Models and theories of customer 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 b y one entity or person for and with another entity or person !eithaml et al, 2""#$. This definition of service includes core service, products and product%service bundles. &ar'o and (usch 2"")$ provided a more inclusive definition of service with the derived service perspective, su''estin' that all products and physical 'oods are valued for the inherent i nherent service value derived$ they provide not the 'oods itself. Services differ from product due to their intan'ibility, hetero'eneity, hetero'eneity, simultaneous production and consumption and perishability !eithaml et al, 2"" #$. The automotive service industry is mainly involved in deliverin' pure service, with car servicin', MoT tests, accident repairs, amon' others.
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ustom +ritten +oruaranteed on Time et The rade 3ou 3ou ordered 2.1.1 lassification of Services !eithaml et al 2""#$ classified products into three cate'ories usin' the wor-s of economists4 Search qualities % attributes that consumers can determine before purchasin' the product. Search qualities include colour, style, price, fit, feel, hardness and smell. 5ample of products are clothin', automobile, furniture and 6ewellery 5perience qualities % attributes that can be determined on ly after purchase or durin' consumption. 5amples include taste and wearability and e5amples include vacation pac-a'es and restaurant services.
redence qualities % attributes that consumer may find very d ifficult to evaluate mainly due to insufficient technical -nowled'e$ even after purchase and consumption. 5amples include wheel ali'nment auto repair$, medical operation, etc. The fi'ure below presents the qual ities in a continuum from easy to difficult to evaluate. It is viewed in a continuum because some services may be very difficult to place in a distinction cate'ory. 7n automotive repair is more of credence qualities as most customers do not possess the technical -nowled'e to evaluate the service. This ma-es it necessary for 'ara'es and dealer to en'a'e customers to reduce perception of poor quality. 8i'ure 2.19 Service classification continuum !eithaml et al., 2""#$ 2.2." ustomer Satisfaction S$ ustomer satisfaction emer'ed as a distinct area of inquiry in the 1#:"s hurchill ; Surprenant, 1#<2$, and companies both bi' an d small have realised the strate'ic benefits of service quality and customer satisfaction as competition become more intense and 'lobal. The achievement of customer satisfaction has become a 'ood business practice that businesses strive to achieve S=ymans-i ; >enard, 2"" cited in 3u et al, 2""?$. 2.2.2 Definition of ustomer Satisfaction Several definitions have been offered for customer satisfaction over the past three decades. 7nderson et al. 1##)$ su''ested su''ested two definitions of customer customer satisfaction, in accordance with the two broad classes of customer e5periences identified by the literature % transaction specific e5periences and cumulative e5periences Mittal et al, 1### cited in !eithaml et al, 2""#$. +ith a transaction% specific e5perience, customer satisfaction is defined as the post%choice evaluative 6ud'ement of a specific purchase occasion. +hereas a cumulative e5perience, customer satisfaction is determined as a result of a customer@s evaluation of his or her total purchase and consumption e5perience over time. 0liver 1##:$ cited in !eithaml et al, 2""#$ defined satisfaction as A...the consumer@s fulfilment response. It is a 6ud'ement that a product or service feature, or the product or service itself, provides a pleasurable level of consumption related fulfilmentA. It is the ability of the service or product to meet the customer@s needs and e5pectations. 8ornell et al. 1##B$ in their SI model defined customer satisfaction as a function of customer e5pectations, perceived quality, and perceived value. 2.2.C +hy is ustomer Satisfaction Important to usinesses* ustomer satisfaction helps companies in many ways, some of which include9 ustomer satisfaction information helps companies to evaluate their ability in meetin' customers@ needs and e5pectations effectively !eithaml et al, 2""#$. It also helps companies to analyse the performance of an offerin' to customers in order to id entify areas for improvements as well as what ar eas customers consider to be very important to them !eithaml et al, 2""#$.
redence qualities % attributes that consumer may find very d ifficult to evaluate mainly due to insufficient technical -nowled'e$ even after purchase and consumption. 5amples include wheel ali'nment auto repair$, medical operation, etc. The fi'ure below presents the qual ities in a continuum from easy to difficult to evaluate. It is viewed in a continuum because some services may be very difficult to place in a distinction cate'ory. 7n automotive repair is more of credence qualities as most customers do not possess the technical -nowled'e to evaluate the service. This ma-es it necessary for 'ara'es and dealer to en'a'e customers to reduce perception of poor quality. 8i'ure 2.19 Service classification continuum !eithaml et al., 2""#$ 2.2." ustomer Satisfaction S$ ustomer satisfaction emer'ed as a distinct area of inquiry in the 1#:"s hurchill ; Surprenant, 1#<2$, and companies both bi' an d small have realised the strate'ic benefits of service quality and customer satisfaction as competition become more intense and 'lobal. The achievement of customer satisfaction has become a 'ood business practice that businesses strive to achieve S=ymans-i ; >enard, 2"" cited in 3u et al, 2""?$. 2.2.2 Definition of ustomer Satisfaction Several definitions have been offered for customer satisfaction over the past three decades. 7nderson et al. 1##)$ su''ested su''ested two definitions of customer customer satisfaction, in accordance with the two broad classes of customer e5periences identified by the literature % transaction specific e5periences and cumulative e5periences Mittal et al, 1### cited in !eithaml et al, 2""#$. +ith a transaction% specific e5perience, customer satisfaction is defined as the post%choice evaluative 6ud'ement of a specific purchase occasion. +hereas a cumulative e5perience, customer satisfaction is determined as a result of a customer@s evaluation of his or her total purchase and consumption e5perience over time. 0liver 1##:$ cited in !eithaml et al, 2""#$ defined satisfaction as A...the consumer@s fulfilment response. It is a 6ud'ement that a product or service feature, or the product or service itself, provides a pleasurable level of consumption related fulfilmentA. It is the ability of the service or product to meet the customer@s needs and e5pectations. 8ornell et al. 1##B$ in their SI model defined customer satisfaction as a function of customer e5pectations, perceived quality, and perceived value. 2.2.C +hy is ustomer Satisfaction Important to usinesses* ustomer satisfaction helps companies in many ways, some of which include9 ustomer satisfaction information helps companies to evaluate their ability in meetin' customers@ needs and e5pectations effectively !eithaml et al, 2""#$. It also helps companies to analyse the performance of an offerin' to customers in order to id entify areas for improvements as well as what ar eas customers consider to be very important to them !eithaml et al, 2""#$.
ompanies can predict customer retention and loyalty as wel l as or'anisational profitability throu'h satisfaction surveys. Eesearch has su''ested that customer satisfaction leads to company profitability ei ; hiao, 2""14 >es-ett et al., 1##:$. Studies have shown a positive correlation between customer satisfaction and customer retention and loyalty !eithaml et al., 1##B4 >es-ett et al., 1##:$. Eeichheld 1##"$ asserted that customer satisfaction accounted for about )"F of customer retention. In the automotive service industry, customers customers who are satisfied with a dealer mi'ht buy multiple vehicles as their i ncome and status increase especially hi'h value vehicles$ and also -eep 'oin' bac- to that dealer for every service throu'hout their lifetime. The fi'ure below depicts the relationship between satisfaction and customer loyalty. ustomers who are satisfied with a company@s offerin' may tell others about it % positive word%of% moth, 6ust as dissatisfied customer also bad mouth the company to other. oodman 2""#$ su''ested that dissatisfied customers tell on avera'e ten people about the company as a'ainst ? people by satisfied customer. oodman 2""#$ 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.
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2.2.) Determinants of ustomer Satisfaction Several studies have identified the factors that influence customer satisfaction over the years 8ornell et al., 1##B4 3u et al 2""?4 !eithaml et al., 2""#$. These factors are mostly similar in what aspect of customer satisfaction they are measurin'4 some of them include customer@s e5pectation, perceived service quality, product quality, perceived value, price, amon' others. Some of these studies will be loo-ed at in detail, e5aminin' their merits and demerits. Determinants of S usin' S inde5es 8ornell et al. 1##B$ developed the 7merican ustomer Satisfaction Satisfaction Inde5 7SI$ based on the Swedish ustomer arometer. The 7SI 7SI is an economic indicator based on modellin' of customer evaluations of the quality of 'oods and services produced and purchased in the Gnited States. Its main purpose accordin' to Te%Hin' Te%Hin' hein et al. 2""C$ is to 'ain an insi'ht into the interaction between the customers and businesses, to enable better plannin' and decision ma-in'. The 7SI is a cause%and%effect model showin' drivers of satisfaction on the left side customer e5pectations, perceived quality, and perceived value$, satisfaction in the centre, and outcomes of satisfaction on the ri'ht side customer complaints and customer loyalty, includin' customer retention and price tolerance$ as shown in the fi'ure below.
8i'ure 2.29 7SI Model 8ornell et al. 1##B$ ach of these factors is e5plained below in accordance with 8ornell et al . 1##B$. ustomer 5pectations are customers@ anticipation of the level of quality they are to receive from a company. They emphasise that the A...mar-et@s e5pectations represent both the served mar-et@s prior consumption e5perience with the firm@s offerin' % includin' non%e5periential information available throu'h sources such as advertisin' and word%of%mouth % and a forecast of the supplier@s ability to deliver quality in the futureA. They postulated that customer e5pectations have a direct and positive influence on overall customer satisfaction with an or'anisation because of the on%'oin' relationship with customer. It also influences both perceived quality and perceived value as shown in the fi'ure. /erceived uality is a customers@ measure of the recent service interaction with the company. They stated that quality could be measured in terms of how the product meets customer@s individual needs and error%free service delivery % reliability. This is also said to have a direct and positive impact on overall satisfaction. /erceived &alue is a measure of quality relative to price paid % value for money 7nderson et al., 1##)$. They asserted that price has more impact on satisfaction in a customer@s first purchase e5perience but a lesser impact on satisfaction for repeat purchases. ustomer omplaints are customers who have tal-ed to the service provider about a service that they were not happy within a specific time. They stated that satisfaction is ne'atively correlated to customer complaints % the more satisfied the customers, the less li-ely they are to complain. ustomer (oyalty is customers@ li-elihood to purchase their ne5t service with the same or'anisation at a 'iven price price tolerance$. ustomer loyalty is the critical component of the model because it equals profitability >es-ett et al., 1##:4 Eeichheld and Sasser, 1##"$. The uropean onsumer Satisfaction Inde5 SI$ is also an adapted version of the Swedish ustomer Satisfaction arometer and very similar to the 7SI. Gnli-e the 7SI with si5 variables, the SI has seven variables with Acorporate ima'eA bein' the seventh and optional variable SI Technical ommittee, 1##<$. It refers to the brand name and what -ind of associations the customers 'et from the productJcompany. -lKf 2"""$ su''ested that perceived quality can be distin'uished into perceived product quality and p erceived service quality4 where perceived service quality is the assessment of recent consumption e5perience of associated services li-e customer service, ran'e of services and products, conditions of product display while perceived products quality relates to the attributes of the core product and product. The fi'ure below presents the detail of the SI inde5. 8i'ure 2.C9 SI Model SI Technical ommittee, 1##<$ The three inde5es have set the pace for other countries to follow4 they include Eussia, Swit=erland, Lorway, Taiwan, ermany and Tur-ey -lKf, 2"""$. !eithaml et al.@s ustomer Satisfaction Model
!eithaml et al. 2""#$ su''ested a customer satisfaction model. This model has five factors that drive customer satisfaction4 they are service quality SE&G7($, product quality, price, situational and personal factors such as emotions and moods$ as shown in the fi'ure b elow.
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8i'ure 2.)9 ustomer Satiafaction Model !eithaml et al., 2""#$ The concept of product quality is similar to other models presented above. /ersonal factors such as customer emotions affect satisfaction either in a positive or ne'ative way e5ample, /rice et al., 1##?4 remler et al., 2""B4 (il6ander and Strandvi-, 1##:$. Shaw and Ivens 2""2$ advised businesses to view customer emotions as a ma6or differentiation factor contributin' to customer satisfaction, especially where customers are actively involved in the service delivery for e5ample Disney (and$. This may not the same for automotive service4 therefore, much will not be said about customer emotions. /rice as a Determinant of ustomer Satisfaction The factor Aperceived valueA in the other models presented above is also similar to price but relates more to an aspect of pricin' described as demand%based pricin' !eithaml et al., 2""#$. The influence of price on satisfaction has been 'iven a lot of attention by researchers over the years for e5ample 7nderson et al., 1##)4 Salvador et al., 2""B$. Salvador et al. 2""B$ stressed that the concept of price should be e5panded to include the actual cost of the service and other associated costs. They su''ested that price has two dimensions9 the ob6ective price paid monetary$ and the cost of obtainin' the service how adequate the fees for the labour performed by the customer and in comparison with the cost of other services$. !eithaml 1#<<$ provided a precise classification of price component into ob6ective price, monetary price and sacrifice. Salvador et al. 2""B$ su''ested that price should include value, benefit and cost, and that customer received value when the benefit from a product or service is more than the cost of buyin' it. >orovit= 2"""$ su''ested that services be limited to the strate'y of @outpacin'@ % a service that can reduce its costs, reinvestin' all or part of the savin's from lowerin' the price to customers, and at the same time maintainin' or even increasin' the benefits to increase value for the customer. Some studies for e5ample ei ; hiao, 2"" 14 7nderson et al., 1##)$ have found that the price paid for a product or service plays an important in influencin' customers@ satisfaction and loyalty to a company. 7nderson et al. 1##), p. ?)$ A...customer satisfaction is dependent on value, where value
can be viewed as the ratio of perceived quality relative to price or benefits received relative to costs incurredA. ian' ; Eosenbloom 2""?$ postulated that customers@ perception of price has a positive impact on satisfaction and behavioural intentions. 7ccordin' to 3ieh et al. 2"":$ asserted that customer may use price as an e5trinsic si'nal of service quality by a company, for e5ample, where quality is difficult to assess. This is especially true for automotive service where most customers lactechnical -nowled'e to 6ud'e the service. Service uality as a Determinant of ustomer Satisfaction The service quality models both the 'aps model and SE&G7($ assume that customers come into a service encounter with a prior e5pectation, this e5pectation is then matched with the actual service e5perience to determine the service quality of that or'anisation !eithaml et al 1#
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ustom +ritten +oruaranteed on Time
et The rade 3ou ordered ap) % The ommunication ap9 difference between the service delivery and the e5ternal communication to customers ap ? % The ustomer ap9 the difference between customer@s e5pectations and perceptions of services provided by an or'ani=ation. The first four are -nown as the provider@s 'aps which 'ive rise to the customer 'ap ?$. To close the customer 'ap, providers must first close the first four 'aps in the order presented above. The understandin' of this will enable service businesses to deliver a consistent level of service that meets or e5ceeds customer e5pectation leadin' to customer repeat business and profitability. 8i'ure 2.?9 aps Model of service quality !eithaml et al., 1#
ohnston 1##?$ identified three main applications of =one of tolerance9 1$ as a description of an outcome state, 2$ of a ran'e of pre%performance e5pectations and C$ as the satisfactory ran'e of in%process service performances The outcome state9 the service quality models assume this application with their three outcomes9 satisfaction adequate service quality$, dissatisfaction poor quality service$ and deli'ht hi'h service quality$. /re%performance e5pectations9 this may ran'e from Aminimum tolerableA to AidealA Miller, 1#::$ cited in ohnston 1##?$ with AdesirableA and AadequateA !eithaml et al 1##C$ somewhere in between. The in%process service performances9 erry and /arasuraman 1##1$ su''ested that the =one of tolerance is an in%process service performance and define it as A...a ran'e of service performance that a customer considers satisfactory. 7 performance below the tolerance =one will en'ender customer frustration and decrease customer loyalty. 7 performance level above the tolerance =one wil l pleasantly surprise customers and stren'then their loyaltyA. The definition offered by erry and /arasuraman 1##1$ encapsulates the other two, emphasisin' the variation of service performance that customers are willin' to accept and that customers become dissatisfied when performance fall below the adequate level. The !oT is dynamic and chan'es accordin' to what the customer deems to be important as well the particular service encounter. The fi'ure below identifies the factors affectin' desired and adequate service with the arrows. Desired service is influenced by personal service philosophy and lastin' service intensifiers. /redicted service is a somewhat adequate 6ud'ement of what a customer is li-ely to receive in a particular service interaction and therefore influences adequate service. It is influenced by service promises implicit and e5plicit$, word%of%mouth communication by other customer and past service e5perience. 0ther factors that influence adequate service are temporary service intensifiers, perceived service alternatives, self%perceived service role and situational. ven thou'h n ot all these factors are within the control of service firms, they can be influenced throu'h customer education, ma-in' realistic promises, conductin' mar-et research, amon' others !eithaml et al., 2""#$.
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8i'ure 2.B9 8actors that influence Desired and /redicted service !eithaml et al., 2""#$ SE&G7( Scale of Measurin' Service uality
The SE&G7( model was developed by !eithaml et al 1#<<$ to measures the quality of service on five identified quality dimension. This scale is desi'ned to measure the difference between customers@ e5pectations and perception 'ap ?$ on a 22%item scale, representin' five service quality dimensions, e5plained below. Eeliability9 how well can the company deliver on its promises dependably and accurately* 7ssurance9 -nowled'eable and courtesy of employees and their ability to inspire trust and confidence Eesponsiveness9 willin'ness to help customers and provides prompt service mpathy9 carin', individualised attention the firm provides its customers Tan'ibles9 appearance of physical facility, equipment and staff rady and ronin 2""1$ classified service dimensions into9 interaction attitude, behaviour and e5pertise$, physical environment ambient, desi'n and social factors$ and outcome quality waitin' time, tan'ible and valence$. The model is can be referred to as a dia'nostic tool for identifyin' broad areas of a company@s service quality stren'ths and wea-nesses Tan and /awitra, 2""1$. Some of benefits of the SE&G7( methodolo'y are summarised below. It 'ives customers the opportunity to offer their views re'ardin' service encounters. It enables mana'ement to loo- at the perceptions from both business and customers@ perspective. y closin' the 'aps, businesses can use the information 'enerated to formulate strate'ies to ensure customer e5pectations are fulfilled o n a consisted basis Tan and /awitra, 2""1$. 7ccordin' to Tan and /awitra 2""1$, SE&G7( is limited as it addresses only continuous improvement in a fast movin' world where continuous improvement alone may not ensure business success unless blended with service and product i nnovation. Shen et al. 2"""$ emphasise the need for innovation as the -ey to becomin' competitive in the 'lobal economy. rito et al., 2"":, p. )BB$ also su''ested that the use of dimensions unli-e the attribute themselves are limited in 'ivin' A...specific 'uidance on where to act in the desi'n or improvement of service operationA. SE&/E8 Scale The SE&/E8 scale, also -nown as Aperformance onlyA model, was developed by ronin and Taylor 1##2$ to address the issue with the measurability and definition challen'es of the SE&G7( scale as e5plained above$ by eliminatin' the e5pectation construct of the SE&G7( scale and usin' only performance. It assumes that respondents providin' their ratin's have already unconsciously compared performance perceptions with e5pectations and measurin' e5pectation a'ain is redundancy. vidence was 'athered across four industries fast food, ban-s, pest control, and dry cleanin'$ to support the model. 7lthou'h the SE&G7( has en6oyed wide application across different industries and countries than this model, studies rady et al., 2""24 aba-us and oller, 1##2$ have su''ested that the SE&/E8 scale showed superior results when applied in
con6unction with the SE&G7( scale throu'h the use of its sin'le%item scale. 0n the other hand, research conducted by uester and Eomaniu- 1##:$ su''ested that the SE&G7( is a better predictor of service quality than SE&/E8. arrillat et al. 2"":$ in their bid to end the years lon' debate between the two models, su''ested 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 lon' debate. It must however be emphasised that the two models are more complementary than competin' and that the -ey is adoptin' a particular model to the business needs. This study would adopt the SE&G7( methodolo'y because of it wide usa'e. This would enable the researcher to compare the results of this study to other researchers. Service uality and ustomer Satisfaction in the 7utomotive Service Industry Dealerships are vitally important in influencin' customers@ overall satisfaction because they are the most important point of contact for both potential and actual customers durin' the buyin' and usa'e sta'es >uber and >errmann, 2""1$. There is little research in the areas of automotive service industry rito et al., 2"":$. Those that were identified by the researcher are discussed below. ouman and +iele 1##2$ were one of the first to used the SE&G7( methodolo'y in the automotive service industry in the Letherlands. Gsin' a sample of 22B customers from # difference car service firms4 a )< item scale was developed to measure service quality. Their analysis identified the followin' dimensions9
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ustomer -indness friendliness and willin'ness of front line staff to assist customer with problems$ Tan'ibles physical evidence in the form of concrete characteristic of the service$ 8aith information about service process to inspire assurance$ They asserted that only customer -indness which is in turn influenced by tan'ibles and faith$ has a direct influence on service quality with tan'ible and faith havin' indirect influence. They however associated the difference of these dimension to the SE&G7( to the inadequate analysis p. 1C$. Syed ; 7miya 1##)$ identified five factors usin' a 2: item measurin' scale$ in their e5amination of services delivered by auto service companies usin' the SE&/E8 methodolo'y. They identified9 1$ perceived fairness of the facility and its personnel4 2$ empathy4 C$ responsiveness4 )$ reliability4 and ?$ convenience. They however emphasised that when a tas- was particularly comple5 and
customers could not understand it, perceived fairness was found to be si'nificantly more important than the other factors. rito et al., 2"":$ conducted a survey on customer@s choice of car maintenance service provider after the warranty with the dealer e5pires % to determine whether customers 1will stay with the dealer or chan'e to an independent 'ara'e. Gsin' the SE&/E8 methodolo'y, a sample of )"" car economic$ owners was drawn from Gberlandia, ra=il. Their analysis ide ntified 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 'ara'es, while the only factor that influences their choice for dealers is better equipments. erndt 2""#$ conducted a study within the South 7frican automotive service industry to determine service quality dimensions. Gsin' a convenience sample of :B1 respondents with car owners of various brands, the followin' dimension where identified9 ustomer%focused quality or'anisation@s contact and interaction with the customer$ Tan'ibles customer perception of physical evidence$ Delivery quality the way in which the core service is presented$ ommunication quality communication to customer about the wor-$ ustomer care quality showin' care to customer about service arran'ements$ The table below summarises the dimensions id entified in the automotive service industry for over the last two decades. Table 2.19 Summary of Service uality Dimensions in the 7utomotive Service Industry literature These dimensions are very similar to the SE&G7( dimensions for e5ample better equipment relates to tan'ibles and in some way assurance$, customer care, communication quality, customer -indness, customer%focus quality, perceived fairness of the facility and its personnel rel ate to both responsiveness and empathy dimensions, and delivery quality, mechanical reliability, and better equipment relate to reliability and assurance. >owever, faith in service provider, price honesty, and convenience are peculiar to the automotive servicin' industry. This indicates that the SE&G7( dimensions or similar$ mostly come out of many service quality researches, further increasin' the popularity of the scale. ffects of ustomer Satisfaction on ehavioural Intentions Several studies !eithaml et al., 1#<<4 7nderson et al., 1##)4 ronin et al., 2"""4 Saha and Thein'i, 2""#$ have lin-ed customer satisfaction to customer behavioural intentions. 8ishbein and 76=en 1#:?$ defined behavioural intentions as a customer@s sub6ective li-elihood of performin' certain behavioural act relative a business. These behavioural intentions when mana'ed well can i ncrease a firm profitability and lon' term competitiveness. ustomer behavioural intentions include9
word%of%mouth both positive and ne'ative$ repurchase intention repeat business$ feedbac- to the service provider usually in a form of complaints or compliments$ Saha and Thein'i 2""#, pp. C?)$ have described word%of%mouth as A...a flow of information about products, services, or companies from one customer to another. 7s such, word%of%mouth represents a trusted e5ternal source of information by which customers can evaluate a product or serviceA. The information is trusted because of the difficulty in tryin' out a service prior to purchase or returnin' a service after e5periencin' it unli-e products. Therefore customers usually depend on the e5perience of others before buyin' a service most of the time$. The information shared could either be encoura'in' positive$ or discoura'in' ne'ative$ other customers from usin' a service or product of the firm that bein' tal-ed about. oodman 2""#$ indicated that while satisfied customers tell on avera'e ? other people, dissatisfied customer tell about 1" other people. 0ther researchers rown et al., 2""?4 abin et al., 2""?4 Saha and Thein'i, 2""#$ have found a positive correlation between customer satisfaction and word%of%mouth communication.
Stru''lin' with your essay* +e can help +e can help 'et your coursewor- bac- on trac-, ta-e a loo- at our services to learn more about how we can help. ssay +ritin' Service ssay Mar-in' Service /lace an 0rder
ustom +ritten +oruaranteed on Time et The rade 3ou ordered /lethora of studies for e5ample ones and Suh, 2"""4 itner et al., 1##"4 ronin and Taylor, 1##2$ has lin-ed customer satisfaction with repurchase intention of customer. 8or the purposes of this study, only the first two customer behaviours will be investi'ated. The net promoter scale, and life time value of a customer literature will be reviewed to enable a comprehensive understandin' of these areas. The Let /romoter Scores L/S$ The net promoter score was developed by Eeichheld 2""C$ to measure the li n- between customer referral behaviour and company 'rowth and profitability$. The basis for this metrics is that satisfaction is not a 'ood predictor of company 'rowth and that word%of%mouth by customers is the ultimate determinant. >e asserted that customers only recommend you if they are intensely loyal and put their reputation on the line when they do so. It is calculated by first, as-in' the one question,
Ahow li-ely it is that you would recommend our company to a friend or collea'ue*A ustomer are as-ed to rate their response on a scale of " % 1" where, " N very unli-ely and 1" N very li-ely$. ustomers with response # and 1" are called ApromotersA, those with : and < are Apassively satisfiedA while those with " % B are called AdetractorsA. The net promoter is the difference between the percenta'e promoters and percenta'e detractors i.e. L/S N F/ % FD$ and called it Athe one number you need to 'rowA p.?)$. vidence from a study conducted by Satmetri5 over two year 2""1 and 2""2$ on over ?" companies from different industries was used to support this conclusion. This assertion has spar-ed a debate in both academia and the business world. >owever, it has been widely accepted by the business world because it is simple to conduct and easy to measure and interpret Eeichheld, 2""Bc$. Some studies Mar-etin' +ee-, 2""B4 Eeichheld, 2""Bc$ on the validity of the net promote score have confirmed the claim. >owever, a lon'itudinal study conducted by Heinin'ham et al. 2"":$ usin' telephone interview with about 1B,""" in 21 firms indicated that the L/S did not show superior results when compared with 7SI. This metric will be used in this study to determine customer referral4 however, its effect on company 'rowth will not be investi'ated. (ife &alue of ustomers This is described as the future cash inflows e5pected from the continuous relationship with customers Eeichheld, 2""C$. Several studies oodman, 2""#4 Eeichheld and Sasser, 1##"4 >es-ett et al., 1##:$ have lin- customer satisfaction to how willin' customer are to stay with a service company. Eeichheld and Sasser 1##"$ in their >arvard Eeview article su''ested that the only way service companies can ma-e profit over the lon' term is to satisfy customer such that they are willin' to stay with the company over a lon' period of time. Gnli-e scrap for manufacturin' companies which is described as product defects from standard output$, Eeichheld and Sasser 1##"$ described service scrap as customer defection from a company. They asserted that customer defection may affect profitability, mar-et share, unit costs of services and other factors related to competiveness. 7nd that -eepin' customers ma-es companies more profitable over time, sayin' A...as a customer@s relationship with a company len'thens, profits riseA p. 1"?$. Throu'h their study of over 1"" companies across industries for e5ample, auto services, credit card, laundry services, etc.$, they su''ested that the lon'er a customer stays with a company the more profit that it 'enerated from such customer dependin' on the industry$, as shown in the fi'ure below. 8i'ure 2.:9 ustomers@ /rofitability over time Eeichheld and Sasser, 1##"$ The fi'ure above summarises the overall benefits that companies 'ain throu'h customer loyalty. (oyal customer will buy more of a company@s services as they stay, the company incurs less mar-etin' e5penditure related to these customer as well word%of%mouth communication by them an d they are also more willin' to pay hi'her for the service. 8or 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 willin' to pay more. This is especially true for a utomotive services with credence qualities$ where is very difficult for customers to evaluate the service delivered and are more li-ely to stay with a company with hi'her perceived trust.
This essay is an e5ample of a student@s worDisclaimer This essay has been submitted to us by a student. This is not an e5ample of the wor- written by our professional essay writers. +ho wrote this essay Eequest removal 5ample ssays
ffects ustomer satisfaction on ustomer (oyalty 7ccordin' to a study done by Oero5 cited in >es-ett et al., 1##:$, customers who are very satisfied with the services of firm are 1""F more loyal than e5tremely dissatisfied customers. The term AapostleA was used to describe very loyal customers because the positive word%of%mouth they spread on behalf of the company. 0n the other hand, e5tremely dissatisfied customer were called AterroristA due to their li-elihood to spread ne'ative word%of%mouth about the company with a devastatin' consequence as this spreads faster than positive recommendations. This assertion is illustrated by the fi'ure below. 8i'ure 2.<9 ustomer satisfaction and loyalty >es-ett et al., 1##:$ The =one of defection indicated by the red shaded trian'le includes dissatisfied customer 1%C$ and their li-elihood to chan'e a service provider. The =one of indifference ) and ?$ shows both satisfied customers@ intentions to either stay with the company or chan'e another provider. The =one of affection shows the loyalty and referral intentions of very satisfied customers % they are more satisfied and willin' to recommend it to friends or family. The fi'ure shows that satisfaction has a direct effect on customers@ behavioural intentions % both repeat business and referral. 7nd therefore, service companies should concentrate efforts in movin' customers from terrorists to apostles for hi'h profitability.
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(oyalty of a firmQs customer has been reco'nised as the dominant factor in a business or'ani=ationQs success. This study helps us e5tend our understandin' of the relationship between customer lo yalty, customer satisfaction, and ima'e. This is of considerable interest to both practitioners and academics in the field of hospitality mana'ement. The ob6ective of this research is to identify the factors of ima'e and customer satisfaction that are positively related to customer loyalty in the hotel industry. Gsin' data collected from chain hotels in Lew !ealand, the findin's indicate that hotel ima'e and customer satisfaction with the performance of house-eepin', reception, food and bevera'e, and price are positively correlated to customer loyalty.
Customer Satisfaction in the Hospitality Industry by Lynda Moultry Belcher, Demand Media
Customer satisfaction is an important facet of the hospitality industry.
Related Articles • • • • • •
Customer Satisfaction in the Wine Industry How to Improe Customer Satisfaction in Industrial !elations in an "r#ani$ation Ways the Media Has Impacted the Hospitality Industry Customer Serice %rainin# in the Caterin# & Hospitality Industry Customer Satisfaction %ips for the Serice Industry %hree Cate#ories of the Hospitality Industry
If there's any place where customers are li(ely to be payin# attention to the type of serice they receie, it's within the hospitality industry. )rom restaurants to hotels and eerythin# in between, your *ob as a hospitality serice proider is to maintain customer happiness and satisfaction. +eep your customers at the forefront of your operational plans to hold your hospitality business aoat. -ds by oo#le
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Customer 34pectations one are the days when customers were happy *ust receiin# 5please5 and 5than( you5 or #ettin# serice with a smile. -lthou#h those #o into the recipe for proper eti6uette, it's *ust not enou#h. Satis7ed customers are loo(in# for a memorable e4perience and dynamic serice where it counts. )rom receiin# 6uic( serice to bendin# the standard practices 00 such as e4tendin# a #uest chec(0out in a hotel or customi$in# a menu item in a restaurant 00 customers want to feel as if their business is appreciated. %o be on the receiin# end of customers' satisfactory ratin#s in sureys and amon# their networ(, anticipate their needs and be able to hae your sta8 delier accordin#ly.
Delier "n /romise "ne (ey factor in (eepin# your #uests en#a#ed and comin# bac( is to delier as you promise. )rom bein# consistent to ma(in# sure they #et the same awesome serice to doin# what you say you will do, don't drop the ball when it comes to what you say you'll o8er. Customers are more li(ely to #et frustrated when you reel them in on a bi# promise such as special serices or premium products and it's not the case. -oid sayin# that you are lu4ury if your serices are mediocre or in deelopin# #immic(s that e4cite customers only to disappoint them throu#hout the process of wor(in# with you. Related Reading: %hree Cate#ories of the Hospitality Industry
Customer Loyalty Happy customers are loyal customers. 9ot only is it important for you to proide stellar serice, but awesome products as well. Ma(e it a point to be on the fast trac( for (eepin# up with trends that your customers may follow such as buildin# personal assistance serices for traelin# customers or ma(in# special concessions for aid repeat consumers. Be sure you hae items on hand so when your customer needs you and your products, eerythin#'s aailable. - customer who has to continuously wait for you to do your part may #row tired,
no matter how loyal, and enture o8 to your competition. +eep customers loyal by focusin# on them at all times.
Let %hem :ent ie your customers an outlet for tellin# you about poor e4periences. When you hae customers who hae had a ne#atie e4perience, ma(e it easy and clear for them to not only tell you about it but #et it o8 their chest to you and not someone else. Don't patroni$e customers when they are dis#runtled by shooin# them o8 with little to no plans for recourse. Ma(e it a point to correct issues that went wron# and loo( into those that could stand some improement. Capture communication methods for (eepin# in contact with your customers so that you can alert them when chan#es and improements occur. -ds by oo#le
Customers’ Health and Safety certification for Hospitality Industry, Hotels, Tourists’ Clubs premises & Stadiums, Public Events’ Orani!ers, "estival premises In December 2"1), a New International Standard for Hospitality premises , massive 'atherin'sQ or'ani=ers and hotelsQ certification was published with copyri'ht by Swiss 7pproval. Tourism is one of the most important sectors of the world economy. Hotels are a si'nificant part of the hospitality business and, therefore, healthcare assurance considerations have increasin'ly become inte'ral to the success of a hotel enterprise. Massive events of wide attendance, li-ewise, require dedicated first aid, medical, and other health% related services at a hi'her rate than usual baseline first aid services for public events.
HSTAR I- Blue Service certificate is a seal of trust for any hosting facility ensuring acute response to medical conditions and acute healthcare needs of its guests.
HSTAR I- «Blue Service» certification is a !orld!ide e"clusivity of S!iss Approval International providing a «Safety #assport» to the Hospitality sector in order to penetrate the International Tourism mar$et.
Hotels Certification for Health Tourists Hospitality
ertification of >ospitality services pertainin' to >ealthJ Medical TouristsQ mana'ement is one of Swiss 7pproval International hi'h end certification pro'rams, published in anuary 2"1?. This specific set of criteria for hotels, has inte'rated quality standards, international best practice and safety principles for Medical Tourism 8riendly >otels MT8>$, the so called Rlue Service for 5cellence of >otels. This innovative worldwide Standard, is aimin' at the effective and hi'hly qualitative mana'ement of health and medical tourists in touristic accommodation premises.
HSTAR II- «Blue Service for %"cellence» certification is a !orld!ide e"clusivity of S!iss Approval International providing a uni&ue competitive advantage in Health Tourism mar$et and a seal of trust in the niche segment of 'edical Tourism. HSTAR II increase RELIABILITY and TRST in !ospitality services, t!at t!ey" •
Effectively Serve sensitive #$ests wit! c!ronic diseases, ens$rin# f$nctional conditions for #$ests wit! re#$lar !ealt! needs or increased safety concerns
•
Safely accommodate Medical To$rists and%or International &atients at t!eir premises'
Since 2"":, our e5perts implement the new classification system for Hotels and &ansions ( Rooms to let, on behalf of Lational 7uthorities and a stron' e5perience has been acquired in terms of hospitality premisesQ classification, aimin' at an international qualification and approval, related to the level of services delivered by the >ospitality enterprise. Swiss 7pproval classification and certification for >ospitality premises, is followin' the e5istin' Lational, International or lubs quality requirements systems, 'ivin' the Stamp of conformity and reliability for the hospitality services bein' delivered.
Hotels( Star classification )y S!iss Approval International guarantees transparent o)*ective and &ualified assessment of the Hospitality sector and undisputa)le positioning of the hotels( services.
7s the tourism industry continues to 'row at a rapid scale, its multifaceted relationship with the environment and host communities is becomin' increasin'ly evident. 7lthou'h consumer awareness is risin', there is a lac- of understandin' of what sustainable tourism means. Swiss 7pproval International brin's on the certification table the Lew 7pproach for Tourism Industry, as stated by the lobal Sustainable Tourism ouncil ST$, in order to contribute to the clarity re'ardin' ambi'uity surroundin' the potential threats that tourism can have on the environment, culture and residents of tourist destinations, as well as e5plorin' and encoura'in' the many opportunities to have a positive impact, by addressin' issues li-e poverty alleviation and cultural and natural preservation. Swiss 7pproval International is a member of ST, actively demonstratin' its commitment to the principles of sustainability and 'reen 'rowth 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 'eneratin' 6obs, incentivi=in' local production and brin'in' in consumers and volunteers. >owever, this pro'ression can only be possible in the future with the support of Sustainable Tourism. 7s the travel industry continues to 'row, current travel practices are be'innin' to create ne'ative impacts on the environment and local communities. It is our obli'ation to stren'th all efforts to foster sustainable tourism by developin' the resources and trainin' needed to encoura'e sustainable practices. In turn, this creates a demand for sustainable products and services contributin' in an alternative way of social and economical development.
8rom satisfaction to deli'ht9 a model for the hotel industry 7rticle 0ptions and Tools View:
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7uthors$9 dwin L. Torres Department of >ospitality and Tourism Mana'ement, /urdue Gniversity, +est (afayette, Indiana, GS7$ Sheryl Hline Department of >ospitality and Tourism Mana'ement, /urdue Gniversity, +est (afayette, Indiana, GS7$ itation9 dwin L. Torres, Sheryl Hline, 2""B$ A8rom satisfaction to deli'ht9 a model for the hotel industryA,International ournal of ontemporary >ospitality Mana'ement, &ol. 1< Iss9 ), pp.2#" % C"1 D0I http9JJd5.doi.or'J1".11"
/ractical implications The proposed model can be used by mana'ers to achieve customer deli'ht in their or'ani=ations. It can also be used to 'ain a better understandin' of the process of mana'in' customer relations.
0ri'inalityJvalue In the last few years the concept of customer deli'ht has been ta-in' precedence over the concept of satisfaction. Despite such emphasis, there are few published articles relatin' to this topic in the hotel industry. The study uses customer deli'ht literature from various industries and attempts to apply such -nowled'e to the hospitality industry.
Heywords9 ustomer satisfaction, ustomer relations, >otels, >uman resource mana'ement, ustomer service mana'ement Type9 onceptual paper
8rom customer satisfaction to customer deli'ht9 reatin' a new standard of service for the hotel industry 7rticle 0ptions and Tools View:
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7uthors$9 dwin L. Torres Eosen olle'e of >ospitality Mana'ement, Gniversity of entral 8lorida, 0rlando, 8lorida, GS7$
Sheryl Hline 7lfred (erner olle'e of usiness and conomics, Gniversity of Delaware, Lewar-, Delaware, GS7$ itation9 dwin L. Torres, Sheryl Hline, 2"1C$ A8rom customer satisfaction to customer deli'ht9 reatin' a new standard of service for the hotel industryA, International ournal of ontemporary >ospitality Mana'ement, &ol. 2? Iss9 ?, pp.B)2 % B?# D0I http9JJd5.doi.or'J1".11"
M%Dec%2"11%"22< Downloads9 The fullte5t of this document has been downloaded ?2C# times since 2"1C 7bstract9 /urpose The purpose of this paper is to provide a typolo'y of customer deli'ht in the hotel industry. y doin' so, it identifies patterns by which hotels deli'ht their 'uests. The paper e5plores the Torres and Hline model in li'ht of the data and proposes an addition to the model.
Desi'nJmethodolo'yJapproach ontent analysis is utili=ed to analy=e letters of customer feedbac- provided by several hotels. 7 codeboowas created, letters were coded by two raters and inter ;rater reliability was calculated.
8indin's The most frequently mentioned codes included9 ta-in' care of the 'uest@s needs, e5ceptional friendliness, professionalism of staff, employees 'oin' outside of the call of duty and problem ;solvin' s-ills. ased on this information the authors propose the followin' deli'ht types9 fulfillment deli'ht, charismatic deli'ht, professional deli'ht, comparative deli'ht, problem resolution deli'ht. It was also found that the culture of an or'ani=ation has an impact on the type of deli'ht that is most prevalent.
/ractical implications The research conducted helps hotel operators to identify the behaviors and actions that lead their 'uests to be deli'hted. y -nowin' this information, appropriate steps can be ta-en in the selection and development of staff that will lead towards 'reater customer en'a'ement.
0ri'inalityJvalue In the hospitality literature, much information e5ists on what to do to correct ne'ative service e5periences. >owever, a relatively smaller number of articles hi'hli'ht how to create 'reat service e5periences for the 'uests. This article provides a theoretically sound and practically useful framewor- to deli'ht hotel 'uests in the hotel industry.
Heywords9 >ospitality mana'ement, >otels, ustomer satisfaction, ustomer deli'ht, >otel operations, ontent analysis Type9 Eesearch paper /ublisher9 merald roup /ublishin' (imited
lobal 1ournal of Mana#ement and Business Studies. ISS9 <<=>0?>@> :olume A, 9umber <EAF, pp. =0=> G !esearch India /ublications httpwww.ripublication.com#*mbs.htm )rom Customer Satisfaction to Customer Deli#ht - 9ew %rend in Hospitality Industry aura /urohitE and Diya /urohit< E International Institute of /rofessional Studies, Dei -hilya Jniersity +handwa !oad, Indore, India. < Institute of Mana#ement Studies, Dei -hiliya Jniersity +handwa !oad, Indore, India. -bstract Hospitality industry is an eer #rowin# industryK this is supported by the inow of tourists 7#ures from di8erent parts of the world. %his industry is e4tremely competitie as many trend settin# hotels hae made their entry in di8erent parts of the world, than(s to the concept of #lobali$ation. %his amount of competition does not allow any or#ani$ation in the industry to be satis7ed simply with customer satisfaction and this has been replaced with the more ibrant concept of customer deli#ht. %his paper elaborates on how the hospitality industry has moed oer the period of time and is struc( with the concept of customer deli#ht. Deli#ht has its impact on the 7rms 7nancial statements as well, because it directly leads to customer loyalty. Customer loyalty is the outcome of customer deli#ht and customer loyalty is the need of eery 7rm for its successful operation. Hospitality industry is #rowin# e4ponentially with the rate of > plus and therefore its imperatie for eery 7rm not *ust to #enerate new customers but also to retain them. Customer deli#ht if maintained for a considerable period leads to the #eneration of #oodwill which in turn increases the Brand alue of the 7rm in hospitality industry. +eywords Customer Deli#ht, Customer Satisfaction ,Customer Loyalty and Hospitality Industry. =N aura /urohit et al E. Introduction Customer satisfaction is the perception of the customers towards the performance of the 7rm, based on the e4pectation and the perception #ap the 7rm can analyse the de#ree of ariation re6uired to satisfy the customers in terms of the serices. Hence it can be accepted as a parameter for improin# the performance of the 7rm. But the current scenario does not *ust demand a parameter for measurement of the performance but re6uires a little more e8ort from the side of the mana#ers and the 7rm itself. %his is alidated by the fact that most of the 7rms are in the constant business of strate#i$in# to stand at an ed#e oer their competitors. Mar(et scannin# and screenin# is and essential tool for assessin# where one stands in the race. But those who actually understand the trend hae
reali$ed that mar(et has moed far ahead of the time where concepts li(e customer satisfaction were used. %o deli#ht #uests, one must depart from the con7nes of hotel lobbies and rooms and ta(e a *ourney into the minds of #uests. With most of the 7rms stric(in# the bear minimum leel of satisfaction one needs to #ie somethin# e4tra to the customers, somethin# more than *ust what is e4pected. %hat little e4tra brin#s in the deli#ht factor. Deli#ht determines the amount of e4tra e8orts ta(en by the 7rms. OCustomer deli#ht inoles #oin# beyond satisfaction to delierin# what can be best described as a pleasurable e4perience for the clientP. /atterson E??@F. Deli#ht therefore entails a stron#er emotion and a di8erent physiolo#ical state than satisfaction. -s far as the hospitality industry of the world is concerned there are a speci7c standards meant to be maintained by the 7rms that desire to be in a certain cadre in the industry. %herefore there would not be any di8erence if the 7rms stic( to those bear minimum standards. %he need is to challen#e ones own performance and improe it with constant e8orts. Customer deli#ht has to be the prime aim of the hospitality 7rms . Hospitality industry as such is (nown for its direct lin( with customers and its a (nown fact that this is the only industry to refer to them as the #uests not the customers or the clients. With this distinction one can *ust not do without treatin# them as #od .%he alued association with these #uests can not *ust fetch more customers but also #enerate a word of mouth publicity useful for the enhancement of the 7rms business. %he customer deli#ht is the primary factor responsible for the #eneration of customer loyalty factor, because the deli#hted customers only become the loyal ones. In the hospitality industry interest in the sub*ect of customer deli#ht has recently emer#ed %orres and +line, <NK Crotts and Ma#nini, <EK Ma#nini et al., <EEF. %he hospitality industry has eoled as the primary industry of the world for the fact that it assists the second lar#est industry and that is the tourism industry. With the concepts li(e the sustainable tourism and eco tourism the hospitality industry has also been #ie new aenues for #rowth. %he concept of #lobalisation which allows an e6ual opportunity to all the 7rms in the world to share a common platform , ma(es it een more indispensable for the 7rms to satisfy the end users to an e4tent that they become deli#hted and then loyal in future . this approach also bac( up the 7nancial health of the 7rm which is bound to improe for the simple reason not enou#h resources will be used in deelopin# new customers . )rom Customer Satisfaction to Customer Deli#ht - 9ew %rend in Hospitality =@ %he customer loyalty wor(s on the construct of eneratin# a wow reaction Deliery of •
une4pected results
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/ersonal touch feelin#
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Ma(es the customer feel alued
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-ppear #enuine )irst contact point Jne4pected positie serice brin#s in a feelin# which is ma#ni7cent and can be termed as wow. In this course of action, many actiities are inoled li(e a proper ambience , #reetin#s, welcome, sta8 behaiour ,security etc. but many a times it could be brou#ht by a simple #esture of appeasin# them , by sendin# a subtle messa#e throu#h serices0 that you are important2 /ersonal touch feelin# is when #uest #ets to (now that he is bein# treated as the (in# on an indiidual basis. When you alue someone you would •
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neer want to miss an opportunity to ma(e him feel important and that is how the #uest in hospitality should be treated and this could be a deli#ht factor. "f course not eery demand can be met therefore it is the responsibility of the serice proider to ma(e an attempt to e4plain how interested he is in sortin# out the problem area and meet the demand there after. %o be #enuine, try to associate with the #uest by sharin# a common platform and reportin# e4actly what can be deliered . %here are special e8orts ta(en on the part of the people from the industry to ma(e the 7rst impression on the #uest because this is what will stay on with him foreer. <. Conclusion Hospitality industry rests on the concept of delierin# the best serice possible to the #uest or the client and if they fail to attempt, there can be serious implications because most of the mar(et players hae risen aboe the concept of satisfaction and are adamant in delierin# serices that may surprise the #uest and brin# about a feelin# that he may lie up with for a lon#er period. %his len#th of the period will determine whether the customer would be loyal or not. %here are seeral bi# wheels in the mar(et and their presence has made it mandatory for eery player or 7rm to be e4ceptionally eQcient in serice performance. If the customer is deli#hted and contended he would een be loyal to the 7rm in a lon#er course. %his concept of customer loyalty is the outcome of customer deli#ht. !eference RE Bowen, 1.%.E??@F 5- mar(et0drien approach to business deelopment and serice improement in the hospitality industry5, International 1ournal of Contemporary Hospitality Mana#ement, :ol. ? Iss @, pp.AA= T A==. => aura /urohit et al R< +andampully, 1.<NF 5%he new customer0 centred business model for the hospitality industry5, International 1ournal of Contemporary Hospitality Mana#ement, :ol. E> Iss A, pp.E@A T E>@. RA Ma#nini, :., Crotts, 1. and Uehrer, -. <EF,aF OIdentifyin# driers of customer deli#ht throu#h trael blo# analysisP, 1ournal of %rael !esearch, :ol. =? 9o. <, pp. EA0EN=. R= Ma#nini, :., Crotts, 1. and Uehrer, -. <EEF,bF OJnderstandin# customer deli#ht an application of trael blo# analysisP, 1ournal of %rael !esearch, :ol. 9o. , pp. A0=. R /atterson, +. E??@F, ODeli#hted clients are loyal clientsP, !ou#h 9otes, :ol. E= 9o. A, pp. <
Quality function deployment: An extended framework for service quality and customer satisfaction in the hospitality industry •
Miyoun# 1eon#aE, ,
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Haemoon "ha< Show more
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doiE.EENS<@>0=AE??>F<=0A et ri#hts and content
-bstract !esearch on serice 6uality and customer satisfaction has become si#ni7cant in the hospitality industry. 9onetheless, most preiously proposed or introduced research paradi#ms hae focused e4clusiely on customers without e6ually emphasi$in# the intra0 or#ani$ational serice #eneration and deliery processes. In contrast, this study considers both e4ternal and internal serice mana#ement issues and subse6uent serice innoations based on the framewor( of Vuality )unction Deployment V)DF. V)D and its relationship to similar concepts are e4plained. 9e4t, this study proides an oeriew of the V)D process and deelops a hypothetical application in the lod#in# industry in order to illustrate future application and analysis strate#ies. Some bene7ts and disadanta#es of the V)D process are discussed as compared to e4tant serice 6uality and customer satisfaction paradi#ms. )inally, su##estions and directions are o8ered for future applications, with particular interest in hospitality0speci7c serice mana#ement issues.
+eywords •
Vuality function deployment or V)DK
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Customer satisfactionK
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Serice processK
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Serice innoationsK
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Serice desi#nK
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Serice 6uality Correspondin# author. %el. E >E= E= >NA =<@K e0mail m4*EENpsu.edu. Copyri#ht G E??> 3lseier Science Ltd. -ll ri#hts resered.
&iyoung 'eong is currently a /h.D. candidate in the School of Hotel, !estaurant, and !ecreation Mana#ement at the /ennsylania State Jniersity. Her ma*or area of interest is the applications and impact of information technolo#y in the hospitality industry.
(aemoon )h is an assistant professor in the Department of Hotel, !estaurant, and Institution Mana#ement at the Iowa State Jniersity. He earned his doctoral de#ree in hospitality mar(etin# from the school of Hotel, !estaurant, and !ecreation Mana#ement at the /ennsylania State Jniersity. His ma*or areas of research are serice 6uality and consumer satisfaction.
ustomer satisfaction with services9 puttin' perceived value into the equation 7rticle 0ptions and Tools View:
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7uthors$9 ordon >.. McDou'all /rofessor of Mar-etin', School of usiness and conomics, +ilfrid (aurier Gniversity, +aterloo, 0ntario, anada$ Terrence (evesque /rofessor of conomics, School of usiness and conomics, +ilfrid (aurier Gniversity, +aterloo, 0ntario, anada$ itation9 ordon >.. McDou'all, Terrence (evesque, 2"""$ Austomer satisfaction with services9 puttin' perceived value into the equationA, ournal of Services Mar-etin', &ol. 1) Iss9 ?, pp.C#2 % )1"
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