Abstract
Service blueprinting has been used for over 30 years as a service process visualization technique. A new service process visualization technique called Process-Chain-Network (PCN) has been recently introduced and is claimed to be an improvement on previous visualization methods. We use the method of conceptual evaluation to compare and explore the similarities and differences between the concepts in service blueprinting and the concepts in PCN. Specifically, we aim to answer two research questions: 1) how well do PCN concepts support service blueprinting concepts? and 2) how well do service blueprinting concepts support PCN concepts? The results of this study show that these modeling formalisms have different views towards the categorization of service activities. We conclude that whilst service blueprinting depicts business roles and their interactions with a customer, PCN focuses on the nature of interaction between customer and service provider. Moreover, we find that PCN is a better method for process re-engineering in comparison with service blueprinting, both modelings supporting customer experience to some degree.
Highlights
A century ago, most of the people around the world were working in farms (Chesbrough & Spohrer, 2006)
First of all the conceptual evaluation of PCN against service blueprinting indicates that PCN fully supports in service blueprinting, PCN fully supports in service blueprinting and PCN fully supports in service blueprinting
The conceptual evaluation of service blueprinting against PCN shows service blueprinting fully supports in PCN, service blueprinting fully supports in PCN and service blueprinting fully supports PCN
Summary
A century ago, most of the people around the world were working in farms (Chesbrough & Spohrer, 2006). The rise of new technologies during the past century caused a shift of employment from manufacturing into knowledge intensive service industries (Chesbrough & Spohrer, 2006). The service sector is the largest part of all economic activities in industrialized countries (Spohrer & Maglio, 2010). Company strategies to survive in a hyper competitive global economy and gain operational excellence have led them to invest in service innovation and design (Rai & Sambamurthy, 2006). Providing a high quality customer experience plays an important role in service design and innovation (Calabrese & Corbò, 2014)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
