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

Maister (1993) suggests that reliable service may not be enough and that service providers must go beyond the client's expectations. However, because professional service firm services are high in credence qualities (distinctiveness that make the quality of the service difficult to evaluate), consumers may have a difficult time distinguishing between reliable that is merely competent, and reliable work that is truly exceptional technically. In cases such as this, personal relationships among the service providers and clients will be the key factor in influential whether expectations are met.

Vantrappen (1992, p. 53), stated” Value creation for the customers means that the firm meets the customer's quality, delivery and cost expectations.” Expectations for one customer can be different for another. Vantrappen (1992, p. 59), said that “each customer has unique and evolving needs: another customer anticipate to find different attributes in the product; and the same customer will expect different attributes next time he uses it.”

Prof. Kano, the Kano Model categorizes customer needs into three types of feature. Customers are asked a series of questions that identify the importance of their needs and the following typology of features can be arrived at durability of a car might be considered Basic qualities. They do not satisfy when present, but do dissatisfy when absent.

The customer expects Basic qualities to be in the product and as such high levels of customer satisfaction are hard to achieve by excelling in these areas.

The Kano Model propose that if used properly a deep understanding of customer needs can increase the perceived quality of the product by delighting the customer and hence an increase in sales can be expected.

“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 satisfactorily resolved often become more company-loyal than customers who were never dissatisfied” (Kotler 1997, p. 481).

On a more scientific research three recent articles (McCollough, Berry, and Yadav 2000); Smith and Bolton 1998; Tax, Brown, and Chandrashekaran 1998) applause the existence of the paradox. McCollough et al. find that the higher the revival performance, the higher the post recovery satisfaction. Tax, Brown and Chandrashekaran disagree for the existence of the paradox through the direct impact of complaint treatment on trust and commitment. Finally, Smith and Bolton find support for the paradox through growing satisfaction and repatronage intention becoming more constructive with excellent service recovery.

According to the disconfirmation paradigm (Oliver 1980), customer satisfaction is the consequence of an evaluation process whereby the customer compares his expectations of how the service shou