Grapentine, T., Marketing Research, 11:4, p. 5~20, Spring 1999 報告人 : 蔡慶慧 (0553201)

1. TheHistoryandFuture of ServiceQualityAssessment: Connecting customer needs and expectations to business processes Grapentine, T., Marketing Research, 11:4, p. 5~20, Spring 1999 報告人 : 蔡慶慧 (0553201)

2. 自我介紹 • 蔡慶慧 • 新竹人 • 求學經歷： • 畢業於成大交通管理科學系 • 目前為交大運管所碩士一年級 • 指導老師- 姚銘忠 教授 • 興趣：吃美食、散步

3. 作者介紹 -TerryGrapentine • 學歷： • Degree: Post GradField of Study: Statistics • University of Oklahoma Degree: MSField of Study: Economics • 經歷： • Principal at Grapentine Company LLC • Lecturer Marketing at Iowa State University • 研究領域： • 37 years' in marketing research industry together with having taught marketing research at the graduate level. • client and supplier, B2B and B2C, leadership development, and analytical and statistical expertise.

4. Outline • SERVQUAL’s history • Teas, A chink in the SERVQUAL armour • Vagueness and Ambiguity Associated with the "Service Quality" Concept • Rust, Cudgel thy brains no more on it • Grapentine, personal observation

5. SERVQUAL’s history The Birth of SERVQUAL (1983-1985)

6. Parasuraman, Berry, Zeithaml → five service quality gaps :

7. five service quality gaps :

8. SERVQUAL Instrumentation (1985-1988) • Famous equation: Q = P(perceived service) – E (expected service) E : 消費者期望的服務。 P : 消費者認知的服務。

9. SERVQUAL Instrumentation (1985-1988) • Five dimension:

10. The Extended Gaps Model (1988-1990)

11. The Extended Gaps Model (1988-1990) • Gap 1: Difference Between Consumer Expectations and Management Perceptions of Consumer Expectations • marketing research • upward communication • management levels • Gap 2: Management Perception- Service Quality Specification Gap • management commitment • goal setting • task standardization • perception of feasibility

12. The Extended Gaps Model (1988-1990) • Gap 3: Service Quality Specification-Service Delivery Gap • Teamwork • Employee-job fit • Technology-job fit • Gap 4: Difference Between Service Delivery and External Communications- Piecrust Promises • Horizontal communication • Overpromise • Not easily made, but easily broken • Perceived control • Supervisory control systems • Role ambiguity

13. Nature and Determinants of Service Expectations (1990-1993)

14. The Refined SERVQUAL Instrument(1993-1994) 相減得 zone of tolerance

15. The Refined SERVQUAL Instrument(1993-1994) Service quality for a computer manufacturer perceivedservice Zone of tolerance 下限：adequate service expectations上限：desired service expectations

16. Impact of Service Quality on Behavioral Intentions (1994-1996)

17. Impact of Service Quality on Behavioral Intentions (1994-1996) • Superior service quality → favorable behavioral intentions Inferior service quality → unfavorable behavioral intentions • 5 behavioral intention measures • Loyalty • Switch • Pay more • External response • Internal response

18. Impact of Service Quality on Behavioral Intentions (1994-1996) • Two hypotheses H1: The service quality-behavioral intentions relationship (a)is positive (negative) for favorable (unfavorable) behavioral inten­tions and (b)has a different slope below and above the zone of tolerance relative to it. H2：Favorable (unfavorable) behavioral intentions are (a)highest (lowest) for cus­tomers experiencing no service problems; (b)next highest (lowest) for customers experiencing service problems that are resolved, and (c) lowest (highest) for cus­tomers experiencing service problems that are not resolved.

19. Impact of Service Quality on Behavioral Intentions (1994-1996) H2 成立

20. Multiple-Method Listening: A Service Quality Information System (1996-1997) Transactional surveys Service-quality information system (SQIS) Customer complaint, comment, and inquiry capture Total market surveys Employee surveys Periodically surveys customers, competitors, and employees

21. Multiple-Method Listening: A Service Quality Information System (1996-1997) Measure service expectations guidelines for developing a system that can ensure an effective SQIS Emphasize information quality • Capture customers’ words Link service performance to business results • Reach every employee

23. Teas, A chink in the SERVQUAL armour • Teas, 1993 JM article "Expectations, Performance Evaluation, and Consumer's Perceptions of Quality.”

24. Teas, A chink in the SERVQUAL armour • Teas points out that vagueness and ambiguity are different terms • Ambiguity means that a term or concept can possess multiple meanings • A term or concept is vague to the extent that its meaning is not clearly defined • The respondents’ answers to survey questions will contain measurement error 模糊 歧義

25. Vagueness and Ambiguity Associated with the "Service Quality" Concept • P(1) = 7 and D(1) = 6, therefore, SS(1) = +1 • P(2) = 6 and D(2) = 5, therefore, SS(2) = +1 • SS(1) = SS(2), even though performance P(1) is higher than performance P(2). P:percived service measure (1~7)D:desired service level (1~7)SS:superior service(P-D) Grapentine: If this is aggregate data, doesn't your model suggest that A and B are equal levels of quality? Teas:this is logically inconsistent Parasuraman: Parasuraman: individual perspective highly unusual scale response biases or tendencies to answer scales that different individuals might have unless there are significant changes in the service itself, or in the environment itself Teas:A theory has to be internally consistent, and independent of measurement error. Parasuraman:If you have the zone of tolerances up there, then you're getting a much better picture. Look at the full picture, not just the gaps.

26. Teas: the reduced slope of the Loyalty function maybe due to how respondents use the scale, not to a true change in the elasticity of loyalty with respect to service quality Teas' efforts have been channeled toward building upon and improving Parasuraman et al's. conceptual frameworks and operational methods.

27. Rust, Cudgel thy brains no more on it • Rust 9 key personal observations • Don’t sweat the small stuff • Return on quality • Customer delight • The bridge to actionability • CSM as a management philosophy • A new twist on quality • Where does market share come from • Multicollinearity • How are expectations updated

28. Rust, Cudgel thy brains no more on it 1. Don’t sweat the small stuff: • number of scale points • type of scale • customer satisfaction ↔ service quality 2. Return on quality: • business wants to know, "What is the return on quality?" • management's need to better utilize research results 3. Customer delight: • satisfying customers vs. making them delighted solve problems adding extras

29. Rust, Cudgel thy brains no more on it 4. The bridge to actionability: • Academics and practitioners focus too much on measuring customer satisfaction or expectations and too little on connecting customer needs to business processes. 5. CSM as a management philosophy: • company what the customer wants them to do. • A commitment to revenue and growth "quotas" based on satisfying and delighting the customer. • suggests a new role for the marketing function 傾聽

30. Rust, Cudgel thy brains no more on it 6. A new twist on quality: • trade-offs between customer satisfaction and productivity 7. Where does market share come from: • initial customer choice issues • customer retention issues 8. Multicollinearity: • coefficients [that are derived by statistical models] are unstable 9. How are expectations updated: • what is the process by which consumers revise their expectations of product performance • discover what drives each

31. Grapentine, personal observation Academics translate • k • develop and agree upon a formal language system to define its conceptual definitions • 雌 to demonstrate to management how to establish service quality measurement systems that improve organizational efficiency practitioners can understand theoretical and empirical investigations 合作 Practitioners Academics

32. Thank you for listening!