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Service Blueprint and Customer Post-Purchase Behavior of Hotels in Nigeria

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Service Blueprint and Customer Post-Purchase Behavior of Hotels in Nigeria International Journal of Research in Business Studies and Management Volume 4, Issue 12, 2017, PP 19-27 ISSN 2394-5923 (Print) & ISSN 2394-5931 (Online) Service Blueprint and Customer Post-Purchase Behavior of Hotels in Nigeria Igwe Peace; Onuoha A. Onuoha Department of Marketing, University of Port Harcourt, Port Harcourt, Nigeria. *Corresponding Author: Igwe Peace, Department of Marketing, University of Port Harcourt, Port Harcourt, Nigeria. ABSTRACT This study examined the relationship between the multidimensionality of service blueprint and customer post-purchase behavior of hotels in Nigeria. Data generated from 384 participants selected from 16 hotels, in the cities of Aba and Umuahia, were used in testing the hypothesized relationships using Pearson product moment correlation and linear regression. Results showed that the three dimensions of service blueprint used in the study had positive relationships with customer post-purchase behavior. Besides the tips for effective service blueprinting, the study proposes a model of service blueprint for hotels in Nigeria. Keywords: Service Design, Service Process, Service Experience, Post-Purchase Behavior. INTRODUCTION Realistically, firms-hotels inclusive – cannot Hotels are service-based business ventures that wholly eliminate the possibility of negative offer leisure activities for sale (www.globalhotel- customer post-purchase experience (Schoefer, data.com, 2013). The hospitality industry, where 2012). Nevertheless, what distinguishes successful hotels are situated, is growing rapidly (Jamir, firms from others lies in the efforts the firms 2007), owing to economic growth and advanced make to keep negative post-purchase experience standard of living (Lee et al, 2012), contributing at the lowest ebb (Zeithaml, 1998). over 80% of worldwide tourism earnings This Considerable evidences show that consumers trend is also observable in Nigeria owing to evaluate a firm’s offer by comparing their post- growing penchant of Nigerians for leisure purchase experience with their expectations activities (Kalu, 2015). This has led to from the firm before the purchase (Hansemark & establishment of many hotels in Nigeria, with Albinson, 2004; Angelova & Zekiri, 2011; Yi, over 30,000 rooms, as at 2010 (Esiekpe, 2011). 1989; Cronin & Taylor, 1992). Consumers who The existence of these hotels has made the subsequently perceive a gap between their hospitality industry competitive. However, the expectations and the quality of service delivered competition is basically facility-based (Onuoha by the firm would exhibit negative post-purchase & Agu, 2016), as these hotels render behavior; otherwise, positive post-purchase undifferentiated services (Onuoha & Igwe, behavior is exhibited (Tax & Chandrashekaran, 2017). Nevertheless, hotels can differentiate 1992; Hansemark & Albinson, 2004; Angelova themselves by moving to the realm of customer & Zekiri, 2011; Blodgett et al, 1997). Thus, a experience management, creating long-term, firm’s strategy aimed at reducing the gap emotional bonds with their customers through between consumers’ expectations and the the co-creation of memorable experiences product’s performance can have a dramatic potentially involving a combination of goods impact on consumers’ post-purchase behavior and services (Crossby & Johnson, 2007). The (Khan, 2012; Ambler & Kokkinaki, 1997; Ziaie compelling need for creating value through et al, 2012; Hnasemark & Albison, 2004). customer experiences suggests a need for Consequently, service blueprint has been innovative methods, techniques, and R & D recognized as a critical means of service delivery practices for services (Bitner, Ostrom & Morgan, 2008). One of such techniques is what Shostack (Polaine et al, 2013), as it brings new insight in (1987) termed service blueprint – a customer- evaluating service from the customer’s focused approach for service innovation and viewpoint (Spraragen & Chan, 2008). service improvement. International Journal of Research in Business Studies and Management V4 ●I12 ●2017 19 Service Blueprint and Customer Post-Purchase Behavior of Hotels in Nigeria Most consumer researchers have explored the “dynamic set of activities which create value/solve impact of service recovery on post-complaint a problem through the lens of the customer”. behavior (Smith et al, 1999; Estelami, 2000; What services, whether professional, retail, Tax et al, 1998; Hess et al, 2003; Davidow, financial, telecommunication, hospitality, 2003; Chebat & Slusarczyk, 2005; Awa et al, healthcare or offerings in conjunction with 2015). These studies, as observed by Awa et al goods, have in common is an interface with an (2015), mainly concentrated on what service actual customer whether through technology or providers would do to appease consumers after interpersonal interactions (Bitner et al, 2008). service failure; while less attention has been Services are “higher” products whose purchase directed towards an understanding of service does not result in the ownership of any physical blueprinting as antidote to service failure, which object (Okpara, 2012). Also, the purchase of consequently makes service recovery strategies services is influenced by the physical evidence less attractive. The purpose of this study, therefore, of the service point, and the contact persons is to examine customer evaluation of service (Bitner, 1992). These have, therefore, become blueprint and its implications for customer post- challenges that make the sale of services purchase behavior in the context of service difficult, and have equally underlie the need for delivery in Nigeria’s hospitality industry. an innovation technique like service blueprinting (Bitner et al, 2008). THEORETICAL FOUNDATION The baseline theory for this study was the Service blueprinting is a framework for service Expectation Confirmation Theory (ECT), also delivery invented by Shostack (1982; 1987) and referred to as Expectation Disconfirmation developed further by Kingman-Brundage (1993; Theory (EDT), developed by Richard L. Oliver 1995; 1996) to visualise expected and or actual in a series of two studies in 1977 and 1980 (see service process. Zeithaml and Bitner (2000) Oliver, 1977 & 1980). It is the most popular define service blueprint as a picture or map that satisfaction theory (Mattila & O’Neill, 2003). accurately portrays the service system so that ECT is a cognitive theory which seeks to explain the different people involved in its development post-purchase or post-adoption satisfaction as a can understand and deal with it objectively function of expectations, perceived performance regardless of their roles or individual point of and disconfirmation of beliefs (Oliver, 1977 & view. It depicts the process of service delivery, 1980). The theory explains the judgments or roles of customers, roles of service employees, evaluations that a person’s makes with respect and visible components of service (Boughnim & to a product or service in comparison to the Yannou, 2005). Service blueprint answers these person’s original expectations, which culminates questions: Who does what? To whom? How in positive or negative post-purchase behaviour often? Under what condition? (Kingman- (Oliver, 1980; Spreng, Mackenzie & Olshavsky, Brundage, 1989). 1996; Nevo & Wade, 2007). A typical service blueprint is made up of five The theory posits that satisfaction is influenced components (Zeithaml, Bitner & Cremler, 2006), by both expectations and perceived performance as shown in Figure 1. by means of a meditational relationship which The strength of service blueprinting lies largely passes through the disconfirmation construct on its ability in creating a visual depiction of the (Nevo & Wade, 2007), therefore its application service process that highlights the steps in the to service blueprinting and customer post-purchase process, the points of contact that take place, behavior is worthwhile, bearing in mind that and the physical evidence that exists, all from a customers’ satisfaction of hotel services is based on customer’s point of view (O’Connor et al, their comparison of their expectations and actual 2015). performance of the service. Post-Purchase Behavior Service Blueprint (SB) Each stage of the buyer decision process is There are different but related definitions of complicated, and marketers need to understand service, as most definitions of a service focus on their customers’ journey as they construct the fact that services are provided as solutions to meaningful campaigns and messages. customer problems (Gronroos, 1990) or create These statements are even more important to value (Gummesson, 2002). As defined by reckon with in the last stage of the buyer decision O’Flaherty et al (2013, p. 101), service is a process–post-purchase behavior (Ehigie, 2000). 20 International Journal of Research in Business Studies and Management V4 ●I12 ●2017 Service Blueprint and Customer Post-Purchase Behavior of Hotels in Nigeria All tangible items that customers are exposed to when a Physical Evidence service is being delivered, which can influence their quality perceptions. All of the steps that customers take as part of the service Customer Actions delivery process. Line of Interaction Onstage/Visible Contact Employee Actions of frontline contact employees that occur as part of Actions face-to-face encounter with customers. Line of Visibility Backstage/Invisible Contact Employee Non-visible activities that contact employees do so as to Actions prepare to serve customers or that are part of their role
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