Service quality model: Difference between revisions

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The 5 gaps are:
The 5 gaps are:
# Gap 1: The gap between customer expectations and [[management]] perceptions of service quality. This gap occurs when management does not accurately understand what customers expect from the service they are receiving. For example, a hotel management might not understand that customer's expectation of fast check-in [[process]] as they might not have surveyed them.
'''Gap 1''': The gap between customer expectations and [[management]] perceptions of service quality. This gap occurs when management does not accurately understand what customers expect from the service they are receiving. For example, a hotel management might not understand that customer's expectation of fast check-in [[process]] as they might not have surveyed them.
# Gap 2: The gap between management perceptions and service delivery. This gap occurs when management has a clear understanding of customer expectations, but the service delivered does not meet those expectations. For example, a restaurant might promise to provide fast service, but the kitchen takes longer to prepare the meals than expected.
'''Gap 2''': The gap between management perceptions and service delivery. This gap occurs when management has a clear understanding of customer expectations, but the service delivered does not meet those expectations. For example, a restaurant might promise to provide fast service, but the kitchen takes longer to prepare the meals than expected.
# Gap 3: The gap between service delivery and external communications. This gap occurs when a service is delivered as promised, but the way it is communicated to customers does not match their expectations. For example, an airline might promise a comfortable flight experience, but the way the staff interacts with customers might be rude.
'''Gap 3''': The gap between service delivery and external communications. This gap occurs when a service is delivered as promised, but the way it is communicated to customers does not match their expectations. For example, an airline might promise a comfortable flight experience, but the way the staff interacts with customers might be rude.
# Gap 4: The gap between service delivery and internal [[communication]]. This gap occurs when different departments or employees within an [[organization]] have different understandings of how the service should be delivered. For example, the customer service representative might promise a service that the technical support team is not able to deliver.
'''Gap 4''': The gap between service delivery and internal [[communication]]. This gap occurs when different departments or employees within an [[organization]] have different understandings of how the service should be delivered. For example, the customer service representative might promise a service that the technical support team is not able to deliver.
# Gap 5: The gap between customer expectations and perceived service. This gap occurs when customers perceive the service they received to be of lower quality than they expected. For example, a customer might expect a high level of service from a luxury hotel, but might not be satisfied with the level of service they received due to small mistakes made by the staff.
'''Gap 5''': The gap between customer expectations and perceived service. This gap occurs when customers perceive the service they received to be of lower quality than they expected. For example, a customer might expect a high level of service from a luxury hotel, but might not be satisfied with the level of service they received due to small mistakes made by the staff.


==SERVPERF model==
==SERVPERF model==
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The model includes two main components:
The model includes two main components:
# Expectations: This is the level of service that customers expect to receive. It is determined by surveying customers and asking them to rate their expectations of different service dimensions, such as reliability, responsiveness, and tangibles.
'''Expectations''': This is the level of service that customers expect to receive. It is determined by surveying customers and asking them to rate their expectations of different service dimensions, such as reliability, responsiveness, and tangibles.
# Perceptions: This is the level of service that customers perceive they have received. It is determined by surveying customers and asking them to rate their perceptions of the service received on different dimensions.
'''Perceptions''': This is the level of service that customers perceive they have received. It is determined by surveying customers and asking them to rate their perceptions of the service received on different dimensions.


The SERVPERF model is similar to the SERVQUAL model, in that it compares customer expectations with perceptions of service received. However, the SERVPERF model is more focused on measuring the specific performance of the service provider, rather than identifying gaps in service quality.
The SERVPERF model is similar to the SERVQUAL model, in that it compares customer expectations with perceptions of service received. However, the SERVPERF model is more focused on measuring the specific performance of the service provider, rather than identifying gaps in service quality.
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==RATER model==
==RATER model==
[[RATER model]] is an evolution of SERVQUAL method presented by A. Parasuraman, V. Zeithaml and L. Berry in 1988. The main idea is based on 5 gaps, which result in lower than expected quality of services. The authors proposed that the difference between expected and [[perceived quality]] should be evaluated in 5 dimensions:
[[RATER model]] is an evolution of SERVQUAL method presented by A. Parasuraman, V. Zeithaml and L. Berry in 1988. The main idea is based on 5 gaps, which result in lower than expected quality of services. The authors proposed that the difference between expected and [[perceived quality]] should be evaluated in 5 dimensions:
# Reliability: This dimension refers to the consistency and dependability of the service provided. For example, a bank's reliability dimension would be high if customers can depend on the bank to always have the correct account [[information]] and to process transactions correctly and on time.
'''Reliability''': This dimension refers to the consistency and dependability of the service provided. For example, a bank's reliability dimension would be high if customers can depend on the bank to always have the correct account [[information]] and to process transactions correctly and on time.
# Assurance: This dimension refers to the level of confidence that customers have in the service provided, as well as the [[knowledge]] and courtesy of the service provider. For example, a doctor's office that has a high level of assurance would have knowledgeable staff that can answer patients' questions and provide them with a sense of security and trust.
'''Assurance''': This dimension refers to the level of confidence that customers have in the service provided, as well as the [[knowledge]] and courtesy of the service provider. For example, a doctor's office that has a high level of assurance would have knowledgeable staff that can answer patients' questions and provide them with a sense of security and trust.
# Tangibles: This dimension refers to the physical evidence of the service provided, such as the appearance of the facility, the appearance of the staff, and the equipment used. For example, a car rental [[company]]'s tangibles dimension would be high if their cars are well-maintained and the rental facility is clean and well-organized.
'''Tangibles''': This dimension refers to the physical evidence of the service provided, such as the appearance of the facility, the appearance of the staff, and the equipment used. For example, a car rental [[company]]'s tangibles dimension would be high if their cars are well-maintained and the rental facility is clean and well-organized.
# Empathy: This dimension refers to the level of individualized attention and care provided by the service provider. For example, a customer support representative's empathy dimension would be high if they are able to listen carefully to the customer's concerns and provide personalized solutions.
'''Empathy''': This dimension refers to the level of individualized attention and care provided by the service provider. For example, a customer support representative's empathy dimension would be high if they are able to listen carefully to the customer's concerns and provide personalized solutions.
# Responsiveness: This dimension refers to the service provider's willingness to help customers and their ability to provide service promptly. For example, an emergency room's responsiveness dimension would be high if the staff is able to provide medical attention quickly and efficiently.
'''Responsiveness''': This dimension refers to the service provider's willingness to help customers and their ability to provide service promptly. For example, an emergency room's responsiveness dimension would be high if the staff is able to provide medical attention quickly and efficiently.


==Grönroos model==
==Grönroos model==
[[Image:Gronroos.jpg|right|thumb|400px|frame|The Grönroos service quality model]]
[[Image:Gronroos.jpg|right|thumb|400px|frame|The Grönroos service quality model]]
The Grönroos service quality model, developed by Christian Grönroos, is a framework that identifies two key dimensions of service quality: functional quality and technical quality.
The Grönroos service quality model, developed by Christian Grönroos, is a framework that identifies two key dimensions of service quality: functional quality and technical quality.
# Functional quality: This dimension refers to the outcome of the service provided. It is the degree to which the service meets the [[needs]] and expectations of the customer. For example, a functional quality of a transportation service would be that it arrive on time, be safe and comfortable, and take the most efficient route.
'''Functional quality''': This dimension refers to the outcome of the service provided. It is the degree to which the service meets the [[needs]] and expectations of the customer. For example, a functional quality of a transportation service would be that it arrive on time, be safe and comfortable, and take the most efficient route.
# Technical quality: This dimension refers to the process of delivering the service. It is the degree to which the service is delivered in an efficient and effective manner. For example, a technical quality of a restaurant service would be that the food is prepared properly, the kitchen is clean, and the staff is well-trained.
'''Technical quality''': This dimension refers to the process of delivering the service. It is the degree to which the service is delivered in an efficient and effective manner. For example, a technical quality of a restaurant service would be that the food is prepared properly, the kitchen is clean, and the staff is well-trained.


In the Grönroos service quality model, [[image]] is not considered as a separate dimension, but it can be seen as a subset of the tangibles dimension. Image is defined as the overall impression that a customer has of an organization, and it is closely related to the physical appearance of the service providers and the service facility. It's also related to the branding and reputation of the organization.
In the Grönroos service quality model, [[image]] is not considered as a separate dimension, but it can be seen as a subset of the tangibles dimension. Image is defined as the overall impression that a customer has of an organization, and it is closely related to the physical appearance of the service providers and the service facility. It's also related to the branding and reputation of the organization.
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==Gummesson model==
==Gummesson model==
The Gummesson model, developed by Evert Gummesson, is a framework for understanding and managing service relationships. The model is based on the idea that service is a process of creating and maintaining relationships between organizations and their customers. The model consists of four key elements:
The Gummesson model, developed by Evert Gummesson, is a framework for understanding and managing service relationships. The model is based on the idea that service is a process of creating and maintaining relationships between organizations and their customers. The model consists of four key elements:
* Contact persons: These are the individuals who interact with customers and represent the organization. They include both employees and external partners.
* '''Contact persons''': These are the individuals who interact with customers and represent the organization. They include both employees and external partners.
* Relationships: These are the interactions and connections between the organization and its customers. They include both formal and informal exchanges, such as communication, transactions, and feedback.
* '''Relationships''': These are the interactions and connections between the organization and its customers. They include both formal and informal exchanges, such as communication, transactions, and feedback.
* Service systems: These are the structures and processes that support the delivery of the service. They include both internal systems, such as [[policies and procedures]], and external systems, such as [[technology]] and infrastructure.
* '''Service systems''': These are the structures and processes that support the delivery of the service. They include both internal systems, such as [[policies and procedures]], and external systems, such as [[technology]] and infrastructure.
* Outcomes: These are the results of the service, such as customer satisfaction, loyalty, and retention.
* '''Outcomes''': These are the results of the service, such as customer satisfaction, loyalty, and retention.


According to Gummesson, successful service relationships are built on a foundation of trust, mutual understanding, and shared goals. He also emphasizes the [[importance of communication]] and collaboration in building and maintaining these relationships.
According to Gummesson, successful service relationships are built on a foundation of trust, mutual understanding, and shared goals. He also emphasizes the [[importance of communication]] and collaboration in building and maintaining these relationships.
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The Gummesson model includes four dimensions of service quality, which are:
The Gummesson model includes four dimensions of service quality, which are:
# [[Designed quality]]: This dimension refers to the quality of the service that is intended to be provided. It is the quality that the service provider has planned and designed for the customers. It includes the features, functions, and characteristics of the service, as well as the service level agreements and standards that have been established.
'''[[Designed quality]]''': This dimension refers to the quality of the service that is intended to be provided. It is the quality that the service provider has planned and designed for the customers. It includes the features, functions, and characteristics of the service, as well as the service level agreements and standards that have been established.
# [[Product]] quality: This dimension refers to the quality of the service that is actually provided to the customer. It is the quality that the customer experiences and perceives. It includes the tangible and intangible elements of the service, such as the quality of the physical service, the quality of the service interaction, and the quality of the service outcome.
'''[[Product]] quality''': This dimension refers to the quality of the service that is actually provided to the customer. It is the quality that the customer experiences and perceives. It includes the tangible and intangible elements of the service, such as the quality of the physical service, the quality of the service interaction, and the quality of the service outcome.
# Delivery quality: This dimension refers to the quality of the service delivery process. It is the quality that the customer experiences and perceives. It includes the quality of the service [[system]], the quality of the service interactions, and the quality of the service [[environment]].
'''Delivery quality''': This dimension refers to the quality of the service delivery process. It is the quality that the customer experiences and perceives. It includes the quality of the service [[system]], the quality of the service interactions, and the quality of the service [[environment]].
# Relational quality: This dimension refers to the quality of the relationship between the service provider and the customer. It is the quality that the customer experiences and perceives. It includes the quality of the communication, the quality of the trust, the quality of the mutual understanding, and the quality of the shared goals.
'''Relational quality''': This dimension refers to the quality of the relationship between the service provider and the customer. It is the quality that the customer experiences and perceives. It includes the quality of the communication, the quality of the trust, the quality of the mutual understanding, and the quality of the shared goals.


The Gummesson model emphasizes that service quality is multidimensional and it's important to take into account all the four dimensions to achieve a high level of service quality.
The Gummesson model emphasizes that service quality is multidimensional and it's important to take into account all the four dimensions to achieve a high level of service quality.
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The model includes two main components:
The model includes two main components:
# Importance: This is the level of importance that customers place on each service dimension. It is determined by surveying customers and asking them to rate the importance of different service dimensions, such as reliability, responsiveness, and tangibles.
'''Importance''': This is the level of importance that customers place on each service dimension. It is determined by surveying customers and asking them to rate the importance of different service dimensions, such as reliability, responsiveness, and tangibles.
# Performance: This is the level of performance of the service provider on each service dimension. It is determined by surveying customers and asking them to rate the service provider's performance on different dimensions.
'''Performance''': This is the level of performance of the service provider on each service dimension. It is determined by surveying customers and asking them to rate the service provider's performance on different dimensions.


The Importance-Performance model is visualized as a matrix where service dimensions are plotted on the X-axis and the Y-axis. Each dimension is plotted as a point on the matrix, with the X-coordinate representing the dimension's importance and the Y-coordinate representing the dimension's performance. There are four possibilities:
The Importance-Performance model is visualized as a matrix where service dimensions are plotted on the X-axis and the Y-axis. Each dimension is plotted as a point on the matrix, with the X-coordinate representing the dimension's importance and the Y-coordinate representing the dimension's performance. There are four possibilities:

Revision as of 23:35, 23 January 2023

Service quality model
See also

Service quality model describes how to achieve desired quality in services. Achievement of desired quality in services differs from tangible products, because the evaluation is based on expectations and attitudes more than data about reliability. There are multiple service quality models. The most popular are described below.

A service quality model is a framework or set of guidelines that organizations use to measure and improve the quality of their services. It typically includes a set of dimensions or factors that are used to evaluate service quality, such as reliability, responsiveness, assurance, empathy, and tangibles. The model may also include a method for gathering customer feedback and using it to identify areas for improvement. Some examples of service quality models include the SERVQUAL model and the RATER model.

SERVQUAL model on managing service quality

SERVQUAL is a method to identify and solve problems related to quality of services. It was presented by A. Parasuraman, V. Zeithaml and L. Berry in 1988. The main idea is based on 5 gaps, which result in lower than expected quality of services. The method was one of the first tools created to evaluate and improve quality of services. Therefore, is became popular very soon.

The 5 gaps are: 

Gap 1: The gap between customer expectations and management perceptions of service quality. This gap occurs when management does not accurately understand what customers expect from the service they are receiving. For example, a hotel management might not understand that customer's expectation of fast check-in process as they might not have surveyed them.
Gap 2: The gap between management perceptions and service delivery. This gap occurs when management has a clear understanding of customer expectations, but the service delivered does not meet those expectations. For example, a restaurant might promise to provide fast service, but the kitchen takes longer to prepare the meals than expected.
Gap 3: The gap between service delivery and external communications. This gap occurs when a service is delivered as promised, but the way it is communicated to customers does not match their expectations. For example, an airline might promise a comfortable flight experience, but the way the staff interacts with customers might be rude.
Gap 4: The gap between service delivery and internal communication. This gap occurs when different departments or employees within an organization have different understandings of how the service should be delivered. For example, the customer service representative might promise a service that the technical support team is not able to deliver.
Gap 5: The gap between customer expectations and perceived service. This gap occurs when customers perceive the service they received to be of lower quality than they expected. For example, a customer might expect a high level of service from a luxury hotel, but might not be satisfied with the level of service they received due to small mistakes made by the staff.

SERVPERF model

The SERVPERF model, also known as the Service Performance model, is a framework for measuring service quality. It is based on the idea that service quality can be measured by comparing the expectations of customers with the perceptions of the service received.

The model includes two main components: 

Expectations: This is the level of service that customers expect to receive. It is determined by surveying customers and asking them to rate their expectations of different service dimensions, such as reliability, responsiveness, and tangibles.
Perceptions: This is the level of service that customers perceive they have received. It is determined by surveying customers and asking them to rate their perceptions of the service received on different dimensions.

The SERVPERF model is similar to the SERVQUAL model, in that it compares customer expectations with perceptions of service received. However, the SERVPERF model is more focused on measuring the specific performance of the service provider, rather than identifying gaps in service quality.

The model can be used to measure the service quality of any organization, in any industry. It can help organizations to identify areas where they are performing well and areas where they need to improve. The results of the SERVPERF can be used to inform decisions about how to improve service quality and customer satisfaction.

RATER model

RATER model is an evolution of SERVQUAL method presented by A. Parasuraman, V. Zeithaml and L. Berry in 1988. The main idea is based on 5 gaps, which result in lower than expected quality of services. The authors proposed that the difference between expected and perceived quality should be evaluated in 5 dimensions: 

Reliability: This dimension refers to the consistency and dependability of the service provided. For example, a bank's reliability dimension would be high if customers can depend on the bank to always have the correct account information and to process transactions correctly and on time.
Assurance: This dimension refers to the level of confidence that customers have in the service provided, as well as the knowledge and courtesy of the service provider. For example, a doctor's office that has a high level of assurance would have knowledgeable staff that can answer patients' questions and provide them with a sense of security and trust.
Tangibles: This dimension refers to the physical evidence of the service provided, such as the appearance of the facility, the appearance of the staff, and the equipment used. For example, a car rental company's tangibles dimension would be high if their cars are well-maintained and the rental facility is clean and well-organized.
Empathy: This dimension refers to the level of individualized attention and care provided by the service provider. For example, a customer support representative's empathy dimension would be high if they are able to listen carefully to the customer's concerns and provide personalized solutions.
Responsiveness: This dimension refers to the service provider's willingness to help customers and their ability to provide service promptly. For example, an emergency room's responsiveness dimension would be high if the staff is able to provide medical attention quickly and efficiently.

Grönroos model

The Grönroos service quality model

The Grönroos service quality model, developed by Christian Grönroos, is a framework that identifies two key dimensions of service quality: functional quality and technical quality. 

Functional quality: This dimension refers to the outcome of the service provided. It is the degree to which the service meets the needs and expectations of the customer. For example, a functional quality of a transportation service would be that it arrive on time, be safe and comfortable, and take the most efficient route.
Technical quality: This dimension refers to the process of delivering the service. It is the degree to which the service is delivered in an efficient and effective manner. For example, a technical quality of a restaurant service would be that the food is prepared properly, the kitchen is clean, and the staff is well-trained.

In the Grönroos service quality model, image is not considered as a separate dimension, but it can be seen as a subset of the tangibles dimension. Image is defined as the overall impression that a customer has of an organization, and it is closely related to the physical appearance of the service providers and the service facility. It's also related to the branding and reputation of the organization.

In Grönroos's model, tangibles are considered an important aspect of service quality as they are the visible and tangible elements of the service and can have a significant impact on customers' perceptions of service quality. Image is one of the element that contributes to the tangibles dimension of the service quality.

For example, a luxury hotel's image would be high if the hotel is well-maintained, the staff is well-dressed and the branding and reputation are strong. A good image can contribute to the customers' positive perceptions of the service quality and increase their trust in the service provider.

It's important to note that image is not the only element that contributes to the tangibles dimension, other aspects like physical facilities and equipment also play a role.

This model highlights the importance of both the service outcome and the service delivery process in determining overall service quality. It also emphasizes that both technical and functional quality have to be met for customers to be satisfied.

The model is a good measurement tool for quality of services assessment. However the relationship between perceived quality and customer satisfaction and above mentioned dimensions is not clear.

Gummesson model

The Gummesson model, developed by Evert Gummesson, is a framework for understanding and managing service relationships. The model is based on the idea that service is a process of creating and maintaining relationships between organizations and their customers. The model consists of four key elements:

  • Contact persons: These are the individuals who interact with customers and represent the organization. They include both employees and external partners.
  • Relationships: These are the interactions and connections between the organization and its customers. They include both formal and informal exchanges, such as communication, transactions, and feedback.
  • Service systems: These are the structures and processes that support the delivery of the service. They include both internal systems, such as policies and procedures, and external systems, such as technology and infrastructure.
  • Outcomes: These are the results of the service, such as customer satisfaction, loyalty, and retention.

According to Gummesson, successful service relationships are built on a foundation of trust, mutual understanding, and shared goals. He also emphasizes the importance of communication and collaboration in building and maintaining these relationships.

In the Gummesson model, customer's perception of service quality is not only determined by the service outcome but also by the service relationship. The model highlights the importance of building and maintaining a positive relationship with the customers to achieve a high level of service quality.

The Gummesson model includes four dimensions of service quality, which are: 

Designed quality: This dimension refers to the quality of the service that is intended to be provided. It is the quality that the service provider has planned and designed for the customers. It includes the features, functions, and characteristics of the service, as well as the service level agreements and standards that have been established.
Product quality: This dimension refers to the quality of the service that is actually provided to the customer. It is the quality that the customer experiences and perceives. It includes the tangible and intangible elements of the service, such as the quality of the physical service, the quality of the service interaction, and the quality of the service outcome.
Delivery quality: This dimension refers to the quality of the service delivery process. It is the quality that the customer experiences and perceives. It includes the quality of the service system, the quality of the service interactions, and the quality of the service environment.
Relational quality: This dimension refers to the quality of the relationship between the service provider and the customer. It is the quality that the customer experiences and perceives. It includes the quality of the communication, the quality of the trust, the quality of the mutual understanding, and the quality of the shared goals.

The Gummesson model emphasizes that service quality is multidimensional and it's important to take into account all the four dimensions to achieve a high level of service quality.

Importance-Performance model (Martilla & James)

The Importance-Performance model, also known as the Martilla and James model, is a framework for evaluating and improving service quality presented in 1977. It is based on the idea that service quality can be measured by comparing the importance that customers place on a particular service dimension with the performance of the service provider on that dimension.

The model includes two main components: 

Importance: This is the level of importance that customers place on each service dimension. It is determined by surveying customers and asking them to rate the importance of different service dimensions, such as reliability, responsiveness, and tangibles.
Performance: This is the level of performance of the service provider on each service dimension. It is determined by surveying customers and asking them to rate the service provider's performance on different dimensions.

The Importance-Performance model is visualized as a matrix where service dimensions are plotted on the X-axis and the Y-axis. Each dimension is plotted as a point on the matrix, with the X-coordinate representing the dimension's importance and the Y-coordinate representing the dimension's performance. There are four possibilities:

  • Quadrant 1. high performance, high importance - keep up the good work
  • Quadrant 2. high performance, low importance - possible overkill
  • Quadrant 3. low performance, low importance - low priority
  • Quadrant 4. low performance, high importance - concentrate here

The model can help organizations identify areas where they are performing well and areas where they need to improve. For example, if a dimension is rated as high in importance but low in performance, that dimension is considered a priority area for improvement.

References

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