Subjective assessments of actual service experiences

Customers

perceptions are formed subsequent to their experience of the services received from an organization.
Furthermore,

the level of previous customer experience with certain services that was served by other firms can impact on customers perception of service quality.
Researchers

believe that perception and expectation are strong relative concepts (Parasuraman, Zeithaml, and Berry, 1985; Mersha, 1992; Avkiran, 1994).
Customers

perceptions results from how customers recognize service quality; customers expectations however can be shaped through the influence of other people.

Product/service

quality Specific product or service features Consumer emotions Attributions for service success or failure

 Perceptions

of equity or fairness Other consumers, family members, and coworkers Price Personal factors

the customers mood or emotional state situational factors

Increased

customer retention Positive word-of-mouth communications Increased revenues

Source: James L. Heskett, W. Earl Sasser, Jr., and Leonard A. Schlesinger, The Service Profit Chain, (New York, NY: The Free Press, 1997), p. 83.

The

customers judgment of overall excellence of the service provided in relation to the quality that was expected. Service quality assessments are formed on judgments of:
outcome quality interaction quality physical environment quality

 Reliability (dependability, accurate performance) Assurance (competence, courtesy, credibility & security) Tangibility (appearance of physical elements) Empathy (easy access, good communications & customer
understanding)

Responsiveness (promptness & helpfulness)

Reliability
Assurance

Ability to perform the promised service dependably and accurately. Knowledge and courtesy of employees and their ability to inspire trust and confidence. Physical facilities, equipment, appearance of personnel. and

Tangibles
Empathy Responsiveness

Caring, individualized attention the firm provides its customers.

Willingness to help customers provide prompt service.

and

RELIABILITY
n

EMPATHY
n n n

n
n n n

Providing service as promised Dependability in handling customers service problems Performing services right the first time Providing services at the promised time Maintaining error-free records

n
n

RESPONSIVENESS
n n n n

Giving customers individual attention Employees who deal with customers in a caring fashion Having the customers best interest at heart Employees who understand the needs of their customers Convenient business hours

Keeping customers informed as to when services will be performed Prompt service to customers Willingness to help customers Readiness to respond to customers requests

TANGIBLES
n n n

ASSURANCE
n n n n

Employees who instill confidence in customers Making customers feel safe in their transactions Employees who are consistently courteous Employees who have the knowledge to answer customer questions

Modern equipment Visually appealing facilities Employees who have a neat, professional appearance Visually appealing materials associated with the service

In your groups, choose a services industry and spend 10 minutes brainstorming specific requirements of customers in each of the five service quality dimensions. Be certain the requirements reflect the customers point of view.

Reliability: Assurance: Tangibles:

Empathy:
Responsiveness:

is the moment of truth occurs any time the customer interacts with the firm can potentially be critical in determining customer satisfaction and loyalty types of encounters:

remote encounters, phone encounters, face-to-face encounters

is an opportunity to:
build trust reinforce quality build brand identity increase loyalty

Check-In Bellboy Takes to Room Restaurant Meal Request Wake-Up Call Checkout

Sales Call

Delivery and Installation

Servicing

Ordering Supplies Billing

GOAL:

understanding actual events and behaviors that cause customer dis/satisfaction in service encounters
Critical Incident Technique stories from customers and employees identification of themes underlying satisfaction and dissatisfaction with service encounters

METHOD:

DATA:

OUTPUT:

Think of a time when, as a customer, you had a particularly satisfying (dissatisfying) interaction with an employee of ______________. When did the incident happen? What specific circumstances led up to this situation? Exactly what was said and done? What resulted that made you feel the interaction was satisfying (dissatisfying)?

Recovery:
employee response to service delivery system failure

Adaptability:
employee response to customer needs and requests

Coping:
employee response to problem customers

Spontaneity:
unprompted and unsolicited employee actions and attitudes

DO
Acknowledge

DONT
Ignore

problem Explain causes Apologize Compensate/upgrade Lay out options Take responsibility

customer Blame customer Leave customer to fend for him/herself Downgrade Act as if nothing is wrong Pass the buck

DO
Recognize

DONT
Ignore Promise,

the seriousness of the need Acknowledge Anticipate Attempt to accommodate Adjust the system Explain rules/policies Take responsibility

but fail to follow through Show unwillingness to try Embarrass the customer Laugh at the customer Avoid responsibility Pass the buck

DO
Take

DONT
Exhibit Ignore

time Be attentive Anticipate needs Listen Provide information Show empathy

impatience

Yell/laugh/swear
Steal

from customers Discriminate

DO
Listen
Try Take

DONT customers dissatisfaction personally Let customers dissatisfaction affect others

to accommodate Explain Let go of the customer

 Operational flow of activities Steps in process Flexibility vs. standard Technology vs. human

Contact employees Customer him/herself Other customers

People
Tangible communication Servicescape Guarantees Technology Website

Process

Physical Evidence

Source: From Managing the Evidence of Service by M. J. Bitner from The Service Quality Handbook, eds. E. E. Scheuing and W. F. Christopher (1993), pp. 358-70.