本文討論了臺灣顧客對物業服務價值的分類和品質屬性。我們提出了一個將SERVQUAL, Kano Model and Refined Kano Model相結合的混合模型，以檢查三百個顧客的樣本。結果表明，新模型分析驗證了所提出的方法的有效性，同時保持與Kano問卷相同的分類能力；社區服務人員的異動性小（X14）歸納為潛力品質（P），推斷服務人員的離職率較低，可以讓管理層減少經常性培訓支出並保持公司的競爭力。事實上，更多以消費者為導向的觀點和差異化的服務策略，可以有效解決物業服務人員和顧客之間的認知差距（並最終導致整體差距）。因此，物業服務供應商不但要與研究機構合作，還要利用調查問卷進行定期調查，以改善服務品質。

The categories and quality attributes of property services valued by customers in Taiwan are discussed in this paper. We proposed a hybrid model that combines SERVQUAL, the Kano model, and the Refined Kano model in order to examine a sample of three hundred customers. The results show that the new model analysis validated the effectiveness of the proposed approach while maintaining classification power at par with the Kano questionnaire; a lower turnover rate of service staff (X14) shall be considered the quality attribute of Potential (P), inferring that a lower dismissal rate of service staff allows the management to reduce oft-incurred training expenditures and maintain the company’s competitiveness. Indeed, a more consumer-oriented point of view and differentiated service strategies may effectively resolve the cognitive gap (and eventually the overall gap) between property service staff and customers. Consequently, property services providers would do well either to collaborate with research institutions or to carry out periodic surveys using questionnaires to improve the quality of their services.

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