Gap Model in Services Marketing

The GAP MODEL in SERVICES MARKETING GAP 1 The hurly burly between the node expected go and company sensing of guest expectation. Inadequate market research. Design, hire and follow out appropriate market research. Poor communication between clients and management and betweenDesign and implement an upward communications programme. front line employees and managers. want of, or poor marker segmentation. Build guest relationships through market segmentation techniques and customer retention strategies revolve around on transactions rather than relationships. Focus on new customers rather than existing customers. GAP 2The gap between company perception of customer expectations and development of customer driven work designs and standards. overleap of standardization of Service behavior &Reengineering actions. miss of formal process for setting table service Establish the Service Encounter sequence quality goals. Lack of customer defined standard s. Identify existing or desired service encounter sequence. Translate customer expectations into behaviors and actions. Select behavior and actions for standards Select appropriate Hard and Soft standards Enable feedback mechanisms for measurement to standards Establish measures and tooshie levels Track measures vs. tandards Give mathematical operation to employees Inadequate service Leadership Synthesizing, articulating, promoting commitment and implementing the service vision. (The leadership model). Lack of understanding that that quality PIMS research. service is indeed a profit strategy Incomplete performance estimate system In addition to financial measures include, the customer perspective, the operational perspective and the innovative perspective to performance appraisal. GAP 3 The Gap between Customer driven service designs and standards and service delivery. The Employees partings in service delivery Hum an Resources Strategies Ineffective recruitment Hire the right people Role ambiguity and role conflict Poor employee-technology- credit line fit Develop people to deliver service quality Inappropriate evaluation and compensation systems Lack of empowerment and teamwork Provide needed support systems Retain the best people (Details in the human resource strategies wheel pg 312 Zeithaml) Key factors tie in to Intermediaries Strategies for effective service delivery through intermediaries production line conflict over objectives and performance Develop and implement Channel conflict over costs and rewards accountant strategies Difficulty obligateling quality and consistency Empowerment strategies across outlets Partnering Strategies Tension between empowerment and control Channel ambiguity Key factors related to Customers Strategies for enhancing customer participation Customers lack understanding of their roles Define customers job Customer s unwilling or unable to perform their Recruit, Educate and reward customers roles deal out the customer mix Customers are not rewarded for good performance Other customers interfere Market segments are incomplete Key factors related to collect and competency Strategies for matching tally and demand Failure to smooth peaks and valleys of demand Match supply and demand through (i) shifting demand to match capacity or Overuse of capacity (ii) flexing capacity to meet demand Attracting inappropriate customer segments to Demonstrate the benefits and risks of yield management strategies in build demand establishing balances mong the service variables Relying too much on price to smooth demand Manage waiting lines for epoch when capacity and demand cannot be aligned Legal and Cultural barriers in international Opportunities in International services marketing Adapting the service Adapting promotion and distribution Adapting entry modes Adapting communica tions Adapting workforce management Adapting service employees incentives Adapting service standards Adapting market research internationally GAP 4 The Gap between Service legal transfer and External communications to Customers Factors relating to communications Strategies to match service promise with delivery Inadequate management of service promises Manage service promises Over promising in advertising and personal sellingReset customer expectations Insufficient customer education Improve customer education Inadequate horizontal communication Manage horizontal communications Differences in policies and procedures across departments Key factors relating to pricing Pricing Strategies Assuming customers have university extension price for services Match customer perception of value with appropriate pricing strategy that narrowly defining price as monetary cost match each customer definition polarity wrong quality level with inappropriate Cost ba sed price Demand based non understanding customer value definitions Competition based Not matching price strategy to customer value Value based definitions Key factors related to Physical Evidence Physical usher strategy Incompatible or inconsistent physical turn up Over promising through physical evidence Recognize the strategic impact of physical evidence Lack of physical evidence strategy defend the physical evidence of services Clarify roles of the services cape Assess and identify physical evidence opportunities Be ready to update and modernize the evidence Work cross-functionally