AN EXPLORATORY STUDY OF INFLUENCES ON RETAIL SERVICE QUALITY: A FOCUS ON KUWAIT AND LEBANO Abstract: The Middle East is a growing and lucrative marketplace. This exploratory study examines retail service in Kuwait and Lebanon‚ regions with long histories of trade. Retail service‚ however‚ has not been well documented in this region. To our knowledge‚ this is the first study that examines customer and salespeople perceptions of service encounters in these countries‚ in light of their culture
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Service-quality dimensions Although there is general agreement that service quality has many dimensions (Gro¨nroos‚ 1982‚ 1990; Berry et al.‚ 1985; Parasuraman et al.‚ 1985)‚ there is no consensus on the exact nature and content of these dimensions (Brady and Cronin‚ 2001). Lehtinen and Lehtinen (1982) defined service quality in terms of physical quality‚ interactive quality‚ and corporate (image) quality. Physical quality relates to the tangible aspects of a service. Interactive quality refers
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Chapter 4: Internal analysis - Structure 4.1 Analysis of the value chain: Primary activities: Inbound logistics: * Focus upon the relationship with supplier‚ how they manage to secure deliverance of high quality coffee beans. Communication and contracts with green coffee suppliers Operations: * How Starbucks operations are conducted?‚ Starbucks own stores‚ expand on how many and how the procedure is (licensing etc) Outbound Logistics: * How do they sell their coffee
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How can Quality‚ Time and Cost be balanced? “Quality” does not come about by accident; it is achieved through careful planning and execution. Customers regardless of who they may be deserve the best quality product your department can supply. As part of the planning process‚ it’s important to ensure you have a good understanding of the quality level your customers require and expect from the product you are providing. “Quality is the characteristics of a product‚ system‚ service or process
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The Gaps Model of Service Quality Chapter2-1 2 The Customer Gap – Gap 5 The Provider Gaps: Gap 1 – The Listening Gap not knowing what customers expect Gap 2 – The Design and Standards Gap not having the right service designs and standards Gap 3 – The Performance Gap not delivering to service standards Gap 4 – The Communication Gap not matching performance to promises Putting It All Together: Closing the Gaps McGraw-Hill/Irwin Copyright © 2009
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Manage quality customer service SECTION 1 Assessment Activity 1 Develop and document‚ on behalf of an organization for which you do or might work‚ a detailed process whereby it will possible to investigate‚ identify‚ assess and include the needs of customers in planning processes. Private Schooling The first process is investigating why Parents would choose Private Schooling for their child/ren. The School would investigate the following. Investigate the needs of families in the local area
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Case 7-3 Quality Metal Service Center 1. Is the capital investment proposal described in Exhibit 3 and attractive one for Quality Metal Service Center? The project evaluation seems to be beneficial to the company: A. Payback period: 4.5 years less than the company’s criterion of 10 years B. Internal rate of return: 21.8% c. Net present value (at 15% cost of capital): $286‚000 The proposal seems to be an attractive one due to the fact that there seems to be a need in the district for this
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which enables better communication of product variation and benefits within these new markets. Tim Horton’s‚ an international multi-billion dollar coffee chain‚ has created a single-serving coffee machine which will be rolled out using the STP process. Segmentation
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The key issue in the case is that the incentive compensation system does not motivate district managers to make decisions which are consistent with the strategy of Quality Metal Service Center (QMSC) because it is tied to the district’s target ROA. Acquiring the new processing equipment reduces the incentive bonus of the Columbus District Manager‚ Mr. Ken Richards‚ from 11.1% to 4.28% of his base salary. This happens because the asset base increases with the new equipment and will exceed the target
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Total Quality Management in the Xerox Corporation By: Jennifer Zook Total Quality Management (TQM) is a term used to define quality programs corporations use to help increase the profit share and the customer relations of the corporation. Total Quality Management can consist of different programs that different companies use to obtain the results of customer satisfaction‚ better quality products‚ and a decrease in the defects of the products. Total Quality Management in the Xerox Corporation includes
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