科技部專題研究計畫主持人
MOST 106-2410-H-229-001 -SSS
動態服務品質-風險預警模式之建構與驗證
Construction and Verification of the Model of Dynamic Service Quality and Risk Early Warning
科技部
Ministry of Science and Technology
台北海洋學校財團法人台北海洋科技大學
Taipei University of Marine Technology
鄭青展
Cheng, Ching-Chan
台北海洋科技大學餐飲管理系
Department of Food & Beverage Management, Taipei University of Marine Technology
鄭青展
副教授
0936254415
cccheng@mail.tcmt.edu.tw
計畫執行期間起:2017-08-01
計畫執行期間迄:2018-07-31
2018-01-01
2018-05-31
台北市2家婚宴會館之賓客
1
001,004,007
01
服務品質;餐旅業;動態競爭;動態服務品質
service quality;hospitality industry;dynamic competition;dynamic service quality
由於市場上的動態競爭與服務具有無形性,增加餐旅業服務品質評估的困難度,也大幅提高服務改善與資源投入的不確定性風險。因此,餐旅業服務品質的評估方式應該不同於以往,除了要秉持著服務品質缺口的定義之外,更應該考量到競爭者的服務表現與風險管理的概念,但這些問題卻無法完整的藉由過去的服務品質模式來進行評估,也沒有學者針對這些服務品質管理的問題提出整合性的探討。故本計畫之研究目的欲結合服務品質缺口、企業與競爭者之服務績效缺口以及風險管理的概念,發展出一套『動態服務品質-風險預警模式』,並以我國北部地區婚宴會館兩大品牌企業為個案來進行模式的驗證。研究結果顯示,本計畫經過文獻回顧以及多階段專家訪談與討論之後,將結合顧客與專家的觀點,整合了加權服務缺口、競爭品質缺口以及RPN風險係數來建構動態服務品質-風險預警模式。動態服務品質-風險預警模式共有8個策略型態,包括:危險的競爭優勢、危險的競爭劣勢、安全的競爭優勢、安全的競爭劣勢、步步驚心、致命的危機、次要改善以及優先改善。每一個策略型態對企業而言皆不同的策略意涵。而後本計畫以婚宴會館A為標竿企業,婚宴會館B為競爭企業來進行動態服務品質-風險預警模式的驗證。根據分析結果得知,對於婚宴會館A(標竿企業)而言,屬於『優先改善』的服務屬性共有3項。此外,屬於『次要改善』的服務屬性共有6項。屬於,『步步驚心』的服務屬性共有8項。再者,屬於『安全的競爭優勢』的服務屬性只有1項。屬於『安全的競爭劣勢』的服務屬性也只有1項。其餘6個服務屬性位於邊界。最後,本計畫期望此模式可以讓餐旅業在面對競爭者威脅、不確定性風險因素以及資源有限之狀況下,能夠更具體、更有效的評估服務品質,以提升服務品質並且避免服務資源的浪費,使得服務品質管理方向能更明確。
Dynamic competition in the market and the intangibility of services will increase the difficulty of service quality assessment in the hospitality industry, while also significantly increasing the risk of uncertainty for service improvement and resource investment. Therefore, the evaluation of service quality in the hospitality industry should be different from the previous model. In addition to maintaining the definition of service quality gap, it should take into account the competitor\'s performance and risk management. But the above research questions cannot be fully assessed by using the past service quality model, and past scholars have never proposed an integrated discussion. Therefore, the purpose of this project is to develop “Dynamic Service Quality and Risk Early Warning model” which based on the service quality gap, service performance gap between enterprise and competitor, and concept of risk management. This project will take two major wedding halls in the north of Taiwan for the case to verify the model. The results show that after literature review and multi-stage expert interviews and discussions, the project decides to integrate the opinions of customers and experts, and use the service gap, competitive quality gap and RPN risk coefficient to construct the DSQ-REW model. There are eight strategic patterns in the DSQ-REW model, including dangerous competitive advantage, dangerous competitive disadvantage, safe competitive advantage, safe competitive disadvantage, terrible crisis, fatal crisis, non-negligible area, and prioritize improvement. Each strategic in the DSQ-REW model pattern has different strategic implications for the company. Then this project regards the wedding banquet hall A as a benchmarking company, and the wedding banquet hall B as its competitor to verify the DSQ-REW model. According to the analysis results of the DSQ-REW model, for the wedding banquet hall A (benchmarking company), there are three service attributes belonging to the “prioritize improvement”. In addition, there are six service attributes belonging to "non-negligible area". There are eight service attributes belonging to the "terrible crisis". There is only one service attribute belonging to the "safe competitive advantage". There are only one service attribute belonging to the "safe competitive disadvantage". The remaining six service attributes are on the boundary between types. Faced with the threat of competitors, uncertain risk factors and limited resources, this project is expected that service quality can be evaluated more specifically and effectively by using DSQ-REW model in order to improve the service quality and avoid the waste of service resources, so that the direction of service quality management can be more clearly defined.
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