服務(wù)質(zhì)量差距模型的核心差距是什么（服務(wù)質(zhì)量的差距模型的核心是）

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本文目錄:

• 1、物業(yè)服務(wù)差距及補(bǔ)救策略設(shè)計(jì)

• 2、服務(wù)質(zhì)量的五個(gè)維度

• 3、誰(shuí)來(lái)幫幫我，解釋一下什么是SERVQUAL和GAPS MODEL以及他們之間的關(guān)系啊

• 4、在服務(wù)質(zhì)量差距模型中產(chǎn)生溝通差距。的原因有?

一、物業(yè)服務(wù)差距及補(bǔ)救策略設(shè)計(jì)

物業(yè)服務(wù)差距及補(bǔ)救策略設(shè)計(jì)

【摘 要】本文闡釋了以業(yè)主服務(wù)感知為核心的物業(yè)服務(wù)差距模型,分析了物業(yè)服務(wù)差距產(chǎn)生的原因,最后從物業(yè)服務(wù)企業(yè)的角度提出物業(yè)服務(wù)差距的補(bǔ)救策略:準(zhǔn)確把握業(yè)主物業(yè)服務(wù)需求;制定科學(xué)的物業(yè)服務(wù)質(zhì)量規(guī)范;加強(qiáng)內(nèi)部管理控制;提高員工服務(wù)水平;暢通內(nèi)外溝通渠道。

【關(guān)鍵詞】

物業(yè)服務(wù)差距;物業(yè)服務(wù)企業(yè);補(bǔ)救

現(xiàn)今是一個(gè)以顧客滿意為核心價(jià)值、以服務(wù)競(jìng)爭(zhēng)為主流競(jìng)爭(zhēng)的“服務(wù)中心論”時(shí)代,企業(yè)的大量利潤(rùn)來(lái)自于服務(wù)。

在商業(yè)競(jìng)爭(zhēng)日趨激烈條件下,物業(yè)服務(wù)質(zhì)量就成為物業(yè)服務(wù)企業(yè)成敗的關(guān)鍵。

而物業(yè)服務(wù)質(zhì)量的優(yōu)劣是通過(guò)業(yè)主滿意度加以衡量的,即業(yè)主對(duì)物業(yè)服務(wù)的期望與實(shí)際感知之間的對(duì)比。

探討物業(yè)服務(wù)的差距以及進(jìn)行補(bǔ)救策略設(shè)計(jì)對(duì)于物業(yè)行業(yè)具有重大意義。

一、物業(yè)服務(wù)差距?

1985年美國(guó)學(xué)者Parasuraman、Zeithamal和Berry在《服務(wù)質(zhì)量的概念模式及其對(duì)未來(lái)研究的意義》(A conceptual model of service quality and its implication)一文中首次提出了服務(wù)質(zhì)量5差距模型,后經(jīng)ASI Quality Systems (1992)、Curry(1999)、Luk和Layton(2002)的發(fā)展,將該模型擴(kuò)展為7差距模型。

服務(wù)質(zhì)量差距模型從分析引起顧客期望質(zhì)量與實(shí)際感知質(zhì)量的若干差距入手,為我們提供了一種較為理想的服務(wù)質(zhì)量控制模型。

本文即以此模型為基礎(chǔ),結(jié)合物業(yè)服務(wù)的實(shí)際情況,構(gòu)建物業(yè)服務(wù)差距模型,如圖1所示。

物業(yè)服務(wù)企業(yè)的物業(yè)管理服務(wù)是由基層員工向業(yè)主提供的,在整個(gè)服務(wù)的過(guò)程中,員工的態(tài)度和表現(xiàn)直接影響著業(yè)主對(duì)物業(yè)服務(wù)期望的感知,進(jìn)而關(guān)系到物業(yè)服務(wù)企業(yè)的整體服務(wù)質(zhì)量。

因此,該模型以業(yè)主服務(wù)感知為核心,說(shuō)明了物業(yè)服務(wù)差距的形成過(guò)程。

模型以虛線為界分為三部分,模型左邊部分表示涉及與物業(yè)企業(yè)有關(guān)的內(nèi)容,中間部分表示涉及與業(yè)主有關(guān)的內(nèi)容,右邊部分表示涉及與物業(yè)企業(yè)員工有關(guān)的內(nèi)容。

物業(yè)服務(wù)的差距分別是:

差距1,業(yè)主對(duì)物業(yè)服務(wù)的期望與物業(yè)服務(wù)企業(yè)對(duì)業(yè)主期望認(rèn)知間的差距,即物業(yè)服務(wù)企業(yè)并未準(zhǔn)確把握業(yè)主對(duì)物業(yè)服務(wù)的期望;

差距2,物業(yè)服務(wù)企業(yè)對(duì)業(yè)主期望認(rèn)知與將認(rèn)知轉(zhuǎn)化為服務(wù)標(biāo)準(zhǔn)間的差距,即物業(yè)服務(wù)企業(yè)所制定的服務(wù)標(biāo)準(zhǔn)并未準(zhǔn)確反映出物業(yè)服務(wù)企業(yè)對(duì)業(yè)主服務(wù)期望的認(rèn)知;

差距3,物業(yè)服務(wù)標(biāo)準(zhǔn)與物業(yè)服務(wù)傳遞間的差距,物業(yè)服務(wù)企業(yè)傳遞的物業(yè)服務(wù)并未達(dá)到物業(yè)服務(wù)企業(yè)所制定的物業(yè)服務(wù)標(biāo)準(zhǔn);

差距4,物業(yè)服務(wù)企業(yè)傳遞物業(yè)服務(wù)與業(yè)主外部溝通間的差距,物業(yè)服務(wù)企業(yè)實(shí)際傳遞的服務(wù)并未符合物業(yè)服務(wù)企業(yè)對(duì)業(yè)主所作出的服務(wù)承諾;

差距5,業(yè)主對(duì)物業(yè)服務(wù)的期望與實(shí)際感知間的差距,即業(yè)主實(shí)際感知到的物業(yè)服務(wù)并未能符合業(yè)主對(duì)物業(yè)服務(wù)的期望;

差距6,業(yè)主對(duì)物業(yè)服務(wù)的.期望與物業(yè)企業(yè)員工對(duì)業(yè)主期望認(rèn)知間的差距,即物業(yè)企業(yè)員工并未準(zhǔn)確把握業(yè)主對(duì)物業(yè)服務(wù)的期望;

差距7,員工對(duì)業(yè)主期望的認(rèn)知和物業(yè)服務(wù)企業(yè)對(duì)業(yè)主期望認(rèn)知間的差距,即物業(yè)服務(wù)企業(yè)員工并未準(zhǔn)確理解物業(yè)服務(wù)企業(yè)的服務(wù)理念。

?圖1 物業(yè)服務(wù)質(zhì)量差距模型??

二、物業(yè)服務(wù)差距產(chǎn)生的原因?

1、物業(yè)服務(wù)企業(yè)方面?

(1)缺乏物業(yè)市場(chǎng)調(diào)研。

物業(yè)服務(wù)企業(yè)以企業(yè)為中心的經(jīng)營(yíng)理念導(dǎo)致缺乏市場(chǎng)調(diào)查,對(duì)業(yè)主的公共服務(wù)、專項(xiàng)服務(wù)、特約服務(wù)等方面的需求沒(méi)有進(jìn)行正確的整理分析,獲取了不準(zhǔn)確的信息,未能對(duì)業(yè)主的物業(yè)服務(wù)期望做出準(zhǔn)確的理解和判斷,進(jìn)而在物業(yè)服務(wù)項(xiàng)目的設(shè)置上偏離了業(yè)主的需求。

(2)缺乏科學(xué)的物業(yè)服務(wù)質(zhì)量規(guī)范。

物業(yè)服務(wù)企業(yè)的高層管理者對(duì)物業(yè)服務(wù)質(zhì)量的提高重視程度不高,缺乏物業(yè)服務(wù)質(zhì)量規(guī)范,沒(méi)有建立全面、系統(tǒng)的物業(yè)服務(wù)質(zhì)量管理體系,導(dǎo)致物業(yè)服務(wù)低水平運(yùn)作。

另外,由于物業(yè)服務(wù)企業(yè)自身能力有限,制定的物業(yè)服務(wù)質(zhì)量規(guī)范不科學(xué),要么未結(jié)合企業(yè)文化,難以灌輸下去,要么復(fù)雜繁瑣,難以執(zhí)行。

(3)內(nèi)部管理與控制不到位。

物業(yè)服務(wù)企業(yè)內(nèi)部管理與控制不到位,未樹立為業(yè)主服務(wù)的經(jīng)營(yíng)理念,團(tuán)隊(duì)協(xié)作意識(shí)差,缺乏現(xiàn)場(chǎng)控制、跟蹤控制,良好的物業(yè)服務(wù)質(zhì)量規(guī)范成了一紙空文,無(wú)法被貫徹執(zhí)行到位。

(4)過(guò)度承諾。

物業(yè)服務(wù)企業(yè)為了獲取物業(yè)服務(wù)項(xiàng)目,在投標(biāo)答辯或前期物業(yè)管理中過(guò)度宣傳,向業(yè)主承諾了自身根本無(wú)法提供的物業(yè)服務(wù)內(nèi)容,夸大物業(yè)服務(wù)質(zhì)量,向業(yè)主傳遞了不實(shí)信息,導(dǎo)致業(yè)主對(duì)將要享受到的物業(yè)服務(wù)的過(guò)度期望。

2、物業(yè)服務(wù)企業(yè)員工職業(yè)化水平偏低?

(1)物業(yè)從業(yè)人員素質(zhì)較低。

物業(yè)管理作為專業(yè)化的管理,需要各類高素質(zhì)的專業(yè)管理人才。

但是,現(xiàn)狀是大多數(shù)物業(yè)從業(yè)人員來(lái)源于轉(zhuǎn)制、轉(zhuǎn)崗、轉(zhuǎn)業(yè)人員或是農(nóng)村剩余勞動(dòng)力,素質(zhì)普遍較低,不能把握物業(yè)服務(wù)的本質(zhì),服務(wù)意識(shí)不強(qiáng),服務(wù)質(zhì)量差,不能在物業(yè)服務(wù)企業(yè)和業(yè)主之間傳遞有效溝通,制約了物業(yè)服務(wù)質(zhì)量的提高。

(2)對(duì)業(yè)主和企業(yè)的期望認(rèn)識(shí)不客觀。

物業(yè)服務(wù)企業(yè)員工對(duì)業(yè)主和企業(yè)的期望認(rèn)識(shí)不客觀,一方面將業(yè)主對(duì)物業(yè)服務(wù)的期望看作是沒(méi)事找事、故意刁難,對(duì)待業(yè)主敵對(duì)敷衍,不負(fù)責(zé)任,無(wú)法正確處理業(yè)主的投訴抱怨;另一方面將物業(yè)服務(wù)企業(yè)的管理看做是要求過(guò)嚴(yán)、吹毛求疵,對(duì)待企業(yè)心存抱怨,消極怠工甚至離職。

(3)服務(wù)傳遞不到位。

物業(yè)服務(wù)企業(yè)的員工在提供服務(wù)的過(guò)程中不能夠或不愿意嚴(yán)格按照企業(yè)的物業(yè)服務(wù)質(zhì)量規(guī)范提供服務(wù),未有效到位地代表企業(yè)向業(yè)主提供標(biāo)準(zhǔn)的物業(yè)服務(wù),在業(yè)主和物業(yè)服務(wù)企業(yè)之間協(xié)作不力,造成業(yè)主物業(yè)期望服務(wù)與感知服務(wù)之間的差距。

3、業(yè)主未能理性和有效評(píng)價(jià)物業(yè)企業(yè)的服務(wù)質(zhì)量?

業(yè)主對(duì)物業(yè)服務(wù)的感知是一種主觀感受,難免會(huì)存在不能理性評(píng)價(jià)物業(yè)企業(yè)服務(wù)質(zhì)量的情況。

有的業(yè)主可能由于個(gè)別物業(yè)企業(yè)員工服務(wù)不到位,而全盤否定物業(yè)服務(wù)企業(yè)所提供的所有服務(wù)。

還有的業(yè)主由于對(duì)當(dāng)下物業(yè)服務(wù)的不滿意,而否決物業(yè)服務(wù)企業(yè)原先的所有業(yè)績(jī)。

另外,業(yè)主作為形形色色的個(gè)體,需要的物業(yè)服務(wù)的標(biāo)準(zhǔn)、內(nèi)容、方式等不盡相同,評(píng)價(jià)物業(yè)企業(yè)的服務(wù)質(zhì)量的標(biāo)準(zhǔn)就具有很強(qiáng)的差異性,不能夠有效評(píng)價(jià)物業(yè)企業(yè)的服務(wù)質(zhì)量。

二、服務(wù)質(zhì)量的五個(gè)維度

服務(wù)質(zhì)量的基本特性決定了服務(wù)質(zhì)量是一個(gè)抽象的概念，它是通過(guò)顧客對(duì)服務(wù)的感知而決定的，因此服務(wù)質(zhì)量是一個(gè)復(fù)雜的集合體。服務(wù)質(zhì)量的構(gòu)成要素就是站在顧客角度，研究顧客對(duì)服務(wù)質(zhì)量產(chǎn)生感知的方面。在對(duì)服務(wù)質(zhì)量要素的研究過(guò)程中，北歐和北美兩大學(xué)派產(chǎn)出了明確的研究成果。其中技術(shù)質(zhì)量又稱為結(jié)果質(zhì)量，或者說(shuō)是在服務(wù)交易或服務(wù)過(guò)程結(jié)束后顧客得到的實(shí)質(zhì)內(nèi)容；一般來(lái)說(shuō)，由于結(jié)果質(zhì)量牽涉到的主要是技術(shù)方面的有形內(nèi)容，因此，結(jié)果質(zhì)量可以通過(guò)比較直觀的方式加以評(píng)估，并且顧客對(duì)結(jié)果質(zhì)量的衡量也是比較客觀的和容易感知，從而結(jié)果質(zhì)量是顧客評(píng)價(jià)服務(wù)好壞的重要依據(jù)。功能質(zhì)量又稱為過(guò)程質(zhì)量，是指顧客是如何接受或得到服務(wù)的。由于服務(wù)具有無(wú)形性和不可分割性，因此服務(wù)過(guò)程即服務(wù)人員如何與顧客打交道，或服務(wù)人員如何給顧客提供服務(wù)，必然會(huì)影響顧客對(duì)服務(wù)質(zhì)量的看法。北美學(xué)派的研究組合PZB通過(guò)研究顧客如何對(duì)服務(wù)質(zhì)量進(jìn)行感知發(fā)現(xiàn)有10個(gè)要素決定服務(wù)質(zhì)量，即可靠性、響應(yīng)性、能力、易接近性、禮貌、溝通、可信性、安全性、理解、有形性，并且于同一研究中提出了目前被廣為應(yīng)用的服務(wù)質(zhì)量差距模型，如圖所示。后來(lái)，PZB做了進(jìn)一步的研究，將10個(gè)要素中相關(guān)性強(qiáng)的進(jìn)行了合并，得到了構(gòu)成服務(wù)質(zhì)量的五個(gè)要素：(1)有形性：在服務(wù)過(guò)程中，能夠被顧客感知到的實(shí)體部分，包括服務(wù)場(chǎng)所布置、服務(wù)設(shè)施、員工外表等；

(2)可靠性：是指服務(wù)企業(yè)可靠、準(zhǔn)確地履行其服務(wù)承諾的能力。這意味著服務(wù)企業(yè)每一次都及時(shí)、高效、一致、無(wú)差錯(cuò)地完成所承諾的服務(wù)內(nèi)容；

(3)響應(yīng)性：是指企業(yè)能夠快速、有效地為顧客提供服務(wù)。對(duì)于顧客咨詢、提出的要求和投訴，企業(yè)應(yīng)該迅速地給予解決。因?yàn)殚L(zhǎng)久的、毫無(wú)原因的等待會(huì)使顧客對(duì)服務(wù)體驗(yàn)產(chǎn)生強(qiáng)烈的消極后果；

(4)保證性：這方面與服務(wù)人員的知識(shí)、能力、得體有關(guān)，也與他們傳遞信任和信心的能力有關(guān)。包括服務(wù)人員擁有履行服務(wù)所必需的技能和知識(shí)、服務(wù)人員表現(xiàn)的禮貌、尊重、體諒和友好以及服務(wù)人員的誠(chéng)信和忠實(shí)；

(5)移情性：是指企業(yè)能夠真誠(chéng)地關(guān)心顧客，體會(huì)顧客的感受，了解他們的實(shí)際需要并予以滿足。這需要員工具備了解顧客需求的意識(shí)

并對(duì)顧客需求做出敏感性的反應(yīng)。

三、誰(shuí)來(lái)幫幫我，解釋一下什么是SERVQUAL和GAPS MODEL以及他們之間的關(guān)系啊

SERVQUAL理論是20世紀(jì)80年代末由美國(guó)市場(chǎng)營(yíng)銷學(xué)家帕拉休拉曼(A.Parasuraman)、來(lái)特漢毛爾（Zeithaml）和白瑞（Berry）依據(jù)全面質(zhì)量管理(Total Quality Management，TQM)理論在服務(wù)行業(yè)中提出的一種新的服務(wù)質(zhì)量評(píng)價(jià)體系，其理論核心是“服務(wù)質(zhì)量差距模型”，即：服務(wù)質(zhì)量取決于用戶所感知的服務(wù)水平與用戶所期望的服務(wù)水平之間的差別程度（因此又稱為“期望－感知”模型），用戶的期望是開展優(yōu)質(zhì)服務(wù)的先決條件，提供優(yōu)質(zhì)服務(wù)的關(guān)鍵就是要超過(guò)用戶的期望值。其模型為:Servqual 分?jǐn)?shù)= 實(shí)際感受分?jǐn)?shù)- 期望分?jǐn)?shù)。

SERVQUAL將服務(wù)質(zhì)量分為五個(gè)層面：有形設(shè)施(Tangibles)、可靠性(Reliability)、響應(yīng)性 (Responsiveness)、保障性(Assurance)、情感投入(Empathy)，每一層面又被細(xì)分為若干個(gè)問(wèn)題，通過(guò)調(diào)查問(wèn)卷的方式，讓用戶對(duì)每個(gè)問(wèn)題的期望值、實(shí)際感受值及最低可接受值進(jìn)行評(píng)分。并由其確立相關(guān)的22 個(gè)具體因素來(lái)說(shuō)明它。然后通過(guò)問(wèn)卷調(diào)查、顧客打分和綜合計(jì)算得出服務(wù)質(zhì)量的分?jǐn)?shù),

近十年來(lái)，該模型已被管理者和學(xué)者廣泛接受和采用。模型以差別理論為基礎(chǔ)，即顧客對(duì)服務(wù)質(zhì)量的期望，與顧客從服務(wù)組織實(shí)際得到的服務(wù)之間的差別。模型分別用五個(gè)尺度評(píng)價(jià)顧客所接受的不同服務(wù)的服務(wù)質(zhì)量。研究表明，SERVQUAL適合于測(cè)量信息系統(tǒng)服務(wù)質(zhì)量，SERVQUAL也是一個(gè)評(píng)價(jià)服務(wù)質(zhì)量和用來(lái)決定提高服務(wù)質(zhì)量行動(dòng)的有效工具。

Model of Service Quality Gaps:

There are seven major gaps in the service quality concept, which are shown in Figure 1. The model is

an extention of Parasuraman et al. (1985). According to the following explanation (ASI Quality

Systems, 1992; Curry, 1999; Luk and Layton, 2002), the three important gaps, which are more

associated with the external customers are Gap1, Gap5 and Gap6; since they have a direct relationship

with customers.

· Gap1: Customers’ expectations versus management perceptions: as a result of the lack of a

marketing research orientation, inadequate upward communication and too many layers of

management.

· Gap2: Management perceptions versus service specifications: as a result of inadequate

commitment to service quality, a perception of unfeasibility, inadequate task standardisation and an

absence of goal setting.

· Gap3: Service specifications versus service delivery: as a result of role ambiguity and conflict,

poor employee-job fit and poor technology-job fit, inappropriate supervisory control systems, lack of

perceived control and lack of teamwork.

· Gap4: Service delivery versus external communication: as a result of inadequate horizontal

communications and propensity to over-promise.

· Gap5: The discrepancy between customer expectations and their perceptions of the service

delivered: as a result of the influences exerted from the customer side and the shortfalls (gaps) on the

part of the service provider. In this case, customer expectations are influenced by the extent of

personal needs, word of mouth recommendation and past service experiences.

· Gap6: The discrepancy between customer expectations and employees’ perceptions: as a result

of the differences in the understanding of customer expectations by front-line service providers.

· Gap7: The discrepancy between employee’s perceptions and management perceptions: as a

result of the differences in the understanding of customer expectations between managers and service

providers.

SERVQUAL methodology:

Clearly, from a Best Value perspective the measurement of service quality in the service sector should

take into account customer expectations of service as well as perceptions of service. However, as

Robinson (1999) concludes: "It is apparent that there is little consensus of opinion and much

disagreement about how to measure service quality". One service quality measurement model that has

been extensively applied is the SERVQUAL model developed by Parasuraman et al . (1985, 1986,1988, 1991, 1993, 1994; Zeithaml et al. , 1990). SERVQUAL as the most often used approach for

measuring service quality has been to compare customers' expectations before a service encounter and

their perceptions of the actual service delivered (Gronroos, 1982; Lewis and Booms, 1983;

Parasuraman et al. , 1985). The SERVQUAL instrument has been the predominant method used to

measure consumers’ perceptions of service quality. It has five generic dimensions or factors and are

stated as follows (van Iwaarden et al. , 2003):

(1) Tangibles . Physical facilities, equipment and appearance of personnel.

(2) Reliability. Ability to perform the promised service dependably and accurately.

(3) Responsiveness . Willingness to help customers and provide prompt service.

(4) Assurance (including competence, courtesy, credibility and security). Knowledge and courtesy of

employees and their ability to inspire trust and confidence.

(5) Empathy (including access, communication, understanding the customer). Caring and

individualized attention that the firm provides to its customers.

In the SERVQUAL instrument, 22 statements (Appendix I) measure the performance across these

five dimensions, using a seven point likert scale measuring both customer expectations and

perceptions (Gabbie and O'neill, 1996). It is important to note that without adequate information on

both the quality of services expected and perceptions of services received then feedback from

customer surveys can be highly misleading from both a policy and an operational perspective. In the

following, the application of SERVQUAL approach is more specified with an example in a catering

company.

Example:

In an investigation conducted by Bryslan and Curry (2001) in a catering company, a total of 140

questionnaires were distributed to all of the previous year’s customers and 52 useable questionnaires

were returned, resulting in a 37 per cent response rate. As can be seen from Table I, all questionnaire

responses were negative and an overall departmental weighted SERVQUAL score of – 1.6 was

recorded, indicating a significant shortfall in meeting customer expectations across all service areas

and dimensions. The summary scores for each dimension are shown in Table I, with the weighted

average scores per dimension having been totalled to achieve the overall SERVQUAL score. As can

be seen from Table I, the highest gap scores were for Reliability and Responsiveness; this is real cause

for concern and provides a definite staring point for service improvements. As can be seen from the

results, the customer expects most from the Reliability dimension of the catering service. The

relatively low importance of Tangibles could be attributable to the fact that customers are aware of the

financial constraints which are typical in the local authority funding context, and simply do not expect

much when it comes to aesthetics; instead, they attach more importance to the delivery aspects of the

service. Customers allocated to Assurance the lowest weighting, indicating it to be of least importance

to them, yet they expect most from this service dimension. This apparent anomaly is probably due to

the fact that customers expect staff to be knowledgeable about the service and therefore they can see

no reason for this dimension not to be achieved. It is assumed that for this reason, customers have

weighted this dimension lowest.

Discussion:

The research on measuring service quality has focused primarily on how to meet or exceed the

external customer’s expectations, and has viewed service quality as a measure of how the delivered

service level matches consumer’s expectations. These perspectives can also be applied to the

employees of a firm and in this case, other major gaps could be closed in the service quality gaps

model (Kang et al. , 2002).

The concept of measuring the difference between expectations and perceptions in the form of the

SERVQUAL gap score proved very useful for assessing levels of service quality. Parasuraman et al.,

argue that, with minor modification, SERVQUAL can be adapted to any service organisation. They

further argue that information on service quality gaps can help managers diagnose where performance

improvement can best be targeted. The largest negative gaps, combined with assessment of where

expectations are highest, facilitates prioritisation of performance improvement. Equally, if gap scores

in some aspects of service do turn out to be positive, implying expectations are actually not just being

met but exceeded, then this allows managers to review whether they may be "over-supplying" this

particular feature of the service and whether there is potential for re-deployment of resources into

features which are underperforming.

It seems that in almost all the existing resources, the SERVQUAL approach has been used only for

closing Gap 5. However, its application could also be extended to the analysis of other gaps. It is

important to note that SERVQUAL is only one of the instruments used in service quality analysis and

there are different approaches which might be stronger in closing gaps. SERVQUAL has been

extensively criticised on both theoretical and operational grounds (see Buttle, 1996 and Asubonteng et

al., 1996), although Asubonteng et al. (1996) conclude that: "Until a better but equally simple model

emerges, SERVQUAL will predominate as a service quality measure". It is also evident that

SERVQUAL by itself, useful though it may be to a service manager, will not give a complete picture

of needs, expectations and perceptions in a service organization context. As Gaster (1995) comments,

"because service provision is complex, it is not simply a matter of meeting expressed needs, but of

finding out unexpressed needs, setting priorities, allocating resources and publicly justifying and

accounting for what has been done". Service organizations are responsible and accountable to citizens

and communities as well as to customers and service users. There are wider service organization

agendas than simply service quality: improving access to existing services; equity and equality of

service provision; providing efficient and effective services within political as well as resource

constraints. The definition of service quality therefore takes on a wider meaning and accordingly its

measurement becomes both more complex and more difficult.

Besides the discussed weaknesses, a particular advantage of SERVQUAL is that it is a tried and

tested instrument which can be used comparatively for benchmarking purposes (Brysland and Curry,

2001). SERVQUAL does, however, benefit from being a statistically valid instrument as a result of

extensive field testing and refinement. It therefore escapes the pitfall of being perceived by service

users and providers as "something that has been invented off the top of the head" or a questionnaire

that has been skewed to elicit certain types of response. As a generic and universally-applicable

instrument, SERVQUAL can also be administered on a repeated, regular basis and used for

comparative benchmarking purposes. To appreciate more fully the benefits of using SERVQUAL,

surveys should be conducted every year, for the following reasons:

- to allow yearly comparisons;

- to determine how service improvements have affected customers’ perceptions and

expectations of the service over time; and

- to determine the effectiveness of service development and improvement initiatives in targeted

dimensions.

It is important to note that the measurement systems themselves are often inappropriate because the

system designers do not know enough about what is to be measured. Measuring customer perceptions

of service may increase expectations and measuring too often may well result in customers losing their

motivation to answer correctly. Finally, there is no point in measuring service quality if one is not

willing to take appropriate action on the findings.

四、在服務(wù)質(zhì)量差距模型中產(chǎn)生溝通差距。的原因有?

有服務(wù)實(shí)績(jī)低于服務(wù)承諾。

根據(jù)公開資料顯示在服務(wù)質(zhì)量差距模型中產(chǎn)生溝通差距的原因有服務(wù)實(shí)績(jī)低于服務(wù)承諾和企業(yè)內(nèi)部溝通不足致使?fàn)I銷承諾超過(guò)了執(zhí)行服務(wù)標(biāo)準(zhǔn)的能力。

服務(wù)（service，serve）是一個(gè)漢語(yǔ)詞匯，拼音是fúwù。意思是指履行職務(wù)，為他人做事，并使他人從中受益的一種有償或無(wú)償?shù)幕顒?dòng)。

以上就是關(guān)于服務(wù)質(zhì)量差距模型的核心差距是什么相關(guān)問(wèn)題的回答。希望能幫到你，如有更多相關(guān)問(wèn)題，您也可以聯(lián)系我們的客服進(jìn)行咨詢，客服也會(huì)為您講解更多精彩的知識(shí)和內(nèi)容。

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