Aid and the Two Gap Model Aid is a burning issue these days. The question of countries accepting foreign aid has intrigued economists and the general public for a quite a while. Television discussions and newspaper articles have frequently focused on this issue while politicians try to fight this matter out in the parliaments. Furthermore‚ many are trying to unravel the enigma of aid and its effects on growth. This paper‚ in the little word space provided‚ will try to establish a relation between
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Gaps model of Service Quality The success of 7-eleven The Gaps model of service quality was first developed by Parasuraman‚ Berry and Zeithaml in 1985 and more recently described in Zeithml and Bitner in 2003. The model identifies four spectfic gaps leading to a fifth overall gap between customers’ expectations and perceived service. Knowledge gap The first gap may occur when management identify the customer’s expectation inaccurately. When the customer expectation has difference with the management
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Gaps Model of Service Quality The 4 gaps in the Gaps Model are knowledge gap‚ standards gap‚ delivery gap and communication gap. Knowledge gap is the difference between customers’ expectations and the retailer’s perception of these customer’s expectations. This occurs when a person do not know what the customers expect or want. By applying knowledge gap to H&M retail store‚ it refers to the salesperson not knowing what their customers expect/want. For example‚ a customer visiting the H&M
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History of the Gaps Model The gaps model of service quality was first developed by a group of authors at Texas A&M and North Carolina Universities‚ in 1985. Based on exploratory studies of service such as executive interviews and focus groups in four different service businesses‚ the authors proposed a conceptual model of service quality indicating that consumers’ perception toward a service quality depends on the gaps existing in organization – consumer environments. Theory of the Gaps Model Perceived
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The Gap model of service quality was developed by Parasuraman‚ Berry and Zeithaml (1985)‚ and more recently described in Zeithaml and Bitner (2003). It has served as a framework for research in services marketing‚ including hospitality marketing‚ for over two decades. The model identifies four specific gaps leading to a fifth overall gap between customers’ expectations and perceived service. The five gaps Customers have expectations for service experiences and they use them to measure
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The GAP MODEL in SERVICES MARKETING GAP 1 The gap between the customer expected service and company perception of customer expectation. |Inadequate market research. |Design‚ conduct and implement appropriate market research. | |Poor communication between customers and management and between|Design and implement an upward communications programme. | |front line employees and managers. |
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of substitutes A product’s price elasticity is affected by the presence of substitutes as its demand is affected by the change in the substitute’s prices. The new technologies available also affect the demand of the product. Substitutes for the Tata already existed in the market from players like Maruti‚ General Motors‚ Mitshibushi‚ Hyundai‚ Honda‚ etc. Most of the car manufacturer has a product in this segment to defend their market share in terms of volume. Result: Threat of substitutes is
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1. SUMMER TRANING PROJECT REPORT ON TATA MOTORS Study on ³Consumer perception and future potential for TATA¶S CAR .´TARNINIG SUPERVISOR:- SUBMITTED BY:- NIKHIL KUMAR ABHAY PRAKASH RANJAN (SALSE MANAGER‚ NANO) ROLL NO. 9202268 (MBA:-2009-2011) KIIT SCHOOL OF MANAGEMENT‚ KIIT UNIVERSITY BHUBANESWAR (ORISSA) 2. CERTIFICATEThis is to certify that the project ³A study on consumer perception and future potential forTATA ´ submitted to KIIT School of Management‚ KIIT university‚ Bhubaneswar in partialfulfillment
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Team Tata Motors pg. 1 of 70 Tata Motors Limited (TML) Team Project C562 – Developing Strategic Capabilities November 24th 2008 – February 29th 2009 Indiana University – Kelley School of Business Team Members: Krishna Tavvala Matthew Brinker Peter Eshelman Andrew Matuszak Rahul Shankar C562 Developing Strategic Capabilities– Team Project: TATA MOTORS LIMITED Krishna Tavvala‚ Matthew Brinker‚ Peter Eshelman‚ Andrew Matuszak‚ Rahul Shankar Team Tata Motors pg. 2 of 70
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The Internationalization of Indian Companies: The Case of Tata Andrea Goldstein TCFGS Conference “The Asian Economy and the World Economy” Tokyo‚ 13-14 November 2007 Why Tata? • • • • • Turnover > US$28 bn‚ equivalent to over 2.5% of India’s GDP Traditionally the biggest market capitalization (now Reliance) India’s largest employer in the private sector (222‚000+‚ 85 companies) many firsts/largests for India: – first private sector steel mill (TISCO 1907) – first private
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