Services are distinct from products and have characteristics that make them riskier and harder to evaluate for customers. Research has shown that strong customer service is likely to lead to higher customer satisfaction and, presumably, greater profits. The foremost measurement instrument for service quality is the SERVQUAL scale (Parasuraman, Zeithaml & Berry, 1988) which, despite criticism, has been widely used for nearly 20 years. This article examines SERVQUAL; looks at the theoretical underpinnings regarding the relationship between service quality and customer satisfaction; identifies an innovative, integrative solution; and posits a model to test this solution with real-world data from the health-care services industry. Two research hypotheses are presented; both are supported. The results are innovative for both researchers and practitioners, as well. For researchers, these results better define - and order - the latent (that is, not directly observable) variables service quality and customer satisfaction, bringing increased clarity. Practitioners can focus on identifying transaction-specific programs that meet key customer needs and, by meeting or exceeding customer expectations, they can build an attitude of customer satisfaction that should lead to more profitable business results.