HOUSE OF QUALITY

This topic will be helpful to know the planning matrix to relate

what the customer wants to how a firm (that produces the

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products) is going to meet those wants.

Service Marketing MS-217

Book

Christopher Lovelock, Jochen Wirtz and Jayanta Chatterjee,

Service Marketing People, Technology, Strategy, Pearson, 7e

1
• There are no boring or exciting categories, there are only
boring and exciting marketers. You have to love marketing. A

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marketer needs to look beyond the product or service he or
she is catering to. The industries that I have worked with, and I
am in, still have a huge potential for penetration. That itself

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makes it challenging, and fascinating.
• Pidilite's chief marketing officer Vivek Sharma

2
• House of Quality is a diagram, resembling a house, used for
defining the relationship between customer desires and the

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firm/product capabilities.

• It is a part of the Quality Function Deployment (QFD) and it

Service Marketing MS-217

utilizes a planning matrix to relate what the customer wants to
how a firm (that produces the products) is going to meet
those wants.

3
• https://qz.com/india/1356617/in-india-ikea-is-overwhelmed-
by-crowds-at-its-hyderabad-store/

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• On Aug. 15, to handle the situation better, IKEA put up a
live ticker on its website displaying how long it would take for
a shopper to get inside the store. The idea was to help

Service Marketing MS-217

shoppers plan their visit better and for the company to
manage the crowds more effectively.
• For IKEA, which has 400 stores in 50 countries, this is a first.
• Calm down, India
• IKEA expects six million visitors at its Hyderabad store in the
first year. If the initial response is anything to go by, it is off to
a good start. 4
• Every successful company has always used data and
information to help in its planning processes. They examine

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any customer satisfaction information that might happen to
be available. Unfortunately, much of this information is often
incomplete.

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5
 QFD
• By contrast, Quality Function Deployment (QFD) uses a
matrix format to capture a number of issues that are vital to
the planning process. The House of Quality Matrix is the
most recognized and widely used form of this method. It
translates customer requirements, based on marketing

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research and benchmarking data, into an appropriate
number of engineering targets to be met by a new product

Service Marketing MS-217

design.
• Basically, it is the nerve center and the engine that drives the
entire QFD process. According to Hauser and Clausing, it is
“a kind of conceptual map that provides the means for inter
functional planning and communication.”

6
 QFD…
• Its general format is made up of six major components.
These include

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1. Customer requirements
2. Technical requirements

Service Marketing MS-217

3. A planning matrix
4. An interrelationship matrix
5. A technical correlation matrix
6. A technical priorities/benchmarks and targets section.

7
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 Service Marketing MS-217 7/24/2019
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 Steps to the House of Quality
Step 1: Customer Requirements - "Voice of the Customer”:
Customers buy benefits and producers offer features. This
seems like a relatively simple notion, however, unless customers

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and producers are perfectly in tune with one another, it may be
very difficult to anticipate these features, or each underlying
benefit from each producer. Some of theses features include

Service Marketing MS-217

but are not limited to: Parts
• Cost
• Functions
• Quality character and reliability
• Processes

10
Step 1: Customer Requirements - "Voice of the
Customer”:…
It is of utter importance to translate the wishes of each and
every customer into some tangible values that can be turned

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into engineering specifications.
Example:
• What Future Group knows about plus-size fashion that

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others don't: For the third year running, Kishore Biyani’s
brainchild ALL is part of the Lakmé Fashion Week, spotlighting
couture for the big of build. It’s a rare high for a segment that
has remained the fashion industry’s orphan child — despite a
burgeoning market. Can demanding customers and increasing
entrepreneurial interest change things?
11
Example
Vicco Vajradanti: “The lag made it a laggard”
• Vicco Labs formulated the first ayurvedic toothpaste in the world

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with 20 rare medicinal natural herbs in the fifties. It grew slow but
sure since 1952. It took baby steps in its early phase of entry, and
then emerged to be the first brand to embrace advertising in a big

Service Marketing MS-217

way. The ubiquitous Vicco Vajradanti jingle still play in the minds of
the kids of the seventies and the eighties.
• And then there was a lag that did it in. The brand is big even today,
but I believe it could and can be bigger still. There is just no reason
why Vicco could not be larger than Patanjali Ayurved. The lag made
it the laggard.
MORE READ ON :
https://brandequity.economictimes.indiatimes.com/news/business-of-
brands/parle-g-a-socialist-by-day-a-socialite-by-night/65408961 12
 Step 2 : Technical Descriptors

Step 2 : Technical Descriptors - "Voice of the Engineer”:

How to design a product that will meet the customer

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requirements.

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• Weight
• Engine power
• Cost of production
• Life expectancy

13
 Step 3: Planning Matrix:

The next step in the QFD process is forming a planning matrix. The
main purpose of the planning matrix is to compare how well the team
met the customer requirements compared to its competitors. The

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planning matrix shows the weighted importance of each requirement
that the team and its competitors are attempting to fulfill.

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Customer ratings, typically ranging from 1 to 5, are given to each
company under each requirement. The customer ratings are
combined with the weighted performance of each demand to produce
an overall performance measure for the companies. The planning
matrix is a part of the “House of Quality” matrix

14
 Step 4 : Interrelationship Matrix:
The main function of the interrelationship matrix is to establish
a connection between the customer’s product requirements
and the performance measures designed to improve the
product.

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With this customer overview, the company can begin to

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formulate a strategy to improve their product. In doing this, the
strengths and weaknesses of the company are weighted against
the customer priorities to determine what aspects need to be
changed to surpass the competition, what aspects need to
change to equal the competition, and what aspects will be left
unchanged.

15
 Step 5 :Technical correlation matrix
The technical correlation matrix, which is more often referred to
as the Roof, is used to aid in developing relationships between
customer requirements and product requirements and
identifies where these units must work together otherwise they

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will be in a design conflict.

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The following symbols are used to represent what type of
impact each requirement has on the other. Symbols:
• ++ Strong positive
• + Positive
• - Negative
• -- Strong Negative
These symbols are then entered into the cells where a
correlation has been identified. The objective is to highlight 16
any requirements that might be in conflict with each other.
 Step 6: Technical requirements and targets

• The technical properties matrix uses specific items to record

the priorities assigned to technical requirements. It also

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provides a technical performance achieved by competitive
products and the degree of difficulty in developing each
requirement.

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• The final output of the matrix is a set of target values for each
technical requirement to be met by the new design. In some
cases, organizations are not able to create the most optimum
design because of constraints related to cost, technology, or
other related items.
17
The gaps model of service quality
• Where are things going wrong?
• What leads to poor service quality

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• Gaps model of service quality

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• Customer gap (Gap 5)
• difference between customer’s expectations and perceptions of
performance
• Four provider gaps
• each may lead to the customer gap

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GAPS Model
Today’s consumer has become increasingly demanding. They not
only want high quality products but they also expect high quality

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customer service. Even manufactured products such as cars,
mobile phones and computers cannot gain a strategic
competitive advantage through the physical products alone.

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From a consumer’s point of view, customer service is considered
very much part of the product. Listen to Nick Coster – Head of
Training Services discuss the Customer Service Gap Model with
Phil Dobbie.

19
Delivering superior value to the customer is an ongoing concern
of Product Managers. This not only includes the actual physical

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product but customer service as well. Products that do not offer
good quality customer service that meets the expectations of
consumers are difficult to sustain in a competitive market.

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SERVQUAL (service quality gap model) is a gap method in service
quality measurement, a tool that can be used by Product
Manager across all industries. The aim of this model is to:
Identify the gaps between customer expectation and the actual
services provided at different stages of service delivery
• Close the gap and improve the customer service

20
• This model developed by Parasuraman, Zeithalm and Berry in
1985 identifies five different gaps:.
• The gap model (also known as the "5 gapsmodel") of service

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quality is an important customer-satisfaction framework.
Customers generally have a tendency to compare the service

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they 'experience' with the service they 'expect' to receive;
thus, when the experience does not match the expectation, a
gap arises.
• The Gaps model that deals with improvement of service
quality was first time introduced by Valerie Zenthaml and the
Center for Retailing Studies at the Texas A & M University. This
model basically provides a roadmap to retailer about
minimizing the gap between customers’ expectations and the
perceived service (the service offered by a retailer) or to close 21
that gap, if possible.
• The model highlights the probable obstacles that usually hinder a
retailer’s ability to satisfy customers. As discussed earlier, when
customers’ expectations are greater than or cross their perceptions

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of the perceived service, they feel dissatisfied and develop negative
thinking about the retailer’s services.
• Therefore, it becomes essential for the retailers to remove this

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negative thinking (service gap – a gap between what customer
expects and what is being provided to him), knowing that words
travel faster than light. Following are the four potential gaps that
must be understood and acknowledged to improve quality of service
offered. The retailer’s role is to understand the reasons for these
four gaps and to eliminate them to improve the quality of service
offered.
Source: Boundless. “The Gap Model.” Boundless Marketing.
Boundless, 26 May. 2016. Retrieved 20 Oct. 2016
from https://www.boundless.com/marketing/textbooks/boundless-
marketing-textbook/services-marketing-6/service-quality-51/the- 22
gap-model-254-4140/
• Undoubtedly, these surveys when conducted and outcomes
implemented, result in minimizing the knowledge gap. Besides
questionnaire, suggestion box and complaint box also form significant

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source of information about the quality of service offered. Retailers
often approach suggestions and complaints with a feeling of dread.
• They don’t prefer dealing with unhappy, dissatisfied, angry customers.

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However, with good quality service, retailers are occasionally left with
dissatisfied customers. Customers tend to tell their experiences to other
people rather than complaining directly. So, a retailer should try to look
at any complaint as a gift-wrapped golden opportunity to put service
level right and turn complaints into compliments.
• Stores where sales staff is friendly and interact with customers regularly
about the service and merchandise offered know a lot about the
consumers’ service expectations and perceptions. Retailers can facilitate
communication routes for floor staff upwards through the organization,
they also need to act rapidly to implement improvements suggested as 23
the outcome of surveys, research and communication.
• Factors that affect the size of the knowledge gap include:
• Market research
• Before introducing a new product or service into the market, a

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company must conduct market research to understand whether
there would be any demand for the product, and what features

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should be incorporated. The better this process is conducted, the
smaller the knowledge gap will be.
• There are methods of ensuring that customer desires are taken on
board. These include: comprehensive studies, gauging satisfaction
after individual transactions (surveys immediately after a purchase is
made), customer panels and interviews, and through customer
complaints.
• Communication channels
• The fewer the layers between management and customer contact
personnel, the more likely that customer preferences will be 24
incorporated into higher-level decision making on the product.
The Policy Gap: The Gap between Management
Perception and Service Quality Specification
• According to Kasper et al, this gap reflects management’s
incorrect translation of the service policy into rules and

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guidelines for employees. Some companies experience
difficulties translating consumer expectation into specific
service quality delivery. This can include poor service design,

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failure to maintain and continually update their provision of
good customer service or simply a lack of standardisation. This
gap may see consumers seek a similar product with better
service elsewhere.

25
• This gap arises because of the difference between the
retailer’s perception of customers’ expectations and the

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customer service standards it sets. Besides understanding
what customers expect, retailers should develop some service
standards. It helps store staff understanding how the top

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management and store customers define and evaluate a
quality task.
• Customer driven service quality standards are different from
the traditional performance standards that most of the
retailing firms establish to meet the customers’ requirements.
Here, standards are set to communicate to customers’
expectations and preferences rather than to store concerns
such as increasing turnover. 26
• It is also called Standard gap which exists in retail organizations for a variety of
reasons. Managers responsible for setting standards often believe that
customers’ expectations are irrational or illogical. They may also think that the
degree of variability inherent in service confronts standardization and therefore,

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setting standards only will not work. However, the quality of service offered by
store staff is significantly influenced by the standards against which customers
are evaluated and compensated.
• To close the standard gap, retailers besides focusing on high service quality, they

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should define and describe the role of each employee involved in delivering
service. Standards when set and communicated properly, signal to store staff
what management expects from them, what are their priorities and which type
of performance behavior really counts.
• When service standards are lacking or when the standards in place do not
confront customers’ expectations. It leads to dissatisfaction. On the other hand,
when standards reflect and confront what customers’ expect, the quality of
service, customers receive is likely to be enhanced. As services are intangible in
nature, therefore, it becomes difficult for the retailers to describe and
communicate.

27
Here are some tips for the retailers’ top close standards gap:
• 1. Management should be committed to achieve high levels of

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service quality.
• 2. Proper training should be given to all concerned.

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• 3. A proper reward system may enhance staff and
management commitment to implement, meet or exceed the
set standards.
• 4. Closing standards’ gap can be made easier if new ways of
dealing with various service issues are explored.
• 5. Providing high service quality become easy through the use
of technology to standardize processes.
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• Gap 2 is between management perception and the actual
specification of the customer experience - Managers need to

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make sure the organization is defining the level of service they
believe is needed.
• Gap between management perception and service quality

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specification: This is when the management or service
provider might correctly perceive what the customer wants,
but may not set a performance standard. An example here
would be that hospital administrators may tell the nurse to
respond to a request ‘fast', but may not specify ‘how fast'.
•
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The Delivery Gap: The Gap between Service
Quality Specification and Service Delivery
This gap exposes the weakness in employee performance.
Organisations with a Delivery Gap may specify the service required to
support consumers but have subsequently failed to train their

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employees, put good processes and guidelines in action. As a result,
employees are ill equipped to manage consumer’s needs. Some of the
problems experienced if there is a delivery gap are:
• Employees lack of product knowledge and have difficulty managing

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customer questions and issues
• Organisations have poor human resource policies
• Lack of cohesive teams and the inability to deliver
• This gap arises because of the difference between the retailer’s
service standards and the actual service offered to customers
despite the existence of guidelines for treating customers correctly
and performing services well. Developing standards and applying
them is not enough, standards must be backed by appropriate
resources (people, products and technology) and must be evaluated
to award and compensate who deserves, on the basis of 30
performance along those standards.
Therefore, even when standards are properly defined and well
implemented, if firm fails to provide resources for them,
performance will not be up to the mark and definitely will

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increase delivery gap.

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• The delivery gap between standards set and those delivered arises because of
several reasons like:
• (i) Impractical standards
• (ii) Lack of clarity in standards defined
• (iii) Improper communication
• (iv) Lack of motivation among floor staff

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• (v) Absence of regular monitoring of performance analysis practices
• (vi) Failure to match market demand and supply
• (vii) Problems/conflicts with service intermediaries
• In order to close or reduce the service gap and deliver services that exceeds the

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set standards, retailers can focus on the following areas:
• (i) Providing necessary knowledge and skills to employees concerned
• (ii) Explaining standards and staff roles so that they possess and commit to
quality
• (iii) Regular monitoring and motivation of staff
• (iv) Develop spirit of team work to deliver excellent quality
• (v) Appropriate selection and training to concerned staff
• (vi) Regular involvement of store staff in setting and modification (if required
later on) to get best results
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Gap 3 is from the experience specification to the delivery of the
experience - Managers need to audit the customer experience
that their organization currently delivers in order to make sure it
lives up to the spec.

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Gap between service quality specification and service delivery:
This gap may arise in situations pertaining to the service
personnel. It could happen due to poor training, incapability or

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unwillingness to meet the set service standard. An example
would be when a doctor's office has very specific standards of
hygiene communicated but the hired staff may have been
poorly trained on the need to follow these strict protocols.

33
The Communication Gap: The Gap between Service Delivery and External
Communications
In some cases, promises made by companies through advertising media and
communication raise customer expectations. When over-promising in

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advertising does not match the actual service delivery, it creates a
communication gap. Consumers are disappointed because the promised
service does not match the expected service and consequently may seek

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alternative product sources.
This arises because of gap between the actual set of services offered to the
customers and the service communicated by the retailer to the customers
through their promotional program. In short, communication gap arises when
retailer’s promises don’t match the performance resulting in adverse effect on
the customer gap.
Retailers throughout the globe usually raise the expectations of customers
through attractive and bait advertisements. Getting convinced, when
customers visit the store and find service quality short of standards, the actual
experience disappoint them. 34
Broken promises occur because of several reasons:
(i) Unrealistic promising in advertising or through other communication
channels,
(ii) Lack of co-ordination between sales promotion and store operations
staff,

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(iii) Differences exist between policies and procedures of various store
outlets resulting in creating confusion among them, and
(iv) Sometimes the staff whose duty is to promote the service does not

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understand the realism of service delivery and is likely to make overstated
promises that cannot be achieved.
In order to remove or close the communication gap, retailers first try to
understand the reasons that create communication gap, once knowing the
reasons, retailers should overcome them by developing a clear line of
communication between the parties concerned (like intermediaries,
promotion and operations staff etc.)
Any miscommunication between two parties will lead to discrepancy
between actual and promised service. Hence the management of a retail
store should avoid over-promising in personal selling, advertising or any 35
other way of communication.
Gap 4 is the gap between the delivery of the customer experience and
what is communicated to customers - All too often organizations
exaggerate what will be provided to customers, or discuss the best case
rather than the likely case, raising customer expectations and harming
customer perceptions.
Gap between service delivery and external communication: Consumer

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expectations are highly influenced by statements made by company
representatives and advertisements. The gap arises when these
assumed expectations are not fulfilled at the time of delivery of the

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service. For example – a hospital printed on its brochure may have clean
and furnished rooms but in reality, it may be poorly maintained – in this
case the patient's expectations are not met.

36
The Customer Gap: The Gap between Customer
Expectations and Customer Perceptions
The customer gap is the difference between customer expectations
and customer perceptions. Customer expectation is what the

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customer expects according to available resources and is influenced by
cultural background, family lifestyle, personality, demographics,
advertising, experience with similar products and information available

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online. Customer perception is totally subjective and is based on the
customer’s interaction with the product or service. Perception is
derived from the customer’s satisfaction of the specific product or
service and the quality of service delivery. The customer gap is the
most important gap and in an ideal world the customer’s expectation
would be almost identical to the customer’s perception. In a customer
orientated strategy, delivering a quality service for a specific product
should be based on a clear understanding of the target market.
Understanding customer needs and knowing customer expectations 37
could be the best way to close the gap.
• Finally, Gap 5 is the gap between a customer's perception of
the experience and the customer's expectation of the service -

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Customers' expectations have been shaped by word of mouth,
their personal needs and their own past experiences.
Routine transactional surveys after delivering the customer

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experience are important for an organization to measure
customer perceptions of service.
• Gap between expected service and experienced service: This
gap arises when the consumer misinterprets the service
quality. The physician may keep visiting the patient to show
and ensure care, but the patient may interpret this as an
indication that something is really wrong.
38
Case Study: Amazon.com
• Amazon.com provides books, movies, music and games along
with electronics, toys, apparel, sports, tools, groceries and

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general home and garden items. Amazon is a good example of
an online business that tries to close the service gaps in order
to thoroughly meet consumer expectations.

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• Understanding Customer Needs
• From the time the consumer starts to shop at Amazon’s online
store, Amazon will attempt to understand their expectations.
From when a customer first makes a product selection
Amazon creates a consumer profile and attempts to offer
alternative goods and services that may delight the consumer.
The longer the consumer shops at Amazon, the more the
39
company attempts to identify their preferences and needs.
• Customer Defined Standards
• When a consumer buys a product from Amazon they selects

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the mode of delivery and the company tells them the
expected number of days it will take to receive their
merchandise. For example: standard shipping is three to five

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days but shipping in one or two days is also available. The
company has set standards for how quickly customers are
informed when a product is unavailable (immediately), how
quickly customers are notified whether an out of print book
can be located (three weeks), how long customers are able to
return items (30 days) and whether they pay return shipping
costs. These standards exist for many activities at Amazon
from delivery to communication to service recovery. 40
 Service Performance
• Apart from defining their service delivery, Amazon goes one step
further and delivers on its promises. Amazon performs! Orders often
arrive ahead of the promised dates; orders are accurate and are in

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excellent condition because of careful shipping practice. Customers
can track packages and review previous orders at any time. Amazon
also makes sure that all its partners who sell used and new books
and other related items meet Amazon’s high standards. The

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company verifies the performance of each purchase by surveying
the customer and posting scores that are visible to other customers.
Managing promises is handled by clear and careful communication
on the website. Every page is very easy to understand and to
navigate. For example the page dealing with returns eliminates
customer misunderstanding by clearly spelling out what can be
returned. The page describes how to repack items and when refunds
are given. The customer account page shows all previous purchases
and exactly where every ordered item is in the shipping process
Amazon strategy has been well received by its customers and the
Amazon brand is known worldwide. 41
• Conclusion
• Effective product management is a complex undertaking which

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includes many different strategies, skills and tasks. Product
managers plan for creating the best products and operational
excellence to maximize customer satisfaction, loyalty and retention.

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Recognising and closing gaps offers high quality customer service to
the consumer and helps them to achieve their goal whilst
maximising market position, market share and financial results
through customer satisfaction. It also helps managers to identify
areas of weakness and make improvements to a company’s service
delivery. Check out our blog post on “The Value Curve: visualising
the value proposition”. This tool allows product managers to take
information gleaned from gap analysis to develop or refine products
that are both compelling to customers and distinct from competitors 42
 At a glance, Gap….

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43
 Customer
expectations

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Reasons • Not knowing what customers expect

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for • Not selecting the right service
Customer standards and designs
Gap 5 • Not delivering to service standards
• Not matching performance to promised

Customer 44
perceptions
 Customer’s
expectations

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Reasons • Inadequate marketing research
for orientation

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provider • Lack of upward communication
gap
• Insufficient relationship focus
I
• Inadequate service recovery

45
Company’s perceptions of
customer expectations
 Translation of perceptions into
service quality specifications

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• Poor service design
Reasons • Absence of customer-defined

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for service standards
provider
gap • Inappropriate physical evidence
2 and service scape

Management perceptions of 46
customer expectations
 Customer-driven service
designs and standards

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Reasons
for • Poor human resource policies

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provider • Failure to match supply and demand
gap • Customer not fulfilling their roles
3 • Problems with service intermediaries

47
Service delivery
 External communications to
consumers

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Reasons  Lack of integration of marketing
communications

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for
provider  Inadequate management of customer
expectations
gap
4  Overpromising
 Inadequate horizontal communications

48
Service delivery
Closing the gaps

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• Gap 1: Learn what customers expect
• Gap 2: Establish the right service quality

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standards
• Gap 3: Ensure that service performance meets
standards
• Gap 4: Ensure that delivery matches promises

49
 Closing gap 1: Learn what
customers expect
• Use research, complaint analysis, customer panels

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• Increase direct interactions between managers and
customers listen to
• Improve upward communications customers

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“Act on information and insightsIt annoys me when people
talk about digital as a different medium. Digital shouldn’t just
be looked at through the marketing lens; it has to grow
beyond. Today brands, including us, use digital for various
sales activities, surveys, data mining, and many other areas
of business. One should also remember that analytics is not
just for the nerds. If you have the nose for insights, then
analytics can help you transform your business in various
ways. The digital dialogue at conferences has to move
beyond digital advertising; there is a larger picture.”
50
Pidilite's chief marketing officer Vivek Sharma
Closing gap 2: Establish the right
service quality standards
 Top management commitment to providing service

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quality
 Set, communicate, and reinforce customer-oriented

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service standards
 Establish challenging and realistic service quality goals
 Train managers to be service quality leaders
 Be receptive to new ways to deliver service quality
 Standardise repetitive tasks

51
 7/24/2019
 Prioritise tasks

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 Gain employee acceptance of goals and priorities
 Measure performance of service standards and
provide regular feedback
 Reward managers and employees for achievement of
quality goals

52
Closing gap 3: Ensure that service
performance meets standards Can I
take your
 Attract the best employees

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order?
 Select the right employees
 Develop and support employees

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 train employees
 provide appropriate technology &
equipment
 encourage and build teamwork
 empower employees
 internal marketing

53
Patanjali postpones Kimbho chat app
launch after missing deadline
• Users who downloaded the app reported several issues, including
problems in setting up profile pictures and complained about poor

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user interface (UI)
• Following the complaints, the app developed by Noida-based Social
Revolution Media and Research Pvt. Ltd. again disappeared from the

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Play Store, only to reappear later. As of Monday, the trial version of
the app was downloaded 50,000 times.

"We appreciate your excitement over official launch of Kimbho app.

We inform you that trials, review and upgradation is in process to
make Kimbho most safe, convenient and secure Swadeshi app of
your first choice," Balkrishna tweeted on Monday.

54
 You are a
Star Service
Provider

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Retain good
employees

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• measure and
reward service
quality
achievements
• develop
equitable and
simple reward
systems
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Closing gap 4: Ensure that service
delivery matches promises

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 Seek input from operations personnel on what can be
done
 ‘Reality’ advertising

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 real employees, real customers, real situations
 Seek input from employees on advertising
 Gain communications between sales, operations and
customers
 Internal marketing programs
 Ensure consistent standards in multi-site operations

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• In advertising, focus on service characteristics
that are important to customers
• Manage customer’s expectations
• What are realistic expectations?
• Explain industry realities
• Tiered service options

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• Offer different levels of service - user pays

Why do we

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always have
to wait?

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 Reliability is Critical in
Service but…
• In all service contexts, service failure is
inevitable.

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• Service failure occurs when service performance
that falls below a customer’s expectations in

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such a way that leads to customer
dissatisfaction.
• Service recovery refers to the actions taken by a
firm in response to service failure.

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Complaining Customers:
The Tip of the Iceberg

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Source: Data from TARP Worldwide Inc., 2007

As a marketer, it is very important to visit your consumers,
contractors, vendors, and the like, in their environment, and

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observe silently. Don’t quiz them. Become like them. Share a
cup of tea. And, learn more.
Pidilite's chief marketing officer Vivek Sharma

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