Abstract
M.Tech.
This study deals with the measurement of customer service quality
in an industrial environment. The concept was to measure service
quality and then develop a competitive strategy based on this. The
mechanism used is the SERVQUAL model. Subsequently
reengineering aspects of customer service based on the findings is
proposed as a competitive advantage.
The study is diagnostic in nature offering insights on the
application of a well researched service quality model in an
industrial environment.
The study was undertaken due to the necessity and position that the
research organisation found itself in. Critical factors, that shaped
the business environment contributed to the choice of the research.
These being :
Change
Customers
Competitors
Michael E. Porter shows, in his book Competitive Advantag,
creating and sustaining superior performance, that two competitive
advantages can be accessed by most organisations, these being cost
leadership and differentiation.
Adding to this three generic strategies enable competitive
advantage(s) through :
Cost leadership (low cost production)
Differentiation
Focus.
Based on the above the first and the last strategy, cost leadership
and focus respectively, was not feasible for the organisation. The
first strategy failed the sustainability hurdle while the last strategy
was not entirely applicable.
The answer emanated in differentiating from competitors. It was
decided to differentiate on customer service.
Research was conducted through questionnaires derived from the
SERVQUAL model. The original customer questionnaire was
modified to suit the research context, an industrial environment.
Primary data was gathered via face to face interviews from a sample
of 70 customers and 30 employees inclusive of management.
Subsequently data was analysed by the SPSS statistical package.
Findings are discussed, supported by tables and figures.
The conclusions of this study shows that :
o The SERVQUAL model is valid and reliable in an industrial
environment.
o The customer service as it exists is deficient substantiated by
negative SERVQUAL gaps. A reengineering intervention can be
applied to specific areas based on the findings. The competitive
advantage aspect of reengineering customer service in future using the present gaps asbenchmarks