A service blueprint is a planning instrument that offers direction on the way services would be delivered in operations stating support systems, staff actions, and physical evidence required to provide services in various channels (Polaine, Løvlie and Reason 2013, p.21). Additionally, it is utilized to unearth any unrealized chances and possible problems. It also demonstrates the process of service process from the perspective of the customer and it comprises of outputs, process, and inputs (Kostopoulos, Gounaris and Boukis 2012, p.581). Shostack Lynn initiated the procedure in 1984. It has been extensively utilized in running service operations, service positioning and service design. In this regard, a simple utilization for blueprint is a basis type of codifying or representing what is what is really taking place in the existing operation. Therefore, they can be used in employee training programs to assist explain service processes (Radnor, Osborne, Kinder and Mutton 2014, p.402). They are also widely used as diagnostic instruments formulated to uncover operating weaknesses.
Methodology
The methodology employed in this paper involved the use of academic research. The researcher collected secondary data on the topic of service blueprints for the management of operations (Malhotra 2011, p. 31). Additionally, the study applied systematic research design since the research intended to use comparative analysis in examining the different aspects of the application of service blueprints in the world (Matthews and Ross 2014, p.10). It was expected that with the application of this methodology tailored to others, a detailed analysis of dynamics such as factors leading to the usefulness of service blueprints.
Moreover, the search strategy concentrated on academic journals and other informative materials such as databases, operations management reports, and business news to complement each other (Malhotra 2011, p.39). Similarly, books describing various applications of service blueprints were utilized in this research mainly with an aim to achieve the definition of terms and explaining different meaning. It was expected that academic journals and books could deliver a thorough literature review on the future, present and past use of service blueprints. For literature founded on a study done associated with this research, the only methodology with strong validity and reliability results was applied in the systematic analysis (Matthews and Ross 2014, p. 13).
Secondary data included a diverse range of literature linked to the topic of the study. In this regard, the researcher focused on evaluation and reading of what other individuals have produced on the subject area, both descriptive and analytic (Malhotra 2011, p.39). The review used a descriptive approach, which tends to explain the works performed by the authors in the past. Likewise, it was analytical in nature because it investigates critically the work of other people in order to acknowledge the contradictions and similarities in the past literature (Hakim 23). An extensive review was conducted to initiate a comprehensive and coherent opinion of some of the relevant topics such as service marketing (Matthews and Ross 2014, p. 17).
Literature Review
A wide range of studies has been used to examine the usefulness of service blueprints. According to Kostopoulos, Gounaris and Boukis (2012), a service blueprint is beneficial in different ways in running an operation. In this regard, a blueprint can be utilized to enhance the design for a current service or to plan for a new service. When the present operation is clear, managers understand the way they will work in the future. Moreover, the service blueprint is often task oriented as it explains the organizational object and helps the firm to compete effectively. It handles the task in a manner that the consumers are enticed towards the firm (Kostopoulos, Gounaris and Boukis 2012, p.585).
Similarly, Radnor, Osborne, Kinder and Mutton (2014) suggested that a service blueprint is important because it works as a guide for executing the service plan by demonstrating the sequence phases required to convey a service. The research indicated that it organizes the work done through the service personnel in the firm by identifying their task in the general system (Radnor, Osborne, Kinder and Mutton 2014, p.402). More importantly, Bitner, Ostrom and Morgan (2008) argued that service managers take advantage of the service blueprints in the decision-making actions. For instance, they must make decisions related to performance evaluation, service functions integration, resource allocation, and right strategy. Furthermore, they assist in detecting the weak areas in the series of service actions and promote uninterrupted improvement of quality (Bitner, Ostrom and Morgan 2008, p.66).
Based on Sampson (2012) arguments, service blueprints are pertinent especially in planning for operational changes. In this respect, it was initially planned to be used as a planning tool. For instance, human resource departments can utilize the service blueprints in the planning of training, performance standards, job evaluation, job specification and job description (Sampson 2012). On the other hand, Polaine, Løvlie and Reason (2013) pointed out that it also presents a horizontal line which exhibit the direct interaction between the firm and the customer. It display the role of the customer and illustrates where the client capabilities. They also via the internal interaction help to clarify interfaces across various departmental lines hence promoting improvement of quality (Polaine, Løvlie and Reason 2013, p.23).
Bitner, Ostrom and Morgan (2008) contended that service blueprints play an integral part in the management of a firm because it offer a sound foundation for assessing and identifying capital, revenue and cost invested in every aspect of the service. Likewise, it reinforces both internal and external marketing. In this respect, the advertising organization can choose important information for communication via an outline of a service (Bitner, Ostrom and Morgan 2008, p.69). The researchers also noted that a service blueprint is normally built from the perspective of the customer. In so doing, it should identify customer actions, support processes, physical evidences, and back-stage and front-stage actions.
According to Kostopoulos, Gounaris and Boukis (2012) a service blueprint contributes to an effective procedures of service delivery when the calculated blueprint satisfy the principles of symmetry criterion and economy criterion. In accordance with the two tenets, a blueprint should comprise of the prime in regard to procedures of service delivery, cost, time as must sort all duties in terms depending on the necessary resources and their significance to the service delivery (Kostopoulos, Gounaris and Boukis 2012, p.590).
On the other hand, Sampson (2012) opined that the service blueprint is procedure that has beneficial effect on the delivery of services when it signifies all the interdependencies, relationships, and activities of a service process in a precise and objective manner (Sampson 2012, p.185). Furthermore, Radnor, Osborne, Kinder and Mutton (2014) suggested that the effectiveness of service blueprint is affected by the two forms of benefit that the ensued blueprints present to the process of service delivery through extra flexibility and standardization. Since standardization and flexibility are the two key advantages from a service blueprint effort, an operational process should result in a blueprint, which explains a process that is standardized. In so doing, it should also be flexible enough to meet the needs of the customers. The process of formulating the blueprint should also be aimed at assisting employee interacts with workers to have a clearer understanding of the individual needs of the customer and act accordingly (Radnor, Osborne, Kinder and Mutton 2014, p.409). Through service blueprints, customers accomplish high standards of personal needs and act accordingly.
Kostopoulos, Gounaris and Boukis (2012) argued that service blueprints are necessary aiming to accomplish higher levels of customer service. Notably, when the delivery of services is blueprinted the provider of services is required to gather appropriate information on the potential behaviours of the customers as well as collaboration with front line workers aiming to integrate it in the blueprint (Kostopoulos, Gounaris and Boukis 2012, p.590). In so doing, the significance effect of market coordination on the firm’s service performance will be achieved indirectly via the enhancement of the effectiveness of the service blueprint (Radnor, Osborne, Kinder and Mutton 2014, p.406).
In formulating a service blueprints it is essential to recognize visibility line, supporting services, operating procedures, scripts, and standards for every step and deliver to blueprint. However, Polaine, Løvlie and Reason (2013) argued that a better starting point when redesigning or designing a service process is to engage in operations analysis, which is an organized study, which classifies every task to be conducted and movement of materials and people via the system.
Besides, it assesses the flows and tasks to govern ways in which the process can be improved and simplified (Polaine, Løvlie and Reason 2013, p.25). Conventionally, service blueprints have been illustrated with text and lines boxes to portray different issues such as support processes and user actions. The average time, bottlenecks, and fail points obtained for every step can also be introduce at the discretion of the analyst. The level of information integrated in the service blueprint mainly depends on the way it is to be utilized. For a long time, a system of commonly recognized symbols linked with service blueprints has been initiated (Bitner, Ostrom and Morgan 2008, p.69).
Analysis
Based on the reviewed studies, service blueprints are exceedingly important in not only evaluating the complicated relationship between experience of the product/services and the people, but also in enhancing those experiences and establishing a viable process to guarantee repeatability (Kostopoulos, Gounaris and Boukis 2012, p.581). Service blueprints are also beneficial in operational management to measure the proficiency of the task within a firm. It is evident that the techniques are extension of a client journey map, which stipulates all the relationship that a consumer will have within a firm across the customer lifecycle (Polaine, Løvlie and Reason 2013, p.21). Moreover, the service blueprint is more comprehensive and studies at the contacts both digital and physical that reinforce those customer connections
There is clear manifestation that service blueprints accomplish different uses such as enhancing a service, designing, appreciating new services and in transitioning of services (Polaine, Løvlie and Reason 2013, p.21). For instance, it is quite useful in enhancing a customer services because it is possible to detect and eliminate the weak points. Similarly, a blueprint is valuable in initiating new services since it permits the development of service prototypes, which are tested prior to their launch to consumers (Kostopoulos, Gounaris and Boukis 2012, p.581). They are also applicable in understanding the different stakeholders in the organization such as employees, consultants, suppliers, and customers, which can be beneficial in governing the complexity of a circumstance (Radnor, Osborne, Kinder and Mutton 2014, p.403).
It is also apparent the formulation of service blueprints requires a core features such as supporting actions, the back-stage office, front-stage office, the customer action and physical evidence (Bitner, Ostrom and Morgan 2008, p.66). The supporting actions refers to the factors that reinforce the service while the backstage office are the physical evidences, people and activities that are essential to promote the success of the service although the customer does not interact with them directly (Radnor, Osborne, Kinder and Mutton 2014, p.402). The front office is the physical evidences, people and activities that the customer will have a chance to interact with it directly. Finally, physical evidences are all items that the customer can touch, smell, hear, and seek. Therefore, in establishing the blueprints, it is pertinent for the organization to classify the targeted customers, process and technology and link various actions to achieve a proper flow in the provision of services (Kostopoulos, Gounaris and Boukis 2012, p.581). The firm must also ascertain the perspectives of the customers when establishing service blueprints.
Conclusion
The service blueprint is a critical technique in operation management because it guides in designing, implementation, and evaluation of customer services. Shostack Lynn was the first individual to articulate the technique (Bitner, Ostrom and Morgan 2008, p.66). It is useful in plotting a process of service delivery from the perspective of customers. In this regard, it is extensively applied to govern service positioning, service design and service operations (Polaine, Løvlie and Reason 2013, p.21). Fundamentally, they can also be used in employee training and as a planning tool.
References
Bitner, M.J., Ostrom, A.L. and Morgan, F.N., 2008. Service blueprinting: a practical technique for service innovation. California management review, 50(3), pp.66-94.
Bitner, M.J., Ostrom, A.L. and Morgan, F.N., 2008. Service blueprinting: a practical technique for service innovation. California management review, 50(3), pp.66-94.
Kostopoulos, G., Gounaris, S. and Boukis, A., 2012. Service blueprinting effectiveness: drivers of success. Managing Service Quality: An International Journal, 22(6), pp.580-591.
Malhotra, N.K., 2011. Basic marketing research. Pearson Higher Ed.
Matthews, B. and Ross, L., 2014. Research methods. Pearson Higher Ed.
Polaine, A., Løvlie, L. and Reason, B., 2013. Service Design: From Insight to Inspiration. Rosenfeld Media.
Radnor, Z., Osborne, S.P., Kinder, T. and Mutton, J., 2014. Operationalizing co-production in public services delivery: The contribution of service blueprinting. Public Management Review, 16(3), pp.402-423.
Sampson, S.E., 2012. Visualizing service operations. Journal of Service Research, 15(2), pp.182-198.
