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Berry (1995) explained that many companies focus only on the result of service encounters and lose sight of the procedure by which the service is delivered. He also explained that service providers that go beyond merely dependable service delivery create emotional bonds with their customers, “wowing” them, and in the process build loyal associations. These emotional elements might provide additional “psychosomatic benefits” to the consumer (Hirschman and Holbrook, 1982, in Oliver et al., 1997), making it more difficult for opponent to lure away customers from the firm as long as exceptional product or service performance.

Griffin (1995) further chains these views by showing that the changeover from repeat customers into loyal clients requires craft an emotional attachment to the service provider.

Jack Mitchell's latest book Hug Your Customers (2003) provides many instances that illustrate the long-term financial benefits that derive from construction those emotional bonds with customers. He suggests that competitive advantage is built in the course of providing both physical and psychological “hugs” to customers, eventually delighting them with consistent, zealous and committed customer service.

Delighted customers are more likely to inform others that they are delighted, which in turn may draw other consumers to do business with that organization. The delighted customers might also be more likely to increase their own spending with the delighting organization, and exhibit increased customer faithfulness (Keiningham and Vavra, 2001).

Maister et al. (2000) suggest that as the competitive environment for specialized services intensifies; the service provider's capability to exceed expectations is going to be more critical in ensuring that customers do not switch firms or use multiple providers.

These emotional elements may provide additional “psychological benefits” to the consumer (Hirschman and Holbrook, 1982, in Oliver et al., 1997), making it more difficult for competitors to lure away customers from the firm providing exceptional product or service performance.

Paul (2000) states that unfortunately, people don't talk about adequate service. Instead, they tell anyone who will listen about really bad or really delightful services.

Literature tended to consider customer delight as an extension of satisfaction research, in response to the thought of going beyond satisfaction (Schlossberg 1990; Stewart 1997).

It is argued that these two customer post purchase response, delight and satisfaction, are associated, since both pertain to an assessment of products and services acknowledged by customers, but are formed on different bases contributing variously to repurchase intention (Kwong 2006; Kumar 1996).

The possibility of delighted customers to repeat a purchase is known to be about six times more than satisfied customers (Reichheld and Sasser 1990). It represents the highest level of satisfaction, leading to a stronger intent to repurchase (Jones and Sasser 1995).

Literally, service delivery is said to be a procedure by which the actual service is provided (Rust et al. 1994). It refers to all activities undertaken by a firm aiming to create and facilitate an exchange (Bitner et al. 1997; Dabholkar 2000; Danaher and Mattsson 1994; de Ruyter et al. 1997; Lovelock 1996; Rodie and Kleine 2000).