Professional Documents
Culture Documents
Learning Objectives
Describe
the five dimensions of service quality. Use the service quality gap model to diagnose quality problems. Illustrate how Taguchi methods and poka-yoke methods are applied to quality design. Perform service quality function deployment. Construct a statistical process control chart. Develop unconditional service guarantees. Plan for service recovery. Perform a walk-through audit (WtA)
Moments of Truth
Each
customer contact is called a moment of truth. have the ability to either satisfy or dissatisfy them when you contact them. service recovery is satisfying a previously dissatisfied customer and making them a loyal customer.
You
Perform promised service dependably and accurately. Example: receive mail at same time each day. Responsiveness: Willingness to help customers promptly. Example: avoid keeping customers waiting for no apparent reason.
Ability to convey trust and confidence. Example: being polite and showing respect for customer. Empathy: Ability to be approachable. Example: being a good listener. Tangibles: Physical facilities and facilitating goods. Example: cleanliness.
Expected service
Perceived service
Service Quality Assessment 1. Expectations exceeded ES<PS (Quality surprise) 2. Expectations met ES~PS (Satisfactory quality) 3. Expectations not met ES>PS (Unacceptable quality)
Expectations
Understanding the Customer
Communication GAP 4
Service Delivery
Conformance GAP 3
Conformance
Service Standards
Service Design
in the Service Package Budget Hotel example Taguchi Methods (Robustness) Notifying maids of rooms for cleaning Poka-yoke (fail-safing) Height bar at amusement park Quality Function Deployment House of Quality
Customer Errors
Preparation: Failure to bring necessary materials Encounter: Failure to follow system flow Resolution: Failure to signal service failure
House of Quality
Relationships
*
O O O
Informatiion
Equipment
5 2
Capacity
Training
Attitude
Relati ve
Servic e Elements Im po rta nc e 8 3 5 2
+ Volvo Dealer
1 2 3 4 5 + o o
5 9 9 7 3 6
+
o o o
+ +
3
+
o o o o o
_
127 82 4 5
63 102 1 3
65 2
of Quality (Juran)
Process Control Process Control (Deming)
Service
Statistical
Unconditional
Service Guarantee
Detection costs
Process control Peer review Supervision Customer comment card Inspection
Prevention costs
Quality planning Training program Quality audits Data acquisition and analysis Recruitment and selection Supplier evaluation
Resources
Service process
100 90 80 70 60
1998 1999 expected Lower Control Limit
p (1 p UCL p 3 n
p (1 p LCL p 3 n
(L.L. Bean) Easy to understand and communicate (Bennigans) Meaningful (Dominos Pizza) Easy to invoke (Cititravel) Easy to collect (Manpower)
on customers (British Airways) Sets clear standards (FedEx) Guarantees feedback (Manpower) Promotes an understanding of the service delivery system (Bug Killer) Builds customer loyalty by making expectations explicit
Customer Satisfaction
All
Customer
loyalty is only due to the lack of a better alternative customers some extra value will delight them by exceeding their expectations and insure their return
Giving
The average business only hears from 4% of their customers who are dissatisfied with their products or services. Of the 96% who do not bother to complain, 25% of them have serious problems. The 4% complainers are more likely to stay with the supplier than are the 96% non-complainers. About 60% of the complainers would stay as customers if their problem was resolved and 95% would stay if the problem was resolved quickly. A dissatisfied customer will tell between 10 and 20 other people about their problem. A customer who has had a problem resolved by a company will tell about 5 people about their situation.
Walk-Through-Audit
Service
delivery system should conform to customer expectations. Customer impression of service influenced by use of all senses. Service managers lose sensitivity due to familiarity. Need detailed service audit from a customers perspective.
Fair Restitution
Patronage
Service Recovery
Customer Loyalty
Service Guarantee
Speed of Recovery
Frontline Discretion
Pre-recovery Phase
Follow-up Phase
do the five dimensions of service quality differ from those of product quality? Why is measuring service quality so difficult? Compare the philosophies of Deming and Crosby. What are the limitations of benchmarking. Illustrate the four components in the cost of quality for a service. Why do service firms hesitate to offer a service guarantee? How can recovery from a service failure be a blessing in disguise?
Interactive Exercise
The class breaks into small groups. Each group identifies the worst service experience and the best service experience that any member has had. Return to class and discuss what has been learned about service quality.
3. 4.
Briefly summarize the complaints and compliments in Dr. Loflins letter. Critique the letter of Gail Pearson in reply to Dr. Loflin. What are the strengths and weaknesses of the letter? Prepare an improved response letter from Gail Pearson What further action should Gail Pearson take in view of this incident?
2.
3.
Critique the WtA gap analysis. Could there be other explanations for the gaps? Make recommendations for closing the gaps found in the WtA. How can the servicescape help in selfselecting customers and employees?