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Deepesh Mehra ²C-16 Abhay Singh-C-33 Alok Butra-C37 Mrinal ArnejaC-51 Shivaraman-C-25 Karan-C-22

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Deepesh Mehra ²C-16

Abhay Singh-C-33

Alok Butra-C37

Mrinal ArnejaC-51Shivaraman-C-25

Karan-C-22

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Prior attitude

PSQ t-1

Expectations

Performance

Disconfirmation

CS or DSPSQ t+1

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� What comprises ¶good·customer service?

� Could one group memberplease describe one ¶good·customer service experience� What made it ¶good·?

� Could one group memberplease describe one ¶bad·customer service experience� What made it ¶bad·?

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Service

Quality

Reliability

Responsiveness

Assurance

Empathy

Tangibles

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� Reliability� dependability�

delivering on promises� accuracy� Consistency� Example: receive mail at same time each day.

� Responsiveness� promptness� Helpfulness� Example: avoid keeping customers waiting for no

apparent reason.

Get it rightthe first time!

and on time!

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� Assurance� competence� courtesy� credibility� Security

� Empathy� easy access� good communication� customer understanding

� personalised attention� Example: being a good listener.

� Tangibles� physical evidence Example: cleanliness.

I feelsafe

They listento me

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� Where are things going wrong?� What leads to poor service quality

� Gaps model of service quality

� Customer gap (Gap 5)� difference between customer·s expectations and

perceptions of performance� Four provider gaps

� each may lead to the customer gap

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The Gaps Model of Service Quality 

Consumer  Past

experience

Expected service

Perceived service

Service delivery

(including pre- and post-

contacts)

External

communications

to consumers

Translations of perceptions into service

quality specifications

Management perceptions of 

consumer expectations

GAP 5

GAP 3

GAP 2

GAP 1

GAP 4

Personal needs

Word-of-mouth

communications

Marketer 

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�N

ot knowing what customers expect� Not selecting the right service

standards and designs

� Not delivering to service standards

�N

ot matching performance to promised

 Customer 

expectations

 Customer 

perceptions

Reasonsfor 

Customer 

Gap 5

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 Customer¶s

expectations

 Company¶s perceptions of 

customer expectations

� Inadequate marketing research orientation

� Lack of upward communication

� Insufficient relationship focus

� Inadequate service recovery

Reasons

for provider 

gap

I

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 Translation of perceptions into

service quality specifications

 Management perceptions of customer expectations

� Poor service design

� Absence of customer-definedservice standards

� Inappropriate physical evidenceand servicescape

Reasonsfor 

provider 

gap

2

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� Poor human resource policies� Failure to match supply and demand

� Customer not fulfilling their roles

� Problems with service

intermediaries

 Service delivery

 C

ustomer-driven servicedesigns and standards

Reasons

for 

provider 

gap

3

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 External communications to

consumers

 Service delivery

� Lack of integration of marketing communications

� Inadequate management of customer 

expectations

� Overpromising

Inadequate horizontal communications

Reasonsfor 

provider 

gap

4

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� Gap 1: Learn what customers expect

� Gap 2: Establish the right servicequality standards

� Gap 3: Ensure that serviceperformance meets standards

� Gap 4: Ensure that deliverymatches promises

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� Use research, complaint analysis,customer panels

� Increase direct interactionsbetween managers and customers

� Improve upward communications

� Act on information and insights

listen tocustomers

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� Top management commitment to providingservice quality

� Set, communicate, and reinforce customer-oriented service standards

� Establish challenging and realistic servicequality goals

� Train managers to be service quality leaders� Be receptive to new ways to deliver service

quality� Standardise repetitive tasks

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� Prioritise tasks

� Gain employee acceptance of

goals and priorities� Measure performance of

service standards and provideregular feedback

� Reward managers andemployees for achievement ofquality goals

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� Attract the best employees

� Select the right employees

� Develop and supportemployees� train employees

� provide appropriate technology

& equipment

� encourage and build teamwork

� empower employees

� internal marketing

Can Itake yourorder?

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� Retain good employees

� measure and reward servicequality achievements

� develop equitable andsimple reward systems

ou are a

Star Service

Provider

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� Seek input from operations personnel onwhat can be done

� ¶Reality· advertising� real employees, real customers, real situations

� Seek input from employees on advertising� Gain communications between sales,

operations and customers� Internal marketing programs� Ensure consistent standards in multi-site

operations

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� In advertising, focus on servicecharacteristics that are

important to customers

� Manage customer·s expectations

� What are realistic expectations?

Explain industry realities� Tiered service options

� Offer different levels of service -user pays

Why do wealways haveto wait?

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Customer Complaints� Surveys

� Employee Surveys

� Focus Groups

� ¶Mystery shopping· research

� Competitive market surveys - benchmark

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FedEx Global Supply Chain Services technologyplatform offers features such as:

1.Order administration ² efficiently manage theprocesses associated with order fulfilment andtransportation

2.Real time visibility ² provides a view into inventoryat rest and in motion throughout the supply chain

3.Connectivity ² provides multiple access points tokey members of your supply chain

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Inventory Management

� With automated replenishment, plus

Tracking and Tracing by order number,

part number, serial number, lot

number, or by item level detail.

� Complete end-to-end inventory and

transportation visibility including realtime

proof-of-delivery, next flight out

and local courier 

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FedEx Supply Chain Services

FedEx Supply Chain Services offers a portfolio of 

services that helps turn supply chain management into

a competitive strategy.

Helps customers in ± 

Focus on core competencies

Reduced costs

High customer service