Summing up these perspectives, the demands of the level of the quality of services vary in different customer market segments. Therefore, the adoption of Kano’s philosophy with the support of utility theory will illustrate how the customers from different markets weigh the importance of service quality
Researchers have describe the mechanism of customer satisfaction with several theories, such as expectancy-disconfirmation theory, contrast theory, assimilation or cognitive dissonance theory, equity theory, and three factor theory. Among them, the mainly accepted theory is the expectancy disconfirmation theory. According to this theory, customers’ satisfaction assessment is the outcome of comparisons among customers’ expectations and perceived performance. If the perceived performance exceeds the expectation, the expectation is positively disconfirmed and the customer is satisfied (Olivier, 1981). On the other hand, if the perceived performance below the expectation, the expectation is negatively disconfirmed and the customer is dissatisfied.
This evaluation based on the difference between their perceptions of service received and customer’s previous experience on service delivery. Cronin also suggest that service quality has significant relation with customer satisfaction ( Cronin & Taylor, 1992). Caruna describes the
What is the effect of perceived service quality and perceived value on customer satisfaction? The dilemma which we took under consideration
Different customers receives different price for same services (Bolton, Warlop, and Alba, 2003; Boulding, Staelin, Ehret, and Johnston, 2005; Wirtz and Kimes, 2007) and it leads to unfairness perception. The results of these practices and unfairness perception have a negative impact on firm’s performance (Campbell, 1999). Impact of customer unfairness perception on customer trust and loyalty mostly remain unexplained (Briggs and Grisaffe, 2010). This paper having two aspects First, conceptual framework linking perceived firm customization, unfairness perceptions, and customer loyalty intentions (Lemon and Wangenheim, 2009; Zeithaml, Berry, and Parasuraman, 1996). Second, incorporation and evaluation the moderating effects of trust in order to provide further insights into the nature of the relationship between unfairness and customer loyalty intentions, previously suggested as an area for future research (Boulding et al., 2005; Coelho and Henseler,
A differentiation strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. (Morley, Heraty, & Gunnigle 2002) I have also identified that the organisation’s human resource strategy is facilitation. This is derived from Schuler’s ‘Strategy – Employee Behaviour’ model which identifies three alternative HRM strategy
Service quality is the comparison of perceived expectations with perceived performance of service, perceived expectations is given by E , perceived performance is given by P and service quality is SQ which gives an equation SQ = P – E . The business which gives services of high quality will meet or exceed customers expectations which make the business economically competitive, customers form the service expectations from past experience, word of mouth and marketing communications. Service quality can be related to service potential , service process and service result. Individual service quality states the service quality of employees as distinct from that the customers perceived. Services are commodities that cannot be stored or disappear
model represents service quality as the discrepancy between a customer’s expectations of service offering and the customer’s perceptions of the service received (Parasuraman et al., (1985). This makes it an attitude measure. What this model strives to measure exactly is the consumer perception of the service quality which depends on the size of the gap between expected service and perceived service which in turn, depends on the gaps under the control of the service provider such as delivery of service, marketing, (Parasuraman et al., 1985). This measurement of service quality is based on both on how consumer evaluates the service delivery process and the outcome of the service, (Parasuraman et al., 1985, p.42). A good service quality is considered
It is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals." In a survey of nearly
The SERVQUAL approach identifies and measures the gap between customers ' expectations of service and the performance they actually receive. The model is built on the assumption that the smaller the gap, the better the quality of service provided. The SERVQUAL model has to some extent laid the foundations for quality service research; however, its definition of service quality is similar to that of customer satisfaction. Kivela, Inbakaran and Reece (1999) .SERVQUAL is the development of a 22-item instrument for assessing customer perceptions of service quality in service and retailing organizations Parasuman, Berry, Zeithaml (1988)It is important to make a distinction between service quality and satisfaction. Service quality is the consumer 's judgment about the product 's overall excellence or superiority, whereas satisfaction is related to specific transaction(s), that is, acquiring and using the product.’ Kivela, Inbakaran and Reece