Service Blueprint - Restaurant Dining

Based on the service blueprint for a restaurant dining experience, there are numerous strategic insights that can be deciphered. After careful thought and outlook from the blueprint, it can be seen that the customer satisfaction during a restaurant dining experience is dependent on if the moment of truth occurrences sit well with the customer. Moment of truth is governed by the reduction of external pain points faced by the customer and the internal pain points caused by restaurant employees during the service  process. For example it is interesting to see that the customer faces an external pain point even before entering the restaurant wherein the first physical evidence is the restaurant’s  parking lot. t’s important that there is convenience for the customer to park near the vicinity of the restaurant! not being able to park with ease mark the first step towards a  poor customer experience. "nce the customer arrives at the restaurant, here begins the true dining experience. #he blueprint helps identify $ internal pain points on the employee’s end that contribute to $ respective external pain points for for the customer. All the % pain points determine the &udgment call for the customers customers ' the moment of truth. truth. At the greet between the customer and employees, employees, the moment of truth is is whether customer feels like he(she has been greeted properly properly by the hosts. After the greet, then then it’s a  process of adding name to the waiting list in order to get a spot to sit in the restaurant. restaurant. #he external pain point is the length of time the customer has to wait for the seat while the internal pain point is that there are no vacant tables available thus extending customer’s waiting time. time. #his could result in in losing the new customer due to to long wait times )a risk in the e*uation+. #he second pain point occurs for the customer after he(she has sat down at the designated designated table. #he customer is waiting waiting for basic utensils, utensils, napkin and water to be provided by the backstage backstage employees. -ue to understaffing understaffing of employees, this may result in an internal pain point where those basic needs are not fulfilled by the staff. staff. -uring the order of the the food by the customer, there is a moment of truth experienced by the customer ' is the server accommodating of my needs n other words, does the onstage employee take care of the customer’s re*uests when recording

 &udge the entire experience as he(she leaves the restaurant and back to the parking lot. #his last step marks the conclusive decision of the entire dining experience for the customer and whether this is worth a secondtime visit or a referral for other potential customers. Analy3ing further in this blueprint shows an opportunity for improvement in the  process in order to minimi3e or remove the external and internal points. For example, if there is space available or if there is a way to accommodate customer vehicles in a more organi3ed fashion )e.g. valet service, shuttle service, etc.+, then that would greatly reduce the need for the first external pain point faced by customer. n addition to the parking lot improvement, the other physical evidence that stands as an opportunity for improvement is the ambience and d4cor d 4cor of the restaurant! the most appropriate design(d4cor would suit and make the customer experience more comfortable. comfortable. n addition to these two two areas of improvement, the blueprint identifies 5 other opportunities for improvement during the customer dining experience. #he first helps remove the external pain point of long long waiting times, where servers servers could be alerted using technology technology of vacant tables. 6econd opportunity for improvement is during order placement from server to chef! this could be more systematic and even use mobile technology technolog y to capture customer order in a simpler fashion. #his would also help in resolving resolving pain points concerning the delivery of the customer bill without any errors and minimi3ing customer frustration as he(she waits for the bill ' this is the third avenue for improvement.