Phân tích chất lượng dịch vụ của VNPOST phân tích chiến lược marketing và những giải pháp để cải thiện thúc đẩy chất lượng dịch vụ VNPOST. Bài chỉ mang tính chất tham khảo, không nên copy 100% nhaaaaaaaaa
THEORETICAL BASIS
Services and the Characteristics of Services
A service is defined as an intangible act or performance provided by one party to another, which does not lead to ownership of any physical goods, as noted by Philip Kotler and Armstrong (1991) Its production can occur independently of a tangible product.
So, it can be generally defined that Services are economic activities offered by one party to another and most commonly employing time-based performances to bring about desired results
Services are a unique type of product characterized by intangible activities, benefits, and satisfactions offered for sale, which do not lead to ownership of any physical items.
Services are intangible and cannot be stored or owned; when a customer pays for a service, such as a haircut, they are not acquiring a physical product but rather an experience that exists only during the provision of that service The haircut, for instance, is only realized while it is being performed, emphasizing that services are ephemeral and cannot be transported or retained after consumption.
The services sector has experienced significant growth in recent years, playing an increasingly vital role in the global economy In developed nations, services contribute more to economic development than any other sector Key industries such as banking, education, healthcare, travel, and transportation dominate the economies of wealthy countries.
Though there are many different definitions and understandings of services, services have many own features to distinguish with goods
Lack of ownership may be one of the most obvious ones of characteristics of services
It means customers cannot own and store service like a product The lack of ownership is the ones that strongly linked to several other characteristics
One key characteristic of services is intangibility, which means they cannot be experienced through the senses before purchase Unlike tangible products, services cannot be seen, tasted, heard, or touched prior to consumption For example, airline passengers receive only a ticket and a promise of timely arrival at their destination, with no physical aspect of the airline service to interact with.
Inseparability in services refers to the simultaneous production and consumption of services, meaning that the provider must deliver the service at the moment it is consumed Unlike goods, which can be produced and stored, services require the provider's presence during delivery This unique characteristic highlights that services are sold, produced, and consumed concurrently For example, when dining at a restaurant, the entire experience—from ordering to the delivery of the meal—demonstrates this inseparable relationship between the service and its provider.
5 waiter All these parts, including the providers, are part of the service and therefore inseparable
Variability is a key characteristic of services, highlighting that service quality can fluctuate significantly based on the provider, timing, location, and method of delivery Due to the labor-intensive nature of services, differences in quality can arise not only between different providers but also from the same provider at various times Each service delivery is unique, even when the same customer requests the same service For instance, a haircut received today may resemble one from two months ago, yet it will never be exactly the same.
Perishability refers to the inability to store services for future sale or use, meaning they cannot be inventoried This key characteristic significantly affects financial outcomes, as services disappear once delivered by the provider.
User participation is a key characteristic of services, as it occurs throughout the service production process Even when users are not physically present at the service location, their involvement remains essential Services are intrinsically linked to both their providers and users; for instance, banking services rely on customer participation to function effectively Customers can utilize internet banking to transfer money without visiting a physical bank, highlighting that the service is contingent upon their active engagement with the bank's offerings.
Service Quality Model (SERVQUAL Model)
Service quality Model or SERVQUAL Model was developed and implemented by the American marketing gurus Valarie Zeithaml, A Parasuraman and Leonard Berry in
1988 It is a method to capture and measure service quality experienced by customers
The model has five factors which in testing, appear to be relatively stable and robust
1 Reliability: the ability to perform the promised service dependably and accurately
2 Responsiveness: the willingness to help customers and to provide prompt service
3 Assurance: the knowledge and courtesy of employees and their ability to convey trust and confidence
4 Empathy: the provision of caring, individualized attention to customers
5 Tangibles: the appearance of physical facilities, equipment, personnel and communication materials
Researchers developed a 22-item Service Quality scale based on five key dimensions, highlighting a tolerance range for customer perceptions of service quality This range is defined by the minimum acceptable level and the ideal level customers expect Their findings indicate that reliability is the most crucial dimension, followed by responsiveness, assurance, and empathy, while tangibles are the least significant concern for customers.
Service quality dimensions 22-Item scale
Dependability in handling customers’ service problems
Performing services right first time
Providing services at the promised time
Keeping customer informed as to when service will be performed Prompt service to customers
Readiness to respond to customers’ requests
Assurance Employees will instill confidence in customers
Making customers feel safe in their transactions
Employees who are consistently courteous
Employees who have the knowledge to answer customers’ questions
Employees who deal with customers in a caring fashion
Having the customer’s best interests at heart
Employees who understand the needs of their customers
Employees who have a neat, professional appearance
Visually appealing materials associated with the service
The SERVQUAL research instrument identifies five key dimensions of service quality, commonly remembered by the acronym RATER These dimensions serve as a mental checklist for consumers assessing service quality, highlighting the essential factors that influence their perceptions and experiences.
The SERVQUAL instrument was created to enhance the understanding of service quality from the customer's perspective, forming a key component of the widely recognized gaps model of service quality.
Gap Model
The Gaps Model of Service Quality, created by American researchers A Parasuraman, Valarie A Zeithaml, and Len Berry, emerged from a systematic research program conducted between 1983 and 1988 This model highlights the discrepancies between customer expectations and perceptions of service, providing a framework for understanding service quality.
8 the principal dimensions (or components) of service quality; proposes a scale for measuring service quality (SERVQUAL) and suggests possible causes of service quality problems
Businesses utilize the SERVQUAL instrument, a questionnaire designed to identify potential service quality issues, alongside a service quality model that aids in diagnosing the underlying causes of these problems This model is grounded in the expectancy-confirmation paradigm, which posits that consumers evaluate quality based on how effectively a service meets their expectations.
The model of service quality identifies six gaps that may cause customers to experience poor service quality
- Gap 1 (The Knowledge Gap): relates to a lack of management understanding of what customers expect
- Gap 2 (The Policy Gap): is a failure to translate managers’ perceptions of customer expectations into the quality standards established for service delivery
- Gap 3 (The Delivery Gap): is the difference between specified delivery standards and the firm’s actual performance
- Gap 4 (The Communications Gap): is the difference between what the company communicates and what is actually delivered to the customer
Gap 5, known as the Perception Gap, refers to the discrepancy between the actual service delivered by a company and the customer's perception of that service This gap can often arise because customers may struggle to accurately evaluate the quality of the service they receive.
- Gap 6 (The Service Gap): is the difference between what the customer perceives and his/her original expectations.
Loyalty and Customer Satisfaction
Customer satisfaction, commonly referred to as CSAT, is a crucial metric in marketing that evaluates how well a company's products and services meet or exceed customer expectations It is defined as the percentage of customers whose experiences with a company, its offerings, or its services surpass established satisfaction benchmarks.
A survey of nearly 200 senior marketing managers revealed that 71 percent find customer satisfaction metrics essential for managing and monitoring their businesses This metric serves as a crucial key performance indicator and is often included in a Balanced Scorecard In today's competitive marketplace, where businesses vie for customers, customer satisfaction has emerged as a key differentiator and a vital component of effective business strategy.
"Customer satisfaction provides a leading indicator of consumer purchase intentions and loyalty." Customer satisfaction data are among the most frequently collected indicators of market perceptions Their principal use is twofold:
Organizations that prioritize the collection, analysis, and dissemination of data demonstrate their commitment to customer satisfaction, ensuring that clients have a positive experience with their products and services.
While sales and market share reflect a company's current performance, customer satisfaction is a more reliable predictor of future purchases Extensive research highlights the connection between customer satisfaction and retention, revealing that the effects of satisfaction are most pronounced at both ends of the spectrum.
Customers who rate their satisfaction as a '5' on a five-point scale are more likely to become loyal return customers and advocate for the brand High satisfaction levels often lead to recommendations to friends, family, and colleagues, enhancing the firm's reputation and reach.
Customers who rate their satisfaction as '1' are unlikely to return and can negatively impact the business by sharing unfavorable opinions with potential clients Therefore, the willingness to recommend a company is a crucial indicator of overall customer satisfaction.
A business ideally is continually seeking feedback to improve customer satisfaction
Customer loyalty is closely linked to customer satisfaction, as satisfied customers tend to consistently choose brands that fulfill their needs These loyal customers exclusively purchase a company’s products or services and are unlikely to switch to competitors.
Brand loyalty is cultivated through a company's unwavering commitment to consistently provide the same high-quality product and service By prioritizing exceptional customer service, organizations aim to strengthen their existing customer base and enhance loyalty To reward their most dedicated customers, many businesses implement loyalty programs and offer incentives, demonstrating appreciation for their continued patronage.
Customer loyalty is developed through the relationship between a company and its customers Higher customer satisfaction leads to increased repeat business, fostering loyalty towards specific brands This loyalty not only encourages customers to shop more frequently and spend more money but also promotes word-of-mouth advertising and enhances their overall shopping experience.
Based on the Wheel of Loyalty, we have 3 steps to win customer loyalty:
Step 1 Building a foundation of loyalty involves
- The good fit between customer needs and capabilities
- Obtaining customer satisfaction through service quality
Step 2 Customer loyalty bonds include
- Reward-based, social, customization, and structural bonds
- Created through membership and loyalty programs
Step 3 Strategies for reducing customer defections include
- Analyzing customer defections and monitoring declining accounts
- Addressing key churn drivers, increasing switching costs
- Implementing effective complaint-handling and service recovery procedures
VNPOST
An analysis of SERVQUAL Model to Service Quality Measurement in VN Post 18 1 Reliability
An analysis of Gap models in VNPost
in VNPost Editing multiple parts into a complete essay
1 THEORETICAL BASIS 2.1 Overview of VNPost
SOLUTIONS
Solutions to Win Customer Satisfaction (using Gap models)
Insufficient market research and a lack of proactive customer feedback collection have led to a poor understanding of customer expectations for EMS services VNPost has not prioritized enhancing service quality, potentially due to excessive hierarchical structures that hinder accurate information flow.
Conduct annual market research to gauge customer interest in EMS, ensuring you stay updated on evolving consumer trends and preferences This data will be instrumental in shaping a robust customer care strategy.
- Paying attention to improving customer care, having diversified information channels to timely support, resolve questions, arise and especially customer complaints during the use of the service
To enhance customer satisfaction, it is essential to proactively gather feedback after each service use by distributing evaluation forms This initiative can be implemented in select small post offices across various provinces and cities, eventually expanding to major post offices nationwide Conducting this feedback collection quarterly or biannually will provide valuable insights for continuous improvement.
Facilitate and encourage communication between front-line employees and management
Create an online communication community tailored for all post office employees, where each branch has its own dedicated space This platform facilitates seamless exchanges and interactions among colleagues, as well as between staff and management, enhancing collaboration and engagement across the organization.
- For managers: facilitating communication for frontline employees through regular meetings, direct/anonymous feedback, etc Proactively checking productivity and regular working attitude:
37 observe directly or appoint fake people to test the service, etc
- For frontline staff: coordinate with management in activities, actively engage with colleagues, etc
VNPost, as a state-owned enterprise, faces challenges due to inflexible management policies that hinder its ability to attract and retain customers The lack of strong connections between various departments within the VNPost system leads to inefficiencies, waste, and increased costs during the integration of services and the delivery of final products to customers.
Redesign a consistency of service process
- Create incentives for customers who are business owners Expand links with electronic exchanges
To enhance service delivery and establish a competitive advantage for the Post Office, it is essential to classify customer details into categories such as loyal customers, VIP customers, and businesses This classification enables the development of tailored services and service packages that cater to the specific needs of different customer segments, ensuring optimal satisfaction and engagement.
VNPost faces challenges in its personnel policies, including inefficient and unclear recruitment processes for post offices, inadequate training, and insufficient personnel control Additionally, the management policies for services are either lax or improperly implemented, leading to a lack of teamwork within the organization.
- Build an internal feedback system and release the application (APP) for the customers to send feedback about service to
38 performance and reward those who attain quality goals deliver right after they feel bad at some things in order to have a more realistic view about the employees’ contribution
- Promote the training of skills and skills for the workers,
Enhancing the quality of the workforce across all stages of the system— including transactions, mining, transportation, and distribution— is essential A key focus should be on developing a professional sales force that guarantees comprehensive coverage in all regions and sectors of the system.
Educate the customers about their roles and responsibilities in service delivery to make it effectively
- Use the employees to educate the customers because they have the most chances to approach the customers
VNPost is thriving in its current segment, prompting the company to enhance and sustain its operations It remains committed to delivering accurate and positive information to customers while ensuring the effective implementation of proposed programs designed to meet their needs.
Educate managers responsible for sales and marketing communications about operational capabilities
- Service providers have to preview advertisements and other communications carefully before customers are exposed to them
To enhance workplace effectiveness, companies should offer training courses focused on essential soft skills, including communication, problem-solving, and managing difficult customers Additionally, it is crucial for managers to ensure that every employee is equipped with the necessary tools and knowledge to handle various challenges effectively.
39 case delivery failed in EMS service
Ensure that communications content is accurate as service delivery that customers are actually received
- The company should use practical advertisements by using images from real customers, feedback, pictures, employees, etc
Be specific with promises and manage customers’ understanding of communication content
- Identify and explain in real time the reasons for these shortcomings in service performance
Limited communication between customers and VNPost results in a lack of awareness regarding service rules, benefits, and value This information gap can lead to negative customer experiences, as users tend to focus more on service drawbacks rather than its advantages and the overall deployment process.
Keep the customers informed about the process of VNPost in time so that they can appreciate service quality at a reasonable level
Engage potential customers on social media by providing informative posts about EMS delivery services Clearly outline the VNPost process to help them make informed decisions before utilizing the service Additionally, remind them to prepare essential items such as knives, scissors, and free tape to ensure a smooth shipping experience.
40 customers need to repack the goods
The Service Gap refers to the disparity between a customer's perceptions and their initial expectations Specifically, Gap 6 represents the cumulative effect of all previous gaps, and it can only be closed once Gaps 1 through 5 have been effectively addressed.
To bridge the service quality gap, VNPost must implement various strategies to minimize discrepancies and meet customer expectations While it's important to acknowledge that no method can entirely eliminate these gaps, effective approaches can significantly reduce them.
Conduct annual market research to gauge customer interest in EMS, ensuring you stay updated on the latest consumer trends and preferences This insight will help you develop a core strategy focused on enhancing customer care.
- Paying attention to improving customer care, having diversified information channels to timely support, resolve questions, arise and especially customer complaints during the use of the service
Solutions to Win Customer Loyalty (using The Wheel of Loyalty)
VNPost's EMS service enjoys widespread usage across the country due to its extensive branch coverage; however, the lack of returning customers indicates a deficiency in customer loyalty This loyalty is crucial for VNPost's profitability, as it reduces the costs associated with acquiring new customers and fosters positive word-of-mouth (WOM) advertising Moreover, loyal customers are more inclined to pay for and repeatedly utilize VNPost's services, highlighting the importance of cultivating lasting relationships with their clientele.
VNPost should apply the Wheel of Loyalty with 3 steps to win customer loyalty Proposed solutions for each step will be mentioned below
3.2.1 Building a Foundation For Loyalty (step 1)
VNPost, the oldest post office in Vietnam, has a rich history intertwined with the development of the Vietnam Post Corporation and the nation's journey towards liberation and construction of the Socialist Republic of Vietnam It serves all citizens across the country, making it accessible to everyone However, while anyone can be a customer, not everyone possesses the qualities that foster loyalty to VNPost.
VNPost identifies two primary types of potential customers—individuals and businesses—that can evolve into loyal patrons, ultimately delivering significant advantages to the company By focusing on these two customer models, VNPost strategically targets the right audience to enhance its service offerings and drive growth.
- B2C (business to customer) includes individual customers, online shop owners,
- B2B (business to business) includes private enterprise, state enterprises
VNPost has to build a foundation for customer loyalty to win the loyalty of main customers mentioned above
To achieve customer loyalty, VNPost must prioritize high-quality service delivery that enhances customer satisfaction While positive experiences with VNPost can lead to satisfaction, they do not guarantee long-term loyalty However, increased customer satisfaction significantly increases the likelihood of securing lasting loyalty Implementing strategies from the Gaps Model can effectively enhance service quality and delivery, ultimately fostering greater customer satisfaction.
Customers who are satisfied with the service quality and value provided by VNPost are likely to become loyal without needing special incentives like discounts or promotions To foster this loyalty, VNPost must establish a strong foundation for service quality from the outset.
Individual customers typically utilize EMS services infrequently, often only for special occasions such as sending goods to family and friends both domestically and internationally This limited usage makes it challenging for them to engage with the service regularly, highlighting the need for tailored solutions from VNPost to meet their occasional shipping needs.
45 should give them loyalty cards, when they finish 7 times, 14 times sending parcels they will receive a small gift or get a discount to encourage them get back to the service Besides,
7 times and 14 times can help customers form the habit of using the EMS service
Online store owners face numerous daily shipments, requiring efficient order tracking and resolution of shipping issues Implementing a daily bulk feedback policy can enhance the delivery process, while using credit card payments for shipping fees and accepting COD payments via card at month-end simplifies transactions Additionally, offering membership cards with exclusive benefits and priority services can further engage and support this customer segment.
Private businesses utilizing existing EMS services can be categorized into E-commerce and other sectors E-commerce companies often partner with multiple courier services to gain a competitive edge, focusing on enhancing service quality, delivery speed, and efficient complaint resolution In contrast, other businesses typically handle bulk goods or critical documents For bulk shipments, it's essential to have trucks for collection, a dedicated support team for loading and unloading, and long-term cooperation agreements For sensitive documents, robust security measures and safety protocols are crucial, and companies may offer staff to accompany deliveries when needed.
To foster long-term partnerships, it is essential to regularly express gratitude to customers and acknowledge the collaboration between both parties Presenting gifts during ceremonies and special occasions serves as a meaningful reminder of VNPost's commitment and presence in the lives of its customers.
State-owned enterprises are regular and almost mandatory customers of VNPost in general and EMS services in particular Similar to private enterprises, state-owned
Many enterprises typically handle two main types of goods: large commodities and important documents When collaborating with state-owned enterprises, VNPost caters to customers needing to send parcels, often consisting of notarized papers and certificates To enhance service for this clientele, VNPost facilities should be equipped with additional photocopiers, computers, and printers, allowing for on-the-spot document preparation when necessary.
Customer churn at VNPost can occur for various reasons, particularly due to first-time customers leaving unsatisfied with their experience This dissatisfaction may lead them to avoid using VNPost in the future and exclude it from their list of preferred express delivery services To combat this issue, it is essential for VNPost to identify and understand the underlying factors that drive customers to switch to competitors.
The solution for understanding the churn drivers is VNPost should have a team to collect data and information about customer churn, investigate and analyse to find out the reasons
VNPost must maintain clear records of customer interactions to enhance service quality Employees responsible for customer care should proactively reach out to gather feedback on customer experiences, focusing on both satisfaction and dissatisfaction levels.
To effectively reduce customer churn, VNPost should implement robust complaint handling and service recovery processes Immediate resolution of customer issues is essential, necessitating a well-organized management team and staff dedicated to swiftly addressing problems Additionally, proactive supervision and anticipation of potential issues are crucial for maintaining customer satisfaction.
To ensure customer loyalty, VNPost must maintain optimal conditions across all aspects, including facilities, atmosphere, and delivery quality The performance of employees is particularly crucial, as it reflects the company's commitment to providing top-notch express delivery services that customers can trust By fostering a reliable and efficient service, VNPost can encourage customers to return and become loyal patrons.
Furthermore, the post office needs developing to have more new things which attract customers to come back to try out, at least taking parcels at home such as Giaohangtietkiem
VNPost, the oldest post office in Vietnam, caters to all demographics nationwide, emphasizing the importance of service quality for business success By analyzing the SERVQUAL Model's five dimensions—Reliability, Responsiveness, Assurance, Empathy, and Tangibles—we assess customer experiences with VNPost's EMS service and compare them to competitors This essay, however, primarily reflects customer perspectives on service quality, highlighting a one-sided viewpoint.