Essential. Three parts of a great customer service experience are tied to "Process Excellence."
It must be easy for the customer.
Much of the frustration customers feel in service experiences come when companies impose their own organizational complexities (front office v. back office, business unit silos, the archeology of past acquisitions, etc.) on customers. These processes must be streamlined to provide a simple experience for customers.
Fulfill your promises.
Poor customer experiences often happens when service requests get lost in the silos between front and back office, fulfillment teams, etc. Process and case management allow processes to live between these silos and help assure that no customer requests get lost in the cracks.
Adapt in real time.
Today's customer is increasingly empowered by social networks and mobile tools that allow them to reach out and demand (and publicly complain
) when they don't get the service need. Businesses must be able to react in real time to unforeseen events, which requires a high-level of process maturity and process agility.
Of course, all of this is meaningless if process experts don't take what Forrester and others are calling an "outside in"
approach to customer service. We must think about our processes not just in terms of efficiency, but in terms of the customer experience. If we extend Process Excellence to include the customer perspective, we can dramatically change the way customer service is deliver.
I don't like to share Pega evangelism on this blog, but the case study in the video below is less a Pega "ad" than real-life story
of how some really smart folks took a customer centric view of their processes (in case, for account opening) and re-engineered everything (from the layout of their branches to the systems they use) to deliver a better experience. They also had a pretty good tool to help them do that ;-)