Marketing and Service Management
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Marketing and Service Management
The Gap Model, otherwise referred to as the Service Quality (SERVQUAL), is conventionally accepted as an instrument essential for recognizing the service quality and the relationship between business organizations and their customers. Fundamentally, it helps the said organizations maintain the present benefits enjoyed by a company and attract potentialities that aid the organization in expanding processes (Carvallo & Kammen, 2019). Because of the services and how they are offered, customers are invited or discouraged from a company. Therefore, a service is considered an act of performance, which is intangible and, therefore, does not give rise to possession of anything (Franceschini & Mastrogiacomo, 2018). Additionally, its generation may or may not be bound up with a physical by-product. This paper seeks to assess how research based on the gap model of service quality has evolved and how it is handy in understanding customer relationships with organizations.
Evolution of Research Based on the Gap Model of Service Quality
There are quite a considerable number of researchers who have conducted a study on the gap model of service quality, which was proposed by Parasuraman, Zeithalml, and Berry in 1985 (Franceschini & Mastrogiacomo, 2018). The research has touched on both the theoretical-conceptual and the methodological-operational crucial aspects applied in the gap model of service quality. The Gap model study and the service quality have resulted in majorly from the continuous discussions by the marketing experts in the last decades (Franceschini & Mastrogiacomo, 2018). The expectation-confirmation theory played a critical role in research on the gap theory and service quality. For instance, this theory suggests how consumers evaluate the quality of service and consider the determinant factors of service quality from a diverse perspective. It is until the end of the eighties when the original publications of the gap model. Recent studies have attempted to employ the theoretical aspects of the gap model, especially by using the SERVQUAL calibration in distinct service areas and the geographical locations (Tsegaye, 2019). Unsurprisingly, some scholars have criticized the gap model, by, for instance, making analogizing between presuppositions and impressions linked to specified performance as a constraint of the model.
Attempts to prove and verify the gap model’s reliability heightened as more researchers sought to seek clarification. As a result, it was found that service quality is a diverse concept in which customers show their vital needs, which are being categorized into five major components (Tsegaye, 2019). Firstly, the said components include tangibility, which consists of physical characteristics, apparatus, and human resources. Secondly, reliability, which entails an organization’s ability to deliver the services promised in a professional manner and to customer satisfaction (Tsegaye, 2019. The third component is the responsiveness, the willingness of an organization to offer assistance to the users, and prompt. The fourth aspect is the assurance, professional accomplishment, and courtesy of the personnel in an organization that provides certain services to their end-users (Tsegaye, 2019). The last but also a fundamental aspect is empathy, and it entails the personalized assistance given by an organization to its various shoppers. It is done to ensure it suits customer specifications.
The Model Development and the Associated Doctrinal Discussion
The study on the development of the gap model has elicited debate among scholars who argue based on both the theoretical-conceptual objectives and the gap model’s methodological-operational objectives. These approaches are discussed below.
Theoretical-conceptual objections
It consists of the following aspects.
Expectation-confirmation Theory. Due to some authors’ existing disputes on the assessment of the expectation perceptions, there is an emergence of two distinct perspectives. Resultantly, an integrated approach has been prioritized, and it examines attitudes as an outcome of the cognitive experience of the customer (Mordecai & Doris, 2017). Pre-eminently, it concurs that the customer expectations are built on prejudice about the service, which is complex to be interpreted and can change the experience and friendliness of the users concerning the service (Mordecai & Dori, 2017). Contrarily, as maintained by some scholars, a double measurement is valueless because the expectations out-perform the actual discernment in most of the experiences. This situation made it difficult to effectively use the Service Performance (SERVPERF) because it does not practice the units of expectation of the end-users. Thus, researchers are still examining the best method between SERVPERF and SERVQUAL.
An ambiguity of the Concept of Expectations. This concept was the basis of the gap model in 1985. It was later elaborated by the SEVQUAL writers in 1993 when its features were exhausted into a suitable service and sufficient service (Mukhtar & Anwar, 2016). These two, in conjunction with the expected service, greatly influence and determine the perceived service. However, the said aspects may be interpreted differently, but the existing literature takes them as bearing similar meaning. Consequently, it prompts the research on the development of the gap model.
The ambiguity of the Concept of Perceived Service Quality and Customer Contentment. The expectation-confirmation theory application has further raised concerns, which have made some authors criticize the Gap model. For instance, the user contentment approach as paving the way for, and percussing the appraised service caliber is insufficient. In support, the existing literature highlights that the primary trend is taking service standards as a precursor and a constituent of customer complacency (McKecnie & Roy, 2011). Many scholars, including Parasuraman, have partly assented with this view, but have left it for an open discussion. As a result, the research based on the gap model is evolving.
Competitions, Perceptions, and Expectations. Economically, it is perceived that the market associations are vital for the expectations and perceptions of the general market developments. Furthermore, this concept considers the recognition of quality scales and the actual performance of a particular firm. Initially, the competition was not included in the gap model but was later incorporated by scholars in 1993, though conditioned to a constraint role of perceived service options (Udo & Kirs, 2010). In the gap model, such is considered to deploy an impact on the pre-determined service’s adequate service element. However, this pressure does not affect satisfactory service.
On the other hand, the customer has a different perspective. For instance, they do not recognize that the competitor market communication has a significant role. Nonetheless, recent research has shown that competitor marketing communication holds a critical power on end-user perceptions, which has also influenced research development on the gap model.
Minor Role of Communication. It is critical for the firm has to control information. The gap model assumes that both the interior and exterior forms of communication are mainly managed by the firm (Kheng & Ramayah, 2010). Nonetheless, this assumption does not consider the other structures or potential information origins, which the customer holds, or may be able to have access to such kind of information. In general, there are two primary sources of information the gap model considers. Firstly, the interpersonal sources, which are mainly controlled by the customers, and the impartial otherwise referred to as the independent origins, are tremendously seen in the hospitality industry (Kheng & Ramayah, 2010). All the other remaining or additional information sources give their endowments to expectation or the pre-determined development and instantly impact the quality views and the degree of user contentment. This concept has provided a way for the evolution of research based on the gap model.
Methodological-operational Objections to the Gap Model
It includes the following aspects.
Dimensions and Operational Applicability of the Model to Distinct Sectors. Scholars hand over the SERVQUAL approach as a measurement procedure of quality standard, which can quickly be taken on to diverse sectors and industries. Notwithstanding, efforts to carry out the model to some locations, separate from the primary areas, have resulted in challenges, particularly the five-dimensional approach, the wording and number of questions, and the caliber employed (Orel & Kara, 2014). Because of these challenges, researchers considered dimensions, objects, including addition or subtraction of other items, as per the specified context in which the SERVQUAL is deployed.
Additionally, it becomes a threatening challenge to estimate the effects of anomalies because their occurrence cannot be underestimated. This case is more frequent when making an assessment or modifications to the gap model, the methodology to be undertaken, and the number of items to capture. Resultantly, Parasuraman, Berry, and Zeithaml approve their initial standing and make recommendations for further slight adjustments to the model to ensure it is maintained and relevant (Butt & de Run, 2010). This approval provides possibilities for new research, hence making it an open-ended discussion.
Perception-expectations Analysis. The SERVQUAL approach is dependent on the examination of quality assessment by the category of respondents who have encountered the service in a span of the preceding three months. Illustratively, it implies that the solicitation of perceptions and expectations analysis appears coinciding in time after the end-users realistic incident (Rezaei & Kroesen, 2018). Resultantly, this performance influences doubtlessly expectations, which to some extent, may change, even innermost feelings following the service consumption. Consequently, this experience calls for research on the analysis, possibly before the service delivery, to point out a more realistic picture of the gap model and functioning.
Items Wording. The wordings and content of quizzing have been sharply found fault with, especially for applying the phraseology ‘should expectations’ (Gregory, 2019). This format is more or less likely to generate extremely high expectations analysis, resulting in unrealistic performance. Moreover, for the gap model to serve effectively in other service sectors and industries, it may necessitate the revision of the said vocabulary to make it more specified, comprehensive, and conclusive for the benefits of all the customers of particular services. Some of the challenges were made known to authors, who felt the need to make the necessary adjustments to improve the gap model. An approach aligned to examine the degree of customer expectations over a given service was taken into account to ensure the expectations associated correctly with a specific sector industry. This scenario indicates how the research based on the gap model is evolving.
Measurement Scale. Various scales could be taken into consideration. However, the SERVQUAL employs the seven-point Likert calibration. It has two major troublesome points. First, it experiences the challenge of lack of some basic options like ‘don’t know, and secondly, lack of the number of values (Haming & Putra, 2019). Fundamentally, it should be a priority to consider those users who may not possess the service’s prerequisite incidences and desire not to reply or select a median value because they do not have a proper answer to the presented questions. Because of these challenges, it is possible to destroy data, resulting in interpretation challenges (Saini & Singh, 2018). The second challenge of lack of the number of values generates a contentious concern that has made scholars make some useful changes (Saini & Singh, 2018). Furthermore, the data assessment procedure has presented several confrontations, which have always made it extremely difficult to employ a useful statistical method. As such, the research based on the gap model continues to evolve.
The Statistic Nature of the Models. Several researchers have elucidated on the benefit of deploying a less statistical approach to adhere to the service sector’s aggressive complexion and industry and the conceptualization of quality. Studies divulge that customer expectations and judgment may differ persistently. The quality analysis, impressions, and expectations makeover depending on the explanations that the service end-users give to their incidences (Dincer & Martinez, 2019). These pronouncements are much based on the presuppositions that personal attitudes and deportment can be directly associated with particular existing circumstances to the extent of impeding the systematic approach of the research.
Concisely, the gap model proves to concentrate on fastened proportions and a compact, or unvarying rationality, which does not scrutinize any distinction among the service users, and the stakeholders. Additionally, the gaps model does not consider the function of communication, and of the associations, which may be operationalized in the practice of expectations enlargement, and the gratification assessments (Dincer & Martinez, 2019). Consequently, it calls for more research on the same concept, and hence the justification of evolution of the study based on the gap model.
How the Gap Model Helps in Understanding the Customer Relationships with Organizations?
The gap model plays a vital role in showing the relationship between the customers and their service providers. This relationship is substantially depicted by the service-profit chain (Tseng, 2016). For instance, the service-profit chain sets up the association between customer loyalty, general profitability for an organization, employee prolificacy, contentment, and commitment (Tseng, 2016). Profit and Growth of an organization are subjected to customer loyalty. On the other hand, customer loyalty is directly proportional to customer satisfaction. Satisfaction is primarily determined by the worth of services offered to the end-users. However, this value is generated by satisfied, loyal, and competent human resources. Resultantly, employee satisfaction is realized from the quality support services and strategies that permit the delivery of the desired outcomes to the final product or service users. This chain is further elaborated below.
Customer Loyalty Ensures Organizational Profitability, hence Growth
Managers of various organizations have often tried to perform better by maximizing their profits. However, the study has shown that customer loyalty is critical in ensuring maximum organizational benefits (Alhathal & Kingshott, 2019). The statistical figures show that at least 5% of an increase in customer loyalty can realize an increase in profits from approximately 25% to about 85%. Therefore, researchers have deduced that the quality of market share, as determined by customer loyalty, should be given priority to recognize increased profits (Alhathal & Kingshott, 2019). For example, in Columbus, Ohio, Banc One has established a sophisticated structure to attract numerous aspects involved in ensuring customer loyalty, and hence retention. Presently, Banc One carries out the quarterly measures for customer loyalty and fulfillment. As a result, Banc One has recorded a more than duplex of the return on investments compared to its market competitors.
Customer Satisfaction leads to Customer Loyalty.
Currently, the leading companies in service provision are attempting to quantify user fulfillment. For example, Xerox has been reported to have surveyed approximately 480,000 customers annually regarding product and service fulfillment, by deploying the five-point scale reading five as the maximum and one as the minimum (Prakash, 2019). In their recent experiments, Xerox has discovered that satisfaction recognized associations between the scores, but that the loyalty relied on whether the shoppers were maximum satisfied or just satisfied (Prakash, 2019). As a result, Xerox has expanded its endeavors to form apostles to aid in the realization of maximum customer contentment. As a result, the relationship between the customers and the organization is stimulated.
Value Drives User Contentment
The present shoppers are highly concerned with the value of a product or service. This concept implies that the customers explain to their sellers what they understand by value, the outcomes they gain after consuming a particular product or service, and whether it matches the costs associated (Hartono, 2019). For example, the insurance industry does this kind of test for their shoppers by only processing and paying claims without much effort on their customers’ side. Additionally, the company’s C.A.T. usually flies to accident sites, offer the much-needed help like shipment, accommodation, and the faster processing of claims. This swift services provided to customers significantly reduce the legal costs. As a result, Progressive maintains a high-profit margin in the property and casualty insurance sector. These services promote the relationship between customers and the organization.
Employee Productivity Determines Value
For example, at South West Airlines, arguably one of the biggest U.S. domestic carriers, employee productivity occurs every day. Statistically, approximately 14,000 of its workers are blended, representing at least 86% of their employees (Gogoi & Jyoti, 2020). As such, positions are redesigned to enable employees to take upon any available jobs. For instance, the operations of this company, the schedules, company policies, and routes have been factored to permit about three to four boarding services compared to other carriers. Additionally, their pilots fly a median of 70 hours in one month as compared to other carries whose pilots take an average of 50 hours a month (Njau & Mutinda,2019). All these factors brought together to give South West Airlines an advantage over its competitors. As a result, South West carriers cut their fares by about 60% to 70% less than the market prices (Njau & Mutinda, 2019). Consequently, the relationship between the customers and the organization is strengthened.
Conclusion
As discussed above, the gap model has proved to be an essential tool in identifying the service quality and the relationship between the customers and the organization. This paper has discussed the evolution of a research based on the gap model. This evolution was based on two significant aspects: theoretical, conceptual objections, and methodological-operational objections to the gap model. Fundamentally, it has analyzed how the gap model helps to comprehend the relationship between customers and organizations. In this case, the article has given examples of companies that enjoy a cordial relationship with their customers. These companies include Xerox, Progressive Insurance Company, and South West Airlines in U.S.A.
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