...Mc Donald’s Value Creation Presented By: Group 3 Section C Pulkit Garg(13DM141) Sankul Suri(13DM162) Priya Gupta(13DM138) Pulkit Gupta(13DM142) Roshni Bhoir(13DM156) Prathmesh Wadekar(13DM137) History Headquartered in the United States, the company began in 1940 as a barbecue restaurant operated by Richard and Maurice McDonald. In 1948 they reorganized their business as a hamburger stand using production line principles. Businessman Ray Kroc joined the company as a franchise agent in 1955. He subsequently purchased the chain from the McDonald brothers and oversaw its worldwide growth. Some Facts McDonald's is the world's leading food service retailer with more than 34,000 restaurants in 119 countries serving more than 68 million customers each day and employing more than 1.7 million people. In 1996, McDonald’s entered India through a joint venture with two local Indian companies— Hardcastle Restaurants Private Limited in the west and south region and Connaught Plaza Restaurants Private Limited in the north. Franchise Model – Only 15% of the total number of restaurants are owned by the Company. Mission Statement McDonald's brand mission is “to be our customers' favorite place and way to eat and drink with inspired people who delight each customer with unmatched quality, service, cleanliness and value every time.” As per McDonald’s Senior Management: “Our worldwide operations have been aligned around a global strategy called the ‘Plan to Win’ centering on the 5 Ps for exceptional...
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...Measuring Service Quality Using SERVQUAL |Introduction |Measuring the quality of a service can be a very difficult exercise. Unlike product where there | | |are specific specifications such as length, depth, width, weight, colour etc. a service can have| | |numerous intangible or qualitative specifications. In addition there is there expectation of the| | |customer with regards the service, which can vary considerably based on a range of factors such | | |as prior experience, personal needs and what other people may have told them. | |SERVQUAL – a methodology for |As a way of trying to measure service quality, researchers have developed a methodology known as| |measuring service quality |SERVQUAL – a perceived service quality questionnaire survey methodology. SERVQUAL examines five | | |dimensions of service quality: | | |Reliability | | |Responsiveness | | |Assurance; ...
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...The SERVQUAL model is based on five variables of service: tangibles, reliability, responsiveness, assurance, and empathy. (Gronroos,2006) Competition is increasing everywhere, it is important for service companies to have a competitive edge. A lot of strategies can be used but it should be based on service quality, considering the needs, purchasing and different behaviours of consumers. Brand Preference The variation in brand image occurs due to the presence of differentiation among the perception of brand among wholesalers and retailers. Even though the whole attitude of the end consumers’ is positive towards the Hugo Boss brand but the consumers fondness to buy the Hugo Boss brand appearing to be comparatively low down as the trend is being seen that...
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...d SERVQUAL and Model of Service Quality Gaps: A Framework for Determining and Prioritizing Critical Factors in Delivering Quality Services Dr. Arash Shahin Department of Management, University of Isfahan, Iran E-Mail: arashshahin@hotmail.com Abstract Service firms like other organizations are realizing the significance of customer-centered philosophies and are turning to quality management approaches to help managing their businesses. This paper has started with the concept of service quality and has demonstrated the model of service quality gaps. SERVQUAL as an effective approach has been studied and its role in the analysis of the difference between customer expectations and perceptions has been highlighted with support of an example. Outcomes of the study outline the fact that although SERQUAL could close one of the important service quality gaps associated with external customer services, it could be extended to close other major gaps and therefore, it could be developed in order to be applied for internal customers, i.e. employees and service providers. Key words: Service, Quality, Gaps, SERVQUAL, Customer, Expectations, Perceptions Introduction Managers in the service sector are under increasing pressure to demonstrate that their services are customer-focused and that continuous performance improvement is being delivered. Given the financial and resource constraints under which service organisations must manage it is essential that customer expectations are properly...
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...Contents PART A- Servqual Analysis- Data Standardization and Analysis 1. Introduction 2 1.1 Service quality and customer satisfaction. 2 1.2 Measuring service quality 2 2. ANALYSIS OF SERVQUAL DATA 3 2.1 Data Standardization 3 2.2 Survey 5 2.3 Expectations and Perceptions 6 2.4 Confidence interval: 7 2.5 Dimensions 8 3 TOWN WISE ANALYSIS 9 4 Comparative Analysis of Key Results 10 5. Conclusion 11 PART B: VISA: Multi Attribute value Analysis and Multi Criteria Decision Analysis 1. Scope 12 2. Tree development 13 2.1. Cost: 13 2.2 Staff- 14 2.3 Issues: 14 3. Sensitivity Analysis. 15 3.1 Stakeholder: Local Authority 15 3.2. Stakeholder: Staff 15 3.3 Stakeholder: Tenants 16 4. Process of Scoring and weighting 16 4.1 Stakeholder: Local authority – 16 4.2 Stakeholder: Staff – 17 4.3 Stakeholder: Tenant – 17 5. Recommendation: 17 1. Introduction The Department is responsible for renting out and maintaining the housing stock (houses and apartments) of the local authority which covers a large geographic area in Scotland. The housing stock is rented out to several thousand local people on a long-term basis. The Department is committed to providing a quality service to its tenants and to help with this the Department decided earlier this year to undertake a tenant satisfaction survey. The intent behind the survey was to identify current levels of tenant satisfaction with the service provided by the Department and to...
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...Artigo 1 – PORTFOLIO MAGAGEMENT IN NEW PRODUCT DEVELOPMENT – LESSONS FROM THE LEADERS 3 objetivos do gerenciamento de Portfólio: 1) Maximizar o valor de portfolio: alocação de recursos (artigo 1) 2) Aprimorar o mix de produtos: balanço (artigo 1) 3) Conexão entre o portfólio e a estratégia corporativa (artigo 2) Gerenciamento de portfolio consiste em um processo decisório dinâmico. A lista de produtos da empresa deve ser constantemente atualizada e revisada. Deve-se preocupar com a avaliação, seleção e prioridade dos produtos. São atividades do gerenciamento: aceleração, finalização, interrupção e “go/kill decisions” É baseado em decisões e eventos futuros. Deve lidar com incertezas e informações não confiáveis. Mix de produtos: processos/projetos competem entre si por recursos, que podem ser limitados. Problemas no gerenciamento de portfólio: * Baixa quantidade de produtos * Relacionar negócios/estratégia com gastos em R&D * Dificuldades em tomar decisões go/kill * Necessidade de funil, não de túnel * Recursos escassos * Falta de foco OBJETIVO 1: MAXIMIZAÇÃO DO VALOR DE PORTFÓLIO Métodos utilizados: Expected Commercial Value (ECV) Diagrama de árvore Desenvolvimento > Lançamento > Fim São avaliados os sucessos técnicos e comercial Embora ECV priorize a parte financeira, também considera a parte estratégica dos projetos. Restrição do ECV: depende muito das finanças e de dados quantitativos....
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...Measuring Service Quality Using SERVQUAL Following are the instructions for using the SERVQUAL questionnaire discussed in the chapter on quality. It refers to ‘CompanyX’ as the company to be studied. On the questionnaire, just replace the word CompanyX with the business (profit or non-profit) being analyzed. You can derive an un-weighted gap score or a weighted gap score. Weighting depends upon how you allocate 100 points among the five SERVQUAL categories. A modified use of the questionnaire is to limit it to just the total or average Perception score. This is called SERVPERF and is used when Expectations are likely to be all the same (typically high). Weights can be applied here as well. STEPS TO OBTAIN UNWEIGHTED SERVQUAL SCORE Step 1. Select a business the service quality of which you want to assess. Using the SERVQUAL instrument, first obtain the score for each of the 22 expectation questions. Next, obtain a core for each of the perception questions. Calculate the Gap Score each of the statements (Gap Score = Perception – Expectation). Step 2. Obtain an average Gap Score for each dimension by assessing the Gap Scores for each of the statements that constitute the dimension and dividing the sum by the number of statements making up the dimension. Step 3. In TABLE 1 transfer the average dimension SERVQUAL scores (for all five dimensions) from the SERVQUAL instrument. Sum up the scores and divide it by five to obtain the unweighted measure of service...
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...Measuring Service Quality Using SERVQUAL Following are the instructions for using the SERVQUAL questionnaire discussed in the chapter on quality. It uses a bank as the company to be studied, but any type of service organization would be studied in the same way. On the questionnaire, just replace the word bank with the type of business (profit or non-profit) being analyzed. You can derive an un-weighted gap score or a weighted gap score. Weighting depends upon how you allocate 100 points among the five SERVQUAL categories. A modified use of the questionnaire is to limit it to just the total or average Perception score. This is called SERVPERV and is used when Expectations are likely to be all the same (typically high). Weights can be applied here as well. STEPS TO OBTAIN UNWEIGHTED SERVQUAL SCORE Step 1. Select a bank the service quality of which you want to assess. Using the SERVQUAL instrument, first obtain the score for each of the 22 expectation questions. Next, obtain a core for each of the perception questions. Calculate the Gap Score each of the statements (Gap Score = Perception – Expectation). Step 2. Obtain an average Gap Score for each dimension by assessing the Gap Scores for each of the statements that constitute the dimension and dividing the sum by the number of statements making up the dimension. Step 3. In TABLE 1 transfer the average dimension SERVQUAL scores (for all five dimensions) from the SERVQUAL instrument. Sum up the scores and...
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...SERVQUAL and Model of Service Quality Gaps: A Framework for Determining and Prioritizing Critical Factors in Delivering Quality Services Dr. Arash Shahin Department of Management, University of Isfahan, Iran. Abstract Service firms like other organizations are realizing the significance of customer-centered philosophies and are turning to quality management approaches to help managing their businesses. This paper has started with the concept of service quality and has demonstrated the model of service quality gaps. SERVQUAL as an effective approach has been studied and its role in the analysis of the difference between customer expectations and perceptions has been highlighted with support of an example. Outcomes of the study outline the fact that although SERQUAL could close one of the important service quality gaps associated with external customer services, it could be extended to close other major gaps and therefore, it could be developed in order to be applied for internal customers, i.e. employees and service providers. Key words: Service, Quality, Gaps, SERVQUAL, Customer, Expectations, Perceptions Introduction Managers in the service sector are under increasing pressure to demonstrate that their services are customer-focused and that continuous performance improvement is being delivered. Given the financial and resource constraints under which service organisations must manage it is essential that customer expectations are properly understood and measured and...
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...SERVQUAL and Model of Service Quality Gaps: A Framework for Determining and Prioritizing Critical Factors in Delivering Quality Services Dr. Arash Shahin Department of Management, University of Isfahan, Iran E-Mail: arashshahin@hotmail.com Abstract Service firms like other organizations are realizing the significance of customer-centered philosophies and are turning to quality management approaches to help managing their businesses. This paper has started with the concept of service quality and has demonstrated the model of service quality gaps. SERVQUAL as an effective approach has been studied and its role in the analysis of the difference between customer expectations and perceptions has been highlighted with support of an example. Outcomes of the study outline the fact that although SERQUAL could close one of the important service quality gaps associated with external customer services, it could be extended to close other major gaps and therefore, it could be developed in order to be applied for internal customers, i.e. employees and service providers. Key words: Service, Quality, Gaps, SERVQUAL, Customer, Expectations, Perceptions Introduction Managers in the service sector are under increasing pressure to demonstrate that their services are customer-focused and that continuous performance improvement is being delivered. Given the financial and resource constraints under which service organisations must manage it is essential that customer expectations are properly...
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...Measuring Service Quality Using SERVQUAL |Introduction |Measuring the quality of a service can be a very difficult exercise. Unlike product where there | | |are specific specifications such as length, depth, width, weight, colour etc. a service can have| | |numerous intangible or qualitative specifications. In addition there is there expectation of the| | |customer with regards the service, which can vary considerably based on a range of factors such | | |as prior experience, personal needs and what other people may have told them. | |SERVQUAL – a methodology for |As a way of trying to measure service quality, researchers have developed a methodology known as| |measuring service quality |SERVQUAL – a perceived service quality questionnaire survey methodology. SERVQUAL examines five | | |dimensions of service quality: | | |Reliability | | |Responsiveness | | |Assurance; ...
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...i) The Importance of SERVQUAL The importance of the SERVQUAL, is that it is widely used within service industries to understand the perceptions of target customers regarding their service needs. As well as to provide a measurement of the service quality of the organization. It may be also be applied internally to understand employees’ perception of service quality, with the objective achieving service improvement. “Despite numerous criticisms, SERVQUAL continues to appeal to both academics and practitioners. Originally developed and tested in the consumer retail environment, more recent replications have extended to the industrial market, the public sector, information systems, real estate, hospitals and the legal profession.” Advantages A Comprehensive and thorough examination of service needs and service quality provides an invaluable approach to improving service quality. The SERVQUAL provides detailed information about. • Customer perceptions of service( a benchmark established by your own customers) • Performance levels as perceived by customers • Customers comments and suggestions • Impressions from employees with respect to customers’ expectations and satisfaction “Lewis et al. (1994) have explored and identified a number of possible benefits service organisations can look forward to when they pursue service quality. Service organisations are competing to achieve sustainable competitive advantage through providing a high-quality service to their existing...
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...European Journal of Marketing 30,1 8 Received October 1994 Revised April 1995 SERVQUAL: review, critique, research agenda Francis Buttle Manchester Business School, Manchester, UK SERVQUAL: a primer SERVQUAL provides a technology for measuring and managing service quality (SQ). Since 1985, when the technology was first published, its innovators Parasuraman, Zeithaml and Berry, have further developed, promulgated and promoted the technology through a series of publications (Parasuraman et al., 1985; 1986; 1988; 1990; 1991a; 1991b; 1993; 1994; Zeithaml et al., 1990; 1991; 1992; 1993). The ABI/Inform database “Global edition”, (September 1994) reports that service quality has been a keyword in some 1,447 articles published in the period January 1992 to April 1994. By contrast SERVQUAL has been a keyword in just 41 publications. These publications incorporate both theoretical discussions and applications of SERVQUAL in a variety of industrial, commercial and not-for-profit settings. Published studies include tyre retailing (Carman, 1990) dental services (Carman, 1990), hotels (Saleh and Ryan, 1992) travel and tourism (Fick and Ritchie, 1991), car servicing (Bouman and van der Wiele, 1992), business schools (Rigotti and Pitt, 1992), higher education (Ford et al., 1993; McElwee and Redman, 1993), hospitality ( Johns, 1993), business-tobusiness channel partners (Kong and Mayo, 1993), accounting firms (Freeman and Dart, 1993), architectural services (Baker and Lamb, 1993), recreational...
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...service quality, regardless of service industry” (Qualtrics, 2015, para. 1). The dimensions are tangibles, reliability, responsiveness, assurance, and empathy. These dimensions are utilized to measure the gap between customer expectations and the perception of actual service delivery. This method of measurement, when used effectively, can benefit any company in many ways. This measurement tool is called SERVQUAL. Unfortunately, the effectiveness of service quality surveys are only utilized to their fullest when developing a consistent and ongoing information system that identifies consumers’ points of view, experiences, and feedback from many different points in time. This creates better understanding, a clearer vision, and more informed decision-making, furthering adequate recovery processes. SERVQUAL SERVQUAL is a 22/22-item scale that measures five factors of service quality: reliability, responsiveness, assurance, empathy, and tangibles. This diagnostic tool determines the service quality strengths and weaknesses of an organization. There are two parts to the SERVQUAL measurement tool, hence the “22/22”: 22 questions that ask for expectations, and 22 questions that gauge perceptions. The gap score is created when the average expectation score is subtracted from the average perception score. Positive gaps equal satisfied customers and service quality exceeds expectations. A gap of zero means that companies are meeting expectations, and negative gaps obviously show...
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...Adaptation and application of the SERVQUAL scale in higher education OTÁVIO JOSÉ DE OLIVEIRA otavio@feb.unesp.br UNESP – São Paulo State University Department of Production Engineering Av. Eng. Luiz Edmundo Carrijo Coube, nº. 14-01 ZIP Code 17033-360, Bauru, SP - Brazil Phone +55 (14) 3103 6122 Fax (14) 3203 6146 EURIANE CRISTINA FERREIRA euricristina@hotmail.com UNESP – São Paulo State University Department of Production Engineering Av. Eng. Luiz Edmundo Carrijo Coube, nº. 14-01 ZIP Code 17033-360, Bauru, SP - Brazil Phone +55 (14) 3103 6122 Fax (14) 3203 6146 POMS 20th Annual Conference Orlando, Florida U.S.A. May 1 to May 4, 2009 ABSTRACT Higher education in developing countries has serious quality problems. In order to change this scenario, it is necessary to invest in quality systems and tools for improvement. The SERVQUAL scale is one of these alternatives. It is used to measure the gap between quality expectations and perceptions in services making it possible to establish action plans. The objective of this paper is to propose an adaptation of the SERVQUAL scale’s generic questionnaire for the higher education service sector and present the main results of its application in students of the production engineering program at São Paulo State University (UNESP) in Brazil. Thirty-eight questionnaires were applied to measure perception in entering students and twenty-eight to measure expectations in graduating students. Key words: SERVQUAL; Quality management; Service...
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