A CASE ANALYSIS
ABOUT THE ASSESSMENT OF QUALITY OF SERVICES IN A LOGISTICS COMPANY IN THE LIGHT
OF THE SERVQUAL MODEL
Sueli
Ferreira Colona
Federal Institute of São Paulo (IFSP), Suzano, Brazil
E-mail: suelifer.s@gmail.com
Wilian Ramalho Feitosa
Federal Institute of São Paulo (IFSP), Suzano, Brazil
E-mail: wilian.feitosa@ifsp.edu.br l
Rodrigo dos Santos Kelch
Federal Institute of São Paulo (IFSP), Suzano, Brazil
E-mail: rodrigo.kelch@hotmail.coml
Submission: 23/12/2016
Accept: 12/01/2017
ABSTRACT
In the competitive market of service delivery in logistics,
companies seek to improve quality in
services provision. This article aims to
study the service quality assessment,
by a case study in a logistics company, analyzing
how this company measures the satisfaction of its main customers
and comparing it to SERVQUAL model.
For this, after a theoretical review of themes such
as service features, logistics
services, customer satisfaction and
services quality, through exploratory
techniques, mainly an author’ auto
ethnography and documents content analysis the case
analysis was performed. It could
be showed that the model of customers satisfaction questionnaire used by the company studied was a very simplified model - it did not meet the main structural
dimensions of SERVQUAL model, just measures observed perceived
quality, ignoring expectations and acts in a reactional way about clients
concerns and complaints. The main considerations were a lack of identification at
the customer’s feedback process and the proposal of a new
questionnaire model,
contributing for
the
company's services quality's efficiency.
Keywords: Logistics Services, Quality, SERVQUAL
1. INTRODUCTION
Currently,
the market for provision of logistics services is experiencing a phase of great
disputes between various companies, because factors such as the advance of
technology has made possible the growth of the number of small and medium-sized
companies in the most diverse segments. Many
of these segments are providing services, thus making the client's difficult
mission in choosing the best company to meet their needs, in many cases, tied
to the quality of service provided.
Therefore,
often the choice of the customer ends up being decided by the details, in other
words, the company that offers the best service captures the customer. In this
context, it is clear the need for companies to be constantly improving their
quality of service delivery.
According
to Freitas (2005), the subject of management and quality in services is the
subject of much research, being the object of numerous discussions and
questions among researchers, managers and administrators. These reflections
arise from the complexity of the quality concepts and from the definitions of
service delivery that essentially involve intangible characteristics (SARQUIS,
2009).
This article aims to study the
process of evaluation of services quality in logistics services. For this, we
analyse a fictitious company called DP, based on a real logistics company which
provides services in logistics operations of handling and storage of bonded
cargo, located in the city of Guarulhos. We will compare this company's
practices on measure the satisfaction of its clients with theoretical
well-known models, such as SERVQUAL model (PARASURAMAN; ZEITHAML; BERRY, 1988).
This
article aims to study the evaluation of the quality of services of this
logistics company, proposes a revision of the SERVQUAL model, adapted by the
same one to measure the satisfaction of its main clients. Delimiting this study
in the evaluation of the quality of services performed by the company is
justified by the importance of the connection between quality, services and
logistics.
Through
the research, it was shown that the questionnaire model used by the DP company
did not meet the main dimensions of the SERVQUAL model structure, causing
problems in relation to the feedback process to the clients with whom the
satisfaction surveys were done, which resulted in proposition of a new
questionnaire model by this article, contributing to the improvement of the
quality of services of the company object of study.
According
to Gil (2010), an exploratory, bibliographic research was carried out. Through
data collection, auto ethnography was used to enrich the content (JONES; ADAMS;
ELLIS, 2013 apud MOTTA; BARROS, 2015). The procedure adopted was a case
analysis, as Yin (2010) explains, which investigates a contemporary phenomenon
in its context in the real world.
This article is structured in 5 more
sections besides the introduction. The next section deals with the theoretical
background, section 3 deals with research methods, section 4 of the case
analysis and section 5 of the final thoughts, obtained through bibliographical
research, and auto ethnography of the authors, used for the construction of
this one.
2. THEORETICAL BACKGROUND
In
this section, we present the concepts and characteristics of service, logistics
services, customer satisfaction and quality of services. These topics are
constituted from the considerations of Kotler and Keller (2012), Kotler (2005),
Grönroos (1993) Johnston and Clark (2010), Ballou (1995), Las Casas (2009),
Christopher (1997), Lovelock and Wright (2001), Iañez (2002), Maximiano (2004),
Parasuraman, Zeithaml and Berry (1985, 1988), among others.
2.1.
Concept of Service
For
Kotler and Keller (2012), service consists of an action or performance, where
one side can offer something to the other and that does not necessarily result
in ownership of anything.
According
to Grönroos (1993), service can be considered as an activity of a more or less
intangible nature, which usually occurs during interactions between client and
service employees that is provided as a solution to the customer problem(s).
According
to Johnston and Clark (2010), the conceptual scope results from several
authors, studies and approaches that deal this theme. A common point of all
these concepts lies in perceiving services as a strategic tool.
Johnston
and Clark (2010) contemplate a concept for services based on the organizational
point of view. This concept provides a definition of services as the link
between the objectives of the organization and the perception and satisfaction
of the clients in relation to the services provided, according to figure 1:
Figure 1: Concept of services on two perspectives
From: Johnston and Clark (2010, p.
55).
It is
worth highlighting the conceptual relationship established between Lovelock and
Wright (2001) and Las Casas (2009), which indicated services as intangible
goods that differentiate them from products. In this way, the final evaluation
of the services is influenced according to the characteristics described below:
· Intangibility - even if
the services include or as a result present in tangible elements, their
realization will be in its basis always intangible.
· Heterogeneity - the difference in the provision of services between
companies can be measured according to the customer service. The level of
contact with customers enables the creation of a satisfactory experience for
both sides. The management of their meeting is an arduous task, where the
quality of care can make all the difference.
· Variability - having the customer in the operational process makes
their control very complex because the services are being consumed at the same
time they are produced.
· Perecibility - the quality of the service can be measured when purchased or consumed
(attributes of experience), due to the absence of inventory, because it is
something perishable, which is harmed to the extent that the demand is greater than
the supply capacity.
Other
elements highlighted by Kotler and Keller (2012), known as the 4P's of the
modern marketing administration, are also of great relevance to understand the
relations between organizations and their clients, being used strategically by
these to stand out in the segment of services, thus being described as:
People, the most fragile link in this
segment, because their actions can influence the quality of services, therefore
the training must be constant, with training and the formation of a culture
among those involved, with a focus on good customer service. Often one observes
certain behaviors of people who work in different departments of a company, and
who usually assign the responsibilities on the customer always to the sales or
commercial departments.
These situations can be solved as companies offer
their employees integration talks between departments and demonstrate to them
the importance of excellence in customer service. This factor is of great
importance to be considered refers to the employee's performance.
According
to some authors, "satisfaction also depends of factors related to the
customer perception regarding the quality of performance of service
employees" (BITNER, 1992, p. 57; SLÅTTEN, 2008 apud PEREIRA; CARVALHO; ROTONDARO, 2013, our
translation).
Profile (physical evidence), understands the location, how and
where the service is provided. The aspect of standardization may be to include
also in profiles, such as the use of uniforms with the company logo, for
example, passing an image of credibility. Another positive aspect is the
production of printed catalogs, being of great relevance in the company's
market positioning.
Processes, logistics services incorporate various processes, such as receiving,
warehousing and transportation. The effectiveness of each of these stages will
constitute the quality of the service. The efficiency of logistics processes
includes designing processes and service standards according to customer
specifications, such as the storage of cargoes that require refrigeration and
temperature control, also includes control of the standard and obtaining
quality certifications. It is also valid mention of service contracts, because
it is common to occur inconclusive or inconsistent situations, situations that
could be avoided with the inclusion of attachments or scope of services offered
within a contract, for example.
Productivity and quality, in this the
productivity of all involved must be assured, as well as the ideal way to serve
the client, from his entry into the company until the moment he is satisfied.
Logistics services represent a set of values and operations that companies
offer their customers. Quality of services is "the general impression of
the consumer about the relative superiority/inferiority of the organization and
its services" (BITNER; HUBBERT, 1994, p. 72 apud VEIGA; MOURA, 2003, our translation).
In
this way, the four elements worked in the companies in an integrated way in all
phases of the processes can improve the execution of these processes and
provide improvements to the quality in the services, in this way, to
differentiate the companies in relation to their competitors.
Complementing
the services approach, it is valid to include a prominent field for outsourcing.
Many companies are now aware that quality in logistics processes represents a
considerable factor of success for businesses. According to Christopher (1997),
efficient logistics processes provide an opportunity to create advantages in
the face of competition.
2.2.
Logistics services
According
to Ballou (1995, 73, our translation), "the level of logistics service is
the quality in which the flow of goods or services is managed". In this
way, logistics services are the representation of a set of values and operations
that companies offer their customers. Logistics services include freight
transportation (national and international), customs clearance, stock control,
warehouses, distribution centers, cargo handling in the port, logistic
operator, chartering, demurrage, outsourcing, among others.
According
to Iañez (2002), to understand the logistics services it is necessary to
describe the processes, according to figure 2:
Figure 2: Logistics
Services
From: Based
on Iañez (2002).
2.3.
Customer Satisfaction and Quality of Service
According
to Johnston and Clark (2010, p. 123, our translation), “If the operation meets
expectations, or, in fact, exceeds expectations, customers are satisfied with
the service”. When customers are met within their expectations they will use
another time and indicate the services; if their expectations are exceeded,
they are satisfied with the service; but when none of the above occur, they are
dissatisfied, compromising the reliability regarding the quality of services
and before the service provider. This context is illustrated in figure 3:
Figure 3:
Expectations - Customer satisfactions
From: Johnston and Clark (2010, p.123).
Complementarily, Kotler (2005, p. 42, our
translation) defines satisfaction as:
The sensation of pleasure or disappointment of a person resulting from
the comparison between the perceived performance (or result) of a product and
its expectations. If performance does not meet expectations, the customer is
dissatisfied. If the performance meets expectations, the customer is satisfied.
If the performance exceeds expectations, the customer gets highly satisfied or
delighted[1].
There
is a close relationship between customer satisfaction and service quality.
"It is important to emphasize that looking at quality in the perspective
of services is a complex issue, since it depends on factors related to both the
provider and the client" (PEREIRA; CARVALHO; ROTONDARO, 2013, p. 312,
our translation).
Maximiano
(2004) defines quality based on six service criteria, when the service responds
positively to all of these criteria, it can be established that the company
offers its customers quality services, as shown in Table 1:
Table 1: Definitions
of the idea of quality
|
Criteria |
Excellence |
The highest standard of performance in the
field of performance. |
|
Value |
The value is relative and will depend on the
purchasing power of the customer. |
|
|
Specifications |
Design how the product
should be. |
|
|
Conformity |
Degree of identity
between the product and its specifications. |
|
|
Regularity |
Uniformity. |
|
|
Suitability to use |
Product quality and
absence of disability. |
From: Adapted from Maximiano (2004, p. 177).
According
to Parasuraman, Zeithaml and Berry (1985), quality of service is a complex
constructor, which contains five dimensions - reliability, readiness,
assurance, empathy and tangible aspects. In this context, for Parasuraman,
Berry and Zeithaml (1988), it is imperative that there is an efficient
instrument to monitor the quality of services provided: SERVQUAL. According to
them, in any service under study, reliability was the most important dimension,
in sequence agility, assurance and empathy.
For
Johnston (1995) apud Pereira, Carvalho and Rontodaro (2013), it should be
emphasized that, even though they are used with source for several researches
in the area of service management, the SERVQUAL instrument and its five
dimensions have been criticized. According to Johnston (1995) apud Pereira,
Carvalho and Rontodaro (2013), Parasuraman, Berry and Zeithaml (1985) proposal
that SERVQUAL could be used to assess quality in a large part of service
companies was questioned in many studies. There are several models proposed in
the literature to evaluate the quality of services, which vary in numerical
representation, main characteristics and their applicability, as shown in Table
2:
Table 2:
Comparative Synthesis between Service Quality Assessment Models from the
literature
|
AUTHOR |
MODEL |
MAIN FEATURES |
APPLICABILITY |
|
Grönroos (1984) |
The model has no
algebraic representation. |
It considers quality as function (expectation,
performance and image). |
Multiple service
profiles. |
|
Parasuraman et al. (1985, 1988) |
SERVQUAL Qi = Di –
Ei |
22 questions distributed in five dimensions of
quality. |
Multiple service profiles. |
|
Brown and Swartz (1989) |
Qi = Ei – Di |
It uses the 10 dimensions elaborated by
Parasuraman et al. (1985). |
In
medical services in the care in offices. |
|
Bolton and Drew (1991) |
Service evaluation model and value.
Representation by several algebraic equations. |
It uses four dimensions developed by Parasuraman
et al. (1988) - Includes the idea of value in the evaluation of customer
quality. |
Telephone services. |
|
Cronin
and Taylor (1992) |
SERVPERF Qi = Di |
It uses the five general dimensions elaborated
by Parasuraman et al. (1988). |
Multiple service profiles. |
|
Teas (1993) |
Ideal
Performance Model |
It uses the five
general dimensions developed by Parasuraman et al. (1988). |
Retail Stores |
From: Adapted from
Miguel (2004, p. 29).
The
regular application of the SERVQUAL model shows that this is a concise and qualitative
instrument, with good reliability and proven validity, which allows a better
understanding of clients' expectations and perceptions and thus the improvement
of the service provided.
According
to Pena et al. (2013) despite two decades, the SERVQUAL scale has proven
effective in measuring the expectations and needs of health service users
regarding the quality of these services. In addition, it has also been used in
a relevant way, as a tool to assist managers in decision making in the
institutions of this segment. Sampaio et al. (2004) adds that SERVQUAL has
served as a divisor in the processes of evaluating the quality of services,
because it has been used in the most diverse areas due to the flexibility that
its methodology confers to the improvement of the object to be applied.
Thus,
according to Sampaio et al. (2004), the application of the SERVQUAL model
occurs in a wide range of sectors, where the tool not only measures the quality
in the service rendering, but also shows the perception of the users in
relation to the services offered, such as transport and logistics, education,
food companies, IT outsourcing companies and librarians.
The
SERVQUAL model is based on a predefined questionnaire. Parasuraman, Berry and
Zeithaml (1985) essentially proposes a research tool applied twice to a group
of clients, one to customer expectations and another to evaluate the actual
perception of the customer about the service effectively provided by the
company evaluated.
This
research is the SERVQUAL scale with 22 questions about attributes related to
quality of service and evaluating the five determinants of quality, as shown in
Table 3:
Table 3: SERVQUAL Scale
|
TANGIBLE: |
RELIABILITY: |
|
1. Modern visual equipment |
5. Make
the promises on time |
|
2. Physical
installations with attractive visuals |
6. Sincere
interest in solving problems |
|
3. Clean-looking staff |
7. Services done right the
first time |
|
4. Assistive papers and materials with visual appeal |
8. Perform service in the right time frame |
|
|
9. Insist on records without errors |
|
PROMPTNESS: |
WARRANTY: |
|
10. Staff tell you exactly when service will be
provided |
14. Behavior of employees
inspires confidence |
|
11. Employees
deliver services promptly |
15. Customers feel safe in
their transactions |
|
12. Staff always want to help |
16. Staff are consistently courteous |
|
13. Employees are never too busy to take orders |
17. Employees are aware to answer questions |
|
EMPATHY: |
|
|
18. Provides
individual customer care |
|
|
19. Works
at convenient times for all your customers |
|
|
20. Staff
give personal attention |
|
|
21. They truly have the best interest in customers |
|
|
22. Employees
understand the needs of consumers |
|
From: Adapted from Lopes, Hernandez and Nohara (2009).
According
to Lopes, Hernandez and Nohara (2009), these questions can be adapted to each
particular case, but the questionnaire applied should contain basic premises to
achieve its objective of collecting information:
· Create the involvement of the respondent;
· Communicate
appropriately with the respondent;
· Help the respondent to develop their responses;
· Avoid creating
biases or trends of any kind;
· Promoting the
interviewer’s task easily;
· Seek automated processing of answers.
In
this way, the basic structure of SERVQUAL can be adapted or complemented,
aiming to adjust to the aspects or needs of each company. Remembering that
according Parasuraman, Zeithaml and Berry (1985), the dimensions that are part
of the complex construct of quality of services must be maintained.
In
this way, it is worth evaluating the companies that use tools with similar
methodologies to SERVQUAL, verifying if they preserve the measurement of
quality of services, since the use of the same by the companies is costly,
because it presupposes the application of an extensive questionnaire before and
after the provision of the service.
3. METHOD
This
is a case analysis, as Yin (2010) that investigates a contemporary phenomenon
in its context in the real world. The data collection for the research was done
according to Jones, Adams and Ellis (2013) apud Motta and Barros (2015),
through the auto ethnography, based on memories and professional experience
lived by the authors, who were employees of the company object of study of this
research. One of the authors worked in the area of Customer Attendance Service
(SAC), responsible for the said area for six years, and the other author worked
in the operational sector of the company, specifically in the reception of
customs charges, for a period of three years.
In
order to study the quality of the services of this logistics company,
conceptual aspects of logistics services were addressed, with particular
emphasis on the use of a quality services assessment, a questionnaire, which
was adapted to company proposes, aiming to measure the satisfaction of its main
customers in relation to its service delivery.
4. CASE ANALYSIS
The company that is the object of the case analysis,
whose fictitious name is DP, was founded in 1971, totally national, which in
the 90s was granted authorization by Federal Customs Office, to operate as an EADI (Inner Customs Station), with its facilities
currently operating in the city of Guarulhos - SP. It is today the main link
between the markets of the United States, Europe, Africa, Mercosul and the
markets of São
Paulo metropolitan area and southeast region of
Brazil.
It acts in the rendering of services of logistics
operations of handling and storage of bonded cargoes. Its scope of services
also includes the tracking of cargoes in customs transit until delivery to the
customer (door-to-door services), area segregation services for health
products, with temperature control: air-conditioned, refrigerated and frozen,
with a full-time pharmacist responsible for monitoring, control of the
processes of receipt and storage, and follow-up of the inspection of organs
that are aware of said charges.
The company DP has a store yard and equipment for
handling containers, as well as a structure offered to customs brokers and a
post of Federal Customs Office for the clearance of import and export cargoes.
They count with property security to guarantee the security in the entrance and
exit of vehicles, storage of loads and control of access of employees and
visitors.
Since 2001, DP has obtained, ISO 9002/1994 Quality System
Certification. After this stage,
between 2003 and 2009, the management system was adjusted and certified
according to the revisions 2000 and 2008 of the NBR ISO 9001.
Considering these processes of quality management and
customer service as a procedure contemplated by ISO, the company DP provides
the Customer Attendance Service (SAC), through this channel, its customers can
solve doubts about their in-process logistics operations in the company. This
service channel is also used to conduct customer satisfaction surveys.
The same is done quarterly with the top ten clients of
the company and is composed of 8 questions with a score of 1 to 4 for the
answers in which the number 1 corresponds to the result of very dissatisfied, 2
dissatisfied, 3 satisfied, 4 very satisfied. It consists of the following
questions:
I-
How do you evaluate the
company's service?
II-
In general, how do you
consider the service provided by the company?
III- Does SAC provide the necessary support and response at
the appropriate time?
IV- Are employees competent to answer questions?
V-
Do the employees provide
personalized service?
VI- Do goods arrive in perfect condition and customs
clearance takes place within the promised time?
VII- Do the employees have a good personal presentation?
VIII- Does the company work with adequate facilities and
equipment?
Through the survey, the customer satisfaction indicators
were checked, so when these were bad, the survey referring to the indicators
was sent to the Commercial Management, which generated a visit of one of the
commercial advisors to the dissatisfied customers. Correlating these indicators
can be inferred that the highest index of dissatisfaction resided in question
VI.
Specifically
regarding the time of customs clearing of cargoes, this process depended
exclusively on the tax auditors of the Customs Office, which generated a
problem of difficult solution, since the agility of this process was evidenced
as differential of services provided by the company DP. According to Neto and
Santana (2015, p. 106), "differentiation improves the quality of
the logistics service offered, and, in this way, gains advantages over
competitors".
Another
important aspect to highlight is that when assessing customer satisfaction,
about the services provided by logistics companies, efficiency in processes
becomes a central point. According to Iañez (2002), indicating that the
logistics services incorporate several processes such as storage and
transportation, so that the effectiveness of each stage will constitute the
quality of the service delivered to the consumer.
The
problem resided in the process of feedback to customers, since to solve the
question of delay in customs clearance was necessary to establish a
relationship bridge between the customer and Federal Customs Office through the DP Company.
Starting from the point that
generally and in any case, every company should:
·
Measuring
customer satisfaction and quality of service;
·
Identify
critical gaps;
·
Understand
and find the reasons for the gaps;
·
Define
an appropriate action plan and close the gaps.
Through
this study it was possible to evaluate that the satisfaction survey performed
by the DP company with its clients, using a questionnaire method, inspired by
the SERVQUAL model, did not meet two of the dimensions that make up the bases
of said scale, which according to Parasuraman, Berry and Zeithaml (1988),
independent of the service under study, are the most important:
·
Reliability,
as cargo were not released within the agreed time limit;
·
Promptness,
translated in the non-use of the figure of the faithful custodian, as a
facilitator of relationship between the needs of the client and the Federal Customs Office in the processes of customs
clearance.
In
addition, the measurement of expectations, which the SERVQUAL model advocates,
for later comparison with the one observed by the client, is impracticable,
since data collection becomes prejudiced, because clients do not have the time
to provide the necessary data for the complete analysis. The post-service
evaluation, comparing historical data and desired pattern of behavior, as
employed by DP, seems to be a more parsimonious model.
Thus,
the proposal of this article was a review of the model used by the DP Company,
through a smaller questionnaire, which approached delivery problems and that
was done periodically and without previous evaluation. This proposal of
revision arises in the sense of contributing to the improvement in the
processes of the logistics company, object of this case analysis.
5. FINAL THOUGHTS
Through
this article, it was possible to reach the objective of studying the service
quality evaluation of a logistics
company, called DP, evidencing that the questionnaire in use is quite different
of models such as the SERVQUAL model,
for instance, did not meet the main dimensions of the structural basis
of the SERVQUAL model, cited as the most important of the point of perception
of the clients in the provision of any service.
According
to the theoretical references of this article, being the reliability, since the
loads were not released within the agreed period with the clients and the
readiness, translated in the non-use of the figure of the faithful custodian,
as a facilitator of relationship between the needs of the client and the
Customs Office in the processes of customs clearance. In this way, compromising
the agility of these processes and resulting in problems in customer feedback, what could harm services quality
index and perception. In other words, a longer questionnaire could harm quality
perception.
Among
differences between SERVQUAL model and what is in use by the DP Company, are:
it is a smaller questionnaire (just 8 questions, adapted for services
characteristics), but done just
periodically and without previous evaluation about expectations.
In
other hand, it is possible to argue that this questionnaire is more effective
than a model such SERVQUAL, what is complex and too long. Previous evaluation
of quality can be difficult to measure, because clients can considered waste of
time respond an entire SERVQUAL twice – after and before.
This
revision proposal aims to contribute to the improvement of the quality of the
evaluation of the service rendering of the company under study, as well as that
of logistics companies in general.
It
should be noted that the SERVQUAL tool was designed for potential application
in a wide range of services, because it provides the basic structure of
customer expectations and perceptions, through statements that refer to the
five dimensions of quality in services. However, the SERVQUAL model presents
difficulties, such as previous filling, weight allocation for the constructs,
comparison with the one observed by the respondent, besides the extension of
the questionnaire and the need for adaptation for each type of service.
Although
there are a number of studies addressing the quality of logistics service
providers and service assessment tools, this article corroborates the
importance of using more effective ways
to provide service providers to measure the quality of services provided.
For future research, we suggest
new studies that develop new quality measurement tools in logistics services. Another study could be done
considering the satisfaction of different publics of interest and their
mediation, because companies such as DP, in addition to serving customers who
store their materials, must deal with customs office as an important interest
group, which needs to be satisfied.
REFERENCES
BALLOU, R. H. (1995) Logística Empresarial. São Paulo:
Atlas.
CHRISTOPHER,
M. (1997) Logística e Gerenciamento da
Cadeia de Suprimentos: estratégias
para a redução de custos e melhoria dos services, 1 ed. São Paulo: Pioneira.
FREITAS,
A. L. A. (2005) Qualidade de Serviços no Contexto da Competitividade. Revista Produção Online, v. 5, n. 1, p. 1-24. Available:
https://www.producaoonline.org.br/rpo/article/download/321/418.pdf. Access:
24/09/2016.
GIL, A. C. (2010) Como
Elaborar Projetos de Pesquisa, 5 ed. São Paulo: Atlas.
GRÖNROOS, C. (1993) Gerenciamento e Serviços: a competição por serviços na hora da verdade, 5 ed. Rio de Janeiro: Campus.
IAÑEZ, M. M. (2002) Uma Contribuição ao Processo Decisório de Terceirização das Atividades
Logísticas.
Dissertation (Master in Engineering). São Paulo: PTR/USP.
JOHNSTON, R.; CLARK, G. (2010) Administração de Operações de Serviços,
1 ed. São Paulo: Atlas.
KOTLER, P. (2005) Marketing Essencial: conceitos,
estratégias e casos, 2 ed. São Paulo: Prentice Hall.
KOTLER, P.; KELLER, K. (2012) Administração de Marketing, 14 ed. São
Paulo: Pearson Prentice Hall.
LAS CASAS. A. L. (2009) Marketing de Serviços, 5 ed. São Paulo: Atlas.
LOPES, E. L.; HERNANDEZ, J. M. C.;
NOHARA, J. J. (2009) Escalas
Concorrentes para a Mensuração da Qualidade Percebida: uma comparação entre a
SERVQUAL e a RSQ. Revista de
Administração de Empresas, v. 49, n. 4. Available: http://www.scielo.br/pdf/rae/v49n4/v49n4a04.
Access: 24/09/2016.
LOVELOCK, C;
WRIGHT, L. (2001) Serviços:
marketing e gestão, 1 ed. São Paulo: Saraiva.
MAXIMIANO, A. C. A. (2004) Teoria Geral da Administração: da revolução
urbana à revolução digital, 4 ed. São Paulo: Atlas.
MIGUEL, P. A.
C.; SALOMI, G. E. (2004) Uma revisão dos modelos para medição da
qualidade em serviços. Produção, v.
14, n. 1, p. 12-30. Available:
http://www.scielo.br/scielo.php?script=sci_arttext&pid=S0103-65132004000100003&
lng=pt&nrm=iso. Access: 06/11/2016.
MOTTA,
P. M. R.; BARROS, N. F. (2015) Resenha Autoetnografia. Cadernos de Saúde Pública, v. 31, n. 6. Available:
http://www.scielo.br/scielo.php?script=sci_
arttext&pid=S0102-311X2015000601339. Access: 24/09/2016.
NETO,
U. J. S.; SANTANA, L. C. (2015) Logística e Serviço ao Cliente como Estratégia
Competitiva. Revista de Iniciação
Científica Cairu, v. 2, n. 2, p. 97-111. Available:
http://www.cairu.br/riccairu/pdf/artigos/2/07_LOGISTICA_SERVICO_CLI ENTE_.pdf.
Access: 25/09/2016.
PARASURAMAN, A.; BERRY, L. L.;
ZEITHAML, V. A. (1988) SERVQUAL: A multiple-item scale for measuring consumer
perceptions of service quality, Journal
of Retailing, v. 64, n. 1, p. 12-40. Available:
http://areas.kenan-flagler.unc.edu/Marketing/FacultyStaff/zeithaml/Selected%20Publications/SERVQUAL-%20A%20Multiple-Item%20Scale%20for%20Measuring%20Consumer%20Percep
tions%20of%20Service%20Quality.pdf. Access: 26/09/2016.
PARASURAMAN, A.;
BERRY, L. L.; ZEITHAML, V. A. (1985) A conceptual model of service quality and
its implications for future research. Journal
of Marketing, v. 49, n. 4, p. 41-50. Available:
http://areas.kenan-flagler.unc.edu/Marketing/FacultyStaff/zeithaml/Selected%20Publi
cations/A%20Conceptual%20Model%20of%20Service%20Quality%20and%20Its%20Implications%20for%20Future%20Research.pdf.
Access: 26/09/2016.
PENA, M. M. et
al. (2013) The use of the quality model of Parasuraman, Zeithaml and Berry in
health services. Revista da Escola de
Enfermagem da USP, v. 47, n. 5, p. 1227-1232. Available: http://www.scielo.br/scielo.php?script=sci_arttext&pid=S
0080-62342013000501227&lng=en&nrm=iso. Access: 05/11/2016.
PEREIRA, V. R.;
CARVALHO, M. M.; ROTONDARO, R. G. (2013) Um estudo bibliométrico sobre a
evolução da pesquisa da qualidade em serviço. Produção, v. 23, n. 2, p.
312-328. Available: http://www.scielo.br/scielo.php?script=sci_
arttext&pid=S0103-65132013000200008. Access: 23/09/2016.
PICOLOTTI, H. (2013) Desafios do setor logístico no Brasil. PLANIN - Worldcom Public Relations Group. Available: http://planin.com/artigo-desafios-do-setor-logistico-no-brasil/.
Access: 24/09/2016.
SAMPAIO, M. I. C. et al. (2004) PAQ - Programa de
avaliação da qualidade de produtos e serviços de informação: uma experiência no
SIBi/USP. Ciência da
Informação, v. 33, n. 1, p. 142-148. Available:
http://www.scielo.br/pdf/ci/v33n1/v33n 1a17.pdf. Access: 05/11/2016.
SARQUIS, A. B. (2009) Estratégias de Marketing para Serviços:
como as organizações de serviços devem estabelecer e implementar
estratégias de marketing, 1 ed. São Paulo: Atlas.
VEIGA,
R. T.; MOURA, A. I. (2003) Validação das Medidas usadas no Exame Empírico
de um Modelo de Qualidade de Serviços. Revista de Administração Faces Journal,
v. 2, n. 1, p. 69-85. Available: http://www.fumec.br/revistas/facesp/article/
download/20/20. Access: 20/08/2016.
YIN, R. K. (2010) Estudo
de Caso: planejamento e
métodos, 4 ed. São Paulo: Bookman.