View
219
Download
4
Embed Size (px)
Citation preview
Chapter 06Service Quality
McGraw-Hill/IrwinService Management: Operations, Strategy, and Information Technology, 6e
Copyright © 2008 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Learning Objectives
Describe and illustrate the five dimensions of service quality.
Use the service quality gap model to diagnose quality problems.
Illustrate how poka-yoke methods are applied to quality design in services.
Perform service quality function deployment. Construct a statistical process control chart. Develop unconditional service guarantees. Discuss the concept of a service recovery. Perform a walk-through audit (WtA)
6-2
Moments of Truth Each customer contact is called a
moment of truth.
You have the ability to either satisfy or dissatisfy them when you contact them.
A service recovery is satisfying a previously dissatisfied customer and making them a loyal customer.
6-3
Dimensions of Service Quality
Reliability: Perform promised service dependably and accurately. Example: receive mail at same time each day.
Responsiveness: Willingness to help customers promptly. Example: avoid keeping customers waiting for no apparent reason.
6-4
Dimensions of Service Quality
Assurance: Ability to convey trust and confidence. Example: being polite and showing respect for customer.
Empathy: Ability to be approachable. Example: being a good listener.
Tangibles: Physical facilities and facilitating goods. Example: cleanliness.
6-5
Perceived Service Quality Word of
mouthPersonal
needsPast
experience
Expectedservice
Perceivedservice
Service Quality Dimensions
ReliabilityResponsiveness
AssuranceEmpathyTangibles
Service Quality Assessment1. Expectations exceeded ES<PS (Quality surprise)2. Expectations met ES~PS (Satisfactory quality)3. Expectations not met ES>PS (Unacceptable quality)
6-6
Service Quality Gap Model
Customer
Perceptions
Customer
Expectations
Service
Delivery
Service Standards
ManagementPerceptions of Customer Expectations
Managing the Evidence
Conformance Service Design
Understanding the Customer
Customer Satisfaction GAP 5
Customer / Marketing Research
GAP 1
Conformance GAP 3
Communication GAP 4
Design GAP 2
Service Quality Gap Model
6-7
Quality Service by Design
Quality in the Service PackageBudget Hotel example
Poka-yoke (fail-safing)Height bar at amusement park
Quality Function DeploymentHouse of Quality
6-8
Classification of Service Failures
Server ErrorsTask:
Doing work incorrectlyTreatment:
Failure to listen to customer
Tangible:Failure to wear clean uniform
Customer ErrorsPreparation:
Failure to bring necessary materials
Encounter:Failure to follow system flow
Resolution:Failure to signal service failure
6-9
House of Quality
1 2 3 4 5 Customer Expectations
Reliability
Responsiveness
Assurance
Empathy
Tangibles
Comparison with Volvo Dealer
Weighted score
Improvement difficulty rank
O O
O Weak
Medium
* Strong
9
9
9 A
ttitude
Ca
pacity
Info
rmatiio
n
Equip
ment
8
7
7
6 6
5 5
5
5
4
4
3 3
3
3
2
2 2
2
+
_
+
Customer Perceptions
o
+
+ +
o
o
o
o
+
o o
o
o o
o Village Volvo
+ Volvo Dealer
Service Elements
Relationships
127 82 63 102 65
1
* *
6-10
Achieving Service Quality
Cost of Quality (Juran)
Statistical Process Control (Deming)
Unconditional Service Guarantee
6-11
Costs of Service Quality(Bank Example)
Failure costs Detection costs Prevention costsExternal failure: Process control Quality planning Loss of future business Peer review Training program Negative word-of-mouth Supervision Quality audits Liability insurance Customer comment card Data acquisition and
analysis Legal judgments Inspection Recruitment and selection Interest penalties Supplier evaluation Internal failure: Scrapped forms Rework Recovery: Expedite disruption Labor and materials
6-12
Control Chart of Departure Delays
60
70
80
90
100P
erce
nta
ge
of
on
tim
e fl
igh
ts
expected
Lower Control Limit
1998 1999
n
pppUCL
1(3
n
pppLCL
1(3
6-13
Unconditional Service Guarantee: Customer View
Unconditional (L.L. Bean) Easy to understand and
communicate (Bennigan’s) Meaningful (Domino’s Pizza) Easy to invoke (Cititravel) Easy to collect (Manpower)
6-14
Unconditional Service Guarantee: Management
View
Focuses on customers (British Airways)
Sets clear standards (FedEx) Guarantees feedback (Manpower) Promotes an understanding of the
service delivery system (Bug Killer) Builds customer loyalty by making
expectations explicit6-15
Customer Satisfaction
All customers want to be satisfied.
Customer loyalty is only due to the lack of a better alternative
Giving customers some extra value will delight them by exceeding their expectations and insure their return
6-16
Customer Feedback andWord-of-Mouth
The average business only hears from 4% of their customers who are dissatisfied with their products or services. Of the 96% who do not bother to complain, 25% of them have serious problems.
The 4% complainers are more likely to stay with the supplier than are the 96% non-complainers.
About 60% of the complainers would stay as customers if their problem was resolved and 95% would stay if the problem was resolved quickly.
A dissatisfied customer will tell between 10 and 20 other people about their problem.
A customer who has had a problem resolved by a company will tell about 5 people about their situation.
6-17
Service Recovery Framework
Patronage
LoyaltySatisfactionRetention
SeverityOf
Failure
PerceivedServiceQuality
Psychological-empathy
-apology
Tangible -fair fix-value add
Psychological-apology-show interest
Follow-upService
Recovery
Tangible-small token
ServiceRecoveryExpectations
ServiceRecovery
CustomerLoyalty
ServiceGuarantee
Speed of Recovery
FrontlineDiscretion
ServiceFailure Occurs
ProviderAware
ofFailure
Fair Restitutio
n
Pre-recovery Phase Immediate Recovery Phase Follow-up Phase 6-18
Approaches to Service Recovery
Case-by-case addresses each customer’s complaint individually but could lead to perception of unfairness.
Systematic response uses a protocol to handle complaints but needs prior identification of critical failure points and continuous updating.
Early intervention attempts to fix problem before the customer is affected.
Substitute service allows rival firm to provide service but could lead to loss of customer.
6-19
Walk-Through-Audit Service delivery system should
conform to customer expectations. Customer impression of service
influenced by use of all senses. Service managers lose sensitivity
due to familiarity. Need detailed service audit from a
customer’s perspective.
6-20
Topics for Discussion
How do the five dimensions of service quality differ from those of product quality?
Why is measuring service quality so difficult?
Illustrate the four components in the cost of quality for a service.
Why do service firms hesitate to offer a service guarantee?
How can recovery from a service failure be a blessing in disguise?
6-21
Interactive Exercise
The class breaks into small groups. Each group identifies the worst service experience and the best service experience that any member has had. Return to class and discuss what has been learned about service quality.
6-22
The Complaint Letter
1. Briefly summarize the complaints and compliments in Dr. Loflin’s letter.
2. Critique the letter of Gail Pearson in reply to Dr. Loflin. What are the strengths and weaknesses of the letter?
3. Prepare an “improved” response letter from Gail Pearson
4. What further action should Gail Pearson take in view of this incident?
6-23
The Museum of Art and Design
1. Critique the WtA gap analysis. Could there be other explanations for the gaps?
2. Make recommendations for closing the gaps found in the WtA.
6-24