How might a service blueprint be used for marketing, human resource, and operations decisions? Focus on one of the blueprint examples shown in the text as a context for your answer.

blueprint example

Blueprinting in Action at ARAMARK Parks and Destinations

ARAMARK is a global leader in professional services, operating as an outsourcer for food, hospitality, facility management, and uniform services. ARAMARK's customers include large businesses, universities, health care organizations, parks and resorts, convention centers, and other groups. It was ranked first in its industry among Fortune's Most Admired companies in 2007, 2009, 2010, and 2011. The company has approximately 255,000 employees serving clients in 22 countries. One of its divisions is ARAMARK Parks and Destinations, a group that provides services for 17 major park destinations within the United States, including Denali National Park in Alaska, Shenandoah National Park in Virginia, and Lake Powell Destinations and Marinas in the Glen Canyon National Recreation Area of Arizona. Each of the parks has at least three or four service businesses within it that ARAMARK operates on an outsourcing contract.

GOAL: SERVICE IMPROVEMENT AND CUSTOMER RETENTION

A number of years ago, Renee Ryan, then marketing director for ARAMARK Parks, confronted a challenge. It was clear that repeat business at ARAMARK's parks was declining overall. This was particularly the case at Lake Powell Resorts and Marinas in Arizona, where the company operated houseboat rentals, a resort, campgrounds, boat tours, and food service operations. Research revealed that many people were not returning to Lake Powell because their first experience there did not match what they had expected or were accustomed to based on visits to other resort destinations. Ryan employed both traditional and visual (photos, video) blueprints to help convince the organization that changes were in order and specifically what should be done. The results benefited customers through improvements in service and the company through increased repeat business.

First, Ryan developed a blueprint of a typical, quality hotel/resort experience from a typical customer's point of view. Then she blueprinted the Lake Powell resort experience. The comparison of the two blueprints was revealing in terms of differences in basic services, standards, and processes. This comparison process resulted in the development of new services, facilities upgrades, and modernization of key service elements. Through the visual blueprint in particular, showing all aspects of the service through photos and videos, the need for service upgrades became apparent.

Another revelation also jumped out of the blueprint. By visually tracking the customer's experience, it was clear that customers were being asked to work extremely hard for their vacations! To experience the luxurious and not-inexpensive houseboat experience they had purchased, customers first had to create extensive grocery lists, shop in crowded stores near the resort, carry all of their food and belongings down a steep embankment, and haul them out to the boat. Once the trip started, more hard labor was required. Anchoring a large houseboat each night is not a trivial matter, and cooking onboard can be arduous and time consuming. Navigating the houseboat can also be stressful, especially for inexperienced captains. The run-down resort facilities on land, the arduous work required to get on the water, and the stress of navigation all combined to discourage customers from returning after surviving their first Lake Powell vacation.