1. 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
任維廉

2. 大綱
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

3. 1. PZB, Service Quality Assessment
1.1 The Birth of SERVQUAL ( )
1.2 SERVQUAL Instrumentation ( )
1.3 The Extended Gaps Model ( )
1.4 Nature and Determinants of Service Expectation s( )
1.5 The Refined SERVQUAL Instrument ( )
1.6 Impact of Service Quality on Behavioral Intentions ( )
1.7 Multiple-Method Listening: A Service Quality Information System ( )

4. 1.1 The Birth of SERVQUAL (1983-1985)
Identifying five service quality gaps :
Gap 1 :difference between consumer expectation and management perceptions of consumer expectation
Gap 2 :difference between management perceptions of consumer expectations and service quality specifications
Gap 3 :difference between service quality specifications and the service actually delivered
Gap 4 : difference between service delivery and what is communicated about the service to consumers
Gap 5 : difference between consumer expectations and perceptions

6. 服務品質缺口概念性模 式

7. 1.2 SERVQUAL Instrumentation (1985-1988)
Famous equation : Q = P - E
Five dimension:
Tangibles (有形): Physical facilities, equipment, and appearance of personnel
Reliability (可靠): Ability to perform the promised service dependably and accurately
Responsiveness(回應): Willingness to help customers and provide prompt service
Assurance (保證): Knowledge and courtesy of employees and their ability to inspire trust and confidence
Empathy (同理心): Caring, individualized attention the firm provides its customers

9. 1.3 The Extended Gaps Model (1988-1990)
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

10. Gap 3: Service Quality Specification -Service Delivery Gap
Teamwork
Employee-job fit
Technology-job fit
Perceived control
Supervisory control systems
Role ambiguity

11. Gap 4: Difference Between Service Delivery and External Communications -Piecrust Promises
Not easily made, but easily broken

13. 服務品質延伸模式

14. 1.4 Nature and Determinants of Service Expectations (‘90-93)
Prime contribution:
Zone of tolerance
e.g., waiting time

15. 1.5 The Refined SERVQUAL Instrument(1993-94)

16. Relative importance of the five dimensions

17. Relative importance of the five dimensions

18. 1.6 Impact of Service Quality on Behavioral Intentions (1994-1996)
Loyalty
Switch
Pay more
External response
Internal response

19. Two hypotheses
H1: The service quality-behavioral intentions relationship (a)is positive (negative) for favorable (unfavorable) behavioral inten­tions 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 cus­tomers experiencing no service problems; (b)next highest (lowest) for customers experiencing service problems that are resolved, and (c) lowest (highest) for cus­tomers experiencing service problems that are not resolved.

21. 1.7 Multiple-Method Listening: A Service Quality Information System (1996-1997)
Four research approaches
Transactional surveys
Customer complaint, comment, and inquiry capture
Total market surveys
Employee surveys

22. Five guidelines for developing a system that can ensure an effective SQIS
Measure service expectations
Emphasize information quality
Capture customers’ words
Link service performance to business results
Reach every employee

23. 2. Teas, A chink in the SERVQUAL armour
Expectation
Teas 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

25. 3. Rust, Cudgel thy brains no more on it
Rust nine key personal obervations
Don’t sweat the small stuff
Return on quality, ROQ
Customer delight
The bridge to actionability
CSM as a management philosophy
A new twist on quality
Where does market share come from
Multicollinearity
How are expections updated

26. 4. Grapentine, Connecting customer needs and expectations to business processes
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

27. END THANK YOU