of products may also expose the firm to risks of spreading its effort too thin to the detriment of overall service quality. Managerial actions for improvements to operational efficiency While blueprints draw attention to operational deficiencies, the blueprint, per se, cannot suggest solutions. In order to identify potential solutions to operating problems, the analyst must examine the service process and consider the factors that are likely to cause the problem. In addition, the range of possible solutions may be constrained by organisation's mission, current market position and access to resources. A very substantial body of marketing literature has addressed the question of possible solutions to problems identified through blueprinting. It is difficult to do justice to the wealth of studies using blueprints to gain managerial insights. A short summary of key managerial actions follows: Standardize Procedures Variable performance in service delivery is largely attributable to inseparability and human factors. Even in the back office, lack of standardisation can indirectly influence the customer process. In many organisations employees chose their own systems for storing files. Swank (2003: 125) cites an example of an insurance company where some employees filed according to policyholder (alphabetical), others by policy number (chronological) while others by date received. When employees were absent, substitutes sometimes found it hard to figure out where files were stored, so the process of retrieving files was delayed. To reduce this variation, the service firm has several options. Production-lining – The production-line approach utilises a combination of hard and soft technologies to facilitate production, standardise procedures and minimise deviations arising from human error. This approach is typically characterised by simplification of tasks, clear division of labour and low levels of employee latitude. Introduce Standard Operating Procedures – In services where it is neither possible nor desirable to replace human labour with equipment, standardization may be achieved through soft technologies alone. Standards may include specifying the scripts for a technically correct performance, prescribing a uniform or dress code for employees, codifying operating procedures. Wherever possible, standards should include measurable components. Isolate the technical core – Deviations can also be reduced by decoupling the technical core from other aspects of the service system. For example, a theatre may elect to use a ticketing agent for all reservations and do away with the box-office. This approach may need to be accompanied by customer education programs to ensure seamless implementation. Standardization is clearly designed to provide