ISIS Papyrus Software

Posts Tagged ‘profitability’

Getting Ready for the Real Customer Experience

In value proposition on January 22, 2014 at 6:10 am

Customer experience seems to turn into yet another buzzword that everybody tries to make their own invention after it has entered the mainstream. Therefore it is worthwhile to look at it more closely to differentiate the thinking (and acting!) behind it instead of listening to the confusing noise surrounding it. After years of hype it has become clear that conventional customer relationship management (CRM) software and database management technologies can only record obvious things like transaction histories and customer-company contacts. What they can’t do is to actually improve the relationship to customers, let alone predict their future behavior.

It has become clear that there is more than huge amounts of data and expensive random advertising to strike a chord with today’s volatile and demanding customers. There are several things needed to truly shape the customer experience. A company as a whole as well as its employees as the actual customer interface need to be relevant, transparent and authentic to make a difference. But how can that be accomplished? If a company and/or one of its workers wants to be relevant they must understand what the customer’s problem is and how to solve it appropriately. The actual interaction with customers has to be transparent and offer them a way they can actively engage with. Too often customer interaction is perceived as frustrating like when dealing with automated call systems that just don’t seem to offer the customers’ choice or ask them for information they can’t provide at that particular moment and send them round in circles. Being authentic finally means to deliver on the previous communication and drive long-term loyalty and profitability as a result.

A relevant, transparent and authentic approach to customer interaction and service shapes the perception by the customer (“the experience”) in a very particular way that is a real differentiation from the competition. It goes way beyond the accumulation of data and the traditional notion of products and services as a commodity. And though its effects are visible and measurable it cannot be covered by run-of-the-mill reports and benchmarks. However, it takes a different mindset that balances these values for long-term earnings against quarterly numbers and accepts that it’s not a one-off procedure.


Enabling the Customer Engagement Cycle

ISIS Papyrus understands the effort it takes large corporations to manage processes and communications and to attract and acquire customers, to care for them and to retain them for sustainable growth. Therefore the Papyrus Platform is built to fully support the whole customer engagement cycle and to fulfill business goals at the same time. Its solutions provide ready-to-use business applications that empower business users to provide the real customer experience while enabling management to define, execute and monitor strategic objectives, operational targets and process goals for all end-to-end value streams.

Focus on Customer Outcomes for Long-term Profitability

In markets on January 17, 2012 at 2:42 am

Firms competing in mature markets usually apply two broad strategies to secure growth and profitability. The first strategy centers around aggressive pricing. This strategy is particularly tempting in downturns or to force competitors out of the market. But overall, it is a shortsighted strategy and hurts long-term profitability despite apparent initial success in terms of growth. The cut in margins is usually the start of a downward spiral followed soon by some cost cutting in its various forms, which is the ultimate goal of most Business Process Management (BPM) projects and the only justification for oversimplifying customer-facing processes with flowcharts. The result is poorer service and product quality, the outsourcing or even complete elimination of services with all its dire consequences but without bringing back margins to sound levels.

The other strategy is about focusing on customer outcomes. This requires a shift from the notion of products and services as a commodity to that of shaping the perception of the customer in terms of value received. In this setting the customer judges about the successful outcome of a business process instead of a bureaucratic system. In most cases this is a substantial differentiator from the competition. However easy it sounds this shift is not something that can be achieved overnight and it is certainly no one-off procedure.

Starting with the focus on customer outcomes requires goal-orientation, transparency and empowerment in process planning and execution. It considers knowledge and an organization’s adaptive capabilities to put it into action for accommodating different customer preferences. Giving participants the means to create a value perception interactively instead of mere exception handling along a sequence of predefined steps builds the cornerstones of long-term customer relationships which result in increased loyalty and revenue.