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  • Subject Name : General Management

Liqui-Gas Enjoys a Lesson in Service Quality

Introduction to The Impact of Customization On Customer Satisfaction

The presentation shall be made on five key points under which the additional sub point shall be explained and covered along with appropriate responses if required.

The key points to be covered under this report are Reliability, Responsiveness, Assurance, Empathy, and Tangibles. Let us begin by covering the first key point that is reliability. Each and every sub point under the key points was assigned a mean value which was to be expected and compared against with. The second set of values which are compared with the expected value were the perception values. Using both the values, the gap was calculated and if the gap came to be negative, there was a potential problem that was needed to be rectified at the earliest

Analysis of The Impact of Customization On Customer Satisfaction

Reliability has been sought to be illustrated by a set of 6 sub points. Each of those are explained below along with their responses

  1. Providing customer service as promised - The expected mean value was 6.14 against which the perception value came to be 5.56. This meant a gap of -0.58 which indicates that there is a problem in this area. We need to ensure that the customer service is provided in a manner which was promised to these businesses at the time when they chose us for providing liqui-gas.
  1. Dependable in handling customer service problems - The expected mean value was 6.31 against which the perception value came to be 5.78. This meant a gap of -0.53 which indicates that there is a problem. Indicative of not being able to handle the service problems efficiently; it needs to be resolved by providing solutions in a dependable manner.
  1. Performing customer service right first time - The expected mean value was 6.42 against which the perception value came to be 5.90. This meant a gap of –0.52 which indicates that there is a problem. This indicates that the customer service is not provided correctly even when it is done for the first time. This creates a bad impression in the mind of the customer. The service technicians have to be properly trained to avoid this (Gagnon and Roh, 2016).
  1. Providing customer service at the promised time - The expected mean value was 6.11 against which the perception value came to be 4.55. This meant a gap of –1.56 which indicates that there is a severe problem. We are not at all able to reach the customers in time to resolve the problems quickly and this leads to them becoming unsatisfied with us. We need to find ways to make customer service are more efficient process to be able to reach the customer within the promised time.
  1. Maintaining error-free records - The expected mean value was 5.80 against which the perception value came to be 6.12. This meant a gap of 0.32 which indicates that there is no problem.
  1. Keeping customers informed about when the service will be provided - The expected mean value was 5.97 against which the perception value came to be 6.03. This meant a gap of 0.06 which indicates that there is no problem (Rogers, et. al. 2017)

Responsiveness has been sought to be illustrated by a set of 6 sub points. Each of those are explained below along with their responses

  1. Prompt customer services - The expected mean value was 5.71 against which the perception value came to be 5.43. This meant a gap of –0.28 which indicates that there is a problem. We are delayed in providing immediate customer services. The support staff as well as the service technician needs to be re-trained to avoid this from happening.
  1. Willingness to help customers - The expected mean value was 5.91 against which the perception value came to be 5.21. This meant a gap of –0.70 which indicates that there is a problem. A negative gap in this field is a major problem as this indicates that service technicians or the customer support staff is not at all willing to help customers. The customer support staff has to be either retrained or new staff has to be hired if the previous one cannot meet the demands of the job.
  1. Ability to respond to customer’s request - The expected mean value was 6.21 against which the perception value came to be 4.89. This meant a gap of –1.32 which indicates that there is a massive failure to respond to customer’s request for support. The customer support staff has to be either retrained or new staff has to be hired if the previous one cannot meet the demands of the job.

Completely negative in terms of the gap difference between the expected value in the perception value, we need to retain the employees or hire new employees in order to quickly become responsive to the customer needs and demands as well as requests failing which the competition shall gain our customers quickly.

Assurance has been sought to be illustrated by a set of 6 sub points. Each of those are explained below along with their responses

  1. Employees who instill confidence in customers - The expected mean value was 5.23 against which the perception value came to be 5.44. This meant a gap of 0.21 which indicates that there is no problem.
  1. Making customers feel safe in their transactions - The expected mean value was 5.32 against which the perception value came to be 5.45. This meant a gap of 0.13 which indicates that there is no problem.
  1. Employees who are consistently courteous - The expected mean value was 5.45 against which the perception value came to be 5.93. This meant a gap of 0.48 which indicates that there is no problem.
  1. Employees who have the knowledge to answer customers’ questions - The expected mean value was 5.77 against which the perception value came to be 4.32. This meant a gap of –1.45 which indicates that there is a massive problem in this area as well. Employees have to be educated and retrained so that they have sufficient knowledge to answer the questions from the customers. Failure on this account shows that we are grossly unprepared to provide any kind of support to the customers.
  1. Giving customers individual attention - The expected mean value was 5.67 against which the perception value came to be 5.88. This meant a gap of 0.21 which indicates that there is no problem
  1. Employees who deal with customers in a caring fashion - The expected mean value was 5.33 against which the perception value came to be 5.11. This meant a gap of –0.22 which shows employees need retraining for effectively dealing with customers (Pavlou, et. al. 2018).

Empathy has been sought to be illustrated by a set of 6 sub points. Each of those are explained below along with their responses

  1. Having the customer’s best interests at heart - The expected mean value was 5.66 against which the perception value came to be 5.45. This meant a gap of –0.21 which shows employees need retraining for thinking with the customers’ best interest.
  1. Employees who understand the needs of their customers - The expected mean value was 5.89 against which the perception value came to be 5.02. This meant a gap of –0.87 which shows employees need retraining for effectively dealing with customers
  1. Convenient business hours - The expected mean value was 5.21 against which the perception value came to be 5.97. This meant a gap of 0.76 which indicates that there is no problem.
  1. Modern equipment - The expected mean value was 5.11 against which the perception value came to be 6.21. This meant a gap of 1.10 which indicates that there is no problem.
  1. Visually appealing offices - The expected mean value was 4.56 against which the perception value came to be 5.65. This meant a gap of 1.09 which indicates that there is no problem (Kraus, et al. 2019).

Tangibles has been sought to be illustrated by a set of 2 sub points. Each of those are explained below along with their responses

  1. Salespeople who have a neat, professional appearance - The expected mean value was 4.78 against which the perception value came to be 5.42. This meant a gap of 0.64 which indicates that there is no problem.
  1. Visually appealing materials associated with service - The expected mean value was 4.97 against which the perception value came to be 5.88. This meant a gap of 0.91 which indicates that there is no problem (Barber and Scarcelli, 2019).

Conclusion on The Impact of Customization On Customer Satisfaction

We have major issues in terms of providing reliable services, responsive efforts, and empathy to the customers’ requirements and needs. If we do not address these concerns on an immediate basis, we will fail to retain these customers and will lose face and business in front of our competitions.

References for The Impact of Customization On Customer Satisfaction

Gagnon, G.B. and Roh, Y.S., 2016. The impact of customization and reliability on customer satisfaction in the US lodging industry. Journal of Quality Assurance in Hospitality & Tourism8(3), pp.60-78..

Daugherty, P.J., Sabath, R.E. and Rogers, D.S., 2017. Competitive advantage through customer responsiveness. Logistics and Transportation Review28(3), p.257.

Asgari, A., Egan, R., Trimintzios, P. and Pavlou, G., 2018. Scalable monitoring support for resource management and service assurance. IEEE network18(6), pp.6-18.

Wieseke, J., Geigenmüller, A. and Kraus, F., 2019. On the role of empathy in customer-employee interactions. Journal of service research15(3), pp.316-331.

Barber, N. and Scarcelli, J.M., 2019. Enhancing the assessment of tangible service quality through the creation of a cleanliness measurement scale. Managing Service Quality: An International Journal.

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