1. Designing and Managing Service Processes
Chapter 8

2. Flowcharting Service Delivery
Technique for displaying the nature and sequence of the different steps in delivery service to customers
Offers way to understand total customer service experience
Shows how nature of customer involvement with service organizations varies by type of service:
People processing
Possession processing
Mental Stimulus processing
Information processing

3. People Processing Service

4. Possession Processing Service

5. Mental Stimulus Processing Service

6. Information Processing Service

7. Service Blueprinting Service Blueprint
A tool for simultaneously depicting the service process, the points of customer contact, and the evidence of service from the customer’s point of view.
Service
Blueprint
Process
Points of contact
Evidence

8. Service Blueprint What is it?
A picture, guide or map that accurately portrays the service system.
A service blueprint allows all parties in the service experience to accurately understand and deal with service situations

9. Service Blueprint Components

10. Signage

11. Benefits of Service Blueprinting
Identifies fail points in the delivery of a service
Take preventative measures
Prepare contingency plans
Facilitates a top down, bottom up approach
Facilitates internal communication between departments and SBUs
Helps to define customer and employee roles
Identify potential areas of strength
Identify bottlenecks.

12. Key Components of a Service Blueprint
Define standards for front-stage activities
Specify physical evidence
Identify main customer actions
Line of interaction (customers and front-stage personnel)
Front stage actions by customer-contact personnel
Line of visibility (between front stage and backstage)
Backstage actions by customer contact personnel
Support processes involving other service personnel
Support processes involving IT

13. Customer’s Role in Service Delivery

14. Levels of Customer Participation
Low or minimal participation
Consumer presence required during service delivery
Moderate participation
Consumer inputs required for service creation
High involvement
Consumer co-creates the service product

15. Customers as Service Co-creators
Customers can be thought of as “partial employees”:
Contributing effort, time, or other resources to the production process
Customer inputs can affect organization’s productivity and quality of service processes and outputs. How?
For the relationship to last, both parties need to cooperate with each other
Key issue:
Should customers’ roles be expanded or reduced?

16. Discussion Question #8
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17. Customer Participation and Self-Service Technologies
Proliferation of New SSTs
Customer Usage of SSTs
Success with SSTs

18. Discussion Question #9
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19. Self-Service Technologies
Benefits
SST machines are conveniently located and accessible 24/7—often as close as nearest computer!
Obtaining detailed information and completing transactions can be done faster than through face-to-face or telephone contact
People in awe of what technology can do for them when it works well
Drawbacks
SSTs fail – system is down, PIN numbers not accepted, etc
Poorly designed technologies that make service processes difficult to understand and use
they mess up - forgetting passwords; failing to provide information as requested; simply hitting wrong buttons

20. Customers as Contributors to Service Quality and Satisfaction
Customers can contribute to:
their own satisfaction with the service
by performing their role(s) effectively
by working with the service provider
the quality of the service they receive
by asking questions
by taking responsibility for their own satisfaction
by complaining when there is a service failure

21. Importance of Other (“Fellow”) Customers in Service Delivery
Other customers can detract from satisfaction:
disruptive behaviours
overly demanding behaviours
excessive crowding
incompatible needs
Other customers can enhance satisfaction:
mere presence
socialization/friendships
roles: assistants, teachers, supporters, mentors

22. Strategies for Enhancing Customer Participation
Figure 13.3