Models and theories of customer satisfaction.docx

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Models and theories of customersatisfactionThis 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 !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 service value derived$ they provide not the 'oods itself. Servicesdiffer from product due to their intan'ibility, 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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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. Searchqualities 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 only after purchase or durin' consumption.

5amples include taste and wearability and e5amples include vacation pac-a'es and restaurant

services.
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redence qualities % attributes that consumer may find very difficult 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 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 cate'ory. 7nautomotive 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#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 two definitions of 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 overtime. 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 identify

areas for improvements as well as what areas customers consider to be very important to them

!eithaml et al, 2""#$.


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ompanies can predict customer retention and loyalty as well 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 who are satisfied with a dealer

mi'ht buy multiple vehicles as their income 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 Inde5 7SI$ based on the

Swedish ustomer arometer. The 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' 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.
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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$. ustomer loyalty is the critical component of the model because itequals profitability >es-ett et al., 1##:4 Eeichheld and Sasser, 1##"$.

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##


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!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 below.

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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#


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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 lac-

technical -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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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#


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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 servicequality$.

/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 will 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 servicee5perience. 0ther factors that influence adequate service are temporary service intensifiers,

perceived service alternatives, self%perceived service role and situational. ven thou'h not 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""#$.


Disclaimer




8i'ure 2.B9 8actors that influence Desired and /redicted service !eithaml et al., 2""#$

SE&G7( Scale of Measurin' Service uality
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The SE&G7( model was developed by !eithaml et al 1#


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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 adirect 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
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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 )"" careconomic$ owners was drawn from Gberlandia, ra=il. 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 '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 identified 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 relate 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#


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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.

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/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 lin- 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,
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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 acompany. 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 and

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


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and are less price sensitive because customer trust the service provider and are willin' 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 li-ely to stay with a company with hi'her

perceived trust.


Disclaimer




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.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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satisfaction%mar-etin'%essay.phpPi5==C!LoE6O'3
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15/31

(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 loyalty, 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
http://smallbusiness.chron.com/customer-satisfaction-wine-industry-18769.htmlhttp://smallbusiness.chron.com/improve-customer-satisfaction-industrial-relations-organization-15589.htmlhttp://smallbusiness.chron.com/ways-media-impacted-hospitality-industry-38552.htmlhttp://smallbusiness.chron.com/customer-service-training-catering-hospitality-industry-60917.htmlhttp://smallbusiness.chron.com/customer-satisfaction-tips-service-industry-4810.htmlhttp://smallbusiness.chron.com/three-categories-hospitality-industry-58524.htmlhttp://smallbusiness.chron.com/customer-satisfaction-wine-industry-18769.htmlhttp://smallbusiness.chron.com/improve-customer-satisfaction-industrial-relations-organization-15589.htmlhttp://smallbusiness.chron.com/ways-media-impacted-hospitality-industry-38552.htmlhttp://smallbusiness.chron.com/customer-service-training-catering-hospitality-industry-60917.htmlhttp://smallbusiness.chron.com/customer-satisfaction-tips-service-industry-4810.htmlhttp://smallbusiness.chron.com/three-categories-hospitality-industry-58524.html


16/31

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

Start Download

Conert -ny )ile to a /D) 0 Word, 1pe#, if, !tf 0 )ree Download2

www.fromdoctopdf.com

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 *ustnot 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,
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17/31

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 haecustomers 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, "estivalpremises

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. Hotelsare 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.
https://www.google.com/url?ct=abg&q=https://www.google.com/adsense/support/bin/request.py%3Fcontact%3Dabg_afc%26url%3Dhttp://smallbusiness.chron.com/customer-satisfaction-hospitality-industry-15722.html%26gl%3DGH%26hl%3Den%26client%3Dca-pub-3235755782694080%26ai0%3DCuFq8PVtKVdogoZmKBqT6gaAK9qrO8gW-97b1tAHAjbcBEAEg3Y-QGCgEYKECoAGy_qXWA8gBAagDAaoEvAFP0KjPWLqRORWGtcs-muIjWTXaSgC_kBvZE2lhQMMCMPubKwp8Md3aRCply8yv4loPadb_LjSn_2XdCU2wOF8O731K_hrcudCzX4XeVVusCfFyrGz2OJSRPJ86d6Rujh5X8J15xBCYJ8zH1WmQNBhLjU4K7QZIR34orBYp0aU55sUjKWVWdyUyCGFjqGnvBTeciLIMs3UaJSbYy_UdhsWuPQ2R6DFuYzcvHxR-F4-17D42qwGgmlWxA7PlnogGAYAHtoHaKagHpr4b2AcB%26ai1%3DCMvmVPVtKVdogoZmKBqT6gaAKkYb4nwbx-dn-9AHbk4yGNBACIN2PkBgoBGChAqABz4yYzwPIAQGpAtWO_-a95lA-qAMBqgS6AU_QqJ6VqogDLTQG3VqE7i5ZO81MGribDdlOJGpa3gNwtpcp3cc65NpBZC_BxMDXQ6ayg8MyNKO1cN1VU7w1XwD4e1D5Ecq5jf5Un8NUG-EF8zDgevA_j5M0iGUptnuTBEL3n27ZFplkicDJaokpDUaIUwe5Qk9Nby6rECKFuT3kwCM1I0puJKbxYeJiaubzDXSB-F-3Jh4PJvLLUOvIMq0_SWSvRG3jN9oc4V0Hp1DnizX1AV6cXEh3IYgGAYAHmfPnMKgHpr4b2AcB%26ai2%3DCM8RLPVtKVdogoZmKBqT6gaAKxfygpAa1pLSQ7AHAjbcBEAMg3Y-QGCgEYKECoAHbsJvMA8gBAagDAaoEvAFP0Li5WLqTORWGtcs-muIjWTXaSgC_kBvZE2lhQMMCMPubKwp8Md3aRCply8yv4loPadb_LjSn_2XdCU2wOF8O731K_hrcudCzX4XeVVusCfFyrGz2OJSRPJ86d6Rujh5X8J15xBCYJ8zH1WmQNBhLjU4K7QZIR34orBYp0aU55sUjKWVWdyUyCGFjqGnvBXzyqrcMs3UaJSbYy_UdhsWuPQ2R6DFuYzcvHxR-F4-17D42qwGgmlWxSIORgIgGAYAHjc_kM6gHpr4b2AcB%26ai3%3DC0nr-PVtKVdogoZmKBqT6gaAKkLOpiQSQ_qrkHKjwkKVREAQg3Y-QGCgEYKECoAGcx9XsA8gBAakCUgh9VPeUuT6oAwGqBLwBT9DIo1q6lDkVhrXLPpriI1k12koAv5Ab2RNpYUDDAjD7mysKfDHd2kQqZcvMr-JaD2nW_y40p_9l3QlNsDhfDu99Sv4a3LnQs1-F3lVbrAnxcqxs9jiUkTyfOnekbo4eV_CdecQQmCfMx9VpkDQYS41OCu0GSEd-KKwWKdGlOebFIyllVnclMghhY6hp7wVR0LjRDLN1GiUm2Mv1HYbFrj0NkegxbmM3Lx8UfhePtew-NqsBoJpVsSmxraeIBgGAB8y4qhOoB6a-G9gHAQ&usg=AFQjCNFnMTlLuWaBK99JBwjr1tSMGavmgAhttps://www.google.com/url?ct=abg&q=https://www.google.com/adsense/support/bin/request.py%3Fcontact%3Dabg_afc%26url%3Dhttp://smallbusiness.chron.com/customer-satisfaction-hospitality-industry-15722.html%26gl%3DGH%26hl%3Den%26client%3Dca-pub-3235755782694080%26ai0%3DCuFq8PVtKVdogoZmKBqT6gaAK9qrO8gW-97b1tAHAjbcBEAEg3Y-QGCgEYKECoAGy_qXWA8gBAagDAaoEvAFP0KjPWLqRORWGtcs-muIjWTXaSgC_kBvZE2lhQMMCMPubKwp8Md3aRCply8yv4loPadb_LjSn_2XdCU2wOF8O731K_hrcudCzX4XeVVusCfFyrGz2OJSRPJ86d6Rujh5X8J15xBCYJ8zH1WmQNBhLjU4K7QZIR34orBYp0aU55sUjKWVWdyUyCGFjqGnvBTeciLIMs3UaJSbYy_UdhsWuPQ2R6DFuYzcvHxR-F4-17D42qwGgmlWxA7PlnogGAYAHtoHaKagHpr4b2AcB%26ai1%3DCMvmVPVtKVdogoZmKBqT6gaAKkYb4nwbx-dn-9AHbk4yGNBACIN2PkBgoBGChAqABz4yYzwPIAQGpAtWO_-a95lA-qAMBqgS6AU_QqJ6VqogDLTQG3VqE7i5ZO81MGribDdlOJGpa3gNwtpcp3cc65NpBZC_BxMDXQ6ayg8MyNKO1cN1VU7w1XwD4e1D5Ecq5jf5Un8NUG-EF8zDgevA_j5M0iGUptnuTBEL3n27ZFplkicDJaokpDUaIUwe5Qk9Nby6rECKFuT3kwCM1I0puJKbxYeJiaubzDXSB-F-3Jh4PJvLLUOvIMq0_SWSvRG3jN9oc4V0Hp1DnizX1AV6cXEh3IYgGAYAHmfPnMKgHpr4b2AcB%26ai2%3DCM8RLPVtKVdogoZmKBqT6gaAKxfygpAa1pLSQ7AHAjbcBEAMg3Y-QGCgEYKECoAHbsJvMA8gBAagDAaoEvAFP0Li5WLqTORWGtcs-muIjWTXaSgC_kBvZE2lhQMMCMPubKwp8Md3aRCply8yv4loPadb_LjSn_2XdCU2wOF8O731K_hrcudCzX4XeVVusCfFyrGz2OJSRPJ86d6Rujh5X8J15xBCYJ8zH1WmQNBhLjU4K7QZIR34orBYp0aU55sUjKWVWdyUyCGFjqGnvBXzyqrcMs3UaJSbYy_UdhsWuPQ2R6DFuYzcvHxR-F4-17D42qwGgmlWxSIORgIgGAYAHjc_kM6gHpr4b2AcB%26ai3%3DC0nr-PVtKVdogoZmKBqT6gaAKkLOpiQSQ_qrkHKjwkKVREAQg3Y-QGCgEYKECoAGcx9XsA8gBAakCUgh9VPeUuT6oAwGqBLwBT9DIo1q6lDkVhrXLPpriI1k12koAv5Ab2RNpYUDDAjD7mysKfDHd2kQqZcvMr-JaD2nW_y40p_9l3QlNsDhfDu99Sv4a3LnQs1-F3lVbrAnxcqxs9jiUkTyfOnekbo4eV_CdecQQmCfMx9VpkDQYS41OCu0GSEd-KKwWKdGlOebFIyllVnclMghhY6hp7wVR0LjRDLN1GiUm2Mv1HYbFrj0NkegxbmM3Lx8UfhePtew-NqsBoJpVsSmxraeIBgGAB8y4qhOoB6a-G9gHAQ&usg=AFQjCNFnMTlLuWaBK99JBwjr1tSMGavmgA


18/31

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 ofcriteria 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'


19/31


20/31

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

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Eeferences 1#$

ited by rossref, C2$

ited by Scopus, C1$
http://www.emeraldinsight.com/doi/full/10.1108/09596110610665302http://www.emeraldinsight.com/doi/pdfplus/10.1108/09596110610665302http://www.emeraldinsight.com/doi/ref/10.1108/09596110610665302http://www.emeraldinsight.com/doi/citedby/10.1108/09596110610665302http://www.scopus.com/inward/citedby.url?partnerID=HzOxMe3b&scp=33745160758http://www.emeraldinsight.com/doi/full/10.1108/09596110610665302http://www.emeraldinsight.com/doi/pdfplus/10.1108/09596110610665302http://www.emeraldinsight.com/doi/ref/10.1108/09596110610665302http://www.emeraldinsight.com/doi/citedby/10.1108/09596110610665302http://www.scopus.com/inward/citedby.url?partnerID=HzOxMe3b&scp=33745160758


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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

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Eeferences CB$

ited by rossref, 1"$

ited by Scopus, :$

7dd to Mar-ed (ist

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7uthors$9

dwin L. TorresEosen olle'e of >ospitality Mana'ement, Gniversity of entral 8lorida, 0rlando, 8lorida,

GS7$
http://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+satisfaction&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+satisfaction&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+relations&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+relations&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+relations&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Hotels&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Hotels&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Human+resource+management&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Human+resource+management&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+service+management&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+service+management&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+service+management&field1=Keywordhttp://www.emeraldinsight.com/doi/full/10.1108/IJCHM-Dec-2011-0228http://www.emeraldinsight.com/doi/pdfplus/10.1108/IJCHM-Dec-2011-0228http://www.emeraldinsight.com/doi/ref/10.1108/IJCHM-Dec-2011-0228http://www.emeraldinsight.com/doi/citedby/10.1108/IJCHM-Dec-2011-0228http://www.scopus.com/inward/citedby.url?partnerID=HzOxMe3b&scp=84879909426http://www.emeraldinsight.com/personalize/addFavoriteArticle?doi=10.1108%2FIJCHM-Dec-2011-0228http://www.emeraldinsight.com/action/showCitFormats?doi=10.1108%2FIJCHM-Dec-2011-0228http://www.emeraldinsight.com/action/addCitationAlert?doi=10.1108%2FIJCHM-Dec-2011-0228http://www.emeraldinsight.com/action/doSearch?ContribStored=Torres%2C+E+Nhttp://www.emeraldinsight.com/action/doSearch?ContribStored=Torres%2C+E+Nhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+satisfaction&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+relations&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Hotels&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Human+resource+management&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+service+management&field1=Keywordhttp://www.emeraldinsight.com/action/doSearch?target=emerald&text1=Customer+service+management&field1=Keywordhttp://www.emeraldinsight.com/doi/full/10.1108/IJCHM-Dec-2011-0228http://www.emeraldinsight.com/doi/pdfplus/10.1108/IJCHM-Dec-2011-0228http://www.emeraldinsight.com/doi/ref/10.1108/IJCHM-Dec-2011-0228http://www.emeraldinsight.com/doi/citedby/10.1108/IJCHM-Dec-2011-0228http://www.scopus.com/inward/citedby.url?partnerID=HzOxMe3b&scp=84879909426http://www.emeraldinsight.com/personalize/addFavoriteArticle?doi=10.1108%2FIJCHM-Dec-2011-0228http://www.emeraldinsight.com/action/showCitFormats?doi=10.1108%2FIJCHM-Dec-2011-0228http://www.emeraldinsight.com/action/addCitationAlert?doi=10.1108%2FIJCHM-Dec-2011-0228http://www.emeraldinsight.com/action/doSearch?ContribStored=Torres%2C+E+N


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Sheryl Hline7lfred (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

Models and theories of customer satisfaction.docx

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