Service Marketing Ch 2. The Gaps Model Of Service Quality PDF

Service Marketing Ch 2. The Gaps Model of Service Quality 제공물의 속성 분류  Expectancy Disconfirmation Model Consumers form beliefs about product performance based on prior experience with the product and/or communications about the product that imply a certain level of quality When so...

Service Marketing Ch 2. The Gaps Model of Service Quality 제공물의 속성 분류  Expectancy Disconfirmation Model Consumers form beliefs about product performance based on prior experience with the product and/or communications about the product that imply a certain level of quality When something performs the way we thought it would, “confirmation” occurs (good or bad) (Expectation = Perceived performance) When its performance is different from our expectations, “disconfirmation” occurs  Positive disconfirmation – when it exceeds expectation (Expectation < Perceived performance)  ____________  Negative disconfirmation – when it doesn’t meet expectation (Expectation > Perceived performance)  ____________  Customer Gap Customer gap: Difference between customer expectations and perceptions  Customer expectations: standards or reference points that customers bring into the service experience  Sources of customer expectation  Marketer-controlled factors: price, advertising, personal selling  Factors that marketers have limited ability to control: innate personal needs, WOM communications, competitive offerings  Customer perceptions: subjective assessments of actual service experiences  Goal of service marketing is to reduce customer gap  customer satisfaction Expected services Perceived services Customer gap  Gaps Model of Service Quality WOM communications Personal needs Past experience Expected service Gap V Customer Perceived service Gap I Service delivery External Gap IV communications Gap III to customers Company Customer-driven service designs and standards Gap II Management perceptions of consumer expectations  Provider Gaps Provider Gaps: occurs within the organization providing the service  Gap 1: The knowledge [market information] gap  Gap 2: The service design and standards gap  Gap 3: The service performance gap  Gap 4: The communication gap Expected services Perceived services Customer gap  Provider Gaps Gap 1: The knowledge [market information] gap  Difference between customer expectations and company understanding of those expectations  Primary reason that firms do not meet customers’ expectation is that the firms lack an accurate understanding of exactly what those expectations are Inadequate customer research orientation Lack of upward communication Management Customer Too many layers in management Perceptions of expectations customer Insufficient relationship focus expectations Inadequate service recovery  Gap 1: Knowledge (market information) gap Inadequate customer research orientation  Inadequate customer research  Insufficient customer research  Research not focused on service quality  Inadequate use of market research  Use traditional research approaches: Interviews, survey research, complaint systems (e.g., IKEA’s wish mode), and customer panels  Need more innovative techniques, such as structured brainstorming, monitoring online comments, and analysis of the gaps model of service quality Lack of upward communication  Lack of interaction between management and customers  Insufficient communication between contact employees and managers  Too many layers between contact personnel and top management  Quality and effectiveness of the communication is also important  Gap 1: Knowledge (market information) gap Too many layers in management  Communication barrier (e.g., 이야기전달게임) Insufficient relationship focus  Focus on acquiring new customers rather than on retaining them  Companies fail to understand the changing needs and expectations of their current customers  Technology affords companies the ability to acquire and integrate vast quantities of customer data  e.g., frequent flyer travel programs Inadequate service recovery  Lack of encouragement to listen to customer complaints  Failure to make amends when things go wrong  No appropriate recovery mechanisms in place for service failures  Provider gap Gap 2: The service design and standards gap  Accurate perceptions of customers’ expectations are not sufficient, another prerequisite is the presence of service designs and standards that reflect those accurate perceptions  The difference between company’s understanding of customer expectations and the development of customer-driven service designs and standards  When service designs are different from customer expectations  Contact personnel are evaluated and compensated based on the standards  Standard must be connected to service positioning Lack of dedication of top management Unstandardized tasks Unrealistic service quality goals Management Customer-driven Perceptions of service designs Lack of confidence in meeting customer expectations customer and standards expectations Inadequate physical evidence and servicescape  Gap 2: Service design and standards gap Dedication of top management for delivering superior service  Focus on service quality rather than cost reduction and short-term profit  e.g., FedEx, Fred Smith: “우리는 중요한 일을 하고 있다, 우리는 세계 역사상 가장 중요한 것을 운반하고 있다. 99%의 고 객만족으로는 불충분하며 언젠가 나타날 100% 고객만족 업체에게 자리를 빼앗길 것이다. 고객 은 2등 기업에게는 결코 애정을 베풀지 않는다” Unstandardized tasks  The degree of variability inherent in service defies standardization, and intangibility of services makes them difficult to describe and communicate  Standardized task helps to design clear service standards and effective implementation  Even in the case of personalized services, some aspects of the service can be standardized  Gap 2: Service design and standards gap Setting clear goals for delivering superior service quality  e.g., customer-driven goals (O), conventional performance standards that companies establish for service such as productivity and efficiency (X) Confidence in meeting customer expectations  Walt Disney: “지구의 상상력이 존재하는 한 디즈니랜드는 영원히 완결되지 못할 것이다”  인간의 상상력이 무한하기 때문에 이를 위해 디즈니랜드가 개발할 수 있는 상품도 무한하다 주토피아 Appropriate physical evidence and servicescapes  Develop tangibles in line with customer expectations  Servicescape design that meets customer and employee needs  Adequate maintenance and updating of the servicescape  Provider Gaps Gap 3: The service performance gap  Does service performance delivered match the service standards?  The discrepancy between the development of customer-driven service standards and actual service performance by employees  Degree to which employees do not maintain the services standards set by the company Failure to match supply and demand Customers not fulfilling roles Customer-driven Problems with service intermediaries Service delivery service designs Inappropriate resources and standards (people, systems, and technology) Deficiencies in human resource policies  Gap 3: Service performance gap Failure to synchronize demand and capacity  Services cannot be inventoried  service companies frequently face situations of over- (peak season) or underdemand (off-season)  Most service companies rely on operations strategies such as varying the size of the employee pool, but marketing strategies for managing demand can supplement approaches for managing supply Customers not fulfilling their roles  Uncontrollable behaviors of customer can introduce variability in service delivery a. Customers lack knowledge of their roles and responsibilities (e.g., 따라야할 사항을 소홀히 함) b. Customers negatively impact each other (e.g., 할당된 시간보다 더 사용)  Gap 3: Service performance gap Problems with service intermediaries (e.g., 소매상, 프랜차이즈 가맹점)  Difficulty controlling quality and consistency  Firms must develop ways to either control intermediaries or motivate them to meet company goals Standards must be backed by appropriate resources  People, systems, and technology  Gap 3: Service performance gap Deficiencies in human resource policies  Ineffective recruitment  Poor employee-technology job fit (e.g., 직무에 맞지 않는 기술, 능력, 서비스 마인드 부족)  Lack of teamwork  Poor technology – task fit ( provide supportive technology and equipment)  Lack of empowerment  Inappropriate business control system (output control systems must be chanted to behavioral control system)  직원의 효과적인 지원 부재 (성과 보상)  Role conflict (conflict between two bosses, the organization and the customer)  Role ambiguity (insufficient information about their roles  high stress level, high employee turnover rate, job dissatisfaction, 기내 난동사태로 국제적 망신을 당한 대한항공이 숭무원 교 육과정을 언론에 공개: 대한항공 승무원들이 포승줄과 테이 저건을 이용해 난동 승객을 제압하는 훈련을 하고 있다  Provider Gaps Gap 4: The communication gap  The difference between service delivery and the service provider’s external communications  Service performance is different from what the service provider promised Lack of integrated services marketing communications Ineffective management of customer expectations External Service delivery communications to Overpromising customers Inadequate horizontal communications Inappropriate pricing  Gap 4: Communication gap Lack of integrated services marketing communications  External marketing  Interactive marketing  Internal marketing Ineffective management of customer expectations  Not managing customer expectation through all forms of communications  Not adequately educating customers Overpromising 회사  Overpromising in advertising 내부마케팅 외부마케팅  Overpromising in personal selling  Overpromising through physical evidence cues 직원 고객 상호작용마케팅  Gap 4: Communication gap Inappropriate pricing  With services, customers often have no internal reference points for prices before purchase and consumption  High prices that raise customer expectations  Prices that are not tied to customer expectations of value Inadequate horizontal communications  Insufficient communication between sales and operations  Insufficient communication between advertising and operations  Differences in policies and procedures across branches or units 준거가격이란? 소비자가 제품을 구매하고자 할 때 가격이 적당한지를 판 단하는데 기준으로 삼는 가격 Zappos의 수평적 커뮤니케이션 https://www.youtube.com/watch?v=axlWBn7YQA4  "No Door Policy": CEO 토니를 비롯한 임원들에게 는 자신만의 사무실이 따로 없고, 모든 사무실의 문 을 없애는 "노 도어 폴리시" 실천  "Ask Anything": 자포스 뉴스레터를 통해 직원들의 질문을 임원진이 솔직하게 대답