21.6 The SERVQUAL Model
21.6.1 The SERVQUAL Model
The Service Quality Model or SERVQUAL Model was developed and implemented
by the American marketing gurus Zeithaml, Parsuraman and Berry in 1988. It tries to
apprehend and determine the experience of customers on the quality of service.
Although at first the emphasis was on producing quality systems related to
products, gradually, it became apparent that it was necessary to improve the quality
of associated services. Improved service quality provided organisations with a
competitive edge. Furthermore, generally service increased its importance, and
thus, the SERVQUAL Model had a significant impact, as at that time, the assessment
of service was abstract and not readily quantifiable.
The SERVQUAL Model is principally a qualitative analysis. If a satisfaction
survey largely depends on the communications between supplier and buyer, the
observed quality is assessed through generic, environmental factors.
The model is depicted on Fig. 21.1.
21.6.2 Deficiencies Highlighted by the Model
This framework can be applied to assess the deficiencies in the service and address
these gaps or shortcomings. In that sense, the framework is also called a GAP
analysis (see also Chap. 5), comparing the expected service quality against the
actual, experienced, service quality.
The model identifies seven key discrepancies or gaps (described in Table 21.3)
with respect to how management perceives service quality, and tasks associated with
service delivery to customers.
Gap 5 applies to the customer and can therefore be considered as the true measure
of service quality.
The other six gaps (Gap 1, Gap 2, Gap 3, Gap 4, Gap 6 and Gap 7) are recognized
as functions characterizing how service is delivered.
The customer is king, so this experience is determined from the customers’
perceptions. This is an external analysis of customer requirements in connection to
their experience of the quality of service. This justifies the focus on customer needs,
rather than on the assessment system or the organisation’s perception, the way the
organisation would like itself to be seen.
606
21 Quality of Infrastructure Service Delivery
21.6.1 The SERVQUAL Model
The Service Quality Model or SERVQUAL Model was developed and implemented
by the American marketing gurus Zeithaml, Parsuraman and Berry in 1988. It tries to
apprehend and determine the experience of customers on the quality of service.
Although at first the emphasis was on producing quality systems related to
products, gradually, it became apparent that it was necessary to improve the quality
of associated services. Improved service quality provided organisations with a
competitive edge. Furthermore, generally service increased its importance, and
thus, the SERVQUAL Model had a significant impact, as at that time, the assessment
of service was abstract and not readily quantifiable.
The SERVQUAL Model is principally a qualitative analysis. If a satisfaction
survey largely depends on the communications between supplier and buyer, the
observed quality is assessed through generic, environmental factors.
The model is depicted on Fig. 21.1.
21.6.2 Deficiencies Highlighted by the Model
This framework can be applied to assess the deficiencies in the service and address
these gaps or shortcomings. In that sense, the framework is also called a GAP
analysis (see also Chap. 5), comparing the expected service quality against the
actual, experienced, service quality.
The model identifies seven key discrepancies or gaps (described in Table 21.3)
with respect to how management perceives service quality, and tasks associated with
service delivery to customers.
Gap 5 applies to the customer and can therefore be considered as the true measure
of service quality.
The other six gaps (Gap 1, Gap 2, Gap 3, Gap 4, Gap 6 and Gap 7) are recognized
as functions characterizing how service is delivered.
The customer is king, so this experience is determined from the customers’
perceptions. This is an external analysis of customer requirements in connection to
their experience of the quality of service. This justifies the focus on customer needs,
rather than on the assessment system or the organisation’s perception, the way the
organisation would like itself to be seen.
606
21 Quality of Infrastructure Service Delivery