Service Quality. - Expectations, perceptions and satisfaction about Service Quality at Destination Gotland - A case study

Transcription

1 Service Quality - Expectations, perceptions and satisfaction about Service Quality at Destination Gotland - A case study Authors: Md.Hussain Kabir and Therese Carlsson Subject: Master thesis in Business Administration Program: Masters Program in International Management 15 ECTS Gotland University Spring semester 2010 Supervisor: Bo Lennstrand

2 Abstract This thesis is discussing and analysing expectations and perceptions about service quality in Destination Gotland. The aim is to analyze and research about the role of service quality for creating customer satisfaction and we want to find out the gap between expectations and perceptions through the customers point of view. The difference between expectations and perceptions can be described as satisfaction or lack of satisfaction. The specific questions that are researched in this thesis are: 1. What expectations does customer have on Destination Gotland s service quality to become satisfied? 2. What perceptions does customer have about the service quality at Destination Gotland? 3. What are the differences between expectations and perceptions (gap 5 in the SERVQUAL-model)? The survey is constructed as a case-study and is based on the quantitative method. The results from the different dimensions show that there is a gap between expectations and perceptions which means that the customers are not fully satisfied about the service quality at Destination Gotland. On the other hand, the main respondents said yes on the question if they think the service meet their expectations. From the overall result in the statements we can see that there are several gaps between expectations and perceptions which means that the service quality do not fully meet the expectations. The result shows a total gap at -0,39. Keywords: Service quality, customer satisfaction, expectations, perceptions, case-study, SERVQUAL, Destination Gotland. 1

3 Acknowledgements First of all we would like to say thank you to our classmates, friends and participants in the seminar groups that gave us support and good comments about how we could improve our thesis. Your help has been very important for completing the thesis and motivating us when we felt hopeless and bored. We are also thankful to Ingrid Hallberg and Loes Portier-Lenglet that gave attention to our questionnaire and pointed out some mistakes. Another thank you goes to our parents and other family members who gave us inspiration and support to work hard. Finally we would also like to direct a special thank you to our supervisor, Bo Lennstrand. We are very grateful for his guidelines and help for identifying problems. Sometimes we were late in our understanding of his directions and feedback but in the end we finally understood perfectly. We realized exactly what he meant and followed what he told us. In the end everything turned out well. Visby Therese Carlsson Md. Hussain Kabir List of content 2

4 1. Introduction Background Problematization Research questions and aim Disposition Research design Case-study Limitations Sample of population Research method Process Questioner structure Research approach Method of analysis Chapter summary Theoretical background The concept of service quality Different perspective of service quality Service-based Component of Quality Customer expectations Perceived service quality The relationship between customer expectations, perceptions and satisfaction Capturing the Customer s Perspective of Service Quality- SERVQUAL MODEL Chapter Summary Analysis of customer service quality in reality General information Respondent demographics Service quality- all respondents Service Quality - total Each SERVQUAL feature Ranking of Expectations and Perceptions The difference between male and female expectations and perceptions Customer expectation (results from feedback, question number 1.3 and 1.4) Summary of the result Conclusions Recommendations for further research References Appendix 1: Questionnaire Appendix 2: Empirical data from questionnaires

5 Table Table Table Table Table Appendix 3: General information about Destination Gotland List of figures Table 1: Dimensions and statement numbers in the SERVQUAL-model 11 Table 2: Interpretation of the Likert Scale 11 Figure 1: A dynamic model of expectation...18 Figure 2: Continuum of perceived quality 20 Figure 3: The SERVQUAL scale..23 Table 3: Sex and age of the respondents...26 Diagram 1: Bar chart about sex and age...27 Diagram 2: The difference between male and female expectations. 28 Table 4: Average score of expectations and perceptions of all respondents 28 Diagram 3: The difference between male and female perceptions...29 Table 5: The result of prioritizing all the features.31 Diagram 4: Result in expectations and perceptions from all respondents 32 Diagram 5: The result from all respondents divided into each feature 32 Diagram 6: Priority of each feature of customer expectations..33 Diagram 7: Priority of each feature of customer perceptions...34 Table 6: The result of customer feedback question number 1.3 and Introduction 4

6 Service quality is needed for creating customer satisfaction and service quality is connected to customer perceptions and customer expectations. Oliver (1997) argues that service quality can be described as the result from customer comparisons between their expectations about the service they will use and their perceptions about the service company. That means that if the perceptions would be higher than the expectations the service will be considered excellent, if the expectations equal the perceptions the service is considered good and if the expectations are not met the service will be considered bad. Oliver (1997) argues that customer satisfaction can be described as a judgement that a product or service feature, or the product or service it self, provides pleasurable consumption. Satisfaction can also be described as a fulfilment response of service and an attitude change as a result of the consumption. Gibson (2005) put forward that satisfied customers are likely to become loyal customers and that means that they are also likely to spread positive word of mouth. Understanding which factors that influence customer satisfaction makes it easier to design and deliver service offers that corresponds to the market demands. 1.1 Background Oliver (1993) stated that during the past decades, in the marketing literature and marketing practices, the importance in the concept of service quality and service satisfaction has increased. Quality and satisfaction are indicators for corporate competitiveness and explores the benefit of marketing academics and practitioners. The relationship and nature of these customer evaluations remains unclear though satisfaction and service quality comes from two big research paradigms; expectations and perceptions which are considered as key instruments. Zeithaml et al, (1993) mention that in empirical studies quality and satisfaction are introduced as synonyms within the service business. Schneider and Bowen (1985) and Tornow and Wiley (1991) found a positive correlation between the attitude of employees, the attitude of customers and employee and customer perceptions of service quality. They also found that customer satisfaction is directly related to the attitude and perceptions of employees, in turn, the attitude and perceptions of employees relate to the organization and its management practices. They also said that customer satisfaction is not just relating to the values and attitudes of employees, which means that the overall effectiveness of the organization has direct impact on values and attitudes. According to Eskildsson (1994) over the past decades, many attempts have been made in both private and public sectors in the hope of making improvements in processes and services from the perspective of the customer. Many initiatives have been aiming for targeting the satisfaction of external customers. Often research has shown that these programs have failed to satisfy the first expectations. Consequently, consultants and experts have aimed for a broader focus within organizations in order to include the perspective of employees and their interrelationships with both managers and customers (Tornow and Wiley, 1991). According to Oliver (1980) the customer satisfaction research literature concerns how well the service delivery occurs in comparison with expectations. Today customer satisfaction is an important subject and is also often discussed in marketing literature. Satisfaction can be described as a number of post experience decisions. One reason for the big interest in this area 5

7 is that researches believe that customer satisfaction is crucial for all business organization. Researches also argue that satisfaction has positive impact on intention to repurchase. Andreassen T W (2001) mentions that customer satisfaction can be viewed as an evaluation where expectations and actual experience is compared. A service failure is when the service delivery does not manage to meet customer expectations. Often service recovery begins with a customer complaint. The aim with service delivery is to move customers from a state of dissatisfaction to a state of satisfaction. Butcher and Heffernan (2006) discuss the relationship between customer and employees and that social regard plays an important role in service delivery, for example in a situation where a customer has to wait. A number of studies have shown the importance of friendly behaviour from the staff in order to improve service delivery and create long term relationships. 1.2 Problematization We are looking into the case of Destination Gotland. They provide service for many customers every day and many customers depend on them to deliver service in a good way because they live on an island and the ferry is one of only two ways to come and go from this island. The general concept of customers that are dissatisfied is that they can create a bad image and reduce customer loyalty and therefore it has negative effects on long term profit margin. In order to make customers satisfied the company has to invest more money in good employees and better equipment. On the other hand the organization should follow the price level of the competitors. Price and profit margin is one aspect of service firms. According to Gonzalez and Garzia (2008) many service delivery errors and problems can occur and that is not beneficial for the reputation of the organization. Ha and Jang (2009) argues that service failure occurs when customer perceptions do not meet customer expectations. The problem with service failure is that it may lead to a destroyed relationship between the customer and the organization. Grönroos (1983) argues that when the service producer and the service consumer are in direct contact there are many factors that affect the level of satisfaction. In service production there is an extensive involvement of people which creates some level of non-standardization that do not exist in production of service. For example, it is difficult for a security brokerage to keep the service quality at the same level when they have thousands of entrepreneurs working out there. There are also a number of communication gaps that can occur between a service company and its customers: The company overpromises. A firm fails to stay in touch. 6

8 The communication is not understood. The service provider sometimes have more knowledge than the customer and fails to communicate in a way that the customer can understand. The company does not listen. It happens that customers feel that their instructions to the company are not followed. (Grönroos, 1983). To avoid communication gaps and other service failures Gonzalez & Garzia (2008) argues that it is important for the organization to know what the customers are thinking about their service so that failures can be avoided and improvements can be made. They need to know which attributes to measure and which factors that can be taken from different tools to identify customer satisfaction. Time and costs also effects customer satisfaction, a quick response can be crucial for satisfying the customer. Maxham (2001) discusses that if problems in the service delivery occur the result can be that customers have to wait. Boshoff and Leong (1998) have found that an apology is connected to how the customer think about the service recovery and an apology also has influence on customer s intention to purchase and word of mouth. Cottle (1990) argues that in service encounters there are differences in tangibility and human interactions which make them complicated and it also makes them difficult to control. There are several reasons for difficulties connected to service control, service is about performance so there is no production process where you can put in quality (it is only possible through training), there are also big variations in services and therefore they are difficult to standardize. The reason for this is that the human factor always will make it impossible to create a totally customized product. Gonzales and Garzia (2008) discusses that organizations have many problems to solve: How should the organization find out which expectations the customers have? How should the organization find out which expectations the customers have? How should the company implement a service recovery system? Is it good to combine different techniques to get best result in identifying customer satisfaction? Is it correct to combine different tools to improve service quality? 1.3 Research questions and aim The specific questions that are researched in this thesis are: 1. What expectations does customer have on Destination Gotland s service quality to become satisfied? 2. What perceptions does customer have about the service quality at Destination Gotland? 3. What are the differences between the expectations and the perceptions (gap 5 in the SERVQUAL-model)? Our aim is to research and analyze about the role of service quality for creating customer satisfaction on Destination Gotland. We want to find out the gap between expectations and perceptions through the customer point of view. Contribution: From the result of this case-study the organization will be able to identify their quality of service and they can also find out their week service points. By using our result 7

9 they can improve their further service delivery. This case-study is also important for writing further thesis. 1.4 Disposition Chapter 2: This chapter describes the methods that were used for making the survey. The questionnaire structure as well as the method for choosing the sample of population is also described. Chapter 3: In this chapter the theoretical framework is presented. We present different definitions about service quality, customer expectations, perceived service quality and the relationship between customer expectations, perceptions and satisfaction. Finally we describe the SERVQUAL model that is used for analyzing the result and capturing the customer perspective of the service quality. Chapter 4: The empirical material is presented. Expectations and perceived service quality is viewed separately and than the difference between those factors are viewed. This chapter also contains an analysis of the result. The analysis is based on the SERVQUAL-model. Chapter 5: In this chapter we present different conclusions and recommendations for further research that we found when analysing the empirical material. 2. Research design The reason for studying service quality and customer satisfaction is that it is of grate importance for survival and long term profit margin that a service company manages to create satisfied customers. If a manger knows about the important areas for customer satisfaction, he 8

10 can easily handle and improve the specific factors in further service delivery. In this chapter we will announce how the study was done, how we selected our respondents, limitations and method for analyzing the result of the case-study. 2.1 Case-study To answer the problem formulation, we chose to do a case-study on Destination Gotland where we know that there are different kinds of customers with different expectations and perceptions and that could give different views to the investigation. According to Bryman and Bell (2005) a case-study means that you make a deep and close study of a specific case. A specific case means a place or a facility, for example a workplace or an organization. In our case we are investigating a specific company Limitations This case-study is based on gap 5 in the SERVQUAL-model that is about the difference between expected and perceived service quality. The SERVQUAL-model consists of totally 5 different gaps that can occur within the service business. The sample of population is not focused on any specific target group and therefore it is not possible to make any kind of generalizations about different groups. The questionnaire is long which sometimes was reason for reactions from the respondents, they thought that the questionnaire was too long and boring to read. In that way we lost a few respondents and some questionnaires where answered quickly without deep thinking. Most respondents answered without big persuasion though. We also asked them at the same time about expectations and perceptions, which can create confusion. If you use different customers for expectations and perceptions there will be less confusion and the answers will be more reliable. 2.2 Sample of population Our choice of population is a non-probability choice. Our choice is made through convenience which means that we contacted people that we found available. Convenience choice means that the respondents are chosen because they are available (Bryman & Bell, 2005). One day we travelled with the ferry, the same day we went to Nynäshamn and back to Visby, we contacted persons on the train between Nynäshamn and Stockholm and provided them with questionnaires. We where always close by in case the respondents needed to ask us something. We also sent to friends, teachers, other employees and students at Gotland University because we know that they have experience from travelling with Destination Gotland. The criterion is that the respondents have some experience about travelling with Destination Gotland. The respondents are provided with questionnaires. We delivered 120 questionnaires and we received 58 answers. 9

11 2.3 Research method We have chosen to use a quantitative research method. Bryman and Bell (2005) describes that a quantitative method means that data is collected with the aim to try theories. The difference between making a qualitative or quantitative study is that the qualitative study goes to the heart of the problem and has an inductive approach. The quantitative research design reaches a broader part of the problem and has a more deductive approach. Quantitative research focuses on measurement, causality, generalization and replication. Quantitative research is rather a lot of interpretation. The reason for choosing a quantitative method for this case-study is that we wanted to gather a lot of data. We used questionnaire that we gave to people who have been travelling with Destination Gotland. The reason for choosing Destination Gotland for our case-study is that this company is important for the possibility to come and go from Gotland Process Bryman & Bell (2005, P. 86) describes the main steps of a quantitative case-study. Here is a description of the process of the case-study in this thesis divided into the suggested steps, all the suggested steps will not be mentioned because they are not included in this case-study: 1. Theory work: We found out what theories which are good for answering our problem formulation. 2. Research design: We decided how we would structure the questionnaire and which questions that we would ask. 3. Choice of measurement: At the same time we decided how we would measure and review the different answers. 4. Choice of place for survey: Was chosen through convenience. 5. Choice of respondents: Was chosen through convenience. 6. Case-study: Delivery and collection of questioners. 7. Data processing: Work with structuring the empirical chapter 8. Analysis: Analysis of the result together with theory. 9. Conclusions: Conclusions were drawn from the analysis. (Bryman and Bell, 2005) Questioner structure The questionnaire is made in both Swedish and English. The questionnaire is divided into two different parts, one part is related to customer expectations of service quality and one part is related to customer perceptions about service quality. Both parts are divided into four different parts, the first part are closed questions that are based on the SERVQUALquestionnaire which consist of 22 different statements (Parasuraman et al., (1990). Those statements are also divided into five different dimensions (tangibles, reliability, assurance, responsiveness and empathy. The following graph is showing the five dimensions and which feature number they are connected to. Dimension Features pertaining to the dimension Tangibles Feature 1-4 Reliability Feature

12 Assurance Feature Responsiveness Feature Empathy Feature Table 1: Dimension and statement numbers in the SERVQUAL-model, (Zeithaml, Berry and Parasuraman, 1990) We use a rating scale that is commonly used and consist of 5 steps from 1 (strongly disagree) to 5 (strongly agree). This rating scale is called Likert scale. It is also possible to use seven steps but we decided that it could be boring for the respondent to think about that many alternatives. This rating system is claimed by Fisher (2007, P. 195). The second part will consist of five suggestions that the respondents are asked to rank. The statistic data (mean, mode and median) is interpreted in the same way Koobgrabe et al (2008). The average between Interpretation of respondents opinion 4,21-5,00 The most At much Moderate Less At the least Table 2: An interpretation of the Likert Scale (Koobgrabe et al, 2008). Questionnaire 1- expectations Part three and four in this questionnaire consist of open ended questions and the respondents will be asked to give there view on how the service could be done better and also what other expectations they have about service quality. Questionnaire 2- perceptions In this questionnaire part three and four consist of general information about the respondent (age, sex) and their previous travel experience with Destination Gotland. 2.4 Research approach According to Bryman and Bell (2005) the two most important methods for gathering knowledge are induction and deduction. The induction process means that the survey starts with observations that will be interpreted and has the possibility to end in creation of new theories. The deduction process starts with the reading of theory and after reading theory hypothesis are formulated and tested in the reality. Alvesson and Sköldberg (1994) are describing a third kind of research approaches. This approach is called abduction. This approach is described as the method that has the highest correspondence with the reality. This approach means that the process is not working only in one direction, the process is changing between work with theory and work with the empirical material. The process can be described as a combination of induction and deduction where the theory and the empirical material affect each other. 11

13 The research process in this thesis can best be described as deductive. We read theory and after that the theory was tested in the reality. It is not possible to avoid though that the theory to some extent might have to be adapted to the empirical material that is collected. 2.5 Method of analysis To analyze the result we use the SERVQUAL- model statements (Parasuraman et al, (1990). That means that we measure customer expectations and customer perceptions and make a comparison between different areas of service. Each answer alternative is given a score and the score for expectations is summarized and the score for perceptions is summarized. Then the difference between expectations and perceptions is counted and a judgement about the service quality is given. The overall service quality level is showed through counting the score of each dimension and then summarize them. Jannadi and Al-Saggaf (2000) explains that the calculation shows a gap between perceptions and expectations and through that gap the service will be evaluated through the following formula. SQi (feature) = Pi Ei (1) SQ (dimension) = ( ) 1/ n (2) when n = number of items in the dimension Overall SQ = / =1 (3) When n = total number of features i = each feature SQ = Service Quality P = Perception score E = Expectation score Standard deviations are also used to measure dispersion of data around the mean. To be able to analyse the different answer options we gave each option different points, this method is called Likert scale. The expectations and perceptions are evaluated through 22 statements and the answer options are rated through five point Likert scale. The result is also linked with theory to identify which areas the company should improve. We used Microsoft Excel to transform the raw data from the questionnaires into diagrams and tables that are easier to facilitate. 2.6 Chapter summary In this chapter we have been describing that we have done a quantitative case-study on service quality/customer satisfaction. The object for the case-study is Destination Gotland. The casestudy consists of questionnaires that were conducted to people who have experience from travelling with Destination Gotland. The sample of population is done in a non-probability kind of way and we searched our respondents where they can be found in a convenient way, on the ferry for example. Our working process can be described as deductive, the work started with theory and ended in case-study on the reality. The method for analyze is SERVQUALmodel. 12

14 3. Theoretical background This chapter contains a presentation of different factors that we consider important for this thesis. First we describe different definitions of service quality and we describe different gaps that are connected to service quality. After that we present different definitions about expectations and different kinds of expectations, different definitions about perceptions and the relationship between expectations, perceptions and satisfaction. Finally we present the SERVQUAL model. 3.1 The concept of service quality 13

15 According to Parasuraman et al. (1991), companies can get their competitive advantage by using the technology for the purpose of enhancing service quality and gathering market demand. For decades, many researchers have developed a service perspective (Zeithaml, 2009, Ramsaran and Fowdar, 2007). Chang (2008) describes that the concept of service quality should be generally approached from the customer s point of view because they may have different values, different ground of assessment, and different circumstances. Parasuraman, Zeithaml and Berry (1990) mention that service quality is an extrinsically perceived attribution based on the customer s experience about the service that the customer perceived through the service encounter. According to the work of Kumra (2008), service quality is not only involved in the final product and service, but also involved in the production and delivery process, thus employee involvement in process redesign and commitment is important to produce final tourism products or services. Another research study on service quality is presented by Grönroos (2007) who focuses on a model that is a comparison between customer expectations of the service and their experience of the service they have received before. This model is named total perceived service quality. As he emphasizes on what customer is really looking for and what they evaluate, the service quality is based on two dimensions. The first dimension is the technical quality and this dimension refers to the outcome, what is delivered or what the customer gets from the service. The next dimension is the functional quality which refers to the manner in which the service is delivered or how it is delivered. Both dimensions affect the corporate image and the perception of quality in various ways. According to total perceived service quality model, perceived quality of a service is not only affected by the experiences of the quality dimensions that the consumer used for evaluating whether quality is perceived as good, neutral, or bad. It is al also affected by the perceived quality of given service as well as the outcome of the evaluation process. Chang (2008) support the earlier line of thinking by Grönroos but Parasuraman, Zeithaml, and Berry developed The Gap Analysis Model, which is a well known model of service quality. This model shows an integrated view of the consumer-company relationship. The main idea of the model is focused on the premise that service quality is dependent on the size and direction of the five gaps that can exist in the service delivery process. a. Gap 1: the gap between customer expectations and those perceived by management to be the customer s expectations. b. Gap 2: the gap between management s perception of consumer expectations and the firm s service quality specifications. c. Gap 3: the gap between service quality specifications and service delivery. d. Gap 4: the service delivery, external communication gap. e. Gap 5: the perceived service quality gap, the difference between expected and perceived service (Parasuraman et al, 1990). 14

16 The first four gaps are identified as functions of the way in which service is delivered from the service provider to the customer, while gap number five is connected to the customer and as such is considered to be the truth of service quality. Gap five is also the gap that the SERVQUAL instrument influences. Edvardsson (1996) mentioned that it is important for a service organization to define the level of quality at which to operate; he argued that it is more relevant to speak of the right quality than of merely high quality Different perspective of service quality The word quality means different things to people according to the context. Lovelock and wirtz (2007, P. 418) mention that David Garvin identifies five perspectives on quality. 1. The transaction view of quality is synonymous with innate excellence: a mark of uncompromising standards and high achievement. This viewpoint is often applied to the performing and performing of visual arts. It is argued that people learn to recognize quality only through the experience gained from repeated exposure and managers or customers will also know quality when they see it is not very helpful. 2. The product- based approach sees quality as a precise and measurable variable. Differences in quality, it is argued, reflect differences in the amount of an ingredient or attribute possessed by the product or service. Because this view is totally objective, it fails to account for differences in the tests, needs, and preferences of individual customers or even entire market segments. 3. User based definitions starts with the premise that quality lies in the eyes of the beholder. These definitions equate quality with maximum satisfaction. This subjective, demand oriented perspective recognizes that different customers have different wants and needs. 4. The manufacturing based approach is supply based and is concerned primarily with engineering and manufacturing practices, quality is also operation driven. 5. Value based definitions define quality in terms of value and price. By considering the tradeoff between perception and price, quality comes to be defined as affordable. Grönroos (1983) also describes different definitions and one of them comes from Philip Crosby (1979) who defines service quality as conformance to specifications. Services are performances and often they are performed in the presence of the customer. Services have a nature of varying from one firm to on other and from one situation to on other. It is also possible to make a distinction between technical and functional service quality, technical quality is connected to what is delivered and functional quality is connected to how it is delivered. On other example is Jarmo Lehtinen who describes customer quality in terms of process quality and output quality. The process quality is evaluated during the service delivery and output quality is evaluated after the service delivery. In the study described by Grönroos (1983) 10 determinants of service quality was identified: Reliability that is connected to the consistency of performance and dependability. Here it is determined if the company give the service in the right way the first time and keeps to its promises. 15

17 Responsiveness. This factor concerns to what extent the employees are prepared to provide service. This involves factors such as mailing a transaction slip immediately, calling a customer back in short time and giving prompt service. Competence. Competence is connected the knowledge and skills of contact personnel, operational support personnel (and also research capability) that are needed for delivering the service. Access. This factor is connected to the approachability which means for example if the operating hours are convenient, the location of the facilities are convenient, the waiting times are short and also easy access by telephone. Courtesy. This factor involves politeness, respect, consideration, friendliness of contact personnel (including receptionists, telephone operators and so on). Communication. This is about keeping the customer informed in a language they can understand and also listen to the customer. The company may have to make some adjustments in order to include foreign customers. Credibility. Factors such as trustworthiness, believability and honesty are included. It means to the level the company has the customer s best interest at heart. Factors that affect the credibility are the company name, reputation, personal characteristics and the degree to which the hard sell is connected to interactions with customers. Security. Security means freedom from danger, risk or doubt. Factors included are: physical safety, financial security and confidentiality. Understanding the customer. This is about making an effort to understand the customer which involves learning about specific requirements, providing individualized attention and recognizing also the regular customer. Tangibles, they include physical aspects of the service such as physical facilities, appearance of personnel, tools or equipment that is used to provide the service, physical representations or other customers in the service facility. Grönroos (1983) describes that the analyses of the study resulted in four conclusions. Conclusion number one is that service quality is determined by the customer s perceptions which result from comparing expectations that the customer have before receiving the service and the actual experience that the customer get from the service delivery. If the expectations are met the service quality is described as satisfactory. They can also be exceeded and than they are considered as more than satisfactory. Conclusion number two is that the evaluation depends on the service process and also the service outcome. As the third conclusion it is described that it exists two types of service quality: quality at the level where the regular service is delivered and the quality level where expectations or problems are handled Service-based Component of Quality Lovelock and Wirtz (2007, P.420) describe that researchers argue that the nature of service quality requires a distinctive approach to indentify and measure service quality. The intangible, multifaceted nature of many services makes it harder to evaluate the quality of a service compared to products. Because customers are often involved in service production, a distinction needs to be drawn between the process of service delivery and the actual output of the service which is called technical quality. Other researchers suggest that the perceived quality of service is the result of an evaluation process in which customers compare their perceptions of service delivery with the expected outcome. 16

18 3.2 Customer expectations Ekinci (2002) argues that the term expectation in service quality literature has different meanings for different authors. According to Tam (2005), it is important for success in influencing customer satisfaction to understand how customer expectations develops and update even if the term expectation is vague and difficult to interpret in surveys. Kandampully (2000) argues that the management of these customer expectations is also an imperative concept in tourism companies for further products and services designed to match and exceed those expectations. Grönroos (2007) suggested that in order to increase long term quality, the customer expectations should be focused, revealed, and calibrated and he also developed the dynamic model of expectation that describes that the quality of professional services develops in a customer relationship over time. This model is illustrated in fig (1) which classifies the expectations into three distinguishable types and can be characterized in the following; a. Fuzzy expectations exist when customers expect a service provider to solve a problem but do not have a clear understanding of what should be done. b. Explicit expectations are clear in the customer s minds in advance of the service process. They can be divided into realistic and unrealistic expectations. c. Implicit expectations refer to element of a service which are so obvious to customers that they do not consciously think about them but take them for granted (Grönroos, 2007, P. 100) 17

19 International dynamics = expectation management Unintentional dynamics Explicit Expectations Implicit expectations Fuzzy expectations Unrealistic c Realistic Realistic Figure 1: A dynamic model of expectations (Grönroos, 2007) Following fig 1, Grönroos, (2007) stated that an explicit service provider should understand fuzzy expectations because these expectations still have impact on customer satisfaction about quality and customers will be disappointed in case the service provider does not fulfill it. The characteristics in this customer expectations are: customers may feel that there is a need for understanding what would fulfill this need or change their current state in general, but they do not have a clear understanding of what would fulfill this need or change in the current situation. (Grönroos, 2007, p.100) also state that customers expect something more in addition to be done but they don t know exactly what and how it should be done. The author also said that if the service provider can make the explicit of these expectations for the customer and for itself, it is an opportunity for the customer. Grönroos, (2007) mentions that customers normally presume that explicit expectations will be met and unrealistic expectations might be exited. Service providers have to help customers adjust these unrealistic expectations into more realistic ones to ensure that a service delivery will meet customer expectations. In this stage, service providers should be aware of the more vague promise or implied in-fact promise because it can form unrealistic explicit expectations that lead customers to believe that services offered will include features that in fact are not included. Beside explicit expectations, implicit expectations also have to be fulfilled because they are apparent that customers are clearly expressed. Such implicit services will become explicit if they are not fulfilled. 18

20 (Grönroos, 2007, p.101) also mentions that both fuzzy and implicit provider expectations should be detected, because they can form explicit expectation as seen in the thick narrows (Fig. 2); called intonation dynamics. It shows how the service provider can and should actively manage expectations. At last, the service provider should design the service offering to customers in order to meet all their expectations, and the dynamic approach to manage service contexts are therefore concerned. According to Lovelock and Wirtz (2007) understanding the expectations of customers mean understanding that when customers evaluate service they compare their expectations with what they think they received from the supplier and if the expectations are met or even exceeded customers believe that the service have high quality. Customer expectations vary depending on what kind of business the service is connected to. Expectations also vary depending on different positioning strategies of different service providers. Thirdly the expectations are influenced by previous experiences of the service provider, competing services in the same industry or related services in different industries. If the customer don t have any previous experience they are more likely to base their expectations on word of mouth, news stories or the marketing efforts of the company. One more thing to consider is that customer expectations vary over time because they are influenced by advertising, new technologies, service innovation, social trends and so on. A successful company is able to meet expectations in every step 3.3 Perceived service quality Fiore and Kim (2007) present a conceptual framework that concerns the influences on the consumption experience by environmental variables such as physical elements of the service environment, individual variables, individual attributes and person-environment variables or situations. The physical environment has the possibility to provide ideas about the influence of customer perceptions on the brand image. Zeithaml and Bitner (2000) argue that customers do perceive quality in more than one way and they also have perceptions about multiple factors when quality is assessed. Baker et al. (2002); Bitner (1990); Minor et al (2004) also put forward that the environment influences customer satisfaction. For example, the environment in a hotel will affect customer satisfaction. Lovelock and Wirtz (2007) discusses how confirmation or disconfirmation of expectations relates to satisfaction and delight: The terms quality and satisfaction are sometimes used interchangeably. Some researchers believe, however, that perceived service quality is just one component of customer satisfaction, which also reflects price/ quality tradeoffs, and personal and situation factors. Baker et al (2002) also describes three components that influence the service encounter elements. The first component is physical environment and includes for example music, lightning and external and internal environmental design, the second one is customer interactions with intangible and tangible elements in the service environment and the periods when customers interact with physical facilities and other tangible elements in the service environment. Andaleeb and Conway, 2006; Wu and Liang, 2005) mentions the second component that is connected to the relationship between the service employee and the customer. Behaviour is a key determinant of how the service will be appreciated. 19

21 Bitner (1992); Baker et al., (2002) is describing the third component that is about how customers are influenced from the appearance, perceptions and behaviour of other customers. Baker and Cameron (1996), discusses that it is shown that the behaviour of other customers affect perceptions and that makes it important for service providers to be careful about the interaction between customers. According to Lovelock and Wirtz (2007) a service encounter is a period of time during which the customer interact directly with the service provider. Some of these encounters are very brief and consist of just a few steps. If you use a service that requires the customer to make a reservation this first step might have been taken days or even weeks before the customer arrives at the service facility. Lovelock and Wirtz also (2007 also discusses The Servuction Model. It is static and describes a single service encounter or moment of truth. Service processes usually consist of a series of encounters, such as your experience with a flight that consist of steps from making reservation to checking in, taking the flight, and retrieving customer s bags on arrival. Knowledge of role and script theories can help us to understand, design, and manage both customer behavior and employee behavior during those encounters. From the discussion above we understand that this part is connected to the Continuum of Perceived Service Quality. The following model is shown below; Prepurchase Expectations Perceived Process Quality Perceived Output Quality Expectations Not Met Expectations Met Expectations Exceeded Unacceptable quality Satisfactory quality Ideal Quality Figure 2: Continuum of perceived Service Quality (Parasurman et al, 1990). 20

22 3.4 The relationship between customer expectations, perceptions and satisfaction Oliver (1997) mentions that customer satisfaction has a big research tradition of more than three decades. He also gives a definition about customer satisfaction: a judgement that a product or service feature, or the product or service it self, provides pleasurable consumption related fulfilment. On other definition from Oliver (1997) is that customer satisfaction is as an over all emotional response to an entire service experience for a specific service encounter after purchasing consumption. In an earlier article Oliver (1980) discusses that satisfaction can be understood as the discrepancy between expectations and perceptions. Differences are to be expected between importance attributes but also segments. Pizam and Ellis (1999) explain that customer satisfaction can be described as a comparison between performance and expectations. Oliver and Swan (1989) expand the definition and mention that customer satisfaction is an affective term and they identify five different types of satisfaction which are pleasure, relief, novelty and surprise. There are many definitions but according to White and Yu (2005) one consensus that can be found is that the construct includes either cognitive or affective responses and customer satisfaction can be either product or service focused. Gibson (2005) found in his studies that satisfied customers become repeat purchasers of a product or service and provide positive word of mouth. That means that it is important to understand what factors that influences customer satisfaction in order to create good products or services. Zeithmal and Bitner (2003) expands this discussion and describes that there is an overwhelming interest in service quality and the reason for that is that both practitioners and researchers believe that quality is crucial for the success of any business organization. The construct has great impact on customer satisfaction, repeat purchase behaviour and in the long run also the profitability of the organization. Bitner (1990) also mentions that if the service is affective it has a direct and immediate affect on the customer satisfaction. Zeithaml and Bitner (2003) argue that customer satisfaction has become a major contributor for enhancing a service company such as long term profitability, customer loyalty, and customer retention. That means for example that it is important to encourage the staff to deliver the right service to the right people in reasonable time and showing good manner. Satisfied customers may also give positive word of mouth and for that reason attract new customers and create long term business profit. Oliver (1980) suggest that in order to create customer satisfaction it is important for the company managers to identify which product or service attributes that can enhance customer satisfaction or delightfulness, than the performance can be improved and it will also be possible to find out which attributes that are expected by the customers (expected attributes can create dissatisfaction by their absence). Many researchers argue that customer satisfaction has big impact on customer intentions to repurchase (Cronin, Brady, and Hult, 2000). Andersson and Furnell (1995) also argue that satisfaction is an indicator of intentions to return to the supplier. 21

23 3.5 Capturing the Customer s Perspective of Service Quality- SERVQUAL MODEL Lovelock and Wirtz (2007, P. 420) discusses that to measure customer satisfaction with various aspects of service quality, Valarie Zeithaml and her colleagues developed a service research instrument called SERVQUAL, this model is based on the premises by which customers can evaluate a firm s service quality through comparing their perception of its service and with their own expectations. SERVQUAL is seen as a generic measurement tool that can be applied across a broad spectrum of service industries. There are 22 perception items and expectation items that are reflecting the five dimensions of service quality. Respondents complete a series of scales that measure their expectation of companies in a particular industry in a wide area of service characteristics. They also discuss that when perceived performance ratings are lower than expectations, it is a sign of poor quality and reverse indicate good quality. Parasuraman, (1988) says that in service and retail business, SERVQUAL is a multi-item scale which is developed to assess customer perceptions of service quality but originally it is developed form GAP model. The author also argues that SERVQUAL must be reliably assessed and measured in order to improve services quality. He mentions that SERVQUAL is an important model to identify the gaps between customer expectations of the service and their perceptions of the actual performance of the service. Alexandris et al., (2002) have described that SERVQUAL is a good model which is helpful for identifying practical issues of service quality in the tourism sector. 22