SERVICE QUALITY MODEL

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SERVICE QUALITY MODEL
WORD OF MOUTH COMMUNICATIONS
PERSONAL NEEDS
PAST EXPERIENCE
EXPECTED SERVICE
GAP 1
GAP 5
PERCEIVED SERVICE
EXTERNAL COMMUNICATION TO CONSUMERS
SERVICE DELIVERY (INCLUDING PRE AND POST CONTACTS)
GAP 4
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SERVICE QUALITY MODEL-Contd
EXPECTED SERVICE
GAP 1
GAP 5
PERCEIVED SERVICE
EXTERNAL COMMUNICATION TO CONSUMERS
SERVICE DELIVERY (INCLUDING PRE AND POST CONTACTS)
GAP 4
GAP 3
TRANSLATION OF PERCEPTIONS IN TO SERVICE QUALITY
SPECIFICATIONS
GAP 2
MANAGEMENT PERCEPTIONS OF CONSUMER EXPECTATIONS
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THE GAPS MODEL OF SERVICE QUALITY

• GAP 1 NOT Knowing what customers expect
• GAP 2The wrong service quality standards
• GAP 3 The Service Performance Gap
• GAP 4 When promises do not match delivery
• GAP 5 Expected Service-perceived Service Gap

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GAP 1 NOT Knowing what customers expect

• According to the model, the first GAP ocurs
  bacause of the difference betwen what customers
  expect and what managers perceive they expect.
  Major reasons for this gapare lack of marketing
  research orientation, evidenced by insufficient
  marketing research, inadequate use of research
  findings, and lack of interaction between
  management and customers. Inadequate upward
  communication from contact personnel and
  management and too many levels of management
  seperating contact personnel from top managers
  are the other two reasons for this gap.

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GAP 3 The Service Performance Gap

• The discrepancy between service specifications
  and the actual service delivered initiates this
  gap. In general, this gap appears when employees
  are unable and/or unwilling to perform the
  service at the desired level. Various reasons
  are role ambiguity, role conflict, poor
  employee-job fit, poor technology-job fit,
  inappropriate supervisory control systems leading
  to inappropriate evaluation/compensation system,
  lack of perceived control on the part of
  employees, and lack of teamwork.

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GAP 4 When promises do not match delivery

• The difference between what a firm promises about
  a service and what it actually delivers is
  described as Gap 4. Two factors contribute to
  this gap
• Inadequate communication among operations,marketin
  g, and human resources, as well as across
  branches and
• Propensity to over-promise in communications

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GAP 5 Expected Service-perceived Service Gap

• Gaps 1 through 4 contribute to the emergence of
  Gap 5, which is the difference between what the
  customer expected to receive from the service and
  what she believes she actually did receive.
• Customers perceptions are influenced by many
  sources, which include word-of-mouth
  communications, personal needs,past experiences,
  and communications from the service organization
• The most important gap, if perceived service
  falls short of the customers expectations, she
  will be disappointed and dissatisfied.
  Conversely, if the peceived service exceeds the
  customers expectations, she will be not only
  satisfied but delighted.

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Service Quality Gap Model
Service Quality Gap Model