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Identifying and correcting service quality problems by applying the GAP-Model - Musterstädter Golfclub e.V.

Term Paper 2011 46 Pages

Business economics - Business Management, Corporate Governance

Excerpt

Table of Contents

I. List of Figures

1 Introduction

2 Basis and Conceptual Background
1.1 Perceptions
1.2 Gap Model

3 The GAP-Model applied to the Musterstädter Golfclub e.V
3.1 The Musterstädter Golfclub e.V
3.2 Identifying service quality problems of the Musterstädter Golfclub e.V. by applying the GAP-model
3.3 Correcting service quality problems of the Musterstädter Golfclub e.V. by applying the GAP-model

4 Conclusion and Forecast

5 List of literature

I. List of Figures

Illustration 1: The five dimensions of service quality

Illustration 2: The Gap Model

Illustration 3: Musterstädter Golfclub e.V

Illustration 4: Arrangement of the curt of the Musterstädter Golfclub e.V

1 Introduction

This essay relates to the gap model of service quality developed by Parasuraman, Zeithaml and Berry. Nowadays it has become an important pattern of the modern service management processes. The gap model will be applied to the “Musterstädter Golfclub e.V.”.

Importance of Services

During the last few years an increasing demand for service quality was observed. According to the fact that 70% of the customers change their supplier, market or provider because of service quality problems this significant vicissitude becomes obvious (Peters, 1994). Further it gets clear that this fact stands in reciprocity with the circumstance that customers not leave their provider because of the determinants price or product quality. Their change process initiates when they do not like the service personnel which stands in direct interaction with them. Even because of this correlation companies and managers have to pay more and more attention to services and service quality. If customers are discontent they will not be your consumers in the long-term perspective.

There are a lot of demands on the service quality. Consumers as well as customers have a huge amount of expectations when they are asked what service quality is in their eyes. Another problem for the service providers is the individual assessment and perception of service.

Objective target

The aim of this study is to describe the gap model and then to refer it to the Musterstädter Golf Club. To ensure a successful application of the gap model only the problems of service quality are identified in a first step. Subsequently, the identified problems are corrected by the application of the Gap model in a second step.

It is beyond the scope of this essay to develop a comprehensive approach to service quality with adequate tools for the Musterstädter Golf Club. The deliberations relate only to the exemplary representation of some problem areas. It is also not the aim of the work to evolve a detailed and extensive evaluation of the current service quality situation. An assessment should be carried out within the framework of this paper only in its infancy. The work is aimed at people with elementary knowledge in the fields of service management.

Structure of the essay

The essay consists of four parts. The first chapter is a general introduction to the topic. The second chapter contains the basics and conceptual background. In this part there will be the definition of essential perceptions as well as the exposition and exemplification of the gap model. The third part deals with the application of the gap model to the Musterstädter Golfculb. Therefore the Musterstädter Golfclub will be introduced. After that the service quality problems will be identified and corrected by applying the gap model. A final conclusion and a brief forecast form the fourth part.

2 Basis and Conceptual Background

This part of the scientific debate is concerned with the definition of important perceptions. An extremely relevant component is the pre-positioning and explanation of the Gap model.

1.1 Perceptions

Quality

Quality means the totality of the characteristics of a person or thing. Further it stands for the virtue of matter (Brockhaus, 2004). With the view on customer satisfaction it can be said that quality in general is all of that what the customer wants. Widespread is quality as the degree of agreement between the planned and the actual condition. This can be analyzed with the variance analysis. The planned condition can be seen as the demands and expectations, the actual condition as the characteristics of a product. Quality is also defined by Quality norms. The DIN EN ISO 8420 defines quality as "the totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs" (businessdictionary). Each time a feature set of the variance analysis is not met, an error is the consequence. This leads to a defiant product (wwwqualityde).

Service

A service is an “economic activity offered by one party to another” (Chatrath, 2011). Further it is an intangible product such as banking, cleaning, education, insurance, know how or accounting. Service has, in all languages, the basic meaning ministration (Brockhaus, 2004). Thus, all types of attendances fall within the definition of service. The category services amounts to the worldwide GDP more than 60%. Most economies nowadays are dominated by services and have huge pattern of growth. Providers often have the possibility to create a personal competitive advantage through offering excellent services (Chatrath, 2011).

Service Quality

General it has to be said that the expression service quality is having expansive sense. Service quality is the totality of characteristics of a unit referring to the ability to satisfy stated and implied needs (DeutschenGesellschaftfürQualität). The term is a perception of business economics and denominates the degree of achievement through a commissioned service (Landgraf, 2000). Service quality can be separated and ordered in five dimensions (Dr. Abdelaziz, 2010).

illustration not visible in this excerpt

Illustration 1: The five dimensions of service quality

Management

The complex of control tasks which are adduced in division of labor organizations during the production of accomplishment and protecting this production is called management (Steinmann, et al., 2005). The expression management stands on the one hand for the conduct and organization of an enterprise, on the other hand for the persons which are in the managerial functions. Management has two perspectives, the functional and the institutional. The functional perspective is the cluster of tasks which have to be fulfilled in an organization. A group of persons within an organization that possesses the authority to issue orders builds the institutional perspective of management (Welge, et al., 2006) (Böhler, 2009). Based on the Koontz & O`Donnell (1955) management has in general five functions. These functions are planning, organizing, staffing, directing and controlling (Corsten, 2008).

Service Management

The perception service management consists of the two apprehensions service and management. In general monitoring and optimizing a service are the two functions of service management. With the help of these two elements it should be underwritten that a provided service meets the critical outcomes of the customer values and that what stakeholders want to provide. So service management can be briefly defined as the management of industries which produce services. Today almost all kinds of firms, organizations and businesses provide a combination of services and commodities. That is the reason why more and more companies set a sharper focus on the service management to increase revenue (Bruhn, et al., 2006). Service management encompasses different methods to develop good, satisfying or even excellent services (Collier, 1994).

1.2 Gap Model

The gap model is a widely used method assess systematical the service quality of companies. The model was developed by the Americans Zeithaml, Berry and Parasuraman in the year 1985 (Bruhn, 2008). The model is based on the presumption of an existing service system which works ideally. That means that the customer has clear and stringent notions according to his own needs and demands and communicates this unequivocal. The management and the service personnel of the enterprise recognize the wishes of the customer directly and fulfill these needs and demands optimally. What becomes obvious is that such an optimal system can never be reached. On the contrary several factors lead to discrepancies between the ideal model and reality. Zeithaml, Berry and Parasuraman ascertained and identified five relevant points which are considerable for the overall quality of the service process.

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Details

Pages
46
Year
2011
ISBN (eBook)
9783640867066
ISBN (Book)
9783640867141
File size
902 KB
Language
English
Catalog Number
v168028
Institution / College
Business and Information Technology School - The Entrepreneurial University Iserlohn – Sport & Event Management
Grade
1,0
Tags
identifying gap-model musterstädter golfclub

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Title: Identifying and correcting service quality problems by applying the GAP-Model - Musterstädter Golfclub e.V.