|Title:||An analysis of the gaps in the conceptual model of service quality : a case study in the outboard industry|
|Subject:||Outboard Marine Corporation Asia Ltd|
Inboard-outboard engine industry -- Customer services
Customer services -- Case studies
Hong Kong Polytechnic -- Dissertations
|Department:||Department of Management|
|Pages:||1 v. (various pagings) ; 30 cm|
|Abstract:||Industrial distributor/dealer offer opportunities for improved marketing effectiveness and physical distribution efficiency. This tends to be increasingly for a larger position of total sales and a broad variety of marketing function. Supplier or manufacturer require carefully designed policies and program for nurturing the distributor/dealer - supplier relationship into that of a full partnership. OMAsia have foundered on the racks of procrastination - despite thoughtful planning and meticulous strategy - because the plans remained on paper. Nobody was committed to them. This is the pivotal point of their customer service. Frequently, the commitment to transform plans and promises into reality fades under pressure of day-to-day business activity. The operation without a sensible, comprehensive, and active service philosophy is living on borrowed time. OMAsia leaders should recognize that good customer service is not an emergency response to a crisis or a stopgap measure to bolster sagging sales. It isn't something can get into and out as the mood grips or as circumstances dictate. Rather it is an ongoing, credible, and planned business activity with significant support from service management and recognition from all levels of the organization to interact with the dealers. Understanding customer expectations is a prerequisite for delivering superior service; customers compare perceptions with expectations when judging a firm's service. Researchers have defined customer service expectations in a variety of ways. This conceptual framework is the first to link different types of expectations and indicate their interactions in influencing perceptions of service performance. They categorized customer service expectations into five overall dimensions: reliability, tangibles, responsiveness, assurance, and empathy. The study verified while reliability is largely concerned with the service outcome, tangibles, responsiveness, assurance, and empathy are more concerned with the service process. Whereas when dealers judge the accuracy and dependability (i.e. reliability) of the delivered service, they judge the other dimensions as the service is being delivered. Dealers are always favored reliability to be the relative importance of the five dimensions in judging service. Reliability of service outcomes in first regardless of how to measure salience. Reliability is important dimension in meeting their expectations, the process dimensions (especially assurance, responsiveness, and empathy) are most important in exceeding their expectations.|
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