Serqual m6

Gap AnalysisGap Analysis

Table of ContentsTable of Contents

• Definition of Gap AnalysisDefinition of Gap Analysis

• Service Gap AnalysisService Gap Analysis• SERVQUALSERVQUAL

– Gaps ModelGaps Model– Dimension ModelDimension Model

• Real World Gap AnalysisReal World Gap Analysis• ISO 9001 2000ISO 9001 2000

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DefinitionDefinition of Gap of Gap AnalysisAnalysis

• Formal means to identify and correct Formal means to identify and correct gaps between desired levels and actual gaps between desired levels and actual levels of performancelevels of performance

• Used by organizations to analyze certain Used by organizations to analyze certain processes of any division of their processes of any division of their companycompany

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Service Gap AnalysisService Gap Analysis

• Expected level of service vs. Expected level of service vs. Actual level of service Actual level of service providedprovided

• SERVQUALSERVQUAL

- 5 gaps- 5 gaps

- 5 dimensions- 5 dimensions

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SERVQUALSERVQUAL

• A gap analysis research instrument A gap analysis research instrument – created by Parasuraman, Zeithamel, created by Parasuraman, Zeithamel,

and Berryand Berry– Introduced in 1988Introduced in 1988

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SERVQUAL ModelSERVQUAL Model

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SERVQUAL Model GapsSERVQUAL Model Gaps• Gap 1Gap 1

– The difference between actual The difference between actual customer expectations and customer expectations and management’s idea or perception of management’s idea or perception of customer expectations customer expectations

M a na ge m e ntP e rcep tio nso f C u sto m erE xp ec ta tio ns

E xpe ctedS e rv ice

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SERVQUAL Model GapsSERVQUAL Model Gaps

• Gap 2Gap 2– Mismatch between manager’s Mismatch between manager’s

expectations of service quality and expectations of service quality and service quality specificationsservice quality specifications

S erviceQ u a lity

S p ec ifica tion s

M an ag em en tP ercep tion so f C u s tom erE xp ec ta tion s

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• Gap 3Gap 3– Poor delivery of service qualityPoor delivery of service quality

S erviceD e live ry

S erviceQ u a lity

S p ec ifica tion s9


• Gap 4Gap 4– Differences between service delivery Differences between service delivery

and external communication with and external communication with customercustomer

S e rv iceD e live ry

E x te rn a lC o m m u n ica tio ns

to C u sto m e rs

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• Gap 5Gap 5– Differences between Expected and Differences between Expected and

Perceived QualityPerceived Quality

E xp ec tedS ervice

P erce ivedS ervice

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Gaps ModelGaps Model

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• There are 22 items which can be ratedThere are 22 items which can be rated– i.e. modern looking equipment, prompt i.e. modern looking equipment, prompt

service, understanding of needs, etc.service, understanding of needs, etc.

• These items are broken up into 5 These items are broken up into 5 dimensions:dimensions:

• TangiblesTangibles (Items 1-4) (Items 1-4)• ReliabilityReliability (Items 5-9) (Items 5-9)• Responsiveness Responsiveness (Items 10-13) (Items 10-13)• AssuranceAssurance (Items 14-17) (Items 14-17)• EmpathyEmpathy (Items 18-22) (Items 18-22)

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• Perceptions and Expectations are Perceptions and Expectations are given a rating for certain given a rating for certain dimensionsdimensions– Ratings scaleRatings scale

• 1 (Strongly Disagree) to 7 (Strongly 1 (Strongly Disagree) to 7 (Strongly Agree)Agree)

• Average expectation rating is then Average expectation rating is then subtracted from the average subtracted from the average perception ratingperception rating

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• High High Training neededTraining needed

negative negative = in certain = in certain

ratingrating dimension dimension

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• High High Dimension is OK,Dimension is OK, positive positive == no training no training rating rating needed needed

Gaps Model ExampleGaps Model Example

For Example:For Example:• If a survey was taken which showed the If a survey was taken which showed the

averages for each dimension is as follows:averages for each dimension is as follows:DimensionDimension Perception AveragePerception Average Expectation Expectation

AverageAverageTangiblesTangibles 5.4 5.4 2.4 2.4ReliabilityReliability 5.6 5.6 4.6 4.6ResponsivenessResponsiveness 3.2 3.2 3.5 3.5AssuranceAssurance 6.2 6.2 3.4 3.4EmpathyEmpathy 2.8 2.8 4.2 4.2

• What dimension should be emphasized?What dimension should be emphasized?

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Gaps Model ExampleGaps Model Example

• Perception – Expectation = DifferencePerception – Expectation = Difference– Tangibles: Tangibles: 5.4 - 2.4 = 3.05.4 - 2.4 = 3.0– Reliability:Reliability: 5.6 - 4.6 = 1.05.6 - 4.6 = 1.0– Responsiveness:Responsiveness: 3.2 - 3.5 = -0.33.2 - 3.5 = -0.3– Assurance:Assurance: 6.2 - 3.4 = 2.86.2 - 3.4 = 2.8– Empathy:Empathy: 2.8 - 4.2 = -1.42.8 - 4.2 = -1.4

• EmpathyEmpathy has the lowest rating therefore has the lowest rating therefore it is the dimension where training should it is the dimension where training should be emphasized the most. A focus should be emphasized the most. A focus should also be placed on also be placed on ResponsivenessResponsiveness because of its negative rating.because of its negative rating.

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Applications of Gap Applications of Gap AnalysisAnalysis

• ISO 9001 2000ISO 9001 2000

• Praxiom Research Group LimitedPraxiom Research Group Limited

• Process ApproachProcess Approach

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ISO 9001 2000ISO 9001 2000Gap Analysis ToolGap Analysis Tool

• Phase 1: Identify GapsPhase 1: Identify Gaps

• Phase 2: Fill GapsPhase 2: Fill Gaps

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Identify Gaps:Identify Gaps:• Tool lists the five sets of requirements Tool lists the five sets of requirements

from the ISO 9001 2000 as questionsfrom the ISO 9001 2000 as questions– SystematicSystematic– ManagementManagement– ResourceResource– RealizationRealization– AnalyticalAnalytical

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Identify Gaps:Identify Gaps:• Three answers are possible for each Three answers are possible for each

question:question:– YesYes – organization has met one of ISO’s – organization has met one of ISO’s

requirementrequirement– NoNo – points to a gap – points to a gap– N/AN/A – question is not applicable to situation – question is not applicable to situation

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Identify Gaps:Identify Gaps:• Each time “NO” is answered, there is a Each time “NO” is answered, there is a

column to help organization identify column to help organization identify which processes need to be fixedwhich processes need to be fixed

• 22 total processes which can be fixed22 total processes which can be fixed

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Fill Gaps:Fill Gaps:• Preparation and Implementation of Preparation and Implementation of

System Development FormsSystem Development Forms• Each of the 22 processes listed in Each of the 22 processes listed in

Phase One has a system Phase One has a system development formdevelopment form

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Fill Gaps:Fill Gaps:• These system development forms are These system development forms are

used to prepare used to prepare System Development System Development PlansPlans

• The Gap Analysis questions are turned The Gap Analysis questions are turned into into action statementsaction statements

• These action statements formulate These action statements formulate remedial actionsremedial actions which will fill in the gaps which will fill in the gaps

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Fill Gaps:Fill Gaps:• Once all actions are performed and Once all actions are performed and

gaps are filled, the organization will gaps are filled, the organization will have a have a

ISO 9001 2000 compliantISO 9001 2000 compliantQuality Management SystemQuality Management System

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Summary of Gap Summary of Gap AnalysisAnalysis

• Gaps can be found in any process of an organization’s operationsGaps can be found in any process of an organization’s operations• Tools like SERVQUAL, Two-Dimensional Analysis, and ISO 9001 2000 can all be used to perform gap analysisTools like SERVQUAL, Two-Dimensional Analysis, and ISO 9001 2000 can all be used to perform gap analysis• Gap Analysis is one of the best procedures to help lead a company to not only improve their processes, but recognize which processes Gap Analysis is one of the best procedures to help lead a company to not only improve their processes, but recognize which processes

are in need of imE1. They should have up-to-date equipment.are in need of imE1. They should have up-to-date equipment.• E2. Their physical facilities should be visually appealing.E2. Their physical facilities should be visually appealing.• E3. Their employees should be well dressed and appear neat.E3. Their employees should be well dressed and appear neat.• E4. The appearance of the physical facilities of these firms should be in keeping with the type ofE4. The appearance of the physical facilities of these firms should be in keeping with the type of• services provided.services provided.• E5. When these firms promise to do something by a certain time, they should do so.E5. When these firms promise to do something by a certain time, they should do so.• E6. When customers have problems, these firms should be sympathetic and reassuring.E6. When customers have problems, these firms should be sympathetic and reassuring.• E7. These firms should be dependable.E7. These firms should be dependable.• E8. They should provide their services at the time they promise to do so.E8. They should provide their services at the time they promise to do so.• E9. They should keep their records accurately.E9. They should keep their records accurately.• E10. They shouldn't be expected to tell customers exactly when services will be performed. (-)E10. They shouldn't be expected to tell customers exactly when services will be performed. (-)• E11. It is not realistic for customers to expect prompt service from employees of these firms. (-)E11. It is not realistic for customers to expect prompt service from employees of these firms. (-)• E12. Their employees don't always have to be willing to help customers. (-)E12. Their employees don't always have to be willing to help customers. (-)• E13. It is okay if they are too busy to respond to customer requests promptly. (-)E13. It is okay if they are too busy to respond to customer requests promptly. (-)• E14. Customers should be able to trust employees of these firms.E14. Customers should be able to trust employees of these firms.• E15. Customers should be able to feel safe in their transactions with these firms' employees.E15. Customers should be able to feel safe in their transactions with these firms' employees.• E16. Their employees should be polite.E16. Their employees should be polite.• E17. Their employees should get adequate support from these firms to do their jobs well.E17. Their employees should get adequate support from these firms to do their jobs well.• E18. These firms should not be expected to give customers individual attention. (-)E18. These firms should not be expected to give customers individual attention. (-)• E19. Employees of these firms cannot be expected to give customers personal attention. (-)E19. Employees of these firms cannot be expected to give customers personal attention. (-)• E20. It is unrealistic to expect employees to know what the needs of their customers are. (-)E20. It is unrealistic to expect employees to know what the needs of their customers are. (-)• E21. It is unrealistic to expect these firms to have their customers' best interests at heart. (-)E21. It is unrealistic to expect these firms to have their customers' best interests at heart. (-)• E22. They shouldn't be expected to have operating hours convenient to all their customers. (-)provement.E22. They shouldn't be expected to have operating hours convenient to all their customers. (-)provement.

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Summary of Gap Summary of Gap AnalysisAnalysis

• E8. They should provide their services at the time they promise to do so.E8. They should provide their services at the time they promise to do so.• E9. They should keep their records accurately.E9. They should keep their records accurately.• E10. They shouldn't be expected to tell customers exactly when services will be performed. (-)E10. They shouldn't be expected to tell customers exactly when services will be performed. (-)• E11. It is not realistic for customers to expect prompt service from employees of these firms. E11. It is not realistic for customers to expect prompt service from employees of these firms.

(-)(-)• E12. Their employees don't always have to be willing to help customers. (-)E12. Their employees don't always have to be willing to help customers. (-)• E13. It is okay if they are too busy to respond to customer requests promptly. (-)E13. It is okay if they are too busy to respond to customer requests promptly. (-)• E14. Customers should be able to trust employees of these firms.E14. Customers should be able to trust employees of these firms.• E15. Customers should be able to feel safe in their transactions with these firms' employees.E15. Customers should be able to feel safe in their transactions with these firms' employees.• E16. Their employees should be polite.E16. Their employees should be polite.• E17. Their employees should get adequate support from these firms to do their jobs well.E17. Their employees should get adequate support from these firms to do their jobs well.• E18. These firms should not be expected to give customers individual attention. (-)E18. These firms should not be expected to give customers individual attention. (-)• E19. Employees of these firms cannot be expected to give customers personal attention. (-)E19. Employees of these firms cannot be expected to give customers personal attention. (-)• E20. It is unrealistic to expect employees to know what the needs of their customers are. (-)E20. It is unrealistic to expect employees to know what the needs of their customers are. (-)• E21. It is unrealistic to expect these firms to have their customers' best interests at heart. (-)E21. It is unrealistic to expect these firms to have their customers' best interests at heart. (-)• E22. They shouldn't be expected to have operating hours convenient to all their customers. E22. They shouldn't be expected to have operating hours convenient to all their customers.

(-)provement.(-)provement.

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Serqual m6

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