Professional Documents
Culture Documents
Session 4 SMK
Session 4 SMK
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Cause-and-Effect Chart:
Flight Departure Delays
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Blueprinting
Depicts sequence of front-stage interactions
experienced by customers plus supporting backstage
activities
Used to identify potential fail points
where failures are most likely to appear
Shows how failures at one point can have a ripple effect
Managers can identify points which need urgent
attention
Important first step in preventing service quality problems
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Satisfy Target
100% Customers Through
Service Recovery
Service Reliability
Optimal Point of
Reliability: Cost of
Failure = Service
Recovery
Investment
Small Cost, Large Cost,
Large Improvement Small Improvement Assumption: Customers are equally (or
even more) satisfied with the service
recovery than with a service that is
delivered as planned.
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Post- Ongoing
Total market transaction customer
surveys surveys surveys
Customer
Employee
advisory Focus groups
surveys/panels
panels
Mystery Complaint
shopping analysis
Expected
Service
GAP
Perceived
Service
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CUSTOMER
Expected
Service
Customer
Gap
Perceived
Service
External
COMPANY Service Delivery Communications
GAP 4 to Customers
GAP 1
GAP 3
Customer-Driven Service
Designs and Standards
GAP 2
Company Perceptions of
Consumer Expectations
Parasuraman, et al., 1985
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Customer Expectations
Customer Perceptions
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SERVQUAL Attributes
RELIABILITY EMPATHY
Providing service as promised
Employees who deal with customers in a
Dependability in handling customers service caring fashion
problems
Having the customers best interest at heart
Performing services right the first time
Employees who understand the needs of their
Providing services at the promised time customers
Maintaining error-free records Convenient business hours
ASSURANCE
Employees who instill confidence in
customers RESPONSIVENESS
Making customers feel safe in their Keeping customers informed as to when
transactions services will be performed
Employees who are consistently courteous Prompt service to customers
Employees who have the knowledge to Willingness to help customers
answer customer questions
Readiness to respond to customers
TANGIBLES requests
Employees who instill confidence in Modern
equipment
Visually appealing facilities
Employees who have a neat, professional
appearance
Visually appealing materials associated with
the service
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Provider Gap 1
CUSTOMER Customer
expectations
Perceived
Service
COMPANY
Gap 1:
The Listening Gap
Company perceptions
of customer expectations
Provider Gap 1
Gap 1: between consumer expectation & management
perception
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Company Perceptions of
Customer Expectations
Provider Gap 2
CUSTOMER
COMPANY
Customer-driven
service designs and
standards
Gap 2: Service Design
& Standards Gap
Company
perceptions of
customer
expectations
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Management Perceptions
of Customer Expectations
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Provider Gap 3
CUSTOMER
COMPANY
Service delivery
Gap 3: Service
Performance Gap
Customer-driven
service designs and
standards
Provider Gap 3
Gap 3: between service-quality specifications & service
delivery
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Service Delivery
Customer-Driven Service
Designs and Standards
Provider Gap 4
CUSTOMER
COMPANY External
Service delivery communications
to customers
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Provider Gap 4
Gap 4: between service delivery & external
communications
Service Delivery
External Communications
to Customers
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35
Satisfaction/Dissatisfaction Judgments
Satisfaction can be defined as an attitude-like judgment
following a service purchase (or sometime series of service
interactions).
3 July 2017 36
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Further Reading
Chapter-14
Article titled A Conceptual Model of Service Quality and
Its Implications for Future Research
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