hawker

My father was a son of Abubakar, known as Atiku na Rabah, who was the seventh Sultan of Sokoto and reigned for four years from 1873. During his reign there was no particula incident and life went on much as usual. AIl Atiku's brothers that is, my great-uncles--were Sultans: five of them were the Sultans preceding him and the youngest followed him on the throne. Their father was Sultan Bello, the son of the famous and revered Shehu Usuman dan Fodio, the Great Reformer, as we call him. Bello, who took the title of Sultan on his father's death was my great-grandfather. To those who are not fully aware of the history of this part of Nigeria, I must explain a little at this point. The Shehu Usuman was a Fulani leader born about I744 in the country then called Gobir, north of the Sokoto River-an ancient kingdom. He was not only a leader but a great preacher anda man of the utmost piety. To quote a British parallel, he was a combination of John Wesley and Oliver Cromwell. He was among

ACROSS the northwest corner of Nigeria the Sokoto River describes a vast semicircle of nearly four hundred miles, from its source near Zaria to its junction with the River Niger; a point on that mighty waterway about six hundred miles from the sea. About half-way along this flashing arc, in its green farm land and swamps, is the modern town of Sokoto. Here the river is about a quarter of a mile wide in the rains and even in the dry season carries quite a substantial volume of water.  Sokoto was founded in 1809 by my distinguished great-grandfather, Sultan Bello. I will tell you about him and the circumstances of its founding later on. About twenty miles upstream of Sokoto and on the north bank -that is, on the opposite side of the river from Sokoto is the little town of Rabah. It was here that I was born in 19I0.  My father was the District Head. There are forty-eight District Heads in Sokoto Emirate and he was one of them. Only seven years had passed since the British drove out the Su

Service quality and patient loyalty A strong relationship between patient loyalty and service quality has been confirmed by many researchers. Evidence of a strong and direct relationship between patient loyalty and service quality has been given by (). While () stated that service quality result in patient loyalty; whereas if the level of patients also tends to be relatively high, it may also act as a vital promoter of patient loyalty. However, in today’s highly dynamic and competitive environment attaining higher levels of patient satisfaction and patient loyalty, especially in the service sector, maybe a tough task for many organization. It was established by () that service quality dimensions (tangibility, reliability, responsiveness, assurance and empathy) have a significant and positive relationship and influence patient loyalty. So also in the same vein, according to () an insignificant relationship exist between service quality dimensions (tangibility, reliability, responsivenes

Background to the study  Patient loyalty is when individuals consistently choose a particular hospital, speak positively about it, and refer others to it because they are satisfied with the service. This loyalty is crucial because it leads to ongoing patronage, high ratings, positive reviews, and favorable word-of-mouth promotion for the hospital and its services. Experiences patients have with the hospital, whether positive or negative are what strengthen patient loyalty. A patient's ultimate behavior stage is loyalty; if they are loyal, they won't switch to other services. It's frequently more difficult to keep existing consumers in an industrial business setting than it is to draw in new ones. The cost of acquiring new patient is significantly higher compared to the costs associated with maintaining existing ones (Hadi et al., 2019). Patient loyalty to service is very difficult to be shifted as long as such service remains superior to others. Only services offering the s

Three main factors influence the gap. First, the firm's research orientation, which reflects its attitude toward conducting patient research, can dramatically influence the size of the gap. Information obtained from patient research defines consumer expectations. As the firm's research orientation increases and it learns more a about the needs and wants of its patients,  the size of the knowledge gap should decrease. The amount of upward communication is a second factor that influences the size of the knowledge gap. Upward communication refers to the fow of information from front-line personnel to upper levels of the organization. In other words, does upper management listen to and value the feedback provided by its front line personnel? Front line personnel interact with patients on a frequent basis, so they are often more in touch with patients needs than top management. Consequently, as the flow of upward commnication increases through the organization, the knowledge gap sho

2.4.2 Reliability Dimension In general, reliability dimension reflects the consistency and dependability of a hospital 's performance. Does the hospital provide the same level of service time after time or does quality dramatically vary with each encounter? Does the hospital keep its promises, bill its patients accurately, keep accurate records and perform the service correctly the first time? Nothing can be more frustrating for patients than unreliable service providers. If patients are satisfied with the reliability of a particular hospital, it may lead to patient loyalty. 2.4.3 Responsiven ess Dimension Responsiveness reflects a service hospital commitment to provide its services in a timely manner. As such, the responsiveness dimension of SERVQUAL Concerns the willingness and/or readiness of employees to provide a service. Occasionally, patients may encounter'a situation in which emnployees are engaged in their own conversations with one another while ignoring the needs of