The paper "Service Performance Gap - Jyske Bank" is a perfect example of a marketing case study. The Gaps model of service quality is one of the frameworks that have been developed to cater for excellent services to the customers. This model was introduced in 1985 and since then it has been used to help companies formulate and deliver quality services to their customers. The model has four provider gaps. The first is the listening gap. This refers to the difference between what the customers expect on the services given and the level of understanding in the company about customer expectation (Mick & Fournier, 2001).
For a firm to accurately meet what the customers need, they need to know their expectations. Jyske Bank was able to cross this gap and meet the customers’ demands. This was achieved by making it easier for customers to interact with managers. The interactions were made easier by redesigning the branches and making their customers feel equal to the employees. The structured branches have level chairs where the customer can directly talk to the banker at the same level.
The bank offered more personalized servicers making the customers feel more at home. This made it possible for the customers to tell the bank what they expected in an easy manner. By knowing the customers as individuals, it becomes easier to solve their problems and identify with them. The expectations for the customers must be assessed adequately before making or developing new services by the industry. To close this gap effectively, the service provider needs to know and address the customer needs so that the failure of the service is eliminated (Zeithaml, Bitner & Gremler, 2009). Using technology, it is possible to influence provider gap 1 (Mick & Fournier, 2001).
This is by improving the ways in which the industry listens to the customers. This has been made possible through the use of the internet which has replaced the traditional methods of listening to customers. Through the use of the internet, the company can get more immediate feedback from the customer and also enhanced data analyzing speeds. The Jyske bank has facilitated the use of IT in the interactions between the account team members and customers.
This meant that the customers had enhanced speed of interaction with the bank. The advantage of getting a quick method of interaction is that the service provider gets immediate feedback. Jyske bank has also been able to maintain customer privacy. This has been achieved by maintaining the right balance in the collected customer information to use in building relationships and invading the customer personal details in undesirable ways. Using the application form during the loan application, the customer’ s expectation based on price and terms were put in it.
This helped in a great way in knowing what they expected as well whether it was in line with bank requirements. Gap 2- The Designs and standards Gap This gap is involved in making the customers expectations into goods and services (Mick & Fournier, 2001). This gap looks into how the services are measuring to the customer's expectations. To close this gap, Jyske Bank has to look into various strategies. The first strategy was the use of well-defined development of new service and innovation process for the products.
Jyske Bank had to differentiate how it offered services to its customers. In order to deliver in the competitive positioning, the bank made tangible changes in the service delivery system. Each customer was assigned with a branch employee as a point of contact. This was a strategy formulation which was handy before implementation. The implementation of new service delivery requires careful planning. This was evident in implementing the new service. As time went on, the managers noted that the service was not working well. The customers were having problems with interacting with the service provider.
The managers’ commitment was firm to deliver personalized services. The solution was found through the use of teams of bankers who could talk with customers. This involved the second strategy that is concerned with following on the customer's experience from the service (Zeithaml, Bitner & Gremler, 2009).
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