Page 152 - DMGT510_SERVICES_MARKETING

Unit 8: Market Positioning and Blueprinting in Services

8.2.2 Steps in Designing a Blueprint Notes

Following are the steps in designing a blueprint:
1. Identify the Process to be Blueprinted: This implies again that it would be impossible to
blueprint the complete processes of the service provider in one format. The individual
processes are to be identified for blueprinting. The summation of such processes would
give the whole picture to the manager. Each process would by itself be an issue, and
particular problem identification and appropriate solution formulation would be easier.
2. Map Process from the Customer’s Point of View: Through this method, the customer’s
comfort zones can be identified. Processes can be modified if it is found that customers are
not very comfortable with certain sequences. Consumers possess purchasing scripts that
guide their thinking and behaviour during service encounters. The blueprint development
process identifies steps where the system can go awry. Process involves specifying the
timeframe of service execution.
3. Draw Line of Interaction: The line of visibility and the line of interaction have to be
drawn clearly. The areas of interaction affect service experience the most.

4. Draw the Line of Visibility: These are processes in zones that are visible to the customers
and in which the customer is most likely to participate. There are also the invisible zones
which consist of processes and interactions that are necessary for servicing the customer
but are hidden from his view. In a bank, this would include checking the credit-worthiness
of clients, processing of documents, dispatch section operations, etc.
5. Map process from customer contact person’s view, distinguishing visible activities from
those that are invisible.

6. Draw line of internal interaction.
7. Link customer and contact person activities to needed support functions.

8.2.3 Service Redesign and Customer’s Role in the Same

There are major possibilities of fail points in the service delivery system. Although service
failures do follow Murphy’s Law (whatever can go wrong will go wrong) and cannot be avoided
in spite of the best of planning, it can certainly be minimized by blueprinting. There are three
characteristics to these fail points which the service marketer would do well to observe and
analyze for its implications. They are:
1. The potential for operations malfunction is high.

2. Results of the malfunction are very visible to consumers.
3. System malfunction is regarded by consumers as particularly significant.
In order to avoid these, the service firm should take into consideration the customer defined
service standards. Based on these standards, service should be redesigned.

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