Professional Documents
Culture Documents
The Gap Model of Service Quality
The Gap Model of Service Quality
COMPANY External
Service
Communications
Delivery Gap 4 to Customers
Gap 3
Gap 1 Customer-Driven
Service Designs and
Standards
Gap 2
Company Perceptions
of Consumer
Expectations
Customer Gap:
difference between customer expectations and
perceptions
Provider Gap 1 (The Knowledge Gap):
not knowing what customers expect, want, need
Provider Gap 2 (The Service Design &
Standards Gap):
not having the right service designs and standards
Provider Gap 3 (The Service Performance Gap):
not delivering to service standards
Provider Gap 4 (The Communication Gap):
not matching performance to promises
Customer Expectations
Gap
1 •Inadequate marketing
research
orientation
•Lack of upward
communication
•Insufficient relationship
Company Perceptions of
focus
Customer Expectations
•Inadequate service
Customer-Driven Service
Designs and Standards
Gap
• Poor service design
2
• Absence of customer-
driven standards
• Inappropriate physical
evidence and services gap
Management Perceptions of
Customer Expectations
Customer-Driven Service
Designs and Standards
Perceived
Service
COMPANY
External
Service
Communications
Gap 1 Delivery Gap 4 to Customers
Gap 3
Customer-Driven
Service Designs and
Standards
Gap 2
Company Perceptions
of Consumer
Expectations
The central focus of the gaps model
is the customer gap, the difference
between customer expectations and
perceptions.
Expectations are the reference
points customers have coming in to
a service experience.
Perceptions reflect the service as
actually received.
Easy to
evaluate
Clothing
Jewelry
Furniture
properties
Houses
High in search
Automobiles
Restaurant meals
Most goods
Vacation
properties
Haircuts
Child care
High in experience
Television repair
Legal services
Most services
Root canal
properties
Auto repair
Medical diagnosis
High in credence
evaluate
Difficult to
Ideal HIGH
Expectation Of
Desires
Normative
“should”
expectations
Experience
based norms
Acceptable
Expectations
Minimum
tolerance
expectations
LOW
Desired Service
ZONE OF TOLERANCE
Adequate Service
Desired Service
Level Of
Expectation
ZONE OF Desired
TOLERANCE Service
Adequate
Service
Reliability Tangibles
Lasting
Service
Intensifiers
Desired Service
Personal
Needs
ZONE OF TOLERANCE
Adequate Service
Lasting
Service
Intensifiers
Desired Service
Personal
Needs
Temporary ZONE OF
Service TOLERANCE
Intensifiers
Perceived
Service
Alternatives Predicted
Adequate Service Service
Self Perceived
Service Role
Situational
Factors
Explicit
Lasting Service
Service Promises
Intensifiers
Desired Service Implicit
Service
Promises
Personal
Needs Word – Of –
Mouth
Temporary ZONE OF
Service TOLERANCE Past
Intensifiers Experience
Perceived
Service
Predicted
Alternatives Adequate Service Service
Self Perceived
Service Role
Situational
Factors
Customer satisfaction,
a business term, is a measure of how
products and services supplied by a
company meet or surpass customer
expectation.
It is seen as a key performance
indicator within business.
"Customer loyalty is when an
organization receives the ultimate reward
for the way it interacts with its customers. “
Although customer loyalty is often
achieved through offers, discount coupons,
rebates and other kinds of rewards, long-
term customer loyalty can only be created
by making your customers feel that they
are your number one priority.
Customersatisfaction measures how well a
customer’s expectations are met.
Tangibles:
Representing the service physically.
Example: Food.
Efficiency
Fulfillment
Reliability
Privacy
Responsiveness
Compensation
Contact
Occurs any time the customer interacts
with the firm.
Can potentially be critical in determining
customer satisfaction and loyalty.
Is an opportunity to:
build trust
reinforce quality
build brand identity
increase loyalty
Remote Encounters
Phone Encounters
Face-to-face Encounters
Check-In
Check-In
Bellboy
Bellboy Takes
Takes to
to Room
Room
Restaurant
Restaurant Meal
Meal
Request
Request Wake-Up
Wake-Up Call
Call
Checkout
Checkout
Sales
Sales Call
Call
Delivery
Delivery and
and Installation
Installation
Servicing
Servicing
Ordering
Ordering Supplies
Supplies
Billing
Billing
Recovery: Adaptability:
employee response employee response
to service delivery to customer needs
system failure and requests
Coping: Spontaneity:
employee response unprompted and
to problem customers unsolicited employee
actions and attitudes
D DON’T
O
Acknowledge Ignore customer
problem Blame customer
Explain causes Leave customer to
Apologize fend for him/herself
Compensate/upgrade Downgrade
Lay out options Act as if nothing is
Take responsibility wrong
“Pass the buck”
D DON’T
O
Recognize the Ignore
seriousness of the Promise, but fail to
need follow through
Acknowledge Show unwillingness to
Anticipate try
Attempt to Embarrass the
accommodate customer
Adjust the system Laugh at the customer
Explain rules/policies Avoid responsibility
Take responsibility “Pass the buck”
D DON’T
O
Take time Exhibit impatience
Be attentive Ignore
Anticipate needs Yell/laugh/swear
Listen Steal from customers
Provide information Discriminate
Show empathy
D DON’T
O
Listen Take customer’s
Try to accommodate dissatisfaction
Explain personally
Let go of the Let customer’s
customer dissatisfaction affect
others
Contact
employees
Customer
Operational flow him/herself
of activities People Other customers
Steps in process
Flexibility vs.
standard
Technology vs. Tangible
human communication
Physical
Process Servicescape
Evidence
Guarantees
Technology
Website
Expected
Service
CUSTOMER
Customer
Gap
Perceived
Service
COMPANY External
Service
Communications
Delivery Gap 4 to Customers
Gap 3
Customer-Driven
Service Designs and
Standards
Gap 2
Company Perceptions
of Consumer
Expectations
CUSTOMER
Expected
Service
Listening
COMPANY Gap
Company
Perceptions
of Consumer
Expectations
Listento customers through
research.
Cover company strategy to retain
and strengthen the relationship.
Service recovery.
By formal and informal method.
Surveys.
Critical incident studies.
Complaint solicitation.
To identify dissatisfied customers.
To discover customer requirements or expectations.
To monitor and track service performance.
To assess overall company performance compared to
competition.
To assess gaps between customer expectations and
perceptions.
To appraise service performance of individuals and
teams for rewards.
To determine expectations for a new service.
To monitor changing expectations in an industry.
To forecast future expectations.
9
8
7 O
O O
O O
6
5
4
3
2
1
0
Reliability Responsiveness Assurance Empathy Tangibles
Retail Chain O
Zone of Tolerance S.Q.
Perception
HIG
H High
Leverage
Attributes to Attributes to
Importance
Improve
Maintain
Low
Leverage
Attributes to Attributes to De-
Maintain emphasize
LOW
HIG
Performance H
Enhancing
Retaining
Satisfying
Acquiring
The Customer Pyramid
What segment spends more
Most with us over time, costs less to
maintain, and spread positive
Profitable
word of mouth?
Customers
Integrated I. Continuous
Informatio Financial Relationships
n Systems Bonds
Excellen
IV. t
II.
Joint Structural Service Social
Personal
Investments Bonds and Relationships
Bonds
Value
Shared Social Bonds
Processes III. Among
and Customization Customers
Equipment Bonds
Anticipatio Customer
n/ Intimacy
Innovation Mass
Customization
The Customer is not always right
Difficult Customers
Service Failure
Complain to
Complain to Complain to
Family &
Provider Friends Third Party
Ac t
Quickly
Service
Learn from
L o st
Customers
Recovery
Strategies
y
i rl
Le F a
Re arn er
s
co fro
ve
ry
m t om
s
Ex
pe Cu
t
r ie
nc r ea
es T
Expected
Service
CUSTOMER
Customer
Gap
Perceived
Service
COMPANY External
Service
Communications
Delivery Gap 4 to Customers
Gap 3
Gap 1 Customer-Driven
Service Designs and
Standards
Gap 2
Company Perceptions
of Consumer
Expectations
Oversimplification
Incompleteness
Subjectivity
Biased Interpretation
• Full-scale launch
• Post-launch
review
l
nte na
of new services
Co izatio
People objective / strategy
xt
Te
• Idea generation
am
n
ga
and screening
s
Or
• Concept
Services development and
testing
Technology Systems
Tools
• Service design
and testing Design Analysis
• Process and system
design and testing • Business analysis
• Marketing program • Project
design and testing authorization
• Personnel training
• Service testing and
pilot run
• Test marketing
Business Strategy Development or Review
Front End
Idea Generation
Planning
Screen ideas against new service strategy
Business Analysis
Market Testing
Implementation
Test service and other marketing-mix elements
Commercialization
Postintroduction Evaluation
MARKETS
OFFERINGS
Current New Customers
Customers
Start-up
Business: new service for existing
market. Example: online banking.
Style
Changes: modest visible changes in
appearances. Example: Videocon.
A service blueprint is a picture or a
map that accurately portrays the
service system so that the different
people involved in providing it can
understand and deal with it
objectively regardless of their roles
or their individual point of view.
Service
Bluepri
nt
Interview Paperwork/
Physical Campus Reception Classroo Hall Documents
Evidenc m
e
Custome Arrive at Admission/
Entrance Interview
r Enquiry Submission
Institute Exam
Actions of
Line of Documents
Interaction
On Stage
Contact Receptionist Examiner Director
Person
Line of Administrati
Visibility on
Backsta Peons Staff
ge
Contact
Person
Line of Internal
Interaction
Support Online/site Process of checking Registration
Process Application Documents System
Bill
Desk
EVIDENCE
PHYSICAL
Hotel Cart for Desk Elevators Cart for Room Menu Delivery Food Lobby
Exterior Bags RegistrationHallways Bags Amenities Tray Hotel
Parking Papers Room Bath Food Exterior
Lobby Appearance Parking
Key
CUSTOMER
Greet and
CONTACT PERSON
Take
Take Bags Food
to Room Order
SUPPORT PROCESS
Measure by Measure by
Audits or Hard 5. Transaction-
5.Develop
DevelopFeedback
Feedback Soft
Based Surveys
Operating Data Mechanisms
Mechanisms
Employee
Responses
Ambient Social
Conditions Interactions
Perceived between and
Space/Function Servicescap among
e customer and
Signs, Symbols, employees
and Artifacts
Customer
Responses
Individual
Behaviors
Cognitive
Emotional
Physiological
Delivering and Performing
Service
Expected
Service
CUSTOMER
Customer
Gap
Perceived
Service
Service External
COMPANY Delivery
Gap 4 Communications
to Customers
Gap 1 Customer-Driven
Service Designs and
Standards
Gap 2
Company Perceptions
of Consumer
Expectations
Who are they?
“boundary spanners”
What are these jobs like?
emotional labor
many sources of potential conflict
▪ person/role
▪ organization/client
▪ interclient
▪ quality/productivity
External Environment
Internal Environment
• Person vs. Role
Tr chn d
Se ron ard
Re ure
Te an cti
ai ic
Hire the
In Sk
w
n
Pr rvi g
s
ov ce
s
te il
an ea
Right People
fo al
er
ra ls
r
M
id
d
St
ve
Develop
Employees
Customer- People to
Empower
Employee
Customer
Deliver
s as
Best
s
Service Service
People Delivery Quality
w te
Em in t ny’
k
In loy
or
am o
Provide
Co Visi
clu ee
Te rom
p he s
m on
Needed Support
de s
P
pa
De Systems
Se vel e
or rvic op sur l
i
In ent e- ea na
t Provide M ter ice
Pr er ed In rv ty
oc na Supportive
es l Se ali
se
s
Technology Qu
and
Equipment
Other customers can detract from
satisfaction
▪ disruptive behaviors
▪ excessive crowding
▪ incompatible needs
Other customers can enhance
satisfaction
▪ mere presence
▪ socialization/friendships
▪ roles: assistants, teachers, supporters
Lack of understanding of their roles
Not being willing or able to perform their
roles
No rewards for “good performance”
Interfering with other customers
Incompatible market segments
trategies for Enhancing Customer Participation
Goal:
Manage Delivery Improve
Service greater than Customer
Promises or equal to Education
promises
Manage
Internal
Marketing
Communication
Discrepanciesb/w service delivery &
external communications in the form
of exaggerated promises & the
absence of information about service
delivery aspects intended to serve
customers well can powerfully affect
consumer perceptions of service
quality.
Inadequate management of service
promises.
Inadequate management of
customer expectations.
Inadequate customer education.
Inadequate internal marketing
communications.
Approaches for Managing Service
Promises
MANAGING SERVICE PROMISES
Goal:
Create Coordinate Offer Delivery
Effective Make greater than
External Realistic Service
Services Communicati or equal to
Communicatio Promises Guarantees promises
on
ns
Offer Choices
Create Tiered-Value
Offerings
Negotiate
Unrealistic
Expectations
Goal:
Delivery
greater than
or equal to
promises
Create
effective vertical
communication.
Create
effective horizontal
communication.
Create Effective
Vertical
Communications
Create Effective
Horizontal
Communications
Align Back
Office Personnel
w/ External
Customers
Create
Cross-Functional
Teams
Source: http://www.newdhl.com/advertising.asp?cid=dhlbt1hmpg1
INDIAN LOGISTICS INDUSTRY : AN OVERVIEW
International operations.
S CUSTOMER
E Customer needs &
expectations
R Knowledge Gap (1)
V
Management definition
I Of these needs
C
Standard Gap (2)
E
Translation into design/
Delivery specs
Internal
G Delivery Gap (3) Communication Gap
A (4)
Execution of design/delivery (4) Advertising & sales
P specs promises
KNOWLEDGE
Business Intelligence not available for decision
GAP making at all levels.
GATI’S SOLUTION:
GATI’S SOLUTION:
DELIVERY
Delay in delivering the service.
GAP
Execution of Design
GATI’S SOLUTION:
Promptness in delivery.
Execution of Design
GATI’S SOLUTION:
Gati.net.
Execution of Design
PERCEPTION
GAP
Improper design leading to negative perception.
GATI’S SOLUTION:
GATI’S SOLUTION:
SERVICE
Ware housing facility.
GAP
Reverse logistics.
Customer experience
Relative to expectations
GATI’S SOLUTION: