RECENTLY, two independent reports indicated that Singapore has slackened in its service standards. A Health Ministry survey showed that 74 per cent of patients rated our public health institutions as excellent compared to 76 per cent a year ago. A general survey by the Institute of Service Excellence (ISE) scored 67.8 out of 100, down from 68.7 two years ago.
It would be instructive to understand the possible explanations for this decline and offer suggestions to improve service performance.
There are generally five aspects to service quality - reliability (providing a level of service as promised and doing it right the first time), responsiveness (willingness to help and respond to customers' requests), empathy (caring for the customer with the customer's interest at heart), assurance (knowing about the product to instill confidence in customers), and tangibility (the hardware such as appearance of the service facility and service providers).
What has changed in the past few years in these five aspects that may account for the decline in service quality?
First, more foreigners have been observed serving the front line, especially in restaurants and retail outlets. Singaporeans have complained about the lack of English proficiency among some of them. This may compromise service reliability, assurance, and responsiveness.
Not knowing how to communicate your offerings to customers is as good as not knowing what your company can do for the customer. This does not instill customer confidence that the service will be properly delivered, even if the service provider is genuine in trying to address the customer's request. Further, not understanding what a customer wants makes it almost impossible to deliver the right service the first time.
Second, Singaporeans have become more particular about what they expect from a service provider.
Singaporeans are more knowledgeable about their rights as consumers and more aware of service standards in other countries. Hence, the bar has been raised with a more educated and better travelled population. Such higher expectations suggest that what may have been acceptable service performance in the past may fall short now.
Third, some companies may have focused more on service tangibles at the expense of softer skills.
It is easier to improve on hardware, such as renovating a store, than to enhance service provider skills. Moreover, while investing in hardware can help service providers become reliable (for example, a computer program to get the right order from table to kitchen), it may not be enough. Indeed, investing only to improve a service facility may backfire. Posh decor raises service expectations, which when not correspondingly matched by upgraded service delivery, results in customer dissatisfaction.
What are some ways to improve service quality?
Ironically, service quality may well improve during this downturn. During the Sars crisis, many Hong Kong businesses began to realise that customers cannot be taken for granted and that good service is one way to retain their patronage. Service providers became more empathetic and courteous, thus treating their customers better.
Already, the current crisis has led the more enlightened service businesses to invest greater time and resources in service training. During the boom years, service training may have been neglected or scaled back due to staff shortages.
Second, companies need to recruit appropriate personnel, be they local or foreign, and place them in appropriate service roles. Matching employee skills to service tasks will help elevate service quality. Not everyone is cut out to be a front-line service provider. Back-room staff are also essential to furnish high service quality.
Third, service providers are not machines. While training can help service personnel deliver a more uniform level of service and alleviate their workload during peak periods, businesses may also consider automating some parts of the service where possible. For instance, Singapore Airlines now allows customer self check-in on the Internet as well as via check-in machines at the airport.
Fourth, companies must be creative and invest in what is relevant to customers. Din Tai Fung offers foldable bag holders to protect its customers' bags from theft. This illustrates the provision of 'empathetic' service. Although bag security is not normally considered an integral part of restaurant service, providing this service differentiates Din Tai Fung from its competitors and shows that the company has its customers' interests at heart.
Finally, companies cannot rest on their laurels. Service quality is a race with no finishing line. Service expectations are continually changing. What was the gold standard yesterday may no longer be so today. Customers and competitors are constantly upping the ante and service providers must rise to the challenge.
Assoc Prof Ang Swee Hoon is from the Department of Marketing, NUS Business School
