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Business Process as A Service And
Customer Experience Management
Ardhita Banu Adji
1201120493
CEM (Customer Experience Man...
Background
In this fast changing technological world, the major
challenge faced by service providers is keeping abreast of...
Overview
• Customer Experience as being “the result of the sum of
observations, perceptions, thoughts and feelings arising...
SaaS and BPM
SaaS is a model of software deployment whereby a
provider licenses an application to customers for use as a
s...
Categories of BPM
Design => Process Design encompasses
Modeling => Introduces combinations of variables
Execution => full ...
A full-service BPM
• Process discovery and project scoping to try and discover a
process automatically
• Process modeling ...
BPM functionalities on SaaS platform
1. SaaS based Process Modeling and Analysis
-> Business process modeling, analysis to...
Concerns around offering BPaaS
• Total cost of ownership concerns
• Lack of customization
• Security concerns
• We can't f...
Benefits of BPaaS
BPaaS represents a new way to access and consume business
services. BPaaS promises wide availability of ...
• For Service Providers, BPaaS represents a new way to deploy and
sell business services. It relies on the new technology ...
Bpaas Benefit model
Following is the list of the direct/ indirect
benefits of implementing BPaaS model:
• 1. Reduced project risk
• 2. Rapid R...
Future of BPaaS
• Business Process as a Service (BPaaS) is emerging as
the next major category of Cloud IT. BPaaS is the
u...
CRM
AND
CEM
What is Customer Experience
• Customer Experience is the result of the sum
of observations, perceptions, thoughts and
feel...
Overview
A successful transformation into the CEM
world can only be achieved by building on top
of good CRM processes and ...
• Customer Experience Management (CEM)
The management of the customer experience
from the customers perspective
• Customer...
How to differ CEM and CRM?
Why is CEM
important
1. Market Maturity -
Maturing traditional
service markets change the
nature of competition
2. Economi...
Key drivers for implementing CEM
programs
The Roadmap for Developing CEM
• Delivering an effective Customer Experience Management
requires a coordinated program acr...
Capability Maturity Model Integration
(CMMI)
The four key CEM program
componentsPeople (employees, suppliers and partners) The
program must take into consideration the...
Managing the Quality of Customer
Experience
• Passive service and network.
• Active user probes that emulate end user
acti...
Ending• After learn about CEM and CRM we may conclude that A common
misconception in the industry is that CEM is a replace...
Ardhita banuadji smo_sdm_cem
Ardhita banuadji smo_sdm_cem
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SMO, CEM, CRM ( Busines process as a service and customer experience management )

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Ardhita banuadji smo_sdm_cem

  1. 1. Business Process as A Service And Customer Experience Management Ardhita Banu Adji 1201120493 CEM (Customer Experience Management)
  2. 2. Background In this fast changing technological world, the major challenge faced by service providers is keeping abreast of the changes in an agile manner A BPM suite should be able to provide E2E support and at the same time provide customization for the processes. Implementing BPaaS has some security and integration issues that need to be addressed carefully and correctly.
  3. 3. Overview • Customer Experience as being “the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships (direct and indirect) over an interval of time between a customer and their provider(s)”. The measurement of Customer Experience is based on measuring the extent to which the customer’s needs are satisfied using customer/user centric measures such as: Would advocate Would recommend Would Buy again Product availability Product usability
  4. 4. SaaS and BPM SaaS is a model of software deployment whereby a provider licenses an application to customers for use as a service on demand. SaaS software vendors may host the application on their own web servers or upload the application to the consumer device, disabling it after use or after the on-demand contract expires. Business Process Management (BPM) is a management approach focused on aligning all aspects of an organization with the wants and needs of clients. It is a holistic management approach that promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology. Business process management attempts to improve processes continuously. It could therefore be described as a "process optimization
  5. 5. Categories of BPM Design => Process Design encompasses Modeling => Introduces combinations of variables Execution => full business process Monitoring => Tracking of individual processes Optimization => Retrieving process performance information
  6. 6. A full-service BPM • Process discovery and project scoping to try and discover a process automatically • Process modeling and design to engage those affected by the process and duplicate it in the software • Business rules to create the rules that define business decisions based on internal and external data • Workflow engine to turn the process models into executable files • Simulation and testing to debug the processes and prepare for implementation
  7. 7. BPM functionalities on SaaS platform 1. SaaS based Process Modeling and Analysis -> Business process modeling, analysis tools, and repositories seem to be a logical entry point for BPaaS ex : WebSphere Business Modeler, Tibco iProcess 2. SaaS based Process Design and Execution -> The core value of BPM has been to facilitate business user with the ease of creation and modification of processes with no or minimal IT intervention 3. SaaS based Process Monitoring and Optimization ->providing the performance data; identification of bottlenecks and opportunities for various improvements. *Look at Note
  8. 8. Concerns around offering BPaaS • Total cost of ownership concerns • Lack of customization • Security concerns • We can't find the specific application we need • Risk of migration or installation. • Application performance Executing business processes often require access to data from sales, finance, enterprise content management servers, DRPs, data warehouses and repositories. With a multi- tenant BPaaS suite, security will be a concern
  9. 9. Benefits of BPaaS BPaaS represents a new way to access and consume business services. BPaaS promises wide availability of business services packaged as a catalog of standard offerings hosted by the service provider. BPaaS offers the economies of scale of a shared infrastructure, while giving each application or business unit its own private space within the shared environment, and provisioning that space quickly, on demand, to the scale and quality of service required
  10. 10. • For Service Providers, BPaaS represents a new way to deploy and sell business services. It relies on the new technology of virtualization to create an elastic platform that can scale to meet the instantaneous demand
  11. 11. Bpaas Benefit model
  12. 12. Following is the list of the direct/ indirect benefits of implementing BPaaS model: • 1. Reduced project risk • 2. Rapid ROI from fast deployment • 3. Linear cost scaling • 4. BPaaS vendor experts perform configuration, tuning and maintenance • 5. No on-going human capital costs • 6. No on-going traditional on-premise software and hardware maintenance fees • 7. Lower training • 8. Single integrated platform • 9. simplifies interoperability • 10. optimizes performance within an enterprise. • 11. Allows collaboration and process execution within an enterprise. • 12. Provides a low-cost global delivery channel
  13. 13. Future of BPaaS • Business Process as a Service (BPaaS) is emerging as the next major category of Cloud IT. BPaaS is the umbrella term that is being increasingly used to capture a whole raft of customer • Cloud enabled innovation within the broad services marketplace, thereby transforming the enterprise by leveraging Business Process as a service.
  14. 14. CRM AND CEM
  15. 15. What is Customer Experience • Customer Experience is the result of the sum of observations, perceptions, thoughts and feelings arising from interactions • Also relationships (direct and indirect) over an interval of time between a customer and their provider(s) when using a service
  16. 16. Overview A successful transformation into the CEM world can only be achieved by building on top of good CRM processes and practices. CEM takes us a step closer to achieving improved customer satisfaction
  17. 17. • Customer Experience Management (CEM) The management of the customer experience from the customers perspective • Customer Relationship Management (CRM) Customer Relationship Management (CRM) refers to systems that manage all aspects of a company’s interaction with its customers
  18. 18. How to differ CEM and CRM?
  19. 19. Why is CEM important 1. Market Maturity - Maturing traditional service markets change the nature of competition 2. Economic Trends - Economic trends impact customer spending and service provider investments 3. New Technologies - New capabilities drive new services and the potential for better customer experience 4. Customer Behaviour & Preferences - Changes in behavior create new risks & opportunities
  20. 20. Key drivers for implementing CEM programs
  21. 21. The Roadmap for Developing CEM • Delivering an effective Customer Experience Management requires a coordinated program across the entire organization and is best achieved by adopting a maturity framework similar to the Capability Maturity Model Integration (CMMI) framework. • CMMI is a proven process improvement approach whose goal is to help organizations improve their performance. CMMI can be used to guide process improvement across a project, a division, or an entire organization
  22. 22. Capability Maturity Model Integration (CMMI)
  23. 23. The four key CEM program componentsPeople (employees, suppliers and partners) The program must take into consideration the journeys people will need to travel to evolve the working practices . Process In many ways implementing the new processes necessary to support CEM is likely to be the easiest part of the program Systems Having the right tools and OSS / BSS environments in place to support CEM is absolutely critical to achieving the end goal Government -One critical component that is often overlooked or added in as a bolt on extra, is that of governance. Strong governance is critical when implementing a CEM program
  24. 24. Managing the Quality of Customer Experience • Passive service and network. • Active user probes that emulate end user activity. • Active services probes. • Embedded agents inside end users’ devices.
  25. 25. Ending• After learn about CEM and CRM we may conclude that A common misconception in the industry is that CEM is a replacement for CRM which simply is not correct. A successful transformation into the CEM world can only be achieved by building on top of good CRM processes and practices. CEM takes us a step closer to achieving improved customer satisfaction. • Instead of asking the question, “This is what we are doing, how well are we doing?” which is a CRM approach, CEM asks, “What is important to you, and how well are we doing?. CEM is aimed at turning customers into fans by seeing the world through their own eyes

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