GAPS
MODEL IN SERVICE QUALITY
The Service Quality Model, also known as the GAP
Model, was developed in 1985. It highlights the main requirements for
delivering a high level of service quality by identifying five ‘gaps' that can lead to unsuccessful
delivery of service.
Customers generally have a
tendency to compare the service they 'experience' with the service they
'expect' to receive; thus, when the experience does not match the expectation,
a gap arises.
GAP 1:
Gap between consumer
expectation and management perception: This gap arises when the management or
service provider does not correctly perceive what the customer wants or needs.
For instance – hotel administrators may think guests want better food or
in-house restaurant facilities, but guests may be more concerned with the
responsiveness of the staff or the cleanliness of their rooms.
Factors that affect the size of the knowledge gap include:
Market research
Before
introducing a new product or service into the market, a company must conduct market research
to understand whether there would be any demand for the product, and what features should be incorporated. The
better this process is conducted, the smaller the knowledge gap will be.
There are methods of
ensuring that customer desires are taken on board. These include: comprehensive
studies, gauging satisfaction after individual transactions (surveys
immediately after a purchase is made), customer panels and interviews, and
through customer complaints.
Communication channels
The fewer the layers
between management and customer contact personnel, the more likely that
customer preferences will be incorporated into higher-level decision making on
the product.
GAP 2 :
Gap between management
perception and service quality specification: This is when the management or
service provider might correctly perceive what the customer wants, but may not
set a performance standard. An example here would be that hospital
administrators may tell the nurse to respond to a request ‘fast', but may not
specify ‘how fast'.
Gap 3: between service quality specification and service delivery
This gap may arise through service personnel being poorly
trained, incapable or unwilling to meet the set service standard. The possible
major reasons for this gap are:
·
Deficiencies in human
resource policies such as ineffective recruitment, role ambiguity, role
conflict, improper evaluation and compensation system
·
Ineffective internal
marketing
·
Failure to match demand
and supply
·
Lack of proper customer
education and training
Gap 4: between service delivery and external communication
Consumer expectations are highly influenced by statements
made by company representatives and advertisements. The gap arises when these
assumed expectations are not fulfilled at the time of delivery of the service.
For example, the hospital printed on the brochure may have clean and furnished
rooms, but in reality it may be poorly maintained, in which case the patients'
expectations are not met. The discrepancy between actual service and the
promised one may occur due to the following reasons:
·
Over-promising in external
communication campaign
·
Failure to manage customer
expectations
·
Failure to perform
according to specifications
Gap 5: between expected service and experienced service
This gap arises when the consumer misinterprets the
service quality. For example, a physician may keep visiting the patient to show
and ensure care, but the patient may interpret this as an indication that
something is really wrong.
Determinants
The ten determinants that may influence the appearance of
a gap are:
1.
Competence is the possession of the required skills and knowledge to
perform the service. For example, there may be competence in the knowledge and skill
of contact personnel, knowledge and skill of operational support personnel and
research capabilities of the organization.
2. Courtesy is the consideration for
the customer's property and a clean and neat appearance of contact personnel,
manifesting as politeness, respect, and friendliness.
3. Credibility includes factors such as
trustworthiness, belief and honesty. It involves having the customer's best
interests at prime position. It may be influenced by company name, company
reputation and the personal characteristics of the contact personnel.
4. Security enables the customer to
feel free from danger, risk or doubt including physical safety, financial
security and confidentiality.
5. Access is approachability and
ease of contact. For example, convenient office operation hours and locations.
6. Communication means both informing
customers in a language they are able to understand and also listening to
customers. A company may need to adjust its language for the varying needs of
its customers. Information might include for example, explanation of the
service and its cost, the relationship between services and costs and
assurances as to the way any problems are effectively managed.
7. Knowing the customer means making an effort to understand the customer's individual
needs, providing individualized attention, recognizing the customer when they
arrive and so on. This in turn helps to delight the customers by rising above
their expectations.
8. Tangibles are the physical evidence
of the service, for instance, the appearance of the physical facilities, tools
and equipment used to provide the service; the appearance of personnel and
communication materials and the presence of other customers in the service
facility.
9. Reliability is the ability to perform
the promised service in a dependable and accurate manner. The service is
performed correctly on the first occasion, the accounting is correct, records
are up to date and schedules are kept.
10. Responsiveness is the readiness and
willingness of employees to help customers by providing prompt timely services,
for example, mailing a transaction slip immediately or setting up appointments
quickly.
