Cockington Green Garden - Developing Service Blueprinting for Attraction Park - Research Paper Example

Cockington Green Garden Report Abstract This paper presents a study of the service delivery process within the tourism attraction sector. The main objective of conducting the study is to understand customer experiences from services offered within organizations offering tourism attraction services. In doing so, the researchers aimed at gathering information that could be helpful in improving service delivery in the sector. To achieve this objective, the researchers conducted an empirical study of Cockington Green Gardens, one of Australia’s famous tourist attraction destinations. In order to understand the service delivery process within the organization, the researchers used a blueprinting technique to identify critical points of contact between service providers and customers which have the greatest impact on the perception of customers towards the image of a tourist destination park. The researchers utilized secondary data collected from secondary sources as well as primary data collected from Cockington Green Gardens through observation in developing the blueprint. Further, the researchers conducted qualitative research and collected information from a focus group comprising 10 students who had visited the park. In doing so, the researchers aimed at identifying fail points in the service delivered by employees at Cockington Green Gardens. After identifying three major service fail points, the researchers developed patterns for solving each of the problems identified. Table of Contents Abstract ii Table of Contents iii Key Terms iv 1.0 Introduction/Background 1 2.0 Developing Service Blueprinting for Attraction Park 2 2.1 Research Method and Design 2 2.2 Collection of Secondary Data 3 2.3 Collection of Primary Data 3 2.4 Findings and Analysis 4 2.4.1 Stage 1: Reservations 5 2.4.2 Stage 2: Arrival/Check in 6 2.4.3 Stage 4: The Check-out/Departure 8 3.0 Identification of Fail Points 8 3.1 Research Approach and Design 9 3.2 Data Collection 11 3.2.1 Focus Group 11 3.3 Findings and Analysis 12 4.0 Pattern Development 14 5.0 Conclusion and Recommendations 18 6.0 References 19 7.0 Appendix Blueprint for a Tourist Attraction Park 22 Key Terms Blueprinting: A method of portraying service delivery processes and critical points of contact between service providers and customers within organizations Critical points/Touch points: Points of encounter between service providers and customers, which can be either satisfying or dissatisfying Fail points: Areas where service provision does not meet customer’s expectations Pattern: In this context, pattern refers to sequential design practices that can help to solve a problem repeatedly and in different ways 1.0 Introduction/Background Blueprinting is one of the methods that are used in investigating customer experience within organizations. It involves monitoring and analyzing the services offered within an organization along a flowchart. It is thus a useful technique in designing service processes and operations. Johns and Clark (as cited in Bitner & Ostrom, 2008, p. 71) designed a service journey describing customer experience through series of service provider contacts with the customers. Matson and associates (as cited in Bitner & Ostrom, 2008, p. 72) developed service processes further by maintaining that they could be broken down into events that are universal to all consumers in particular industries. In other words, each service journey in any organization may be unique but there are specific key points of contact that are common in all organizations within an industry. For instance, at tourist attraction destinations, visitors may encounter a service journey consisting of phases such as arrival, viewing of attractions and departure (Flie & Kleinaltenkamp, 2004, p. 403). Blueprinting allows the researcher to visualize the service delivery process, physical evidence associated with service delivery and points of contacts between service delivery agents and customers (Keogh, 2009, p. 34). As such, it helps in the identification of customer experiences within service delivery process in a given organization that may lead to dissatisfaction. In particular, blueprinting helps in the identification of service failures within an organization. In turn, such information can be useful for the organization in facilitating development of creative solutions to the problems identified (Zeithaml, Bitner & Gremler, 2006, p. 267; Mager, 2009, p. 415) This paper presents a report of study of service delivery process in the tourist attraction sector. It presents an empirical study that was conducted on Cockington Green Gardens, an attraction park that is based in Canberra, Australia. In order to identify the service gaps or failures in the organization, the researchers developed a service blueprint of tourist attraction destination sector. After identifying three main service failures, the researchers developed patterns for solving the problems. 2.0 Developing Service Blueprinting for Attraction Park To understand customer experiences in the tourism attraction industry, there is need for comprehensive understanding of the service delivery process in the sector. This approach is particularly relevant in this research due to the nature of the tourism industry. 2.1 Research Method and Design Methodology simply refers to the manner in which we approach and execute functions or activities. In doing research, it can be described as a way and manner in which a study is conducted and includes all the methods used to carry out research within the social and natural sciences (Creswell, 2003, p. 112). It encompasses the entire process of doing research which involves planning, conducting the research, disseminating the findings and drawing conclusions. In this case, the researchers utilized both primary and secondary data. To collect the primary data, the researchers applied a descriptive research design. This is a type of research design that is concerned with “who” and “when” of a phenomena (Plessis, 2004, p. 57). It describes relationships, functions, relationships, and patterns of a research phenomenon. Descriptive research is usually very structured, more formal, quantitative in nature and produces hard data. The researchers applied descriptive research design in the identification of service delivery process and points of contact between the staff and customers in Cockington Green Gardens. 2.2 Collection of Secondary Data Secondary data refers to “data that is collected for a different purpose other than to help in solving the problem at hand” (Plessis, 2004, p. 45). Unlike the primary data which is collected for the first time to solve the problem at hand, secondary data is derived from readily available resources. Secondary data was necessary in this research for the researchers to gain greater understanding of tourism sector and service delivery processes in tourist attraction parks. As Plessis (2004, p. 45) explains, it is imperative for secondary data to form the backbone of any research in order to make it more comprehensive and efficient. In this study, the researchers collected secondary data on service delivery processes in tourist attraction sites was derived mainly from books and academic journal articles. Researchers also explored the available information in the Cockington Green Garden’s website in order to understand the services offered by the organization. Generally, the secondary data gave an insight to the researchers into the service delivery process and points of contacts between service delivery agents and customers to be expected in Cockington Green Garden. 2.3 Collection of Primary Data To verify and supplement the secondary data, the researchers visited Cockington Green Garden to collect first hand information on the services delivery processes. Other than using the data contained in the secondary resources, the researchers found it essential to collect primary data through observation. Primary data refers to data that is generated by the researcher to solve the problem at hand (Trochim, 2000, p. 72). The researchers visited Cockington Green Gardens and used participant observation technique to gather essential information regarding service delivery processes at the park. Participant observation is a method in which a researcher spends time in the area of research or with the research subjects while observing the desired trait. This method offers an opportunity for a researcher to study the natural or usual behaviours of interviewees. An interviewee is not aware that he/she is being observed and thus, behaves more naturally. Also, this method provides an opportunity to gather sensitive information and reduces rates of refusal to participate. However, this method has been criticized for being time consuming and expensive (Trochim, 2000, p. 73). It is also likely for the participants to change their behaviours when they notice that they are being observed. Further, observation does not explain the underlying causes of people’s behaviours. In this case, the researchers visited the park at 9.30 A.M and left at 5.00 P.M. on a Saturday. During all this time, the researchers took an opportunity to observe and to record all valuable information regarding the service delivery process. 2.4 Findings and Analysis Data analysis is a practice in which raw data is organized and ordered so as to extract useful information from it. This chapter presents the secondary and primary data collected by the researchers, relating to service delivery process in Cockington Green Gardens. Content analysis is applied to non-numerical data, allowing the researchers to analyse the data in systematic way. At the same time, grounded theory analysis is applied in order to produce patterns from the data. Based on secondary and primary data collected, the researchers developed a blueprint of customer experience journey. Generally, the researchers found that there are four key stages that consumers encounter while visiting a tourist attraction site. These are: Stage 1: Reservations State 2: Arrival/Check in Stage 3: Seeing the attractions Stage 4: Check-out/Departure The researchers established that there are various points of contact between staff and customers within these stages. 2.4.1 Stage 1: Reservations In some cases, customers make reservations before the actual visit to an attraction site, especially when they are in large groups. In Cockington Green Gardens, there are different rates and menus for different group sizes. Thus, people visiting in groups are advised to contact the organization to get brief information about the rates and where necessary, make bookings for food (Cockington Green Garden, 2012). This stage forms the first point of contact between the customer and the organization and thus, it is very critical. Customers may gather information and make reservations online, through telephone or in person (Hewing & Gersch, 2011, p. 738, Holloway, 2004, p. 89). When customers seek information or make reservations over the telephone, the first point of contact is either with the receptionist or the person making the reservations. Cockington Green Gardens has displayed phone number on the website which people can use to contact the organization’s receptionist (Cockington Green Garden, 2012). Shahin (2010, p. 11) emphasizes on the importance of giving customers accurate information in order to match their expectations with service delivery at this point. A group of persons may also send one person to the park to collect valuable information and make reservations. The first point of contact with such a customer occurs when he/she meets the receptionist or person working in reservations. 2.4.2 Stage 2: Arrival/Check in Most tourist attraction organizations provide information regarding their directions in websites. Customers may also be given directions over the phone or through other means such as letters. When a customer calls to seek or verify the direction of an attraction site, this forms a critical touch point which can impact on customer’s perception of the services offered within the park (Meyer & Schwager, 2006, 118). Once customers arrive, those with personal vehicles enter the car park. Most organizations, especially those that are busy have a car park attendant who gives directions to drivers on where and how to place cars in the park. This could also be an important point of contact with the organization’s employees (Van den Heuvel, 2011, p. 225). The next step within the second stage is the check-in process. This is a critical step where the customers enter the reception area, pay the entry fee and give personal details and details for their vehicles. Customers who had paid in advance are asked to show receipts and their reservations are verified. At this point, organization’s workers at the reception area meet and warmly welcome the customers. Thus, this is a major point of interaction between the organization’s staff and customers (Van den Heuvel, 2011, p. 225). In some organizations such as Cockington Green Gardens, customers are issued with as free magazine displaying attraction features and facilities present in the attraction park (Cockington Green Garden, 2012). The magazines may also give directions to different facilities and features. In some attractions, customers are given verbal directions to different features and facilities. Van den Heuvel (2011, p. 225) explains the importance of the reception staff’s possessing strong communication skills. After the check-in process is complete, an employee may be assigned to take customers to different attractions within a park. If this happens, this is the most significant point of customer-staff contact since the employee assigned will take the rest of the visiting period guiding them. The assigned employee explains to the customers all important details regarding all attraction features encountered. To meet expectations of the customers, the employees involved must have strong communications skills and must have adequate and accurate information regarding attraction features, including historical information. Any questions from the customers must be answered in honest and accurate manner (Kostopoulos, Gounaris & Boukis, 2012, p. 585; Crosby & Johnson, 2007, p. 25). In other attraction sites, different employees are employed at every attraction feature and their task is to welcome visitors and to give them valuable information regarding the features to which they are assigned. Thus, every place where an employee is designated to welcome and give detailed information regarding a feature within a tourism attraction site is an important point of contact with the clients. On top of having strong communication skills, all employees given that responsibility need to be trained to be friendly, polite, and helpful to all customers (Gronroos, 2000, p. 27; Morrison, Rimmington & Williams, 1999, p. 347). Most attraction sites have cafes, restaurants ad canteens offering different kinds of foods and refreshments (Coderre, Woloschuk & McLaughlin, 2009, p. 359). If the visitors make purchases in those places, they may meet waiters, waitresses, receptionists, chefs, sales-staff and management. This forms a major point of interaction between customers and organization’s staff 2.4.3 Stage 4: The Check-out/Departure The final stage in service delivery within an attraction site is the check-out. Customers, especially those with luggage and cars move to the receptionist and ask to be checked out. The worker at the desk usually asks customers whether they have enjoyed viewing the attractions. The receptionist confirms that all bills are cleared by the customers. This is also a key touch point. The customers may also be assisted with cars, which is also an important point of encounter with the employees (Gadrey & Gallouj, 2002, p. 118). The customer experience blueprint a tourist attraction park is displayed in the Appendix. 3.0 Identification of Fail Points As Gadrey and Gallouj (2002, p. 55) explain, the service delivery process may not always go according to the laid plan; some incidents may occur which may leave customers dissatisfied. Situations where service delivery falls short of customer’s expectations are perceived as service failures, irrespective of responsibility. Tourist attraction is a high-contact service and thus, service failure may not be disguised from the customer. A service delivery failure may be very serious, such as serving poisonous food, or it may be trivial, such as a short delay. The core issue is that service failure of any gravity impacts on the customer’s overall image of a service provider (Bitner & Brown, 200, p. 74). This prompted the researchers in this case to identify points in which the students may have been dissatisfied (also known as fail points) within the service delivery process at Cockington Green Gardens. 3.1 Research Approach and Design To understand the personal experiences and opinions regarding service delivery process at Cockington Green Gardens from customer’s point of view, there was need to establish the best way to gather appropriate information from the students. In this regard, the researchers explored the applicability of qualitative and quantitative research methodologies, which are the two main approaches of conducting primary research. Quantitative research method simply involves collection and analysis of data that is non-numerical in nature. Gill and Johnson (1997, p. 16) defines qualitative method as “an array of interpretive techniques which seek to describe, decode, translate and otherwise come to terms with the meaning, not the frequency of certain more or less naturally occurring phenomena.” Within a marketing context, qualitative methods are essential for providing a deep insight into the study phenomena. The qualitative tools or methods applied and the quality of understanding achieved with regard to a given phenomena are dependent on the objectives of the research, the context of study setting and the researcher’s ability to collect detailed, relevant information regarding situations, people, events, and things involved. Thus, a qualitative enquiry usually involves seeking in-depth information regarding a phenomenon as well as the underlying causes of specific behaviours of human beings. However, qualitative methods have been criticized for deriving data that is complex in nature (Gill & Johnson, 1997, p. 21). It is usually difficult to generalize data derived using quantitative methods across different sectors. Usually, the main aim of carrying out research is to expand an existing concept or to come up with a new perspective regarding an issue, but not to test an existing concept. On the other hand, quantitative method involves collection of numerical data that is analysed using statistic tools such as percentages, means, correlations, bivariates and frequencies (Saunders & Thornhill, 2007, p. 108). The data is presented using statistical tools such as graphs, pie charts, models and diagrams. In this study, the researchers aimed at understanding the experiences of the students who had visited the Cockington Green Gardens. It is not easy to quantify individual experiences and thus, the best ways to gather such information is through the use of qualitative techniques. The common qualitative research tools are in-depth interviews, projective techniques and focus groups. As it will be explained, the researchers opted for the use of focus groups to collect primary data from students in this study (Saunders & Thornhill, 2007, p. 109). Given the nature of the study, the researchers chose to adopt an exploratory research design at this point. This type of research design is used when a research wants to understand the “what” of a phenomenon. As the name suggests, an exploratory research design is applied where the researcher wants to explore and to gain a deep understanding of a phenomenon or a research problem. It is usually applied where little is known about the subject of study, requiring extensive investigations (Plessis, (2004, p. 46). In this case, the researcher had little information regarding customer experiences with the services that are offered at Cockington Green Gardens. An exploratory study design would help the researchers to identify any fail points in the process of service delivery process within the park. 3.2 Data Collection 3.2.1 Focus Group A focus group refers to a form of interview process undertaken on a small group of respondents sharing similar traits. The interview process involves discussion of a particular topic for an hour or so. A focus group may comprise of 8 to 12 individuals with information regarding a particular phenomenon and are probed and questioned jointly be a moderator (Saunders & Thornhill, 2007, p. 102). The main purpose of forming a focus group is to facilitate exploration and to enhance greater understanding of the respondent’s opinions and perspectives regarding a particular topic or phenomenon under investigation. The main advantage of a focus group is that the researcher can gather much more information from the respondents within an hour than the amount of information that would be gathered over much longer time frame through conducting individual interviews. Secondly, as the respondents interact with each other during the discussion, they stimulate each other to give more information. This means that more in-depth information can be gathered than when collecting data using individual interviews. As well, focus groups are less expensive to conduct in comparison with individual interviews. One of the challenges that are associated with conducting focus groups is that the moderator has to have adequate skills to coordinate the participants and to ensure that all of them have equal chance to respond. If poorly coordinated, shy participants may not be able to respond and the discussion may end up being controlled by one or two respondents ((Saunders & Thornhill, 2007, p. 108). As mentioned earlier, the main goal of undertaking qualitative research was to identify “fail points” in the process of service delivery in Cockington Green Gardens. To achieve this goal, the researchers decided to collect information from a focus group comprising of 8 students who had visited Cockington Green Gardens. Since the researchers had also visited the attraction, they selected one of them as a moderator for the discussion and the rest joined the focus group. In particular, the students were asked to: State and describe areas of dissatisfaction with service delivery offered within the attraction Identify areas of service delivery offered in the attraction that needed improvement During the discussion, the moderator ensured that all respondents had equal chances of responding to the questions. 3.3 Findings and Analysis All data gathered from respondents was non-numerical and included opinions and perceptions of the respondents. Therefore, the researchers applied content analysis to the data collected from the students. Generally, the respondents agreed that the experience with service delivery within the attraction was unique and great. However, after discussion, the respondents identified three main potential fail points during the discussion. One of the service fail points identified is delay in answering calls by a receptionist especially during hours when the attraction is closed for viewing. Before visiting the attraction, the researchers obtained contact phone number for the organization from their website. In the website, no specific timeframe is given within a day, in which the organization’s employees are available to pick calls. The researchers made a call in the morning at around 7.30 A.M. However, the call was not received. The researchers made other two consecutive calls after intervals of 30 minutes, after which, the third call was received at around 9.00 A.M. During the discussion, one of the respondents explained that he inquired from one of the staff members the reason for the delay. The employee replied to the respondent that receptionists are only fully available to receive calls during day time when the attraction is open for viewing. As Freyer (2009, p. 41) explains, failure to pick calls may have the effect of losing business since some potential customers may only have ample time to contact the organization in early morning hours or late in the evening. This is major fail point since it may negatively affect the perception of a customer towards the overall services offered within the attraction. Another fail point identified by the respondents is tendency by employees at the garden café to give priority to customers who had made bookings. After viewing various features within the park, the respondents decided to purchase snacks and refreshments at the café. It was made clear to the respondents by one of the staff that they could enjoy the snacks and refreshments inside the café or outside in other garden settings. The respondents indicated that they did not prefer walking around with the refreshments and snacks and they preferred using them while inside the café. As the conversation continued, a huge group of guests entered the café. Immediately, the employee started pleading with the respondents to enjoy the snacks and refreshments outside the café. As the respondents stated during the discussion, the employee explained further that the group that entered had made bookings for food and it was likely that they would not take it outside. The café has a capacity of holding 60 guests only and the employee stated that the group that entered would not have enough space if the respondents decided to stay in the café. As the conversation went on, one of the respondents confirmed from the new group that they were intended to enjoy the foods from outside the café. Upon confirming the same from the new group, the employee apologized and welcomed the respondents to sit in the café. During the discussion, some of the respondents pointed out that they found the treatment to be dissatisfying. Generally, giving priority to customers who have made reservations may lead to feelings of dissatisfaction among other customers and thus, this is a major fail point (Grönroos, 2001, p. 36). Finally, the respondent recognized the fact that employee’s dressing and overall appearance impacts on the customers’ perceptions of a destination’s image. In Cockington Green Gardens, all employees were neat and well dressed. However, workers in different sections wore different uniforms. Although the uniforms were bearing the name of the organization, the respondents stated that it often took them time to identify the employees amongst the visitors in order to seek for assistance or to inquire about something. Taking a lot of time trying to identify an employee implies that the customer may not get assistance instantly (Luft, 2007, p. 16). This may dissatisfy the customer and thus, it constitutes a major fail point. 4.0 Pattern Development After identifying the fail points in service delivery process at Cockington Green Gardens, the researchers decided to develop patterns for solving the problems identified. For you to develop an effective pattern for solving a problem, you need to come up with a pattern name, a descriptive entry for the problem, a solution outline with consequences and drawbacks, action points and any other relevant information related to implementation process. The researchers developed the following pattern for solving the problem related to reception of calls in an attraction destination i. Pattern name: CallsReception ii. Problem description: You need to need to ensure that calls from potential customers are efficiently received iii. Solution Outline: a) Where the contact phone number for the organization is given, you should always indicate the timeframe within a receptionist is available to receive calls b) You should increase manning time at the reception desk to as many hours as possible during day time Consequences a) By addressing this problem, you will ensure that most or all of the calls made by customers during daytime are received instantly b) This will improve the perception of the organization as being more reliable and efficient in providing services c) Customer confidence will increase (Strnad, 2008, p. 218). Drawbacks a) Assigning more workers at the reception desk may require an organization to hire more workers, which will lead to additional costs b) Workers may be required to work during extra time iv. Implementation information The following are points on how you can solve the problem; a) The specific timeframe during which customers can make calls in the organization should be indicated in websites, letters and any other place where the phone number is given b) Rotate workers at the receptionist desk in shifts to ensure that there is always someone to receive calls from morning to evening c) When there is need for the receptionist to leave the desk for a short while, he/she should be replaced with another worker d) You can manage calls such that they are diverted to other lines such as the reservation manager when the receptionist is not available to receive e) You can implement a system which will enable clients to leave messages when calls are not received and ensure that all messages left are responded to (Strnad, 2008, p. 223-229). You can use the following pattern to prevent recurrence of the issue of giving priority to some customers in a café within an attraction destination i. Pattern name: FairTreatment ii. Problem description: You need to ensure that all customers are given fair treatment, without some being treated as less important iii. Solution Outline: All workers should be thoroughly trained on how to treat customers and how to avoid actions that may dissatisfy them. Consequences a) Addressing this issue will ensure professionalism in service delivery b) There will be minimal cases of customer‘s dissatisfaction resulting from irresponsible actions by workers (Saffer, 2006, p. 61) Drawbacks a) Offering additional training to workers will lead the organization to incur costs iv. Implementation information a) Workers should be thoroughly trained on how to handle clients b) Importance of giving all customers superior treatment and showing them that they are equally important should be emphasized c) Rules and guidelines should be developed to be followed by workers during service delivery d) Incidents leading to customer’s dissatisfaction should be followed with recovery practices e) Failure to comply with established rules and guidelines should be punished (Saffer, 2006, p 57-59). The following pattern can be used to solve the issue of dressing within an attraction destination i. Pattern name: UniformDressing ii. Problem description You need to come up with a uniform dress for all employees working in the field iii. Solution Outline: a) To solve the problem, you need to determine the best colour(s) that would constitute a unique dress for the workers. b) You can give the details to all workers assigned in the field, including receptionists so that they purchase them. Alternatively, you can take body measurements of all workers and take all the details to a tailor to produce them. Consequences a) The key impact of the uniforms is that visitors will have an easy time distinguishing employees from visitors and get the assistance needed as soon as possible b) It will be easy for visitors to distinguish between different workers c) The visitors can easily recognize workers who give excellent or poor services (Lane, 2007, p. 248) Drawbacks a) Purchasing new uniforms may be costly for the organization b) The workers can resist the idea especially if you place the cost of produce the uniforms on them iv. Implementation information Actions that will help to minimize the problem include: a) Ensuring that all the workers are wearing the uniforms during hours of operation b) Ensuring that the dress code is as unique as possible c) After the uniforms are ready, you need to put individual names and organizational budges on the uniforms in order to make it easy to identify the workers d) The workers should given additional training on how to develop rapport with guests e) The workers should be trained thoroughly to enhance their communication skills in order to easily and quickly respond to clients (Lane, 2007, p. 246-247). 5.0 Conclusion and Recommendations In conclusion, customers for tourism attraction parks encounter four main service delivery stages, namely, reservation, arrival, viewing the attractions and departure. There are several critical touch points between service providers and customers within those stages. As indicated in the blueprint, points of encounter between customers and employees within an attraction park may occur when enquiring about organization’s services over the phone, at the car park, at the reception desk, at attraction sites and in an attraction’s café, shop or restaurant. After conducting the qualitative study, the researchers established three main fail points in service delivery at Cockington Green Gardens. There are; inefficiency in receiving calls by the receptionist; tendency by service providers at the garden’s café to give priority to customers who have made bookings; and lack of a uniform dressing code among service providers assigned in the field. To solve the issue of calls, it is recommended that the organization should indicate the timeframe within which the receptionist is available to receive calls in a day. As well, the manning time at the receptionist desk should be increased to as many hours as possible during day time. To address the issue of customer discrimination, it is advisable that all employees should be thoroughly trained on how to treat all customers fairly and how to avoid engaging in actions or making decisions that may dissatisfy them. Finally, the issue of uniform dressing can be addressed through establishment of a unique dressing code for all employees working in the field. 6.0 References Bitner, M J & Ostrom, A L 2008, “Service blueprinting: a practical technique for service innovation”, California Management Review, Vol. 50, Iss. 3, pp. 66 – 94 Bitner, M J & Brown, S W 2006, “The Evolution and Discovery of Services Science in Business Schools”, Communications of the ACM, Vol. 49, Iss. 7, pp. 73-78. “Cockington Green Garden” 2012, Accessed 25 September 2013 from http://www.cockingtongreen.com.au/ Coderre, S, Woloschuk, W & McLaughlin, K 2009, “Twelve tips for blueprinting”, Medical Teacher, Vol. 31, Iss. 4. 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Van den Heuvel, W-J. 2011, “Leveraging Business Process as a Service with Blueprinting.” 2011 IEEE 13th Conference on Commerce and Enterprise Computing. Zeithaml, V, Bitner, M J & Gremler, D 2006, Services Marketing: Integrating Customer Focus across the Firm, 4th edition, McGraw-Hill, Boston. 7.0 Appendix Blueprint for a Tourist Attraction Park Physical Evidence Customer Actins Visible Employee Contact Actions Invisible Employee Contact Actions Support Processes Read More