Service Quality @ GATI

• Service philosophy or mission : The direction or vision of an

organization that supports day-to-day interactions with the customer.

• Employee roles and expectations: The specific communications or

measures that indicate what is expected of employees in customer
interactions and that define how employee service performance will
be evaluated.

• Delivery systems: The way an organization delivers its products and

services.

• Policies and procedures: The guidelines that establish how various

situations or transactions will be handled.
•Products and services: The materials, products, and services that are state of the art,

competitively priced, and meet the needs of customers.

•Management support: The availability of management to answer questions and assist

front-line employees in customer interactions when necessary. Also, the level of

management involvement and enthusiasm in coaching and mentoring professional

development.

•Motivators and rewards: Monetary rewards, material items, or feedback that prompts

employees to continue to deliver service and perform at a high level of effectiveness

and efficiency.

•Training: Instruction or information provided through a variety of techniques that

knowledge or skills, or attempt to influence employee attitude toward excellent service

delivery
S CUSTOMER
E Customer needs &
expectations
R Knowledge Gap (1)
V Management definition
I Of these needs

C Standard Gap (2)

E
Translation into design/
Delivery specs
Internal
G Delivery Gap (3) Communication Gap
(4)
A
Execution of (4) Advertising & sales
P design/delivery specs promises

Perception Gap (5) Interpretation Gap (6)

M
Customer perceptions of Customer interpretation of
O product execution communication
D
E Service Gap (7)

L Customer experience
relative to expectations
 GAPS IN SERVICE DELIVERY AND DESIGN
• GAP 1 : difference between management perceptions of what customers expect and what customers
really do expect.

• GAP 2 : difference between management perceptions and service quality specifications - the
standards gap.

• GAP 3 : difference between specific delivery standards and the service provider’s actual performance
on the standards.

• GAP 4 : The difference between service delivery and what is communicated externally - are promises
made consistently fulfilled.

• GAP 5: The difference between what customers expect of a service and what they actually receive
– expectations are made up of past experience, word-of-mouth and needs/wants of customers
– measurement is on the basis of two sets of statements in groups according to the five key service dimensions

• GAP 6 : The difference between what a service provider’s communication efforts promise and what a
customer think was promised by these communication.

• GAP 7 : The difference between what customers expect to receive and their perception of the service
that is delivered.
 Strategies for closing the gap
GAP 1: (the Knowledge Gap)
• Learn what customers expect.
• Increase direct interactions between managers and customers to improve understanding.

GAP 2 (the Standard Gap)

• Establish right service quality standards.
• Set, communicate, and reinforced customer- oriented service standards for all work units.
• Establish clear service quality goals that are challenging , realistic and explicitly designed to meet customer
expectations.

GAP 3(the Delivery gap)

• Ensure that service performance meets standards. Clarify employee roles.
• Ensure that all employees understand how their jobs contribute to customer satisfaction.
• Match employees to job by selecting for the abilities and skills provide employees with the technical training
needed to perform their assigned task effectively.

Gap 4(the internal communication gap)

• Ensure that communication promise are realistic.
• Seek inputs from operations personnel when new advertising programs are being created
• Get sales staff to involve operations staff in face to face meetings with customers.
• Develop internal educational,motivational,and advertising campaigns to strengthen links among
marketing,operations and human resource department.
 Key Factors Leading to

Customer needs & Expectations

 Improper field level Information.

KNOWLEDGE

 Business Intelligence not available for decision

GAP making at all levels.

 Least attention paid to small customers.

Management definition of these needs

GATI’S SOLUTION:

 Customer’s information is collected through feedback forms.

 Appointment of executives to cater all types of customers.

 Key Factors Leading to Standard Gap
Management definition of these needs

 No proper service design for customers.

STANDARD
 Fluctuation in fuel prices.
GAP
 No Insurance for goods.

 Improper allocation of funds.

Translation into Design

GATI’S SOLUTION:

 Sharing the burden of increasing fuel prices.

 Insurance for goods.

 Key Factors Leading to Delivery Gap
Translation into Design

 Poor employee-technology job fit.

DELIVERY
 Delay in delivering the service.
GAP

 Over pricing to match demand.

Execution of Design

GATI’S SOLUTION:

 Employees are properly trained.

 Promptness in delivery.
 Key Factors Leading to Communication Gap

Execution of Design

 Improper horizontal communication.

COMMUNICATION
 Customer enquiry constraints.

GAP  Absence of strong internal marketing.

 Lack of adequate education for customer.

Advertising And Sales Promises

GATI’S SOLUTION:

 Toll Free Number available to provide information to the customers.

 Gati.net.
 Key Factors Leading to Perception Gap
Execution of Design

 Indifferent attitude towards customers.

PERCEPTION

GAP
 Improper design leading to negative perception.

 Improper information transparency to their supply

chain partners to maintain competitiveness.

Customer Perceptions of product execution

GATI’S SOLUTION:

 Should have a positive attitude towards the customer.

 Proper market research to change design accordingly.

 Key Factors Leading to Interpretation Gap
Advertising And Sales Promises

 Overpromise, under delivery.

INTERPRETATION

 Main customers - Corporate customers. Hence

GAP
interpretation of a local customer varies differently.

Customer interpretation of communication

GATI’S SOLUTION:

 Should focus on B to C advertising apart from B to B advertising.

 Provide services as promised .

 Key Factors Leading to Service Gap

Customer perceptions Customer Interpretation

Of product execution of communications

 Value added services.

SERVICE
 Ware housing facility.
GAP

 Reverse logistics.

Customer experience
Relative to expectations
GATI’S SOLUTION:

 Started giving value added services in some areas.