How luxury restaurants will enhance the concept of
guest delight
Padma Panchapakesan
School of Tourism, Hospitality, and Events, Taylor’s University-Lakeside Campus, Subang Jaya, Malaysia
Muslim Amin
School of Management and Marketing, Faculty of Business and Law, Taylor’s University-Lakeside Campus, Subang Jaya, Malaysia, and
Halimin Herjanto
H-E-B School of Business and Administration, University of the Incarnate Word, San Antonio, Texas, USA
Abstract
Purpose–The objective of this study is to investigate the effect of service excellence and guest delight on guest affective commitment to luxury restaurants, more specifically, the mediating effect of guest delight in the relationship between service excellence and guest affective commitment.
Design/methodology/approach–Data were collected from 270 guests with a response rate of 67.5%.
SmartPLS software was used for data analysis.
Findings–The findings indicate that service excellence and guest delight had increased guest affective commitment to the luxury restaurant. It has been determined that guest delight acts as a mediator between service excellence and guest affective commitment.
Practical implications–Providing a high level of service excellence and delighting, thereby encouraging luxury guests to have a high level of commitment to the restaurant. Therefore, luxury guests’expectations must be exceeded to obtain their commitment to the restaurant.
Originality/value–This research study provides a substantial contribution to the hospitality literature by providing a significant concept of guest delight that can offer the opportunity to establish a new understanding of guest affective commitment in the luxury restaurant context.
KeywordsService excellence, Guest delight, Guest affective commitment, Luxury restaurants Paper typeResearch paper
1. Introduction
Luxury restaurants are known as restaurant operations that offer a different gastronomic experience (Salmon, 2012) through top-notch food ingredients and quality, extravagant ambience and world-class service experience (Myer, 2019). In the last few years, luxury restaurants around the world enjoyed staggering US$3 trillion turnover (Romeo, 2017).
Despite this promising figure, luxury restaurant businesses face an uphill battle and have difficulty in retaining existing guests and lure them to visit again (Hwang and Hyun, 2013;
Thompson, 2017). This is because luxury restaurant businesses not only face fierce competition from existing luxury restaurants in the market but also from mid-grade restaurants that offer good-quality food (Isaac, 2020;Kwon and Han, 2014). According to Isaac (2020), this situation alerts luxury restaurants to start shifting their overall focus from good-quality food to the art of service excellence.
Previous research on service excellence in the context of luxury restaurant sector has shown that service excellence enhances guest relationship quality (Kimet al., 2006) and guest satisfaction (Wu and Liang, 2009) while improving consumer emotional attachment toward
The concept of guest delight
The current issue and full text archive of this journal is available on Emerald Insight at:
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Received 17 October 2020 Revised 30 December 2020 18 January 2021 Accepted 18 January 2021
Journal of Hospitality and Tourism Insights
© Emerald Publishing Limited 2514-9792 DOI10.1108/JHTI-10-2020-0198
luxury restaurants (Hyun and Kim, 2014).Kiatkawsin and Sutherland’s (2020)study in Korea found that service excellence is also responsible for increasing luxury restaurant reputation, contributing to improved guest loyalty. However, Gouthier et al. (2012) argue that this previous research study employed a different model of service excellence. For example,Hyun and Kim (2014)employed service providers’rapport building behavior model, whileWu and Liang (2009)used guest cognition model, andKimet al.(2006)utilized relationship quality model to measure luxury restaurant service quality. Accordingly, these different approaches resulted in different consequences and provide vague ideas on how luxury restaurants need to improve their service excellence. Johnson (2007) argues that the application of these different models due to previous scholars has conceptualized service excellence as the ability of service providers to deliver surprising and unexpected service experience. This conceptualization requires service providers to exceed guest expectation in their tangible and intangible offerings. This means luxury restaurants are expected to prepare surprisingly good food quality, extravagant restaurant ambiance and service. According toJohnston (2004), this framework is impractical because in the eyes of guests, service excellence simply means that it is easy to experience and enjoy services and does not automatically expect surprises in any way. That is, guests simply expect services providers to fulfill their service obligations and do not have to provide unnecessary extra efforts in creating surprising food quality or breathtaking restaurant ambiance. This idea shows that service excellence is founded by pure service performance. Based on this argument, Johnston (2007) conceptualizes service excellence as pure service performances that consist of personalization, keeping their promise, willingness to go the extra mile and handle the guest inquiries and complaints properly. Although previous studies have shown that service excellence is the most important ingredient in luxury restaurant sustainability, to date the investigation of service excellence from Johnston’s (2007) service-oriented performance perspective does not exist. Additionally,Gouthieret al.(2012)mentioned that application of a service-oriented performance model may enhance understanding of the service excellence phenomenon and also explain which of these service excellence performance components play a more important role in the luxury restaurant context. Understanding such components will prepare luxury restaurants to allocate, design and concentrate their efforts effectively.
Gouthieret al.(2012)assert that service excellence is responsible for exceptional levels of satisfaction and ultimately guest delight (Kimet al., 2015). As a positive emotion, delight is believed to play an important role in strengthening guest loyalty, commitment and repatronage (Kimet al., 2015) and ultimately improves guest positive memory of the overall experience (Herjanto and Gaur, 2015). From this analysis, it is clear that the concept of delight is very relevant and important for luxury restaurants, and therefore, it is necessary for scholars to continue their investigations in this context. Previous studies on luxury restaurants show that the investigation of guest delight was concentrated on determining their antecedents (Meirovichet al., 2013) and consequences (Tsaur and Lo, 2020). To date, there is no empirical research that has investigated the possible mediating role of guest delight in the luxury restaurant context. Understanding the mediating role of guest delight will advance and strengthen our understanding on the mechanism of guest delight in affecting guest commitment to luxury restaurants.
2. Literature review
2.1 Service excellence in luxury restaurants
Service excellence refers to a luxury restaurant’s ability to provide service performance that is superior to its competitors and beyond guest expectations (Luangsakdapichet al., 2015).
Service excellence means that restaurants keep their service promises by being dependable, helpful (Keng et al., 2007), flexible and accommodating guests’needs and committed to
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continuous improvement (Asif and Gouthier, 2014). In the service industry, service excellence is essential as it helps guests feel comfortable and welcomed and more importantly, it decreases guest anxiety and stress (Aielloet al., 2010). Additionally, in the context of luxury restaurants,Jinet al.(2015)point out that when guests visit luxury restaurants, they may experience a higher sense of perceived risk. For example, if guests dislike the taste of the food in a restaurant, they will automatically experience performance risk, financial risk and emotional risk. Consequently, when a guest experiences such negative risk responses, they are likely to feel a high level of discomfort that will negatively affect the restaurant’s image and reduce the guest’s repurchase intention (Herjanto et al., 2017) and willingness to repatronize (Jinet al., 2015).
As discussed bySalmon (2012), luxury restaurant guests are unique, exclusive and high class. These types of guests view the function of luxury restaurants as venues that provide a pleasant eating environment and a place in which to socialize and entertain business partners (Changet al., 2012). According toChanget al.(2012), luxury restaurant guests not only expect the restaurant to provide excellent food quality, but they also expect the perfect service experience. For example, guests expect the restaurant environment (service, decor and ambience) to be well throughout, carefully presented (Henderson, 2017) and offer an error-free and pleasant staff service performance (Lauet al., 2019). In sum,Hyunet al.(2011)point out that guests expect high utilitarian and hedonic values from luxury restaurants. Failure to offer such benefits will not only potentially ruin guests’ dining experience, but more importantly, it can embarrass them.
Johnston (2007) conceptualizes service excellence in four dimensions: delivering the promise, dealing with the problems, personalization and going the extra mile.Johnston (2007) suggests that if luxury restaurants can offer these four dimensions, they are more likely to fulfill guests’expectations. To ensure these expectations are met, employees must share the right information with guests at the right time. In a restaurant setting, information sharing can include explaining the menu, the recipe and cooking process to the guests. It is likely to result in the formation of trust between the service provider and guests (Li and Hsu, 2018) and guests’perception that the restaurant is delivering its service as promised. In addition, it is essential to provide a personal touch to service by addressing regular guests by name or recognizing their change in appearance. This kind of behavior will help to build and maintain good rapport with guests (Hyun and Kim, 2014).
Further,Johnston (2007)emphasizes that service employees should be able to deal with problems efficiently and adequately to achieve guest service excellence. Service employees’ ability to remain calm, emphatic, apologetic and genuine are essential qualities (Johnston, 2007). In addition, service employees should be authorized to offer compensation, such as free meal coupons. Such efforts are claimed to be the chief driver of guests’emotional attachment to a business (Wirtz and Mattila, 2004). Finally, guests also expect extra features to be a part of service excellence. These features can include picking up guests from local hotels or residences before the meal or arranging transport for their return (Bowen and Whalen, 2017).
Such examples of service excellence indicate that the service provider is prepared to go the extra mile, with the result likely to be a positive word-of-mouth (WOM) recommendation from guests (Padma and Ahn, 2020). For this reason,Tsaur and Yen (2019)conclude that service excellence is a“must have”factor in the creation of guest delight and is responsible for a restaurant’s business sustainability. In this study, service excellence is measured as a multidimensional construct consisting of delivering the promise, dealing with the problems, personalization and going the extra mile (Johnston, 2007). Most of the scholars have adapted and measured the service excellence as a multidimensional construct into their studies (Asif, 2015;Dharamdass and Fernando, 2018;Gouthieret al., 2012;Padma and Wagenseil, 2018;Sekhonet al., 2015).
The concept of
guest delight
2.2 Guest delight
The concept of delight was developed byOliveret al.(1997)as an outcome of desire and arousal or joy and surprise. Following the concept of confirmation–disconfirmation paradigm, guest delight emerges when the guest receives surprisingly positive performance beyond expectation (Barneset al., 2016;Herjanto and Amin, 2020). From the marketing literature perspective, the concept of guest delight was understood as a positive emotional response when consumers face a state of positive confirmation paradigm (Amin, 2016) to discover delightful guest encounter (Aziset al., 2020). Guest delight is an extreme form of satisfaction (Barnes and Krallman, 2019) that is based on emotions of surprise and joy (Plutchik, 1980). Scholars suggest that unexpected extraordinary service (Arnoldet al., 2005), surprising guests with attractive products/services features (Kanoet al., 1984) will captivate guest interests and accordingly generate delight (Deyet al., 2015). In essence, guest delight is the reaction of guests to a surprisingly positive experience and is one of the more effective ways to build a stronger loyalty (Loureiro and Kastenholz, 2011), dedication to the brand (Thomsonet al., 2005) and a high error tolerance (Collieret al., 2018).
Traditionally, a restaurant functions as a dining place, but today they serve as a place for social interactions, entertainment, celebrations and escape from daily routine. All these experiences indicate the importance of the total dining experience in a restaurant consumption setting (Jin et al., 2015). In luxury restaurants, the background of music, temperature, lighting, interior decorating and layout and food aromas encourage positive emotional consumer responses and consequently effect of the overall dining experiences (Hyun and Kang, 2014). Furthermore, different scholars identified employee friendliness, employee effort and skills, and other scholars proposed unanticipated value or acquisition, unrelated supporting services and fun as key factors of delight (Collieret al., 2018;Collier and Barnes, 2015). More importantly,Padma and Ahn (2020)specified that employees who are extremely helpful and welcoming would create unexpected guest experiences. In addition, Jiang (2019)suggested that delighted experiences and enjoyed interaction with staff are critical indicators for guest delight. This experiential value is derived from perceptions of restaurant ambience, escape from routine and quality of service. It impacts the guests’ evaluation whether the experience is worth the time and money spent mainly in the luxury context.
2.3 Guest affective commitment
In the context of service marketing, guest commitment has been recognized as an essential component of relationship building (Morgan and Hunt, 1994) and as a motivation to continue the relationship with the firm (Joneset al., 2008).Ogba (2007)describes commitment as the psychological connection, which results in bonding, involvement, evaluation of alternates and sacrifices. Commitment is known as a strong desire to maintain a relationship with a specific goal (Joneset al., 2008).Tabraniet al.(2018)andSharmaet al.(2015)identified three different types of commitment, namely: calculative commitment (the interest to maintain an ongoing relationship because of high switching costs), normative commitment (the decision to stay with the firm due to obligations) and affective commitment (motivation to maintain a relationship with the firm due to emotional bonding and transparency). These different types of commitment can be described as“emotional,” “rational”or“moral”forms of attachments, respectively (Joneset al., 2008), indicating“wanting to,” “having to”and“should”maintain a relationship (Kelly, 2004). The emotional bonding between guests and firms can prevent guest defection and enhance their loyalty intentions (Thomsonet al., 2005) and therefore vital for the financial success of the firm (Hyun and Kim, 2014). An enjoyable relationship will increase loyalty intentions and make competing offers less attractive (Yu and Dean, 2001).
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Thus, affective commitment gains more prominence in building long-term relationships with guests than other types of commitment.
In the luxury service context, high levels of affective commitment enhance the guest– brand relationship (Shuklaet al., 2015) and may result in increased guest spending. For example, in the context of restaurants, guests may impulsively order a high priced meal or a newly launched food item without hesitation (Hyun and Kim, 2014). Luxury offerings are not consumed for their objective characteristics but rather for their emotional appeal and hedonic value (Carroll and Ahuvia, 2006); therefore, affective commitment has a significant impact on guest’s willingness to pay a premium (Morgan and Hunt, 1994). In essence, as high-end luxury restaurants charge a premium price, commitment assumes more significance than loyalty, and the current study attempts to examine guest commitment in the context of luxury restaurants. We use effective commitment as emotional attachments develop a strong relationship between firms and guests.
3. Hypotheses development
Service excellence refers as to a guest’s positive evaluation of a service provider’s excellence in delivering service beyond the guest expectations (Roy and Mukherjee, 2017). In other words, service excellence offers great service features that are better than those of the competitors (Limpsurapong and Ussahawanichakit, 2011). The ability of service providers to offer consistent service excellence improves guests’comfort level (Aielloet al., 2010), their total peace of mind (Johnston, 2007), excitement (Roy and Mukherjee, 2017) and a positive emotion (Alan et al., 2016). Herjanto (2014) suggests that emotion determines guests’ motivation and future behavior. Pluthcik (1980) argues that one of the most important positive emotions is delight. According toBarneset al.(2016), the ability of service providers to meet guests’expectations determines the degree of guests’delight. That is, the more service providers can offer excellent service, the more delighted customers’experience is and vice versa. Thus, we hypothesize that
H1. Service excellence positively influences guests’delight.
Providing service excellence means that service providers are committed to offering suitable, reliable and error-free services (Sirishaet al., 2015). Accordingly, such services improve guests’brand love (Padma and Wagenseil, 2018) and trust (Thaichonet al., 2014). Scholars suggest a positive atmosphere improves the level of intimacy, passion and the positive relationship between guests and service providers (Batraet al., 2012) and ultimately improves relationship satisfaction (Thaichonet al., 2014). According toHsuet al.(2010), when guests experience high satisfaction, they view service providers as partners that need to be maintained and supported. Accordingly, this situation improves guests’ affective commitment to service providers (Romanet al., 2013). Thus, we hypothesize that
H2. Service excellence positively influences guest affective commitment.
Plutchik (1980)suggests that delight is a positive emotion that strongly improves guests’ pleasure. When a guest experiences a high level of delight, he or she automatically experiences a high level of satisfaction (Oliveret al., 1997). Accordingly,Rust and Oliver (2000)recommend service providers delight their guests. Further,Plutchik (1980)asserts that delighted guests experience the arousal of positive feeling, and accordingly, they are more willing to accept and tolerate certain errors (Johnston, 1995), complain less (Arnoldet al., 2005), revisit a service, pay promptly and develop a sense of commitment (Barneset al., 2010).
Thus, we hypothesize that
H3. Guest delight positively influences guest affective commitment.
The concept of
guest delight
Wang (2018)defines service excellence as a service provider’s genuine commitment to their guests. Such commitment encourages service providers to consistently work on their service quality by developing new service innovations that can meet guests’ expectations (Luangsakdapich et al., 2015). Based on this, service excellence requires the flexibility to adapt and respond to guests and environmental changes in a faster and more targeted manner (Asif and Gouthier, 2014) and 360-degree dedication to internal and external service innovation ideas and their implementation (Thomke, 2003). Internally, service innovation ideas are developed by management and staff, whereas external service innovation ideas are generated by the government, competitors and guests. The integration of these different sources allows service providers to develop a unique approach that improves service value, service excellence and service performance (Luangsakdapich et al., 2015). When guests encounter unique service excellence, they experience a high level of service quality that potentially exceeds their service expectations. Accordingly, this situation generates delight (Padma and Wagenseil, 2018). Delighted guests feel overjoyed (Ludwiget al., 2017) and store such positive experiences in their memory (Herjanto and Gaur, 2015).Matilla (2001)suggests that this positive memory generates a strong willingness among guests to repeat their business with service providers (Bartlet al., 2013), tolerate higher prices (Barneset al., 2010) and show a willingness to share such experiences with others (Chitturi et al., 2008) and improves loyalty (Liu and Keh, 2015) and commitment (Matilla, 2001). Accordingly, we hypothesize that
H4. Guest delight mediates service excellence and guest affective commitment.
4. Methodology 4.1 Data collection process
Luxury restaurants data were collected in the city of Lisbon, Portugal. Currently, Lisbon is becoming more popular due to its good value and its growing reputation as a“culinary” destination (Harding, 2020). This study includes luxury restaurants that do not have a Michelin star but were a part of a five-star hotel, those which had one Michelin star and those which had two Michelin stars. As of 2019, there were eight Michelin-star restaurants in Lisbon, out of which, three restaurants had two Michelin stars and others had a single star;
there were also 17-star hotels with restaurants (Lisbon Guide, 2020). Based on the luxury restaurants’guests,“perception, luxury dining has been an experience where the party pays more than 50 euros per head (even though this perception may vary depending on the country). Thus, for the restaurant guests in Lisbon, the luxury experience starts at 50 euros, and hence, this study has consumers into three categories based on price: guests who paid between 50–70 euros per head, those who paid 70–100 euros per head and those who spent more than 100 euros per head. Convenience sampling method was used, and restaurant staff distributed the questionnaires in person at the main entrance of the restaurant (during their departure). Out of 400 questionnaires distributed, 270 responses were obtained (67.5%).
A total of nine responses were discarded as incomplete, and hence, a total number of useable responses were 261.Table 1shows respondents’demographic profile.
4.2 Measurement scale
Service excellence operational definition and items were adapted fromJohnstonet al.(2004), while guest delight and guest affective commitment were measured by scales developed by Deyet al.(2015)andGustafssonet al.(2005), respectively. All the items were measured on a five-point Likert scale, ranging from strongly disagree (1) to strongly agree (5).
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4.3 Common method variance (CMV)
According toPodsakoffet al.(2003), the common method variance (CMV) has a potential issue in social sciences because they are one of the main sources of measurement error. Therefore, to address this problem, Harman’s single factor test technique was conducted by uploading all items into a principal component factor analysis without a rotation (Podsakoff and Organ, 1986). The result of this test shows that all factors were extracted in one factor and explained 42% of total variance, which confirmed that the CMV was not an issue, and therefore, the researchers proceeded for further analysis.
5. Data analysis
The partial least squares structural equation modeling (PLS-SEM) technique was performed to calculate the measurement model and structural model (Hair et al., 2013, 2016) via SmartPLS software (Ringleet al., 2005). PLS-SEM is a variance-based method to test the relationships between constructs concurrently (Hair et al., 2016). PLS-SEM is a causal- predictive method that highlights prediction in estimating statistical models (Hairet al., 2019).
Primary reasons for choosing PLS-SEM includes recommended sample size in selected contexts, distributional assumptions and statistical power (Hair et al., 2019). PLS-SEM approach is a commonly applied method in social science disciplines, including hospitality management (Aminet al., 2017;Aliet al., 2018), and provides a robust way of analyzing survey data (Hair et al., 2019). Following the recommendation of Hairet al. (2019), two systematic procedures were conducted in this study: the measurement model and the structural model.
5.1 Measurement model
SmartPLS 3.0 algorithm interactions by Ringle et al. (2005) were performed to test the reliability and validity of the measurement model. To establish the reliability, the outer loading of items for each of the reflective constructs should be higher than 0.7, and the composite reliability (CR) of the constructs is higher than 0.7, and the average variance
Characteristic Percentage
Gender
Female 52
Male 48
Country of Origin
Portuguese 46
French 14
Chinese 5
Others 35
Average Spending per person
50–70 euros 67
70–100 euros 31
More than 100 euros 8
Michelin Star Status
One Michelin star 35
Two Michelin stars 28
Restaurants which were part of star hotels 37
Table 1.
Demographic profiles
The concept of
guest delight
extracted (AVE) should be greater than 0.5 (Aliet al., 2018;Hairet al., 2016,2019). The convergent validity for each construct, standardized factor loadings, the CR and the AVE were calculated to explain the validity of the constructs (Anderson and Gerbing, 1988).
Table 2shows factor loading for each construct ranging from 0.656 to 0.889, the CR results range from 0.878 to 0.941 and the AVE results range from 0.588 to 0.691. These results confirmed that all constructs measured in this model have achieved construct validity (Anderson and Gerbing, 1988).
In this study, two approaches were implemented to confirm discriminant validity: the Fornell–Larcker procedure (Fornell and Larcker, 1981) and the heterotrait–monotrait (HTMT) technique (Henseleret al., 2016a). Both procedures were adapted by several scholars such asAli (2016),Aminet al.(2020),Herjanto and Amin (2020),Mohammadet al.(2020), Ongsakulet al. (2020). According toHenseleret al. (2016b), the Fornell–Larcker criterion articulates that a factor’s AVE should be greater than its squared correlations with all other factors in the research model, indicating an acceptable discriminant validity. The HTMT is an estimate for the factor correlation (more precisely, an upper boundary). To identify the distinction between two factors, the HTMT should be significantly smaller than 1.
Table 3shows the square root of the AVE of the constructs compared to the correlations.
The results of the Fornell–Larcker calculation explain that the square root of AVE between each pair of factors was higher than the correlation estimated between constructs, thus indicating discriminant validity was established (Bagozzi and Yi, 1988;Fornell and Larcker, 1981; Hair et al., 2010). Henseler et al. (2016b) suggested that in order to establish a discriminant validity based on HTMT approach, the value of HTMT for all constructs should be less than 0.9. As shown inTable 3, the HTMT ratio of correlations explaining all values of HTMT was lower than the recommended level of 0.85, thus confirming acceptable discriminant validity for all constructs (Hairet al., 2016).
5.2 Structural model
To test the structural model,Hairet al. (2019)suggest assessing the path coefficient (β), coefficient of determination (R2) and effect size (f2). A bootstrapping method with 5,000 iterations was used to test the hypotheses. As shown inTable 4andFigure 1, all hypotheses are significant. The resultant findings indicate that service excellence has a significant relationship with guest commitment and guest delight. Thus,H1 and H2are supported.
Meanwhile, guest delight has a significant relationship with guest commitment. Thus,H3is supported. In addition to testing the mediating effects, the bootstrapping procedure was employed to determine direct and indirect effects of guest delight on the relationships between service excellence and guest affective commitment. Therefore, it is not necessary to conduct separate tests for pathsaandbby applying PLS-SEM (Carrionet al., 2017;Hairet al., 2016). To evaluate the mediating effect of customer delight,Table 3shows a significant direct and indirect effect of service excellence on guest affective commitment via customer delight.
The result of mediating shows that guest delight plays a significant role as a mediating variable in the relationship between service excellence and guest affective commitment.
Thus,H4is supported.
TheR-squared values reported inTable 4andFigure 1measure the variance, which is explained in each of the endogenous constructs, with higher values indicating a greater explanatory power. Guest affective commitment explained 63% of guest delight and service excellence (R250.663), and guest delight explained 46% of service excellence (R250.463), thus indicating the predictive strength of the model. In addition, the effect size (f2) for all constructs is shown inTable 4, wheref2values of 0.02, 0.15 and 0.35 represent small, medium and large effects, respectively (Hairet al., 2016). The effect size (f2) value showed that service excellence has a high impact on guest delight and guest commitment.
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First-order construct
Second-order
construct Items Loadings CR AVE
Delivering the promise (DP)
They do what they say 0.834 0.902 0.648
They do not let me down 0.786
They give me what I want 0.855
I am not disappointed 0.771
If I ask them for something, it just happens
0.775 Dealing with the
problems (DwP)
They were willing to solve problems 0.835 0.915 0.607 They took responsibility for any
issues
0.777
It was quick and easy 0.773
They did not pass me around 0.656 They gave open and honest
explanations
0.758 They know what to do if there is a
problem
0.829 When things go wrong, they sort it
out
0.811 Going the extra mile
(Gem)
They go out of their way to make me feel comfortable
0.829 0.899 0.691 They explain things on how they
work
0.793 They had some nice touches quite
easy, but it really made the difference
0.852
They fall over themselves to help 0.850 Personalization (Pn) They give me the time and listen to
me
0.764 0.895 0.588 They know about me, I do not have
to keep telling them
0.692 They spend time in understanding
my needs
0.828 It feels more like a relationship than a transaction
0.758 They make eye contact and smile
and they mean it
0.800 They treat me like an individual 0.753 Service
excellence
Delivering the promise (DP) 0.790 0.888 0.666 Dealing with the problems (DwP) 0.889
Going the extra mile (Gem) 0.756
Personalization (Pn) 0.824
Guest affective commitment (AC)
I take pleasure in being a customer of this restaurant
0.859 0.899 0.691 This restaurant takes the best care of
its customers
0.816 There is a presence of reciprocity in
my relationship with the restaurant
0.797 I have feelings of trust toward this
restaurant
0.851
Guest delight (GD) I was delighted by this experience 0.837 0.878 0.643 It was a thrilling experience 0.779
It was an exhilarating experience 0.786 I was pleased with this experience 0.805
Table 2.
Measurement model
The concept of
guest delight
6. Discussion
Our findings suggest that service excellence and guest delight are responsible for guest commitment. Thus, the results confirm the validity and robustness of the hypothesized model. Given the lack of scholarly attention to the concept of delight in the service context, the findings may offer new understanding and directions to improve guest commitment. This
Constructs 1 2 3 4 5 6 7
Fornell and Lacker
1. Affective commitment (AC) 0.831
2. Guest delight (GD) 0.713 0.802
3. Dealing with the problems (DwP) 0.717 0.706 0.779 4. Delivering the promise (DP) 0.649 0.578 0.664 0.805 5. Going the extra mile (Gem) 0.455 0.371 0.569 0.370 0.831
6. Personalization (Pn) 0.555 0.488 0.559 0.523 0.665 0.767
7. Service excellence (SE) 0.744 0.681 0.889 0.790 0.756 0.824 0.651
HTMT
1. Affective commitment (AC)
2. Guest delight (GD) 0.841
3. Dealing with the problems (DwP) 0.818 0.815 4. Delivering the promise (DP) 0.747 0.671 0.754 5. Going the extra mile (Gem) 0.529 0.424 0.648 0.423
6. Personalization (Pn) 0.641 0.572 0.634 0.599 0.771
7. Service excellence (SE) 0.822 0.756 0.961 0.873 0.854 0.928
Hypothesis Beta
t- value
p-
value r2 f2 2.50% 97.50% Results Direct effect
Service excellence (SE) - > Guest delight (GD)
0.681 16.773 0.000 0.463 0.863 0.591 0.751 Supported Service excellence (SE) - > Guest
affective commitment (AC)
0.481 8.875 0.000 0.633 0.339 0.367 0.586 Supported Guest delight (GD) - > Guest
affective commitment (AC)
0.386 8.062 0.000 0.633 0.218 0.287 0.480 Supported
Indirect effect
Service excellence (SE) - > guest delight (GD) - > Guest affective commitment (AC)
0.263 7.26 0.000 0.192 0.335 Supported
Service Excellence
(EC)
Guest Delight (GD)
Guest Affecve Commitment H1 (AC)
H2
H3 H4
= 0.263 ρ = 0.000
= 0.386 ρ = 0.000
= 0.481 ρ = 0.000 = 0.681 ρ = 0.000
Table 3.
Discriminant validity
Table 4.
Structural model
Figure 1.
Research model
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study confirms that it is essential for luxury restaurants to provide service excellence. This study conceptualized service excellence as a function of four important service performance components such as personalization, keeping their promise, willingness to conduct extra mile efforts and handle the guest inquiries and complaints properly. As described byHyun and Kang (2014), during their visits, luxury restaurant guests pay premium prices to receive an excellent good food quality rating and ultimate dining service experience. This high expectation automatically has put such guests in some level of uncertainty and risks about their dining experience. Accordingly, such situations drive guests to become more alert.
Therefore, any service failures potentially will trigger a high level of dissatisfaction (Fanet al., 2020) and negative emotions (Suet al., 2018). For example, a waiter’s lack of smile can be incorrectly translated as unfriendly and unwelcoming. Ensuring service excellence avoids such unfavorable situations. For example, recognizing guests’name and their food dietary preferences can be interpreted as a high level of service personalization and a true reflection of service personnel’s willingness to go the extra mile. Thus, such services allow guests to feel important. Accordingly, guests view such experiences as luxury restaurants’commitment to maintain their relationship and offering delightful experiences. Accordingly, luxury restaurant operators need to be more sensitive to their guests’unique needs. This finding confirmsCohen’s (1997)study, which also found that the“WOW”effect is the only way to delight restaurant guests.
In addition to the positive effect of service excellence on guest delight, the finding concerning the significance of the relationship between service excellence and guest affective commitment confirms that service excellence is positively related to a guest commitment.
This finding suggests that to develop guest affective commitment, luxury restaurants should offer a high degree of service excellence. By serving guests correctly from the start (Restaurant Business, 2020), understanding their expectations (Ladha, 2017) and providing personalized and consistent service quality (Rankin, 2019), luxury restaurants can develop guest attachment and trust in their restaurants. According to trust theory, the trust serves as a barometer to measure guest confidence (Nicholsonet al., 2001). That is, the more confident guests feel in service excellence, the more trustworthy the restaurants become. This high level of trust motivates guests to maintain their relationships with restaurants (Pribadiet al., 2019) and improves guest dependency on such restaurants (Nicholsonet al., 2001). This high level of addiction and willingness to maintain relationships allow guests to be more open about their needs and more willing to share their expectations. The ability of luxury restaurants to interpret such demands and expectations will enable them to offer service excellence, for example, by providing customized services that meet guests’expectations.
Accordingly, service excellence improves guest commitment. This study supports the study ofPadma and Wagenseil (2018), which conceptualizes the effect of service excellence on guest affective commitment in the retail context.
Guest delight is considered one of the most important gateways to fruitful guest relationships (Agrawal and Agrawal, 2019). When guests experience a high degree of delight, their expectations are exceeded (Barneset al., 2016), leading to further feelings of positive surprise and joy (Deyet al., 2015). Our respondents show that to generate guest delight, luxury restaurants should deliver on their promises, deal with problems effectively, offer personalized service and be willing to go the extra mile. Seeking to instill delight in guests requires offering a better standard of service quality and providing peace of mind, thus creating a highly pleasant and memorable guest experience (Herjanto and Gaur, 2015) that in turn leads to a stronger desire or“addiction”to revisit the restaurant (Foddy and Savulescu, 2010). According toFoddy and Savulescu (2010), guests view highly pleasant experiences as extremely rewarding.Egorov and Szabo (2013)suggest that over time, consistently enjoyable experiences motivate guests to increase their attachment to these restaurants. Accordingly, guests become more willing to maintain their relationships with restaurants (Mattila, 2001).
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This finding validates the research findings documented byAl-Hawari (2011)concerning the positive impact of guest delight on guest commitment in the UAE banking industry.
In terms of the mediating effect of guest delight, our study found that the relationship between service excellence and guest affective commitment is positively mediated by guest delight. This finding shows that in developing guest affective commitment, it is essential for luxury restaurants to generate guest delight initially. To offer guest delight, luxury restaurants must get to know their guests personally (Rankin, 2019). An understanding of guests’personal preferences and needs is viewed positively by guests as it shows that luxury restaurants have a genuine interest in and respect for their guests. Delighted guests experience a high level of joy and pleasure; therefore, such guests view luxury restaurants service more positively. Accordingly, such delighted guests are more likely to be more generous and forgiving to unintentional failures (Isen, 2001). Service excellence, therefore, improves the degree of guest delight and generates higher self-esteem among guests, which further strongly motivates guests to develop positive behaviors (Ladeiraet al., 2016). Such practices include positive WOM, revisit intentions (Adinegaraet al., 2017), fewer complaints (Johnsonet al., 2001) and more importantly, commitment (Barneset al., 2010). In sum, the findings indicate that luxury restaurants should elicit guest delight by offering pleasant surprises and joyful experiences that will, in turn, encourage guests to develop a committed relationship to the restaurants. To a small extent, these findings corroborate the study of Coetzee and Coetzee (2019)that found a mediating effect of guest delight on the relationship between service quality and attitudinal loyalty in the financial service industry.
6.1 Theoretical contributions
The current study has found that there are two ways to generate guests affective commitment in the luxury restaurant contexts. First, guest affective commitment can be directly generated by service excellence. Our study showed that four components of service excellence (personalization, keeping their promise, willingness to go the extra mile and handle the guest inquiries and complaints properly) are highly responsible for enhancing guests affective commitment. This is confirmation that luxury restaurants guests view service performance as paramount in their dining experience. It must be acknowledged, however, that the need for service providers to deliver service excellence may differ depending on the type of service industry and guests. Second, previous studies have investigated the direct role of emotion on affective commitment, and only very few empirical studies have investigated the mediating role of emotion. The present research particularly identified the mediating effect of guest delight. The present study confirmed that delight mediates the relationship between service excellence and affective commitment. This finding demonstrated that it is important for luxury restaurants to develop guests delight.
Luxury restaurant service is a high contact service, ripe with service encounters and interactions between guests and employees. The quality of these interactions will influence guest delight and guest affective commitment, which in turn impact the guest patronage (Jinet al., 2015). This study is first of its kind to confirm the relationship between service excellence, guest delight and guest affective commitment. It underscores the importance of delight and affective commitment, which are hedonic variables in this context. The current research emphasizes that delight results in commitment in the same way as satisfaction results in loyalty. Thus, delight is a condition for achieving commitment. In addition, this research has addressed the question raised byLoureiroet al.(2014)about the role of guest delight in a retail setting and attributed the result to the practical nature of the service. The current study has confirmed the mediating role of guest delight in a hedonic luxury restaurant context, thus providing support to their claim.
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6.2 Practical implications
It is observed from the current research, service excellence and guest delight influence guest’s affective commitment to the luxury restaurant. Though service excellence and delight may not be a prerequisite for transaction-oriented services such as supermarkets, pharmacy stores, they are very pivotal for luxury services. Thus, it is not only imperative to provide delicious food on time for the luxury guests but also deliver it pleasantly and delightfully.
The luxury restaurants, therefore, have to focus on delivering excellent service by keeping up the promise as well as addressing guest issues. For example, these restaurants have to provide the service they promised within a reasonable time as the promise made may be explicit or implicit. If they foresee any problem in fulfilling their promise, they have to inform the guests ahead and present guests with a free food while they are waiting. Secondly, luxury guests’expectations have to be managed appropriately, which can be done by anticipating guests’requests in a specific situation–for example, offering flower bouquets or special drinks to celebrate guests’specific occasions. To do these, management should empower and authorize their staff to make their own decisions to please their guests. Also, providing consistent and regular excellence service training may help staff identify their guests’needs properly. Further, luxury restaurants may adopt key account management concepts to assign and dedicate their specifically selected staff to manage and take care of specific guests (very important person [VIP]). This way, such staff will be able to build better relationships and understanding of their guests. Next, management also can borrow, adjust and implement the concept of Japanese“omotenashi or hospitality”to their restaurants by educating and encouraging their staff to think outside the box and always consider how to make the entire dining experience as flawless as possible. For example, staff can call guests drivers or ask the doorman to drive guests car to the entrance, a few minutes after the guests hand in their payment, so that guests do not have to walk to the parking lots. Finally, in the staff hiring process, management should focus on finding candidates with specific skills (i.e. people and communication skills, multilinguals, etc.) and traits (i.e. genuine, stewardships, empathy, emotional intelligence, etc.). As delight influences commitment positively, luxury restaurant managers have to focus beyond the transaction and invest their effort in building and maintaining long-term relationships with their guests. Commitment goes beyond loyalty, in that it indicates the willingness to continue the relationship. Thus, even if the guests are not able to revisit the restaurant, especially if they do not live in the city, they can always maintain their commitment by spreading positive WOM and sharing appropriate information.
6.3 Limitations and scope for future research
The current study has established the mediating role of guest delight in the relationship between service excellence and guest commitment in a luxury restaurant setting; however, it has not considered the tangible product such as ambience, the appearance of employees, etc. which can be studied in the future. Furthermore, the current research has made use of affective commitment to study guest commitment; future studies can use other types of commitment in the conceptual model. The present research can also be extended to include other variables in the model, especially it would be interesting to verify if trust influences commitment and at the same time, commitment leads to loyalty. The effect of moderator variables such as the age of the firm, brand image and money spent can be investigated.
Guest delight across different kinds of luxury restaurant settings such as Michelin restaurants or those attached to star hotels and boutique restaurants can be examined.
The current study has collected data from luxury restaurants in Lisbon, and further research can include other European cities. It would also be interesting to determine the influence of culture in this context, especially the influence of the cultural distance between
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employees and guests in delivering excellent service. In addition to the frequency of dining at the luxury restaurant, it should be controlled from first-time customers and repeat customers.
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