practical issues (both pro and con) with using the Gaps Model of Service Quality to understand and manage service quality? Servicers in the markets always face the challenge from the judgment of service quality by customers. Service quality‚ generally is taken satisfy customers into account‚ so that it is a critical factor from the perceptions of customer. It is the primary goal to providing a high quality service and customer satisfaction of the service industry currently (Huang‚ Huang & Chen
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case study “Emirates’ Ambitions Worry European Rivals”‚ by Jad Mouawad‚ where the case is summarized and analyzed. The report highlights on the service of Emirates’ Airline and how its poses threats to its competitors and its strategy which leads to its success as the world largest airline carrier. Moreover the report also applies the concepts of services marketing to this case and explains various factors of Emirates’ with respect to those concepts. Table of Contents TOC \o "1-3" \h \z \u Introduction
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A Report on USING SERVQUAL Model to assess Service Quality of AIRTEL i A Report on USING SERVQUAL Model to assess Service Quality of AIRTEL Submitted to Mr. Kazi Mahfuz Mamtazur Rahman Course Instructor Course Title: Service Marketing Course Code: MKT 402 Prepared by— Team: Megamind Aniqa Tahsin Anchal(787) Md. Saidur Rahman (792) Md. Shafaeth Zaman (802) Muqtadir Fattah Nayeeb (807) Nafiz Imtiaz Noor(816) Md. Ashiqul Islam (1332) Md. Asiful Islam (1985) Date of Submission 20th April‚ 2013
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Gaps model of Service Quality The success of 7-eleven The Gaps model of service quality was first developed by Parasuraman‚ Berry and Zeithaml in 1985 and more recently described in Zeithml and Bitner in 2003. The model identifies four spectfic gaps leading to a fifth overall gap between customers’ expectations and perceived service. Knowledge gap The first gap may occur when management identify the customer’s expectation inaccurately. When the customer expectation has difference with the management
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The Gap model of service quality was developed by Parasuraman‚ Berry and Zeithaml (1985)‚ and more recently described in Zeithaml and Bitner (2003). It has served as a framework for research in services marketing‚ including hospitality marketing‚ for over two decades. The model identifies four specific gaps leading to a fifth overall gap between customers’ expectations and perceived service. The five gaps Customers have expectations for service experiences and they use them to measure
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of the Gaps Model The gaps model of service quality was first developed by a group of authors at Texas A&M and North Carolina Universities‚ in 1985. Based on exploratory studies of service such as executive interviews and focus groups in four different service businesses‚ the authors proposed a conceptual model of service quality indicating that consumers’ perception toward a service quality depends on the gaps existing in organization – consumer environments. Theory of the Gaps Model Perceived service
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The Gaps Model of Service Quality Chapter2-1 2 The Customer Gap – Gap 5 The Provider Gaps: Gap 1 – The Listening Gap not knowing what customers expect Gap 2 – The Design and Standards Gap not having the right service designs and standards Gap 3 – The Performance Gap not delivering to service standards Gap 4 – The Communication Gap not matching performance to promises Putting It All Together: Closing the Gaps McGraw-Hill/Irwin Copyright © 2009
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Gaps Model of Service Quality The 4 gaps in the Gaps Model are knowledge gap‚ standards gap‚ delivery gap and communication gap. Knowledge gap is the difference between customers’ expectations and the retailer’s perception of these customer’s expectations. This occurs when a person do not know what the customers expect or want. By applying knowledge gap to H&M retail store‚ it refers to the salesperson not knowing what their customers expect/want. For example‚ a customer visiting the H&M
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effectiveness: In an ideal organization‚ raters are responsible for training and guiding the ratees on a regular basis. Rater’s own competencies play a major role in determining performance level and development of ratees. Boerlijst; 1994 observed that shortcomings on part of intermediary raters seriously jeopardize the assessment process in an organization‚ especially damaging the prospects of really competent and deserving ratees. Mutual relationship among raters and ratees lies at the heart of assessment
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Comparison of service quality of TNT express and DHL express with RATER dimensions The quality level of service provided by TNT Express and DHL Express in China could be described within the RATER dimensions of service quality. Samples and numbers are provided below to evaluate the quality of their service. Reliability Based on TNT Express annual report 2011‚ the service quality in that year has achieved an all time high with a 96% on-time delivery performance for the one million daily deliveries
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