IE-49 - YMCA University of Science & Technology, Faridabad
IE-49 - YMCA University of Science & Technology, Faridabad
IE-49 - YMCA University of Science & Technology, Faridabad
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Proceedings <strong>of</strong> the National Conference on<br />
Trends and Advances in Mechanical Engineering,<br />
<strong>YMCA</strong> <strong>University</strong> <strong>of</strong> <strong>Science</strong> & <strong>Technology</strong>, <strong>Faridabad</strong>, Haryana, Oct 19-20, 2012<br />
Figure -1 Classification <strong>of</strong> service quality literature<br />
Organization service quality<br />
Within the last few years researcher and practitioners have increasingly focused their attention on customer<br />
service and how to improve the quality <strong>of</strong> external service, encounters between the contact employee and<br />
external customer. Bitner et al., 1990 was interested in the physical surrounding that improve service<br />
encounters, while Parasuraman et al. (1985, 1988, 1991) focused on minimization <strong>of</strong> organization gaps that<br />
effect customer satisfaction. When service quality levels are high, benefits are found to include greater<br />
pr<strong>of</strong>itability, cost saving and increased market share (Thompron et al., 1985). Davis (1992) asserted that sound<br />
service quality strategy results in cost saving and financial gain over the long term.<br />
The importance <strong>of</strong> the internal environment and an employee role in delivering product and service quality to<br />
external customers, however in a relatively new idea Heskett et al. (1994) asserted importance <strong>of</strong> internal service<br />
quality to overall customer satisfaction by examining what they termed the “service – pr<strong>of</strong>it chain”. Based on<br />
extensive care studies, they suggested that pr<strong>of</strong>it and growth resulted from customer loyalty, which is an<br />
outcome <strong>of</strong> customer satisfaction service encounters play a vital role in external customer satisfaction and thus to<br />
the firm’s overall success. Negal and Cilliers (1990) defined the internal customer as anyone who receives<br />
product or services by others in the organization. For measuring service quality in the manufacturing side<br />
researchers preferred to explored quality management practices and their implications.<br />
Distributor service quality<br />
Rapid global changes in the environments <strong>of</strong> industrial markets make distributor commitment more important to<br />
suppliers and in some ways more difficult to achieve (Goodman and Dion, 2001). Ma and Deng (2002) also<br />
advocated that the distribution part plays a crucial role in the management <strong>of</strong> a supply chain, so particularly<br />
separated it from general supply chain and defined it as distribution chain.<br />
Erengue et al. (1999) advocated for integrated production/distribution planning for effective supply chain<br />
functioning. Numerous researchers advocated for manufacturer distributor partnership and alliances. Li and Lee<br />
(1994) find that in competition between two equal firms, the one furnishing better service enjoys a larger<br />
market share and a price premium. A higher-quality service is thus presumed to lead to greater sales revenue.<br />
Consumers expect the whole package, which include distribution service (availability <strong>of</strong> stock, reliable delivery),<br />
Kumar and Sharma (1992).<br />
Retailer service quality<br />
Technical service quality is an important contributor to product quality and value perceptions. Sales person’s<br />
knowledge has a significant effect on perception <strong>of</strong> product quality and the value attached to a specific product.<br />
Sweeney et al (1997) discussed that service quality at the point <strong>of</strong> purchase influences consumer’s perceptions <strong>of</strong><br />
value and willingness to buy. A good service first time and every time built up the confidence <strong>of</strong> customer in the<br />
firm specially retailer firm.<br />
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