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Chapter 6. Service Quality

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如何做顧客滿意度調查1. 定義2. 衡量：不滿意，滿意，非常滿意…… Customer Satisfaction Index (CSI),

SERVQUAL, CSI, SSI (J. D. Power)

2. 後果：顧客忠誠3. 前因：服務績效，成本績效，關係績效

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Learning Objectives

1. Measuring service quality: five dimensions

2. Diagnose SQ problems: service quality gap model

3. Service design methods: Taguchi, Poka-Yoke, House of quality

4. Achieving SQ: cost of quality, statistical process control, unconditional service guarantees

5. Service recovery

Moments of Truth

Each customer contact is called a moment of truth.

You have the ability to either satisfy or dissatisfy them when you contact them.

A service recovery is satisfying a previously dissatisfied customer and making them a loyal customer.

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1. Dimensions of Service Quality

(1) Reliability: Perform promised service dependably and accurately.

e.g. receive mail at same time each day.

(2) Responsiveness: Willingness to help customers promptly.

e.g. avoid keeping customers waiting for no apparent reason.

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Dimensions of Service Quality

(3) Assurance: Ability to convey trust confidence. E.g. being polite and showing respect.

(4) Empathy: Ability to be approachable. e.g. being a good listener.(5) Tangibles: Physical facilities and

facilitating goods. E.g. cleanliness. Measurement: SERVQUAL (p.112,113)

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Perceived Service Quality

Word of mouth

Personal needs

Past experience

Expectedservice

Perceivedservice

Service Quality Dimensions

ReliabilityResponsiveness

AssuranceEmpathyTangibles

Service Quality Assessment1. Expectations exceeded ES<PS (Quality surprise)2. Expectations met ES~PS (Satisfactory quality)3. Expectations not met ES>PS (Unacceptable quality)

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2. Gaps in Service Quality

Word -of-mouthcommunications

Personal needs Past experience

Expected service

External communications to consumers

Perceived service

Service delivery (includingpre- and post-contacts)

Translation of perceptions intoservice quality specifications

Management perceptions of consumer expectations

GAP 5

GAP 3

GAP 2

GAP 1 GAP 4

Customer

Provider

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3. Quality Service by Design

(1) Quality in the Service PackageBudget Hotel example

(2) Taguchi Methods

Notifying maids of rooms for cleaning

(3) Poka-yoke

Height bar at amusement park

(4) Quality Function DeploymentHouse of Quality

(5) Walk-through Audit

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(1) Service Package

Supporting facility: air-conditioning system is decentralized.

Facilitating goods: furnishings are durable. Information: online computer tracks. Explicit service: maids are trained. Implicit service: good interpersonal skills.

日租式捷運小套房

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(2) 田口二次式損失函數

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(3) Poka-Yoke checklistServer Errors

Task:

Doing work incorrectly

Treatment:

Failure to listen to customer

Tangible:

Failure to wear clean uniform

Customer ErrorsPreparation:

Failure to bring necessary materials

Encounter:

Failure to follow system flow

Resolution:

Failure to signal service failure

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(4) House of Quality

Importance

Re

lative

1 2 3 4 5 Customer Expectations

Reliability

Responsiveness

Assurance

Empathy

Tangibles

Comparison with Volvo Dealer

Weighted score

Improvement difficulty rank

O O

O Weak

Medium

* Strong

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7

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6 6

5 5

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Customer Perceptions

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+ Volvo Dealer

Service Elements

Relationships

127 82 63 102 65

1

* *

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4. Achieving Service Quality

(1) Cost of Quality (Juran)

(2) Statistical Process Control (Deming)

(3) Unconditional Service Guarantee

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(1) Costs of Service Quality: 越早越低

Failure costs Detection costs Prevention costs

External failure: Process control Quality planning

Customer complaints Peer review Training program

Warranty charges Supervision Quality audits

Liability insurance Customer comment card Data acquisition and analysis

Legal judgments Inspection Preventive maintenance

Loss of repeat service Supplier evaluation

Internal failure:

Scrap, Rework

Recruitment and selection

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(3) Control Chart: Departure Delays

expected

Lower Control Limit

1998 1999

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pppLCL

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60

70

80

90

100

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expected

Lower Control Limit

(4) Unconditional Service Guarantee : Customer View

Unconditional (L.L. Bean) Easy to understand and communicate (定食八 ) Meaningful (Domino’s Pizza) Easy to invoke (屈臣氏 ) Easy to collect (Manpower)

不好吃不要錢？

(4)Unconditional Service Guarantee: Management View

Focuses on customers (British Airways) Sets clear standards (FedEx) Guarantees feedback (Manpower) Promotes an understanding of the service delivery

system (Bug Killer) Builds customer loyalty by making expectations

explicit

奧客？

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5. Service Recovery

a. You have the ability to either satisfy or dissatisfy them when you contact them.

b. A service recovery is satisfying a previously dissatisfied customer and making them a loyal customer.

5. Customer Feedback andWord-of-Mouth

The average business hears from 4% of their customers who are dissatisfied with their products/services.

The 4% complainers are more likely to stay with the supplier than are the 96% non-complainers.

About 60% of the complainers would stay as customers if their problem was resolved and 95% would stay if the problem was resolved quickly.

A dissatisfied customer will tell 10~20 other people. A customer who has had a problem resolved by a

company will tell about 5 people about their situation.

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5. Customer Satisfaction

All customers want to be satisfied. Customer loyalty is only due to the lack of a

better alternative. Giving customers some extra value will

delight them by exceeding their expectations and insure their return.

Service Benchmarking: FedEx, AT&T, Ritz-Carlton, Merrill Lynch, Xerox

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5. Expressing Dissatisfaction

Dissatisfactionoccurs

Action

No Action

Public Action

Private Action

Seek redress directly from the firm

Take legal action

Complaint to business, private,or governmental agencies

Stop buying the product or boycott the seller

Warn friends about the productand /or seller

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5. Approaches to Service Recovery Case-by-case addresses each customer’s complaint

individually but could lead to perception of unfairness.

Systematic response uses a protocol to handle complaints but needs prior identification of critical failure points and continuous updating.

Early intervention attempts to fix problem before the customer is affected.

Substitute service allows rival firm to provide service but could lead to loss of customer.

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The Complaint Letter (p.138)

Briefly summarize the complaints and compliments in Dr. Loflin’s letter.

Critique the letter of Gail Pearson in reply to Dr. Loflin. What are the strengths and weaknesses of the letter?

Prepare an “improved” response letter from Gail Pearson

What further action should Gail Pearson take in view of this incident?

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Interactive Exercise

The class breaks into small groups. Each group identifies the worst service experience and the best service experience that any member has had. Return to class and discuss what has been learned about service quality.

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Service Recovery Framework

Patronage

LoyaltySatisfactionRetention

SeverityOf

Failure

PerceivedServiceQuality

Psychological

-empathy -apology

Tangible -fair fix-value add

Psychological-apology-show interest

Follow-upService

Recovery

Tangible-small token

ServiceRecoveryExpectations

ServiceRecovery

CustomerLoyalty

ServiceGuarantee

Speed of Recovery

FrontlineDiscretion

ServiceFailure Occurs

Provider

Aware of

Failure

Fair Restitutio

n

Pre-recovery Phase Immediate Recovery Phase Follow-up Phase