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Service quality for attendees
- 1. Service Quality The Module Details Gaps in Service Quality. The Concept of 'Moments of Truth' Is Explored sunil kumar
- 2. Definition of Gap Analysis Formal means to identify and correct gaps between desired levels and actual levels of performance Used by organizations to analyze certain processes of any division of their company sunil kumar
- 3. SERVQUAL A gap analysis research instrument Created by Parasuraman, Zeithamel, and Berry Introduced in 1988 sunil kumar
- 4. SERVQUAL Model Gaps Gap 1 The difference between actual customer expectations and management’s idea or perception of customer expectations E x p e c t e d S e r v ic e M a n a g e m e n t P e r c e p t io n s o f C u s t o m e r E x p e c t a t i o n s sunil kumar
- 5. SERVQUAL Model Gaps Gap 2 Mismatch between manager’s expectations of service quality and service quality specifications M a n a g e m e n t P e r c e p t i o n s o f C u s t o m e r E x p e c t a t i o n s S e r v i c e Q u a l i t y S p e c i f ic a t i o n s sunil kumar
- 6. SERVQUAL Model Gaps Gap 3 Poor delivery of service quality S e r v i c e Q u a l i t y S p e c i f ic a t i o n s S e r v i c e D e l i v e r y sunil kumar
- 7. SERVQUAL Model Gaps Gap 4 Differences between service delivery and external communication with customer S e r v i c e D e l i v e r y E x t e r n a l C o m m u n i c a t io n s t o C u s t o m e r s sunil kumar
- 8. SERVQUAL Model Gaps Gap 5 Differences between expected and perceived quality E x p e c t e d S e r v i c e P e r c e i v e d S e r v i c e sunil kumar
- 10. SERVQUAL Model Gaps Gap 1 The difference between actual customer expectations and management’s idea or perception of customer expectations Marketing Research Upward Communication Number of Levels of Management sunil kumar
- 11. SERVQUAL Model Gaps Gap 2 Mismatch between manager’s expectations of service quality and service quality specifications Management’s commitment to service quality Goal Setting Task Standardization Perception of Feasibility sunil kumar
- 12. SERVQUAL Model Gaps Gap 3 Poor delivery of service quality Teamwork Employee Job Fit Technology Job Fit Perceived Control Supervisory control systems Role ConflictRole ambiguity sunil kumar
- 13. SERVQUAL Model Gaps Gap 4 Differences between service delivery and external communication with customer Horizontal Communication Propensity to Over promise sunil kumar
- 14. SERVQUAL Model Gaps Gap 5 Differences between Expected and Perceived Quality Expected Service Explicit Service Promises Implicit Service Promises Word – of – Mouth Past Experiences sunil kumar
- 15. Zone of Tolerance Desired Service Adequate Service Zone of Tolerance sunil kumar
- 16. Recap of ServQual sunil kumar
- 17. Moments of Truth Jan Carlzon (1987) “any episode when a customer comes into contact with any aspect of the company, however remote and thereby has an opportunity to form an impression.” sunil kumar DESINGED BY Sunil Kumar Research Scholar/ Food Production Faculty Institute of Hotel and Tourism Management, MAHARSHI DAYANAND UNIVERSITY, ROHTAK Haryana- 124001 INDIA Ph. No. 09996000499 email: skihm86@yahoo.com , balhara86@gmail.com linkedin:- in.linkedin.com/in/ihmsunilkumar facebook: www.facebook.com/ihmsunilkumar
Hinweis der Redaktion
- Gaps are indicators of corrective action and improvements In manufacturing, it could be difference between desired and existing conformance levels
- The marketing research team of Parasuraman, Zeithamel, and Berry created this service quality measuring tool in 1988 Has been used in a wide range of studies including fields such as health care, banking, appliance repair, and many other professions Five Gaps include Customer expectations vs. managerial perceptions Manager’s expectations of quality vs. quality specs Communication with customer at point of service or sale Service delivery vs. communication Perceived services vs. expected services SERVQUAL is not a measurement to compare and rank separate companies but only to provide a measure for managers to determine actions needed in their own services
- Managers and employees have a very internal process-oriented view of their business, it is tough to break this view and to see things the way the customer does This gap of the SERVQUAL Model can help management with customer service
- To implement a system to improve this gap, management must first understand exactly what the customer wants If this understanding is not present, it will be impossible for management to know whether their expectations are aligned with customer specifications.
- Once the specifications from gap 2 are aligned the next step is to deliver these services in a perfect manner Quality of delivery must be perfected during the interaction with the customer The employees that are responsible for these actions are referred to as contact personnel Some reasons for a lack of quality include poor training, communication, and preparation
- Customers are influenced by what what they hear and see about a company’s service Word-of-mouth publicity and advertising are main outlets which customers open their opinions to The difference between what a customer hears about a company’s service and what is actually delivered is represented by gap 4 This gap can lead to dangerously negative customer perceptions
- This gap is directly related to everyone’s perception of service quality Customers expect certain things from certain companies When someone goes into a McDonalds to order their favorite meal – a Big Mac, they are expecting exactly what they are accustomed to getting (a quick, no hassle, tasty big burger with all the works). If it takes 15 minutes to get a Big Mac that doesn’t even have the famous special sauce on it the customer’s perceived service of McDonalds is going to plummet. If gaps 1 through 4 are closed to a minimum then gap 5 should follow, if there are any gaps left in steps 1 through 4 the perceived customer service quality will be negatively affected The way to make sure these gaps are closed is through thorough systems design, precise communication with customers, and a well-trained workforce.
- Extent, nature and quality of marketing research Though managers may not have a firm grasp Research suggests that customer contact personnel can accurately predict customer expectations and perceptions of service. Layers of management inhibit communication and understanding because they place barriers between those who know and those who want to!
- Management’s commitment here is long term adherence to service quality. Sometimes mgt moves into action due to complaints etc and then once they reduce in number they move on…sometimes short term goals take precedence. Establish formal goals relating to service quality… “ Task standardization… add technology, improvement in work methods..a combination of both
- Perceived Control ..extent to which employees feel they are in control Supervisory control systems…extent to which employees are evaluated on their behaviors rather then solely on the results
- Horizontal refers to communication within and between departments “no Surprises” concept
- Explicit Service Promises --- advertising, personal selling, contracts, other communication Implicit Service Promises--- tangibles, price Word – of – Mouth – personal, experts Past Experiences
- A moment of truth starts from the advertising and is on till the customer comes back.