服务质量的缺口分析

服务质量的缺口分析郑秉治对于消费者来说，接受到的服务影响着他的消费选择。如果接受到的是高质量的服务，他会保持着他的消费倾向，并向别人进行口头推荐；否则，他会选择其他的服务组织。同样，对于服务组织来说，能够提供稳定的、高水平的服务，就意味着充足的客户来...     

服务质量管理研究综述

服务经济时代,随着服务业的发展,服务质量管理越来越受到关注,服务质量管理成为服务营销和质量管理研究的新领域之一。本文通过对服务内涵的总结、服务质量研究三个阶段的梳理,对服务质量结构、评价及管理等领域文献的搜集与整理,提出目前研究中存在的不足之处,并对我国服务质量管理研究进行了展望。     

我国公立医院的服务质量管理研究

随着我国居民对于健康服务的需求不断增加,国内医疗卫生机构特别是公立医院得到了快速发展,但是,由于行业的特殊性造成的服务失误的难以避免性,以及患者法律维权意识不断提高的情况下,医疗纠纷和医患关系恶化等问题频发,影响到了医院的发展和社会的稳定。这给公立医院带来了前所未有的冲击,需要以服务质量推动其发展。因此,我们通过研究现代服务质量管理模式在公立医院的建立和完善来促进医疗失误的有效解决,提高其服务质量,推动医疗服务的整体升级。     

服务营销中的服务质量管理和顾客满意研究

随着社会经济的不断发展,当前世界已经进入了服务经济时代。在各个企业之间,服务已经成为市场竞争中的一个重要的因素。对于企业的发展来说,顾客是重要的影响因素,企业为了在市场竞争中争取更多的顾客,就应当在服务营销中加强服务质量管理,不断提升顾客的满意度,才能够确保企业获得更多的经济效益,得到长足的发展。本文结合服务质量和顾客满意之间的概念和关系,以顾客满意为目标,建立了分析服务质量差距的模型,进而提出了服务质量和顾客满意的提升措施。     

有形产品中的服务质量研究

服务质量是生产有形产品的企业创造和保持服务优势的关键要素。企业为了具有持续稳定地提供符合要求的服务能力，必须建立和实施服务质量管理体系。有形产品的服务质量除了企业自身努力之外，跟企业环境密切相关，包括消费产品知识、维权知识和能力、产品质量的宏观管理和产品质量的监督检查。     

服务质量管理：营销视角的管理框架

服务在现代竞争中的地位愈来愈重要。但是在实际的服务质量管理中，相关的管理水平却严重滞后，问题往往源于是服务企业未能从整体上去管理服务质量。本文针对这一情况，从营销的角度，构建了一个服务质量管理框架，分别从服务观念、外部营销、内部营销、接触式营销及关键时刻等几个宏观变量对服务质量管理进行了讨论。     

基于顾客感知的服务质量管理改进研究

随着服务业的崛起,服务质量管理受到关注。然而国内对服务质量管理研究改进仍不多见。本文以Gronroos提出的服务质量管理简要模型为基础,提出服务质量管理的改进方法,希望通过本文的系统阐释为服务业的发展及质量管理改进提供指导建议。     

电子商务背景下物流服务质量研究

随着经济技术的发展,电子商务越来越普及,企业的经营理念发生了一些改变,电子销售渠道应运而生.电子商务的发展,不仅需要关注产品质量,也要关注物流服务质量.本文结合瑞典著名服务市场营销学专家克·格鲁诺斯提出的顾客感知服务质量模型,提出了电子商务背景下提高物流服务质量模型,为提高促进电子商务的发展提出了提供了一定的决策依据.     

我国综合运输服务质量指标体系研究

交通运输支撑对保障经济社会持续健康发展的使命重大,综合运输体系建设仍处于重要战略机遇期,进入基础设施大建设与综合运输大服务并重的发展阶段。综合运输服务质量指标的构建将引导其发展方向与内涵。交通服务的核心指标包括普惠均等、便捷高效、智能智慧、安全可靠和绿色低碳。     

浅淡顾客满意与服务质量管理

在服务经济时代,企业之间竞争的焦点之一是服务。服务质量的提高也就是顾客满意度的提高。基于顾客满意的服务质量管理已成为现代企业市场竞争的一个重要课题。在探讨了顾客满意与服务质量的内涵、关系及其差距分析模型的基础上,从牢固树立顾客满意度的经营理念,大力推行全面服务质量管理,分析原因、缩小差距,改善服务质量,加强和健全各项服务管理工作等方面提出了加强服务质量管理的方法和途径。     

服务质量开发过程的质量管理体系

由于服务业在质量管理中存在许多问题,很难找到现成和权威的答案,因此要对服务质量管理所涉及的内容和方法进行分析与研究,借带制造业产品质量开发的步骤和技术,构建一种面向服务质量开发过程的服务质量管理体系构架。     

The Gaps in Retail Human Resource Management:

Human resource management is a critical determinant of retail organizational performance and profitability. It is estimated that the retail turnover currently is costing the industry $7.7 billion. If the current trends continue in constant dollars, this figure will be $9.2 billion in the year 2010. In current dollars this estimate will go up to $16.02 billion. Good human resource management can reduce this amount significantly. Despite its importance, retail human resource management remains a largely neglected area. Buildings on a basic model of the human resource management process, this paper provides a brief review of key personell issues, followed by a suggested research agenda. It is maintained that human resource management in the retailing sector has many major gaps. Eliminating these gaps by improving the overall human resource management activity in retailing will yield total quality management (TQM) in retailing and will enhance the retail competitive advantage. Additionally, there will be significant contribution to the overall performance of the total marketing channel.     

Quality Management: A Key Process in the Service Industries

Project management is a developing area in the service industry, as more unique and customer-tailored services are being developed. This paper presents a benchmarking research study, aimed at improving project planning capabilities in the service industry. Based on data collected from 275 project managers from several industries, including 79 from the service sector, project management strengths and weaknesses within the service industry were investigated. It was found that project managers from the service sector excel in cost and procurement planning processes, compared to project managers from other industries. On the other hand, project managers from the service sector achieve the worst score in quality management processes. Moreover, in the service industry quality management was found to have the most significant impact on project success. Hence, managers in the service sector would benefit from acquiring proper knowledge and techniques relating to quality management in the planning phase of projects. It was also found that the success level of projects performed in the service sector depends most on the qualifications of the project manager. A project manager in the service sector gets very little support from the organisation itself. Support processes should focus on the main weaknesses of the service industry, mainly ‘developing project management procedures’ and ‘increasing the extent of training of their project managers’. The paper presents and analyses strengths and weaknesses of the service industry in project planning and suggests a detailed roadmap for improvement.     

Perception Gaps in Customer Expectations: Managers Versus Service Providers and Customers

Two new gaps are added to the 5-gap model proposed by PZB. These new gaps reflect the differences in the understanding of customer expectations by manager and front-line service providers and in customer expectations and service providers' perception of such expectations. Using room service as the object for investigation, the present study provides empirical evidence indicating the existence of these gaps which have negative impact on overall service quality. The findings also disclose that the gap between customer expectations and managers' perception of such expectations is much larger than the gap between customer expectations and service providers' understanding of such expectations.     

Service Quality

Abstract

We examine the many definitions and dimensions of quality. We review the results of a quality survey and compare differences in quality perceptions among various demographic factors. We provide recommendations to managers on translating these findings into marketing segmentation strategy.     

Professional Service Quality

Abstract

Many of the services that are directed to business clients involve work by professionals who are employed by and/or own a supporting practice. To date, little attention has been directed to the possibility that the large variations in the size and nature of these firms may be reflected in the quality of services they produce. Further, no attempt has be made to delineate those quality factors that clients associate with the firm and those that are associated with the individual professional. This article reports the results of an empirical study designed to investigate the perceived relative influence of the individual, the practice, and several client variables as they affect the delivery of service quality.     

基于全面质量管理的大型赛事志愿者服务研究

本文主要借全面质量管理的理论基础,结合大型赛事志愿服务管理的需要和存在的问题,来分析大型赛事志愿服务全面质量管理的理论和实际的可行性。确立大型赛事志愿服务的基本路径:建立多层全覆盖的动员组织架构;招募工作实施个性化机制;确保培训机制的有效性;建立合理的志愿者考评激励机制。     

Service Encounter Conceptualisation: Employees' Service Behaviours and Customers' Service Quality Perceptions

The enhancement of service quality is an area of optimal managerial relevance that has, to date, received minimal attention in the literature. Because customers' service quality evaluations are based almost entirely upon the behaviours of frontline employees, organisations rely heavily upon these employees to improve overall service quality provision. However, much of the literature looking at service quality enhancement lacks detail when examining the impact of employee service-related behaviours on customers' service quality perceptions. As a result, this paper comprehensively conceptualises those front-line employee behaviours which are the most likely to enhance customers' service quality perceptions. This conceptualisation is grounded in an extensive review of the services marketing literature, pooling together previously disparate research strands. Formal hypotheses are presented. Implications and future research directions are also discussed.     

Putting Service Quality into Gear and

How can a service business foster service quality? This article focuses on five important elements of a service quality programme: quality care; customer care; front-line care; communication care and leadership care. Most companies who use these five efforts towards the same goal get results, improved sales through improved customer service encounters and customer satisfaction.