Posted by Connie R. Aponte on January 10, 2014 in Customer’s Satisfaction |

The results have been compared from different angles and perspectives. The mean weighted SERVQUAL score results showed that, the perception level was good at staff’s knowledge to answer; infrastructural facility and employee’s appearance. Perception gap needs to be improved at readiness to respond and willingness to help of staff attitude as well as customer waiting time needed to be minimized.

Table 1: Mean weighted SERVQUAL Score for each dimensions
table 1Impact of Queue on Customers-1

The graphical representation in Table 3.1 shows mean weighted SERVQUAL Score which worked as a benchmark in making decision Screening methods

Fig1Impact of Queue on Customers-2
Figure 1: Mean weighted SERVQUAL Score for each dimensions

Customers’ requirements weights have been calculated by taking mean weights against each dimension separately. Customers showed (Table 2) a high requirement on response time and helping attitude of service providers. They think that, service providers caring attitude minimizes their psychological pressure of being waiting. They don’t want to wait for unproductive time which minimizes their level of satisfaction.

Table 2: Weights given to customer requirements
table2Impact of Queue on Customers-3

The overall satisfaction level (Table 3) showed that, now a day’s retail firms improved their infrastructural layout or facility structure better than previous records. Necessary improvements were required at competency level of staffs and better management concerns were needed to minimize waiting time.

Table 3: Overall SERVQUAL Score
table3Impact of Queue on Customers-4
Figure 2: Overall SERVQUAL Score

According to our analyses of the service gaps or perception gaps aiming to improve service quality, the recommendation section outlines some ways to improve performance level on these dimensions.

In order to improve the perceived quality of the staff attitude and queue time minimization within the layout, a number of steps would needed to be implemented. With regards to the layout, the current setups of the layouts give sufficient number of service facility counters which is not in a sense to increase queue time. On the other hand, most of the counters remain closed due to lack of employee monitoring system. In order for business patrons to be assured of the competency of staff, they must display basic knowledge of the staffs they represent. Training should be conducted to a standard so that any employee could give customers guidance for general questions, such as to which floor or section of the shops specific products could be found. They should also keep an open and approachable counter, instead of commonly lingering further in the back of the office. Customers should have a pleasant encounter every time the services of the staff are required, and should leave with a feeling of confidence they have been attended to sincerely. This will only be achieved when not only staffs have the knowledge required to answer general questions, but also have the consideration to express it with courtesy.

Confidence would be generated only if companies are quick to serve. Undue delay is an important reason of losing confidence. Customers are the most wanted on the premises. Each employee from sub staff to Chairman existed in the company can play a vital role in this regard. The customer at no cost should go back unattended. The sense of care is a vital role in achieving customer satisfaction. An unattended or frustrated visit could bring discord and a feeling of disgust. There should not be any display of complacency and lack of sensitivity in the employees toward customers. The customers need to be served promptly, efficiently and effectively.

Queues are not linear with regard to changes in arrival rates or service times. Generally, when there is variability in arrivals of customers and/or in service times, the average length of the queue and the average waiting time both grow exponentially when the utilization of the servers approaches full utilization. Therefore such queuing systems should not be planned for full utilization of the servers because queues and waiting times become very long. We can also look at the length of the queue (and the waiting time) from a different perspective. Doubling the service capacity of a system that has long queues will not cut the queues by half, but rather almost eliminate them. For example, if a super shop has a single cash counter for customers and the average waiting time of customers for cash payment is 20 minutes, and the utilization of the receiving point is 90%, adding a second counter operating in parallel will almost eliminate the waiting times (and not cut them in half), but the utilization of the counters will drop to 45%. In a period of major change in the business environment, enhancing satisfaction is becoming increasingly important because satisfaction is recognized as a measure of quality. Knowledge of the use of queuing model to determine system parameters is of value to service providers who seek to attract, keep and provide quality service and product to customers in the ever-competitive “marketplace”.

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