9-1

Part 4

ALIGNING
SERVICE DESIGN
AND STANDARDS

9-2

Provider Gap 2

9-3

Key Factors Leading to Provider Gap 2

Chapter9-4

Service Innovation and Design

Challenges of Service Innovation and

Design
New Service Development Processes
Types of Service Innovations
Stages in Service Innovation and
Development
Service Blueprinting
High-Performance Service Innovations
McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All

9-5

Objectives for Chapter 9:

Service Innovation and Design
Describe the challenges inherent in service
innovation and design.
Present the stages and unique elements of the
service innovation and development process.
Demonstrate the value of service blueprinting and
how to develop and read service blueprints.
Present lessons learned in choosing and
implementing high-performance service
innovations.

9-6

Risks of Relying on Words Alone to

Describe Services
Oversimplification
Incompleteness
Subjectivity
Biased Interpretation

9-7

Describing the Complexity of a Service

Offering:

9-8

Types of Service Innovations

major or radical innovations
start-up businesses
new services for the currently served market
service line extensions
service improvements
style changes

9-9

New Service Development Process

9-10

New Service Strategy Matrix for

Identifying Growth Opportunities

9-11

Service Blueprinting
A tool for simultaneously depicting the
service process, the points of customer
contact, and the evidence of service from
the customers point of view.

9-12

Service Blueprint Components

Customer Actions
line of interaction
Visible Contact Employee Actions
line of visibility
Invisible Contact Employee Actions
line of internal interaction
Support Processes

9-13

Service Blueprint Components

9-14

Blueprint for Express Mail Delivery

Service

9-15

Blueprint for Overnight Hotel Stay Service

9-16

Building a Service Blueprint

9-17

Application of Service Blueprints

New Service Development
concept development
market testing

Supporting a Zero Defects Culture

managing reliability
identifying empowerment issues

Service Recovery Strategies

identifying service problems
conducting root cause analysis
modifying processes

9-18

Blueprints Can Be Used By:

Human Resources
creating realistic customer
Management

Service Marketers
expectations:

service system design

promotion

Operations
Management
rendering the service as
promised:
managing fail points
training systems
quality control

empowering the human

element:
job descriptions
selection criteria
appraisal systems

System Technology
providing necessary tools:
system specifications
personal preference databases

9-19

Benefits of Service Blueprinting

Provides a platform for innovation.
Recognizes roles and interdependencies among functions,
people, and organizations.
Facilitates both strategic and tactical innovations.
Transfers and stores innovation and service knowledge.
Designs moments of truth from the customers point of
view.
Suggests critical points for measurement and feedback in
the service process.
Clarifies competitive positioning.
Provides understanding of the ideal customer experience.

9-20

Common Issues in Blueprinting

Clearly defining the process to be blueprinted
Clearly defining the customer or customer
segment that is the focus of the blueprint
Who should draw the blueprint?
Should the actual or desired service process be
blueprinted?
Should exceptions/recovery processes be
incorporated?
What is the appropriate level of detail?
Symbology
Whether to include time on the blueprint

(Visible)

Parking
Exterior
Building
Waiting
Area
Outdoor
Seating

Arrive at
Restaurant

Interior
Drink
Design
Station
Hostess
Appearance
Stand
Appearance of Bar and
Bartenders
of Staf

Approach
Hostess
Stand

Wait/Order
Drinks
at Bar

Greet and
Give Buzzer

Greet and
Take
Drink Order

Cleanliness
of Table
Silverware
Napkins
Sauces
Centerpiece

Consume
Drinks

Deliver
Drinks

Menu

Plates
Glasses
Presentation
Food
Drinks

Menu

Order
Entree

Be Seated
at Table

Order
Drinks/
Appetizers

Specify
Spiciness
of Sauce

Receive
Drinks/
Appetizers

Escort
to Table

Take Drink/
Appetizer
Order

Prepare
Sauce
at Table

Deliver
Drinks/
Appetizers

(Invisible)

Prepare
Drinks

SUPPORT
PROCESS

CONTACT PERSON

PHYSICAL
CUSTOMER EVIDENCE

9-21

Process
Seating
Requests

Computerized
Seating
System

Buzz
Customer

Check
Accuracy
of Order

Input Order
at Bar/
Kitchen

Receive
Order

Prepare
Drinks/
Appetizers

Next
Slide

Plates
Food
Presentation

Order
Entree

Receive
Entree

Take
Entree
Order

Deliver
Order

(Invisible)

(Visible)

Menu

Enter Order
into
Computer

SUPPORT
PROCESS

CONTACT PERSON

PHYSICAL
CUSTOMER EVIDENCE

9-22

Receive
Food Order

Eat
Food

Ofer
Deliver
Refills,
Drinks,
Extra Sauce Extra Sauce

Refill
Drinks,
Extra Sauce

Prepare
Food

Consume
Refills,
Extra Sauce

Finish
Meal

Pick-up
Empty
Plates/
Clean of
Table

Take Plates
to Kitchen

Wash
Dishes

Doggie
Bags

Menu

New
Silverware
Plates
Food
Presentation

Ask for
Doggie
Bag

Order
Dessert

Eat
Dessert

Bring
Boxes to
Customer

Show
Dessert
Menu

Deliver
Dessert

Pack up
Food

Take
Order

Enter
Dessert Order
Into Computer

Receive Order/
Prepare
Dessert

Portfolio
with Check
Enclosed
Fortune
Cookies

Ask for
Bill

Pay
Bill

Deliver
Bill and
Fortune
Cookies

Total Bill
at
Computer

Print
Bill

9-23

Tangible Cues or Indicators of Quality

Exterior and Interior Design

Presentation of Food/Drinks
Appearance of Staff
Cleanliness of Tables, Utensils
Cleanliness of Restrooms
Location of Restaurant
Appearance of Surrounding Customers

9-24

Possibility of Standardization

Hostess Greeting
Pre-Prepared Sauces (Mild, Medium and
Hot)
Time Standards
Food and Drink Quality Standards
Bill Standards

9-25

Potential Fail Points and Fixability

Bar
train to make drinks; create ample seating space for wait area overflow

Food
revise food presentation; create quality control checks to ensure order is
correct before delivering to customer

Staff
training; set number of times to check-in on customers; behavioral and
attitude guidelines; dress code

Billing
standards for when to bring bill, how to deliver, when to pick-up, how quickly
to process transaction; ensure one fortune cookie per customer

Cleanliness
standards for amount of time it takes to clear and clean tables; regular
restroom checks