I Know a Man Who Can

A short while ago warning lights sprang up on my car’s dash, just an hour into a ten-hour journey.    The engine was still running fine, as far as I could tell, but I didn’t fancy ignoring the warning as that situation could easily change.  So I called the manufacturer’s support line and was put through to the AA (the UK’s Automobile Association, that is)! Continue reading

Seven Deadly Sins

Well, not so much sins as diseases – the seven deadly diseases described by W. Edwards Deming.  In these, he tried to explain why things go wrong and, to me, appreciating this is fundamental to any attempts at improvement.  I’ve already said I’m not a great fan of published programmes – they may have been successful elsewhere but, unless you understand the problems where you are, you can end up slavishly following steps that just don’t address the real need.  Understand the situation you are in and them decide what needs to be done. Continue reading

ServQual Gap 5

We now come to the gap that most people familiar with ServQual think of – the measure of customer satisfaction (and the main reason for applying the model).  This gap considers the difference between the customer’s expectation and his (or her) perception of the actual service received. Putting it simply, if the customer thinks the service was as good as expected, he will be satisfied; if not, he’ll not. Continue reading

ServQual Gap 4

It’s easy to say yes to customers; say no and they’ll go elsewhere – so agree first and figure out the problems later.  It’s also easy to promise much in advertising literature.  However, what you tell your customers sets up their expectations of what they’ll get.  Gap 4 is the one between what you say you can do and what you can actually do: over-promising and under-delivering. Continue reading

ServQual Gap 1

Businesses are meant to be directed by the most senior management – that’s why, the UK for example, they’re called directors.  These are the folk whose job is to decide mission, policies and direction of an organisation.  They may be appointed by the shareholders but, unless the organisation has just a small number of shareholders, and shareholders who are in close contact with each other, the directors set the direction; if shareholders don’t like it, they find directors whose direction they like. Continue reading