Way of writing end note: factors on overall perceptions and secondly, link them to the organization's quality strategy

(Johnston & Heineke, 1998).1 The handling of services failure is an important component of customer satisfaction (Bitner, Booms and Tetreault, 1990). Managers and salespersons in their role as boundaryspanners between organizations and their customers are a critical component to the delivery of services (Grewal and Sharma, 1991). If salespeople do not handle services failure well, customers may be dissatisfied with services no matter how customer-oriented the rest of the company may be (Hartline and Ferrell, 1996; Humphreys and Williams 1996; Oliver and Swan 1989; Wilkie and Dickson 1985; Harmon and Coney 1982; Saxe and Weitz 1982; Olshavsky, 1980).2 2.5.3 Expectations and Perceptions of service Quality Several conceptual models have been developed to help define the service quality construct and the factors that enter into consumers' perceptions of service quality (Mangold & Emin, 1991). Driver and Johnston (2001) ascertain that there is a general agreement that a service comprises a complex bundle of explicit and implicit attributes. The relative importance of different attributes is likely to differ from service to service and from person to person (Cronin and Taylor, 1994, parasuraman, Zeithaml and Berry, 1994) which is particularly relevant to the real estate industry where no two clients have the same requirements or expectations. In fact, Svensson (2003) agrees that service quality is a fundamental feature in services marketing (Gronroos, 1989), industrial marketing,

Service quality to service loyalty: A relationship which goes beyond customer services JAY KANDAMPULLY, Commerce

Division, Lincoln University, Canterbury, New Zealand

Scott Widmier and Donald W. Jackson (2002), Examining the effects of Service failure, Customer compensation, and fault on Customer Satisfaction with Salespeople. Journal of Marketing Theory and Practice pp 63-76.