Customer Satisfaction Analysis Report: EuropAssistance Case Study

This report analyzes the customer satisfaction levels of EuropAssistance, a global provider of travel insurance, roadside assistance, and domestic assistance services. The study identifies critical success factors, including the human face of insurance, a global network, convenience, and worldwide assistance, and their relative importance. It utilizes customer satisfaction gap analysis to evaluate service quality, highlighting discrepancies between customer expectations and experiences. The report examines compatibility, design, and alignment gaps, revealing areas where EuropAssistance falls short of meeting customer needs. It emphasizes the importance of customer relationship management (CRM) in closing these gaps, improving customer satisfaction, and fostering customer loyalty. The analysis suggests strategies to reduce value gaps and improve the human face of insurance, global network coverage, worldwide assistance, and convenience, ultimately enhancing the company's competitive advantage in the international market. The report concludes by emphasizing the need for EuropAssistance to prioritize customer feedback and proactive engagement to optimize its services and strengthen customer relationships.

Running head: INTERNATIONAL MARKETING
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International Marketing
Name
Institution

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International Marketing
Introduction
Customer satisfaction management provides a vital framework to understand how
EuropAssistance Insurance agency is faring concerning the identified critical success factors.
The survey provides different metrics that identify the strengths and weakness of the
organization as well as identify the areas where the organization has failed to deliver as per
the predetermined standards. According to Kaura, Prasad and Sharma (2015), the quality of
service provided by the organization as well as the convenience, price fairness dictates the
level of customer satisfaction achieved by an organization. The relative importance of the
critical success factors in ascending order is business ethics of insurance, expansive
worldwide network, convenience and worldwide assistance. The success factors have an
essential percentage of 30,25, 24 and 21, respectively. Consequently, this provides the crucial
areas that are valued by the stakeholders in the business. The human face of insurance is the
most vital aspect as per all the stakeholders. The firm is customer-centric, and the needs and
wants of the customers are paramount. It is then followed by a global network which refers to
the representation in different countries with a workforce that understand the local customers.
Convenience takes the third position and refers to the fact that customers do not have to
worry about the time and reliability of the services provided. Global coverage means that the
company is involved in many countries and can help where and when it is needed. Although
this framework is somewhat basic, it shows that the organization should remain committed to
ensuring customer satisfaction as evidenced in the relative importance.
Customer satisfaction gaps help in evaluating the quality of services provided by the
organization. Analysis of graphs is crucial in understanding why customers experience low-
quality services and provide insights for the management of areas to prioritize to improve
customer satisfaction in the business. Margulies et al. (2014) argue that gap analysis helps the

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management to understand the antecedent causes of customer satisfaction and helps in
providing possible answers to the discrepancies experienced. The total value gap at1.096
represents the discrepancies of the perceived customer experiences and the expectations from
the insurance. The management of EuropAssistance should be concerned about such a
tremendous value gap. It shows that the consumers receive significantly less satisfaction from
the services they receive in the organization. The compatibility compared the satisfaction
perceptions of the customers and the management. At, 0.722 it is a considerable difference
and exhibits and underlying problems. The design gap is 0.210 and is the comparison of how
employees perception of the services provided to that of the actual market value. The
alignment gap which came third at 0.154 reveals the organizational discrepancy of the
expectations of the management and the employees. The employees are not meeting the
management expectations. The priority of the management should be reducing all the
disparities from the value gap compatibility gap, design gap, and perception gaps to a
desirable level that indicates optimal customer satisfaction and quality services.
Customer satisfaction gaps indicate that the organization failed to meet consumer needs.
Critical analysis of customer satisfaction gaps provides the problems that the management
should prioritize and creates the need for the corporation to establish an effective and
efficient customer relationship management. Hassan, Nawaz, Lashari and Zafar (2015) assert
that customer relationship management is paramount in improving customer satisfaction. The
researchers also argue that corporations that interact proactively with their customers can
meet the consumer demands and improve the level of satisfaction of their customer base. The
vast discrepancy in the compatibility gap is a lousy indicator as it shows customers expect
more than the management. Moreover, such a difference indicates that the administration
lacks enough knowledge of the expectations of the customers. Rahimi and Kozak (2017)
argue that corporations must retain existing customers by improving customer satisfaction

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quotient and not spending more resources in acquiring new customers. Consequently, a
customer relationship management program and platform will allow the management to
retain their customers (Drosos & Tsotsolas, 2015). Customer relationship management fosters
a relationship with the organization where the organization learns and understands the
customers and meets their needs. The significant values of the compatibility and value gaps
indicate the potential opportunities for improvement by the management.
Customers are the key stakeholders of the business; hence all decisions made should focus
on improving the brand image and reputation among the customers. The compatibility gap in
Europinsurance shows that the management is almost negligent of their customers, and they
have nearly different objectives. The difference shows that even with the management
achieving its objectives, the customers would still not be satisfied with the organization. Ngo
and Nguyen (2016) assert that the quality of service provided by an organization determines
the how pleased and hence satisfied the customer ease and determines the sense of belonging
or loyalty of the customer to the organization. The customer service model is reliant on the
perceptions of the customers. As a result, if the customer feels that service meets the required
quality, then they are satisfied; otherwise, they are dissatisfied. The findings are also
supported by Nyadzayo and Khajezadeh (2016), who emphasize on the need for a platform
that allows organizations to interact and understand the existing customer base. As a result,
the customers will be more loyal to the firms. Moreover, it ensures customer retention and
makes the customers refer other potential clients hence improving the performance of the
organization. The management of the organization should, therefore, focus on reducing the
value gap and the compatibility gap that will, in turn, cause a reduction in other shortcomings
and ensure the insurance agency has a competitive advantage in the global business
environment.

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The identification and closure of the customer satisfaction gaps can only be achieved if the
administration has enough information concerning the needs and wants of the customers.
Customer relationship management allows organizations to interact with their customers
hence collect information on the quality of service as well as provide personalized services
for their customers (Tseng, 2016). The goal of CRM is to make customers feel special and
appreciated. Corporations should therefore utilize CRM as a marketing strategy (Baran &
Galka, 2016). The sub gaps can be closed by establishing a customer relationship
management strategy that utilizes the worldwide support and global coverage to avail
personalized services to the existing customer base. There is a need to develop an interactive
customer relationship management system that will help collect consumer information hence
help the management reduce the value gap. Reducing the value gap will mean that the
customers are more satisfied, and the corporation is meeting headed in the right direction as
per the mission, vision and objectives.
The management should focus on improving the human face of the insurance aspect as it
accounts for the most substantial sub gap and is, therefore, the major contributor to the
unfavourable value gap for the business. Although insurance products are complex, the
management of the organization should work with the customers and other stakeholders to
ensure that the customers are well informed on the products. Insurance companies are often
accused of having multiple policy options, technical language and an imminent lack of
transparency (Ray & Bhattacharya, 2017). The price is often considered a significant
difference among insurance companies since it determines the perceived status of the
company and the clients. For instance, an expensive insurance is associated with the rich.,
The compatibility gap is prevalent, indicating that the management and the consumers again
have different expectations and perceptions of the services offered by the organization. The
employees are also over-estimating the quality of services they provide to the consumers. The

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differences in attitudes indicate that the organizational objectives are not aligned with the
consumer expectations of the insurance company. The gap can be reduced by continuous
establishing strong relationships with the customers and providing incentives to show that the
company recognizes and appreciates the consumers. The management must be innovative in
the quality of service provided more so by ensuring a personal relationship with their
customers.
The global network of the insurance company was the second contributor to the enormous
value gap in the subgap analysis. The main contributor to this gap was again the compatibility
gap indicating a lack of consumer awareness by the management. The employees also
overestimate the quality of service while the customers are relatively accurate. However, the
management and employee are well aligned and are faring well. There is a need to capitalize
on the alignment to improve on the global network coverage and provide more benefits to the
customers. The management should evaluate come up with incentives that provide consumers
with opportunities to enjoy the global network coverage of the insurance such as covering
their consumers across all the 200 countries even when visiting other countries that the
company still operates in. There is also a discrepancy in the alignment gap, indicating that
employees do not meet the expectations of the management. Employees should be trained on
how the global network is beneficial to the company and be allowed to work with different
teams from around the globe. The exposure will align the employees around the world with
the company’s vision hence reduce the gap. The latter will also provide value to the
customers and create a competitive advantage for the organization as compared to other
insurance without global network coverage.
The worldwide assistance and convenience critical success factors are the third and fourth
contributors to the value gap, respectively. The company fared well in alignment and
relatively average in customer perception. However, the compatibility and design gaps are

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indicating the need to provide value to the customers using the 365 days 24 hours and seven
days customer support system. The design gap is prevalent because the employees and the
management collectively do not understand the customer wants and needs effectively. Also,
the communication channel should be used to interact with the customers offering new
products and other attractive benefits as well as interacting with customers over the social
media platforms. Worldwide assistance can be improved by continually interacting with the
customers to collect feedback. The team should be tasked with calling customers who have
received services and collecting information on the quality of services received. The
convenience gap average indicating the organization is faring well, but there is room for
improvement convenience gap can be improved through proactive engagement with
consumers to determine areas that the insurance is relatively unreliable. For instance, the time
taken for the company to resolve insurance claims should be reduced to increase the
convenience. An effective customer relationship management should capitalize on the
services offered by the online support to interact and obtain crucial feedback from the
customers hence improve the services of the organization.
Conclusion
The customer satisfaction assessment conducted revealed that customers were not pleased
with the services provided. Although the feedback is discouraging to any company, the
management should focus on capitalizing the elements highlighted and prioritize improving
the overall services provided by the corporation.
Calculations
Compatibility Gap- 4.4870-3.7650 = 0.7220
Alignment Gap- 3.7650-3.7550=0.01
Design Gap- 3.7550-3.5450-=0.210
Perception Gap= 3.545-3.391=0.154

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Value Gap=1.096
Graph of Sub Gaps

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