Managing Service Quality & Productivity[1]

8/3/2019 Managing Service Quality & Productivity[1]

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Managing ServiceQuality & Productivity:-

Service Quality Models.

Applications & Limitations .

- presented by Ankur Saraf & SurbhiMukherjee .

MBA- FT /Marketing IVth sem.


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Summary:-

Need for service quality models.

Viewpoints at different ends .

Steps taken for resolving the gaps.

Determinants of perceived service quality .

Gapsmodel.

Process model.

Identifying dimensions for the services. Nature of service expectations.

Conclusion .


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Need for service quality models :-

nature of the service industrytangible,dynamic,competitive and evolving.

varied categories of customers.

differing cognitive spaces and expectations.

Perception of a service idea in managerscognitive space and potential customers

cognitive understanding of it . Services change every year , in multiple phases ,

and in multiple sectors .


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Viewpoints at different ends :-

Manager- how he perceives it (service quality).?

Customerhow customer perceives and

evaluates ( service quality and performance).? Are there any discrepancies between their

perceptions ? If yes , then how is it evaluated ,

and resolved ?


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Steps taken to resolve it :-

Forms the backbone or platform on which service

quality models are developed .

These service quality models begin by identifying, determining and analysing the gaps between the

perceived cognitive spaces of the manager and the

customers.

ModelsA Parsuraman model given fordetermining the gap .


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Determinants of Perceived Service

Quality:-

Expected

Service

PerceivedService

Service

QualityGap

Perceived

ServiceQuality

Word ofMouth

PersonalNeeds

PastExperience

ExternalCommunicationto Customers


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Service quality

"Service quality is a focused

evaluation that reflects the

customer's perception of specificdimensions of service: reliability,

responsiveness, assurance,empathy, tangible.


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Experienced Service Quality Models :Gronnos


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Experienced Service Quality Models :Gronnos

Technical quality refers to the result ofservice and/ or the question, what has beenprovided?

Functional quality, on the other hand, refersto the way the service has been deliveredand delivered and relates to the question,

how has the service been provided?


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The Gap Model :Parasuraman


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The Gap Model :Parasuraman Gap 1 (positioning gap)pertains to managers perceptions

of consumers expectations and the relative importanceconsumers attach to the quality dimensions.

Gap 2 (specification gap) is concerned with the differencebetween what management believes the consumer wants

and what the consumers expect the business to provide. Gap 3 (delivery gap) is concerned with the difference

between the service provided by the employee of thebusiness and the specifications set by management.

Gap 4 (communication gap) exists when the promises

communicated by the business to the consumer do not matchthe consumers expectations of those external promises.

Gap 5 (perception gap) is the difference between theconsumers internal perceptions and expectations of theservices

Di i f i


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Dimension of servicequality

Reliability-The ability to perform the promised servicedependably and accurately

Responsiveness-The willingness to help customers

and to provide prompt service.Assurance-The knowledge and courtesy of employees

and their ability to convey trust and confidence.

Empathy-The provision of caring, individualized

attention to customers.Tangibles-The appearance of physical facilities,equipment, personnel, and communicationmaterials.


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PROCESS MODEL FOR CONTINUOUS MEASUREMENT AND IMPROVEMENT OF SERVICE

QUALITY

DO YOUR CUSTOMERS PERCEIVE

YOUR OFFERINGS AS MEETINGOR EXCEEDING THEIR EXPECTATIONS?

DO YOU HAVE AN ACCURATEUNDERSTANDING OF

CUSTOMERS EXPECTATIONS?

ARE THERE SPECIFICSTANDARDS IN PLACE TO MEETCUSTOMERS EXPECTATIONS?

DO YOUR OFFERINGS MEET OREXCEED THE STANDARDS?

IS THE INFORMATIONCOMMUNICATED TO CUSTOMERS

ABOUT YOUR OFFERINGS ACCURATE?

CONTINUE TO MONITOR

CUSTOMERS EXPECTATIONSAND PERCEPTIONS

YES

NO

YES

YES

YES

YES

TAKE CORRECTIVE ACTION




NO

NO

NO

NO


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Various studies are undertaken to

determine the relative importance ofeach of these dimensions in the

perceptive space of customers by various

field methods . Reliability andresponsiveness score the highest

followed by assurance empathy and

tangiblity .

N f i i


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Nature of services expectations :-service expectations:-

Desired Service

Zone

of

Tolerance

Adequate Service

Level Customers

Believe Can and Should Be

Delivered

Minimum Level

Customers Are Willing

to Accept


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The two level of expectations imply two

corresponding measures of GAP 5:-

Measure of service adequacy (MSA)= perceived

serviceadequate service.

Measure of service superiority (MSS)=

perceived service- desired service.


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Conclusion :-

Understand customers service expectations and how well thoseexpectations are being met

Work systematically to remove organizational barriers that lead to poor

customer service -- offline and online Recognize and capitalize on the increasing role of technology in

serving customers, but

Be cognizant of customers and employees readiness to embracetechnology-based services

Recognize that e-service quality as perceived by customers involvesmuch more than having a state-of-the-art website

Put in place a solid behind-the-scenes infrastructure -- informationsystems, logistics, and human resources -- to deliver what a websitesfaade promises.

Continuously monitor customers and employees reactions to andexperiences with your electronic interfaces


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Strengths of service quality

models:-

Gives detailed informations about :-

- customer perceptions about services.

- performance level of services as perceived and expected

by the customer .

-impressions from employees about their customers and

understanding.

Assumptions and limitationsmarket research done isaccurate and updated .

- customer needs can be documenetd and captured .

Documents

Managing Service Quality & Productivity[1]