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Service modularity promotes efficiency at the provider end of the supply chain and customisation at the customer end. The purpose of this paper is to investigate how logistics service modularity contributes to sustainable development through the means of energy efficiency. This is analysed in the context of logistics services for household waste collection.

A single case study methodology with embedded units is adopted where semi-structured interviews were conducted with a waste service provider (WSP) and buyers (municipalities) in Sweden, focussing on five types of logistics services for waste collection: collection of food and residual waste at apartments and one-family houses, as well as collection of gardening waste. Service modules are identified and analysed by blueprinting the service.

The findings show different service modules – standardised or customised – and their contribution to sustainable development operationalised through energy efficiency. Principles for an energy-centric service design are proposed.

The research is limited to Swedish household waste collection setting. Promising efficiency through standardisation, logistics service modularity has a potential to improve energy efficiency as well. This neglected link between sustainability and service modularity offers fruitful research avenues.

This research is of practical relevance to waste logistics service providers and the municipality by suggesting principles for energy-centric service design. The service blueprint enables using logistics service modularity for improving energy efficiency in different logistics service settings.

This research incorporates an environmentally sustainable development perspective into logistics service modularity and contributes to the literature by exploring how energy efficiency is improved by modular design of logistics services. Furthermore, the study is one of the first to use service blueprinting to analyse logistics service modularity, providing a methodological contribution to that field in general and logistics in particular.

Pet-friendly hotels are growing rapidly. The prevalence of pet adoption has largely resulted from the loneliness due to social distancing that happened during the Coronavirus disease 2019 pandemic. Many hotels around the world aim to become pet-friendly to satisfy the growing demand. Hoteliers believe that the popularity of pet-friendly hotels will continue, as pet owners often treat pets as their kids. This study aims to investigate how pet-friendly hotels need to design and manage pet-friendly services and policies.

Using grounded theory methodology, this research conducts interviews with 25 pet-friendly hotel managers from Hong Kong (HK). The study includes hotels from different hotel categories and classifications. It examines the conceptualization of pet-friendly service design, drawing on a service blueprint.

Building on the service marketing and service blueprint literature, this research provides a synthesis that reflects how pet-friendly hotels can serve both guests with and without pets. The findings reveal that pet-owner’s service expectations are formed on anthropomorphism, that is, an inclination of attributing human features to nonhuman entity. Hotel managers, and particular those who have pets personally understand better how pet-friendly service can be adapted to meet the expectations and requirements of pet owners while accommodating guests without pets. The market of pet-friendly hospitality is growing, with high profit potential from pet owners who are willing to spend generously.

Data were collected from selected pet-friendly hotels in HK through interviews with pet-friendly service providers. The research is qualitative and exploratory in nature. It aims to explore and examine the multilevel pet-friendly hospitality service design from a managerial perspective. This research enriches the literature on anthropomorphism theory, the design of pet-friendly services and the application of service blueprint.

The research offers explicit suggestions for the design of pet-friendly hospitality services. A pet-friendly hotel service blueprint is developed. This can help managers to develop essential pet-friendly policies and service collaborations between internal departments and with external specialist organizations, maximizing the value for all stakeholders.

The study explores a rapidly emerging market and scrutinizes its specific design requirements. It extends theoretical insights by enriching the anthropomorphism theory and broadening the conceptualizations of service blueprint based on anthropomorphism theory.

This chapter aims to present and analyze how the methodology/approach of service blueprinting may contribute to managing and offering high quality experiences to sport tourists.

In this study we use a combination of theoretical tools to develop a finalized services blueprint map for sport events. The method consists of a literature review and a presentation of empirical findings. First, using a case study, we present the process through which a small-scale sport event blueprint map was constructed. Secondly, based on a meeting with the management staff and the use of diaries, we analyze the comments of tourists in the sport event area. Thirdly, we compare and describe the main contact points between the front-line staff and sport event tourists in a service blueprint. Finally we apply the six dimensional construct domain analysis of service experiences and combine this information in a table format for the Failure, Effect, and Action analysis.

This study shows that observation, diaries, service blueprints, comment management, and FMEA (Failure Mode and Effects Analysis) are a range of corporate research approaches and management tools that can offer new insights into the theory and praxis of service management applications and can improve the experiences of sports tourists.

This study is related to sport rural events. Researchers have to check with the same method to study the results also in other sport events.

The analysis of Small-Scale Sport Event Services Blueprinting can be combined with other useful managerial tools, like the Failure Mode and Effects Analysis to better manage the contact points, the “moments of truth” of tourist experiences in the sport event service system. In addition, the SMF case study shows that it is useful to point out the problematic areas in the service system using combined methods and managerial tools with the aim of enhancing and contributing to better manage sport tourism event experiences.

It presents the new idea of combining theoretical constructs and measurement tools in order to blueprint, analyze, and create service customer experiences.

The purpose of this paper is to compare and contrast a customer‐focused service process diagram tool (blueprinting) with an organizational‐focused process diagram tool (business process modeling notation, or BPMN).

Using a hotel stay as an example, the paper presents both a service blueprint and a BPMN diagram. The authors then explicitly discuss the similarities, differences resulting from an ontological comparison of service blueprints and BPMN, and show where the two tools can be complementary.

The authors have found that one similarity is that service blueprinting segments processes into parts that are similar to BPMN's idea of swimlanes. However, the swimlanes in service blueprinting separate customer actions, customer‐facing employees’ actions and functions, and back‐stage functions, actors, and information systems, thereby effectively mandating certain swimlanes for the purpose of analyzing points of contact between the firm and a customer. Another similarity is that service blueprinting deliberately differentiates between different functional areas and roles within each area to highlight, and IT systems. But it does this to make clear where actions move across organizational boundaries to avoid damaging service support, and also to explain to back‐office staff their role in supporting on‐stage customer interactions. Unlike BPMN, service blueprinting has physical evidence as front‐stage indicators to customers of service quality and to constrain customer actions by carefully designing the servicescape.

A limitation is that the paper only uses one example (a hotel stay).

The comparison provides service managers with guidance as to how to use the two tools interactively.

Firms, to represent business processes, are using BPMN in increasing numbers. Knowing how BPMN supports and undermines service blueprinting is important, because service to customers is the ultimate goal for all firms. Therefore, representing service processes requires the parts of service blueprints to be supported in BPMN. Business process outsourcing adds further urgency for the need to adequately represent the parts of service processes in BPMN.

Suggests that behavioural hypothesis, which rearranges or alters any element, by design or accident, will change the overall entity, just like changing bonds or atoms in a molecule creates a new substance, and this is known as molecular modelling — and this can help the marketer to better understand any market entity. States that the first step towards rational service design is a system for visualizing this phenomenon, enabling services to be given proper position and weight in the market entity context. Proposes that people are essential evidence of a service and how they are dressed or act has a bearing on this. Identifies benefits, standards and tolerances, and discusses modifications using tables and figures for emphasis. Concludes that modelling and blueprinting offer a system for marketers which can lead to the kind of experimentation and management necessary to service innovation and development.

The purpose of this paper is to investigate the specifics of facilities management (FM) process modelling and the application of the service blueprinting technique within the field of FM. The paper aims to develop a visualisation method for optimised management of process interfaces to better integrate core and support processes and increase effectiveness and efficiency.

Based on an extensive overview of general management literature about process management issues in FM, certain challenges and requirements of FM process modelling are presented and discussed. Service blueprinting, a technique known from services marketing, is introduced and characterised in detail. Subsequently, the application of blueprinting within the FM sector is discussed and the specifics of FM blueprinting are presented. A qualitative case‐based research in the health‐care sector was conducted to provide a practical insight into this technique.

The paper argues that the implementation of FM blueprinting gives management the opportunity of improving process steps and dependent interrelationships between core and support processes. The insights not only apply to the field of management, but can also readily be used for operations.

The paper presents a new process modelling method that supports the customer‐oriented perspective within FM and facilitates the visualisation of simultaneous complex process networks within core and support businesses. The paper introduces the possibility of including measures to achieve effectiveness and efficiency within one single process visualisation.

The purpose of this paper is to integrate the ISO 9001:2008 and blueprints by using a process approach, to have systematic regulation in hospital quality management.

This study promotes a process approach when developing, implementing, and improving the effectiveness of hospital service quality to enhance patients’ satisfaction by meeting their requirements. This study completes the hospital’s blueprints with the process approach by using case study research methods such as in‐depth interviews with relevant personnel, on‐site observations, and experts’ advice.

The results of hospital blueprints described in this study comprise five‐plane lines to have systematic regulations. The ISO 9001:2008 process approach and service blueprint are not merely a technological application for medical healthcare services, but rather a fully patient‐driven, technologically integrated, and diligently implemented programme.

Because of organisational financial confidentiality, this study does not consider the financial performance of the case hospital, and the results of blueprints may be revised afterward.

This paper promotes the adoption of a process approach when developing, implementing, and improving the effectiveness of a hospital outpatient service management system, to enhance outpatients’ satisfaction by meeting their requirements.

This study examines changes in customer service encounter patterns in response to the COVID-19 pandemic during stays at hotels. The study re-visits the hotel services delivery process and examines how the hotel service blueprint has been re-framed.

The study implemented an exploratory and qualitative research design to identify changes in customer service encounters and the hotel service delivery process. The research applied a cross-sectional survey-based design, which involved open-ended and closed interview questions with hoteliers in the Delhi/NCR region.

The study identified an increase in contactless service during the service delivery process and in customer service encounters while staying at hotels. In so doing, the various service touchpoints in hotels need to transition from personalized service to contactless service encounters such as at check-in and payment, contactless room key access with available and accessible hand sanitizers, masks, room purifiers, automated room cleaning machines and the deployment of other smart artificial intelligence-based technologies.

This paper profiles a revised service blueprint model for hotels, which could assist hotel service managers to address potential sources of customer dissatisfaction and service failure during the COVID-19 pandemic.

The paper explores ongoing changes in the hotel service delivery process during the COVID-19 situation and reveals ways in which the service blueprint has been re-framed.

The previous literature has indicated that the productisation of services may play a role in service management, although a certain level of obscurity still surrounds the concept. Therefore, the purpose of this paper is to clarify the meaning of service productisation (SP) as well as to contribute to a greater understanding of the concept.

An inductive analysis was applied to 13 instances of activities related to the productisation of services, with secondary data being analysed to identify practices relevant to SP and to examine their significance. The analysis is guided by an extensive literature review.

SP has been found to play a role in systematising and tangibilising a service offering and its related processes as well as in formalising the processes and service offerings. The potential elements of SP have been identified and supporting evidence has been provided. The findings indicate that SP has a specific focus on the offering and its related processes, with the aim being to create a service product that can be sold, delivered and invoiced. SP may utilise various practices and techniques, and customer orientation also plays a significant role. A typology of SP has been created by reflecting on its commercial and technical aspects.

This study has important implications for the service industry as it provides a structure and key considerations for productising services.

This study is one of the first to seek evidence for the concept of SP from multiple instances of SP as well as an extensive literature base. The typology created provides a context for discussing SP as well as reflecting on its commercial and technical aspects.

The aim of the present study is to theoretically elaborate the Service Blueprinting (SB) effectiveness concept and integrate it within a conceptual framework, with specific antecedents and the moderating role of two major service characteristics: complexity and divergence.

In order to validate the theoretical framework, a field study in 102 hotels was conducted, with the use of a structured questionnaire.

The results validate the research instrument used to capture SB effectiveness and indicate market orientation, service climate and service design formality as its three major antecedents. Moreover the degree of complexity and divergence of the service process were found to positively moderate the aforementioned relationships.

The study's limitations rely on the business and national context as long as the lack of distinction between newly developed services and service modifications. Also, further research should also integrate the influence that SB effectiveness has on a service provider's organizational function and customers’ perceptions on service quality.

The study provides a useful guide on how a service blueprint should be designed and also the different approaches that should be taken into consideration according to the type of service that is mapped.

The effectiveness of the SB process is conceptualized for the first time and explored in a quantitative research. Also, for the first time, specific organizational factors are indicated as major antecedents of SB effectiveness and two service characteristics are found to moderate these influences.