Using Service Process Models to Improve Service Quality: : Examples from New Zealand

Abstract

Techniques such as service‐blueprinting and service mapping portray service processes as flowcharts of interrelated activities from the point of view of the customer. This makes it possible to find fail points during the process where quality is perceived as inferior. Argues that modelling the service process is a first step towards improving service quality. Illustrates how three different New Zealand companies have succeeded or just set out on the journey towards quality improvement by changing their operational perspective to include the interactions of their customers. Aims to show how fail points can be found and improved by making the customer process visible. The three case studies encompass a small travel agency, a large telecommunications company, and the international marketing function of a medium‐sized carpet company. Data collection has been carried out by in‐depth interviews with the customers, managers, and employees of the respective companies.

Citation

Mattsson, J. (1994), "Using Service Process Models to Improve Service Quality: : Examples from New Zealand", Managing Service Quality: An International Journal, Vol. 4 No. 1, pp. 47-52. https://doi.org/10.1108/09604529410796071