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Service Mapping V

Service mapping involves creating a graphical representation of an existing service process to analyze, document, or improve it. In contrast, service blueprinting is used to plan new or revised processes by prescribing how they should function. Specifically: - Service mapping depicts current operations, while blueprinting designs future operations. - Blueprinting allows testing service concepts before finalizing processes to identify potential failures. - Service mapping provides a step-by-step picture of existing processes to find improvement opportunities, while blueprinting is a planning tool used by managers for strategic decision making.

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Aaron Coelho
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97 views3 pages

Service Mapping V

Service mapping involves creating a graphical representation of an existing service process to analyze, document, or improve it. In contrast, service blueprinting is used to plan new or revised processes by prescribing how they should function. Specifically: - Service mapping depicts current operations, while blueprinting designs future operations. - Blueprinting allows testing service concepts before finalizing processes to identify potential failures. - Service mapping provides a step-by-step picture of existing processes to find improvement opportunities, while blueprinting is a planning tool used by managers for strategic decision making.

Uploaded by

Aaron Coelho
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Service mapping v/s blueprinting.

Flowcharts or service maps are used to map a service delivery process. Flowcharts are
graphical representatations of a process. It is a type of diagram that represents a service
process showing the steps as boxes of various kinds and their order by connecting these with
arrows. The data is represented in these boxes and the arrows connecting them show the flow
of direction. Service mapping is just like a river its direction can be upstream or downstream.
These service maps are used in analysing, documenting or managing a process. However, there
is a difference between service mapping and service blueprinting.

 Flowcharting or service mapping portraits an existing situation of how the service


delivery process functions whereas a blueprint is used to plan a new or revised process
and prescribing how it ought to function.
 A blueprint is a precise definition of the service delivery system that allows the
management to test the service concept before finalising the service process. It heps to
identify the potential point of failures and design “foolproof” procedures to ensure they
do not occur again.
 A service map is a step-by-step picture of the process for analysis, discussion or
communication and standardize new ways to improve the overall service delivery
process .
 Thus we can conclude that blue printing is a method used to plan a new service or
restructure the existing service whereas service mapping is a method to portrait a step
by step picture of the existing service process and find new ways to improve it.

Blueprints are used by managers to assist in the decision making activities associated
with strategy setting, allocation of resources, integration of service functions and overall
evaluation of performance. It is also used to shift the new servics from R & D into
routine operation; the marketing managers can use detailed blueprints in order to
communicate operational details.

Flowcharting or service mapping is useful for depicting the set of activities experienced
by customers while ordering, using or paying for a specific service. Flowchart helps the
manager to understand what the customer wants in each step of the service process
and the customers own involvement in a service environment. In this way a manger can
find new ways to improve the service and cater to customer expectations.
Interpretation of the blueprint.

The figure above is the service blueprint of Mainland China restaurant. This blueprint is
prepared considering all the components of a service blueprint which are the
customers, on-stage or visible employee’s actions, invisible or backstage employees and
the support process. A restaurant is a service which is high in experience quality and is
positioned right in the middle of the goods service continuum. Thus, the quality of the
service can be judged not only on the basis of intangible elements such as the foods
taste and aroma, ambience, etc but also the tangible elements such as the interior and
exterior of the restaurant, furniture, menu card Parking lot etc.

 On top of the blueprint are the tangible components of the service delivery
process are mentioned such as the menu cards, foods and beverages, furniture
etc which act as the physical evidence to the customer.

 The three lines that are visible in the blueprint are the lines of external
interaction, lines of visibility which is further divided into on-stage and backstage
actions and the last which is the line of internal interaction.

 The internal arrows connecting the boxes represent the service encounters in
the service delivery process and the moment of truth where the service provider
and the customer come face to face.

 The circular designs between the boxes are the bottlenecks or the potential
point of failures which can occur if the service is inefficient or poor.

The delivery process

1. The service delivery process starts right from the point the customer arrives at mainland
china restaurant and enters the restaurant.
2. He is greeted by the host, if there is place then he is guided to a vacant table and if there
is no place then the host puts his name on the wait list and leads him to the waiting
area. This could be a potential point of failure if the customer has to wait for too long.
3. After a table gets vacant the host calls the name of the customer and leads him to the
table.
4. The customer then goes through the menu and orders for the food he likes. The waiter
takes the order and passes it to the kitchen department where the chef prepares the
order. This is a backstage activity which is beyond the visibility of the customer.
5. The waiter then picks the order from the kitchen and serves it to the customer. This is
an on-stage activity and is visible to the customer. Here, there is another possibility of
failure which could be poor service and unsatisfactory food.
6. The customer consumes the meal and asks for the bill. The bill is bought by the waiter,
the customer pays the bill and leaves the restaurant.
7. The bill is then registered with the restaurant staff.
8. The host who takes the customers names on the waiting list and the kitchen department
acts as the support team in the whole delivery process.

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