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This study uses relationship marketing theory to explore affective and calculative commitment as mediators in the delight–loyalty link. Furthermore, it investigates the role of perceived employee service delivery skills, perceived value and trust in the relationships between delight, affective commitment, calculative commitment and loyalty.

A descriptive research approach was applied, and the data were collected from 332 retail banking customers in an emergent market who are overall satisfied with their bank. A self-administered questionnaire collected data from 332 respondents who adhered to the stipulated requirements to participate in the study. These respondents were selected through purposive and convenience sampling. The constructs’ interrelationships were analysed via structural equation modelling. The measurement and structural models were also assessed.

Affective and calculative commitment and delight impact loyalty. Both affective commitment and calculative commitment were found to mediate the relationship between delight and customer loyalty.

The study enhances an understanding of the role of affective and calculative commitment in strengthening the delight–loyalty link from a relationship marketing theory perspective.

The study provides guidance to the retail banking industry in emerging markets on the importance of affective and calculative commitment in strengthening the delight–loyalty link. It further informs retail banks of the need to provide banking customers with products and service value that exceed their expectations to strengthen their future commitment and loyalty to their bank.

Guided by relationship marketing theory, the role of affective and calculative commitment in mediating the delight–loyalty link in an emerging market context is uncovered.

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.

When encountering novel technology, customers often use the term “cool” to express their thoughts; therefore, coolness has become crucial for launching service robots. However, research on the impact mechanism of “coolness” is lacking. This study explored the relationship between delight and behavioral intention regarding the coolness of service robots in the food and beverage industry while discussing the mediating roles of utilitarian and hedonic values.

Questionnaires were distributed online with links to the survey posted on restaurant discussion boards on Facebook and online community platforms such as Dcard. In total, 540 responses were deemed valid. The hypotheses were tested using the partial least squares structural equation modeling method.

The results indicate that coolness positively impacted both utilitarian and hedonic values and that both perceived values positively impacted delight. Moreover, coolness does not directly impact delight but must be mediated by perceived value to be effective.

Increasing customer perceptions of the coolness of service robots is recommended. Moreover, regarding customer revisits, utilitarian value services can delight customers more effectively than hedonic value services.

The stimulus-organism-response model was used to identify the relationships among coolness, perceived value, delight and behavioral intention. Moreover, the authors investigated the impact of coolness on utilitarian and hedonic values. These findings are significant for the development of smart restaurants and provide a critical reference for exploring service robots.

This study aims to develop and test an integrative model that examines the effects of customization and perceived employee authenticity on customer delight, which in turn influences customers’ willingness to recommend (WTR) and willingness to pay a premium (WTPP) as outcomes in a hotel context. The moderating role of online review valence in this process is also examined.

This study adopts a 2 (customization: low vs high) × 2 (perceived employee authenticity: low vs high) × 2 (online review valence: negative vs positive) experimental design. A total of 409 US consumers were recruited and randomly assigned to a hotel check-in scenario. Partial least squares structural equation modeling was used to test the hypothesized relationships.

Findings confirmed the role of customer delight in mediating customization and employee authenticity on WTR and WTPP. In addition, perceived employee authenticity was a stronger driver of customer delight for consumers exposed to negative online reviews than for those exposed to positive reviews.

The findings provide useful guidance in designing efficient service strategies for generating a delightful customer experience. Hotel practitioners should provide customized services and manage employees in a way that helps them deliver authentic services that achieve customer delight. Understanding that customer expectations formed through online reviews play a significant role in service evaluations, hotel managers make an extra effort to monitor online reviews and manage customer expectations.

Although existing research suggests that customer delight plays an important role in positive consumer outcomes, there is still potential space to explore the theoretical mediational mechanisms underlying this effect and the moderating effect on this relationship between customer delight and consumer responses. This study contributes by testing the moderating impact of online review valence and the mediating impact of customer delight.

The purpose of this paper is to investigate if customer delight is possible when the service encounter result may not be successful. Such a scenario is increasingly likely with the experiential, sticky and unpredictable nature of many competitively based experiential encounters where one side wins and the other loses.

Across four studies using both field and panel data, this research provides a framework to evaluate how firms can still create customer delight even if the result of the encounter is unpredictable or possibly negative. Further, the authors combine qualitative data, structural equation modeling and experimental design to test the models across four competitively based experiential contexts.

Findings indicate that firms can create delight through a variety of antecedent variables, including employee expertise, servicescape, social congruence and atmosphere. Neither importance of winning nor expectations for a win significantly alter the relationships of these antecedents in creating delight. Further, evidence from this research indicates that both feelings of nostalgia and geographic self-identity enhance delight’s effect on behavioral intentions, while geographic self-identity also enhances delight’s effect on customers’ evangelizing to others.

This research extends the field’s understanding of the customer delight construct, sticky vs smooth encounters, as well as providing guidance to both practitioners and academics on new possibilities in the delight realm.

This research provides insights for practitioners on how to maximize customer emotions aside from surprisingly disconfirming customer expectations, as well as leaning into different tactics to influence the customer that are not outcome based.

To the best of the authors’ knowledge, this is the first research to evaluate customer delight in competitively based experiential encounters where the encounter result is unpredictable and possibly negative.

The aim of this study is to analyse the moderating roles of restaurant type and client long-term orientation (LTO) on the loyalty building process. In addition, this analysis delves into the role of customer satisfaction and delight in the dining experience on the development of loyalty to a restaurant.

This study advances a moderator mediation model stemming from self-administered online questionnaires presented to clients subsequent to their gastronomic experiences. The analysis comprised a sample of 250 customers of moderate restaurants and 290 of midscale restaurants.

The results reveal that customer satisfaction and delight are two key antecedents to the process of building loyalty towards restaurants and that the responses depended on restaurant type and client LTO.

The study advances recommendations to restaurant managers and gastronomic marketing specialists. Moderate restaurants should satisfy the customer without offering additional services while medium-scale establishments should design actions perceived as an extra that surprise the client. Moreover, it is more important to offer delight to short-term oriented clients than to long-term oriented clients.

The global character of the hospitality industry implies that achieving customer loyalty requires going further than generating favourable attitudes. This has led the academic world to place more interest on the issue of delight perceived by the client. In this sense, the present study examines exclusively the long-term cultural dimension due to the little attention it has received in hospitality literature. Finally, the advances offered by the PROCESS software in analysing indirect conditional effects renders it possible to identify the different levels of customer LTO towards different types of restaurants.

This study aims to explore the influence of surprise and delight on the loyalty intentions of retail banking customers in an emerging market context. This study also considers the moderating effect of trust on these relationships.

Using convenience and purposive sampling methods, data collection was secured from 350 customers in the retail banking industry who are delighted with their banks.

This study found that for delightful experiences to occur, customers need to be surprised and see value in the product/service offered by the retail bank, coupled with the expertise of employees in delivering the service.

The sample’s demographic profile was mostly skewed towards the younger generation (individuals 20–39 years of ages), meaning the results could be biased towards this group.

Retail banks need to create delightful experiences, as they are more memorable and leave a permanent mark in customers’ minds.

Limited studies have explored the relationship between delight, its antecedents and outcomes in a developing African market context, such as Botswana, hence the contribution of this study to literature.

Over the last years, the concept of customer delight has moved into the focus of attention. The necessity of surprise for achieving customer delight and the problem of increased customer expectation (spiral of expectations) have been controversially discussed in the literature. The purpose of the paper is therefore to investigate whether customer delight necessarily requires surprise and whether a misdirected delight strategy can backfire by creating disloyal customers.

This study employs a 2 (after-sales extra value: yes vs no)×2 (knowledge about the extra value: yes vs no) between-subject, scenario-based experiment (n=472) in a hotel environment and partial least squares structural equation modeling to analyze the data.

Study results show that surprise is not a necessary prerequisite for achieving customer delight, but its presence strengthens the delight experience for the customer, positively impacting customer loyalty intentions. Conversely, a surprising nonoccurrence of an expected delight measure causes anger, inducing negative word of mouth and reduced repurchase intentions.

To pursue a sustainable customer delight approach, companies should recognize that they do not need to surprise their customers on every occasion, but rather ensure that customers do not fall short of anticipated delightful events.

The current research strives to contribute to the theory and practice by shedding light on two so far not appropriately addressed research areas of customer delight: the necessity of surprise to evoke customer delight and the consequences of absent but expected delight measures.

The present research aims to summarize the literature on customer delight, identify trends and debates, create an instrument to measure delight and propose directions for future research.

A comprehensive review of the literature has been undertaken. Flowing from a variety of conceptual, qualitative and quantitative articles, operational measures have been identified, and an instrument to measure customer delight has been proposed.

Past research on customer delight identified various emotions that trigger delight, as well as human needs, traits and behaviors associated with delightful experiences, and features of the service experience commonly related to delight. On the basis of these findings, the researchers have developed an instrument to measure customer delight.

The proposed instrument enables managers to measure customer delight in various service settings. Measuring and attaining higher levels of customer delight can help generate greater loyalty as compared to customer satisfaction.

The authors unify the conceptualization and measurement of customer delight and create a new instrument to measure the construct. Similarities and debates in the past research are identified, and directions for the future of customer delight are presented. Future studies can further test and validate the presented instrument in various service industries.

The purpose of this paper is to combine the evolving fields of customer delight and positive psychology to investigate a broader conceptualization of customer delight. Furthermore, to investigate antecedent variables that impact this broader conceptualization.

This research employed structural equation modeling in a hedonic context.

Key findings indicate that aside from joy and surprise, gratitude also has a positive impact on customer delight. Furthermore, psychological sense of brand community (PSBC) and transcendent customer experiences (TCE) were shown to positively impact the proximal antecedents of customer delight.

Extending the domain of customer delight beyond joy and surprise contributes to the theoretical discussion on what customer delight represents to the service firm. Further, this research identifies new theoretical relationships between PSBC/TCE and customer delight.

By offering the broader conceptualization of customer delight, this research contributes to the discussion of whether delight is possible or even profitable. Namely, by moving past joy/surprise, this research suggests that managing gratitude can be a strategic lever that the modern service firm can utilize.

This is the first research to evaluate gratitude as an antecedent to customer delight. Further, by combining positive psychology and delight research this research identifies new predictors of positive customer experiences.