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Overview
Service quality Soft measures Hard measures Tools to Analyze & address service quality problem.
Service Quality
Measuring and improving quality is more difficult for services than for products
Unsatisfactory service cannot be replaced or repaired Intangible and temporary nature
Soft measuresnot easily observed, must be collected by talking to customers, employees, or others
Provide direction, guidance, and feedback to employees on ways to achieve customer satisfaction. Can be quantified by measuring customer perceptions and beliefs
For example: SERVQUAL, surveys, and customer advisory panels.
SERVQUAL
Survey research instrument based on premise that customers evaluate firms service quality by comparing
Their perceptions of service actually received. Their prior expectations.
EX: Online Business site. Accessibility : Is site easily found? Navigation: How easy is it to move around the site? Design and presentation: Image projected from site? Content and purpose: Substance and richness of site.
Offer a simple method of displaying performance over time against specific quality standards Are only good if data on which they are based is accurate Enable easy identification of trends
Service quality indexes
Weighting Factor
1 5 1 5 1 1 10 10 10 5 5 1
Number of Incidents
Daily Points
XXX,XXX
Pareto Chart
Separating the trivial from the important. Often, a majority of problems is caused by a minority of causes (i.e. the 80/20 rule)
Blueprinting
Visualization of service delivery, identifying points where failures are most likely to occur Total Quality Management (TQM)
Managing the entire organization so that it excels on all dimensions of products and services that are important to the customer Drivers are often set internally
Customers
Customers
Delayed check-in Gate agents Aircraft late to procedure gate cannot process Mechanical fast enough Acceptance of late Failures Late/unavailable passengers Late pushback airline crew
Backstage Personnel
Information
Blueprinting
Depicts sequence of front-stage interactions experienced by customers plus supporting backstage activities Used to identify potential fall pointswhere failures are most likely to appear Shows how failures at one point may have a ripple effect later Managers can identify points which need urgent attention
Important first step in preventing service quality problems
TQM
Pareto Chart
Six Sigma
Statistically, only 3.4 defects per million opportunities (1/294,000) Has evolved from defect-reduction approach to an overall business-improvement approach
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