This document discusses service blueprints and the servuction model. It explains that service blueprints give detailed knowledge of a service operation by mapping the lines of interaction, visibility, internal interaction, and implementation. It provides an example of how these lines would appear when visiting a restaurant. The document also discusses how branding, positioning, and innovation are important aspects of differentiating services since services are intangible and have shorter life cycles than products. Capacity bottlenecks refer to points in a service operation that restrict maximum output.

1. Module 4B

2.  Flowcharts are used to analyze and manage
complex production process..
 Time taken to move from one process to next
 Cost in each step
 Amount of built inventory at each step
 Bottlenecks in the system
 THE FLOWCHARTING OF A SERVICE
OPERATION IS CALLED AS SERVICE BLUE
PRINTING.

3.  They give a detailed knowledge of the service
operation.
 Estimate the number of contact points
between service firm and customer

4.  Line of Interaction between customer and
frontline employee
 Line of visibility of tangibles
 Line of internal interaction (boundary
spanners)
 Line of implementation

5.  You are visiting a restaurant.
 Line of interaction - you are placing the order
with the steward or the server
 Line of visibility – As you enter the restaurant,
find out a place to sit, you are also looking at
the physical evidence – air conditioning,
lights, chairs, tables, table cloth, uniform of
server, crockery, menu card

6.  Line of internal interaction – the server or
waiter goes to kitchen and places order ; one
of the helper boy places glasses of water on
your table.
 Line of implementation – kitchen prepares
the dish and server places the order on your
table.
 Once service is over, management staff role
comes in (eg. asking for feedback, payment
of bill)

7.  You can also look at the kitchen, this also
becomes a visible component of servuction
model.
 In some darshinis, the plates are cleaned right
in front, so a customer can easily look at the
hygiene level.
 The cleanliness of washrooms and wash
basins are other tangible evidences.

8.  Yes, services need branding to create a
differentiation and meet the challenge of
intangibility of service.
 Eg. ING Vysya bank had a savings bank called
orange, they said – “it is the new colour of
savings”.
 Citibank had a savings account called
“suvidha” (which means easy in Hindi)

9.  Brand architecture contains all elements of
branding
 Creates a clear image for the brand
 Most important aspect of branding –
positioning.
 Service life cycles are shorter, so service brands
need innovation and repositioning. Eg. Barista
Coffee had to change its positioning

10.  A mobile service provider –
 Door to door collection of payments of bills –
innovation, key aspect of differentiation

11.  Service design
 Focus attention on process modelling
 Service mapping
 Blueprints give a detailed knowledge of
service operation.
 Important to estimate the number of contact
points between service firm and customer.

12.  Refers to the use of physical evidence to
design service environments.

13.  Capacity bottlenecks are the points in an
operation that restrict the maximum output
of a service operation.

14.  What are positive and negative biases ?

15.  When a customer has a positive experience
with a service employee, he views the entire
service organization in a positive manner.
 But when the experience is negative, the
customer mainly attributes this service
deficiency to the individual provider, not to
the entire firm.

16.  There are few other alternatives
 Costly to change brand
 Emotional attachment to the company
 Awareness about other services is low
 To have a satisfying relation with the seller as
part of CRM.