Service Quality

• This is the regularity with which a service provider can provide efficient services to the customers.

• It is imperative for every organization to provide adequate service quality to their customers

Customer evaluation of service quality

• When the customer evaluates the retail service, they compare their perception of the service they receive with their expectation. Customers are satisfied when the perceived service meets or exceeds their expectations. They are dissatisfied when they feel the service falls below their expectation.

Role of expectations• Customer expectations are based on the

customer knowledge and experiences. For eg. A customer do not expect to get an immediate response or phone call for a query but they do expect a mail when next time they switch on their computer. Technology has dramatically changed the way the customers and the firms interact

Role of expectations• For eg. Today the customer need not got to the

retail store. He can sit back and make his purchase on internet but in this case also service plays a major role. Expectations can vary depending on the type of store. A customer expects a supermarket to provide the parking facilities, open from morning to late night and offer fresh items that can be located easily.

Role of expectations

• A customer of a supermarket does not expects the sales person to provide them with the information on how to prepare the meal but a customer of a specialty store expects the sales person to provide him with all the relevant information.

Role of expectations

• The retailers are operating in a dynamic environment and they have to manage their services on the basis of the customer expectations.

• The retailers have to provide extra ordinary service and have to build high level of customer service known as “Customer delight”.

Perceived service

• The customers base their evaluation of store service on their perception. Although these perceptions are affected by the actual service provided but service, due to its intangibility, is often hard to evaluate accurately. There are 5 customer service characteristics on the basis of which the customers evaluate the services. They are-

Perceived service• Reliability – Accuracy of billing, meeting promised delivery

dates.• Assurance – Guarantees & Warranties, Return policy etc.• Tangibility – Appearance of store and the salespeople.• Empathy – Personalized service, receipts of notes & mails.• Responsiveness – Returning calls and e mails, giving prompt

service.

Types of service quality

• quality at the level where the regular service is delivered and

• the quality level where expectations or problems are handled.

The Gaps Model of Service Quality

• The Customer Gap• The Provider Gaps:

Gap 1 – not knowing what customers expectGap 2 – not having the right service designs and

standardsGap 3 – not delivering to service standards

Gap 4 – not matching performance to promises• Putting It All Together: Closing the Gaps

PerceivedService

Expected Service

CUSTOMER

COMPANY

CustomerGap

Gap 1

Gap 2

Gap 3

External Communications

to CustomersGap 4ServiceDelivery

Customer-Driven Service Designs and

Standards

Company Perceptions of Consumer Expectations

Gaps Model of Service Quality

Gaps Model of Service Quality

• Customer Gap:– difference between customer expectations and perceptions

• Provider Gap 1 (The Knowledge Gap):– not knowing what customers expect

• Provider Gap 2 (The Service Design & Standards Gap):– not having the right service designs and standards

• Provider Gap 3 (The Service Performance Gap):– not delivering to service standards

• Provider Gap 4 (The Communication Gap):– not matching performance to promises

Expectedservice

Perceivedservice

Customer Gap

The Customer Gap

Provider Gap 1: Not knowing what customers expect

Provider Gap 2: Not selecting the right service designs and standards

Provider Gap 3: Not delivering to service standards

Provider Gap 4: Not matching performance to promises

Customer Expectations

Customer Perceptions

Key Factors Leadingto the Customer Gap

CustomerGap

Customer Expectations

Company Perceptions of Customer Expectations

Inadequate marketing research orientation Insufficient marketing research Research not focused on service quality Inadequate use of market research

Lack of upward communication Lack of interaction between management and customers Insufficient communication between contact employees and managers Too many layers between contact personnel and top management

Insufficient relationship focus Lack of market segmentation Focus on transactions rather than relationships Focus on new customers rather than relationship customers

Inadequate service recovery Lack of encouragement to listen to customer complaints Failure to make amends when things go wrong No appropriate recovery mechanisms in place for service failures

Key Factors Leading to Provider Gap 1

Gap1

Customer-Driven Service Designs and Standards

Management Perceptions of Customer Expectations

Poor service design Unsystematic new service development process Vague, undefined service designs

Failure to connect service design to service positioning Absence of customer-driven standards

Lack of customer-driven service standards Absence of process management to focus on customer

requirements Absence of formal process for setting service quality goals

Inappropriate physical evidence and servicescape Failure to develop tangibles in line with customer expectations Servicescape design that does not meet customer and

employee needs Inadequate maintenance and updating of the servicescape

Key Factors Leading to Provider Gap 2

Gap2

Service Delivery

Customer-Driven Service Designs and Standards

Deficiencies in human resource policies Ineffective recruitment Role ambiguity and role conflict Poor employee-technology job fit Inappropriate evaluation and compensation systems Lack of empowerment, perceived control, and teamwork

Customers who do not fulfill roles Customers who lack knowledge of their roles and responsibilities Customers who negatively impact each other

Problems with service intermediaries Channel conflict over objectives and performance Difficulty controlling quality and consistency Tension between empowerment and control

Failure to match supply and demand Failure to smooth peaks and valleys of demand Inappropriate customer mix Overreliance on price to smooth demand

Key Factors Leading to Provider Gap 3

Gap3

Unit IVDeveloping the right customer

service level

Service Delivery

Lack of integrated services marketing communications Tendency to view each external communication as independent Not including interactive marketing in communications plan Absence of strong internal marketing program

Ineffective management of customer expectations Absence of customer expectation management through all forms of

communication Lack of adequate education for customers

Overpromising Overpromising in advertising Overpromising in personal selling Overpromising through physical evidence cues

Inadequate horizontal communications Insufficient communication between sales and operations Insufficient communication between advertising and operations Differences in policies and procedures across branches or units

External Communications to Customers

Key Factors Leading to Provider Gap 4

Gap4

Measuring Service Quality

What is the measurement of service quality?

• To recap, service quality focuses on the needs and expectations of customers to improve products and/or services.

• The measurement of service quality measures the gap between the customer’s level of expectation and how well they rated the service(s).

• Measuring service quality in libraries can be both a specific project as well as a continual process to enhance and improve services.1

Why measure service quality?

The benefits of measuring service quality include:• You will be able to identify where services need

improving in the view of your users.• It will enable you to provide services that are more

closely aligned with the expectations of your users.• It will allow you to compare your service quality with

peer institutions in an effort to develop benchmarks (more on benchmarking on Days 13 and 14!) and understand best practice.2

What should I measure?

• You first need to decide if you want to measure a specific aspect of your library and information service (e.g. the provision of information skills training) or the service as a whole?

• If you are measuring the whole service, you will need indicators from each aspect of the service: e.g. inter-library loans, literature searching, enquiry handling, training etc.

A quote for reflection

“The key feature of which measures we chose should depend on their ability to provide feedback on our goals, and the chances of achieving these goals in an effective and efficient way…So our measures should start at our goals, and force us to focus our attention to take action towards them.”3

Reflection questions on next slide…

Reflection questions1. Think about the measures you currently use in your library

and information service. These can be any type of measure, for example number of visitors, number of enquiries, any user surveys you have carried out etc.

2. What goals do each of these measures relate to? E.g. the purpose of a recent user survey was to gain user opinions in order to ultimately ensure the service meets their information needs.

3. Are there any measures that do not relate any particular goals? If so, what is the need for these measures? For example, you may be required to collect particular statistics to produce reports for stakeholders.

How do I measure it?

Generally organisations use a mixture of qualitative and quantitative methods:

• Qualitative Methods: interviews, focus groups, observation (including mystery shopping!).

• Quantitative Methods: surveys (questionnaires, customer comments cards), statistics (routine data collection).

How do I measure it?

• There are also specific tools that can be used to measure service quality in organisations. For example:– ISO Standards– SERVQUAL– LibQUAL+ (specially for use in library and information

services)– RATER scale.

A final reflection exercise…

• There are ten general determinants of service quality that can be applied to most types of service. These are general criteria that can be used to assess the quality of service customers expect and receive.

• The following determinants and examples are adapted from: Accounts Commission for Scotland (1999). Can’t get no satisfaction? Using a Gap Approach to Measure Service Quality [online] Available from: http://www.audit-scotland.gov.uk/docs/local/2000/nr_000627_GAP_service_quality.pdf [Accessed August 2009].

The Ten Determinants of Service Quality

1. Access - the ease and convenience of accessing the service(s).

2. Communication - keeping your users informed; listening to your users.

3. Competence - having the skills and knowledge to provide the service(s).

4. Courtesy - politeness, respect, consideration, and friendliness of staff at all levels.

5. Credibility - trustworthiness, reputation and image.

The Ten Determinants of Service Quality

6. Reliability - providing consistent, accurate and dependable service(s); delivering the service that was promised.

7. Responsiveness - being willing and ready to provide service(s) when needed.

8. Security - physical safety; financial security; confidentiality.

9. Tangibles - the physical aspects of the service such as equipment, facilities, resources.

10. Understanding the customer - knowing individual customer needs.

Reflection

• Before moving on to the next slide, consider the following:

For each of the ten determinants of service quality, think of an example of what the determinant could apply to in your library and information service.

Examples

1. Access - convenient opening times; alternative methods to accessing services: e.g. telephone and internet/email.

2. Communication - “plain English” signs & pamphlets/guides; suggestions and complaints procedures.

3. Competence - all staff knowing, and able to do, their job.

4. Courtesy - staff behaving politely and pleasantly.5. Credibility - the reputation of the service in the wider

community; staff generating a feeling of trust with users.

Examples6. Reliability - standards defined in local service charters;

accuracy of information provided; doing jobs right first time; keeping promises and deadlines.

7. Responsiveness - resolving problems quickly; allowing users to book an “appointment” for help (e.g. in literature searching, reference management etc.)

8. Security - ensuring service meets health and safety requirements, for staff and users.

9. Tangibles - up to date equipment and resources.10. Understanding the customer - tailoring services where

practical to meet individual needs.

How do you measure up?

• More reflection…For the examples you have thought of, rate your

library and information service on a scale of 0-10, where 0 is not meeting the determinant at all and 10 is meeting it fully.