Service Blueprint Assignment,marketing homework help

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Please follow the rule of the Word doc named Blueprint and the PowerPoint named PPT Template. The Chap008 and the Service Blueprinting p6-9 (page 6-9 will be particularly helpful) are helpful in building a service blueprint. Thank you for help.

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Service Blueprint Assignment Instructions Directions: Each student’s assignment is to select out a local service provider in Troy, Al (or, alternately, a “goods” business that has a significant service component) and develop a service blueprint. The assignment should focus on a specific organization and not just a typical organization in the industry. To complete this assignment, you may need to visit and observe your chosen company. Students should read (and study!) Chapter 8 in the textbook to complete this assignment. Students should also read the following article (available in this module): Mary Jo Bitner, Amy L. Ostrom, and Felicia N. Morgan (2007), “Service Blueprinting: A Practical Technique for Service Innovation,” Center for Services Leadership, Arizona State University - Working Paper. The intent of the project is to construct a thorough, detailed service blueprint for the chosen service provider. Note: Because you are familiar with the service provider you are using for your Service Marketing Journal, this organization would be a good option.) Requirements: Service Blueprint 1 is the Graphical Part of Service Blueprint Assignment. provided below: Instructions are This assignment allows students to demonstrate an understanding of the blueprint concepts from the text and class, as well as an ability to illustrate them in the context of a specific service. A blueprint should include the components indicated below. Arrows should be included in your blueprint to indicate the sequence of activities and how they are related to each other. A blueprint should depict at least four key customer actions, four onstage employee/SST actions, four backstage employee/SST actions, four distinct support processes, and four elements of physical evidence. At least one potential bottleneck (point in the process where backups or slow delivery may occur) and one failpoint (point in the process where problems may occur) in the service delivery process should be identified and included. Blueprints should be created using PowerPoint. Service Blueprint 2 is the Written Part of Service Blueprint Assignment. provided below: Instructions are In addition to the actual blueprint, each student is to write a short paper (4-5 pages) that addresses each of the following topics: (1) Introduce the organization, describe the service(s) that you are blueprinting, the target market for that service, and why you selected it; (2) Describe the four key customer actions depicted in the blueprint and discuss why you believe each is critical to a successful service experience*; (3) Describe the four onstage employee/SST actions depicted in the blueprint and discuss why you believe each is critical to a successful service experience*; (4) Describe the four backstage employee/SST actions depicted in the blueprint and discuss why you believe each is critical to a successful service experience*; (5) Describe the four distinct support processes depicted in the blueprint and discuss why you believe each is critical to a successful service experience*; (6) Describe the key elements of physical evidence depicted in the blueprint and discuss why you believe each is critical to a successful service experience*; (7) Identify, number, and describe the potential bottleneck and failpoint; (8) Propose possible solutions/alternatives to address each bottleneck and failpoint; (9) Discuss how a service blueprint might be used by an organization to make decisions with regard to marketing, human resource management, and operations; (10) Think about your service process beyond your specific organization. Discuss what generally creates customers’ most negative experiences (for example: emotional hot spots, irritations, frustrations, time wasted, delays, etc.) for this service process. (11) Discuss what was learned in doing this assignment and how it could be applied in the business world. For (2), (3), (4), and (5), if your service blueprint has more than four actions or processes, select the most important ones. * Note: For “critical to a successful service experience” think of how that activity potentially contributes to customer satisfaction. A question to ask yourself is, “If this employee action, support process, or physical evidence wasn’t present, how might the quality of the service provision be diminished?” Format: Your written document should be typed, double-spaced and have 1” margins. Submissions should use a 12-point font and be free of spelling and grammatical errors. Assignments should include your name, the date, and the title of the assignment. Your assignments should have page numbers. Use paragraphs and headings (and subheadings) to clearly organize your work. If you use a topic/ response format for your paper, use bold font for the 11 topics and regular font for your responses. Service Blueprint Physical Evidence Customer Actions Line of Interaction Onstage/ Visible Contact Employee/SST Actions Line of Visibility Backstage/ Invisible Contact Employee/SST Actions Line of Internal Interaction Support Processes A D Bottleneck and Failpoint A B = The bottleneck is the ……. = The failpoint is the ……. McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Part 4 ALIGNING SERVICE DESIGN AND STANDARDS 8-2 Provider Gap 2 CUSTOMER COMPANY Customer-driven service designs and standards Company perceptions of customer expectations Gap 2: The Service Design and Standards Gap 8-3 Key Factors Leading to Provider Gap 2 8-4 Chapter Service Innovation and Design 8 ▪ Challenges of Service Innovation and Design ▪ Important Considerations for Service Innovation ▪ Types of Service Innovations ▪ Stages in Service Innovation and Development ▪ Service Blueprinting: A Technique for Service Innovation and Design 8-5 Objectives for Chapter 8: Service Innovation and Design ▪ Describe the challenges inherent in service innovation and design. ▪ Present an array of different types of service innovations, including service offering innovation, innovating around customer roles, and innovation through service solutions. ▪ Discuss the importance of engaging customers and employees and employing service design thinking in service innovation. ▪ 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. 8-6 Risks of Relying on Words Alone to Describe Services ▪ Oversimplification ▪ Incompleteness ▪ Subjectivity ▪ Biased Interpretation 8-7 Important Considerations for Service Innovation ▪ Involve customers and employees ▪ Employ service design thinking and techniques 8-8 Important Considerations for Service Innovation ▪ The five principles of service design thinking: ▪ User-centered: Services should be experienced and designed through the customers eyes ▪ Cocreative: All stakeholders should be included in the service design process ▪ Sequencing: A service should be visualized as a sequence of interrelated actions ▪ Evidencing: Intangible services should be visualized in terms of physical artifacts ▪ Holistic: The entre environment of a service should be considered 8-9 Types of Service Offering Innovations ▪ Major or radical innovations ▪ Start-up businesses ▪ New services for the currently served market ▪ Service line extensions ▪ Service improvements ▪ Style changes 8-10 Service Innovation and Development Process 8-11 New Service Strategy Matrix for Identifying Growth Opportunities 8-12 Service Blueprinting ▪ 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. 8-13 Service Blueprint Components Physical Evidence Customer Actions line of interaction Visible Contact Employee Actions line of visibility Invisible Contact Employee Actions line of internal interaction Support Processes 8-14 Service Blueprint Components 8-15 Blueprint for Express Mail Delivery Service 8-16 Blueprint for Overnight Hotel Stay Service 8-17 Blueprint for DVD Rental Kiosk 8-18 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 customer’s point of view. ▪ Suggests critical points for measurement and feedback in the service process. ▪ Clarifies competitive positioning. ▪ Provides understanding of the ideal customer experience. 8-19 Building a Service Blueprint 8-20 Service Blueprinting: A Practical Technique for Service Innovation Mary Jo Bitner PetSmart Chair in Services Leadership Center for Services Leadership W. P. Carey School of Business Arizona State University Tempe, AZ 85287-4106; 480-965-6201 Amy L. Ostrom Associate Professor of Marketing W. P. Carey School of Business Arizona State University Tempe, AZ 85287-4106; 480-965-6201 Felicia N. Morgan Assistant Professor of Marketing University of West Florida Department of Marketing and Economics Pensacola, FL 32514; 850-474-2659 The authors thank the Center for Services Leadership for its support of this project. They also sincerely thank the individuals who contributed to the case studies including: Greg Reid and Maynard Skarka of Yellow Transportation (YRC Worldwide); Renee Ryan, formerly of ARAMARK and currently with Best Western International; Mark Rosenbaum, consultant to Marie Stopes International and a professor at Northern Illinois University; Rick Mears of the San Francisco Giants; and Sara Moulton Reger of IBM. In addition the authors thank three anonymous reviewers and the editor at California Management Review for their helpful and constructive comments on earlier drafts of this paper. Copyright 2007 Center for Services Leadership, Arizona State University Working Paper Not to Be Copied or Quoted Without Permission 1 Service Blueprinting: A Practical Technique for Service Innovation Mary Jo Bitner, Amy L. Ostrom, Felicia N. Morgan Services represent approximately 80 percent of the U.S. GDP and a growing percentage of the GDPs of countries around the world. Companies, governments, and universities around the world have recently awakened to the realization that services dominate global economies and economic growth.1Yet, in practice, innovation in services is less disciplined and less creative than in the manufacturing and technology sectors.2 As anecdotal evidence of this, we point to a 2007 Business Week cover story featuring the world’s most innovative companies.3 While Business Week’s top twenty five most innovative companies includes a number of service businesses (e.g., Google, Walt Disney, Wal-Mart, Starbucks, Target, Amazon and E-Bay), the number of innovators is not nearly reflective of the size of the service sector. A recent comprehensive review of the academic literature on product innovation also reveals little explicit coverage of research on service innovation.4 There are many reasons for this historic lack of rigorous attention to the unique aspects of service innovation. Some of these reasons are rooted in the remnants of the industrial revolution and the habitual fascination with tangible products and hard technologies as a source of product innovation, and an underlying belief that service(s) have no tangible value.5 Beyond these historic reasons, however, the lack of widespread and disciplined innovation in services derives at least partially from the nature of services themselves. Services are process and experience based and in many cases dependent on human, interpersonal delivery systems, suggesting a need to focus on process, delivery, and experience, innovation. Yet, traditional product innovation tools emphasize the design of tangible, relatively static products with physical properties, Service(s) are fluid, dynamic, and frequently co-produced in real time by customers, employees, and technology, often with few static physical properties. Thus, many of the invention protocols and prototype design techniques used for physical goods, hard technologies, and software do not work well for human and interactive services, or at least they demand significant adaptation to address service innovation challenges.6 Along with the awakening to the domination of services in the world’s economies, there is a growing emphasis in business practice on creating meaningful, memorable customer experiences.7 The fundamental premise is that firms can no longer compete solely on providing superior value through their core products, but rather they must move into the realm of customer experience management, creating long-term, emotional bonds with their customers through the co-creation of memorable experiences potentially involving a constellation of goods and services. The importance of customer experience management is not only being touted in consumer markets, but also in business-to-business contexts where research shows meaningful customer experiences and the resulting emotional bonds between customers and suppliers are more important than rational motivations in creating customer loyalty.8 The compelling need for service innovation in the world’s economies and the current focus of many businesses on creating value through customer experiences suggest a need for innovative methods, techniques, and R&D practices for service(s). The purpose of this article is to describe one such technique—service blueprinting—a customer-focused approach for service innovation and service improvement.9 While the rudiments of service blueprinting were introduced two decades ago, the method has evolved significantly as a useful approach for addressing many of the challenges in services design and innovation and is particularly amenable to customer experience design. In comparison to other process-oriented design techniques and tools, service blueprints are first and foremost customer-focused, allowing firms to visualize the service processes, points of customer contact, and the physical evidence associated with their services from their customers’ perspective. Blueprints also illuminate and connect the underlying support processes throughout the organization that drive and support customer-focused service execution. 2 Through case study examples largely based on our own research, teaching, and extensive work with companies, we show how service blueprinting has been incorporated as a highly effective and very adaptable technique for service innovation, quality improvement, customer experience design, and strategic change focused around customers. Since all businesses are service businesses at some level, the article has implications for companies and organizations across industries. Because blueprints can be used strategically or at a very micro-implementation level, managers at all levels find it very useful. In addition to its direct applications to business practice, service blueprinting suggests avenues for crossdisciplinary research within academics and in academic-business partnerships. The article proceeds as follows. First we present conceptual and managerially relevant issues that serve as foundations as well as motivations for why blueprinting is so useful in the current competitive environment. Second we describe the foundational components of service blueprints. We then provide data in the form of five case studies showing the versatility and usefulness of service blueprints across industry and application contexts. We conclude with a discussion of general insights for service innovation practice and for cross-disciplinary research on service innovation. Service Innovation Challenges There are a number of service characteristics and related management challenges that underlie the need for an innovation technique like service blueprinting. Before describing them we should be clear as to what we mean by services since the term has so many varied and broad uses. When we use the term “service” or “services” we are referring to service offerings provided for and/or co-created with customers such as professional services, retail, financial, telecommunication, healthcare, and many others. We also include service(s) that are offered in conjunction with goods such as training and network support services in a technology company and even service that is derived from a tangible product such as the service embedded within an onboard GPS system in a car. What all of these services have in common is an interface with an actual customer whether through technology or interpersonal interactions. Services as Processes One of the most distinctive characteristics of services is their process nature.10 Unlike physical goods, services are dynamic, unfolding over a period of time through a sequence or constellation of events and steps. The service process can be viewed as a chain or constellation of activities that allow the service to function effectively.11 For example, a professional consulting service is represented by events occurring between business partners, beginning with learning about each other, developing a service agreement, a series of meetings, project deadlines, and deliverables. This service could take place over a short time frame or it could take place over several years. To function effectively for the client, the entire sequence of consulting activities should be coordinated and managed as a whole, over time, with emphasis on including the resources and steps that produce value for the customer. An analysis of the client’s consumption and co-creation process, interactions with the provider firm, and the underlying support systems is essential to managing this chain of service activities. While many of the essential activities that support the consulting service are invisible to the client, understanding that fact and how these activities link to the client is essential to ensuring the value proposition. Understanding how customers evaluate the service process, and how those judgments evolve, is also critical. Some research suggests that it is the summation of all the steps, or service encounters, within a service process that is evaluated by the customer and not just individual interactions with service providers.12 Other research examines the distinct events (i.e., service encounters) associated with a service process that are evaluated along unique attribute dimensions.13 Still others propose that the character of the process itself may play a greater role than the actual outcome in determining overall evaluations.14 Developing a deeper understanding of the way customers experience and evaluate service processes is but 3 one of many challenges faced by firms that undertake the design, delivery, and documentation of a service offering. Service blueprinting is a flexible approach that helps managers with the challenges of service process design and analysis. It is a powerful technique that can be used to depict a service at multiple levels of analysis. That is, service blueprinting can facilitate the detailed refinement of a single step in the customer process as well as the creation of a comprehensive, visual overview of an entire service process. Services as Customer Experiences In recent years the business world and trade press have become enamored of the notion of the “customer experience.” Joseph Pine and James Gilmore advanced the idea that we are in an “experience economy,” in which the orchestration of memorable, even “transformational” events for customers is the key to differentiating o ...
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Tutor Answer

School: Purdue University

Hello, is the work. Am adding the discussions on the physical, backstage and onstage employee actions. But generally the work is complete. Kindly have a look.

Sister’s Restaurant – Troy Alabama
Sister’s Restaurant owns its history back in the year 1997 having been founded by two
sisters Geraldine Umbehagen and Pat Rogers in the month of March. The restaurant is located at
Troy in Alabama at a distance of approximately two miles south of Walmart on the US Highway
231. The restaurant offers lunch buffets as from Sundays to Friday and night buffets on
Thursdays and Fridays. Sister’s restaurant prides in its popular banana pudding dish and other
various sumptuous meals that have been listed among the 100 dishes one need to eat in Alabama
before one dies. The restaurant is famously known for cooking traditional meals that make
anyone visiting Alabama to have something to take home concerning Alabama meals. It is also
relatively a cheaper destination for taking meals as compared to other hotels around offering
nearly the same quality of food. The restaurant attracts majorly customers who desire to have
traditional meals and enjoy eating in a buffet-service setting. My major reason for settling on
Sister’s Restaurant is the expanding demand for its buffet services which need to be addressed.
To elaborate on this aspect in a broader perspective, I will discuss the various operations that
take place in the restaurant in my subsequent paragraphs. I will also give my recommendations
for the bottleneck and fail point that the particular restaurant is facing. Towards the end, I will
elaborate on how an organization can use its blueprints to make critical decisions regarding its
human resource management, operations, and marketing. Lastly, I will discuss what may lead to
customers developing a negative attitude towards hotel related services and give my view on my
personal gains for this assignment and its application in relation to business.
From a customer’s point of perspective, the following actions take place during the visit
process to Sister’s Restaurant:

Arrival – At this instant, a customer arrives at the restaurant site where he/she is ushered
in. The parking facility exists for those who own vehicles and respective automobile
means. Receptionists then pro...

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awesome work thanks

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