任維廉 THE HISTORY AND FUTURE OF SERVICE QUALITY ASSESSMENT: CONNECTING CUSTOMER NEEDS AND EXPECTATIONS TO BUSINESS PROCESSES GRAPENTINE, T., MARKETING RESEARCH,

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任維廉

THE HISTORY AND FUTURE OF SERVICE QUALITY ASSESSMENT: CONNECTING CUSTOMER NEEDS AND EXPECTATIONS TO BUSINESS PROCESSES

GRAPENTINE, T., MARKETING RESEARCH, 11:4, P. 5~20, SPRING 1999

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1. Parasuraman, Berry, Zeithaml, Service quality

assessment

2. Teas, A chink in the SERVQUAL armour

3. Rust, Cudgel thy brains no more on it

4. Grapentine, Connecting customer needs and

expectations to business processes

大綱

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1.1 The Birth of SERVQUAL (1983-1985)

1.2 SERVQUAL Instrumentation (1985-1988)

1.3 The Extended Gaps Model (1988-1990)

1.4 Nature and Determinants of Service Expectation s(1990-1993)

1.5 The Refined SERVQUAL Instrument (1993-1994)

1.6 Impact of Service Quality on Behavioral Intentions (1994-1996)

1.7 Multiple-Method Listening: A Service Quality Information System (1996-1997)

1. PZB, SERVICE QUALITY ASSESSMENT

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Identifying five service quality gaps :Gap 1 :difference between consumer expectation and management

perceptions of consumer expectationGap 2 :difference between management perceptions of consumer

expectations and service quality specificationsGap 3 :difference between service quality specifications and the service

actually deliveredGap 4 : difference between service delivery and what is communicated about

the service to consumersGap 5 : difference between consumer expectations and perceptions

1.1 THE BIRTH OF SERVQUAL (1983-1985)

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服務品質缺口概念性模 式

口碑傳遞

期望服務

過去經驗個人需求

外部溝通

管理者對顧客期望的知覺

服務品質確認

服務遞送

知覺服務

服務提供者

顧客

缺口一

缺口五

缺口四

缺口二

缺口三

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Famous equation : Q = P - E

Five dimension:Tangibles ( 有形 ): Physical facilities, equipment, and appearance of personnelReliability ( 可靠 ): Ability to perform the promised service dependably and

accuratelyResponsiveness( 回應 ): Willingness to help customers and provide prompt

serviceAssurance ( 保證 ): Knowledge and courtesy of employees and their ability to

inspire trust and confidenceEmpathy ( 同理心 ): Caring, individualized attention the firm provides its

customers

1.2 SERVQUAL INSTRUMENTATION (1985-1988)

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Gap 1: Difference Between Consumer Expectations and Management Perceptions of Consumer Expectations (1) marketing research (2) upward communication (3) management levels

Gap 2: Management Perception -Service Quality Specification Gap (1) management commitment (2) goal setting (3) task standardization (4) perception of feasibility

1.3 THE EXTENDED GAPS MODEL (1988-1990)

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Gap 3: Service Quality Specification -Service Delivery GapTeamworkEmployee-job fitTechnology-job fitPerceived controlSupervisory control systemsRole ambiguity

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Gap 4: Difference Between Service Delivery and External Communications -Piecrust PromisesNot easily made, but easily broken

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服務品質延伸模式

行銷研究導向

缺口一

管理的層級

向上溝通

可行性的知覺

工作標準化

目標設定

管理者承諾的服務品質

缺口二

角色混淆

角色衝突

監督控制制度

對控制的知覺

技術與工作的配合

員工與工作的配合

團隊工作

缺口三

過度承諾的傾向

水平溝通

缺口四

缺口五( )服務品質

同理心

保證性

有形性

可靠性

反應力

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Prime contribution:Zone of tolerance

e.g., waiting time

1.4 NATURE AND DETERMINANTS OF SERVICE EXPECTATIONS (‘90-93)

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1.5 THE REFINED SERVQUAL INSTRUMENT(1993-94)

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Relative importance of the five dimensions

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Relative importance of the five dimensions

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Behavioral intentionLoyaltySwitchPay moreExternal response Internal response

1.6 IMPACT OF SERVICE QUALITY ON BEHAVIORAL INTENTIONS (1994-1996)

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Two hypotheses

H1: The service quality-behavioral intentions relationship (a)is positive (negative) for favorable (unfavorable) behavioral inten tions and (b)has a different slope below and above the zone of tolerance relative to it

H2： Favorable (unfavorable) behavioral intentions are (a)highest (lowest) for cus tomers experiencing no service problems; (b)next highest (lowest) for customers experiencing service problems that are resolved, and (c) lowest (highest) for cus tomers experiencing service problems that are not resolved.

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Four research approachesTransactional surveysCustomer complaint, comment, and inquiry captureTotal market surveysEmployee surveys

1.7 MULTIPLE-METHOD LISTENING: A SERVICE QUALITY INFORMATION SYSTEM (1996-1997)

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Five guidelines for developing a system that can ensure an effective SQISMeasure service expectationsEmphasize information qualityCapture customers’ wordsLink service performance to business resultsReach every employee

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ExpectationTeas points out that vagueness and ambiguity are different terms

Ambiguity means that a term or concept can possess multiple meanings A term or concept is vague to the extent that its meaning is not clearly

defined

2. TEAS, A CHINK IN THE SERVQUAL ARMOUR

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Rust nine key personal obervationsDon’t sweat the small stuffReturn on quality, ROQCustomer delightThe bridge to actionabilityCSM as a management philosophyA new twist on qualityWhere does market share come fromMulticollinearityHow are expections updated

3. RUST, CUDGEL THY BRAINS NO MORE ON IT

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Management must be given the tools to know they have made the correct decisions

Our first explanations are communicated in our native language as opposed to a formal language system

Academics and practitioners need to work together to demonstrate to management how to establish service quality measurement systems that improve organizational efficiency

4. GRAPENTINE, CONNECTING CUSTOMER NEEDS AND EXPECTATIONS TO BUSINESS PROCESSES

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