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satisfaction
This chapter presents an overview and critical analysis of relevant literature on the topic. It covers
customer satisfaction concepts, theories and models, service quality concepts and models and
customer behavioural intentions referral concepts and models.
2.1 Definition of Service
Services are deeds, performances and processes provided or coproduced by one entity or person
for and with another entity or person (Zeithaml et al, 2009). This definition of service includes core
service, products and product-service bundles. Vargo and Lusch (2004) provided a more inclusive
definition of service with the derived service perspective, suggesting that all products and physical
goods are valued for the inherent service (value derived) they provide not the goods itself. Services
differ from product due to their intangibility, heterogeneity, simultaneous production and consumption
and perishability (Zeithaml et al, 2009). The automotive service industry is mainly involved in
delivering pure service, with car servicing, MoT tests, accident repairs, among others.
Credence qualities - attributes that consumer may find very difficult to evaluate (mainly due to
insufficient technical knowledge) even after purchase and consumption. Examples include wheel
alignment (auto repair), medical operation, etc.
The figure below presents the qualities in a continuum from easy to difficult to evaluate. It is viewed
in a continuum because some services may be very difficult to place in a distinction category. An
automotive repair is more of credence qualities as most customers do not possess the technical
knowledge to evaluate the service. This makes it necessary for garages and dealer to engage
customers to reduce perception of poor quality.
Figure 2.1: Service classification continuum (Zeithaml et al., 2009)
2.2.0 Customer Satisfaction (CS)
Customer satisfaction emerged as a distinct area of inquiry in the 1970s (Churchill & Surprenant,
1982), and companies both big and small have realised the strategic benefits of service quality and
customer satisfaction as competition become more intense and global. The achievement of
customer satisfaction has become a good business practice that businesses strive to achieve
(Szymanski & Henard, 200 cited in Yu et al, 2005).
2.2.2 Definition of Customer Satisfaction
Several definitions have been offered for customer satisfaction over the past three decades.
Anderson et al. (1994) suggested two definitions of customer satisfaction, in accordance with the two
broad classes of customer experiences identified by the literature - transaction specific experiences
and cumulative experiences (Mittal et al, 1999 cited in Zeithaml et al, 2009). With a transactionspecific experience, customer satisfaction is defined as the post-choice evaluative judgement of a
specific purchase occasion. Whereas a cumulative experience, customer satisfaction is determined
as a result of a customer's evaluation of his or her total purchase and consumption experience over
time. Oliver (1997) cited in (Zeithaml et al, 2009) defined satisfaction as
"...the consumer's fulfilment response. It is a judgement that a product or service feature, or the
product or service itself, provides a pleasurable level of consumption related fulfilment".
It is the ability of the service or product to meet the customer's needs and expectations. Fornell et al.
(1996) in their CSI model defined customer satisfaction as a function of customer expectations,
perceived quality, and perceived value.
2.2.3 Why is Customer Satisfaction Important to Businesses?
Customer satisfaction helps companies in many ways, some of which include:
Customer satisfaction information helps companies to evaluate their ability in meeting customers'
needs and expectations effectively (Zeithaml et al, 2009).
It also helps companies to analyse the performance of an offering to customers in order to identify
areas for improvements as well as what areas customers consider to be very important to them
(Zeithaml et al, 2009).
Companies can predict customer retention and loyalty as well as organisational profitability through
satisfaction surveys. Research has suggested that customer satisfaction leads to company
profitability (Bei & Chiao, 2001; Heskett et al., 1997). Studies have shown a positive correlation
between customer satisfaction and customer retention and loyalty (Zeithaml et al., 1996; Heskett et
al., 1997). Reichheld (1990) asserted that customer satisfaction accounted for about 40% of
customer retention. In the automotive service industry, customers who are satisfied with a dealer
might buy multiple vehicles as their income and status increase (especially high value vehicles) and
also keep going back to that dealer for every service throughout their lifetime. The figure below
depicts the relationship between satisfaction and customer loyalty.
Customers who are satisfied with a company's offering may tell others about it - positive word-ofmoth, just as dissatisfied customer also bad mouth the company to other. Goodman (2009)
suggested that dissatisfied customers tell on average ten people about the company as against 5
people by satisfied customer. Goodman (2009) also asserted that it cost five times to attract a new
customer than to maintain a current customer. Therefore it is imperative for service businesses to
satisfied customer on a consisted basis.
Zeithaml et al. (2009) suggested a customer satisfaction model. This model has five factors that
drive customer satisfaction; they are service quality (SERVQUAL), product quality, price, situational
and personal factors (such as emotions and moods) as shown in the figure below.
can be viewed as the ratio of perceived quality relative to price or benefits received relative to costs
incurred". Jiang & Rosenbloom (2005) postulated that customers' perception of price has a positive
impact on satisfaction and behavioural intentions. According to Yieh et al. (2007) asserted that
customer may use price as an extrinsic signal of service quality by a company, for example, where
quality is difficult to assess. This is especially true for automotive service where most customers lack
technical knowledge to judge the service.
Service Quality as a Determinant of Customer Satisfaction
The service quality models (both the gaps model and SERVQUAL) assume that customers come
into a service encounter with a prior expectation, this expectation is then matched with the actual
service experience to determine the service quality of that organisation (Zeithaml et al 1985;
Grnroos 1990). The customer is satisfied if actual service experience meets expected service,
he/she is dissatisfied if actual service falls below expected service and delighted if actual service
exceeds expected service. Studies (for example Rust and Oliver, 1994; Zeithaml et al., 1988;
Boulding et al., 1993; Anderson and Sullivan, 1993; Fornell et al., 1996) have agreed that service
quality is an antecedent to customer satisfaction, therefore adequate discussion of this topic is done
here.
The Gaps model of service quality
Zeithaml et al (1985) identified five service quality gaps that lead to poor quality of services delivered
by an organisation. The model suggests that service quality is the difference between customers'
expectations and customer perceptions of the actual service delivery, referring to this difference as
gaps - an obstacle to achieving quality. The gaps are discussed below as shown in figure below.
Gap 1 - The Listening Gap: difference between customer expectations and company perception of
customers' expectations
Gap 2 - The Service Design and Standards Gap: difference between the company perception of
customers' expectations and the customer-driven service designs and standards
Gap 3 - The Performance Gap: difference between customer-driven service designs and standards
and the service delivery
Johnston (1995) identified three main applications of zone of tolerance: (1) as a description of an
outcome state, (2) of a range of pre-performance expectations and (3) as the satisfactory range of
in-process service performances
The outcome state: the service quality models assume this application with their three outcomes:
satisfaction (adequate service quality), dissatisfaction (poor quality service) and delight (high service
quality).
Pre-performance expectations: this may range from "minimum tolerable" to "ideal" (Miller, 1977)
cited in Johnston (1995) with "desirable" and "adequate" (Zeithaml et al 1993) somewhere in
between.
The in-process service performances: Berry and Parasuraman (1991) suggested that the zone of
tolerance is an in-process service performance and define it as
"...a range of service performance that a customer considers satisfactory. A performance below the
tolerance zone will engender customer frustration and decrease customer loyalty. A performance
level above the tolerance zone will pleasantly surprise customers and strengthen their loyalty".
The definition offered by Berry and Parasuraman (1991) encapsulates the other two, emphasising
the variation of service performance that customers are willing to accept and that customers become
dissatisfied when performance fall below the adequate level. The ZoT is dynamic and changes
according to what the customer deems to be important as well the particular service encounter.
The figure below identifies the factors affecting desired and adequate service with the arrows.
Desired service is influenced by personal service philosophy and lasting service intensifiers.
Predicted service is a somewhat adequate judgement of what a customer is likely to receive in a
particular service interaction and therefore influences adequate service. It is influenced by service
promises (implicit and explicit), word-of-mouth communication by other customer and past service
experience. Other factors that influence adequate service are temporary service intensifiers,
perceived service alternatives, self-perceived service role and situational. Even though not all these
factors are within the control of service firms, they can be influenced through customer education,
making realistic promises, conducting market research, among others (Zeithaml et al., 2009).
Figure 2.6: Factors that influence Desired and Predicted service (Zeithaml et al., 2009)
SERVQUAL Scale of Measuring Service Quality
The SERVQUAL model was developed by Zeithaml et al (1988) to measures the quality of service
on five identified quality dimension. This scale is designed to measure the difference between
customers' expectations and perception (gap 5) on a 22-item scale, representing five service quality
dimensions, explained below.
Reliability: how well can the company deliver on its promises dependably and accurately?
Assurance: knowledgeable and courtesy of employees and their ability to inspire trust and
confidence
Responsiveness: willingness to help customers and provides prompt service
Empathy: caring, individualised attention the firm provides its customers
Tangibles: appearance of physical facility, equipment and staff
Brady and Cronin (2001) classified service dimensions into: interaction (attitude, behaviour and
expertise), physical environment (ambient, design and social factors) and outcome quality (waiting
time, tangible and valence).
The model is can be referred to as a diagnostic tool for identifying broad areas of a company's
service quality strengths and weaknesses (Tan and Pawitra, 2001).
Some of benefits of the SERVQUAL methodology are summarised below.
It gives customers the opportunity to offer their views regarding service encounters.
It enables management to look at the perceptions from both business and customers' perspective.
By closing the gaps, businesses can use the information generated to formulate strategies to ensure
customer expectations are fulfilled on a consisted basis (Tan and Pawitra, 2001).
According to Tan and Pawitra (2001), SERVQUAL is limited as it addresses only continuous
improvement in a fast moving world where continuous improvement alone may not ensure business
success unless blended with service and product innovation. Shen et al. (2000) emphasise the need
for innovation as the key to becoming competitive in the global economy. Brito et al., (2007, p. 466)
also suggested that the use of dimensions unlike the attribute themselves are limited in giving
"...specific guidance on where to act in the design or improvement of service operation".
SERVPERF Scale
The SERVPERF scale, also known as "performance only" model, was developed by Cronin and
Taylor (1992) to address the issue with the measurability and definition challenges of the
SERVQUAL scale (as explained above) by eliminating the expectation construct of the SERVQUAL
scale and using only performance. It assumes that respondents providing their ratings have already
unconsciously compared performance perceptions with expectations and measuring expectation
again is redundancy. Evidence was gathered across four industries (fast food, banks, pest control,
and dry cleaning) to support the model. Although the SERVQUAL has enjoyed wide application
across different industries and countries than this model, studies (Brady et al., 2002; Babakus and
Boller, 1992) have suggested that the SERVPERF scale showed superior results when applied in
conjunction with the SERVQUAL scale through the use of its single-item scale. On the other hand,
research conducted by Quester and Romaniuk (1997) suggested that the SERVQUAL is a better
predictor of service quality than SERVPERF. Carrillat et al. (2007) in their bid to end the years long
debate between the two models, suggested that both model are adequate and equally valid
predictors of overall service quality with the use of meta-analysis. This can be viewed as the final
stopper (hopefully) to more than a decade long debate.
It must however be emphasised that the two models are more complementary than competing and
that the key is adopting a particular model to the business needs. This study would adopt the
SERVQUAL methodology because of it wide usage. This would enable the researcher to compare
the results of this study to other researchers.
Service Quality and Customer Satisfaction in the Automotive Service Industry
Dealerships are vitally important in influencing customers' overall satisfaction because they are the
most important point of contact for both potential and actual customers during the buying and usage
stages (Huber and Herrmann, 2001). There is little research in the areas of automotive service
industry (Brito et al., 2007). Those that were identified by the researcher are discussed below.
Bouman and Wiele (1992) were one of the first to used the SERVQUAL methodology in the
automotive service industry in the Netherlands. Using a sample of 226 customers from 9 difference
car service firms; a 48 item scale was developed to measure service quality. Their analysis identified
the following dimensions:
Customer kindness (friendliness and willingness of front line staff to assist customer with problems)
Tangibles (physical evidence in the form of concrete characteristic of the service)
Faith (information about service process to inspire assurance)
They asserted that only customer kindness (which is in turn influenced by tangibles and faith) has a
direct influence on service quality with tangible and faith having indirect influence. They however
associated the difference of these dimension to the SERVQUAL to the inadequate analysis (p. 13).
Syed & Amiya (1994) identified five factors (using a 27 item measuring scale) in their examination of
services delivered by auto service companies using the SERVPERF methodology. They identified:
(1) perceived fairness of the facility and its personnel; (2) empathy; (3) responsiveness; (4) reliability;
and (5) convenience. They however emphasised that when a task was particularly complex and
customers could not understand it, perceived fairness was found to be significantly more important
than the other factors.
Brito et al., (2007) conducted a survey on customer's choice of car maintenance service provider
after the warranty with the dealer expires - to determine whether customers 1will stay with the dealer
or change to an independent garage. Using the SERVPERF methodology, a sample of 400 car
(economic) owners was drawn from Uberlandia, Brazil. Their analysis identified convenience and
value perception as new dimensions peculiar car maintenance providers in addition to the service
quality dimensions. They also found that customers' choice is influence by value for money, price
honesty (adherence to forecast prices) and mechanical reliability in favour of independent garages,
while the only factor that influences their choice for dealers is better equipments.
Berndt (2009) conducted a study within the South African automotive service industry to determine
service quality dimensions. Using a convenience sample of 761 respondents with car owners of
various brands, the following dimension where identified:
Customer-focused quality (organisation's contact and interaction with the customer)
Tangibles (customer perception of physical evidence)
Delivery quality (the way in which the core service is presented)
Communication quality (communication to customer about the work)
Customer care quality (showing care to customer about service arrangements)
The table below summarises the dimensions identified in the automotive service industry for over the
last two decades.
Table 2.1: Summary of Service Quality Dimensions in the Automotive Service Industry literature
These dimensions are very similar to the SERVQUAL dimensions for example better equipment
relates to tangibles (and in some way assurance), customer care, communication quality, customer
kindness, customer-focus quality, perceived fairness of the facility and its personnel relate to both
responsiveness and empathy dimensions, and delivery quality, mechanical reliability, and better
equipment relate to reliability and assurance. However, faith in service provider, price honesty, and
convenience are peculiar to the automotive servicing industry. This indicates that the SERVQUAL
dimensions (or similar) mostly come out of many service quality researches, further increasing the
popularity of the scale.
Effects of Customer Satisfaction on Behavioural Intentions
Several studies (Zeithaml et al., 1988; Anderson et al., 1994; Cronin et al., 2000; Saha and Theingi,
2009) have linked customer satisfaction to customer behavioural intentions. Fishbein and Ajzen
(1975) defined behavioural intentions as a customer's subjective likelihood of performing certain
behavioural act relative a business. These behavioural intentions when managed well can increase
a firm profitability and long term competitiveness.
Customer behavioural intentions include:
"how likely it is that you would recommend our company to a friend or colleague?" Customer are
asked to rate their response on a scale of 0 - 10 (where, 0 = very unlikely and 10 = very likely).
Customers with response 9 and 10 are called "promoters", those with 7 and 8 are "passively
satisfied" while those with 0 - 6 are called "detractors". The net promoter is the difference between
the percentage promoters and percentage detractors (i.e. NPS = %P - %D) and called it "the one
number you need to grow" (p.54). Evidence from a study conducted by Satmetrix over two year
(2001 and 2002) on over 50 companies from different industries was used to support this conclusion.
This assertion has sparked a debate in both academia and the business world. However, it has been
widely accepted by the business world because it is simple to conduct and easy to measure and
interpret (Reichheld, 2006c).
Some studies (Marketing Week, 2006; Reichheld, 2006c) on the validity of the net promote score
have confirmed the claim. However, a longitudinal study conducted by Keiningham et al. (2007)
using telephone interview with about 16,000 in 21 firms indicated that the NPS did not show superior
results when compared with ACSI. This metric will be used in this study to determine customer
referral; however, its effect on company growth will not be investigated.
Life Value of Customers
This is described as the future cash inflows expected from the continuous relationship with
customers (Reichheld, 2003). Several studies (Goodman, 2009; Reichheld and Sasser, 1990;
Heskett et al., 1997) have link customer satisfaction to how willing customer are to stay with a
service company. Reichheld and Sasser (1990) in their Harvard Review article suggested that the
only way service companies can make profit over the long term is to satisfy customer such that they
are willing to stay with the company over a long period of time.
Unlike scrap for manufacturing companies which is described as product defects (from standard
output), Reichheld and Sasser (1990) described service scrap as customer defection from a
company. They asserted that customer defection may affect profitability, market share, unit costs of
services and other factors related to competiveness. And that keeping customers makes companies
more profitable over time, saying "...as a customer's relationship with a company lengthens, profits
rise" (p. 105).
Through their study of over 100 companies across industries (for example, auto services, credit
card, laundry services, etc.), they suggested that the longer a customer stays with a company the
more profit that it generated from such customer (depending on the industry), as shown in the figure
below.
Figure 2.7: Customers' Profitability over time (Reichheld and Sasser, 1990)
The figure above summarises the overall benefits that companies gain through customer loyalty.
Loyal customer will buy more of a company's services as they stay, the company incurs less
marketing expenditure related to these customer as well word-of-mouth communication by them and
they are also more willing to pay higher for the service. For an automotive services, satisfied
customers may return to the same provider for their future services, buy more products (in terms of
new or used cars) as their income and status increases, tell friends and family about the company
and are less price sensitive because customer trust the service provider and are willing to pay more.
This is especially true for automotive services (with credence qualities) where is very difficult for
customers to evaluate the service delivered and are more likely to stay with a company with higher
perceived trust.
Loyalty of a firms customer has been recognised as the dominant factor in a business organizations success. This
study helps us extend our understanding of the relationship between customer loyalty, customer satisfaction, and
image. This is of considerable interest to both practitioners and academics in the field of hospitality management. The
objective of this research is to identify the factors of image and customer satisfaction that are positively related to
customer loyalty in the hotel industry. Using data collected from chain hotels in New Zealand, the findings indicate
that hotel image and customer satisfaction with the performance of housekeeping, reception, food and beverage, and
price are positively correlated to customer loyalty.
Related Articles
If there's any place where customers are likely to be paying attention to the type of service
they receive, it's within the hospitality industry. From restaurants to hotels and everything in
between, your job as a hospitality service provider is to maintain customer happiness and
satisfaction. Keep your customers at the forefront of your operational plans to hold your
hospitality business afloat.
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Customer Expectations
Gone are the days when customers were happy just receiving "please" and "thank you" or
getting service with a smile. Although those go into the recipe for proper etiquette, it's just
not enough. Satisfied customers are looking for a memorable experience and dynamic
service where it counts. From receiving quick service to bending the standard practices -such as extending a guest check-out in a hotel or customizing a menu item in a restaurant -customers want to feel as if their business is appreciated. To be on the receiving end of
customers' satisfactory ratings in surveys and among their network, anticipate their needs
and be able to have your staff deliver accordingly.
Deliver On Promise
One key factor in keeping your guests engaged and coming back is to deliver as you
promise. From being consistent to making sure they get the same awesome service to doing
what you say you will do, don't drop the ball when it comes to what you say you'll offer.
Customers are more likely to get frustrated when you reel them in on a big promise such as
special services or premium products and it's not the case. Avoid saying that you are luxury
if your services are mediocre or in developing gimmicks that excite customers only to
disappoint them throughout the process of working with you.
Related Reading: Three Categories of the Hospitality Industry
Customer Loyalty
Happy customers are loyal customers. Not only is it important for you to provide stellar
service, but awesome products as well. Make it a point to be on the fast track for keeping up
with trends that your customers may follow such as building personal assistance services for
traveling customers or making special concessions for avid repeat consumers. Be sure you
have items on hand so when your customer needs you and your products, everything's
available. A customer who has to continuously wait for you to do your part may grow tired,
no matter how loyal, and venture off to your competition. Keep customers loyal by focusing
on them at all times.
HSTAR I- Blue Service certificate is a seal of trust for any hosting facility ensuring
acute response to medical conditions and acute healthcare needs of its guests.
Certification of Hospitality services pertaining to Health/ Medical Tourists management is one of Swiss
Approval International high end certification programs, published in January 2015. This specific set of
criteria for hotels, has integrated quality standards, international best practice and safety principles for
Medical Tourism Friendly Hotels (MTFH), the so called Blue Service for Excellence of Hotels.
This innovative worldwide Standard, is aiming at the effective and highly qualitative management of
health and medical tourists in touristic accommodation premises.
Effectively Serve sensitive guests with chronic diseases, ensuring functional conditions
for guests with regular health needs or increased safety concerns
Since 2007, our experts implement the new classification system for Hotels and Pansions - Rooms
to let, on behalf of National Authorities and a strong experience has been acquired in terms of hospitality
premises classification, aiming at an international qualification and approval, related to the level of
services delivered by the Hospitality enterprise.
Swiss Approval classification and certification for Hospitality premises, is following the existing National,
International or Clubs quality requirements systems, giving the Stamp of conformity and reliability for the
hospitality services being delivered.
As the tourism industry continues to grow at a rapid scale, its multifaceted relationship with the
environment and host communities is becoming increasingly evident. Although consumer awareness is
rising, there is a lack of understanding of what sustainable tourism means.
Swiss Approval International brings on the certification table the New Approach for Tourism Industry, as
stated by the Global Sustainable Tourism Council (GSTC), in order to contribute to the clarity regarding
ambiguity surrounding the potential threats that tourism can have on the environment, culture and
residents of tourist destinations, as well as exploring and encouraging the many opportunities to have a
positive impact, by addressing issues like poverty alleviation and cultural and natural preservation.
Swiss Approval International is a member of GSTC, actively demonstrating its commitment to the
principles of sustainability and green growth in tourism sector.
Travel is an imperative part of our society and has the potential to create positive transformations in the
communities and destinations that people visit. Tourism stimulates the local economy by generating jobs,
incentivizing local production and bringing in consumers and volunteers.
However, this progression can only be possible in the future with the support of Sustainable Tourism. As
the travel industry continues to grow, current travel practices are beginning to create negative impacts on
the environment and local communities. It is our obligation to strength all efforts to foster sustainable
tourism by developing the resources and training needed to encourage sustainable practices. In turn, this
creates a demand for sustainable products and services contributing in an alternative way of social and
economical development.
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Author(s):
Edwin N. Torres (Department of Hospitality and Tourism Management, Purdue University, West Lafayette,
Indiana, USA)
Sheryl Kline (Department of Hospitality and Tourism Management, Purdue University, West Lafayette,
Indiana, USA)
Citation:
Edwin N. Torres, Sheryl Kline, (2006) "From satisfaction to delight: a model for the hotel
industry",International Journal of Contemporary Hospitality Management, Vol. 18 Iss: 4, pp.290 - 301
DOI
http://dx.doi.org/10.1108/09596110610665302
Downloads:
The fulltext of this document has been downloaded 8243 times since 2006
Abstract:
Purpose
This article seeks to develop a managerial model that will aid in the effective management of customer
relations. This study explains in detail the concepts of satisfaction and delight; their antecedents and
potential outcomes.
Design/methodology/approach
An extensive review of existing customer delight literature reveals the key concepts necessary for
customer delight to occur.
Findings
Customer delight is a better measure of customer relationship management than customer satisfaction.
Delight is likely to generate positive business results such as wordofmouth communications, loyalty and
increased profitability. Using existing literature a model is developed.
Practical implications
The proposed model can be used by managers to achieve customer delight in their organizations. It can
also be used to gain a better understanding of the process of managing customer relations.
Originality/value
In the last few years the concept of customer delight has been taking precedence over the concept of
satisfaction. Despite such emphasis, there are few published articles relating to this topic in the hotel
industry. The study uses customer delight literature from various industries and attempts to apply such
knowledge to the hospitality industry.
Keywords:
Customer satisfaction, Customer relations, Hotels, Human resource management, Customer service
management
Type:
Conceptual paper
From customer satisfaction to customer delight: Creating a new standard of service for the hotel
industry
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References (36)
Cited by (Crossref, 10)
Cited by (Scopus, 7)
Download Citation
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Author(s):
Edwin N. Torres (Rosen College of Hospitality Management, University of Central Florida, Orlando, Florida,
USA)
Sheryl Kline (Alfred Lerner College of Business and Economics, University of Delaware, Newark, Delaware,
USA)
Citation:
Edwin N. Torres, Sheryl Kline, (2013) "From customer satisfaction to customer delight: Creating a new
standard of service for the hotel industry", International Journal of Contemporary Hospitality Management,
Vol. 25 Iss: 5, pp.642 - 659
DOI
http://dx.doi.org/10.1108/IJCHM-Dec-2011-0228
Downloads:
The fulltext of this document has been downloaded 5239 times since 2013
Abstract:
Purpose
The purpose of this paper is to provide a typology of customer delight in the hotel industry. By doing so, it
identifies patterns by which hotels delight their guests. The paper explores the Torres and Kline model in
light of the data and proposes an addition to the model.
Design/methodology/approach
Content analysis is utilized to analyze letters of customer feedback provided by several hotels. A codebook
was created, letters were coded by two raters and interrater reliability was calculated.
Findings
The most frequently mentioned codes included: taking care of the guest's needs, exceptional friendliness,
professionalism of staff, employees going outside of the call of duty and problemsolving skills. Based on
this information the authors propose the following delight types: fulfillment delight, charismatic delight,
professional delight, comparative delight, problem resolution delight. It was also found that the culture of an
organization has an impact on the type of delight that is most prevalent.
Practical implications
The research conducted helps hotel operators to identify the behaviors and actions that lead their guests
to be delighted. By knowing this information, appropriate steps can be taken in the selection and
development of staff that will lead towards greater customer engagement.
Originality/value
In the hospitality literature, much information exists on what to do to correct negative service experiences.
However, a relatively smaller number of articles highlight how to create great service experiences for the
guests. This article provides a theoretically sound and practically useful framework to delight hotel guests in
the hotel industry.
Keywords:
Hospitality management, Hotels, Customer satisfaction, Customer delight, Hotel operations, Content
analysis
Type:
Research paper
Publisher:
Emerald Group Publishing Limited
realized that market has moved far ahead of the time where concepts like customer
satisfaction were used. To delight guests, one must depart from the confines of
hotel lobbies and rooms and take a journey into the minds of guests. With most of
the firms stricking the bear minimum level of satisfaction one needs to give
something extra to the customers, something more than just what is expected. That
little extra brings in the delight factor. Delight determines the amount of extra
efforts taken by the firms. Customer delight involves going beyond satisfaction to
delivering what can be best described as a pleasurable experience for the client.
Patterson (1997). Delight therefore entails a stronger emotion and a different
physiological state than satisfaction. As far as the hospitality industry of the world is
concerned there are a specific standards meant to be maintained by the firms that
desire to be in a certain cadre in the industry. Therefore there would not be any
difference if the firms stick to those bear minimum standards. The need is to
challenge ones own performance and improve it with constant efforts. Customer
delight has to be the prime aim of the hospitality firms . Hospitality industry as such
is known for its direct link with customers and its a known fact that this is the only
industry to refer to them as the guests not the customers or the clients. With this
distinction one can just not do without treating them as god .The valued association
with these guests can not just fetch more customers but also generate a word of
mouth publicity useful for the enhancement of the firms business. The customer
delight is the primary factor responsible for the generation of customer loyalty
factor, because the delighted customers only become the loyal ones. In the
hospitality industry interest in the subject of customer delight has recently emerged
(Torres and Kline, 2006; Crotts and Magnini, 2010; Magnini et al., 2011). The
hospitality industry has evolved as the primary industry of the world for the fact
that it assists the second largest industry and that is the tourism industry. With the
concepts like the sustainable tourism and eco tourism the hospitality industry has
also been give new avenues for growth. The concept of globalisation which allows
an equal opportunity to all the firms in the world to share a common platform ,
makes it even more indispensable for the firms to satisfy the end users to an extent
that they become delighted and then loyal in future . this approach also back up the
financial health of the firm which is bound to improve for the simple reason not
enough resources will be used in developing new customers . From Customer
Satisfaction to Customer Delight: A New Trend in Hospitality 547 The customer
loyalty works on the construct of: Generating a wow reaction Delivery of
unexpected results Personal touch feeling Makes the customer feel valued
Appear genuine First contact point Unexpected positive service brings in a feeling
which is magnificent and can be termed as wow. In this course of action, many
activities are involved like a proper ambience , greetings, welcome, staff
behaviour ,security etc. but many a times it could be brought by a simple gesture of
appeasing them , by sending a subtle message through services- that you are
important! Personal touch feeling is when guest gets to know that he is being
treated as the king on an individual basis. When you value someone you would
never want to miss an opportunity to make him feel important and that is how the
guest in hospitality should be treated and this could be a delight factor. Of course
not every demand can be met therefore it is the responsibility of the service
provider to make an attempt to explain how interested he is in sorting out the
problem area and meet the demand there after. To be genuine, try to associate with
the guest by sharing a common platform and reporting exactly what can be
delivered . There are special efforts taken on the part of the people from the
industry to make the first impression on the guest because this is what will stay on
with him forever. 2. Conclusion Hospitality industry rests on the concept of
delivering the best service possible to the guest or the client and if they fail to
attempt, there can be serious implications because most of the market players have
risen above the concept of satisfaction and are adamant in delivering services that
may surprise the guest and bring about a feeling that he may live up with for a
longer period. This length of the period will determine whether the customer would
be loyal or not. There are several big wheels in the market and their presence has
made it mandatory for every player or firm to be exceptionally efficient in service
performance. If the customer is delighted and contended he would even be loyal to
the firm in a longer course. This concept of customer loyalty is the outcome of
customer delight. Reference [1] Bowen, J.T.(1997) "A market-driven approach to
business development and service improvement in the hospitality industry",
International Journal of Contemporary Hospitality Management, Vol. 9 Iss: 7, pp.334
344. 548 Gaurav Purohit et al [2] Kandampully, J.(2006) "The new customercentred business model for the hospitality industry", International Journal of
Contemporary Hospitality Management, Vol. 18 Iss: 3, pp.173 187. [3] Magnini, V.,
Crotts, J. and Zehrer, A. (2010),(a) Identifying drivers of customer delight through
travel blog analysis, Journal of Travel Research, Vol. 49 No. 2, pp. 153-164. [4]
Magnini, V., Crotts, J. and Zehrer, A. (2011),(b) Understanding customer delight: an
application of travel blog analysis, Journal of Travel Research, Vol. 50 No. 5, pp.
535-545. [5] Patterson, K. (1997), Delighted clients are loyal clients, Rough Notes,
Vol. 140 No. 3, pp. 221-34. [6] Torres, E. and Kline, S.F. (2006), From customer
satisfaction to delight: a model for the hotel industry, International Journ
Miyoung Jeonga1, ,
Haemoon Oha2
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doi:10.1016/S0278-4319(98)00024-3
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Abstract
Research on service quality and customer satisfaction has become significant in the
hospitality industry. Nonetheless, most previously proposed or introduced research
paradigms have focused exclusively on customers without equally emphasizing the intraorganizational service generation and delivery processes. In contrast, this study considers
both external and internal service management issues and subsequent service innovations
based on the framework of Quality Function Deployment (QFD). QFD and its relationship to
similar concepts are explained. Next, this study provides an overview of the QFD process
and develops a hypothetical application in the lodging industry in order to illustrate future
application and analysis strategies. Some benefits and disadvantages of the QFD process
are discussed as compared to extant service quality and customer satisfaction paradigms.
Finally, suggestions and directions are offered for future applications, with particular interest
in hospitality-specific service management issues.
Keywords
Miyoung Jeong is currently a Ph.D. candidate in the School of Hotel, Restaurant, and
Recreation Management at the Pennsylvania State University. Her major area of interest is
the applications and impact of information technology in the hospitality industry.
Customer satisfaction with services: putting perceived value into the equation
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Author(s):
Gordon H.G. McDougall (Professor of Marketing, School of Business and Economics, Wilfrid Laurier
University, Waterloo, Ontario, Canada)
Terrence Levesque (Professor of Economics, School of Business and Economics, Wilfrid Laurier University,
Waterloo, Ontario, Canada)
Citation:
Gordon H.G. McDougall, Terrence Levesque, (2000) "Customer satisfaction with services: putting perceived
value into the equation", Journal of Services Marketing, Vol. 14 Iss: 5, pp.392 - 410
DOI
http://dx.doi.org/10.1108/08876040010340937
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The fulltext of this document has been downloaded 26250 times since 2006
Abstract:
This research investigated the relationship between three elements core service quality, relational service
quality and perceived value and customer satisfaction and future intentions across four services. The
results revealed that core service quality (the promise) and perceived value were the most important drivers
of customer satisfaction with relational service quality (the delivery) a significant but less important driver. A
direct link between customer satisfaction and future intentions was established. The relative importance of
the three drivers of satisfaction varied among services. Specifically, the importance of core service quality
and perceived value was reversed depending on the service. A major conclusion was that both perceived
value and service quality dimensions should be incorporated into customer satisfaction models to provide a
more complete picture of the drivers of satisfaction.
Keywords:
Services marketing, Consumer behaviour, Customer satisfaction, Value, Customer loyalty
Type:
Research paper
Publisher:
MCB UP Ltd
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