Showing papers on "Service level objective published in 1991"

A Multistage Model of Customers' Assessments of Service Quality and Value

Abstract: This article develops a model of how customers with prior experiences and expectations assess service performance levels, overall service quality, and service value. The model is applied to residential customers' assessments of local telephone service. The model is estimated with a two-stage least squares procedure through survey data. Results indicate that residential customers' assessments of quality and value are primarily a function of disconfirmation arising from discrepancies between anticipated and perceived performance levels. However, perceived performance levels also were found to have an important direct effect on quality and value assessments.

Perceived service quality as a customer‐based performance measure: An empirical examination of organizational barriers using an extended service quality model

Abstract: This study empirically examines organizational barriers to delivering high-quality service performance as measured by customer perceptions and expectations. Using the extended service-quality model developed by Zeithaml, Berry, and Parasuraman (Journal of Marketing, 52, 35–48) as a conceptual framework, five specific propositions implied by the model and by earlier studies contributing to its development were tested. Such testing required a complex research design involving five service companies as well as samples of customers, contact employees, and managers from each company. The results have practical implications and suggest an agenda for future organizational research.

Truths and Myths in Service Quality

Abstract: Truths and myths in service quality are presented under five headings. The first concerns the alleged differences and similarities between goods and services and what impact these have on quality management. The second explores the question: Does service quality cost or is quality free? A major problem with service quality is variability and limited capability and robustness of the service production process; this is treated as issue three. The fourth issue presents the “love factor”, referring to the fact that particularly in some service areas‐the care sector and education being obvious examples – quality can only be created if the services provider demonstrates more than objective skills and perfect systems; there is need for a loving and caring relationship with the customer. Finally, the “peanut syndrome”, which addresses the question of how high customer expectations should be raised, is noted.

A Service Quality Process Map for Credit Card Processing

Abstract: Evaluating marketing (external) and operations (internal) service quality performance in most organizations is a data-oriented management task that involves many variables for many different types of services. These two diverse sets of service quality information seldom “match up well” because the marketing and operations functions define and evaluate service quality “their way.” Management's interpretation of what the data “mean” often contributes to extra meetings, unnecessary disagreements within and between functional areas, and poor decision making. This situation can affect the quality and timing of decisions, and ultimately, the organization's profitability and market share. This paper quantitatively relates the customer's evaluation (perception) of service quality directly to the activities and performance criteria of the service delivery process for a credit card processing center. Basic statistical analyses and a recursive path analysis model define the relationships between marketing- and operations-based service quality information. The idea of a “service quality process map” is introduced. A service quality process map relates a flowchart of the service delivery process to the customer's perception of service using the power of multivariate data analysis. Management insights gained from an analysis of marketing (external) and operations (internal) measures of service quality performance can be used to allocate resources wisely. The objective is to gain the most improvement in the customer's perception of service for the least cost. Service quality with this type of evaluation capability can be used to gain competitive advantage in the marketplace.

Technology, Design and Service Quality

Abstract: Technology as a key dimension of service quality has generally been overlooked. When embedded in organisation culture, technology creates a competitive advantage sustainable over time because it is not easily imitated. The value of developing operational definitions of service quality dimensions is explored. Technology is investigated not only as input‐processing‐output but as the application of knowledge to work. Two components of technology are: service logic (know‐why) and service technique (know‐how). Service logic is offered as the means for expressing causal relationships in a way that establishes rational connections between seemingly unrelated operating events. Service technique is viewed as a way of doing things designed to optimise customer satisfaction while maximising employee satisfaction. The service map is presented as a managerial tool for discovery of the service logic that gives rise to service technique.

Customer Service Strategies in Financial Retailing

Abstract: This article aims to help bankers and managers of financial institutions to understand the importance of customer service. It shows that poor customer service is a cancer and that service quality is now more important than the “4Ps” of the marketing mix. Four steps of a customer service strategy are outlined: establish commitment to the key components of customer service; identify relative importance of service components to customers; identify market segments by service requirements; design customer service policies.

Internal Services: Gaps in Needs/Performance and Prescriptions for Effectiveness

Abstract: Internal services are fundamental to corporate competitiveness today. Not only do they support line functions but also are directly adding value to the company′s final offerings. However, the level of performance of internal service providers is not meeting the requirements of their users. The authors, continuing their research in this area, surveyed 300 executives on the importance and performance of internal services. They demonstrate the perceived gap between service users′ needs and service providers′ performance, try to understand why this gap exists, and offer some organisational diagnostics for identifying these gaps and prescriptions for redressing them.

How information power can improve service quality

Abstract: By coupling information technology to a sophisticated statistical system for measuring service quality, companies can discover precisely where their performance needs improvement.

Managing Service Companies: Strategies for Success

Abstract: What is a service? service cultures cultures with a competitive edge the customer as focus service strategy pricing and quality developing leadership making it happen improving service maintaining momentum.

Targeting service to your customer

Abstract: Most hoteliers will answer "service" when asked what makes them better than their competition. But focusing on service is not the same as focusing on the customer. Service must be defined relative to the customers' needs, and the price of a room must reflect the guests' expectations regarding the desired level of service. Most customers are unwilling to pay for amenities they don't want and will avoid those properties where high rates aren't clearly related to value. To develop a service strategy, first identify the markets to be served, identify what it is your customers want and what they expect, and choose the optimal mix and level of service for those markets. Next, evaluate your current service performance and make any adjustments that ensure you're offering the right service at the right price. Finally, make it easy for your guests to give you feedback.

Improving service delivery

Abstract: Outlines a workshop approach to evaluating service delivery in order to improve customer service, as well as developing a service strategy and designing delivery systems consistent with this strategy. Describes the tools used in the workshop ‐ particularly the ′Service Triangle′. Sums up the benefits of such a workshop in evaluating service delivery.

The Role of Rites of Integration in Service Delivery

Abstract: Rites of integration can establish the appropriate level of psychological involvement between service providers and customers during the service encounter. This facilitates customers sharing information necessary for service production and the favourable evaluation by customers of the cues they perceive during the service delivery process. The design of alternative rites that result in varying levels of involvement are described, as are the consequences associated with customers having their expectations of involvement confirmed or disconfirmed.

Service Logistics: An Introduction

Abstract: The Council of Logistics Management has commissioned a study to determine the potential of applying logistics principles in service organisations. The authors suggest that logistics principles are even more important in service organisations than in production firms. To realise this potential, however, the definition of logistics must be expanded. Service logistics is defined as the management of activities which respond to customers on an individual basis. The services′ historical underpinnings are examined and some guiding concepts central to service response logistics are provided. These concepts include the benefit delivery, delivery processes, delivery orientation, responsive planning, and a customer service model that focuses on individual customer needs.

Measuring customers' perceptions of service quality

Abstract: A model of telephone service quality from the customer's perspective and a systematic approach to its measurement are discussed. Because the proposed model is designed from the customer perspective and uses a scientific process to assess the quality of the model, it provides an effective way to integrate the voice of the customer into every phase of a business. Examples from the telecommunications industry are used to show the effectiveness of this model in pinpointing service problems and uncovering opportunities for improving service. >

Intrinsic Service Quality Determinants for Pharmacy Customers

Abstract: Service quality has been in the research limelight for some years. The discussion of service quality concepts is continued here. Using data from pharmacy customers, a four‐concept, pharmacy‐specific typology in terms of professionalism, commitment, confidentiality and milieu was developed, and a two‐concept typology for intrinsic service quality in terms of willingness and ability to serve, and physical and psychological access. The concepts are seen to encapsulate the essence of several previously‐published models in the field of service quality.

The Significance of Information Technology for Service Quality: From Market Segmentation to Individual Service

Abstract: How information technology is rapidly becoming necessary for achieving quality in the airline industry is focused on. Three levels of service quality management are proposed in a strategic model: the standard service system; a complex service system; and a sensitive service system. The latter implies the integration of an advanced information culture with an advanced service culture. SAS is used as an empirical case to illustrate development to today′s practice and to compare present practice with the proposed strategy for tomorrow.

Service Delivery Processes: New Technology and Design

Abstract: The search for service quality and the division of work between front office employees and backroom workers as the core of service design are examined. Discussion centres on whether the server′s task should encompass more backroom work to avoid duplication and delay or be more limited to reduce turnaround time. Alternative service delivery designs are explored and the impact of technology examined. It is concluded that the task at hand is not merely to select the best design but a technological migration path allowing the bank to maintain or improve its competitive position in what has been described as “bare‐knuckle banking”.

Improving the Delivery of Quality Service: Behavioural Management Techniques

Abstract: The behavioural management of bank tellers delivering service to customers is examined. The degree of quality service is defined by six dimensions: greeting, eye contact, speed of service, help offered, personal recognition, and appreciation. Techniques consisted of providing PIGS feedback (positive, immediate, graphic and specific) on each of the six dimensions, and contingent social reinforcers given by the supervisor to the teller observed to be doing a good job. This intervention had a generally positive impact on the delivery of quality service by tellers to bank customers.

Evaluating performance and service measures for the airport landside

Abstract: Before measuring the capacity of facilities of any transportation system, level of service must first be defined. Measuring airport terminal capacity has always been difficult to achieve, mainly because of this lack of definition. Presented in this paper is a concept for evaluating passengers' attitudes and their perception of and satisfaction with the quality of service at airport terminal facilities. By using this method, levels of service for airport facilities can be determined for different service measures associated with the performance of the system. When used in conjunction with capacity assessment techniques (e.g., simulation), this concept can facilitate the evaluation of operational performance of airport facilities.

Hierarchical service control scheme for intelligent network services

Abstract: With the introduction of communication services into business activities, such as telemarketing, customer requirements for these services are becoming more varied. Since communication service has become competitive, quick provision of services has become important. This paper proposes a hierarchical service control scheme aimed at achieving service specification independence and the software architecture of an experimental intelligent network service system based on this new scheme. In the proposed new scheme, elementary functional parts are prepared beforehand and a service is realized using interpreter control based on the information about an execution order of functional parts. To localize modifications in software when a new service is introduced, functional parts are arranged in a hierarchical manner. This experimental system can change complicated service specifications in a few minutes. Processing volume is about half of that for an existing system in which service specification is described by a programming language and service associated data are managed by a common data management program.

A network service acquisition mechanism for the client/service model

Abstract: Three of the most important issues in exploiting network servers in existing heterogeneous systems are the problems of service specification, fault tolerance, and system integration. The service specification issue concerns how to specify services so that service-server bindings can be changed dynamically without disturbing clients. The fault tolerance issue concerns how to make clients resilient to network or server failure. The system integration issue concerns how to accommodate server protocol heterogeneity to provide a single system view to the clients. This thesis proposes a service acquisition mechanism to solve these issues. This mechanism is designed under a new computational model called the client/service model. This model extends the client/server model with a new abstract entity to make the notion of service a first-class concept. This new abstract entity appears to the client as a service provider, and to the server as a service requester. This mechanism is evaluated through the design and implementation of a prototype heterogeneous distributed system called Cygnus. While different servers in this system may support different access mechanisms, their interface operations are abstracted as services and specified by an attribute-based naming scheme. They need not be modified to make them accessible to Cygnus clients. We have also designed and implemented a programming language called CygnusC to demonstrate how a typed procedural language like ANSI C can be extended to support the proposed mechanism, though the mechanism can be used within a C program through a set of library routines. The service abstraction facilities provided by CygnusC in the Cygnus distributed system (1) allow programs to specify and access network services based upon their properties, (2) enable the compiler to type check the operations on attribute values, to incorporate users' code for validating service specifications, and to type check every service access operation, and (3) permit the service acquisition runtime to change service-server bindings whenever necessary without disrupting the services in use. Our preliminary results show that it is useful and feasible to embed the Cygnus service acquisition mechanism into a typed procedural language for accessing network services in a large heterogeneous distributed system.

The Ten Commandments of Customer Service

Abstract: The UK Government′s White Paper on the National Health Service, 1989, defined a programme of action aimed at achieving two objectives: give patients, wherever they live, better health care and greater choice of the services available; and produce greater satisfaction and rewards for NHS staff who successfully respond to local needs and preferences. The Paper defines seven key measures, each designed to make its own vital contribution to those objectives. One of these was the introduction of self‐governing hospital trusts, and one of the primary concerns of the Boards of Directors set up to run each of the new Trusts will be the development of a clear customer service strategy; one which combines clinical excellence with the highest standards of customer care. The customer care element of that strategy must combine the best of tried and tested management and organisation theory, with common sense, realism and pragmatism.

Inside quality service

Abstract: Claims that in order to improve quality service, front‐line staff and management need to recognize the importance of good customer care, for both internal and external customers. Defines quality service and gives examples of how and where to implement it, as well as illustrating both individual and management contributions.

Improving the service quality chain

Abstract: Describes a research study implementing TQM in the employment services using it on an organisation‐wide basis, for internal as well as external customers. Suggests a customer profile model. Asserts that the implementation has produced astonishing results and that, by recognising service providers as experts with intimate knowledge of their customers, TQM enables them to contribute directly to the improvement of the quality of their service provision.

In search of new ′tools′

Abstract: Describes the characteristics and objectives of the service quality process map (SQPM) and its applications for the customer service function of a large credit card processing centre. Compares the SQPM to a visual road map of how excellent service is created and delivered through the eyes of the customer. Considers that SQPMs can be used as a tool to build management decision support systems.

Importance/performance analysis: a tool for service quality control by clinical laboratories.

Abstract: A study of customer satisfaction with clinical laboratory service is used as the basis for identifying potential improvements in service and more effectively targeting marketing activities to enhance customer satisfaction. Data on customer satisfaction are used to determine the aspects of service most critical to customers, how well the organization is doing in delivery of service, and how consistent service delivery is. Importance-performance analysis is used to highlight areas for future resource reallocation and strategic emphasis. Suggestions include the establishment of performance guidelines for customer contact personnel, the enhancement of timely delivery of reports via electronic transmission (computer and fax), and the development of standardized graphics for request and report forms to facilitate identification of appropriate request forms and guide clients to key items of information on reports.