McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Part 3 UNDERSTANDING CUSTOMER REQUIREMENTS 5-2 Provider Gap 1 CUSTOMER Expected Service COMPANY Gap 1: The Listening Gap Company Perceptions of Customer Expectations 5-3 Key Factors Leading to Provider Gap 1 5-4 Chapter Listening to Customers through Research 5 ▪ Using Customer Research to Understand Customer Expectations ▪ Elements in an Effective Service Marketing Research Program ▪ Analyzing and Interpreting Customer Research Findings ▪ Using Marketing Research Information ▪ Upward Communication 5-5 Common Research Objectives for Services ▪ ▪ ▪ ▪ ▪ ▪ ▪ To discover customer requirements or expectations for service. To monitor and track service performance. To assess overall company performance compared with that of competition. To assess gaps between customer expectations and perceptions. To identify dissatisfied customers, so that service recovery can be attempted. To gauge effectiveness of changes in service delivery. To appraise the service performance of individuals and teams for evaluation, recognition, and rewards. ▪ To determine customer expectations for a new service. ▪ To monitor changing customer expectations in an industry. ▪ To forecast future expectations of customers. 5-6 Criteria for an Effective Service Research Program ▪ Includes both qualitative and quantitative research ▪ Includes both expectations and perceptions of customers ▪ Balances the cost of the research and the value of the information ▪ Includes statistical validity when necessary ▪ Measures priorities or importance of attributes ▪ Occurs with appropriate frequency ▪ Includes measures of loyalty, behavioral intentions, or actual behavior 5-7 Portfolio of Services Research: Research Is NOT Just Surveys! ▪ Customer Complaint Solicitation ▪ Critical Incident Studies ▪ Requirements Research ▪ Relationship and SERVQUAL Surveys ▪ Trailer Calls or Post transaction Surveys ▪ Service Expectations Meetings and Reviews ▪ Process Checkpoint Evaluations ▪ Mystery Shopping ▪ Customer Panels ▪ Lost Customer Research ▪ Future Expectations Research 5-8 Common means for answering questions ▪ Ask customers directly ▪ mail, phone, face-to-face, online ▪ one-on-one, in groups, formal/informal ▪ Observing customers ▪ anthropological tools, qualitative depth ▪ Get information from employees and front line service providers ▪ Database marketing research ▪ use customer information files ▪ “capture” behavior through data analysis 5-9 Elements in an Effective Customer Research Program for Services Complaint solicitation • To identify and attend to dissatisfied customers • To identify common service failure points Critical incident studies • • • • To identify “best” practices” at transaction level To identify customer requirements as input for quantitative studies To identify common service failure points To identify systemic strengths and weaknesses in customer-contact services Relationship surveys • • • • To monitor and track service performance To assess overall company performance compared with that of competition To determine links between satisfaction and behavioral intentions To assess gaps between customer expectations and perceptions Posttransaction surveys • • • • To obtain immediate feedback on performance of service transactions To measure effectiveness of changes in service delivery To assess service performance of individuals and teams To use as input for process improvements; to identify common service failure points Social media • To identify/attend to dissatisfied customers • To encourage word of mouth • To measure the impact of other advertising 5-10 Elements in an Effective Customer Research Program for Services (continued) Market-oriented ethnography Mystery shopping Customer panels Lost customer research Future expectations research • To research customers in natural settings • To study customers from other cultures in an unbiased way • To measure individual employee performance for evaluation, recognition, or rewards • To identify systemic strengths and weaknesses in customer-contact services • To monitor changing customer expectations • To provide a forum for customers to suggest and evaluate new service ideas • To identify reasons for customer defection • To assess gaps between customer expectations and perceptions • To forecast future expectations of customers • To develop and test new service ideas 5-11 Sample Questions for Critical Incident Studies ▪ Think of a time when, as a customer, you had a particularly satisfying (dissatisfying) interaction with an employee of ______________. ▪ When did the incident happen? ▪ What specific circumstances led up to this situation? ▪ Exactly what was said and done? ▪ What resulted that made you feel the interaction was satisfying (dissatisfying)? 5-12 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 EMPATHY ▪ ▪ ▪ ▪ ▪ 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 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 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 5-13 Figure 5.2: Service Quality Perceptions Relative to Zones of Tolerance by Dimensions 9 8 7 6 O O O O O 5 4 3 2 1 0 Reliability Retail Chain Responsiveness Assurance = Zone of Tolerance Empathy Tangibles O= Service Quality Perception 5-14 Figure 5.3: Importance/Performance Matrix Attribute Importance HIGH High Leverage ⚫ ⚫ ⚫ ⚫ ⚫ ⚫ Attributes to Improve ⚫ ⚫ Attributes to Maintain ⚫ ⚫ ⚫ Attributes to Maintain LOW ⚫ ⚫ Low Leverage Attributes to De-emphasize Attribute Performance HIGH 5-15 Using Marketing Research Information ▪ Understanding how to make the best use of research – to apply what has been learned to the business – is a key way to close the gap between customer expectations and management perceptions of customer expectations. 5-16 Upward Communication ▪ Research for upward communication ▪ Executive visits to customers ▪ Executive or management listening to customers ▪ Research on intermediate customers ▪ Research on internal customers ▪ Executive or management listening approaches to employees ▪ Employee suggestions 5-17
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