Professional Documents
Culture Documents
Customer Perception
The process by which an individual selects, organizes and interprets stimuli into a meaningful and coherent picture of the world Depends upon Expectations Motive
Consumer Expectations
Pre-trial beliefs about a service that function as standards against which performance is judged.
Types of Expectations
Desired service -- the level of service the customer hopes to receive Adequate service -- the level of service the customer will accept
Figure 3-1
Adequate Service
The Zone of Tolerance--The extent to which customers recognize and are willing to accept variation in service performance
Desired Service
Zone of Tolerance
Adequate Service
as a service dimension becomes more important zone of tolerance will narrow and desired and adequate levels will increase
Perceived Service Alternatives---As the number of alternatives increases, the level of adequate service increases and the zone of tolerance narrows
Situational Factors
Temporary changes in the normal state of things ---- tends to lower the level of adequate service expected and widen the zone of tolerance
Situational Factors
Self Perceived Service Role --- how well the customer perceives they are performing their own role in service delivery
Figure 3-7
Past Experience
Predicted Service
Service Quality
The customers judgment of overall excellence of the service provided in relation to the quality that was expected. Process and outcome quality are both important.
Experienced Service Quality Outcome Dimension Process related dimension Expected Service Quality Marketing communication Image of Organization Word of mouth Customer needs
Assurance
Service Quality
Empathy
Tangibles
EMPATHY
Giving customers individual attention Employees who deal with customers in a caring fashion Having the customers best interest at heart Employees who understand the needs of their customers Convenient business hours
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
RESPONSIVENESS
Keeping customers informed as to when services will be performed Prompt service to customers Willingness to help customers Readiness to respond to customers requests
TANGIBLES
ASSURANCE
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
Modern equipment Visually appealing facilities Employees who have a neat, professional appearance Visually appealing materials associated with the service
is the moment of truth occurs any time the customer interacts with the firm can potentially be critical in determining customer satisfaction and loyalty types of encounters: remote encounters phone encounters face-to-face encounters is an opportunity to: build trust reinforce quality build brand identity increase loyalty
19
COMPANY
Gap 3 Gap 1 Gap 2
Gap 4
Gap 1
Customer Expectations (Expected Service)
1.
2.
3.
Customer Gap: difference between customer expectations and perceptions Provider Gap 1 (The Knowledge Gap): not knowing what customers expect Provider Gap 2 (The Service Design & Standards Gap): not having the right service designs and standards Provider Gap 3 (The Service Performance Gap): not delivering to service standards Provider Gap 4 (The Communication Gap): not matching performance to promises
Provider Gap 1: Not knowing what customers expect Provider Gap 2: Not selecting the right service designs and standards Provider Gap 3: Not delivering to service standards Provider Gap 4: Not matching performance to promises
Customer Perceptions
Gap 1
Gap 2
Management Perceptions of Customer Expectations
1.
2. 3.
Inadequate management commitment to Service Quality Perception of infeasibility Absence of goal setting
Gap 2
Poor service design Unsystematic new service development process Vague, undefined service designs Failure to connect service design to service positioning Absence of customer-driven standards Lack of customer-driven service standards Absence of process management to focus on customer requirements Absence of formal process for setting service quality goals Inappropriate physical evidence and servicescape Failure to develop tangibles in line with customer expectations Servicescape design that does not meet customer and employee needs Inadequate maintenance and updating of the servicescape
Gap 3
Service Quality Specifications
1. 2. 3. 4. 5.
Role ambiguity Role conflict Poor technology Lack of team work Poor employee job fit
Service Delivery
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Gap 3
Service Delivery
Gap 4
Service Delivery
1. 2.
Gap 4
Lack of integrated services marketing communications Tendency to view each external communication as independent Not including interactive marketing in communications plan Absence of strong internal marketing program Ineffective management of customer expectations Absence of customer expectation management through all forms of communication Lack of adequate education for customers Overpromising Overpromising in advertising Overpromising in personal selling Overpromising through physical evidence cues Inadequate horizontal communications Insufficient communication between sales and operations Insufficient communication between advertising and operations Differences in policies and procedures across branches or units
Marketer
Word-of-mouth Communication
Personal Needs
Past Experience
Expected Service
GAP 5
Perceived Service
GAP 1
GAP 3
Service Delivery
GAP 4
GAP 2
32
COMPANY
Gap 3 Gap 1 Gap 2
Gap 4