THE GAP MODEL OF SERVICE QUALITY
Service Quality
Quality of the service is the degree of conformance of all the relevant features and characteristics of service to all the aspects of the consumers’ needs limited by the price and delivery s/he will accept. Quality can be viewed from two perspectives:
Internal quality
based on conformance to
specifications
External quality quality
based on customer-perceived
Importance Of Quality For Service Marketers Gain competitive advantage, maintain loyalty Increase value (may permit higher margins) Improve profits
The Gaps Model of Service Quality
Gaps Model of Service Quality Expected Service
CUSTOMER Customer Gap
COMPANY
Perceived Service Service Delivery
Gap 3 Gap 1 Gap 2
Customer-Driven Service Designs and Standards Company Perceptions of Consumer Expectations
Gap 4
External Communications to Customers
Gaps Model of Service Quality
Customer Gap: difference between customer expectations and perceptions Provider Gap 1 (The Knowledge Gap): not knowing what customers expect, want, need Provider Gap 2 (The Service Design & Standards Gap): not having the right service designs and standards Provider Gap 3 (The Service Performance Gap): not delivering to service standards Provider Gap 4 (The Communication Gap): not matching performance to promises
Not Knowing What Customers Expect
Gap 1
Customer Expectations
•Inadequate marketing research orientation •Lack of upward communication •Insufficient relationship focus •Inadequate service Company Perceptions of Customer Expectations recovery
Not Selecting The Right Service Designs And Standards Customer-Driven Service Designs and Standards
Gap 2
• Poor service design • Absence of customer driven standards • Inappropriate physical evidence and services gap Management Perceptions of Customer Expectations
Not Delivering To Service Designs And Standards Customer-Driven Service Designs and Standards
Gap 3
•Deficiencies in human resource policies •Customers who do not fulfill roles •Problems with service intermediaries • Failure to match supply and demand Service Delivery
Not Matching Performance To Promises Service Delivery
Gap 4
•Lack of integrated services marketing communications . •Ineffective management of customer expectations . •Overpromising . •Inadequate horizontal communications .
External Communications to Customers
Focus on the consumer – Customer Gap
Gaps Model of Service Quality Expected Service CUSTOMER Customer Gap
Perceived Service
COMPANY
Gap 1
Service Delivery
Gap 3 Customer-Driven Service Designs and Standards
Gap 2 Company Perceptions of Consumer Expectations
Gap 4
External Communications to Customers
The
central focus of the gaps model is the customer gap, the difference between customer expectations and perceptions. Expectations are the reference points customers have coming in to a service experience. Perceptions reflect the service as actually received.
How Consumers Evaluate Goods and Services
Most goods
Most services
High in search properties
High in experience properties
Medical diagnosis
Auto repair
Root canal
Legal services
Television repair
Child care
Haircuts
Vacation
Restaurant meals
Automobiles
Houses
Furniture
Jewelry
Difficult to evaluate Clothing
Easy to evaluate
High in credence properties
Consumer Choice
Customer Expectation Of Service
HIGH
LOW
Dual customer expectations levels and the Zone of Tolerance Desired Service
ZONE OF TOLERANCE
Adequate Service
Desired Service Level Of Expectation ZONE OF TOLERANCE
Desired Service
Adequate Service
ZONE OF TOLERANCE
Adequate Service
Reliability
Tangibles
Lasting Service Intensifiers Desired Service
Personal Needs ZONE OF TOLERANCE
Adequate Service
Lasting Service Intensifiers
Desired Service Personal Needs
emporary Service Intensifiers
ZONE OF TOLERANCE
erceived Service Alternatives Adequate Service
Self Perceived Service Role
Situational Factors
Predicted Service
Explicit Service Promises
Lasting Service Intensifiers
Desired Service Implicit Service Promises Personal Needs
emporary Service Intensifiers
Word – Of –Mouth ZONE OF TOLERANCE Past Experience
erceived Service Alternatives Adequate Service
Self Perceived Service Role
Situational Factors
Predicted Service
Customer Satisfaction Customer
satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business.
Customer Loyalty "Customer
loyalty is when an organization receives the ultimate reward for the way it interacts with its customers. “ Although customer loyalty is often achieved through offers, discount coupons, rebates and other kinds of rewards, long-term customer loyalty can only be created by making your customers feel that
Customer Satisfaction vs. Customer Loyalty Customer
satisfaction measures how well a customer’s expectations are met.
Customer
loyalty measures how likely customers are to return and their willingness to perform partner shipping activities for the organization.
Customer
satisfaction is a requisite
Quality and Customer Satisfaction
What determines Customer Satisfaction? Product/service features. Consumer emotions. Attributions for service success
or
failure. Perceptions of equity or fairness. Other consumers, family members. Price.
Outcomes of Customer Satisfaction Increased customer retention. Positive word-of-mouth
communications. Increased revenues.
Service Quality The
customer’s judgment of overall excellence of the service provided in relation to the quality that was expected. Service quality assessments are formed on judgments of: outcome quality interaction quality physical environment quality •
SERVQUAL Attributes RELIABILITY ■Providing
service as promised ■Dependability in handling customers ’ service problems ■Performing services right the first time ■Providing services at the promised time ■Maintaining error - free records
RESPONSIVENESS ■Keeping
customers informed as to when services will be performed ■Prompt service to customers ■Willingness to help customers ■Readiness to respond to customers ’ requests
ASSURANCE ■Employees
who instill confidence in customers ■Making customers feel safe in their transactions ■Employees who are consistently courteous ■Employees who have the knowledge to answer customer questions
EMPATHY ■Giving
customers individual attention ■Employees who deal with customers in a caring fashion ■Having the customer ’ s best interest at heart ■Employees who understand the needs of their customers ■Convenient business hours
TANGIBLES ■Modern
equipment ■Visually appealing facilities ■Employees who have a neat , professional appearance ■Visually appealing materials associated with the service
Dimensions of Service Quality Reliability: •
Delivering on promises. Example: receive mail at same time each day.
Responsiveness:
Willingness to help customers promptly. Example: avoid keeping customers waiting for no apparent reason.
Dimensions of Service Quality Assurance:
Inspiring trust and confidence. Example: Insurance, medical services, etc..
Empathy:
Treating customers as individuals. Example: being a good listener.
Tangibles:
Representing the service physically.
E-Service Quality Efficiency Fulfillment Reliability Privacy Responsiveness Compensation Contact
The Service Encounter – The Moment Of Truth Occurs
any time the customer interacts with the firm. Can potentially be critical in determining customer satisfaction and loyalty. Is an opportunity to: • •
build trust reinforce quality build brand identity increase loyalty
Types of encounters Remote Encounters Phone Encounters Face-to-face Encounters
A Service Encounter Cascade for a Hotel Visit Check Check--In In Bellboy Bellboy Takes Takes to to Room Room Restaurant Restaurant Meal Meal Request Request Wake Wake--Up Up Call Call Checkout Checkout
A Service Encounter Cascade for an Industrial Purchase Sales Sales Call Call Delivery Delivery and and Installation Installation Servicing Servicing Ordering Ordering Supplies Supplies Billing Billing
Service Encounters Themes Recovery :
Adaptability :
employee response to service delivery system failure
employee response to customer needs and requests
Coping :
Spontaneity :
employee response to problem customers
unprompted and unsolicited employee actions and attitudes
Recovery DO
Acknowledge problem Explain causes Apologize Compensate/upgrad e Lay out options Take responsibility
DON ’ T Ignore customer Blame customer Leave customer to fend for him/herself Downgrade Act as if nothing is wrong “Pass the buck”
Adaptability DO
Recognize the seriousness of the need Acknowledge Anticipate Attempt to accommodate Adjust the system Explain rules/policies Take responsibility
DON ’ T
Ignore Promise, but fail to follow through Show unwillingness to try Embarrass the customer Laugh at the customer Avoid responsibility “Pass the buck”
Spontaneity DO
Take time Be attentive Anticipate needs Listen Provide information Show empathy
DON ’ T
Exhibit impatience Ignore Yell/laugh/swear Steal from customers Discriminate
Coping DO
Listen Try to accommodate Explain Let go of the customer
DON ’ T Take customer’s dissatisfaction personally Let customer’s dissatisfaction affect others
Evidence of Service from the Customer’s Point of View l Contact employees Customer l him / herself
lOperational flow of activities
People
lSteps in process
l
Other customers
lFlexibility vs . standard lTechnology vs . human
Process
Physical Evidence
lTangible communication lServicescape lGuarantees lTechnology lWebsite
P ro v id e r G a p 1 Understanding Customer Requirement
Gaps Model of Service Quality Expected Service CUSTOMER Customer Gap
COMPANY
Gap 1
Perceived Service Service Delivery
Gap 3
Gap 2
Gap 4
External Communications to Customers
Customer-Driven Service Designs and Standards
Company Perceptions of Consumer Expectations
Provider Gap 1 CUSTOMER Expected Service
COMPANY
Listening Gap Company Perceptions of Consumer Expectations
How to close the Gap 1? Listen
to customers through research. Cover company strategy to retain and strengthen the relationship. Service recovery. •
Listening to customers through research By formal and informal method. Surveys. Critical incident studies. Complaint solicitation.
Objectives To To
identify dissatisfied customers. discover customer requirements or expectations. To monitor and track service performance. To assess overall company performance compared to competition. To assess gaps between customer expectations and perceptions. To appraise service performance of individuals and teams for rewards. To determine expectations for a new service. To monitor changing expectations in an
Stages in research finding Stage Stage
1 : Define Problem 2: Develop Measurement Strategy Stage 3: Implement Research Program Stage 4: Collect and Tabulate Data Stage 5 : Interpret and Analyze Findings Stage 6: Report Findings
Service Quality Perceptions Relative to Zones of Tolerance by Dimensions
lity
9 8 7 6 5 4 3 2 1 0
O
O
Responsiveness
Retail Chain
O
Assurance
Zone of Tolerance O Perception
O O
Empathy
S.Q.
Importance/Performance Matrix HIGH l
Importance
High Leverage Attributes to Improve l
l
Attributes to l Maintain l
l
Low l Leverage
l l
Attributes to Maintain LOW
l
Performance
Attributes to De emphasize HIGH
Building Customer Relationship
The Evolution of Customer Relationship
Customer Goals of Relationship Marketing
Enhancing Retaining
Satisfying
Acquiring
The Customer Pyramid Most Profitable Customers
Least Profitable Customers
What segment spends more with us over time, costs less to maintain, and spread positive word of mouth?
What segment costs us in time, effort, and money yet does not provide the return we want? What segment is difficult to do business with?
Levels of Relationship Strategies Stable Pricing
Volume and Frequency Rewards
Bundling and Cross Selling
I. Financial Bonds
Integrated Information Systems
Continuous Relationships
Excellent IV . II . Structural Service Social Joint and Investments Bonds Bonds Value Shared Processes and Equipment
Social Bonds Among Customers
III . Customization Bonds Anticipati on/ Innovation
Customer Intimacy Mass Customization
Personal Relationships
Relationship Challenges The Customer is not always The Wrong Segment Not Profitable in Long Term Difficult Customers
right
Service Recovery
Expressing Dissatisfaction
Service Failure
Take Action
Do Nothing Switch Providers
Complain to Family & Complain Friends to Third Party Complain to Provider
Switch Providers
Stay with Provider
Stay with Provider
Service Recovery Strategies We lco
i Fa
e af S l
e th
rv Se
e ic
me
an d
En co u
rag eC
om pla i
n ts
Act Quickly
Learn from ers Lost Custom
Service Recovery Strategies
Le Re arn f co ro ve m ry Ex pe ri e nc es
ea r T
t
st u C
om
s er
y irl a F
Provider Gap 2 S e rv ice D e v e lo p m e n t a n d D e sig n
Gaps Model of Service Quality Expected Service
CUSTOMER Customer Gap
COMPANY
Perceived Service Service Delivery
Gap 3
Gap 4
External Communications to Customers
Gap 1 Customer-Driven Service Designs and Standards
Gap 2 Company Perceptions of Consumer Expectations
Risks in Service description through words alone Oversimplification Incompleteness Subjectivity Biased Interpretation
•Full-scale launch •Post-launch review
Full Launch
Development
People
m Tea s
Or ga n Co iz ati nte ona xt l
Enablers
Services
Technology
•Service design and testing •Process and system design and testing •Marketing program design and testing •Personnel training •Service testing and pilot run •Test marketing
•Formulation of new services objective / strategy •Idea generation and screening •Concept development and testing
Systems
Tools
Design
Analysis •Business analysis •Project authorization
hBusiness Strategy Development or Review
hNew
Front End Planning
Service Strategy Development
hIdea Generation
Screen ideas against new service strategy hConcept Development and Evaluation
Test concept with customers and employees hBusiness Analysis
Test for profitability and feasibility hService Development and Testing
Conduct service prototype test
Implementation
hMarket Testing
Test service and other marketing-mix elements hCommercialization hPostintroduction Evaluation
MARKETS OFFERINGS Current Customers New Customers
Existing Services
Share Building
Market Development
New Services
Service Development
Diversification
Types Of New Services Radical
Innovations - Major Innovation. Example: amazon.com.
Start-up
Business: new service for existing market. Example: online banking.
New
Services for the Market Presently Served: new services to customers of an organization. Example: health club offering
Types Of New Services Service
Line Extensions: augmentation of existing service line. Example: Airline offering new routes.
Service
Improvements: changes in features of currently offered service. Example: Trains.
Style
Changes: modest visible changes in appearances. Example:
Service Blueprinting A
service blueprint is a picture or a map that accurately portrays the service system so that the different people involved in providing it can understand and deal with it objectively regardless of their roles or their individual point of view.
S e rv ice B lu e p ri nt
Physical Evidence
Campus
Customer Actions
Arrive at Institut e
Line of Interaction
On Stage Contact Person
Interview Hall
Paperwork/ Documents Admission/ Submission of Documents
Receptio n
Classroom
Enquir y
Entranc e Exam
Intervie w
Examiner
Directo r
Receptionist
Line of Visibility
Backstage Contact Person
Peons
Administration Staff
Line of Internal Interaction
Support Process
Online/site Application
Process of checking Documents
Registratio n System
PHYSICAL EVIDENCE CUSTOMER
Arrive at Hotel
Give Bags to Bellperson
Desk Registration Papers Lobby Key
Check in
SUPPORT PROCESS
Elevators Hallways Room
Cart for Bags
Go to Room
Receive Bags
Greet and Process Take Registration Bags
(Back Stage)
(On Stage)
Cart for Bags
CONTACT PERSON
Hotel Exterior Parking
Sleep Shower
Menu
Call Room Service
Deliver Bags
Take Bags to Room
Registration System
Room Amenities Bath
Delivery Tray Food Appearance
Receive Food
Deliver Food
Food
Eat
Bill Desk Lobby Hotel Exterior Parking
Check out and Leave
Process Check Out
Take Food Order
Prepare Food
Registration System
Building a Blueprint
Customer Defined Service Standard
1. Identify Existing or Desired Service Encounter Sequence
2 . Translate Customer Expectations Into Behaviors / Actions
3 . Select Behaviors / Actions for Standards
4. Set Hard or Soft Standards Measure by Audits or Operating Data
Hard
55. . Develop Develop Feedback Feedback Mechanisms Mechanisms
Soft
Measure by Transaction Based Surveys
6 . Establish Measures and Target Levels
7. Track Measures Against Standards
8.
Update Target Levels and Measures
Physical Evidence and the Servicescape
Elements of Servicescape Servicescape Facility Exterior • Exterior Design • Signage • Parking • Landscape • Surrounding Environment Facility Interior • Interior Design • Equipment • Signage • Layout •Air/ Quality Temperature
Other Tangibles Business Cards • Stationery • Billing Statements • Reports • Employee Dress • Uniforms • Brochures • Internet/ Web Pages
PHYSICAL ENVIRONMENTAL DIMENSIONS
HOLISTIC ENVIRONMENT
INTERNAL RESPONSES
BEHAVIOR
Cognitive Emotional Physiological Individual Behaviors Employee Responses Ambient Conditions Space/Function
ns, Symbols, and Artifacts
Perceived Servicescape
Social Interactions between and among customer an
Customer Responses Individual Behaviors Cognitive Emotional Physiological
Provider Gap 3 Delivering and Performing Service
Gaps Model of Service Quality Expected Service
CUSTOMER Customer Gap
Perceived Service Service Delivery
COMPANY
Gap 3
External Gap 4 Communications to Customers
Gap 1 Customer-Driven Service Designs and Standards Gap 2 Company Perceptions of Consumer Expectations
Employees’ Roles In Service Delivery.
Service Employees Who
are they?
“boundary spanners”
What
are these jobs like?
emotional labor many sources of potential conflict ▪ person/role ▪ organization/client ▪ interclient ▪ quality/productivity •
Boundary Spanners Interact with Both Internal and External Constituents External Environment
Internal Environment
Sources of Conflict for Boundary-Spanning Workers
•Person vs. Role • •Organization vs. Client • •Client vs. Client • •Quality vs. Productivity
Figure 11-5
Human Resource Strategies for Closing GAP 3 Hire for Service Competencies and Service Inclination
e ud in cl s In oyee pl he ny’s t Em a mp on Co Visi
P Te rom am ot wo e rk
Develop People to Retain the Deliver CustomerBest Service oriented Service Delivery People Quality
Provide Needed Support Systems
D Se evel or rv op In ien icePr ter ted oc na es l se s
Provide Supportive Technology and Equipment
Empower Employees
Treat Employees as Customers
Me
Hire the Right People
Pr Be Em efe the pl rr oy ed er r fo l a n ai ic e Tr chn nd iv Te a act s r l te il In Sk
as Re ure St war and d S r Pr erv ong ov ic id e er s
r fo t te es e B mp e ple o C th eo P
e ur al s a n Me ter ice In erv ity S al Qu
Customers’ Roles In Service Delivery.
Importance of Other Customers in Service Delivery Other
customers can detract from satisfaction ▪ disruptive behaviors ▪ excessive crowding ▪ incompatible needs
Other
customers can enhance satisfaction ▪ mere presence ▪ socialization/friendships ▪ roles: assistants, teachers, supporters
•
How Customers Widen Gap 3 Lack of understanding of their roles Not being willing or able to perform their roles No rewards for “good performance” Interfering with other customers Incompatible market segments
trategies for Enhancing Customer Participatio
e fin e C u sto m e r ’ s Jo b s larify level of participation ndentify specific roles nderstand implications for productivity & quality
Recruit , Educate & Reward Customers •Identify & recruit appropriate segment Effective Customer Participatio •Educate customers for their roles •Provide reasons to participate •Reward customer performance
efine Customer ’ s Jobs Clarify level of participation Indentify specific roles Understand implications for productivity & quality
Delivering Service Through Intermediaries
Management and demand capacity
Strategies for Shifting Demand to Match Capacity Demand Too High
Shift Demand
Use signage to communicate busy days and times Offer incentives to customers for usage during non-peak times Take care of loyal or regular customers first Advertise peak usage times and benefits of non-peak use Charge full price for the service--no discounts
Demand Too Low
•Use sales and advertising to
increase business from current market segments •Modify the service offering to appeal to new market segments •Offer discounts or price reductions •Modify hours of operation •Bring the service to the customer
Strategies for Adjusting Capacity to Match Demand Demand Too High
Adjust CapacityDemand
Stretch time, labor, facilities and equipment Cross-train employees Hire part-time employees Request overtime work from employees Rent or share facilities Rent or share equipment Subcontract or outsource activities
Too Low
•Perform maintenance
renovations •Schedule vacations •Schedule employee training •Lay off employees
Provider GAP 4 Services Marketing Communication Mix & Communication Strategies
Gaps Model of Service Quality Expected Service
CUSTOMER Customer Gap
Perceived Service
Gap 4 COMPANY Gap 3
Service Delivery
External Communications to Cus
Gap 1 Customer-Driven Service Designs and Standards Gap 2 Company Perceptions of Consumer Expectations
Need for coordination in marketing communication A
number of media sources are used for service marketing communication. Need is to ensure that customers receive unified & consistent messages & promises.
Communications and the Services Marketing Triangle Company Internal Marketing
Vertical Communications Horizontal Communications
External Marketing Communication
Advertising
Sales
Promotion Public Relations Direct Marketing
Employees
Interactive Marketing Personal Selling Customer Service Center Service Encounters Services capes
Customers
Approaches for Integrating Services Marketing Communication Manage Customer Expectations
Manage Service Promises
Goal : Delivery greater than or equal to promises
Manage Internal Marketing Communication
Improve Customer Education
Reasons for service communication challenges Discrepancies
b/w service delivery & external communications in the form of exaggerated promises & the absence of information about service delivery aspects intended to serve customers well can powerfully affect consumer perceptions of service quality.
Inadequate
management of service
promises. Inadequate management of customer expectations. Inadequate customer education. Inadequate internal marketing communications.
Categories of strategies to match service promises with delivery Approaches for Managing Service Promises
•
•
MANAGING SERVICE PROMISES Create Coordinate Effective External Services Communication Communications
Make Realistic Promises
Offer Service Guarantees
Goal : Delivery greater than or equal to promises
Approaches for Managing Customer Expectations Offer Choices Create Tiered - Value Offerings Communicate Criteria for Service Effectiveness Negotiate Unrealistic Expectations Goal : Delivery greater than or equal to promises
MANAGE INTERNAL MARKETING COMMUNICATION Create
effective vertical communication.
Create
effective horizontal communication.
Align
back office & support personnel with external customers.
Create
cross functional teams.
Approaches for Managing Internal Marketing Communications Goal : Delivery greater than or equal to promises
Create Effective Vertical Communications Create Effective Horizontal Communications Align Back Office Personnel w / External Customers Create Cross - Functional Teams
DHL’s Integrated Marketing Campaign
Source: http://www.newdhl.com/advertising.asp?cid=dhlbt1hmpg1
DHL’s Outdoor Advertising
DHL’s Print Advertising
INDIAN LOGISTICS INDUSTRY : AN OVERVIEW
• Fastest growing industry. • • Dominated by unorganized market. • • Logistics cost is over 13% of GDP. • • •
GATI – Ahead In Reach
Among the top 5 players in the country. Best domestic logistics company award. Network reaches up to 580 districts out of 590 districts. International operations.
S E R V I C E G A P M O D E L
CUSTOMER
Customer needs & expectations Knowledge Gap (1) Management definition Of these needs Standard Gap (2) Translation into design/ Delivery specs
Internal Communication Gap (4)
Delivery Gap (3) Execution of design/delivery specs
(4)
Advertising & sales promises
Perception Gap (5)
Interpretation Gap (6)
Customer perceptions of product execution
Customer interpretation of communication
Service Gap (7) Customer experience relative to expectations
to
Key Factors Leading Customer needs & Expectations qImproper field level Information. q q qBusiness Intelligence not available for decision making at all levels.
KNOWLEDGE
GAP
qLeast attention paid to small customers.
Management definition of these needs GATI’S SOLUTION: ØCustomer’s information is collected through feedback forms. Ø Ø Appointment of executives to cater all types of customers. Ø
Key Factors Leading to Standard Gap Management definition of these needs
qNo proper service design for customers. qFluctuation in fuel prices. q q No Insurance for goods.
STANDARD GAP
qImproper allocation of funds.
Translation into Design GATI’S SOLUTION: ØSharing the burden of increasing fuel prices. Ø Ø Insurance for goods. Ø
Key Factors Leading to Delivery Gap Translation into Design qPoor employee-technology job fit. q q qDelay in delivering the service.
DELIVERY GAP
qOver pricing to match demand.
Execution of Design
GATI’S SOLUTION: ØEmployees are properly trained. Ø Ø Promptness in delivery. Ø
Key Factors Leading to Communication Gap Execution of Design
COMMUNICATION
qImproper horizontal communication. q qCustomer enquiry constraints. qAbsence of strong internal marketing.
GAP
qLack of adequate education for customer.
Advertising And Sales Promises GATI’S SOLUTION: ØToll Free Number available to provide information to the customers. Ø Ø Gati.net. Ø
Key Factors Leading to Perception Gap Execution of Design
q Indifferent attitude towards customers. q q q Improper design leading to negative perception. q qImproper information transparency to their supply chain partners to maintain competitiveness. q
PERCEPTION GAP
Customer Perceptions of product execution GATI’S SOLUTION: ØShould have a positive attitude towards the customer. Ø ØProper market research to change design accordingly. Ø
Key Factors Leading to Interpretation Gap Advertising And Sales Promises
INTERPRETATION
GAP
qOverpromise, under delivery. q q q Main customers - Corporate customers. Hence interpretation of a local customer varies differently.
Customer interpretation of communication
GATI’S SOLUTION: Ø Should focus on B to C advertising apart from B to B advertising. Ø Ø Provide services as promised . Ø
Key Factors Leading to Service Gap Customer perceptions Of product execution
Customer Interpretation of communications
q Value added services. q q q Ware housing facility.
SERVICE GAP
q Reverse logistics. Customer experience Relative to expectations GATI’S SOLUTION: ØStarted giving value added services in some areas. Ø Ø
SERVICE RECOVERY ØPoor service recovery in the logistics industry. Ø Ø ØEffects customer loyalty. Ø Ø ØIt should be Pro-active, Planned, Trained & Empowered Ø Ø Ø Ø Ø
GATI : SERVICE RECOVERY PARADOX Undertaking Service Recovery Seriously.
Thank You…
