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As customer expectations expand and as product offerings hardly differ from each other, service excellence has gained in importance as a means of enhancing customer loyalty. The aim of this paper is to focus on expanding and extending what companies can do to achieve service excellence by comparing and evaluating three popular approaches to excellence.

The authors compare three of the most commonly used excellence models, Johnston's conceptualisation of service excellence, the EFQM Model as a representative of national quality award models and the Kano model, and their respective applicability and specific perspective on service excellence. The evaluation is based on theoretical arguments, criteria and on a qualitative expert study.

Combining the selected models provides a comprehensive approach to service excellence. Since all models are compatible and complementary with each other, the analysis provides an enhanced understanding of service excellence and also explains in which context it is most feasible to apply any of the respective approaches. Furthermore, the requirement for a genuine service excellence model becomes evident.

By focusing on three specific excellence models, others such as the Canadian Quality Award and the Australian Quality Award are not considered. Furthermore, a study across industries could reveal how service excellence is achieved in each industry to then transfer this knowledge into other sectors.

By comparing the selected models, benefits of merging the individual approaches are identified. The resulting combined perspectives offered by the individual models present a more detailed insight into what management can undertake to ensure service excellence.

As no prior research has examined the relationship between the selected excellence models and their implications for providing service excellence, this present research offers an innovative approach and thus yields new insights into the conceptualisation of service excellence.

The purpose of this paper is to develop and tests a service excellence model, thus providing a detailed understanding of the key antecedents of service excellence, from a customer ' s perspective. The model presented in this paper is rooted in cross-disciplinary literature and tested amongst customers of UK retail banking services.

Following a systematic approach to scale development, the paper draws on survey data from 260 consumers of retail banking products, with the data collected on national basis in the UK.

The theoretical framework was evaluated using a structural approach. Of the hypothesised antecedents, innovation has the greatest impact on service excellence while reputation the least, as far as customers are concerned.

The research was limited to one research domain, i.e. UK retail banking, and thus it is reasonable to hypothesise that other aspects of service excellence will be more or less relevant for other types of financial services or in other geographic regions.

Given the challenges faced by the retail banking sector, there are implications for practitioners because the authors identified the key antecedents of service excellence. The antecedents can be used by practitioners to help demonstrate excellence on their part and they could differentiate what are homogenous services at a time when the retail banks are going through a period of recovery following the crisis within the sector.

This work complements the understanding of service excellence and provides insight for scholars and practitioners by modelling services for a specific service sector.

Applying servant leadership theory, this study aims to investigate whether servant leadership predicts service excellence of bank employees through mediating role of psychological capital (PsyCap). It also tests buffering role of conscientiousness in boosting service excellence.

The study uses data collected from 224 bank employees. SPSS and jamovi statistics were used for data analysis.

Study findings suggest a significant relationship between servant leadership, service excellence and PsyCap. PsyCap emerged as a mediator, and conscientiousness moderated the nexus between servant leadership and service excellence.

Findings highlight important implications for organisational practitioners. Because servant leadership leads to service excellence, practitioners should consider adopting servant leadership at every organizational level. Further, servant leaders could enhance followers’ PsyCap for creating service excellence. Organisations should use customized training programs and development interventions to enhance service excellence.

This study is one of the few studies to investigate the mediating role of PsyCap as a personal resource and buffering role of conscientiousness for service sector employees. Study generates new insights on employee experiences working in service sectors.

A critical problem for managers in South Staffordshire Council's one‐stop‐shop customer contact centre, known as South Staffordshire Solutions, was how to assess the achievement of “customer focus” in local services. The purpose of the paper is to view how managers adopted a model of self‐assessment to address the problem.

The paper shows how the EFQM Excellence Model enabled managers to effectively self‐assess critical performance issues relating to customer focus. It also shows how the assessors used the fundamental concepts of the European Foundation for Quality Management (EFQM) Excellence Model to identify a range of service interrelationships affecting customers.

The paper finds that the assessors need to take account of the interrelationships between customer focus, results and learning to assess delivery of value to external customers. The EFQM Excellence Model provided South Staffordshire Council with an effective way of self‐assessing customer‐related issues.

The paper shows that self‐assessment enabled managers in the customer contact centre to assess customer focus within the broader context of the Council's Balanced Scorecard commitment to enhancing performance under the Comprehensive Performance Assessment (CPA).

In this paper the assessors used the EFQM model to develop a narrative about sustained customer value creation by combining the fundamental concepts of the model with thinking about the unique value proposition offered to customers by the service.

This paper aims to examine how observers evaluate a company that provides service failure (or excellence) to an immoral versus a moral customer. This study introduces the concept of deservingness to the service literature and suggests that observers appreciate when a company delivers “justice” – either bad service to an immoral customer or good service to a moral customer – and thus evaluate the company more favorably.

This paper presents three online studies using scenarios (ns = 205, 199 and 181) and one lab study (n = 89) using a confederate to manipulate customer morality.

Across four studies, this study finds that a service failure has a less negative impact on observers’ company evaluations when observers consider the target customer immoral, and thus deserving of the bad outcome. Conversely, the positive impact of observing service excellence is enhanced when observers consider the target customer to be moral, and thus deserving of a good outcome. This effect occurs because the perception of deservingness leads observers to experience more positive feelings about the service outcome and these positive feelings transfer over to observers’ evaluations of the service provider.

The mechanism shares some similarities with the concept of immanent justice reasoning, whereby individuals draw a causal link between someone’s prior immoral behavior and an unrelated negative outcome. However, the studies go one step further by showing that such causal reasoning, at least on a moral level, can impact the judgments of the other party (in this case, the company involved in the service outcome).

Service providers need to be particularly attentive when serving customers who are viewed in a positive light, as an observed failure that affects a moral customer can be particularly damaging to company evaluations. Conversely, companies should make efforts to publicize when exceptional service is given to nice, admirable customers, as this is particularly effective at improving evaluations.

Researchers have examined how allocations of responsibility affect observers' evaluation of service encounters. This paper adds deservingness as an alternate mechanism and examines service excellence as well.

Business management, quality management, service quality and customer service in public sectors.

This case is most relevant to upper-level undergraduate business students taking quality management, strategy and service management courses. It is also relevant to practitioners working in similar positions. The case is based on primary and secondary data, and all materials mentioned were taken from real work environments.

In contemporary competitive markets, all entities face a growing challenge to retain customers by satisfying them. In this case study of Ajman Free Zone Authority (AFZA), which is a public entity which was started in 1988 with the aim of boosting industrial development in Ajman, it is seen that the entity (AFZA) recognized a competitive advantage by improving service quality. However, AFZA focused on implementing various service quality improvement initiatives for not only customers, but also for other stakeholders as well (e.g. employees, strategic partners, suppliers and society). AFZA sought to understand stakeholders' needs, which led to service excellence. The purpose of this case is to highlight how AFZA differentiated itself by using initiatives that focused on disparate stakeholders to achieve customer satisfaction. The concepts of service quality (SERVQUAL), total quality management (TQM) and continuous improvement offer insights into how to improve organizational performance. It highlights how AFZA used Stakeholder Theory to identify and then collaborate with stakeholders to attain best service quality outcomes. The case study is developed using both secondary and primary sources.

After reading and analysing this case study, the student will be able to identify stakeholders in a service-based entity; apply Deming's Cycle or SERVQUAL to suggest improvement programmes; describe relationships among all stakeholders; and describe initiatives that contribute to service excellence.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The purpose of this study is to examine how and to what extent customer-provider service touchpoints impact business customer perceptions and outcomes in the context of long-term business-to-business (B2B) service relationships. To this end, the authors will assess the chain of effect path for different service touchpoints between business customers and service providers – and the long-term impact both on customer perceptions and financial, behavioral and relational outcomes.

Enabled by a five-year panel data set, seemingly unrelated regression model methodology is applied to test the proposed conceptual framework. Data are obtained for a sample of 2,175 B2B insurance service companies between 2013 and 2017.

Study results shed light on the significance of the sales force in B2B settings, as one of several key service touchpoints – together with firm expertise, service reliability and excellence – driving robust relationships, profitability and cross-buying. Firm-initiated contacts and tangible touchpoints are proven to be ineffective – even damaging in some instances – in terms of driving business customer perceptions.

The paper delivers empirical evidence providing insight on how service touchpoints and business customer perceptions have a long-term impact on customer outcomes. This has yet to be addressed in B2B service settings – despite being of vital interest to marketers, as the longitudinal approach of the research aids service firms in gaining a better understanding of company-customer touchpoints and the extent to which different factors have a decisive, lasting impact on B2B customer outcomes.

Barbados has been driven by agricultural pursuits for most of its existence and successive decision makers have failed to create a tradition or culture with a focus on service. In a move to change this focus in support of a service culture, the National Initiative for Service Excellence (NISE) was launched on November 30, 2004. A highlight of the event was the tripartite commitment made by the leaders of the social partnership (government, labour and the private sector). The purpose of this article is to examine the topic of service leadership – and the role the three leaders must play in achieving service excellence.

This article is as a result of observations and experiences while the author served as Lead Champion for NISE. It is also informed by research on the subject. “Achieving service excellence – customer service strategies for the hospitality/tourism industry in Barbados”.

Barbadians must determine the factors for a foundation that the country needs if it is to have a service excellence culture. The foundation for Barbados might be found in the people of Barbados and in the church which is an influential institution in Barbados.

Behavioural change must start with three leaders of the social partnership. This message is valuable to these service leaders in the journey towards achieving service excellence in Barbados.

The purpose of the framework here proposed is to introduce an industrial culture within the service organizations. Concepts such as employees empowerment, ownership, continuous improvement, together with the systematic implementation of quantitative methods builds the organizational basis for achieving operational excellence in services, reducing costs and increasing service quality. This has been deployed in two phases: a “hard” phase to support the design of the service and the construction of tangible and intangible elements of the service, and a “soft” phase to support the management, maintenance and improvement of the service delivery. All this has been applied to the hotel service sector where the interaction between tangible and intangible elements of the service are particularly evident.

The framework uses and integrates several methodologies. Quality function deployment (QFD) is largely used in order to support the “hard” phase of the framework. Kano's model of customer requirements has been integrated in the QFD structure by means of an original method developed by the authors, introducing a so‐called non‐quality priority number (similar to the failure modes and effects analysis' risk priority number) that in combination with a so‐called quality priority number drives the decisions for improvement towards operational excellence. Moreover, the “soft” phase of the framework introduces methods such as failure mode and effect analysis and total productive maintenance in order to improve the service organization's operational competence and culture, increasing at the same time the sense of ownership and the commitment for improvement of front line workers.

Through this paper, it has been shown that industrial methods for operational excellence can be adapted and transferred to the service sector with a potential for significant improvements in particular for those services with a high degree of tangible factors. Allowing in this way to achieve outstanding results also without significant investments.

This paper does not have the intention of describing the state‐of‐the‐art of service design and management, but rather it focuses on the transfer of industrial methods and techniques to the service sector.

The value of this paper is related to proposal of a global systemic approach to operational excellence in services, by means of which industrial methods for operational excellence are transferred to the service sector. Only few works in literature have tried to transfer industrial methods for operational excellence to services, however the main value of this paper is not – or not only – in the specific methods proposed, but in their integration in the systemic approach.

The purpose of this paper is to develop a model of antecedents and consequences of service excellence (SE) in the retail industry.

Based on an extensive literature review, this paper has come up with the definition of potential antecedents and their consequences for SE in the retail service.

While the seven factors, service leadership, service culture, quality management and business excellence, service innovation, customer engagement, service brand image and service encounters have been proposed as antecedents of SE in retail service, employee loyalty, employee pride, customer delight, customer commitment and brand love, have been identified as consequences.

A major limitation of the study is that the developed model is not empirically validated.

The current research asserts that leadership in service firms has to build a professional service culture system in order to achieve business/competition advantages of SE.

This paper has emphasised that businesses cannot only act with the perspective of gaining short-term profit on every customer transaction. Customers have to be valued and firms have to focus on building long-term relationships with their customers.

This study has extended the research on SE by developing a new model with possible antecedents and outcomes in the retail context.