2. Learning Objectives
• To understand the Service Provider’s
responsibility for managing service quality
• To understand the interdependence between
marketing/sales, service delivery and the
customer
• To understand some of the quality gaps that
cause service failures
3. What is Service Failure?
Service Failure is the process
of NOT keeping promises
Above
expectation
(great service)
4
Expected 2 Zone of
3
Service 1 Tolerance
5
Below 6
expectation 7 8 9
(poor service)
Failed service
4. Causes of Service Failure
The facilities and
environment
The expectations
Actions (&
The systems
inactions) of staff
4
2
3
The process
5
1
6
7 8 9
Actions of the Actions of other
customer The equipment
customers
5. What Needs to be Managed?
The facilities and
environment
The expectations
Actions (&
The systems
inactions) of staff
The process If something can affect the
service then the Service
Provider becomes
The Service Provider
needs to manage responsible for managing it
these as well.
Actions of the Actions of other
customer The equipment
customers
9. Basic Service Promises Model
A Service consists of Two Things:
1. Someone making a promise (also known
as a Sale)
2. Someone keeping a promise (also known
as Delivery)
Making a Promise
Service
Customer
Provider
Delivering a Promise
10. Normal Service Promises Model
In a large organisation promises can be
made and delivered by different groups
Service Provider
Marketing/
Sales
Delivery Customer
Keeping Promises
11. This can complicate things…
“This is pest
control, how
may I help
you?”
Keeping Promises
12. Promises Model of Service Delivery
The three groups are linked and
interdependent
Service Delivery need to
understand the service
and be able to provide it. Marketing/
Sales
Delivery Customers
Keeping Promises
Source: Parasuraman, Zeithaml, Berry, SERVQUAL: a multi-item scale for measuring consumer perceptions of service quality
14. Gaps Cause Service Failures
Management
perception gap
Quality Market comms
specification gap Marketing/ gap
Sales
Perceived service
quality gap
Service
delivery gap
Delivery Customers
Keeping Promises
15. Management Perception Gap
Management
perception
gap
Quality
specification gap Marketing/
Sales
Market comms
gap
Management has an
inaccurate understanding of
Perceived service
quality gap
Service
delivery gap
Delivery
Keeping Promises
Customers
quality expectations
16. Quality Specification Gap
Management
perception
gap
Quality
specification gap Marketing/
Sales
Market comms
gap
Service quality specifications
do not match management
Perceived service
quality gap
Service
delivery gap
Delivery
Keeping Promises
Customers
expectations
17. Service Delivery Gap
Management
perception
gap
Quality
specification gap Marketing/
Sales
Market comms
gap
Quality specifications and
not met by service delivery
Perceived service
quality gap
Service
delivery gap
Delivery Customers
Keeping Promises
18. Market Communications Gap
Management
perception
gap
Quality
specification gap Marketing/
Sales
Market comms
gap
Messages from marketing
do not match the service
Perceived service
quality gap
Service
delivery gap
Delivery
Keeping Promises
Customers
experience
19. Perceived Service Quality Gap
Management
perception
gap
Quality
specification gap Marketing/
Sales
Market comms
gap
The experienced service
does not match expected
Perceived service
quality gap
Service
delivery gap
Delivery
Keeping Promises
Customers
service
20. Final Word on Service Failure
• The Service Provider is responsible for
managing the service – this includes managing
the customer
• Gaps in the interactions between the groups
create service failures
• Once a service failure occurs, the service
provider needs to initiate a service recovery
process
Notes de l'éditeur
Title Slide
The customer’s experience can be mapped through a service sequence. This is an abstract map showing how the perceived quality of service can be affected by the different acts. The customer may have had some great service (service encounter 4) but the final four service encounters will have left the impression of poor service.
There are a number of things that can affect the quality of the service.
If something can affect the quality of the service, then the service provider becomes responsible for managing it. Service providers are therefore responsible for managing the customer as well as managing other customers.
Example of Managing CustomersMenus limit customers to a certain selection of options at a restaurant.Role lanes ensures that customers go the right way.Clear instructions and signposts at airports direct customers to the right place.
Example of Managing Other CustomersWe make them wait away from the service area.We limit which customers we allow in to be served.
Title Slide
Simply, you promise something to a customer (in exchange for money)then you give it to the customer.
Sales/Marketing may make the promises and the Delivery will keep the promise
Sales/Marketing may make the promises and the Delivery will keep the promise
Marketing and Sales make promises to customers.Marketing/Sales also need to ensure that the Delivery arm is enabled to keep those promises.Delivery need to understand what promises have been made and deliver on these to keep the promises.
Title Slide
Management Perception GapThere is a disconnect between what managers believe that customers want and what those customers really want.Quality Specification GapThe specification of the service’s quality is deficient meaning that the service delivered is not as expected. The service delivery groups are therefore unable to deliver services to the desired quality.Service Delivery GapThe service delivery groups have the ability to deliver service but do not manage to do so.MarketComms GapThe marketing (or sales) material oversells the service. The customers expectations are set too high and exceed the capability of the service delivery groups.Perceived Quality GapThe customers’ expectations exceed the service provided.
Management Perception GapThere is a disconnect between what managers believe that customers want and what those customers really want.Quality Specification GapThe specification of the service’s quality is deficient meaning that the service delivered is not as expected. The service delivery groups are therefore unable to deliver services to the desired quality.Service Delivery GapThe service delivery groups have the ability to deliver service but do not manage to do so.MarketComms GapThe marketing (or sales) material oversells the service. The customers expectations are set too high and exceed the capability of the service delivery groups.Perceived Quality GapThe customers’ expectations exceed the service provided.
Management Perception GapThere is a disconnect between what managers believe that customers want and what those customers really want.Quality Specification GapThe specification of the service’s quality is deficient meaning that the service delivered is not as expected. The service delivery groups are therefore unable to deliver services to the desired quality.Service Delivery GapThe service delivery groups have the ability to deliver service but do not manage to do so.MarketComms GapThe marketing (or sales) material oversells the service. The customers expectations are set too high and exceed the capability of the service delivery groups.Perceived Quality GapThe customers’ expectations exceed the service provided.
Management Perception GapThere is a disconnect between what managers believe that customers want and what those customers really want.Quality Specification GapThe specification of the service’s quality is deficient meaning that the service delivered is not as expected. The service delivery groups are therefore unable to deliver services to the desired quality.Service Delivery GapThe service delivery groups have the ability to deliver service but do not manage to do so.MarketComms GapThe marketing (or sales) material oversells the service. The customers expectations are set too high and exceed the capability of the service delivery groups.Perceived Quality GapThe customers’ expectations exceed the service provided.
Management Perception GapThere is a disconnect between what managers believe that customers want and what those customers really want.Quality Specification GapThe specification of the service’s quality is deficient meaning that the service delivered is not as expected. The service delivery groups are therefore unable to deliver services to the desired quality.Service Delivery GapThe service delivery groups have the ability to deliver service but do not manage to do so.MarketComms GapThe marketing (or sales) material oversells the service. The customers expectations are set too high and exceed the capability of the service delivery groups.Perceived Quality GapThe customers’ expectations exceed the service provided.
Management Perception GapThere is a disconnect between what managers believe that customers want and what those customers really want.Quality Specification GapThe specification of the service’s quality is deficient meaning that the service delivered is not as expected. The service delivery groups are therefore unable to deliver services to the desired quality.Service Delivery GapThe service delivery groups have the ability to deliver service but do not manage to do so.MarketComms GapThe marketing (or sales) material oversells the service. The customers expectations are set too high and exceed the capability of the service delivery groups.Perceived Quality GapThe customers’ expectations exceed the service provided.
