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

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

1. PZB, Service Quality Assessment 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)

1.1 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

服務品質缺口概念性模 式

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

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

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

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

服務品質延伸模式

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

1.5 The Refined SERVQUAL Instrument(1993-94)

Relative importance of the five dimensions

Relative importance of the five dimensions

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

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.

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

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

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

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

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

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