The implications of service quality gaps for strategy implementation

This article addresses the problem of service quality strategy implementation and proposes three interrelated models: a static model of the organization; a comprehensive dynamic model of the implementation process, both synthesized from the literature; and a mixed model, which integrates static and dynamic models. The mixed model is combined with the service quality gaps (SQGs) model, drawn at a previous paper, to propose: a map of the pattern of SQGs occurring at each implementation stage; the organizational variables that can be manipulated to eliminate SQGs; and several implications to practising managers.