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Customer Satisfaction and Service Quality Gap Model

This document discusses customer satisfaction and service quality using the GAP model. It describes the SERVQUAL model for measuring service quality across 5 dimensions: reliability, responsiveness, assurance, empathy and tangibles. It then explains the GAP model, which identifies 7 potential gaps between customer expectations and perceptions. Strategies are provided for closing each gap, such as improving marketing research, establishing clear service standards, ensuring delivery meets standards, and aligning external communications with actual service.

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vikasgaurkanpur
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3K views

Customer Satisfaction and Service Quality Gap Model

This document discusses customer satisfaction and service quality using the GAP model. It describes the SERVQUAL model for measuring service quality across 5 dimensions: reliability, responsiveness, assurance, empathy and tangibles. It then explains the GAP model, which identifies 7 potential gaps between customer expectations and perceptions. Strategies are provided for closing each gap, such as improving marketing research, establishing clear service standards, ensuring delivery meets standards, and aligning external communications with actual service.

Uploaded by

vikasgaurkanpur
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 37

CUSTOMER

SATISFACTION AND
SERVICE QUALITY
(GAP MODEL)
PRESENTATION OVERVIEW

 Measuring service quality


 ServQual model
 Gaps model of service
quality
 Reasons for the gaps
 Strategies for closing the gaps
 Measure customer
satisfaction
What is service quality?

 What do we mean when we speak of


service quality? Company personnel need
a common understanding in order to be
able to address such issues as the
measurement of service quality, the
identification of causes of service quality
shortfalls, and the design and
implementation of corrective actions.
Perspectives on service quality

 The word quality means different things to


people according to the context. DEVID
GARVIN identifies five perspectives on quality-
 1. The transcendent view of quality is
synonymous with innate excellence: a mark of
uncompromising standards and high
achievement.
 2.The product-based approach sees quality as
a precise and measurable variable.
Perspectives on service quality

3.User-based definitions start with the premise


that quality lies in the eyes of the beholder. these
definitions equate quality with maximum
satisfaction.
4.The manufacturing based approach is supply
based and is concerned primarily with
engineering and manufacturing practices.
5.Value-based definitions define quality in terms
of value and price.
Measuring service quality: SERVQUAL Model
(Parasuraman, Zeithaml & Berry 1985, 1988)

Reliability
Reliability

Responsiveness
Responsiveness

Service
Service
Assurance
Assurance
Quality
Quality

Empathy

Tangibles
Tangibles
Servqual Dimensions

1. RELIABILITY

Get it right
Dependability the first time!
Delivering on promises
Accuracy
Consistency
Servqual Dimensions

2. RESPONSIVENESS

Promptness
Helpfulness
Servqual Dimensions

3. ASSURANCE

 competence
 courtesy
I feel
 credibility safe

 security
Servqual Dimensions

4. EMPATHY

Easy access
Good communication
Customer understanding
Personalised attention
Servqual Dimensions

5. TANGIBLES

Physical evidence
Material (e.g., brochures or
statements)

People look
smart
The gaps model of service quality
Where are things going wrong?
 What leads to poor service quality
Gaps model of service quality
Customer gap
 difference between customer’s expectations
and perceptions of performance
Four provider gaps
 each may lead to the customer gap
THE GAPS MODEL OF SERVICE QUALITY
Customer Needs And CUSTOMER
Expectations
MANAGEMENT
1.The knowledge Gap

Management Definition Of
These Needs
2. The standards Gap
Translation Into Design
/Design Specs 4.The internal
communication Gap
3.The delivery Gap

Execution Of Design/Delivery 4 Advertising And Sales


Specs Promises
6.The interpretation
5.the perception Gap Gap
Customer Perceptions Of Customer Interpretation Of
Product Execution Communications

7.The service Gap


Customer Experience
Relative To Expectations
1.THE KNOWLEDGE GAP

Is the difference between what


service providers believe customers
expect and customers actual needs
and expectations.
2. THE STANDARDS GAP

Is the difference between


management’s perceptions of
customer expectations and the quality
standards established for service
delivery.
3.THE DELIVERY GAP

Is the difference between specified


delivery standards and the service
provider’s actual performance on
these standards.
4.THE INTERNAL COMMUNICATION GAP

Is the difference between what the


company’s advertising and sales
personnel think are the products
features, performance, and service
quality level and what the company is
actually able to deliver.
5.THE PERCEPTION GAP

Is the difference between what is, in


fact, delivered and what customers
perceive they received (because they
are unable to accurately evaluate
service quality).
6.THE INTERPRETATION GAP

Is the difference between what the


service communication efforts (in
advance of service delivery) promise
and what a customer thinks was
promised by these communications.
7.THE SERVICE GAP

Is the difference between what


customer expect to receive and their
perceptions of the service that is
delivered.
Customer’s
Customer’s expectations
expectations

Reasons
Reasons  Inadequate marketing research orientation
for
for
provider  Lack of upward communication
provider
gap
gap  Insufficient relationship focus
II
 Inadequate service recovery

Company’s
Company’sperceptions
perceptionsof
of
customer expectations
customer expectations
Translation
Translationof
ofperceptions
perceptionsinto
intoservice
service
quality
qualityspecifications
specifications

 Poor service design


Reasons
Reasons  Absence of customer-defined
for
for service standards
provider
provider
gap
gap  Inappropriate physical evidence and
22
servicescape

Management
Managementperceptions
perceptionsof
ofcustomer
customer
expectations
expectations
Customer-driven
Customer-drivenservice
servicedesigns
designsand
and
standards
standards

Reasons  Poor human resource policies


for
provider  Failure to match supply and demand
gap
3
 Customer not fulfilling their roles
 Problems with service
intermediaries

Service
Servicedelivery
delivery
External
External communications
communications to
to consumers
consumers

 Lack of integration of marketing communications


Reasons
Reasons
for
for  Inadequate management of customer expectations
provider
provider
gap
gap  Overpromising
44
 Inadequate horizontal communications

Service
Service delivery
delivery
Customer
Customer
expectations
expectations

Reasons
Reasons • Not knowing what customers expect
for
for
Customer • Not selecting the right service
Customer
Gap
Gap55 standards and designs
• Not delivering to service standards
• Not matching performance to promised

Customer
Customer
perceptions
perceptions
CLOSING THE GAPS

 Gap 1: Learn what customers expect


 Gap 2: Establish the right service
quality standards
 Gap 3: Ensure that service
performance meets standards
 Gap 4: Ensure that delivery matches
promises
Closing gap 1: Learn what
customers expect

 Use research, complaint analysis, listen to


customers
customer panels
 Increase direct interactions between
managers and customers
 Improve upward communications
 Act on information and insights
Closing gap 2: Establish the right
service quality standards
 Top management commitment to providing
service quality
 Set, communicate, and reinforce customer-
oriented service standards
 Establish challenging and realistic service quality
goals
 Train managers to be service quality leaders
 Be receptive to new ways to deliver service quality
 Standardise repetitive tasks
 Prioritise tasks Service Quality Awards
 Gain employee acceptance of
goals and priorities
 Measure performance of service
standards and provide regular
feedback
 Reward managers and
employees for achievement of
quality goals
Closing gap 3: Ensure that service performance meets
standards
Can I
 Attract the best employees take your
order?
 Select the right employees
 Develop and support
employees
 train employees
 provide appropriate technology &
equipment
 encourage and build teamwork
 empower employees
 internal marketing
You are a
Star Service
Provider

Retain good employees


 measure and reward
service quality
achievements
 develop equitable and
simple reward systems
Closing gap 4: Ensure that service delivery
matches promises
 Seek input from operations personnel on what
can be done
 ‘Reality’ advertising
 real employees, real customers, real situations
 Seek input from employees on advertising
 Gain communications between sales,
operations and customers
 Internal marketing programs
 Ensure consistent standards in multi-site
operations
 In advertising, focus on service
Why do we
characteristics that are important always have
to customers to wait?

 Manage customer’s expectations


 What are realistic expectations?
 Explain industry realities
 Tiered service options
 Offer different levels of service - user
pays
Service Satisfaction Information
System

 Customer Complaints
 Surveys
 Employee Surveys
 Focus Groups
 ‘Mystery shopping’ research
 Competitive market surveys - benchmark
Measuring Satisfaction

 Qualitative Research
 Understand key drivers / determinants
 Questionnaire design
 Data analysis
 Service performance index (SPI)
 Importance - performance analysis
CONCLUSION

 Just as the SERVQUAL model is


extensively used to assess external service
quality, the instrument can also be
modified to assess the quality of the
internal service provided by departments
and divisions within a company to
employees in other departments and
division.

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