Professional Documents
Culture Documents
Alan McSweeney
Objectives
• Myth of CRM
• Customers are not outsiders
• We are all customers – utilities, service providers, financial
institutions, government agencies
• CRM is about how WE want to be treated
• When we talk about customers (THEM), we mean us
• More Of • Less Of
− Value − Aggravation
− Responsiveness − Time to Complete Transaction
− Involvement − Rigidity
− Consideration − Cost
− Dependability − Bureaucracy
− Flexibility − Excuses
− Lack of Integration
• More Of • Less Of
− Work − Personnel
− Customers − Facilities
− Sales − Cost
− Revenue
− Margin
The customer sees across the structure and is not concerned with but is all too
often aware of the operational elements, their complexity and lack of
interoperability
Product/Service
Delivery: from order
to completion
Customer
Relationship
Management
New Product/
Service
Provision
Be an Organisation Customers
Want to Do Business With
Be an Organisation Customers
Want to Do Business With
Lack of Focus
on Operations
No by Senior
Accountability No
Management Measurement of
for Cross-
Functional Cross-Functional
Processes Process Metrics
“Horizontal”
Cross
Functional
Processes –
Externally
Focussed
Link
Operational
Processes
Cross
Organisation
Boundaries
• Data refers to the source figures and numbers. It is the raw material
for analysis
− Data gap is the absence of the tools and operational processes to consistently
collect, store, manage the data and make available tools to perform analyses.
• Information is the value extracted from the raw data
− Information gap is the absence of insight caused by the lack of defined metrics
and indicators and their timely and accurate availability and usability.
• Action is the need for operational business processes to ensure that
the information presented is used and acted upon
• The Data, Information, Action cycle means that there must be a
continuum from collecting the raw data to using it effectively
• Process to achieve this must be embedded in the organisation
• Measure what matters as work moves through the organisation through the
individual operational processes
• Trends in these measurements will show the real health of your organisation
Business
Core Processes Business
Processes That Create Value for the Customer
Controlling Measurement
Process Process
Customer Product Order Customer
Processes That Acquisition Delivery Fulfilment Support Processes That
Direct and Tune Monitor and
Other Processes Report the
Results of Other
Enabling Processes Processes
Processes That Supply Resources to Other Processes
Supplier’s Processes
April 10, 2010 41
Sample Enterprise Business Process Models - 2
Align
Supply Chain
Innovate Plan
Build
Vision and
Strategy
Legal,
Governance Regulatory, Knowledge,
External
and Environment, Improvement
Relationship
Compliance Health and and Change
Management
Safety Management
Management
Business Environment
Competitors, Governments Regulations and Requirements, Standards, Economics
Forecast
Accuracy Supplier’s Processes
Vision and
Strategy
Legal,
Governance Regulatory, Knowledge,
External
and Environment, Improvement
Relationship
Compliance Health and and Change
Management
Safety Management
Management
Business
Leadership
Results
Vision and
Strategy
Legal,
Governance Regulatory, Knowledge,
External
and Environment, Improvement
Compliance Health and
Relationship
Management
and Change Business Environment
Safety Management
Management Competitors, Governments Regulations and Requirements, Standards, Economics
Business
Core Processes Business
Processes That Create Value for the Customer
Controlling Measurement
Process Process
Customer Product Order Customer
Processes That Acquisition Delivery Fulfilment Support Processes That
Direct and Tune Monitor and
Other Processes Report the
Results of Other
Enabling Processes Processes
Processes That Supply Resources to Other Processes
Supplier’s Processes
April 10, 2010 50
Mapping Sample Business Process Model - 2
Vision, Operational Processes With Cross Functional Linkages
Strategy,
Business Develop and
Market and Deliver Manage
Manage
Management Products and
Sell Products Products and Customer
and Services Services Service
Services
Vision and
Strategy
Legal,
Governance Regulatory, Knowledge,
External
and Environment, Improvement
Relationship
Compliance Health and and Change
Management
Safety Management
Management
Align
Supply Chain
Innovate Plan
Build
Aligned Processes
Aligned Measures
Knowledge Sharing
Activity Activity
Consists of one or
more of …
Task Task
Consists of one or
more of …
Alan McSweeney
alan@alanmcsweeney.com