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Communication and Control Processes in the Delivery of Service Quality Author(s): Valarie A. Zeithaml, Leonard L. Berry and A. Parasuraman Source: Journal of Marketing, Vol. 52, No. 2 (Apr., 1988), pp. 35-48 Published by: American Marketing Association Stable URL: http://www.jstor.org/stable/1251263 Accessed: 18-05-2017 23:45 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/1251263?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected] Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://about.jstor.org/terms American Marketing Association is collaborating with JSTOR to digitize, preserve and extend access to Journal of Marketing This content downloaded from 130.212.184.84 on Thu, 18 May 2017 23:45:28 UTC All use subject to http://about.jstor.org/terms Valarie A. Zeithaml, Leonard L. Berry, & A. Parasuraman Communication and Control Processes in the Delivery of Service Quality Delivering consistently good service quality is difficult but profitable for service organizations. Under- standing why it is so difficult and how it might be facilitated is the purpose of the article. The authors' intent is to identify a reasonably exhaustive set of factors potentially affecting the magnitude and direc- tion of four gaps on the marketer's side of their service quality model. Most factors involve (1) com- munication and control processes implemented in service organizations to manage employees and (2) consequences of these processes, such as role clarity and role conflict of contact personnel. Literature from the marketing and organizational behavior fields on these topics is reviewed and integrated with qualitative data from an exploratory study. Discussion centers on insights that can be obtained from empirical testing of the extended model. THE delivery of quality in goods and services has become a marketing priority of the 1980s (Leon- ard and Sasser 1982; Rabin 1983). Though marketers of tangible goods have defined and measured quality with increasing levels of precision (Crosby 1979; Gar- vin 1983), marketers of services experience difficulty in understanding and controlling quality. Because ser- vices are performances rather than objects, precise manufacturing specifications for uniform quality rarely can be established and enforced by the firm. Quality in services is not engineered at the manufacturing plant, then delivered intact to the consumer. Most services cannot be counted, measured, inventoried,.
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Communication and Control Processes in the Delivery of Service Quality Author(s): Valarie A. Zeithaml, Leonard L. Berry and A. Parasuraman Source: Journal of Marketing, Vol. 52, No. 2 (Apr., 1988), pp. 35-48 Published by: American Marketing Association Stable URL: http://www.jstor.org/stable/1251263 Accessed: 18-05-2017 23:45 UTC REFERENCES Linked references are available on JSTOR for this article: http://www.jstor.org/stable/1251263?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected] Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://about.jstor.org/terms American Marketing Association is collaborating with JSTOR to digitize, preserve and extend access to Journal of Marketing This content downloaded from 130.212.184.84 on Thu, 18 May 2017 23:45:28 UTC All use subject to http://about.jstor.org/terms Valarie A. Zeithaml, Leonard L. Berry, & A. Parasuraman Communication and Control Processes in the Delivery of Service Quality Delivering consistently good service quality is difficult but profitable for service organizations. Under- standing why it is so difficult and how it might be facilitated is the purpose of the article. The authors' intent is to identify a reasonably exhaustive set of factors potentially affecting the magnitude and direc- tion of four gaps on the marketer's side of their service quality model. Most factors involve (1) com- munication and control processes implemented in service organizations to manage employees and (2) consequences of these processes, such as role clarity and role conflict of contact personnel. Literature from the marketing and organizational behavior fields on these topics is reviewed and integrated with qualitative data from an exploratory study. Discussion centers on insights that can be obtained from empirical testing of the extended model. THE delivery of quality in goods and services has become a marketing priority of the 1980s (Leon- ard and Sasser 1982; Rabin 1983). Though marketers of tangible goods have defined and measured quality with increasing levels of precision (Crosby 1979; Gar- vin 1983), marketers of services experience difficulty in understanding and controlling quality. Because ser- vices are performances rather than objects, precise manufacturing specifications for uniform quality rarely can be established and enforced by the firm. Quality in services is not engineered at the manufacturing plant, then delivered intact to the consumer. Most services cannot be counted, measured, inventoried,.
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This slide will show how to set domains for a field in odoo 17. Domain is mainly used to select records from the models. It is possible to limit the number of records shown in the field by applying domain to a field, i.e. add some conditions for selecting limited records.
How to Give a Domain for a Field in Odoo 17
How to Give a Domain for a Field in Odoo 17
Celine George
While single melodic lines are simpler and more straightforward, they still allow for creativity and emotional expression. Meanwhile, the simultaneous occurrence of multiple melodic lines can create a more intricate and complex musical structure that challenges the listener's ear and engages their attention.
Single or Multiple melodic lines structure
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TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
TỔNG ÔN TẬP THI VÀO LỚP 10 MÔN TIẾNG ANH NĂM HỌC 2023 - 2024 CÓ ĐÁP ÁN (NGỮ Â...
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On National Teacher Day, meet the 2024-25 Kenan Fellows
On National Teacher Day, meet the 2024-25 Kenan Fellows
How to Give a Domain for a Field in Odoo 17
How to Give a Domain for a Field in Odoo 17
Single or Multiple melodic lines structure
Single or Multiple melodic lines structure
Jamworks pilot and AI at Jisc (20/03/2024)
Jamworks pilot and AI at Jisc (20/03/2024)
ICT role in 21st century education and it's challenges.
ICT role in 21st century education and it's challenges.
Servicescapes
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Servicescapes How physical
surroundings can influence the behaviors of both customers and employees By Justin Finlinson Section III
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(Bitner, 1992)
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Source : M.
J. Bitner, “Servicescapes: The Impact of Physical Surroundings on Customers and Employees,” Journal of Marketing 56 (April 1992), 57–71.
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