服務於台灣的飯店業，每日所見五星級飯店日日上演送往迎來賓客的場景。瑣碎的服務過程環環相扣，串連起每一場宴席、會議或住宿的服務滿意度，並決定每一個消費者主觀的評價，累積而為長久的口碑與商譽。

自民國97年，政府開放大陸觀光與陸資來台，台灣的飯店市場充滿可預期的經濟成長，吸引國內外飯店品牌大興土木、積極進駐。但環視國內飯店管理人才與產業發展過程，林立的飯店能否在追求商機之時，提升管理機制，透過服務流程的創新，創造穩定且高水準服務，在在考驗台灣飯店業的經營者。

回顧『服務』一詞的定義，似乎總被定義為抽象且難以衡量的行為，並且總和『人』的特質緊密相依。此ㄧ特性，塑造出服務業因人為重，憑藉第一線服務人員素質來決定服務品質與顧客滿意度的特性。然而企業在迎接新的競爭，服務需要創新的方法和工具和研發，因此，再次審視二十多年前由G. Lynn Shostack所構思的服務藍圖。根據Bitner, Ostrom, and Morgan.（2007）的研究報告，該工具發展大大超過過去 20多年，在許多企業具體呈現服務創新的效益。

「服務藍圖」是詳細描畫服務系統的藍圖，藍圖包括顧客行為、前台員工行為、後台員工行為和支持過程。服務藍圖的用途主要在於提供服務業一個全局觀點，讓每位相關員工將服務視為不可分割的整體，透過服務藍圖明確了解自己在服務過程中所扮演的角色，進而達成以顧客為導向的服務。

有感於台灣服務業營運過程普遍缺乏科學化的工具，本研究系將服務藍圖此一工具應用在台灣一個觀光大飯店：R飯店，藉由行動研究之方法，觀察員工於應用過程中所產生的反應與回饋，並透過此一過程歸納整理出服務藍圖於實際應用的效益、衝突和迴響。

匯整R飯店實際服務藍圖操作，可歸納出其對飯店員工、顧客與企業主產生的幾項價值。透過服務藍圖的操作過程，顧客和服務人員的接觸點在服務藍圖中被清晰地加以識別，在服務相關人員的共同參與，從而達到控制和改進服務品質的目的。更重要的，透過價值點的確認，給予資源的重新安排，創造員工、顧客、公司的最大價值。

Working in the hotel industry in Taiwan, I get to be at the front line of receiving the honored guests in a five-star hotel. Every little service matters in providing a satisfying stay and leaving a pleasant impression on our customers so as to create a long-standing brand name and business reputation.
Since 1998, the government has opened up to tour groups and guests from mainland China. Therefore, the market of Taiwan's hotels is expected to grow. Many local and overseas hotel branches started to invest on this growing market, ready to construct new hotel buildings in new locations. However, concerning the local management styles and industry development, it's still a huge challenge to strike a balance between commercial benefits and providing stable and high-standard services.
"Service" seems to have been defined as abstract and unmeasurable behaviors, related closely to 'human' qualities. That explains why the service industry emphasize on people talents who may play a crucial role in providing high-quality services and acquiring customer satisfactions. However, while new challenges are lying ahead for our industry, we will need innovative approaches and tool development to ensure that our services remain competitive. Therefore, we once again review the service blueprint brought by G. Lynn Shosatack twenty years ago. According to Bitner, Ostrom, and Morgan (2007), the tool in their research has made impressive progress during the past 20 over years , bringing concrete advantages of service innovations.
"Service Blueprinting" is a scheme that depicts a top-down service sequence, including customer behaviors, front-desk personnel behaviors, back-stage personnel behaviors and support process. The purpose of the blueprinting scheme is to offer the service industry an overview point, translating this idea to every related employee that service is an undivided unity so as to help them understand their role in the service sequences and make shape of better customer-oriented services.
Feeling that the running of the service industry in Taiwan is often short of proper scientific tools, in this research I aim to apply the "service blueprinting scheme" to a major hotel in Taiwan: R Hotel. This research will record what reactions and feedback would be acquired during the process and conclude the application benefits, conflicts and influences.
Having compiled physical service blueprinting operations in R Hotel, we may say that the blueprinting scheme does bring values to the hotel employees, customers and the business owners. Through the operations, the contact point between the customers and the service staff are better defined so that service quality control and improvement is more easily achieved with full participation of every related personnel. More importantly, through the value points confirmations, resources will be re-arranged in order to create the best values for the employees, customers and the company.
Keywords: Service Blueprinting, Hotel industry, Action Research

一、中文部份
1. 李宜萍，2010服務創新元年，揮別代工，Me時代來臨！《管理雜誌》2010年7月號。
2.林錫金，2008年6月8日，經濟日報，創新經營。
3.陳澤義，《服務管理》華泰文化
4.吳明清,1991;王文科,1999;陳惠邦,1998;Atweh,Kemmis, & Weeks,1998
5.郭重吉等人，1995。

二、英文部分
1. Bitner, M.J,Ostrom,A.L., Morgan.F.N., “Service Blueprinting: A Practical Tool for Service Innovation” 2007 Center for Services Leadership, Arizona State University Working Paper
2. Vargo, S.L. and Lusch, R.F., “Service-dominant logic: continuing the evolution,” Journal of the Academy of Marketing Science (2008) 36:1–10.
3. Reena .Jana, Service Innovation: The Next Big Thing《 Business week 》March 29, 2007
4. Feldman，1984

三、參考網站
1.交通部觀光局http://taiwan.net.tw/
2.行政院主計處http://www.dgbas.gov.tw