Evaluation of Service Quality of Restaurant Enterprise Based on SERVQUAL

Shi, Yuqiang; Jun-jia, Wang

doi:10.1109/icmss.2011.5998727

Cited by 3 publications

(3 citation statements)

References 2 publications

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“…Several research publications cover the theoretical and practical use of SERVQUAL in a wide range of industrial, business, and non-profit organizations. For example, in the healthcare sector (Anbari et al, 2014;Umath et al, 2015), higher education (Galeeva, 2016;Ulewicz, 2014), tourism service (Home, 2006), restaurant (Lee & Hing, 1995;Yu-qiang & Jun-jia, 2011), bank (Ilyas et al, 2013;Lau et al, 2013), telecommunication (Alnsour et al, 2014), apparel retail (Bhaskar & Shekha, 2011), public service (Brysland & Curry, 2001), local government (Donnelly et al, 1995), electronic commerce B2C (Alzola &Robaina, 2005), business -to -business service (Mehta & Durvasula, 1998), technical and vocational colleges (Akhlaghi et al, 2012) and more. Further, SERVQUAL has a variety of potential applications; it can assist service and retail firms in assessing customer expectations and perceptions of service quality, as SERVQUAL has five universal dimensions (Parasuraman et al, 1988).…”

Section: Servqual Modelmentioning

confidence: 99%

Assessment of Service Quality Using Synergies of Fuzzy Servqual, Fuzzy Kano’s Model, and Fuzzy Analytic Network Process Into QFD

Mekuria

2023

J. Innov. Bus. Ind.

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The essence of banking service will always be service quality. To gain customer satisfaction, enhance market rivalry, and achieve sustainable performance. The primary goal of this article is to identify the primary factor contributing to high customer dissatisfaction and poor service quality in bank services. This article synergies fuzzy SERVQUAL, fuzzy Kano model, and fuzzy analytic network processing into QFD. Structured survey questions based on SERVQUAL and Kano models were developed and disseminated to collect data. According to the findings, the bank should offer the promised service within the time range, respond to client concerns immediately, and supply appropriate service within the time frame. Furthermore, an employee should give timely care to the client; the employee should never be too busy to respond to customer demands and inform the consumer when service is delivered. In conclusion, focusing on customer requirements can enhance the bank's service level, which increases customer satisfaction.

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Section: Servqual Modelmentioning

confidence: 99%

Assessment of Service Quality Using Synergies of Fuzzy Servqual, Fuzzy Kano’s Model, and Fuzzy Analytic Network Process Into QFD

Mekuria

2023

J. Innov. Bus. Ind.

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“…The SERVQUAL model and particularly the aforementioned aggregation approach arouse several criticisms, suggestions for improvement and slight modifications to suit different applications (Brown et al, 1993). Despite these criticisms, the large number of applications is a proof of the attention that it received (Carrillat et al, 2007;Shi and Wang, 2011;Zhu et al, 2011;Mashhadiabdol et al, 2014;Cho et al, 2015;Yin et al, 2015).…”

Section: Gap Assessment: Basics Of the Servqual Modelmentioning

confidence: 99%

Service gap deployment: a framework to link quality gaps to service activities

Franceschini

Mastrogiacomo

2018

IJSOM

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This paper presents the service gap deployment (SGD), a new method to prioritise crucial to quality activities of a service that does not completely satisfy customer expectations. In the SGD, service activities (SAs) are related to gaps between customer expectations and perceptions so as to identify SAs that may need a redesign or improvement in order to satisfy customer needs. The method, which expands the gaps model of service quality by Parasuraman et al. (1985), supports the design of evolutionary and sustaining improvements of the service parts that generate customer dissatisfaction. Specifically, the SGD introduces three major contributions: 1) it creates a map relating service dimensions to SAs; 2) it highlights crucial to quality activities; 3) it allows a focused improvement of the analysed service. The description is supported by an excerpt from a real application example, concerning the prioritisation of crucial to quality SAs of an airport luggage delivery service.

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“…The SERVQUAL model and particularly the aforementioned aggregation approach arouse several criticisms, suggestions for improvement and slight modifications to suit different applications (Brown, Churchill Jr et al 1993). Despite these criticisms, the large number of applications is a proof of the attention that it received (Carrillat, Jaramillo et al 2007;Shi and Wang 2011;Zhu, Ramanathan et al 2011;Mashhadiabdol, Sajadi et al 2014;Cho, Kim et al 2015;Yin, Huang et al 2015).…”

Section: Gap Assessment: Basics Of the Servqual Modelmentioning

confidence: 99%

Service gap deployment: a framework to link quality gaps to service activities

Mastrogiacomo¹,

Franceschini²

2018

IJSOM

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This paper presents the Service Gap Deployment (SGD), a new method to prioritize crucial to quality activities of a service that does not completely satisfy customer expectations. In the SGD, service activities (SAs) are related to gaps between customer expectations and perceptions so as to identify SAs that may need a redesign or improvement in order to satisfy customer needs. The method, which expands the Gaps Model of Service Quality by Parasuraman et al. (1985), supports the design of evolutionary and sustaining improvements of the service parts that generate customer dissatisfaction. Specifically, the SGD introduces three major contributions: (i) it creates a map relating service dimensions to SAs; (ii) it highlights crucial to quality activities and (iii) it allows a focused improvement of the analysed service. The description is supported by an excerpt from a real application example, concerning the prioritization of crucial to quality SAs of an airport luggage delivery service.

show abstract

Evaluation of Service Quality of Restaurant Enterprise Based on SERVQUAL

Cited by 3 publications

References 2 publications

Assessment of Service Quality Using Synergies of Fuzzy Servqual, Fuzzy Kano’s Model, and Fuzzy Analytic Network Process Into QFD

Assessment of Service Quality Using Synergies of Fuzzy Servqual, Fuzzy Kano’s Model, and Fuzzy Analytic Network Process Into QFD

Service gap deployment: a framework to link quality gaps to service activities

Service gap deployment: a framework to link quality gaps to service activities

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