Journal of Retailing and Consumer Services xxx (xxxx) xxxx

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Journal of Retailing and Consumer Services

journal homepage: www.elsevier.com/locate/jretconser

Development of a service blueprint for the online-to-offline integration in

service
Do-Hyeon Ryua, Chiehyeon Limb, Kwang-Jae Kima,∗
a
Department of Industrial and Management Engineering, Pohang University of Science and Technology, 77 Cheongam-ro, Nam-gu, Pohang, Gyung-buk, 37673, Republic of
Korea
b
School of Management Engineering, Ulsan National Institute of Science and Technology, 50 UNIST-gil, Ulsan, 44919, Republic of Korea

ARTICLE INFO ABSTRACT

Keywords: Online-to-offline (O2O) integration refers to the incorporation of separate online and offline service processes
Online-to-offline (O2O) integration into a single service delivery. Advances in mobile devices and information and communication technology
Service process visualization enable the O2O integration, which has been applied to many services. This study proposes a new service
Service process analysis blueprint, called the O2O Service Blueprint (O2O SB), which is specialized in visualizing and analyzing the
Service blueprint (SB)
service processes of the O2O integration. A comprehensive literature review and text mining analysis are con-
O2O SB
ducted on massive quantities of literature, articles, and application introductions to understand characteristics of
the O2O integration and extract keywords relevant to the O2O integration. Comparisons of the O2O SB with the
conventional Service Blueprint and Information Service Blueprint validate that the O2O SB can address the
limitations of existing service blueprints. An evaluation through expert interviews confirms the completeness,
utility, and versatility of the O2O SB. The proposed O2O SB presents a complete picture of the entire service
delivery process, whether online or offline. This SB helps users systematically understand the processes and
formulate strategies for service improvement.

1. Introduction
Advances in mobile devices and information and communication
technology (ICT) have made many services available online and offline
(Somani, 2015; Mao et al., 2015). For example, traditional unimodal
services such as food delivery, shopping, and hotel reservations that
were previously available offline have expanded their services to on-
line. Although these services have separate online and offline processes,
these processes are integrated into a single service delivery. This in-
tegration is called online-to-offline (O2O) integration. The O2O in-
tegration is defined as the combination of online and offline service
processes in which service providers attract and interact with customers
through advanced technologies and devices (Weng and Zhang, 2015).
The O2O integration was introduced to services as an efficient and
satisfactory method of meeting customers’ needs (Pan et al., 2017; Xu
and Zhang, 2015). Unlike traditional unimodal services, the services
that apply the O2O integration can provide valuable customer experi-
ence (Chang et al., 2018; Tsai et al., 2015; Yang et al., 2016) by pro-
viding the expanded service processes through various channels (Du
and Tang, 2014; Souiden et al., 2018; Zhang, 2014). Owing to these
advantages of the O2O integration, the O2O market has been growing
consistently in various industries (Hsu and Lin, 2018; Shen et al., 2019).
For example, e-commerce companies, such as Amazon and Alibaba, are
increasing their brick-and-mortar investments. These companies started
to build offline stores to provide customers an experience that allows
them to hold, touch, and try on various products. Offline companies,
such as IKEA and Starbucks, are adopting online services by utilizing
websites or apps to enable personalization and efficiency of orders.
Visualizing and analyzing the integrated process between online
and offline are important to maximize the utilization of the O2O in-
tegration in a service. Service providers generally use a service blue-
print to clearly visualize the dynamic service delivery process (Bitner
et al., 2008). Understanding a service process down to the essential
components or key features is important and enabled by a service
blueprint (Gummesson and Kingman-Brundage, 1992; Kostopoulos
et al., 2012). In this respect, a service blueprint can be a tool to vi-
sualize and analyze the service process of the O2O integration. How-
ever, the existing service blueprints, such as the conventional Service
Blueprint (Bitner et al., 2008) and Information Service Blueprint (ISB)
(Lim and Kim, 2014), cannot be directly used because their structures
do not consider the aforementioned characteristics of the O2O in-
tegration. These service blueprints have limitations in presenting online

∗
Corresponding author.
E-mail addresses: dhryu@postech.ac.kr (D.-H. Ryu), chlim@unist.ac.kr (C. Lim), kjk@postech.ac.kr (K.-J. Kim).

https://doi.org/10.1016/j.jretconser.2019.101944
Received 2 April 2019; Received in revised form 18 July 2019; Accepted 3 September 2019
0969-6989/ © 2019 Elsevier Ltd. All rights reserved.

Please cite this article as: Do-Hyeon Ryu, Chiehyeon Lim and Kwang-Jae Kim, Journal of Retailing and Consumer Services,
https://doi.org/10.1016/j.jretconser.2019.101944
D.-H. Ryu, et al.
and offline processes simultaneously as a single service delivery. This
problem causes difficulty in understanding how key elements in online
and offline interact in the O2O integration. In addition, following a
customer journey is difficult in the O2O integration, where a customer
can freely move between online and offline to consume a service.
This study proposes the O2O Service Blueprint (O2O SB), which is
specialized in visualizing and analyzing the service processes of the
O2O integration. Key components of the O2O SB are extracted through
a literature review and text mining analysis. Text mining is useful for
discovering new and valuable information (Gupta and Lehal, 2009) by
efficiently processing a variety of textual data (Yee Liau and Pei Tan,
2014). As the O2O integration has been frequently mentioned in arti-
cles and used in many services (especially through smartphones), arti-
cles and application introductions as well as literature are analyzed by
text mining. Then, the components are arranged in a suitable structure
by mapping various services that apply the O2O integration.
The rest of this paper is organized as follows. Section 2 explains the
O2O integration and its application, and describes the limitations of
existing service blueprints in detail. Section 3 presents the character-
istics and keywords relevant to the O2O integration that were extracted
through the literature review and text mining analysis. Section 4 deals
with the structure of the O2O SB and visualizations of the Uber taxi
service and American Airlines service on the O2O SB. Section 5 dis-
cusses the advantages of the O2O SB compared with the two existing
service blueprints, namely, the conventional Service Blueprint (Bitner
et al., 2008) and ISB (Lim and Kim, 2014) by using an illustrative ex-
ample and conducting an evaluation through expert interviews. Section
5 presents the managerial implications obtained through the research
process. Section 6 discusses the contributions of this study and future
research directions.
2. Literature review
2.1. O2O integration and application
The O2O integration is a new model in which service providers use
online and offline to provide improved experiences to customers (Chen
et al., 2018). Customers can obtain further information through the
O2O integration instead of using only one aspect of online and offline
services (Rigby, 2011; Tsai et al., 2015). In the O2O integration, online
and offline service processes are continuously and consistently in-
tegrated in a single service delivery (Xue et al., 2016).
For the O2O integration, a channel is one of the important elements
(Chen et al., 2016). Tsai et al. (2015) argued that a service can be
conveniently and efficiently delivered through various channels in the
O2O integration. Online channels could be an app or a website, and
offline channels could be a mall or a shop. In the O2O integration,
unlike in a conventional service, channels are not only the touchpoint
through which a service provider interacts with a customer (Halvorsrud
et al., 2016) but are also a medium to combine online and offline for
customers (Chen and Cheng, 2013; Barrutia et al., 2009). The use of
multiple or mixed channels offers customers a wide range of choices to
freely access a service in online and offline, thereby providing the
customers with an improved and satisfactory experience (Coelho and
Easingwood, 2004; Shen and Wang, 2014). To achieve these ad-
vantages, service providers should understand which channels are
preferred by customers and when the channels are integrated for a
service offering (Følstad and Kvale, 2018; Patrício et al., 2003).
Another important element is the cooperation of service providers
in online and offline (Zhu et al., 2016). In the O2O integration, al-
though service providers are diverse and located in different spaces,
they should cooperate with one another in handling the requirements of
customers. Service providers should recognize their roles in the O2O
integration and understand when they cooperate with each other (Long
and Shi, 2017). Kong et al. (2017) argued that the cooperation of ser-
vice providers in online and offline enables offering a single service
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Journal of Retailing and Consumer Services xxx (xxxx) xxxx
delivery. The systematic and close relationship of service providers can
provide a seamless service process and eventually increase customer
satisfaction (Lu and Liu, 2016; Wang and Batmunkh, 2012).
Numerous services have recently applied the O2O integration. Uber
taxi service (www.uber.com) is a prominent service that applies such
integration (Chang et al., 2018; Hsu and Lin, 2018; Kong et al., 2017;
Xiao and Dong, 2015). Uber is an online platform and the Uber taxi
service is operated on the platform. In the Uber taxi service, booking
services (online) and traditional taxi services (offline) are integrated,
and customers access the service via the Uber taxi app. In the past,
customers had to wait for a taxi along the road. Today, customers use
the Uber taxi app to book a ride and are able to save time in finding a
taxi. By adopting the O2O integration in the taxi industry, the Uber
service provides numerous benefits to passengers and drivers. For the
passengers, this service is convenient, inexpensive, and safe. Unlike in
the past, passengers can now select the type of car that they wish to ride
and can obtain driver information. Drivers can easily pick up passen-
gers who call for a cab by referring to the customer location information
via the Uber taxi app. The benefits of applying the O2O integration
have enabled Uber to spread its services exponentially across the world.
2.2. Limitations of existing service blueprints
Various methodologies for designing and developing a service and
supporting tools for each step in a service design process have been
developed. The service design architecture (Patrício et al., 2011) is
helpful in systematically designing a service (Grenha Teixeira et al.,
2017; Ostrom et al., 2015; Trischler et al., 2018). The design archi-
tecture consists of three parts: designing the service concept, designing
the service system, and designing the service encounter. In the second
and third parts, a service blueprint can be a diagrammatic tool to map
all key systems and encounters in service delivery (Patrício et al.,
2011). A service blueprint is employed to visualize a service delivery
process from the customer's viewpoint. The service blueprint not only
presents a complete picture of how processes flow during a service but
also clarifies touchpoints and interactions across the entire processes
from the customer's perspective (Bitner et al., 2008). Shostack (1982)
also emphasized the advantages of service blueprinting, such as its
capacity to help service providers clarify their jobs and scope of re-
sponsibility. With these advantages and benefits, various types of ser-
vice blueprints have been developed and used.
The conventional Service Blueprint (Shostack, 1982; Bitner et al.,
2008) is a representative service blueprinting framework that focuses
on customers as the central component in the innovation and im-
provement of a service (Bitner et al., 2008). The Service Experience
Blueprint (SEB) (Patrício et al., 2008) was created to present multiple
interfaces to perform technology infusion into services. The SEB focuses
on blueprinting the service process in which customers access multi-
interface services. By contrast, the Extended Service Blueprint (Hara
et al., 2009) is a framework that focuses not only on human but also on
physical processes. This type of blueprint emphasizes that these pro-
cesses should be unified to maximize the service value for customers.
The Product–Service Blueprint (Geum and Park, 2011) and Pro-
duct–Service System (PSS) Board (Lim et al., 2012) are frameworks that
emphasize the PSS process. These frameworks focus on visualizing a
PSS in which products and services are integrated systematically to
deliver sustainability and increase customer value (Geum and Park,
2011). The ISB (Lim and Kim, 2014) was developed for information-
intensive services in which information interactions are important for
service value creation. This blueprint mainly focuses on identifying and
visualizing the flow of information during a service.
Although the existing service blueprints have a fundamental capa-
city to present the processes of the O2O integration in a service, some
limitations are involved in directly using them. Basically, none of the
existing service blueprints has a structure for presenting online and
offline sides at the same time. The ISB (Lim and Kim, 2014) focuses
D.-H. Ryu, et al.
mainly on online service processes, and other most service blueprints
focus mainly on offline service processes. Therefore, these service
blueprints have limitations in presenting the connection between online
and offline and in understanding a customer's location and service di-
rection between online and offline. The SEB (Patrício et al., 2008) could
be a generic service blueprint that presents online and offline service
processes by using an interface part. However, the SEB involves lim-
itations in presenting activities of various service providers in online
and offline and the interactions between service providers on different
sides. The SEB requires a user to draw each blueprint for the individual
service provider and service area, online and offline. With the separate
multiple blueprints, understanding the entire service process from the
O2O integration perspective is difficult. This limit presents difficulties
in identifying critical points such as touchpoints with customers and
cooperation points for a continuous service. In addition, the problem
causes difficulty in understanding a customer journey in which a cus-
tomer consumes a service without constraints between online and off-
line.
The existing service blueprints could be utilized to present new
service processes by extending and adapting them. However, con-
siderable effort and time is needed to revise an existing service blue-
print. Therefore, to address the need for change of foundational com-
ponents and structure for a new service, a new service blueprinting
framework for a specific service has been developed (Lim and Kim,
2014; Patrício et al., 2008; Shimomura et al., 2009). The scope of this
study involves proposing a new service blueprint specifically for blue-
printing service processes in the O2O integration. With this service
blueprint, a user can present service processes of the O2O integration
without extra effort and time in amending the existing service blue-
prints.
3. Characteristics of O2O integration
This study conducted a literature review as a qualitative method
and text mining analysis as a quantitative method. Through a literature
review, we attempted to understand the variety of backgrounds, defi-
nitions, and models relevant to the O2O integration from different
perspectives. Through the text mining analysis, we extracted keywords
to investigate essential elements for the O2O integration. The result was
utilized to support the literature review. For the analysis, we collected
the literature from Google Scholar, articles from Google, and app in-
troductions from Google Player and the App Store by using various
search keywords relevant to the O2O integration. Google Scholar in-
cludes more journals and research areas than other research websites,
such as PubMed, Scopus, and Web of Science; thus, Google Scholar has
been actively used to collect existing studies (Falagas et al., 2008).
Thereafter, we used the Selector Gadget crawling technique, which is
an open widget provided by Google Chrome (Cirillo, 2016) on the ar-
ticles and app introductions to select the relevant sentences and filter
out noise such as advertisements and copyright notices. We im-
plemented a model in R studio to preprocess and analyze a large
amount of unstructured text data.
We applied term frequency–inverse document frequency (TF–IDF)
technique, which is a useful and effective keyword extraction technique
(Kaur and Gupta, 2010; Lim and Maglio, 2018), to extract high-ranking
keywords. TF–IDF value indicates the importance of a word included in
the document and in the entire dataset (Lee and Kim, 2008; Lim and
Maglio, 2018; Menaka and Radha, 2013). In this study, the high-
ranking keywords refer to the top 10 words with the highest TF–IDF
values. The rest of the words were not included because they were ir-
relevant to the O2O integration. We extracted the high-ranking key-
words from the literature, articles, and app introductions. Among 30
keywords, the 5 keywords relevant for each characteristic of the O2O
integration (Table 1) were selected and distributed. The other 15 key-
words were removed because they simply indicated types of services
(i.e., laundry and restaurant) and products or services (i.e., car, food,
3
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and coupon).
Table 1 shows the three characteristics of the O2O integration, main
keywords, and related studies. The most important characteristic is that
online and offline service processes are integrated in a single service
delivery. Online and offline service processes should be closely con-
nected to allow customers to use a continuous and consistent service
(Hsieh, 2017; Piercy and Archer-Brown, 2014; Sun et al., 2015). This
connection is also important to build a seamless experience between
online and offline service processes (Lee et al., 2007; Shen et al., 2019)
as a competitive strategy for enterprises (Lu and Liu, 2016). When
online and offline service processes are systematically integrated, ser-
vice providers can offer convenient, efficient, and high-quality services
to customers (Chang et al., 2018; Zhang, 2014). Additionally, the in-
tegration of online and offline service processes also provides oppor-
tunities for customers to experience new interactions with various
service providers, which can influence customer loyalty and satisfaction
(Chen and Cheng, 2013; Chen et al., 2016).
Second, the roles of channels are emphasized among the important
characteristics. Channels enable the integration of online and offline
services regardless of time and location (Yang et al., 2011; Van Dijk
et al., 2007). Different channels can provide different journeys and
experiences (Harris et al., 2018), and each customer may have a dif-
ferent preferred channel (Cassab and MacLachlan, 2009). Therefore,
connecting and sharing data or information between different channels
is important for a consistent and seamless O2O integration
(Rangaswamy and Van Bruggen, 2005; Stone et al., 2002; Surjadjaja
et al., 2003). The integration achieved by channels has advantages for
customers such as convenience, efficiency, and time saving (Berman
and Thelen, 2004; Fitzsimmons and Fitzsimmons, 2004). Therefore,
service providers should seek a comprehensive understanding of the
interactions between customers and various channels (Larivière et al.,
2011; Montoya-Weiss et al., 2003; Ryzhkova, 2015) and dedicate their
best efforts to select appropriate channels (Cortiñas et al., 2010; Lin,
2012; Yang et al., 2013).
Third, cooperation between online and offline service providers is
highlighted as an important characteristic of the O2O integration. Many
studies have emphasized that the close relationship between online and
offline service providers is foundational to improve the quality of the
O2O integration (Ahn et al., 2004; Du and Tang, 2014). For the co-
operation, service providers from different sides should understand
each other's role and the point where cooperation is required (Roh and
Park, 2019; Kotorov, 2002; Wang and Batmunkh, 2012). In addition,
service providers should know the channels and support systems
needed to cooperate with others on a different side (Coughlan et al.,
2001; Somani, 2015; Wang and Zhang, 2018). The activities of each
service provider on a different side can influence overall customer ex-
perience and satisfaction; thus, the active cooperation should simulta-
neously occur in online and offline (Jain et al., 2017; Semeijn et al.,
2005; Xu and Zhang, 2015).
Apart from the keywords relevant to the three characteristics, other
keywords extracted from the literature are “model,” “system,” “de-
scription,” and “platform.” These keywords imply that the O2O in-
tegration is a new type with a unique process. In this regard, many
researchers have argued the need for a tool that visualizes service
processes of the O2O integration (Chen et al., 2016; Sun et al., 2015;
Tsai et al., 2015). The next section proposes the new O2O SB, which is
designed to incorporate the characteristics of the O2O integration.
4. O2O SB
This section first explains the rows and lines of the O2O SB and its
structure. The rows and lines were decided based on the characteristics
and keywords explained in Section 3. The structure was finalized by
mapping various services that apply the O2O integration. While de-
veloping the structure, we focused on three aspects, namely, simplicity,
intuitiveness, and smoothness, as fundamental properties of the service
D.-H. Ryu, et al. Journal of Retailing and Consumer Services xxx (xxxx) xxxx

Table 1
Findings from literature review and text mining analysis.
Characteristics of the O2O Main keywords for each Related studies References
integration characteristic

Integration of online and
offline service processes
Roles of channels
Cooperation between online
and offline service
providers
Combine, integrate, Customers can freely move online and offline in a
expand, connect, continuous and consistent service processes; Service
seamless providers can offer convenient and efficient services based
on the integrated service processes; The O2O integration
provides customers new interaction experiences with
various service providers; The O2O integration delivers a
seamless and connected service for customers
Mobile, app, Various channels enable to provide better experience, and
information, data, to build close relationships with customers; Customers
touchpoint access a service anytime and anywhere through channels,
and obtain convenience and time savings; Different
combinations of channels makes different interactions and
customer experiences; Service providers should select
appropriate channels and understand the interactions
between them
Business, retail, stores, Online and offline service providers should understand
interact, relationship their roles and cooperation points in the integration;
Online and offline service providers cooperate for better
customer experience and high quality of the integration;
Service providers should know the necessary channels and
support systems for the close relationships; Service
providers should recognize that their services influence on
the overall customer satisfaction and loyalty
Chang et al., 2018; Chen and Cheng, 2013; Chen et al.,
2016; Hsieh, 2017; Lee et al., 2007; Lu and Liu, 2016;
Piercy and Archer-Brown, 2014; Shen et al., 2019; Sun
et al., 2015; Zhang, 2014
Berman and Thelen, 2004; Cassab and MacLachlan, 2009;
Cortiñas et al., 2010; Fitzsimmons and Fitzsimmons,
2004; Harris et al., 2018; Larivière et al., 2011; Lin, 2012;
Montoya-Weiss et al., 2003; Rangaswamy and Van
Bruggen, 2005; Ryzhkova, 2015; Stone et al., 2002;
Surjadjaja et al., 2003; Yang et al., 2011; Van Dijk et al.,
2007
Ahn et al., 2004; Coughlan et al., 2001; Du and Tang,
2014; Jain et al., 2017; Roh and Park, 2019; Kotorov,
2002; Semeijn et al., 2005; Somani, 2015; Wang and
Batmunkh, 2012; Xu and Zhang, 2015

blueprint (Bitner et al., 2008; Patrício et al., 2008; Lim and Kim, 2014).
Second, two illustrative examples are presented: Uber taxi and
American Airlines services. We drew various services applying the
different types of the O2O integration on the developed O2O SB to
validate whether the O2O SB has the appropriate components and
structure to visualize and analyze the service processes of the O2O in-
tegration. The process we followed was typically employed in previous
studies (Bitner et al., 2008; Patrício et al., 2008; Lim and Kim, 2014) to
validate blueprints.
4.1. Structure of O2O SB
The characteristics and keywords extracted are integrated into the
O2O SB. First, online and offline service processes should be presented
at the same time. Components of the online and offline are included and
arranged well to visualize the integrated processes. In particular,
channels are properly arranged so that service providers can under-
stand how online and offline service processes are integrated and how a
customer uses the service.
Fig. 1 shows that the O2O SB consists of five rows and four lines.
The five rows represent Online Evidence, Online Service Provider Ac-
tivities, Customer Actions, Offline Service Provider Activities, and
Offline Evidence. In the O2O integration, various tangible and in-
tangible evidence occur through different interactions. In online, only
intangible evidence is necessary, but both types of evidence can also
exist offline. Therefore, classifying the evidence as either online or
offline is important. The offline evidence refers to all tangible and in-
tangible evidence exchanged between a customer and service provider
or between service providers offline. Furthermore, the online evidence
refers to intangible evidence exchanged online. Specific examples are
provided in Section 4.2.
Online service provider activities are activities in which online
service providers interact with customers through online channels and
support systems. These activities may involve an online banking or
entertainment provider who handles customer needs through a com-
puter, an application, or the Internet. Similarly, activities conducted by
offline service providers are presented in the Offline Service Provider
Activities row. Offline service providers can be officers, receptionists, or
doctors who meet a customer face to face. Finally, Customer Actions
refer to actions that customers perform during a service.
The four-line phases of the O2O SB are composed of Online Support
System, Channel for Online Interaction, Channel for Offline Interaction,
and Offline Support System. They are placed between rows because
they connect the rows located on either side. The online and offline
support systems are devices and technologies that enable the connec-
tion of the online and offline services and support the online and offline
channel operations. The support system can be a computer, mobile
phone, or the Internet. The channels for online and offline interactions
include channels that aid customers in accessing a service and inter-
acting with online or offline service providers. Online channels include
apps, websites, and TV broadcasting stations, whereas some examples
of offline channels are malls, airports, and taxis.
The arrangement of the rows and lines was optimized to intuitively
and clearly visualize service processes of the O2O integration from the
customer's perspective. As shown in Fig. 1, the same online and offline
components were arranged both ways along the side of the customer
actions. This arrangement enables service providers to understand each
process that occurs on the two different sides at a glance, so that the
providers from different sides can collaborate. In addition, service
providers easily comprehend which service provider interacts with the
customer and which channels are used by customers online or offline.
Moreover, they determine which support systems are required and how
they respond to customer actions. Finally, online and offline evidence
are positioned at either edge of the O2O SB. This position well presents
how the evidence is delivered and which evidence is exchanged at the
time during a service. The components and structures of the O2O SB
effectively reflect the characteristics of the O2O integration. Therefore,
the O2O SB can help service providers design systems and encounters so
that the providers can understand customer experiences that occur
through the systems and encounters in the O2O integration.
4.2. Illustration of O2O SB
Although only two services (i.e., Uber taxi and American Airlines)
are illustrated in this section, various services applying different types
of the O2O integration were mapped on the developed O2O SB.
Mapping the services on the O2O SB validated the following points:
generality, which means that the O2O SB covers various types of the
O2O integration, and functionality, which signifies that the O2O SB has
a suitable structure to visualize and analyze service processes of the

4
D.-H. Ryu, et al. Journal of Retailing and Consumer Services xxx (xxxx) xxxx

Personal Promotions / Location information Selected Taxi

Online
information / Credit cards of departure and availability / Payment information
Evidence
Past record information destination Expected Fee
Online
Support Mobile / Computer / Mobile / Computer Mobile / Computer Mobile / Computer /
System Internet / Cloud / Internet / GPS / Internet Internet / Cloud

Online Save Receive and notify Record and deliver the

Check the
Service Provider credit cards Check the locations the reservation to payment information to
Activities information
information the taxi driver the customer

Channel for Uber taxi application Uber taxi application

Online Interaction

Get promotions / Search the location Pay taxi fare /

Customer Start Uber app / Select a type of taxi
Register of departure and Wait for the taxi Take the taxi Check the payment
Actions Log in / Make a reservation
credit cards destination information

Channel for Taxi /

Offline Interaction
Taxi Payment application

Offline
Check Move to Drive to Support
Service Provider
Activities the reservation the customer the destination the payment

Offline Mobile / Mobile / Internet /

Support Internet Card reader
System

Offline Currency /
Evidence Ride
Credit card

Fig. 1. Illustration of Uber taxi service on the O2O SB.

Online
The boarding The current and restroom The changed The boarding
The fastest way
Evidence information location information boarding time information
Online
Support Mobile / Mobile / Internet / Mobile / Computer / Mobile / Internet / Mobile /
System Internet Bluetooth Internet Bluetooth Internet

Online Upload the Find and recommend Display

Check and notify Find and show
Service Provider boarding the close-by restroom the boarding
Activities the changed barding time the fastest way
information information

Channel for American Airlines application American Airlines application

Online Interaction

Customer Start Use Find the way to Start

Go shopping Find close-by restroom Check boarding time
Actions check-in the restroom go to the gate boarding

Channel for Airport / Airport / Airport /

Airport Airport
Offline Interaction Front desk Stores Gate

Offline Check and update Check

Support Receive Check the customer’s Support
Service Provider the changed schedule the customer’s
Activities
Check-in customers location boarding
in real time location
Offline Computer / Beacon /
Support Beacon / Bluetooth Computer / Internet Computer
Internet Bluetooth
System
Offline
Evidence Boarding The current Boarding
Products The current location The changed schedule
pass location pass

Fig. 2. Illustration of American Airlines service on the O2O SB.

O2O integration. The Uber taxi service has only one main direction
from online to offline, but the American Airlines service has multiple
directions between online and offline. The two examples show that the
O2O SB can visualize the complex O2O integration in which the di-
rection of service process constantly changes.
Fig. 1 illustrates the Uber taxi service on the O2O SB. A customer
uses the Uber taxi app to search for a taxi within an area after sup-
plemental actions such as login and registration. Then, the customer
searches for points of departure and arrival destination on the map
provided through the app. The customer can then select the type of taxi
and finish the reservation process. Details of the reservation are saved
by online service providers who deliver the customer's requirements to
a driver. The driver who accepts the reservation moves to pick up the
passenger. When the customer arrives at the destination, the fare is paid
automatically through the credit card registered on the Uber taxi app or
directly through cash.
Fig. 1 presents a clear distinction between the online and offline
areas with the Customer Actions row as the center. Specific elements
and interactions on each side are minutely described. At the same time,
Fig. 1 shows the point where online and offline service processes are
integrated (e.g., delivering the information of the customer's reserva-
tion to a taxi driver). At this integrated point, the most important
consideration is that the information about the customer's requirement
should be consistently delivered from online (the Uber taxi app) to
offline (a taxi driver). For example, the taxi type and locations for
customer pick-up and drop-off collected through the app should be
accurately delivered to the offline taxi driver without distortion.
Fig. 1 adequately shows that the O2O SB can present the process

5
D.-H. Ryu, et al.
that occurs through each channel. When the customer accesses the Uber
taxi service, the app acts as a touchpoint between the customer and the
online service provider and facilitates their interaction. After the cus-
tomer reserves a taxi, the main service process happens offline. At this
point, the taxi is an offline channel and the customer and taxi driver
meet in the taxi. The O2O SB also shows when online and offline service
providers cooperate with one another. Based on Fig. 1, the online ser-
vice provider should quickly deliver accurate information to the driver.
Then, the driver should pick up the customer and take him/her to the
destination based on the information from the online service provider.
The American Airlines service applied a different type of O2O in-
tegration from the Uber taxi service and the process has a complicated
integration. As shown in Fig. 2, online and offline channels are con-
tinually changed, and the integration happens each time customers
need a service. Various elements and their interactions are spread out in
online and offline. As an example of interactions from offline to online,
the flight information that was transmitted between customer and
employee at the airport is delivered to the app. Then, the information is
continuously updated so that the customer can check it anytime
through the app. As an example of the O2O interaction, a customer uses
the app to find the nearest restroom and fastest way to the gate, and he/
she moves at the airport based on the information. This situation shows
that the O2O SB can visualize and analyze service processes although
they have various types of O2O integration.
5. Discussion
This section first discusses the results of comparison between the
two existing service blueprints, the conventional Service Blueprint
(Bitner et al., 2008) and ISB (Lim and Kim, 2014), and the proposed
O2O SB. The results show that the O2O SB completely addresses the
limitations of the existing service blueprints. Second, the O2O SB is
evaluated through expert interviews that consider three aspects: com-
pleteness, utility, and versatility. Finally, the managerial implications
that show the advantages of the O2O integration for users are discussed.
The implications can be a guide in utilizing the O2O SB as an effective
tool for designing or improving service processes of the O2O integra-
tion.
5.1. Comparison of O2O SB and existing service blueprints
The conventional Service Blueprint (CSB) (Bitner et al., 2008) has
been frequently used to visualize offline service processes. The ISB (Lim
and Kim, 2014) is one of the blueprints that show online service pro-
cesses. By considering the two blueprints specialized in the offline and
online processes, we selected them as targets for comparison with the
O2O SB.
Fig. 3(a) illustrates the result of mapping the Uber taxi service on
the CSB. Fig. 3(a) also indicates the limitations of the CSB. The CSB has
no area for visualizing the online side. Therefore, the online evidence
collected for reserving a taxi cannot be presented (limitation 1). In
addition, the channel for online interaction, the Uber taxi app, cannot
be described on the CSB (limitation 2). This problem causes difficulty in
presenting how customers and service providers meet and what they
exchange through the app. Finally, although the CSB has a row to
present the activities of service providers, it does not separate the on-
line and offline processes. Therefore, classifying the activities of online
and offline service providers is difficult (limitation 3). This problem
causes difficulty in figuring out where the activities of service providers
happen between online and offline, and how service providers in dif-
ferent sides cooperate with each other.
Fig. 3(b) shows how the O2O SB solves the limitations of the CSB.
First, limitation 1 can be solved by providing the Online Evidence row.
In the O2O SB, the online and offline evidence can be clearly separated
because they locate in the opposite sides. Second, limitation 2 can be
solved by providing the Channel for Online/Offline Interaction line.
6
Journal of Retailing and Consumer Services xxx (xxxx) xxxx
The lines for channels are located between the Online/Offline Service
Provider Activities row and Customer Actions row so that the O2O SB
can intuitively show how customers and service providers interact with
each other through the channels. Finally, limitation 3 can be solved by
providing the Online Service Provider Activities row and the Offline
Service Provider Activities row. As the O2O SB clearly divides the on-
line and offline sides, the activities of online and offline service provi-
ders can be separated easily. Considering this separation, we can also
classify which support systems are used for the online and offline ser-
vices.
Fig. 4(a) shows the result from mapping the Uber taxi service on the
ISB. Contrary to the CSB, the ISB does not have a row to visualize the
offline evidence (limitation 1). The ISB only describes the flow of in-
formation; thus, it has limitations in presenting the offline evidence
such as money, coupons, and products. Second, the ISB also focuses
only on online channels and support systems (limitation 2). However,
offline channels such as stores and malls are among the main elements
in the O2O integration, so they should be present. Limitations 1 and 2
are from the absence of the offline side. This problem causes difficulty
in understanding how online and offline can be integrated. Finally, the
ISB has rows to visualize ICT systems and roles of employees in detail.
However, the ISB does not have a row for offline service providers
(limitation 3). Therefore, the ISB is limited in showing activities of
offline service providers and their interactions with online service
providers.
Fig. 4(b) shows how the O2O SB can solve the limitations of the ISB.
Limitation 1 can be solved by providing the Offline Evidence row.
Second, limitation 2 can be solved with the Channel for Online/Offline
Interaction and Online/Offline Support Systems lines. These lines can
help us understand how service providers operate channels by using
relevant support systems. Limitation 3 can be solved with the Offline
Service Provider Activities row. By adding this row, we can understand
the role of offline service providers and when they interact with cus-
tomers and online service providers for the service.
5.2. Evaluation of O2O SB through expert interviews
The O2O SB was evaluated from three aspects, namely, complete-
ness, utility, and versatility, which existing studies (Bitner et al., 2008;
Lim and Kim, 2014, 2018; Patrício et al., 2008) had emphasized as
requirements for a service blueprint. We demonstrated the O2O SB and
illustrations of the Uber taxi service to three experts. One-on-one in-
terviews were conducted to collect the experts’ comments, and each
interview lasted for approximately an hour. One interviewee (Expert A)
is a specialist in the O2O domain and has research experience in mobile
location-based services and product-service systems. Another inter-
viewee (Expert B) is a specialist in service design and has research
experience in designing information-intensive services (e.g., vehicle
operations management and safety driving services). The last inter-
viewee (Expert C) is a service consultant who has used various service
blueprints in diverse products and services for more than five years.
Completeness The experts were guided by one question: From the
experts' perspective, does the O2O SB have appropriate components
and a structure to visualize service processes of the O2O integration?
All of the experts confirmed that the O2O SB had a suitable structure to
intuitively visualize service processes of the O2O integration as well as
clearly divide the online and offline sides. In particular, the experts
agreed that the central location of the Customer Actions row would be
helpful to understand the service directions between online and offline
from the customer's perspective. For the components of the O2O SB, all
of the experts agreed that the O2O SB had essential components.
However, the experts added that the components should be customized
depending on the user's role and goal. Expert C commented that “The
desired level of description presented by the O2O SB would be different
depending on the user's role and goal. Therefore, users might need to
customize the components according to their role and goal.” In
D.-H. Ryu, et al. Journal of Retailing and Consumer Services xxx (xxxx) xxxx

(a)
Limitation 1

Physical
Taxi
Evidence

Limitation 2
Start Get promotions / Search the location Select a type of taxi Pay taxi fare /
Customer
Uber app / Register of departure and / Make a Wait for the taxi Take the taxi Check the payment
Actions
Log in credit card destination reservation information

Limitation 3
Save Receive and notify Record and deliver
Check the
credit card Check the location the reservation to the payment information
information
Onstage information the taxi driver to the customer
Employee
Actions Check the Move to the Drive to
Support the payment
reservation customer the destination

Backstage
Employee
Actions

Mobile /
Support Mobile / Computer / Mobile / Computer Mobile / Computer /
Computer /
Processes Internet / Cloud / Internet Internet / Cloud
Internet / GPS

Limitation 1: Difficult to present online evidence

Limitation 2: Difficult to present online and offline channels and their interactions
Limitation 3: Difficult to classify activities of online and offline service providers

(b)

Personal Promotions / Location information Selected Taxi

Online information / Credit cards of departure and availability / Payment information Solve
Evidence Past record information destination Expected Fee the Limitation 1
Online
Support Mobile / Computer / Mobile / Computer Mobile / Computer Mobile / Computer /
System Internet / Cloud / Internet / GPS / Internet Internet / Cloud

Online Save Receive and notify Record and deliver the

Check the
Service Provider credit cards Check the locations the reservation to payment information to
information
Activities information the taxi driver the customer

Channel for Uber taxi application Uber taxi application

Online Interaction
Get promotions / Search the location Pay taxi fare / Solve
Customer Start Uber app / Select a type of taxi
Register of departure and Wait for the taxi Take the taxi Check the payment
Actions Log in / Make a reservation the Limitation 2
credit cards destination information

Channel for Taxi /

Taxi Payment application
Offline Interaction

Offline
Check Move to Drive to Support
Service Provider the reservation the destination
Solve
the customer the payment
Activities the Limitation 3
Offline Mobile / Mobile / Internet /
Support Internet Card reader
System
Offline
Currency /
Evidence Ride
Credit card

Fig. 3. Comparison of illustrations between the O2O SB and CSB (Bitner et al., 2008), (a) Limitations when mapping Uber taxi service on the CSB (Bitner et al., 2008).
(b) Solutions to limitations by using the O2O SB.

addition, Expert A highlighted that “Service developers might need a
more detailed level than the level of the Online/Offline Service
Provider Activities rows of the O2O SB. However, the O2O SB can
provide a big picture of the service process with which various stake-
holders can understand others' role and integrated points in their ser-
vice.” With regard to these comments, the service blueprints generally
present a high-level overview of the service delivery process (Lim and
Kim, 2014). The blueprints can be used to investigate a further service
action or function (Apte et al., 2012). The O2O SB was developed by
considering the general characteristic and corresponds with comments
from the experts.
Utility The utility includes the effectiveness and efficiency of the
O2O SB. The experts were guided by one question: From the experts'
perspective, does the O2O SB help service designers, developers, and
providers to intuitively and accurately (effectiveness) and easily and
quickly (efficiency) visualize the complicated service processes of the
O2O integration? All of the experts showed an interest in applying the
O2O SB in their work. They agreed that users can carefully present
every important element and interaction for the O2O integration using
the O2O SB. Expert B said that “The user can recognize the service

7
D.-H. Ryu, et al. Journal of Retailing and Consumer Services xxx (xxxx) xxxx

(a)
Get promotions Search the location of Pay taxi fare /
Start Uber app / Select a type of taxi / Wait for
Customer Action / Register departure and Take the taxi Check the payment
Log in Make a reservation the taxi
credit card destination information

Limitation 1
Personal Promotions / Location information Selected Taxi
Payment
Information information / Credit card of departure and availability /
information
Past record information destination Expected Fee

Limitation 2
ICT
Uber taxi application Uber taxi application
Systems
Information
Delivery
System Limitation 3
Deliver the payment
Roles of Deliver the location Notify the reservation
information
Employees of the taxi to the taxi driver
to the customer

Save
Roles of Check the Receive Record the payment
credit cards Check the locations
Employees information the reservation information
information
Information
Production
System
ICT Mobile / Computer / Mobile / Computer / Mobile / Computer / Mobile / Computer /
Systems Internet / Cloud Internet / GPS Internet Internet / Cloud

Taxi company
Partners Uber company
Uber company Uber company

Limitation 1: Difficult to present offline evidence

Limitation 2: Difficult to present offline channels and support systems
Limitation 3: Difficult to present activities of offline service providers

(b)

Personal Promotions / Location information Selected Taxi

Online information / Credit cards of departure and availability / Payment information
Evidence Past record information destination Expected Fee
Online
Support Mobile / Computer / Mobile / Computer Mobile / Computer Mobile / Computer /
System Internet / Cloud / Internet / GPS / Internet Internet / Cloud

Online Save Receive and notify Record and deliver the

Check the
Service Provider credit cards Check the locations the reservation to payment information to
information
Activities information the taxi driver the customer

Channel for Uber taxi application Uber taxi application

Online Interaction
Get promotions / Search the location Pay taxi fare / Solve
Customer Start Uber app / Select a type of taxi
Register of departure and Wait for the taxi Take the taxi Check the payment
Actions Log in / Make a reservation the Limitation 2
credit cards destination information

Channel for Taxi /

Taxi Payment application
Offline Interaction

Offline
Check Move to Drive to Support Solve
Service Provider the reservation the destination
the customer the payment the Limitation 3
Activities
Offline Mobile / Mobile / Internet /
Support Internet Card reader
System
Offline Solve
Currency /
Evidence Ride the Limitation 1
Credit card

Fig. 4. Comparison of illustrations between the O2O SB and ISB (Lim and Kim, 2014). (a) Limitations when mapping the Uber taxi service on the ISB (Lim and Kim,
2014). (b) Solutions to limitations by using the O2O SB.

directions based on the customer actions. In addition, the arrows used
in the O2O SB help to understand the sequence of service provider
activities.” All of the experts also agreed that the O2O SB can reduce the
user's effort and time by providing essential components for the O2O
integration. Expert A said that “Most companies are generally pressed
for time when designing or developing a new service because of the fast
release. In this situation, the O2O SB can be a useful tool to briefly
visualize high-level service processes as a draft for further detailed
design or development.”
Versatility The experts were guided by one question: From the ex-
perts’ perspective, can the O2O SB be utilized to visualize various
service processes of the O2O integration regardless of service types? All
of the experts confirmed the illustrations of the Uber taxi and American
Airlines services. Additionally, the experts had time to infer how well
other services applying the O2O integration could be mapped. All of the
experts agreed that the components and their terminologies have an
appropriate level to cover various service types. According to Expert B,
“The components of the O2O SB represent basic attributes that the
service applying the O2O integration generally share, so the blueprint is
effective for understanding such a variety of services.” Expert C men-
tioned that “As the O2O SB has a balanced structure for online and
offline, every service type can be presented although they focus on

8
D.-H. Ryu, et al.
either online or offline.” In addition, all of the experts highlighted the
need for a tradeoff between utility and versatility, which users should
manage.
All of the experts highlighted the need for and importance of the
O2O SB because the services applying the O2O integration have rapidly
grown due to recent innovations in ICT. The experts pointed out that
although the O2O integration has become popular, specialized tools are
lacking. In this situation, the O2O SB can be helpful for researchers and
practitioners. In addition, the experts suggested several ideas to im-
prove the utility of the O2O SB. First is to provide a guideline for
blueprinting services that apply the O2O integration. The guideline
could be developed by combining existing studies, for example, the
Universal Job Map (Bettencourt and Ulwick, 2008) that proposes sys-
tematic phases to accomplish a customer goal. Second is to provide
users with universal and essential candidates for each row and line of
the O2O SB. The user can then determine the elements that he/she
wants to use for blueprinting the service in question.
5.3. Managerial implications
This section discusses three managerial implications of the O2O SB
to operate and manage the O2O integration. First, the O2O SB is useful
in identifying various directions of the O2O integration. The service
process of the O2O integration is more complicated and diverse than
the traditional unimodal service process. Xu and Zhang (2015) argued
that the analysis of the direction is crucial to develop a healthy cycle of
the O2O integration. Service providers can easily identify the turning
point of the direction by using the O2O SB. For example, the turning
point of the Uber taxi service happens when a customer makes a re-
servation and rides the taxi, as shown in Fig. 1. Service providers should
thoroughly manage the point for the complete O2O integration. If the
point is not smoothly integrated, service providers cannot provide a
seamless and consistent service to customers. Eventually, this problem
reduces the customers’ loyalty and satisfaction. The O2O SB can also
help service providers understand which elements should be managed
for the integration.Furthermore, the service providers can add channels
and support systems at the point to improve their services based on the
blueprint presented by the O2O SB.
Second, service providers can understand their roles and commu-
nicate with partners who cooperate for the O2O integration by using
the O2O SB. Many types of service providers exist in the O2O in-
tegration and have a role at different points during a service. Du and
Tang (2014) emphasized that service providers in the O2O integration
should be appropriately responsible for the interests of customer toward
attaining equal service quality in both online and offline. In the AA
service, workers for check-in and store and a schedule manager exist
offline, and the AA app system exists online, as shown in Fig. 2.
Therefore, the service providers can identify their roles and expect a
ripple effect on the entire service process based on the blueprint. In
addition, they can see partners and their roles, which is important for
cooperation in the O2O integration. Various service providers fre-
quently communicate to develop the complete O2O integration and
they need a universal blueprint that visualizes the overall service pro-
cesses of the O2O integration. Service providers can use the O2O SB as
the communication tool for concurrent engineering, which can decrease
service design time, thereby leading to improved service quality.
Finally, service providers can utilize the O2O SB to discover ex-
tensible areas online and offline for new or improved services. One of
the reasons why many companies adopt the O2O integration is to ex-
pand their service areas (Ho et al., 2012; Lee and Li, 2016; Rampell,
2010). Service providers can increase their competitiveness and attract
a larger number of customers by expanding the area. Service providers
can find potentially extensible areas by visualizing their service pro-
cesses on the O2O SB. Figs. 1 and 2 show concentrated areas where
interactions are active and empty areas where interactions are non-
existent. For example, an empty area exists when a customer waits for
9
Journal of Retailing and Consumer Services xxx (xxxx) xxxx
an Uber taxi (Fig. 1). Service providers can utilize this area to provide
greater value to the customer. For example, Uber can provide video
clips while the customer is waiting for a taxi, which can reduce
boredom and increase customer satisfaction. Similarly, when a cus-
tomer goes shopping at the airport, as shown in Fig. 2, the AA service
can provide discount coupons or recommend products. Additionally,
service providers can understand which channels and support systems
are needed to expand their service areas and how these channels and
support systems can be merged into the existing service process by vi-
sualizing them on the O2O SB. Through this expansion, service provi-
ders not only offer a diverse range of services to customers but also
establish multiple revenue streams and branding opportunities.
6. Concluding remarks
This paper presents the development of the O2O SB, which specia-
lizes in blueprinting service processes of the O2O integration, by ana-
lyzing the characteristics of the O2O integration through the literature
review and text mining analysis. Two examples, namely, Uber taxi and
American Airlines services, were mapped to validate the generality and
functionality of the developed O2O SB. Furthermore, the O2O SB was
compared with the CSB and ISB. The results indicate that the O2O SB is
capable of solving the limitations when mapping services apply the
O2O integration on the existing service blueprints. In addition, the re-
sults of the evaluation by three experts showed that the O2O SB satisfies
completeness, utility, and versatility. Finally, the managerial implica-
tions that helps users employ the O2O SB for various purposes were
discussed.
This study contributes toward the development of the O2O SB in a
systematic procedure. In the development process, we conducted lit-
erature review and text mining analysis. Through this approach, mas-
sive quantities of literature, articles, and application introductions were
examined, and rich insights and information were integrated into the
O2O SB. The O2O SB can visualize and analyze various types of services
and overcome the limitations of the existing service blueprints. The
O2O SB would be a useful tool to clearly and accurately blueprint key
elements and their interactions in a single service delivery. The O2O SB
provides the advantage of showing a complete picture of the entire
service processes across online and offline. Thus, this SB helps users
systematically understand the processes and establish strategies to im-
prove services.
Future studies can be suggested with reference to the development
of the O2O SB. Thus far, service blueprints have been usually developed
through qualitative methods such as literature reviews and case ana-
lyses. Recently, customer behavior and events during a service can be
collected as historical data due to technological advancements. For
example, most applications and websites collect real-time event logs
incurred by a customer during a service. With the richness of data,
service processes can be identified and analyzed effectively and accu-
rately with analytical methods such as data and process mining. This
approach can extract realistic and practical insights and information to
develop a customer-oriented service blueprint.
Acknowledgment
This work was supported by the National Research Foundation of
Korea (NRF) grant funded by the Korea government (MSIT) (No.
2014R1A2A2A03003387) and by “Human Resources Program in
Energy Technology” of the Korea Institute of Energy Technology
Evaluation and Planning (KETEP), granted financial resource from the
Ministry of Trade, Industry & Energy, Republic of Korea (No.
20184010201680).
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