THH2113 - Hotel Sydney Airport: Service Blueprint and Improvement

This report presents a service blueprint analysis of Hotel Sydney Airport, examining the customer journey from arrival to departure. It identifies key touchpoints, including parking, check-in, room service, and check-out, and categorizes them into onstage and backstage actions. The analysis highlights potential fail points in areas such as payment, baggage handling, and food preparation. Based on these observations and relevant service management theories, the report offers recommendations for enhancing the overall customer experience at Hotel Sydney Airport. Desklib provides access to this and other solved assignments and past papers for students.

Running head: HOTEL SYDNEY AIRPORT SERVICE BLUE PRINT
Hotel Sydney Airport Service Blue Print
Student’s Name:
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HOTEL SYDNEY AIRPORT SERVICE BLUE PRINT 2
Introduction
In the consumption of Hotel Sydney Airport services, the following processes of action
that start from customer arrival to the checkout stage after being served to leave the hotel is
illustrated in the blueprint. According to Kazemzadeh, Milton & Johnson (2015), a blueprint
contains horizontal and vertical dimensions that illustrate the chronology of action carried out by
the client and the provider of the services. These get depicted by the horizontal axis showing the
processes from the entry to the exit and the areas of action get delineated by the vertical lines
(Kazemzadeh, Milton & Johnson, 2015).
The Props and Physical Evidence
In the hotel, it was evident that the props as well as physical evidence impact on the client
and the perception of the services provided as well as the facility. Things like exterior parking
counter/lobby, hallways, menu, appearance, and billing have great influence on the customer’s
feeling in the hotel (Bitner, Ostrom & Morgan, 2008). The management needs to ensure that
these contact points have visible and attractive.
The line of Customer Interaction
It is where there is the separation of customer actions from the services providers and
systems. It entails onstage and backstage. On the onstage and backstage contact, there is full
customers view. In hotel Sydney Airport blueprint these are greeting and directing, registration
and process check out for onstage and in backstage there taking bags to the room and taking
client’s order. It is under these actions, the customer interacts with the service providers.
Through the interaction, the customer is able to know more about the hotel, the services as well
as getting to see the standard of services provided (Radnor et al., 2014).
Line of Visibility

HOTEL SYDNEY AIRPORT SERVICE BLUE PRINT 3
This is act as a separation of the onstage actions and backstage actions. The client gets to
undertake some services after being started on the procedures or the external factors. The actions
of each customer are not the same as for other customers but are independent and rely on the
hotel’s inside factors. These inside factors are organized by the hotel whereas the outside factors
get organized by the customer. Under this, the penetration order is between the line of
implementation and internal interaction which get interfaced by the support processes. In the
hotel Sydney Airport, the support services interfacing these two components are payment,
prepare and deliver food and check-out and leave (Spraragen & Chan, 2008).
The line of Internal Interaction
The line of internal interaction separate backstage and the support actions. As per
Kazemzadeh, Milton & Johnson (2015), the efficiency of the processes rely on customer induced
actions as well as customer independent actions which are difficult to control by the entity. In
relation to the concept of divergences, the customer has a high divergence contact. On the other
hand, the services provided have a low divergence. In low divergence, the employees with low
expertise are required in the backstage section. It is sometimes replaced with the automation so
as to increase efficiency (Kim & Lee, 2017).
Conclusion
The Hotel Sydney Airport is well arranged based on the outlined blueprint and the
customers do not need to ask anything after getting the lead from the reception. However, there
are possible fail points at the payment area, bag to the room, preparation of food and delivering.

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References
Bitner, M. J., Ostrom, A. L., & Morgan, F. N. (2008). Service blueprinting: a practical technique
for service innovation. California management review, 50(3), 66-94.
Kazemzadeh, Y., Milton, S. K., & Johnson, L. W. (2015). An explication of three service
business process modeling approaches. Australian Journal of Business and Economic
Studies, 1(2), 40-53.
Kim, Y. S., & Lee, D. (2017). A blueprinting approach to service innovation in private
educational institutions. International Journal of Quality Innovation, 3(2), 1-11.
Radnor, Z., Osborne, S. P., Kinder, T., & Mutton, J. (2014). Operationalizing co-production in
public services delivery: The contribution of service blueprinting. Public Management
Review, 16(3), 402-423.
Spraragen, S. L., & Chan, C. (2008, April). Service blueprinting: When customer satisfaction
numbers are not enough. In International DMI Education Conference. Design Thinking:
New Challenges for Designers, Managers and Organizations.

HOTEL SYDNEY AIRPORT SERVICE BLUE PRINT 5
Appendix
Blue Print for Hotel Sydney Airport
Payment
Arrival Receive
Food
Check
Out
Check in
Go to
Room/bath/
Rest
Call
Room
Service
Greet and
Direct Registration
Process
Check-out
Bags to
room
Take
Order
Prepare
Food and
Deliver
Sign out
and Leave
Exterior Parking Counter Hall ways Menu Appearance Billing
Client
Actions
Onstage
contact
Support
Process
Backstage
Contact
F
F
F