Abstract This paper comprises of a literature review to better understand the concept of servicequality and thereafter focuses on a research survey regarding the determinants of servicequality at a chain of primary care clinics. The paper identifies areas of improvement and mechanisms through which such improvements might be achieved. The results of the survey are analysed and paper concludes with recommendations to management.
Outline
Background
Literature Review: ServiceQuality Concepts
Service and Quality Definitions
Obstacles to Attaining ServiceQuality Improvements
ServiceQuality Model
Extended Marketing Mix
Conclusion
Research Methodology
Results and Discussion
Consumer Expectation-Management Perception Gap 1
ServiceQuality Specification Gap 2
Service Delivery Gap 3
External Communication Gap 4
Expected Service Versus Perceived Service Gap 5
Recommendations
Annexure One: References
Annexure Two: Research Process
Step 1: Define the Problem and Research Objectives
Step 2: Develop the Research Plan
Research Approach
Research Instrument
Sampling Plan
Limitations of the Research
Step 3: Collect the Information
Step 4: Analyse the Information
Step 5: Present the Findings
Annexure Three: Aggregated Data
From the Paper "Quality in a service organisation is a measure of the extent to which the service delivered meets the customer's expectations. The nature of a service means that the customer is present in the delivery process. Both the service outcome, as well as the service process influences the perception of quality. The perceived quality can be aligned with a continuum unacceptable quality at one end and ideal quality at the other with graduations of quality in between. This implies that prior expectations are compared with actual service delivery and the service outcome and it is this comparison that leads to perceived quality."
Abstract This paper attempts to shed light on the issue of the quality of tourism and the satisfaction of tourism customers. In an effort to better understand this issue, the paper examines the difference between satisfaction and servicequality from a global vs. transactional viewpoint. The paper also looks at how differences in comparison standards and actual experiences also affect the satisfaction of tourism customers and the quality of service.
Difference between Satisfaction and ServiceQuality Based on Global vs.
Transactional Viewpoint
Differences Based on Comparison Standards
Differences Based on Actual Experiences
Differences Based on Other Factors
Conclusion
From the Paper "Tourism, as an industry that transcends several other industries in their own right, is difficult to quantify. Added to that, there is the problem of the consumer. Because of the variety of inputs to any tourist experience (Cater, 1995, p. 20+), and the variety of experiences a tourist may bring to travel, what constitutes quality for one tourist in one situation will be very different from what constitutes quality for another in the same or a different situation."
Abstract This paper reviews some of the analysis which has been done on TQM and focuses on the internal benefits of TQM and its cost effectiveness. The paper concludes that it seems that TQM is only effective to the level that it improves customer satisfaction with the company's products or services. This research examines TQM and customer service, and how CEOs approach (or do not approach) the issue of customer satisfaction and quality management.
From the Paper "One of the key aspects of TQM suggests that each employee learn to consider the needs of his customers, anticipate those needs, and provide solutions to those needs every time and on time. In manufacturing organizations, customers are described not only as those end users who purchase the final product that the company produces, but the internal customers who may be subsequent parts of the manufacturing process, or who may be involved with transporting the finished goods to their destinations."
Abstract This paper analyzes the factors that affect a customer's loyalty in the online services of financial service companies. It specifically provides evidence from the Greek stock market. The paper provides a conceptual profile of the financial services industry and how it has been affected by and has made use of innovations in information technology in recent years. It also looks at the four major pillars of the financial services industry. The paper then shows that the theory base for brand loyalty has been based on numerous efforts to model basic consumer behavior in terms of how consumers evaluate alternatives and make purchase decisions.
Table of Contents:
Review of the Literature
Definitions of Terms
Background and Overview
The Financial Services Industry and Information Technology
Customer Loyalty Considerations in the Financial Services Industry
Brand Loyalty and the Importance of Information Technology
Trust and ServiceQuality Issues
Costs of Switching Services Chapter Summary
From the Paper "In addition, Das (2004) reports that recent advances in information technology have proven to be a facilitating factor for many financial services companies, improving the capability of both investors and creditors to manage their portfolios and undertake better risk analysis of credit and market risks. As Gerstman and Meyers emphasize, though, consumers will still seek out those financial services that can provide them with the best mix of online and traditional services that allow them to maintain existing market share and gain additional inroads on their competition. These authors note that, "Across that entire spectrum, the comprehensive definition of customer or brand experiences will help to shape and guide the way companies manage their brands and achieve competitive advantage" (p. 21). In the final analysis, then, customer satisfaction in and of itself is not sufficient and differentiation must be sought in the conscious development of customer commitment, i.e. loyalty and devotion that transcends short-term 'feel good' relationships by building interdependencies, shared values and mutually beneficial strategies (Lewis & Varey, 2000)."
Abstract This paper assesses patient satisfaction levels with the diagnosis, treatment and long-term care plans and recommendations provided by outpatient centers. It discusses the factors that most contribute to or detract from patient satisfaction levels when they visit an outpatient service provider and examines the implications of patient levels of satisfaction with an outpatient center. The paper contains graphs and figures.
Table of Contents:
Abstract
Introduction
Literature Review
Defining Quality from a Patient Services and Healthcare Perspective
Translating Healthcare Quality into Quality Management Standards
Translating Quality into Measures of Patient Satisfaction Research Objectives & Methodology
Findings from Questionnaires
Recommendations and Balanced Scorecard
Limitations
Conclusion
Appendix
From the Paper "Patient satisfaction forms the foundation for the integration of TQM and QMS systems throughout healthcare today. Just as Six Sigma keys off of the voice of the customer as a core concept, so too must the many quality initiatives within the healthcare industry do the same. This survey delivers several excellent insights, the first being that the perception of time varies significantly by age group, with the 41 - 50 year old respondents in this study having the most negative perception of how their time is respected in outpatient centers. There is also the finding that the lack of professionalism and lack of alignment of the health educational materials in the clinic itself are a major detractor to satisfaction. Clearly respondents want to use these as discreet means of learning more about how to overcome their health challenges, yet across nearly every demographic group, there is a tendency to see the health educational materials as substandard. The same holds true for the A/V materials."
Abstract The paper attempts to explain the value of quality in relationship to customer satisfaction within the manufacturing, service and non-profit sectors. The paper presents a description of the need for customer-driven quality and offers a matrix outlining the differences in the strategic roles of total quality management (TQM) within each of the business sectors. The paper concludes that the application of TQM that is customer centric is critical to the survival of businesses in all three sectors.
Outline:
Objective
Introduction to Total Quality Management
Four Categories of TQM Focus
I. The Non-Profit Sector
II. Manufacturing Sector
III. Service Sector
IV. Differences in Strategic Roles in the Three Sectors
Conclusion
From the Paper "Total Quality Management is defined as: "A management method relying on the cooperation of all members of an organization that center on quality and on the long-term success of the organization through the satisfaction of the customers as well as the benefit of all members and society." (Total Quality Management 2000-2006: Ateneo Professional Schools Library) Whether the organization is providing services or products today's management must apply the concept of 'Total Quality Management' if the organization is to keep pace with others providing services and products in the market existing and the factors and influences associated with products and services provision. Total Quality Management is just as it sounds, it is the management of each and every aspect of the process of business that have the opportunity to impact the quality of either the product or the satisfaction of the customer."
Abstract This paper discusses customer-driven quality in a manufacturing environment and how it stands with reference to other types of organizations, such as government, non-profit, and service. The value of quality in relationship to customer satisfaction and the importance of participatory management are explained.
From the Paper "The modern manufacturing environment has been responsible for a dramatic loss in product quality in recent years with a concomitant loss of customer satisfaction. Products are not made as well do not last as long and do not have ..."
Tags: customer-driven quality, manufacturing, customer satisfaction, customer service
Abstract This document discusses the relationship of customer satisfaction to an organization's quality initiatives. It examines three organizations from different sectors: manufacturing, service, and government, focusing on leadership and the strategic role that TQM can and does play in the organizations themselves. The paper views leadership as extremely important within a quality environment because without leadership support and guidance quality initiatives are often stillborn.
From the Paper "Quality, customers or constituent satisfaction, and leadership are all integrally related within organizations and can determine an organization's long-term success or failure in its market. Through the examination of three separate organizations within three distinct sectors: manufacturing, service, and government, the integrated relationship that quality, customer satisfaction, and leadership have within a progressive organization leads to a more definitive conceptual paradigm of how these principles are acted upon. "
Abstract The paper discusses the subject of total quality management (TQM) and states that it encompasses a wide series of strategies used by organizations in all sectors to increase the efficiency of their operations and increase customer satisfaction. The paper states that it is an operating philosophy that promotes satisfaction through achieving the highest quality at the lowest possible cost. The paper then looks at three companies belonging to different industries in order to understand how TQM functions and why it is needed to satisfy customers' needs.
Outline:Manufacturing sector:
Ford Motor Corp.
Service industry: American Airlines Non-profit sector: The Ohio State University - College of Food, Agricultural and Environmental Sciences
From the Paper "The TQM has played a vital role within the manufacturing sector ever since customers began to dictate their demands in regard to the products they need and desire to purchase, rather than the other way round, when companies produced and the clients purchased whatever was presented to them. Customers decide to purchase or not the products manufactured and therefore are the main force which decides if the company is to register profits or not; ergo, the need to completely satisfy customers' needs through the implementation of Total Quality Management."
Abstract This paper briefly discusses a case study in organizational structure for each company: Federal Express, Boeing Company, Boeing Company, Continental Airlines, Mondragon (a Spanish company),Bank of Tokyo-Mitsubishi, NYNEX, Inter-Continental Hotels and Resorts, Starbucks Coffee, Texas Utility Company and CSR (an Australian conglomerate). The author, in one brief, explained to establish its marketing servicequality program, Federal Express determined what was most important to overnight shippers. The author, in another brief, suggested that the decision to move from the development of generalists to the development of specialists might not be suitable for smaller firms; in smaller firms, personnel often must be multi-talented or generalists.
Table of Contents
Controlling Customer Satisfaction Balancing Customer Service and Production Floor Control
Controlling Safety and Promoting Efficiency
Establishing a Market Position and Motivating Employees
Controlling Efficiency through the Development of Specialists as Opposed to Generalists
Controlling Human Resource Costs through Downsizing
Responding to Globalization through Organizational Restructuring
The Motivation of Employees Through Empowerment, Superb Benefits, and Profit-Sharing
TXU's Responding to the Threats and Opportunities of Deregulation by Restructuring to Enter New Industries
Responding to Globalization by Acquiring a Foreign Subsidiary
From the Paper "In the early-1990s, Federal Express was confronted with increasing competition and the need to assure high levels of customer service and customer satisfaction. Federal Express implemented an organizational design that included a shift to team-based organization and the empowerment of team members to make decisions on the spot for customers."
Abstract This paper defines the concept of quality and the role quality plays in shaping a customer's satisfaction. The author points out that quality is an integral part of business. The paper relates the participation of management in the production of customer-driven quality.
From the Paper "Quality is an integral part of any business and yet the term itself has many different interpretations. There is the quality of the product itself as it relates to performance and durability. There is the more difficult relationship between quality and price consumers may accept poorer quality for lower cost. There is the quality of the purchasing experience the payment experience and the after-sale experience. Quality enters the picture in the area of customer service and a company's Website and marketing materials also have issues."
Abstract This paper defines the customer and customer service and explains how meeting the needs of the customer and improving customer service is essential for any business to succeed. The paper explains Corporate Service Intelligence (CSI) and how it pertains to the success of ensuring customer service. The paper then describes customer satisfaction and how it is met by providing good customer service. Lastly this paper compares Japanese and US customer practices and perspectives.
Outline:
The Customer
Customer Service Customer Satisfaction Customer Loyalty
Customer Feedback
Japanese v. US Customer Practices and Perspectives
Conclusion
From the Paper "Japanese companies have notoriously had a superior attitude and alignment with customer service. This is due largely in part to the perspective approached by their companies as compared to those of the United States of America. Japanese hold harmony as a social ideal, patience as a personal virtue, and hierarchy as an essential organizing principle. Americans, in contrast, hold freedom as a social ideal, action-orientation as a personal virtue, and equality as a fundamental organizing principle. (Linowes 23) This creates a vastly different situation. In America employees are difficult to train, and must benefit from additional work or are not particularly willing to invest their time and effort. Japanese businesses however are able to count upon the social pressures established to keep their employees producing at maximum levels."
Abstract This paper discusses the various ways to measure customer satisfaction. Customer servicesatisfaction measurement is seen as the way companies can gain competitive advantage, as they can target customers better by finding out their preferences and level of satisfaction with existing products and services. The idea is that what is not measured can subsequently not be managed. Various measurement techniques are evaluated also.
From the Paper "Most emerging approaches to the measurement of overall productivity and management results agree on the importance of customer capital, as expressed in sales, satisfaction and reputation. The higher the innovative and service component, the more the customer becomes part of the performance equation. Customer feedback helps continuously to improve product and performance, with the peripheral benefit of inspiring employees to increased efforts toward better results."
Abstract This paper examines customer satisfaction at a hypothetical XYZ Company. It examines the issue of customer satisfaction and recommends upgrading the phone and Web site and doing away with voice mail to improve customer service levels.
From the Paper "XYZ Company recognizes that customer satisfaction is key to their long-term success. They monitor customer satisfaction and are interested in finding ways to improve that satisfaction ..."
Abstract In an attempt to improve customer satisfaction, banks around the world are training and empowering employees directly involved in service delivery to undertake a broad range of tasks. The paper looks at what are the skills necessary to improve customer satisfaction, how to calculate the level of customer satisfaction, and methods of training employees to improve their ability to satisfy customers.
From the Paper "In analyzing customer satisfaction as an adjunct of qualified activity-based management (ABM) four activities are typically considered: Costs, Quality, Time and Innovation. Most of the emphasis in the current business literature focuses on activity-based costs (ABC) and TQM (total quality management). This is probably because ABC and TQM are easier, or more convenient to measure. Results are more quantifiable. The analysis of time and Innovation are harder since those two terms dip into areas like "mind," "motivation," and other terms that are hard to chart and analyze (Trapp, 1997)."
Tags: banking, employees, innovation, motivation, service
