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Customer delight is never happened without high performance and such performance brings not only benefits to customers but also makes them excited (Kwong and Yau 2002).This effort has to be acknowledged and appreciated by customers. Customer delight is, therefore, defined as an emotional response creating a much pleasured state concerning a firm's soaring performance in service delivery, which is then highly praised (Kwong 2006).Behaviorally, delighted customers tend to view the firm positively and prefer to buy from it (Keiningham et al. 1999; Schneider and Bowen 1999).

Financially, this preference translates to a profit and represents a stream of future income to the focal firm (Rust et al. 1994).

Delighting the customer just by services will not make the customer delight for a long term basis but same services will be offered by other organization but the only thing which will create long term delight is the way that emotional attachment with customers as explain “A good recovery can turn angry, aggravated customers into loyal ones. It can, in fact, create additional goodwill than if things had gone smoothly in the first place” (Hart, Heskett, and Sasser 1990, p. 148). “Satisfaction with service recovery sharply increases customers' willingness to recommend the firm and significantly improves their perception of overall service quality” (Berry 1995, p. 95). “The benefits of turning around a complaining customer are dramatic” (Rust, Zahorik, and Keiningham 1996, p. 182).

“Customers whose complaints are pleasingly resolved often become more company-loyal than customers who were never dissatisfied” (Kotler 1997, p. 481).

Meeting customers' expectations escort to satisfied customers, which has been shown to be a profitable business approach, as satisfied customers are more likely to carry on doing business with organizations that satisfy their wants (Anderson et al., 1994; Anderson et al., 1997)

Anticipation is beliefs that customers hold about product or service performance “that function as standards or reference points against which performance is judged” (Zeithaml and Bitner, 2003).

Organization basic aim is the achieving the level where the customer expectations are met and Academic research in this area is prolific as well, as intellectuals try to recognize customer expectations and the variables that lead to customer/consumer satisfaction, and eventually retention (e.g. Bebko, 2000; McCollough et al., 2000).

Long-term relationships with customers present the opportunity, through personalized service, to go beyond the customers expectations and delight them (Zeithaml and Bitner, 2003),

Therefore, despite the fact that delighting the customer “can be a profitable business practice” (Rust and Oliver, 2000, p. 86),

Delight is going beyond simply satisfying the customer to delivering a “higher level” of satisfaction through exceeded expectations (Oliver et al., 1997). This concept of a “higher-level” of satisfaction is seen by many practitioners as the way to “provide a distinct advantage to the company that does it first and does it well consistently” (Chandler, 1989, p. 30, quoted in Oliver et al., 1997).

Finally, and perhaps of most attention to service providers, delight has been shown to have both direct and indirect influences on repurchase intentions (Oliver et al., 1