A cornerstone of the customer experience revolution, organizations around the world are increasing their investment in soliciting customer feedback. Yet there’s one dirty little secret no one wants to talk about: response rate. Most customers ignore or refuse to respond to all the requests for feedback they get. To best understand this dirty little issue,…
It goes without saying that when we design anything, we must know and understand our audience well. But I often find that in mobile business intelligence (BI) projects, this is where the first oversight happens—not because we lack the knowledge, but because we make the wrong assumptions.
The “mobile BI design framework” promotes the idea that we need to go beyond just knowing our audience by creating every opportunity for greater user interaction right from the onset of our engagements.
Firms are settling for being fast enough. Sliding a bit on service times — as long as it doesn’t get crazy long — is acceptable because it let’s the firms distinguish themselves. A unique salad offering separates Wendy’s from McDonalds’ and potentially draws a premium price. The question is at what point would service times become a problem. That is, at what point does greater product variety stretch out service so long that a new salad or taco just ain’t worth it?
“We live in a world of speed and cheapness,” says Roger W. Smith, who makes every component of a watch from scratch and by his own hand. It is the ultimate opposite of that other Smith (Adam)’s division and specialization of labor. I believe there is room for both in our world. It takes one watchmaker about 6 months to produce one watch. The result is a masterpiece…
The Blue Ocean Strategy is highly related to process innovation. The idea of this strategy is to build new businesses where none existed before. So-called Blue Ocean industries are more profitable than traditional business fields with head-to-head competitors. In the Blue Ocean strategy, you must offer your customers a value innovation (i.e. tangible product or service advancements) accompanied by demonstrable savings. To be able to do that, you have to look at your process innovation from a new perspective. Let’s revisit the six steps of the Blue Ocean strategy from a process point-of-view.
Why Implement an Organizational Culture of BPM?
I’m holding a focus group with some call center associates from the general customer service queue of a major financial services institution.
I’m thinking that I’m going to have to sell them on why we’re here, work hard to get their support, and tenuously pull information from them. After all, they probably don’t want to be here…this is a part-time job for some, a stepping-stone job for others, and a placeholder job for the rest…and I need their honest, and probably negative, feedback to do my job.
My job is essentially to improve their jobs. I could not have been further from the truth.
According to recent AIIM Report – ‘Winning the Paper Wars’, 74% of companies have business improvement campaigns that would benefit from paperless initiatives, but only 24% of those have a specific policy to ‘drive paper out of business’. In the era of BPM, BPMS, iBPMS, ERP, ECM (and dozens of other acronyms), I’m asking: how…
Just like when Homer designed a new car for his brother that included shag carpeting, three horns and bubble domes, BPM and CRM applications are in danger of trying to become all things to all men. Social is the latest in the long list of capabilities being added to both BPM and CRM applications, on…
Social Media is both a threat and an opportunity.
Organizations are traditionally used to being in control of customer interactions and have long built IT systems that push messages to the customer. It is clear, however, that social media and the consumerization of technology has already had an impact on customer’s daily lives and is here to stay.
Through social listening and an effective Business Process Management system, organization’s ability to listen to the conversation and respond through changing business processes will become a major differentiator.
Getting people on and off planes is a fascinating topic. Most people have a very visceral response to it if only because it is a business process that we are routinely exposed that often does not run well. Why it doesn’t run well can be blamed on the airline (since there is not the same degree of process standardization in boarding that one sees at, say, a supermarket checkout) or our fellow travelers (since those idiots so often don’t follow instructions). There have been some recent innovations such as boarding passengers in a random fashion or allowing those who do not need an overhead bin to board first. NowWired reports that other process changes are coming (Airlines Still Trying to Make Passenger Boarding Less Annoying, Aug 28).