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167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
167 634828750567570088 chapter_5
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167 634828750567570088 chapter_5

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  • 1. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
  • 2. Part 3 UNDERSTANDING CUSTOMER REQUIREMENTS 5-2
  • 3. Company Perceptions of Customer Expectations Expected Service CUSTOMER COMPANY Provider Gap 1 Gap 1: The Listening Gap 5-3
  • 4. Key Factors Leading to Provider Gap 1 5-4
  • 5. Listening to Customers through Research  Using Customer Research to Understand Customer Expectations  Elements in an Effective Service Marketing Research Program  Analyzing and Interpreting Customer Research Findings  Using Marketing Research Information  Upward Communication Chapter 5 5-5
  • 6. Objectives for Chapter 5: Listening to Customers through Research  Present the types of and guidelines for customer research in services.  Show how customer research information can and should be used for services.  Describe the strategies by which companies can facilitate interaction and communication between management and customers.  Present ways that companies can and do facilitate interaction between contact people and management. 5-6
  • 7. Common Research Objectives for Services  To discover customer requirements or expectations for service.  To monitor and track service performance.  To assess overall company performance compared with that of competition.  To assess gaps between customer expectations and perceptions.  To identify dissatisfied customers, so that service recovery can be attempted.  To gauge effectiveness of changes in service delivery.  To appraise the service performance of individuals and teams for evaluation, recognition, and rewards.  To determine customer expectations for a new service.  To monitor changing customer expectations in an industry.  To forecast future expectations of customers. 5-7
  • 8. Criteria for an Effective Service Research Program  Includes both qualitative and quantitative research  Includes both expectations and perceptions of customers  Balances the cost of the research and the value of the information  Includes statistical validity when necessary  Measures priorities or importance of attributes  Occurs with appropriate frequency  Includes measures of loyalty, behavioral intentions, or actual behavior 5-8
  • 9. Portfolio of Services Research: Research Is NOT Just Surveys!  Customer Complaint Solicitation  Critical Incident Studies  Requirements Research  Relationship and SERVQUAL Surveys  Trailer Calls or Post transaction Surveys  Service Expectations Meetings and Reviews  Process Checkpoint Evaluations  Mystery Shopping  Customer Panels  Lost Customer Research  Future Expectations Research 5-9
  • 10. Common means for answering questions  Ask customers directly  mail, phone, face-to-face, online  one-on-one, in groups, formal/informal  Observing customers  anthropological tools, qualitative depth  Get information from employees and front line service providers  Database marketing research  use customer information files  “capture” behavior through data analysis 5-10
  • 11. Elements in an Effective Customer Research Program for Services • To identify and attend to dissatisfied customers • To identify common service failure points Complaint solicitation • To identify “best” practices” at transaction level • To identify customer requirements as input for quantitative studies • To identify common service failure points • To identify systemic strengths and weaknesses in customer-contact services Critical incident studies • To monitor and track service performance • To assess overall company performance compared with that of competition • To determine links between satisfaction and behavioral intentions • To assess gaps between customer expectations and perceptions Relationship surveys • To obtain immediate feedback on performance of service transactions • To measure effectiveness of changes in service delivery • To assess service performance of individuals and teams • To use as input for process improvements; to identify common service failure points Posttransaction surveys • To identify/attend to dissatisfied customers • To encourage word of mouth • To measure the impact of other advertising Social media 5-11
  • 12. Elements in an Effective Customer Research Program for Services (continued) • To research customers in natural settings • To study customers from other cultures in an unbiased way Market-oriented ethnography • To measure individual employee performance for evaluation, recognition, or rewards • To identify systemic strengths and weaknesses in customer-contact services Mystery shopping • To monitor changing customer expectations • To provide a forum for customers to suggest and evaluate new service ideas Customer panels • To identify reasons for customer defection • To assess gaps between customer expectations and perceptions Lost customer research • To forecast future expectations of customers • To develop and test new service ideas Future expectations research 5-12
  • 13. Sample Questions for Critical Incident Studies  Think of a time when, as a customer, you had a particularly satisfying (dissatisfying) interaction with an employee of ______________.  When did the incident happen?  What specific circumstances led up to this situation?  Exactly what was said and done?  What resulted that made you feel the interaction was satisfying (dissatisfying)? 5-13
  • 14.  Providing service as promised  Dependability in handling customers’ service problems  Performing services right the first time  Providing services at the promised time  Maintaining error-free records  Keeping customers informed as to when services will be performed  Prompt service to customers  Willingness to help customers  Readiness to respond to customers’ requests RELIABILITY RESPONSIVENESS  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 ASSURANCE  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  Convenient business hours EMPATHY  Modern equipment  Visually appealing facilities  Employees who have a neat, professional appearance  Visually appealing materials associated with the service TANGIBLES SERVQUAL Attributes 5-14
  • 15. Retail Chain 9 8 7 6 5 4 3 2 1 0 Reliability Responsiveness Assurance Empathy Tangibles OO = Zone of Tolerance = Service Quality PerceptionO O O O Figure 5.2: Service Quality Perceptions Relative to Zones of Tolerance by Dimensions 5-15
  • 16. Figure 5.3: Importance/Performance Matrix HIGH HIGHLOW Attribute Performance AttributeImportance        Attributes to Improve Attributes to Maintain High Leverage Attributes to De-emphasizeAttributes to Maintain Low Leverage       5-16
  • 17. Using Marketing Research Information Understanding how to make the best use of research – to apply what has been learned to the business – is a key way to close the gap between customer expectations and management perceptions of customer expectations. 5-17
  • 18. Upward Communication Research for upward communication  Executive visits to customers  Executive or management listening to customers  Research on intermediate customers  Research on internal customers  Executive or management listening approaches to employees  Employee suggestions 5-18
  • 19. Employees Provide Upward Communication at Cabela’s 5-19

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