Wednesday, January 2, 2013

BPM’s Wonderland: Customer Experience

In order to optimize customer experience, make digital influence on every touch point, a process-driven, responsive digital platform will improve customer life-cycle experience.
BPM continues its rocky road journey, took a few value trails, taste drops of Mighty Waters, met a big social wind,  also survived from Ten Roadblocks, and enjoyed the hill viewhere arrives in a wonderland to delight customer.

1.   Customer Experience Life Cycle 

With a nod to Wikipedia, customer experience is the sum of all experiences over the course of "a relationship" with a supplier, or more narrowly over "one transaction".

  • 8-Step Customer Experience Life Cycle: Wikipedia lists "awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy" as individual aspects of (a B2C) customer experience. It means that an organization wants to optimize the experience of the customer through the entire relationship lifecycle 
  • Purposive expenditure of effort: While the term "experience" includes financial value, quality value and other aspects of the customer/vendor relationship or transaction, we are interested in the strategic/ technical/transactional/emotional aspects of the relationship. And the result of this definition is that the customer experience in which is a kind of "work", which is to say the "purposive expenditure of effort" related to changing states of objects in the real world. Each of the aspects of customer experience listed here can be defined as involving some kind of work.

2. How central a role should BPM play in customer experience?

  • Understand Customer Drivers in Designing the Process: Customer Experience, in a broader sense than just "website interaction" acknowledges that PEOPLE interact with the people and devices of your business process. And that these people are not just users or customers, but people made of flesh and blood, that has emotions during the interactions driven by the process and people's desires. And understanding these behavior, emotions, drivers (typically done in research, real dialogue, in testing), are critical input in designing the processes, and the interactions and channels.      
  • Discover the Moment of Truth: In the end, it's not so much the process, but the moments of truth (the interaction with the person requesting the service/product) that count. And not only the last interaction, but the whole journey. Service Design is a strong evolving practice for this, in which a lot of lessons are currently learned. Interesting times ahead for BPM! 
  • A short answer is "in a competitive world, and for both technical and economic reasons, BPM is likely to play an increasing role in customer experience. BPM plays a part in creating the customer experience, though it does not necessarily have to steal the limelight, there are so many parts that make up a customer journey, process is but one piece and while it can be argued as a significant piece, it's also meaningless without the rest that form the whole customer picture.
  • The choice for user-experience-by-BPM-technology is a choice for flexibility, adaptability and ultimately, much lower cost-to-maintain the best possible user experience. The rate of change for deployed user experience systems is also increasing. For these reasons, it increasingly makes sense that BPM technology (BPMS software & tool) would be the choice for organizations that want to deliver the richest user experiences. Such leading-edge organizations will be constantly learning and adjusting the work that they support. And because the work of user experience is abstracted out as BPM process models, along with separate database, rules and presentation layers, the organizations that have made this choice will have a clear advantage.
  • Experience First: It seems to be the customer experience is an ongoing and key data input that impacts all BPM processes, so there needs to be a way built into the process to get that information frequently. User Experience (UX) and Customer Experience (CX) are not exactly the same thing, CX as a superset of UX, then it makes sense that UX is the linkage between CX and BPM.  Instead of putting the process model first and giving the process model highest importance, high performance teams put experience design first and then optimize and transform underlying business process to deliver on the desired experience
  • Process underpin digital capabilities, which optimize touch point in customer experience:
             a) Integrated digital platform: in order to optimize customer experience, make
                 digital influence on every touch point, a process-driven, responsive digital       
                 platform will improve customer life-cycle experience.

             b) Analytic Capabilities: Understand customer deeper through process
                  intelligence /intelligent process, know what customers want before they know

              c) Business/IT Integration: Every budget is IT budget, business's IT, customer-
                  centric processes are designed upon outside-in EA principle; to well
                  orchestrate application, data, process and delight customer with mature
                  services and solutions.

3.    Talent is Key to Explore Wonderland

  • It’s time to “take responsibility” to fill out gaps. The argument here that BPM is suitable for a situation involving “work” can of course be applied to almost any domain. However, the argument for the use of BPM in the specific domain of customer experience is particularly acute because of the gap between current practice and technical possibility, a gap highlighted all the more by competitive pressure. This gap is an opportunity for leadership by customer experience advocates, BPM technology champions, BPO BPM experts and especially business leaders.
  • The implication for corporate BPM initiatives is clear: involve customer experience experts, early and often, to help ensure that your processes aren't just efficient and compliant, but that your customers (whether internal or external) are willing to use them. Processes are part of customer experience, but have you ever seen a customer who asked you about your processes? No, they want that you do what you promise; they want to be treated well. They want to talk to real people, not to telephone robots. If you promise to call them back, they expect to be called back. They want a website that's easy and in their own language. And that's indeed so much more than only about BPM.
  • You need all stakeholders to be involved in the design process. PM can be exploited to make a significant contribution to customer experience, but only if we are thinking hard about customer experience when deploying BPM-driven processes. It also depends on who is deemed the customer. Is it your colleague in another department or is it the end consumer? In either case you need all stakeholders to be involved in the design process. For a successful result, you can't have a top-down hierarchical design led system; it will fail with the 'everyday' user! It's about process, also more about customer experience.
How to delight customer becomes strategic imperative to survive and thrive for any customer-centric business today, BPM need play hard and smart in such a wonderland.


Thanks for such a great article and great tips. In fact the “customer experience” should include interaction the working staff, so it is important that employees feel good about where they work and spread that "love", so to speak.

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