4,3
13,3
15,5
9,1
18,7
35,7
193
195
191
156
223
199
179
171
116
87
144
82
174
139
271
262
204
206
205
186
128
69
71
139
70
84
51
42
26
25
89
31
55
201
75
55
95
118
81
28
34,1
18,4
18,9
37,1
18,7
22,4
13,6
11,2
6,9
6,7
23,7
8,3
14,7
53,6
20
14,7
25,3
31,5
21,6
7,5
25 6,7
14 3,7
8 2,1
50 13,3
6 1,6
13 3,5
3 0,8
5 1,3
6 1,6
5 1,3
11 2,9
2 0,5
6 1,6
29 7,7
11 2,9
6 1,6
13 3,5
12 3,2
11 2,9
13 3,5
N : Neither bad or good
G : Good
G
51,5
52
50,9
41,6
59,5
53,1
47,7
45,6
30,9
23,2
38,4
21,9
46,4
37,1
72,3
69,9
54,4
54,9
54,7
49,6
VG : Very Good
66
From the descriptive statistic analysis table above, we can see from general
satisfaction that 78,9 % customer of PT KAI (train passenger) is almost satisfied
“neither bad or good” with the service and only 2,4 % of customer felt that service
that given by PT KAI is very good. From the central tendency finding, it can be
concluded that respondents are not satisfied with the quality of service. This indicates
that the quality of railway service is under passengers’ expectation. This means that
the level of service given by PT KAI as a train operator in Indonesia is still low.
For the seconds parts of the comparison of services, from previous chapter
(chapter 4), we can see the differences of the operational service between PT KAI
and Statens Järnvägar (SJ) AB, Sweden. The overall explanation of service can be
compared and seen in the following table:
Section
Railway Network
Stations
The Fleets
Table 5.8 Comparison in Services
PT Kereta Api Indonesia Statens Järnvägar (SJ) AB,
Sweden
Owned
by
government Owned
by
(Directorate General of (Banverket)
government
Railway)
- The
condition
of - Overall condition of
emplacement in some
station is already suitable
station is lower than the
with the technical standard
train entrance door and
and specification in
some in the same level
related regulation.
with train entrance door. - In general, the operation
- The station is become
of stations is not the
responsible of PT KAI
responsibility of SJ but
(DAOPS/DIVRE).
that of municipality and
government board
(banverket).
- Consists of electrical & - Consists of electrical &
diesel locomotive train.
diesel locomotive train
- Is divided into three - Is divided into two classes;
classes;
economic,
the first class & the second
business, and executive
class.
class.
67
Section
Cost & Fare payments
PT Kereta Api Indonesia
- Tariff
for
train
transportation
is
differentiated by origindestination and type of
service.
- Customers can buy the
ticket
through
both
manual and electronic
channels.
Continued Table 3.5
Statens Järnvägar (SJ) AB,
Sweden
- SJ’s prices are determined
based on supply and
demand.
- Tickets are sold through
both manual and electronic
channels.
From the table above, it can been seen that both PT KAI and Statens Järnvägar
(SJ) AB, Sweden do not have responsibility for the railway networks because it is
owned by government--DGR for Indonesian railway and Banverket for Sweden
railways.
5.3
Customer Satisfaction Analysis
In this section, the results of Factor Analysis are given. This analysis is for
finding the factor from service quality attributes that have significant influences on
customer satisfaction towards PT KAI Services. Analysis are divided into 3 classes
of customers, there are: commuter class, business class, and executive class.
Analyses were carried out by examining KMO and Bartlett’s tests. In addition,
KMO measures of sampling adequacy is an index that is used to examine the
relevance of factor analysis, by considering KMO value as follows:
a. KMO value = 1 means that correlation between variable pairs is perfect
b. KMO value ≥ 0,5 means that correlation between variable pairs can be analyzed
c. KMO value < 0,5 menas that correlation between pairs of variables can not be
explained by other variables and factor analysis is not appropriate
In Bartlett's Test of Sphericity, by observe a number of significance at level
0,05 or 5 %. If significant value greater than 0,05 (sig. > 0,05) it is means the result
not significant, then the population correlation is identity matrix. But if significant
value is less than 0,05 (sig. < 0.05) it is means the results is significant, then the
population correlation is not identity matrix, in other word variable is correlated in
the population (Supranto,2004).
68
The next step is to determine the appropriate variable by looking at MSA
(Measure of Sampling Adequacy) value ranging from 0 until 1, with the criteria:
a. MSA value = 1, variable can be predicted without error by other variable
b. MSA value ≥ 0,5 , variable can still be predicted and also can be analyzed
c. MSA value < 0,5 , variable can not be analyzed
Principal component analysis with VARIMAX rotation and selection of factor
based on the Kaiser criterion was carried out. Principle component analysis was used
because the primary purpose was to identify and compute composite coping scores
for the factors underlying the short version of the attributes service quality.
5.3.1 Analysis Factor
Commuter Class
Analysis Factor is a statistical tool to explore the structure of the perceived
service quality. The identified dimensions (factors) define broader areas for planning
and action. The general purpose is to find a way to summarize the information
contained in a number of composite dimensions.
For this class, in the first analysis, there are attributes that have MSA value less
than 0,5 (MSA < 0,5) that is accessibility of station and readiness to help passenger,
for that reason according to provision on above, these attributes can not be analyzed
and must be excluded from analysis.
After the variable has been excluded, the next step is doing factor analysis
without these variables. From table 5.9 below, it can be seen that KMO value for
commuter class is 0.753 (bigger than 0.5) and approximation chi-square is 421.079
with degrees of freedom 153, significant at alpha level 0,05, in this test sig. value is
0,000 ( sig < 0,05). According to the value of KMO and Bartlett’s test, then the data
can be analyzed further.
Table 5.9 KMO and Bartlett's Test (Commuter Class)
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
0.753
Bartlett's Test of Sphericity Approx. Chi-Square
Df
Sig.
421.079
153
0.000
Source: Data Analysis Result, 2010
69
The next step is to determine the appropriate variable by looking at MSA
(Measure of Sampling Adequacy) value ranging from 0 until 1, with the criteria that
can be seen in the previous explanation. It can be seen from the Anti image
correlation table (in appendix 3, commuter class), there is no MSA value (“a”
marked, the diagonal from top left to bottom right) that less than 0,5 (< 0,5). This
shows that these variables can be analyzed further.
Principle components analysis was used since the primary purpose was to
identify and compute composite coping scores for the factors underlying the short
version of the attributes service quality. Principal component analysis with
VARIMAX rotation and selection of factor based on the Kaiser criterion was carried
out.
Table 5.10 Rotated Component Matrixa,b (Commuter Class)
1
2
Component
3
4
5
6
Safety information
0.76
Facilities for disabled
0.75
Security on train
0.68
Cleanliness
0.71
Safe equipment
0.44
Complain system
0.67
Price
0.46
Queuing the ticket
0.75
Train condition
0.45
Punctuality
0.64
Comfort
0.39
Availability of parking
0.86
Staff appearance
0.56
Safe station
0.81
Availability of train
0.54
Travel time
0.41
Fare payment
0.77
Staff behavior
0.65
a. Rotation converged in 7 iterations.
b. Only cases for which Type = Commuter Class are used in the analysis phase.
Source: Data Analysis Result, 2010
70
From table 5.10, the analysis result for commuter class is in six factors
solutions. The newly formed sixth factors can be seen from the variable that has
eigenvalue greater than 1 (> 1), which explained 57,95 % of the variance (in
appendix 3, commuter class). A factor analysis with six factors revealed the
following. Attributes with bigger factor score weights are shown below:
Factor 1: - Safety information for passenger on board and off board, facilities for
disabled, and security on the train.
Factor 2: - Cleanliness of the train & station, safety & security equipment, and
complaint-handling system adopted on train.
Factor 3: - Ticket price, queuing the ticket, physical condition of the train, and
punctuality when using train.
Factor 4: - Availability of parking facilities at station, appearances of service
personal, and the comfort in using train
Factor 5: - Security while waiting at/leaving the station, availability of train fleet, and
travel time when using train.
Factor 6: - Fare payment, and staff behavior.
Business Class
For this class, in the first analysis there are attributes that have MSA value less
than 0,5 (MSA < 0,5) that is availability of parking, for that reason according to
provision on above, these attributes can not be analyzed and must be excluded from
analysis.
After the variable has been excluded, the next step is doing factor analysis
without these variables. From table 5.11 below, it can be seen that KMO value for
commuter class is 0.614 (bigger than 0.5) and approximation chi-square is 425.947
with degrees of freedom 171, significant at alpha level 0,05, in this test sig. value is
0,000 ( sig < 0,05). According to the value of KMO and Bartlett’s test, then the data
can be analyzed further.
71
Table 5.11 KMO and Bartlett's Test (Business Class)
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
0.614
Bartlett's Test of Sphericity
Approx. Chi-Square
Df
Sig.
425.947
171
0.000
Source: Data Analysis Result, 2010
The next step is to determine the appropriate variable by looking at MSA
(Measure of Sampling Adequacy) value ranging from 0 until 1, with the criteria can
be seen in the previous explanation. It can be seen from the Anti image correlation
table (in appendix 3, business class), there is no MSA value (“a” marked, the
diagonal from top left to bottom right) that less than 0,5 ( < 0,5). This shows that
these variables can be analyzed further.
Table 5.12 Rotated Component Matrixa,b (Business Class)
1
2
Component
3
4
5
6
7
Comfort
0.49
Fare payment
0.68
Punctuality
0.66
Travel time
0.78
Cleanliness
0.65
Complain system
0.76
Safe information
0.58
Facilities for disabled
0.55
Price
0.53
Safe station
0.16
Availability of train
0.84
Readiness to help
0.72
Staff appearance
0.53
Staff behavior
0.77
Security on train
0.51
Train condition
0.79
Safety equipment
0.73
Accessibility of station
0.77
Queuing the ticket
0.70
a. Rotation converged in 11 iterations.
b. Only cases for which Type = Business Class are used in the analysis phase.
Source: Data Analysis Result, 2010
72
From table 5.12, the analysis result for business class is in seven factors
solutions. The newly formed seventh factors can be seen from the variable that has
eigenvalue greater than 1 (> 1), which explained 61,90 % of the variance (in
appendix 3, business class). A factor analysis with seven factors revealed the
following. Attributes with bigger factor score weights are shown below:
Factor 1: - Fare payment, the comfort in using train, punctuality, and travel time.
Factor 2: - Cleanliness of the train & station, safety information for passenger on
board and off board, complaint handling system.
Factor 3: - Ticket price, security while waiting and leaving the station, facilities for
disable, and availability of train fleet.
Factor 4:- Appearances of service personal, staff behavior, and readiness to help
passenger.
Factor 5: - Security on train, and physical condition of the train.
Factor 6: - Safety & security equipment in train or station.
Factor 7: - Queuing the ticket, and accessibility of station.
Executive Class
From table 5.13 below, it can be seen that KMO value for executive class is
0.710 (bigger than 0.5) and approximation chi-square is 450.484 with degrees of
freedom 190, significant at alpha level 0,05, in this test sig. value is 0,000
( sig < 0,05). According to the value of KMO and Bartlett’s test, then the data can be
analyzed further.
Table 5.13 KMO and Bartlett's Test (Executive Class)
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
0.710
Bartlett's Test of
Sphericity
Approx. Chi-Square
Df
Sig.
450.484
190
0.000
Source: Data Analysis Result, 2010
The next step is to determine the appropriate variable by looking at MSA
(Measure of Sampling Adequacy) value ranging from 0 until 1, with the criteria seen
in the previous explanation. It can be seen from the Anti image correlation table (in
appendix 3, executive class), there is no MSA value (“a” marked, the diagonal from
73
top left to bottom right) that less than 0,5
(< 0,5). This shows that these variables
can be analyzed further.
Table 5.14 Rotated Component Matrixa,b (Executive Class)
1
2
Component
3
4
5
6
7
Comfort
0.64
Staff appearance
0.56
Queuing the ticket
0.59
Punctuality
0.66
Cleanliness
0.75
Safe station
0.76
Fare payment
0.54
Safety equipment
0.58
Availability of train
0.67
Facilities for disabled
0.37
Accessibility of station
0.46
Safety information
0.85
Security on train
0.53
Complain system
0.66
Parking facilities
0.51
Staff behavior
0.82
Train condition
0.86
Travel time
0.66
Readiness to help
0.44
Price
0.74
a. Rotation converged in 21 iterations.
b. Only cases for which Type = Executive Class are used in the analysis phase.
Source: Data Analysis Result, 2010
From table 5.14, the analysis result for executive class is in seven factors
solutions. The newly formed seventh factors can be seen from the variable that has
eigenvalue greater than 1 (> 1), which explained 60,317 % of the variance (in
appendix 3, executive class). A factor analysis with seven factors revealed the
following. Attributes with bigger factor score weights are shown below :
Factor 1: - Queuing the ticket, cleanliness of the train & station, the comfort in using
train, appearances of services personal, and punctuality.
74
Factor 2: - Fare payment, security while waiting at/leaving the station, safety &
security equipment in train or station, facilities for disabled, availability
of train fleet, and accessibility of station.
Factor 3: - Safety information for passenger on board and off passenger, security on
the train, and complaint handling system.
Factor 4: - Staff behavior, and availability of parking facilities at station.
Factor 5: - Physical train condition.
Factor 6: - Travel time and readiness to help passenger.
Factor 7: - Ticket price.
5.3.2 Interpretation of Factors
By looking the highest correlation value between early variables with latent
factors, it will get a new factor that is the aggregation of previous variable. In other
words, from 20 variables, after the initial stages of factoring and rotation there will
be 6 factors (Commuter class) and 7 factors (Business and Executive class) that
consist of several variables factor. Next steps, by looking at the variables that make
up each of these latent factors, then it can be given a new name to simplify the
interpretation process. According Dillon (1984), naming of factor is based on value
(λ) of the largest variable factor. If two or more variables have the same value (λ),
then the process for giving the name is based on priority (1,2,3…), but if the variable
is derived from the same attributes, the naming of factor is equal with the name from
attributes factor.
75
Table 5.15 Service attribute that use in factor analysis
Variable
X1
X2
X3
X4
X5
X6
X7
X8
X9
X10
X11
X12
X13
X14
X15
X16
X17
X18
X19
X20
Question
Accesibility of station (railway station should be
easy to access/integrated system)?
Availability of parking facilities at station
Ticket price
Fare payment
Queuing the ticket
Security while waiting at/leaving the station
Cleanliness of the trains & station
Safety & security equipment in train or station (fire
extinguisher,hammer & first aid)
Safety information for passenger on board and off
board
Facilities for disabled (toilet, special seat,
wheelchair space)
The
comfort in using train transportation
(appropriate climate control (air conditioner,
heater, fan), seat comfort, and ride comfort)
Security on the train (become a victim of crime
“pickpocket”)
Physical condition of the train so far (AC, fan, seat
& toilet condition)
Apperances of services personal (how they
look/uniform)
Staff behaviour
Readiness to help passenger
Availability of train fleet (many operated fleets &
high frequency of fleet)
Punctuality in using train transportation
Travel time when using train
Complaint handling system adopted on train
transportation (in train & in the station)
Service attribute
Service coverage
Tangible
Cost
Cost
Service coverage
Safety & security
Appearances
Safety & security
Information
Tangible
Comfort
Safety & security
Tangible
Appearances
Comfort
Comfort
Scheduling
Reliability
Travel time
Information
In this research, the naming process (interpretation process) is done by
identifying the variables that have a high factor loading value. From the analysis
results, service attribute/variable that has a high factor loading value for each class of
train transportation can be seen in explanation below:
Commuter class
Service attribute that has a high factor loading value for commuter class are:
1. Safety information for passenger on board and off board is related to
“Information” attribute.
2. Cleanliness of the trains & station is related to “Appearances” attribute.
3. Queuing the ticket is related to “Service coverage” attribute.
76
4. Availability of parking facilities at station is related to “Tangible” attribute
5. Security while waiting at/leaving the station is related to “Safety & security”
attribute.
6. Fare payment is related to “Cost” attribute.
For the next steps, this factor can be arranged for knowing service quality
attributes that have significant influences on customer satisfaction towards PT KAI
Services for commuter class passenger, the rank can be seen below:
1. Factor 1 : Information
2. Factor 2 : Appearances
3. Factor 3 : Service coverage
4. Factor 4 : Tangible
5. Factor 5 : Safety & security
6. Factor 6 : Cost
Based on that rank, factors that have significant influences on customer
satisfaction for commuter class is Information, followed by Appearances, Service
coverage, Tangible, Safety & security, and Cost.
Business Class
Service attribute that has a high factor loading value for business class are:
1. Travel time when using train is related to “Travel time” attribute.
2. Complaint handling system adopted on train transportation (in the station) is
related to “Information” attribute.
3. Availability of train fleet (many operated fleets & high frequency of fleet) is
related to “Schedulling” attribute.
4. Staff behaviour is related to “Commfort” attribute.
5. Physical condition of the train so far (AC, fan, seat & toilet condition) is related
to “Tangible” attribute.
6. Safety & security equipment in train or station (fire extinguisher,hammer & first
aid) is related to “Safety & security” attribute.
7. Accesibility of station (railway station should be easy to access/integrated
system) is related to “Service coverage” attribute.
77
This factor can be arranged for knowing service quality attributes that have
significant influences on customer satisfaction towards PT KAI Services for business
class passenger, the rank can be seen below:
1. Factor 1 : Travel time
2. Factor 2 : Information
3. Factor 3 : Scheduling
4. Factor 4 : Comfort
5. factor 5 : Tangible
6. Factor 6 : Safety & security
7. Factor 7 : Service coverage
That rank explains a factor that has significant influences on customer
satisfaction for business class is Travel time, followed by Information, Scheduling,
Comfort, Tangible, Safety & security and Service coverage factor.
Executive Class
Service attribute that has a high factor loading value for executive class are:
1. Cleanliness of the trains & station is related to “Appearances” attribute.
2. Security while waiting at/leaving the station is related to “Safety & security”
attribute.
3. Safety information for passenger on board and off board is related to
“Information” attribute.
4. Staff behaviour is related to “Comfort” attribute.
5. Physical condition of the train so far (AC, fan, seat & toilet condition) is related
to “Tangible” attribute.
6. Travel time when using train is related to “Travel time” attribute.
7. Ticket price is related to “Cost” attribute.
For knowing the service quality attributes that have significant influences on
customer satisfaction towards PT KAI Services for Executive class passenger, this
factor must be arranged based on the interest of attribute, the rank can be seen below:
1. Factor 1 : Appearances
2. Factor 2 : Safety & security
3. Factor 3 : Information
4. Factor 4 : Comfort
78
5. Factor 5 : Tangible
6. Factor 6 : Travel time
7. Factor 7 : Cost
For executive class, customers focus more on Appearances, followed by Safety
& security, Information, Comfort, Tangible, Travel time and Cost, that can influence
their satisfaction on provided services.
5.3.3 Comparison of Factors
The previous explanation results of the factors of service quality attributes that
have significant influences on customer satisfaction towards PT KAI Services can be
clearly identified. There are different results for commuter, business and executive
class. The more comprehensive explanation of the results can be seen in this table:
Table 5.16 Comparison Results
Factor
Commuter Class
Business Class
Executive Class
Factor 1
Information
Travel time
Appearances
Factor 2
Appearances
Information
Safety & security
Factor 3
Service coverage
Scheduling
Information
Factor 4
Tangible
Comfort
Comfort
Factor 5
Safety & security
Tangible
Tangible
Factor 6
Cost
Safety & security
Travel time
Service coverage
Cost
Factor 7
-
From table 5.16 above, it can be noted that a factor that has significant
influences on customer satisfaction for commuter class is Information. This factor
consists of safety information for passenger on board and off board, and complainthandling system adopted on train transportation. This makes sense because this mode
(commuter class) has become the main option for transportation modes to support
customer daily work activities especially in urban area. But in fact, the convenience
offered by operator is far from expectation, so it may disappoint the users of
commuter train. Because of that reason, if customers feel dissatisfied with the
provided services from the operator, the operator must provide the media for
customers who have complaints to convey their complaint easily.
79
Meanwhile for business class, the first factor is Travel time. There are two
conditions that can influence passenger travel time in this research; the waiting time
and the vehicle speed. Based on the analysis factor results, this factor becomes the
most factor that has significant influences on customer satisfaction for business class
passenger because their travel time is less than the travel time using other
transportation mode that has similar service for long distance public transportation
(Bus). This happens because train is free from traffic jam.
For executive class, customers focus more on Appearances. From table 6.6
about level of income, which can be noticed for long distance train, the average
income of passengers of executive class is 2.000.001-3.000.000 (59,2%), this result
is higher compared to that of business class of long distance train. It is very logical,
therefore, that this class is mainly intended for the better class in society. From that
explanation, we understand that passengers for this class is concerned with the
appearance factor including cleanliness on the trains & stations, also appearances of
service personal. This may be because they already pay higher price for this class and
expect better service for their comfort. This is called the appearance dimensions.
5.4
Customer Complaint Analysis
In this section, the results of Regression analysis are given. Regression analysis
examines the strength of a relation between a dependent variable and a number of
independent variables, also called explanatory variables. In this research, this
analysis is for finding whether there is influence between customer satisfactions
towards provided services and the desire to do a complaint. Analysis is also divided
into 3 class of customers; commuter class, business class, and executive class. Eq. (1)
below describes the linear regression model that is used in this analysis:
Υ = βo+β1χ1+………………..+βnχn+ε
(1)
Where:
Υ
βo
β1 – βn
χ1 - χn
ε
=
=
=
=
=
Dependent variable
Constant value
Independent variable coefficient
Independent variable
Error
80
In this analysis, the first step that researcher must do is making a hypothesis.
A hypothesis is a preliminary or tentative explanation or postulate by the researcher
considering the outcome of an investigation. The entire experiment and research
revolves around the research hypothesis (Ha) and the null hypothesis (Ho). Research
hypothesis (Ha) is the statement created by the researcher when they speculate upon
the outcome of a research or experiment, while the null hypothesis (Ho) is an
essential part of any research design, and is always tested, even indirectly. For this
analysis, hypotheses are as follows:
Ho1: Simultaneously, there is no influence between customers satisfaction
towards provided service attribute and the desire to do a complaint.
Ha1: Simultaneously, there is an influence between customers satisfaction
towards provided service attribute and the desire to do a complaint.
Ho2: Partially, there is no influence between customers satisfaction towards
provided service attribute and the desire to do a complaint.
Ha2: Partially, there is an influence between customers satisfaction towards
provided service attribute and the desire to do a complaint.
The second step is doing Z test (Significance test). Z test is used to check
whether constant value and model variables for each coefficient are significant in
certain significance levels. For Z-Test, the statistic hypothesis are as follows:
Ho: Insignificance coefficient variable (coefficient = 0)
H1: Significance coefficient variable (coefficient > 0)
Based on 95% significance level ( = 0.05), Ho is acceptable if the probability levels
are more than 0.05 and rejected if less than 0.05.
The next step is by looking at the R-square (R2) value. The R2 statistic indicates
how much of the variation in the observed data can be explained by the model and
how much of the variation that is attributed to error. A value R2 = 0 is equivalent to
using only β0 to model the response variable, while R2 = 1 corresponds to a perfect
model that yields exact predictions.
Commuter Class
Based on table 5.17 below, it can be seen that sig. value for commuter class
passenger is 0.034 (< 0.05). It means that Ho is rejected. Thereby simultaneously,
81
there is an influence between six factors (Information factor, Appearances, Tangible,
Service coverage, Safety & security, and Comfort) and the desire to do a complaint.
Table 5.17 ANOVAb Table (Commuter Class)
Model
Sum of Squares
df
Mean Square
F
Sig.
Regression
2.044
6
0.341
2.370 0.034a
Residual
16.964
118
0.144
Total
19.008
124
a. Predictors: (Constant), Faktor6, Faktor5, Faktor1, Faktor4, Faktor2, Faktor3
b. Dependent Variable: Y
1
The regression analysis for commuter class satisfaction is conducted to 20
attributes that are categorized into six groups; Information, Appearances, Tangible,
Service coverage, Safety & security, and Comfort. The regression equity for
commuter class is [Y = 2.657 – 0.042*(Information) + 0.015*(Appearances) +
0.059*(Service coverage) – 0.090*(Tangible) + 0.223*(Safety & security) +
0.100*(Cost)]. The confirmation results of the proposed hypotheses are as follows:
X1 (Information): with sig. value 0.493 (> 0.05) and (T- statistics = - 0.687) is
rejected and specifies that the Information attributes do not have a significant
influence on desire to do a complaint for commuter class passenger.
X2 (Appearances): with sig. value 0.820 (> 0.05) and (T- statistics = 0.228) is
rejected and specifies that the Appearances attributes do not have a significant
influence on desire to do a complaint for commuter class passenger.
X3 (Service coverage): with sig. value 0.513 (> 0.05) and (T- statistics = 0.657) is
rejected and specifies that the Service coverage attributes do not have a significant
influence on desire to do a complaint for commuter class passenger.
X4 (Tangible): with sig. value 0.183 (> 0.05) and (T- statistics = - 1.339) is rejected
and specifies that the Tangible attributes do not have a significant influence on desire
to do a complaint for commuter class passenger.
X5 (Safety & security): with sig. value 0.006 (< 0.05) and (T- statistics = 2.787) is
confirmed and specifies that the Safety & security attributes have a direct and a
significant influence on desire to do a complaint for commuter class passenger.
X6 (Cost): with sig. value 0.143 (> 0.05) and (T- statistics = 1.473) is rejected and
specifies that the Cost attributes do not have a significant influence on desire to do a
complaint for commuter class passenger.
82
As can be seen in the explanation above, partially the five factors (Information
factor, Appearances, Service coverage, Tangible, and Cost) that relate to service
quality attributes explaining a factor that has significant influence on desire to do a
complaint are all rejected, except X5 (Safety & security) is accepted. It shows that
Safety & security has a significant influence on desire to do a complaint. It can be
interpreted that the service performance for commuter class in the Safety & security
attributes by the train operator (PT KAI) is low. The all dimensions explain 11.1 %
(R2 = 0.111) of the variance of service quality attribute which influence on desire to
do a complaint provided service.
Business Class :
The result in Table 5.18 shows that sig. value for business class passenger is
0.038 (< 0.05), meaning that Ho is rejected. Thereby simultaneously, there is an
influence between seven factors (Travel time, Information, Scheduling, Comfort,
Tangible, Safety & security and Service coverage) and the desire to do a complaint.
Table 5.18 ANOVAb Table (Business Class)
Model
Sum of Squares
Df
Mean Square
F
Sig.
Regression
1.869
7
0.267
2.208 0.038a
Residual
14.148
117
0.121
Total
16.017
124
a. Predictors: (Constant), Faktor7, Faktor1, Faktor5, Faktor6, Faktor3, Faktor4, Faktor2
b. Dependent Variable: Y
1
The regression analysis for business class satisfaction is conducted to 20
attributes that are categorized into seven groups; travel time, followed by
Information, Scheduling, Comfort, Tangible, Safety & security and Service coverage
factor. The regression equation for business class is [Y = 2.459 + 0.054*(Travel
time)
+
0.128*(Information)
+
0.011*(Scheduling)
+
0.168*(Comfort)
+
0.034*(Tangible) – 0.029*(Safety & security) – 0.16*(Service coverage)]. The
confirmation results of the proposed hypotheses are as follows:
X1 (Travel time): with sig. value 0.374 (> 0.05) and (T- statistics = 0.893) is rejected
and specifies that the Travel time attributes do not have a significant influence on
desire to do a complaint for business class passenger.
83
X2 (Information): with sig. value 0.030 (< 0.05) and (T- statistics = 2.200) is
confirmed and specifies that the Information attributes have a direct and a significant
influence on desire to do a complaint for business class passenger.
X3 (Scheduling): with sig. value 0.893 (> 0.05) and (T- statistics = 0.135) is rejected
and specifies that the Scheduling attributes do not have a significant influence on
desire to do a complaint for business class passenger.
X4 (Comfort): with sig. value 0.063 (> 0.05) and (T- statistics = 1.878) is rejected
and specifies that the Comfort attributes do not have a significant influence on desire
to do a complaint for business class passenger.
X5 (Tangible): with sig. value 0.494 (> 0.05) and (T- statistics = 0.063) is rejected
and specifies that the Tangible attributes do not have a significant influence on desire
to do a complaint for business class passenger.
X6 (Safety & security): with sig. value 0.476 (> 0.05) and (T- statistics = - 0.715) is
rejected and specifies that the safety & security attributes do not have a significant
influence on desire to do a complaint for business class passenger.
X7 (Service coverage): with sig. value 0.775 (> 0.05) and (T- statistics = - 0.287) is
rejected and specifies that the Service coverage attributes do not have a significant
influence on desire to do a complaint for business class passenger.
As can be seen in the explanation above, partially the six factors (Travel time,
Scheduling, Comfort, Tangible, Safety & security and Service coverage) that relate to
service quality attributes explaining a factor that has significant influence on desire
to do a complaint are all rejected, except X2 (Information) is accepted. It shows that
Information has a significant influence on desire to do a complaint. It can be
interpreted that the service performance for business class in the Information
attributes by the train operator (PT KAI) is low. The all dimensions explain 11.7 %
(R2 = 0.117) of the variance of service quality attribute which influence on desire to
do a complaint on provided service.
Executive Class
For this class, according to table 5.19, it can be seen that sig. value is 0.189
(> 0.05), meaning that Ho is accepted. Thereby simultaneously, there is not an
influence between seven factors (Appearances, Safety & security, Information,
Comfort, Tangible, Travel time and Cost) and the desire to do a complaint. It can be
84
interpreted that the executive class passengers are mostly satisfied with the service
given by PT KAI.
Table 5.19 ANOVAb Table (Executive Class)
Model
Sum of Squares
Df
Mean Square
F
Sig.
Regression
1.552
7
0.222
1.459
0.189a
Residual
17.777
117
0.152
Total
19.328
124
a. Predictors: (Constant), Faktor7, Faktor5, Faktor2, Faktor4, Faktor3, Faktor1, Faktor6
b. Dependent Variable: Y
1
5.5
Recommendation
5.5.1 Complaint Handling System
In this research, it can be seen from the questionnaire answers that there are
many complaints about the service given by PT KAI. This is because the customers
do not get the service that meets their expectation or the service is still far from their
expectation. To decrease the number of complaints, some effective mechanisms to
handle the complaint must be taken. It is also important to learn from Statens
Järnvägar (SJ) AB, Sweden in handling their customer complaints.
From the
previous chapter (chapter 4), we can see the different mechanism of handling
customer complaint between PT KAI and Statens Järnvägar (SJ) AB, Sweden. The
explanation of the system can be seen in this table:
Section
Table 5.20 Customer Complaint Policy
PT Kereta Api
Statens Järnvägar (SJ) AB,
Indonesia
Sweden
Commitment to respond No information
Good and high motivation
complaints
Most common complaint
Security on train
Punctuality of train
Media of complaint
Hotline number, mailing Hotline
number,
official
list,
official
website, website, SMS
suggestion box
Guarantee & compensation No information
Give customer compensation
(travel time guarantee) : refund
on the ticket price (cash
compensation), Reasonable
added expenses for food and
accommodation
Promise to respond and No information
will be responded to within 5
solve complaints
working days of receiving
complaints
85
Based on the complaint handling policy of Statens Järnvägar (SJ) AB, Sweden,
PT KAI can adopt the process of handling customer complaints. The complaints
handling management system that will be applied is underpinned by these guiding
principles.
1. Quality improvement – Complaint management is an integral part of the quality
improvement approach that has been or will be adopt by PT KAI.
2. Open disclosure – PT KAI has a policy of open disclosure in relation to adverse
events and complaints.
3. Commitment – The management of PT KAI should fully commit to an integrated
complaint management system and will provide the necessary support for it to
operate effectively.
4. Accessibility – PT KAI encourages consumers to give feedback about the service
and makes it easy for them to do so.
5. Responsiveness – PT KAI should have a consumer-focused approach, being
receptive to complaints and treating complaints seriously.
6. Transparency and accountability – The complaint process is clearly articulated,
open and accountable to both staff and consumers.
7. Privacy and confidentiality – PT KAI should respect the privacy and
confidentiality of consumers and the information received during the complaints
process, while at the same time making its decisions open and accountable.
PT KAI as an operator must provide the media for customers who have
complaints to convey their complaints easily. Customers could submit or send their
complaints to the official website of PT KAI or they can use complaint/suggestion
box provided in station, besides the customer service call number that can be viewed
inside the train, in station or other place and media.
Every complaint through official website, customer service call, letter and
email is logged and given a unique reference number, which makes it easy to keep
track of. Customers making complaints must be prepared to give their names and
contact details for the complaint to be investigated. They will also be given the
option of having someone respond to them directly or not. Where the customer has
requested a response, they will be informed of the complaint reference number as
well as how long they should expect to wait for a response. In accordance with the
86
Privacy Policy, any personal information collected to respond to a complaint will
remain confidential and will only be used to help resolve that complaint.
When a complaint is logged, it is forwarded to and dealt with by the
appropriate area within the PT KAI organization. Complaints where the customer has
requested a response will be responded to within 5 working days of receiving the
complaint. In the case of complaints concerning emergency situations, the relevant
area in PT KAI organization structure will be notified immediately.
5.5.2 Service Standard Design
Recommendations of service standard for PT KAI that are carried out in this
research were based on questionnaire results about customer satisfaction and
complaint in PT KAI services. Similar issue was also carried out by the study against
the service standards of Statens Järnvägar (SJ) AB Sweden.
In addition to the train passenger responses on provided services, the real
condition on field of railway service is a very influential factor in deciding the
service standard for this mode. Passenger response and real condition on field will
give a benchmark parameter or the extent to which services are provided. Passenger
response is the means value of the answer about customer satisfaction towards PT
KAI services (very bad, bad, neither bad nor good, good, and very good), while the
real condition is a vivid description of the services that seen and felt by researcher
directly (primary data) or indirectly (secondary data). The more comprehensive
explanation of analysis is shown in this table:
87
Table 5.21 Customer Responses and Real Condition on Field Towards Provided Service
Attributes of service
Accessibility of station
Commuter Class
Means
Interpretation
value
3,36
Neither bad nor
good
Satisfaction results
Business Class
Means
Interpretation
value
3,28
Neither bad nor
good
Executive Class
Means
Interpretation
value
3,52
Good
Availability of parking facilities
2,99
Neither bad nor
good
3,00
Neither bad nor
good
2,94
Neither bad nor
good
Ticket price
3,02
Neither bad nor
good
2,99
Neither bad nor
good
2,78
Neither bad nor
good
Fare payment
3,21
3,62
Good
3,14
Neither bad nor
good
Neither bad nor
good
3,82
Queuing the ticket
Neither bad nor
good
Neither bad nor
good
2,96
Neither bad nor
good
Safe station
3,03
Neither bad nor
good
3,19
Neither bad nor
good
2,96
Neither bad nor
good
2,89
Real condition on field
- Some stations already have
interconnection with another mode
(integrated mode)
- The location of station is near with the
city (business area) for example
shopping, bus terminal
- Not all stations have parking facility,
especially in small station (Jabodetabek
area)
- Stations do not have the exact size
(same size area) of the parking facilities.
- For commuter train, the price is more
cheaper than other modes, especially for
economy commuter class
- For executive and business class, tickets
can be purchased online.
- Queuing is still too long especially
during peak hours and peak seasons, so
that the service is not optimal.
- There is no CCTV in each station
- Not all stations have security officers
especially for small stations
88
Continued Table 5.21
Attributes of service
Cleanliness
Safety & security equipment
Commuter Class
Means
Interpretation
value
2,62
Neither bad nor
good
2,50
Bad
Satisfaction results
Business Class
Means
Interpretation
value
2,65
Neither bad nor
good
2,63
Neither bad nor
good
Executive Class
Means
Interpretation
value
2,93
Neither bad nor
good
2,89
Neither bad nor
good
Real condition on field
- Most of the conditions of station and
other facilities are less awakened. Many
find rubbish strewn around. Some
station have already provided a
representative trash, but the number is
not comparable with the existing area
and their presence is less conspicuous
- There is no trash bin in each railway
coach.
- There is no emergency window for
emergency exit and also the glasses
breaker (hammer) in each railway coach
- Each railway coach has been already
equipped by emergency brake, but the
condition is very worrying so there is no
guarantee if brake still works.
- There is no fire extinguisher in each
railway coach.
- There is no instruction for using safety
& security equipment in train and
station.
- Warning/sanction for the use of
emergency tool are also not found in
train
- There is no medical box (P3K) in each
railways coach
- Only on big stations, that have safety
and security facilities.
89
Continued Table 5.21
Attributes of service
Safety information
Commuter Class
Means
Interpretation
value
2,19
Bad
Satisfaction results
Business Class
Means
Interpretation
value
2,38
Bad
Executive Class
Means
Interpretation
value
2,49
Bad
Facilities for disabled
2,21
Bad
2,34
Bad
2,31
Bad
Security on train
2,04
Bad
1,98
Bad
2,50
Bad
Train condition
3,08
Neither bad nor
good
2,34
Bad
2,69
Neither bad nor
good
Appearance of service personal
3,29
Neither bad nor
good
3,72
Neither bad nor
good
4,00
Good
Staff behavior
3,11
3,11
3,00
Neither bad nor
good
Neither bad nor
good
3,39
Readiness to help passenger
Neither bad nor
good
Neither bad nor
good
Neither bad nor
good
Neither bad nor
good
Availability of train fleet
3,04
2,93
2,99
Neither bad nor
good
Neither bad nor
good
3,46
Punctuality
Neither bad nor
good
Neither bad nor
good
3,03
3,47
3,06
3,32
Neither bad nor
good
Neither bad nor
good
Real condition on field
- Most of trains are not equipped with
safety information
- Very rare facilities for the disabled both
at stations and on train, there are only
ramp for wheelchairs users. But there
are no signs showing the priority for
them
- Users have not received guarantees of
security and safety in the train
- When using the train, there is no
security officers in each railway coach
- Security controls are also not found
- Good condition of train is only for
executive class and executive commuter
class
- Almost all employees already use
uniforms, one thing which needs to be
considered is the neatness and the clear
identity of employees
- Many of employees who do not show
hospitality when serving
- There is no other officers who serve
passengers in train, except the conductor
and machinist (train driver)
- The headway between trains is bad
especially for commuter class
- on time arrival and departure of trains
are rare
90
Continued Table 5.21
Attributes of service
Comfort ness
Travel time
Commuter Class
Means
Interpretation
value
2,34
Bad
2,72
Neither bad nor
good
Satisfaction results
Business Class
Means
Interpretation
value
2,78
Neither bad nor
good
3,30
Neither bad nor
good
Executive Class
Means
Interpretation
value
3,50
Neither bad nor
good
3,11
Neither bad nor
good
Real condition on field
- The size of waiting room area in each
stations is not the same (there is no
standard for this)
- In daytime, lighting is bright enough
because almost all stations have an open
space area for waiting room. At night,
the lighting is not bright enough,
only a few locations are bright and not
all lights functioning optimally.
- The seats are uncomfortable and the
treatment is not good (ill-treatment), so
many are damaged
- There is no priority seats for pregnant
woman, disable, and elderly, especially
for commuter class
- In practice, there is no limit for the
number of standing passengers on the
train (commuter train), especially during
rush hours, so it make the passengers
inconvenient
- Many passengers are smoking on the
train, because there is no rule that
prohibits it
- Traders hawkers and road musicians are
still operating on train and there is no
prohibition
- For commuter class, travel time is more
better than other mode, because this
mode is free from congestion
91
Continued Table 5.21
Attributes of service
Complaint handling system
Commuter Class
Means
Interpretation
value
2,58
Neither bad nor
good
Satisfaction results
Business Class
Means
Interpretation
value
2,64
Neither bad nor
good
Executive Class
Means
Interpretation
value
2,91
Neither bad nor
good
Real condition on field
- There is no media for complaints
(information to make a complaint) on
train
- Only a few stations that allows
passengers to lodge a complaint
(provide a suggestion box)
92
After knowing the comparison results of analytical studies of customer satisfaction
level towards provided service by PT KAI with the real conditions of service, the next
step that will be done is to use the results of the analysis as a basis for preparing and
determining minimum service standard for train transportation.
As mention in the section of theoretical framework and analysis above, service
quality attributes that are used in this research are based on passenger point of view
(TRB (2003a)). Those categories are divided into two main groups: availability and
convenience & comfort. Parasuraman service quality attributes that are tangible are also
used. Details of service standards can be seen below:
1. Service standard for safety and security aspect
a. Service standard in Station
Officers and their activities (in case only for service standard in Indonesia):
1) Station should be guarded by security officers using shift system, every 8 hours
(3-time shift/day), with the number of officer per shift is 12 officers for large
stations and 5 – 7 for small stations.
2) The number of officers can be adjusted to the level of activity on the station.
3) Conduct safety and security control of passengers at the station continuously and
periodically, every 1 hour.
Faccilities and equipment
1) Facilities:
a. Availability of security room at each station
b. Availability of health room/ P3K room at each station
c. Use of video surveillance cameras
d. Availability of fire alarm systems
2) Safety equipment:
a) Availability of hydrant for bigger stations
b) Availability of fire extinguisher
1. Mounted on the wall and sealed, and also marked “only use in case of
fire situation“ and “use outside the regulation will be penalized” was can
be read clearly and order/message that is sent could be understood by
passengers.
93
2. Function and could be operated well and truly.
3. Provide information on how to use
c) Availability of medical box (P3K), minimum two boxes in each station
b. Service standard on train
Officers and their activities (in case only for service standard in Indonesia):
1) Each railway coach is on guard by security officers, with the number of officer
in each railway coach is two securities.
2) The number of officers can be adjusted to the total of railway coach that
operated.
3) Conduct safety and security control of passengers at the train continuously and
periodically, during train operation
Facilities and equipment:
1) Fire extinguisher must be available 2 units (every railway coach), are placed at
the front and behind, and also marked “only use in case of fire situation“ and
“use outside the regulation will be penalized” and also provide information on
how to use it. It must be concise, so that signs can be read and understood
quickly. They must be clear, consistent and unambiguous. Fire extinguisher
must function and could be operated well and truly.
2) Emergency brake should be available in every railway coach, and also marked
“Emergency brake”, “Only use in emergency situation” and “use outside the
regulation will be penalized” and also provide information on how to use. The
information must be concise, so that signs can be read and understood quickly.
They must be clear, consistent and unambiguous. They must function and could
be operated on well and truly.
3) Emergency window for emergency exit should be available 4 units (every
railway coach), is placed in the middle and there should be 4 units of the glasses
breakers (the hammer) in each emergency window, as well as the notification of
how to use it. The words “EMERGENCY WINDOW” shall be placed both
inside and outside directly above, on or adjacent to the exit in letters of one and
one-half inch minimum height. An arrow of contrasting colour (Red or Black)
shall also be placed on the interior and exterior of the window.
94
4) Warning Light is very useful to warn passengers and serves as the best
prevention to save their life when in danger condition such as because of fire,
machine accident, and so on.
5) The first aid kit must be available in every each railway coach and the contents
must be adequate for the handling of minor injuries.
6) Pedestrian pathways shall be designed to minimize the crossing of the rail
tracks. Fence shall be provided between the tracks to discourage crossing except
for at designated locations.
7) Blind spots, tight quarters, alcoves, dark areas, or other design features that
could compromise the security of the station shall not be permitted.
2. Service standard for comfort and appearances (cleanliness)
a. Service standard in station:
1) Availability of secondary power supply (generators set), in the event of primary
power failure.
2) Availability of trash bin in stations, is placed at the strategic location, in the
good condition and could be made function and operated on well and truly (the
condition for the trash/rubbish must be closed well and when being closed it is
not smelly), and also must be controlled by cleaner officer every time.
3) Maintain cleanliness and comfort of station with regular cleaning, at least twice
a day.
4) Lighting level should be good and consistent throughout routes used by
passengers. No area should be excessively bright or dark.
5) Floor surface should be firm, even, easily cleaned and slip resistant when wet or
dry.
6) To allow easy access to the train, the platform height allows step-free access
between platform and train.
b. Service standard on train:
1) Availability of trash bin in each railway coach (minimum two units), is placed at
the front and behind the railway coach, in the good condition and could be made
95
function and operated on well and truly (the condition for the trash/rubbish must
be closed well and when being closed it is not smelly).
2) The guidance of the priority of seats for the elderly, disable, and pregnant
woman (especially for commuter train), must be concise, so that signs can be
read and understood quickly. They must be clear, consistent and unambiguous.
3) All service staff should be easily identifiable and present a good image, wearing
full uniform including name badges. They should keep customer informed
during their journey and help with any problems, should they occur.
4) Standards for loading levels for commuter train (standing passenger in a rush
hour).
a) COMFORTABLE : 2-3 passenger per m2
2. UNCOMFORTABLE : 5 passenger per m2
3. UNACCEPTABLE : > 8 passenger per m2
3. Service standard for the availability of information aspects
a. Service standard in station:
1) Provide suggestion box and also media information for customers who have
complaints such as official website, customer service call number. They must be
placed in strategic places in every station.
2) The following information should be provided:
a) Safety information and safety instruction
b) Warning, prohibition and mandatory actions signs
c) Information concerning the departures of train service
d) Identifications of stations facilities, where provided, and access routes to
those facilities
b. Service standard on train:
1) Availability of map of the route as a guidance of the route that is passed through
by the train, as well as the name of the station, is placed equitable all over the
corner and in the middle of the trains, must be read clearly and order that is sent
could be understood by passengers.
96
2) Availability of LCD/Liquid Crystal Display screen and the audio of station stop
information (especially for commuter train), the voice must be synchronous with
the information in LCD screen.
3) For commuter train, information on fares, timetables and route maps must be
widely available to the public on a continuous basis.
4) Provide information of customer service number (media information for
customers who have complaints) inside the train.
4. Service standard for tangible attributes
a. Station provides special facilities for disable passenger, such as special parking
facilities, toilets, seats and wheelchair space.
b. Seating layouts should allow a wheelchair (disable people) user and a person in
adjacent standard seating to sit together and in line with each other.
c. Operator should maintain their fleets (train) in a good condition and to high standard
of maintenance. Regular inspection should be carried out to ensure these standards
are maintained.
d. Availability of parking facilities on station
5. Service standard for service coverage attributes
a. The station must be attractive, durable, vandal resistant, and easy to maintain.
b. Stations must be easy to access and integrated with other mode of transportation.
c. At stations with major bus transfer or other intermodal facilities, the stations shall be
designed to include a transit center component. This shall include an indoor waiting
area with information center, vending and ticketing.
6. Service standard for the operations of train
a. The minimum time interval (headway) between trains is shorter especially for
commuter train.
b. Ensure that the percentage of trains arriving at their destination is within five
minutes of the scheduled time (punctuality standard)
c. Ensure availability of train fleet (many operated fleets & high frequency of fleet) at
most which is 90 % of all over the number of fleet.
97
In this research, service standard design also concerns on technical aspect for train
transportation, details of technical service standards can be seen below:
1. Seats must resist the impact forces occurring on collision.
2. Seat backs should be sufficiently high and well padded on both the front and back
sides so as to afford proper support for the head and neck of a rearward traveling
passenger and not to cause face or neck injuries to a forward traveling passenger
who impacts with the seat ahead.
Figure 5.2 Seating Configurations
3. On a unidirectional seat equipped with a folding snack table, the table should be
designed as to not constitute an injury hazard.
4. The low back side of a unidirectional seat should also be equipped with an energy
absorbing padding element for the protection of knees and lower legs of the
passenger in the seat behind.
5. Seats must be firmly mounted to the vehicle floor to prevent dislodging during the
initial collision and secondary impact of passengers striking the seat.
6. Hard glass windows must be impervious to hard projectiles that may be thrown
against windows during a journey.
98
Figure 5.3 Windows Designs
7. Emergency lighting must be reliable and have the following characteristics:
-
Robust—fixtures must survive all forces exhibited in a crash
-
Self-contained energy source
-
Uniformity of lighting—no bright and shaded areas
-
Very low voltage, amperage draw
-
Last a minimum of 3 hours
5.5.3 Service Guarantee Design
As is mentioned before, service guarantee is a promise by a firm that the firm will
perform at a certain level and, if that level is not met, the firm also promises to
compensate customers in some ways. Travel time guarantee is one of service guarantee,
learning from Statens Järnvägar (SJ) AB, Sweden in doing their service guarantee, PT
KAI can adopt and use their system to increase customer satisfaction. Details of service
guarantee (travel time guarantee) can be seen below:
1. A delay of 60-119 minutes grants a 25% refund on the ticket price.
2. A delay of 120+ minutes grants a 50% refund on the ticket price.
If the train delay lasts at least 60 minutes, passengers can claim compensation for:
1. Telephone and other telecommunications messages
Expenses for necessary telecommunication messages shall be compensated.
Compensation for such expenses is also provided in those cases where the
passenger, as a consequence of the service disruption, elects not to travel by train
2. Reasonable added expenses for food
99
Reasonable additional expenses for food shall be compensated. Where PT KAI has
offered food, free of charge, compensation shall not be provided for corresponding
costs. Extra expenses for food are not compensable where the passenger elects not to
travel by train.
3. Reasonable alternate mode
PT KAI shall offer the passenger transportation, free of charge, from the train to the
train station, to an alternative point of departure or to the locality of the final
destination for the connection if the train is delay and canceled.
PT KAI shall have no liability when the delay, missed connection, or cancellation
can be attributed to any of the following causes:
1. Circumstances which are not linked to the operation of the railway which PT KAI
could not have avoided or the consequences of which it could not have prevented,
even if PT KAI had taken the care dictated by the circumstances;
2. Error or negligence of the passenger;
3. Behavior of a third party which PT KAI could not have avoided or the consequences
of which it could not have prevented, even if PT KAI had taken the care dictated by
the circumstances. Another company which uses the same infrastructure shall not be
deemed a third party, nor shall the administrator of the infrastructure.
In the event a passenger wishes to report a circumstance which entitles him to
compensation or assistance pursuant to these General Terms and Conditions, he should
firstly contact the train staff or the staff at staffed points of sale. Where such staff cannot
make a decision regarding compensation, the passengers should, not later than within
three months, submit his claim to PT KAI Customer Service or via PT KAI website or
otherwise in writing to PT KAI.
100
CHAPTER 6
CONCLUSION
This section contains conclusion, practical recommendation, things that could
have been carried out in better way. At the end of the section, future study
recommendation is presented.
6.1
Conclusion
Through research and observation from literature review and case study, the
research questions are answered below:
1. What are the service quality attributes that have significant influences to customer
satisfaction towards PT KAI Services for short distance train (Commuter class), and
long distance train (Business class, and Executive class)?
The results of factor analysis show that there are six factors of service quality
attributes that have significant influences to customer satisfaction towards PT KAI
services for commuter class; Information, Appearances, Service coverage, Tangible,
Safety & security, and Cost. Meanwhile, there are seven factors of service quality
attributes that
significantly influence customer
satisfaction; Travel time,
Information, Scheduling, Comfort, Tangible, Safety & security, and Service
coverage. Similarly, there are seven factors that have significant influences on
customer satisfaction in the executive class: Appearances, Safety & security,
Information, Comfort, Tangible, Travel time, and Cost.
The naming process for all factors is done by identifying the service
attribute/variable that has high factor loading value for each class of train
transportation. The factors are also arranged based on the rank of service attributes
that has significant influences on customer satisfaction towards provided service.
For commuter class, factors that have significant influences on customer satisfaction
(is arranged based on the importance rate), namely Information factor, followed by
Appearances, Service coverage, Tangible, Safety & security, and Cost. This rule
also used for business and executive class.
101
2. Are there influences between customer satisfactions towards provided services and
the desire to make a complaint?
The results of regression analysis shows that for commuter class passengers,
there is an influence between six factors (Information factor, Appearances, Service
coverage, Tangible, Safety & security, and Cost) and the desire to do a complaint.
But partially, the five factors (Information factor, Appearances, Service coverage,
Tangible, and Cost) that relate to service quality attributes explaining a factor that
has significant influence on desire to do a complaint are all rejected, except X5
(Safety & security) is accepted. It shows that Safety & security has a significant
influence on desire to do a complaint. It can be interpreted that the service
performance for commuter class in the Safety & security dimension by the train
operator (PT KAI) is still low.
For business class, there is an influence between seven factors (Travel time,
Information, Scheduling, Comfort, Tangible, Safety & security and Service
coverage) and the desire to do a complaint. And in partially the six factors (Travel
time, Scheduling, Comfort, Tangible, Safety & security and Service coverage) that
relate to service quality attributes explaining a factor that has significant influence
on desire to do a complaint are all rejected, except X2 (Information) is accepted. It
shows that Information has a significant influence on desire to do a complaint. It can
be interpreted that the service performance for business class in the Information
dimension by the train operator (PT KAI) is still low.
For the executive class, there is not an influence between seven factors
(Appearances, Safety & security, Information, Comfort, Tangible, Travel time and
Cost) and the desire to do a complaint. It can be interpreted that for executive class,
passengers are mostly satisfied with the service that given by PT KAI.
3. What is the effective mechanism to handle passenger complaint for PT KAI?
In this research, to decrease the number of complaints from customers, PT KAI
as an operator must provide the media for customers who have complaints to convey
their complaint easily. Learning from how Statens Järnvägar (SJ) AB, Sweden doing
their customer complaint handling, it can be conclude that customer could submit or
102
send their complaints to the official website of PT KAI or they can use
complaint/suggestion box that provided in station, besides the customer service call
number that can be viewed inside the train, in station or other place and media.
Every complaint through official website, customer service call, letter and email
is logged and given a unique reference number, which makes it easy to keep track
of. Customers making complaints must be prepared to give their name and contact
details for the complaints to be investigated. They will also be given the option of
having someone respond to them directly or not. Where the customer has requested
a response, they will be informed of the complaint reference number as well as how
long they should expect to wait for a response. In accordance with the Privacy
Policy, any personal information collected to respond to a complaint will remain
confidential and will only be used to help resolve that complaint.
When a complaint is logged it is forwarded to and dealt with by the appropriate
area within the PT KAI organization. Complaints where the customer has requested
a response will be responded to within 5 working days of receiving the complaint. In
the case of complaints concerning emergency situations, the relevant area in PT KAI
organization structure will be notified immediately.
4. What kind of service standards and service guarantee that can be recommended to
PT Kereta Api Indonesia in order to improve their service?
To design service standards, the operator or company must know what
customers want and expect while using the service. If they are dissatisfied or their
expectation towards provided service cannot be reached, there must be something
inappropriate with this service. Therefore, it can be a cause for customer to convey
the complaint. According to the results of customer satisfaction in this research,
service standards of PT KAI can be classified into 6 details of service: service
standard for safety and security aspect; service standard for comfort and
appearances; service standard for availability of information aspect; service standard
for tangible attributes; service standard for service coverage; and service standard
for the operations of train.
103
In terms of service guarantee design, this research focuses on travel time
guarantee. Learning from Statens Järnvägar (SJ) AB, Sweden when doing their
service guarantee, PT KAI can adopt and use its system to increase customer
satisfaction. Details of travel time guarantee can be explained as follows; a delay of
60-119 minutes grants a 25% refund on the ticket price, a delay of 120+ minutes
grants a 50% refund on the ticket price. If the train delay lasts at least 60 minutes,
passengers can claim compensation for: telephone and other telecommunications
messages, reasonable added expenses for food, reasonable alternate mode.
6.2
Future Studies
The suggestion that could be given for future research is related to the process and
analysis of survey in which the result will be more accurate. In addition, research can be
carried out not only for train transportation mode but also for other mode like air and
sea transportation mode. Such a research also needs to be conducted annually because
customer satisfaction always changes time to time.
104
REFERENCES
Al Rasyid, H., (2009) Road map for national railway institutional development. Institut
Teknologi Bandung, Indonesia
Edvardsson, Bo. (1998). Causes of customer dissatisfaction-studies of public transport
by critical incident method. Karlstad: Karlstad University, Sweden
Edvardsson, Bo., Friman M. (2003). A content analysis of complaint and compliments.
Karlstad: Karlstad University, Sweden
Fellesson M., & Friman, M. (2008). Perceived satisfaction with public transport service
in nine European cities. Karlstad: Karlstad University, Sweden
Friman, M. (1998). Satisfaction with Public Transport Services. Karlstad University
Press, Karlstad, Sweden
Friman, M., Edvardsson, B., & Gärling, T. (1998). Perceived service quality attributes
in public transport: Inferences from complaints and negative critical
incidents. Journal of Public Transport. Karlstad: Karlstad University,
Sweden
Haglund L., Stalhammar A. (2001). Market and service oriented in public transport.
Karlstad University Press, Karlstad, Sweden
Haglund L., Liden S.B., Fellesson, M., Sutomo H.(2008). Bringing the customer into
public transport development- a pilot study of service quality in public
transportation in Indonesia. Karlstad University Press, Karlstad, Sweden
Kartikawati. (2008). Analisis faktor-faktor yang mempengaruhi perilaku pengambilan
resiko pada pengendara sepeda motor remaja di Yogyakarta, Thesis,
unpublished
Kottenhoff K. (1999). Evaluation of passenger train concepts (methods and results of
measuring travellers’ preferences in relation to costs. Kungl Tekniska
Hogskolan, Stockholm, Sweden
Kramadibrata S. (2006) Perencanaa perkeretaapian, Penerbit ITB, Bandung
Liden S.B. (2004). The Role of Service Guarantee in Managing Service. Karlstad
University Press, Karlstad, Sweden
Oliver R.,L. (1997). Satisfaction : A behavioral perspective on consumer. New York:
The Mcgrow-Hill Companies Inc
105
Parasuraman, A., Zeithaml, V.A. and Berry, L. (1985). A Conceptual Model of Service
Quality and its Implications for Future Research. Journal of Marketing.
Parasuraman, A., Zeithaml, V.A. and Berry, L. (1990). Deliviring Quality Service. New
york, USA : The Free Press
Parasuraman, A., and Berry, L. L. and. (1991), Marketing Services: Competing Through
Quality. New York: The Free Press.
Ridwan. (2004). Metode Teknik dan Menyusun Tesis. Alfabeta, Bandung
Sugiyono. (2007). Metode Penelitian Bisnis, Alfabeta. Bandung
Sunarto R.S. (2009). Contractual governance of Indonesia railway system (case study :
customer satisfaction in Jabodetabek Area vs Varlmlandtrafik AB), Thesis,
unpublished
Susilo L.W.B. (2005). Penyusunan standar pelayanan angkutan kereta api perkotaan di
Indonesia : persepktif kepuasan konsumen (studi kasus : KA perkotaan di
wilayah Jabodetabek. Thesis. unpublished
The Government of Indonesia (2007). Law Number 23 / 2007 on Railway
Transport Research Board (2003a). Transit cooperative research program report 100:
transit capacity and quality of service manual, 2nd ed, Transport Research
Board, Washington.
Tronvoll, B. (2008). Customer Complaint Behavior in Service, Dissertation, Faculty of
Economic Sciences, Communication and IT, Business Administration,
Karlstad University Studies, 2008:14
Wiratna V.,S. (2007). Belajar Mudah SPSS Untuk Penelitian. Global Media Informasi,
Yogyakarta
Wahid. S. (2005). Statistik Non Parametrik, Edisi II, Andi, Yogyakarta
Walpole, R.E., (1982). Introduction to Statistics – 3rd Edition, Edisi Bahasa Indonesia,
1995, Alih Bahasa : Sumantri, B., Pengantar Statistik Edisi ke -3, PT.
Grameedia Pustaka umum, Jakarta
Widiyantoro, G. (2001). Respon penumpang terhadap kualitas pelayanan kereta api
ekonomi di pulau Jawa. Thesis, unpublished
Widorisnomo. (2002). Penentuan prioritas faktor-faktor yang berpengaruh terhadap
disiplin berlalu lintas pengemudi bis kota (studi kasus di kawasan kampus
UGM), Thesis, unpublished
106
Wijaya D.H. (2009). Study of service quality in the public bus transport : customer
complaint handling and service standard design (case study : Trans
Jakarta Busway and Varlmlandtrafik AB Bus). Thesis, unpublished
Yin, R.K. (2003). Case study research : design and methods, 3rd edn, Sage Publication,
California.
Data source about Indonesia railways. Official website of Ministry of Transportation
Government
of
Indonesia.
(electronic).
Available:
http://www.dephub.go.id
Data source about PT KAI. Official website of PT KAI. (electronic). Available:
http://www.kereta-api.com
Data source about customer complain form in PT KCJ. Official website of PT KCJ.
(electronic). Available: http://www.krl.co.id
Data source about SJ Annual Report 2001. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ Annual Report 2002. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ Annual Report 2003. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ Annual Report 2004. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ Annual Report 2005. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ Annual Report 2006. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ Annual Report 2007. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ Annual Report 2008. Official website of SJ AB. (electronic).
Available: http://www.sj.se
Data source about SJ AB’s General Term and Conditions for Carriage by Rail. Official
website of SJ AB. (electronic). Available: http://www.sj.se
Data source about SJ Sustainability Report 2008. Official website of SJ AB.
(electronic). Available: http://www.sj.se
107
APPENDIX
Appendix 1 : Customer survey form
Good morning/afternoon/evening, we are from the Magister of Engineering and
Transport System of Gadjah Mada University, Indonesia. For the time being, we are
conducting a survey to learn customer perceptions when using public transportation
services especially on Train Transportation. We kindly hope that you could spare some
time to help us in this research by answering the following questions.
Could we have your opinions?
 Yes/No*, (if no: I refuse to be interviewed because I: have no time/don’t want to
answer/have another reason i.e. .....................................................) *striketrough
the unused choices.
A. CUSTOMER PERCEPTIONS TOWARDS PT KAI SERVICES
You are kindly requested to respond to question No. 1 to No. 21 by circling (
) the
appropriate number that suits your personal opinion. Choice number 1 stands for “Very
bad”, number 2 for “Bad”, number 3 for “Neither bad nor good”, number 4 for “Good”,
and number 5 for “Very Good”.

Very Bad [1] < ----------------- > [5] Very good
1. Accesibility of station (railway
station should be easy to
access/integrated system)?
 1 2 3 4 5
2. Availability of parking facilities at
station?
 1 2 3 4 5
3. Ticket price?
 1 2 3 4 5
4. Fare payment?
 1 2 3 4 5
5. Queuing the ticket?
 1 2 3 4 5
6. Security while waiting at/leaving the
station?
 1 2 3 4 5
7. Cleanliness of the trains & station?
 1 2 3 4 5
8. Safety & security equipment in train or
station (fire extinguisher,hammer &
first aid)?
 1 2 3 4 5
9. Safety information for passenger on
board and off board
 1 2 3 4 5
10. Facilities for disabled (toilet, special
seat, wheelchair space)?
 1 2 3 4 5
11. The comfort in using train
transportation (appropriate climate
control (air conditioner, heater, fan),
seat comfort, and ride comfort)?
 1 2 3 4 5
12. Security on the train (become a victim
of crime “pickpocket”)?
 1 2 3 4 5
13. Physical condition of the train so far
(AC, fan, seat & toilet condition)?
 1 2 3 4 5
14. Apperances of services personal (how
they look/uniform) ?
 1 2 3 4 5
15. Staff behaviour?
 1 2 3 4 5
16. Readiness to help passenger?
 1 2 3 4 5
17. Availability of train fleet (many
operated fleets & high frequency of
fleet)?
 1 2 3 4 5
108
18. Punctuality in using train
21. In general, what is your opinion about
transportation?
the current service conditions of train
 1 2 3 4 5
transportation?
19. Travel time when using train?
 1 2 3 4 5
 1 2 3 4 5
20. Complaint handling system adopted on
train transportation (in the station)?
 1 2 3 4 5
B.
COMPLAINT QUESTIONNIARES (FACTORS THAT INFLUENCE
PASSENGERS TO MAKE A COMPLAINT)
(You are kindly requested to respond the following statements by checking "X"
according to your personal opinion, Choice number 1 stands for “Very not important”,
number 2 for “Not important”, number 3 for “Neutral”, number 4 for “Important”, and
number 5 for “Very important”.
 Very not important [1] < ----------------- > [5] Very important
In your opinion, do the statement below become your consideration to make a complaint
for the service in public transport, especially Train transportation?
1. Accesibility of station (railway
station should be easy to
access/integrated system)?
 1 2 3 4 5
2. Availability of parking facilities at
station?
 1 2 3 4 5
3. Ticket price?
 1 2 3 4 5
4. Fare payment?
 1 2 3 4 5
5. Queuing the ticket?
 1 2 3 4 5
6. Security while waiting at/leaving the
station?
 1 2 3 4 5
7. Cleanliness of the trains & station?
 1 2 3 4 5
8. Safety & security equipment in train
or station (fire extinguisher,hammer
& first aid)?
 1 2 3 4 5
9. Safety information for passenger on
board and off board
 1 2 3 4 5
10. Facilities for disabled (toilet, special
seat, wheelchair space)?
 1 2 3 4 5
11. The comfort in using train
transportation (appropriate climate
control (air conditioner, heater, fan),
seat comfort, and ride comfort)?
 1 2 3 4 5
12. Security on the train (become a victim
of crime “pickpocket”)?
 1 2 3 4 5
13. Physical condition of the train so far
(AC, fan, seat & toilet condition)?
 1 2 3 4 5
14. Apperances of services personal (how
they look/uniform) ?
 1 2 3 4 5
15. Staff behaviour?
 1 2 3 4 5
16. Readiness to help passenger?
 1 2 3 4 5
17. Availability of train fleet (many
operated fleets & high frequency of
fleet)?
 1 2 3 4 5
18. Punctuality in using train
transportation?
 1 2 3 4 5
19. Travel time when using train?
 1 2 3 4 5
20. Complaint handling system adopted
on train transportation (in the
station)?
 1 2 3 4 5
109
C. RESPONDENT DATA
If you don’t mind, please share your personal information with us. We would do our
best to keep it confidential.
1. Gender
2. Your current age
3. Your current job
4. Your last education
5. Frequency to using train
Per month
6. The average income
Per month
a.
a.
b.
a.
b.
Male
< 20 year
21 to 30 year
Civil servant/TNI/POLRI
Private employee/
Businessman
a. High School
b. Diploma (D1 – D3)
a. < 2
b. 2 to 3
a. < 1.000.000
b. 1.000.001, to 2.000.000
b.
c.
d.
c.
d.
Female
31 to 40 year
> 41 year
Students
Other
(…..…………………)
c. Bachelor (S1)
d. Post Graduate (S2/S3)
c. 4 to 5
d. > 5
c. 2.000.001 to 3.000.000
d. > 3.000.000
Please kindly give comment for improvement
Suggestion Box:
..........................................................................................................................................................
..........................................................................................................................................................
..........................................................................................................................................................
..........................................................................................................................................................
....................................
Surveyor
Name : ........................................................
110
Appendix 2: Descriptive analysis results
Demographic Data Frequency
Gender
Frequency
Valid
MALE
FEMALE
Total
Percent
Cumulative
Percent
301
80.3
80.3
74
19.7
100
375
100
Age
Frequency
Valid
< 20
Cumulative
Percent
Percent
27
7.2
7.2
21 - 30
224
59.7
66.9
31 - 40
111
29.6
96.5
> 41
13
3.5
100
Total
375
100
Profession
Cumulative
Percent
Frequency Percent
Valid CIVIL SERVANT/TNI/POLRI
83
22.1
22.1
PRIVATE
EMPLOYEE/BUSINESSMAN
263
70.1
92.3
27
7.2
99.5
2
0.5
100
375
100
STUDENTS
OTHERS
Total
Education Level
Frequency Percent
Valid HIGH SCHOOL
DIPLOMA (D1 - D3)
BACHELOR (S1)
POST GRADUATE
Total
Cumulative
Percent
180
48
48
74
19.7
67.7
115
30.7
98.4
6
1.6
100
375
100
111
Frequency
Frequency
Cumulative
Percent
Percent
Valid 1 permonth
123
32.8
32.8
2 permonth
110
29.3
62.1
3 permonth
6
1.6
63.7
4 permonth
10
2.7
66.4
5 permonth
5
1.3
67.7
6 permonth
9
2.4
70.1
> 8 permonth
112
29.9
100
Total
375
100
Level of Income
Frequency Percent
Valid < 1.000.000
Cumulative
Percent
86
22.9
22.9
1.000.001 - 2.000.000
176
46.9
69.9
2.000.001 - 3.000.000
92
24.5
94.4
> 3.000.000
21
5.6
100
375
100
Total
Question Frequency:
Accessibility of station
Frequency
Valid Very Bad
Bad
Percent
Cumulative
Percent
4
1.1
1.1
25
6.7
7.7
Neither Bad nor Good
193
51.5
59.2
Good
128
34.1
93.3
25
6.7
100
375
100
Very Good
Total
Availability of parking facilities
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
8
2.1
2.1
89
23.7
25.9
195
52
77.9
Good
69
18.4
96.3
Very Good
14
3.7
100
375
100
Bad
Neither Bad nor Good
Total
112
Ticket price
Frequency
Valid
Very Bad
Bad
Neither Bad nor Good
Good
Very Good
Total
Percent
Cumulative
Percent
7
1.9
1.9
98
26.1
28
191
50.9
78.9
71
18.9
97.9
8
2.1
100
375
100
Fare payment
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
4
1.1
1.1
26
6.9
8
Neither Bad nor Good
156
41.6
49.6
Good
139
37.1
86.7
50
13.3
100
375
100
Bad
Very Good
Total
Queuing the ticket
Frequency
Valid
Very Bad
Bad
Neither Bad nor Good
Good
Very Good
Total
Percent
Cumulative
Percent
7
1.9
1.9
69
18.4
20.3
223
59.5
79.7
70
18.7
98.4
6
1.6
100
375
100
Safe station
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
8
2.1
2.1
71
18.9
21.1
199
53.1
74.1
Good
84
22.4
96.5
Very Good
13
3.5
100
375
100
Bad
Neither Bad nor Good
Total
113
Cleanliness
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
16
4.3
4.3
Bad
126
33.6
37.9
Neither Bad nor Good
179
47.7
85.6
51
13.6
99.2
3
0.8
100
375
100
Good
Very Good
Total
Safety & security equipment
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
17
4.5
4.5
Bad
140
37.3
41.9
Neither Bad nor Good
171
45.6
87.5
42
11.2
98.7
5
1.3
100
375
100
Good
Very Good
Total
Safety information
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
52
13.9
13.9
Bad
175
46.7
60.5
Neither Bad nor Good
116
30.9
91.5
26
6.9
98.4
6
1.6
100
375
100
Good
Very Good
Total
Facilities for disabled
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
45
12
12
213
56.8
68.8
Neither Bad nor Good
87
23.2
92
Good
25
6.7
98.7
5
1.3
100
375
100
Bad
Very Good
Total
114
Comfort ness
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
28
7.5
7.5
Bad
103
27.5
34.9
Neither Bad nor Good
144
38.4
73.3
Good
89
23.7
97.1
Very Good
11
2.9
100
375
100
Total
Security on train
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
85
22.7
22.7
175
46.7
69.3
Neither Bad nor Good
82
21.9
91.2
Good
31
8.3
99.5
2
0.5
100
375
100
Bad
Very Good
Total
Train condition
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
38
10.1
10.1
Bad
102
27.2
37.3
Neither Bad nor Good
174
46.4
83.7
55
14.7
98.4
6
1.6
100
375
100
Good
Very Good
Total
Appearance of service personal
Frequency
Valid
Percent
Cumulative
Percent
Very Bad
1
0.3
0.3
Bad
5
1.3
1.6
Neither Bad nor Good
139
37.1
38.7
Good
201
53.6
92.3
29
7.7
100
375
100
Very Good
Total
115
Staff behavior
2
0.5
Cumulative
Percent
0.5
16
4.3
4.8
271
72.3
77.1
Good
75
20.0
97.1
Very Good
11
2.9
100
375
100
Frequency
Valid
Very Bad
Bad
Neither Bad nor Good
Total
Percent
Readiness to help passenger
Frequency
Valid
Very Bad
Bad
Neither Bad nor Good
Good
Very Good
Total
Percent
Cumulative
Percent
2
0.5
0.5
50
13.3
13.9
262
69.9
83.7
55
14.7
98.4
6
1.6
100
375
100
Availability of train fleet
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
5
1.3
1.3
58
15.5
16.8
204
54.4
71.2
Good
95
25.3
96.5
Very Good
13
3.5
100
375
100
Bad
Neither Bad nor Good
Total
Punctuality
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
5
1.3
1.3
34
9.1
10.4
Neither Bad nor Good
206
54.9
65.3
Good
118
31.5
96.8
12
3.2
100
375
100
Bad
Very Good
Total
116
Travel time
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
8
2.1
2.1
70
18.7
20.8
205
54.7
75.5
Good
81
21.6
97.1
Very Good
11
2.9
100
375
100
Bad
Neither bad nor Good
Total
Complaint handling system
Frequency
Valid
Very Bad
Percent
Cumulative
Percent
14
3.7
3.7
Bad
134
35.7
39.5
Neither Bad nor Good
186
49.6
89.1
Good
28
7.5
96.5
Very Good
13
3.5
100
375
100
Total
General satisfaction
Frequency
Valid
Very Bad
Bad
Neither Bad nor Good
Good
Very Good
Total
Percent
Cumulative
Percent
2
0.5
0.5
31
8.3
8.8
296
78.9
87.7
37
9.9
97.6
9
2.4
100
375
100
117
Means of Customer satisfaction
Type
Commuter
Class
Business
Class
Executive
Class
Total
Safe
station parking price payment queuing station clean
Safe
equip
Safe
info
disabled comfort
Secure Train
train condition appearance behavior help
Avail
train
punctual
Travel
time complain
3.3600 2.9920 3.0240
3.2080 3.1440 3.0320 2.6160 2.5040 2.1920
2.2080 2.3440 2.0400
3.0800
3.2960
3.1120 3.0080 3.0400
2.9920 2.7200
2.5840
3.2800 3.0080 2.9920
3.6160 2.8880 3.1920 2.6480 2.6320 2.3840
2.3360 2.7760 1.9840
2.3440
3.7200
3.1120 3.0320 2.9280
3.4720 3.3040
2.6400
3.5200 2.9360 2.7840
3.8160 2.9600 2.9600 2.9280 2.8880 2.4960
2.3120 3.4960 2.4960
2.6880
4.0000
3.3920 3.0640 3.4560
3.3200 3.1120
2.9120
3.3867 2.9787 2.9333
3.5467 2.9973 3.0613 2.7307 2.6747 2.3573
2.2853 2.8720 2.1733
2.7040
3.6720
3.2053 3.0347 3.1413
3.2613 3.0453
2.7120
118
Appendix 3 : Factor analysis results
Commuter Class :
KMO and Bartlett's Testa
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
.753
Bartlett's Test of
Sphericity
Approx. Chi-Square
421.079
df
153
Sig.
.000
a. Only cases for which Type = Commuter Class are used in the analysis phase.
Anti-image Matrices
SIparking Sprice Spayment Squeing Ssafestation Sclean Ssafeequip Ssafeinfo Sdisabled Scomfort Ssecurintrain Straincondition Sappearance Sbehavior Savailtrain Spunctual Straveltime Scomplain
Anti-image SIparking
Correlation Sprice
.571a -.081
-.133
-.052
-.065
-.053
.257
.001
-.128
.070
-.080
-.333
.044
-.097
.011
-.039
-.084
.055
-.126
.004
-.259
-.015
-.191
-.038
.053
.043
-.104
.082
-.041
.018
.019
-.039
-.013
Spayment
-.203
.055
.539a
.026
.026
.105
-.071
-.111
-.069
.130
-.028
.099
-.034
-.105
-.057
-.091
-.111
.089
Squeing
-.133 -.126
.026
.686a
-.066
-.004
-.067
-.029
-.008
-.052
-.039
-.147
.038
.007
.126
-.280
.012
.145
Ssafestation
-.052
.004
.026
-.066
.567a
.104
-.043
-.060
-.071
-.032
.023
.081
.162
.060
-.234
.043
-.037
-.038
Sclean
-.065 -.259
.105
-.004
.104
.817a
-.186
-.125
.032
-.055
.034
.019
.010
-.038
-.044
-.104
-.082
-.151
Ssafeequip
-.053 -.015
-.071
-.067
-.043
-.186
.892a
-.050
-.030
-.121
-.088
-.121
.060
-.055
-.065
.002
-.017
-.091
.257 -.191
-.111
-.029
-.060
-.125
-.050
.768a
-.349
.012
-.211
-.053
-.206
-.116
-.099
-.089
.002
.025
a
-.055
Ssafeinfo
Sdisabled
-.081 .800
-.203
a
-.069
-.008
-.071
.032
-.030
-.349
.802
-.168
-.074
-.183
-.175
.194
-.030
-.087
.053
-.128
.053
.130
-.052
-.032
-.055
-.121
.012
-.168
.816a
-.164
-.013
-.086
.117
-.155
-.107
-.141
.054
.070
.043
-.028
-.039
.023
.034
-.088
-.211
-.074
-.164
.795a
-.054
-.084
-.052
-.001
.141
.078
-.240
Straincondition
-.080 -.104
.099
-.147
.081
.019
-.121
-.053
-.183
-.013
-.054
.828a
.056
.048
-.070
.008
-.099
.042
Sappearance
-.333
.082
-.034
.038
.162
.010
.060
-.206
-.175
-.086
-.084
.056
.625a
-.035
-.011
.223
.094
-.052
.044 -.041
-.105
.007
.060
-.038
-.055
-.116
.194
.117
-.052
.048
-.035
.587a
-.270
-.096
.004
-.037
-.057
.126
-.234
-.044
-.065
-.099
-.030
-.155
-.001
-.070
-.011
-.270
.767a
.104
-.142
-.117
a
Scomfort
Ssecurintrain
Sbehavior
Savailtrain
Spunctual
.001 -.038
-.097
.011
.018
.019
-.091
-.280
.043
-.104
.002
-.089
-.087
-.107
.141
.008
.223
-.096
.104
.659
-.147
-.248
Straveltime
-.039 -.039
-.111
.012
-.037
-.082
-.017
.002
.053
-.141
.078
-.099
.094
.004
-.142
-.147
.800a
-.049
Scomplain
-.084 -.013
.089
.145
-.038
-.151
-.091
.025
-.055
.054
-.240
.042
-.052
-.037
-.117
-.248
-.049
.765a
a. Measures of Sampling Adequacy(MSA)
b. Only cases for which Type = Commuter Class are used in the analysis phase.
119
Rotated Component Matrixa,b
Component
1
2
3
4
5
6
SIparking
-.049
.120
.110
.053
.072
.859
Sprice
.206
.390
-.058
-.140
.012
.460
Spayment
.112
-.217
.130
.276
.074
.771
Squeing
.088
-.091
.095
-.011
-.034
.748
Ssafestation
.094
-.084
.015
-.087
-.029
.810
Sclean
.111
.301
.063
-.100
-.028
.707
Ssafeequip
.276
.253
.147
.194
.038
.436
Ssafeinfo
.214
.214
-.135
.049
.224
.758
Sdisabled
.025
.245
.145
.134
-.041
.751
Scomfort
.351
.231
.174
.337
-.260
.388
Ssecurintrain
.233
-.118
.007
.041
.008
.680
Straincondition
.364
.097
.134
.077
-.178
.451
Sappearance
.509
.019
-.266
-.229
.098
.557
Sbehavior
.003
.405
-.086
-.173
.010
.651
Savailtrain
.235
.400
-.133
.171
.266
.541
Spunctual
-.060
.276
-.090
.100
.149
.641
Straveltime
-.161
.319
.343
.178
.127
.411
Scomplain
.192
-.050
.081
.130
.012
.665
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 9 iterations.
b. Only cases for which Type = Commuter Class are used in the analysis phase.
120
Business Class :
KMO and Bartlett's Testa
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
.614
Bartlett's Test of
Sphericity
Approx. Chi-Square
425.947
Df
171
Sig.
.000
a. Only cases for which Type = Business Class are used in the analysis phase.
Anti-image Matrices
Sprice Spayment Squeing Ssafestation Sclean Ssafeequip Ssafeinfo Sdisabled Scomfort Ssecurintrain Straincondition Sappearance Sbehavior Savailtrain Spunctual Straveltime Scomplain Sstation Shelp
Anti-image Sprice
Correlation Spayment
Squeing
.757a
-.035
-.189
-.062
-.070
-.005
-.003
-.065
-.062
-.005
-.037
.008
-.094
-.167
.133
-.004
-.085
-.026 -.007
-.035
.647a
.117
.068
-.037
.029
.104
.030
-.151
.021
.068
-.045
.096
.105
-.165
-.198
.095
-.090 -.125
-.189
.117
.578a
.126
-.130
.076
.000
.046
-.011
-.048
-.085
-.074
.194
-.127
.038
-.164
.012
-.247 -.071
a
Ssafestation
-.062
.068
.126
Sclean
-.070
-.037
-.130
Ssafeequip
-.005
.029
.076
.072
.206
.069
.060
-.195
.149
.146
.019
.106
-.099
-.059
-.027
.000
-.138 -.091
.072 .710a
-.125
-.195
-.017
-.032
.061
.052
-.017
.037
-.117
-.176
.152
-.143
-.081 .118
.206
.620a
.022
-.238
.147
-.175
.193
-.010
.033
.071
-.047
-.060
-.179
-.163 -.228
a
.633
-.125
Ssafeinfo
-.003
.104
.000
.069
-.195
.022
.770
-.028
-.096
-.132
-.082
-.022
-.141
.136
.011
-.091
-.143
-.129 .004
Sdisabled
-.065
.030
.046
.060
-.017
-.238
-.028
.562a
-.088
-.066
-.369
.026
.019
-.356
-.074
-.182
.197
.100 .043
Scomfort
-.062
-.151
-.011
-.195
-.032
.147
-.096
-.088
.592a
-.040
-.042
-.134
.194
-.053
.082
-.233
-.180
.022 -.143
a
Ssecurintrain
-.005
.021
-.048
.149
.061
-.175
-.132
-.066
-.040
.794
-.118
.071
-.011
-.095
-.019
-.056
-.051
.003 .032
Straincondition -.037
.068
-.085
.146
.052
.193
-.082
-.369
-.042
-.118
.522a
.010
-.097
.172
-.057
.226
-.059
-.010 -.151
.008
-.045
-.074
.019
-.017
-.010
-.022
.026
-.134
.071
.010
.592a
-.385
-.171
-.356
-.018
.216
.021 -.049
Sbehavior
-.094
.096
.194
.106
.037
.033
-.141
.019
.194
-.011
-.097
-.385
.566a
.038
.144
-.093
-.315
-.206 -.253
Savailtrain
-.167
.105
-.127
-.099
-.117
.071
.136
-.356
-.053
-.095
.172
-.171
.038
.562a
.109
.067
-.195
-.055 -.009
Spunctual
.133
-.165
.038
-.059
-.176
-.047
.011
-.074
.082
-.019
-.057
-.356
.144
.109
.584a
-.310
-.312
.020 .066
Straveltime
-.004
-.198
-.164
-.027
.152
-.060
-.091
-.182
-.233
-.056
.226
-.018
-.093
.067
-.310
.625a
.081
-.004 -.007
Scomplain
-.085
.095
.012
.000
-.143
-.179
-.143
.197
-.180
-.051
-.059
.216
-.315
-.195
-.312
.081
.568a
.142 .028
Sstation
-.026
-.090
-.247
-.138
-.081
-.163
-.129
.100
.022
.003
-.010
.021
-.206
-.055
.020
-.004
.142
.554a .021
Shelp
-.007
-.125
-.071
-.091
.118
-.228
.004
.043
-.143
.032
-.151
-.049
-.253
-.009
.066
-.007
.028
.021 .588a
Sappearance
a. Measures of Sampling Adequacy(MSA)
b. Only cases for which Type = Business Class are used in the analysis phase.
121
Rotated Component Matrixa,b
Component
1
2
3
4
5
Sprice
-.116
.122
.141
.097
.532
Spayment
-.177
-.168
.025
-.112
.675
Squeing
.074
.035
.277
-.134
.168
Ssafestation
.088
-.087
.023
-.388
.159
Sclean
.067
.193
-.159
-.055
.653
Ssafeequip
.160
.157
.165
.191
.016
Ssafeinfo
.049
-.193
.164
.403
.575
Sdisabled
.237
-.090
.000
.508
.551
Scomfort
.119
.249
.033
.213
.491
Ssecurintrain
.086
.153
.139
-.039
.514
Straincondition
-.158
.029
.002
.194
.785
Sappearance
.399
.169
.154
-.085
.525
Sbehavior
-.119
.312
-.037
.092
.774
Savailtrain
-.040
.130
.036
-.050
.842
Spunctual
.426
-.020
.047
-.037
.657
Straveltime
.005
.056
.067
.051
.777
Scomplain
-.031
.156
.202
.075
.764
Sstation
.035
.057
-.044
.241
-.123
Shelp
.117
-.175
.065
.153
.715
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 11 iterations.
b. Only cases for which Type = Business Class are used in the analysis phase.
6
-.141
-.040
-.013
-.624
.181
.730
-.013
.245
-.536
.355
-.047
.033
.143
.011
.144
.014
.041
.108
-.009
7
.338
.046
.700
-.038
.250
.054
.266
-.091
.037
.077
-.015
.023
.051
.067
-.151
.109
-.134
.765
.066
122
Executive Class :
KMO and Bartlett's Testa
Kaiser-Meyer-Olkin Measure of Sampling Adequacy.
.710
Bartlett's Test of
Sphericity
Approx. Chi-Square
450.484
Df
190
Sig.
.000
a. Only cases for which Type = Executive Class are used in the analysis phase.
Anti-image Matrices
Sprice Spayment Squeing Ssafestation Sclean Ssafeequip Ssafeinfo Sdisabled Scomfort Ssecurintrain Straincondition Sappearance Sbehavior Savailtrain Spunctual Straveltime Scomplain Sstation Shelp SIparking
Anti-image Sprice
Correlation Spayment
Squeing
Ssafestation
.650a
.035
-.045
-.088
.026
.006
.026
-.172
-.058
.093
.031
.003
.022
.037
-.062
-.084
-.117
.124 -.108
-.066
.035
.777a
-.057
-.189
-.067
-.021
-.068
.025
-.057
-.095
.225
-.208
.159
-.150
-.044
-.090
.053
-.055 -.099
-.031
-.045
-.057
.767a
-.077
-.176
-.159
-.006
.054
-.185
.059
.044
.035
-.098
.023
-.158
-.001
.067
-.167 .057
.076
a
.002
-.088
.045
-.059
.081
-.148
-.143
-.052
.054
-.271
.184
.019
.084
.047 -.197
-.112
.002 .838a
.054
-.063
-.048
-.150
-.123
.004
-.096
-.093
-.016
-.215
.019
-.004
.016 -.006
-.015
.811a
-.021
-.061
-.001
-.004
-.008
-.063
.097
-.164
.061
-.102
-.142
-.104 -.208
-.114
a
-.088
-.189
-.077
Sclean
.026
-.067
-.176
Ssafeequip
.006
-.021
-.159
.699
-.088
.054
Ssafeinfo
.026
-.068
-.006
.045
-.063
-.021
.556
-.249
.187
-.155
-.096
.043
.037
.077
-.130
.070
-.426
.007 .148
.047
Sdisabled
-.172
.025
.054
-.059
-.048
-.061
-.249
.636a
.085
-.081
-.083
.008
-.065
-.148
.036
.117
.119
-.020 -.026
-.171
Scomfort
-.058
-.057
-.185
.081
-.150
-.001
.187
.085
.711a
-.138
-.260
-.282
.141
-.066
-.032
-.075
-.005
.088 -.055
-.052
a
Ssecurintrain
.093
-.095
.059
-.148
-.123
-.004
-.155
-.081
-.138
.805
-.018
.089
.075
-.047
-.167
-.056
-.095
-.072 -.045
.081
Straincondition
.031
.225
.044
-.143
.004
-.008
-.096
-.083
-.260
-.018
.543a
.086
.072
.135
-.019
-.162
.037
-.122 -.145
-.174
Sappearance
.003
-.208
.035
-.052
-.096
-.063
.043
.008
-.282
.089
.086
.761a
-.078
.022
-.111
-.017
-.026
-.078 .025
.097
Sbehavior
.022
.159
-.098
.054
-.093
.097
.037
-.065
.141
.075
.072
-.078
.554a
-.184
-.036
-.105
-.131
-.057 -.120
-.202
Savailtrain
.037
-.150
.023
-.271
-.016
-.164
.077
-.148
-.066
-.047
.135
.022
-.184
.699a
-.067
-.097
-.093
-.217 .194
.087
Spunctual
-.062
-.044
-.158
.184
-.215
.061
-.130
.036
-.032
-.167
-.019
-.111
-.036
-.067
.766a
-.091
.024
.059 -.195
-.108
Straveltime
-.084
-.090
-.001
.019
.019
-.102
.070
.117
-.075
-.056
-.162
-.017
-.105
-.097
-.091
.801a
-.138
.086 -.028
-.020
a
Scomplain
-.117
.053
.067
.084
-.004
-.142
-.426
.119
-.005
-.095
.037
-.026
-.131
-.093
.024
-.138
.040 -.127
-.167
.124
-.055
-.167
.047
.016
-.104
.007
-.020
.088
-.072
-.122
-.078
-.057
-.217
.059
.086
.040
.705a -.139
.015
Shelp
-.108
-.099
.057
-.197
-.006
-.208
.148
-.026
-.055
-.045
-.145
.025
-.120
.194
-.195
-.028
-.127
-.139 .676a
.195
SIparking
-.066
-.031
.076
-.112
-.015
-.114
.047
-.171
-.052
.081
-.174
.097
-.202
.087
-.108
-.020
-.167
.015 .195
.580a
Sstation
.648
a. Measures of Sampling Adequacy(MSA)
b. Only cases for which Type = Executive Class are used in the analysis phase.
123
Rotated Component Matrixa,b
Component
1
2
3
4
5
6
Sprice
.057
.138
.016
.106
.080
.105
Spayment
.393
.071
-.257
-.306
.099
.539
Squeing
.190
-.124
.167
.048
.026
.587
Ssafestation
.041
-.045
-.099
.154
-.019
.755
Sclean
.031
.201
.092
.030
-.091
.745
Ssafeequip
.043
.131
.111
.156
.346
.580
Ssafeinfo
-.017
-.018
.056
.011
-.096
.846
Sdisabled
-.020
.350
.228
.222
-.503
.365
Scomfort
.081
-.190
-.178
.272
.234
.635
Ssecurintrain
.340
.285
-.260
.148
.046
.530
Straincondition
.070
.014
.052
.003
.109
.861
Sappearance
.216
-.145
-.059
-.213
.189
.556
Sbehavior
.111
.032
.049
-.089
.119
.818
Savailtrain
.159
.080
.247
-.234
.026
.666
Spunctual
-.063
.313
.098
.067
.156
.657
Straveltime
.186
.134
.082
.137
.092
.661
Scomplain
-.027
.064
.263
-.017
.431
.658
Sstation
.122
-.012
.198
.166
-.004
.458
Shelp
.177
.335
.042
-.078
.346
.443
SIparking
.008
.082
.133
.326
-.088
.514
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 21 iterations.
b. Only cases for which Type = Executive Class are used in the analysis phase.
7
.739
.040
-.173
.158
-.007
-.045
.018
.260
.122
-.113
.026
.065
-.052
-.103
.047
.172
.129
-.592
-.024
.360
124
Appendix 4 : Regression Analysis Results
Commuter Class :
Model Summary
Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
DurbinWatson
1
.328a
.108
.062
.37916
2.035
a. Predictors: (Constant), Faktor6, Faktor5, Faktor1, Faktor4, Faktor2, Faktor3
b. Dependent Variable: Y
ANOVAb Table
Model
1
Sum of
Squares
Regression
df
Mean Square
2.044
6
.341
Residual
16.964
118
.144
Total
19.008
124
F
Sig.
2.370
.034a
a. Predictors: (Constant), Faktor6, Faktor5, Faktor1, Faktor4, Faktor2, Faktor3
b. Dependent Variable: Y
Coefficientsa Table
Model
Unstandardized
Coefficients
B
1
Standardized
Coefficients
Std. Error
(Constant)
2.657
.362
Faktor1
-.042
.061
Faktor2
.015
Faktor3
t
Sig.
Beta
7.337
.000
-.071
-.687
.493
.066
.023
.228
.820
.059
.090
.068
.657
.513
Faktor4
-.090
.068
-.127
-1.339
.183
Faktor5
.223
.080
.254
2.787
.006
Faktor6
a. Dependent Variable: Y
.100
.068
.131
1.473
.143
125
Business Class :
Model Summary
Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
1
.342a
.117
.064
.34775
a. Predictors: (Constant), Faktor7, Faktor1, Faktor5, Faktor6,
Faktor3, Faktor4, Faktor2
ANOVAb Table
Model
1
Sum of
Squares
Regression
Residual
df
Mean Square
1.869
7
.267
14.148
117
.121
F
Sig.
2.208
.038a
Total
16.017
124
a. Predictors: (Constant), Faktor7, Faktor1, Faktor5, Faktor6, Faktor3, Faktor4, Faktor2
b. Dependent Variable: Y
Coefficientsa Table
Model
Unstandardized
Coefficients
B
1
(Constant)
Standardized
Coefficients
Std. Error
2.459
.358
Factor 1
.054
.061
Factor 2
.128
Factor 3
t
Sig.
Beta
6.861
.000
.081
.893
.374
.058
.211
2.200
.030
.011
.079
.012
.135
.893
Factor 4
.168
.089
.178
1.878
.063
Factor 5
.034
.049
.063
.685
.494
Factor 6
-.029
.040
-.066
-.715
.476
Factor 7
-.016
.055
-.026
-.287
.775
126
Executive Class :
Model Summary
Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
1
.283a
.080
.025
.38979
a. Predictors: (Constant), Faktor7, Faktor5, Faktor2, Faktor4,
Faktor3, Faktor1, Faktor6
ANOVAb Table
Model
1
Sum of
Squares
Regression
Residual
df
Mean Square
1.552
7
.222
17.777
117
.152
F
Sig.
1.459
.189a
Total
19.328
124
a. Predictors: (Constant), Faktor7, Faktor5, Faktor2, Faktor4, Faktor3, Faktor1, Faktor6
b. Dependent Variable: Y
Coefficientsa
Model
Unstandardized
Coefficients
B
1
(Constant)
Standardized
Coefficients
Std. Error
2.754
.353
Faktor1
.121
.082
Faktor2
.023
Faktor3
t
Sig.
Beta
7.797
.000
.145
1.472
.144
.083
.027
.275
.784
-.025
.063
-.038
-.394
.694
Faktor4
.015
.063
.022
.235
.814
Faktor5
.008
.043
.018
.189
.850
Faktor6
.096
.083
.119
1.161
.248
Faktor7
a. Dependent Variable: Y
.065
.046
.127
1.395
.166
127