Professional Documents
Culture Documents
18
Closing the Customer Gap Provider Gap 1: Not Knowing What Customers Expect Provider Gap 2: Not Having the Right Service Quality Designs and Standards Provider Gap 3: Not Delivering to Service Standards Provider Gap 4: When Promises Do Not Match Performance Putting It All Together: Closing the Gaps
McGraw-Hill/Irwin 2003. The McGraw-Hill Companies. All Rights Reserved
Objectives for Chapter 18: The Integrated Gaps Model of Service Quality
To overview the framework of the book and the gaps model of service quality To identify the factors responsible for each of the gaps.
McGraw-Hill/Irwin
Figure 18.1
Expected Service
Perceived Service
Service Delivery
External Communications GAP 4 to Customers
COMPANY
GAP 1 GAP 3
GAP 2
Company Perceptions of Consumer Expectations
McGraw-Hill/Irwin 2003. The McGraw-Hill Companies. All Rights Reserved
Figure 18.2
Customer GAP
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
McGraw-Hill/Irwin 2003. The McGraw-Hill Companies. All Rights Reserved
Figure 18.3
GAP 1
McGraw-Hill/Irwin
Company Perceptions of Customer Expectations 2003. The McGraw-Hill Companies. All Rights Reserved
Figure 18.4
GAP 2
Poor Service Design Unsystematic new service development process Vague, undefined service designs Failure ot 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
Figure 18.5
GAP 3
McGraw-Hill/Irwin
Figure 18.6
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 Not managing customer expectations through all forms of communication Not adequately educating 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
McGraw-Hill/Irwin
External Communications to 2003. The McGraw-Hill Companies. All Rights Reserved Customers