The power of revenue choice has never been so one-sided and it sits completely with the consumer. Being a revenue winner in this new world means thinking about how to capture and keep the customer in your selling environment. Intelligent use of manual process management is the key to being a winner.
In my column "[url=http://www.processexcellencenetwork.com/columnists/mr-angry-you-call-that-customer-service/]My Angry on customer service[/url]" and every good or bad experience I wrote about had process at its heart. The challenges are spelled out in a recent blog "[url=http://www.q9group.com/customer-service-either-black-white/]Customer Service is either black or white"[/url]
This is where BPM should be focused if it wants to be seen as a valuable part of business strategy. Driving up revenue has an infinite upside. Cutting costs can only go so far. Money talks.
Why not first do better, rather than more?
Growth is a byproduct of you focusing on providing a genuinely better product, service, interaction, experience, communication to your customers. In all these areas BPM can obviously help.
Engaging customers new and existing with a good experience even when things go wrong, as they will do, is an important aspect to achieving growth. It is about engaging the customer yet letting them make the choices that suit them to arrive at their desired outcome and not that frustrating “not available/possible” one we often are faced with?
BPM should be the discipline that works out what is required and this will include understanding the “rules” linked to recognition of the choices being made to present next choice so ultimately there is an outcome that can be readily delivered. This will require a degree of intelligence and should engage the customer being almost fun to experiment with differing priorities and options.
BPM of course includes actual delivery so needs to think end to end as any failure in the delivery process will quickly undo that good customer engagement. Such implementation with real time feed back will give valuable feed back to continuously improve the experience for all; not forgetting the internal support people.
BPM is especially good with two following aspects which contribute into business growth:
a) liberating the time and energy of people for bringing innovations – less stress, less re-inventing the wheel, less non-added-value work (e.g. monitoring), etc.
b) ability to consider customers as active participants of processes between corporate and customers thus anticipating all potential touch-points and take care about those touch-points. (see [url=http://improving-bpm-systems.blogspot.ch/2015/01/bpm-for-cx-customer-experience-example.htm]http://improving-bpm-systems.blogspot.ch/2015/01/bpm-for-cx-customer-experience-example.htm[/url]l )
We have various capability maturity models on the market (can be easily checked on Google), however all preach more or less the same: from the siloed organization to the intelligent operating network (i.e. continuously connected to the market dynamics in near real time by having the organization and its partners driven by adaptive processes). It is obviously hard to achieve the ultimate level yet with teams of A players anything is possible!
I read above about the Customer Experience (CX), it sounds cool but offering great services and products is in direct relationship with how effective and efficient is the organization in achieving its right goals. And doing that requires a maturity journey.
A few ideas on the topic:
[list="1"]- Perfect fit for creating new
[*] [quote][b]Financial Services[/b]
[b]financial products[/b]while both managing effort and tracking costs/performance. This approach applies BPMN modeling skills to help analyze and discover new, previously underutilized human knowledge and capacity. This is about applying the model (orchestration and collaboration) towards the development of new business outputs (values).
[b]Commercial Banking[/b]- Increasing capacity while extending products into new markets. This practice also known as "managed derivation" of standard practices while extending the banking model (services) into new territories.
[b]Regulatory Conformance[/b]- Restarting a previously restricted business/market via the application of BPMN models. This is something perfectly suited for highly regulated services (or industries) whereby conformance overhead, or risk, prevented business expansion. In this application of BPM, our methods extract new efficiencies whereby rediscovered profitability leads business growth.
You deliver your encomium to CX in the context of this forum on BPM and business process, and that's worth underscoring. I'd go so far as to say that CX and BPM are inextricably linked and that the realization of CX objectives is dependent on BPM technology.
The Peter Schooff crew covered this linkage in December 2012 (via ebizQ):
And I followed up with a blog post for the purpose of analyzing the linkage between CX and BPM as real, and not just rhetorical:
(Appended as notes to my post are six more comments on CX, UX and BPM from Jeanne Roue-Taylor, Alexander Samarin, Aberdeen Group, Emiel Kelly, Ajay Khanna and Clay Richardson.)
[This was originally a comment directly to Ian's post.]
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