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“Quality is how we describe the value we perceive in the innate characteristics of a product or the attributes of a service” (Kenyon & Sen, 2015). “Service quality” is achieved when the customer or the consumer believes he or her is given more than he is paying or more than his global expectations, and this definitely results in a better relationship. Literature clearly shows that service quality is a strategic tool and the most significant positioning tool for services providers especially when we consider the increasing competition in the services markets. In the service sector, quality is essential since suppliers need to understand which aspect would help them best delight their clients. Even though the technical aspect seems to be necessary, the majority of service companies favour the functional aspect because it readily improves customer relationships. Many practitioners, managers and researchers have designed service quality models in response to the markets’ challenges. All these models aim at helping companies to better handle service quality matters in order to gain competitive advantage, customer satisfaction and loyalty. Among all the models discussed in the rich literature, some major models seem to be the most used and adopted: Grönroos' model, GAP model and SERVQUAL model. These models are foundation for other service quality measurements. For each model discussed, we start with a brief description before critically reviewing their contribution to solving business issues.

• Grönroos' model:

The Grönroos' Perceived Service Quality model has been of one the very first conceptualization early in 1984 and opened doors to many others models. Three many components have been identified to assess service quality and include: technical, functional and image. In Grönroos' Perceived Service Quality model, expectations are a function of market communications, image, word of mouth, and consumer needs and learning, whereas experience is a product of a technical and functional quality, which is filtered through the image. Grönroos more clearly shows the existence of a perception gap, although there is no suggestion of "delighting" only of narrowing the gap. However, the model has more practical application as it shows factors that contribute to each side of the gap. It demonstrates that the supplier can affect both sides of the gap – most notably by managing customer expectations. In addition, it illustrates that the customer experience is a product of the image of supplier quality, not just the actuality. Clearly marketing as well as process and technical quality has an effect on the perception gap.

• Adapted ASO Model

The ASO Model is a popular conceptual model that makes clear the need to emphasize consumer’s brand perception from a holistic standpoint in order to achieve service differentiation. However, Sanghera et al. (2002) found its application has been limited and constrained to different uses than originally envisaged.

• GAP model

In 1985, Parasuraman, Zeithaml & Berry proposed GAP model based on gaps between expectation and performance during the service delivery process. The authors identified 5 gaps to assess service quality. “The GAP model provides an important framework for defining and measuring service quality”. 

The "gap" in the gap analysis process refers to the space between "where we are" as a part of the business (the present state) and "where we want to be" (the target state or desired state). The gap analysis also helps in benchmarking actual business performance so it can be measured against optimal performance levels. The first step in conducting a gap analysis is to establish specific target objectives by looking at the company's mission statement, strategic business goals and improvement objectives.

The next step is to analyse current processes by collecting relevant data on performance levels and how resources are presently allocated to these processes. This data can be collected from a variety of sources depending on what is being analysed. For example, it may involve looking at documentation, measuring key performance indicators (KPIs) or other success metrics, conducting stakeholder interviews, brainstorming and observing project activities.

After a company compares its target goals against its current state, it can then draw up a comprehensive plan. Such a plan outlines a step-by-step process to fill the gap between its current and future states, and to reach its target objectives. This is often referred to as strategic planning.

•  SERVQUAL Model

The most commonly used and most famous model of service quality measurement is SERVQUAL. It is a very standardized quantitative methodology, specifically designed to measure customers' opinions on the quality of services, which allows users to compare their expectations and perceptions in relation to a specific service. It consists of a series of 22 predefined questions divided into two repeated groups concerning respectively the users' expectations towards the service and the judgment on the various aspects of the service, or distributed in a more compact form in a single series of questions. The 22 questions, valid for each type of service, make it possible to measure the perceived quality and expectations separately, for 5 dimensions, considered by the author to be indispensable for judging the quality of the service. Dimensions are as follows:

• Tangible elements (appearance of physical facilities, equipment and personnel)

• Reliability (ability to deliver the promised service reliably and accurately)

• Responsiveness (willingness to help customers and to provide service promptly)

• Reassurance skills (employee competence and courtesy and related ability to inspire trust and safety)

• Empathy (caring and personalized assistance that is reserved for customers and users)

Beyond the tangible elements and the possibility of accessing the service, the elements indicated group together a series of characteristics such as communication, safety, competence, courtesy, the ability to understand the customer's needs, the possibility of accessing the service which greatly shift the emphasis on the relationship, a characteristic component of every service relationship. The standard questionnaire uses a 1-7 numerical scale for each question which makes the use of the tool particularly simple; this ease of use is both the strength and weakness of the model: in fact, comparisons between measurements obtained in organizations and/or at different times are very easy. The schematic nature of the questionnaire makes ServQual a particularly suitable tool for measuring CS in cases where there are no qualified personnel for more detailed surveys. The high standardization of the method makes it particularly interesting both for the clarity (of the questions and answers it provides) and for the possibility of modifying one or more of the single items of the basic version with relative ease; however, due to its rigidity, it is advisable to use it only after a prior analysis of the characteristics of the service.

In addition to providing greater optimization and effectiveness of the quality delivered, a service model is the starting point to:

• Set measurable goals;

• Develop indicators to monitor the level of quality of services;

• Monitor performance against a single standard;

• Develop personalized training plans;

• build staff incentive plans.

The quality standards express the minimum levels of quality that must be ensured to users by the entities providing services. The system must ensure:

• the improvement of the quality of the services offered through a periodic review aimed at progressively raising the quality standards;

• the growth of the professional skills of personnel in a framework of equal opportunities for rights and duties, transparency of the results obtained and of the resources used to obtain them.