Property service gap and remedial strategy design

Property service gap and remedial strategy design

This paper expounds the model of the property service gap with the owner's service perception as the core, analyzes the causes of the property service gap, and finally puts forward the remedial strategies of the property service gap from the perspective of the property service enterprises: accurately grasping the owner's property service demand; Formulate scientific quality standards for property services; Strengthen internal management control; Improve the service level of employees; Open internal and external communication channels.

key word

Property service gap; Property service enterprises; treat

Now is the competition with customer satisfaction as the core value and service competition as the mainstream? Service center theory? In the era, many profits of enterprises come from services.

Under the increasingly fierce commercial competition, the quality of property service has become the key to the success or failure of property service enterprises.

The measure of property service quality is the satisfaction of the owners, that is, the comparison between the expectations of the owners and the actual perception.

It is of great significance for the property industry to explore the gap in property services and design remedial strategies.

First, the property service gap?

1985 American scholars Parasuraman, Zeithamal and Berry put forward the five-gap model of service quality for the first time in the article "Conceptual model of service quality and its meaning". After the development of ASI Quality Systems (1992), Curry( 1999), Luk and Layton(2002), the model was extended to a 7-gap model.

The service quality gap model provides us with an ideal service quality control model by analyzing the gap between the customer's expected quality and the actual perceived quality.

Based on this model and the actual situation of property services, this paper constructs the gap model of property services, as shown in figure 1.

Property management services of property service enterprises are provided by grassroots employees to owners. In the whole service process, the attitude and performance of employees directly affect the owners' perception of property service expectations, and then it is related to the overall service quality of property service enterprises.

Therefore, the model takes the service perception of the owners as the core and explains the formation process of the property service gap.

The model is divided into three parts by dotted lines. The left part of the model represents the content related to property enterprises, the middle part represents the content related to owners, and the right part represents the content related to employees of property enterprises.

The gaps in property services are:

The gap is 1, which is the gap between the owner's expectation of property service and the property service enterprise's cognition of the owner's expectation, that is, the property service enterprise has not accurately grasped the owner's expectation of property service;

Gap two, the gap between the property service enterprises' cognition of the owners' expectations and the translation of cognition into service standards, that is, the service standards formulated by the property service enterprises do not accurately reflect the property service enterprises' cognition of the owners' service expectations;

Gap three, the gap between property service standards and property service delivery, the property service delivered by property service enterprises does not meet the property service standards formulated by property service enterprises;

Gap 4. The gap between the delivery of property services by the property service enterprises and the external communication of the owners. The services actually delivered by the property service enterprises do not meet the service commitments made by the property service enterprises to the owners;

Gap five, the gap between the owner's expectation of property services and the actual perception, that is, the property services actually perceived by the owner failed to meet the owner's expectation of property services;

Gap six, the cognitive gap between the owner's expectation of property service and the employee's expectation of the owner, that is, the employee of the property enterprise did not accurately grasp the owner's expectation of property service;

Gap seven, the cognitive gap between employees' expectations of owners and those of property service enterprises, that is, employees of property service enterprises did not accurately understand the service concept of property service enterprises.

? Figure 1 Gap Model of Property Service Quality

Second, the reasons for the gap in property services?

1, property service enterprise?

(1) Lack of research on the property market.

The enterprise-centered business philosophy of property service enterprises leads to the lack of market research, the failure to correctly sort out and analyze the owners' needs in public services, special services and special services, and the failure to accurately understand and judge the owners' expectations for property services, thus deviating from the owners' needs in the setting of property service projects.

(2) Lack of scientific property service quality standards.

The senior managers of property service enterprises do not attach importance to the improvement of property service quality, lack of property service quality norms, and fail to establish a comprehensive and systematic property service quality management system, which leads to the low-level operation of property service.

In addition, due to the limited capacity of property service enterprises, the quality standards of property service formulated are unscientific, or it is difficult to instill without combining with corporate culture, or it is complicated and difficult to implement.

(3) Internal management and control are not in place.

The internal control of property service enterprises is not in place, the business philosophy of service owners is not established, the sense of teamwork is poor, and there is a lack of on-site control and tracking control. Good property service quality standards have become a dead letter and cannot be put in place.

(4) Overcommitment.

In order to obtain property service projects, property service enterprises over-publicized in bidding defense or early property management, promised the owners the content of property services that they could not provide at all, exaggerated the quality of property services, and sent false information to the owners, which led to the owners' high expectations for the property services they would enjoy.

2. Is the professional level of employees in property service enterprises low?

(1) The quality of property employees is low.

As a kind of professional management, property management needs all kinds of high-quality professional management talents.

However, the current situation is that most of the property practitioners come from restructuring, job-changing, job-hopping or rural surplus labor, and their quality is generally low, so they can't grasp the essence of property services, and their service awareness is not strong, and their service quality is poor, so they can't communicate effectively with property service enterprises and owners, which restricts the improvement of property service quality.

(2) The expectations of the owners and enterprises are not objective.

On the one hand, employees of property service enterprises regard the expectations of owners and enterprises as looking for trouble, deliberately making things difficult, treating owners with hostility and perfunctory, being irresponsible and unable to correctly handle owners' complaints; On the other hand, the management of property service enterprises is considered to be too strict and picky, complaining about enterprises, being passive and even leaving their jobs.

(3) Service provision is not in place.

In the process of providing services, employees of property service enterprises are unable or unwilling to provide services in strict accordance with the quality standards of property services of enterprises, fail to effectively provide standardized property services to owners on behalf of enterprises, and lack of cooperation between owners and property service enterprises, resulting in a gap between the expected services and the perceived services of owners.

3. The owner failed to evaluate the service quality of the property enterprise reasonably and effectively?

Owners' perception of property services is a subjective feeling, and it is inevitable that they cannot rationally evaluate the service quality of property enterprises.

Some owners may completely deny all the services provided by individual property service companies because their staff services are not in place.

Some owners refused all the original achievements of the property service enterprises because they were not satisfied with the current property service.

In addition, owners, as various individuals, have different demands on the standards, contents and methods of property services, so the standards for evaluating the service quality of property enterprises are very different, which can not effectively evaluate the service quality of property enterprises.