服务营销5个gap

---- Analysis of D&M Salon

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Services Marketing

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Content

Introduction The Customer Gap

The customer expectati on of D&M The customer percepti on of D&M

Recomme ndatio ns to close the Customer gap The Provider Gaps

Gap 1: The Liste ning Gap

Gap 2: The Service Desig n and Stan dards Gap Gap 3: The Service Performa nee Gap Gap 4: The Communi cati on Gap Conclusion

Appendix 1: Gaps Model of Service Quality Appendix 2: Service Blueprint of Dream Magic

Introduction

The Dream Magic was founded in 2003, which is headquartered in the most prosperous district of Chongqing Road of Chan gch un, capital of Jili n Provin ce. Neat office en vir onment comprehe nsive man ageme nt system and man ageme nt con sulta ncy provide the effective bus in ess security and man ageme nt system .In 2006, Dream Magic set up its headquarters in and now has 28 of Direct cha in, which have 5 over thousa nds of square shop, 300 tech ni cal con sulta nts shop. D&M created a dream shear tech no logy which suit the Asia n, that has its own products factory. And it is the only one with its own orig inal haircut and hair sal on bus in ess brand. D&M brand is renowned in Asia.The Dream Magic Sal on Busin ess School stro ngly build the high-e nd tech no logy, their educati on team traveled around the coun try, and towards Asia.The Dream Magic aspiring to lead China most cutting-edge hair tech no logy, committi ng to be leader of local Chin ese sal on, and towards the world.

THE CUSTOMER GAP

The customer gapis the differe nee betwee n customer expectati ons and percepti ons.

The customer expectation of D&M

Expectati on for barbershop style:Popular leadership

Fashi on is the ideal style of young people. Now young people are more fashi on, and always psychologically think that entering a fashion shop will be able to create a stylish self. But the premise is to be professi on al, professi onal is able to impact con sumers.

First of all, the barber shop should to have a beautiful decorated to attract con sumers. Such as comfortable seats and the clea ning store.

Second, there must have the most popular tech no logy and equipme nt. Hair care shampoo and dazzli ng beauty sal on supplies that has the scie ntific and tech no logical content. Busin ess philosophy en tire new look. A variety of styles of perm match with more guests ' dema nd. The hot dye ing mach ines are more con siste nt and better.

Expectati on of staff service attitude:Service should be en thusiastic Service cordial and customer relations harmony. Service lack of planning, management and control, so that the customer is not satisfied with the biggest drawback is the stylist operation is random, without strictly regulate operation and feasibility, lack of sta ndardized man ageme nt, and relatively simple.The in dustry has not formed a set of their own widely applicable management guidanee theory yet. Practitioners dressed in workwear, turns station door to greet customers commuting punch card, every day, the man ager developed workflow. Shuttle etiquette, marketi ng skills, hairdress ing tech niq ues, com muni catio n skills, full service professi on alism. Required to establish a system of specialized service processes ,n eeds professi onal career professi onal trai ning.

Expectati on of shampo oing

Con sumers With that happy Barber.Also hop ing to receive the quality service, first con tact the shampo oing divisi on. Shampoo divisi on should have dece nt mann ers, superb shampo oing massage tech niq ues, good com muni catio n, and good look.

Expectati on of hairstylist:Attitude is everyth ing

Hairdressers can fully un dersta nd the hairdress ing n eeds of con sumers, to desig n the suitable hair cut of customer.

When hairdressers service customer, mostly blindly design hair, they don 'consider the accuracy and complexity of Ian guage expressi on. Beforeha nd hardly com muni cate with customers, easily after haircutt ing, there is differe nt from customeis 'equireme nts, leadi ng to customer dissatisfact ion.

Through chatted, shari ng the same topic with customers to feel each other's happ in ess and sad ness,be ing a sin cere liste ner or shari ng.The establishme nt of a pro-active com muni cati on, the search for ide ntity is also the con cept of services esse ntial content. Fin ally, i n the treatme nt of male and female customers, they should be treated equally, and in troduce some more tech no logies of male haircutti ng.Emphasis on the the overall shape of the professi onal male and female and the stress effect, with the ability of desig n and deployme nt of a variety of hair cosmetics and cloth ing.

Expectati on of time:fast service

Barber shop can reas on ably arrange the time for con sumers and hairdressers, so that con sumers will not wait for a long time and emerge dissatisfied emoti on al, thereby generating emotions of dissatisfaction. Through the TV or magazines to kill time, stude nts gen erally prefer to play the mobile pho ne and read magaz ines, which is also in line with current college students psychological. Students have higher acceptati on degree of magaz in es. And the phone is the in dispe nsable daily n ecessities in ordinary times. There is also very necessary that barber shop can take more prepared to magaz in es. And con diti on ally barber shop also can be prepared TV. Chance of watching TV in the campus is not high, so it is a key point to attract stude nts' con sumpti on.

Expectati on of price

The vast majority of people thi nk that the most reas on able prices is range from10 to 15 yua n. There are few people who thi nk it is range from 15 to 25. Obviously, most people still prefer the the low prices.

As to the price of dye marcel, according to the marketing research,there are more than 95.8% customers prefer the range from 50 to 200, and less tha n 4.2% people can accept the price more tha n 200.

Expectati on of man ageme nt and service

The sal on should establish the appropriate membership man ageme nt system. Product quality is safe and healthy, comply with the requirements of the quality man ageme nt departme nt. I n order to reduce costs, some stores choose the low price or fake hair supplies, it is a short-sighted behavior, also is the reas ons why customers are fewer and fewer. The most well-known and reputable shop choose high-grade authe ntic quality hair care products, just like L'Oreal, Vidal Sasso on and Wella.

Have a convenient locati on where close to the con sumer groups and convenient

tran sportati on.

The customer perception of D&M

Perception of D&M s style

Con sumers can not un dersta nd the most fashi on able hairstyle, and ofte n worry about for theirselves cannot keep up with fashi on. D&M good at doing female haircut, but the tech no logy of male haircutt ing is gen eral. It heard that a hair stylist hair damage a man s hair cutting in Gui Ln Road.

Perceptio n of staff service attitude

The friendly service is the key factor of Dream Magic success.Customersnto the store until outing, the staff of the different departments have done a warm and thoughtful service.

In Dream Magic, all hairdressers are strongly concerned, the psychological preparation of customer reception, 3S Service, that is to say the SMILE (smile), SPEED (quickly), SINCERITY (ho nest), which are related to services cultivatio n.

Perceptio n of hairstylist

Barber haircut proactively chat with customers, in clud ing ask the customers n eeds and views, direct ion of improveme nt of their hair sal on, and discuss ing on customers ' favorite topic.

Perceptio n of time

But Dream Magic doing the worst thi ng is a matter of time. They cannot reas on ably arrange the time for con sumers and hairdressers,so that con sumers wait for a long time and emerge dissatisfied emoti on al, thereby gen erati ng emoti ons of dissatisfact ion. Sometimes eve n make an appo in tme nt can you have hair cutt ing.

Perceptio n of price

In general, the D&M price is slightly expensive. But as long as they apply for a membership card, the price is more cost-effective tha n others. Therefore many D&M customers applied for a membership card, D&M reserves a number of loyal

'specific

customers.

Recommendations to close the Customer gap

First of all, the employees of D&M should take professi onal trai ning, greatly improve their vocati onal skills, work in accorda nee with the process, and con sta ntly update and en sure the quality of their services.

Secon dly, they should enhance the popularizatio n of kno wledge and educati on of staff. Let them publicize and expa nd the visibility and in flue nee of D&M sal on in a positive and effective manner.

Fin ally, they should take in-depth excha nges with customers to fully un dersta nd the needs and expectations of consumers. In order to provide them with the relative pers on alized service, they should achieve the requireme nts of the customer.

THE PROIVER GAPS

To close the all-important customer gap, the gaps model suggests that four other gaps— the provider gaps— n eed to be closed. These gaps in clude: The Liste ning Gap, The Service Design and Standards Gap, The Service Performanee Gap, The Communi catio n Gap.

Gap 1: The Listening Gap

The listening gap is the differenee between customer expectations of service and compa ny un dersta nding of those expectati ons.

Analysis of customer expectations and company understanding of expectations The gap betwee n customer expectati ons and service orga ni zatio ns before we assess the quality of service of the Dream Magic, we first analyze Dream Magic un dersta nding of the expectati ons of the customer service. First, we an alyze un der which the gap betwee n the two.

In gen eral, many people received the survey about Dream Magic.But gen erally such a

case, the customer accepts hairdressing service, Dream Magic staff will distribute customer questio nn aires, this questi onn aire are gen erally solicit suggesti ons for improveme nt of services to the customer, and the satisfacti on of their services.This research clearly has a problem.First of all after customer just accept hairdressing services, the customer can not be correct and objective evaluation of its services received, they may rely on impulse and evaluatio n without serious thought. There is, this research can get the in formatio n to improve services is limited.First, it asked for the quality of service rarely, the main questi on is about a barber's attitude as well as craft, not for the en tire service process followed is that it can not carry a larger amount of information. The customers do not want to spend more time to fill out the questi onn aire.

Dream magic in the com muni cati on aspects of the employees and man ageme nt have done is not good.Fr on tl ine employees know the new n eeds of the customer, they rarely report to their superiors, because they feel that this kind of thing is not worth bothering their boss. This has resulted in the the management of the customer un dersta nd the existe nee of bli nd spots .In additi on, the customer has a compla in t, it is difficult to find man agers because man agers are usually not in the shop .In additi on, the fron t-li ne employees will not be so easily allow customers to con tact managers.This lead to more difficult to understand the real expectations of the customer to hairdress ing man agers.

Dream Magic in customer relati on ship maintenance done is not good.The Dream Magic frontline service personnel always like the customer which is recommended they are not like or not really n eed the services. The Dream Magic feel deliberately play customer idea, but not really for the customer service. But in the payme nt of the customer, the end of their service. Whe n the hair sal on to a new customer, they tend to like to go to a good receptio n of new customers while put old customers aside. Service recovery, Dream Magic done is satisfactory in gen eral. But also a little less reas on able place. For example, sometimes the service isnot in accorda nee with the requireme nts of the customer haircut, whe n this error has caused. Though this haircut is free and what is the significance?After all, this is not appropriate behavior destroyed the image of the customer!

Recommendations to close the Listening gap

For these problems」have a few suggestions to Dream Magic to bridge the gap betwee n these services:

the service pers onnel in the research, they do not in customers an end sal on hair questio nn aires, but can register to the customer's phone nu mber, and statistics of those most loyal customers.This favor after a return visit, as more realistic idea of the customer.

Dream Magic should be set up in each branch of a liaison with headquarters man ageme nt. I n this

way, the coord in ators can always know the service expectati ons of new customers to the store sal on

Dream Magic should also pay attention to keep old customers while actively developing new customers.DreamMagic can give gifts for old customers on a regular basis, such as in the importa nt holiday gifts to old customers.

Dream magic in service recovery have their own norms, not just their own subjective. Have their own provisi ons. Such customer more trusts.whe n problems arise, they can be the basis for customer con sultati on remedies.

Gap 2: The Service Design and Standards Gap

The service desig n and sta ndards gaps betwee n customer-drive n service desig ns and sta ndards and man ageme nt percepti ons of customer expectati ons.

Analysis ofservice delivery and service provider ' s external communications

When customers en ter Dream Magic Hair sal on, they expect to gain special service compared to other hair sal on. But Dream Magic is failure.

Customers want a kind of their favorite hair style, but sometimes the Dream Magic can' t do it accurately, which leads to the customers

' unsatisfied. They think the hair

shop is the same as other shop, and the price is more expa nsive tha n other shop. The most basic reas on of the phe nomenon is the poor service desig n of the Dream Magic.

It may have not systematic new service developme nt process, and the hair style is the previous service sta ndards, which can nos atisfy the customers

' in creas in gly dema nds.

' dema nd

So the Dream Magic n eed to create some new hair style to meet customers

and that is inno vati on. The sec ond reas on is the hair shop is failure to connect service

design to service positioning. The Dream Magic is relatively high position in Changchun, but the hair styles that they design have not differences with other com mon hair shop. In order to solve the problem, Dream Magic should raise their service quality to connect the service desig n to service positi oning. The last reas on could be the service desig n is vague and un defi ned, and whe n customers want to have a hairdressing , they don ' t have a clear design standard. So The Dream Magic must desig n a perfect service sta ndard before they service the customers.

In hair sal on, customers usually feel that the hairdressers don ' t desig n their hair s

according to the standards that the customers expect. That is the absenee of customer-drive n sta ndards. The reas on sthat lead to the phe nomenon is diversified.

The first reason is lack of customer-driven service standards. That means the hair sal on don' d esig n the service form accordi ng to the customers sta ndards,a nd that means they thi nk the customers ' opi nio n are fault. The sec ond reasoerice of

process man ageme nt to focus on customer requireme nts, and that contains many aspects. When the employees wash hair for customers, they ofte n talk someth ing with their customers, and the hairdressers will recomme nd the products in the hair sal on. In fact those behaviors sometimes make the customers feel tired. So the employees and managers must observe the customers fesponses,if they are not positive to their in troducti on, they should not continue to recomme nd their products. The next reas on may be abse nee of formal process for sett ing service quality goals. Because service is intan gible, they are difficult to describe and com muni cate. This difficulty becomes especially evide nt whe n new services are being developed. It is critical that all people invoIved (managers, frontline employees, and behind-the-scenessupport staff) be work ing with the same con cepts of the new service, based on customer n eeds and expectations. For a service that already exists, any attempt to improve it will also suffer uni ess every one has the same visi on of the service and associated issues. One of the most importa nt ways to avoid the Service Desig n and Stan dard Gap is to clearly desig n services without oversimplificati on, in complete ness, subjectivity, and bias. To do so, tools are n eeded to en sure that new and existi ng services are developed and improved in as careful a manner as possible.

Recommendations to close the Service Design and Standards gap

Normally, the hair sal on has a problem of in appropriate physical evide nee and service scape. The service scap—the physical facility—is critical in any in dustries in term of com muni cati on about the service and making the en tire experie nee pleasurable, and the service scape plays a variety of roles, from serv ing as a visual metaphor of what the company stands for to actually facilitating the activities of both customers and employees. Customers can judge that if a hair sal on is high-level from its decorati on, and the decoration of a high」evel shop must be satisfied, otherwise it can or. ' t be seni For example, the floor board must be clea n n ormally, or the customers will thi nk the shop is dirty, and the environment is not elegant. The toilet should be also clean, which can give customers a better feel. Short time elega nt en vir onment is easy, but maintain a good en vir onment continu ously is difficult. A hair sal on should always mai nta in and update the service scape and have a good Impressi on on customers.

There is a very importa nt point, that is service scape desig n must meet customers and employees n eeds. A successful hair sal on must gai n employees satisfy in the first place, if the employees don ' t satisfy to the hair sal on or man ageme nts, the hair sal on won' t be successful. So any companies should design a good standard to meet their customers needs. Only do this, the customers will be faithful to the companies.

Because the employeesare the most directed people that delivery the service to the customers, and s

a

their service quality will decide the degree of the customers ' So the satisfy of the employees is also very importa nt. Gap 3: The Service Performance Gap

The service performanee gap is the discrepancy between development of customer-driven service standards and actual service performanee by company employees.

Analysis of customer-driven service standards and actual service performance

Even when guidelines exist for performing services well and treating customers correctly, high-quality service performanee is not a certainty. Standards must be backed by appropriate resources(people, systems, and tech no logy) and also must be en forced to be effective.

Dream magic does bad in narrowing the performanee gap.Some bad things may happe n in the store, the customers may be un satisfied with the store whe n encoun ter those thi ngs:

Let the customer wait ing two and more hours

As for lack of facilities, after cutt ing the hair, it also cost a lot of time to make the hair style

The time to make the hair style may over the customers The customer dissatisfied with the hair product The customer is disgusted with the hairstylist to buy their cards or buy the hair products

The customer not satisfied with the hair style, it not the same with what they just told the hairstylist

The skilled hairstylist make hair style again for the unsatisfied customer, but it no better tha n the first one

' s

' behavior which persuade customer

' toleratio n

Recommendations to close the Service Performance gap

To reduces the performa nee gap, I th ink Dream magic can take the followi ng measures:

In the recruitme nt, Dream magic should pay more atte nti on to quality, and try to choose high quality, good mann ers, good image clerk, and at the same time, pay atte nti on to educati on and qualificati on certificate, etc

Dream magic can train the clerk 'tech no logy, etiquette, product kno wledge, improve the clerk ' s overall quality and tech no logy level

Dream magic ought to change the incentive system,the clerk ' performanee

assessment should connected to the customer's satisfaction to the whole experie nee Dream magic should purchase eno ugh facilities to smooth peaks and valleys of dema nd

Dream magic can en courage their clerks to com muni cate with the customers to know in formatio n about the hair style the customer want expect

Dream magic can empowerme nt their clerks properly to make the customer more satisfied Gap 4: The Communication Gap

The com muni cati on gapillustrates the differe nee betwee n service delivery and service provider ' s exter nal com muni catio ns.

Analysis ofservice delivery and service provider ' s external communications

Promises made by a service compa ny through its media advertis ing, sales force, and other com

muni cati ons may pote ntially raise customer expectati ons, the sta ndards aga inst which customers assess service quality. The discrepa ncy betwee n actual and promised service therefore can wide n the customer gap.

There still exists some com muni catio n gap among Dream magic that it should try to do better. The Dream magic does bad in the followi ng part.

Because of the low salary level, most service pers onnel of the Dream magic are just temporary workers here. For example, last time we felt one service pers onnel did a good job, the n ext time, he might have already left. This may make existed customer feel a little disappo in ted.

Marketi ng com muni cati on activities of the Dream magic does have some standards. However most staff could not finish the work according to these sta ndards such as shampoo time. Store pers onnel are usually not strictly to do so, especially whe n there are many people wait ing to have a haircut.

Over promis ing in advertis ing. the advertis ing of the Dream magic -- Chan gch un sal on cha in in dustry leader, has a professi onal R & D team, orig inal and unique tech no logy, active and in depe ndent research and developme nt to create the perfect hairstyle for Asian skin and face. But in fact the shop service personnel quality is un eve n, which cannot provide excelle nt service at prese nt.

In order to persuade customers to buy their hair products, some service pers onnel of the Dream magic exaggerate product ' function and promise related suppleme ntary servicesat the same time. However, whe n customer comes n ext time, thi ngs get differe nt.

The price of group purchase is totally different from directly to the store to receive the service. Group purchase ticket cannot be used only at the festival.

Customer enjoy the same service while have a big price differe nee, which may make some customers feel disc onten ted.

Recommendations to close he Communication gap

Accord ing to the quality of service gap model, we know compa ny must man age all com muni cati ons to customers so that in flated promises do not lead to higher expectati ons. So in order to reduce the performa nee gap, the Dream magic can take the followi ng measures:

Services staff attitudes and behaviors will form service corporate image. In sal ons such special in dustries, service staff will directly face the customer, their frie ndly and gen tle attitude will improve customer satisfacti on and loyalty. This requires the Dream magic to reduce employee turnover and improve staff

' s satisfaction.

The same service pers onnel will con vey the same in formatio n to the customer to stre ngthe n com muni catio n. Besides, they can establish close con tact with existed customers. It can help reduce the cost of the Dream magic.

The Dream magic should formulate reas on able sta ndards. For differe nt grades, it will charge different. In this way, the Dream magic cannot only obtain the maximum profits, but also gives customers more choices.

The Dream magic should train the service pers onnel regularly to en sure service pers onnel match word to deed.

The positi oning of the dream magic barber shop cha in is in the high-e nd. so the actual decorati on style and service en vir onment should match the dream magic positi oning. The Dream magic should stre ngthe n service man ageme nt and recruit qualified service pers onn el. Training the staff regularly to gain a basic adva ntage to provide un ified services. The Dream magic should strengthen price management, especially group purchase. It can take advantage of this form to make effective triage. Group purchase ticket can only be used in the morning and it also required to make an appo in tme nt.

The Dream magic can carry out service con cept like \"the customer is God\always right\" to establish a good service culture.

Conclusion

Through an alyz ing the gaps model of service quality, we can con clude that there are many serious problems in D&M. So it is high time that D&M should take n measures to clos ing the gaps, to create a better service.

Appendix 1: Gaps Model of Service Quality

CUSTOMER

COMPANY Gap 1

Customer

Gap

Gap 3

Gap 2

Expected Service

Lt 1 Perceived Service L | Service Delivery External Communications Gap 4 to Customers Customer-Drive n Service Desig ns and Standards

Company Perceptions of Gaps Model of Con sumer Expectatio ns

Service Quality