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The aim of this chapter is to investigate factors affecting four of the gaps encompassed in the GAP model, which then results in Gap 5, the so-called customer gap, related to the variance between customer expectations and the perception of service quality (SQ). Four predictors were selected based on the literature review – marketing research orientation (MRO), service specification design (SSD), integrated technology (ITC) and integrated communication (ICO) – to examine their relationship with the customer gap. A valid and reliable questionnaire, developed for the purpose of the study, was used to collect data from a sample consisting of 600 employees from six hotels located in Amman, Jordan. The findings show that MRO, SSD, ITC and ICO significantly predict the four gaps in SQ on the provider side, which in turn significantly predict the customer gap. For companies, more attention should be paid to the four gaps that induce the customer gap.

The term ‘strategy’ is one of the most frequently used terms in business, and its application in marketing is particularly common. Company strategy, market strategy, marketing strategy, sales strategy, promotion strategy, distribution strategy, low pricing strategy – it would take a long time to list all of them. Although this term is so commonly in use, its definition is not as straightforward and it can be interpreted in different ways. In comparison with tactical decisions, strategy is much more significant for an organisation as it brings long-lasting consequences. It is implemented by higher level managers on a regular basis, and it is based on external, often subjective information, so decisions – especially at the time they are made – are difficult to evaluate.

Taking into consideration the fact that strategy refers to a long-term rather than a short-term period, strategic decisions serve as the basis for undertaking operational activities. However, marketing refers to the market and the competition. It is possible to claim that marketing strategy is trying to find an answer to the question to which path an organisation should follow in order to achieve its goals and objectives. If, for example, a company has a goal to generate a profit of PLN 1 million by selling 100,000 pieces of a product, the market strategy should answer at least the following two questions:

1. Who will be our target group, for example, who will purchase the 100,000 pieces of the product?

2. Why is it us from whom a potential buyer should purchase the product?

Who will be our target group, for example, who will purchase the 100,000 pieces of the product?

Why is it us from whom a potential buyer should purchase the product?

The target market will be defined if a reply to the first question is provided. The second question identifies the foundations of competitive advantage. These two issues, that is, target market and competitive advantage are the strategic marketing issues. You cannot change your target group unexpectedly while competitive advantage is the basis for changing decisions regarding prices, promotions and sales.

This chapter describes the measures of marketing activities which refer to strategic aspects and testify a company’s market position – the measures of the performance of target groups and competitive advantage. Readers’ attention should be also focused on the indices that are less popular in Poland and, therefore, may be underestimated. It seems that some of them, for example, the index of marketing resources allocation and the marketing risk index, provide a lot of valuable information and, at the same time, make it possible to show the value of marketing investments. Their wider use in the near future is only a matter of time.

The main purpose of this chapter is to investigate whether hotel hospitality mediates and/or moderates the relationships between surprise experience and customer delight in the context of hotel services. This study, involving 300 Malaysian and non-Malaysian hotel guests, employs questionnaire surveys as the main data collection method. The results indicate that there is a strong and positive relationship between surprise and customer delight, and hotel hospitality mediates and also moderates the abovementioned direct relationship.

Over the last decade, customer experience management has gradually emerged as the most important activity for organisations. Organisations have turned towards leveraging the ubiquitous and easy-to-use technology in enhancing and enabling experience for the time-crunched customers of today who are looking for greater convenience and choices. It is therefore not surprising that disruptive technologies such as smartphones, virtual and augmented reality, cloud computing, big data analytics, Internet of things, artificial intelligence and robotics have also found their way into the design of customer experience. This chapter aims to present an overview of the technologies that have transformed the customer experience landscape. This chapter contributes by showcasing two illustrative cases from very diverse domains, a private sector bank and a public sector transportation organisation, to elucidate how India, a rapidly developing economy, is embracing technology to enhance the customer experience.

Companies are constantly striving for superior customer service that meets consumers' expectations. Products that do not provide consumers with good service quality are unlikely to meet the expectations of consumers. The aim is to maximize customer satisfaction and achieve financial success by closing gaps to provide high-quality service to consumers. Customers use quality of service to choose a service provider. This does not only include the quality of products or service but also the quality of customer service. The five essential elements (5Es) – experience, emotions, exclusivity, execution and engagement – must be used by companies to ensure that their products and services meet defined standards or customer's expectations. The customer's opinion of a service is formed immediately, regardless of whether it is positive or negative. The result of a negative customer experience is negative word of mouth, which would cause loss in business from dissatisfied customers as well as from potential customers who will no longer use the services. Using the gap model for service quality, this study proposes the essential 5Es of service quality. As a result of the synthesis of this current research, the company's service delivery will be improved by identifying weaknesses. The use of these 5Es for the control of service quality and monitoring of quality defects leads to better understanding and reduction of cost.

Purpose – This chapter seeks to contribute to our understanding of how the delivery of customer service shapes the development and expression by workers of resistance, misbehavior, and accommodation. Workers at three call centers enjoyed customer service and endeavored to enhance its importance. At the same time, however, they knew it to be emotionally wearing and, on occasion, morally dubious.

Methodology – The chapter draws on interviews with and a survey of call center employees and management and trade unions.

Findings – The chapter explores how workers used the aesthetic skills that underpin “good” customer service to subvert management objectives and give vent to their frustration with disgruntled customers.

Social implications – Even in the most closely controlled and monitored situations, people are capable of developing unanticipated and often ingenious responses to regimens that are antithetical to their immediate interests.

Originality – The exploration of how call center workers use their customer service and aesthetic skills to undermine managerial control.

This paper examines the relationship between transportation quality, customer satisfaction and profitability. Specifically, this study examines the simultaneous and asynchronous effect of quality of transportation services on customer satisfaction and financial performance and then performs the same examination in relation to the effect of customer satisfaction on financial performance. The partial least squares approach to structural equation modelling is used to examine longitudinal data from 1995 to 2018 from the US airline industry. The findings suggest that low service quality in transportation has adverse effects on customer satisfaction and financial performance, while the impact of customer satisfaction on financial performance in the US Airline transportation industry is mixed. The authors found that the impact of customer satisfaction on financial performance is significant in full-service airlines but not in low-cost airlines. Surprisingly, the authors found no significant direct relationship between transportation quality and financial performance in the US airline industry.

Service quality has become an important area for competition among Chinese carriers. This paper focuses on studying the relationship between customer satisfaction measured by customer complaints and their expectation of the on-time performance of Chinese carriers and how the customer complaints affect the financial performance of carriers. By using a quarterly balanced panel data set covering six large listed carriers, the empirical results show that an increase in actual on-time performance reduces customer complaints. However, an increase in expected on-time performance significantly raises customer complaints. An increase in customer complaint reduces the yield measured as revenue per revenue ton kilometer (RTK) of carriers.

Purpose: The development of service automation continues to underpin the travel, tourism and hospitality sectors providing benefits for both customers and service companies. The purpose of this chapter is to showcase the practice of self-service technology (SST) usage in the contemporary tourism and hospitality sectors and present a conceptual framework of customer SST adoption.

Design/Methodology/Approach: This chapter offers an examination of theory, research and practice in relation to SST usage in tourism, highlighting the benefits and drawbacks arising for both customers and service providers. Since the benefits are achieved only if SSTs gain effective adoption with customers, this chapter focuses on concepts underpinning the study of customer SST adoption. Drawing on SST adoption factors and SST customer roles, a conceptual framework of SST adoption is discussed.

Findings/Practical Implications: This chapter examines the principles and practice underpinning the usage of self-service technologies in the travel, tourism and hospitality sectors, with specific reference to customer SST roles in co-creation. The customer SST roles provide a more detailed and nuanced picture of the customer perspective on SST usage. These nuanced roles are captured in a conceptual framework which seeks to further refine the understanding of customer SST adoption.

Research Implications & Originality/Value: The framework provides a useful foundation for further research with a focus on customer empowerment in SSTs. The future development of service automation will require a balance between the delivery of a personalised and smarter customer experience and technology applications that are unobtrusive and which do not pose any ethical or privacy concerns.