ServiceBlueprints

Service blueprints are visual representations of service delivery that map the activities, touchpoints, and interactions involved in providing a service from the customer's perspective. They combine insights from design and operations to show how a service is delivered, identifying the steps a customer takes and how staff and systems participate in delivering the service.

A service blueprint typically includes multiple layers: customer actions, front-stage (visible) contact interactions, back-stage (invisible) contact interactions, and the supporting processes and systems. Lines of interaction and visibility separate these layers, with the line of interaction between customer actions and front-stage actions, and the line of visibility between front-stage and back-stage activities; some diagrams also include a line of internal interaction between back-stage actions and support systems. Physical evidence such as receipts, screens, or signage appears at relevant steps.

Origins and purpose: The approach was popularized by Lynn Shostack in the 1980s as a tool for designing and improving service delivery. It differs from general process maps by explicitly integrating customer actions with front- and back-stage activities and the IT and physical infrastructure that enables the service.

Applications and benefits: Service blueprints help identify bottlenecks and fail points, align cross-functional teams, support training and quality assurance, and guide service redesign. They are widely used in sectors such as hospitality, healthcare, retail, financial services, and IT services.

Limitations and practice tips: Blueprints can become complex for large services and require accurate, up-to-date information. They should be treated as living artifacts updated through stakeholder input. Effective blueprinting involves collaboration across departments, validation with frontline staff and customers, and iterative refinement.

Creation steps: define the service concept; map the customer journey; detail front-stage actions; add back-stage actions; incorporate supporting processes and systems; specify evidence at each step; review with stakeholders and revise.