How Experience and Process Management optimise CRM
It’s easy to start drowning in the alphabet soup that surrounds Customer Relationship Management (CRM) along with its associated tools and processes.
CRM, VRM, CEM or CX, BPM and all those other acronyms are enough to make the head spin. But as CRM matures, it’s becoming increasingly clear that two of those sub-components are particularly important: Customer Experience Management (CEM) and Business Process Management (BPM).
Yes, CRM will let sales and service managers stay in touch with customers and sales leads – but these tools may not be sufficient. It’s no use for a representative to repeatedly contact the same prospects unless actual sales result.
What’s missing is how to tailor surrounding business processes in order to gain maximum leverage from CRM tools. The ultimate goal is to ensure business processes are customer focused — optimising each customer contact through BPM and ensuring that each customer has a positive experience with CEM.
By adopting a joint BPM/CEM leveraged strategy, managers can direct and assist sales teams far more effectively. Furthermore, integrating BPM into the suite of CRM tools can boost customer satisfaction.
Flexibility with Rigour
Colosa has developed ProcessMaker and ProcessMapper — open source BPM software. Its
CEO, Brian Reale, says flexible CRM processes can benefit from incorporating some of the disciplined rigour of BPM.
He also points out that the CRM world tends to have a patchy knowledge of BPM, whose tools account for less than a third of the total market, now estimated by Gartner at some $30bn currently and projected to pass $36bn by 2017.
“This is one of the main reasons that focus needs to be brought to this subject, and it is important to highlight the different benefits of both CRM and BPM when it comes to CEM,” Reale said.
CEM: Vital Differences
CEM and CEM may seem synonymous but in fact each tackle distinct but synergistic aspects of the customer relationship.
These differences have been summarised by Christopher Meyer and Andre Schwager in their Harvard Business Review article “Understanding Customer Experience”.
Thus while CEM captures what the customer might think about the company, CRM defines what the customer actually knows about you.
And while CEM operates at every customer “touch point”, CRM really only applies on recorded interactions. But the most important difference is relevance to future performance: CRM is a lagging indicator that drives cross selling by bundling ‘hot’ products with others, while CEM is a leading indicator that identifies gaps between expectations and experience in which to place added offerings.
Again, BPM brings rigour and delivery to this vital part of the process.
Source: CRM daily