GAP model of service is an important customer satisfaction hierarchy. Quality of service in this case is the level of all the applicable features and characteristics of service to all the aspects of the customers’ needs that are inadequate by the price and the delivery process. Quality takes two aspects of internal quality that is based on conformance to provision and the external quality that caters for the customer perceived eminence.
Main Aspects of Internal Quality of GAP Model of Service
The application of the above strategy has resulted to the major gain in the entire industry as Jyske has a competitive advantage over the other competitors in the market that are providing similar services. It has also been useful in maintaining loyalty to both the daily routine customers and the banks’ staffs as they mainly benefit from the scheme. The process has led to rise in the turn over of the banks as through it; they have been able to provide quality services to their customers which in turn lead to more profit realization. The process has enabled the bank to clearly understand all the wants and expectations of the customers both in short run and long run. All the top level perspectives and the goals/objectives of the firm towards success is clearly highlighted and given priority through the GAPS. The managers ensure that all the requirement of customers’ needs is fully addressed at each level in the banks’ whole process. The process of auditing the customers’ remarks and recommendations by the managers enables it to fully understand the channel being followed in the delivery process.
The void between the delivery of the customer experience and what is passed on to customers. More often than not, organizations overrate what will be given to customers, or focus on the best case scenario rather than the likely case scenario, thus raising customer expectations and damaging customer mentality and perception. It goes without saying that exceeding customer expectations will always impact positively on our bank’s outlook as opposed to declaring a high profile delivery and actually delivering less. An ecstatic customer will always pay more tribute to our firm than a purely satisfied customer. Ultimately, the gap between customers understands of the experience and the customer’s expectation of the service. Customers’ expectations have been defined by hearsay, their own individual needs and their past encounters. Regular timely transactional surveys after delivering the customer experience are vital for us to rate customer perceptions of service. It’s only from these findings that we shall be at pace with customer perception of our overall standing in the operating environment.
The gaps model gives a simple yet insightful analytical framework that will aid governments plan and design their national telecommunications strategy, something so fashionable nowadays. In our case, it helps us to analyze and discuss the magnitude and nature of the gap between our current position and where we want to be in the foreseeable future. Thus we can plan how to lessen or seal the gap. We define the desired future by setting up a detailed image of how to give everyone the clearest sign of what standards are to be achieved to achieve the desired future position.
We have to identify the major disparities between the current and desired future position. The differences identified give a clear hint of the scope and feature of the alterations that have to take place to reach the desired position.