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The development of service activities at the present stage of the economy is increasingly taking its place in the market for the provision of services, thereby intensifying competition among service organisations.

In the process of research, the author identified the main ways to improve the quality of customer service.

A theoretical substantiation of the analysis of the studied problem of service quality by organisations and the impact of service quality on the economic performance of enterprises, which are one of the problems of the country's economic development at the present stage, is carried out, the service process is an integral part of the service.

As part of the study, an assessment was made of the qualitative indicators of service organisations providing services to the population. Proposals have been made to improve the efficiency of service quality.

Hotel classification systems are used to convey information about facilities and services. Yet, they have been prone to criticism for overemphasizing facilities at the expense of other matters of importance to service quality. In contrast, online travel agents (OTAs) use innovative methods to evaluate satisfaction with hotels. Conventional systems will lose relevance if they do not step up to consider service aspects associated with customer satisfaction. This chapter probes five hotel classification systems along with one OTA and leverages the literature to propose an improved framework classification. This is based on nine critical areas that include service quality, infrastructure, facilities and services, human resources, sustainability, safety and security, accessibility, quality systems, and online hotel ratings.

This chapter covers four main concepts: service quality, quality assurance for measurement, quality assurance for management, and service failure and recovery. The first section mainly discusses the fundamentals of service quality. The service quality gap model is also highlighted to identify the gaps between customer expectations and the actual perceptions of service at different stages of service delivery. In the second section, different measurement methods for quality assurance are demonstrated. Examples of qualitative and quantitative methods are included. In the third section, the important management objectives of quality assurance, improvement, and control are covered. By using a combination of the quality assurance methods from the second section, hospitality operators can accomplish internal accountability, external accountability, performance improvement, and innovation. In the fourth and final section, causes and consequences of service failures are covered together with the service recovery paradox to express the implications of poor quality.

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.

The purpose of this chapter is to encourage investigation of management accounting (MA) service quality via comparisons of perceptions by service users and providers. Such comparisons are important in order to satisfy the needs of service users, assure good communications, justify the costs of MA, promote improved decision-making, and help improve the organizational standing of MA. We review literature from accounting, service marketing, and information systems, a common information service with similarities to accounting, to argue the case for conducting research on MA service quality.

The findings from our literature review show that research on service quality is seemingly important and abundant in many areas, but not concerning accounting. In essence, we don't know what perceptual differences exist between management accountants and their customers, why these differences might exist, or how organizations might identify and narrow identified gaps.

This chapter is among the first to call for research into perceived differences in MA service quality between users and providers. We argue for investigating sources of differences based on prior research in internal marketing and information systems. We offer a conceptual model that might be used as a basis in future investigations.

Efforts aimed at evaluating quality in leisure, tourism and hospitality have concentrated predominantly on measuring perceived service quality using the SERVQUAL scale, either in its original form or with modifications. While these studies are of great theoretical and practical value, the focus on measuring consumer satisfaction may limit the potential scope of the quality-measurement process. This is particularly true in assessing the quality of complex services such as those found in the leisure, tourism and hospitality sectors, which may require the application of a range of measures that will collectively contribute to the identification of quality levels. This article critically evaluates the potentialities and limitations of the SERVQUAL scale in measuring quality in leisure, tourism and hospitality. It concludes that the SERVQUAL scale is a necessary but insufficient measure of quality within these sectors and specifies implications for future research.

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.

The proliferation of inspirational leadership and management publications available in libraries and bookshops suggests that there are many paths to excellence. Much of the literature is written with a business or corporate audience in mind; however, it is a source of ideas, theories and models that, potentially, can be applied in public or not-for-profit organisations. One theory which has enjoyed a long history of debate and discussion in management studies is quality management, variously referred to as TQM, quality assurance, total quality control or one of the many other alternatives. In this chapter the applicability and potential benefits, as well as the challenges and obstacles, of adopting one version of total quality management in a library setting are examined.

Purpose: We examined whether the five-service quality dimensions described by SERVQUAL (SQ) and SERVPERF (SP) are consistent with perceived dimensions of management accounting (MA) service quality and we compared responses from users and providers.

Design/methodology/approach: We surveyed experienced providers and users of MA services to learn their perceptions and expectations of accounting service quality using SQ/SP adapted to an MA context. We used principal components analysis (PCA) to investigate service quality dimensions.

Findings: Participant responses identified three dimensions of MA service quality. There was a high degree of correspondence in dimensions of service quality between users and providers, but with notable differences in service priorities. A performance-only (SP) approach seems to provide a better measure of overall service quality than performance minus expectations (SQ).

Research limitations/implications: Participants self-selected to participate. Respondents were not matched by organization. The SQ/SP instrument may not capture important organization specific attributes. Our approach may serve as a guide for future studies of accounting service quality.

Practical implications: SP may be more useful to managers who wish to evaluate overall service quality. SQ may be more useful to identify specific gaps between user perceptions and expectations. SQ/SP assessments may help to improve the quality of MA service delivery and provider-user communications.

Originality/value: This is the first empirical study to our knowledge that reports on MA service quality dimensions using both the SQ and SP instruments. This study investigated perceptions and expectations of MA service users and providers. Our sample is a cross-section of experienced professionals.