UNIQLO Case Study

766 Words 4 Pages
Generally speaking, the service of UNIQLO was lower than my expectation. In terms of shop assistants, who can also be called service providers, they have no working enthusiasm. They are not willing to help customers, which means they are pressed for the responsiveness. Two things can be invoked as evidence. The first one, I passed by about 12 shop assistants, but only three of them greeted, two of them asked whether I need any help. The second one, when I asked the shop assistant: “Does this shirt come in other colors?” she took a step back, stared at me up and down and said: “Let me check it for you.” After she finished checking the information, she passed me the shirt and said: “the shirt in other colors should be placed in the same position, …show more content…
As I already mentioned, when I asked some information about the shirt, the shop assistant cannot give the information immediately. Although she provided the information after she checked it, she let me find the shirt by myself, which may cause customers think the shop assistants ‘s knowledge and courtesy and their ability cannot support to inspire trust and confidence. In other words, customers might think shop assistants in UNIQLO provide service without assurance. Therefore, it is not difficult to understand that the shop assistants in UNIQLO lack of empathy, because they cannot give individualized attention to customers. In my opinions, the shop assistants are too busy to treat customers. They walk so fast, shuttling back and forth in UNIQLO and do not want to stand in front of the customers. They always have things which are more important than the customers, such as put the clothes in the right position. Therefore, they do not have time to treat the customers. Consequently, shop assistants in UNIQLO located in HARBOUR CITY, KOWLOON cannot provide high quality …show more content…
What I mentioned above shows that there is difference between customer expectation and customer perception, because the shop assistants do not correctly perceive what the customer wants or needs. Moreover, the reasons such as not knowing what customer expect or not selecting the right service designs and standards or not delivering to service standards cause the provider gaps. We elaborate on them one by one. Firstly, reasons for provider gap 1, also named knowledge gap, are as follows: UNIQLO lacks upward communication. In other words, UNIQLO lacks interaction between management and customers, which result in the fact that management does not know the needs of customers, so they cannot train employees correctly. The measures the management can take to close the provider gap1 are learning what customers expect, they can conduct some marketing researches on the customer expectation and customer satisfaction. Secondly, poor service design and absence of customer-driven standards result in provider gap 2. UNIQLO fail to connect service design to service positioning. What make things worse are the lack of customer-driven service standards and absence of process management to focus on customer requirements. What can UNIQLO do to close the provider gap 2 is to establish the customer-oriented service standards and the right service

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