The concept of Gap Analysis is a strategic analysis of discrepancies between the company goal and the actually realized successes. To exhaust all the resources and possibilities to their full potential is the key to becoming the strongest business on the market. Our PowerPoint Template helps you to carry out a gap analysis step-by-step with appealing graphics: http://www.presentationload.com/gap-analysis-powerpoint-template.html Gap analysis is not a one-time system, but a continuous process that is needed to improve a company's lasting success. An important part of this concept is an approach known as the Servqual model. It is used to improve the service quality of a company by focusing on eliminating discrepancies (gaps) between target and actual values of customer recognition.

1. PREMIUM POWERPOINT SLIDES
Gap Analysis

2. GAP ANALYSIS
POWERPOINT TEMPLATE

3. DEFINITION
Gap Analysis
The gap analysis is
used to identify
strategic and
operational gaps in
performance.
"What are we doing
today and how will this
lead us to our next
goal?"
It analyses the gap
between the current
capabilities of a
company and its future
development.

4. DEFINITION
Gap Analysis
Product/ marketmatrix
Strategic management
Gap
Addedvalue
Portfolioanalysis
GapAnalysis
is a standard tool in
strategic planning
(target/ actual comparison)

5. WHAT SHOULD
WE DO TO
ACHIEVE THIS?
BASICS
The Basic Process of Gap Analysis
PRESENT STATE
Where are we at the moment?
GAP ANALYSIS
How do we do this?
Desired State
What do we want to achieve?

6. BASICS
Graphical Representation of the Gap Analysis – #2
Strategic objective (desired
profit)
Expected gross target (profit)
while increasing performance
Expected gross target (profit)
while maintaining the same core
business
PlanningPeriod
STRATEGIC GAP
OPERATIONAL GAP
REVENUE
TIME

7. PERFORMANCEGAP
a part of the operational gap can be bridged
by a realistic view of all rationalization
potential is subjected to an analysis of
generated income by revenue
COMPETITIVE GAP
a part of the operational gap is bridged by
exhausting every resource (beyond the
rationalization potential)
OPERATIONAL
GAPS
OPERATIONAL
GAPS
BASICS
Performance gap and competitive gap

8. GAPForecast/ Objective
BASICS
Revenue Development
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Forecast
Objective
OBJECTIVE
10,000,000€
5,000,000€
15,000,000€
20,000,000€
25,000,000€
Studying the difference between planned and forecast revenue:REVENUE
TIME

9. Answer
NO
Answer
N/A
Answer
YES
Provide
evidence
No action required
(You must be
able to explain
why this question
is not applicable).
ANSWER TOEVERY GAP ANALYSISQUESTION (IS THERE A GAP?)
Remedial
action should
be taken
PROCEDURE
Course of Action

10. PROCEDURE
Gap Analysis Strategic Planning
STEP 1 STEP 6STEP 2 STEP 3 STEP 4 STEP 5
Target value
determination
Designate the
gap
Plan actions to bridge the
operational and strategic gap
Implement
actions
Develop ideas to bridge the
operational and strategic gap
Determine and
extrapolate current
value

11. ISOLATE
Trends
MONITOR
Triggers
IDENTIFY
Potential Gaps
TRACK
Known Gaps
EXECUTE
Actions
List the key trends
which affect the
market.
Triggers aren‘t
gaps but are
events, activities,
announcements,
etc. that could
reveal future
gaps.
Potential gaps do
not meet the full
criteria to be
classified as
known gaps.
Start with the
known gaps.
Known gaps are
those for which
there is general
consensus about
their identity and
importance.
Designate actions
for all corporate
areas.
PROCEDURE
5 Steps of Correct Procedure

12. SERVQUAL MODEL
The Five Gaps
The greater gaps 1, 2, 3 and 4 are, the greater gap 5 is.
GAP 5
Discrepancy between customer expectations and their
perceptions of managementGAP 1
Discrepancy between the perception of the customer
expectations of management and its implementation of
service quality specifications
GAP 2
Discrepancy between the service quality specifications and
actual performanceGAP 3
Discrepancy between the service and the communication
directed to the customer about said serviceGAP 4
DISCREPANCY
BETWEEN
CUSTOMER
EXPECTATION AND
PERCEPTION =
PERCEIVED
SERVICE QUALITY

13. SERVQUAL MODEL
Further Representations
PROMISED
SERVICE
PERSPECTIVES OF
SERVICE PROVIDER
EXPECTATIONS OF
SERVICE PROVIDER
PROVIDED
SERVICE
STANDARDS FOR
SERVICE QUALITY3
5
MANAGEMENT
PERFORMANCE
1
4
2
Customer
MANAGEMENT
CRITERIA

14.  how much the
promised
performance was
actually delivered
 staff
qualifications
 clear
communication
skills
 are the customer
needs or
requirements
being met?
 how are they
being addressed?
 proposed
solutions
 staff appearance
 facilities
 employee
reactions in
various situations
 Especially when
delivering the
service
CUSTOMERS MEASURE THE SERVICE QUALITY OF A COMPANY BASED ON THE FOLLOWING CRITERIA:
SERVQUAL MODEL
Implementation – the 5 Dimensions of Servqual Model
RELIABILITY EMPATHYASSURANCE TANGIBLES RESPONSIVENESS

15. Parking, appearance, website
Reaction time, reachable by phone, waiting time
Addressing someone by name, clarity, active
conversational skills
Correct data entry, proper statements, answer
inquiries on time
HOWHIGHIS YOURSKILLLEVEL?
Individual consultation, answering inquires
completely
WHAT ISTHE QUALITYOF YOURENVIRONMENT?
HOWHIGHORLOWIS YOURACTIVITYLEVEL?
HOWHIGHORLOW IS YOURRELIABILITY?
HOWGOODARE YOURCOMMUNCATION SKILLS?
SERVQUAL MODEL
Implementation – Tips for Analyzing Your Service Quality

16. SERVQUAL MODEL
Implementation – Sample Customer Questionaire
My contact representative is courteous.
My contact representative is trustworthy.
My contact representative is friendly.
My contact representative is polite.
My contact representative is always reachable by phone.
My contact representative handles my inquires promptly.
It is no problem to set up last minute appointments with my contact representative.
My contact representative knows the product very well.
My contact representative knows how to meet my requirements.

17. SERVQUAL MODEL
How Can This Data be Obtained and Used?
Assess the service quality from the
customer‘s point of view.
How Can This Data be Obtained and Used?
Track customer expectations, ideas and
discrepancies.
Compare the expectations and perceptions
of different target groups.
Compare resulting data with those of
competitors.

18. IMPLEMENTATION
Required Actions
BRIDGETHE GAPBETWEEN THE FIRST TWO STEPS TO EASILYDETERMINE APPROPRIATEACTIONS.
TARGET CURRENT POSITION RECOMMENDED ACTIONS
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
This is a placeholder text. This text can be
replaced with your own text
… … …
… … …
03.05
04.08
04.08

19. Click here to visit www.PresentationLoad.com
DOWNLOAD POWERPOINT SLIDES