Paper Summary:

This paper evaluates how expectations are created and explains the dominant approaches used for measuring customer expectations in industry. It specifically examines how customer expectations are managed in the hospitably industry and assesses how customer satisfaction measurement approaches are specifically applied to the hospitality industry.

Table of Contents:
Introduction
How Expectations Are Formed
Nature and Characteristics of Expectations
Measurement of Customers' Expectations
Customer Expectations in the Hospitality Industry
Measurement of Customer's Expectations in the Hospitality Industry
Summary

From the Paper:

"Fourth, hospitality providers who compete primarily for business travelers must concentrate on creating a more concerted, cohesive strategy to attain customer satisfaction and loyalty first, over using price or promotion to attract and retain customers (Zolkiewski, Lewis, Yuan, Yuan, 2007). This specific segment is price-insensitive given the fact the majority of their expenses are paid by their companies. The use of SERVQUAL is critical for finding the gaps in performance and expectations over time in this primary and most profitable segment in the hospitality industry."

Sample of Sources Used:

• Levent Altinay (2007). The internationalization of hospitality firms: factors influencing a franchise decision-making process. The Journal of Services Marketing, 21(6), 398-409. Retrieved August 12, 2008, from ABI/INFORM Global database. (Document ID: 1341239921).
• Bagozzi, R. P. (1975, October). Marketing as exchange. Journal of Marketing, 39, 32-39.
• Bowen, John T. & Sparks, Beverly A. (1998). Hospitality marketing research: a content analysis and implications for future research. International Journal of Hospitality Management, 17 (2), 125-144.
• Campbell, D. T. & Fiske, E. J. (1959). Convergent and discriminant validity by multitraitmultimethod matrix. Psychological Bulletin, 56, 81-105.
• Campbell, N.C.G. (1985). An interaction approach to organizational buying behavior. Journal of Business Research, 13 (1), 35-48.

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