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Customer Satisfaction And Service Quality
 

Customer Satisfaction And Service Quality

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Customer Satisfaction And Service Quality

Customer Satisfaction And Service Quality

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  • This is good to the next level of information pertaining to service quality, keep it up Siddharth Nath
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  • tq..it helping me to find the detail explaination :)
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  • i am diploma (1965.68 batch) 3 years electrical engineering. I am a prcatical lion, article made contains my views, but each word needs example the way implemented in my 42 years professional life, served service and manufacturing industries, sales remained part of job profile.
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    Customer Satisfaction And Service Quality Customer Satisfaction And Service Quality Presentation Transcript

    • Customer satisfaction and service quality Module 3 (b) Lovelock, chapter 4 (pp.99-128) including appendix Selected Reading 3.1
    • Satisfaction and service quality Prior attitude PSQ t-1 Expectations Performance Disconfirmation CS or DS PSQ t+1
    • Figure 4.7 Relationship between satisfaction and service quality CS/D with various service encounters Revised PSQ perceptions Existing level of PSQ PSQ, CS/D Time
    • Lecture overview
      • Measuring service quality
        • ServQual model
      • Gaps model of service quality
        • Reasons for the gaps
        • Strategies for closing the gaps
      • Measure customer satisfaction
    • Group activity: What is good customer service?
      • What comprises ‘good’ customer service?
      • Could one group member please describe one ‘good’ customer service experience
        • What made it ‘good’?
      • Could one group member please describe one ‘bad’ customer service experience
        • What made it ‘bad’?
    • Measuring service quality: SERVQUAL Model ( Parasuraman, Zeithaml & Berry 1985, 1988) Service Quality Reliability Responsiveness Assurance Empathy Tangibles
    • ServQual dimensions
      • Refer to table 4.1, p. 101
      • Reliability
        • dependability
        • delivering on promises
        • accuracy
        • consistency
      • Responsiveness
        • promptness
        • helpfulness
      Get it right the first time! and on time!
      • Assurance
        • competence
        • courtesy
        • credibility
        • security
      • Empathy
        • easy access
        • good communication
        • customer understanding
        • personalised attention
      • Tangibles
        • physical evidence
      I feel safe They listen to me 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
        • Refer to fig 4.8, p. 103, Reading 3.1
      • Customer gap (Gap 5)
        • 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 Marketer Consumer Past experience Expected service Perceived service Service delivery (including pre- and post-contacts) External communications to consumers Translations of perceptions into service quality specifications Management perceptions of consumer expectations GAP 5 GAP 3 GAP 2 GAP 1 GAP 4 Personal needs Word-of-mouth communications
      • Not knowing what customers expect
      • Not selecting the right service standards and designs
      • Not delivering to service standards
      • Not matching performance to promised
      Customer expectations Customer perceptions Reasons for Customer Gap 5
      • Inadequate marketing research orientation
      • Lack of upward communication
      • Insufficient relationship focus
      • Inadequate service recovery
      Customer’s expectations Company’s perceptions of customer expectations Reasons for provider gap I
      • Poor service design
      • Absence of customer-defined service standards
      • Inappropriate physical evidence and servicescape
      Translation of perceptions into service quality specifications Management perceptions of customer expectations Reasons for provider gap 2
      • Poor human resource policies
      • Failure to match supply and demand
      • Customer not fulfilling their roles
      • Problems with service intermediaries
      Service delivery Customer-driven service designs and standards Reasons for provider gap 3
      • Lack of integration of marketing communications
      • Inadequate management of customer expectations
      • Overpromising
      • Inadequate horizontal communications
      External communications to consumers Service delivery Reasons for provider gap 4
    • Closing the gaps
      • Refer to table 4.2, p. 104
      • 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, customer panels
      • Increase direct interactions between managers and customers
      • Improve upward communications
      • Act on information and insights
      listen to customers
    • 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
      • 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
      Service Quality Awards
    • Closing gap 3: Ensure that service performance meets standards
      • Attract the best employees
      • Select the right employees
      • Develop and support employees
        • train employees
        • provide appropriate technology & equipment
        • encourage and build teamwork
        • empower employees
        • internal marketing
      Can I take your order?
      • Retain good employees
        • measure and reward service quality achievements
        • develop equitable and simple reward systems
      You are a Star Service Provider
    • 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 characteristics that are important to customers
      • Manage customer’s expectations
        • What are realistic expectations?
        • Explain industry realities
      • Tiered service options
        • Offer different levels of service - user pays
      Why do we always have to wait?
    • 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
    • Figure 4.11 The determinants (drivers) of satisfaction for telecommunications services * CSR = Customer Service Representative Customer expectations Attributes Business processes ( key drivers ) Installed when promised etc. etc. Installation Quick response to enquiries Possess product knowledge CSR* takes ownership of problem Personalised service Customer service Always first understand customer’s needs Use customer’s name Be friendly and courteous Practise empathy Call quality Repairs Billing Be friendly and courteous Give customer your name Overall Satisfaction
    • Figure 4.12 Linking customer expectations to internal service standards Quick response to enquiries Number of monthly complaints about slow service All mail enquiries processed within 1 working day In 95% of calls, CSR is capable of taking responsibility for outcome Less than 5% abandoned call rate 95% of calls answered within 3 rings Attribute Internal service standards
    • Figure 4.14 Scatter diagrams showing correlations between drivers and the impact of each driver on overall satisfaction High positive correlation r = + 0.71 Overall Satisfaction Customer service performance Low positive correlation r = + 0.31 Overall Satisfaction Performance on repairs
    • Table 4.3 Correlation coefficients between key drivers (business processes) and overall satisfaction Driver (business process) Correlation coefficient (r) Installation Customer service Call quality Repairs Billing 0.19 0.71 0.62 0.31 0.42
    • Table 4.4 Estimated multiple regression model: example Y = 0.117+0.055X 1 +0.376X 2 +0.331X 3 +0.173X 4 +0.169X 5 where: Y = Overall satisfaction X 1 = Installation X 2 = Customer service X 3 = Call quality X 4 = Repairs X 5 = Billing
    • Figure 4.15 Importance-performance matrix High importance Low importance Low performance High performance Focus improvement efforts here Maintain performance Reduce emphasis Medium-low priority X 1 X 2 X 3 X 5 X 4 Legend: X 1 Installation; X 2 Customer Service;X 3 Call quality; X 4 Repairs; X 5 Billing
    • Summary
      • Customer satisfaction
        • definition
        • benefits
        • factors that influence customer satisfaction
        • the disconfirmation of expectations model
        • four types of expectations
        • zone of indifference
    • Summary
      • ServQual - five dimensions of service quality
        • reliability, responsiveness, assurance, empathy and tangibles
      • Gaps model of service quality
        • Reasons for the gaps
        • Closing the gaps
      • Measuring customer satisfaction & service quality
    • Tutorial
      • Case 14 –Chiva Som p. 523
      • Review questions 7, 8, 9 & 10