gap model

Available online at www.ilshs.pl

International Letters of Social and Humanistic Sciences
8 (2013) 77-85

ISSN 2300-2697

Service marketing triangle and GAP model in hospital industry
Rajesh K. Yadav1,*, Nishant Dabhade2,**
1

Associate Prof. & Head, Department of Management, RKDF College of Engineering,
Bhopal (M.P.), India
2

Assistant Professor, Department of Management, RKDF College of Engineering,
Bhopal (M.P.), India

*,**E-mail address: [e-mail] , [e-mail]

ABSTRACT
A service is any act or performance, one party can offer to another that is essentially intangible and does not result in the ownership of anything its production may or may not be tied to a physical product. Service includes all economic activities whose output is not a physical product or construction, consumed at the time it is produced and provides added value in forms (such as convenience, amusement, timeliness, comfort and health) that are essentially intangible and it concerns of its first purchaser. Service Marketing triangle shows three interlinked groups (customer, provider and the company) that work together to develop, promote and deliver service to the satisfaction of the customer. Service marketing involves three types of marketing: External Marketing, Internal
Marketing and Interactive Marketing, while when it comes to GAP model than there are four potential gaps (Knowledge gap, Service design and standard gap, Service performance gap, communication gap) within the service organization. If we talk about importance of service marketing in the hospital industry so we come to know that break at any point whether it is in service marketing triangle or in
GAP model can spoil relationship of hospital with the existing and potential customers.
Keywords: Service, Service design, Service delivery, and marketing triangle etc.

1. INTRODUCTION
A service is any act or performance, one party can offer to another that is

References: [1] Anderson E. W., Mittal V.S. (2000). “Strengthening the satisfaction-profit chain”, Journal of Service Research, 3, 107-120. [2] Bitner M. J., Booms B. H., Mohr L. A. (1994). "Critical service encounters: the employee‟s viewpoint", Journal of Marketing, 58, 95-106. [3] Bitner M. J., Booms B. H., Tetreault M. S. (1990). "The service encounter: diagnosing Favorable and unfavorable incidents", Journal of Marketing, 54, 71-84. [4] Bitner M. O. (1995). “Building service relationships: it‟s all about promises”, Journal of the Academy of Marketing Science, 23, 246-251. [5] Chhabra T. N., Grover S. K. (2009). “Marketing management”, Dhanpat rai and co. [6] Chopra Anamica (2010). “Marketing management”, Galgotia publishing company. [7] Gronroos C. N. (2007). “Service Management and Marketing: Customer Management in Service Competition”, John Wiley & Sons, Ltd, Chichester. [8] Hall Englewood Cliffs N. J., Parasuraman A., Zeithaml V. A., Berry L. L. (1985). [9] Heskett L., Jones T. O., Loveman G. W. et al. (1994). “Putting the service-profit chain to work” [10] Kothari C. R. (2004). “Research methodology – methods and techniques”, new age international publishers, pp [11] Kotler Philip, Keller Kevin Lane, Koshy Abraham, Jha Mithileshwer, (2009), “Marketing management”, Pearson Education. [12] Rust R. T., Moorman C., Dickson P. R. (2002). “Getting return on quality: revenue expansion, cost reduction, or both”