Service Quality

Module-4
 • Service quality refers to the degree to which a
service meets or exceeds customer expectations.
It is a measure of how well a service is delivered
and how it satisfies customers’ needs and desires.

Service • Service quality measures how an organization

delivers its services compared to the expectations of
Quality its customers. Customers purchase services as a
response to specific needs. They either consciously
or unconsciously have certain standards and
expectations for how a company's delivery of
services fulfills those needs. A company with high
service quality offers services that match or exceed
its customers' expectations.
• Gap 1. Knowledge gap
• A gap in the service arises if the organization is not aware of what
customer wants. If the organization fails to understand customers'
expectations, it will prevent them from serving customers better.
• Gap 2. Standards gap
• The organization has already formulated its ideas about what kind of
services the customer wants. These ideas do not match up with what
customers really want. There is, therefore, a high chance that the
organization will translate them incorrectly into a quality policy and
set of rules.
• Gap 3. Delivery gap
• Let's assume that the organization has clearly understood what the
customer wants (no knowledge gap) and has appropriately formulated
the customer's needs into their policies and work processes (no
standard gap). Still, there is a possibility that the organization might
fail to deliver the service in the planned way. This will be the delivery
gap.
• Gap 4. Communications gap
• To avoid creating false expectations or misleading promises,
organizations should ensure that their external communications
accurately reflect what they can deliver. Over-promise and under-
delivery could raise customer expectations high, and the
organization fails to deliver at that standard. This will be the
communication gap.

• Gap 5. Satisfaction gap

• Customers are unhappy because they expect a certain level of
service but get something different. Eventually, customers will be
dissatisfied with the product or service they receive.
 • When it comes to ensuring service
quality there are two important
Measuring aspects to consider:
customer’s expectations and the
the

Service customer’s perception of

performance. If the perceived
the

Quality performance exceeds

expectations, the customer can be
considered satisfied. If the
expectations are not met, the
customer will typically be
dissatisfied.
 • SERVQUAL model is the model of service quality that is used for
measuring service quality and customer satisfaction.
American marketing gurus Zeithaml, Berry, and A. Parasuraman
suggested this SERVQUAL model in the year 1988 to analyze
dimensions of service quality as well as perceptions of service
quality.
SERVQUAL
Model • Reliability
• Assurance
• Tangibles
• Empathy
• Responsiveness
1. Reliability
• This is the ability of the firm to perform the service effectively and
accurately. It measures whether the firm lived up to its promises or
not.
2. Assurance
• This dimension depends on the employees of the firm. It is their
skill to produce trust and credibility in minds of the consumer. It
requires proper knowledge and dedication.
3. Tangibles
• This dimension refers to physical facilities, equipment, personnel,
and communication material.
4. Empathy
• This dimension refers to the attention and priority the organization
gives to the needs and requests of the customers.
5. Responsiveness
• This dimension is related to the firm and its ability and willingness
to aid customers and provide apt service as promised.
• Customer relationship management (CRM) includes the principles, practices, and
guidelines that an organization follows when interacting with its customers.
• Some examples of CRM tools include Salesforce, HubSpot, Zoho CRM, Pipedrive,
Userpilot, and Fresh sales.
• These tools help businesses manage customer relationships, sales, and support processes by
providing features like contact management, lead tracking, and marketing automation.
• Personalization
• CRM systems help businesses gather data on customer interests, preferences, and purchase
history. This data can be used to personalize marketing, products, and services to meet
customer needs.
• Efficiency
• CRM systems can automate repetitive processes like data entry, order processing, and ticket
routing. This frees up time for customer service representatives to focus on more complex
tasks.
• Collaboration
• CRM systems can help teams collaborate efficiently, which can lead to smoother information
flow and fewer duplicate efforts.
• Customer feedback
• CRM systems can help businesses continuously improve by managing customer feedback.
• Centralization
• CRM systems can help businesses centralize and streamline communications with customers
• Customer Relationship Management (CRM) can help businesses enhance service quality
by improving customer relationships and interactions:
 • Six Sigma is a set of techniques and tools
used to improve business processes. It was
introduced in 1986 by engineer Bill Smith
while working at Motorola. Six Sigma
practitioners use statistics, financial
analysis, and project management to
Six Sigma identify and reduce defects and errors,
minimize variation, and increase quality
and efficiency.

• Six Sigma certification programs confer

belt rankings similar to those in the martial
arts, ranging from white belt to black belt.
• The 5 Steps of Six Sigma
• The Six Sigma method uses a step-by-step approach called DMAIC, an acronym that
stands for Define, Measure, Analyze, Improve, and Control. According to Six Sigma
adherents, a business may solve any seemingly unsolvable problem by following these
five steps.
• Define
• A team of people, led by a Six Sigma expert, chooses a process to focus on and defines
the problem it wishes to solve.
• Measure
• The team measures the initial performance of the process, creating a benchmark, and
pinpoints a list of inputs that may be hindering performance.
• Analyze
• Next the team analyzes the process by isolating each input, or potential reason for any
failures, and testing it as the possible root of the problem.
• Improve
• The team works from there to implement changes that will improve system
performance.
• Control
• The group adds controls to the process to ensure it does not regress and become
• Six Sigma Certification and Belt Rankings Individuals can
obtain Six Sigma certification to attest to their understanding of
the process and their skills in implementing it. These
certifications are awarded through a belt system similar to karate
training. The belt levels are:
• White belt: Individuals with a white belt have received some
instruction in the basics of Six Sigma but have not yet gone
through any formal training or certification program. This gives
them enough knowledge to become team members.
• Yellow belt: This level can be attained after several training
sessions and equips participants with the knowledge to lead
small projects and assist managers who hold more advanced
belts.
• Green belt: To achieve this level, individuals take a more
comprehensive course that prepares them to become project
leaders.
• Black belt: After reaching the green belt level, participants can
move on to black belt certification, preparing them for
leadership roles in larger and more complex projects
Thank You