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8/7/2019 service quality ppt compatible (1)
http://slidepdf.com/reader/full/service-quality-ppt-compatible-1 1/25
Deepesh Mehra ²C-16
Abhay Singh-C-33
Alok Butra-C37
Mrinal ArnejaC-51Shivaraman-C-25
Karan-C-22
8/7/2019 service quality ppt compatible (1)
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Prior attitude
PSQ t-1
Expectations
Performance
Disconfirmation
CS or DSPSQ t+1
8/7/2019 service quality ppt compatible (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