應用Kano模式觀點探究物業管理服務品質

Applying Kano Model Analysis to Explore the Service Quality of Property Management

姜廷宜(Ting-Yi Chiang) ； 彭雲宏(Yeng-Horng Perng) ； 蘇南(Nan Su)

《物業管理學報》 7卷2期 (2016/09) Pp. 53-65

摘要

本文首先應用「SERVQUAL」與「Kano Model」，嘗試找出台灣地區物業管理服務業之顧客所重視之服務品質。研究結果顯示，應用Kano二維品質模式探討物業管理服務業所提供的服務項目，以進行屬性歸類，有7項品質要素在（A）；10項品質要素在（O）；7項品質要素在（M）；8項品質要素在（I）；且0項（Q），故本文所探討之服務品質將具有二維品質之特性。業者亦可考量本身的資源限制下，定訂服務策略與強化互動，藉此提升公司整體服務品質與增進管理效率，以及增加顧客續約意願，以降低成本；同時，物業管理公司須與社區經理密切合作，強化現場教育訓練，優化服務品質。最後，將可精確判斷哪些要素對於衡量既有市場競爭情勢、確認改善項目及策略方向，以便著手此產業現況，進而達到顧客、現場服務人員及公司三贏的局面。本文認為從顧客觀點，可有效釐清企業所提供給從業服務人員與顧客之間的認知差距，進而達到縮小管理委員會與物業管理公司雙方差距，並重新思考共同創造共享價值與如何具體化實現，藉此達成此目標。

關鍵字

物業管理 ； Kano二維品質模式 ； 服務品質 ； 創造共享價值 ； 用後評估

並列摘要

The current study tries to understand the quality of service that customers in the property management industry in Taiwan emphasize through applying of ＂SERVQUAL＂ and the ＂Kano Model＂. According to the result of the study, The exploration of service items provided by the property management industry is based on the applying of the Kano model and subsequent classification of attributes. There were seven quality factors were in (A), ten in (O), seven in (M), eight in (I), and zero in (Q). As a result, the quality of service discussed in this study was equipped with two-dimensional quality. Companies within this industry may also stipulate service strategies and strengthen interactions based on their individual resources in order to increase the overall quality of service, management efficiency, customers' willingness to renew their contracts, and reduce costs. In addition, property management companies have to work closely with community managers to improve on-site training, quality of service, and household security and privacy as well as providing thorough service. Ultimately, business owners can accurately determine the situation of existing market competition, items that needed to be improved, and strategic directions in order to achieve a situation where consumers, field service personnel, and companies feel content. The study pointed out that companies can effectively clarify the perceptual gap between service personnel and customers, as well as further minimize the gap between management committees and property management companies from the customers' perspective. Furthermore, they can reconsider the creation of shared values and determine how specifically in meeting their goals.

並列關鍵字

Property Management ； Kano model ； service quality ； creating shared value ； post-occupancy evaluation

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