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The paper “ Encounter Services - Conceptual Model of Service Quality, Marketing Mix, Disconfirmation of Expectations Paradigm" is a potent variant of a term paper on marketing. Service evaluation is vital and can be done through several models. These models try to identify the level of satisfaction and establish who is to blame for any level of dissatisfaction. This paper evaluates several services encounters through the sequel, a conceptual model of service, disconfirmation of paradigm and market mix models to establish the level of satisfaction and find out who is to blame and needs to be improved for greater satisfaction.

For the purpose of this paper, four journals will be used as examples of encounter services; the journals are attached in the appendix section. In day to day activities, people get to encounter needs that they want to be sorted out. This leads to the need to find solutions from different sources. While accessing these solutions, people are exposed to different services provided by different organizations or service providers. These services could be evaluated by different models or marketing frameworks to establish levels of satisfaction.

From the satisfaction people get from the services they are acquiring, they get to decide whether they will go back to the service provider for more. Customer satisfaction is most of the time-dependent on the customer’ s anticipations and the actual experience compared (Zeithaml & Berry, 2002). These models and marketing frameworks include the Servqual model, Conceptual Model of Service Quality, Marketing Mix-‘ 7Ps’ and the Disconfirmation of Expectations Paradigm. Conceptual Model of Service QualityIn this model a service-marketing, the definition of quality is built on the idea that quality is judged on the evaluation of the consumer of the services as shown below.

It was developed in 1985 and it identified several gaps as indicated in the model framework. There were five gaps identified. Gap 1 was the difference between customer expectations and management perceptions. Gap 2 refers to the difference between management perception and the actual service-quality specification. The third gap is the difference between service quality and the service delivered. Gap four is the difference between external communication and service delivery. The fifth gap is the difference between perceived and expected service although the fifth gap is perceived to cover the first four.

These gaps define the service quality according to this model. If the management was to close the gaps, it would be imperative to measure service performance against expectation (Parasuraman, Zeithaml & Berry, 1985). The diagrammatic representation of the model is as shown below. . Services encounter oneIn the recent past, service encounters were made with Kenrestorage. Their business is providing storage facilities to those that are in need of space to keep their belongings. The need was to have furniture and other belonging stored.

Contact with them was on a personal basis. According to what friends had to say and the word that was going around, it was that they were the guys to go for if one needed storage facilities. These were the kind of services wanted. Cheap yet good and could be used for a long duration of time as I was to be out of the country for quite some time.

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