OVER SERVICE & CUSTOMER (DIS)SATISFACTION: THE EFFECTS OF THE SELF-REFERENTIALITY OF CUSTOMER-CENTRIC COMPANIES

Overservice refers to the provision of service levels that exceed the actual needs or expectations of the customer, often resulting in inef-ficiencies, unsustainable resource allocation, and even reduced cus-tomer satisfaction. Although well-intentioned, overservice often gen-erates excessive costs without equivalent value, undermining the or-ganization’s cost-effectiveness and long-term sustainability. From a managerial perspective, this phenomenon reflects a misalignment be-tween service delivery and customer-centric value creation. Moreo-ver, contrary to common assumptions, exceeding customer expecta-tions is not always perceived positively; excessive attention or redun-dant service interactions may lead to frustration, perceived ineffi-ciency, or a loss of trust. As such, overservice represents a critical ar-ea for reflection in service design and customer experience strategies, particularly in resource-constrained environments where maximizing impact with optimal service levels is essential. From a critical perspective, overservice may not only result in eco-nomic inefficiency but also pose serious challenges to social equity and sustainability. In highly competitive markets, organizations often seek differentiation through service upgrades that go far beyond cus-tomer expectations—such as same-day or early-morning deliveries on weekends, or food deliveries under extreme weather conditions. While these practices are often framed as premium service enhance-ments, they frequently rely on the intensification of labor and unsus-tainable work rhythms imposed on frontline workers, such as ware-house staff, couriers, and riders. Crucially, these service features are not always perceived by end-users as essential or value-adding; rather, they may be the result of condi-tioned consumer expectations shaped by hyper-convenience models. When the pursuit of overservice is driven by market pressure rather than actual user needs, it risks reinforcing unfair labor practices and fostering forms of "invisible exploitation"—where the social cost of service excellence is externalized onto precarious or underpaid work-ers. Thus, overservice should be critically examined not only through the lens of organizational performance but also in relation to the ethical and societal implications it generates. A more sustainable service log-ic would call for a rebalancing between customer satisfaction, em-ployee well-being, and systemic equity, recognizing that "more" is not always "better" when it comes to service quality.