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ice to be. To unify these two sides, quality can be defined as the degree of fit between customers’ expectations and customer perception of the product or service. The perceived quality gap occurs when customers’ perceptions of the product or service fail to match their expectations of it. The reason must lie in other gaps elsewhere in the model. According to Brown and Bond (1995, p184), "the gap model is one of the best received and most heuristically valuable contributions to the services literature".www.51lunwen.orgThe GAP model identifies five key discrepancies or gaps relating to managerial perceptions of service quality, and tasks associated with service delivery to customers.

Gap 1. Market Research: Customer’s expectations - Management perceptions of customer expectations gap.
Gap 2. Design: Management perceptions of customer expectations -Service standards gap.
Gap 3. Conformance: Service Standards - Service delivery gap.
Gap 4. Communication: Service delivery - Customer perception gap.
Gap 5. Customer Satisfaction: Customer perception- customer expectation gap.
(Fitzsimmons, 2004)
The existence of any one of these gaps is likely to result in a variance between expectations and perceptions and, consequently, in poor perceived quality. It is therefore important that managers take action to prevent quality gaps. Gap 5 pertains to the customer and as such is considered to be the true measure of service quality. The Gap on which the SERVQUAL methodology has influence is Gap 5. In the following, the SERVQUAL approach is demonstrated.

The SERVQUAL model is a survey tool that measures service quality, which is based on implementing the service quality gap concept. Service quality contains psychological features and also determined many intangible factors to meet customer satisfaction.
Glynn and Barnes (1995, p.150) claim that, “SERVQUAL is most valuable when it is used periodically to track service quality trends, and when it is used in conjunction with other forms of service quality measurement.”  SERVQUAL are able to explain more differs in customer’s overall evaluations of an organisation’s service quality than are the perception-expectation difference scores. In addition, measuring expectations increases survey in recent two years and in the further due to the global financial crisis impacts hospitality industry. However, SERVQUAL’s developers have argues that measuring expectations has diagnostic value and that basing service improvement decisions solely on perceptions data might lead to suboptimal or erroneous resource allocations.” (Hall 2009, Koys 2008, Slack 2004)
SERVQUAL as the most often used approach for measuring service quality, has been used to compare customers' expectations before a service encounter and their perceptions of the actual service delivered. The SERVQUAL tool has been the predominant method used to measure consumers’ perceptions of service quality. From studies (Gronroos, 1982, Lewis & Booms, 1983 and Parasuraman et al., 1985) there are five generic dimensions or factors and are stated as follows:
(1) Reliability.   Ability to perform the promised service dependably and accurately.
(2) Responsiveness.  Willingness to help customers and provide prompt service.
(3) Assurance. (including competence, courtesy, credibility and security).
Knowledge and courtesy of employees and their ability to inspire trust and confidence.
(4) Empathy. (including access, communication, understanding the customer).
The caring, individualised attention to customers.
(5) Tangibles.  Physical facilities, equipment and appearance of personnel.

  (Render 2006, Fitzimmons 2004)

Advantage of using SERVQUAL model:
• Firstly, customers can build up the ben