Essays on Service Quality Management - Allpress Espresso Case Study

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The paper "Service Quality Management - Allpress Espresso " is an outstanding example of a business case study. Quality is a motivating force for enhanced competitiveness, greater profitability, and improved customer satisfaction. When it comes to service quality, Chingang (2010) defines it as a study area that describes methods of service delivery to make the service recipient satisfied. Shahin and Janatyan (2011) posit that high-quality service is a service delivery that satisfies or surpasses customer expectations. In the case of a service encountered with Allpress Espresso’ s, this essay takes the perspective that service quality should be based on customer evaluation of the outcomes of the service, the processes of service delivery and evaluation of customer expectations with the performance of the service (Tolpa, 2012).

This also means that service quality could toy as the fit between Allpress Espresso’ s existing service level and expectations of the customers. Service quality is, therefore, the total customer impression of Allpress Espresso and its service efficiency. The underlying argument is that Allpress Espresso has failed to recognise the difference between hygiene and enhancing factors.   According to Wirtz and Johnston (2003, p 12) Singapore Airlines “ recognizes that while all the components of a service are important, there is a difference between the hygiene and enhancing factors. ” Implying that while Singapore Airlines regards all the services it offers as vital, hygiene is not the only driving force for quality.

This is since other airlines can offer the service, in addition to a long list of what the customers expect, regarding quality services, such as safety, seat comfort, punctuality, technical skills and flight schedules. Conversely, the enhancing factors consist of softer skills, such as warmth, the anticipation of customer needs, compassion, understanding and caring.

Indeed, Allpress Espresso is one such company that has failed to recognise the difference between hygiene and enhancing factors.   The concept of service quality has been tricky for Allpress Espresso. Parasuraman et al. (1985) view service quality as the discrepancy between what the customer's perception of the services rendered by a certain service provider and what they expect about companies offering the same service. This means that if the perception of Allpress Espresso’ s customers is lower than their expectation, then the customers will judge the company’ s service to have low quality.

Conversely, when Allpress services meet its customer’ s expectations, then the customers are likely to perceive quality as high. In measuring service quality, Shahin and Janatyan (2011) cite Zeithaml and Berry (1990) to explain that the RATER model is a simplified version of SERVQUAL. RATER model applies fittingly in the case of Allpress Espresso. As hypothesised by the RATER model, quality is a comparison between what the customers expect and their performance, or how efficiently the service delivered parallels customer expectations.

RATER model measures the efficiency of the customer service that highlights five key areas: Reliability, Assurance, Tangibles, Empathy and Responsiveness. Chingang (2010) proposes that Gap Analysis should be used in describing each of the five dimensions while reflecting on a company’ s services.   The first gap relates to the issues of the reliability dimension of the RATER model. It is the gap between what the customers expect and what the management perceives (Grzinic, J. (2007). In the case of Allpress, the gap would arise when the management fails to recognize what the customers want.

Indeed, Allpress Espresso’ s management perceives that customers want high-quality coffee. The company has always been preoccupied with serving coffee that has the natural taste of Arabica beans. While this could be justified based on the high demand for quality coffee in Australia, the management has failed to conceive that customers have become more concerned with the responsiveness of the baristas (BeanScene, 2013). The factors that may have contributed to this gap include the varied front layers between the company’ s executive management and the front line personnel.

Additionally, the company conducts deficient marketing research and tends to misinterpret information regarding what the customers want when they talk of quality. In this regards, while the company has established a reputation for providing high-quality service and space, the staff serving the coffee are not very friendly and compassionate.


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Chingang, D. (2010). Using the SERVQUAL Model to assess Service Quality and Customer Satisfaction: An Empirical study of grocery stores in Umea. retrieved:

Grzinic, J. (2007). Concepts of Service Quality Measurement In Hotel Industry. Ekon. Misao Praksa Dbk. 1(1). 81-98

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Parasuraman, A., Zeithaml, V. & Berry, L. (1985). A Conceptual Model of Service Quality and Its Implication for Future Research. Journal of Marketing, 49(1), 41-50

Shahin, A. & Janatyan, N. (2011). Estimation of Customer Dissatisfaction Based on Service Quality Gaps by Correlation and Regression Analysis in a Travel Agency. International Journal of Business and Management 6(3), 99-107

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Zeithaml, V. Parasuraman, A. & Berry, L. (1990). Delivering Quality Service; Balancing Customer Perceptions and Expectations. Free Press

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