CHAPTER 8

Co-creation of Quality Service

Introduction
The common concept of service-oriented business transactions involves the firm on one
end providing the resources and workforce to deliver the services and on the other end, the
customer availing and receiving the promised service. With the new and innovative concepts
introduced by organizations to remain relevant customers are given active participation in
creating and rendering the service to the satisfaction of the clients. It is more important to focus
on what content is more valuable and attractive for tourists or customers than to create a high
volume of information (Iglesias-Sanchez, Correia. & Jambrino-Maldonado, 2019).
Even if most service organizations recognize the transformative power of new
technologies (Marinova, de Ruyter, Huang, Meuter, & Challagala, 2017: Caic, Mahr, &
Oderkerken-Schröder, 2019), many struggle to understand customer value and how to develop
value propositions that will resonate with it (Payne, Frow & Eggert, 2017: Caic et al., 2019).
This chapter dwells on the concepts of value co-creation and service delivery. Likewise, the self-
service technology concept will be discussed Further, the chapter identifies the different
strategies used in value co-creation and productivity.
Learning Objectives
As the end of this chapter, the students should be able to:
 understand the role of customers in service delivery and co-creation of service
experiences: differentiate and learn the concept of self-service technology and customer
participation in the delivery of service, and
 identify the different strategies involving customers to increase satisfaction quality, value,
and productivity

Reality Bites
Dampa is a restaurant complex made popular because of the unique way on how the
restaurants in the area serve their customers. This complex usually incudes a wet and dry market,
rows of restaurants parking spaces, and other amenities Diners are instructed to proceed to the
market and buy or shop the fresh product that they intend to eat. Usually, the wet market vendors
sell freshly caught seafoods including shrimps, crabs, oysters, fish, and others. Meat, poultry, and
vegetables art also available Once done with the market, the restaurant crew will offer to cook
the goods that were bought from the market for a fee. Customers can choose how they want the
food to be cooked. This experience would guarantee that the product bought from the market will
be immediately prepared and served to the customers.
This concept started with the simple wet market to the cook of the cafeteria practice until
it has evolved into high-end restaurants offering prized seafood catch. Based on this case, what
were the roles played by an organization and by customers? What led to the success of this type
of business model? What are the strategies that can be applied to further increase customer
satisfaction and service value? Is it possible that this can be applied in other businesses? How?
Content
Customer's Role in Value Co-creation
Customer involvement in service innovation provides benefits for firms through the co-
creation of value. For example, value co-creation (e.g,meet customers' needs and help customers
to get more value) is critical for enhancing firm value, and it also provides competitive
advantages (Wu, Lin, & Yu, 2019).
Customers, although unaware, play important roles in value co-creation and service
delivery Authors and scholars have different ways of defining value co- creation. Value co-
creation is loosely defined as a collaboration between an organization and its customers to
deliver or create the service that would be acceptable to the latter. The joint undertaking is
expected to create new ideas, to improve products, and to better services. The whole process of
service delivery is still managed by the organization, but the customer plays an important part in
realizing the result.
When customers feel empowered, with passion and a sense of ownership of the offering,
they are willing to contribute extensively for the benefit of the firm and the broader service
system, Further, engaged customers impact other stakeholders willingness to engage with the
focal firm and thereby offer a valuable channel to new customer and stakeholder relationships
(Jaakkola & Alexander, 2014).
The customers' role in the co-creation of value should not be frowned upon or viewed as
an opportunity for organizations to take advantage in terms of reducing costs of operation.
Customers role is viewed as partnership wherein the insights relayed by the clients become
valuable inputs in improving the services. Further, in the creation of value, both customers and
service organizations develop a collaborative relationship which creates benefit for both. Co-
creation of value is a two-way road where expectations and objectives from two parties may not
be on the same direction. The expectations from either the customers and the service
organizations can be in contrast. But this could lead to a development of a process that is
mutually beneficial. Similar to a highway, the direction that the customer wants is to get the type
of service he/she prefers and the organization profits by satisfying the clients requirements and
needs. It is very important that value co-creation should be sourced from both sides of
stakeholders. Inputs should be derived from all stakeholders in order to create a service
acceptable to all.
 The following are the three major roles played by customers in service co- creation and
delivery: customers as extended employees, customers as proponents to quality of service; and
customers as competitors.
1. Customers as Extended Employees
Among service-oriented organizations, customers are significant part of the organization's
ability to deliver service. Oftentimes, customers are participants in the production process of
services by means of contributing, effort and even resources. Fruit farm resorts allow their clients
to pick and collect farm products they want within the premises and have these appraised,
packed, and billed upon checkout. In this way, customers are able to get their choice produce,
and the farms need not provide staff to attend to every customer's needs.
The inputs of clients can alter the organization's productivity through the quality and
quantity of products created. The sales of fruit farm resort will depend on the customers actions
while picking fruits. Some would take their time, enjoy and thoroughly choose which fruits to
take. Others would be very efficient and choose only those that they consider as the best fruit on
that day. Still, some would only be picking those that they can easily gather. The resort will
contend itself as to what the customers on gather during the day.
Since customers involvement in the production process affect the quality and quantity of
production, there are different points of view emanating from this method. First, some experts
believe that this could be a cause of uncertainty wherein the demands, attitudes, and actions of
customers may affect productivity. In order to maximize efficiency in production, customers
need not get involved in activities that do not require their participation. On the contrary, the
second point of view believes that customers are treated as "part employees” of the organization
roles are designed to and their contribution, then services can be rendered more efficiently When
customers are properly guided and oriented on the tasks, they tend to perform their part
productively and effectively.
Many organizations are shifting to this style of service delivery not only to increase
productivity, but due to cost benefit as well. However, if customers do not see any clear benefit
from being part of coproducing the service, they will likely resist or do not participate in the
process.
2. Customers as Proponents to Quality of Service
Some customers may not be aware of the impacts of their contribution to the creation of
service. The primary objective of customers is to have their needs met by the service
organization. If the customer participation has been effectively designed, then it is likely that the
needs of the customers will be met and the benefits would be attained. These services would be
realized based on the satisfaction and expected results required by customers no less. In essence,
the customers share in delivering their own satisfaction and value for services.
Often, customers' reactions to service delivery, including raising questions on the
process, complaining during service failures, and owning accountability to achieve satisfaction,
can contribute in the delivery of quality service.
3. Customers as Competitors
This role of service customers suggests that customers can be the competitors of the
service organizations. If the customers realize that they can perform the required service whether
partially or entirely, then the service provider may not be needed at all. In this way, the customer
performs the tasks on his/her own and lets go of the service provider.
In cases concerning organizations as customers, they may decide to hire outsourced
services and to develop or create an in-house team to perform required tasks. For example, a
hotel may decide to end their partnership with a catering organization and to form a team of
chefs to prepare the food requirements of the establishment.
In cases where organizations decide to produce a service by itself they should consider
several factors such as expertise and capacity of the firm to perform tasks efficiently, availability
of resources within reach; ability to produce the service on a timely manner; financial costs of
producing the service; psychological rewards (satisfaction, enjoyment, and contentment); and
ability to control the process and outcome.
Self-service Technology (SST)
Self-service technology as an innovation in providing service outputs created exclusively
by customers without interaction or engagement with the employees of service organizations.
Self-service technology is defined as "technological interfaces that enable customers to
produce a service independent of direct service employee involvement” (Meuter, Ostrom
Roundtree, & Bitner, 2000; Considine & Cormican, 2016). Self- service technology (SST)
adoption has been cited by businesses as a critical element in controlling costs and improving
customer experience (Considine & Cormican 2016).
Through the introduction of technology-based self-service channels, customers have
become "active participants rather than a "passive audience in service delivery (Prahalad &
Ramaswamy, 2000) as cited by Scherer. Wunderlich & Wangenheim (2015). Both business
practice and research highlight the benefits of technology-based self- service channels, such as
an increased operational performance and reduced costs (eg. Ba et al. 2010; Kumar & Telang
2012; Schultze & Orlikowski 2004; Scherer et al., 2015).
In the hospitality and tourism industry the advancement of technology and the onset of
Industrial Revolution 4.0 have made self-service technologies proliferate. Different organizations
from the different sectors of the tourism industry saw the advantages of these advances,
including savings on the costs and efficiencies of operations, growth on sales, increased
customer satisfaction, and competitive advantage. The following is a partial list of some of the
self-service technologies:
1. Automated teller machines of banks
2. Automated and interactive voice response phone systems
3. Airline reservation and check-in
4. Airport reception and information kiosks
 5. Automated and online gambling or betting machines
6. Food ordering and delivery
7. Hotel reservation, check-in, and checkout
8. Electronic blood pressure machines
9. Smart watches and gadgets monitoring health conditions
10. Self-scanning (price scanner) at groceries and retail stores
11. Internet banking
12. Package and money transfer tracking
13. Online shopping
14. Online training and education
15. Online applications
The use of SST became popular due to some reasons. Organizations believe that when they
transfer from manual service to technology-based process, they could save more from personal
service. If communicated properly to customers, the method would most likely succeed. Some
organizations use SSTs in order to meet customer demand Clients tend to look for information
services, and products via Internet. Online purchases, deliveries, and transactions are very
popular nowadays because of the convenience and ease of doing business. Organizations that do
not have online access can be considered at a disadvantage against its competitors.
Advantages and Disadvantages of Using SSTs
Service organizations must understand that customers do not automatically accept or
embrace changes in procedures of doing business even when these am considered as upgrades or
for better transactions. Further, the benefits that SSTs provide should be felt by both the
organizations and customers. Different kinds of customers have different skills of adapting to
changes and even receptiveness to new technology. When implementing SSTs, organizations
should consider the following advantages and disadvantages when introducing it. The most
common advantage are as follows:
1. Convenience. If the organizations can provide access to their services at the most convenient
time, location, or way, there is a guarantee that this will be well-received. Convenience may
include ease of use, faster transactions, 24-hour service, and presence in strategic areas.
Customers will enjoy access to SSTs where they have the ability to pay bills anytime of the day
and through simple use of cellphones from anywhere in the country
2. Control Customers prefer organizations that could provide them option where they can easily
make decisions, monitor the progress of their transactions (forwarding organizations provide
global positioning system or GPS tracking) or personalize the service offered (banks, hotel and
restaurants readily provide the usual preferences of their regular customers).
3. Less Cost. Customers are not just looking for cheaper prices, but also value for money. If an
organization can provide customers with the same quality of service at a lower cost, the
organization would most likely be the choice. At present conditions, most customers are looking
for possible transactions that can provide them with alternatives that could minimize costs and
yield better returns.
4. Efficiency. Many customers who have availed of SST-aided transactions will agree that it is
faster to transact business because of the accuracy of data and uniform process undertaken do not
vary from time to time. Also, users get detailed information and complete transactions faster than
they could through face-to-face encounters or telephone contact (Wirtz & Lovelock, 2018).
On the other hand, SSTs have disadvantages as well, which are as follows:
1. Machine Failure/Breakdown. Since services are mostly assisted by machines, it is not
remote that something might happen along the way. It may be frustrating for customers when, as
least expected, the machine breaks down resulting in becoming offline, not properly dispensing
goods, access is rejected. or simply is not issuing receipts. Since expectation of convenience is
high among these SSTs, failures to deliver may often result in frustration more than those in
normal process.
2. Poor Design/Not User-friendly. Machines are sometimes difficult to use. Sometimes the
process is complicated; elaborate, and fixed (no flexible alternative), and it takes several tries to
get the transaction or registration process completed. In these scenarios, customers would prefer
personal transactions with company representatives.
3. Limited Options. Most of the time, only the options that are included in the menu page can be
transacted successfully. Personal needs or customized requirements cannot be accommodated
and processed. Questions beyond the usual procedures cannot be processed outright. Personal
touch of service is eliminated.
SST may be unsuccessful when customers see that they do not benefit from it, nor
customers feel that the ability to use the system is futile. Worst, customers tend to shy away
from SST that do not properly inform them how to use the system. According to the study
conducted by Ida (2017), the service user’s activity in a value creation affects customers’ value
of the service. The activity and attitude of individuals related to performance of an extra-role in
service interaction are less favorable than the required in-role behavior. Further, the level of
involvement influences the customers’ mandatory behavior and volunteer behavior when
working on a co-creation value.

The demand for support is also important when considering investment in SST because if
demand is low, the most cost-effective option is to continue with the traditional support
representatives (Considine & Cormican, 2016).
Management should ensure that each customer segment is addressed appropriately. That
is, managers should pay close attention to what type of tasks different customer segments are
willing to perform by themselves (i.e., via self-service, see Campbell et al., 2011; Scherer et al.,
2015).
It is important for managers to understand how customers experience their relationship
with a provider through a variety of channels and overtime. Rather than optimizing individual
service channels in terms of service quality or service productivity, service providers should
concentrate on a more holistic view of a customer’s service experience in a multichannel setting
and the unique value-in-context customers can derive from each channel over the duration of
their relationship with the firm (Scherer et al., 2015).
Guest Involvement and Customer Participation
The design and scope of customer participation in delivering the service affect the
organization’s productivity, the quality of service it renders, level of customer satisfaction, and
competitiveness against its rivals. Hence, the objective of customers participation is to enhance
the organization’s productivity and increase the level of customer satisfaction and encourage
efficient use of the system by customers.
In a study conducted by Shamim and Ghazali (2014), customer return on investment,
service excellence, aesthetic value, and playfulness are few of the important factors in retailing
which can significantly develop customers’ participation and citizenship behavior toward value
co-creation. Social influence in the form of compliance, internalization, and identification can
significantly play moderating roles in further shaping customer value co-creation behavior.
Determine the Role of the Customer
Service-oriented organizations should identify the level of participation of customers
during the formulation of strategies. Different types of services may require different levels of
customer participation. Purchase of food or groceries may only require minimal participation
from clients; whereas, purchase of airline ticket or hotel booking may ask for inputs about
customers' profile and preferences. In some cases, greater participation in co-creating the service
is needed such as weight reduction programs, online education, or competency training.
Organizations decide on the extent of customer participation on the delivery of service.
These organizations may also have the option to decrease or increase customer participation to
make the co-creation more effective. Decisions to adjust the level of participation should be
based on the impact on both organizations and customers. If increased participation is required
by customers to enhance their level of satisfaction and to amplify service outcomes, then
organizations must take this strategy.
After the level of participation of customer has been determined, the organization may
outline the tasks and roles of the customers.
The most common task performed by customers is to provide information or resources
formerly performed by employees. With the increase participation of customers, employees are
eased out from tasks in service production. At some point customers perform tasks in the
organization not only for themselves, but also for other customers. These tasks happen when
fellow customers help out or assist others who are not yet familiar with the system. New
clubhouse members who are unfamiliar with the policies and procedures are oriented by
seasoned members s feel welcome. Customers of theme parks help each other by shanty how
best to enjoy the different attractions and amenities of the park. In doing these customers are
somehow helping the company heighten the level of customer satisfaction and loyalty.
 Customers also perform promotional activities for organizations. The recommendations
or good reviews shared by shared by some customers to their fellow customers are ways of
putting customers as promoters or salespeople for the company. Some customers either look for
referrals or word-of-mouth endorsement in deciding which restaurant, catering group or events
management organization to choose.
Find. Inform, and Reward the Right Customers
After the tasks of customers have been defined, the organization can start enabling the
role. The customers would be considered as partial employees of the organization, and at some
point, the organization must come up with strategies to make their efforts worthwhile.
First, the organization must be able to attract the right customers to fill the roles. These
roles to be performed by customers should be clearly communicated by the organization through
promotions and marketing.
Second, customers need to be informed or educated so that they perform their roles
properly. Educating the customers can be in different ways, including orientation programs,
information collaterals, interactive demo materials, and sharing of feedbacks from employees
and other customers. With proper learning the customers can have a better appreciation of the
company, understand what is expected of them, and learn the skills and knowledge necessary to
interact with fellow clients of the organization.
And finally, customers would perform tasks effectively and actively if they are rewarded
for their efforts. When customers feel that they are appreciated and their efforts are reciprocated,
they would be valuable assets of the organization. Rewards for customers may come in different
forms, such as better access and control in the process, rebates and monetary rewards, ease and
speed of transaction, product or material rewards, and recognition or citations.
Manage the Customer Segments
Service organizations cater to different market segments. These segments have different
types of needs and characters. These differences may enter complement or contradict each other
which would lead to customer dissatisfaction. Supermarkets and groceries answer to shoppers of
different types; some are buying for personal consumption; others are for families; and some for
groups or establishments. With these, checkout counters are provided for small quantity
shoppers, separate from the bulk buyers to avoid long queues for both types of customers and
avoid long waiting time for express shoppers. This situation is related to the concepts known as
compatibility management. Compatibility management is the process of managing the
encounters or interactions and space requirements of several market segments in order to
maintain customer satisfaction and avoid customer flight.
There are several strategies suggested to manage multiple segments catered to by an
organization. An organization can target particular groups of customers by positioning itself and
segmenting the particular group of customers. Another strategy is to group together compatible
market segments in order to avoid conflict with each other. Some hotels target corporate
functions and business people events in one place and separate the areas for functions that
include banquets or parties. Some organizations may opt to impose proper customers decorum
such as dress code or code of conducts to minimize customers dissent. Lastly, organizations may
deploy employees that are trained to observe customer interactions and anticipate potential
conflict. The employees may take the role of catalysts to foster pleasant encounters among
different types of customers.
Note: Not one strategy may apply to all types of customers. The success of each would
depend on how the customers would be able to appreciate the value of the services rendered to
them. Hospitality organizations are free to choose the styles that would cater the most to their
clients. At times, customers dictate what would most likely be the best way to provide service to
them. Essentially, organizations and customers would meet at the point where both would
benefit. In some cases, each would need to compromise. As service providers, organizations
need to be sensitive to customers’ needs, and in return, these organizations would most likely to
reap the reward when customers are satisfied.
 CHAPTER 9
Service Failures and Service Recovery

Introduction
The previous chapters have given us an understanding on guests' expectations through
research, together with knowing that they are individuals requiring a genuine relationship. With
these information at hand, an establishment would really be gearing up for success. But most
especially, in the field of tourism and hospitality service failure cannot be averted. Even in a
world class company with best intentions, failure is inevitable. This is why we need to
understand our customers and what they expect whenever a service failure happens:
Learning Objectives
At the end of this chapter, the students should be able to:
 show the importance of recovery arising from service failures;
 identify the different kinds of guest complaints;
 check for evidence on customers' expectations and their responses complain; and
 define service guarantees and how they affect service failures.

Reality Bites
K-pop artists Tau Kim and Liz Kim were going to Mindanao for a series of concerts.
They were boarding Mindanao Air, a local airline company catering to a travel within the
Philippines. While walking toward the tarmac of the airplane, they noticed that their pink
wardrobe was actually mishandled. Apart from this, the also noticed that some of the luggage
were also thrown toward the compartment of the aircraft. Upon seeing this, Liz and Tina
immediately called the attention the nearest flight crew member they could approach. The
attendant just nodded her head, telling them that it was alright and that their concern would be
ready addressed. Upon reaching Davao (the first leg of their concert tour), the K-pop artists
immediately went to the bag drop carousel to check on their wardrobe Unfortunately, the dresses
were worn-out because of the improper handling of the grounds staff. The sleeves were torn and
cannot be remedied by simple repair and should be replaced as soon as possible. They
immediately went to the bag drop counter and tried to file a complaint against the airline
company and demanded that their dresses for the upcoming concert be replaced as soon as
possible. If you were the representative of the airline company. how would you respond to this
situation?
Content
What is Service Failure and Recovery?
Service failure is service rendered not meeting the expectations or standards of a guest,
leading to guest dissatisfaction. Usually, a failure would be because a service. was unavailable
when it was promised; a service was done slowly or late; a service was wrong or poorly
implemented; or a service staff may be rude in the execution. Although guests would usually
experience these kinds of shortcomings as it would seem, not all customers would react or
respond accordingly, making it very difficult for a service staff to rectify or correct the acts done.
If the failures committed remain unfixed, guests can leave, bringing with them these experiences
which in turn become stories that they share with everyone around them.
As failure is inevitable, service recovery can remedy this in the soonest possible time.
Service recovery is an organization's response to a failure it committed to improve the guest
experience. This has great impact on guest satisfaction, loyalty. word of mouth, and ultimately
performance. This is in fact true as smart guests know that failures are inevitable; and they
realize that it is not the failure that matters, but how an organization recovers from that failure. In
turn, these smart guests become loyal to an organization that has a great service recovery
mechanism in place, which translates into an organization's profitability.
Types of Service Failures
To further illustrate the different service failures that a hospitality and tourism
establishment may commit, discussions on these concepts are as follows:
1. Failures on service-products. These are failures which involve issues on the core product.
These would include delayed or cancelled flights, cross-contaminated food, dirty guest rooms,
unavailable menu items and absence of service staff.
2. Failures on customer request delivery. These are failures on adhering is specific special guest
requests, such as sent assignment, special arrangement on menu items, hotel guest room setup,
and program schedules
3. Failures in customer service. These include problems and complaints on intentional or
unintentional actions of service staff exhibiting offensive attitude to guests, such as frowning or
failure to smile and display a positive disposition to guests and deliberately ignoring a guest
request.
4. Failures brought about by other organizational key players. These are failures caused by
unforeseen happenings, other guests, and other unusual complaints which a guest still expects to
be corrected.
 With these failures, whatever may be the cause, a guest will always expect it to be fixed,
the situation turned around in favor of the valued guest. A remedy to these failures may not be
addressed as the guest expects, but an immediate positive request should always be the answer of
the organization.
Guest Responses to Service Failure
If service recovery mechanism is not in place and the organization has failed to turn back
around the situation in favor of the guest, a lot of responses may be displayed by the guest. The
following are some of their responses:
1.Never return. A lot of guests have this as a response. Some guests will not even give the staff a
hint based on their reactions that they will never return. As discussed, a guest not returning is an
opportunity lost forever. This is one of the reasons why empowering service staff to deliver
immediate service recovery is deemed a priority.
2. Complaints. Complaints filed by a guest are seen by traditional organizations as a problem.
However, these should not be seen that way. Modern organizations today take complaints as a
form of feedback. It is an opportunity for an organization to display how better they can make
things positive for a guest. Unfortunately, only few guests file complaints and just resort to other
responses.
3. Negative word-of-mouth. Another response of a guest is to bad-mouth an organization. He/she
will speak ill of his/her experience and try to tell others not to avail the services of the said
company. He/she will be so motivated to do this depending how far he/she was inconvenienced
by said company. This will really have a great impact, much more if the guest is an influential
person, who has access to many other people who are probable guests of the organization.
4. Strike back and get even. Retaliating is another response a guest can make. More than bad-
mouthing a guest will make actions just to even the score or get revenge for the inconvenience
he/she has experienced with the establishment. In this day is very easy for a guest to do using
social media. He/she can simply post his/her experience on a social media site through videos or
memes, and immediately the establishment will be the talk of the town, Other ways include
going to legal authorities and filing lawsuits, publishing in other media forms, and even
boycotting specific brand.
In order to prevent this from happening credibility should be established as how an
establishment operates. Even if a mishap has happened, with the credibility of the company,
added with a positive response on the side of the company, this situation will be a quick
turnaround.
Service Recovery Strategies
The most significant thing after a service failure is a quick turnaround. So, focus is really
embedded on how to make a failure into an opportunity. Unfortunately, there are also times that
a problem cannot be remedied right there and then as it is rooted deeper on how the system
works. This may take more effort and expense on the side of the company just to provide the
initial request of the guest. With this occurrence happening more and more to different guests, a
recheck on the service delivery system should also be in place. The following are some ways of
service recovery;
1. Urge and Monitor Complaints. When guests are encouraged to leave a feedback, may it be in
the form of complaints, a problem will be made known and it will be easy for the organization to
remedy it. But aside from letting a problem be known, it is also important to keep track of the
different complaints, the nature from which they arose, and the solution that was placed. By
doing so, the organization will now have an inventory and data base of these information, which
the organization may use in strategizing future plans for these situations. Some organizations
utilize technology to enable these strategies and plan ahead expecting guest responses and the
solutions to be utilized.
2. Learning from Solutions Made. The service recovery situations that were utilized should not
only be seen as immediate solutions, but also as inputs in improving future instances of service
delivery. With checking back on these instances which somehow keeps happening, the
management may check systematic problems that need fixing. Forms can be used and given to
different departments and their employees to note the immediate responses they gave to the
situations and be kept for future use.
3. Learning from Lost Opportunities which are Guests. As grateful are we that a guest
patronizes our services, it is also important to study why a guest leaves. It is good to know that
we can also learn from them. By studying what made a guest leave the organization will irk us in
knowing what have not we delivered, causing him/her to leave. Larger marketing organizations
have this as a priority to provide the optimal service possible. This is also important for
organizations in the forefront of service delivery to anticipate guest and nonguest (the guests who
left) needs.
4. Introducing a Service Fail-safe. What is best to do to provide excellent quality service? Do it
right the first time! To do this would be to really study the playing field. Information on service
operations are usually available anywhere the experience we have as individuals who, at some
point, are also guests to these organizations. Even if it will be costly for the organizations to
invest on this, a guest will expect nothing but the best from a service provider. That is why
he/she chose the organization in the first place. So, do it the right and best way for the first time.
Really, the best way to be a leader in service provision is the delivery of flawless service.
If service delivery has a lot of phases, making it complex, it is better to always have service
guarantee system in place. Thus, it will strengthen the trust that the organization has invested in
its guests and will, in one way or another, exhibit the true motive of the organization-to serve its
guests.