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Definition
The quality of the product and the customers reactions to the product also depend on service quality. Service quality can be defined as the orientation to meeting the customers expectations in relation to the service provided and to meeting the performance criteria associated with the delivery system used in the company (Collier & Evans, 2011, p. 303).
Thus, it is possible to pay attention to the external focus on customers and their expectations and to the internal focus on the possibilities of the companys delivery system. The customer expects to receive the definite product or service in time, and it should respond to the definite quality standards. That is why, service quality is realized with the help of the consistent delivery to the customer which meets the certain standards of performance fixed within the company to provide the service quality (Collier & Evans, 2011, p. 303).
Role
The concept of service quality is important because it can determine the customers attitudes to the company and its products with references to service. Thus, internal and external performance standards are significant to provide the appropriate level of the service quality. The strictness in following performance standards can influence the customers loyalty in relation to the definite company or brand. That is why, it is necessary to measure the customers perceptions of service quality with the help of the specific instrument.
It is possible to measure the service quality performance according to ten criteria which are reliability as the guarantee of the expected quality, responsiveness as the companys readiness to assist customers, access, competence as the accentuation of product and service quality, courtesy, communication with customers, credibility, security, understanding customers desires and expectations, and tangibles as physical facilities (Collier & Evans, 2011, p. 303).
Applicability
A lot of companies intend to provide the service quality in order to attract more customers and win their positive attitude known as the customers loyalty. As a result, service quality can be measured with references to the specific instrument according to which customers can provide their responses regarding the quality of the companys service (Collier & Evans, 2011, p. 303).
However, service quality can be discussed as the complex notion which depends on meeting not only customers expectations but also different performance standards set by designers and engineers.
From this point, the quality of delivery and competence as well as responsiveness and communication with customers are equally important. Thus, the product quality should be associated with the high scores of the service quality as it is stated by the managers of Ford Motor Company. The high service quality scores can contribute to stimulating higher profits and providing higher returns in relation to investment (Ford Motor Company: Engaging Customers, 2012).
To sell more vehicles, attract customers, and win the leader positions within the market, it is necessary to build strong relations with customers with references to the principles of service quality. Ford Motor Company accentuates the necessity to follow the idea of reliability because customers express loyalty only basing on meeting their expectations and desires in relation to the services provided.
Moreover, such performance standards as the responsiveness and communication are also important because customers are inclined to draw conclusions about the specifics of the service provided while focusing on the personnels communication with customers. The aspect of delivery is important to accentuate the quality of the service.
Thus, the mangers of Ford Motor Company are oriented to control the quality of delivery depending on the standards fixed within the company (Ford Motor Company: Engaging Customers, 2012). From this point, the work of the staff is assessed according to the standards met in order to guarantee the customers satisfaction with the service provided and increase the service quality scores to gain more profits.
References
Collier, D. A., & Evans, J. R. (2011). OM 3. USA: Cengage Learning.
Ford Motor Company: Engaging Customers. (2012). Web.
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