The Service Quality Gap Model

 

The Service Quality Gap Model

 

The first gap in the Gap Model of Service Quality is the knowledge disparity, which reflects the gap between customer expectations and management's comprehension of those expectations. That is, management is unaware of client expectations. Ineffective transmission and interpretation of existing data are two common causes of this gap.

For example, if management fails to request and consider information and ideas from front-line employees, field people, and consumer surveys, this gap may emerge. This gap is frequently referred to as a "listening" rather than an "information" gap in a big data environment when consumers have free access to rating platforms and the desire to share their experiences. In many situations, the information is available. Prioritizing information sources, making sense of it, and acting on it are the main challenges.

Gap 1: Customer Expectation vs. Management Perception

The gap between customer expectations and management perception occurs when management or the service provider misunderstands what the customer wants or needs. For example, hotel managers may believe that visitors desire greater cuisine or in-house restaurant facilities, while guests may be more interested with staff response or room cleanliness.

Factors that affect the size of the knowledge gap include:

•          Market research: A firm must perform market research before putting a new product or service into the market to determine whether there is a demand for the product and what features should be included. The less the information gap would be the better this procedure is carried out. There are ways to ensure that consumer wishes are taken into account. Comprehensive research, assessing satisfaction following individual transactions (surveys taken soon after a purchase), customer panels and interviews, and customer complaints are some of the methods used.
•          Customer preferences are more likely to be incorporated into higher-level decision making on the product if there are fewer levels between management and customer contact employees.

Gap 2: Management Perception vs. Quality Specifications

The gap between management perception and service quality specification occurs when management or the service provider accurately perceives the customer's needs but fails to define a performance standard. For example, hospital managers may urge a nurse to reply to a request "quickly," but they may not specify "quickly."

 The policy gap is the second gap in the service quality framework, indicating a misalignment between management's perceptions of customer expectations and actual customer service standards. In this case, management may have a good grasp of consumer expectations, but it hasn't been properly translated into operating policies. The goal is to be as specific as possible. An expectation that the phone will be answered promptly, for example, is susceptible to interpretation. Is "timely" two or three rings? What if customer service workers are already on the job? Policies should be established with the SMART – Specific, Measurable, Actionable, Relevant, and Timely – goal-setting acronym in mind for clarity and operational effectiveness.

Situational circumstances, on the other hand, might make things more complicated. When employees call in sick, there is an unexpected rush of consumers, there is a power outage, or [in in the blank], a policy that is actionable may not function. SMART is an excellent word. It is better to hire personnel that are competent – and enabled – to improvise in order to meet the overall customer satisfaction goal. Consider if you should follow Nordstrom's Rule #1: "In all situations, use your best judgement." It isn't acceptable in many situations, but if it is, make sure to include a personal judgement override.

Companies should explain, train on, assess, and reward performance in relation to customer service standards in order to close the policy-practice gap. To be specific:

·         Clearly articulate service levels and business (i.e., budget) assumptions

·         Develop, communicate and train to specific customer service standards

·         Factor service level performance into evaluations for all related personnel

·         Measure performance and adjust resources as required to meet service level objectives

·         Monitor industry service level standards and update policy as appropriate

 

Gap 3: Quality Specifications vs. Service Delivery

The gap between the service quality standard and the service delivery may occur in scenarios involving service people. It might arise as a result of insufficient training, incapability, or a refusal to reach the service level. For example, a doctor's office may have extremely precise hygiene requirements conveyed, but the recruited personnel may have been poorly taught on the need of adhering to these strict protocols.

The performance gap is the model's third gap, and it represents the disparity between service quality specifications and service delivery. Given that service is mainly a function of human rather than robotic resources, service quality may be influenced by a variety of elements, including training, aptitude, attitude, and health and cultural issues, at least to date. Customer changes, unique demands, and the attitude and communication skills they bring to the scenario all have an influence on a service representative's ability to perform to a certain level.

The problem with a performance gap is usually not a lack of clear service policies, but rather a failure to consistently and reliably satisfy those service standards. Companies should examine financial and operating assumptions to ensure that service standards are feasible in order to reduce this gap. Job analysis and job descriptions, as well as applicant screening, selection, training, and assessment, should all be evaluated to ensure that new workers are capable of and ready to meet the expectations of service positions.

Creating a well-structured onboarding process, offering product/service training, and developing a customer-centric team atmosphere may all assist new service personnel come up to speed quickly. Onboarding is, in fact, a separate subject that contributes to productivity, engagement, and retention. And, while we're on the subject of retention, recognizing and rewarding high performers is an important method to close the performance gap. To summarize:

•          Validate service quality expectations and align people, processes and culture to support those goals.

Gap 4: Service Delivery vs. External Communications

Gap between service performance and external communication: Statements made by corporate officials and ads have a significant impact on consumer expectations. The gap occurs when these expected expectations are not met when the service is delivered. For example, a hospital may appear to have clean and equipped rooms on its brochure but be in bad condition in reality; in this situation, the patient's expectations are not satisfied.

The model's fourth gap is the communication gap, which reflects the disparity between the degree of service promised and what is received. A variety of messages, including promotional advertising, website content and pictures, and remarks made by corporate personnel, influence consumer expectations. This chasm is frequently caused by over-promising or, in the worst-case scenario, fraudulent advertising (i.e., bait and switch). The old adage of "under promise and over deliver" might help you avoid this pitfall. The key conclusion is that quality, timeliness, and pricing are all critical factors. What matters most, though, is that you maintain your word. Consumers will be happy, and you will retain your customers as a result.

Specific actions to close this gap:

·         Review communications across all touch-points, including digital (email, website, social media and partner sites), print, and on-premise materials, to ensure accuracy and consistency

·         Implement a “reality check” review and approval process for new campaigns and updates.

·         Conduct mock customer interactions and listen in and provide coaching on point-of-contact conversations to ensure services are being represented realistically

·         Incorporate employee input and customer reviews to make advertising real. Similarly, incorporating actual employees and customers in advertising puts a real face on the business.

Gap 5: Actual Performance vs. Perceived Service Gap

The gap between expected and received service occurs when the customer misunderstands the service quality. The doctor may continue to see the patient to demonstrate and assure care, but the patient may take this as a sign that something is really wrong.

 The fifth gap, referred to as the customer gap, refers to the disparity between the customer's expectations and perceptions of the level of service obtained. This gap can develop as a result of service difficulties from gaps 1–4 or as a result of a customer's incorrect assessment of the service received. A variety of elements impact a customer's perspective, including personal experience and requirements, advertising and word of mouth. A client may have received outstanding service throughout a dinner, but erroneous charges on the bill or rowdy customers at the adjacent table may taint the experience and leave the customer unsatisfied overall. The important thing to remember is that the fifth gap cannot be closed directly; instead, a shop must fill gaps 1–4 before closing the client gap. 

The key to finding the core cause(s)—that is, the underlying service gap(s)—and, eventually, resolving the Customer gap is to obtain customer feedback.