▁exception ally ▁strong ▁service . ▁It ▁is ▁delight ed ▁customers ▁who ▁are ▁likely ▁to ▁stay ▁with ▁the ▁firm , ▁and ▁improve ▁overall ▁customer ▁ret ention . ▁More ▁recently , ▁it ▁has ▁been ▁argued ▁that ▁customer ▁delight ▁may ▁be ▁more ▁strongly ▁applicable ▁to ▁h ed onic ▁goods ▁and ▁services ▁rather ▁than ▁for ▁util itar ian ▁products ▁and ▁services . ▁ ▁Customer ▁switching ▁costs : ▁Burn ham , ▁F rel s , ▁and ▁Mah aj an ▁( 2 0 0 3 , ▁p .   1 1 0 ) ▁define ▁switching ▁costs ▁as ▁" one - time ▁costs ▁that ▁customers ▁associate ▁with ▁the ▁process ▁of ▁switching ▁from ▁one ▁provider ▁to ▁another ." ▁ ▁Custom ers ▁usually ▁encounter ▁three ▁types ▁of ▁switching ▁costs : ▁( 1 ) ▁financial ▁switching ▁costs ▁( e . g ., ▁fe es ▁to ▁break ▁contract , ▁lost ▁reward ▁points ); ▁( 2 ) ▁proced ural ▁switching ▁costs ▁( time , ▁effort , ▁and ▁uncertainty ▁in ▁loc ating , ▁adopt ing , ▁and ▁using ▁a ▁new ▁brand / provider ); ▁and ▁( 3 ) ▁rel ational ▁switching ▁costs ▁( person al ▁relationships ▁and ▁identification ▁with ▁brand ▁and ▁employees ). ▁ ▁A ▁recent ▁meta - analysis ▁exam ined ▁ 2 3 3 ▁effects ▁from ▁over ▁ 1 3 3 , 0 0 0 ▁customers ▁and ▁found ▁that ▁all ▁three ▁types ▁of ▁switching ▁costs ▁increased ▁customer ▁ret ention — how ever , ▁rel ational ▁switching ▁costs ▁have ▁the ▁strong est ▁association ▁with ▁customer ▁rep urchase ▁intent ions ▁and ▁behavior . ▁ ▁Customer ▁relationship ▁management