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Service Quality

Service Quality. What Makes Service Quality Unique. Service is intangible - it cannot be easily measured, tested and verified in advance of sales to assure quality; Services are perishable; Precise standards like manufacturing can rarely be set;

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Service Quality

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  1. Service Quality

  2. What Makes Service Quality Unique • Service is intangible - it cannot be easily measured, tested and verified in advance of sales to assure quality; • Services are perishable; • Precise standards like manufacturing can rarely be set; • It is created and consumed simultaneously or near simultaneously; Service Production and Consumption are often inseparable i.e. Customer is in service factory.

  3. What Makes Service Quality Unique • Services offered can vary from “Producer to Producer” e.g. outlet to outlet; • Outcome of Service is as important as processof delivery;assessment of quality is made during the service delivery process. • Service Quality is more difficult for customer, to evaluate, than product quality; • Customer cannot retain the actual service. The effect of the service can be retained.

  4. Service Quality Model

  5. “Delivering Service Quality” by Valerie, Parsuraman and Leonard”

  6. Service Quality Gap The gap between expected and perceived service is a measure of service quality • Expectation > Service perceived = Exceptional Quality, • Expectations < Service perceived = Unacceptable quality. • Expectations = Service perceived = Satisfactory Quality.

  7. Challenges of Measurements in Service Quality

  8. Definition of Dimensions

  9. Definition of Dimensions

  10. Dimension Measurements • Reliability – On time delivery performance, Errors in invoices • Responsiveness – Cycle time (speed) • Access – Availability (24x7), Downtime of web • Credibility – Financial Ratings, Image Mix of Performance Indicators and Perception Measures

  11. Causes of Service Quality Gaps (Customer Dissatisfaction)

  12. Gap 1 Customer Expectations (Expected Service) • Lack of Market Research Orientation; • Inadequate upward communication; • Too many levels of management Managements Perception of Customer Expectations

  13. Gap 2 Management Perceptions of Customer Expectations • Inadequate management commitment to Service Quality • Perception of infeasibility • Absence of goal setting Service Quality Specifications

  14. Gap 3 Service Quality Specifications • Role ambiguityغموض • Role conflict • Poor technology • Lack of team work • Poor employee – job fit Service Delivery

  15. Gap 4 Service Delivery • Propensityالنزعة الىto over-promise • Inadequate horizontal communication External Communications to Customers

  16. Marketer Word-of-mouth Communication Personal Needs Past Experience Expected Service GAP 5 Perceived Service GAP 1 Service Delivery External communication to consumers GAP 3 GAP 4 Converting perceptions into service quality specifications GAP 2 Management perceptions of consumer expectations Service Provider

  17. Establishing Service Quality Performance Standards

  18. Performance Standards • Qualitative; • Quantitative; • Benchmark (In line with Customer expectations).

  19. FedEx Service Quality Indicator(Quantitative) • No. of damaged packages; • No. of lost packages; • Missed pickups; • Aircraft delays; • Reopened complaints (complaints not solved first time); • Wrong day late deliveries; • Right day wrong delivery; • Abandoned calls; • Invoice adjustment requests; • Missing proof of deliveries.

  20. Concluding Thoughts

  21. Provide Services to Colleagues and Customers Guest Relations Complaint Handling

  22. TYPES OF CUSTOMERS • INTERNAL CUSTOMERS People with whom we work • EXTERNAL CUSTOMERS Including: - International tourists - Families - Business Travellers - People with disabilities - Difficult customers Provide Service to colleagues and customers

  23. What are wants, needs and expectations? • Needs • A human need is a state of felt deprivation • Wants • A form taken by human needs as they are shaped by culture and individual personality • Expectations • To be treated with respect • To be made welcome • To receive timely and professional assistance and service • To be understood • To feel important • To be appreciated • To be recognised • To enjoy the experience Provide Service to colleagues and customers

  24. WHY PEOPLE COMPLAIN? • From frustration • To impress other people • For compensation Provide Service to colleagues and customers

  25. When dealing with a guest complaint - NEVER • Talk down to the customer • Be defensive • Justify why it happened • Blame other people or departments • Blame the customer Provide Service to colleagues and customers

  26. COMPLAINT HANDLING PROCEDURE Listen without interruption Don’t get defensive Use a ‘sad but glad’ expression Express concern and empathy - apologise sincerely Establish the problem - ask questions Find out what they want Explain what you can and cannot do Fully discuss alternatives Take Action Follow up to ensure they are happy Provide Service to colleagues and customers

  27. DIFFERENCE BETWEEN A COMPLAINING CUSTOMER AND A DIFFICULT CUSTOMER • A complaining customer is somebody whose needs and expectations have not been met • A difficult customer is somebody who is a challenge to serve because of their personality, for example, they may be rude, impatient or talkative Provide Service to colleagues and customers

  28. HOW CAN A CUSTOMER BE DIFFICULT? • Rude • Impatient • Noisy • Talkative • Confused - unable to make decisions • Silent • Fussy Provide Service to colleagues and customers

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