SQ Lecture Ten - Improving Service Quality and Productivity (Ch 14)


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SQ Lecture Ten - Improving Service Quality and Productivity (Ch 14)

  1. 1. JAN 2013 Semester 1 Service Quality MKTG 1268 Lecture Ten Improving Service Quality and Productivity (Chapter 14)
  2. 2. Overview of Chapter 142  Integrating Service Quality and Productivity Strategies  What is Service Quality?  The GAP Model – A Conceptual Tool to Identify and Correct Service Quality Problems  Measuring and Improving Service Quality  Learning From Customer Feedback
  3. 3. Overview of Chapter 14 (cont’d)3  Hard Measures of Service Quality  Tools to Analyze and Address Service Quality Problems  Return on Quality  Defining and Measuring Productivity  Improving Service Productivity
  4. 4. The Difficulty of Measuring and Managing Service Quality : What Does ItMean? From Whose Point of View? 4
  5. 5. Productivity and quality in a service context5  Service managers need to focus on both productivity and quality from the customer’s point of view to ensure long-term financial success. Service quality is the extent to which a service meets or exceeds customer expectations.  Productivity measures how efficiently a service firm can turn inputs into outputs. Productivity and quality were historically seen as issues for operations managers, so companies focused on making internal process improvements that were not necessarily linked to customer service priorities. Continuing efforts to understand and improve quality reinforces the idea that quality is customer defined.
  6. 6. Integrating Service Quality and Productivity Strategies6  Quality and productivity are twin paths to creating value for both customers and companies  Quality focuses on the benefits created for customers; productivity addresses financial costs incurred by firm  Ifservice processes are more efficient and increase productivity, this may not result in better quality experience for customers  Getting service employees to work faster to increase productivity may sometimes be welcomed by customers, but at other times feel rushed and unwanted  Marketing, operations and human resource managers need to work together for quality and productivity improvement
  8. 8. Dimensions of Service Quality8 Tangibles: Appearance of physical elements Reliability: Dependable and accurate performance Responsiveness: Promptness; helpfulness Assurance: Competence, courtesy, credibility, security Empathy: Easy access, good communication, understanding of customer 8
  9. 9. Table 14.1Dimensions ofService Quality 9
  10. 10. Service Excellence inPrivate BankingThe AssuranceDimension 10
  12. 12. The GAP Model for identifying and correcting service quality problems12  The GAP model (Figure. 14.3) is a diagnostic tool relates quality standards to customer expectations.  The GAP model of service quality identifies gaps where a discrepancy may occur between the service provider’s performance and the customer’s expectations
  13. 13. Six Service Quality Gaps (Fig. 14.3)13 13
  14. 14. Summary of the 6 Gaps14  Gap 1, the Knowledge Gap relates to a lack of management understanding of what customers expect.  Gap 2, the Standards Gap is a failure to translate managers’ perceptions of customer expectations into the quality standards established for service delivery.  Gap 3, the Delivery Gap is the difference between specified delivery standards and the firm’s actual performance.  Gap 4, the Communications Gap is the difference between what the company communicates and what is actually delivered to the customer.  Gap 5, the Perceptions Gap is the difference between what the company has actually delivered and what the customer perceives s/he has received (note this perception may be wrong due to difficulty in evaluating the service).  Gap 6 (the overall gap) or the Service Gap is the difference between what the customer perceives and his/her original expectations.
  15. 15. Suggestions for Closing the 6 Service Quality Gaps (1) (Table 14.2)15 15
  16. 16. Suggestions for Closing the 6 Service Quality Gaps (2) (Table 14.2)16 16
  17. 17. Suggestions for Closing the 6 Service Quality Gaps (3) (Table 14.2)17 17
  18. 18. Suggestions for Closing the18 6 Service Quality Gaps (4) (Table 14.2) 18
  20. 20. Soft and Hard Measures of Service Quality20  Soft measures —not easily observed, must be collected by talking to customers, employees or others  Provide direction, guidance and feedback to employees on ways to achieve customer satisfaction  Can be quantified by measuring customer perceptions and beliefs  e.g. SERVQUAL, surveys, and customer advisory panels  Hard measures —can be counted, timed or measured through audits  Typically operational processes or outcomes  Standards often set with reference to percentage of occasions on which a particular measure is achieved
  21. 21. Using Social Media toCollect CustomerFeedback 21
  23. 23. Key Objectives of Effective Customer Feedback Systems23 It is critical for companies to learn from customers and change according to shifting customer needs and perceptions. An effective customer feedback system enables a firm to  Assess and benchmark its service quality and performance  Initiate customer driven learning and improvements  Create a customer-orientated service culture.
  24. 24. Key Objectives of Effective Customer Feedback Systems24  Together, these allow the company to understand where it stands against the best in the market, how it is perceived by its customers, and help improve its service offering to satisfy (if not delight) its customers.
  25. 25. Customer Feedback Collection Tools25  Total market surveys  Annual surveys  Transactional surveys  Service feedback cards  Mystery shopping  Unsolicited customer feedback  Focus group discussions  Service reviews
  26. 26. Key Customer Feedback Collection Tools: Strengths and Weakness (Table 14.3)26 26
  27. 27. 27
  28. 28. Analysis, Reporting and Dissemination of Customer Feedback28  Choosing the relevant feedback tools and collecting customer feedback is meaningless if the information is not passed back to the relevant parties to take action  Reporting system needs to deliver feedback to frontline staff, process owners, branch/department managers and top management  Three types of performance reports:  Monthly Service Performance Update  Quarterly Service Performance Review  Annual Service Performance Report
  29. 29. 29
  30. 30. Hard Measures of Service Quality30  Service quality indexes (SQI)  Embrace key activities that have an impact on customers  Control charts to monitor a single variable  Offer a simple method of displaying performance over time against specific quality standards  Enable easy identification of trends  Are only good if data on which based are accurate
  31. 31. Control Chart for Departure Delays (Fig. 14.8)31 31
  32. 32. Service Insights 14.2Fedex Service QualityIndex (SQI) 32
  34. 34. Tools to Analyze and Address Service Quality Problems34  Fishbone diagram  Cause-and-effect diagram to identify potential causes of problems  Pareto Chart  Separating the trivial from the important. Often, a majority of problems is caused by a minority of causes (i.e. the 80/20 rule)  Blueprinting Covered in Chapter 8  Visualization of service delivery, identifying points where failures are most likely to occur
  35. 35. Cause-and-Effect Chart for Flight Departure Delays (Fig. 14.9)35 35
  36. 36. Pareto Analysis of Causes of Flight Departure Delays (Fig. 14.10)36 36
  37. 37. Return On Quality (ROQ)37  Assess costs and benefits of quality initiatives  ROQ approach is based on four assumptions: – Quality is an investment – Quality efforts must be financially accountable – It’s possible to spend too much on quality – Not all quality expenditures are equally valid  Implication: Quality improvement efforts may benefit from being related to productivity improvement programs
  38. 38. Return On Quality (ROQ)38  To see if new quality improvement efforts make sense, determine costs and then relate to anticipated customer response  Determine optimal level of reliability  Diminishing returns set in as improvements require higher investments  Know when improving service reliability becomes uneconomical
  39. 39. When Does Improving Service Reliability Become Uneconomical? (Fig. 14.11)39 39
  40. 40. Productivity in a Service Context40  Productivity measures amount of output produced relative to the amount of inputs.  Improvement in productivity means an improvement in the ratio of outputs to inputs.  Intangible nature of many service elements makes it hard to measure productivity of service firms, especially for information- based services  Difficult in most services because both input and output are hard to define  Relatively simpler in possession-processing services, as compared to information- and people-processing services
  41. 41. Service Efficiency, Productivity and Effectiveness  Efficiency: involves comparison to a standard, usually time-based (e.g., how long employee takes to perform specific task)  Problem: focus on inputs rather than outcomes  May ignore variations in service quality/value  Productivity: involves financial value of outputs to inputs  Consistent delivery of outcomes desired by customers should command higher prices  Effectiveness: degree to which firm meets goals  Cannot divorce productivity from quality and customer satisfaction41
  42. 42. Discussion Question: Why is productivity a more difficult issue for service firms?42  Manufacturing deals with tangible elements created and assembled in an environment designed for productivity and normally excluding customers. Manufacturing procedures are usually simpler to control, and the inputs and outputs more readily measured. It is relatively easy to standardize a manufactured product.  By contrast, most services deal with intangible processes, the output is more likely to be customized, and many operational procedures take place in real time in the presence of customers with diverse needs and expectations. Service factories for people-processing services must be designed with customer satisfaction as well as productivity in mind.  In such a context, it’s more difficult to measure service inputs and outputs, harder to control the performance of employees who may be working without direct supervision, more difficult to define and measure the output of employees who work on multiple tasks rather than specializing on a single activity, and hard to control and measure the performance of customers who are actively involved in the production and delivery process.
  43. 43. Discussion Question: Why is productivity a more difficult issue for service firms?43  The services that are perhaps easiest to measure on productivity are those that  (1) are low contact in nature so that most processes take place backstage,  (2) engage in what is termed quasi-manufacturing (e.g., food service, repair, and maintenance), so that there are significant physical inputs and outputs, or  (3) where customers are “batched” (i.e., served simultaneously, as in a bus or a class) and their behavior tightly controlled (airlines are a good case in point).
  44. 44. Generic Productivity Improvement Strategies44  Typical strategies to improve service productivity:  Careful control of costs at every step in process  Efforts to reduce wasteful use of materials or labor  Matching productive capacity to average rather than peak demand levels  Replacing workers by automated machines or self-service technologies  Teaching employees how to work more productively  Broadening variety of tasks that service worker can perform  Installing expert systems that allow paraprofessionals to take on work previously performed by professionals who earn higher salaries  Although improving productivity can be approached incrementally, major gains often require redesigning entire processes
  45. 45. Need to Redesign the Service Process 45
  46. 46. Customer-driven Ways to Improve Productivity46  Change timing of customer demand  By shifting demand away from peaks, managers can make better use of firm’s productive assets and provide better service  Involve customers more in production  Get customers to self-serve  Encourage customers to obtain information and buy from firm’s corporate Websites  Ask customers to use third parties  Delegate delivery of supplementary service elements to intermediary organizations
  47. 47. Customer-Driven Approaches To Improve Productivity 47
  48. 48. Backstage and Front-Stage Productivity Changes: Implications for Customers48  Front-stage productivity enhancements are especially visible in high contact services  Some improvements only require passive acceptance, while others require customers to change behavior  Must consider impacts on customers and address customer resistance to changes  Backstage changes may impact customers  Keep track of proposed backstage changes, and prepare customers for them  e.g., new printing peripherals may affect appearance of bank statements  See Service Insights 14.3 : Managing Customers’ Reluctance to Change
  49. 49. Backstage and Front-Stage Productivity Changes: Implications for Customers49 It should be noted that backstage changes filter through to the frontline, and frontline changes to improve productivity can impact customers. Marketing communications can play a big part in preparing customers for the change and explain the rationale and benefits and what the new behavior expected of the customer is. Managing customers’ reluctance to change is also very important Service Insights 14.3 People are comfortable with the familiar. When individuals have to change their habits and lifestyle, they may become resistant to change. In order to help customers to ease the transition to a different set of behavior pattern, firms can: 1. Develop customer trust 2. Understand customers’ habits and expectations—empathize and understand why they behave a certain way 3. Pretest new procedures and equipment 4. Publicize the benefits 5. Teach customers to use innovations and promote trial 6. Monitor performance and seek continual improvements
  50. 50. A Caution on Cost Reduction Strategies50  Most attempts to improve service productivity seek to eliminate waste and reduce labor costs and does not involve new technology  Reducing staff means workers try to do several things at once and may perform each task poorly  Better to search for service process redesign opportunities that lead to  Improvements in productivity  Simultaneous improvement in service quality  See Service Insights 14.4: Biometrics
  51. 51. Summary of Chapter 14: Improving Service Quality and Productivity (1)51  Quality and productivity need to be considered jointly in marketing services  Research consolidated service quality dimensions into five  Tangibles  Reliability  Responsiveness  Competence  Courtesy  GAP model is a tool to diagnose problems in service design and delivery. Service gap is the most critical and can only be closed if the other six gaps are closed
  52. 52. Summary of Chapter 14: Improving Service Quality and Productivity (2)52  Both soft and hard measures used to measure service quality  We can learn from customer feedback--key objectives:  Assessment and benchmarking of service quality and performance  Customer-driven learning and improvements  Creating a customer-oriented service culture
  53. 53. Summary of Chapter 14: Improving Service Quality and Productivity (3)53  A mix of customer feedback collection tools can help to deliver needed information to firms  Total market surveys, annual survey, and transactional surveys  Service feedback cards  Mystery shopping  Unsolicited customer feedback  Focus group discussions and service reviews  Capture unsolicited feedback  Feedback must be analyzed, reported, disseminated and used
  54. 54. Summary of Chapter 14: Improving Service Quality and Productivity (4)54  Hard measure of service quality include service index and control charts  Tools used to analyze and address service quality problems  Fishbone diagram  Pareto chart  Blueprinting  Measuring productivity in services is difficult – a -- and there is a need to determine when service reliability becomes uneconomical  Efficiency, productivity and effectiveness need to be distinguished when measuring service quality
  55. 55. Summary of Chapter 14: Improving Service Quality and Productivity (5)55  To improve service productivity, there are generic improvement strategies and customer-driven approaches  Customer-driven approaches to improving productivity include  Changing timing of customer demand  Involving customers more in production  Asking customers to use third parties  Backstage and front-stage productivity changes both affect customers  Cost-reduction strategies should be used with caution as this may impact service quality negatively. A better way may be to look for service process redesign opportunities
  56. 56. SERVQUAL – See Appendix 14.1 (also see Table14.5 on page 464)56  Service-based components: The SERVQUAL Scale  SERVQUAL (Appendix 14.1) is a survey research instrument based on the premise that customers can evaluate a firm’s service quality by comparing their service perceptions with their prior expectations.  In its basic form, the scale contains 21 perception items and 21 expectation items, reflecting five dimensions of service quality:
  57. 57. Appendix 14.1The SERVQUALScale 57
  58. 58. Approaches to Productivity and Quality Improvement and Standardization (Appendix 14.3)58  TQM and Six Sigma are established quality and productivity initiatives with their respective set of tools and methods for managing and improving service quality and productivity. ome of these tools are also now increasingly used in companies that may not have embraced the entire TQM or Six Sigma concept.  The Fishbone diagram, Pareto Analysis, and control charts are examples of tools that originated from TQM but have found their way to common use among companies interested in improving service quality. The DMAIC model, a Six Sigma improvement model, is also commonly used for analyzing and improving business processes.
  59. 59. The DMAIC Model 59
  60. 60. Approaches to Productivity and Quality Improvement and Standardization (Appendix 14.3)60  The Malcolm-Baldrige Awards and the ISO 9000 certification comprises requirements, standards, guidelines, definitions, and related standards that provide an independent assessment and certification of whether companies are practicing best practices in quality management and are a benchmark of quality achievements.  Companies, in managing and improving quality and productivity, should consider the approach that is best aligned with the overall business strategy and adopt a mixture of tools from the above systemic approaches depending on their own needs and desired level of sophistication.  For example, TQM tools can be used at any level of sophistication by any service firm, although the Six Sigma initiative requires much more commitment and investments.
  61. 61. Practice Exam Essay Question:61  List and describe each of the five service quality (e.g. SERVQUAL) dimensions.  How does/can your lecturer for MKTG1268 Service Quality (i.e. the provider of education as a form of service), demonstrate each of these five dimensions
  62. 62. Sample Practice Exam Essay Question: read the followingcase study and answer the question (next page) 62
  63. 63. Question for the exam case study:• Using the GAPs model, identify THREE gaps that explain why there is a difference in the satisfaction levels between subsidized and unsubsidized patients at the restructured hospitals. Suggest FOUR ways restructured hospitals can close the gaps. 63