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Service Quality

Service quality is a measure of how well delivered service matches customer expectations. There are generally gaps between organizational perceptions of service quality and customer expectations. These gaps include differences between executive and customer perceptions, inability to meet customer expectations due to constraints, difficulty standardizing employee performance, and promises made through marketing that cannot be delivered. Key determinants of high service quality include reliability, empathy, tangible aspects, and employee assurance.

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2K views

Service Quality

Service quality is a measure of how well delivered service matches customer expectations. There are generally gaps between organizational perceptions of service quality and customer expectations. These gaps include differences between executive and customer perceptions, inability to meet customer expectations due to constraints, difficulty standardizing employee performance, and promises made through marketing that cannot be delivered. Key determinants of high service quality include reliability, empathy, tangible aspects, and employee assurance.

Uploaded by

connect_sh
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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SERVICE QUALITY

• Service quality is a measure of how well the service level delivered


matches customer expectations

• Delivering quality service means conforming to customer expectations on


a consistent basis.

• Generally a set of discrepancies or gap exists regarding organization


perceptions of service quality and the tasks associated with service quality
to consumers.
• GAP 1
• CONSUMER EXPECTATION- MANAGEMENT PERCEPTION GAP

• These are discrepancies between executive perceptions and consumer


expectations.

• The executives may not always understand what features a service must have in
order to meet the consumer needs

• And what level of performance on those features are needed to deliver high quality
service.

• Such is a knowledge gap.


• GAP 2
• MANAGEMENT PERCEPTION- SERVICE QUALITY SPECIFICATIONS

• There may be constraints which prevents the management from delivering what
the consumer expects,

• Or there may be an absence of Total Management Commitment to service quality.

• Such is a standard gap.

• GAP 3
• SERVICE QUALITY SPECIFICATIONS-SERVICE DELIVERY GAP

• There may be difficulty in standardizing employee performance even when


guidelines exist for performing services well and treating consumers correctly

• Such is a delivery gap


• GAP 4
• SERVICE DELIVERY – EXTERNAL COMMINUCATION GAP

• Media advertising and other communication by an agency can affect


consumer expectations.

• Promising more than can be delivered will raise initial expectations but lower
perceptions.

• Such is an internal communication gap.

• GAP 5
• EXPECTED SERVICE – PERCEIVED SERVICE GAP

• This is how consumers perceive the actual service performance in the context
of what they expected.

• Such is a perception gap.


DETERMINANTS OF SERVICE QUALITY
ØReliability
•Providing services as promised
•Dependability in handling customers' service problems
•Performing services right the first time
•Providing services at the promised time
•Keeping customers informed about when services will be performed

ØEmpathy
•Giving customers individual attention
•Employees who deal with customers in a caring fashion
•Having the customer's best interest at heart
•Employees who understand the needs of their customers
ØTangibles
•Modern equipment
•Visually appealing facilities
•Employees who have a neat, professional appearance
•Visually appealing materials associated with the service
•Convenient business hours

ØAssurance
•Employees who instill confidence in customers
•Making customers feel safe in their transactions
•Employees who are consistently courteous
•Employees who have the knowledge to answer customer questions
Why Wal-Mart Is Successful?
• Wal-Mart is committed to improving operations, lowering costs and
improving customer service. But the key to retailer Wal-Mart's
success is its ability to drive costs out of its supply chain and manage
it efficiently.
• The Wal-Mart business model would fail instantly without its
advanced technology (Wal-Mart has the largest IT systems of any
private company in the world) and supply chain (Wal-Mart has made
significant investments in supply chain management).
CUSTOMER RELATION
• Wal-Mart's suppliers - both large and small either break even or
make profit supplying at Wal-Mart's stores. But the real winners are
Wal-Mart's customers who save thousands of dollars buying at low
prices.
• Nearly two million employees at Wal-Mart focus on cost, customers
and continuous improvement on a daily basis
JIT Distribution Approach

• Every Wal-Mart store operates like a small company.


Store managers are trained to manage one store at a time,
one department at a time, and one customer at a time.
• Wal-Mart has implemented advanced logistics solutions
like RFID (radio frequency identification) RFID
solutions help maintain lower costs, identify out-of-stocks
and increase sales.
SERVICE QUALITY IN HEALTH INDUSTRY
• Staff factors
Ø Clinical skills: Particular emphasis has been given to family planning and the
treatment and prevention of sexually transmitted infections.

Ø Improved supervision: The ability of district supervisors to provide


supportive supervision has been increased through the provision of training
the development of streamlined supervision tools and improvements to
transport capacity and management.

Ø Community links: Health staff are important members of the community that
they serve. The existence of strong links between communities
and the health facility staff is central to the quality and sustainability of
services.
SERVICE QUALITY IN HEALTH INDUSTRY

• Facility factors
Ø Infrastructure and equipment provision: Project funds are used to upgrade
health facilities. Renovation is closely linked with other project activities
designed to improve service quality. Renovated facilities are equipped to a
level which allows essential curative and preventive services to be provided.

• Drugs and supplies: As an interim measure the project supplies drugs for the
management of sexually transmitted infections at primary care units.

.
SERVICE QUALITY IN HEALTH INDUSTRY
• Service factors
Ø Management: Quarterly meetings of district maternal and child health coordinators
and service quality trainers help to identify and resolve local problems.

Ø Service integration: At the level of the rural dispensary, where staff are fewer, the
objective of integration has been to ensure that all curative preventive services are
available and offered on a daily basis throughout the day in one building though not
necessarily in the same room.

Ø Quality assurance: A quality assurance method specific to family planning services


has been introduced in the form of the Client Oriented Provider Efficient system
developed by the Population Council [4–6], and a formal evaluation of service
needs at health facilities has been developed and is now practiced regularly in all
health districts.

• Service provisions: Local health authorities are implementing a package of inputs to


strengthen their capacity to provide high quality preventive services.
CONCLUSION
§ Users and customers have to be more demanding in the kind of service they
receive.

§ They should demand quality. 100% availability, bandwidth adherence to the


signed contracts, low latency, low jittery and low losses.

§ With the widespread use of Web services, quality of service (QoS) will become
a significant factor in distinguishing the success of service providers. QoS
determines the service usability and utility, both of which influence the
popularity of the service.

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