(Tiểu luận) what is the servperf model

NATIONAL ECONOMICS UNIVERSITY **** GROUP ASSIGNMENT Student: Nguyễn Hương Giang – 11201091 Nguyễn Thùy Dương - 11204944 Đỗ Đoàn Hương Giang - 11201066 Nguyễn Thị Hương Giang - 11201101 Nguyễn Thị Nguyệt Hà - 11201201 Class: E-MQI 62 Course: Service Quality Management Lecturer: Dr Dang Ngoc Su Ha Noi,3/2023 TABLE OF CONTENT What is the SERVPERF MODEL? 1.1 SERVQUAL model 1.1.1 Introduction 1.1.2 Purpose 1.1.3 Elements of the model 1.1.4 The basis for the formation of elements in the model 1.2 Why was SERVPERF developed? 1.2.1 Time of introduction 1.2.2 Purpose SERVPERF Model 2.1 Model 2.2 Effects of service quality components on customer satisfaction How to measure service quality factors? Barriers and key success factors 3.1 Barriers from SERVQUAL model and Success factors after breaking down these barriers 3.1.1 Barriers from SERVQUAL model 3.1.2 Success factors after breaking down these barriers 3.2 SERVPERF disadvantages 3.3 Difficulty in applying SERVPERF model 3.3.1 From the company 3.3.2 From the market 3.3.3 From customers 10 3.3.4 Success factors after breaking down these barriers 10 Applying SERVPERF model in practice to evaluate service quality in comparison with SERVQUAL 11 CITATION 14 1 What is the SERVPERF MODEL? 1.1 SERVQUAL model 1.1.1 Introduction The SERVQUAL model, also known as the Service Gap model or Service Quality model, was first proposed by A Parasuraman, Valarie Zeithaml, and Leonard Berry in 1985 1.1.2 Purpose Initially, companies focused on developing the quality of their products Over time, improving the quality of related services has become increasingly important Improved service quality can give organizations a competitive advantage One of the motivations for the development of the SERVQUAL model is the unique characteristics of services (compared to physical products) that make it difficult for a company to objectively evaluate its own quality level (as opposed to a manufacturer who can test and experiment with physical goods) Purpose: • To compare a organization's service quality performance with the customer's service quality expectations • The expectations and perceptions of customers are used in SERVQUAL to assist businesses in identifying strategies to improve the most important concerns • The development of this model has provided service companies and retailers with a structured approach to assessing a set of factors that influence consumers' perceptions of a company's overall service quality According to SERVQUAL: Service Quality = Perceived Service - Expected Service 1.1.3 Elements of the model • Tangibles: Emphasizes the appearance of physical facilities, equipment, personnel, and communication materials • Reliability: Emphasizes the ability to perform promised services reliably and accurately • Responsiveness: Emphasizes the willingness to help customers and provide services quickly • Assurance: Emphasizes employees' knowledge and courteous attitude, along with their ability to inspire trust and confidence in service users • Empathy: Emphasizes providing care and concern for customers by employees 1.1.4 The basis for the formation of elements in the model The SERVQUAL model refers to five dimensions of service quality that measure customer expectations The SERVQUAL model classifies the factors or components of service quality, which are called the five important service quality attributes In 1985, Parasuraman, Zeithaml, and Berry identified ten components of service quality: reliability, responsiveness, competence, access, courtesy, communication, credibility, security, knowing the customer, and tangibles These ten components were later consolidated into five dimensions of service quality: reliability, assurance, tangibles, empathy, and responsiveness Of the original ten components, only three - reliability, tangibles, and responsiveness - remained, while the remaining seven components were combined into two overarching dimensions: assurance and empathy 1.2 Why was SERVPERF developed? 1.2.1 Time of introduction The SERVPERF model is a variant of the SERVQUAL model introduced by Cronin & Taylor in 1992, which defines "Service quality is measured by perceived service quality." SERVPERF inherits the advantages of SERVQUAL, evaluating quality based on five attributes and the basis for the formation of these five attributes is similar to the SERVQUAL model However, instead of measuring both perceived and expected quality like SERVQUAL, SERVPERF only measures perceived quality 1.2.2 Purpose The authors believe that service quality is best reflected through perceived quality without the need for expected quality or weighting of the five components According to SERVPERF: Service quality = Perceived service quality The reason is that, based on theory, adding weights (Bolton and Drew, 1991a) does not significantly improve the measurement ability of the scale (Explanation of weights: The importance of different quality attributes used in service quality scales can vary significantly across different service industries and customer types For example, security may be a top-quality determinant for bank customers but may not be as meaningful to customers of a beauty salon Because service quality attributes are not expected to be equally important across service industries, importance weights have been proposed for service quality measurement scales (Cronin and Taylor, 1992; Parasuraman, Zeithaml, and Berry, 1995, 1998; Parasuraman, Berry, and Zeithaml, 1991; Zeithaml, Parasuraman, and Berry, 1990) SERVPERF Model 2.1 Model SERVPERF scale set aims to measure service perception through service quality components including: Tangibility, Reliability, responsiveness, assurance, empathy 2.2 Effects of service quality components on customer satisfaction Tangibles emphasizes the appearance of the facility, reflected in the appearance, clothing of service staff, equipment to perform the service Tangibility does not always mean something has an external appearance, it refers to a business image If a business has an e-commerce store, the tangible elements will include the website, online store, product photos, website layout, product description, payment methods that the business allows permits, online customer support If the business is a local travel agency, the tangible elements will include the office, transportation, staff uniforms Your customers may also notice invisible things, but it affects the service you provide In fact, invisibility has a significant effect on sales The more modern the facilities and equipment, the more professional and professional the external image of the business, the more satisfied customers are Paying attention to external appearance can show that the company takes customer comfort very seriously While appearance is not the most important aspect of a service, it does make a difference in how customers perceive a business, especially for brands that promise to deliver to customers offer an upscale or luxurious experience Reliability: Emphasizes the ability to perform the promised services reliably and accurately The service you provide must be reliable and this can be achieved when you provide it on time, regularly and accurately The more accurate the service provider is, true to what it has committed and always keeps its promise to the customer, the higher the customer satisfaction This requires consistency in service performance and honoring commitments and promises to customers When you don't deliver the service to your customers as they expect, your company won't be trustworthy to them When you can't deliver the product on time, when your product doesn't deliver what they asked for, or when the product is defective there are just a few instances where your company will become unreliable When your company is unreliable, it means one or two things: + You cannot deliver the promised service to your customers + Your customer has misunderstood what your service is So, the service you provide must be clearly communicated You need to create customer expectations based on the service you will provide them When you don't set the right expectations, it ends up making your business unreliable All companies need to be aware of customer expectations regarding reliability Promote customer satisfaction right from the first time they use the service Responsiveness emphasizes the willingness to help customers and provide services quickly This dimension focuses on two essential factors, including willingness and promptness How effectively you respond to customers and how quickly you it You must be ready to respond to customers when they need you Therefore, businesses must ensure that customers receive their services quickly without delay and make customers feel that you are very interested in helping them Responsiveness will be determined by how long the customer waits for answers or solutions from the service provider The sooner a customer's problem is resolved, the faster the response will be The responsiveness solves the customer's problem as soon as possible by providing tentative information or an alternative product For example, customers expect a response within an hour This is called responsiveness If the company meets this response rate is considered to have a quick response, if the company does not, the customer will not be satisfied with the service - Assurance emphasizes the professionalism and politeness of employees along with their ability to inspire, trust and confidence in service users These skills will help the organization gain the trust and credibility of its customers This attribute ensures a combination of four factors: competence, courtesy, credibility, and security First, competence means having the necessary skills and knowledge; Courtesy refers to the Document continues below Discover more from: Quality Service Management Đại học Kinh tế… 22 documents Go to course [Go Gi House] Five 17 gap model analysis Service Quality… None Project Improving and Innovating the… Service Quality… None 10-1108 17 17542731011072847 Service Quality… None 10-1108 19 09564230710826250 Service Quality… None 10-1108 30 02656710510617247 Service Quality… None 10-1108 Ijcthr-10courtesy, respect, consideration and friendliness of the contact2014-0087 staff; reputation is the 15 security means protecting trustworthiness, reliability and honesty of the staff; Ultimately, Service the customer from danger, risk or suspicion None Quality… The higher the competence and professionalism of the staff, the more satisfied customers are It is the behavior of the staff that makes customers have confidence when using the service again - Empathy emphasizes the staff's care and concern for customers, helping customers always feel warmly welcomed at all times The human factor is the core part of this success When a customer contacts support and shares a problem, they want you to listen to the problem, offer support, and let the customer know that you're looking for a solution The more the service provider cares about the customer, the more sympathy will be When customers receive the sympathy and concern of employees, they will feel satisfied Until now, there are still many different opinions regarding service quality However, if businesses want to improve their brand position, they need to focus on service quality Thus, in the eyes of customers, you will have more weight than your competitors How to measure service quality factors? The authors used a scale from to to survey perception The questionnaire includes 22 items in accordance with service quality dimensions From sentences to 4, tangible attributes The authors focus on equipment, facilities, appearance of employees and documents related to business services Sentences to belong to reliability It is demonstrated through the fulfillment of commitments, keeping the promises and the ability to provide the correct service to the customer Verses 10 to 13 belong to the ability to respond It is expressed through the willingness to help, solve the problems of customers and the ability to provide services quickly to customers Verses 14 to 17 are about assurance It is shown through the professional knowledge and polite attitude of the staff when providing services and thereby creating the trust of customers Verses 18 to 22 are about empathy It is shown through the care and concern of employees to the interests and needs of customers so that they find it convenient to experience the service Barriers and key success factors 3.1 Barriers from SERVQUAL model and Success factors after breaking down these barriers 3.1.1 Barriers from SERVQUAL model The SERVPERF model was born with its predecessor, the SERVQUAL model, where there are inherent disadvantages that are considered barriers to the effectiveness of the SERVQUAL model After being studied and removing these barriers, a number of success factors have emerged, or in other words, the improved achievements of the SERVPERF model Expectation factor has a negative impact on the measurement of quality service The concept of expected value is confusing for respondents, easy to confuse between expected value and perceived level, which can affect the quality of collected data, leading to reduced reliability and instability of the observed variables Eg: A group of people were asked about the expected value with translation quality of a supermarket, they chose and (on a Likert scale) for all statements It can be seen here, a common mentality that they always expect to receive high quality of service while their spending is limited When asked about the perceived level, customers will tend to compare the quality received with the desired quality Sometimes, although the product has done its function well, it has not achieved the quality that customers expect, so they think this is a bad product This inadvertently reduces and distorts the true quality of the service Setting a high expected value on service quality, making the perceived level rarely exceed the initial expected value The length and nature of the questionnaire have a negative impact on the measurement of quality service Questionnaires that are too long can be time-consuming, boring for respondents, leading to vague, reluctant answers and affecting service quality research results 3.1.2 Success factors after breaking down these barriers Service quality is most objectively reflected through a factor of perceived service quality Service quality is only measured by perceived level Ignore the customer's expected value to limit errors in the quality of collected data, avoid negative impacts from customers' personal factors or external circumstances Avoid misleading respondents about expected value with expectations beyond the ability to meet their current costs Optimized questionnaire for efficient data collection The questionnaire is shorter than ½, does not cause boredom, takes time, and simplifies the processing of results Simple and easy to implement, less time consuming and surveying costs More effective in capturing the perception of service quality 3.2 SERVPERF disadvantages In terms of service quality survey purposes, if a manufacturer wants to find a way to improve service quality, the SERVPERF model will raise a problem: Decision makers are not able to grasp important information that affects the perceived service quality of customers, that is, customer expectations This model does not indicate which service characteristics are highly expected by customers as the basis for service providers to improve product quality (Diagnostic power) 3.3 Difficulty in applying SERVPERF model 3.3.1 From the company Barriers Lack of ability to complete the service evaluation criteria fully and accurately: If the company does not fully identify the appropriate criteria for its actual operations, their service quality assessment will be incorrect Solution Strengthen capacity for service measurement and evaluation, fully commit and persevere in service quality improvement, and invest sufficient resources and support to train and develop skills for staff to perform the services measures to improve service Lack of persistence and commitment quality from company leadership to service quality improvement: To achieve good service quality, companies need to invest a lot of time and resources in improving service quality service If the company's management is not fully committed and persistent to service quality improvement, the company's service quality improvement measures will not be implemented effectively Lack of resources and support for employees to implement measures to improve service quality: Measures to improve service quality require the company's employees to have sufficient knowledge and skills to implement them However, if the company does not invest enough resources and support to train and develop the skills of employees, measures to improve service quality will not be implemented effectively 3.3.2 From the market Barriers These barriers include reliance on the measurement of services by competitor companies, rapidly changing needs and market adaptations, and difficulty in reaching customers new To break down barriers from the market when implementing SERVPERF, the Solution Develop a plan to reach new customers: Companies need to find ways to reach and attract new customers with effective marketing strategies, from building relationships with potential customers to direct advertising line company can implement the following Create unique and different values: The solutions: company needs to find a way to create unique and different values to attract Understanding and measuring customers and increase customer competitors' services: The company confidence in the company needs to understand and measure the services of competitors to improve the Improve service quality and customer quality of its services and increase evaluation: The company needs to focus competition in the market on improving service quality and customer evaluation so that it can increase Adjust and adapt to market needs: The customer satisfaction and meet customer company needs to regularly update and needs research the market to meet customer needs and adapt to market changes 3.3.3 From customers Barriers These barriers include the difficulty of objectively measuring service quality assessments, customers' lack of patience and understanding of the service quality assessment and improvement process, and a lack of customer motivation and interest in providing quality service feedback Solution To overcome these barriers, companies can take measures such as explaining the SERVPERF model to customers, providing detailed information about the company's service quality assessment programs, and facilitating Convenient for customers to comment freely The company should also focus on improving service quality to meet the needs and desires of customers, thereby helping to increase customer satisfaction and their participation in the service quality assessment process 3.3.4 Success factors after breaking down these barriers After overcoming the company's barriers to implementing SERVPERF, a number of success factors can be identified as follows: Enhancing service quality: By applying SERVPERF, companies can improve the quality of their services, meeting the needs and desires of customers Improve customer satisfaction: Companies implementing SERVPERF achieve high levels of customer satisfaction because they have met customers' requirements and expectations in terms of service quality Revenue growth: As service quality improves, customer satisfaction will increase and sales will also increase 10 Building brand and reputation: Improving service quality will help companies build better brands and increase their reputation in the market Increased competitiveness: Thanks to better service quality, companies can compete more effectively with their competitors in the market Applying SERVPERF model in practice to evaluate service quality in comparison with SERVQUAL In Vietnam, there have been many studies using SERVPERF and SERVQUAL models to assess service quality in many fields One of the areas of great interest to scholars is supermarket retail The following article we summarize is to compare the use of SERVQUAL and SERVPERF models in studying the factors affecting customer satisfaction with retail services in Vietnamese supermarkets The survey was conducted on 225 customers in Ho Chi Minh City The objective of the study is to compare two service quality measurement models SERVQUAL and SERVPERF in the context of studying the factors affecting customer satisfaction with services at Vietnamese retail supermarkets The scope of the study is limited to Ho Chi Minh City, shopping activities take place at supermarkets in the central area The research objective is the customers after visiting and shopping at the supermarket The study was not conducted for foreign supermarkets operating in Vietnam The research results can be applied to businesses in this field, both in terms of customer evaluation information and measurement methods First of all, based on the relationship between service quality and customer satisfaction, we see that the researchers have proposed the following hypotheses to serve to compare the two models in measuring service quality of retail supermarkets: Hypothesis 1: Reliability component has a positive impact on customer satisfaction Hypothesis 2: Responsiveness component has a positive impact on customer satisfaction Hypothesis 3: Assurance component has a positive impact on customer satisfaction Hypothesis 4: Empathy component has a positive impact on customer satisfaction Hypothesis 5: Tangible composition has a positive impact on customer satisfaction Hypothesis 6: SERVPERF model measures customer satisfaction better than SERVQUAL model After conducting the survey, evaluation and data analysis, the researchers have presented tables of regression results of the two models Looking at the results table, we can see that the normalized beta of the components of the model are all greater than 0.05, so it can be shown that in both models, the components have a positive effect to customer 11 satisfaction In addition, this proves that the analysis results of both models support hypothesis 1,2,3,4,5 Next, we need to pay attention to the adjusted R^2 index, which is larger in the SERVPERF model than in the SERVQUAL model This means that, using the SERVPERF model in measuring service quality, the factors affecting customer satisfaction are more effective than the SERVQUAL model Besides, it also supports hypothesis that the researchers mentioned above The next thing we need to pay attention to is the influence of the components of the two models on customer satisfaction at retail supermarkets Looking at the table, we see that the influence indexes of the components in the SERVPERF model are all larger than the SERVQUAL model, so it is certain that the use of the SERVPERF model is better In addition, one of the features that makes the SERVPERF model more popular in assessing service quality in general and the supermarket and retail industry in particular is the more concise questionnaire Compared to SERVQUAL, it does not cost respondents time because it ignores the concept of customer expectations Although simple, it brings better results because when asked, customers tend to compare between desires and feelings in their heads to answer 12 In summary, we can clearly see that all components in the SERVPERF model have a positive impact on customer satisfaction Most importantly, it is more efficient, better than the SERVQUAL model Tangibles are the component with the greatest influence on customer satisfaction at retail supermarkets in Ho Chi Minh City when asked about service quality Therefore, tangible means is an important condition for supermarkets that have not been appreciated From the results of using SERVPERF model to assess the quality of retail supermarket services in Ho Chi Minh City, we can rely on it to make appropriate policies and development strategies to improve service quality in Ho Chi Minh City Retail supermarkets such as expanding their premises more widely, occupying convenient locations for customers' shopping travel 13 CITATION Cronin Jr, J J., & Taylor, S A (1992) Measuring service quality: a reexamination and extension Journal of marketing, 56(3), 55-68 Parasuraman, A., Zeithaml, V A., & Berry, L L (1985) A conceptual model of service quality and its implications for future research Journal of marketing, 49(4), 41-50 Parasuraman, A., Zeithaml, V A., & Berry, L (1988) SERVQUAL: A multipleitem scale for measuring consumer perceptions of service quality 1988, 64(1), 1240 Phong, N H., & Thúy, P N (2007) SERVQUAL hay SERVPERF–Một nghiên cứu so sánh ngành siêu thị bán lẻ Việt Nam Tạp chí Phát triển KH&CN, tập, 10 14