服务质量测量servicequaliy

NewWaysofListeningtoLibraryUsers:NewToolsforMeasuringServiceQualityA.ParasuramanUniversityofMiamiWashington,DCNovember4,2005Defining,Assessing,andMeasuringServiceQuality:AConceptualOverview©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission2Multi-Phase,Multi-Sector,Multi-YearProgramofResearchtoAddresstheFollowingIssues

Howdocustomersperceiveandevaluateservicequality?Whataremanagers’perceptionsaboutservicequality?Dodiscrepanciesexistbetweentheperceptionsofcustomersandthoseofmanagers?Cancustomers’andmanagers’perceptionsbecombinedintoageneralmodelofservicequality?Howcanserviceorganizationsimprovecustomerserviceandachieveexcellence?©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission3DeterminantsofPerceivedServiceQualityExpectedServicePerceivedServiceServiceQualityGapPerceivedServiceQualityWordofMouthPersonalNeedsPastExperienceExternalCommunicationtoCustomers©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission4A“GAPS”MODELOFSERVICEQUALITYCustomers’ServiceExpectationsCUSTOMERSERVICEORGANIZATIONServiceQualityGapCustomers’ServicePerceptionsGAP5Organization’sUnderstandingofExpectationsOrganization’sServiceStandardsOrganization’sServicePerformanceOrganization’sCommunicationstoCustomersMarketInformationGapServicePerformanceGapInternalCommunicationGapServiceStandardsGapGAP1GAP2GAP3GAP4©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission5POTENTIALCAUSESOFINTERNALSERVICEGAPS[GAPS1-4]©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission6GAP1CustomerExpectationsKeyFactors:InsufficientmarketingresearchInadequateuseofmarketingresearchLackofinteractionbetweenmanagementandcustomersInsufficientcommunicationbetweencontactemployeesandmanagersManagementPerceptionsofCustomerExpectationsLackof“UpwardCommunication”©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission7GAP2KeyFactors:InadequatemanagementcommitmenttoservicequalityAbsenceofformalprocessforsettingservicequalitygoalsInadequatestandardizationoftasksPerceptionofinfeasibility--thatcustomerexpectationscannotbemetManagementPerceptionsofCustomerExpectationsServiceQualitySpecifications©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission8GAP3KeyFactors:LackofteamworkPooremployee-jobfitPoortechnology-jobfitLackofperceivedcontrol(contactpersonnel)Inappropriateevaluation/compensationsystemRoleconflictamongcontactemployeesRoleambiguityamongcontactemployeesServiceQualitySpecificationsServiceDelivery©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission9GAP4KeyFactors:InadequatecommunicationbetweensalespeopleandoperationsInadequatecommunicationbetweenadvertisingandoperationsDifferencesinpoliciesandproceduresacrossbranchesordepartmentsPufferyinadvertising&personalsellingServiceDeliveryExternalCommunicationstoCustomersLackof“HorizontalCommunication”©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission10SUGGESTIONSFORCLOSINGINTERNALSERVICEGAPS[GAPS1-4]©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission11SuggestionsforClosingtheMarketInformationGapConductsystematicmarketingresearchMakeseniormanagersinteractwithcustomersMakeseniormanagersoccasionallyperformcustomer-contactrolesEncourageupwardcommunicationfromcustomer-contactemployees©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission12SuggestionsforClosingtheServiceStandardsGapMakeablueprintoftheserviceandstandardizeasmanycomponentsofitaspossibleInstituteaformal,ongoingprocessforsettingservicespecificationsEliminate““perceptionofinfeasibility”onthepartofseniormanagersMakeatruecommitmenttoimprovingservicequality©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission13SuggestionsforClosingtheServicePerformanceGapInvestinongoingemployeetrainingSupportemployeeswithappropriatetechnologyandinformationsystemsGivecustomer-contactemployeessufficientflexibilityReduceroleconflictandroleambiguityamongcustomer-contactemployeesRecognizeandrewardemployeeswhodeliversuperiorservice©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission14SuggestionsforClosingtheInternalCommunicationGapFacilitateeffectivehorizontalcommunicationacrossfunctionalareas(e.g.,marketingandoperations)Haveconsistentcustomer-relatedpoliciesandproceduresacrossbranchesordepartmentsResistthetemptationtopromisemorethantheorganizationcandeliver©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission15ProcessModelforContinuousMeasurementandImprovementofServiceQualityDoyourcustomersperceiveyourofferingsasmeetingorexceedingtheirexpectations?Doyouhaveanaccurateunderstandingofcustomers’’expectations?Aretherespecificstandardsinplacetomeetcustomers’’expectations?Doyourofferingsmeetorexceedthestandards?Istheinformationcommunicatedtocustomersaboutyourofferingsaccurate?Continuetomonitorcustomers’’expectationsandperceptionsYESNOYESYESYESYESTakecorrectiveactionTakecorrectiveactionTakecorrectiveactionTakecorrectiveactionNONONONO©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission16SERVQUAL:Development,Refinement,andEmpiricalFindings©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission17DeterminantsofPerceivedServiceQualityDimensionsofServiceQuality1.Access2.Communication3.Competence4.Courtesy5.Credibility6.Reliability7.Responsiveness8.Security9.Tangibles10.Understanding/KnowingtheCustomerExpectedServicePerceivedServiceServiceQualityGapPerceivedServiceQualityWordofMouthPersonalNeedsPastExperienceExternalCommunicationtoCustomers©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission18CorrespondencebetweenSERVQUALDimensionsandOriginalTenDimensionsforEvaluatingServiceQualityOriginalTenDimensionsforEvaluatingServiceQualityTANGIBLESRELIABILITYRESPONSIVENESSCOMPETENCECOURTESYCREDIBILITYSECURITYACCESSCOMMUNICATIONUNDERSTANDING/KNOWINGTHECUSTOMERTANGIBLESRELIABILITYRESPONSIVENESSASSURANCEEMPATHYSERVQUALDimensions©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission19DefinitionsoftheSERVQUALDimensionsTangibles:Appearanceofphysicalfacilities,equipment,personnel,andcommunicationmaterials.Reliability:Abilitytoperformthepromisedservicedependablyandaccurately.Responsiveness:Willingnesstohelpcustomersandprovidepromptservice.Assurance:Knowledgeandcourtesyofemployeesandtheirabilitytoinspiretrustandconfidence.Empathy:Caring,individualizedattentionthefirmprovidesitscustomers.©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission20RelativeImportanceofServiceDimensionsWhenRespondentsAllocate100Points[Study1]TANGIBLES11%EMPATHY16%RELIABILITY32%ASSURANCE19%RESPONSIVENESS22%©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission21RelativeImportanceofServiceQualityDimensions[Study2]MeanNumberofPointsAllocatedoutof100Points379131823ComputerManufacturerAllCompaniesRetailChainAutoInsurerLifeInsurerReliabilityResponsivenessAssuranceEmpathyTangibles©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission221.000.00-1.00-2.00TangiblesReliabilityResponsive-nessAssuranceEmpathyMeanSERVQUALScoresbyServiceDimension[Study1]©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission23NatureofServiceExpectationsDesiredServiceZoneofToleranceAdequateServiceLevelCustomersBelieveCanandShouldBeDeliveredMinimumLevelCustomersAreWillingtoAccept©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission24MeasureofServiceAdequacy(MSA)MeasureofServiceSuperiority(MSS)==PerceivedServicePerceivedService--AdequateServiceDesiredServiceTheTwoLevelsofExpectationsImplyTwoCorrespondingMeasuresofGAP5:©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission25TWOAPPROACHESFORMEASURINGMSAANDMSSTwo-ColumnFormatQuestionnaireDirectmeasuresofMSAandMSSThree-ColumnFormatQuestionnaireDifference-scoremeasuresofMSAandMSS©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission26©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission27©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission28MeasurementError:PercentofRespondentsAnsweringIncorrectlyTypeofCompany©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission29MeanServiceQualityScores(CombinedAcrossAllCompanies)SERVQUALDimensions©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission30RevisedSERVQUALItemsReliability1.Providingservicesaspromised2.Dependabilityinhandlingcustomers'serviceproblems3.Performingservicesrightthefirsttime4.Providingservicesatthepromisedtime5.KeepingcustomersinformedaboutwhenserviceswillbeperformedResponsiveness6.Promptservicetocustomers7.Willingnesstohelpcustomers8.Readinesstorespondtocustomers'requestsAssurance9.Employeeswhoinstillconfidenceincustomers10.Makingcustomersfeelsafeintheirtransactions11.Employeeswhoareconsistentlycourteous12.EmployeeswhohavetheknowledgetoanswercustomerquestionsEmpathy13.Givingcustomersindividualattention14.Employeeswhodealwithcustomersinacaringfashion15.Havingthecustomer'sbestinterestatheart16.EmployeeswhounderstandtheneedsoftheircustomersTangibles17.Modernequipment18.Visuallyappealingfacilities19.Employeeswhohaveaneat,professionalappearance20.Visuallyappealingmaterialsassociatedwiththeservice21.Convenientbusinesshours©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission31ServiceQualityPerceptionsRelativetoZonesofTolerancebyDimensionComputerManufacturer0123456789ReliabilityResponsivenessAssuranceEmpathyTangiblesZoneofToleranceS.Q.Perception©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission32ServiceQualityPerceptionsRelativetoZonesofTolerancebyDimensionComputerManufacturer0123456789ReliabilityResponsivenessAssuranceEmpathyTangiblesZoneofToleranceS.Q.Perception©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission33ServiceQualityPerceptionsRelativetoZonesofTolerancebyDimensionOn-LineServices0123456789ReliabilityResponsivenessAssuranceEmpathyTangiblesZoneofToleranceS.Q.Perception6.87.07.0©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission34ServiceQualityPerceptionsRelativetoZonesofTolerancebyDimensionTech-SupportServices0123456789ReliabilityResponsivenessAssuranceEmpathyZoneofToleranceS.Q.Perception©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission35LIBQUAL+:AnAdaptationofSERVQUAL36©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission©AssociationofResearchLibraries,WashingtonDC(2003)MULTIPLEMETHODSOFLISTENINGTOCUSTOMERSTransactionalsurveys*MysteryshoppingNew,declining,andlost-customersurveysFocusgroupinterviewsCustomeradvisorypanelsServicereviewsCustomercomplaint,comment,andinquirycaptureTotalmarketsurveys*EmployeefieldreportingEmployeesurveysServiceoperatingdatacapture*ASERVQUAL-typeinstrumentismostsuitableforthesemethods©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission37TheRoleOfTechnologyInServiceDelivery:ElectronicServiceQuality(e-SQ)andTechnologyReadiness(TR)©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission38Technology’’sGrowingRoleinMarketingtoandServingCustomers:PyramidModelCompanyEmployeesCustomersTechnologyInternalMarketingInteractiveMarketingExternalMarketing©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission39OngoingResearchone-ServiceQuality:ConceptualFrameworkandPreliminaryFindings©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission40ResearchPhasesandQuestionsPHASE1:WhatisgoodserviceontheWeb?Whataretheunderlyingdimensionsofsuperiorelectronicservicequality(e-SQ?)Howcane-SQbeconceptualized?PHASE2:Howdothesedimensionscomparetothoseoftraditionalservicequality?Howcane-SQbemeasuredandtherebyassessed?©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission41Definitionofe-ServiceQuality(e-SQ)e-SQistheextenttowhichaWebsitefacilitatesefficientandeffectiveshopping,purchasinganddeliveryofproductsandservices©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission42Dimensionsofe-ServiceQualityfromFocusGroupsAccessEaseofNavigationEfficiencyCustomization/PersonalizationSecurity/PrivacyResponsivenessAssurance/TrustPriceKnowledgeSiteAestheticsReliabilityFlexibility©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission43ReliabilitySAMPLEATTRIBUTESSitedoesnotcrashAccuratebillingAccuracyoforderAccuracyofaccountinformationHavingitemsinstockTruthfulinformationMerchandisearrivesontimeDEFINITIONCorrecttechnicalfunctioningofthesiteandtheaccuracyofservicepromises,billingandproductinformation.©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission44EfficiencySAMPLEATTRIBUTESSiteiswellorganizedSiteissimpletouseSiteprovidesinformationinreasonablechunksSiteallowsmetoclickformoreinformationifIneeditDEFINITIONThesiteissimpletouse,structuredproperly,andrequiresaminimumofinformationtobeinputbythecustomer.©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission45Means-EndModelSPECIFIC/CONCRETEABSTRACTDimensionsHigher-levelAbstractionsPerceptualAttributesConcreteCues©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission46EaseofNavigationEasytoManeuverthroughSiteEasytoFindWhatINeedSpeedofCheckoutSearchEngineOne-clickOrderingTabStructuringSiteMapMeans-EndModelofe-ServiceQualityDimensionsHigher-LevelAbstractionsPerceptualAttributesConcreteCues©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission47Perceivede-ServiceQualitySecurity/PrivacyPriceKnowledgeAssurance/TrustResponsive-nessSiteAestheticsReliabilityFlexibilityEfficiencyEaseofNavigationPersonali-zationAccessDimensionsHigher-LevelAbstractionsPerceptualAttributesConcreteCues©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission48Means-EndModelofe-ServiceQualityPerceivedValuePerceivedConveniencePerceivedControlPerceivede-ServiceQualityPerceivedPriceDimensionsHigher-LevelAbstractionsPerceptualAttributesConcreteCuesBehaviorsPurchaseLoyaltyW.O.M©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission49CustomerWebsiteRequirementsPerceivede-SQPerceivedValuePurchase/RepurchaseManagement’sBeliefsaboutCustomerRequirementsDesignandOperationoftheWebsiteMarketingoftheWebsiteDesignGapInformationGapConceptualModelforUnderstandingandImprovinge-ServiceQualityCustomerCompanyCommunicationGapFulfillmentGapCustomerWebsiteExperiences50©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermissionDimensionsofe-SQCoreDimensions[E-S-QUAL]EfficiencyFulfillmentSystemAvailabilityPrivacyRecoveryDimensions[E-RecS-QUAL]ResponsivenessCompensationContactSource:Parasuraman,Zeithaml,andMalhotra,““E-S-QUAL:AMultiple-ItemScaleforAssessingElectronicServiceQuality,””JournalofServiceResearch,February2005.©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission51Definitionsofe-SQDimensionsE-S-QUALDimensionsEfficiency:Theeaseandspeedofaccessingandusingthesite.Fulfillment:Theextenttowhichthesite’spromisesaboutorderdeliveryanditemavailabilityarefulfilled.SystemAvailability:Thecorrecttechnicalfunctioningofthesite.Privacy:Thedegreetowhichthesiteissafeandprotectscustomerinformation.E-RecS-QUALDimensionsResponsiveness:Effectivehandlingofproblemsandreturnsthroughthesite.Compensation:Thedegreetowhichthesitecompensatescustomersforproblems.Contact:Theavailabilityofassistancethroughtelephoneandonlinerepresentatives.Source:Parasuraman,Zeithaml,andMalhotra,““E-S-QUAL:AMultiple-ItemScaleforAssessingElectronicServiceQuality,””JournalofServiceResearch,February2005.©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission52AnImportantImplicationofthePyramidModelAnorganization’’sabilitytousetechnologyeffectivelyinmarketingtoandservingcustomerscriticallydependsonthetechnologyreadinessofitscustomersandemployees©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission53WhatisTechnologyReadiness[TR]?TRrefersto““people’’spropensitytoembraceandusenewtechnologiesforaccomplishinggoalsinhomelifeandatwork”©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission54MultinationalResearchStudiesonTechnologyReadinessBeganin1997intheUSAandstillongoingBeingconductedincollaborationwithCharlesColby,President,RockbridgeAssociatesHavethusfarinvolvedseveralqualitativeandquantitativestudiesCompletedstudiesincludethree““NationalTechnologyReadinessSurveys””intheUSA[NTRS1999,2000,2001,2002and2004]NationalstudiesalsohavebeendoneorareunderwayinAustria,Chile,Germany,SingaporeandSweden©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission55KeyInsightsfromQualitativeResearchStudiesTRdoesn’’tjustrefertopossessingtechnicalskills;TRismuchmoreafunctionofpeople’’sbeliefsandfeelingsabouttechnologyPeople’’sbeliefscanbepositiveaboutsomeaspectsoftechnologybutnegativeaboutotheraspectsTherelativestrengthsoftheofpositiveandnegativebeliefsdetermineaperson’sreceptivitytotechnology©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission56ReceptivetoTechnologyNeutralResistanttoTechnologyTechnology-BeliefsContinuum57©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermissionLinkbetweenTechnologyBeliefsandTechnologyReadinessHighReceptivetoTechnologyNeutralResistanttoTechnologyLowMediumTechnologyReadinessTechnology-BeliefsContinuum©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission58QuantitativeSurveyMethodologyEachNTRSintheU.S.includedarandomsampleofadults:1000respondents1999&2000and500respondentsin2001,2002&2004Datacollectedviacomputer-assistedtelephoneinterviewingSurveyincludedquestionsabouttechnologybeliefs,demographics,psychographics,andtechnology-relatedbehaviorsandpreferences59©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermissionKeyInsightsfromQuantitativeResearchStudiesTRconsistsoffourfacetsordimensionsthatarefairlyindependentofoneanotherPeople’sratingsonasetofbeliefstatementsabouttechnologycanbecombinedtocreateareliableandvalidmeasureofTR--i.e.,a““TechnologyReadinessIndex”[TRI]TheTRIisagoodpredictorofpeople’stechnology-relatedbehaviorsandpreferencesAmeaningfultypologyofcustomerscanbecreatedbasedontheirTRscoresonthefourdimensions©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission60DriversofTechnologyReadinessTechnologyReadinessDiscomfortInsecurityInhibitorsContributorsInnovativenessOptimism©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission61DefinitionsoftheTRDriversOptimism:Positiveviewoftechnology;beliefthatitoffersincreasedcontrol,flexibilityandefficiencyInnovativeness:TendencytobeatechnologypioneerandthoughtleaderDiscomfort:PerceivedlackofcontrolovertechnologyandafeelingofbeingoverwhelmedbyitInsecurity:Distrustoftechnologyandskepticismaboutitsworkingproperly©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission62Optimism10itemsInnovativeness7itemsDiscomfort10itemsInsecurity9itemsTheTRI:A36-Item,4-DimensionalScaletoMeasureTR©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission63ExampleofOptimism:“Technologygivespeoplemorecontrolovertheirdailylives””%ofrespondentsagreeing:61%in199968%in200065%in200165%in200267%in2004ExampleofInnovativeness:“Youkeepupwiththelatesttechnologicaldevelopmentsinyourareasofinterest”%ofrespondentsagreeing:68%in199969%in200065%in200159%in200260%in2004CustomerBeliefsAboutTechnology©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’’spermission64ExampleofDiscomfort:“Itisembarrassingwhenyouhavetroublewithahigh-techgadgetwhilepeoplearewatching””%ofrespondentsagreeing:52%in199954%in200055%in200151%in200246%in2004ExampleofInsecurity:“Anybusinesstransactionyoudoelectronicallyshouldbeconfirmedlaterwithsomethinginwriting””%ofrespondentsagreeing:87%in199988%in200082%in200182%in200278%in2004CustomerBeliefsAboutTechnology©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission65OPT.TRIINS.DIS.INN.MeanTRScoresTRScoresbyDimensionandOverallTRI19992000200120042002©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission66LowTRHighTR%©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission67TRIScoresbyDemographics(NTRS2004)©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission68PredictedChangeinTRofAgeCohortsoverTimeTRAgeCohort1AgeCohort2AgeCohortNAgeCohortXAgeCohortYYear1-5AgeCohort1AgeCohort2AgeCohortNAgeCohortXAgeCohortYAgeCohort1AgeCohort2AgeCohortNAgeCohortXAgeCohortYAgeCohort1AgeCohort2AgeCohortNAgeCohortXAgeCohortYAgeCohort1AgeCohort2AgeCohortNAgeCohortXAgeCohortYAgeCohort1AgeCohort2AgeCohortNAgeCohortXAgeCohortYYear6-10Year11-15Year16-20Year21-25Year26-30TimeAgeRangeCoveredinTRSurveys©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission69FiveTR-BasedCustomerSegmentsOptimismInnovative-nessDiscomfortInsecurityExplorersHighHighLowLowPioneersHighHighHighHighSkepticsLowLowLowLowParanoidsHighLowHighHighLaggardsLowLowHighHigh©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission70%TypologyofTechnologyCustomers:PercentofPopulationinEachSegment19992000200120042002©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission71TRSegmentsandTechnologyAdoptionHighLowTechnologyReadinessTimeofAdoptionofNewTechnologiesExplorersPioneersSkepticsParanoidsLaggardsEarlyLate72©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermission73High-TechversusHigh-TouchCustomerServiceHighLowAppealofHigh-TechServiceChannelsAppealofHigh-TouchServiceChannelsExplorersPioneersSkepticsParanoidsLaggardsLowHigh74©A.Parasuraman,UniversityofMiami;nottobereproducedordisseminatedwithouttheauthor’spermissionInConclusion,toDeliverSuperiorServiceinLibraryEnvironments:Understandcustomers’’serviceexpectationsandhowwellthoseexpectationsarebeingmetWorksystematicallytoremoveorganizationalbarriersthatleadtopoorcustomerservice--offlineandonlineRecognizeandcapitalizeontheincreasingroleoftechnologyinservingcustomers,but…Becognizantofcustomers’’andemployees’’readinesstoembracetechnology-basedservicesRecognizethate-servicequalityasperceivedbycustomersinvolvesmuchmorethanhavingastate-of-the-artwebsitePutinplaceasolidbehind-the-scenesinfrastructure--informationsystems,logistics,andhumanresources--todeliverwhatawebsite’sfaçadepromises.Contin