The gap model of service quality, developed by V.A Zeithmal, A. Parasuraman and L.L Berry, in Delivering Quality Service: Balancing Customer Perceptions and Expectations, will overhaul us to deduct how Jyske Bank managed to obturate the gap between customers expectations and perceptions (the customer gap).
Briefly, the gap model states that an organization will improve its quality service and its services merchandising (closing the customer gap) by closing the four provider gaps, which are:
1) non discriminating what customer expect
2) Not selecting the right service quality designs and standards
3) Not delivering to service designs and standards
4) Not matching performance to promise
Jyske Bank managed to close the first gap thanks to a good marketing research orientation. They conducted surveys to detect customers expectations. Thus they highlighted that customers expectations had changed: factors like price, product or location had become basics for customers, who focused more on differentiating factors like bankers behavior and interest toward customers.
Jyske Bank also apply a good upward communication.
Thanks to their re-organization of the structure (dissolution of headquarters), which conduct to less layers between top management and front-line employees, and thanks to a good intern communication between managers and contact employees, customers expectations were transmittable easily and quickly trough the firm.
Finally, the firm developed an rough-and-ready relationship focus. They first decided to specialized only on two customer segments, Danish Families and Small-to-medium-sized companies, and to focus only on people sharing the Jyske Bank values. This strategy made it easier to understand customers expectations and to build long term relationship with them. Jyske Banks purpose is not to attract more...If you want to get a full essay, order it on our website: Ordercustompaper.com
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