SERVQUAL MODEL & PERT & CPM & PROJECT MANAGEMENT - POWERPOINT PRESENTATION
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The document discusses service quality as a critical aspect of customer satisfaction, using the SERVQUAL model to identify gaps between customer expectations and actual service delivery in the TV industry. It highlights the importance of understanding these gaps to improve service quality and maintain a competitive edge. Additionally, the document outlines project management techniques such as PERT and CPM for efficient execution and control of projects within the industry.
SERVQUAL MODEL & PERT & CPM & PROJECT MANAGEMENT - POWERPOINT PRESENTATION
- 1. GROUP 4 9015006- VARUN MENON 9015016- VINAY VAISHNAV 9015018- ANJALI KAMATH
- 2. What is Service Quality? Service Quality is an approach to manage business processes in order to ensure full satisfaction of the customers & quality in service provided. If expectations are greater than performance, then perceived quality is less than satisfactory and hence customer dissatisfaction occurs.
- 4. SERVQUAL MODEL SERVQUAL is a service quality framework developed in the 1980’s by Zeithaml, Parasuraman & Berry, aiming at measuring the scale of quality in the service sectors. The SERVQUAL authors originally identified ten elements of service quality, but in later work, these were collapsed into five factors - reliability, assurance, tangibles, empathy and responsiveness - that create the acronym RATER.
- 5. SERVQUAL MODEL •GAP 1: Not knowing what customers expect •GAP 2: wrong service quality standards •GAP 3: The service performance gap •GAP 4: promises do not match actual delivery •GAP 5: The difference between customer perception and expectation
- 6. Television Industry India boasts of being the third largest television market in the world. TV soaps are extremely popular with housewives as well as working women. Approximately half of all Indian households own a television. Providing a high-quality service is a major issue for all businesses especially for the TV industry. Customer satisfaction may establish the success or failure of a business. In order to be competitive in the pay TV industry, firms need to satisfy their customers. High quality of service provided would ensure a high market share and substantial return.
- 7. SERVQUAL GAPS GAP 1 The difference between management perceptions of what customers expect and what customers really do expect. For e.g.: Indian channel managements perceive that their target audience expect something, whereas the audience expect something completely different. MTV and the Youth of India are an example.
- 8. SERVQUAL GAPS GAP 2 The difference between management perceptions and service quality specifications -the standards gap. For e.g.: The Management would have a picture as to what the audience would like, but the management would opt for a different approach due to technical issues in achieving audience expectations.
- 9. SERVQUAL GAPS GAP 3 The difference between service quality specifications and actual service delivery – are standards consistently met? For e.g.: The management delivered a product to the audience, hoping they would find it interesting, the audience rejects the idea completely.
- 10. SERVQUAL GAPS GAP 4 The difference between service delivery and what is communicated externally – are promises made consistently fulfilled? For e.g.: The Management promised that audience expectations would be achieved, so was not the case.
- 11. SERVQUAL GAPS GAP 5 The difference between what customers expect of a service and what they actually receive. For e.g.:
- 12. Causes for the Gaps • GAP 1- not knowing what customers expect •Lack of a marketing orientation •Inadequate upward communication •Too many levels of management
- 13. Causes for the Gaps • GAP 2- the wrong service quality standards •Inadequate commitment to service quality •Inadequate task standardisation •The absence of goal setting
- 14. Causes for the Gaps • GAP 3- the service performance gap •Role ambiguity and role conflict •Poor employee or technology fit •Inappropriate supervisory control •Lack of teamwork
- 15. Causes for the Gaps • GAP 4- when promises made do not match the actual delivery •Inadequate horizontal communication •A propensity to overpromise •Failure to perform according to specifictions given to customers
- 16. Causes for the Gaps • GAP 5- is what you expected, what you actually got? The 5th gap is a combination of all the above gaps.
- 18. Project management is the discipline of initiating, planning , executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria.
- 19. PERT • Project Evaluation and Review Technique • Assumes that an activity’s duration is based on probability than a single value • Time estimates involved: tp = Pessimistic time (b), tm = Most likely time, to = Optimistic time (a) te = expected time = (to + 4tm + tp)/6 Z = Deviation from Mean/Std. Deviation = (X – te)/ Sigma 6 ab
- 20. CPM • Critical Path Method • Path is a connected sequence of activities (Start to End) • CP is the longest path (time) which determines the project duration • Critical activities are those which make up the CP
- 21. ACTIVITY, a time consuming effort that is required to perform a part of the work. • LIST OF ACTIVITIES: A. Set Up (Décor for the event, Props, equipments , lighting, costumes, audio-visual aids, etc.) B. Registration (Entries from participants) C. Jury management(logistics, interaction , etc.) D. Rehearsal time given to contestants E. Slotting of performances (allotting the time and sequence) F. Hospitality (jury as well as participants) G. Performance H. Feedback from the jury(announcement of winners) I. Post event activities (logistics, cleaning up of the venue)
- 23. ACTIVITIES TYPE PREDECESSOR EXPECTED TIME ( IN MINS) A SET UP - 60 B REGISTRATION A 90 C JURY A 30 D REHERSAL B 30 E SLOTTING B 15 F HOSPITALITY C,D 150 G PERFORMANCE E,D 120 H FEEDBACK G 15 I POST EVENT ACTIVITIES H 30