SERVICE QUALITY MODEL AUDIT

Customer Gap On a 10-point scale 10: best /0: poor

Mezan bank understanding about customer expectations of service quality 7

Mezan bank understanding about customer perceptions of service 8

Provider Gap l, the Listening Gap

1. Market Research Orientation

The amount and type of market research adequate to understand customer
5
expectations of Mezan Bank.
The companies usage of such information in decisions about service 6
provision
2. Upward Communication
Managers and customers interaction with the management to know what
7
customers expect
Effectiveness of contact people in sharing info about customers 5
expectation to management
3. Relationship Focus
The extent of Bank in understanding the expectations of different
7
customer segment
The extent of Bank in focusing on relationships with customers rather than 6
transactions
4. Service Recovery
Effectiveness of Mezan bank in the service recovery 7
Mezan bank preplan in case of service failure 4
5. Systematic Service Design 7
Effectiveness of Mezan Bank service development process
Effectiveness in defining new services to its customers and employees 8
6. Presence of Customer-Defined Standards 6
Efficiency of Mezan bank service standards
4
Correspondence of Mezan bank service standards to customer
expectations 5

Effectiveness of Mezan bank in the process for setting and tracking

service quality goals

7. Appropriate Physical Evidence and Services cape

Mezan bank physical facilities, equipment, and other tangibles
6
appropriate to the service offering
Mezan bank physical facilities, equipment, and other tangibles attractive 5
and effective?

Provider Gap 3, the Service Performance Gap

8. Effective Human Resource Policies
Effectiveness of Mezan bank in recruiting, hiring, training, compensating,
7
and empowering employees
Consistency in service quality delivery across its employees, teams, units, 5
and branches

9. Effective Role Fulfillment by Customers

Customers understandability about their roles and responsibilities
4
Effectiveness of Mezan bank in managing its customers to fulfill their
5
roles, especially customers who are incompatible
10. Effective Alignment with Service Intermediaries
Conflict over objectives and performance, fetching costs and rewards
6
Consistency in service quality delivery within the state
7
11. Alignment of Demand and Capacity
Mezan bank ability to match supply with demand fluctuations
6
 Provider Gap 4, the Communication Gap
12. Integrated Services Marketing Communications 6
Level of Communication to customers about what will be provided to
them
13. Pricing 3
Mezan bank carefulness in not pricing high that customer expectations are
raised