Theory of the Gaps Model in Service Marketing

 History of the Gaps Model

The gaps model of service quality was first developed by a group of authors,  Parasuraman, Zeithaml, Berry, at Texas A&M and North Carolina Universities, in 1985 (Parasuraman, Zeithaml & Berry). 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 four gaps existing in organization – consumer environments. They further developed in-depth measurement scales for service quality in a later year (Parasuraman, Zeithaml, Berry, 1988).

 Theory of the Gaps Model

Perceived service quality can be defined as, according to the model, the difference between consumers’ expectation and perceptions which eventually depends on the size and the direction of the four gaps concerning the delivery of service quality on the company’s side (Fig. 1; Parasuraman, Zeithaml, Berry, 1985).

Customer Gap = f (Gap 1, Gap 2, Gap 3, Gap 4)

The magnitude and the direction of each gap will affect the service quality. For instance, Gap 3 will be favorable if the delivery of a service exceeds the standards of service required by the organization, and it will be unfavorable when the specifications of the service delivered are not met.

Applications of the Gaps Model First of all the model clearly determines the two different types of gaps in service marketing, namely the  customer gap and the provider gaps. The latter is considered as internal gaps within a service firm. This model really views the services as a structured, integrated model which connects external customers to internal services between the different functions in a service organization. Important applications of the model are as follows: 1. The gaps model of service quality gives insights and propositions regarding customers’ perceptions of service quality. 2. Customers always use 10 dimensions to form the expectation and perceptions of service quality (Fig.2). 3. The model helps predict, generate and identify key factors that cause the gap to be unfavorable to the service firm in meeting customer expectations. The model provides a conceptual framework for academic and business researchers to study the service quality in marketing. GAP 1: Gap between consumer expectation and management perception: This gap arises when the management does not correctly perceive what the customers want. For instance – hospital administrators may think patients want better food, but patients may be more concerned with the responsiveness of the nurse. GAP 2: Gap between management perception and service quality specification: Here the management might correctly perceive what the customer wants, but may not set a performance standard. An example here would be that hospital administrators may tell the nurse to respond to a request ‘fast’ , but may not specify ‘how fast’. GAP 3: Gap between service quality specification and service delivery: This gap may arise owing to the service personnel. the reasons being poor training, incapability or unwillingness to meet the set service standard. GAP 4: Gap between service delivery and external communication: Consumer expectations are highly influenced by statements made by company representatives and advertisements. The gap arises when these assumed expectations are not fulfilled at the time of delivery of the service. For example – The hospital printed on the brochure may have clean and furnished rooms, but in reality it may be poorly maintained – in this case the patient’s expectations are not met. GAP 5: Gap between expected service and experienced service: This gap arises when the consumer misinterprets the service quality. The physician may keep visiting the patient to show and ensure care, but the patient may interpret this as an indication that something is really wrong.