Customers feel happy and satisfied when the actual service of a service provider meets or exceeds their expectations. For instance, some restaurant service providers offer excellent services including delicious and healthy food, clean environment, pleasing and hygienic atmosphere and reasonable cost. All of these factors provide very good experience to the customers.
Contrary to it, some mobile service providers do not provide expected customer service at their call centers. They do not provide proper feedback and information required by the customers that result in horror experiences. It forces the customers to change their service provider. It also impacts the brand image of a firm.
Good or bad experience of a service depends upon the gap between expected and actual performance of a service provider. If the services provided by an organization meets or exceeds the perception of customers, it is considered to be effective. Contrary to it, if the level of services does not match with the customer expectations, it is considered to be poor.
The reactive customer-driven quality (RCDQ) model is shown in Figure 1.
From Figure 1, the model shows that when quality is more reactive, rather than planned, client expectations increase at a faster rate than seller performance. At the point where these trends cross, client dissatisfaction increases.
The reactive customer-driven quality (RCDQ) model succeeds graphically and conceptually the primary pitfalls and dangers of RCDQ.
Manufacturers and service organizations attempt to meet customer expectations are pursuing to moving target.
The organization that takes required precautions of long-range planning will result in superior chances of prospering.
As the supplier's competitor's objective is to develop quality and competition increment, customers demand superior levels of quality and service.
The differentiation between world-class and ordinary suppliers lies in whether suppliers stay in front of the target or fall behind the target.
Hence, the RCDQ model is described.
The following are the distinctive characteristics of industries that are the greatest challenge for suppliers in terms of anticipating customer requirements and needs:
1. A firm with an extremely small profit margin will be unable to invest in customer-relations management.
2. A Company in an industry that was non-existent previously will not have the skill to observe past information and movement.
Hence, the distinctive characteristics of industries are put forward.