1. Service Quality

2. What Makes Service Quality Unique
Service is intangible - it cannot be easily measured, tested and verified in advance of sales to assure quality;
Services are perishable;
Precise standards like manufacturing can rarely be set;
It is created and consumed simultaneously or near simultaneously; Service Production and Consumption are often inseparable i.e. Customer is in service factory.

3. What Makes Service Quality Unique
Services offered can vary from “Producer to Producer” e.g. outlet to outlet;
Outcome of Service is as important as process of delivery; assessment of quality is made during the service delivery process.
Service Quality is more difficult for customer, to evaluate, than product quality;
Customer cannot retain the actual service. The effect of the service can be retained.

4. Service Quality Model

5. “Delivering Service Quality” by Valerie,
Parsuraman and Leonard”

6. Service Quality Gap The gap between expected and perceived
service is a measure of service quality
Expectation > Service perceived = Exceptional Quality,
Expectations < Service perceived = Unacceptable quality.
Expectations = Service perceived = Satisfactory Quality.

7. Challenges of Measurements in Service Quality

9. Definition of Dimensions

10. Definition of Dimensions

11. Dimension Measurements
Reliability – On time delivery performance, Errors in
invoices
Responsiveness – Cycle time (speed)
Access – Availability (24x7), Downtime of web
Credibility – Financial Ratings, Image
Mix of Performance Indicators and Perception Measures

12. Causes of Service Quality Gaps (Customer Dissatisfaction)

13. Gap 1 Customer Expectations (Expected Service)
Lack of Market Research Orientation;
Inadequate upward communication;
Too many levels of management
Managements Perception of Customer Expectations

14. Management Perceptions of Customer Expectations
Gap 2
Management Perceptions of
Customer Expectations
Inadequate management commitment to Service Quality
Perception of infeasibility
Absence of goal setting
Service Quality Specifications

15. Gap 3 Service Quality Specifications Service Delivery
Role ambiguityغموض
Role conflict
Poor technology
Lack of team work
Poor employee – job fit
Service Delivery

16. Gap 4 Service Delivery External Communications to Customers
Propensityالنزعة الى to over-promise
Inadequate horizontal communication
External
Communications
to Customers

17. Management perceptions of consumer expectations
Marketer
Word-of-mouth
Communication
Personal Needs
Past Experience
Expected Service
GAP 5
Perceived Service
GAP 1
Service Delivery
External communication
to consumers
GAP 3
GAP 4
Converting perceptions into
service quality specifications
GAP 2
Management perceptions of consumer expectations
Service Provider

18. Establishing Service Quality Performance Standards

19. Performance Standards
Qualitative;
Quantitative;
Benchmark (In line with Customer expectations).

20. FedEx Service Quality Indicator (Quantitative)
No. of damaged packages;
No. of lost packages;
Missed pickups;
Aircraft delays;
Reopened complaints (complaints not solved first time);
Wrong day late deliveries;
Right day wrong delivery;
Abandoned calls;
Invoice adjustment requests;
Missing proof of deliveries.

21. Concluding Thoughts

22. Provide Services to Colleagues and Customers
Guest Relations
Complaint Handling

23. Provide Service to colleagues and customers
TYPES OF CUSTOMERS
INTERNAL CUSTOMERS
People with whom we work
EXTERNAL CUSTOMERS
Including:
- International tourists
- Families
- Business Travellers
- People with disabilities
- Difficult customers
Provide Service to colleagues and customers

24. What are wants, needs and expectations?
A human need is a state of felt deprivation
Wants
A form taken by human needs as they are shaped by culture and individual personality
Expectations
To be treated with respect
To be made welcome
To receive timely and professional assistance and service
To be understood
To feel important
To be appreciated
To be recognised
To enjoy the experience
Provide Service to colleagues and customers

25. Provide Service to colleagues and customers
WHY PEOPLE COMPLAIN?
From frustration
To impress other people
For compensation
Provide Service to colleagues and customers

26. When dealing with a guest complaint - NEVER
Talk down to the customer
Be defensive
Justify why it happened
Blame other people or departments
Blame the customer
Provide Service to colleagues and customers

27. COMPLAINT HANDLING PROCEDURE
Listen without interruption
Don’t get defensive
Use a ‘sad but glad’ expression
Express concern and empathy - apologise sincerely
Establish the problem - ask questions
Find out what they want
Explain what you can and cannot do
Fully discuss alternatives
Take Action
Follow up to ensure they are happy
Provide Service to colleagues and customers

28. DIFFERENCE BETWEEN A COMPLAINING CUSTOMER AND A DIFFICULT CUSTOMER
A complaining customer is somebody whose needs and expectations have not been met
A difficult customer is somebody who is a challenge to serve because of their personality, for example, they may be rude, impatient or talkative
Provide Service to colleagues and customers

29. HOW CAN A CUSTOMER BE DIFFICULT?
Rude
Impatient
Noisy
Talkative
Confused - unable to make decisions
Silent
Fussy
Provide Service to colleagues and customers