2. gap model -class presentation 3

8/8/2019 2. Gap Model -Class Presentation 3

http://slidepdf.com/reader/full/2-gap-model-class-presentation-3 1/21

GAP MODEL OF SERVICE QUALITY



The Gaps

Model of Service

Quality

Expected Service

Perceived Service

Service Delivery

Customer Service Standards

Company Perceptions of

Consumer Expectations

Company Communications to

Customers

Not knowing

what

customers

expect

Selecting

wrong service

designs and

standards

Not meeting designs

and standards

Not matching

performance

to promises

Service is not as good as expected



GAP 1

The difference between actual customer

expectations and managements idea or

perception of customer expectations

M a na ge m e n te rc e p t i n s

f st m e r p ec ta t i ns

p e cte dS e r ice



GAP1

Reasons

1. Inadequate marketing research orientation Managers may not interact directly with

customers. Unwilling to know customersexpectations.

2. Lack of upward communication.

3. Lack of Co. strategies to retain customers and

CRM4. Lack of service recovery



Strategies to reduce Gap1

Communicate with customers about what

they expect.

Conduct marketing research to learncustomers expectations.

Encourage upward communication.

Decrease the no. of layers of management.



GAP 2Mismatch between managers perception of

customers expectations of service quality and

translation of these expectations into correct service

specifications

S e r ic e

Q u a lit

S p e cif ic a t i n s

M an ag em en t

e rc e p t i n s

f u s t m e r

p e c ta t i n s



GAP 2

Reasons1. Managements belief about customers expectations-

unrealistic and unreasonable

2. Resource Constraints

3. Market conditions-a) Competitive parity-firms

translate cust. expectations into matching competitive

offerings

b)Monopoly marketc) Management differences-Short term succeeding

strategies



Proposed Actions to reduce Gap 2

Commitment of Top management to provide

service qualityRewards and promotions based

on improving and enhancing quality

Involvement of customers in setting quality

goals

Task standardization- a)Hard technology -

Replacing man by machinesb) Soft technology-training and standardization

of processes



GAP 3

Poor delivery of service quality

ServiceDelivery ServiceQuality

Specifications



GAP 3

Reasons1. Even when guidelines exist high quality service

performance is not a certainty.-Unawareness towards

the specifications, not able or skilled, not trained to

provide specified services2. Employees do not understand their roles clearly. As role

ambiguity increases ,role conflict increases &job

satisfaction decreases.

3. See conflict between Top Management and Customers.4. Wrong employees

5. Inappropriate compensation and recognition



6. Low employee moral,employees dislike towards

specific customers

7. Challenges in delivering quality through service

intermediaries

8. Customers not fulfilling their own role in service

delivery

9. Failure to match demand and supply because of perishable nature of services.



Strategies to reduce Gap3

Enhance Teamwork among the employees

Ensure there is a good employee-job fit.

Perceived employee control-Allow employees some

flexibility and control in service processes.

Reward the employees for providing service

according to specifications.

Reduce employee role conflict.



GAP 4

Differences between service delivery andexternal communication with customer

S e rv ice

D e live ry

Exte r n a l

u n ica t i nsto C usto e rs



GAP 4

Reasons

1. Over promising by sales staff and other

means of marketing communication.2. Poor or lack of communication between

service personnel and what is promised

by advertising.`

3. Increased customers expectations

through media advertising



Strategies to reduce Gap 4

1. Increase horizontal communication between

marketing department and service

personnel.

2. Avoid the propensity to over promising.

3. Inform sales personnel of promises made by

salespeople and marketing communication.



GAP 5

Overall differences between Expected and

Perceived Quality

E x p e c t e d

S e r v ic e

P e r c e iv e d

S e r v ic e



ROQ

Return on Quality : Financial payoff expected

from an investment in a service quality

program

UPS- United Parcel Service

AT&T



Search, Experience and Credence

Properties



Search properties

Physical evidence (anything that can be

seen,touched, felt or otherwise evaluated

before an offering is consumed) might be

considered a search property. Offerings high in

search properties can be readily evaluated

before the purchase.



Experience properties

Such qualities as responsiveness and courtesy

are experience properties because they have

to be experienced to be judged. Offerings high

in experience properties cannot be evaluated

before the purchase but can be readily

evaluated after they are experienced or

consumed.



Credence properties

Offerings high in credence properties, such as

expertise, may be difficult for buyers to

evaluate even after they have consumed

them. Complex IT strategy or business process

transformation consulting are examples of

services high in credence properties.

2. gap model -class presentation 3

Documents