服务质量测量servicequality

NewWaysofListeningtoLibraryUsers:NewToolsforMeasuringServiceQualityA.ParasuramanUniversityofMiamiWashington,DCNovember4,2005Defining,Assessing,andMeasuringServiceQuality:AConceptualOverview©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission2Multi-Phase,Multi-Sector,Multi-YearProgramofResearchtoAddresstheFollowingIssues•Howdocustomersperceiveandevaluateservicequality?•Whataremanagers’perceptionsaboutservicequality?•Dodiscrepanciesexistbetweentheperceptionsofcustomersandthoseofmanagers?•Cancustomers’andmanagers’perceptionsbecombinedintoageneralmodelofservicequality?•Howcanserviceorganizationsimprovecustomerserviceandachieveexcellence?©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission3DeterminantsofPerceivedServiceQualityExpectedServicePerceivedServiceServiceQualityGapPerceivedServiceQualityWordofMouthPersonalNeedsPastExperienceExternalCommunicationtoCustomers©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission4A“GAPS”MODELOFSERVICEQUALITYCustomers’ServiceExpectationsCUSTOMERSERVICEORGANIZATIONServiceQualityGapCustomers’ServicePerceptionsGAP5Organization’sUnderstandingofExpectationsOrganization’sServiceStandardsOrganization’sServicePerformanceOrganization’sCommunicationstoCustomersMarketInformationGapServicePerformanceGapInternalCommunicationGapServiceStandardsGapGAP1GAP2GAP3GAP4©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission5POTENTIALCAUSESOFINTERNALSERVICEGAPS[GAPS1-4]©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission6GAP1CustomerExpectationsKeyFactors:•Insufficientmarketingresearch•Inadequateuseofmarketingresearch•Lackofinteractionbetweenmanagementandcustomers•InsufficientcommunicationbetweencontactemployeesandmanagersManagementPerceptionsofCustomerExpectationsLackof“UpwardCommunication”©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission7GAP2KeyFactors:•Inadequatemanagementcommitmenttoservicequality•Absenceofformalprocessforsettingservicequalitygoals•Inadequatestandardizationoftasks•Perceptionofinfeasibility--thatcustomerexpectationscannotbemetManagementPerceptionsofCustomerExpectationsServiceQualitySpecifications©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission8GAP3KeyFactors:•Lackofteamwork•Pooremployee-jobfit•Poortechnology-jobfit•Lackofperceivedcontrol(contactpersonnel)•Inappropriateevaluation/compensationsystem•Roleconflictamongcontactemployees•RoleambiguityamongcontactemployeesServiceQualitySpecificationsServiceDelivery©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission9GAP4KeyFactors:•Inadequatecommunicationbetweensalespeopleandoperations•Inadequatecommunicationbetweenadvertisingandoperations•Differencesinpoliciesandproceduresacrossbranchesordepartments•Pufferyinadvertising&personalsellingServiceDeliveryExternalCommunicationstoCustomersLackof“HorizontalCommunication”©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission10SUGGESTIONSFORCLOSINGINTERNALSERVICEGAPS[GAPS1-4]©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission11SuggestionsforClosingtheMarketInformationGap•Conductsystematicmarketingresearch•Makeseniormanagersinteractwithcustomers•Makeseniormanagersoccasionallyperformcustomer-contactroles•Encourageupwardcommunicationfromcustomer-contactemployees©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission12SuggestionsforClosingtheServiceStandardsGap•Makeablueprintoftheserviceandstandardizeasmanycomponentsofitaspossible•Instituteaformal,ongoingprocessforsettingservicespecifications•Eliminate“perceptionofinfeasibility”onthepartofseniormanagers•Makeatruecommitmenttoimprovingservicequality©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission13SuggestionsforClosingtheServicePerformanceGap•Investinongoingemployeetraining•Supportemployeeswithappropriatetechnologyandinformationsystems•Givecustomer-contactemployeessufficientflexibility•Reduceroleconflictandroleambiguityamongcustomer-contactemployees•Recognizeandrewardemployeeswhodeliversuperiorservice©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission14SuggestionsforClosingtheInternalCommunicationGap•Facilitateeffectivehorizontalcommunicationacrossfunctionalareas(e.g.,marketingandoperations)•Haveconsistentcustomer-relatedpoliciesandproceduresacrossbranchesordepartments•Resistthetemptationtopromisemorethantheorganizationcandeliver©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission15ProcessModelforContinuousMeasurementandImprovementofServiceQualityDoyourcustomersperceiveyourofferingsasmeetingorexceedingtheirexpectations?Doyouhaveanaccurateunderstandingofcustomers’expectations?Aretherespecificstanda