Relationships in the Service Industry

Relationshipsin the Service Industry


Relationshipsin the service industry

High service quality is substantial for the attractiveness of servicesector thus, continued relationships between clients andorganizations should suffice as the focus of determining quality. Golder, Mitra &amp Moorman (2012) assert that the provision ofservice quality is the most imperative element of competitivenesssince quality has strong influences on business productivity, returnon investment, increased profits, and customer experience. In thisregards, numerous theorists have developed several conceptual notionson measuring service quality by focusing on the relationships aspectof service. In fact, Golder et al. (2012) and Peck, Christopher,Clark &amp Payne (2013) contend that organizations that focus onrelationships maximize their pursuit of interests in all aspects ofengagements. As such, a focus on relationships is a valid andimperative means for evaluating quality in the service sector.

Golder et al. (2012) assert that conceptual models such as SERQUAL,which deal on relational aspects of service address thedissimilarities between client’s anticipation and perceivedservice. Similarly, service quality involves perceptions andanticipations thus, the acme of quality looks at conforming tocustomer’s anticipations on a consistent basis. In this regards,relationships rate clients’ expectations and perceptions based onassurance, tangibles, dependability, empathy, and receptiveness.Kamble &amp Sarangdhar (2015) contend that relationships track theanticipations of clients as well as provide a fundamental skeletonthat an organization can adapt to and standardize its operations andservice hence, relationships act as effective modus operandi fordetermining quality.

Relationship is more significant than price in marketing servicessince clients place greater worth on care and quality service thanthey do on prices. Jemmasi, Strong &amp Taylor (2011) assert thatincreased technology and marketing strategies have made consumersmore informed hence, they place more emphasis on consumer care. Infact, Jemmasi et al. (2011) and Peck et al. (2013) assert that sharedvalues is the predominant priority of clients thus, they tend toremain loyal and satisfied based on strong relationships. Satisfiedclients do not usually change organizations because of priceincreases, but they can do so when organizations do not meet theirexpectations, in this case, relationships. As such, relationships ismore imperative than price.


Golder, P. N., Mitra, D., &amp Moorman, C. (2012). What is quality?An integrative framework of processes and states.&nbspJournal ofMarketing,&nbsp76(4), 1-23.

Jemmasi, M., Strong, K. C., &amp Taylor, S. A. (2011). Measuringservice quality for strategic planning and analysis in servicefirms.&nbspJournal of Applied Business Research (JABR),&nbsp10(4),24-34.

Kamble, A. A., &amp Sarangdhar, P. (2015). Assessing Service Qualityand Customer Satisfaction in Management Education Using SERVQUALModel.Journal of Commerce and Management Thought,&nbsp6(2),369-382.

Peck, H., Christopher, M., Clark, M., &amp Payne, A. (2013).Relationship Marketing. Routledge.