A Service Conundrum

Abstract

Neither service employees nor customers generally focus on what makes a service transaction exceptional, if the results of an exploratory study can be generalized. Indeed, a study of a full-service hotel in a large city found that guests could not recall the specifics of a check-in transaction only moments after it occurred, unless that transaction was exceptionally good (or particularly bad). In contrast, restaurant customers were better able to assess service transactions, although they, too, were likely to remember only outstandingly good or poor service. In general, employees in the front office and in the restaurant used their own personal philosophies or specific approaches to service delivery. Four individuals who were identified as outstanding servers considered service to be a sort of calling. Their approach to service was to create a sense of relationship even in a momentary encounter by attempting to determine in advance what the guest wants and fulfilling that desire before the guest even articulates that need. On the other hand, employees who provided good or average service focused chiefly on making the encounter pleasant and efficient.