Perceptual blueprinting

Randall, Lyn

doi:10.1108/eum0000000003173

Cited by 5 publications

(19 citation statements)

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“…Their model involved three stages: (1) Mapping stage, (2) Questionnaire stage, and (3) Analysis stage. An example of the service map for the meal service component of a typical hotel is suggested by Randall (1993) as illustrated in Figure 1. Figure 1.…”

Section: Service Blueprintingmentioning

confidence: 99%

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Service Blueprinting: An Effective Approach for Targeting Critical Service Processes – With a Case Study in a Four-Star International Hotel

Shahin

2010

jmr

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While techniques such as service blueprinting has been used mostly for analysis of a single service process, its application in targeting and selecting critical service processes have not been addressed in the literature. In this paper, the subject of service blueprinting has been demonstrated and applied in targeting critical processes of the front desk encounter of a four star international hotel. It has been found that among the five mapped processes, the check-in service is targeted as critical and suitable for further analysis and as the first priority for improvement.

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Section: Service Blueprintingmentioning

confidence: 99%

“…Figure 1. A service map for the meal service component of a typical hotel (Randall, 1993). This is a simple example, showing only the most basic steps involved in the process.…”

Section: Service Blueprintingmentioning

confidence: 99%

Service Blueprinting: An Effective Approach for Targeting Critical Service Processes – With a Case Study in a Four-Star International Hotel

Shahin

2010

jmr

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“…The design process involves four steps: the identification of all necessary processes, the isolation of fail points, the establishment of time frames, and a cost-profit analysis (Shostack, 1984). In the service literature many researchers have detected the beneficial influence of SB in: new service development process (Shostack, 1982), internal marketing efforts (Lings and Brooks, 1998), management and control of existing service processes (Shostack, 1984(Shostack, , 1987Zeithaml and Bitner, 2000;Fließ and Kleinaltenkamp, 2004), and customer preferences' monitoring (Randall, 1993). Even though the SB process has been explicitly elaborated in the service literature, the way this process is carried out in practice, as well as its effectiveness varies significantly from one company to another (Kingman-Brundage, 1989;Baum, 1990).…”

Section: Introductionmentioning

confidence: 99%

Service blueprinting effectiveness: drivers of success

Kostopoulos

Gounaris

Boukis

2012

Managing Service Quality: An International Journal

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The aim of the present study is to theoretically elaborate the Service Blueprinting (SB) effectiveness concept and integrate it within a conceptual framework, with specific antecedents and the moderating role of two major service characteristics: complexity and divergence. In order to validate the theoretical framework, a field study in 102 hotels was conducted, with the use of a structured questionnaire. The results validate the research instrument used to capture SB effectiveness and indicate market orientation, service climate and service design formality as its three major antecedents. Moreover the degree of complexity and divergence of the service process were found to positively moderate the aforementioned relationships. The study's limitations rely on the business and national context as long as the lack of distinction between newly developed services and service modifications. Also, further research should also integrate the influence that SB effectiveness has on a service provider's organizational function and customers' perceptions on service quality. The study provides a useful guide on how a service blueprint should be designed and also the different approaches that should be taken into consideration according to the type of service that is mapped. The effectiveness of the SB process is conceptualized for the first time and explored in a quantitative research. Also, for the first time, specific organizational factors are indicated as major antecedents of SB effectiveness and two service characteristics are found to moderate these influences

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“…Also, SB has been proven to have a beneficial influence on the customers' end experience both in terms of service quality and customer satisfaction (Polonsky & Garma, 2006;Lusch, Vargo, & O'Brien 2007) mainly due to the incorporation of the customer's view in the service design process (Randall, 1993;Bitner, Ostrom, & Morgan, 2008).…”

Section: Service Blueprintingmentioning

confidence: 99%

“…Through the past three decades, many scholars have demonstrated different applications of SB in new service development (Fache, 2000), internal marketing practices (Lings & Brooks, 1998), the management and control of existing service processes (Shostack, 1984;1987, Fließ & Kleinaltenkamp, 2004 and customer preferences' monitoring (Randall, 1993).…”

Section: Service Blueprintingmentioning

confidence: 99%

How to reduce the negative impact of customer non-compliance: an empirical study

Kostopoulos

Gounaris²,

Rizomyliotis

2014

Journal of Strategic Marketing

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This article focuses on the notion of customer non-compliance with front line employees' instructions and company's policies during the service encounter. The aim of the study is to offer an alternative solution to the issue of customer non-compliance, exploring the factors that reduce its negative impact on service quality. For that reason, we developed a conceptual framework integrating the negative influence of customer non-compliance on perceived service quality with three moderating effects. To test the validity of the framework, a hierarchical approach was followed and data were collected from 120 managers and 585 customers of 120 hotels. The results confirm the negative influence of customer non-compliance on perceived service quality and indicate three organizational factors as reducing moderators of this influence: customer orientation, service blueprinting effectiveness and employee empowerment.Based on these conclusions, important implications for academics and practitioners are drawn.

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Perceptual blueprinting

Cited by 5 publications

References 0 publications

Service Blueprinting: An Effective Approach for Targeting Critical Service Processes – With a Case Study in a Four-Star International Hotel

Service Blueprinting: An Effective Approach for Targeting Critical Service Processes – With a Case Study in a Four-Star International Hotel

Service blueprinting effectiveness: drivers of success

How to reduce the negative impact of customer non-compliance: an empirical study

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