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374 PART 5 SHAPING THE MARKET OFFERINGS

5. Gap between perceived service and expected service—This gap occurs when the consumer
misperceives the service quality. The physician may keep visiting the patient to show care, but
the patient may interpret this as an indication that something really is wrong.
Based on this service-quality model, researchers identified five determinants of service quality,
in this order of importance: 70

1. Reliability—The ability to perform the promised service dependably and accurately.
2. Responsiveness—Willingness to help customers and provide prompt service.
3. Assurance—The knowledge and courtesy of employees and their ability to convey trust and
confidence.
4. Empathy—The provision of caring, individualized attention to customers.
5. Tangibles—The appearance of physical facilities, equipment, personnel, and communication
materials.
Based on these five factors, the researchers developed the 21-item SERVQUAL scale
(see Table 13.5). 71 They also note there is a zone of tolerance, or a range where a service
dimension would be deemed satisfactory, anchored by the minimum level consumers are will-
ing to accept and the level they believe can and should be delivered.
The service-quality model in Figure 13.6 highlights some of the gaps that cause unsuccessful
service delivery. Subsequent research has extended the model. One dynamic process model of service
quality was based on the premise that customer perceptions and expectations of service quality
change over time, but at any one point they are a function of prior expectations about what will and
what should happen during the service encounter, as well as the actual service delivered during the
last contact. 72 Tests of the dynamic process model reveal that the two different types of expecta-
tions have opposite effects on perceptions of service quality.
1. Increasing customer expectations of what the firm will deliver can lead to improved percep-
tions of overall service quality.
2. Decreasing customer expectations of what the firm should deliver can also lead to improved
perceptions of overall service quality.

TABLE 13.5 SERVQUAL Attributes

Reliability Empathy
• Providing service as promised • Giving customers individual attention
• Dependability in handling customers’ service problems • Employees who deal with customers in a caring fashion
• Performing services right the first time • Having the customer’s best interests at heart
• Providing services at the promised time • Employees who understand the needs of their customers
• Maintaining error-free records • Convenient business hours
• Employees who have the knowledge to answer customer questions
Responsiveness Tangibles
• Keeping customer informed as to when services will be performed • Modern equipment
• Prompt service to customers • Visually appealing facilities
• Willingness to help customers • Employees who have a neat, professional appearance
• Readiness to respond to customers’ requests • Visually appealing materials associated with the service
Assurance
• Employees who instill confidence in customers
• Making customers feel safe in their transactions
• Employees who are consistently courteous

Source: A. Parasuraman, Valarie A. Zeithaml, and Leonard L. Berry, “A Conceptual Model of Service Quality and Its Implications for Future Research,” Journal of Marketing (Fall 1985), pp. 41–50. Reprinted by
permission of the American Marketing Association.