Developing & maintaining service quality
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This document discusses developing and maintaining service quality. It defines concepts like quality, search qualities, experience qualities, and credence qualities. The principles of service quality are explained for different types of products and services. Developing service quality involves assessing practices and having teamwork, management support, and continuous improvement efforts. Maintaining quality requires using customer-defined standards, benchmarking, understanding customer perception, analyzing lost customers, and conducting critical incident studies.
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Customer expectations are beliefs about the level and quality of service that will be provided, which act as standards against which customer satisfaction is judged. These expectations are influenced by word of mouth, personal needs, past experiences, and advertising. Customer expectations fall along a zone of tolerance, with adequate service being the minimum accepted, desired service being the goal, and anything exceeding expectations delighting the customer.
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This document discusses service quality and its key aspects. It defines service quality as a customer's judgment of the overall excellence of a service in relation to their expectations. It outlines five dimensions of service quality - reliability, responsiveness, assurance, empathy and tangibles. It also discusses the service quality gap model, which identifies five gaps between customer expectations and perceptions: marketing research, design, conformance, communication, and expectations-perceptions. The document provides solutions to minimize these gaps and improve overall service quality.
Servqual model
This document discusses the SERVQUAL model, which is a framework for measuring service quality. It was developed in the 1980s and measures service quality across five dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The document explains the five gaps in service quality as identified by the SERVQUAL model and provides examples. It also discusses criticisms of the model and how organizations can use it to measure customer expectations and perceptions over time to improve service quality.
Employees role in service delivery
This document discusses the critical role of service employees in delivering quality service. It makes three key points:
1. Service employees are the face of the organization and directly interact with customers, so developing a strong service culture where customer service is a priority is important. This involves training employees on service and rewarding good customer service.
2. Service employees play a boundary spanning role between the organization and customers and must be able to handle customer needs, conflicts, and provide quality service.
3. There are various strategies for delivering quality service through employees, such as hiring the right people, training and empowering employees, promoting teamwork, and providing support systems to allow employees to serve customers effectively.
Dimensions of Service Quality
The document summarizes a study on dimensions of service quality conducted in the 1980s by American scholars. The study developed a tool called SERVQUAL to measure service quality by comparing customer expectations of service to their perceptions of the actual service received. The five key dimensions along which customers evaluate service quality are identified as: responsiveness, reliability, assurance, empathy, and tangibles. Each dimension is defined and examples are given of how organizations can apply each dimension to improve customer experience.
Customer perceptions of service
Customer perceptions of service quality and satisfaction are influenced by four key factors: service encounters with staff, tangible evidence like people, processes and facilities, organizational image, and price. Perceptions are formed as customers receive and interpret sensory information from their environment. Managing customer satisfaction requires measuring quality, facilitating adaptability, managing quality dimensions at each customer encounter, and enhancing perceptions of value through pricing.
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This document discusses the critical role of service employees in delivering quality service. It makes three key points:
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2. Service employees play a boundary spanning role between the organization and customers and must be able to handle customer needs, conflicts, and provide quality service.
3. There are various strategies for delivering quality service through employees, such as hiring the right people, training and empowering employees, promoting teamwork, and providing support systems to allow employees to serve customers effectively.
Dimensions of Service Quality
The document summarizes a study on dimensions of service quality conducted in the 1980s by American scholars. The study developed a tool called SERVQUAL to measure service quality by comparing customer expectations of service to their perceptions of the actual service received. The five key dimensions along which customers evaluate service quality are identified as: responsiveness, reliability, assurance, empathy, and tangibles. Each dimension is defined and examples are given of how organizations can apply each dimension to improve customer experience.
Customer perceptions of service
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Customer satisfaction
This document discusses customer satisfaction, including its meaning, components, models, and measurement. Customer satisfaction results from fulfillment of needs and expectations, and differs between individuals. It is directly impacted by product/service performance and quality. Models of customer satisfaction include expectation disconfirmation, perceived performance, norms, attribution, and equity. Measuring customer satisfaction involves comparing expectations to actual perceptions and experiences. Maintaining high customer satisfaction is important for customer loyalty, retention, and superior business performance.
Product classification
The document discusses different types of products, classifying them as either consumer products which are meant for ultimate consumption, or industrial products which are purchased for business use or further processing. Consumer products are further broken down into convenience goods, shopping goods, specialty goods, and unsought goods based on customer purchase behaviors. Industrial products include materials and parts, capital items, and supplies and services.
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Physical evidence refers to the tangible components of a service that facilitate performance or communication of the service. It includes the environment in which the service is delivered and where customers interact with the business. Physical evidence can be essential, such as the facilities required to deliver the service, or peripheral, which enhances but is not essential to the service. It plays important roles such as creating atmosphere, building trust, influencing perceptions of quality, facilitating service delivery, and differentiating a business from competitors. Examples of physical evidence include facility design, equipment, signage, employee appearance and performance.
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The document discusses measuring customer satisfaction. It defines customer satisfaction as a measure of how well a company's products and services meet or exceed customer expectations. It also discusses direct and indirect methods for obtaining customer feedback, including surveys, complaints, loyalty, and expectations. The key to customer satisfaction is understanding customer expectations and pinpointing specifically where a company may be failing to meet those expectations.
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Consumer behaviour in services 1
This document discusses consumer behavior in services. It covers several key topics:
1. It outlines the three stages of consumer decision making in services - the prepurchase, service encounter, and post-encounter stages. It describes the factors that influence expectations at each stage.
2. It introduces the concept of a "servuction system" which models a service business as an integrated system involving marketing, operations, and customers. It describes the key components of the servuction system.
3. It discusses the differences between high-contact and low-contact services and how they interact with customers at different points in the servuction system like service operations, delivery, and other contact points.
Consumer behaviour in service marketing
The document summarizes key aspects of customer behavior in service marketing. It discusses how consumers seek, choose, purchase, experience, and evaluate services. It outlines the three stages of the consumer decision making process - pre-purchase, service encounter, and post-purchase stages. It also categorizes services into four types based on whether the service act is tangible or intangible and whether people or possessions are the direct recipient. Finally, it examines factors that influence customer expectations and satisfaction during the different stages.
Service market segmentation and targeting
1. Segmentation, targeting, and positioning are strategic marketing fundamentals used to generate competitive advantage and business opportunities. Segmentation involves dividing the market into distinct groups that share common characteristics, needs, behaviors, or patterns.
2. There are four types of service organizations based on their service focus and market focus: unfocused, service focused, market focused, and fully focused. Market segmentation recognizes the need for specialization to suit market segments rather than trying to be all things to all people.
3. Market segmentation leads to more efficient resource utilization, improved market manageability by dividing into smaller parts, and an enhanced ability to satisfy customers. The objectives of segmentation are to identify similarities and differences between buyer needs in segments
Service marketing mix
The marketing mix for services is extended beyond the traditional 4Ps of product, price, place and promotion. It also includes people, process and physical evidence. The service marketing mix considers how the organization designs the service, delivers it through processes, and provides tangible evidence to customers through physical surroundings and materials. It also focuses on the important role of employees and customers in service delivery.
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The document discusses service marketing and quality. It introduces the gaps model of service quality as a framework to understand problems in service delivery. The model identifies seven potential gaps between customer expectations and perceptions: 1) knowledge gap, 2) standards gap, 3) delivery gap, 4) internal communications gap, 5) perceptions gap, 6) interpretation gap, and 7) service gap. Closing these gaps requires understanding customer expectations, setting clear service standards, ensuring delivery meets standards, realistic communications, educating customers, pretesting communications, and consistently meeting expectations.
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The document discusses several ethical issues related to marketing, including targeting vulnerable groups, excluding potential customers, price fixing, predatory pricing, deceptive advertising, and promoting unhealthy or unsafe products. It provides statistics on public opinions regarding regulation of content in television advertising. Key ethical considerations for marketing revolve around the four P's of marketing: product, price, placement, and promotion.
New service development
Offering a unique service which was not not earlier offered into the market is called new service and the process of designing such new service is called New Service Development.
Measuring Customer Satisfaction
The document discusses measuring customer satisfaction through surveys. It covers:
1. Understanding the importance of measuring customer satisfaction and evaluating techniques like sales levels, complaints, follow-ups, and satisfaction surveys.
2. Designing a customer satisfaction survey involves deciding objectives, writing questions, and reviewing results. Objectives typically seek to determine satisfaction levels and their links to customer/product characteristics.
3. Techniques like surveys offer flexibility but superficial answers, while sales provide actual intentions but not which aspects appeal to customers. Complaints specify issues but require management, and follow-ups personalize care but investment.
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This document discusses the importance of maintaining high service quality. It notes that excellent service results in more new customers, increased business with existing customers, fewer lost customers, and being able to charge premium prices. It then discusses two approaches to service quality - the reactive approach, which involves analyzing results like surveys and complaints, and the proactive approach, which actively seeks customer feedback to identify areas for improvement through tools like gap analysis and training. Finally, it presents a model of service quality gaps that can occur between customer expectations and perceptions.
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The document discusses different frameworks for classifying services and their usefulness to managers. It describes four main classifications: people processing, possession processing, mental stimulus processing, and information processing. For each classification, it provides examples and discusses what managers should consider regarding marketing strategy, operations, and customer experience based on the type of processing involved. It also defines search, experience, and credence attributes of services and provides examples of each.
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This document discusses several key challenges in services marketing. It identifies intangibility, inseparability, and heterogeneity as inherent characteristics of services that make them difficult to standardize and control quality. Other challenges include managing customer expectations, defining and measuring quality, designing effective customer organizations, and positioning services in the marketplace against competitors. Overall, the document outlines the complex nature of services and highlights areas services marketers must address, such as customization, training employees, and emphasizing quality to overcome issues related to intangibility and heterogeneity.
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This chapter discusses services and how they differ from goods. It defines services as intangible acts that do not result in ownership. Services are classified on a continuum from pure tangible goods to pure services. Key characteristics of services include intangibility, inseparability, variability, and perishability. The chapter also covers new service realities like customer empowerment through social media. It discusses ways to improve service quality such as managing customer expectations and addressing the gaps in service quality. Determinants of high service quality are listed as reliability, responsiveness, assurance, empathy, and tangibles.
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The document discusses quality management concepts including definitions of quality, quality management, quality planning, quality assurance, quality control, and quality improvement. It provides definitions and principles for these concepts from various standards and experts. Quality is defined as meeting customer expectations, and having no defects. Quality management involves directing and controlling all quality activities through methods like quality planning, assurance, control and improvement. Quality planning translates quality policies into objectives and requirements to achieve quality goals.
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This document discusses various aspects of retail marketing management and quality in retailing. It defines key concepts like service, retail constitutes, service-product concept, and distinct characteristics of services. It also describes models of perceived quality like Gronroos model and Parasuraman, Zeithami and Berry model. Additionally, it covers implementation of service management, potential for compliments and complaints, need for quality control, key terms for quality, characteristics of quality, quality auditing systems, benchmarking, and views on whether quality is a cost or long-term benefit.
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Chapter 2 Quality as competitive advantage [autosaved]
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TQM
Total Quality Management (TQM) is a management approach focused on long-term success through customer satisfaction. TQM was developed in the 1950s and emphasizes continuous improvement, employee empowerment, and meeting customer needs. The goals of TQM are to "do the right things right the first time, every time" through customer satisfaction, employee involvement, and continuous improvements. TQM requires leadership and participation from all departments to consistently meet and exceed customer expectations throughout their experience with the company.
Marketing of services
Services are difficult for customers to evaluate and rely more on experience and credence qualities than search qualities. As a result, customers rely more on word-of-mouth, price, personnel, and physical cues to judge quality. They are also highly loyal to providers who satisfy them. For service providers, the key tasks are competitive differentiation, maintaining service quality, and improving productivity. Service quality is based on whether customer expectations are met or exceeded. It can be improved by ensuring reliability, responsiveness, assurance, empathy, and attention to tangibles. Productivity can be improved by training workers, standardizing processes, reducing needs through products, empowering customers, and leveraging technology.
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The document discusses the latest developments in quality management, specifically Total Quality Management (TQM). TQM requires focusing on customers, involving all employees, continuously improving processes, treating suppliers as partners, and establishing performance measures. It requires cultural change and an ongoing commitment to quality improvement. TQM aims to provide high quality products and services to increase productivity and lower costs.
Total quality management
Total quality management (TQM) is a management philosophy focused on customer satisfaction through continuous improvement. The key elements of TQM include focusing on customers, employee involvement, and continuous improvement. TQM seeks to integrate all organizational functions to ensure quality is built into processes from the start. This approach aims to reduce costs from defects while increasing customer loyalty, market share, and productivity. Quality is defined in various ways including being product-based, user-based, manufacturing-based, and value-based. Quality gurus like Deming, Juran, and Crosby emphasized prevention over inspection and leadership commitment to long-term quality programs.
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Developing & maintaining service quality
- 1. Developing & MaintainingDeveloping & Maintaining Service QualityService Quality From- BADM Dept.
- 2. Concept of Service QualityConcept of Service Quality Quality refers to the totality of features and characteristics of a product or a service that bear on its ability to satisfy needs. “ The Quality of Product is largely determined by the Quality of the process that is used to develop and maintain it.”
- 3. Purpose of Quality •Customer Satisfaction •Consistency of Service
- 4. Principles of Service QualityPrinciples of Service Quality Search Quality- Search qualities are attributes that consumer can evaluate prior to purchasing a product. It include such items as color, style, feel, smell & price. Consumer goods such as shoes, jeans, refrigerator are high in search qualities. Experience Quality- Experience qualities are attributes that consumers can evaluate only during or after the consumption process. Food, catering services, meals, entertainment, & cosmetics surgery are high in experience quality.
- 5. Principles of Service QualityPrinciples of Service Quality Credence Qualities- Credence qualities are attributes that consumers have difficulty evaluating even after the consumption is complete. Consumer services such as accountant services, education, consulting services etc.
- 6. Importance of Quality in ServicesImportance of Quality in Services Lower Cost Higher Price Higher Customer Loyalty Higher Market Share Loyal Internal Customer Higher Return on Investment
- 7. Developing Service QualityDeveloping Service Quality Assess the Effectiveness & Impact of Operating Practices Teamwork & Management Support People drive Service Quality Quality efforts should Continuously improve There is no Substitute to Leadership in Service Quality
- 8. Maintaining Service QualityMaintaining Service Quality Customer- Defined Standards Benchmarking Identify Customer Perception Lost Customer Analysis Critical Incident Study