服務(wù)質(zhì)量測(cè)量servicequality

1、New Ways of Listening to Library Users: New Tools for Measuring Service QualityA. ParasuramanUniversity of MiamiWashington, DCNovember 4, 2005Defining, Assessing, and Measuring Service Quality: A Conceptual Overview A. Parasuraman, University of Miami; not to be reproduced or disseminated without th

2、e authors permission2Multi-Phase, Multi-Sector, Multi-Year Program of Research to Address the Following Issues How do customers perceive and evaluate service quality?What are managers perceptions about service quality?Do discrepancies exist between the perceptions of customers and those of managers?

3、Can customers and managers perceptions be combined into a general model of service quality?How can service organizations improve customer service and achieve excellence? A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission3Determinants of Perceived

4、 Service QualityExpectedServicePerceivedServiceServiceQualityGapPerceivedServiceQualityWord ofMouthPersonalNeedsPastExperienceExternal Communication to Customers A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission4A “GAPS” MODEL OF SERVICE QUALITY

5、Customers Service ExpectationsCUSTOMERSERVICE ORGANIZATIONService Quality GapCustomers Service PerceptionsGAP 5Organizations Understanding of ExpectationsOrganizations Service StandardsOrganizations Service PerformanceOrganizations Communications to CustomersMarket Information GapService Performance

6、 GapInternal Communication GapService Standards GapGAP 1GAP 2GAP 3GAP 4 A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission5POTENTIAL CAUSES OF INTERNAL SERVICE GAPSGAPS 1 - 4 A. Parasuraman, University of Miami; not to be reproduced or disseminat

7、ed without the authors permission6GAP 1CustomerExpectationsKey Factors: Insufficient marketing research Inadequate use of marketing research Lack of interaction between management and customers Insufficient communication between contact employees and managersManagementPerceptions ofCustomer Expectat

8、ionsLack of “Upward Communication” A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission7GAP 2Key Factors: Inadequate management commitment to service quality Absence of formal process for setting service quality goals Inadequate standardization of

9、tasks Perception of infeasibility - that customer expectations cannot be metManagementPerceptions ofCustomer ExpectationsServiceQualitySpecifications A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission8GAP 3Key Factors: Lack of teamwork Poor emplo

10、yee - job fit Poor technology - job fit Lack of perceived control (contact personnel) Inappropriate evaluation/compensation system Role conflict among contact employees Role ambiguity among contact employeesServiceQualitySpecificationsServiceDelivery A. Parasuraman, University of Miami; not to be re

11、produced or disseminated without the authors permission9GAP 4Key Factors: Inadequate communication between salespeople and operations Inadequate communication between advertising and operations Differences in policies and procedures across branches or departments Puffery in advertising & personal se

12、llingServiceDeliveryExternalCommunicationsto CustomersLack of “Horizontal Communication” A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission10SUGGESTIONS FOR CLOSING INTERNAL SERVICE GAPSGAPS 1 - 4 A. Parasuraman, University of Miami; not to be re

13、produced or disseminated without the authors permission11Suggestions for Closing the Market Information GapConduct systematic marketing researchMake senior managers interact with customersMake senior managers occasionally perform customer-contact rolesEncourage upward communication from customer-con

14、tact employees A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission12Suggestions for Closing the Service Standards GapMake a blueprint of the service and standardize as many components of it as possibleInstitute a formal, ongoing process for settin

15、g service specificationsEliminate “perception of infeasibility” on the part of senior managersMake a true commitment to improving service quality A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission13Suggestions for Closing the Service Performance

16、GapInvest in ongoing employee trainingSupport employees with appropriate technology and information systemsGive customer-contact employees sufficient flexibilityReduce role conflict and role ambiguity among customer-contact employeesRecognize and reward employees who deliver superior service A. Para

17、suraman, University of Miami; not to be reproduced or disseminated without the authors permission14Suggestions for Closingthe Internal Communication GapFacilitate effective horizontal communication across functional areas (e.g., marketing and operations)Have consistent customer-related policies and

18、procedures across branches or departmentsResist the temptation to promise more than the organization can deliver A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission15Process Model for Continuous Measurement and Improvement of Service QualityDo you

19、r customers perceiveyour offerings as meetingor exceeding their expectations?Do you have an accurate understanding of customers expectations?Are there specificstandards in place to meetcustomers expectations?Do your offerings meet orexceed the standards?Is the informationcommunicated to customersabo

20、ut your offerings accurate?Continue to monitorcustomers expectationsand perceptionsYESNOYESYESYESYESTake corrective actionTake corrective actionTake corrective actionTake corrective actionNONONONO A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permissio

21、n16SERVQUAL: Development, Refinement, and Empirical Findings A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission17Determinants of Perceived Service QualityDimensions of Service Quality1. Access2. Communication3. Competence4. Courtesy5. Credibility

22、6. Reliability7. Responsiveness8. Security9. Tangibles10.Understanding/Knowing the CustomerExpectedServicePerceivedServiceServiceQualityGapPerceivedServiceQualityWord ofMouthPersonalNeedsPastExperienceExternal Communication to Customers A. Parasuraman, University of Miami; not to be reproduced or di

23、sseminated without the authors permission18Correspondence between SERVQUAL Dimensions and Original Ten Dimensions for Evaluating Service QualityOriginal Ten Dimensions forEvaluating ServiceQualityTANGIBLESRELIABILITYRESPONSIVENESSCOMPETENCECOURTESYCREDIBILITYSECURITYACCESSCOMMUNICATIONUNDERSTANDING/

24、 KNOWING THECUSTOMER TANGIBLES RELIABILITY RESPONSIVENESS ASSURANCE EMPATHYSERVQUAL Dimensions A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission19Definitions of the SERVQUAL DimensionsTangibles: Appearance of physical facilities, equipment, pers

25、onnel, and communication materials.Reliability: Ability to perform the promised service dependably and accurately.Responsiveness: Willingness to help customers and provide prompt service.Assurance: Knowledge and courtesy of employees and their ability to inspire trust and confidence.Empathy: Caring,

26、 individualized attention the firm provides its customers. A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission20Relative Importance of Service Dimensions When Respondents Allocate 100 Points Study 1TANGIBLES 11%EMPATHY 16%RELIABILITY 32%ASSURANCE

27、19%RESPONSIVENESS 22% A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission21Relative Importance of Service Quality Dimensions Study 2Mean Number of Points Allocated out of 100 Points379131823Computer ManufacturerAll CompaniesRetail ChainAuto Insure

28、rLife InsurerReliabilityResponsivenessAssuranceEmpathyTangibles A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission221.000.00-1.00-2.00TangiblesReliabilityResponsive-nessAssuranceEmpathyMean SERVQUAL Scores by Service Dimension Study 1 A. Parasura

29、man, University of Miami; not to be reproduced or disseminated without the authors permission23Nature of Service ExpectationsDesired ServiceZoneofToleranceAdequate ServiceLevel Customers Believe Can and Should Be DeliveredMinimum Level Customers Are Willing to Accept A. Parasuraman, University of Mi

30、ami; not to be reproduced or disseminated without the authors permission24Measure of ServiceAdequacy (MSA)Measure of ServiceSuperiority (MSS)=PerceivedServicePerceivedService-AdequateServiceDesiredServiceThe Two Levels of Expectations Imply Two Corresponding Measures of GAP 5: A. Parasuraman, Univer

31、sity of Miami; not to be reproduced or disseminated without the authors permission25TWO APPROACHES FOR MEASURING MSA AND MSSTwo-Column Format QuestionnaireDirect measures of MSA and MSSThree-Column Format QuestionnaireDifference-score measures of MSA and MSS A. Parasuraman, University of Miami; not

32、to be reproduced or disseminated without the authors permission26 A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission27 A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission28Measurement Error: Pe

33、rcent of Respondents Answering IncorrectlyType of Company A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission29Mean Service Quality Scores (Combined Across All Companies)SERVQUAL Dimensions A. Parasuraman, University of Miami; not to be reproduced

34、 or disseminated without the authors permission30Revised SERVQUAL ItemsReliability1. Providing services as promised2. Dependability in handling customers service problems3. Performing services right the first time4. Providing services at the promised time5. Keeping customers informed about when serv

35、ices will be performedResponsiveness6. Prompt service to customers7. Willingness to help customers8. Readiness to respond to customers requestsAssurance 9. Employees who instill confidence in customers10. Making customers feel safe in their transactions11. Employees who are consistently courteous12.

36、 Employees who have the knowledge to answer customer questions Empathy13. Giving customers individual attention14. Employees who deal with customers in a caring fashion15. Having the customers best interest at heart16.Employees who understand the needs of their customersTangibles17. Modern equipment

37、18. Visually appealing facilities19. Employees who have a neat, professional appearance20. Visually appealing materials associated with the service21. Convenient business hours A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission31Service Quality P

38、erceptions Relative to Zones of Tolerance by Dimension Computer Manufacturer0123456789ReliabilityResponsivenessAssuranceEmpathyTangiblesZone of ToleranceS.Q. Perception A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission32Service Quality Perceptio

39、ns Relative to Zones of Tolerance by Dimension Computer Manufacturer0123456789ReliabilityResponsivenessAssuranceEmpathyTangiblesZone of ToleranceS.Q. Perception A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission33Service Quality Perceptions Relat

40、ive to Zones of Tolerance by Dimension On-Line Services0123456789ReliabilityResponsivenessAssuranceEmpathyTangiblesZone of ToleranceS.Q. Perception6.87.06.76.77.07.08.38.46.88.46.88.35.77.56.8 A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission34S

41、ervice Quality Perceptions Relative to Zones of Tolerance by Dimension Tech-Support Services0123456789ReliabilityResponsivenessAssuranceEmpathyZone of ToleranceS.Q. Perception8.56.98.46.16.66.78.16.46.38.36.36.8 A. Parasuraman, University of Miami; not to be reproduced or disseminated without the au

42、thors permission35LIBQUAL+: An Adaptation of SERVQUAL36 A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission Association of Research Libraries, Washington DC (2003)MULTIPLE METHODS OF LISTENING TO CUSTOMERS Transactional surveys* Mystery shopping N

43、ew, declining, and lost-customer surveys Focus group interviews Customer advisory panels Service reviews Customer complaint, comment, and inquiry capture Total market surveys* Employee field reporting Employee surveys Service operating data capture*A SERVQUAL-type instrument is most suitable for the

44、se methods A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission37The Role Of Technology In Service Delivery: Electronic Service Quality (e-SQ) and Technology Readiness (TR) A. Parasuraman, University of Miami; not to be reproduced or disseminated w

45、ithout the authors permission38Technologys Growing Role in Marketing to and Serving Customers: Pyramid ModelCompanyEmployeesCustomersTechnologyInternal MarketingInteractive MarketingExternal Marketing A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permi

46、ssion39Ongoing Research on e-Service Quality: Conceptual Framework and Preliminary Findings A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission40Research Phases and QuestionsPHASE 1:What is good service on the Web?What are the underlying dimension

47、s of superior electronic service quality (e-SQ?)How can e-SQ be conceptualized? PHASE 2:How do these dimensions compare to those of traditional service quality?How can e-SQ be measured and thereby assessed? A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors

48、 permission41Definition of e-Service Quality (e-SQ)e-SQ is the extent to which a Website facilitates efficient and effective shopping, purchasing and delivery of products and services A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission42Dimensions

49、 of e-Service Quality from Focus Groups AccessEase of NavigationEfficiencyCustomization/ PersonalizationSecurity/PrivacyResponsivenessAssurance/TrustPrice KnowledgeSite AestheticsReliabilityFlexibility A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors perm

50、ission43ReliabilitySAMPLE ATTRIBUTESSite does not crashAccurate billingAccuracy of orderAccuracy of account informationHaving items in stockTruthful informationMerchandise arrives on timeDEFINITIONCorrect technical functioning of the site and the accuracy of service promises, billing and product inf

51、ormation. A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission44EfficiencySAMPLE ATTRIBUTESSite is well organizedSite is simple to useSite provides information in reasonable chunksSite allows me to click for more information if I need itDEFINITIONT

52、he site is simple to use, structured properly, and requires a minimum of information to be input by the customer. A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission45Means-End ModelSPECIFIC/CONCRETEABSTRACTDimensionsHigher-levelAbstractionsPercep

53、tualAttributesConcreteCues A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission46Ease ofNavigationEasy to Maneuverthrough SiteEasy to FindWhat I NeedSpeed of CheckoutSearch EngineOne-click OrderingTab StructuringSite MapMeans-End Model of e-Service

54、 QualityDimensionsHigher-LevelAbstractionsPerceptualAttributesConcreteCues A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission47Perceivede-ServiceQualitySecurity/PrivacyPriceKnowledgeAssurance/TrustResponsive-nessSiteAestheticsReliabilityFlexibili

55、tyEfficiencyEase ofNavigationPersonali-zationAccessDimensionsHigher-LevelAbstractionsPerceptualAttributesConcrete Cues A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission48Means-End Model of e-Service QualityPerceivedValuePerceivedConveniencePerce

56、ivedControlPerceivede-ServiceQualityPerceivedPriceDimensionsHigher-Level AbstractionsPerceptualAttributesConcreteCuesBehaviorsPurchaseLoyaltyW.O.M A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission49Customer Web site RequirementsPerceivede-SQPerc

57、eivedValuePurchase/RepurchaseManagements Beliefsabout Customer RequirementsDesign and Operation of the Web siteMarketingof theWeb siteDesignGapInformationGapConceptual Model for Understanding and Improving e-Service QualityCustomerCompanyCommunicationGapFulfillmentGap Customer Web site Experiences50

58、 A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permissionDimensions of e-SQCore DimensionsE-S-QUALEfficiencyFulfillmentSystem AvailabilityPrivacyRecovery DimensionsE-RecS-QUALResponsivenessCompensationContactSource: Parasuraman, Zeithaml, and Malhotra,

59、 “E-S-QUAL: A Multiple-Item Scale for Assessing Electronic Service Quality,” Journal of Service Research, February 2005. A. Parasuraman, University of Miami; not to be reproduced or disseminated without the authors permission51Definitions of e-SQ Dimensions E-S-QUAL Dimensions Efficiency: The ease a

60、nd speed of accessing and using the site. Fulfillment: The extent to which the sites promises about order delivery and item availability are fulfilled. System Availability: The correct technical functioning of the site. Privacy: The degree to which the site is safe and protects customer information.