Rapid Response System Staff Knowledge And Satisfaction Survey: Fill & Download for Free

Software Engineer Resume - Sample 2Akash sainiMob no. - 99111xxxMail ID - [email protected] SummaryOverall X years of experience in the development of Web & Enterprise applications using JAVA and J2EE Technologies.Working with XXXX from June 20XX to till date.Hands on experience in Core Java, Servlets, JSP, JDBC, RichFaces, JPA, JSF.Knowledge of Eclipse tool for the development of Java projects.Hands on experience Glass Fish and Tomcat web servers.Cohesive team worker, having strong analytical, problem solving and interpersonal skills.Technical SkillOperating Systems : Windows-2000/2007/XP Professional.Programming Languages: JavaDatabases : Oracle 10g.Web Technologies : JSF/Richfaces, HTML, JavaScriptWeb/Application Server : Tomcat, Glass Fish 2.1.Java Technologies : JDBC, J2EE, JPAFrameworks : Jboss Seam, Struts 1.xPersonal QualitiesHigh Grasping Power.Keen Intellect.Can work under pressure to meet deadlines.Flexible team player.Key Responsibilities HandledDeveloping the Code as per the requirements.Developing the JSF/Richfaces pages.Writing UI/Business validations for the owned use cases.Unit testing and integration testing of owning use cases.Handling different types of issues.Project DetailsProject 1: Project XXXXCustomer: XXXX Pvt Ltd.Period: June 20XX to Aug 20XXDescriptionThe project is being developed for the organization named XXXX. The web application is used in all the branches and customers of the company. The project consists of mainly three modules like****.The XXXX module automates entire the process of organization, which helps for the better understanding between the employees and management.The XXXX is helpful to maintain the good relationship between the organization and the customers, i.e. which maintains the detail information about particular customer which makes the organization to grow faster.The XXXX contains the details of the products and also makes the customers to purchase the products online.Role: Team Member (Developer)Environment: JBoss Seam 2.0.2, JSF, Richfaces, Facelets, JPA, Oracle 10g, GlassFishTools: Eclipse 3.5ResponsibilitiesDeveloping the Code as per the requirements.Involve in developing the JSF/Richfaces pages.Writing UI/Business validations for the owned use cases.Unit testing and integration testing of owning use cases.Project 2: Project XXXXCustomer: *****Period: Sep 20XX to till dateDescription***** is a comprehensive, modular, enterprise wide travel management system that automates and integrates all the business processes of travel organizations such as travel agents, airlines, tour operators. The product suite addresses all the critical business functions such as Operations, Sales management and Distribution, Financial Management, Revenue Accounting and Interline Billing, etc. It consists of different modules like flight, hotel, car, and cruise.Role: Team Member (Developer)Environment: JBoss Seam 2.0.2, JSF, Richfaces, Facelets, JPA, Oracle 10g, GlassFishTools: Eclipse 3.5ResponsibilitiesDeveloped the Code as per the requirements.Involved in developing the JSF/Richfaces pages.Handled different types of issues.Unit testing and integration testing of owning use cases.AchievementsReceived score of X on known customer satisfaction survey.Directed a team of management trainee.EmployersWorking in XXXX India Pvt Ltd from June 20XX to till Date and current designation “Software Engineer”.QualificationsM.C.A from Institute XXX, University XXXX, in the year 20XX with an aggregate of 73%.http://B.Sc (computer science) from Institute XXXX affiliated to University XXXX, in 20XX with aggregate 70%.Personal StrengthHigh Grasping Power.Keen Intellect.Can work under pressure to meet deadlines.Flexible team player.Personal DetailsDate of Birth: 15/05/19XXAddress: Pune, MaharashtraLanguages Known: English, Telgu.Software Engineer Resume - Sample 2Amit DiwakarE-mail: [email protected]: +91 90XXXXXXXX08ObjectiveTo contribute to the success of an organization by fully utilizing my skills and knowledge in the field of Embedded System and networking in a position offering continuous growth and development.Educational QualificationP.G. Diploma in Embedded Systems Design from XXXXXXXX.B.E. (Computer Science & Engineering) from XXXXXXX Institute of Management and Technology.12th, CBSE March, 2004Work Experience2.8 years of experience in Embedded Network.Currently working as a Software Engineer at XXXXXX Global, Bangalore (Feb 2010 to Till Date)StrengthsInnovative and creative.Keen Intellect.Can work under pressure to meet deadlines.Flexible team player.Key SkillsProgramming Language: C, C++, Device Driver, PythonOperating Systems: LINUX, windowOther Soft skills: IPC Programming, Socket Programming, MS-OFFICE, Coverity, GDBProjectsvSP(Virtual Service Provider)vSP is targeted for mounting anywhere in the data center, typically top of rack, end of rack or at the administration desk.It is an appliance, which sits in a data centre and greatly improves the efficiency of data center operations.It does this by watching everything that is going on – both data and devices.It is also able to adjust data center operation by vitalizing services and by load balancing data flow through devices.It has 16 to 24 ports that collect data for analysis of internal service applications.These Ports also as a fully functional 10Gb Ethernet switch.Continuous non-interfering monitoring of all L2 trafficContent and Context awarenessServices VirtualizationPolicy Integrity EngineComponent: vNOS, vProbe, vView, vServices, vPlane, vFlow.vNOS(Virtual Network Operating System)vNOS is an application that executes in a LINUX environment.The switch by default automatically passes command packets to vNOS on the network CPU.The Management interface includes Command Line (CLI) and SNMP.The CLI interface is similar to the widely known Cisco IOS CLI.The Marvell switch device is controlled by the Network Processor which is running vNOS.vNOS provides full Layer2 support using point-to-point MAC addressing.It provides full layer 3 routing support using network wide IP addressing.Layer3 support is not enabled for the vSP appliance.vNOS supports all the major, and many minor, features of Layer2 switching.Responsibilities:Implementation of STP, RSTP, TACACS+ client.SNMP (using net-snmp agent) Support for Layer 2 Protocol, HA Services, System Manager, Interface Manager, QoS (Quality of Service).CLI support for STP, RSTP, TACACS+ Client , SNMP, HA Services.Provide HA service to all modules (Check Pointing Services, Event Manager and Communication Manager).Code Cleanup (According to Ceeyes Standard).Apply Coverity.Programming Language: CDuration: STP, RSTP (6 months), TACACS+ (2 Months), SNMP (7 Months).vViewvView is an application that executes in a LINUX environment.vView is a general interface to the GUI display. It presents well defined API to services that needs to interact with the user.vNOS has a telnet Command Line Interface. vFrame established the TELNET through 1Gb Ethernet port.vFrame parse command to vNOS and sends the returned responses up to vNOS_UI.ResponsibilitiesTELNET script for Config and Interface mode command for vNOS.TELNET Script for Show mode command for vNOS.Discover the devices in a network using TELNET (i.e. Cisco device, Extreme Ethernet etc.)Programming Language: PythonDuration: 6 monthsPersonal InformationDate of Birth:Permanent Address:Languages known:Software Engineer Resume - Sample 3Deva ******Address: 16 Road, Prawns Corner,LA-453Contact no.: 954********Email Id: abf***@gmail.comCareer Summary4 years software engineer with a strong educational background and experience, seeking a challenging position in the software field for growth with the organization. Skilled programming and testing.Technical SkillsLanguages: C++, C#, Java, Ruby, Visual BasicDevelopment Tools, Methodologies & Environments: Rapid Application Design (RAD), Object-Oriented Analysis & Design (OOAD), Waterfall Approach, Net Beans, Prototyping Approach, Integrated Software Development, Microsoft Visual StudioSoftware: Apache, Sun ONE, Business Objects, JBoss, BEA WebLogic, MS Silverlight 2Systems: Unix, Windows, Next Step, .Net FrameworkNetworking: TCP/IP, SunLink X.25Databases: Oracle, SQL, SybaseKey Responsibilities HandledDesigning and developing computer software systems in conjunction with hardware product development, for medical, industrial, communications, applications, applying principles and techniques of computer science, engineering, and mathematical analysis.Modify existing software to correct errors.Adapting software to new hardware or upgrade interfaces and improve performance.Consult with customers on project status, proposals and technical issues.Advise customer on perform and maintenance of software systems.Coordinating the installation of software system in the company.Monitor functioning of equipment to ensure system operates in conformance with specifications.Store, retrieve, and manipulate data for analysis of system capabilities and requirements.Conferring with data processing and project managers to obtain information on limitations and capabilities for data processing projects.Directing software programming and development of documentation.Analyzing software requirements to determine feasibility of design within time and cost constraints.Consulting with hardware engineers and other engineering staff to evaluate interface between hardware and software and operational and performance requirements of overall system.Formulating and designing software system using scientific analysis and mathematical models to predict and measure outcome and consequences of design.Prepare reports and correspondence concerning project specifications, activities and status.Evaluate factors such as reporting formats required, cost constraints, and need for security restrictions to determine the configuration.Assigning work to programmers, designers, technologists and technicians and other engineering personnel.Train users to use new equipment.Utilize microcontrollers to develop control signals.Implement control algorithms and measure process variables such as temperatures, pressures and positions.Recommend purchase of equipment to control dust, temperature, and humidity in area of system installation.Specify power supply requirements and configuration.Design and develop software systems, using scientific analysis and mathematical models.Predicting and measuring outcome and consequences of design.Consulting with engineering staff to evaluate interface between hardware and software.Developing specifications and performance requirements and resolve customer problems.Analyze information to determine, recommend and plan installation of a new system or modification of an existing system.Developing and directing software system testing and validation procedures.Developing and directing software system testing procedures, programming, and documentation.Consulting with customer concerning maintenance of software systems.Coordinating the installation of software system.EmployersBSS company as Project Manager from 20** to till date.AJJ Pvt. Ltd. as software engineer from 20** to 20**.AchievementsWon best employee award for 2 consecutive year by BSS association.President of AMC association in year 20**.Best student of the year during graduation.Personal DetailsDate of Birth: 15/07/20**Languages known: English, Marathi, Hindi.

1. Put Customer Value FirstAlthough any number of factors may trigger a decision to modernize IT, one explicit goal is paramount: to deliver value. Every investment in technology should amplify the benefits for end customers, whether through better experiences, higher product quality, or operating efficiencies that reduce prices and add value.Start by developing a solid business case for the modernization effort, showing expected value and innovation. Explicitly include (and agree upon) the most important outcomes for customers. Articulate, with clarity and precision, how each facet of the new IT system will contribute. You should be able to point to measurable improvements in key metrics — for example, customer retention, user experience, sales, productivity, and recruiting.Use cross-functional teams to plan and design this modernization effort. Functional experts from areas such as IT, strategy, R&D, customer interaction, and operations can all work together in an agile sandbox environment to design the changes around a set of coordinated specifications. In this early stage, and throughout the initiative, you thus link leading-edge knowledge of the changing technology with deep, day-to-day awareness of the desired results. As you bring these teams together, you will establish a shared frame of reference — a common language to describe the features you want and the capabilities you are building. This also will help engage new stakeholders as they join in the effort.A major transportation company revamped its online system this way, improving the integration between the website that handled passenger bookings and the back-office functions that, among other things, routed travel. In its intensive sandbox sessions, the company set up temporary cross-functional working groups, which became known as “tribes.” Charged with planning and executing the modernization, the tribes included IT specialists along with people from finance, operations, and R&D.In the public sector, customer value translates to public service, but the principle still holds. When the Ottawa Police Service (OPS) in Canada’s capital city resolved to fundamentally transform its service delivery model to better connect with and serve the public, its leadership recognized that the change needed to be driven by the needs of frontline officers and the public. They put in place a robust process to ensure that these officers would generate and validate ideas for technology modernization and IT innovation. OPS’s initiative has been successful enough to be held up as an example for many other policing organizations contemplating similar transformations.Questions for putting customer value first:Why do we need to enhance or transform our technology right now?What problems do we expect to solve?How will this change deliver value to our customers?2. Simplify Your ArchitectureAs organizations have evolved over the past 10 years, the underlying architecture of information technology has tended to evolve with them, often in a haphazard and as-needed fashion. A single organization might have had IT systems based on a variety of coding languages, data structures, integration requirements, and support arrangements. The result was often a complex network of technologies: fit for purpose in each individual application, but difficult to adapt, refresh, and integrate. It often required significant effort to make changes, or even to understand the implications of changes on stakeholder needs and business performance.Get the strategy+business newsletter delivered to your inbox(sample)EmailModern modular platforms have changed all that. Standardization of software code and integration standards have enabled systems to interact more fully without requiring bespoke designs. Tools such as application programming interfaces (APIs) allow companies to develop interoperable components that fit together in standard ways and interact seamlessly. Formerly separate systems, such as those for payments or customer relationship management (CRM), can now be linked to a single, configurable platform, with the ability to share data across the enterprise.Instead of assuming a trade-off between simplicity and the features you need, look for systems that give you both. Many modern systems can combine simplicity at the back end with enhanced functionality at the front end. The leaders at GE Digital exploited this when they designed the modular platform that they use in-house and for customers such as airlines. Based on a cloud infrastructure and incorporating the Internet of Things, the system integrates applications built by other companies (such as Oracle), by GE’s customers, and by GE itself. GE followed the model of smartphone apps, but on an enterprise scale.Simplicity makes it easier to take advantage of the software-as-a-service (SaaS) model, which allows organizations to procure increasingly complex functions on demand from their existing software providers without needing to manage the implementation or underlying resources. As with the consumer smartphone apps revolution, the new enterprise-level SaaS apps compete on quality and ease of use. The best ones rise to the top, containing costs and providing better experiences for the people interacting with your organization. As you implement these systems, you’ll learn that most customers and employees don’t want an overabundance of menus and features. They prefer simple, flexible commands that move them quickly to their desired results.Embracing a simplified architecture requires a change in thinking, particularly when considering options for new systems and partnering arrangements. Establish clear IT design principles, focused on simplicity and strategic functionality. Shift from asking “How do we connect our components?” to asking questions about adding value, attracting customers, and making life easier for your employees.Questions for simplifying your architecture:How can we best simplify our technology systems environment?Where is the modularity in our current system environment? Is it flexible enough for our needs?What data and functionality will be accessible — from customers, business partners, and operations — when we better integrate our system?3. Design for Flexibility and SpeedModern organizations have a constant need to adapt within an ever-changing environment, requiring continuous innovation in products, services, and practices. Their systems must also have the flexibility to keep up.The technology systems of the past competed on functionality. They were designed to do one or two things very well, and the organization adapted to focus on those one or two activities. When the enterprise needed to change its focus, the structures and processes of the system held it back.Today’s more modular systems can be much more flexible. They can rapidly accommodate a range of possibilities for connection and configuration. So seek out modular platforms that can accommodate a wide range of plug-and-play functions for your business — including those that haven’t been designed or even imagined yet.Develop your own capabilities for the design and deployment of future-ready IT systems that can flex as needed for innovation. Learn to use them to quickly reorient your operations while retaining the quality of user experience that your customers and staff expect. For example, your sales and service staff can reconfigure your customer engagement systems as the market changes. Your CRM system can lead teams to think more creatively about identifying and approaching customers.To assess the fitness of new IT systems or upgrades, adopt a minimum viable product (MVP) approach. This approach consists of a “bare-bones” installation, covering the few features that are absolutely necessary to demonstrate the system’s value. Release an MVP to a small group of employees or customers, and ask those early adopters for responses — or better yet, observe them using the system. You will learn what features customers care about, what features they don’t, and what features are missing.The use of artificial intelligence and machine learning is also critical for flexibility and speed. Employees and customers are used to apps and search engines that guess what they are going to type or select. They understand and accept systems that learn their habits. Already, users expect as much from their enterprise software. A company whose systems understand users’ behavior, and guide them rapidly to work more productively, will gain their commitment.Questions for designing for flexibility and speed:What aspects of our existing systems are constraining our speed with respect to change?Are these aspects necessary? Are there better ways to change direction while managing risks?What kinds of unexpected changes have we needed to deal with in the past? What do they suggest about future designs?4. Engage with Your Workforce and CultureIT modernization is often seen solely as a matter of changing technology. But changes in technology sustain themselves only if people accept and embrace them. You must therefore align your new systems with the company’s culture — starting with a clear recognition of the new habits that people will need to adopt.An evolution in technology architecture may well involve a significant cultural shift, with a new structure and new competencies. Consider where the stumbling blocks may be. For example, do employees understand how to analyze the data your company collects while protecting your privacy? Do they have the operational skills to coordinate with external partners? Do they have concerns or qualms that have not been addressed? Armed with that information, your company’s leadership can determine what types of training, support, recruitment, and workforce changes are needed.Engage users of the new technology, encouraging them to play an active role in the transformation effort. At GE Digital, for example, managers fostered engagement by bringing in all stakeholders from 20 different departments to be certain the right voices were heard. They made sure that users felt they were part of the process, giving them roles to play in implementation and providing regular updates on the delivered benefits. As a result, employees who used the system felt invested in the outcomes. Engagement on that scale isn’t easy, but it is essential.There already are some powerful elements of your culture — including attributes of the company and behaviors that work well — that you can muster on the side of effective change. In addition, every company has “authentic informal leaders,” people at every level of the hierarchy who are already demonstrating the behaviors you need for modernization because they believe in the new direction. Find these individuals and work closely with them. They can tell you about the readiness of your organization to change, the places where resistance will occur, and the magnitude of effort required to overcome resistance. (For more guidance on organizational culture, see The Critical Few: Energize Your Company’s Culture by Choosing What Really Matters, by Jon Katzenbach, James Thomas, and Gretchen Anderson.)For a large insurance provider in Australia, the critical starting point for modernization was to create cultural acceptance of the idea “decommission the old and embrace the new.” To achieve this, the technology leadership provided a strong mandate for simplification, and communicated it consistently. The mandate helped rally the teams around a common set of priorities, decisions, and behaviors.At Ottawa Police Service, where there was a strong culture and deeply held values and beliefs, the new initiative sought to modernize critical policing applications with newer foundational technologies. Staff needed to be convinced that security and privacy issues could be properly addressed. As the technologies changed, PwC helped OPS put in place a strong and collaborative change management process, along with providing expertise in cybersecurity and public safety, to create confidence that the technical solutions were appropriate for use given the many regulatory, privacy, and security considerations. In the end, more than 150 police officers regularly contributed ideas. When the ideas were valued and implemented, that created a virtuous circle of more engagement, faster uptake, and still better results.Questions for engaging your workforce and culture:What do people need from the new IT systems to be productive? How do we know?How technologically capable is our existing workforce? What skills do they already have and what do they need to develop?What kind of cultural changes need to occur for new systems to be adopted? How do we create them?5. Adopt a Services Mind-SetThe traditional approach to technology treats systems as assets that a company owns and operates. A modern approach treats technology as a set of services that a company can consume and integrate as needed, without necessarily owning the systems at all. Companies can then select and combine services from a range of best-in-class providers, within an overall framework that suits the organization’s unique needs.This approach redefines the IT function. Where once you hosted and managed systems internally, now you oversee a more open platform. Services are outsourced and dynamically managed; when a service component is not effective, you can adapt or replace it. You no longer care as much about the source of a service; you care about how well it serves your needs and creates value. You judge its financial performance in operational terms — productivity and results measured against cost — rather than by return on asset costs and the costs of maintenance.One major bank redesigned or replaced a large number of critical systems within a five-year time frame. The refresh affected customer systems, analytics, product development, and core ledgers. When communicating the changes with the bank leadership, the IT group explicitly avoided describing their hardware and software assets; instead, they focused on the services they would provide to internal functions.This approach made it easier to add new IT functions. For example, when the group installed analytics packages, they naturally gravitated together to talk about new ways to use them. The same was true of new marketing tools and the new network for linking branches. Ultimately, the bank made its message about services public. It was investing in modernization, it announced, because it knew the investment would help the bank become the type of financial institution that its customers and partners needed.Adopting a services mind-set also promotes a more open approach to sharing value with service providers. By using your providers as ongoing partners in innovation, you can shift your focus from negotiating terms to collaboratively generating results.Questions for adopting a services mind-set:What are the essential technology services we provide to our organization?Are we organized and funded according to the outcomes we provide rather than the assets we manage?What other services could we offer in a cost-effective way if we were better organized to do so?6. Plot the Journey before StartingJust as successful transformation is a staged journey, so too are systems modernization efforts. In their article “The Four Building Blocks of Transformation,” PwC organizational change experts Al Kent, David Lancefield, and Kevin Reilly describe how iconic companies — the likes of Apple, IKEA, Starbucks, and Honda — have achieved their success through a fully coherent, differentiated, strategic identity. They methodically developed the capabilities and business models they needed to deliver this vision.Your systems modernization can help you do something similar. Having set a direction based on customer value (as in principle number 1), you now plot a systems modernization road map, that is, a sequence of milestones and markers that you can expect along the way. For example, you might introduce cloud-based capabilities early, so they can be used for other initiatives. Or you may need to modernize some legacy systems as a prerequisite for improving time-to-market for product launches.For a technology modernization at GE, the business units and geographies shared the responsibility to get core applications up and running. Progress was tied to explicit deadlines and goals, including “reduce quarter close time by 50 percent” and “cut 40 percent in IT expenditures.” Each milestone also included progress toward a predetermined set of core business needs: expanding market share, automating processes, deploying common platforms, rethinking shared services, and ensuring quick wins.When your organization is embarking on this journey, ensure up-front buy-in from key senior stakeholders. In his book Leading Change, John Kotter calls this the “powerful guiding coalition.” It consists of change champions from every key area of the business at all line management levels. This coalition helps to ensure ongoing business alignment.Although it’s planned, your IT modernization should not be rigid. Set it up as a self-correcting journey. In each step, you learn from previous iterations and discuss what could be done better next time.Questions for plotting the journey:What are the critical steps in our migration to a new system? Who will we bring together to implement each step?How will we adapt our plan to “course correct” when things don’t go as expected?Who needs to be part of our own powerful guiding coalition?7. Organize by CapabilitiesMost large and midsized companies cannot reorganize their legacy IT system all at once. Their efforts must be divided, prioritized, and sequenced, or they will be too large and complex to manage. Most IT modernization efforts are organized by project; they are short-lived efforts, framed by conventional enterprise software categories, and budgeted and delivered through development teams that disband when the project is complete. This leads to a short-term focus that can distract efforts from the most important goal: building the capabilities that deliver value.What if you organized by capabilities instead? Your organization’s most distinctive capabilities are the combinations of systems, processes, and functions that deliver value in a way that no other enterprise can match. Think of your systems modernization initiative as an opportunity to energetically improve these capabilities, drawing on your digital expertise. For example, Inditex (the Spanish apparel company best known for its retail brand Zara) has long had distinctive capabilities in customer insight, fashion-forward product design, rapid-response manufacturing, and globally consistent branding. In recent years, it has enhanced these capabilities with an IT modernization that included, among other things, setting up RFID tags for every item it sells. Now it also has an integrated online–offline inventory capability, so that any clerk in a Zara store can instantly locate a garment in a specified size and color, and arrange for it to be shipped directly to a customer — giving the company strengths in customer satisfaction that few other retailers can match.Your organization’s customer-facing products and services are central in this approach (it’s sometimes called the “product management–based IT operating model” [pdf]). You logically group applications and infrastructure by the business capabilities they primarily support. Then you find the necessary applications and hardware needed to fill the gaps in those capabilities, and (better yet) to refine and expand your conception of those capabilities, staying steps ahead of competitors.Organizing the IT operating model in this way offers many benefits. They include enhanced business–IT alignment, the ability to deliver faster innovation and greater value, more effective investments, and a simplified vendor landscape. Consider procuring a managed services and solutions provider with which to partner; they may be more familiar with the newer technologies and thus able to deliver more quickly and effectively than you can.When you organize by capabilities, you don’t have to worry about the different layers of the technology stack. They’re all in scope. Your IT organization is no longer wedded to legacy concepts; it can help accelerate a digital transformation by applying principles such as mobile access, API-based design, microservices, cloud-based infrastructure, and modular IT structures.Questions for organizing by capabilities:What are the most critical capabilities that differentiate our company and provide value?How will our IT modernization enable and enhance these capabilities?What technological solutions and vendors fit best with these critical capabilities?8. Be Agile and User-CentricWhen executing the modernization, look for ways to realize benefits faster. Avoid the “big bang” approach, in which you gradually build toward a single all-encompassing systems release, which can involve many months’ wait before results start to be seen. Divide the modernization road map into discrete delivery increments, releasing usable functions on a frequent release cycle. It’s better to be incomplete and rapid than complete and slow, as long as you obtain system user feedback frequently and let that feedback guide you to shift your direction. (Users of your systems could include customers, employees, and anyone else who interacts with your company, including regulators, suppliers, and community members.)Use established agile frameworks for design and development. These include scrum (consisting of self-organizing teams), disciplined agile delivery (a process for team decision making), the scaled agile framework (which aligns multiple teams), DevOps (practices aimed at reducing software development time), and lean IT (which is based on quality and continuous improvement approaches). Whichever frameworks you choose, train all stakeholders carefully in them, so they have a shared understanding of the practices involved.Even as you embrace agility, remain user-centric, that is, attentive to customer and employee responses, and responsive in the way you incorporate their reactions into your designs. Roll out new features in a way that allows you to test them on different user and customer profiles. For example, you might roll out two different features to members of the same customer group or geographic region to see if they trigger different responses.Establish a disciplined and consistent approach to user-centricity. You might track people’s behavior on your system by monitoring keystrokes, through surveys, or through direct observation of users struggling with the prompts on their screens or smartphones. Adapt and adjust your system iteratively, building your own capacity for interpreting user feedback. Adopt a continuous improvement mind-set, so you are always looking for opportunities to learn and make your system better. Seize those opportunities.Questions for taking an agile and user-centric approach:Who will benefit most from the changes, and how are they engaged?How do our analytics improve our knowledge of their experiences?How do we pivot and change our approach when we need to?9. Invest in Resources That Make the Change StickBefore commencing modernization, perform a careful analysis of the breadth and diversity of resources needed for a successful outcome. Project management and transformational leadership capabilities are as important as technical capabilities. Be highly selective in forming the team that oversees the effort. Choose people with a strong bias for change, a strong desire and ability to learn, a high tolerance for complex and uncertain situations, and a solid reputation for collaboration and teamwork.Financial resource allocation is just as important. Align funding to your highest modernization priorities. Be very clear about which areas you will not spend money on. Scrutinize your choices about desired features and technologies to ensure that financial resources are aligned with highest value.Avoid locked-in situations, in which a single vendor has control over your interactions (because, for example, your data resides in a closed and proprietary system). Insist on open APIs that can connect to a range of other systems. Experiment with open source software and make interoperability and integration a critical part of your technological due diligence. For example, if you use commercial off-the-shelf software, make sure it can link to a variety of databases, including open source products. Look for technologies that easily integrate and work together because of the languages they’re written in and the technology stacks they are built on.Think through resourcing for the legacy system to keep it running adequately while the new system is being built. Even during the transition, you may need to fund must-do modifications to the legacy system (for example, to meet new regulatory and legislative requirements). Ensure that funding for these types of changes, for both the old and the new systems, has been factored into the overall budget.Develop a plan for funding to decommission and retire the old system, and to move people to the new one. Include funding for learning and development. Be clear and up-front about the transition plan so that the team with responsibility for maintaining the legacy system understands how important their role is and what options are available to them. Provide incentives to make sure that these people remain highly motivated while doing what may seem to be unglamorous work.Questions for investing in resources that make the change stick:Which IT investments are linked to the greatest return?How do we realign resources to support the transformation while running the business?What skills will be needed with the new systems, and how do we build them?10. Partner Based on Shared Values and TrustThe technological systems that you are modernizing are key to your organization's future. Therefore, do not treat modernization — or the procurement of the goods and services needed to support it — as a transactional event. When selecting long-term partners, invest in special due diligence in excess of your standard evaluation criteria. Your goal is to find companies that can deliver mutual benefits and with which you can develop a working relationship that involves mutual commitment and creative collaboration as well as a fair deal.If you don’t get this right, not only could the project fail, but the switching costs could be substantial. Therefore, use informal as well as formal ways of gathering information. Seek out companies whose values you share and whose leadership has proven trustworthy. Evaluate the credibility of their work by looking at the technology systems they have built for themselves. Think about how well those systems support their own distinctive capabilities, especially those that would benefit you as their customer.A good example of how to find the right partner comes from ATB Financial, based in the Canadian province of Alberta. It was founded in 1938 as a government-owned corporation, with the mandate of providing the citizens of Alberta with sources of alternative credit. After a strategic review, the company’s leaders set out to stand up a cloud-native digital-first challenger bank. This challenger bank — Brightside — is designed to provide a unique value proposition to a group of consumers that ATB believes is underserved: digital-native and digital-savvy customers.Recognizing the long-term relationships they would need to stand up Brightside, ATB's leaders were very deliberate in the way they evaluated vendors. They started by developing a list of 37 potential partner organizations identified through PwC’s research and knowledge of the financial services digital landscape. The list was shortened to four through an RFI process using standard criteria such as technological considerations, the ability to meet requirements and commitments, references, financial health, and long-term viability.However, those criteria were just table stakes. The right partner also needed to share the values that ATB Financial held, and to verify that it could be trusted. ATB thus conducted site visits for each of the four semifinalists. It tested each company’s flexibility and speed by asking it to complete a proof-of-concept task, with only two days to work on it after receiving the specs. In addition, during the visits, the evaluation team spoke to employees at multiple levels.ATB ultimately settled on two: a first choice, and a second choice kept on standby. On a fee basis, the first-choice partner delivered a two-month pilot designed to build out 5 to 10 percent of the critical requirements. This allowed ATB Financial to fully evaluate how open the partner was to change, how fast it actually worked, what tools it used, and overall how compatible the two teams were. The system modernization has made considerable progress and is meeting all key metrics, and the companies’ superior working relationship is credited for much of this initial success.Questions for selecting a trustworthy partner with shared values:What are we looking for in a partner? What values are important to us?What criteria will we use to ensure that our partner has similar values?In committing fully to a partner, how can we build mutual trust?In modernizing your company’s technology, your goal is an effective and sustainable vehicle for strategic success. The critical issues, as with any organizational IT effort, are not purely technical. They involve learning how to design systems more effectively, engage individuals, and help facilitate constructive change throughout the enterprise. Taken together, these 10 principles can guide your way.

Hi thereWell there was time I have seen marketing professionals used to go for door to door to sell a product and for feedbackDoor-to-doorModelProducts or services sold door-to-door are generally in one of seven industries: cable, telecommunications, solar, energy, security,Globalization of marketing2.1 INTRODUCTIONIn this era of globalization, marketers’ researchers have realized that a strategy for the survival and success of service firms is the delivery of a high standard quality services that meet and exceed customer expectations. This means that customers are becoming increasingly powerful as determinants of the service quality they wish to experience. The role of service quality plays heavily in creating a satisfied and repetitive customer. In other words, delivering superior quality service has been recognized as the most powerful weapon that many leading organizations possess. Important conceptual framework and models of service quality have been set up and researchers have started to take them into consideration in order to satisfy customer and to benefit from customer loyalty. Therefore effective investment in high service quality results in long-term increases in customer loyalty, and this in turn leads to cost savings and improved profitability and market share (Zeithaml, Parasuraman,&Berry, 1990).2.2 DEFINITION OF SERVICESGronroos (1990) stated that, “A service is an activity or series of activities of more or less intangible nature that normally, but not necessarily, take place in interactions between the customer and the service employees and/ or physical resources of goods and / or systems of the service provider, which are provided as solutions to customers problems”.Moreover Richard Lekhander (1997) stated that, “good service is often viewed as being nice to the customer. This takes the form of being accommodating, never saying no, promising anything they ask and always being courteous”.Firstly, service is a performance. It happens through the interaction between consumers and service providers (Deighton, 1992; Gronroos, 1990; Ramaswamy, 1990; Sasser, Olsen & Wyckoff, 1978; Zeithaml & Bitner, 1996). Secondly, other factors such as physical resources or environments play an important medium role in the process of service production and consumption (American Marketing Association, 1960; Collier, 1994; Gronnroos, 1990). Thirdly service is needed by consumers to provide certain functions such as problem-solving (Ramaswamy, 1996) These three point place lead to the termination that, ” a service, combined with goods products, is experienced and evaluated by customers who have particular goals and motivations for consuming the service” (Young, 2000).2.3 STAKES INVOLVED IN MANAGING SERVICE QUALTIYIn an ever expanding and rapidly changing environment, companies cannot maintain attitudes characterized by attracting customers or expanding in new markets. According to De Madariaga and Valor (2007), “The key success factor to survive in mature markets relies on sustaining long-term relationships with stakeholders”. The challenge all marketers face today is in finding ways of increasing customer loyalty and retention. Bhardwaj (2007) stated that, “Transforming indifferent customers into loyal ones and establishing a long term relationship with customers is critical for organizational success”.2.3.1 Relationship MarketingMishra &Liy (2008) stated that, “relationship marketing refers to “All marketing activities directed toward establishing, developing, and maintaining successful relationship exchanges”. After a comprehensive review of definitions of relationship marketing, Harker (1999) proposes the following description: An organization engaged in proactively creating, developing, and maintaining committed, interactive, and profitable exchanges with selected customers over time is engaged in relationship marketing. Grönroos (1990) stated that, “The purpose of relationship marketing is to identify and establish, maintain, and enhance relationships with customers and other stakeholders, at a profit, so that the objectives of all parties involved are met and that this is done by a mutual exchange and fulfillment of promises”.Hunt, Arnett, and Madhavaram (2005) suggest that, successful relationship marketing results from certain aspects of cooperative relationships that characterize successful relational exchanges. On the other hand Arnett and Badrinarayanan (2005) declare that, “Relationship marketing is the competence of a firm’s ability to identify, develop, and manage cooperative relationships with key customers characterized by trust, relationship commitment, and communication”.2.3.2 Customer RetentionAccording to Payne (2000), customer retention is the percentage of customer from the beginning of a period and who will still remain customers at the end of the period. Blattberg et al. (2001) stated that, “Customer retention is taking place when a customer keeps on buying the same market offering over a long period of time.” Moreover Hoyer and MacInnis (2001) also said that customer retention is considered as practicing work in order to satisfy customers with the intention to build long term relationship with them. Payne (2000) also said that when measuring the customer retention, it is considered as crucial step to improve customer loyalty and the profitability of a service business.2.3.3 Customer LoyaltyAccording to Oliver (1999) customer loyalty as a high commitment to re buy a product or service that has been preferred by a customer in the future although there are situational influence and marketing effort to cause this switching behavior. Satisfying customers is not enough nowadays; customer has to be extremely satisfied (Bowen and Chen, 2001). This may due to the fact that customer satisfaction must lead to customer loyalty. Bansal and Gupta (2001) proposes that, to build customer loyalty is no longer a choice for business instead it is the only approach to stay competitive. Mcllroy and Barnett (2000) said that a crucial concept that has to be taken into consideration when establishing a customer loyalty program is customer satisfaction. However Storbacka and Lentinen (2001), argued customer loyalty cannot be necessarily guaranteed by customer satisfaction. Customers may switch to another provider because the competitor offers more variety and opportunities in their service (Storbacka and Lentinen, 2001).2.3.4 Word of Mouth CommunicationAccording to Brown et al. (2005), word of mouth is considered as the interpersonal communication or any information’s exchange about a target object from one customer to another. Murray (1991); Silverman (2001), believe that is a powerful means to persuade customers. Furthermore Bone (1995); Herr et al. (1991), estimate that word of mouth is likely more efficient in influencing customers’ choice when adopting a product or when choosing a brand than the communication sources. Villanueva et al. (2008) also agrees that for companies, the customers’ acquiring from word of mouth lead to a twice contribution on the long term value than when acquiring customers through marketing.2.4 CUSTOMER SATISFACTION.According to Kotler (2003), satisfaction is defined as a person’s feelings of pleasure or disappointment resulting from comparing a product’s perceived performance in relation to his or her expectations. Perreault et al. (2000), said that customer satisfaction is considered as the extent to which a business can fulfill the needs, desire and expectation of its customers. On the other hand satisfaction is viewed as the customers’ overall attitude towards the service provider or it is the customers’ emotion reacting to the difference between what customers expect and what they perceived concerning the fulfillment of the needs, goals and desires. (Hansemark and Albinsson 2004).Motley, (2003), agreed to the fact of matching customers’ expectation to the service provider performance. He also figured out that a business’ mission is to satisfy its customers who favor the respective organization through time. Furthermore he pointed out that organization can attain this aim by being able to distinguish what satisfies and dissatisfied their clients. According to Kotler et al (2002), “customer gets dissatisfied if performance is below expectation and vice versa”. The customers are highly delighted when the performance of the firm goes beyond expectation.Hoyer and MacInnis (2001) states that, “Satisfaction can be associated with feelings of acceptance, happiness, relief, excitement, and delight”. Moreover there are many factors that influence customer satisfaction. These factors include friendly employees, courteous employees, knowledgeable employees, helpful employees, accuracy of billing, billing timeliness, competitive pricing, service quality, good value, billing clarity and quick service, Hokanson (1995).Fornell (1992) argued that customer satisfaction is considered as a key success factor for these organizations operating mature and competitive markets. Fornell, 1992; Reichheld & Sasser, (1990) note that in these markets, company growth is attained at the expense of competing organization, and the retaining of customers is crucial for companies operating in these markets.2.5 WHAT IS SERVICE QUALITY?Through time, numerous quality concepts have been developed, starting by Shewhart (cited in Williams and Buswells, 2003) with conformance to requirements. Then, Deming (1986) defined quality as the predictable degree of uniformity and dependability at low cost while Juran and Godfrey (1999) proposed, “fitness for purpose”. Afterwards, Feigenbaum (1991) came with the total quality control throughout the organization. Crosby (1979) equated quality to conformance to requirements until Peters (1987) offered the concept of customer exception of excellence, which revealed to be fundamental in assessing qualityAccording to Lewis, (1989), service quality is believed to be a critical dimension of competition. Hung et al. (2003) said that, to provide excellent service and high customer satisfactions is considered as a crucial issue and challenge that the service industry face nowadays.Service Moreover Zahari et al., (2008) consider that, whether it is in the private and public sector or in the business and service industries, quality is viewed as a vital issue for them. Lewise and Mitchell, (1990); (Dotchin and Oakland, (1994a); Asubonteng et al., (1996): Wisniewiski and Donnelly, (1996); Seilier, (2004); Zahari et al. (2008) state that, “Service quality is the extent to which a service meets or exceeds customer needs and expectations”.According to Leonard and Sasser, (1982; Cronin and Taylor. (1992); Gammie, (1992); Hallowell, (1996); Chang and Chen, (1998); Gummesson, (1998); Lasser et al., (2000); Newman, (2001); Sureshchander et al.,( 2002); Seth and Deshmukh,( 2005), during the past two decades, service quality has become an important area of close attention for practitioners, managers and researchers as the result of its strong impact on business performance, lower costs, return of investment, customer satisfaction, customer loyalty and gaining higher profit. Brown and Bitner (2007) also point out that due to rapid development in service quality in many countries, its significance has made organizations realized that it is important to measure and evaluate the service quality.Seth and Deshmukh, (2005) affirmed that, for measuring service quality, many conceptual models have been developed by different researchers. These conceptual frameworks permits organization in identifying problems in quality and consequently this will help to plan for a quality improvement program and thus this will lead to improve efficiency, profitability and overall performance.Both service quality and customer satisfaction are important in the evaluation of service quality in organizations striving for success in a competitive environment. Fisk et al (1993) stated that the focus on increasing service quality matches with total quality management and customer satisfaction in the field of business researchHigh quality service is considered as a critical determinant of long term profitability as service quality affects the repurchase intentions of both existing and potential customers (Ghobadian et al., 1994).Hence, it can be stated the latter concept is an effective means to ensure survival or even obtain a competitive position in today’s dynamic environment. However, the only appropriate means is to thrive for continuous improvements.2.5 CUSTOMER EXPECTATION AND CUSTOMER PERCEPTIONBerry and Parasuraman (1991) stated that, “Expectations are the wants of consumers, that is, what they feel a service provider should offer”. Service quality is being judge by customers and their expectations of services greatly influence their resulting level of satisfaction. It is far easier to please customers with lower expectations than those with higher expectations.Consequently, to understand customers’ expectation is very crucial. Lewison (1997) categories service expectations in three levels: essential, expected and optional. Following the same paste Zeithaml, Berry and Parasuraman (1993) include three similar levels in their conceptual model of customer service expectations: predicted, adequate, and desired.Perception is the basis for personal interpretation of the world. According to Schemerhorn et al. (2000) perception is a way of forming impressions about oneself, other people and daily experience.However Mitchel (1978) argued that perceptions are those processes that shape and produce what one actually experiences. The way that customer perceived service quality are highly subjective as their perception are influenced by many external and internal factors such as cultural, social, psychological and economy. What a customer perceives can differ from objective reality. Therefore, measuring customer perception of service is important as the customer evaluation of service and future behavior depends on the perception, not on reality itself.2.6 Perceived Service QualityAccording to Getty and Thomson (1994) Perceived quality may be viewed as a global attitudinal judgment associated with the superiority of the service experience over time. It is crucial to understand how consumers perceive the quality of the product offering, including the service element, and how these perceptions impact upon the consumer’s ultimate purchase decision. After having understood the consumers’ perception of quality, the organization should be able to identify whether or not a gap exists between the customers’ expectation and the manager in the development of appropriate managerial quality systems, which should maximize consumer satisfaction. The needs of survival and prosperity in the increasingly competitive marketplace are the main driving forces in the provision of superior quality services.2.7 SERVICE QUALITY DIMENSIONThe importance of quality service to positive guest experiences has long been recognized, and many techniques for improving service quality have been developed. Based upon the research conducted by Parasuraman, Zeithaml, and Berry (1985), a 22-item scale for measuring service quality, known as SERVQUAL was developed. According to the SERVQUAL model, service quality can be defined as the customer’s perception of a specific firm’s service quality based on comparison of the performance of that specific firm in providing the service with the customer’s general expectations of all firms in the same industry who provide the service.The SERVQUAL technique uses the following five individual dimensions to measure customer’s expectations and perceptions:TangiblesTangibles include the physical evidence of the service that is, physical facilities, appearance of personnel, tools or equipment used to provide the service, physical representation of the service and other customers in the service facility (Tim Knowles, 1998).ReliabilityReliability involves consistency of performance and dependability, which means that the company performs a service right the first time. It also means that the company honors what it promises in delivering the right product at the right time. Specifically, it means Accuracy in billing, keeping records correctly and performing a service at a designated time (Tim Knowles, 1998).ResponsivenessResponsiveness concerns the willingness or readiness of employees to provide service. It involves timeliness of service; that is, mailing a transaction slip immediately, calling customer back quickly and giving prompt service, e.g. setting up appointments (Tim Knowles, 1998).AssuranceAssurance concerns the knowledge and courtesy of employees and their ability to convey trust and confidence. It involves knowledge and skill of the contact personnel, knowledge and skills of the support staff, explaining the service itself, the company reputation, personal characteristics of the contact personnel, confidentiality, and financial and personal security (Tim Knowles, 1998).EmpathyEmpathy concerns the provision of caring and individualized attention to customers, that is, recognizing regular customers, learning the customer’s specific requirements and providing individualized or customized service (Tim Knowles, 1998).To measure customer satisfaction, one needs to anticipate which dimensions or attributes of the product/ service customers are using in their overall quality assessment. The understanding of the priorities that consumers place on the various dimensions of service quality can help the company gain a competitive advantage.“The model conceptualizes service quality as a gap between customer’s expectations (E) the perception of the service providers’ performance (P). According to Parasuraman et al. (1985, 1988, 1991), service quality should be measured by subtracting customer’s / perception scores from customer expectation scores (Q=P-E). The gap that may exist between the customers’ expected and perceived service is not only a measure of the quality of the service, but is also a determinant of customer satisfaction/dissatisfaction.” (A. Pizam and T. Ellis, 1999)2.8 MEASURING SERVICE QUALITY.As service quality is becoming a major part of business practice, it is important to be able to measure and research its effectiveness (Mei et al., 1999). For instance, different management practitioners and writers proposed various concepts and models to assess this essential construct.2.8.2 SERVQUAL INSTRUMENTThe measurement of service quality with a well known model known as SERVQUAL (Parasuraman et al, 1988) .The model has been developed as a substantial amount of research across the multiple service industries of retail banking, credit card provision, security brokerage and, product repair and maintenance. Parasuraman et al., (1988) originally evolved a set of ten dimensions, which was consolidated into five broad criteria after further in-depth research to evaluate service quality. The SERVQUAL consist of 22 items pertaining to expectation and perception and it is also based on the five dimension of the service quality.SERVQUAL is viewed as the mostly used, valid, and generally accepted measurement tool (Brown and Bond, 1995). This instrument is used to assess customers’ expectations and perceptions of quality through the five generic dimensions described below and as such, quantify the service expectations-perceptions gap.Table 1.0 Dimensions of service quality (SERVQUAL instrument revised)Service DimensionsDetailsReliability:Ability to perform and deliver promised service dependably and accurately.ResponsivenessWillingness to help customers and provide prompt service.AssuranceEmployee’s knowledge, courtesy and ability to inspire trust and confidence; serving with a smile and be courteous in their approach.EmpathyCaring and individualized attention the firm provides its customers. Ability to make him feel unique and to cater to any of his/her requirements.TangiblesAppearance of physical facilities, equipments, personnel and communication material used to enhance image of the organization and to signal quality.According to the model, service quality is a “gap” between the customer’s expectations and perception and consequently, it should be measured by subtracting customer’s performance scores (P) from customer expectation score (E). The greater the positive gap score (P>E) means the better service quality and vice versa. SERVQUAL model, which assumes quality is the result of gaps between people’s expectations and their perceptions of service performance, has received a great deal of interest since it offers a practical instrument (Parasuraman et al., 1988).Since it has been used in many studies of service quality, The SERVQUAL instrument has been proved popular. This is because it has a generic service application and is a practical approach to the area. A number of researchers have applied the SERVQUAL model to measure service quality since1988 by Parasuraman et al. which is five dimensions to study service quality to specific industries, products, target markets, and other in the service sector. Recent applications have extended it to the industrial market. For example, the public sector (Orwig, 1997), higher education (Anderson, 1995a), information systems (Kettinger & Lee, 1997; Pitt, 1997; Van Dyke, 1997), hospitals (Anderson, 1995b; Youssef, 1995) and the legal profession (Witt $ Steward, 1996).The benefits derived from SERVQUAL approach are clear and may be summarized as; SERVQUAL gives management a clear indication of how the organization is performing in the customer’s eyes, it helps prioritize customer needs, wants, and expectations by identifying what is most important in the customer’s eyes., it allows the organization to set an expected standard of performance that can then be communicated to all staff and patrons, it can also identify the existence of any gaps between customers and providers and thereby helps focus improvement efforts by directing organizational energies at closing these gaps (Rust & Oliver,1994).2.8.3 Criticism of SERVQUAL modelThough the SERVQUAL instrument has been widely used by many researchers, it has also been contest by certain researchers for its reliability to measure service quality. Carman (1990) questioned its methodology and found a need to expand and add on certain dimensions that were important across different services. Cronin and Taylor (1992) argued that the disconfirmation paradigm that SERVQUAL applied was inappropriate for measuring perceived service quality. They pointed out that the disconfirmation paradigm measures customer satisfaction instead of service quality.Consequently through their study, Cronin and Taylor (1992), have make use of the performance scale (SERVPERF) only and through their research they have discovered that this instrument outperformed the SERVQUAL model. O’Neill, Wright and Fitz (2001) also argued that, “SERVPERF made use of the original SERVQUAL scales and also requires the consumer to rate the provider’s service performance along a seven point scale, but uses a single set of questions concerning post consumption perceptions of service quality and does not seek to measure expectations”2.8.4 THE GAPS MODEL OF SERVICE QUALITYAccording to Kotler, Bowen, and Makens (1996) ,the five-gap model is known as the widely used model of service quality. The gap model was developed by Parsuraman,Zeithaml, and Berry (1988), and it one of the earliest frameworks of service quality model. It serves the purpose of identifying quality gaps namely understandability, service standard, service performance, communication and service quality in organization. Richard G McNeil (2000) stated that, “Knowing what customers expect is the first and possibly the most critical step in delivering service quality”. Thus, to be able to provide services that customer perceives as excellent an organization must know what the expectation of the customers is.Figure 1: The gap analysis model (Parasuramann Welcome!., 1991)Figure 1 show four gaps identified on the marketer side of the model (gap 1-4) and a fifth gap, which represents the comparison between expectations and perceptions of service received on the customer side of the modeGAP 1: The Management Perception Gap(Differences between consumer expectations and management perceptions of consumer expectations).Customer’s ExpectationCompany’s Perception of Customer ExpectationReasonForGap 1Inadequate marketing researchLack of upward communicationManagers’ perceptions of what consumers expect may be different from actual customers’ needs and desires. The reason for this gap is lack of proper market or customer focus. Agency executives may not always understand what features connote high quality to consumers, what features a service must have in order to meet consumer needs, and what levels of performance on those features are needed to deliver high quality service. Therefore appropriate management processes, market analysis tools and attitude need to be adopted.GAP 2: The Quality Specification Gap(Differences between management perceptions of consumer expectations and service quality specifications).Translation of Perception into Service Quality SpecificationReasonForGap 2Poor Service DesignAbsence of Customer-Defined Service StandardManagement Perception of Customers ExpectationEven if customer needs are known, they may not be translated into appropriate service specifications. There may be constraints of resources or market conditions, which prevent management from delivering what the consumer expects, or there may be an absence of total management commitment to service quality. This gap relates to aspects of service design.GAP 3: The Service Delivery Gap(Differences between service quality specifications and the service actually delivered).Failure to match Demand and SupplyPoor Human Resource PoliciesCustomers not fulfilling their rolesReasonForGap 3Service DeliveryCustomer-Driven Service Design and StandardThis is referred to as the service performance gap and indicates that quality specifications are not met by the performance in the service production and delivery process. There are several reasons for this includes: lack of sufficient support for the frontline staff, process problems, or staff performance variability.GAP 4: The Communication Gap(Differences between service delivery and what is communicated about the service to consumers).External Communication to ConsumersReasonForGap 4Inadequate CommunicationInadequate management of customer expectationsService DeliveryConsumer expectations are shaped by the external communications of an organization. This gap indicates that promises given by market communication activities are not consistent with the service delivered. A service organization must ensure that its marketing and promotion material accurately describes the service offering and the way it is delivered.GAP 5: The Perceived Service Quality Gap(Differences between consumer expectations and perceptions of the quality of the service received).Customer ExpectationNot Knowing what the consumer expectNot Delivering Service To standardNot matching performance to promisedCustomer PerceptionReasonForGap 5This gap results when the perceived service falls short of the expectations of customers. This is how consumers perceive the actual service performance in the context of what they expected.If the service gap model is used properly, it will help the management to identify systematically service quality shortfalls. In other words, it facilitates the identification of gaps between a numbers of variables affecting the quality of the offering.Gaps 1-4 are within the control of an organization and need to be analyzed to determine the cause or causes and changes to be implemented which can reduce or even eliminate These four gaps emerge from emerge an executive perspective on a service organization’s design, marketing and delivery of service. They, in turn, contribute to another gap, mentioned earlier; Gap 5 which is the discrepancy between customers’ expected services and the perceived service actually delivered.Gap 5 is the surveying of employees can help to measure the extent of Gap 2 to Gap 4 (Zeithmal et al, 1990). This may reveal a difference in perception as to what creates possible gaps.The gap model put emphasis on the customer. Quality is realized by the customer after the service has been received and it relates to the difference between expected and perceived quality.CONCLUSION.This chapter has shown how the quality of services is a major factor in the customers’ future decisions. Managers therefore have a critical responsibility for ensuring that their customers are not dissatisfied, while emphasizing the satisfying aspects of service. In this research the SERVQUAL model have been used for measuring service quality by focusing on the Gap5 and the service quality dimension.This all research is based on different authors in different countriesHope you find it usefulBest wishes