In accordance with Hoffman et al. (2008) customer services excellence can be achieved in modern organizations by focusing on specific sectors, such as: ‘competence, credibility, security, communication, responsiveness, accessibility and understanding’ (Hoffman et al. 2008, p.418). On the other hand, McNeill (1993) notes that customer services excellence means that ‘the organization is able to identify and fulfill the customer’s unique expectations’ (McNeill 1993, p.87). It is explained that the above target offers to the organization a competitive advantage towards its rivals who are able to offer to their customer only a series of standardized services. In the study of Christopher (2005) another approach is used for explaining the service excellence is used; in accordance with the above researcher the achievement of service excellence is depended on the ability of the organization involved to create ‘a market-driven logistics strategy’ (Christopher 2005, p.65). Trying to explain the context of customer service excellence, Gallan (2008) supported that the specific term is used for referring to ‘service that meets or exceeds provider and customer expectations’ (Gallan 2008, p.30). It is made clear that customer services excellence can significantly help the development of organizational performance; however, the potential requirements of the specific initiative would be made clear ensuring that the risks for the organization involved are minimized. (Hoffman et al. 2008, p.418).
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